Szkolenia Zarządzanie w Łódź

Zarządzanie Training in Łódź
Management courses

Łódź, ul. Tatrzańska 11

ul. Tatrzańska 11
93-115 Łódź
Poland
PL

Opinie uczestników

BPM Essentials

Way of providing training, tools which were used duirng the training. Trainer flexability.

Joanna Begier - ABB Business Services Sp. z o.o.

REST API - wzorzec wymiany informacji między serwisami

Połączenie kultury prowadzenia szkolenia (oczywiście zaleta trenera) z wiedzą praktyczną i przykładami z życia z funkcjonujących aplikacji.

Krzysztof Pałys - Sygnity Business Solutions S.A.

Communicating and Influencing - For Managers and Team Leaders

Interaction and flexibility

Olivier Pugliesi-Conti - la cuisine

BPMN 2.0 dla Analityków Biznesowych

Sposób kontaktu prowadzący - szkolony. Podejście dobre zarówno dla grupy jak i do indywidualnej osoby.

Marcin Szcześniak - Credit Agricole Bank Polska S.A.

BPMN 2.0 dla Analityków Biznesowych

Duża dawka ćwiczeń.

Piotr Kubiński - Credit Agricole Bank Polska S.A.

Object-Oriented Analysis and Design using UML

Learned a lot of practical material. The exercises were very practical also.

JIMMY CHAN - THALES TRANSPORT & SECURITY (HONG-KONG) LIMITED

The Compliance and MLRO Refresher Programme

It was very good training, good pace, very comprehensive. 

Excellent course content, delivered very well. Actually enjoyed the training and was a very good brush up of knowledge.

Trainer, Richard was very good

Lisa Johansen - PAYS Services UK Limited

Business Analysis, BABOK V3.0 and IIBA Certification Preparation

Test końcowy symulujący pytania z egzaminu, gdzie próbowaliśmy jako grupa rozwiązać zadania w oparciu o zdobytą na szkoleniu wiedzę.

Dominik Łubiński - NIIT LIMITED

Understanding Business Process Modeling with BPMN 2.0

The knowledge of the Trainer

Sripal S - Techwave Consulting India Pvt Ltd

Understanding Business Process Modeling with BPMN 2.0

the way of delivering speech

Bhaskar naidu - Techwave Consulting India Pvt Ltd

WebServices with SOAP and WSDL Basics

The style of training and content delivery was excellent.

Mark Campbell

Analiza i projektowanie obiektowe za pomocą języka UML

Najbardziej podobała mi się proporcja między wykładami i ćwiczeniami oraz tempo prowadzenia.

Barbara Kwiecień - Unit4 Polska sp. z o.o.

Analiza i projektowanie obiektowe za pomocą języka UML

Humor :)

Olga Szupszynska - Unit4 Polska sp. z o.o.

Corporate Governance

Vajitha was engaging, very knowledgeable, clear and prepared

Cécile McNeil - Canadian Glycomics Network

Corporate Governance

She was very personable and presented a fluid delivery of the course material.

Karli Buckle - Canadian Glycomics Network

BPMN 2.0 dla Analityków Biznesowych

Wszystko

Grześ - Credit Agricole Bank Polska S.A.

BPMN 2.0 dla Analityków Biznesowych

Praktyczne przykłady.

Przemysław Domański - Credit Agricole Bank Polska S.A.

Agile Project Management with Scrum

The trainer was very open and adaptable to our specific needs, good discussions and moderated very well.

John Kramer

WebServices with SOAP and WSDL Basics

Lukasz was very helpful and very patient with us and the exercises were well planned and the material was well presented and demonstrated

Philip Eagan - Canada Revenue Agency; Canada Revenue Agency

BPMN 2.0 for Business Analysts

I gained a good overview of the process editors, business rules and BPMS tools landscape. I highly recommend the practical BPMN for Business Analysts course, even for experienced analysts, with its excellent process scenarios and modelling practice it will position you a cut above the rest!

Anees Baig

High Impact Presentations

well paced and very informative

Richard Kitley - VMware UK Limited

High Impact Presentations

Good pace great Trainer good content.

Peter Schraml - VMware UK Limited

Contemporary Development Principles and Practices

Very informative and gave a nice overall summary of the course outline

Matthew Steptoe - Reed Professional Services LLP

From Data to Decision with Big Data and Predictive Analytics

zakres materialu

Maciej Jonczyk - Orange Polska

From Data to Decision with Big Data and Predictive Analytics

usystematyzowanie wiedzy z dziedziny ML

- Orange Polska

Business Process Management

The trainers subject matter expertise.

Simon White - Micromass UK Ltd

Business Rule Management (BRMS) with Drools

good atmosphere

Martin Jesterschawek - OSRAM Opto Semiconductors GmbH

Preparation for Professional Scrum Master

The simulation part. This simulation excercise could help us learn the theory in a more concrete way.

Andrew Yan - CPC

Preparation for Professional Scrum Master

The simulation part. This simulation excercise could help us learn the theory in a more concrete way.

Andrew Yan - CPC

Preparation for Professional Scrum Master

Best practise knowledge sharing, exercise to practise with project

Anne Babilon-Teubenbacher - CPC

Preparation for Professional Scrum Master

Large part only about practising Scrum & lots of practical insights and experience sharing. Thank you, Bernard!

Julia Post - CPC

Handling Conflict with Confidence

... to the point

MUSAAD ALOLAYAN - D.V. Care Netherlands BV

Project Management with Microsoft Project

Flexibility and ability to adjust to my training needs during the training session itself

Daniela Kostovska - NLMK BELGIUM HOLDINGS

Preparation for Professional Scrum Master

Wiedza praktyczna, nie zamykanie się na zakres szkolenia ale otwarta dyskusja na temat doswiadczeń

Wojciech Sienkiewicz - Mgmt Zone Marcin Szczepaniak

Scrum - Step by Step

Content and exercises

Oguzhan Onkal - LUXOFT POLAND SP z. o. o.

BPMN 2 Fundamentals and Workshop

Exercises, The training room, Tea kitchen

Alisher Khaydarov - Siemens Wind Power

BPMN 2 Fundamentals and Workshop

The trainer gave good examples I could relate to, provided excellent exercises to support each topic covered. Few participants made it possible for the trainer to respond adequately to the participants' individual questions. The trainer stayed motivated throughout and has excellent knowledge of the subject. The trainer prepared us very well for the exam we will take in the near future.    

Great presentation of BPMN2 and the subtleties of the standard. Prep for OCEB exam.

David Attwood - Siemens Wind Power

BPMN 2.0 for Business Analysts

The pace and progression was perfect to really understand things quickly

Stephen Brewell - 10x

Agile Project Management with Scrum

Możliwość dyskusji

Piotr Krawczyk - WearCo Sp. z o.o.

Agile Project Management with Scrum

dyskusja, moderacja adekwatnie do naszych potrzeb,

- WearCo Sp. z o.o.

Agile Project Management with Scrum

Trener nie próbował wmówić nikomu że Agile jest doskonały. Przedstawiał w jakiej sytuacji może się udać a w jakiej nie powinniśmy próbować wdrażać agile.

Marcin Soja - WearCo Sp. z o.o.

Agile Project Management with Scrum

dyskusja i poruszanie aktualnych zagadnień

Bartosz Mulawa - WearCo Sp. z o.o.

Agile Project Management with Scrum

Pierwszy dzień

- BrandBQ Sp. z o.o.

Agile Project Management with Scrum

doświadczenie trenera i praktyczne przykłady

Margaryta Ievtukh - BrandBQ Sp. z o.o.

Scrum Essentials Workshop

The trainer adapted every stage of the session in order to match as well the ideal case from the subject to our organisation needs and possibilities.

Wenceslas Lariviere - World Intellectual Property Organization

Scrum Essentials Workshop

How to mediate between parties or persons have different opinions

Ho Beom Jeon - World Intellectual Property Organization

Understanding Business Process Modeling with BPMN 2.0

The examples given really helped me to understand some of the concepts. The trainer made sure that we were following the whole training and didn't hesitate to come back to a previous point of there was any doubt.
The trainer adapted the training to our needs, giving focus to the items we would like to have more details. Practical exercises were good too.

Amanda Moscardini - Campinas Valley

Understanding Business Process Modeling with BPMN 2.0

Devraj made sure to understand my questions and answered them precisely. The suggestions on how to design diagrams under certain conditions were really good. I would like to reinforce how professional and efficient Devraj was with us.

Leandro Antonio - Campinas Valley

Scrum Essentials Workshop

Fun activities to emphasise the agile / scrum approach

Robert Lawton - World Intellectual Property Organization

Introduction to Enterprise Architectures

Forma prezentacji.

Adrian Winkowski - EXATEL SA

Introduction to Enterprise Architectures

elastyczność w prowadzeniu szkolenia (omawianie dodatkowych kwestii i tematów) oraz praca na przykładach z naszej firmy (bardzo dobra podstawa bo budowania procesów)

Piotr Walczak - EXATEL SA

Introduction to Enterprise Architectures

całe szkolenie

Anna Jaczkowska - EXATEL SA

Zarządzanie Course Events - Łódź

Kod Nazwa Miejscowość Czas trwania Data Kursu PHP Cena szkolenia [Zdalne / Stacjonarne]
ocebb300 Certyfikacja BPM - przygotowanie do egzaminu OCEB Business Advanced Łódź, ul. Tatrzańska 11 7 hours wt., 2017-06-06 09:00 3800PLN / 1610PLN
hadoopba Hadoop for Business Analysts Łódź, ul. Tatrzańska 11 21 hours wt., 2017-06-06 09:00 15000PLN / 5900PLN
advyldshp Advisory & Leadership Skills Łódź, ul. Tatrzańska 11 14 hours wt., 2017-06-06 09:00 8610PLN / 3209PLN
kanban1 Kanban Management Professional 1 Łódź, ul. Tatrzańska 11 16 hours wt., 2017-06-06 09:00 7050PLN / 2736PLN
423 Trac User and Administration Łódź, ul. Tatrzańska 11 7 hours wt., 2017-06-06 09:00 5630PLN / 2006PLN
jbpmpd jBPM for Process Designers Łódź, ul. Tatrzańska 11 28 hours wt., 2017-06-06 09:00 12000PLN / 5338PLN
d2dbdpa From Data to Decision with Big Data and Predictive Analytics Łódź, ul. Tatrzańska 11 21 hours wt., 2017-06-06 09:00 29220PLN / 9755PLN
condev Contemporary Development Principles and Practices Łódź, ul. Tatrzańska 11 14 hours wt., 2017-06-06 09:00 9100PLN / 3358PLN
xcelsius Xcelsius Łódź, ul. Tatrzańska 11 14 hours śr., 2017-06-07 09:00 4580PLN / 2179PLN
traintrainer Train-the-Trainer Łódź, ul. Tatrzańska 11 21 hours śr., 2017-06-07 09:00 5000PLN / 2567PLN
808 Introduction to Lean Six Sigma Training Łódź, ul. Tatrzańska 11 21 hours śr., 2017-06-07 09:00 15430PLN / 5576PLN
babokiiba Business Analysis, BABOK V3.0 and IIBA Certification Preparation Łódź, ul. Tatrzańska 11 21 hours śr., 2017-06-07 09:00 9500PLN / 5650PLN
bldrools Managing Business Logic with Drools Łódź, ul. Tatrzańska 11 21 hours śr., 2017-06-07 09:00 9800PLN / 3549PLN
projplan Project Planning 101 Łódź, ul. Tatrzańska 11 7 hours śr., 2017-06-07 09:00 9100PLN / 3058PLN
compmlro The Compliance and MLRO Refresher Programme Łódź, ul. Tatrzańska 11 7 hours śr., 2017-06-07 09:00 5540PLN / 1979PLN
782 Finanse dla niefinansistów Łódź, ul. Tatrzańska 11 14 hours śr., 2017-06-07 09:00 6230PLN / 2158PLN
dddintro Wprowadzenie do Domain Driven Design Łódź, ul. Tatrzańska 11 14 hours czw., 2017-06-08 09:00 9440PLN / 3461PLN
1 Leadership 101 Łódź, ul. Tatrzańska 11 7 hours czw., 2017-06-08 09:00 3890PLN / 1479PLN
BUSSCI01 The 30 Most Important Research Studies in Business to Boost Your B2B Bottom Line Łódź, ul. Tatrzańska 11 7 hours pon., 2017-06-12 09:00 7310PLN / 2515PLN
wofe2 Managing Accountancy in WOFE (Whole Own Foreign Enterprise) in China Łódź, ul. Tatrzańska 11 7 hours pon., 2017-06-12 09:00 350PLN / 406PLN
bmam Business Modeling for an Agile Enterprise Łódź, ul. Tatrzańska 11 14 hours wt., 2017-06-13 09:00 6000PLN / 3600PLN
mantdev Management and Team Development Łódź, ul. Tatrzańska 11 7 hours wt., 2017-06-13 09:00 5540PLN / 1979PLN
commtm Communicating and Influencing For Team Members Łódź, ul. Tatrzańska 11 14 hours wt., 2017-06-13 09:00 10370PLN / 3742PLN
corpgov Corporate Governance Łódź, ul. Tatrzańska 11 7 hours śr., 2017-06-14 09:00 3200PLN / 1900PLN
oceb2t300 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Advanced Łódź, ul. Tatrzańska 11 7 hours śr., 2017-06-14 09:00 3800PLN / 1610PLN
hip High Impact Presentations Łódź, ul. Tatrzańska 11 7 hours pt., 2017-06-16 09:00 5630PLN / 2006PLN
bpmana BPM for Managers and Analysts Overview Łódź, ul. Tatrzańska 11 14 hours pon., 2017-06-19 09:00 5890PLN / 2332PLN
agiletesting Introduction to Agile Testing Łódź, ul. Tatrzańska 11 14 hours wt., 2017-06-20 09:00 8610PLN / 3209PLN
eraamauml Efficient Requirement Management using Agile Methods and Agile UML Modeling Łódź, ul. Tatrzańska 11 21 hours wt., 2017-06-20 09:00 15000PLN / 5900PLN
comawa Commercial Awareness Łódź, ul. Tatrzańska 11 7 hours wt., 2017-06-20 09:00 5630PLN / 2006PLN
piwa Podstawy inżynierii wymagań i analizy Łódź, ul. Tatrzańska 11 14 hours wt., 2017-06-20 09:00 6000PLN / 2600PLN
agilesofttestci Agile Software Testing with Continuous Integration Łódź, ul. Tatrzańska 11 28 hours wt., 2017-06-20 09:00 8400PLN / 3745PLN
stratman Strategic Management Łódź, ul. Tatrzańska 11 21 hours wt., 2017-06-20 09:00 15200PLN / 5506PLN
ubpmbpmn2 Understanding Business Process Modeling with BPMN 2.0 Łódź, ul. Tatrzańska 11 14 hours wt., 2017-06-20 09:00 4000PLN / 2600PLN
droolsrlsadm Drools Rules Administration Łódź, ul. Tatrzańska 11 21 hours śr., 2017-06-21 09:00 21410PLN / 7388PLN
projsev2 MS Project i MS Project Server - zarządzanie wieloma projektami. Łódź, ul. Tatrzańska 11 14 hours śr., 2017-06-21 09:00 3000PLN / 2100PLN
oobdp Object Oriented Design using Design Patterns Łódź, ul. Tatrzańska 11 14 hours śr., 2017-06-21 09:00 12000PLN / 4600PLN
commtm2 Communicating and Influencing - For Managers and Team Leaders Łódź, ul. Tatrzańska 11 14 hours śr., 2017-06-21 09:00 10370PLN / 3742PLN
765 Introduction to Six Sigma Łódź, ul. Tatrzańska 11 7 hours śr., 2017-06-21 09:00 5630PLN / 2006PLN
changeman Change Management Łódź, ul. Tatrzańska 11 21 hours śr., 2017-06-21 09:00 15160PLN / 5494PLN
ccarestr Customer Care Strategy Łódź, ul. Tatrzańska 11 21 hours śr., 2017-06-21 09:00 14510PLN / 5297PLN
designpat Design Patterns Łódź, ul. Tatrzańska 11 14 hours śr., 2017-06-21 09:00 6000PLN / 3600PLN
absunu Analiza biznesowa i systemowa z użyciem notacji UML - warsztat praktyczny dla PO w metodyce Scrum Łódź, ul. Tatrzańska 11 21 hours śr., 2017-06-21 09:00 7800PLN / 3500PLN
pkwcirebcpre Pozyskiwanie i konsolidacja wymagań, certyfikat IREB CPRE AL Łódź, ul. Tatrzańska 11 7 hours czw., 2017-06-22 09:00 4000PLN / 2300PLN
scrummanexec Scrum for Managers and Executives Łódź, ul. Tatrzańska 11 7 hours czw., 2017-06-22 09:00 4580PLN / 1688PLN
agilesofttesto Agile Software Testing Overview Łódź, ul. Tatrzańska 11 7 hours pt., 2017-06-23 09:00 6520PLN / 2276PLN
3247 Facebook w marketingu i reklamie Łódź, ul. Tatrzańska 11 7 hours pon., 2017-06-26 09:00 1900PLN / 1060PLN
pawjavaee Programowanie Aplikacji Webowych z Java EE 6 / 7 Łódź, ul. Tatrzańska 11 28 hours pon., 2017-06-26 09:00 7800PLN / 3564PLN
statdm Statistical Thinking for Decision Makers Łódź, ul. Tatrzańska 11 7 hours pon., 2017-06-26 09:00 4500PLN / 1664PLN
oceb2t200 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Intermediate Łódź, ul. Tatrzańska 11 14 hours pon., 2017-06-26 09:00 6100PLN / 2703PLN
814 Essential Management Skills for Executive Assistants, Senior PAs and Administration Professionals Łódź, ul. Tatrzańska 11 28 hours pon., 2017-06-26 09:00 20340PLN / 7364PLN
pazzitsa Psychologiczne aspekty zarządzania zespołem IT – psychologia zespołu Scrum agile Łódź, ul. Tatrzańska 11 14 hours pon., 2017-06-26 09:00 6000PLN / 2600PLN
pmrisk Project Risk Management Łódź, ul. Tatrzańska 11 7 hours pon., 2017-06-26 09:00 4870PLN / 1776PLN
3246 Efektywne wykorzystanie Social Media - Facebook, Twitter, Youtube, Google+, blogi Łódź, ul. Tatrzańska 11 7 hours wt., 2017-06-27 09:00 1900PLN / 1060PLN
zwpagile Zarządzanie wymaganiami w projektach Agile Łódź, ul. Tatrzańska 11 7 hours wt., 2017-06-27 09:00 4000PLN / 2300PLN
74888 Social Media Marketing Łódź, ul. Tatrzańska 11 7 hours wt., 2017-06-27 09:00 6520PLN / 2276PLN
bpmna Modelowanie BPMN dla Analityków Biznesowych Łódź, ul. Tatrzańska 11 14 hours wt., 2017-06-27 09:00 12450PLN / 4373PLN
297 Assertiveness Łódź, ul. Tatrzańska 11 7 hours wt., 2017-06-27 09:00 5630PLN / 2006PLN
activitydesigners Modelowanie procesów biznesowych z wykorzystaniem Activity Łódź, ul. Tatrzańska 11 21 hours śr., 2017-06-28 09:00 12000PLN / 4900PLN
adintro Introduction to Advertising Łódź, ul. Tatrzańska 11 7 hours śr., 2017-06-28 09:00 2760PLN / 990PLN
netmrk Using The Internet As A Marketing Channel For Businesses Łódź, ul. Tatrzańska 11 14 hours śr., 2017-06-28 09:00 6000PLN / 3600PLN
3632 Organisational Behaviour Łódź, ul. Tatrzańska 11 14 hours śr., 2017-06-28 09:00 10550PLN / 3797PLN
badsp Introduction to Business Analysis: Defining Successful Projects Łódź, ul. Tatrzańska 11 21 hours śr., 2017-06-28 09:00 15000PLN / 5900PLN
3587 Managing Projects using Waterfall and Agile Techniques Łódź, ul. Tatrzańska 11 14 hours śr., 2017-06-28 09:00 4000PLN / 2600PLN
grmcfun Governance, Risk Management & Compliance (GRC) Fundamentals Łódź, ul. Tatrzańska 11 21 hours śr., 2017-06-28 09:00 17980PLN / 6348PLN
bitsas Business and IT System Agility using Standards Łódź, ul. Tatrzańska 11 7 hours śr., 2017-06-28 09:00 4000PLN / 2300PLN
agilescrum Agile Project Management with Scrum Łódź, ul. Tatrzańska 11 14 hours czw., 2017-06-29 09:00 3420PLN / 1740PLN
bpaumlbpmn Modelowanie procesów biznesowych z wykorzystaniem UML i BPMN Łódź, ul. Tatrzańska 11 14 hours czw., 2017-06-29 09:00 6000PLN / 3600PLN
strapra Planowanie strategiczne w praktyce Łódź, ul. Tatrzańska 11 14 hours czw., 2017-06-29 09:00 8570PLN / 3197PLN
scrumstep Scrum - Step by Step Łódź, ul. Tatrzańska 11 14 hours czw., 2017-06-29 09:00 5000PLN / 2267PLN
b2bbrandman B2B Brand Management Łódź, ul. Tatrzańska 11 7 hours pt., 2017-06-30 09:00 2680PLN / 1193PLN
irebcpre Podstawy IREB CPRE Łódź, ul. Tatrzańska 11 7 hours pt., 2017-06-30 09:00 4000PLN / 2300PLN
agiletest Rola testera w Agile Łódź, ul. Tatrzańska 11 7 hours pt., 2017-06-30 09:00 15280PLN / 4930PLN
aiint Artificial Intelligence Overview Łódź, ul. Tatrzańska 11 7 hours pt., 2017-06-30 09:00 3900PLN / 1800PLN
66278 Bezstresowe zarządzanie sobą w czasie - jak mieć zawsze określone cele i być efektywnym w ich realizacji. Łódź, ul. Tatrzańska 11 14 hours pon., 2017-07-03 09:00 2800PLN / 1448PLN
cloudsaasiaas Cloud, SaaS, IaaS - Practical Overview of Available Options Łódź, ul. Tatrzańska 11 35 hours pon., 2017-07-03 09:00 88090PLN / 28194PLN
jbpmdev jBPM for Developers Łódź, ul. Tatrzańska 11 35 hours pon., 2017-07-03 09:00 15500PLN / 6845PLN
cmsjoomla CMS Joomla Łódź, ul. Tatrzańska 11 14 hours pon., 2017-07-03 09:00 3450PLN / 1645PLN
soamlad Analiza i projektowanie za pomocą języka SoaML Łódź, ul. Tatrzańska 11 14 hours pon., 2017-07-03 09:00 9000PLN / 3600PLN
oceb2b200 Certyfikacja BPM - przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Business Intermediate Łódź, ul. Tatrzańska 11 21 hours pon., 2017-07-03 09:00 9900PLN / 4314PLN
8525 Testowanie w Agile Łódź, ul. Tatrzańska 11 7 hours pon., 2017-07-03 09:00 3700PLN / 1576PLN
umlad UML Analysis and Design Łódź, ul. Tatrzańska 11 21 hours pon., 2017-07-03 09:00 9000PLN / 3900PLN
baess Business Analysis Essentials Łódź, ul. Tatrzańska 11 21 hours pon., 2017-07-03 09:00 17980PLN / 6348PLN
3809 Prototypowanie interaktywnych makiet - Axure Łódź, ul. Tatrzańska 11 14 hours pon., 2017-07-03 09:00 5500PLN / 2218PLN
sysmlmd Applying SysML with MAGICDRAW Łódź, ul. Tatrzańska 11 21 hours wt., 2017-07-04 09:00 18000PLN / 6900PLN
wssoapwsdl WebServices with SOAP and WSDL Basics Łódź, ul. Tatrzańska 11 14 hours wt., 2017-07-04 09:00 8570PLN / 3197PLN
813 First time manager from supervisor to Manager Łódź, ul. Tatrzańska 11 28 hours wt., 2017-07-04 09:00 20340PLN / 7364PLN
bpmn2funws BPMN 2 Fundamentals and Workshop Łódź, ul. Tatrzańska 11 14 hours wt., 2017-07-04 09:00 12450PLN / 4373PLN
userstories Praktyczny warsztat tworzenia User Stories Łódź, ul. Tatrzańska 11 7 hours wt., 2017-07-04 09:00 2500PLN / 1058PLN
PRICES102 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1.5 Day Course with Half Day Sales and Marketing Evaluation Łódź, ul. Tatrzańska 11 14 hours wt., 2017-07-04 09:00 12450PLN / 4373PLN
amlctf Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF) Łódź, ul. Tatrzańska 11 14 hours wt., 2017-07-04 09:00 9800PLN / 2560PLN
809 Introduction to Lean Six Sigma green belt Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-05 09:00 15430PLN / 5576PLN
agilescrumcust Agile Project Management with Scrum Łódź, ul. Tatrzańska 11 14 hours śr., 2017-07-05 09:00 12450PLN / 4373PLN
pemm Personal Efficiency and Managing Meetings Łódź, ul. Tatrzańska 11 7 hours śr., 2017-07-05 09:00 5540PLN / 1979PLN
pplteamman People and Team Management Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-05 09:00 15160PLN / 5494PLN
infavdconf Influencing and Avoiding Conflict Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-05 09:00 16930PLN / 6030PLN
agilepz Agile w projektach zdalnych Łódź, ul. Tatrzańska 11 14 hours śr., 2017-07-05 09:00 5100PLN / 1875PLN
apachemaven Apache Maven Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-05 09:00 17070PLN / 6073PLN
soadtbs Designing SOA using BPM and SoaML Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-05 09:00 18000PLN / 6900PLN
bpmess BPM Essentials Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-05 09:00 9000PLN / 3900PLN
scrumess Scrum Essentials Workshop Łódź, ul. Tatrzańska 11 14 hours czw., 2017-07-06 09:00 9100PLN / 3358PLN
brmsdrools Zarządzanie regułami biznesowymi (BRMS) z Drools Łódź, ul. Tatrzańska 11 7 hours czw., 2017-07-06 09:00 6200PLN / 2367PLN
agilers Agile Retrospective Łódź, ul. Tatrzańska 11 14 hours czw., 2017-07-06 09:00 5100PLN / 1875PLN
UML Analiza i projektowanie obiektowe za pomocą języka UML Łódź, ul. Tatrzańska 11 21 hours pon., 2017-07-10 09:00 6000PLN / 2900PLN
myccmr Marketing for your company: Understand customer, do marketing right Łódź, ul. Tatrzańska 11 28 hours pon., 2017-07-10 09:00 18690PLN / 6864PLN
scrumtestspe The Scrum Test Specialist Łódź, ul. Tatrzańska 11 7 hours pon., 2017-07-10 09:00 5540PLN / 1979PLN
PRICES103 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1.5 Day Course with 3.5 Day Sales and Marketing Evaluation Łódź, ul. Tatrzańska 11 35 hours pon., 2017-07-10 09:00 29050PLN / 10303PLN
sdtpml Strategic Development: Thinking, Planning, Management and Leadership Łódź, ul. Tatrzańska 11 35 hours pon., 2017-07-10 09:00 29050PLN / 10303PLN
busics Business Communication Skills Łódź, ul. Tatrzańska 11 35 hours pon., 2017-07-10 09:00 29050PLN / 10303PLN
eaintro1 Introduction to Enterprise Architectures Łódź, ul. Tatrzańska 11 14 hours pon., 2017-07-10 09:00 6000PLN / 3600PLN
bprca Business Process Re-engineering for Competitive Advantage Łódź, ul. Tatrzańska 11 21 hours pon., 2017-07-10 09:00 15000PLN / 5900PLN
yourbb Understanding Your Brand and Your Business Łódź, ul. Tatrzańska 11 21 hours wt., 2017-07-11 09:00 15160PLN / 5494PLN
476 Introduction to Management Łódź, ul. Tatrzańska 11 14 hours wt., 2017-07-11 09:00 10550PLN / 3797PLN
coach Coaching Skills Łódź, ul. Tatrzańska 11 7 hours wt., 2017-07-11 09:00 5540PLN / 1979PLN
activitidev Modelowanie procesów biznesowych z wykorzystaniem Activity dla Deweloperów Łódź, ul. Tatrzańska 11 28 hours wt., 2017-07-11 09:00 15000PLN / 6200PLN
bpelsvc Orchestrating services with BPEL Łódź, ul. Tatrzańska 11 21 hours wt., 2017-07-11 09:00 11000PLN / 3650PLN
68615 Microsoft Office Excel - moduł Business Intelligence Łódź, ul. Tatrzańska 11 14 hours wt., 2017-07-11 09:00 2700PLN / 1500PLN
wfsadm WildFly Application Server Administration Łódź, ul. Tatrzańska 11 14 hours wt., 2017-07-11 09:00 7600PLN / 3133PLN
reqbf REQB Foundation - przygotowanie do egzaminu Łódź, ul. Tatrzańska 11 21 hours wt., 2017-07-11 09:00 9000PLN / 3900PLN
tsajbossj Tunning serwerów aplikacyjnych JBoss7 i Jetty 8/9 Łódź, ul. Tatrzańska 11 14 hours wt., 2017-07-11 09:00 4600PLN / 1994PLN
oceb2f100 Certyfikacja BPM przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Fundamental Łódź, ul. Tatrzańska 11 28 hours wt., 2017-07-11 09:00 12000PLN / 5200PLN
rcbd Retail and Commercial Banking Delivery Channel Masterclass Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-12 09:00 15200PLN / 5506PLN
pginttrade A Practical Guide to International Trade Łódź, ul. Tatrzańska 11 14 hours śr., 2017-07-12 09:00 5800PLN / 3500PLN
manbppm Zarządzanie Procesami Biznesowymi z wykorzystaniem ProcessMaker Łódź, ul. Tatrzańska 11 14 hours śr., 2017-07-12 09:00 8990PLN / 3597PLN
bplanbmm Business Plan building with Business Motivation Model Łódź, ul. Tatrzańska 11 14 hours śr., 2017-07-12 09:00 7000PLN / 2933PLN
mrkfct Prognozowanie Rynku Łódź, ul. Tatrzańska 11 14 hours śr., 2017-07-12 09:00 6000PLN / 2600PLN
restapi REST API - wzorzec wymiany informacji między serwisami Łódź, ul. Tatrzańska 11 14 hours śr., 2017-07-12 09:00 4500PLN / 2850PLN
reqman Zarządzanie wymaganiami Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-12 09:00 9900PLN / 4314PLN
presconf Presenting with Confidence Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-12 09:00 15160PLN / 5494PLN
lbatogafam2 Putting Enterprise Architecture in Practice Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-12 09:00 16000PLN / 6233PLN
orgmantes Organizacja i zarządzanie testowaniem Łódź, ul. Tatrzańska 11 14 hours śr., 2017-07-12 09:00 5800PLN / 3500PLN
1125 Balanced Scorecard Łódź, ul. Tatrzańska 11 14 hours śr., 2017-07-12 09:00 4100PLN / 2650PLN
bpmn2ba BPMN 2.0 dla Analityków Biznesowych Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-12 09:00 6000PLN / 2900PLN
msproj1 Microsoft Project - podstawy zarządzania projektami Łódź, ul. Tatrzańska 11 14 hours czw., 2017-07-13 09:00 3000PLN / 2100PLN
agileba Agile Business Analysis Łódź, ul. Tatrzańska 11 14 hours czw., 2017-07-13 09:00 13250PLN / 4615PLN
agilesofttest Agile Software Testing Łódź, ul. Tatrzańska 11 14 hours czw., 2017-07-13 09:00 4300PLN / 2750PLN
agiletdd Agile TDD Łódź, ul. Tatrzańska 11 7 hours czw., 2017-07-13 09:00 3000PLN / 1800PLN
scrumbelbintr Building an Effective Scrum Team with Belbin Team Roles Łódź, ul. Tatrzańska 11 7 hours pt., 2017-07-14 09:00 5540PLN / 1979PLN
448 Mentoring and Coaching Łódź, ul. Tatrzańska 11 7 hours pt., 2017-07-14 09:00 5630PLN / 2006PLN
779 Międzynarodowe Standardy Rachunkowości i Sprawozdawczości Finansowej (MSR, MSSF) (IAS, IFRS) Łódź, ul. Tatrzańska 11 7 hours pt., 2017-07-14 09:00 3990PLN / 1298PLN
soastm Service-Oriented Architecture: Strategy, Technology and Methodology Łódź, ul. Tatrzańska 11 35 hours pon., 2017-07-17 09:00 9800PLN / 5420PLN
810 Management Skills for technical staff Łódź, ul. Tatrzańska 11 28 hours pon., 2017-07-17 09:00 20380PLN / 7376PLN
csr Corporate Social Responsibility Fundamentals Łódź, ul. Tatrzańska 11 7 hours wt., 2017-07-18 09:00 9100PLN / 3058PLN
datama Data Mining and Analysis Łódź, ul. Tatrzańska 11 28 hours wt., 2017-07-18 09:00 23680PLN / 8376PLN
scrumtrintro An Introduction to the Scrum Team Role Łódź, ul. Tatrzańska 11 7 hours wt., 2017-07-18 09:00 5540PLN / 1979PLN
2942 Customer Relationship Management (CRM) Łódź, ul. Tatrzańska 11 7 hours wt., 2017-07-18 09:00 5630PLN / 2006PLN
scrumpdtown Scrum Product Owner Łódź, ul. Tatrzańska 11 7 hours wt., 2017-07-18 09:00 2400PLN / 1500PLN
scrummast Preparation for Professional Scrum Master Łódź, ul. Tatrzańska 11 14 hours wt., 2017-07-18 09:00 4000PLN / 1812PLN
ubtsvr Ubuntu Server Overview Łódź, ul. Tatrzańska 11 7 hours wt., 2017-07-18 09:00 1990PLN / 853PLN
soaarchmgr SOA dla architektów i menadżerów Łódź, ul. Tatrzańska 11 14 hours śr., 2017-07-19 09:00 6000PLN / 2600PLN
wsbnp WebServices Basics for Non-Programmers Łódź, ul. Tatrzańska 11 14 hours śr., 2017-07-19 09:00 3300PLN / 2250PLN
busiana Business Analysis Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-19 09:00 7800PLN / 3500PLN
tcpsmlp Techniki coachingowe w pracy Scrum Mastera / Lidera Projektu Łódź, ul. Tatrzańska 11 14 hours śr., 2017-07-19 09:00 5100PLN / 1875PLN
modafome MODAF Overview and Modelling the Enterprise Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-19 09:00 17290PLN / 6139PLN
2730 Tworzenie stron internetowych i optymalizacja pod kątem marketingu internetowego Łódź, ul. Tatrzańska 11 35 hours pon., 2017-07-24 09:00 4900PLN / 3727PLN
ISAM1 ISTQB CTFL Łódź, ul. Tatrzańska 11 21 hours pon., 2017-07-24 09:00 19010PLN / 6661PLN
handcc Handling Conflict with Confidence Łódź, ul. Tatrzańska 11 14 hours pon., 2017-07-24 09:00 10370PLN / 3742PLN
agilekanban Zwinne zarządzanie projektami za pomocą Kanban Łódź, ul. Tatrzańska 11 14 hours pon., 2017-07-24 09:00 3500PLN / 2350PLN
intrcgov Integrated Risk & Corporate Governance Łódź, ul. Tatrzańska 11 35 hours pon., 2017-07-24 09:00 29050PLN / 10303PLN
spnw Skuteczne pozyskiwanie i negocjowanie wymagań Łódź, ul. Tatrzańska 11 14 hours pon., 2017-07-24 09:00 6000PLN / 2600PLN
mwpm Modelowanie wymagań – przegląd metod Łódź, ul. Tatrzańska 11 14 hours pon., 2017-07-24 09:00 6000PLN / 3600PLN
sixsigmayb Six Sigma Yellow Belt Łódź, ul. Tatrzańska 11 21 hours wt., 2017-07-25 09:00 15200PLN / 5506PLN
busicn Starting Business in China Łódź, ul. Tatrzańska 11 21 hours wt., 2017-07-25 09:00 22840PLN / 7821PLN
tcpsm Techniki coachingowe w pracy Scrum Mastera - warsztat praktyczny Łódź, ul. Tatrzańska 11 21 hours wt., 2017-07-25 09:00 4500PLN / 2264PLN
449 Equality and Diversity Masterclass Łódź, ul. Tatrzańska 11 7 hours wt., 2017-07-25 09:00 5630PLN / 2006PLN
423 Trac User and Administration Łódź, ul. Tatrzańska 11 7 hours wt., 2017-07-25 09:00 5630PLN / 2006PLN
ocebb300 Certyfikacja BPM - przygotowanie do egzaminu OCEB Business Advanced Łódź, ul. Tatrzańska 11 7 hours wt., 2017-07-25 09:00 3800PLN / 1610PLN
eaptogafc Adapting Business Capabilities and 'Value Propositions' to Changes  Łódź, ul. Tatrzańska 11 21 hours śr., 2017-07-26 09:00 20000PLN / 7567PLN
compmlro The Compliance and MLRO Refresher Programme Łódź, ul. Tatrzańska 11 7 hours czw., 2017-07-27 09:00 5540PLN / 1979PLN
scrumintro Introduction to Scrum Łódź, ul. Tatrzańska 11 14 hours czw., 2017-07-27 09:00 12450PLN / 4373PLN
782 Finanse dla niefinansistów Łódź, ul. Tatrzańska 11 14 hours pon., 2017-07-31 09:00 6230PLN / 2158PLN
808 Introduction to Lean Six Sigma Training Łódź, ul. Tatrzańska 11 21 hours pon., 2017-07-31 09:00 15430PLN / 5576PLN
bpm Business Process Management Łódź, ul. Tatrzańska 11 35 hours pon., 2017-07-31 09:00 25230PLN / 9145PLN
bldrools Managing Business Logic with Drools Łódź, ul. Tatrzańska 11 21 hours pon., 2017-07-31 09:00 9800PLN / 3549PLN
d2dbdpa From Data to Decision with Big Data and Predictive Analytics Łódź, ul. Tatrzańska 11 21 hours wt., 2017-08-01 09:00 29220PLN / 9755PLN
advyldshp Advisory & Leadership Skills Łódź, ul. Tatrzańska 11 14 hours wt., 2017-08-01 09:00 8610PLN / 3209PLN
jbpmpd jBPM for Process Designers Łódź, ul. Tatrzańska 11 28 hours wt., 2017-08-01 09:00 12000PLN / 5338PLN
traintrainer Train-the-Trainer Łódź, ul. Tatrzańska 11 21 hours wt., 2017-08-01 09:00 5000PLN / 2567PLN
hadoopba Hadoop for Business Analysts Łódź, ul. Tatrzańska 11 21 hours wt., 2017-08-01 09:00 15000PLN / 5900PLN
bmam Business Modeling for an Agile Enterprise Łódź, ul. Tatrzańska 11 14 hours śr., 2017-08-02 09:00 6000PLN / 3600PLN
babokiiba Business Analysis, BABOK V3.0 and IIBA Certification Preparation Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-02 09:00 9500PLN / 5650PLN
wofe2 Managing Accountancy in WOFE (Whole Own Foreign Enterprise) in China Łódź, ul. Tatrzańska 11 7 hours śr., 2017-08-02 09:00 350PLN / 406PLN
agilekanbanlean Managing Agile Projects with Lean and Kanban Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-02 09:00 10760PLN / 4161PLN
xcelsius Xcelsius Łódź, ul. Tatrzańska 11 14 hours śr., 2017-08-02 09:00 4580PLN / 2179PLN
1 Leadership 101 Łódź, ul. Tatrzańska 11 7 hours śr., 2017-08-02 09:00 3890PLN / 1479PLN
dddintro Wprowadzenie do Domain Driven Design Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-03 09:00 9440PLN / 3461PLN
kanban1 Kanban Management Professional 1 Łódź, ul. Tatrzańska 11 16 hours czw., 2017-08-03 09:00 7050PLN / 2736PLN
commtm Communicating and Influencing For Team Members Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-03 09:00 10370PLN / 3742PLN
oceb2t300 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Advanced Łódź, ul. Tatrzańska 11 7 hours pt., 2017-08-04 09:00 3800PLN / 1610PLN
corpgov Corporate Governance Łódź, ul. Tatrzańska 11 7 hours pt., 2017-08-04 09:00 3200PLN / 1900PLN
mantdev Management and Team Development Łódź, ul. Tatrzańska 11 7 hours pt., 2017-08-04 09:00 5540PLN / 1979PLN
hip High Impact Presentations Łódź, ul. Tatrzańska 11 7 hours pt., 2017-08-04 09:00 5630PLN / 2006PLN
bpmana BPM for Managers and Analysts Overview Łódź, ul. Tatrzańska 11 14 hours wt., 2017-08-08 09:00 5890PLN / 2332PLN
comawa Commercial Awareness Łódź, ul. Tatrzańska 11 7 hours śr., 2017-08-09 09:00 5630PLN / 2006PLN
765 Introduction to Six Sigma Łódź, ul. Tatrzańska 11 7 hours śr., 2017-08-09 09:00 5630PLN / 2006PLN
ubpmbpmn2 Understanding Business Process Modeling with BPMN 2.0 Łódź, ul. Tatrzańska 11 14 hours śr., 2017-08-09 09:00 4000PLN / 2600PLN
commtm2 Communicating and Influencing - For Managers and Team Leaders Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-10 09:00 10370PLN / 3742PLN
projsev2 MS Project i MS Project Server - zarządzanie wieloma projektami. Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-10 09:00 3000PLN / 2100PLN
piwa Podstawy inżynierii wymagań i analizy Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-10 09:00 6000PLN / 2600PLN
oobdp Object Oriented Design using Design Patterns Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-10 09:00 12000PLN / 4600PLN
designpat Design Patterns Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-10 09:00 6000PLN / 3600PLN
scrummanexec Scrum for Managers and Executives Łódź, ul. Tatrzańska 11 7 hours pt., 2017-08-11 09:00 4580PLN / 1688PLN
agilesofttesto Agile Software Testing Overview Łódź, ul. Tatrzańska 11 7 hours pt., 2017-08-11 09:00 6520PLN / 2276PLN
statdm Statistical Thinking for Decision Makers Łódź, ul. Tatrzańska 11 7 hours pon., 2017-08-14 09:00 4500PLN / 1664PLN
PRICES101 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1 Day Course Łódź, ul. Tatrzańska 11 7 hours pon., 2017-08-14 09:00 7310PLN / 2515PLN
pkwcirebcpre Pozyskiwanie i konsolidacja wymagań, certyfikat IREB CPRE AL Łódź, ul. Tatrzańska 11 7 hours pon., 2017-08-14 09:00 4000PLN / 2300PLN
3247 Facebook w marketingu i reklamie Łódź, ul. Tatrzańska 11 7 hours pon., 2017-08-14 09:00 1900PLN / 1060PLN
zwpagile Zarządzanie wymaganiami w projektach Agile Łódź, ul. Tatrzańska 11 7 hours śr., 2017-08-16 09:00 4000PLN / 2300PLN
297 Assertiveness Łódź, ul. Tatrzańska 11 7 hours śr., 2017-08-16 09:00 5630PLN / 2006PLN
adintro Introduction to Advertising Łódź, ul. Tatrzańska 11 7 hours śr., 2017-08-16 09:00 2760PLN / 990PLN
changeman Change Management Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-16 09:00 15160PLN / 5494PLN
eraamauml Efficient Requirement Management using Agile Methods and Agile UML Modeling Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-16 09:00 15000PLN / 5900PLN
droolsrlsadm Drools Rules Administration Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-16 09:00 21410PLN / 7388PLN
condev Contemporary Development Principles and Practices Łódź, ul. Tatrzańska 11 14 hours śr., 2017-08-16 09:00 9100PLN / 3358PLN
absunu Analiza biznesowa i systemowa z użyciem notacji UML - warsztat praktyczny dla PO w metodyce Scrum Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-16 09:00 7800PLN / 3500PLN
oceb2t200 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Intermediate Łódź, ul. Tatrzańska 11 14 hours śr., 2017-08-16 09:00 6100PLN / 2703PLN
stratman Strategic Management Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-16 09:00 15200PLN / 5506PLN
netmrk Using The Internet As A Marketing Channel For Businesses Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-17 09:00 6000PLN / 3600PLN
3632 Organisational Behaviour Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-17 09:00 10550PLN / 3797PLN
3587 Managing Projects using Waterfall and Agile Techniques Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-17 09:00 4000PLN / 2600PLN
3246 Efektywne wykorzystanie Social Media - Facebook, Twitter, Youtube, Google+, blogi Łódź, ul. Tatrzańska 11 7 hours czw., 2017-08-17 09:00 1900PLN / 1060PLN
pazzitsa Psychologiczne aspekty zarządzania zespołem IT – psychologia zespołu Scrum agile Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-17 09:00 6000PLN / 2600PLN
bitsas Business and IT System Agility using Standards Łódź, ul. Tatrzańska 11 7 hours pt., 2017-08-18 09:00 4000PLN / 2300PLN
agiletest Rola testera w Agile Łódź, ul. Tatrzańska 11 7 hours pt., 2017-08-18 09:00 15280PLN / 4930PLN
74888 Social Media Marketing Łódź, ul. Tatrzańska 11 7 hours pt., 2017-08-18 09:00 6520PLN / 2276PLN
irebcpre Podstawy IREB CPRE Łódź, ul. Tatrzańska 11 7 hours pt., 2017-08-18 09:00 4000PLN / 2300PLN
b2bbrandman B2B Brand Management Łódź, ul. Tatrzańska 11 7 hours pt., 2017-08-18 09:00 2680PLN / 1193PLN
aiint Artificial Intelligence Overview Łódź, ul. Tatrzańska 11 7 hours pt., 2017-08-18 09:00 3900PLN / 1800PLN
scrumstep Scrum - Step by Step Łódź, ul. Tatrzańska 11 14 hours pon., 2017-08-21 09:00 5000PLN / 2267PLN
agilesofttestci Agile Software Testing with Continuous Integration Łódź, ul. Tatrzańska 11 28 hours pon., 2017-08-21 09:00 8400PLN / 3745PLN
grmcfun Governance, Risk Management & Compliance (GRC) Fundamentals Łódź, ul. Tatrzańska 11 21 hours pon., 2017-08-21 09:00 17980PLN / 6348PLN
pawjavaee Programowanie Aplikacji Webowych z Java EE 6 / 7 Łódź, ul. Tatrzańska 11 28 hours pon., 2017-08-21 09:00 7800PLN / 3564PLN
814 Essential Management Skills for Executive Assistants, Senior PAs and Administration Professionals Łódź, ul. Tatrzańska 11 28 hours pon., 2017-08-21 09:00 20340PLN / 7364PLN
bpmna Modelowanie BPMN dla Analityków Biznesowych Łódź, ul. Tatrzańska 11 14 hours pon., 2017-08-21 09:00 12450PLN / 4373PLN
strapra Planowanie strategiczne w praktyce Łódź, ul. Tatrzańska 11 14 hours pon., 2017-08-21 09:00 8570PLN / 3197PLN
activitydesigners Modelowanie procesów biznesowych z wykorzystaniem Activity Łódź, ul. Tatrzańska 11 21 hours wt., 2017-08-22 09:00 12000PLN / 4900PLN
badsp Introduction to Business Analysis: Defining Successful Projects Łódź, ul. Tatrzańska 11 21 hours wt., 2017-08-22 09:00 15000PLN / 5900PLN
pmrisk Project Risk Management Łódź, ul. Tatrzańska 11 7 hours wt., 2017-08-22 09:00 4870PLN / 1776PLN
agilescrum Agile Project Management with Scrum Łódź, ul. Tatrzańska 11 14 hours wt., 2017-08-22 09:00 3420PLN / 1740PLN
ccarestr Customer Care Strategy Łódź, ul. Tatrzańska 11 21 hours wt., 2017-08-22 09:00 14510PLN / 5297PLN
cmsjoomla CMS Joomla Łódź, ul. Tatrzańska 11 14 hours śr., 2017-08-23 09:00 3450PLN / 1645PLN
baess Business Analysis Essentials Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-23 09:00 17980PLN / 6348PLN
soamlad Analiza i projektowanie za pomocą języka SoaML Łódź, ul. Tatrzańska 11 14 hours śr., 2017-08-23 09:00 9000PLN / 3600PLN
wssoapwsdl WebServices with SOAP and WSDL Basics Łódź, ul. Tatrzańska 11 14 hours śr., 2017-08-23 09:00 8570PLN / 3197PLN
umlad UML Analysis and Design Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-23 09:00 9000PLN / 3900PLN
oceb2b200 Certyfikacja BPM - przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Business Intermediate Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-23 09:00 9900PLN / 4314PLN
3809 Prototypowanie interaktywnych makiet - Axure Łódź, ul. Tatrzańska 11 14 hours śr., 2017-08-23 09:00 5500PLN / 2218PLN
bpaumlbpmn Modelowanie procesów biznesowych z wykorzystaniem UML i BPMN Łódź, ul. Tatrzańska 11 14 hours śr., 2017-08-23 09:00 6000PLN / 3600PLN
projplan Project Planning 101 Łódź, ul. Tatrzańska 11 7 hours śr., 2017-08-23 09:00 9100PLN / 3058PLN
66278 Bezstresowe zarządzanie sobą w czasie - jak mieć zawsze określone cele i być efektywnym w ich realizacji. Łódź, ul. Tatrzańska 11 14 hours śr., 2017-08-23 09:00 2800PLN / 1448PLN
amlctf Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF) Łódź, ul. Tatrzańska 11 14 hours śr., 2017-08-23 09:00 9800PLN / 2560PLN
userstories Praktyczny warsztat tworzenia User Stories Łódź, ul. Tatrzańska 11 7 hours czw., 2017-08-24 09:00 2500PLN / 1058PLN
pemm Personal Efficiency and Managing Meetings Łódź, ul. Tatrzańska 11 7 hours czw., 2017-08-24 09:00 5540PLN / 1979PLN
brmsdrools Zarządzanie regułami biznesowymi (BRMS) z Drools Łódź, ul. Tatrzańska 11 7 hours czw., 2017-08-24 09:00 6200PLN / 2367PLN
8525 Testowanie w Agile Łódź, ul. Tatrzańska 11 7 hours czw., 2017-08-24 09:00 3700PLN / 1576PLN
xyz Róznice pokoleniowe w zarządzaniu. Pracownicy pokoleń XYZ. Jak z nimi funkcjonować Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-24 09:00 5000PLN / 2115PLN
agilepz Agile w projektach zdalnych Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-24 09:00 5100PLN / 1875PLN
sysmlmd Applying SysML with MAGICDRAW Łódź, ul. Tatrzańska 11 21 hours pon., 2017-08-28 09:00 18000PLN / 6900PLN
jbpmdev jBPM for Developers Łódź, ul. Tatrzańska 11 35 hours pon., 2017-08-28 09:00 15500PLN / 6845PLN
pplteamman People and Team Management Łódź, ul. Tatrzańska 11 21 hours pon., 2017-08-28 09:00 15160PLN / 5494PLN
scrumtestspe The Scrum Test Specialist Łódź, ul. Tatrzańska 11 7 hours pon., 2017-08-28 09:00 5540PLN / 1979PLN
agilers Agile Retrospective Łódź, ul. Tatrzańska 11 14 hours pon., 2017-08-28 09:00 5100PLN / 1875PLN
eaintro1 Introduction to Enterprise Architectures Łódź, ul. Tatrzańska 11 14 hours wt., 2017-08-29 09:00 6000PLN / 3600PLN
coach Coaching Skills Łódź, ul. Tatrzańska 11 7 hours wt., 2017-08-29 09:00 5540PLN / 1979PLN
813 First time manager from supervisor to Manager Łódź, ul. Tatrzańska 11 28 hours wt., 2017-08-29 09:00 20340PLN / 7364PLN
UML Analiza i projektowanie obiektowe za pomocą języka UML Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-30 09:00 6000PLN / 2900PLN
809 Introduction to Lean Six Sigma green belt Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-30 09:00 15430PLN / 5576PLN
apachemaven Apache Maven Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-30 09:00 17070PLN / 6073PLN
soadtbs Designing SOA using BPM and SoaML Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-30 09:00 18000PLN / 6900PLN
infavdconf Influencing and Avoiding Conflict Łódź, ul. Tatrzańska 11 21 hours śr., 2017-08-30 09:00 16930PLN / 6030PLN
PRICES102 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1.5 Day Course with Half Day Sales and Marketing Evaluation Łódź, ul. Tatrzańska 11 14 hours śr., 2017-08-30 09:00 12450PLN / 4373PLN
mrkfct Prognozowanie Rynku Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-31 09:00 6000PLN / 2600PLN
manbppm Zarządzanie Procesami Biznesowymi z wykorzystaniem ProcessMaker Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-31 09:00 8990PLN / 3597PLN
bplanbmm Business Plan building with Business Motivation Model Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-31 09:00 7000PLN / 2933PLN
agiletdd Agile TDD Łódź, ul. Tatrzańska 11 7 hours czw., 2017-08-31 09:00 3000PLN / 1800PLN
476 Introduction to Management Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-31 09:00 10550PLN / 3797PLN
1125 Balanced Scorecard Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-31 09:00 4100PLN / 2650PLN
pginttrade A Practical Guide to International Trade Łódź, ul. Tatrzańska 11 14 hours czw., 2017-08-31 09:00 5800PLN / 3500PLN
scrumbelbintr Building an Effective Scrum Team with Belbin Team Roles Łódź, ul. Tatrzańska 11 7 hours pt., 2017-09-01 09:00 5540PLN / 1979PLN
448 Mentoring and Coaching Łódź, ul. Tatrzańska 11 7 hours pt., 2017-09-01 09:00 5630PLN / 2006PLN
rcbd Retail and Commercial Banking Delivery Channel Masterclass Łódź, ul. Tatrzańska 11 21 hours pon., 2017-09-04 09:00 15200PLN / 5506PLN
msproj1 Microsoft Project - podstawy zarządzania projektami Łódź, ul. Tatrzańska 11 14 hours pon., 2017-09-04 09:00 3000PLN / 2100PLN
BUSSCI01 The 30 Most Important Research Studies in Business to Boost Your B2B Bottom Line Łódź, ul. Tatrzańska 11 7 hours pon., 2017-09-04 09:00 7310PLN / 2515PLN
reqman Zarządzanie wymaganiami Łódź, ul. Tatrzańska 11 21 hours pon., 2017-09-04 09:00 9900PLN / 4314PLN
activitidev Modelowanie procesów biznesowych z wykorzystaniem Activity dla Deweloperów Łódź, ul. Tatrzańska 11 28 hours pon., 2017-09-04 09:00 15000PLN / 6200PLN
cloudsaasiaas Cloud, SaaS, IaaS - Practical Overview of Available Options Łódź, ul. Tatrzańska 11 35 hours pon., 2017-09-04 09:00 88090PLN / 28194PLN
agilesofttest Agile Software Testing Łódź, ul. Tatrzańska 11 14 hours pon., 2017-09-04 09:00 4300PLN / 2750PLN
68615 Microsoft Office Excel - moduł Business Intelligence Łódź, ul. Tatrzańska 11 14 hours pon., 2017-09-04 09:00 2700PLN / 1500PLN
bprca Business Process Re-engineering for Competitive Advantage Łódź, ul. Tatrzańska 11 21 hours pon., 2017-09-04 09:00 15000PLN / 5900PLN
2942 Customer Relationship Management (CRM) Łódź, ul. Tatrzańska 11 7 hours wt., 2017-09-05 09:00 5630PLN / 2006PLN
oceb2f100 Certyfikacja BPM przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Fundamental Łódź, ul. Tatrzańska 11 28 hours wt., 2017-09-05 09:00 12000PLN / 5200PLN
scrumtrintro An Introduction to the Scrum Team Role Łódź, ul. Tatrzańska 11 7 hours wt., 2017-09-05 09:00 5540PLN / 1979PLN
yourbb Understanding Your Brand and Your Business Łódź, ul. Tatrzańska 11 21 hours wt., 2017-09-05 09:00 15160PLN / 5494PLN
ubtsvr Ubuntu Server Overview Łódź, ul. Tatrzańska 11 7 hours wt., 2017-09-05 09:00 1990PLN / 853PLN
lbatogafam2 Putting Enterprise Architecture in Practice Łódź, ul. Tatrzańska 11 21 hours wt., 2017-09-05 09:00 16000PLN / 6233PLN
restapi REST API - wzorzec wymiany informacji między serwisami Łódź, ul. Tatrzańska 11 14 hours wt., 2017-09-05 09:00 4500PLN / 2850PLN
presconf Presenting with Confidence Łódź, ul. Tatrzańska 11 21 hours wt., 2017-09-05 09:00 15160PLN / 5494PLN
bpmn2ba BPMN 2.0 dla Analityków Biznesowych Łódź, ul. Tatrzańska 11 21 hours wt., 2017-09-05 09:00 6000PLN / 2900PLN
tsajbossj Tunning serwerów aplikacyjnych JBoss7 i Jetty 8/9 Łódź, ul. Tatrzańska 11 14 hours śr., 2017-09-06 09:00 4600PLN / 1994PLN
bpmess BPM Essentials Łódź, ul. Tatrzańska 11 21 hours śr., 2017-09-06 09:00 9000PLN / 3900PLN
bpmn2funws BPMN 2 Fundamentals and Workshop Łódź, ul. Tatrzańska 11 14 hours śr., 2017-09-06 09:00 12450PLN / 4373PLN
orgmantes Organizacja i zarządzanie testowaniem Łódź, ul. Tatrzańska 11 14 hours śr., 2017-09-06 09:00 5800PLN / 3500PLN
779 Międzynarodowe Standardy Rachunkowości i Sprawozdawczości Finansowej (MSR, MSSF) (IAS, IFRS) Łódź, ul. Tatrzańska 11 7 hours śr., 2017-09-06 09:00 3990PLN / 1298PLN
scrumpdtown Scrum Product Owner Łódź, ul. Tatrzańska 11 7 hours śr., 2017-09-06 09:00 2400PLN / 1500PLN
reqbf REQB Foundation - przygotowanie do egzaminu Łódź, ul. Tatrzańska 11 21 hours śr., 2017-09-06 09:00 9000PLN / 3900PLN
bpelsvc Orchestrating services with BPEL Łódź, ul. Tatrzańska 11 21 hours śr., 2017-09-06 09:00 11000PLN / 3650PLN
wfsadm WildFly Application Server Administration Łódź, ul. Tatrzańska 11 14 hours śr., 2017-09-06 09:00 7600PLN / 3133PLN
soaarchmgr SOA dla architektów i menadżerów Łódź, ul. Tatrzańska 11 14 hours czw., 2017-09-07 09:00 6000PLN / 2600PLN
wsbnp WebServices Basics for Non-Programmers Łódź, ul. Tatrzańska 11 14 hours czw., 2017-09-07 09:00 3300PLN / 2250PLN
agileba Agile Business Analysis Łódź, ul. Tatrzańska 11 14 hours czw., 2017-09-07 09:00 13250PLN / 4615PLN
tcpsmlp Techniki coachingowe w pracy Scrum Mastera / Lidera Projektu Łódź, ul. Tatrzańska 11 14 hours czw., 2017-09-07 09:00 5100PLN / 1875PLN
modafome MODAF Overview and Modelling the Enterprise Łódź, ul. Tatrzańska 11 21 hours pon., 2017-09-11 09:00 17290PLN / 6139PLN
busiana Business Analysis Łódź, ul. Tatrzańska 11 21 hours pon., 2017-09-11 09:00 7800PLN / 3500PLN
PRICES103 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1.5 Day Course with 3.5 Day Sales and Marketing Evaluation Łódź, ul. Tatrzańska 11 35 hours pon., 2017-09-11 09:00 29050PLN / 10303PLN
sdtpml Strategic Development: Thinking, Planning, Management and Leadership Łódź, ul. Tatrzańska 11 35 hours pon., 2017-09-11 09:00 29050PLN / 10303PLN
810 Management Skills for technical staff Łódź, ul. Tatrzańska 11 28 hours pon., 2017-09-11 09:00 20380PLN / 7376PLN
soastm Service-Oriented Architecture: Strategy, Technology and Methodology Łódź, ul. Tatrzańska 11 35 hours pon., 2017-09-11 09:00 9800PLN / 5420PLN
mwpm Modelowanie wymagań – przegląd metod Łódź, ul. Tatrzańska 11 14 hours wt., 2017-09-12 09:00 6000PLN / 3600PLN
agiletesting Introduction to Agile Testing Łódź, ul. Tatrzańska 11 14 hours wt., 2017-09-12 09:00 8610PLN / 3209PLN
agilekanban Zwinne zarządzanie projektami za pomocą Kanban Łódź, ul. Tatrzańska 11 14 hours wt., 2017-09-12 09:00 3500PLN / 2350PLN
spnw Skuteczne pozyskiwanie i negocjowanie wymagań Łódź, ul. Tatrzańska 11 14 hours wt., 2017-09-12 09:00 6000PLN / 2600PLN
handcc Handling Conflict with Confidence Łódź, ul. Tatrzańska 11 14 hours wt., 2017-09-12 09:00 10370PLN / 3742PLN
ocebb300 Certyfikacja BPM - przygotowanie do egzaminu OCEB Business Advanced Łódź, ul. Tatrzańska 11 7 hours śr., 2017-09-13 09:00 3800PLN / 1610PLN
423 Trac User and Administration Łódź, ul. Tatrzańska 11 7 hours śr., 2017-09-13 09:00 5630PLN / 2006PLN
ISAM1 ISTQB CTFL Łódź, ul. Tatrzańska 11 21 hours śr., 2017-09-13 09:00 19010PLN / 6661PLN
449 Equality and Diversity Masterclass Łódź, ul. Tatrzańska 11 7 hours śr., 2017-09-13 09:00 5630PLN / 2006PLN
compmlro The Compliance and MLRO Refresher Programme Łódź, ul. Tatrzańska 11 7 hours pt., 2017-09-15 09:00 5540PLN / 1979PLN
2730 Tworzenie stron internetowych i optymalizacja pod kątem marketingu internetowego Łódź, ul. Tatrzańska 11 35 hours pon., 2017-09-18 09:00 4900PLN / 3727PLN
intrcgov Integrated Risk & Corporate Governance Łódź, ul. Tatrzańska 11 35 hours pon., 2017-09-18 09:00 29050PLN / 10303PLN
eaptogafc Adapting Business Capabilities and 'Value Propositions' to Changes  Łódź, ul. Tatrzańska 11 21 hours pon., 2017-09-18 09:00 20000PLN / 7567PLN
busicn Starting Business in China Łódź, ul. Tatrzańska 11 21 hours pon., 2017-09-18 09:00 22840PLN / 7821PLN
scrummast Preparation for Professional Scrum Master Łódź, ul. Tatrzańska 11 14 hours wt., 2017-09-19 09:00 4000PLN / 1812PLN
sixsigmayb Six Sigma Yellow Belt Łódź, ul. Tatrzańska 11 21 hours wt., 2017-09-19 09:00 15200PLN / 5506PLN
808 Introduction to Lean Six Sigma Training Łódź, ul. Tatrzańska 11 21 hours śr., 2017-09-20 09:00 15430PLN / 5576PLN
1 Leadership 101 Łódź, ul. Tatrzańska 11 7 hours śr., 2017-09-20 09:00 3890PLN / 1479PLN
tcpsm Techniki coachingowe w pracy Scrum Mastera - warsztat praktyczny Łódź, ul. Tatrzańska 11 21 hours śr., 2017-09-20 09:00 4500PLN / 2264PLN
bldrools Managing Business Logic with Drools Łódź, ul. Tatrzańska 11 21 hours śr., 2017-09-20 09:00 9800PLN / 3549PLN
782 Finanse dla niefinansistów Łódź, ul. Tatrzańska 11 14 hours czw., 2017-09-21 09:00 6230PLN / 2158PLN
xcelsius Xcelsius Łódź, ul. Tatrzańska 11 14 hours czw., 2017-09-21 09:00 4580PLN / 2179PLN
bmam Business Modeling for an Agile Enterprise Łódź, ul. Tatrzańska 11 14 hours czw., 2017-09-21 09:00 6000PLN / 3600PLN
mantdev Management and Team Development Łódź, ul. Tatrzańska 11 7 hours pt., 2017-09-22 09:00 5540PLN / 1979PLN
corpgov Corporate Governance Łódź, ul. Tatrzańska 11 7 hours pt., 2017-09-22 09:00 3200PLN / 1900PLN
csr Corporate Social Responsibility Fundamentals Łódź, ul. Tatrzańska 11 7 hours pt., 2017-09-22 09:00 9100PLN / 3058PLN
hip High Impact Presentations Łódź, ul. Tatrzańska 11 7 hours pt., 2017-09-22 09:00 5630PLN / 2006PLN
oceb2t300 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Advanced Łódź, ul. Tatrzańska 11 7 hours pt., 2017-09-22 09:00 3800PLN / 1610PLN
wofe2 Managing Accountancy in WOFE (Whole Own Foreign Enterprise) in China Łódź, ul. Tatrzańska 11 7 hours pt., 2017-09-22 09:00 350PLN / 406PLN
advyldshp Advisory & Leadership Skills Łódź, ul. Tatrzańska 11 14 hours pon., 2017-09-25 09:00 8610PLN / 3209PLN
jbpmpd jBPM for Process Designers Łódź, ul. Tatrzańska 11 28 hours pon., 2017-09-25 09:00 12000PLN / 5338PLN
dddintro Wprowadzenie do Domain Driven Design Łódź, ul. Tatrzańska 11 14 hours pon., 2017-09-25 09:00 9440PLN / 3461PLN
bpm Business Process Management Łódź, ul. Tatrzańska 11 35 hours pon., 2017-09-25 09:00 25230PLN / 9145PLN
hadoopba Hadoop for Business Analysts Łódź, ul. Tatrzańska 11 21 hours wt., 2017-09-26 09:00 15000PLN / 5900PLN
agilekanbanlean Managing Agile Projects with Lean and Kanban Łódź, ul. Tatrzańska 11 21 hours wt., 2017-09-26 09:00 10760PLN / 4161PLN
babokiiba Business Analysis, BABOK V3.0 and IIBA Certification Preparation Łódź, ul. Tatrzańska 11 21 hours wt., 2017-09-26 09:00 9500PLN / 5650PLN
kanban1 Kanban Management Professional 1 Łódź, ul. Tatrzańska 11 16 hours wt., 2017-09-26 09:00 7050PLN / 2736PLN
traintrainer Train-the-Trainer Łódź, ul. Tatrzańska 11 21 hours wt., 2017-09-26 09:00 5000PLN / 2567PLN
d2dbdpa From Data to Decision with Big Data and Predictive Analytics Łódź, ul. Tatrzańska 11 21 hours wt., 2017-09-26 09:00 29220PLN / 9755PLN
datama Data Mining and Analysis Łódź, ul. Tatrzańska 11 28 hours wt., 2017-09-26 09:00 23680PLN / 8376PLN
commtm Communicating and Influencing For Team Members Łódź, ul. Tatrzańska 11 14 hours śr., 2017-09-27 09:00 10370PLN / 3742PLN
bpmana BPM for Managers and Analysts Overview Łódź, ul. Tatrzańska 11 14 hours śr., 2017-09-27 09:00 5890PLN / 2332PLN
765 Introduction to Six Sigma Łódź, ul. Tatrzańska 11 7 hours czw., 2017-09-28 09:00 5630PLN / 2006PLN
comawa Commercial Awareness Łódź, ul. Tatrzańska 11 7 hours czw., 2017-09-28 09:00 5630PLN / 2006PLN
ubpmbpmn2 Understanding Business Process Modeling with BPMN 2.0 Łódź, ul. Tatrzańska 11 14 hours czw., 2017-09-28 09:00 4000PLN / 2600PLN
scrummanexec Scrum for Managers and Executives Łódź, ul. Tatrzańska 11 7 hours pt., 2017-09-29 09:00 4580PLN / 1688PLN
piwa Podstawy inżynierii wymagań i analizy Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-02 09:00 6000PLN / 2600PLN
agilescrumcust Agile Project Management with Scrum Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-02 09:00 12450PLN / 4373PLN
commtm2 Communicating and Influencing - For Managers and Team Leaders Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-02 09:00 10370PLN / 3742PLN
oobdp Object Oriented Design using Design Patterns Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-02 09:00 12000PLN / 4600PLN
statdm Statistical Thinking for Decision Makers Łódź, ul. Tatrzańska 11 7 hours pon., 2017-10-02 09:00 4500PLN / 1664PLN
3247 Facebook w marketingu i reklamie Łódź, ul. Tatrzańska 11 7 hours pon., 2017-10-02 09:00 1900PLN / 1060PLN
designpat Design Patterns Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-02 09:00 6000PLN / 3600PLN
pkwcirebcpre Pozyskiwanie i konsolidacja wymagań, certyfikat IREB CPRE AL Łódź, ul. Tatrzańska 11 7 hours wt., 2017-10-03 09:00 4000PLN / 2300PLN
scrumintro Introduction to Scrum Łódź, ul. Tatrzańska 11 14 hours śr., 2017-10-04 09:00 12450PLN / 4373PLN
oceb2t200 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Intermediate Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-05 09:00 6100PLN / 2703PLN
3246 Efektywne wykorzystanie Social Media - Facebook, Twitter, Youtube, Google+, blogi Łódź, ul. Tatrzańska 11 7 hours czw., 2017-10-05 09:00 1900PLN / 1060PLN
297 Assertiveness Łódź, ul. Tatrzańska 11 7 hours czw., 2017-10-05 09:00 5630PLN / 2006PLN
adintro Introduction to Advertising Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-06 09:00 2760PLN / 990PLN
74888 Social Media Marketing Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-06 09:00 6520PLN / 2276PLN
aiint Artificial Intelligence Overview Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-06 09:00 3900PLN / 1800PLN
zwpagile Zarządzanie wymaganiami w projektach Agile Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-06 09:00 4000PLN / 2300PLN
b2bbrandman B2B Brand Management Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-06 09:00 2680PLN / 1193PLN
irebcpre Podstawy IREB CPRE Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-06 09:00 4000PLN / 2300PLN
bitsas Business and IT System Agility using Standards Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-06 09:00 4000PLN / 2300PLN
agiletest Rola testera w Agile Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-06 09:00 15280PLN / 4930PLN
pazzitsa Psychologiczne aspekty zarządzania zespołem IT – psychologia zespołu Scrum agile Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-09 09:00 6000PLN / 2600PLN
3587 Managing Projects using Waterfall and Agile Techniques Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-09 09:00 4000PLN / 2600PLN
netmrk Using The Internet As A Marketing Channel For Businesses Łódź, ul. Tatrzańska 11 14 hours wt., 2017-10-10 09:00 6000PLN / 3600PLN
droolsrlsadm Drools Rules Administration Łódź, ul. Tatrzańska 11 21 hours wt., 2017-10-10 09:00 21410PLN / 7388PLN
3632 Organisational Behaviour Łódź, ul. Tatrzańska 11 14 hours wt., 2017-10-10 09:00 10550PLN / 3797PLN
myccmr Marketing for your company: Understand customer, do marketing right Łódź, ul. Tatrzańska 11 28 hours wt., 2017-10-10 09:00 18690PLN / 6864PLN
changeman Change Management Łódź, ul. Tatrzańska 11 21 hours wt., 2017-10-10 09:00 15160PLN / 5494PLN
absunu Analiza biznesowa i systemowa z użyciem notacji UML - warsztat praktyczny dla PO w metodyce Scrum Łódź, ul. Tatrzańska 11 21 hours wt., 2017-10-10 09:00 7800PLN / 3500PLN
PRICES101 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1 Day Course Łódź, ul. Tatrzańska 11 7 hours wt., 2017-10-10 09:00 7310PLN / 2515PLN
scrumess Scrum Essentials Workshop Łódź, ul. Tatrzańska 11 14 hours śr., 2017-10-11 09:00 9100PLN / 3358PLN
bpmna Modelowanie BPMN dla Analityków Biznesowych Łódź, ul. Tatrzańska 11 14 hours śr., 2017-10-11 09:00 12450PLN / 4373PLN
strapra Planowanie strategiczne w praktyce Łódź, ul. Tatrzańska 11 14 hours śr., 2017-10-11 09:00 8570PLN / 3197PLN
grmcfun Governance, Risk Management & Compliance (GRC) Fundamentals Łódź, ul. Tatrzańska 11 21 hours śr., 2017-10-11 09:00 17980PLN / 6348PLN
stratman Strategic Management Łódź, ul. Tatrzańska 11 21 hours śr., 2017-10-11 09:00 15200PLN / 5506PLN
eraamauml Efficient Requirement Management using Agile Methods and Agile UML Modeling Łódź, ul. Tatrzańska 11 21 hours śr., 2017-10-11 09:00 15000PLN / 5900PLN
scrumstep Scrum - Step by Step Łódź, ul. Tatrzańska 11 14 hours śr., 2017-10-11 09:00 5000PLN / 2267PLN
agilescrum Agile Project Management with Scrum Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-12 09:00 3420PLN / 1740PLN
bpaumlbpmn Modelowanie procesów biznesowych z wykorzystaniem UML i BPMN Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-12 09:00 6000PLN / 3600PLN
condev Contemporary Development Principles and Practices Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-12 09:00 9100PLN / 3358PLN
3809 Prototypowanie interaktywnych makiet - Axure Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-12 09:00 5500PLN / 2218PLN
amlctf Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF) Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-12 09:00 9800PLN / 2560PLN
soamlad Analiza i projektowanie za pomocą języka SoaML Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-12 09:00 9000PLN / 3600PLN
wssoapwsdl WebServices with SOAP and WSDL Basics Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-12 09:00 8570PLN / 3197PLN
66278 Bezstresowe zarządzanie sobą w czasie - jak mieć zawsze określone cele i być efektywnym w ich realizacji. Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-12 09:00 2800PLN / 1448PLN
userstories Praktyczny warsztat tworzenia User Stories Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-13 09:00 2500PLN / 1058PLN
brmsdrools Zarządzanie regułami biznesowymi (BRMS) z Drools Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-13 09:00 6200PLN / 2367PLN
8525 Testowanie w Agile Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-13 09:00 3700PLN / 1576PLN
agilesofttesto Agile Software Testing Overview Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-13 09:00 6520PLN / 2276PLN
pemm Personal Efficiency and Managing Meetings Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-13 09:00 5540PLN / 1979PLN
agilepz Agile w projektach zdalnych Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-16 09:00 5100PLN / 1875PLN
badsp Introduction to Business Analysis: Defining Successful Projects Łódź, ul. Tatrzańska 11 21 hours pon., 2017-10-16 09:00 15000PLN / 5900PLN
814 Essential Management Skills for Executive Assistants, Senior PAs and Administration Professionals Łódź, ul. Tatrzańska 11 28 hours pon., 2017-10-16 09:00 20340PLN / 7364PLN
oceb2b200 Certyfikacja BPM - przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Business Intermediate Łódź, ul. Tatrzańska 11 21 hours pon., 2017-10-16 09:00 9900PLN / 4314PLN
umlad UML Analysis and Design Łódź, ul. Tatrzańska 11 21 hours pon., 2017-10-16 09:00 9000PLN / 3900PLN
activitydesigners Modelowanie procesów biznesowych z wykorzystaniem Activity Łódź, ul. Tatrzańska 11 21 hours pon., 2017-10-16 09:00 12000PLN / 4900PLN
busics Business Communication Skills Łódź, ul. Tatrzańska 11 35 hours pon., 2017-10-16 09:00 29050PLN / 10303PLN
agilesofttestci Agile Software Testing with Continuous Integration Łódź, ul. Tatrzańska 11 28 hours pon., 2017-10-16 09:00 8400PLN / 3745PLN
pmrisk Project Risk Management Łódź, ul. Tatrzańska 11 7 hours wt., 2017-10-17 09:00 4870PLN / 1776PLN
pawjavaee Programowanie Aplikacji Webowych z Java EE 6 / 7 Łódź, ul. Tatrzańska 11 28 hours wt., 2017-10-17 09:00 7800PLN / 3564PLN
ccarestr Customer Care Strategy Łódź, ul. Tatrzańska 11 21 hours wt., 2017-10-17 09:00 14510PLN / 5297PLN
coach Coaching Skills Łódź, ul. Tatrzańska 11 7 hours wt., 2017-10-17 09:00 5540PLN / 1979PLN
agilers Agile Retrospective Łódź, ul. Tatrzańska 11 14 hours wt., 2017-10-17 09:00 5100PLN / 1875PLN
scrumtestspe The Scrum Test Specialist Łódź, ul. Tatrzańska 11 7 hours wt., 2017-10-17 09:00 5540PLN / 1979PLN
pplteamman People and Team Management Łódź, ul. Tatrzańska 11 21 hours śr., 2017-10-18 09:00 15160PLN / 5494PLN
baess Business Analysis Essentials Łódź, ul. Tatrzańska 11 21 hours śr., 2017-10-18 09:00 17980PLN / 6348PLN
eaintro1 Introduction to Enterprise Architectures Łódź, ul. Tatrzańska 11 14 hours śr., 2017-10-18 09:00 6000PLN / 3600PLN
sysmlmd Applying SysML with MAGICDRAW Łódź, ul. Tatrzańska 11 21 hours śr., 2017-10-18 09:00 18000PLN / 6900PLN
agiletdd Agile TDD Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-20 09:00 3000PLN / 1800PLN
1125 Balanced Scorecard Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-23 09:00 4100PLN / 2650PLN
scrumbelbintr Building an Effective Scrum Team with Belbin Team Roles Łódź, ul. Tatrzańska 11 7 hours pon., 2017-10-23 09:00 5540PLN / 1979PLN
448 Mentoring and Coaching Łódź, ul. Tatrzańska 11 7 hours pon., 2017-10-23 09:00 5630PLN / 2006PLN
PRICES102 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1.5 Day Course with Half Day Sales and Marketing Evaluation Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-23 09:00 12450PLN / 4373PLN
813 First time manager from supervisor to Manager Łódź, ul. Tatrzańska 11 28 hours pon., 2017-10-23 09:00 20340PLN / 7364PLN
809 Introduction to Lean Six Sigma green belt Łódź, ul. Tatrzańska 11 21 hours pon., 2017-10-23 09:00 15430PLN / 5576PLN
apachemaven Apache Maven Łódź, ul. Tatrzańska 11 21 hours pon., 2017-10-23 09:00 17070PLN / 6073PLN
bplanbmm Business Plan building with Business Motivation Model Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-23 09:00 7000PLN / 2933PLN
jbpmdev jBPM for Developers Łódź, ul. Tatrzańska 11 35 hours pon., 2017-10-23 09:00 15500PLN / 6845PLN
manbppm Zarządzanie Procesami Biznesowymi z wykorzystaniem ProcessMaker Łódź, ul. Tatrzańska 11 14 hours wt., 2017-10-24 09:00 8990PLN / 3597PLN
UML Analiza i projektowanie obiektowe za pomocą języka UML Łódź, ul. Tatrzańska 11 21 hours wt., 2017-10-24 09:00 6000PLN / 2900PLN
BUSSCI01 The 30 Most Important Research Studies in Business to Boost Your B2B Bottom Line Łódź, ul. Tatrzańska 11 7 hours wt., 2017-10-24 09:00 7310PLN / 2515PLN
infavdconf Influencing and Avoiding Conflict Łódź, ul. Tatrzańska 11 21 hours śr., 2017-10-25 09:00 16930PLN / 6030PLN
msproj1 Microsoft Project - podstawy zarządzania projektami Łódź, ul. Tatrzańska 11 14 hours śr., 2017-10-25 09:00 3000PLN / 2100PLN
soadtbs Designing SOA using BPM and SoaML Łódź, ul. Tatrzańska 11 21 hours śr., 2017-10-25 09:00 18000PLN / 6900PLN
reqman Zarządzanie wymaganiami Łódź, ul. Tatrzańska 11 21 hours śr., 2017-10-25 09:00 9900PLN / 4314PLN
476 Introduction to Management Łódź, ul. Tatrzańska 11 14 hours śr., 2017-10-25 09:00 10550PLN / 3797PLN
cmsjoomla CMS Joomla Łódź, ul. Tatrzańska 11 14 hours śr., 2017-10-25 09:00 3450PLN / 1645PLN
restapi REST API - wzorzec wymiany informacji między serwisami Łódź, ul. Tatrzańska 11 14 hours śr., 2017-10-25 09:00 4500PLN / 2850PLN
68615 Microsoft Office Excel - moduł Business Intelligence Łódź, ul. Tatrzańska 11 14 hours śr., 2017-10-25 09:00 2700PLN / 1500PLN
bprca Business Process Re-engineering for Competitive Advantage Łódź, ul. Tatrzańska 11 21 hours śr., 2017-10-25 09:00 15000PLN / 5900PLN
pginttrade A Practical Guide to International Trade Łódź, ul. Tatrzańska 11 14 hours śr., 2017-10-25 09:00 5800PLN / 3500PLN
rcbd Retail and Commercial Banking Delivery Channel Masterclass Łódź, ul. Tatrzańska 11 21 hours śr., 2017-10-25 09:00 15200PLN / 5506PLN
scrumtrintro An Introduction to the Scrum Team Role Łódź, ul. Tatrzańska 11 7 hours śr., 2017-10-25 09:00 5540PLN / 1979PLN
tsajbossj Tunning serwerów aplikacyjnych JBoss7 i Jetty 8/9 Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-26 09:00 4600PLN / 1994PLN
mrkfct Prognozowanie Rynku Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-26 09:00 6000PLN / 2600PLN
779 Międzynarodowe Standardy Rachunkowości i Sprawozdawczości Finansowej (MSR, MSSF) (IAS, IFRS) Łódź, ul. Tatrzańska 11 7 hours czw., 2017-10-26 09:00 3990PLN / 1298PLN
wfsadm WildFly Application Server Administration Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-26 09:00 7600PLN / 3133PLN
orgmantes Organizacja i zarządzanie testowaniem Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-26 09:00 5800PLN / 3500PLN
2942 Customer Relationship Management (CRM) Łódź, ul. Tatrzańska 11 7 hours czw., 2017-10-26 09:00 5630PLN / 2006PLN
agilesofttest Agile Software Testing Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-26 09:00 4300PLN / 2750PLN
bpmn2funws BPMN 2 Fundamentals and Workshop Łódź, ul. Tatrzańska 11 14 hours czw., 2017-10-26 09:00 12450PLN / 4373PLN
ubtsvr Ubuntu Server Overview Łódź, ul. Tatrzańska 11 7 hours czw., 2017-10-26 09:00 1990PLN / 853PLN
scrumpdtown Scrum Product Owner Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-27 09:00 2400PLN / 1500PLN
projplan Project Planning 101 Łódź, ul. Tatrzańska 11 7 hours pt., 2017-10-27 09:00 9100PLN / 3058PLN
agileba Agile Business Analysis Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-30 09:00 13250PLN / 4615PLN
soaarchmgr SOA dla architektów i menadżerów Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-30 09:00 6000PLN / 2600PLN
wsbnp WebServices Basics for Non-Programmers Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-30 09:00 3300PLN / 2250PLN
tcpsmlp Techniki coachingowe w pracy Scrum Mastera / Lidera Projektu Łódź, ul. Tatrzańska 11 14 hours pon., 2017-10-30 09:00 5100PLN / 1875PLN
423 Trac User and Administration Łódź, ul. Tatrzańska 11 7 hours czw., 2017-11-02 09:00 5630PLN / 2006PLN
ocebb300 Certyfikacja BPM - przygotowanie do egzaminu OCEB Business Advanced Łódź, ul. Tatrzańska 11 7 hours czw., 2017-11-02 09:00 3800PLN / 1610PLN
449 Equality and Diversity Masterclass Łódź, ul. Tatrzańska 11 7 hours czw., 2017-11-02 09:00 5630PLN / 2006PLN
agiletesting Introduction to Agile Testing Łódź, ul. Tatrzańska 11 14 hours czw., 2017-11-02 09:00 8610PLN / 3209PLN
oceb2f100 Certyfikacja BPM przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Fundamental Łódź, ul. Tatrzańska 11 28 hours pon., 2017-11-06 09:00 12000PLN / 5200PLN
soastm Service-Oriented Architecture: Strategy, Technology and Methodology Łódź, ul. Tatrzańska 11 35 hours pon., 2017-11-06 09:00 9800PLN / 5420PLN
cloudsaasiaas Cloud, SaaS, IaaS - Practical Overview of Available Options Łódź, ul. Tatrzańska 11 35 hours pon., 2017-11-06 09:00 88090PLN / 28194PLN
PRICES103 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1.5 Day Course with 3.5 Day Sales and Marketing Evaluation Łódź, ul. Tatrzańska 11 35 hours pon., 2017-11-06 09:00 29050PLN / 10303PLN
810 Management Skills for technical staff Łódź, ul. Tatrzańska 11 28 hours pon., 2017-11-06 09:00 20380PLN / 7376PLN
spnw Skuteczne pozyskiwanie i negocjowanie wymagań Łódź, ul. Tatrzańska 11 14 hours pon., 2017-11-06 09:00 6000PLN / 2600PLN
sdtpml Strategic Development: Thinking, Planning, Management and Leadership Łódź, ul. Tatrzańska 11 35 hours pon., 2017-11-06 09:00 29050PLN / 10303PLN
handcc Handling Conflict with Confidence Łódź, ul. Tatrzańska 11 14 hours pon., 2017-11-06 09:00 10370PLN / 3742PLN
yourbb Understanding Your Brand and Your Business Łódź, ul. Tatrzańska 11 21 hours wt., 2017-11-07 09:00 15160PLN / 5494PLN
ISAM1 ISTQB CTFL Łódź, ul. Tatrzańska 11 21 hours wt., 2017-11-07 09:00 19010PLN / 6661PLN
presconf Presenting with Confidence Łódź, ul. Tatrzańska 11 21 hours wt., 2017-11-07 09:00 15160PLN / 5494PLN
compmlro The Compliance and MLRO Refresher Programme Łódź, ul. Tatrzańska 11 7 hours wt., 2017-11-07 09:00 5540PLN / 1979PLN
activitidev Modelowanie procesów biznesowych z wykorzystaniem Activity dla Deweloperów Łódź, ul. Tatrzańska 11 28 hours wt., 2017-11-07 09:00 15000PLN / 6200PLN
modafome MODAF Overview and Modelling the Enterprise Łódź, ul. Tatrzańska 11 21 hours wt., 2017-11-07 09:00 17290PLN / 6139PLN
eaptogafc Adapting Business Capabilities and 'Value Propositions' to Changes  Łódź, ul. Tatrzańska 11 21 hours śr., 2017-11-08 09:00 20000PLN / 7567PLN
agilekanban Zwinne zarządzanie projektami za pomocą Kanban Łódź, ul. Tatrzańska 11 14 hours śr., 2017-11-08 09:00 3500PLN / 2350PLN
mwpm Modelowanie wymagań – przegląd metod Łódź, ul. Tatrzańska 11 14 hours śr., 2017-11-08 09:00 6000PLN / 3600PLN
bpmess BPM Essentials Łódź, ul. Tatrzańska 11 21 hours śr., 2017-11-08 09:00 9000PLN / 3900PLN
bpmn2ba BPMN 2.0 dla Analityków Biznesowych Łódź, ul. Tatrzańska 11 21 hours śr., 2017-11-08 09:00 6000PLN / 2900PLN
busicn Starting Business in China Łódź, ul. Tatrzańska 11 21 hours śr., 2017-11-08 09:00 22840PLN / 7821PLN
bpelsvc Orchestrating services with BPEL Łódź, ul. Tatrzańska 11 21 hours śr., 2017-11-08 09:00 11000PLN / 3650PLN
reqbf REQB Foundation - przygotowanie do egzaminu Łódź, ul. Tatrzańska 11 21 hours śr., 2017-11-08 09:00 9000PLN / 3900PLN
lbatogafam2 Putting Enterprise Architecture in Practice Łódź, ul. Tatrzańska 11 21 hours śr., 2017-11-08 09:00 16000PLN / 6233PLN
busiana Business Analysis Łódź, ul. Tatrzańska 11 21 hours śr., 2017-11-08 09:00 7800PLN / 3500PLN
scrummast Preparation for Professional Scrum Master Łódź, ul. Tatrzańska 11 14 hours czw., 2017-11-09 09:00 4000PLN / 1812PLN
corpgov Corporate Governance Łódź, ul. Tatrzańska 11 7 hours pt., 2017-11-10 09:00 3200PLN / 1900PLN
mantdev Management and Team Development Łódź, ul. Tatrzańska 11 7 hours pt., 2017-11-10 09:00 5540PLN / 1979PLN
hip High Impact Presentations Łódź, ul. Tatrzańska 11 7 hours pt., 2017-11-10 09:00 5630PLN / 2006PLN
1 Leadership 101 Łódź, ul. Tatrzańska 11 7 hours pt., 2017-11-10 09:00 3890PLN / 1479PLN
csr Corporate Social Responsibility Fundamentals Łódź, ul. Tatrzańska 11 7 hours pt., 2017-11-10 09:00 9100PLN / 3058PLN
oceb2t300 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Advanced Łódź, ul. Tatrzańska 11 7 hours pt., 2017-11-10 09:00 3800PLN / 1610PLN
wofe2 Managing Accountancy in WOFE (Whole Own Foreign Enterprise) in China Łódź, ul. Tatrzańska 11 7 hours pt., 2017-11-10 09:00 350PLN / 406PLN
intrcgov Integrated Risk & Corporate Governance Łódź, ul. Tatrzańska 11 35 hours pon., 2017-11-13 09:00 29050PLN / 10303PLN
tcpsm Techniki coachingowe w pracy Scrum Mastera - warsztat praktyczny Łódź, ul. Tatrzańska 11 21 hours pon., 2017-11-13 09:00 4500PLN / 2264PLN
bmam Business Modeling for an Agile Enterprise Łódź, ul. Tatrzańska 11 14 hours pon., 2017-11-13 09:00 6000PLN / 3600PLN
2730 Tworzenie stron internetowych i optymalizacja pod kątem marketingu internetowego Łódź, ul. Tatrzańska 11 35 hours pon., 2017-11-13 09:00 4900PLN / 3727PLN
782 Finanse dla niefinansistów Łódź, ul. Tatrzańska 11 14 hours pon., 2017-11-13 09:00 6230PLN / 2158PLN
dddintro Wprowadzenie do Domain Driven Design Łódź, ul. Tatrzańska 11 14 hours wt., 2017-11-14 09:00 9440PLN / 3461PLN
sixsigmayb Six Sigma Yellow Belt Łódź, ul. Tatrzańska 11 21 hours wt., 2017-11-14 09:00 15200PLN / 5506PLN
advyldshp Advisory & Leadership Skills Łódź, ul. Tatrzańska 11 14 hours wt., 2017-11-14 09:00 8610PLN / 3209PLN
808 Introduction to Lean Six Sigma Training Łódź, ul. Tatrzańska 11 21 hours śr., 2017-11-15 09:00 15430PLN / 5576PLN
xcelsius Xcelsius Łódź, ul. Tatrzańska 11 14 hours śr., 2017-11-15 09:00 4580PLN / 2179PLN
bldrools Managing Business Logic with Drools Łódź, ul. Tatrzańska 11 21 hours śr., 2017-11-15 09:00 9800PLN / 3549PLN
comawa Commercial Awareness Łódź, ul. Tatrzańska 11 7 hours czw., 2017-11-16 09:00 5630PLN / 2006PLN
bpmana BPM for Managers and Analysts Overview Łódź, ul. Tatrzańska 11 14 hours czw., 2017-11-16 09:00 5890PLN / 2332PLN
commtm Communicating and Influencing For Team Members Łódź, ul. Tatrzańska 11 14 hours czw., 2017-11-16 09:00 10370PLN / 3742PLN
kanban1 Kanban Management Professional 1 Łódź, ul. Tatrzańska 11 16 hours czw., 2017-11-16 09:00 7050PLN / 2736PLN
765 Introduction to Six Sigma Łódź, ul. Tatrzańska 11 7 hours czw., 2017-11-16 09:00 5630PLN / 2006PLN
scrummanexec Scrum for Managers and Executives Łódź, ul. Tatrzańska 11 7 hours pt., 2017-11-17 09:00 4580PLN / 1688PLN
projsev2 MS Project i MS Project Server - zarządzanie wieloma projektami. Łódź, ul. Tatrzańska 11 14 hours pon., 2017-11-20 09:00 3000PLN / 2100PLN
projsev2 MS Project i MS Project Server - zarządzanie wieloma projektami. Łódź, ul. Tatrzańska 11 14 hours wt., 2018-01-09 09:00 3000PLN / 2100PLN

Plany Kursów

Kod Nazwa Czas trwania Spis treści
mrkfct Prognozowanie Rynku 14 hours

Kurs został przygotowany dla menadżerów, analityków biznesowych, przedsiębiorców, którzy chcieliby usprawnić wykorzystywane metody prognozowania, jak również dla tych, którzy dopiero rozważają ich wprowadzenie. Omówione na kursie narzędzia oraz metody mogą zostać później zostosowane do :

  • prognozowania sprzedaży, ustalania planów sprzedażowych, zarządzania kanałami sprzedaży
  • prognozowania zachowania rynku, ryzyka ekonomicznego, zmian ekonomicznych
  • prognozowania zmian technologicznych,
  • prognozowania zapotrzebowania produktowego, zarządzania łańcuchem dostaw

Kurs ma za zadanie pokazanie uczestnikom serii narzędzi, frameworków, metodologii oraz algorytmów, przydatnych przy próbach przewidywania przyszłości opartych o analizę danych.  Podczas kursu, uczestnicy nauczą się również zastosowania omówionych metod w standardowych narzędziach takich jak MS Excel czy oprogramowaniu OpenSource' wym - R- pakiet statystyczny. Metody oraz zasady przedstawione na kursie mogą być bez problemu zaimplementowane do każdego innego oprogramowania (np. SAS, SPSS, Statistica, MINITAB ...itp.)

Problems facing forecasters

  • Customer demand planning
  • Investor uncertainty
  • Economic planning
  • Seasonal changes in demand/utilization
  • Roles of risk and uncertainty

Time series methods

  • Moving average
  • Exponential smoothing
  • Extrapolation
  • Linear prediction
  • Trend estimation
  • Growth curve

Econometric methods (casual methods)

  • Regression analysis using linear regression or non-linear regression
  • Autoregressive moving average (ARMA)
  • Autoregressive integrated moving average (ARIMA)
  • Econometrics

Judgemental methods

  • Surveys
  • Delphi method
  • Scenario building
  • Technology forecasting
  • Forecast by analogy

Simulation and other methods

  • Simulation
  • Prediction market
  • Probabilistic forecasting and Ensemble forecasting
  • Reference class forecasting
wfsadm WildFly Application Server Administration 14 hours

This course is created for Administrators, Developers or anyone who is interested in managing WildFly Application Server (AKA JBoss Application Server).

This course usually runs on the newest version of the Application Server, but it can be tailored (as a private course) to older versions starting from version 5.1.

Module 1: Installing Core Components

  • Installing the Java environment 
  • Installing JBoss AS
  • Application server features
  • Creating a custom server configuration

Module 2: Customizing JBoss AS Services

  • How to monitor JBoss AS services
  • JBoss AS thread pool
  • Configuring logging services
  • Configuring the connection to the database
  • Configuring the transaction service

Module 3. Deploying EJB 3 Session Beans

  • Developing Enterprise JavaBeans
  • Configuring the EJB container

Module 4: Deploying a Web Application

  • Developing web layout
  • Configuring JBoss Web Server

Module 5: Deploying Applications with JBoss Messaging Service

  • The new JBoss Messaging system
  • Developing JMS applications
  • Advanced JBoss Messaging

Module 6: Managing JBoss AS

  • Introducing Java Management Extension
  • JBoss AS Administration Console
  • Managing applications
  • Administering resources

Module 7. JBoss Drools - Introduction

  • Getting the software
  • Installing the BRMS/Guvnor
  • Installing the Drools plug-in

Module 8. Using the Guvnor

  • General Navigation
  • Administration (Rules, Packages, Deployment)
  • Building a Guided Rules with the Guvnor
  • From Guvnor to JBoss IDE
  • Testing your Rules
tcpsm Techniki coachingowe w pracy Scrum Mastera - warsztat praktyczny 21 hours

Model komunikacyjny w biznesie

  • komunikacja jako taka
  • aspekty błędów i braku porozumienia
  • metamodele komunikacji

Wartości pracownika a efektywność pracy

  • metamodele i metaprogramy pracownika
  • praca na wartościach
  • definiowanie precyzyjnego celu

Techniki motywowania

  • zwinny model motywacyjny
  • budowanie sprawczości

Budowanie kompetencji zespołu i jego członków

  • kompetencje - czym są i jak je ocenić?
  • konsekwencje organizacyjne pominięcia aspektu kontroli kompetencji

Monitorowanie postępów

  • kontrola postępów w metodykach zwinnych - rys psychologiczny
  • pętla kontroli

Interwencje

  • rola interwencji w pracy Scrum Master'a
  • interwencja - opłacalność i konsekwencje
  • cele i skutki interwencji
scrumbelbintr Building an Effective Scrum Team with Belbin Team Roles 7 hours

The self-organising Scrum Team is the bedrock of the Scrum development process. An effective team is directly related to more effective delivery of products of value. Belbin Team Roles theory is used worldwide to help create more effective teams, in all kinds of environments. This course is led by a Belbin Accredited Trainer and Certified ScrumMaster. It provides a detailed overview of Scrum and examines how understanding Belbin Team Roles can benefit the Scrum Team.

Scrum Overview

  • The Agile manifesto and principles
  • Scrum components – 4 ceremonies, 4 artefacts, 3 roles
  • The Scrum Process

Belbin Team Roles

  • The 9 Belbin Team Roles
  • Developing  your individual strengths for team success
  • Understanding allowable weaknesses

Understanding Team Roles in the Scrum Activities

  • User Story grooming
  • Backlog estimation
  • Self-organising task allocation
  • Review and retrospective meetings

Team Dynamics

  • Understanding how others affect your behaviour
  • Handling difficult people
  • How to deal with missing Team Roles
coach Coaching Skills 7 hours

Audience

Staff who need to be fully prepared to deliver high quality Coaching sessions

  • To individual members of their own staff
  • To their teams
  • To individuals who are not directly connected to their own teams but who would value their independent – and non-judgemental - input

Format of the course

A combination of:

  • Facilitated Discussions
  • Delegate Coaching sessions – with full feedback

By the end of the course, delegates will be able to:

  • Define “Coaching” and explain in detail the use of Coaching to improve individual and team performance – particularly relating its use to understanding the reasons behind (and rectifying) under-performance
  • Deliver meaningful Coaching Sessions

Define Coaching

  • Ensure clarity on what exactly Coaching is and how it is used
  • Link “Coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance)
  • Understand how learning shared can easily be transferred into a “commitment to action”

Coaching models

  • Introduction to the GROW model
    • G = Goal: the purpose of the discussion or changes the individual / team wishes to make
    • R = Reality: an honest assessment of the current situation and the need for change
    • O = Options: what can be done to achieve that change; what else; is there anything else…?
    • W = Will: is the desire there to see this through or will one of the other factors – GRO –prevent the achievement of the change; how will we measure progress?
  • Consideration of all the factors required in:
    • Turning vision into reality
    • Delivering measurable outcomes
    • Making effective decisions
    • Managing the change
  • Introducing the House of Change: understanding the need sometimes to make things worse before they can get better

Becoming a successful Coach

  • How does a Coach behave?
  • What does a Coach do?
  • Understanding the need to remain separate – aloof? – from the detail and only contribute individual comments / suggestions at appropriate times
  • Coaching performance from individuals whose day-to-day work we don’t understand

The link with Performance Management

  • Objective setting – understanding what is required
  • Managing against these objectives – understanding what success / shortfall looks like
  • Recognising (and rectifying) under-performance; particularly recognising the causes of under- performance (which may be nothing to do with the individual’s workload)
  • Coaching and Feedback: links and differences

Coaching in Practice

  • Facilitated sessions of Coaching – initially in a group environment to allow targeted feedback; then in coaching pairs – to put into practice the models which have already been discussed.
1 Leadership 101 7 hours This course aims to inspire trainees to become leaders by showing what makes or breaks a leader.

What is leadership?

  • Differences between a leader and a manager
  • Leaders in our lives

Leader competencies:

  • How leaders think
  • What leaders do
  • Can anyone be a leader?

Leadership styles

Goals setting

  • How to set inspiring goals

Public speaking for leaders:

  • How to structure your talk?
  • What words should you use/not use?

How to get people to follow you?

  • Embracing as an equal
  • Communicating
comawa Commercial Awareness 7 hours
Commercial awareness is of increasing benefit to us all and the organisations that we work for and / or support in our everyday working lives.
In challenging market and economic conditions, individuals need to have a greater awareness of how an organisation operates at a strategic level and how external influences affect the organisation’s progress.
Increasingly, staff and managers are being asked to take decisions with a strong focus on the external environment and the impact that such changes may have internally.
During this course you will be able to:
  • Apply strategic thinking tools to develop a direction for your team
  • Translate strategy into action
  • Identify key financial indicators affecting your team or organisation

Introductions and Objectives

Strategic Thinking and Leadership

  • The true nature of leadership – the difference between management and leadership
  • Creating and communicating a vision
  • Strategy, tactics and operations
  • Problem analysis – PESTLE, SWOT, Cause and Effect
  • Creative thinking strategies

Finance and Running a Business

  • Income and expenditure
  • The costs of running a business or department
  • Forecasting and reporting
  • Using a balance sheet
  • Profit and loss reporting
hadoopba Hadoop for Business Analysts 21 hours

Apache Hadoop is the most popular framework for processing Big Data. Hadoop provides rich and deep analytics capability, and it is making in-roads in to tradional BI analytics world. This course will introduce an analyst to the core components of Hadoop eco system and its analytics

Audience

Business Analysts

Duration

three days

Format

Lectures and hands on labs.

  • Section 1: Introduction to Hadoop
    • hadoop history, concepts
    • eco system
    • distributions
    • high level architecture
    • hadoop myths
    • hadoop challenges
    • hardware / software
    • Labs : first look at Hadoop
  • Section 2: HDFS Overview
    • concepts (horizontal scaling, replication, data locality, rack awareness)
    • architecture (Namenode, Secondary namenode, Data node)
    • data integrity
    • future of HDFS : Namenode HA, Federation
    • labs : Interacting with HDFS
  • Section 3 : Map Reduce Overview
    • mapreduce concepts
    • daemons : jobtracker / tasktracker
    • phases : driver, mapper, shuffle/sort, reducer
    • Thinking in map reduce
    • Future of mapreduce (yarn)
    • labs : Running a Map Reduce program
  • Section 4 : Pig
    • pig vs java map reduce
    • pig latin language
    • user defined functions
    • understanding pig job flow
    • basic data analysis with Pig
    • complex data analysis with Pig
    • multi datasets with Pig
    • advanced concepts
    • lab : writing pig scripts to analyze / transform data
  • Section 5: Hive
    • hive concepts
    • architecture
    • SQL support in Hive
    • data types
    • table creation and queries
    • Hive data management
    • partitions & joins
    • text analytics
    • labs (multiple) : creating Hive tables and running queries, joins , using partitions, using text analytics functions
  • Section 6: BI Tools for Hadoop
    • BI tools and Hadoop
    • Overview of current BI tools landscape
    • Choosing the best tool for the job
agilescrumcust Agile Project Management with Scrum 14 hours

Who should attend?

This 2 day course is suitable for any IT professionals who are interested in implementing Iterative Agile and Scrum methodologies to manage software and infrastructure development. This course is particularly suited to project managers, team leaders, developers and customers of software development wishing to have a stake holding in the development process.

Why Agile?

  • Comparison of iterative methodologies
  • Why things go wrong
  • The Agile approach
  • What is Scrum?
  • Pigs and chickens

Product owner

  • The customer representative
  • Prioritizing product requirements
  • Writing effective stories
  • Acceptance criteria
  • Negotiating sprint contents
  • Group exercise to produce customer requirements and write stories based on the requirements

The sprint

  • Sprint backlog
  • Sprint planning: what to do
  • Sprint planning how to do it
  • What happens during a sprint
  • Burn down charts
  • Group exercise to plan a sprint

Scrum Master

  • Implementing Scrum
  • Ensuring proper practices
  • Maintaining documentation
  • Standup meetings
  • When to pair program
  • Group exercise to implement Scrum

Finishing a sprint

  • Scrum review meeting
  • Scrum retrospective meeting
  • Releasing an iteration
  • Group exercise the review a sprint

Is Agile and Scrum for you?

  • Review of the Scrum process
  • Comparison with other methodologies
  • Benefits of pair programming
  • Group exercise to discuss which aspects of Agile and Scrum can be applied to attendees organisations

Agile and Infrastructure development

  • Devops concepts
  • Including hardware/infrastructure development in Scrum
scrumess Scrum Essentials Workshop 14 hours

This course is very much structered towards a workshop approach to enable delegates an opportunity to practise the Scrum and Agile skills.

Day 1 Morning

  • Agile principles & Scrum overview

Day 1 Afternoon

  • Release planning exercise – including definition of done, Product Backlog creation, prioritisation, estimation and refining
  • Simulation Sprint 1 (all Sprints will include: Sprint Planning, creating/implementing Sprint Backlog, Review)
  • Retrospective on Sprint 1

Day 2 Morning

  • Backlog refining exercise – focus on estimation, story points and velocity
  • Simulation Sprint 2 - focus on relationships with other stakeholders, burndown charts, Review meeting
  • Retrospective on Sprint 2

Day 2 Afternoon

  • Simulation Sprint 3 – focus on team dynamics
  • Retrospective on Sprint 3
  • Simulation Sprint 4
  • Retrospective on Sprint 4
agilekanban Zwinne zarządzanie projektami za pomocą Kanban 14 hours

Grupa docelowa:

IT Director, Project Manager, Technical Team Leader, Analyst, Software Developer, Tester

Cel szkolenia:

Celem szkolenia jest nabycie wiedzy i przećwiczenie w warsztatowej formie  zagadnień metodyki Kanban i fundamentów Agile.

  1. Wstęp do Agile
    • Dlaczego Agile?
    • Jakie są główne założenia Agile?
    • Jak działają mechanizmy Agile?
    • Jak Agile może pomóc?
  1. Command & Control vs. Agile
    • Model fabryki
    • Funkcjonowanie działa
    • Funkcjonowanie rakiety
    • Filary Kanban
    • Big Picture
  1. Proces
    • Założenia Kanban
    • Zasady Kanban
    • Metryki
    • Diagram przepływu
    • + praktyki techniczne 
  1. Praca zespołowa
    • Wspólna odpowiedzialność
    • Samoorganizacja
    • Interdyscyplinarność
    • Korzyść „właściwej” pracy zespołowej
  1. Tablica Kanban
    • Jak zwizualizować proces?
    • Jak zbudować tablicę Kanban?
    • Czym są i jak wprowadzić limity WIP?
    • Czym są i jak wprowadzić Classes of Service?
  1. Zaangażowanie klienta
    • Najczęstsze marnotrawstwo
    • Strumień wartości
  1. Marnotrawstwo
    • Value Stream Mapping
    • Analizowanie marnotrawstwa (ang. Waste)
    • Główne koncepcje Kaizen (MUDA / MURI / MURA)
    • Analizowanie wąskich gardeł (ang. Bottlenecks)
    • Pięć stanów skupienia
       
  2. Symulacja
    • Gra symulacyjna
    • Dyskusja
    • Tematy zaawansowane
2730 Tworzenie stron internetowych i optymalizacja pod kątem marketingu internetowego 35 hours

Kurs zapewnia zapoznanie się z tematem tworzenia stron internetowych w oparciu o dostępne rozwiązania techniczne jak również ich optymalizację pod kątem SEO i prowadzeniem marketingu internetowego.

Uczestnicy poznają metody tworzenia nowoczesnych stron internetowych w oparciu o język XHTML i CSS oraz zasady dobrego projektowania graficznego. Zdobyta wiedza pozwoli na tworzenie własnych lub rozbudowę istniejących stron internetowych.

Na kursie poruszane są tematy systemów zarządzania treścią, a także wszystkie elementy dobrej optymalizacji strony pod kątem wyszukiwarek internetowych jak również integracji z mediami społecznościowymi.

Projektowanie graficzne stron internetowych

  • Proces projektowania graficznego
  • Układ i kompozycja
  • Teoria siatki
  • Układ reagujący na zmianę szerokości
  • Teoria koloru
  • Tekstura
  • Typografia

Tworzenie stron internetowych

  • Proces tworzenia kodu
  • Składnia i elementy języka XHTML
  • Kaskadowe arkusze stylów CSS
  • Model pojemnika
  • Pozycjonowanie elementów
  • Podstawy języka JavaScript
  • Urządzenia mobilne

Optymalizacja i zarządzanie stronami internetowymi

  • Marketing internetowy
  • Metody optymalizacji
  • Dobre praktyki SEO
  • Systemy zarządzania treścią
  • Bezpieczeństwo aplikacji internetowych
  • Media społecznościowe
scrumtrintro An Introduction to the Scrum Team Role 7 hours

This course is a comprehensive introduction to the world of Scrum for all those prospective members of the Scrum team (analysts, developers, testers et al) who want to be more effective as a Scrum member, but don’t particularly want to become a ScrumMaster or Product Owner.

For those who do want to become a ScrumMaster, it also provides a good introduction to the Scrum Alliance Certified ScrumMaster syllabus.

Overview of Agile

  • Comparison of Agile to traditional methodologies
  • The Agile manifesto and principles
  • Benefits of Agile
  • Scrum overview and context

Scrum Development Process

  • Scrum components – 4 ceremonies, 4 artefacts, 3 roles
  • The Scrum Process

User Stories

  • Understanding User Stories
  • Story grooming

Effective Teamwork

  • Self-organising team principles
  • Techniques for developing more effective teamwork

Estimation

  • Estimating principles
  • Estimating as a team with Planning Poker
compmlro The Compliance and MLRO Refresher Programme 7 hours

The Compliance and MLRO Refresher Programme examines the key risk management issues and topics that are of vital importance in today’s highly-regulated environment. As well as being targeted at Compliance Officers, MLROs, MLCOs and other risk management professionals it is also aimed at members of senior management and board members keen to know more about what to expect from the risk control functions within their organisations. The Programme is lectured by subject-matter-expert from the UK.

The key learning objective of the Programme is to equip attendees with sufficient knowledge to assess objectively the adequacy of their organisation’s existing risk management controls and practices and to make appropriate enhancements.

Identifying and Evaluating Key Risks

  • Analysing the role of the Compliance Officer, the MLRO, the MLCO, Internal Audit and the Board
  • What makes an effective Compliance Officer?
  • Accountability of the Compliance Officer
  • Interdependencies with other control functions
  • Primary, secondary and on-demand compliance
  • The Compliance Officer’s Activities – and the support required

Designing and Implementing an Effective Compliance Framework including a Monitoring Programme

  • Analysing legal and regulatory rules
  • Identifying risks
  • Designing control and procedures
  • Generating management information
  • Creating an effective compliance culture
  • Monitoring

Compliance and Corporate Governance

  • Concepts in Corporate Governance and how these help manage risk
  • Whistle blowing
  • Role of the director
  • Creating an effective board
  • Differentiating the roles of the executive and non executive director
  • Creating and effectively utilising Corporate Governance committees e.g. Audit, Remuneration
  • Financial reporting and Corporate Governance
  • The Turnbull Report and effective risk management

The Latest Local and International Regulatory Issues Surrounding Compliance and Financial Crime Prevention

  • Issues in Compliance
  • Issues in Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF)
  • Issues in Fraud
  • Issues in Identity Theft
  • Issues in Phishing

Managing the Risk of Money Laundering

  • Offshore Issues, PEPs and EPs
  • Know Your Client (KYC) and Identification & Verification (ID&V)
  • A Risk-Management Approach
  • Case studies

Other Regulatory Risks

  • Information Security and Data Protection
  • Market Abuse and Insider Dealing
  • Bribery and Corruption
  • Sanctions
  • …and other types and Risks in on-shore and off-shore Banking

Human Factors in Risk Management

  • Understanding the importance of human error in procedures-driven environments
  • Common human factor problems
    • Steep authority gradients
    • Reliance vacuums
    • Dominant individuals
  • Identifying and addressing human factor issues
  • Developing an effective compliance culture

Criminal Abuse of Private Banking Services, Trusts and Corporate Services companies

  • Offshore companies and corporate services analysed
  • Offshore trusts and trustee services analysed
  • The criticality of fiduciary duty
  • Understanding commercial rationale
  • AML trust and company vulnerabilities
  • Examples of abuse
  • Case studies
apachemaven Apache Maven 21 hours

According to your profile Maven will help you in your day to day work. As we mention some of the benefits:

  • Developers: As a developer you will be using Maven to create projects, manage the dependencies, compile your code, run your tests, deploy your components … Maven will become part of your every day development tools.
  • Technical lead profiles: Integrating Maven as a build tool will have significant impact on the project: 
    • Managing dependencies will become easy (Maven dependency management)
    • Complex builds will be significantly simplified (Maven build profiles)
    • The project architecture will be managed smoothly (inheritance and multimodule projects)
    • ….
  • Project Managers: Maven will enforce standardization and collaboration:
    • “Project Object Model” is the standard Maven introduces for projects
    • Maven uses build lifecycles for developers to compile , test and report, deploy
    • Maven repositories will act as a common store and gather releases and third party libraries
    • ….
  • Release Managers: Maven repository managers will act as highly configurable proxies between your organization and public Maven repositories they also provide an organization with a deployment destination for your builds.

This course is a sequence of theory and hands on practice. A multimodule project is developed throughout the session and all the introduced concepts are apprehended by the graduates. 

  • Introducing Maven
    • Why Maven o Maven’s objectives 
    • Key features
    • Comparing Maven and Ant 
  • Eclipse IDE and Maven installation
  • Getting started
    • Project specification
    • Creating the first modules
    • Project directory structure
  • First concepts
    • Project coordinates
    • Maven repository
    • The POM
  • Build Lifecycle, plugins and goals
    • Clean lifecycle
    • Default lifecycle
    • Site lifecycle
    • Package specific lifecycles
    • Common lifecycle goals
  • Site generation
    • Building a project site
    • Customizing the site descriptor
    • Site directory structure
    • Project documentation
  • Unit test and reports (Surefire Report Plugin)
    • Goals
    • Usage 
    • Using JUnit
  • Dependencies
    • Maven's Dependency mechanism
    • Dependency Scope
    • Viewing Dependencies
    • Transitive Dependencies
    • Conflict resolution
    • Dependency management
  • Properties
    • Maven properties
    • Project Properties
    • Settings properties
    • Environment variable properties
    • User defined properties
    • Resource filtering
  • Build profiles
    • Build portability
    • Override a POM
    • Profile activation
    • External profiles
    • Settings profiles
  • More about the POM
    • POM Inheritance
    • Multimodule projects
    • POM Best practices
  •  Repository management
    • Nexus and the enterprise Repository
    • Using Nexus
    • Configuring Maven for Nexus
    • Nexus configuration
    • Repository operations
2942 Customer Relationship Management (CRM) 7 hours

Course Aims

This Customer Relationship Management (CRM) course is designed for those in a sales or business development role to improve existing customer service skills and develop new techniques to enhance customers' experience.

Course Objectives:

At the end of this course you will be able to:

  • Enhance existing customer service skills and develop new techniques to improve your customers’ experience
  • Understand your own impact on customers and identify ways to improve it
  • Understand the characteristics of ‘The Likeable Organisation’ and apply them
  • Utilise a ‘toolkit’ that will enable you to build customer relationships
  • Measure the importance of CRM for business success
  • Identify how effective CRM will improve business performance

Learning Outcomes

At the end of this course you will:

  • Have an action plan to implement on your return to work, enabling you to apply your learning with immediate effect and improve your performance in managing customer relationships
  • Assess your own impact on customers and will have identified ways to improve it
  • Have a “toolkit” that will facilitate the building of effective customer relationships, where the customer views you as a strategic partner
  • Be able to identify how effective CRM will improve business performance
  • Customer types and Existing Customer Relationships
  • “The Likeable Organisation” 
  • CRM Toolkit
  • Identifying Cross Selling Opportunities
  • Achieving CRM 
  • Individual action plans to improve results 
agilekanbanlean Managing Agile Projects with Lean and Kanban 21 hours

This course is created for people who need to combine Agile (notably SCRUM), with Lean and Kanban togather to manage their projects.

It combines the worlds of product design and software design.

 

Lean

  • LEAN Thinking
  • Five Principles of LEAN
  • Using Lean in R&D
  • System Thinking (from Deming)
  • Plan driven vs. Value driven
  • Team Power
  • Innovation curve

Agile

Why Agile?

  • Comparison of iterative methodologies
  • Why things go wrong
  • The Agile approach
  • What is Scrum?
  • Pigs and chickens

Product owner

  • The customer representative
  • Prioritizing product requirements
  • Writing effective stories
  • Acceptance criteria
  • Negotiating sprint contents
  • Group exercise to produce customer requirements and write stories based on the requirements

The sprint

  • Sprint backlog
  • Sprint planning: what to do
  • Sprint planning how to do it
  • What happens during a sprint
  • Burn down charts
  • Group exercise to plan a sprint

Scrum Master

  • Grooming Meeting
  • Implementing Scrum
  • Ensuring proper practices
  • Maintaining documentation
  • Standup meetings
  • When to pair program
  • Group exercise to implement Scrum

Finishing a sprint

  • Scrum review meeting
  • Scrum retrospective meeting
  • Releasing an iteration
  • Group exercise the review a sprint

Kanban

Command & Control vs. Agile

  • Factory model
  • The functioning of canon
  • The functioning of missile
  • Pillars of Kanban
  • Big Picture

Process

  • Concepts behind Kanban
  • Kanban Rules
  • Metrics
  • Flow Diagram
  • + technical practices 

Team work

  • Shared responsibility
  • Self-organization
  • Interdisciplinary
  • Benefit the "right" team work

Kanban Board

  • How to visualize process?
  • How to create Kanban Board?
  • What are and how to introduce WIP limits?
  • What are and how to introduce Classes of Service?

Customer Engagement

  • The most common waste
  • Value Stream

Waste

  • Value Stream Mapping
  • Waste analysis
  • Main concepts behind Kaizen (MUDA / MURI / MURA)
  • Bottlenecks analysis
  • Five Focusing Steps

Product Discovery Methods and Tools

  • Golden Circle
  • Impact mapping
  • Design Thinking
  • User story mapping

 

csr Corporate Social Responsibility Fundamentals 7 hours Gain understanding and insights into the value of investing in corporate social responsibility, philanthropy and sustainability. Training is conducted in an interactive form and includes a number of case studies.
  • What is sustainable development and corporate social responsibility?
  • Why is CSR and sustanability important to organizations?
  • Why now?
  • „History and background
  • „CSR around the world
  • Implementing CSR in business
  • Business case for CSR:
    • manage risks,
    • improve reputation,
    • attract investments
  • CSR strategic planning
  • „Stakeholders and their voice
  • Impact of negative publicity to an organization „
  • Strategies for engaging stakeholders
  • Benefits and return on investment
  • Measuring effectiveness of CSR strategy
  • Best practices Trajectory of CSR
advyldshp Advisory & Leadership Skills 14 hours

This course is part of the Data Scientist skill set (Domain: Advisory & Leadership).

Problem solving and continuous improvement

  • Problem solving strategies
  • Root cause analysis
  • Identifying opportunities
  • Innovative thinking

Making an impact: data-driven story telling

  • Understanding your audience
  • Effective data presentation - getting your message across
  • Importance of data visualization

Influence effectiveness and change leadership

  • Types of influencing
  • Handling difficult situations
  • Change leadership mindset

Project management

  • 6 steps of project management
ubtsvr Ubuntu Server Overview 7 hours

This course has been created for managers, system architects, existing Unix or Windows administrators or anyone who wants to know what Ubuntu Server operating system has to offer. This course in most cases answers the question WHAT Ubuntu Server can do for you, rather than HOW to do things. If you are interested in the HOW question then please have a look at our Administration of Linux System training course.

This course always covers the newest release of Ubuntu.

Ubuntu Server Edition

  • Ubuntu versions
  • Available support
  • TLS and standard edition
  • Maintenance policy and life cycle

Ubuntu and Hardware

  • Checking compatibility with Ubuntu
  • Available kernels and supported architectures

Package Management

  • Dpkg and apt-get
  • Available sources
  • Adding new sources
  • Alternative packet management systems (RPM, Yums, etc...) and dependencies
  • Aptitude
  • Automatic Updates
  • Distribution Upgrades

Networking

  • Network Configuration
  • TCP/IP, IPv4 and IPv6
  • Dynamic Host Configuration Protocol (DHCP)
  • Time Synchronisation with NTP

Remote Administration

  • OpenSSH Server
  • eBoxNetwork Authentication
  • OpenLDAP Server
  • Samba and LDAP
  • Kerberos

Domain Name Service (DNS)

  • Configuration

Security

  • User Management
  • Console Security
  • Firewall
  • AppArmor
  • Certificates

Web Servers

  • HTTPD - Apache2 Web Server
  • PHP5 - Scripting Language
  • Squid - Proxy Server
  • Ruby on Rails
  • Apache Tomcat

Databases

  • MySQL
  • PostgreSQL

Wiki Applications

  • Moin Moin
  • MediaWiki

File Servers

  • FTP Server
  • Network File System (NFS)
  • CUPS - Print Server

Email Services

  • Postfix
  • Exim4
  • Dovecot Server
  • Mailman
  • Mail Filtering

Version Control System

  • Bazaar
  • Subversion
  • CVS Server
  • Mercurial
  • GIT

Windows Networking

  • Samba File Server
  • Samba Print Server
  • Securing a Samba File and Print Server
  • Samba as a Domain Controller
  • Samba Active Directory Integration
  • Likewise Open

Backups

  • Shell Scripts
  • Archive Rotation
  • Bacula

Virtualization and Cloud Computing

  • libvirt
  • JeOS and vmbuilder
  • Quemu and KVM
  • VirtualBox
  • VMware
  • EC2
  • Eucalyptus

Other

  • Keeping /etc under Version Control System
  • Block Device Replication
adintro Introduction to Advertising 7 hours

This one day course is designed for anyone who wants to manage and/or produce their own advertising effectively or is new to a marketing function and needs to understand how advertising works

  • What advertising can and can’t do
  • Setting advertising objectives, identifying the right audience and structuring an appropriate campaign plan
  • Advantages and disadvantages of a range of traditional and ambient media
  • Using a rate card and booking space
  • How to brief a creative and other suppliers
  • How advertising agencies work; typical structure and key roles
  • The key elements of an advertisement; headlines, body copy, straplines
  • What makes messages effective; using features, advantages and benefits; positioning; the principles of AIDA
  • Using a response mechanism
  • Other useful tools and techniques
restapi REST API - wzorzec wymiany informacji między serwisami 14 hours

Szkolenie skierowane do developerów aplikacji internetowych, ma na celu przedstawienie możliwości jakie daje wzorzec architektoniczny REST, za którego pomocą możliwa jest komunikacja między serwisami.

REST - podstawy

  • Potrzeba wymiany informacji między serwisami
  • HTTP, POST/GET/PUT/DELETE
  • Serwisy typu MushUp i popularne zastosowania
  • Serwisy wykorzystujące REST

Konwencje REST

  • Mapowanie operacji CRUD na wywołania HTTP
  • Konwencje konstrukcji URL API
  • Przekazywanie parametrów
  • Zwracane wartości
  • Statusy HTTP
  • JSON - uniwersalny format wymiany informacji

Korzystanie z API serwisów - Klient

  • Przykłady pracy z popularnymi API

Tworzenie REST API - Serwer

  • Zbieranie wymagań i określenie funkcjonalności
  • Projektowanie i dokumentacja API
  • Instalacja potrzebnych bibliotek
  • Obiekt biznesowy - mapowanie na klasę
  • Metody kontrolera
  • Reprezentacja obiektu biznesowego jako JSON
  • Nagłówki HTTP - jako metadane
  • Testowanie API za pomocą cURL
  • Mechanizmy autentykacji
agiletdd Agile TDD 7 hours

Szkolenie skierowany jest dla osób pracujących w grupach odpowiedzialnych za rozwój i dostarczanie produktów. Ze względu na specyfikę metodyk zwinnych tematy poruszane podczas szkolenia mają na celu polepszenie współpracy działu biznesowego i IT.

Agile i wzorce wytwarzania produktu

  • Główne założenia Agile
  • Rola testów i Test Driven Developement
  • Redukcja i unikanie powstawania długu technologicznego

Testowanie - podstawy

  • Test jako miara oceny hipotezy
  • Testy "Czarnej skrzynki" i "Białej skrzynki"
  • Co i jak testować?

Rola testów

  • Testy w procesie ciągłej integracji
  • Testy jako czynnik jakości
  • Testy jako dokumentacja wymagań
  • Dlaczego TDD jest mocno związane z metodykami zwinnymi

Możliwości testowania oprogramowania, Rodzaje testów i narzędzia

  • Wybór narzędzia
  • Testy jednostkowe
  • Testy funkcjonalne
  • Testy behawioralne i BDD
  • Testy akceptacyjne
  • Testy regresyjne

Antywzorce testowania

  • Niepoprawne podejście do testowania
  • Nieodpowiedni dobór testów
  • Najczęstsze problemy
  • Niezrozumienie dziedziny problemu

TDD w Scrum

  • Miejsce testów w etapach Scrum
  • Określanie i dokumentacja wymagań User Story
  • Dlaczego testy to zbędny koszt?
  • Gdy czas nagli... Najczęstsze sytuacje z końca sprintu
  • Symulacja projektu: czasu, zysku i kosztów
  • Scrum bez TDD

Mity i nieporozumienia

yourbb Understanding Your Brand and Your Business 21 hours

Audience

This course is designed for all staff requiring a wider view of their part of the business; their specific roles within it; and of their involvement in improving its contribution to the organisation as a whole

Format of the course

A combination of:

  • Facilitated Discussions
  • Slide Presentations
  • Exercises

By the end of the workshop, attendees will be able to:

  • Explain what “brand” is and how they can influence it
  • Understand the process for Change strategies and your company’s position within them
  • Detail the relevant principles underlying any change to a business
  • Realise the importance of Customer / Stakeholder relationships in the successful running of any business
  • Define the financial aspects of a business and of the delegates’ part of that business
  • Determine the important aspects of negotiating to ensure the best possible outcome for their part of the business

Understanding “Brand”

  • What is a “brand”?
  • What is your company’s brand?
  • What can I do to influence the strength of the my company’s brand?

Basic Change Strategies

  • The need for a company’s managers constantly to assess the current status of their part of the organisation – particularly when compared with its peers and competitors – and introduce pro-active (rather than re-active) changes
  • The “STARS” model of Change Strategies and Planning

Change Management

  • How / Why previous change has gone well?
  • How / Why previous change has not gone well?
  • Lessons to be learned from previous change initiatives (in your company and elsewhere)
  • The 9 Change principles – and putting them into practice
  • Lewin’s model of Change Implementation
  • The Change Kaleidoscope

The Psychological Affects of change

  • How am I feeling now? How are my colleagues felling now?
  • How will I / they feel as a change process unfolds?

Customer / Stakeholder Relationships

  • What is a Customer?
  • What is a Stakeholder?
  • How can I get the most from each Customer / Stakeholder interaction?
  • The Service : Profit Chain

Financial Aspects of a Business

  • Financial Statements:
    • Balance Sheets
    • Profit & Loss Accounts
    • Financial Forecasts:
    • Budgets
    • Cash-Flow Forecasts
    • Business Cases

Setting Objectives

  • Vision / Mission Statements
  • Objective Setting to meet deliver the Mission Statements
  • Performance Management to exceed the agreed Objectives

Negotiating for Best Results

  • Communication in Negotiation
  • The importance of Effective Presentations
  • Different Negotiating Strategies
  • Comparing Strategies
  • Building Rapport
  • The 3-phase Negotiating Process
sixsigmabb Six Sigma Black Belt 84 hours

Six Sigma is a data driven approach that tackles variation to improve the performance of products, services and processes, combining practical problem solving and the best scientific approaches found in experimentation and optimisation of systems. The approach has been widely and successfully applied in industry, notably by Motorola, AlliedSignal & General Electric.

Black Belt is a qualification for improvement managers in a Six Sigma organisation. You will learn the tools and techniques to take an improvement project through the Define, Measure, Analyse, Improve and Control phases (DMAIC). These techniques include Process Mapping, Measurement System Evaluation, Regression Analysis, Design of Experiments, Statistical Tolerancing, Monte Carlo Simulation and Lean Thinking.

The content of the course takes the participants through the DMAIC phases as well as introducing subjects such as Lean Thinking, Design for Six Sigma and discussing important leadership issues and experiences in deploying a Six Sigma programme.

Week 1 Foundation: covers the fundamentals of the Lean Six Sigma Define Measure Analyse Improve Control (DMAIC) approach enabling participants to take part and lead waste and defect reduction projects and initiatives.

Week 2 Practitioner: provides additional data analysis and lean tools for participants to lead well scoped process improvement projects related to their regular job function.
Week 3 Expert: provides regression, design of experiment and data analysis techniques to enable participants to tackle complex problem solving projects that require understanding of the relationships between multiple variables.

The trainer has 16 years experience with Six Sigma and as well as leading the deployment of Six Sigma at a number of businesses he has trained and coached over 300 Black Belts. Here are a few comments from previous participants:

  • “Probably the most valuable course I will ever pass”
  • “The content was very well delivered. The examples very relevant. Thank you”
  • “The course was excellent and I am able to use part of it to coach my lean teams here” (Company supervisor who attended with KTP associate)

Block 1

Day 1

  • Introduction to Six Sigma
  • Project Chartering & VOC
  • Process Mapping
  • Stakeholder analysis

Day 2

  • Team Start Up
  • Prioritisation Matrix
  • Lean Thinking
  • Value Stream Mapping

Day 3

  • Data Collection
  • Minitab and Graphical Analysis
  • Descriptive Statistics

Day 4

  • Measurement System Evaluation
  • Process Capability Cp, CpK
  • Six Sigma Metrics

Day 5

  • 5 Why
  • FMEA

Block 2

Day 1

  • Review of Block 1
  • Multivari
  • Inferential Statistics
  • Intro to Hypothesis Testing

Day 2

  • 2 sample t-tests
  • F tests
  • Hypothesis Testing – Chi Sq

Day 3

  • Hypothesis Testing - Anova

Day 4

  • Correlation and Regression
  • Multiple Regression
  • Introduction to Design Of Experiments

Day 5

  • Mistake Proofing
  • Control Plans
  • Control Charts

Block 3

Day 1

  • Review of Block 2
  • 2K Factorial Experiments
  • Box Cox Transformations
  • Hypothesis Testing – Non Parametric

Day 2

  • 2K Factorial Experiments
  • Fractional Factorial Experiments

Day 3

  • Noise Blocking Robustness
  • Centre Points
  • General Full Factorial Experiments

Day 4

  • Response Surface Experiments
  • Implementing Improvements
  • Creative Solutions

Day 5

  • Intro to Design for Six Sigma
  • Statistical Tolerancing
  • Monte Carlo Simulation

Certification

Six Sigma is a practical qualification, to demonstrate knowledge of what has been learnt on the course you will need to undertake 2 coursework projects. There is no report to produce but you will be required to present a PowerPoint presentation to the trainer and examiner showing results and method. The projects can cover work you would complete in your normal work, however you will need to show use of the DMAIC problem solving approach and application of Six Sigma and Lean tools. This provides a good balance between the practical approach and more rigorous analysis which together lead to robust solutions. You will be able to contact the trainer for discussions of how Six Sigma tools could benefit you in your project. Examples of projects from previous participants include:

  • Formulating cream texture for seasonality in dairy feeds.
  • Housing Association complaints reduction
  • Multi-variable (cost, efficiency, size) optimisation of a fuel cell
  • Job Scheduling improvement in a factory
  • Ambulance waiting time reduction
  • Reduction in resin thickness variation in glass manufacture

NobleProg & Redlands provide Black Belt certification. For delegates that require independent accreditation, NobleProg & Redlands have partnered with the British Quality Foundation (BQF) to provide Lean Six Sigma Black Belt certification. Certification requires passing an exam at the end of the course and completing and presenting two improvement projects that demonstrate understanding and application of the Six Sigma approach and techniques.

An additional charge of £600 plus VAT is levied for BQF independent accreditation.

infavdconf Influencing and Avoiding Conflict 21 hours

Audience

  • Staff who need to be fully aware of the issues surrounding Influencing and Avoiding Conflict with : 
    • Their colleagues
    • Their bosses
    • Their internal and external customers and stakeholders

Course Objectives

By the end of the course, delegates will be able to:

  • Appreciate the need to manage their own behaviour before they can influence others’ behaviour
  • Understand the strengths and weaknesses of the various communications media available
  • Manage their internal and external customers and stakeholders

Format

The course will be a highly-interactive combination of:

  • Facilitated Discussions
  • Slide Presentations
  • Exercises and 
  • Case Studies

Module 1: Understanding Ourselves and Others

  • What makes us behave the way we do?
  • How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable?
  • Feedback: how do others see and relate to us?

Module 2: Communication

  • How do we communicate with others?
  • What are the advantages / disadvantages of the various communications media?
  • What do we mean by Effective Communication and how do we achieve it?
  • Our respective thinking and learning styles and how they can be applied to our day-to-day work

Module 3: Emotional Intelligence

  • Emotions and their consequences
  • The importance of understanding our “EQ” (as opposed to the more-standard IQ)
  • The five stages of Goleman’s Emotional Intelligence model:
    • Self-Awareness
    • Self-Management
    • Motivation
    • Empathy
    • Social Skills

Module 4: Delegation

  • What is Delegation?
  • The Stages of Delegation

Module 5: Transactional Analysis

  • Why do we act / react in a certain way to colleagues and customers?
  • How can we build rapport with colleagues and customers?
  • What are the benefits of “True Rapport” in our inter-personal relationships?

Module 6: Stakeholder Management

  • Satisfying Stakeholders
  • Stakeholder Analysis: internal and external stakeholders

Module 7: Dealing with Change 

  • The 9 key change principles
  • The emotional reactions to change
  • Resistance to change – and the benefits of resistance 

Module 8: Handling Conflict

  • What causes conflict?
  • The Phases of Conflict Handling
    • Understanding the Conflict
    • Understanding your / the other person’s position in the conflict
    • Resolving the Conflict
  • Kilmann’s Five Conflict-Handling Modes – and how to apply them
  • Bridging the Gap
814 Essential Management Skills for Executive Assistants, Senior PAs and Administration Professionals 28 hours

Essential Management Skills for Executive Assistants, Senior PAs and Administration Professionals recognizes that apart from learning to optimize your own effectiveness and productivity, to be more effective, you need to be able to increase the effectiveness of your team, deal with difficult people, manage conflicts and stress

Identifying the Critical Skills for Effective Management

  • Defining the necessary skills for effective management
  • What are the main causes of management failure?
  • Understanding where you should be applying management skills in your role
  • Applying management skills to improve your overall performance

Developing Effective Communication Skills

  • Examining the barriers to effective communication
  • Active listening to improve your comprehension
  • Using body language to communicate
  • Saying what you mean
  • Using paraphrasing to reinforce your message and your understanding of messages
  • Speaking so others will listen and respect your opinion and knowledge

Developing the Essential Assertiveness Necessary for Today’s Business Climate

  • What is assertiveness and why is it crucial to success and growth in your role?
  • Applying assertiveness techniques that will help you achieve your objectives
  • Understanding the link between confidence and assertiveness and developing both
  • Assertive communication and behavior without becoming inflexible or aggressive

Effective Time Management in a Reactive Support Role

  • Overcoming the time management challenges of a role dependent on the priorities of others
  • Identifying and eliminating procrastination by understanding when and why you procrastinate
  • Allowing time for people interaction and meetings while ensuring everything else gets done
  • Working towards creating a more proactive environment to better juggle your routine and reactive duties
  • Techniques for coping with a large and growing workload
  • Ensuring your efforts are directed towards the most critical areas of your job
  • Applying techniques which will help you prioritize effectively and focus on activities that add most value to the organization

Switching gears between managing and doing

The Fundamentals of Project Management

  • What should you consider a ‘project’ requiring project management?
  • How is project management different from key day-to-day management principles?
  • Applying proven project management techniques to better manage and complete non-routine duties
  • Setting project objectives
  • Building a project plan which focuses on the objectives
  • Setting a clearly defined and achievable schedule with deadlines and sufficient detail

Managing People for Increased Performance

  • What makes a good people manager?
  • Understanding the challenges of effective supervision and people management
  • Developing an effective people management style that works for you
  • Building flexibility into your people management skills to get the best from different types of people
  • Coaching and teaching skills that can save time and frustration on both sides
  • Effective, painless and fair delegation – assigning tasks to others
  • Giving and receiving feedback to continually monitor and improve your people management
  • Managing people when you are only responsible for the result, not the person
  • How to get and keep control

Dealing With Difficult People, Difficult Behaviors and Workplace Conflict

  • Avoiding clashes by dealing with situations immediately and effectively
  • Diffusing difficult situations before they become critical
  • Overcoming a natural fear of confrontation and conflict
  • Developing a win/win approach for dealing with difficult people
  • Objectively identifying the real issues in a conflict
  • Managing emotions and personality conflicts
  • Attacking the problem (not the person) with a workable solution
  • Committing yourself to reaching a resolution with compromise

Dealing Effectively With Stress

  • Examining the causes of stress and your vulnerability to decreased effectiveness
  • Reducing the negative effects of stress and accentuating the positive
  • Spotting the signs of stress in yourself and others
  • Tips for better stress management

Spotting Opportunities for Growth in Your Role

  • Knowing your time and skill limits
  • Dealing with failure and success and accepting responsibility either way
  • Removing the barriers: identifying the factors that hinder your progress and setting plans to eliminate or circumvent them
  • Becoming proactive in your role for continuous growth and challenge
  • Setting growth objectives for yourself and your role
userstories Praktyczny warsztat tworzenia User Stories 7 hours

Kurs praktyczny (ok. 60% ‐ warsztaty), przeznaczony dla osób, które tworzą, bądź będą tworzyć historyjki urzytkownika (User Stories). Szkolenie opiera się przede wszystkim na przykłdach oraz zadaniach zaprojektowanych przez osoby pracujące na co dzień z Agile oraz Scrum.

Celem szkolenia jest nauczenie kursantów jak tworzyć i opisywać User Stories aby usprawnić komunikację w grupie projektowej oraz aby były one zrozumiałe w sposób jednoznaczny dla developerów.

Czym są historyjki użytkownika?

Sposoby odkrywania wartości biznesowych.

Historyjki użytkownika w Scrum.

Konstrukcja historyjek użytkonika.

  • Kto? - klient wymagania
  • Co? - funkcjonalność
  • Po co? - wartość biznesowa
  • Szablony organizacji Connextra, Mikea Cohna, Chrisa Mattsa

6 zasad tworzenia dobrych historyjek użytkownika.

  • Niezależność
  • Negocjowalność
  • Niesione wartości
  • Szacowalność
  • Skalowalność
  • Testowalność

Antywzorce.

Perspektywy wymagań Klienta.

Określanie Definition of Done (DoD) oraz wymagania niefunkcjonalne.

Określanie Definition of Ready (DoR).

Historyjki użytkownika a testowanie

  • Testy akceptacyjne
  • Testy behawioralne
  • Zasada trzech "C"

Mapowanie historyjek użytkownika

  • Zasady USM
  • Etapy dekompozycji

Estymacja

projplan Project Planning 101 7 hours Learn about project planning and related activities to ensure the successful management of your projects.Introduction - why projects? - project management methodology - benefits o adopting a consistent approach Project Planning 101 - What is project planning? - What are the benefits of project planning? - Who is involved in project planning? - When do you create an integrated project plan? Project Planning Approach - Principles and process - Defining scope in detail - Determining resource requirements - Determining schedule and budget for the project - Developing communications, quality and knowledge management plans - Managing risks - Monitoring and controlling the project - Developing the integrated project plan - identifying lessons learned
myccmr Marketing for your company: Understand customer, do marketing right 28 hours

Understand marketing. Touch your customers´ feelings. Prepare your own plan.

Make your marketing and business in line with customer expectations and exceed them.

Marketing introduction

  • Historical development
  • Which phase are you in?
  • Drawing your own development

Failures

  • Typical marketing failures
  • How to avoid failures
  • Practical excercises

Successful stories

  • Analyses of successful companies
  • Inside look
  • Outside look
  • Advertising and brand management
  • What you can learn

Customer

  • Customer in the center
  • Meet and know your customer
  • Customer thinking
  • Customer satisfaction

Analyses

  • Analyses of your marketing and business
  • Making structure and improvements for your business
  • Creating your own strategy

Action

  • Solving small problems
  • Doing right things in the right time
  • Creating your own secrets and difference

Extra

  • Be a leader
  • Think like a leader
babokiiba Business Analysis, BABOK V3.0 and IIBA Certification Preparation 21 hours

Summary:

A business/systems analyst solves business problems by designing information systems which execute the strategy defined by the business. These IT solutions generally achieve one of the following goals for the business: implement a new business process, increase efficiency and productivity of existing business processes, or reduce operating costs of existing processes.

This course is intended for Business Analysts including those who may want to go on and prepare for an IIBA Certification (CCBA or CBAP) and is consistent with the framework outlined by the BABOK® Version 3.0

Objectives:

  • Identify the critical principles, activities, tasks, and techniques outlined in the BABOK® V3.0
  • Understand the core knowledge areas, activities, tasks, deliverables, and their relationships:

Key Definitions:

BABOK® (Business Analysis Body of Knowledge) Standard for practice of business analysis and serving as a framework describing the tasks that must be performed.

CCBA® (Certified of Competency in Business Analysis) A certification offered through the International Institute of Business Analysis (IIBA) requiring passing a test based on the BABOK® only after application approval which is based on education and experience.

CBAP®(Certified Business Analysis Professional) A certification offered through the International Institute of Business Analysis (IIBA) requiring passing a test based on the BABOK® only after application approval which is based on education and experience.

Introduction to IIBA Certification

  • Overview of certification process & requirements
  • BABOK® Framework
  • Knowledge Areas

Business Analysis Planning & Monitoring

  • Overview, Inputs and Outputs
  • Planning the Requirements Approach
  • Identifying and Analysing Stakeholders
  • Deciding how Requirements will be Managed and Traced
  • Estimating BA Activities
  • Planning of BA Communications
  • Determining Requirements Metrics for Monitoring and Reporting
  • Techniques for Planning

Requirements Elicitation

  • Overview, Inputs and Outputs
  • Prepare for Elicitation
  • Conduct Elicitation Activity
  • Document Elicitation Results
  • Confirm Elicitation Results
  • Techniques for Elicitation

Requirements Management and Communication

  • Overview, Inputs and Outputs
  • Manage Solution Scope and Requirements
  • Manage Requirements Traceability
  • Maintain Requirements for Re-Use
  • Prepare Requirements Package
  • Communicate Requirements
  • Techniques for Requirements Management and Communication

Enterprise Analysis

  • Overview, Inputs and Outputs
  • Define Business Need
  • Assess Capability Gaps
  • Determine Solution Approach
  • Define Solution Scope
  • Define Business Case
  • Techniques for Enterprise Analysis

Requirements Analysis

  • Overview, Inputs and Outputs
  • Prioritise Requirements
  • Organize Requirements
  • Specify and Model Requirements
  • Define Assumptions and Constraints
  • Verify Requirements
  • Validate Requirements
  • Techniques for Analysis

Solution Assessment and Validation

  • Overview, Inputs and Outputs
  • Assess Proposed Solution
  • Allocate Requirements
  • Assess Organizational Readiness
  • Define Transition Requirements
  • Validate Solution
  • Evaluate Solution Performance
  • Techniques for Solution Assessment and Validation

Underlying Competencies

  • Analytical Thinking and Problem Solving
  • Behavioural Characteristics
  • Business Knowledge
  • Communication Skills
  • Interaction Skills
  • Software Applications
3809 Prototypowanie interaktywnych makiet - Axure 14 hours

Szkolenie przeznaczone dla programistów, project managerów, analityków, projektantów wszystkich osób chcących poprawić komunikacje z klientem . Dzięki tworzeniu prototypu aplikacji czy strony, możemy wyeliminować niezgodności zanim developrzy podejdą do realizacji projektu.

Tworzenie makiet

  • interface aplikacji

  • funkcjonalności

  • widgetów

  • mapa strony

  • edycja masterów

  • notatki

tworzenie statycznych makiet strony, aplikacji

  • strona główna,

  • formularz,

  • logowanie,

  • landing page,

  • oferta

Prototypy

  • dynamic panel

  • interakcje dla obiektów

  • przejście pomiędzy stronami

  • interakcje i stany

  • zdarzenia warunkowe

  • generowanie prototypu i specyfikacji

  • tworzenie i komunikacja zalecenia dla grafików oraz developerów.

stratman Strategic Management 21 hours

Audience

Senior Managers who need an insight into the issues of Strategic Management and its application

Format of the course

A combination of:

  • Facilitated Discussions
  • Slide Presentations
  • Case-Studies and Examples

By the end of the course, delegates will be able to:

  • Define issues underpinning successful strategic leadership and the link to a strong organisational climate
  • Describe a range of strategic business models and their potential implications for their own business
  • Define the critical concepts underpinning building high performing teams and managing change
  • Define and use key financial measures of strategic success

What is Strategic Management?

  • What are the Vision, values, mission statement for your organisation?
  • Role Clarity: what can you contribute?
  • A fresh look at Strategy and Competitive Advantage

Strategic Tools and a Strategic Planning Framework

  • A SWOT analysis for your company / department

Financial Performance

  • Understanding Key Financial Statements

Management Styles v Organisational Climate

  • Management v Leadership
  • What Management Styles are available to be used? How should they be used?
  • What are the various Organisational Climate Factors? How should they be instilled?
  • How to merge Management Styles with Organisational Climate

Successful Change Management

  • Understanding and using the key Change Management Principles

Creating High-Performing Teams

  • The crucial importance of the stages of Team Development in creating High-Performing Teams
sixsigmagb Six Sigma Green Belt 70 hours

Green Belts participate in and lead Lean and Six Sigma projects from within their regular job function. They can tackle projects as part of a cross functional team or projects scoped within their normal job.

Each session of Green Belt training is separated by 3 or 4 weeks when the Green Belts apply their training to their improvement projects. We recommend supporting the Green Belts on their projects in between training sessions and holding stage gate reviews along with leadership and Lean Six Sigma Champions to ensure DMAIC methodology is being rigorously applied.

Week 1 Foundation: covers the fundamentals of the Lean Six Sigma Define Measure Analyse Improve Control (DMAIC) approach enabling participants to take part and lead waste and defect reduction projects and initiatives.

Week 2 Practitioner: provides additional data analysis and lean tools for participants to lead well scoped process improvement projects related to their regular job function.

Block 1

Day 1

  • Introduction to Six Sigma
  • Project Chartering & VOC
  • Process Mapping
  • Stakeholder analysis

Day 2

  • Team Start Up
  • Prioritisation Matrix
  • Lean Thinking
  • Value Stream Mapping

Day 3

  • Data Collection
  • Minitab and Graphical Analysis
  • Descriptive Statistics

Day 4

  • Measurement System Evaluation
  • Process Capability Cp, CpK
  • Six Sigma Metrics

Day 5

  • 5 Why
  • FMEA

Block 2

Day 1

  • Review of Block 1
  • Multivari
  • Inferential Statistics
  • Intro to Hypothesis Testing

Day 2

  • 2 sample t-tests
  • F tests
  • Hypothesis Testing – Chi Sq

Day 3

  • Hypothesis Testing - Anova

Day 4

  • Correlation and Regression
  • Multiple Regression
  • Introduction to Design Of Experiments

Day 5

  • Mistake Proofing
  • Control Plans
  • Control Charts
soadtbs Designing SOA using BPM and SoaML 21 hours

Objective:

Helping Business Analysts, architects and designers to understand how to efficiently specify and realize a Service Oriented Architecture on the basis of their business goals and align it to changing business and user requirements.

This 3 day training course aims at helping business analysts, architects and designers to learn how to specify and realize a featured Service Oriented Architecture to better deal with changes on the business and user requirements (changing objectives, strategies, tactics, rules, user interactions,...) while capitalizing on the business capabilities.

Introduction

  • Pros and Cons of the current development methodologies to support the Business Agility,
  • Objectives of the SOA,
  • Connections between Business Architecture, TOGAF®, BPM and SOA,
  • Service Definition and Categories,
  • Service Provider and Consumer Components,
  • Service Contract, Metrics
  • Data Transfer Objects vs. Persistence,
  • Service orchestration,
  • Role of the ESB,
  • Top-Down and Bottom-Up approaches,

The Layered Logical Architecture

  • The TOGAF® Reference Architecture for SOA,
  • Structure and Typology of Services,
  • Architecture Layers (business, functional, application, technique) in the SOA,
  • Presentation of the main components by layer and traceabilities,
  • Steps for aligning IT to changing business requirements,

Business Layer

  • Components of the business layer : objectives
  • Traceability in the Business Modeling using BMM, BPMN and UML standards,
  • From the business goals toward processes using Business Capabilities- the IBM's RUP for SOMA,
  • Alignment of business processes and entities on the changing goals,
  • Service Identification on the basis of Business Capabilities,
  • Case Study : Refinement from the Business Vision toward Processes using goal-driven business capabilities,
  • Language Structures of the BPMN : Good practices,
  • Case Study : BPMN Modeling of the previous business process,
  • From the Business to functional layer : Prepare the Architecture to deal with change using reusable and traceable components,
  • Case Study : Elaborate the business architecture backbone of the Goal-Driven SOA,

Functional Layer

  • The role of the functional architecture,
  • Service components of the functional layer : objectives
  • Blocks of an urbanized functional architecture : (zone, square, block)
  • Unit Business Services vs. Composite Services,
  • Service Specification using SoaML « services points » and « request points »,
  • Identification and specification of use cases (UC) on the basis of services,
  • Case Study : Complete the business architecture backbone of the Goal-Driven SOA using functional components,
  • Invocation of service and UC components from business process actions,
  • The role of the data transfer objects,
  • Case Study : Propagate change from Business Goals till Components of the Functional Layer,
  • From the functional to application layer,

Application Layer

  • Service components of the application layer
  • Building application components on the basis of functional ones,
  • The Business Process Execution Language,
  • BPMN / BPEL Mapping,
  • WebServices: Definition, Soap, WSDL, UDDI, standards
  • XSD generation on the basis of Data Models,
  • WSDL generation on the basis of Service Interfaces,
  • Module and Component Assembly,
  • Case Study : Design Application Use case and Service components on the basis of functional ones,
  • ESB features in SOA,
  • JBI, Services Mix and Integration Patterns,
  • Case Study : Integrate use case and service behaviours into the architecture backbone.

Horizontal Aspects

  • QoS,
  • Administration and Supervision,
  • Business Activity Monitoring (BAM),
  • Security and Performance,

Agility using SOA

  • Agility: factors and impact analysis,
  • Refactoring, reuse and mutualization (advantages and constraints),
  • Versioning,
  • Governance by Objectives ,
  • Benefices of the Goal-Driven SOA,
  • Agility : The Goal-Driven Structure of the SOA to support changes,
  • From the business to IT system capitalizing on Business Objects and Capabilities,
  • Impact of the Changes on Processes and Business Objects,
  • Projection on the IT System : Services and Use Cases to be impacted by the changes,
  • Description of the impact of changes on the Use case and Application Service Component behaviours,
  • Integration of behaviours into the backbone of the Goal-Driven SOA and tests.

Conclusion

  • Agility and SOA : synthesis
  • Overview on the steps of the Goal-Driven SOA,
  • Traceability from the BMM's business model structures to IT structures to better deal with changes.

Overview on the market products

  • Open Source Products (Service Mix, Mule, Open ESB…),
  • Commercial Products


Notice: The above training-mentoring sessions are conducted interactively using Business and IT Modeling tools in order to ensure good level of traceability between business specifications and their execution. Concepts are first explained using basic examples and are then followed by solution drafts to your own problems. After this session, we can accompany you by reviewing and validating your solutions depending on your needs.

Provided by GooBiz

813 First time manager from supervisor to Manager 28 hours

This workshop is designed to help participants overcome many of the supervisory problems they will encounter in their first few weeks as a boss. Dealing with the difficulties a new supervisor encounters isn't easy, but it doesn't have to lead to discouragement.

At this program's conclusion, participants should be able to:

  • Adjust to the role of supervisor with confidence and assurance that they can handle the position.
  • Further develop their skills in listening, asking questions, resolving conflict, and giving feedback to employees.
  • Use a technique for giving employees clear instructions.
  • Employ strategies to deal with personnel challenges such as hostility, complaints, and laziness.
  • Understand the importance of developing good relationships with employees and peers.

From There to Here: Making the Transition

In the opening discussion, participants will discuss how their role changed when they became a supervisor. They will also work on developing solutions to common concerns of new supervisors such as, "How do I make sure employees recognize my new role and respect my position as a supervisor?"

Ready, Set, Go: Setting Goals

In this segment, participants will set some SMART goals to help them succeed. They will also discuss the value of short- and long-range planning.

Asking and Responding: Knowing How to Question and Answer

During this part of the program, participants will learn about and practice active listening skills. They will also practice asking good questions and waiting for the answers to those questions.

I Have Something to Tell You: Giving Feedback

Giving feedback is one of the most important skills for a supervisor, yet it can be the trickiest and most difficult management task. This segment will help participants master this invaluable skill.

Mediation, Please: Managing Conflict

Unfortunately, supervisors are often called in to mediate conflicts. Participants will learn two different processes for managing conflict, and then they will practice those processes during this part of the program.

Different Types: Dealing with Difficult Employees

In this final segment, participants will discuss how to deal with four common types of problem employees: the needy, the lazy, the hostile, and the complaining.

At the end of this session, participants should understand the role of supervisor and what it takes to be successful while managing others.

modafome MODAF Overview and Modelling the Enterprise 21 hours

This course is delivered in 2 modules:

First module enables students to gain an overview of the use of MODAF to support acquisition.

Secong module provides an in-depth description of the MODAF views and how they are used in the development of an architecture. It describes how the 6-step process is applied and how information gathered from stakeholders is interpreted within the MODAF model and represented in user-focussed views.

Module 1 – Introduction to MODAF (½Day)

  • Explain the benefits of a model-based approach
  • Describe how MODAF provides graphical and textual visualisations of the enterprise (Viewpoints)
  • Describe how MODAF ensures coherence between views (M3 metamodel)
  • Describe the MODAF Viewpoints
  • Describe how MODAF Views combine to describe enterprise change requirements
  • Describe the MODAF 6-step approach

Module 2 – MODAF, Modelling the Enterprise (2 ½ Days)

  • Describe how to scope an EA problem and develop an initial AV-1
  • Describe the purpose and structure of each of the MODAF Views
  • Explain  how a MODAF-based architecture can:
    • Describe the context of an enterprise
    • Express operational capabilities and their metrics and map these to solution elements
    • Express capability within an operational context and the processes that achieve the business or mission goal
    • Describe elements of an enterprise from an SOA Viewpoint
    • Describe how solution resources can be composed to realise capabilities or deliver services
    • Describe the functional behaviour of solution resources
    • Model system data and express how system level data exchange requirements can be mapped to operational information exchange requirements
    • Specify system ports, the routing of port connections, protocols and hardware specifications
    • Describe how architecture models can be enhanced using navigation views and dashboards
ccarestr Customer Care Strategy 21 hours

A customer care strategy plays an important role in building customer satisfaction, helping you to retain loyal customers and increase levels of repeat business.  Through good customer service you gain the client’s trust, enhance the company’s image and strengthen your competitive advantage in the market. This course focuses on strategies and skills for building lifelong customer relationships by developing valuable and effective customer-care strategies.  Satisfied customers may, through conversations and story-telling, become voluntary ambassadors for your company and are highly likely to recommend your services to others.  This workshop will also help participants communicate effectively, appropriately and clearly in all situations.

OBJECTIVES

  • Developing competencies in the area of professional customer care
  • Increasing the efficiency of communication with customers
  • Attaining the knowledge of how to get to the underlying needs and expectations of customers
  • Building strong and sustainable relationships with clients
  • Expanding the positive image of the company in the market
  • Identifying, reducing, and overcoming objections and barriers
  • Learning about personalities and communication preferences when dealing with clients
  • Establsihing the ability to create an open environment for communication
  • Developing skills to communicate clearly and effectively
  • Identifying barriers to effective communication
  • Mastering body language and non-verbal communication

METHODS

  • Role-playing
  • Self-assessment tests
  • Exercises in groups
  • Individual work
  • Practice sessions
  • Lectures
  • Discussions

LEARING OUTCOMES

At the completion of this course, participants will be able to:

  • Adopt a focused customer care strategy
  • Identify key customer issues
  • Build the professional image of the company
  • Adapt to specific customer behaviour styles
  • Increase customer loyalty through exceptional customer service
  • Develop communication abilities with clients
  • Use techniques to build relationships
  • Develop a personal action plan to improve customer service skills
  • Show gestures of generosity and high quality customer care
  • Use techniques to deal with difficult situations
  • Recognise barriers to the delivery of outstanding customer service

Day One

Introduction to Customer Care Strategy

  • Describing customer service
  • Identifying customer expectations
  • Providing excellent customer service
  • Building competitive advantage

Customer Care Process

  • Customer contact model and service standards
  • Creating lasting first impressions
  • Building and maintaining contact with customers
  • Using positive language and tone of voice

Building company’s brand

  • Brand image on the market
  • Active listening and responding
  • Golden Circle as a core model

Day Two

Handling customer requests

  • Identifying challenging customer requests
  • Responding to challenging customer requests assertively
  • Assertive techniques
  • Managing emotions during stressful situations

Handling complaints

  • Dealing with difficult situations
  • Resolving problems
  • Coping with unsatisfied customers
  • Conflict resolution strategies

Service recovery

  • Turning disappointment into delight
  • Identifying the nature of customer complaints
  • Responding to customer complaints

Day Three

Building customer relationships

  • Relationship triangle – trust and loyalty
  • What differentiates us from our competitors?
  • Identifying ways to add value and exceed customer expectations

Understand ourselves and others

  • Types of personality
  • Communication with different personality types
  • Psychological client’s typology

Effective Communication

  • Process of communication
  • Practical skills to communicate open
  • Verbal and non-verbal language
  • Open question in Customer Care Strategy

Applying the learning

  • Review of learning
  • Action planning for participants
grmcfun Governance, Risk Management & Compliance (GRC) Fundamentals 21 hours

Course goal:

To ensure that an individual has the core understanding of GRC processes and capabilities, and the skills to integrate governance, performance management, risk management, internal control, and compliance activities.

Overview:

  • GRC Basic terms and definitions
  • Principles of GRC
  • Core components, practices and activities
  • Relationship of GRC to other disciplines


 

Day One

  • GRC Fundamentals Training Course Overview
  • GRC Capability Model –Introduction
  • GRC Key Definitions

Day Two

  • Learn Component
  • Align Component
  • Perform Component

Day three

  • Review Component
  • GRC standards and frameworks
  • GRC applications and technology
  • GRC certifications
agilescrum Agile Project Management with Scrum 14 hours

Who should attend?

This 2 day course is suitable for any IT professionals who are interested in implementing Iterative Agile and Scrum methodologies to manage software development. This course is particularly suited to project managers, team leaders, developers and customers of software development wishing to have a stake holding in the development process.

Why Agile?

  • Comparison of iterative methodologies
  • Why things go wrong
  • The Agile approach
  • What is Scrum?
  • Pigs and chickens

Product owner

  • The customer representative
  • Prioritizing product requirements
  • Writing effective stories
  • Acceptance criteria
  • Negotiating sprint contents
  • Group exercise to produce customer requirements and write stories based on the requirements

The sprint

  • Sprint backlog
  • Sprint planning: what to do
  • Sprint planning how to do it
  • What happens during a sprint
  • Burn down charts
  • Group exercise to plan a sprint

Scrum Master

  • Implementing Scrum
  • Ensuring proper practices
  • Maintaining documentation
  • Standup meetings
  • When to pair program
  • Group exercise to implement Scrum

Finishing a sprint

  • Scrum review meeting
  • Scrum retrospective meeting
  • Releasing an iteration
  • Group exercise the review a sprint

Is Agile and Scrum for you?

  • Review of the Scrum process
  • Comparison with other methodologies
  • Benefits of pair programming
  • Group exercise to discuss which aspects of Agile and Scrum can be applied to attendees organisations
busiana Business Analysis 21 hours

A business/systems analyst solves business problems by designing information systems which execute the strategy defined by the business. These IT solutions generally achieve one of the following goals for the business: implement a new/novel business process, increase efficiency and productivity of existing business processes, or reduce operating costs of existing processes.

This course is intended for those who are moving into the Business Analysis profession and who may, after any pre-requisites are met, be interested in taking the CBAP certification examination by IIBA (www.theiiba.org).

Who should attend?

  • Entry-level IT Business Analysts
  • Self-taught IT Business Analysts wanting to fill in the gaps and put all the pieces together
  • Systems Analysts and programmers interested in expanding their role into the business area
  • What is Business Analysis?
  • Business Analysis Planning and Monitoring
  • Requirements Elicitation – Gathering Information
  • Requirements Management and Communication – Defining the process
  • Enterprise Analysis – Defining the problem
  • Requirements Analysis and Documentation – Defining the Solution Model
  • Solution Assessment and Validation – Supporting the Balance of the Product Life Cycle
  • Underlying Competencies for BA - soft skills
  • Techniques for Requirement gathering process
  • UML modelling and prototyping (Rational Rose, Visio, Erwin, Visual paradigm, Enterprise Architect).
  • Project management (procurement management, Risk management, proposal writing).
  • SDLC (Traditional methodologies and Agile methodologies) models, Quality standards (ISO, CMMI) and Testing (Manual and Automation).
  • Different domains introductions (eg Telecom, Banking, E-Gov, Travel and hospitality, Health care, BPO, Engineering services).
wsbnp WebServices Basics for Non-Programmers 14 hours

This course is intended to provide an understanding on how to use, debug and manage Web Services from a non-developer/programmer perspective.

Overview of Web Services

  • Why do we need Web Services?
  • Service-Oriented Architecture Principles (SOA)
  • HTTP and XML - what is the whole buzz about?
  • Simple Object Access Protocol (SOAP)
  • Web Service Description Language (WSDL)
  • Universal Description, Discovery and Integration (UDDI)
  • The WS-* profiles - what are these?
  • REST

The XML Technology

  • Why XML with Web Services?
  • The XSD Schema
  • Data representation in XML
  • XSLT based XML transformations
  • HTTP / XML Web Services case study

The SOAP

  • Messaging Model
  • Namespaces
  • SOAP over HTTP
  • The SOAP Envelope
  • The Message Header
  • The Message Body
  • SOAP Faults
  • Attachments

Web Services Description Language

  • Web Services as Component-Based Software
  • The Need for an IDL - history of Distributed Computing
  • Web Services Description Language
  • WSDL Information Model
  • The Abstract Model -- Service Semantics
  • Message Description
  • Messaging Styles
  • The Concrete Model -- Ports, Services, Locations
  • Extending WSDL -- Bindings
  • Service Description

Handling Binary Content

  • The WS-I Attachments Profile
  • Using base64Binary
  • MIME Attachments

Other technologies overview

  • REST
  • JSON
  • PHP Serialization
  • ESB
  • Integration Platforms
scrumstep Scrum - Step by Step 14 hours

Szkolenie przeznaczone jest zarówno dla uczestników początkujących, jak i zaawansowanych. W trakcie szkolenia będzie przekazana wiedza obejmująca zakres egzaminu Professional Scrum Master I (http://www.scrum.org/psmoverview). Każdy z uczestników będzie miał szansę zapoznać się z formą egzaminu, podczas próbnej sesji testowej.

Forma zajęć: dyskusja + ćwiczenia praktyczne.

SCRUM jest obecnie najbardziej popularną metodą zarządzania procesem wytwórczym oprogramowania, zaliczanym do metodyk zwinnych. Kurs ma na celu zapoznać uczestników z metodyką SCRUM krok po kroku.

Wprowadzenie do Metod Zwinnych - Agile

  • Podejście Klasyczne - Waterfall
  • Lean Management
  • Agile Manifesto

Scrum

  • Historia Sruma
  • Inspekcja, Adaptacja i Transparentność
  • Scrum Master
  • Product Owner
    • Zwrot z Inwestycji (Return of Investment - ROI)
    • Całkowity Koszt Realizacji (Total Cost of Ownership - TCO)
  • Zespół deweloperów
    • Samoorganizacja
    • Dług techniczny
    • TDD - Test Driven Development
  • Sprint
  • Spotkania w Scrumie
    • Daily Scrum
    • Planowanie
    • Retrospektywa
    • Review
  • Product Backlog
    • Tworzenie User Stories
    • Estymacja
    • Planning Poker
  • Sprint Backlog
    • Burndown chart
  • Definition of Done
  • Skalowalność Scruma

Ćwiczenia praktyczne:

  • Samoorganizacja
  • Inspect & Adapt
  • Grupowa estymacja - Planning Poker
  • Sesja Testowa
  • Tworzenie Product Backlogu
rcbd Retail and Commercial Banking Delivery Channel Masterclass 21 hours

Audience

The course is suitable for all Senior Managers who require an in-depth, strategic understanding of:

  • Retail and Commercial Banking
  • Delivery Channels
  • Relationship Management: Bank to Customer; Management to front-line staff
  • Change Management

Format of the course

The course is delivered using a stimulating combination of:

  • Slide presentations
  • Facilitated Discussions and
  • Exercises and Case Studies

By the end of the course, delegates will be able to:

  • Explain the strategic elements comprising Retail and Commercial Banking
  • Define and understand in detail the integrated strategy requirements of:
    • Premises location and design
    • Delivery Channels – the different ways that customers can interact with the bank
    • Product creation, marketing and selling
    • Customer segments and experiences
    • Staff recruitment, training and performance development
  • Understand the process for developing new Products from need-identification through to delivery to clients
  • Explain the vital importance of all creating, developing and enhancing all relationships particularly:
    • The relationship between the bank and its customers
    • The relationship between the Bank’s management and staff in delivering excellent customer service linked to achieving targets
  • Apply the universally-accepted Change Management principles
  • Appreciate the “International Dimension” of Retail and Commercial Banking which customers demand in today’s highly flexible market-place

What is Retail and Commercial Banking?

  • Preparing a definition covering:
    • Premises
    • Products
    • Customers
    • Staff
  • Discussing how Retail and Commercial Banking also includes aspects of retail activity: taking ideas from shops, supermarkets etc.
  • Discussing how Retail and Commercial Banking Strategy Management applies across all delivery channels

Forward Planning to create a Strategy for Retail and Commercial Banking:

  • Understanding the logical process for creating a Strategy:
    • What we want to do; when we want to do it; and how we want to do it
  • What information do we need to gather on the “As Is” – the current position:
    • What is the bank’s existing Strategy (if any)?
    • How do we know how successful this existing Strategy is?
    • How can we identify the gaps – where is the shortfall in performance
  • What information should be gathered on the “To Be” – the preferred position in the future:
    • What might the constraints be – the limiting factors – to achieving success:
  • How is a Business Case prepared which helps justify the emerging Strategy to the company’s Senior Management? This will focus on:
    • Budgets
    • Critical Success Factors (CSFs)
    • Measurement
    • Continuous Management and Assessment

Delivery Channels

  • How do customers access our products and services?
  • How do customers want to access our products and services?
  • Are we flexible in meeting customers’ access needs?
  • What does the future look like for delivery channels?
  • The challenge created by the emerging involvement of Telecoms companies and Mobile Money and the radical change this may make (in fact, is already making in certain parts of the world) to the execution of retail payments

Branch Premises

  • Location of the branch
    • Physical location
    • Size
    • Competition
    • Customer traffic
    • Other factors such as availability of public transport and of car-parking
  • Design of the branch:
    • What should be included – what can be excluded?
    • What factors will entice customers in – what will turn customers away?
    • How should we move customers around inside the branch? What is customer traffic management?
    • How can we display our goods in the outlet – our products – in the most advantageous way

Other Delivery Channels

  • What other Delivery Channels do our customers expect us to offer to them
  • What are the strategic issues around providing this access to all our customers?
  • What will happen if we choose not to make one (or more) of these channels available to our customers?

Products

  • What are the factors in creating a product portfolio?
    • Understanding all the costs related to a product:
      • Production costs – including the effect on the bank’s balance sheet
      • Marketing costs – getting the product to the customers
      • Selling costs – persuading the customer to buy the product
      • Maintenance costs – after-sales service
      • Enhancement costs – making an existing product even better
    • Understanding the profit element linked to each product. How to know:
      • Which products make the most money – and should be retained
      • Which products make the least money – or make a loss – and should be deleted from the portfolio
  • What are the factors in defining a target market for each of our products – and then linking that to the Premises decisions on location and design?
  • Marketing – How do we tell our customers what we sell? Creating a Marketing Plan including factors such as:
    • Our product portfolio – differentiating between target markets
    • Branding – making our bank identifiable in a consistent way
    • Advertising – using all available (or required) advertising media such as:
      • TV, Radio and Cinema
      • Newspapers, Magazines and Flyers
      • Billboards, Posters and Direct Marketing
    • Merchandising – linking all the advertising and product literature consistently

Campaign Planning and Merchandising

  • Creating and Integrating Campaigns
    • Ensuring that each Campaign complements activity – and doesn’t compete with it
    • Creating and publishing (internally) an integrated Campaign Plan
    • Developing a process whereby departments use their Business Cases to “bid” for space and time to attract customers’ attention
    • Building the Campaign for maximum effect using the media outlined previously
  • Merchandising:
    • Again building on the learning to ensure:
      • Consistency – of message
      • Conformity – to company standards for literature and language
      • Uniformity – helping customers to navigate our literature
      • Legality – ensuring no contraventions of any “customer protection” legislation

Relationship Management: Bank to Customers

  • Who are our customers – and what do they expect from us?
  • Different types of customers – and their separate requirements:
    • Mass Retail – want fast, efficient and error-free access to products and services
    • Mass Affluent – in addition to fast efficient and error-free access to products and services want a more-personal service: a feeling that they are “special”
    • Small / Medium-sized Enterprises (SMEs) – a more-personal service feeling that their non-personal business is important to the bank
  • How do we differentiate between the different types of customers? Actually… Should we differentiate between different types of customer or should we treat them all the same…?
  • Defining the experiences we want our customers to enjoy when they contact us
  • How do we deliver these different experiences?
  • What differences in staff and staff training are required?

Customer Relationship Management:

  • The importance of Customer Relationships
  • The benefits of developing a Customer Relationship Management Strategy
  • A Customer Relationship Management framework
  • Integrating People, Processes and Technology
  • The Service : Profit Chain
  • Obtaining and Handling Customer Information

Customer Demands:

  • Stakeholder (Customer) Management
  • Stakeholder Engagement
  • Satisfying Stakeholders’ Demands

People Management

  • Creating and delivering an excellent Customer Experience
  • Understanding Ourselves and Others
  • Effective Communication
  • Motivation at Work
    • How do I get the very best from each customer interaction?
    • What do I need to do differently to ensure that my customers only want to deal with me?
  • Team Building
    • The stages of Team Building
    • The inevitable effects on performance levels through these stages
  • Coaching
    • Ensure clarity on what exactly Coaching is and how it is used
    • Link “Coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance)
    • Understand how learning shared can easily be transferred into a “commitment to action”
  • Coaching
    • Introduction to the GROW model
    • Consideration of all the factors required in effective Coaching
    • Introducing the House of Change: understanding the need sometimes to make things worse before they can get better
  • Building Rapport
  • Handling Conflict
    • What causes conflict?
    • The Phases of Conflict Handling
    • Thomas-Kilmann’s Five Conflict-Handling Modes – and how to apply them
    • Bridging the Gap

Selling Skills

  • Understanding the product(s)
  • Spotting a customer’s buying signals
  • Upselling Skills: what else do my customers need…?
  • Negotiating
  • When is not selling anything at all the best thing to do?

Staff Performance Management:

  • Creating Goals and Objectives
  • Managing Under-Performance
  • Performance Discrepancies
  • Managing Performance Standards
  • Feedback as a tool of Performance Management

Relationship Management: Managers to Staff

  • What is a “Way of Working”? What does it include?
  • How do we measure Staff Performance?
    • Goal and Objective Setting
    • Managing against those Goals and Objectives
    • Staff Development and Performance Management
  • Motivation: how do we get the best from our staff?
  • Delegation: how can we give our staff the chance to develop their own initiative to deal with customers
  • How do we ensure that our staff always deliver the best possible Customer Service?
  • How are the behaviours of our managers – the way they treat their staff – key in the development of our staff and their relationship with our customers?

Change Management

  • Understanding “Change” as a concept
  • The 9 Change Principles – and putting them into practice
  • Embedding the change
  • The emotional responses to change: how do staff receive, understand and implement the required change

The International Dimension

  • Who are our International Customers?
  • Do we (should we?) treat them differently from our domestic customers?
  • Extra issues of Know Your Customer (KYC), Identification & Verification (ID&V) and the international aspects of Financial Crime legislation
  • International aspects of:
    • Customer Service
    • Overseas Premises
    • Product Development
    • Money Transmission
    • Foreign Exchange
    • …and Import / Export for SMEs
sixsigmayb Six Sigma Yellow Belt 21 hours

Yellow Belt covers the basics of the Six Sigma Define Measure Analyse Improve Control (DMAIC) approach enabling delegates to take part and lead team based waste and defect reduction projects and initiatives. In addition emphasis is placed on applying the problem solving tools into daily roles.

At the end of the course you will be equipped to look at your immediate team and role, determine what can be improved and create a business improvement project on a selected opportunity that is aligned to customer requirements.

You will be able to analyse the process using visualization tools and identify the waste (non-value adding) components and work to eliminate these from the process. You will apply root cause analysis techniques to identify the underlying causes of defects in the process.

The course uses simulations, case study exercises and work based projects to enable delegates to 'learn through doing'.

Notes: This course has a minimum class size of 4. And if requested this course can be delivered in 2 days with some reductions to the course content and level of detail in some areas, notably Customer needs; Graphical analysis and Process handover.

  • An overview of project selection and scoping
  • Understanding customer needs and how they impact project aims
  • Discovering processes using visualisation techniques
  • Understanding the causes of work and how to simplify
  • Finding and removing process waste
  • Graphical analysis to understand process performance
  • Problem solving tools to determine root cause
  • Basic solution creation
  • Piloting & implementation
  • Process handover
oobdp Object Oriented Design using Design Patterns 14 hours

Objective:

Helping Technical Analysts and Designers to understand how to go through software implementation of the requirements, ensuring traceability between business specifications and the software code.

This 2 day training course aims at assisting technical analysts and designers in designing specifications described by the business analysts. After transformation into software component representations, the resulting system components trace system requirements toward software component structures.

Finally, these technical specifications are implemented in software code and tested upon component basis. The resulting software components provide good level of reactivity to changes as they allow to trace separately toward the implementation level the system behaviours layer by layer (from the user interfaces toward business objects layer through the application components where the usage choices of the actors are stored.

Introduction

  • What is the System Analysis and Design Process?
  • Place of the Analysis and Design activities in the Unified Process (RUP)
  • A panorama of UML 2 diagrams used in the system analysis and design
  • Frameworks for tracing requirements toward software implementation and tests

How to transform requirements into component based analysis specifications?

  • Traceability between requirements and system analysis
  • Advanced notions for representing the system structure and dynamics
  • Refinement of the requirements on both axis
  • Toward the system design using operation contracts
  • Case Study : Definition of the analysis component model of the system

How to transform analysis specifications into design level ones?

  • Traceability between system analysis and design
  • Design Patterns for loose coupling and high cohesion of components
  • Definition of the Design level Architectural Backbone of the system (components, ports, interfaces, exchange objects)
  • Design level interaction diagrams to implement operation contracts
  • Case Study : Updating design level component diagram with architectural choices

Implementing technical specifications and testing on a component basis

  • Generating design level specifications into an object oriented programming language
  • Deployment of Components on the Physical Nodes
  • Integration and Acceptance tests on the basis of the previous specifications

Conclusion

  • Steps of the system analysis and design processes
  • Patterns for ensuring traceability between requirements and the software code
  • Testing requirements on the system architecture

Notice: The above training-mentoring sessions are conducted interactively using Requirement Engineering and Modeling tools in order to ensure good level of traceability between requirements and underlying solutions. Concepts are explained first using basic examples and are then followed by solution drafts to your own issues. After this session, we can accompany you by reviewing and validating your solutions depending on your needs.

810 Management Skills for technical staff 28 hours

The training program is designed for participants who have a management component to their work requirements and wish to enhance their skills. Normally, the applicant holds a BA degree or its equivalent (relevant experience can compensate for the degree). Priority will be given to candidates with a civil society background. Applicants must be able to commit themselves full-time throughout the required period and to undertake preparatory reading and written work. A good knowledge of written and spoken English is essential.

  • Managing People – Psychological Aspects
  • Project Management
  • Management of Organizations
  • Managing Change / Adjusting to Crises
  • Human Resource Planning
  • Organizing and Leading Project Staff and Teams
  • Time Management
  • Financial Management (budgeting & accounting)
  • Case Studies
agiletest Rola testera w Agile 7 hours

Celem szkolenia jest nabycie wiedzy i przećwiczenie w warsztatowej formie zagadnień roli i odpowiedzialności testera, a w szczególności samego testowania w metodach Agile. Grupa docelowa szkolenia to osoby pełniące rolę zapewnienia jakości w dostarczaniu oprogramowania, zarówno testerzy, liderzy zespołów, menedżerowie liniowi, jak również kadra zarządzająca.

1. Testowanie a Metoda Scrum

a. Role projektowe i rola samego testera w Agile
b. Artefakty wspomagające proces wytwórczy i testowanie
c. Wydarzenia oraz miejsce testera w tych wydarzeniach
d. Reguły Agile e. + praktyki techniczne

2. Praca zespołowa

a. Rola testera w kontekście zespołów funkcjonalnych vs. zespołów interdyscyplinarnych
b. Wspólna odpowiedzialność
c. Samoorganizacja
d. Interdyscyplinarność
e. Korzyść „właściwej” pracy zespołowej

3. Planowanie i szacowanie

a. Wymagania a testy
b. Jak tworzyć „dobre” wymagania?
c. Czy, kiedy i jak tester zaangażowany jest w proces tworzenia wymagań?
d. Korzyści wymagań w formie historyjek, a inne formy
e. Definition of Done a Definition of Ready
f. Po co planować i kiedy planowanie zawodzi? Planning Poker
h. Wizualizacja postępu prac

4. Strategie testowania w Agile

a. Test Driven Development (TDD)
b. Acceptance Test Driven Development (ATDD)
c. Behavioral Driven Development (BDD)
d. Specification by Example (SBE)

5. Środowisko developerskie a testerskie

a. Narzędzia
b. Ciągła integracja (Continuous Integration)
c. Automatyzacja testów (Test Automation)
d. Metryki wspierające

cmsjoomla CMS Joomla 14 hours

1) Zasady działania systemów CMS, specyfika Joomli

2) Zarządzanie instalacją Joomli

  • podstawowa konfiguracja,
  • działania administracyjne,
  • kwestie bezpieczeństwa,
  • ręczna ingerencja w bazę danych,
  • odzyskiwanie hasła,
  • kopie zapasowe,
  • wypełnianie strony treścią,
  • organizacja zawartości (artykuły, kategorie, sekcje),
  • menu i pozycje menu,
  • zasoby,
  • moduły.

3) Organizacja pracy i zarządzanie użytkownikami

  • użytkownicy i grupy,
  • poziomy dostępu, uprawnienia: do oglądania podstron, edycji treści i do wykonywania działań,
  • dziedzicznie uprawnień, ACL,
  • zamieszczanie reklam i banerów,

4) Korzystanie z szablonów, modułów i dodatków, instalacja rozszerzeń

5) Zagadnienia zaawansowane

  • pisanie i dystrybucja własnych szablonów,
  • zaawansowane zarządzanie wyglądem witryny
agilesofttesto Agile Software Testing Overview 7 hours

Testing Foundations

  • Artefacts and terminology
  • Fundamental test process 

Testing Principles

  • Testing quadrants and test types
  • Collaboration & QA
  • Test automation

Tests that guide development

  • Unit testing 
  • Functional testing & acceptance criteria
  • Test-driven approaches

Tests that critique the product

  • Exploratory testing 
  • Non-functional testing
  • Test design techniques 
bpelsvc Orchestrating services with BPEL 21 hours

This course will give you a broad overview of all the major BPEL initiatives in the current market.

You will have an insight into the possibilities of this exciting technology.

By the end of the course you should be able to:

  • Understand the key concepts of the BPEL 1.1 specification
  • Be able to Learn the syntax and semantics of BPEL
  • Understanding the relationship between BPEL and WSDL
  • Gaining experience using BPEL by building a complex application
  • Understanding which BPEL constructs are most appropriate
  • Learn the best practices for developing using BizTalk or Oracle JDeveloper

Orchestrating Services

  • web Service basics
  • The evolution of SOAP, WSDL and UDDI
  • Introducing the concepts of service orchestration
  • Design principles of BPEL
  • Components of the design
  • Process design patterns

The Scenic tour of Process Theory

  • Pi-calculus
  • Petri nets
  • State machines
  • Activity diagrams
  • BPMN and XPDL

Break the process into scopes

  • How scopes are used
  • Variables
  • Scopes and concurrency
  • Scopes and fault handling
  • Transaction rollback
  • Compensation

Extending the process with fault handling

  • Define fault handlers for scopes
  • Signal faults to the client
  • Signal faults to partner services
  • Inline fault handling
  • Forced termination
  • Suspended state usage

Add a compensation handler

  • Define the scenario for compensation
  • Define a compensation handler
  • Invoke a compensation handler
  • Rolling back a transaction
  • Undoing business events

Accept more than one response from asynchronous web services

  • Use pick instead of receive
  • Use pick to signal faults
  • Add timeouts
  • Synchronous vs Asynchronous approach
  • Event-driven approach

Add event handler for a scope

  • Message events
  • Alarm events
  • Adding sensors
  • Pick shape usage
  • Event driven Architecture concepts

Use dynamic partner links to invoke partner services

  • Define dynamic links
  • Assigning partner links
  • Changing partner links
  • Choosing a service from the UDDI registry

Understanding correlation

  • Define correlation manually
  • Declare message properties
  • Use of correlation sets
  • More than 2 participants in a correlation
  • Correlation and Asynchronous approach

Develop a complex parallel execution of activities

  • Designing concurrency
  • Controlling complex concurrent flows using links
  • Implementing convoys
  • Human workflow integration
  • The newest version of BPEL previewed
3247 Facebook w marketingu i reklamie 7 hours

Wprowadzenie

  • Jakie narzędzia i korzyści daje Facebook?
  • Facebook jako efektowne narzędzie Social Media
  • Przykłady wielkich sukcesów na Facebooku
  • Realizacja celów biznesowych: sprzedaż, wizerunek, aktywność
  • Stworzenie strategii budowania biznesu w internecie
  • Założenie i konfiguracja własnego profilu
  • Autoresponder
  • Konfiguracja facebooka z wordpress'em
  • Fan page, czym jest i co daje?
  • Jak zmienić profil w fan page?
  • Jak przyciągać uwagę i zdobywać nowych fanów?
  • Jak nie dać się skasować?
  • Jak uspokoić komentarze?
  • Jak mierzyć realizację celów biznesowych?
  • Statystyki odwiedzin - page Analytics
  • Dodatki od Facebooka dla firm
  • Pozycjonowanie i optymalizacja strony na Facebooku - SEO na Facebooku

Facebook w naszej firmie

  • Zdobywanie nowych fanów przez przycisk "Lubię to" (nowość)
  • Przycisk "Lubię to"
  • Aktywna reklama na facebooku
  • Integracja fanpage z innymi serwisami
  • Wtyczki społecznościowe
  • Jak sprawić, aby klienci mogli promować każdy produkt/ usługę wśród znajomych?
  • Likebox
  • Facebook Connect
  • Facebook Comments - efektowne komentarze

Zwiększenie efektów

  • Zmiana designu Facebooka - tworzenie zakładek
  • Omówieni opcji i narzędzi zakładek
  • Omówienie sukcesów i nieudanych konkursów na Facebooku - dyskusja
  • Zdobądź więcej fanów, klientów i wypromuj swój wizerunek dzięki konkursowi na Facebooku
  • Jak poprowadzić konkurs na Facebooku zgodnie z regulaminem
  • Jak zapisać ludzi, przez Facebooka, na firmową listę mailową?
  • Jak za pomocą Facebooka wyciągnąć ludzi z domu?
  • Praktyczne ćwiczenia
3587 Managing Projects using Waterfall and Agile Techniques 14 hours

This 2 day course is suitable for any IT professionals who are interested in using the Waterfall model and how people have traditionally tried to deal with its shortcomings - including, but not limited to, Agile approaches.

The aim of the 1st day is to give an overview of these approaches enabling you to decide what might suit them in your environment.

The 2nd day looks at project management techniques and good practices that have been identified from Agile, and which can be applied in a Waterfall or Agile context.

Day 1 - Managing Software Projects in a Waterfall Context

1. Introduction to Waterfall

a. Historical Context
  1. Winston Royce
  2. Background in manufacturing processes
b. Waterfall stages
  1. Requirements gathering
  2. Design
  3. Implementation
  4. Verification
  5. Maintenance
c. Waterfall challenges
  1. Handling change
  2. Distance between business knowledge and implementation
  3. Storing risk to late in the lifecycle
  4. Prioritisation of scope
d. Summary of reactions to Waterfall model
  1. Embrace – Waterfall approaches, eg SSADM
  2. Cope – V-Model
  3. Adapt – Incremental
  4. Reject – Agile
  5. Enhance – Lean

2. V-Model coping strategies for Waterfall delivery

a. Early verification and validation
  1. Cost of finding late
  2. Reviews and inspections
  3. Static analysis
b. V-Model test stages
  1. Unit/Unit integration
  2. System
  3. System Integration
  4. Acceptance
c. V-Model benefits
  1. Increased end-user involvement in verification
  2. Early risk mitigation

3. Adapting Waterfall with Incremental approaches

a. Types of Incremental approaches
  1. Pre-planned 
  2. Parallel, RAD
  3. Evolutionary, RUP
b. Incremental delivery principles
  1. Product increments
  2. Proto-typing
  3. Timeboxing
c. Benefits of incremental delivery
  1. Increased user involvement in decision making
  2. Early return on investment
  3. Reacts to change 

4. Rejecting the Waterfall model in favour of Agile

a. Agile Essentials
  1. Agile Manifesto
  2. Agile Principles
b. Introduction to Scrum, the most popular Agile framework
  1. Iterative delivery
  2. Collaborative working
  3. Just in time documentation
  4. Adaptive planning
c. Benefits of Agile
  1. Increased user involvement throughout process
  2. Empowered development team
  3. Rapid return on investment
  4. Greater ability to react to change
  5. Reduce nugatory development

5. Enhancing Waterfall with Kanban delivery

a. Lean and Kanban 
  1. History of Lean delivery 
  2. History of Kanban
  3. Principle of reducing waste
b. Introduction to Kanban
  1. The Kanban board
  2. Managing work-in-progress
c. Benefits of Kanban
  1. Greater ability to react to change
  2. Rapid return on investment
  3. Reduce nugatory development

Day 2 - Agile Project Management Techniques

1. Empirical Process Control

a. Inspect
  1. Demonstration
  2. Retrospection
b. Adapt
  1. Adaptive planning
  2. Continuous improvement
c. Transparency
  1. Stakeholder involvement
  2. Contract negotiation
  3. Just in time documentation

2. Managing requirements

a. Backlogs
  1. Product
  2. Release
  3. Sprint
b. Backlog Items
  1. User Stories
  2. Defects
  3. Requirements specifications
c. Risk
  1. Adjusting Backlog for risk
  2. Risk burndown

3. Estimation and control

a. Timebox planning
  1. Release planning
  2. Iteration planning
  3. Daily communication
b. Prioritisation techniques
  1. MoSCow
  2. Value based
  3. Other techniques
c. Estimation techniques
  1. User story grooming
  2. Planning Poker

4. Delivery management

a. Iterative delivery
  1. Team velocity
  2. Rapid return on investment
b. Information radiators
  1. Scrum wall
  2. Burn-down chart

5. Team management

a. Associative leadership
  1. ScrumMaster as facilitator
  2. Role of the traditional project manager
b. End-user involvement
  1. The single decision maker - the Product Owner
  2. Communicating with stakeholders (Pigs and Chickens)
c. Empowered team
  1. Self-managing teams
  2. The role of the specialist within the team
  3. Managing split teams
changeman Change Management 21 hours

Audience:

This course is designed for all staff requiring a wider view of the Change Process to get the best results for their part of the business

Format of the course

A combination of:

  • Facilitated Discussions
  • Slide Presentations
  • Exercises and Case Studies

At the end of this course, attendees will be able to:

  • Explain the basic Change Strategies that underpin the planning for change in an organisation
  • Understand the use and application of the 9 Change Principles
  • Construct a Change Plan suitable to their part of the business

Basic Change Strategies

  • How do we decide where the business is now?
  • Once that decision is made we can begin planning for change which will involve:
    • Planning to Attack: challenging the competition
    • Planning to Defend: protecting our current position

The 9 Change Principles in detail

  • Compelling Reason for Change
  • Clear Vision and Objectives
  • Context for Change
  • Momentum
  • Stakeholder Engagement
  • Alignment
  • Embedding Change
  • Great Sponsorship
  • Emotional Responses to Change

Resistance to Change

  • Why do people resist change?
  • What are the potential benefits of resisting change?

Team Development through a Change Process

  • What are the challenges to teams in change environments?
  • What are the potential benefits of resisting change?

Handling Conflict

  • What should we do when change goes wrong?
  • How do we deal with conflict in the change process?

Action Planning

  • Creation of a implementable Change Plan for a part of the business
designpat Design Patterns 14 hours

There are plenty of tried and tested patterns widely available to everyone. Sometimes it is a matter of changing the names and implementing the pattern in a specific technology. It can saves hundreds of hours, which otherwise would be spent on design and testing.

Training Goals

This course has two goals: first, it allows you to reuse widely-known patterns, second, it allows you to create and reuse patterns specific to your organization.

It helps you to estimate how patterns can reduce costs, systematize the design process and generate a code framework based on your patterns.

Audience

Software designers, business analysts, project managers, programmers and developers as well as operational managers and software division managers.

Course Style

The course focuses on use cases and their relationship with a specific pattern. Most of the examples are explained in UML and in simple Java examples (the language can change if the course is booked as a closed course). It guides you through the sources of the patterns as well as showing you how to catalogue and describe patterns which can be reused across your organization.

Introductions

  • Patterns and tiered architectures
  • Pattern description
  • Design patterns and design
  • Finding and selecting design patterns
  • Design pattern implementation

Well-known patterns

Object Creation

  • Factory
  • Builder
  • Factory Method
  • Prototype
  • Singleton

Structural Patterns

  • Adapter
  • Bridge
  • Composite
  • Decorator
  • Facade
  • Flyweight
  • Proxy

Behavioural Patterns

  • Chain of Responsibility
  • Command
  • Interpreter
  • Iterator
  • Mediator
  • Memento
  • Observer
  • State
  • Strategy
  • Template Method
  • Visitor
  • Observer

Creating Patterns

  • To pattern or not to pattern
  • Formal pattern description
  • Organizing the pattern catalogue
  • Particular goal and abstracted goal
  • Publishing your patterns to a pattern community
eraamauml Efficient Requirement Management using Agile Methods and Agile UML Modeling 21 hours

Objective:

This training course aims at helping product managers, products owners, business analysts, system architects and developers understand how to efficiently Manage Requirements on the basis of the product vision till guiding developers accurately in implementing them.

More in detail, this course aims at assisting product managers in better defining the value propositions of their products on the basis of strategies and stakeholder needs. Business Analysts and product owners understand how to describe requirements of the product backlog then discover appropriate epics and user stories of the system while contributing to the required value creation. Along interactive case study exercises, participants learn how to describe in detail such requirements in order to validate correct understanding of needs and prepare system acceptance tests. Thus, only using a very common and productive UML profile, they learn to structure requirements in order to communicate efficiently with architects and developers through an iterative requirement gathering process.

Audience:

  • Product Managers
  • Product Owners
  • Business Analysts
  • Anyone interetsted in the Requirements Management Process

Introduction

  • What is the Requirement Management Process ? Why Agile ?
  • Business agility and agile software delivery : Definitions
  • Linking Agile to Business : Business Motivation Model vs. Business Model Canvas,
  • How to effciently use the Value Proposition Canvas for defining the Product Vision ?
  • Business agility vs. agile software delivery principles
  • What is Agile Not ? Impacts of alignment with strategies and capabilities
  • Requirement Management in an Agile Context
  • Scrum Life Cycle : Issues about completeness of requirements and traceability
  • How productive models enhance communication in 'Agile' ?
  • Business Extensions of Agile : Structuring Business Value Contribution of a User Story
  • A Panorama of UML diagrams for modeling requirements
  • Frameworks for tracing requirements toward software implementation and tests
  • The 5 levels planning of an agile project (from Clarifying the Vision and Product Backlog to Tasks… and the Architecture Walking Skeleton)
  • Managing Requirements within Agile Methods (Scrum, DAD) vs. the Unified Process (RUP)
  • Roles, teams, environments
  • Presentation of the Case Study for Structuring requirements and managing them using an iterative process

How to describe the business vision and needs via traceable models ?

  • Qualification of the requirements : The Kano model vs. the Value Proposition Canvas
  • Structuring the Vision of the Product on the basis of strategies, environmental forces and trends
  • Value proposition, key activities, key resources, revenue streams and cost structures, 
  • Discovering the business scope of the product using the customer needs, gains and pains
  • Describing business use cases using 'value streams' and 'value stages'
  • Bridging the business scope of the product with expected 'value contributions'
  • Case Study : Describing the vision of the product

How to describe user needs via agile use case modeling (epics and user stories) ? 

  • Agile Estimating and Planning
  • Building and managing the product backlog / granularity of requirements
  • Ahead of the sprint planning
  • Creation of the sprint backlog
  • Agile User Story Pattern : system scope (the subject), actors, use cases, user stories, acceptance criteria, the INVEST model
  • The Walking Skeleton using Disciplined Agile Delivery : From Processes to Technology 
  • How to find out epics and user stories on the basis of value streams ?
  • Value contribution of epics and user stories
  • Writing tasks : granularity and size using the SMART model
  • Case Study : Discovering epics and user stories on the basis of value streams

Validating and testing correct understanding of detailed specifications 

  • Using an incremental requirement gathering process and the sprint backlog
  • Rules for efficient epic, user story and architecture descriptions
  • Diagrams for validating epics and user story descriptions 
  • How to choose the right diagram ? 
  • Refining features using use cases and relationships modeling
  • Testing correct understanding of requirements using Test-Driven Requirements
  • Given/When/Then structures and Operation Contracts for guiding developers in implementing requirements
  • Coverage analysis and change management
  • Case Study : Validating, testing and communicating detailed requirements to developers

Conclusion

  • Steps of efficient requirement gathering and system analysis processes 
  • Traceability between requirements and analysis models 
  • Patterns for gathering and testing requirements 

Notice: The above training-mentoring sessions are conducted interactively using examples from Requirement Engineering and Modeling tools in order to ensure good level of traceability between requirements and underlying solutions. Concepts are first explained using basic examples and are then followed by solution drafts to your potential case. After this session, we can also accompany you by reviewing and validating your solutions depending on your needs.

809 Introduction to Lean Six Sigma green belt 21 hours

The basic tenants of Lean Six Sigma are:

  • Focus on customers and their needs
  • Ensure internal alignment and communication
  • Develop necessary skill sets to improve effectiveness and efficiency
  • Continually assess all process elements for waste and variation
  • Involve everyone

Audience

All employees who will be involved in Lean Six Sigma efforts.

Introduction to Lean Six Sigma

  • Learn what Lean Six Sigma is.
  • The basics of Lean Six Sigma.
  • Combining Lean and Six Sigma for a comprehensive improvement strategy.

Improvement Methodologies

  • Value stream mapping.
  • Eliminating waste.
  • Incorporating the 5S's.
  • Starting the DMAIC Project Cycle.

Supporting Infrastructure

  • Understanding the roles in Lean Six Sigma: the Leadership Team, Champions, Black Belts, Green Belts, Project Teams

Application of Lean Six Sigma

  • Lean Six Sigma in manufacturing, the office, order entry, warehousing and distribution, sales and R&D

Challenge (Test)

  • Introduction to Lean Six Sigma Test
ubpmbpmn2 Understanding Business Process Modeling with BPMN 2.0 14 hours

This training course aims at helping business analysts to learn to model efficiently their business processes using BPMN as well as resources that are handled by their activities. Being conducted by an agile enterprise framework, business analysts learn during this course how to use appropriate BPMN notations and business extensions of UML in order to deal with their "business requirements" and coherently drive underlying design level activities.

1 Introduction
    1.1 Total Quality Management (TQM) 
    1.2 Business Process Reengineering (BPR)
    1.3 Six Sigma
    1.4 Business process management (BPM)
    1.5 The Process Perspective
    1.6 Process Management
    1.7 Process Modeling Analysis & Design
        1.7.1 BPM Lifecycle
            1.7.1.1 BPM Lifecycle
            1.7.1.2 BPM Lifecycle
    1.8 Stakeholders in the BPM Lifecycle
        1.8.1 Ownership of Processes
            1.8.1.1 Process Owner Responsibilities
            1.8.1.2 Process Owner Skills & Capabilities
    1.9 BPMN Elements
        1.9.1 The five basic categories of elements 
        1.9.2 Flow Objects 
        1.9.3 Data 
        1.9.4 Connecting Objects 
        1.9.5 Swimlanes 
        1.9.6 Artifacts 
    1.10 Business Process Management Systems (BPMS)
        1.10.1 BPMS Key Drivers and Objectives 1
        1.10.2 BPMS Key Drivers and Objectives 2
        1.10.3 Processing Modeling
        1.10.4 The BPM Technology Continuum
        1.10.5 The BPM Stack
        1.10.6 The BPM Stack

2 Business Process
    2.1 Process Logic
    2.2 Conformance
    2.3 Sub-models within an end-to-end BPMN model 
    2.4 BPMN and WSBPEL 
    2.5 BPMN 2.0 compared to BPMN 1.2 
    2.6 BPMN Sub-models 
    2.7 Private (Internal) Business Process
    2.8 Public Process 
    2.9 Collaboration
    2.10 Choreography
    2.11 Conversation 
    2.12 Levels of BPMN Process Modelling
        2.12.1 Descriptive modeling
    2.13 BPMN Activity
    2.14 Types of Activities
    2.15 Types of Sub-Processes
    2.16 Sequence Flow
    2.17 Token 
    2.18 Sequence Flow Splitting
    2.19 Basic BPMN Flow Objects
    2.20 Quiz

3 BPMN Concepts for Analysts 
    3.1 Gateways 
        3.1.1 Exclusive Gateway 
        3.1.2 Exclusive Gateway Example
        3.1.3 Merging (exclusive)
        3.1.4 Parallel Gateway 
        3.1.5 Parallel Gateway Example 1
        3.1.6 Parallel Gateway Example 2
        3.1.7 Inclusive Gateway 
        3.1.8 Inclusive Gateway Example 1
        3.1.9 Inclusive Gateway Example 2
    3.2 Gateways Quiz 
    3.3 Events 
        3.3.1 Events Example
        3.3.2 None Events
    3.4 Pool and Participant
    3.5 Message Flows 
        3.5.1 Demonstration 
    3.6 4 Basic Message Events 
        3.6.1 Message Events Example
    3.7 Timer Events 
        3.7.1 Timer Example 1
        3.7.2 Timer Example 2
    3.8 Interrupting vs. Non-Interrupting
    3.9 Event-Based Exclusive Gateway
        3.9.1 Example
        3.9.2 Example
        3.9.3 Event-Based Gateway Starts a Process
    3.10 Artifacts 
        3.10.1 Group 
        3.10.2 Text Annotation 
    3.11 Types of Tasks 
        3.11.1 Receive Task 
        3.11.2 Send Task 
        3.11.3 Service Task 
        3.11.4 User Task 
        3.11.5 Manual Task 
        3.11.6 Business Rule Task 
        3.11.7 Script Task 
        3.11.8 Asynchronous Communication - tasks
        3.11.9 Asynchronous Communication - events
        3.11.10 Synchronous Communication 
    3.12 Parallel Event-Based Gateway
    3.13 Complex Gateway
    3.14 Data Modeling
        3.14.1 Data Objects
        3.14.2 Data Input, Data Output
        3.14.3 Data Store
    3.15 Link Events
        3.15.1 Link Events Example 
        3.15.2 Link Events as Off-Page Connector
    3.16 Signal Events
        3.16.1 Signal Event Example 1
        3.16.2 Signal Event Example 2
    3.17 Error Events
        3.17.1 Error Events Example 1
        3.17.2 Error Events Example 2
        3.17.3 Error Events Example 3
    3.18 Escalation Events
        3.18.1 Escalation Example
    3.19 Compensation
        3.19.1 Compensation handler
        3.19.2 Compensation Using Event Sub-Process
    3.20 Transaction
        3.20.1 Transaction in BPMN
        3.20.2 Collapsed Transaction Sub-Process
        3.20.3 Cancel Events
    3.21 Loops and multi-instance
        3.21.1 Standard Loop 
        3.21.2 Multi-Instance Activity
        3.21.3 Multi-Instance Activity Example
    3.22 Global Task and Global Process
        3.22.1 Call Activity
    3.23 Events Quiz 
    3.24 Artifacts Quiz 
    3.25 Process, Collaboration, Choreography and Conversation in BPMN 2.0
        3.25.1 Process - again
            3.25.1.1 Types of BPMN Processes 
        3.25.2 Collaboration
        3.25.3 Choreography
            3.25.3.1 Choreography Example 1
            3.25.3.2 Choreography Task
            3.25.3.3 Choreography Task with a Message
            3.25.3.4 Two-way Choreography Task
            3.25.3.5 Sequence Flow
            3.25.3.6 Gateways
            3.25.3.7 Exclusive Gateway Example
            3.25.3.8 Choreography Example 2 from spec
            3.25.3.9 Choreography Example 2 from spec
        3.25.4 Conversations
            3.25.4.1 Conversation Example

4 Workflow Patterns 
    4.1 Workflow (Control Flow) Patterns 
    4.2 Workflow (Control Flow) Patterns 
    4.3 New Control-Flow Patterns 
    4.4 Basic Patterns: Sequence 
    4.5 Basic Patterns: Parallel Split 
    4.6 Basic Patterns: Synchronization 
    4.7 Basic Patterns: Exclusive Choice 
    4.8 Basic Patterns: Simple Merge 
    4.9 Basic Patterns: Multi-Choice 
    4.10 Basic Patterns: Structured Synchronizing Merge 
    4.11 Basic Patterns: Multi-Merge 
    4.12 Basic Patterns: Structured Discriminator 
    4.13 Basic Patterns: WCP-10 Arbitrary Cycles 

5 Structural Patterns 
    5.1 Basic Patterns: Implicit Termination 
    5.2 Basic Patterns: Multiple Instances without Synchronization 
    5.3 Basic Patterns: Multiple Instances with a priori Design-Time Knowledge 
    5.4 Basic Patterns: Multiple Instances with a priori Run-Time Knowledge 
    5.5 Basic Patterns: Multiple instances without a priori run-time knowledge 
    5.6 Basic Patterns: Deferred Choice 
    5.7 Basic Patterns: Interleaved Parallel Routing 
    5.8 Basic Patterns: Milestone 
    5.9 Basic Patterns: Cancel Activity 
    5.10 Basic Patterns: Cancel Case 

6 Simulate and Execute BPMN Models
    6.1 Process Models Simulation
    6.2 Correspondences BPMN and UML
    6.3 BPMN tools

Notice : The above training-mentoring sessions are conducted interactively using Business Modeling tools in order to ensure good level of traceability between business specifications and their execution. Concepts are first explained using basic examples and are then followed by solution drafts to your own problems. After this session, we can accompany you by reviewing and validating your solutions depending on your needs.

BUSSCI01 The 30 Most Important Research Studies in Business to Boost Your B2B Bottom Line 7 hours

Turn your company into a well oiled sales machine. Your communication tools aren't the same ones used in the 1960s. Since then we have gone from hand written notes and typewriters to 7th generation smart phones. In the same time we have gone from typewriters to smart phones leading behavioural science researchers and Nobel Prize winning economists have discovered amazing things about what makes business people tick. In this training seminar, we bring you the 30 most important studies in business science to boost your bottom line. We look at the most important science in sales, persuasion, presentations, business communication, advertising, website design, and meetings.

Course Description: 
Train your team to make the MOST of your business!
- Did you know that in business negotiations where you hold your meetings can make upto a 50% difference in the share of the pie you negotiate?
- Did you know that serious studies show that there are at least TWO things you can do in the 15 minutes before a BIG meeting that can make the difference between success and failure?
- Did you know that by adding one counter-intuitive option to a list of two options for a customer can boost sales by up to 43%? Did you know the time of day you schedule your meetings can have a big impact on their likelihood of success or failure?
- Did you know that in one large experiment, one simple practice moved the percentage of deals closed from 12.5% to 67% -- and that these closed deals were also 18% more beneficial to both parties?
- Did you know that with presentations, within 7 seconds your audience has judged everything about your trustworthiness, believability, and more -- and there are a handful of things you can do to influence this?

We cover these phenomena and many others, which, if implemented and concentrated on can revolutionise your business and increase your conversions and profitability. Not just for businesses of every kind, but anyone who runs their own personal brand.

What People Have To Say About Other Talks Designed by Philippe:
"While we worked together at the world's biggest biotech company, and Philippe did training in our marketing and sales department, he came up with more good ideas in one week than our whole company came up with in a year. Every business, executive, manager, and entrepreneur should hear his pricing and business seminars once."
Michael Ketcham, Former Sales Manager - Monsanto
Saint Louis, Missouri, USA

"I have been successfully managing sales for decades and I can say this is a mind taking and action provoking session -- with sparks! I highly recommend it."
Anton Yatchenko
Sony (Co-Owner 12 Moscow Stores)  

"Worth every Euro. Fascinating."
Till Lesinski - Project Manager
BMW - Munich, Germany

"Extremely useful and enjoyable for everyone."
Natalia Semenkova - Manager of Marketing
Dixy
(a top 3 grocery retail chain in Russia)

"Philippe is an enthusiastic, clever guy with a lot of good ideas. He helped us redesign our menus and develop new and interesting products to increase our sales and profits."
Alexandra Kutepova - Art Director,
Gastronimica Restaurant Holding
(Sky Lounge and Florentini Restaurants, Moscow)

Miscellaneous:
This day long course includes several exercises which allow participants to get a better feel for the principles in use, with feedback from the course instructor. 

In this course we will discuss:

  • Science to boost your sales
  • Science to boost your pricing
  • Science to boost your persuasion
  • Science to boost your presentations
  • Science to boost your business communication
  • Science to boost your advertising
  • Science to boost your website
  • Science to boost your meetings
datama Data Mining and Analysis 28 hours

Objective:

Delegates be able to analyse big data sets, extract patterns, choose the right variable impacting the results so that a new model is forecasted with predictive results.

  1. Data preprocessing

    1. Data Cleaning
    2. Data integration and transformation
    3. Data reduction
    4. Discretization and concept hierarchy generation
  2. Statistical inference

    1. Probability distributions, Random variables, Central limit theorem
    2. Sampling
    3. Confidence intervals
    4. Statistical Inference
    5. Hypothesis testing
  3. Multivariate linear regression

    1. Specification
    2. Subset selection
    3. Estimation
    4. Validation
    5. Prediction
  4. Classification methods

    1. Logistic regression
    2. Linear discriminant analysis
    3. K-nearest neighbours
    4. Naive Bayes
    5. Comparison of Classification methods
  5. Neural Networks

    1. Fitting neural networks
    2. Training neural networks issues
  6. Decision trees

    1. Regression trees
    2. Classification trees
    3. Trees Versus Linear Models
  7. Bagging, Random Forests, Boosting

    1. Bagging
    2. Random Forests
    3. Boosting
  8. Support Vector Machines and Flexible disct

    1. Maximal Margin classifier
    2. Support vector classifiers
    3. Support vector machines
    4. 2 and more classes SVM’s
    5. Relationship to logistic regression
  9. Principal Components Analysis

  10. Clustering

    1. K-means clustering
    2. K-medoids clustering
    3. Hierarchical clustering
    4. Density based clustering
  11. Model Assesment and Selection

    1. Bias, Variance and Model complexity
    2. In-sample prediction error
    3. The Bayesian approach
    4. Cross-validation
    5. Bootstrap methods
b2bbrandman B2B Brand Management 7 hours

A lot of courses deal with Brand Management but only few of them focuses on Business to Business branding. This course focuses on B2B branding which is substantially different from B2C brand management.

B2B Branding Characteristics

  • Differences between B2C and B2B branding
  • B2B brand Relevance
  • Power of the Business Brand

B2B Branding Dimensions

  • Brand Distinction
  • Brand Communication
  • Brand Evaluation
  • Brand Specialities

B2B Branding Process

  • Brand Planning
  • Brand Analysis
  • Brand Strategy
  • Brand Building
  • Brand Audit

B2B Success Stories

  • Samsung
  • IBM
  • Siemens
  • Lenovo

Branding Pitfalls

  • Is a brand something you own?
  • Do brands take care of themselves?
  • Brand Awareness vs. Brand Relevance
  • Can Outsiders do your brand job?

Branding in Big Picture

  • Corporate Social Responsibility
  • Branding in East Asia
  • Design and Branding
  • Brand Leadership
3246 Efektywne wykorzystanie Social Media - Facebook, Twitter, Youtube, Google+, blogi 7 hours

Marketing w internecie

  • Co to jest SocialMedia ? fenomen społeczności internetowych
  • Przykłady aktualnych kampanii internetowych  
  • Główne zalety mediów społecznościowych w porównaniu z tradycyjnymi kanałami komunikacji
  • Social Media a reklama
  • Korzyści dla firm wynikające z kampanii SocialMedia
  • Dobór kanału komunikacji
  • E-Konsumenci - uczestnicy a nie użytkownicy - kim są , czego szukają i czego oczekują?
  • Podstawowa terminologia w e-marketingu
  • Targetowanie reklam w internecie
  • Wskaźniki skuteczności
  • Efektywność i optymalizacja działań
  • Sieci społecznościowe: zasięgi, zasady działania, funkcjonalności
  • Budowanie społeczności wokół marki - cele i metody
  • Engagement Marketing w sieciach społecznościowych
  • Word of Mouth Marketing - szanse i zagrożenia oraz kodeks dobrych praktyk
  • Viral Marketing - jak zaprojektować udaną kampanię wirusową
  • Kampanie reklamowe
  • Postępowanie w sytuacjach kryzysowych

Omówienie oraz specyfikacja podstawowych platform komunikacji i ich wykorzystanie w poszczególnych branżach

  • Facebook
  • Twitter
  • Google+
  • Mikroblogi
  • Fora dyskusyjne
  • YouTube
  • Nasza Klasa
  • Blog firmowy
  • Serwisy newsowe
  • Dziennikarstwo obywatelskie
  • Współpraca z blogerami

Tworzenie wizerunku

  • Tworzenie kampanii wizerunku w internecie
  • Podstawowe założenia tworzenia strategii komunikacji w mediach społecznościowych
  • Efektywna komunikacja w internecie
  • Język internetowy
  • Na czym się skupić a z czego zrezygnować
  • Technologie mobilne
  • Zasady dobrego e-mailingu
  • Newslettery

Analiza oraz monitoring czy nasze działania przynoszą zamierzone korzyści

  • Dostępne narzędzia analityczne i ich zastosowanie w praktyce:
  • Statystyki Facebooka i YouTube
  • Google Analytics
  • Dostępne narzędzia monitoringu Social Media
  • Praktyczny pomiar ROI, kosztu pozyskania użytkownika/klienta i jego aktywizacji
  • Ocena wpływu działań w Social Media na wizerunek marki jako całości

Case studies

Zakończenie szkolenia i podsumowanie

soastm Service-Oriented Architecture: Strategy, Technology and Methodology 35 hours

This course is intended for Post Graduate (or equivalent) level students and will be a combination of lectures and lab sessions (theory and practice).

At the end of the course the student should be able to:

Knowledge and Understanding.

  • Understand the principles and business advantage of systems developed around services.
  • Become fully aware of the major protocols and technologies involved in the web services standard, and understand how these technologies fit together. Your knowledge will extend to leading-edge and emerging aspects of web services as well as the more established elements of the standard.
  • Understand in depth the technology used to enable systems based on a widely used programming language to both use and provide Web Services.

Intellectual Skills:

  • Identify where the service oriented approach and in particular web services are appropriate for particular business scenarios.
  • Consider the most effective design for a web services solution
  • Acquire, in the future, knowledge and understanding of emerging aspects of the rapidly evolving web services standard

Practical Skills:

  • Operate with current technologies associated with Web Services that are platform neutral – XML, SOAP, WSDL
  • Write and expose web services in a widely used programming language and write client code in that language to invoke web services.
  • The overall approach to design of systems based on services
  • XML
  • The RESTful approach to web services and the SOAP standard
  • The Web Services Definition Language (WSDL) and other standards for the specification of services.
  • Advanced web service standards to ensure such features as security and reliability
  • BPEL, the Business Process Execution Language
  • Web services in the cloud and the use of web services by mobile devices.
traintrainer Train-the-Trainer 21 hours

Dla kogo?

Pracownicy, którzy będą prowadzić szkolenia lub przekazywać swoją wiedzę w inny sposób.

Format szkolenia

Połączenie:

  • Facylitowane dyskusje
  • Teoria
  • Ćwiczenia praktyczne
  • Prezentacje uczestników

Na szkoleniu uczestnicy nauczą się:

  • Projektować efektywne szkolenia
  • Przygotowywać się do prowadzenia szkoleń
  • Prowadzić szkolenia z pewnością siebie
  • Używać różnych metod wizualizacji informacji
  • Radzić sobie z różnego rodzaju uczestnikami

Umiejętności szkoleniowe

  • Głównym punktem szkolenia jest stworzenie i zaprezentowanie fragmentu szkolenia, które uczestnicy potencjalnie wykorzystają w przyszłości.

Uwaga: długość prezentacji każdego z uczestników będzie zależała od długości całego szkolenia, jego dynamiki oraz liczby uczestników. Zalecana liczba uczestników to 8.

  • Uczestnicy otrzymają feedback swoich prezentacji.

Przygotowanie sesji szkoleniowej

  • Jakie pytania trener powinien zadać przed szkoleniem?
    • Dlaczego ja?
    • Logistyka - co, gdzie, kiedy, jak i jak długo?
    • Zrozumienie jak odpowiedzi na powyższe pytania wpływają na szkolenie
  • Strukturyzacja zawartości:
    • Znaj swój temat
    • Ustalanie kolejności przekazywanych informacji
    • Tworzenie i użycie dodatkowych materiałów wizualnych

Przygotowanie trenera

  • Trzy podstawowe narzedzia komunikacyjne trenera:
    • Werbalne - użycie konkretnych słów, unikanie slangu i żargonu
    • Wokalne - jak pracować z głosem, jak unikać niepotrzebnych tików nerwowych
    • Wizualne - to jak trener wygląda: strój, gestykulacja, reprezentatywność
  • Ćwiczenie szkolenia przed i otrzymywanie informacji zwrotnej.
  • Radzenie sobie z nerwami

Przygotowanie sali szkoleniowej

  • Ustawienia sali i na co one wpływają
  • Użycie sali do wzmocnienia przekazu
  • ...i sprzątanie po szkoleniu

Ewaluacja

  • Jak ważna jest ewaluacja
  • Jak uzyskiwać i wykorzystywać informację zwrotną od uczestników

Umiejętności trenerskie w praktyce

  • Prezentacja fragmentu szkolenia (po odpowiednim przygotowaniu)
  • Informacja zwrotna
umlad UML Analysis and Design 21 hours

This course has been created for software architects, programmers, software developers, project managers, analysts and anyone interested in understanding analysis and designing in UML.

The course shows how to analyse clients' needs, formalize them in UML diagrams, create a model and ultimately design the implementation of the software.

This is a general course covering all aspects of UML. Please browse our catalogue to see more specific courses.

This course uses the newest version of the standard (http://www.omg.org/spec/UML) and is taught by an OMG Certified UML Professional (OCUP) trainer.

There are no specific tools for this course, each of the delegates can use their favourite tool. By default, Sparx Enterprise Architect is used.

Introduction to Modelling

  • Models and Modelling
  • Idea of meta-modelling
  • UML documentation
  • Inheritance
  • Analysis and Design
  • Actors and Use Cases

Class and Object Diagrams

  • Classes, objects, types of relations

Object and Class Relationships

  • Association, Aggregation, Composition
  • Inheritance
  • Dependency

Interaction

  • Communication diagram
  • Interaction overview diagram
  • Sequence diagram
  • Timing diagrams

Activity Diagrams

State Diagrams

Packages

Component and Deployment

Workshop

From Analysis to Implementation

Introduction to design patterns

bmam Business Modeling for an Agile Enterprise 14 hours

Objective:

Helping Business Analysts to understand how to efficiently model and validate their business processes and resources in order to increase business agility of their organization on the basis of their target architecture and changing market needs.

This 2 day training course aims at helping delegates to learn how to model their business processes and resources in order to adapt them to changes of their goals, strategies and impacted capabilities as part of the target architecture. On the basis of the key elements of business performance (strategies, tactics, KPI, business capabilities, etc...), delegates learn there how to elaborate a vision centric business process and resource cartography. Then, only using the appropriate BPMN and UML notation adapted to their language, they understand how to adapt them to changing strategies, tactics and policies.

Introduction

  • Definition of an Agile Enterprise and its Enterprise Architecture
  • Comparison of the enterprise architecture’s purposes of Zachman, US FEAF /CISR and TOGAF®

Elements of the Business Architecture for an Agile Enterprise

  • Business Architecture : the missing link between business strategy and enterprise architecture
  • Connections between the Business Architecture, BPM and SOA
  • Business Motivation Model (BMM) vs Enterprise Business Motivation Model (EBMM) and other Business Models,
  • The core structures and relationships in the Business Motivation Model (SWOT analysis, business vision, goals, objectives, missions, strategies, tactics,... ) toward business processes
  • Guiding the Operating Enterprise using Balanced Score Cards,
  • The Business Architecture Views of the OMG : From the Strategy View to the Organizational View throughout Business Capabilities and Processes
  • Process Modeling : Essential elements, best practices
  • Process Modeling with BPMN adapted to the language of business owners and analysts : Basics, Process, Sub-process, Activity, Task, Pool, Lane, Detailed Events and Gateway typology, Synchronization, Connectors, Message Flows, Compensations, Good practices
  • Overview on the Process Modeling, Execution and Monitoring tools
  • Using BPMN and UML to model Business Processes and Business Objects (Resources)
  • Case Study : Refinement of Goals from the Business Vision toward Business Processes and Resources

Gaining Agility with Business Process using BPMN and UML 2

  • How to model business processes to render the underlying IT system more reactive to changes according to TOGAF® Architecture Layers ?
  • BPMN, UML and SoaML to support changes on the business process and business object models
  • Updating Target Architecture business models by changing strategies capitalizing on Business Capabilities
  • Case Study : Elaborating an agile process and resource model easy to maintain in face of changes

Adapting "business models" to changes of the business requirements

  • Modeling changes on goals, strategies, tactics and business rules
  • How to adapt processes and resources in coherence to such evolutions ?
  • Case Study : Adapting business processes and resources to changing business requirements and rules

Conclusion

  • Steps of an efficient Agile Process and Resource Modeling
  • Frameworks for tracing business requirements from the Business Motivation Model elements toward IT structures in order to better govern them in face of change.

Notice: In case of "on-site" delivery of such a workshop session, we may also adapt its content and case studies to your needs and business case in order to provide you with a good starting point and roadmap. After this workshop, we can also accompany you through review sessions for validating your architecture solutions conformance to your business needs.

Provided by GooBiz

808 Introduction to Lean Six Sigma Training 21 hours

The course is for executives, managers, project managers and team members who want to know more about Six Sigma concepts and processes, and how to implement the approach in their organization.

Key Six Sigma Concepts and Lean Principles

  • Quality/Variability
  • Customer focus
  • Speed
  • Cost reduction

Six Sigma versus TQM

The Define, Measure, Analyze, Improve and Control (DMAIC) model

  • Key activities
  • Role of Six Sigma Teams

DMADV and DFSS Six Sigma improvement models

  • Lean Six Sigma Implementation Roadmap and where to start
  • Assessing current performance
  • Selecting projects
ISAM1 ISTQB CTFL 21 hours ISTQB CFTL 70% theory + 30% practice

SW testing fundamentals
 Testing throughout the life cycle
 Static techniques
 Test design techniques
 Test management
 Tool support for testing

PRICES103 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1.5 Day Course with 3.5 Day Sales and Marketing Evaluation 35 hours

This is a five day version of the award winning course that helps you stop leaving money on the table, convert more sales, get bigger judgements, and gets your customer to perceive more value in your product offering while making them feel more comfortable spending money. It's like a 7th generation smart phone for your pricing designed by someone who was responsible for training in the marketing and sales department of the world's biggest biotech company which had both B2C and B2B operations.

Awards:
A shortened version of this training program, developed by Philippe -- who was responsible for training in the marketing and sales department of the world's biggest biotech company -- won its presenter, "Top Trainer" at the 2016 B2B Master conference in Kiev.

Course Description:
When asked to choose a pricing order which would maximize revenue in a sales situation, 95% of managers, directors, even CEOs of huge internet companies choose the option which would cost them almost 45% of sales. Learn how to create pricing environments and product matrixes which have been shown again and again to make customers and clients feel more comfortable spending money, using ideas developed and researched by some of the world's biggest companies and Nobel prize winners. Achieve 15%, 23%, 43%, and greater increases in sales and revenue with simple, low cost strategies which are applicable in virtually every aspect of B2B sales. Every entrepreneur, director, graphic designer, sales manager, consultant, advertising specialist, and human being responsible for their own brand should see this seminar at least once in their lives. Indeed, it is essential knowledge for those in the R&D department and tasked with developing new products because an understanding of how customers see a product matrix and spend money within it are key and can lead to significantly different levels of revenue and profit for the company.

A lot has changed in the world in the last 60 years. You’re not communicating with technology from the 1960s, like snail mail – or clunky typewriters. In the time it has taken for us to develop our communication tools of today, Nobel Prize winning economists and other researchers have forged ahead in the understanding of human behaviour.

You will be exposed to case studies and study after study in field after field of pricing, value estimation and purchase decision making to discover common threads in human behaviour and how to create both more perceived value in your product line offering as well as increase sales for year-end reports. You will learn to guide decisions of your customers with phenomenon so powerful they work in every field from pricing to human mate selection to world renowned “magic” acts (who are quick to admit there is no magic, but only psychology). You will never look at your prices the same way again.

What You Will Learn To Boost Your Business:
By taking this course, you will:
- Better understand the pricing strategies of the world's biggest companies
- Get a leap ahead of the competition in the sales arms race
- Learn how to create a pricing environment which makes your customers feel more comfortable spending money
- Learn and, importantly, UNDERSTAND, the proper order of pricing presentation in many negotiation and sales situations and why the wrong order can cost you 45% of your sales
- Learn how to create a product and pricing matrix which can increase product sales by up to 34%
- Learn how to ask a question which will double or triple the price paid for a bottle of wine at auction
- Learn how to add one inexpensive counter-intuitive option to product options which can increase sales by up to 40%
- Learn how one company raised prices by 10% and increased revenue by 95% and why this worked
- Learn how to implement several interesting pricing strategies of successful businesses as revealed by some of the world's greatest business strategy researchers
- Learn how to implement pricing strategies to reposition your brand on a market wide basis
- Learn how to better design your store layout and/or brochures for more sales
- Learn how to create a pricing environment which will guide your customers to options which are more profitable for you
- Improve your skills in advertisement layout and merchandise display based on key psychological principles
- Learn how to create product packages which will increase sales without increasing prices
- Learn how to use some items to create a demand for other items
- Learn how to increase the perception of value and quality using price
- TAKE MOST OF THE GUESSWORK OUT OF YOUR PRICING

What People Have To Say:
"While we worked together at the world's biggest biotech company, and Philippe did training in our marketing and sales department, he came up with more good ideas in one week than our whole company came up with in a year. Every business, executive, manager, and entrepreneur should hear his pricing and business seminars once."
Michael Ketcham, Former Sales Manager - Monsanto
Saint Louis, Missouri, USA

"I have been successfully managing sales for decades and I can say this is a mind taking and action provoking session -- with sparks! I highly recommend it."
Anton Yatchenko
Sony (Co-Owner 12 Moscow Stores)  

"Worth every Euro. Fascinating."
Till Lesinski - Project Manager
BMW - Munich, Germany

"Extremely useful and enjoyable for everyone."
Natalia Semenkova - Manager of Marketing
Dixy
(a top 3 grocery retail chain in Russia)

"Philippe is an enthusiastic, clever guy with a lot of good ideas. He helped us redesign our menus and develop new and interesting products to increase our sales and profits."
Alexandra Kutepova - Art Director,
Gastronimica Restaurant Holding
(Sky Lounge and Florentini Restaurants, Moscow)

Miscellaneous:
This five day course allows for a day and a half to cover the principles of pricing with several "brains-on" exercises for your group. It then allows for three and a half days to look at your current pricing strategies and a redesign using pricing strategies to boost your sales.

  • People Do Not Make Decisions In Vacuums
  • The psychology of numbers
  • How people evaluate prices in a series 
  • Using options to sell by comparison
  • How to create options for maximum sales, part 1
  • How to create options for maximum sales, part 2 
  • How to create options for maximum sales, part 3 
  • The effects of price endings in non-luxury markets 
  • Pricing for luxury goods 
  • How to increase perceived value in a bundle of goods 
  • Sale pricing
  • Negotiation and bid principles
  • Increasing perception of quality and value using price
  • Other pricing strategies
sdtpml Strategic Development: Thinking, Planning, Management and Leadership 35 hours

Overview

This 5-day course will help delegates develop their strategic thinking, planning and management skills including the tactical and operational requirements for successful implementation in a banking environment. The course will deal with the tough issues of conflict management, managing change, what makes a good leader and how to motivate a team. Using interactive case studies as well as sector examples, delegates will be encouraged to share experiences and challenges to help build practical and work focused solutions which they can take back and actually use.  

The core objective of the programme is to equip the executives with the skills to scan the business environment to uncover profitable business opportunities as well as develop strategies for gaining competitive advantage in an increasingly competitive business environment. Amongst others, the programme will also provide insight on leadership best practices and behaviors that will strengthen the capacity of the executives to handle the complexities and uncertainties of managing a high performance financial institution.

Learning Objectives

After attending this course, delegates will be able to:

  • Describe the main problems that are faced by a large bank;
  • Explain the various approaches to organisational development planning;
  • Analyse the current business environment and influences affecting the organisation;
  • Analyse resources within and external to the organisation;
  • Explain the various approaches to managing strategy and it place in the business plan;
  • Evaluate the alternative development strategies so as to recommend the one(s) most suited to the needs of the firm.
  • Apply a deeper understanding of strategic development plans;
  • Discuss objectively the risks, benefits and costs that accompany the implementation of the new strategy including managing conflict in a team;
  • Define approaches to managing the identified risks;
  • Analyse the potential impacts on his or her firm (both positive and negative) that will result from implementing the new strategy;
  • Design policies, systems and processes to successfully implement the emergent strategic plans;
  • Cover the key steps in change management

Who Should Attend

  • Product/Service Managers
  • Newly appointed as well as established Managers and Team Leaders
  • Heads of Operations
  • Senior Bank Managers
  • Human Resource Managers
  • Operations Managers
  • Marketing Managers

Methodology
The course consists of facilitated workshops, supplemented by case studies drawn from a combination of published real life examples and/or practical experience.  There will also be opportunities for attendees to work in small groups to synthesise ideas and strategies and to apply the material in the context of their own organisations/departments.  Open forum discussions will also be a key element.

Session 1: Strategic Thinking

  • The meaning of ‘Strategic’
  • Three Core areas of Corporate Strategy
  • Process, Content Context
  • Process linking the three core areas

Session 2: The Challenges of Leadership

  • Management & leadership
  • Leadership theories
  • Expectations of leaders and their staff
  • Identifying leadership traits
  • What makes a good leader
  • Inspiration, impact and charisma in leadership versus the “loner”
  • Transformational leadership

Case Study/Exercise

Session 3:  Establishing a Vision

  • ‘Mission’ Vs ‘Vision’
  • Why strategic plans fail and how to avoid failure
  • Agreeing a Robust Vision
  • The Need for Clarity and Measurability
  • Getting Buy-in to the Vision

Case Study/Exercise

Session 4:  Becoming Strategic

  • ‘Strategic planning & thinking
  • Developing techniques to think strategically
  • Communication
  • Identifying critical skills needed to succeed

Case study/Exercise

Major Case Study Workshop :  Delegates will be asked in small groups to agree a plan to launch a new bank or bank strategy after carrying out analysis of Current Business Environment and Influences. The plan should assess resources Current Business Environment and Influences against the vision.

Session 5:  Analysing the Current Business Environment and Influences

  • External Environments
  • The General Environment
  • What are the Key Influences Impacting
  • Business Product/Service Cycles
  • Customer Analysis 

Case Study/Exercise

Session 6:  Analysis of Resources

Analysing the Orga​nisation

  • The holistic approach
  • Silo Issues
  • Cross Organisational Assessment
  • Assessment:
    • Financial, Human Resources, Operations, Systems, Style

Case Study/Exercise

Session 7:  Motivation & Change Management

  • Motivational theory
  • Practical motivation
  • Money as a motivator
  • Change agents
  • Resistance to change
  • The DREC curve
  • Approaches to change management

Case Study/Exercise

Session 8: Establishing the Strategy

  • Turning ‘Vision into Reality’
  • Creation of Strategic Movement
  • Developing Strategic Options 
  • Strategy Implications
    1. Identifying the Stakeholders
    2. Cross Organisational Buy-in
    3. Potential conflict areas
    4. Countering Objections

Case Study/Exercise

Session 9: Projects and Measures of Success

  • New Projects Vs Business as Usual
  • The need for KPM’s
  • Measurement approaches
  • Using the Scorecard Approach
  • Key business drivers and traceability
  • Hard & Soft Measures
  • Establishing a metrics framework
  • Project Tracking
  • Risk reporting

Case Study/Exercise

Session 10: The Implementation Process

  • Resource allocation, strategic planning and control
  • Planning tools
  • Objectives
  • Tasks
  • Communications
  • Resource Allocation
  • Resource characteristics
  • Building the team
  • Projects Vs ‘Business as Usual’

Case Study/Exercise

Session 11: Managing the Strategic Change including Conflict Management

  • The need for conflict – is it healthy
  • Conflict as a problem
  • The causes of conflict
  • Managing, mitigating and/or avoiding conflict
  • The impact of the change and managing the effects
  • Selling the benefits of change to the organisation
  • Minimising the downside
  • Keeping the plan on track

Case Study/Exercise

Session 12: Assessing Your Team

  • Preparatory work
  • Personnel files
  • Work Records
  • Other colleagues
  • Meetings
  • Discussion groups & Forums

Case Study/Exercise: Two delegates will role play manager/team member at an initial encounter. Group will de-brief in friendly manner and discuss.

Session 13:  Dealing With people

  • Management styles
  • Behavioural styles
  • Bank cultural style
  • Bank and management policy style
  • Your personal style
  • Meetings
  • One to one encounters
  • Overcoming resistance
  • Dealing with your own bosses
  • Selling issues and challenges to your team

Case Study/Exercise: Your boss wants you to re-allocate some responsibilities. ~the staff concerned will not like it – they are nervous of change. How will you handle this?

Session 14:  Communication Skills

  • Different styles
  • Corporate/Management style
  • Oral, written, electronic
  • Encouraging two way communication
  • Encouraging esprit de corps
  • Using “Top down” directives
  • Dealing with resistance

Case Study/Exercise:  Your predecessor held weekly team meetings but chose not to chair them, selecting a senior employee instead. Do you agree with this? Would you change it? If so, how?

Session 15:  Management styles

  • Textbook definitions
  • Your preferred style
  • Your institutions style, your boss’s Style
  • What works best for your department
  • What works best for the team

Case Study/Exercise:  Do you think the collegiate style of management favoured by most management gurus is the best?

Session 16:  The Role of a Manager

  • The move from Team member to Supervisor
  • The role in ensuring my Team achieves Team goals
  • Ensuring the Team continuously improves
  • Managing the whole role – time management & effective goal setting
  • Leadership ‘Presence’ – looking like the Leader
  • The Influence of Supervisor Behaviour – on the Team, on each Team Member
  • The focus of the effective Supervisor

Case Study:  You have been promoted ahead of a colleague and friend who is obviously disappointed. How should you handle this?

Session 17:  Managing Problems

  • Dealing informally, semi formally and formally
  • Methods of problem solving
  • Enlisting help and guidance
  • Resolution
  • Referral

Case Study/Exercise: Your staff are not performing because there is too much work. Your boss disagrees and tells you to manage. How do you handle this seemingly impossible brief?

Session 18:  Motivation

  • Basic motivating factors
  • Creating the right environment
  • Carrot/stick approach
  • Nurturing
  • Patronage

Case Study/Exercise:  How would you persuade your team to work on a weekend without extra reward?

 Session 19:  Delegation

  • The art of delegation
  • When to delegate
  • Supervising
  • Avoiding overkill
  • Monitoring
  • What is trade finance

Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without treading on toes? At what point would you take over and how would you handle this?

Session 20:  Conflict & Resolution

  • Main causes
  • Resolution methods
  • Involving management
  • Dealing with challenges to your authority
  • Formal procedures

Case Study: You ask a junior to carry out a task. They say they are too busy, but you insist. They say no again, publicly. How should you handle this direct challenge to your authority?

Session 21:  Staff appraisals

  • Importance
  • Objective
  • Remuneration considerations
  • Appraisal
  • Encouragement and guidance
  • Dealing with weaknesses

Case Study:  You have been asked to select one person for promotion from two candidates and to tell both the outcome. How do you handle the unsuccessful individual?.

bpmana BPM for Managers and Analysts Overview 14 hours

Audience:

Managers who want to make decisions related to BPM, Business Consultants, Business Analysts, Business Process Engineers, System Analysts, Anyone who is involved in analysing and planning Business Processes.

Course Goals:

  • How to increase productivity and effectiveness
  • How to increase business process compliance and governance
  • How to make a business process more agile and enable it for a change
  • How to increase ability to scale best practices across a changing organization
  • How to improve communication, cooperation, coordination between teams
  • How to improve visibility of process pipeline
  • How to make operational forecasts more accurate
  • How to increase process throughput
  • How to minimize cost of inputs by leading the process actors through the process, and reduce high quality, expensive staff
  • How to make new hire ramp-up faster, by making new hires following the business process documentation

Understanding Business Processes

  • What is a business process
  • Types of business processes
  • Unified Modelling Language (UML)
  • Business Process Modelling (BPMN)
  • Use Cases
  • An Incremental Process for Modelling

Process Improvement Lifecycle

  • Putting the team together
  • Integration with the development lifecycle
  • The process improvement lifecycle and Radical vs. incremental improvement

Defining Business Processes

  • Business Use Case Diagrams
  • Business Use Cases and Business Actors
  • Modelling Hi-level and Group Processes
  • Business Process Modelling Workshop (case study)

Mapping into System Requirements

  • System Use Cases
  • Mapping Actors and Use Cases
  • Mapping Activities
  • Mapping Business Scenarios
  • Mapping Business Workers
  • Mapping the Business Entity Model
  • Mapping Workshop

Preliminary Process Assessment

  • External factors
  • Identifying core and supporting processes
  • Setting up improvement targets
  • Identifying customers and stakeholders

Business Process Models

  • Pros and cons of different modelling techniques
  • Process model components
  • Intro to use case scenarios
  • Business objects
  • Mapping the workflow

Modelling Current Processes

  • Interviews and focus groups
  • Modelling conditions, triggers, events and business rules
  • Levels of abstractions
  • Modelling tips and techniques
  • Knowing when to stop

Quantifying Processes

  • Deciding what and how much to measure
  • Measuring customer satisfaction
  • Measuring performance
  • Measuring efficiency
  • Analysing Current Processes

Analysing activities

  • Identifying value-added activities
  • Analysing workflow patterns and constraints
  • Dynamic analysis - simulation
  • Identifying areas of improvement
  • Modelling New Process

Generating new ideas

  • Documenting alternatives
  • Integrating performance measurement mechanisms
  • Capturing and representing process knowledge
  • Managing the modelling process

Putting the New Business Process Models to Work

  • Mapping to systems requirements
  • Policies and procedures manuals
  • Models as tools for change management
  • Process management

Selecting Methods/Tools

  • Method evaluation and selection and customization
  • Modelling and simulation tools
  • Workflow management tools
  • Intranets and Extranets
  • Process and knowledge management tools
netmrk Using The Internet As A Marketing Channel For Businesses 14 hours

Why Focus On Using The Internet As A Marketing Channel [for Promotion & Consumption of your products and/or services]?

Your company may have a superior product in terms of Brand Recognition, Pricing & Usability however - without giving adequate attention to the path that the product takes before it end up in the hands of the end user; your organization can quickly find itself losing significant market share.

The internet is becoming increasingly involved in the purchasing decisions of the end user. The internet can be both a strategic Promotion as well as Consumption channel. The challenge however is for organizations to incorporate the internet into the corporate plans from a strategic perspective.

Benefits of attending this comprehensive course will include :

  • Learning practical tips how to stabilize existing client bases, acquire new customers and ultimately drive revenues
  • Getting simply stated, armed with the practical, down to earth, tried and tested information
  • Enabling the organizations to modify and extend their strategies & Tactics as appropriate in order to separate themselves from the competition

Why should you attend?

The overall effective use of the internet as a channel to market works in conjunction with the existing components of the Business strategy, such as Branding, Pricing, the USP & specific target Market segments in order to ultimately sell more to existing customers as well as acquiring new ones. As the focus of this program extends far beyond the standard practice of a company having a website and employing an agency to run Pay Per click campaigns all those involved with the Sales, Marketing and Support functions of the organisation will gain from exposing themselves to the content of the seminar.

Theory into Practice

The program examines and challenges key existing offline Marketing strategies & tactics and makes use of discussion and analysis as a foundation of how to incorporate them with full use of the internet and the New Technologies as a marketing channel.

Attendees will be given practical examples, tools and techniques which will help them to strengthen and bolster existing plans by incorporating the internet into Business and Marketing strategies, making use of the new technologies.

Some of the sections & subject matter of the seminar are as follows:

  • Engaging customers via the corporate website
  • Social Media Marketing
  • Mobile Marketing
  • Video Marketing
  • Audio Marketing
  • Pay per click traffic vs/in conjunction with organic traffic generation
  • Outsourcing traffic generation vs PPc fees
  • Developing traffic generation via natural organic search listings
  • Bringing clients into the lead generation funnel via the internet
  • Building a database of potential clients
  • Auto responder systems
  • Generating market research subjects
  • Educating users in exchange for customer information
  • Online membership sites
  • Provision of online manuals and training
  • List segmentation
  • Identifying potential buyers
  • Dominating the search engines
  • Getting into the mind of the internet user
  • Keyword research
  • SERPS [search engine ranking positionings] for all major product categories
  • Natural organic traffic
  • Link Popularity / Link Reputation
  • Move clients from online to offline
  • Use of lead generation details
  • Engaging clients in various online stages
  • Selling at the top of the funnel
  • Cycles of online and offline communication
  • Affiliate and joint venture marketing
  • Engaging with partner organizations
  • Managing the relationship
  • Making use of customer list
  • Affiliate marketing
  • Joint venture marketing
  • Social media as part of the overall business strategy
  • Generating traffic via social media presence
  • Which social media sites to focus on
  • Content Delivery
  • Using lead generation to guide clients through the marketing funnel
  • Engaging with different types of content
strapra Planowanie strategiczne w praktyce 14 hours

Ten kurs został stworzony dla inwestorów, właścicieli firm, dyrektorów, menedżerów i analityków, którzy chcą rozwijać umiejętności strategicznego planowania. Kurs koncentruje się na planowaniu strategicznym firm w których elastyczność i nieustanny rozwój jest najważniejszy. Największy nacisk kładziemy na strategie inwestycyjną firmy, wykorzystujemy do tego celu aktualne przykłady. Każdy uczestnik szkolenia będzie miał okazję, aby stworzyć własny plan strategiczny i dowiedzieć się jak wykorzystać go w praktyce.

 

Strategic Planning Overview

  • Strategic planning - why, when and what for?
  • When is strategic planning not desirable?

Strategic Analysis

Strategic Planning Levels

  • Corporate Strategy
  • SBU/Business and Division Strategy
  • Operational Strategy

Creating the Strategic Plan

  • Vision
  • Mission
  • Values and behaviours
  • Goals, tasks and responsibilities

Methodologies

  • Creating tasks using the SMART framework

Business Motivation Model

  • Quick overview of the standard
  • Software supporting Strategic Planning process

Strategy Implementation

  • Information systems
  • Assigning tasks
  • Employee motivation

Strategic planning as an On-going Process

  • Who should be responsible for strategic improvements?

Strategic planning as an On-going Process

  • Who should be responsible for strategic improvements?
  • Using Business Motivation Model software to keep your strategy up to date
  • How to relate your processes to your business plan
  • Importance of Business Process Management (BPM)
  • Balanced Scorecard and performance measurement
corpgov Corporate Governance 7 hours

Audience

All staff needing a working knowledge of Corporate Governance for their organisation

Format of the course

A highly-interactive combination of:

  • Facilitated Discussions
  • Slide Presentations
  • Examples
  • Exercises
  • Case Studies

The Background to Corporate Governance

  • Definition of Corporate Governance
  • The History of Corporate Governance

Importance of Corporate Governance

  • Corporate Governance around the world
  • Who needs to be involved in a Company’s Corporate Governance?

The Duties and Responsibilities of the Company’s officers (including Directors)

  • Corporate Governance principles related to:
    • Organisational Structure (hierarchy)
    • Shareholders and Stakeholders
    • Board responsibilities
    • Integrity
    • Disclosure / Transparency
  • Management Committees and their responsibilities including:
    • Compliance and Audit Committee
    • Remuneration Committee
    • Nomination Committee
    • Credit (Finance) Committee
    • Others as required

Controls and Policies

  • Internal and External controls and regulation
    • Self-regulation by Board / Management (monitored through Management Committees)
    • Enforcement
    • Rules (mandatory) v Principles (optional)
    • Government Regulations
  • Codes and guidelines
  • Policies to be established including:
    • Financial Crime – AML, KYC etc.
    • Whistle-blowing
    • Complaints Handling
    • Risk – financial / operational
    • Corporate Responsibility
    • Staff (including Health and Safety)
pawjavaee Programowanie Aplikacji Webowych z Java EE 6 / 7 28 hours

Kurs przeznaczony jest dla osób, które chcą nauczyć się projektować i programować Aplikacje Webowe (WebServices) w środowisku Java EE 6 bądź 7. Podczas szkolenia uczestnicy poznają szereg możliwości oferowanych przez WebServices, standardy tworzenia tych aplikacji, protokół SOAP i przetwarzanie komunikatów, usługi typu REST oraz wiele innych pozwalających na sprawną pracę z tą technologią.

Do każdego z punktów szkolenia zostały zaplanowane odpowiednie ćwiczenia, tak aby uczestnicy nabyli praktyczne umiejętności oraz potrafili rozwiązać napotkane case'y w swojej codziennej pracy.

Przegląd JEE

JEE

  • Środowisko JEE
  • Architektura Servletów
  • Servlety i żądania http, model HTTP
  • Architektura MVC
  • Cykl życia serwletu HTTP
  • Pisanie i uruchamianie Servletów HTTP
  • Przekazywanie i Łącznie
  • Parametry żądania
  • Inicjowanie i kontekst serwletu - Parametry
  • Stan Aplikacji Web i zarządzanie sesją
  • Adnotacje w JEE 6
  • Przetwarzanie asynchroniczne (obsługa Ajax)

JSP

  • Jak pracować z JSP
  • Tworzenie Java Server Page
  • Architektura aplikacji internetowych
  • Elementy JSP i XML
  • Wywołania
  • Obiekty niejawne
  • Obsługa błędów
  • Własne Tagi i biblioteki Tagów
  • Język wyrażeń JSP
  • Wyrażenia EL
  • Zmienne i funkcje

JSF

  • Cykl życia JSF
  • Standardowe Tagi JSF
  • Wyrażenia JSF
  • Tworzenie i korzystanie z Beans
  • Nawigacja stron JSF
  • Konwersja i walidacja danych wejściowych
  • Obsługa zdarzeń
  • Użycie Ajaxa z JSF
  • Facelety
  • Korzystanie z szablonów
  • Dostęp do Beans z wykorzystaniem CDI
  • Osadzenie kontekstu zależności w JEE
  • Zarządzanie ziarna za pomocą CDI

Przegląd JPA

  • Analiza JPA
  • Klasy encyjne
  • Użycie adnotacji JPA
  • Entity Manager
  • Java DB
  • Transakcje

Wprowadzenie do usług sieciowych

Protokół SOAP

  • struktura komunikatu, rola przestrzeni nazw,
  • sposób przesyłania danych, metadanych, informacji o błędzie i danych binarnych,
  • wykorzystanie narzędzia SOAP UI do testowania komunikacji SOAP.

Przetwarzanie komunikatów SOAP – SAAJ

  • struktura komunikatu w SAAJ, wykorzystanie interfejsu DOM,
  • tworzenie, wysyłanie i odbieranie komunikatów,
  • załączniki binarne,
  • stworzenie klienta w technologii SAAJ oraz serwera w technologii SAAJ+servlet.

Język opisu usług sieciowych WSDL

  • podstawy XML Schema i jego rola w WSDL,
  • struktura komunikatów w stylach RPC, Document oraz „Document-Wrapped”,
  • wiązanie z protokołem SOAP,
  • stworzenie opisu własnej usługi sieciowej.

JAXB – mapowanie między XML a obiektami Javy

  • scenariusz Java → XML Schema; dostosowywanie mapowania za pomocą adnotacji,
  • scenariusz XML Schema → Java; dostosowywanie mapowania za pomocą adnotacji w schemacie lub osobnym pliku XML,
  • wykorzystanie klas narzędziowych JAXB.

Usługi sieciowe w Javie – JAX-WS

  • wysokopoziomowe tworzenie usług sieciowych zgodnie ze scenariuszem Java → WSDL (bottom-up) oraz WSDL → Java (top-down),
  • adnotacje JAX-WS i dostosowywanie usług,
  • niskopoziomowe aspekty JAX-WS: implementacja usługi jako provider-a, handler-y, wywołania asynchroniczne,
  • stworzenie własnej usługi sieciowej oraz jej klienta.

UDDI i JAXR – krótkie omówienie.

Podsumowanie i przegląd dodatkowych standardów usług sieciowych

WebServices

  • WS-Interoperability Basic Profile,
  • WS-Addressing,
  • WS-Security.

Usługi sieciowe w stylu REST

  • idea i praktyka,
  • porównanie z usługami opartymi o SOAP.

Usługi REST w Javie – JAX-RS

  • adnotacje i ich rola,
  • obsługa różnych formatów kodowania danych (tekst, XML, JSON, dane binarne),
  • stworzenie własnej usługi w stylu REST i jej klienta (w implementacji RESTEasy).
presconf Presenting with Confidence 21 hours

Audience

Staff who need to be fully prepared to deliver presentations:

  • To their teams
  • To clients
  • To other audiences internal to the company
  • To other audiences external to the company

Format of the course

A combination of:

  • Facilitated Discussions
  • Delegate Presentations – with full feedback

By the end of the course, delegates will be able to:

  • Prepare and structure an effective presentation
  • Prepare themselves properly for that presentation
  • Deliver that presentation with confidence
  • Use the various visual aids that a presenter might choose to employ in creating a stimulating presentation
  • Deal with the different types of people who they will encounter in their presentations

Presentation Skills

  • Delivery of a pre-prepared presentation on the delegate’s chosen subject but related to their work.

N.B. The duration of each delegate presentation will depend on the length of the course and on the number of participants. Eight is the ideal number of participants

  • Full one-to-one and group feedback

Preparing a Presentation

  • Questions tor the presenter to ask in advance
    • Why me?
    • Logistics of what, where, when, how – and how long?
    • Understanding how the answers to these questions affect the structure of the presentation
  • Structuring the content:
    • Research – know the subject
    • Putting the content in order
    • Creation and use of complimentary visual aids

Preparing the Presenter

  • A presenter’s three fundamental communications tools:
    • Verbal – the words being used and avoiding slang and jargon
    • Vocal – the sound of the words avoiding any distracting verbal tics and punctuations
    • Visual – the look of the presenter: dress; mannerisms; presence
  • Rehearsing the presentation – and getting honest feedback from a trustworthy source
  • Coping with nerves

Preparing the environment

  • Room layouts – and how they communicate underlying messages to those attending the presentation
  • Using the room to enhance the presentation experience

Presentation Skills – revisited

  • Delivery of another presentation (after suitable preparation time).
N.B. This could be the same presentation as in Module 1 but revised following the detailed feedback
  • Full one-to-one and group feedback

Presentation Skills – revisited

  • If time permits: delivery of another presentation (after suitable preparation time)
  • Full one-to-one and group feedback
busicn Starting Business in China 21 hours

This course is designed for business owners, entrepreneurs and managers who want start a business in People's Republic of China. It focuses on professional services industry (consulting, hi-tech, etc...), though people working in other industries can also benefit from the course.

Th motivation to create this course was that there are a lot of courses focusing on culture or pure legal aspect of doing business in China, there was no course which would comprehensively cover all aspects of the business.

This course does not provide any legal advise. It is provided by people who started their own business in China, not lawyers.

Company types

  1. Choosing type of company
    1. WOFE
    2. Partnership
    3. Franchise
    4. Others
  2. Legal requirements
  3. Process, departments and permissions
  4. Limitation of operations in China

Choosing Location

  1. Regulations in different areas
  2. Free trade-zones
  3. Municipalities
  4. Office renting requirements
  5. Choosing office provider

Business Operations

  1. Company chops (stamps)
    1. Significance of chops
    2. Types of chops
  2. Hiring
  3. Subcontracting
  4. Basics of accountancy in China

Marketing

  1. Website
    1. Where to host
    2. Permission to host in mainland china
    3. Search Engine Optimization
  2. Online Marketing
  3. Offline Marketing

Very Short Cultural Hints

  1. Learning the language
  2. Myths
  3. Other things you shall know
lbatogafam2 Putting Enterprise Architecture in Practice 21 hours

Putting Enterprise Architecture in Practice

Designing and Realizing Entreprise Architectures using TOGAF® and ArchiMate / UML in practice

 

Designing your Enterprise Architecture in Practice (3 days for Certified Architects or people that are interested in putting EA in practice)

Objective : This course aims at helping attendees understand how to put TOGAF® 9.1 in practice using ArchiMate and UML to meet the enterprise business strategies.

Concepts and techniques explained during the course are progressively applied by the attendees using a case study and different exercises on it.

Putting Enterprise Architecture in Practice

Designing and Realizing Entreprise Architectures using TOGAF® and ArchiMate / UML in practice

 

Designing your Enterprise Architecture in Practice (3 days for Certified Architects or people that are interested in putting EA in practice)

Objective : This course aims at helping attendees understand how to put TOGAF® 9.1 in practice using ArchiMate and UML to meet the enterprise business strategies.

Concepts and techniques explained during the course are progressively applied by the attendees using a case study and different exercises on it.

 

Detailed Description :

 

Essential concepts of TOGAF®  (Reminder) and Introduction to ArchiMate 3.0

  • Enterprise Architecture Frameworks,  
  • The Architecture Development Method (ADM) of TOGAF® and its phases,
  • The Architecture Repository and its evolution on the basis of the ADM phases,
  • Drivers, Strategies, Capabilities, Principles and ViewPoints in TOGAF®,
  • Enterprise Continuum to structure the repository and other tools of TOGAF®,
  • Governance of the programs and projects : The Architecture Capability Framework,
  • The Enterprise Architecture Governance and its role in the enterprise transformation,
  • TOGAF® Corporate EA, IT, SOA and security governance,
  • Architecture and enterprise strategy,
  • Engagement and contracts of the architecture,
  • Realizing Strategies on a Capability basis, Elements of the Architecture Content Framework,
  • Introduction to the ArchiMate modeling language, its meta-models and viewpoints,
  • Case Study: Presentation of the Case Study - an enterprise transformation issue (current state, target state). High-Level organization of the enterprise architecture,

 

Business Transformation : From Drivers, Goals and Objectives to the Architecture Vision

  • Re-formulating the enterprise strategy and its activity domains,
  • Assigning new responsibilities to existing capabilities,
  • Horizontal and vertical impact analysis to ensure coherent deployment of the Target Architecture,
  • Managing the performance level of target capabilities,
  • A tentative impact analysis to elaborate target functions using UML,
  • The business architecture with ArchiMate, its meta-model and motivation viewpoints,
  • Determining business functions using ArchiMate Viewpoints,
  • Risk factors and Mitigation Actions upon business functions,
  • Exercise on the Case Study
    • On the basis of strategies and baseline capabilities, assign responsibilities to existing capability components, make the impact analysis to ensure a coherent future deployment of the target architecture,
    • Plan risk mitigation actions related to business functions.

Structuring Capabilities to mitigate risks and analyze Impacts throughout Architecture Layers

  • The application & technology architecture of ArchiMate, their meta-model and viewpoints,
  • Structure Capabilities to track risk mitigation by function, adapt them to changing goals,
  • Align the SOA backbone of the Target Architecture with emerging business functions, underlying services and SLAs,
  • Adapting related Business Process Models to strategic changes,
  • Impact Analysis of changing capabilities until the technology layer,
  • Exercise on the Case Study
    • Structure Capabilities to mitigate risks,
    • Elaborate SLAs for Services exposed by Business Functions,
    • Assess Impacts of changing capabilities from Business till the Technology layer.

 

Modeling the RoadmapTransition Architectures to Coordinate Implementation Projects

  • Identify components of the potential architecture roadmap :
    • gaps between initial and target technical architecture,
    • consolidated RoadMap to reach the Target Architecture,
  • Transition Architectures and matrices for incremental architecture definitions,
  • Capability Increments for Transition Architectures,
  • Work packages by consolidating gaps, potential solutions and dependencies,
  • Work Packages of Actions to implement capability increments,
  • Management of projects portfolio for assessing business values of the projects on the basis of risks,
  • ‘Coordinating’ Implementation Projects using RoadMap Modeling,
  • Exercise on the Case Study :
    • On the basis of the enterprise target architectures previously elaborated, establish the consolidated gap & dependencies matrix and define the work packages,
    • Coordinate Implementation Projects on the basis of business values and appropriate transition architectures to meet constraints of the consolidated target architecture.

 

Plugging Solution Building Blocks into Capability Based SOA Backbone

  • From the Functional Architecture to Service Oriented Architecture,
  • Architecture and solution building blocks,
  • Information flows between services,
  • Constraints upon service components of the technical architecture,
  • Determining expected behaviors from Solution Building Blocks,
  • Plugging Solution Building Blocks into the Capability Based SOA Backbone,
  • Exercise on the Case Study
    • Define the architecture backbone of the SOA building blocks on the basis of capabilities and services
    • Use them to prepare the « plug-in » of solution building blocks components 

 

Conclusion

  • Recap on the steps of the Architecture Development Process, a panorama
  • Best Practices for efficient usage of ArchiMate and UML Diagrams throughout TOGAF® ADM

 

In case of "on-site" delivery of such a workshop session, we may also adapt its content and case studies to your needs and business case in order to provide you with a good starting point and roadmap. After this workshop, we can also accompany you through review sessions for validating your architecture solutions conformance to your business needs.

UML and SoaML are trademarks of the Object Management Group (OMG).

TOGAF and ArchiMate are trademarks of the Open Group

Provided by GooBiz

765 Introduction to Six Sigma 7 hours

Find out from case studies how Six Sigma uses a data driven approach to process improvement.

Learn how to deploy Six Sigma and how to select and manage Six Sigma improvement projects through the define, measure, analyse, improve, control phases.

  • What is Six Sigma
  • Roles
  • Understanding Critical Customer Requirements
  • Project Chartering
  • Process Mapping
  • Measurement systems
  • Data Collection
  • Graphical analysis
  • Baseline Performance
  • Root Cause Analysis
  • Generating and Selecting Improvement
  • Control Plans
agileba Agile Business Analysis 14 hours This course focuses on the business analyst role to be successful on Agile projects. Course participants will learn how to cooperate with the Team, Product Owner, Scrum Master as well as with the Customer to facilitate the development process. Participants will go through a mock project practising common stations.

Agile/Scrum Principles

  • Goals and Agile/Scrum suitability
  • Other Agile methologies
  • Scrum Process
  • Scrum Roles
  • BA Role in Scrum
  • Roles and suitable personality charater

Initiating a Scrum Project

  • Initial Meeting
  • Milestone Estimations
  • BA activities on a Scrum project
  • Exrecie: Mock Initial Meeting
  • Product Baclog management
  • Who can modify product backlog
  • User Stories, Theme, Epics and Stories Groups
  • Exercie: User stories
  • Selecting user stotires to go into interation
  • Focusing on releasing usable funcaltiy in a single interation
  • Exercices

Scrum Process

  • BA meetings involvment
  • Scrum Estimation and Planning
  • Daily Scrum Meeting
  • Presentation Meeting
  • Retrospection Meeting
  • BA and user acceptance tests
  • Roles of Automated Testing, Domain Driven Desgin, etc...
  • Dealing with non-functional requirements
  • Exercies

Roles Relations

  • BA vs PO
  • BA vs Scrum Master
  • BA invovment with team members

 

PRICES102 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1.5 Day Course with Half Day Sales and Marketing Evaluation 14 hours

This is the two day version of the award winning course that

helps you stop leaving money on the table, convert more sales, get bigger judgements, and gets your customer to perceive more value in your product offering while making them feel more comfortable spending money. It's like a 7th generation smart phone for your pricing designed by someone who was responsible for training in the marketing and sales department of the world's biggest biotech company which had both B2C and B2B operations.

Awards:
A shortened version of this training program, developed by Philippe -- who was responsible for training in the marketing and sales department of the world's biggest biotech company -- won its presenter, "Top Trainer" at the 2016 B2B Master conference in Kiev.

Course Description:
When asked to choose a pricing order which would maximize revenue in a sales situation, 95% of managers, directors, even CEOs of huge internet companies choose the option which would cost them almost 45% of sales. Learn how to create pricing environments and product matrixes which have been shown again and again to make customers and clients feel more comfortable spending money, using ideas developed and researched by some of the world's biggest companies and Nobel prize winners. Achieve 15%, 23%, 43%, and greater increases in sales and revenue with simple, low cost strategies which are applicable in virtually every aspect of B2B sales. Every entrepreneur, director, graphic designer, sales manager, consultant, advertising specialist, and human being responsible for their own brand should see this seminar at least once in their lives. Indeed, it is essential knowledge for those in the R&D department and tasked with developing new products because an understanding of how customers see a product matrix and spend money within it are key and can lead to significantly different levels of revenue and profit for the company.

A lot has changed in the world in the last 60 years. You’re not communicating with technology from the 1960s, like snail mail – or clunky typewriters. In the time it has taken for us to develop our communication tools of today, Nobel Prize winning economists and other researchers have forged ahead in the understanding of human behaviour.

You will be exposed to case studies and study after study in field after field of pricing, value estimation and purchase decision making to discover common threads in human behaviour and how to create both more perceived value in your product line offering as well as increase sales for year-end reports. You will learn to guide decisions of your customers with phenomenon so powerful they work in every field from pricing to human mate selection to world renowned “magic” acts (who are quick to admit there is no magic, but only psychology). You will never look at your prices the same way again.

What You Will Learn To Boost Your Business:
By taking this course, you will:
- Better understand the pricing strategies of the world's biggest companies
- Get a leap ahead of the competition in the sales arms race
- Learn how to create a pricing environment which makes your customers feel more comfortable spending money
- Learn and, importantly, UNDERSTAND, the proper order of pricing presentation in many negotiation and sales situations and why the wrong order can cost you 45% of your sales
- Learn how to create a product and pricing matrix which can increase product sales by up to 34%
- Learn how to ask a question which will double or triple the price paid for a bottle of wine at auction
- Learn how to add one inexpensive counter-intuitive option to product options which can increase sales by up to 40%
- Learn how one company raised prices by 10% and increased revenue by 95% and why this worked
- Learn how to implement several interesting pricing strategies of successful businesses as revealed by some of the world's greatest business strategy researchers
- Learn how to implement pricing strategies to reposition your brand on a market wide basis
- Learn how to better design your store layout and/or brochures for more sales
- Learn how to create a pricing environment which will guide your customers to options which are more profitable for you
- Improve your skills in advertisement layout and merchandise display based on key psychological principles
- Learn how to create product packages which will increase sales without increasing prices
- Learn how to use some items to create a demand for other items
- Learn how to increase the perception of value and quality using price
- TAKE MOST OF THE GUESSWORK OUT OF YOUR PRICING

What People Have To Say:
"While we worked together at the world's biggest biotech company, and Philippe did training in our marketing and sales department, he came up with more good ideas in one week than our whole company came up with in a year. Every business, executive, manager, and entrepreneur should hear his pricing and business seminars once."
Michael Ketcham, Former Sales Manager - Monsanto
Saint Louis, Missouri, USA

"I have been successfully managing sales for decades and I can say this is a mind taking and action provoking session -- with sparks! I highly recommend it."
Anton Yatchenko
Sony (Co-Owner 12 Moscow Stores)  

"Worth every Euro. Fascinating."
Till Lesinski - Project Manager
BMW - Munich, Germany

"Extremely useful and enjoyable for everyone."
Natalia Semenkova - Manager of Marketing
Dixy
(a top 3 grocery retail chain in Russia)

"Philippe is an enthusiastic, clever guy with a lot of good ideas. He helped us redesign our menus and develop new and interesting products to increase our sales and profits."
Alexandra Kutepova - Art Director,
Gastronimica Restaurant Holding
(Sky Lounge and Florentini Restaurants, Moscow

Miscellaneous:
This two day version of this course allow you to spend more time working on understanding and applying these principles and allows for better coverage of some of the principles. It also allows a half day for your group to look at your particular pricing situation and develop solutions with the involvement of the course instructor.

  • People Do Not Make Decisions In Vacuums
  • The psychology of numbers
  • How people evaluate prices in a series 
  • Using options to sell by comparison
  • How to create options for maximum sales, part 1
  • How to create options for maximum sales, part 2 
  • How to create options for maximum sales, part 3 
  • The effects of price endings in non-luxury markets 
  • Pricing for luxury goods 
  • How to increase perceived value in a bundle of goods 
  • Sale pricing
  • Negotiation and bid principles
  • Increasing perception of quality and value using price
  • Other pricing strategies
intrcgov Integrated Risk & Corporate Governance 35 hours

Overview

Across the globe regulators are increasingly linking the amount of risk taken by a bank to the amount of capital it is required to hold and banks and financial services are increasingly being managed on risk-based management practices. The banks, their products, the regulations and the global market are becoming increasingly complex, driving ever greater challenges in effective risk management. A key lesson of the banking crisis of the last five years is that risks are highly integrated and to manage them efficiently banks have to understand these interactions.

Key features include:

  • the explanation of the current risk-based regulations
  • detailed review of the major risks faced by banks
  • industry best practices for adopting an enterprise approach to integrating risk management across an entire organisation
  • using governance techniques to build a group wide culture to ensure everyone takes an active role in managing risks in line with the banks strategic objectives
  • what challenges could be faced by risk managers in the future.

The course will make extensive use of case studies designed to explore, examine and reinforce the concepts and ideas covered over the five days. Historical events at banks will be used throughout the course to highlight how they have failed to manage their risks and actions that could have been taken to prevent loss.

Objectives

The objective of this course is to help bank management deliver an appropriate integrated strategy for managing the complex and changing risks and regulations in today’s international banking environment. Specifically this course aims to give senior level management an understanding of:

  • major risk within the financial industry and the major international risk regulations
  • how to manage a bank’s assets and liabilities whilst maximising return
  • the interaction between risk types and how banks use an integrated approach for their management
  • corporate governance and the best practice approaches to managing the diverse interests of the stakeholders
  • how to develop a culture of risk governance as a tool for minimising unnecessary risk taking

Who should attend this seminar

This course is intended those who are new to integrated risk management, senior management responsible strategic risk management, or those who wish to further their understanding of enterprise risk management. It will be of use to:

  • Board level bank management
  • Senior managers
  • Senior risk managers and analysts
  • Senior directors and risk managers responsible for strategic risk management
  • Internal auditors
  • Regulatory and compliance personnel
  • Treasury professionals
  • Asset and liability managers and analysts
  • Regulators and supervisory professionals
  • Suppliers and consultants to banks and the risk management industry
  • Corporate governance and risk governance managers.

An introduction to risk

  • What is risk and why should banks manage it?
  • Is risk just a downside experience?
  • The global nature of banking and risks
  • An introduction to the major types of risk in banks
  • The potential consequences of failing to manage risks in banks
  • Risk Appetite
  • Risk Management

Case study

International risk regulations

  • What are risk-based regulations?
  • Linking risk with capital
  • What is capital adequacy?
  • Key international regulations
    • Basel Accord
    • Sarbanes-Oxley

Case Study

The Basel Accords

  • The development of international banking risk regulation
  • The objectives of banking risks
  • The challenge of global regulations
  • The Basel I Accord and the Market Risk Amendment
  • The Basel II Accord
  • Capital under Basel II
  • Basel 2.5 and Basel III
    • The leverage ratio
    • Countercyclical capital buffer
    • Systemic interconnectedness

Case study: Capital under Basel III

Market risk

  • What is market risk?
  • Market activities and why trade
  • The main market instruments
    • Cash instruments
    • Derivative instruments
  • Managing market risk
  • Market risk measurement and management
  • Market risk regulation
    • Basel II
    • Basel III

Case study: The consequences of mis-managing market risk – JP Morgan

Credit risk

  • What is credit risk
  • Credit products in an international market
  • Mitigating and managing credit risk
  • The credit process
  • The credit analysis process
  • Portfolio Management
  • Credit risk measurement
  • Credit risk regulation
    • Basel II
    • Basel III

Case study

Operational risk

  • What is operational risk and why is it important?
  • Risk of loss, expected and unexpected losses
  • Operational risk event types
  • Three lines of defence
  • Operational risk management
  • Operational risk management framework
  • Where to start?
  • Who does operational risk management report to?
  • What is included under operational risk management?
  • Measuring and assessing operational risk.
  • Operational risk regulation
    • Basel II
    • Basel III

Case study: UBS

Liquidity risk

  • What is liquidity risk?
  • Types of liquidity
  • Consequences of not managing your liquidity
  • Sources of liquidity
  • Measuring liquidity
  • Stress testing
  • Managing liquidity
  • Liquidity risk regulation
    • Basel II
    • Basel III

Case study:

Asset and Liability Management and other risks

  • What is Asset and Liability Management
  • ALCOs and Treasuries
  • Banking book verses Trading Book
  • Interest rate risk in the banking book
  • Measuring and managing IRRBB
    • Contractual verses behavioural
    • Stress testing
  •  ‘Other’ risks

Case study:

Supervision & disclosure

  • What is supervision and disclosure
  • Home/host supervisory co-operation
  • The ICAAP
  • Supervision and disclosure under Basel
  • The Basel III changes

Case study:

Defining Enterprise Risk Management

  • What is ERM?
  • The benefits of ERM
  • The ERM process
  • The risk management function
  • Portfolio management
  • New product development
  • Basel Committee guidance
  • Commonly adopted frameworks

Case study

Integrated risk management

  • Integrating risks across the bank
  • Risk committees
  • Risk policies
  • Risk recognition and assessment
  • Adding risk across risk types
  • Economic capital
  • Interaction between risk types

Case study

Corporate Governance

  • What is corporate governance?
  • Who are the stakeholders and what are the conflicts between them?
  • What are the benefits of good corporate governance?
  • Development of corporate governance - Cadbury, Walker, Hicks reports
  • The external view of Corporate Governance (rating agencies, regulators)

Case study: Can a bank be “Too big to manage”?

Good corporate governance

  • Corporate structures
  • The role of non-executive directors
  • Techniques and strategies
  • Committees and management practices
  • Communication
  • The role of senior management
  • Internal framework of Corporate Governance
  • OECD and Basel guidance

Case study:

Risk Governance

  • Risk management governance
  • Creating a culture of risk awareness
  • Implementing a risk culture
  • Risk management committees
  • Governance, risk and compliance

Case study:

The future

  • The new regulatory regime
    • Implications for the banking industry
    • Implications for regulators
  • Priorities in the global banking regulatory agenda
  • Future flashpoints
pginttrade A Practical Guide to International Trade 14 hours

Why should you attend?

We live and work in an increasingly global market which offers opportunities at every turn which we need to take. In some ways the world market is becomingly increasingly accessible, especially thanks to the internet. However, with the increased opportunities come increased competition and most of the complexities (about International Trade) remain in place.

Knowing the best ways to find your place on the international market is crucial to the success and growth of any business. We can provide you with the useful information and the best practice examples to make your International Growth plans and targets come true.

  • Is business an increasing challenge to you and your company?
  • Do you need to find new markets and new clients? Do you need to increase sales and profitability?

If the answer is yes to any of these three questions then this is a must do. The knowledge we give you will get you into new markets and enable you to find new clients.

Turning theory into practice:

The purpose behind this 2-day training course is to simplify and explain the processes of International Trade. You'll leave our event more confident and more positive to continue and expand your international activities. We'll provide several examples (involving trade in the Far East, Eastern Europe, USA and other markets), case studies and exercises to enable you to improve and expand your knowledge about International trading.

 

Who should attend?

  • This course is designed for Sales and Marketing managers & professionals involved in International Trading.
  • This course is also vital to everyone who trades with other markets and needs to improve their knowledge and approach.

Being successful in international sales

  • Methods of getting your products / services to new markets
  • Best practice and optimal ways for companies to significantly develop their presence on new and existing overseas markets
  • Means of communication to achieve increased sales including face to face meetings - the best way to develop relationships & grow business
  • Specific examples of international sales experiences in Far East & US markets.

Specifics of International Marketing

  • Methods for routes to market your goods
  • Best practices for marketing internationally
  • Practical examples/exercises to differentiate routes the market in Far East, Europe, US and elsewhere

Tips for Negotiating home and abroad

  • Differences of domestic and international trade
  • Up to date methods of negotiation for international buying and selling
  • Specifics of CRM in international trade
  • Best examples of buying and selling experiences on international market

Cultural aspects of International trade. How to be recognized abroad.

  • Nuances of cultural behavior on different markets
  • Unique behavioral specifics of some cultures to keep in mind
  • Examples of cultural specifics of Far East, Eastern European, US and other markets and the best ways to deal with them

Benefits to you:

  • Getting essential knowledge and the most up-to date information about International Trading
  • Feeling more confident, more positive and better equipped with the right tools to increase and expand your business, especially from new and increased international business
  • Learning from the best practice of successful companies, participating in discussions and exercises will get you and your company into new markets and enable you to find new clients
  • Exploring suitable methods of accessing new markets
  • Finding the best solutions and useful instruments relevant to your company/industry
UML Analiza i projektowanie obiektowe za pomocą języka UML 21 hours

Szkolenie przeznaczone jest dla analityków, projektantów, programistów, testerów oraz kierowników projektów informatycznych. Stanowi wprowadzenie do modelowania systemu z wykorzystaniem notacji UML.

Na przykładzie wybranego systemu realizowane są kolejne etapy modelowania i dokumentowania: od zbierania wymagań, przez modelowanie procesów biznesowych i dokumentowanie wymagań funkcjonalnych i niefunkcjonalnych do utworzenia modelu analitycznego. Kolejnym etapem jest faza projektowa - modelowanie statyczne i dynamiczne z wykorzystaniem klas projektowych i diagramów prezentujących interakcję między elementami systemu.

Szkolenie może być podstawą do stworzenia kompleksowej procedury modelowania systemów informatycznych w przedsiębiorstwie, dzięki wykorzystaniu UML we wszystkich fazach tworzenia oprogramowania oraz wskazaniu najlepszych praktyk wynikających z wieloletniego doświadczenia trenerów NobleProg.

Wprowadzenie do języka UML

  • Krótka historia UML
  • Przegląd zagadnień z zakresu modelowania obiektowego
  • Specyfikacja UML grupy OMG
  • Przegląd diagramów UML

Zarządzanie wymaganiami

  • Podział wymagań
  • Kategorie wymagań wg FURPS
  • Metody zbierania wymagań
  • Modelowanie wymagań z wykorzystaniem notacji UML
  • Macierz zależności wymagań
  • Tworzenie specyfikacji wymagań na podstawie diagramów

Modelowanie procesów biznesowych

  • Definicja procesu biznesowego
  • Modelowanie procesów biznesowych w UML
  • Diagram czynności
    • Przepływy decyzyjne i współbieżne
    • Wyjątki i obsługa wyjątków
    • Partycje, tory

Modelowanie wymagań niefunkcjonalnych

  • Wykorzystanie diagramów komponentów i wdrożenia
  • Wstępna architektura systemu - logiczna i fizyczna
  • Modelowanie wymagań związanych z bezpieczeństwem, wydajnością, niezawodnością systemu

Modelowanie wymagań funkcjonalnych

  • Określanie zakresu systemu
  • Modelowanie funkcjonalności systemu przy pomocy diagramu przypadków użycia
    • Identyfikowanie aktorów i relacji między nimi
    • Rozpoznawanie przypadków użycia
    • Asocjacja "aktor - przypadek użycia" i jej właściwości
    • Relacje między przypadkami użycia: include, extend, generalizacja
  • Tworzenie scenariuszy przypadków użycia i generowanie diagramów na ich podstawie (aktywności, maszyny stanowej)

Analityczny model systemu

  • Wykorzystanie diagramu komunikacji do określenia głównych obiektów systemu
    • Rodzaje komunikatów: asynchroniczne, synchroniczne, powrotne
    • Określanie kolejności numerowania komunikatów
    • Kategorie obiektów analitycznych: Boundary, Control i Entity
  • Wstęp do projektu systemu
  • Modelowanie interakcji

Modelowanie statyczne

  • Diagram klas i generowanie kodu źródłowego
    • Relacja asocjacji i jej cechy
    • Pozostałe relacje: agregacja, kompozycja, generalizacja, zależność, klasa asocjacyjna
  • Forward/Reverse engineering
    • Generowanie kodu źródłowego na podstawie diagramu
    • Generowanie diagramu na podstawie kodu źródłowego
    • Synchronizowanie kodu i diagramu
  • Diagramy obiektów, struktur połączonych i pakietów

Modelowanie dynamiczne

  • Weryfikacja modelu statycznego
    • Doprecyzowanie sygnatur metod
    • Weryfikacja poprawności diagramu klas
  • Modelowanie dynamiczne na poziomie wywołań metod
  • Diagramy: sekwencji, maszyny stanowej, czasu i interakcji
amlctf Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF) 14 hours

Audience

All Senior Management who need a working knowledge of AML / CTF and their prevention – and an awareness of the other relevant and current Financial Crime issues;

Format of the course

A combination of:

  • Facilitated Discussions
  • Slide Presentations
  • Case Studies
  • Examples

Course Objectives

By the end of this course, delegates will be able to:

  • Explain how AML and CTF might be prevented
  • Understand the major facets of AML and CTF as they apply to their companies and the national and international efforts being made to combat them
  • Define the ways in which a company and its staff should protect themselves against the risks of Money Laundering and Terrorist Financing
  • Detail how a company might become a target for Money Laundering and Terrorist Financing: and explain which “red flags” might help them to identify, prevent and report any (suspicious or actual) criminal activity
  • Understand some of the other “hot spots” in Financial Crime

Anti-Money Laundering (AML) and Countering Terrorist Financing (CTF)

  • Understanding Money Laundering and Terrorist Financing
    • What are AML and CTF: and how do they work?
    • The Criminalisation of Money Laundering and Terrorist Financing: and the types of crimes caught under the Financial Crime Prevention legislation
    • The expansion of Money Laundering from drugs to corruption to terrorism

The International Community’s response to AML and CTF

  • The International Community’s response to AML and CTF post-9/11
  • Especially the Financial Action Task Force (FATF):
    • Its membership categories (this can include a section on particular countries&rsquo membership)
    • Its 40 Recommendations for AML and a further 9 Recommendations on CTF
    • Its influence over domestic and international legislation

Compliance with Anti-Money Laundering Legislation

  • International Legislation and legislation applicable to the country where the course is being delivered
  • UK Regulations and Legislation (for comparison): principally The Proceeds of Crime Act 2002 (POCA)

Compliance Strategies

  • Internal Controls, Procedures and Policies
  • Cooperation with the Authorities and the Regulators
  • Know Your Customer (KYC) and Identification and Verification (ID&V) Rules
  • Impact on Strategy, Client Relations and Human Resources

Recognising and Reporting Suspicious Transactions

  • Statutory Obligations
  • Identifying suspicious transactions
  • Internal and external reporting of suspicious transactions

Money Laundering Detection Techniques

  • Prevention, Detection and Due Diligence
  • Early-Warning Mechanisms

The Future

  • Where are today’s hotspots…?
  • What next for AML / CTF…?

Other Financial Crime Hotspots

  • Fraud
  • Information Security
  • Market Abuse and Insider Dealing
  • Sanctions
68615 Microsoft Office Excel - moduł Business Intelligence 14 hours

Kurs przeznaczony jest dla osób, które chciałyby się zapoznać oraz nauczyć korzystać z nowej funkcjonalności MS Excel 2013, przeznaczonego dla Business Inteligence.

Wstęp

  • nowe możliwości Excela w Business Inteligence
  • czym jest Power Query
  • czym jest PowerPivot
  • czym jest Power View
  • czym jest Power Map
  • czym jest Power Inquire
  • czym jest Solver
  • instalacja dodatków

Dodatek Power Query

  • import i transformacje źródeł plikowych
  • import i transformacja źródeł internetowych

Wprowadzenie do PowerPivot i praca z danymi

  • omówienie kontrolek slicer
  • filtrowanie danych
  • formatowanie komórek
  • zmiana typu danych
  • dostosowanie arkusza danych

Pobieranie danych z różnych źródeł do PowerPivot

  • pobieranie danych z baz danych
  • pobieranie danych z MS Excel
  • pobieranie danych z plików TXT
  • pobieranie danych typu Copy-Paste
  • tworzenie tabel linkowanych

Tworzenie tabel przestawnych korzystających z PowerPivot

  • tworzenie tabeli przestawnej
  • reorganizowanie tabeli przestawnej
  • dodawanie miar wyliczanych do tabeli przestawnej
  • zmiana rodzaju funkcji tabel przestawnych

Tworzenie wykresów przestawnych korzystających z PowerPivot

  • tworzenie wykresu przestawnego
  • reorganizowanie wykresu przestawnego

Odświeżanie danych w arkuszu PowerPivot

Tworzenie i zarządzanie relacjami w PowerPivot

Wprowadzenie do wyrażeń DAX (Data Analysis Expressions)

  • omówienie DAX
  • rodzaje funkcji
  • operatory
  • kolumny wyliczane oraz miary
  • obsługa błędów

Arkusze Power View

tabele:

  • sortowanie
  • filtrowanie
  • wykresy
  • mapy

Dodatek Solver

  • problemy, które można rozwiązać dzięki dodatkowi
  • omówienie konfiguracji narzędzia
  • przykłady optymalizacyjne

Dodatek Inquire

  • omówienie koncepcji dodatku
  • przegląd projektu arkuszy
badsp Introduction to Business Analysis: Defining Successful Projects 21 hours

This course will show you how to:

  • Perform key functions of the business analyst by applying a solid business analysis framework
  • Conduct a business needs analysis to elicit stakeholder requirements
  • Apply business analysis techniques to identify key problems and potential opportunities in your enterprise
  • Create effective requirements and communication plans
  • Analyse and specify requirements using industry best practices
  • Manage solution assessment and validation

Defining Business Analysis

Overview of the business analysis discipline

  • Key roles and responsibilities
  • Distinguishing between business analysis and other related disciplines

Introducing the business analysis framework

  • The framework and the Business Analysis Body of Knowledge® (BABOK®)
  • Industry best practice from the International Institute of Business Analysis (IIBA®)

Capturing Business Requirements through Elicitation

Gathering business needs at the organisational or department levels

  • Performing needs analysis
  • Choosing the best elicitation technique
  • Soliciting enterprise-level contextual analysis using strategic, tactical and operational tools

Identifying the nine elicitation techniques

  • Verifying the necessary steps to gather information
  • Recording and confirming elicitation results

Conducting Enterprise Analysis

Analysing the business landscape

  • Categorizing and prioritizing business needs and issues using affinity diagrams
  • Assessing business capabilities and gaps

Detecting problems and finding opportunities

  • Exposing root causes of problems
  • Finding opportunities for growth
  • Identifying elements of the initial solution scope
  • Developing action-oriented business initiatives to address business needs and opportunities

Measuring the feasibility of options

  • 2x2 analysis grid
  • Prioritization matrices
  • Anticipating project benefits and costs

Documenting critical project parameters

  • Building SMART project objectives
  • Specifying critical project elements and deliverables

Planning and Monitoring the Business Analysis Process

Planning for requirements analysis

  • Documenting assumptions, ground rules and templates
  • Producing a requirements development plan to guide and manage the process
  • Building the communication plan

Performing stakeholder analysis

  • Identifying key stakeholders
  • Analysing the impact stakeholders have on a project

Developing a change management process

  • Baselining your plan
  • Following the defined change management process
  • Managing the change control process

Managing and Communicating Requirements

Analysing requirements

  • Verifying, prioritising and organising requirements
  • Specifying the requirements document
  • Identifying key relationships using traceability

Executing the communication plan

  • Addressing common pitfalls typically encountered during requirements development
  • Validating the requirements document with key stakeholders
  • Managing stakeholder agreement and conflict

Assessing and Validating Solutions

Allocating requirements

  • Optimising business value
  • Evaluating dependencies between the individual requirements

Assessing organisational readiness

  • Identifying organisational capability gaps
  • Defining business and technical organisational impacts

Developing Business Analysis Competencies

  • Going beyond the mechanics of analysis
  • Applying the IIBA® Business Analysis Competency framework
cloudsaasiaas Cloud, SaaS, IaaS - Practical Overview of Available Options 35 hours

This course is created for people who face choices which solution to choose for a specific problem. IT Managers, Solution Architects, Test Managers, System Administrators and Developers can benefit from this course by understanding the benefits and costs of available Cloud/SaaS/Iaas solutions.

Overview of Cloud

  • Virtalization (e.g. VirtualBox, WMware, KVM...)
  • Hardware support for virtalization (sharing networki interfaces, etc...)
  • Share nothing storage (S3, Ceph, Glacier)
  • Mixed model (Bare Metal + Cloud)

Public Cloud Providers

  • Amazon
  • Azure
  • Google
  • Aliyun
  • UnitedStack

Private Cloud Solutions

  • OpenStack
  • Amazon EC2
  • Ohters

Software as a Service

  • Benefits over deployable software
  • Constomer isoaltion
  • Legal aspects influencing solution
  • Redunancy
  • Availability
  • Managing upgrades, versionsing, etc...
  • Deployment options (BeanStalk, etc...)

Redundant Databases

  • NoSQL (e.g. MongoDB)
  • SQL/NewSQL (e.g. Galera Cluster)
  • Automate redundancy management with RDS
  • Pros vs Cons
  • Dealing with transactioons and consistency
  • Hadoop

Redundant WebServers

  • Loadbalacing
  • DNS load balacing (roundrobin, geo-proximity, etc..., e.g. Route53)
  • Session handling

Virtual Image Management (Appliances)

  • Image formats
  • Transfering images between zones
  • Image interoperability between clouds
eaintro1 Introduction to Enterprise Architectures 14 hours

Objective

This training course aims at helping attendees to understand the most used Enterprise Architectures and rules to follow up in their construction to succeed with an appropriate architecture scenario for their organisation.

Thanks to the selection of appropriate architecture layers, components and traceability links that are to be established from the business layer to the technical layer, the resulting enterprise architecture framework allows you a good impact analysis in the face of evolutions of the business decisions and anticipates mutations of the corresponding information system components.

Why Architecting the Enterprise?

  • Introduction : Current issues in the Enterprise and IT governance
  • Legacy Systems and evolution needs
  • Business Architecture and Enterprise Architecture : similarities and differences

The fundamentals

  • Architecting the Enterprise : the principles
  • Strategic Alignment
  • Business and IT Repository
  • Logical Architectures n-tiers
  • Application technologies : ERP, SCM, webportail,
  • Integration architectures and Services Architectures : EAI and ESB
  • Service Oriented Architectures : Roles of the BPM and BAM

Enterprise Architecture Strategies and Methodologies

  • "As is" and "To be" system cartographies : How to determine the roadmap ?
  • Structures to better align IT with the Strategies ?
  • What is the approach ?
  • What are links with the development processes ?

Enterprise Architecture Content Framework

  • Identifying the business functions of the enterprise
  • Cartography of the actors and business functions
  • Aligning business strategies
  • Patterns to architecting the IT system
  • Zones, squares and blocks
  • Identifying Exchanges using services and events
  • Modeling inter-block exchanges and data objects to support business process realizations

Building the repository and data architectures

  • The Master Data Management (MDM)
  • Granularity Management
  • Modeling Languages
  • Definition of the meta-model and architecture rules
  • Elaborate the Enterprise Architecture Repository

Architecture Cartography Reference Layers

  • Business, Functional, Application and Technical Layers
  • Links between the Strategic and Business Views
  • Traceability between the Business and Functional Views
  • Traceability between the Functional and Application Views
  • Bridges with the Technical View

Contribution of an 'Enterprise Architecture' to create value

  • Contribution to the business value
  • Best Practices
  • The Enterprise Architecture Roadmap
  • Perspectives

Tools

  • Business Process and Cartography Management tools
  • Presentation on a case study

Notice: The above training-mentoring sessions are conducted interactively using Business Modeling tools in order to ensure good level of traceability between business specifications and their execution. Concepts are first explained using basic examples and are then followed by solution drafts to your own problems. After this session, we can accompany you by reviewing and validating your solutions depending on your needs.

The logos BMM, BPMN and UML referenced on this site are trademarks of the Object Management Group (OMG).

The RUP and SOMA are rademarks of the IBM / Rational Software.

TOGAF and Zachman are respectively trademarks of the Open Group and Zachman International

hip High Impact Presentations 7 hours

Audience

Staff who need to be fully prepared to deliver High Impact Presentations:

  • To their teams
  • To clients
  • To other audiences internal to the company
  • To other audiences external to the company

Format of the course

A combination of:

  • Facilitated Discussions
  • Delegate Presentations – with full feedback

Attendance on this course assumes an existing level of experience in delivering Presentations. It is the next level up from the Presenting with Confidence course.

By the end of the course, delegates will be able to:

  • Prepare, structure and deliver an effective presentation to a high quality level
  • Define the levels of energy, involvement and engagement required to convince an audience
  • Act flexibly in delivering presentations: to be able to adapt the presentation to developing circumstances – perhaps through a last-minute chance of objective or unexpected time pressures

Presentation Skills

  • As with Presenting with Confidence: delivery of a pre-prepared presentation on the delegate’s chosen subject related to their work.

It is expected that this Presentation will already be of high-quality and just need refining to add the “High Impact” elements N.B. The duration of each delegate presentation will depend on the length of the course and on the number of participants. Eight is the ideal number of participants

  • Full one-to-one and group feedback

Creating a High Impact Presentation

  • Understanding what turns an “ordinary” presentation into a High Impact Presentation
  • The synchronisation of material: spoken material, visual material, support material
  • Detailed work on the structure and format of a presentation

The Psychology of the Presenter

  • Creating and communicating belief and conviction
  • Understanding the required levels of involvement and engagement: from the presenter and from the audience
  • Creating a personal brand

Flexibility

  • Understanding the importance of Fog Horn Messages
  • Adapting the presentation “on the hoof”
  • Getting the message across
  • Dealing with changed circumstances: last-minute alterations to the audience’s requirements; revisions to timings

Presentation Skills – revisited

  • Delivery of another presentation (after suitable preparation time).

N.B. This could be the same presentation as in Module 1 but revised following the detailed feedback

  • Full one-to-one and group feedback

Presentation Skills – revisited

  • If time permits: delivery of another presentation (after suitable preparation time)
  • Full one-to-one and group feedback
N.B. Depending on group ability and requirements, this could include the preparation and delivery of an ad hoc presentation. It is never recommended to deliver presentations without sufficient preparation but sometimes business circumstances dictate that this is necessary and a presenter at this level should be able to structure a few minutes of high quality presentation, as required.
projsev2 MS Project i MS Project Server - zarządzanie wieloma projektami. 14 hours Kurs przeznaczony dla osób chcących zapoznać się z możliwościami pracy w systemie połączonym MS Project Professional - MS Project Server. Centralne zarządzanie zasobami współdzielonymi pomiędzy projektami, możliwość określenia dla każdego projektu ryzyk, problemów i sposobów na postępowanie w chwili ich wystąpienia oraz publikacja witryny internetowej projektu to tylko niektóre z możliwości na jakie pozwala MS Project Server za pomocą dedykowanej witryny Project Web App.
  • Wprowadzenie do tematyki zarządzania projektami z użyciem systemów informatycznych.
  • Zapoznanie z Microsoft Project i Project Web App
  • Definiowanie ram czasowych projektu
  • Definiowanie zadań w projekcie
  • Definiowanie zasobów przedsiębiorstwa i zastosowanie ich w projekcie
  • Wprowadzanie progresu z zastosowaniem grafików w harmonogramie
  • Zarządzanie problemami w projektach
  • Zarządzanie ryzykiem w projektach
  • Raportowanie postępu prac w projekcie
  • Podstawy administracji użytkownikami w Project Server (opcjonalnie)
PRICES101 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1 Day Course 7 hours

This is the one day version of the award winning course that helps you stop leaving money on the table, convert more sales, get bigger judgements, and gets your customer to perceive more value in your product offering while making them feel more comfortable spending money. It's like a 7th generation smart phone for your pricing designed by someone who was responsible for training in the marketing and sales department of the world's biggest biotech company which had both B2C and B2B operations.

Awards:
A shortened version of this training program, developed by Philippe -- who was responsible for training in the marketing and sales department of the world's biggest biotech company -- won its presenter, "Top Trainer" at the 2016 B2B Master conference in Kiev.

Course Description:
When asked to choose a pricing order which would maximize revenue in a sales situation, 95% of managers, directors, even CEOs of huge internet companies choose the option which would cost them almost 45% of sales. Learn how to create pricing environments and product matrixes which have been shown again and again to make customers and clients feel more comfortable spending money, using ideas developed and researched by some of the world's biggest companies and Nobel prize winners. Achieve 15%, 23%, 43%, and greater increases in sales and revenue with simple, low cost strategies which are applicable in virtually every aspect of B2B sales. Every entrepreneur, director, graphic designer, sales manager, consultant, advertising specialist, and human being responsible for their own brand should see this seminar at least once in their lives. Indeed, it is essential knowledge for those in the R&D department and tasked with developing new products because an understanding of how customers see a product matrix and spend money within it are key and can lead to significantly different levels of revenue and profit for the company.

A lot has changed in the world in the last 60 years. You’re not communicating with technology from the 1960s, like snail mail – or clunky typewriters. In the time it has taken for us to develop our communication tools of today, Nobel Prize winning economists and other researchers have forged ahead in the understanding of human behaviour.

You will be exposed to case studies and study after study in field after field of pricing, value estimation and purchase decision making to discover common threads in human behaviour and how to create both more perceived value in your product line offering as well as increase sales for year-end reports. You will learn to guide decisions of your customers with phenomenon so powerful they work in every field from pricing to human mate selection to world renowned “magic” acts (who are quick to admit there is no magic, but only psychology). You will never look at your prices the same way again.

What You Will Learn To Boost Your Business:
By taking this course, you will:
- Better understand the pricing strategies of the world's biggest companies
- Get a leap ahead of the competition in the sales arms race
- Learn how to create a pricing environment which makes your customers feel more comfortable spending money
- Learn and, importantly, UNDERSTAND, the proper order of pricing presentation in many negotiation and sales situations and why the wrong order can cost you 45% of your sales
- Learn how to create a product and pricing matrix which can increase product sales by up to 34%
- Learn how to ask a question which will double or triple the price paid for a bottle of wine at auction
- Learn how to add one inexpensive counter-intuitive option to product options which can increase sales by up to 40%
- Learn how one company raised prices by 10% and increased revenue by 95% and why this worked
- Learn how to implement several interesting pricing strategies of successful businesses as revealed by some of the world's greatest business strategy researchers
- Learn how to implement pricing strategies to reposition your brand on a market wide basis
- Learn how to better design your store layout and/or brochures for more sales
- Learn how to create a pricing environment which will guide your customers to options which are more profitable for you
- Improve your skills in advertisement layout and merchandise display based on key psychological principles
- Learn how to create product packages which will increase sales without increasing prices
- Learn how to use some items to create a demand for other items
- Learn how to increase the perception of value and quality using price
- TAKE MOST OF THE GUESSWORK OUT OF YOUR PRICING

What People Have To Say:
"While we worked together at the world's biggest biotech company, and Philippe did training in our marketing and sales department, he came up with more good ideas in one week than our whole company came up with in a year. Every business, executive, manager, and entrepreneur should hear his pricing and business seminars once."
Michael Ketcham, Former Sales Manager - Monsanto
Saint Louis, Missouri, USA

"I have been successfully managing sales for decades and I can say this is a mind taking and action provoking session -- with sparks! I highly recommend it."
Anton Yatchenko
Sony (Co-Owner 12 Moscow Stores)  

"Worth every Euro. Fascinating."
Till Lesinski - Project Manager
BMW - Munich, Germany

"Extremely useful and enjoyable for everyone."
Natalia Semenkova - Manager of Marketing
Dixy
(a top 3 grocery retail chain in Russia)

"Philippe is an enthusiastic, clever guy with a lot of good ideas. He helped us redesign our menus and develop new and interesting products to increase our sales and profits."
Alexandra Kutepova - Art Director,
Gastronimica Restaurant Holding
(Sky Lounge and Florentini Restaurants, Moscow)

Miscellaneous:
This day long course includes several exercises which allow participants to get a better feel for the principles in use, with feedback from the course instructor. 

  • People Do Not Make Decisions In Vacuums
  • The psychology of numbers
  • How people evaluate prices in a series 
  • Using options to sell by comparison
  • How to create options for maximum sales, part 1
  • How to create options for maximum sales, part 2 
  • How to create options for maximum sales, part 3 
  • The effects of price endings in non-luxury markets 
  • Pricing for luxury goods 
  • How to increase perceived value in a bundle of goods 
  • Sale pricing
  • Negotiation and bid principles
  • Increasing perception of quality and value using price
  • Other pricing strategies
busics Business Communication Skills 35 hours

Communication skills have long been recognised as essential to professional success and many a career has stalled, faltered or stagnated thanks to a lack of communication skills. Contrary to urban myth, few of us are born with this skill, instead most have either practised or learned from mistakes. This course is designed to assist delegates to improve their communication skills and in consequence their ability to work with others.

Mediation skills are subtly yet meaningfully different. Excellent communication is a pre-requisite but more important is the ability to listen and take note of what is being said. The role of the mediator is to help parties reach a solution to their problem and to arrive at an outcome that both parties are happy to accept. Mediators avoid taking sides, making judgements or giving guidance. They are simply responsible for developing effective communications and building consensus between the parties. This course also covers the wider range of skills, in addition to communication, that are required to be an effective mediator.

What is Communication

  • Communication styles
  • Communication flow
  • Framing conversations
  • Non-verbal communication Definitions & principles
  • Written communication
  • Telephone skills

Exercise/Case Study

Understanding Communication

  • What makes a successful communicator
  • The qualities of a successful communicator
  • Defining persuasion and influence
  • Self- belief, confidence & assertiveness
  • Push and pull styles
  • Framing communication

Exercise/Case Study

Communication Style

  • Choose from a range of communication styles depending upon the situation
  • Learn to respond, rather than react
  • Open, leading and closed questions
  • The Funnel technique
  • Understanding values
  • Questioning techniques to understand values and build relationships

Exercise/Case Study

Overcoming resistance

  • What causes resistance
  • How to deal with resistance
  • A practical guide using six steps
  • Dealing with conflict
  • Handling difficult situations without emotions
  • Presenting your case with impact, taking the values of others into account

Exercise/Case Study

Poor Communication

  • Examples and why does this happen so frequently
  • The Ladder of Inference
  • Top down, Bottom up or 360 degree
  • Collaborative versus dictatorial
  • Selecting the best style and understanding what makes this the “best”

Exercise/Case Study

Putting it all Together

  • Feedback
  • Questioning & Listening
  • Asking powerful questions
  • Getting the key message across
  • Making effective requests
  • Promises – blessing or curse?
  • How to improve communication skills going forward

Exercise/Case Study

The Art & Skill of Persuasion

Understanding Persuasion

  • What makes a successful persuader?
  • The qualities of a successful persuader
  • Influencing and persuading, not manipulation
  • Defining persuasion and influence
  • Principles of effective influencing
  • Self- Belief, Confidence & Assertiveness
  • What do we mean by push and pull styles of persuasion
  • The psychology of persuasion – the basics

Example/Exercise

Preparing to persuade

  • Building Trust
  • “Mocking Bird” Theory
  • Non verbal communication
  • Building Trust and rapport
  • Finding out what others want or need - listening and questioning
  • Perception – how you perceive situations and how others may perceive you

Example/Exercise

Explore what others want

  • Setting clear objectives on the scope of selling you wish to embark on
  • Effective questioning techniques
  • Realise the values and motivations of others
  • Hone your listening skills and overcome barriers to active listening
  • The identification of individual ‘filters’ and how to overcome these
  • The power of positive thought – preparing for the persuasion discussion

Example/Exercise             

Communication Style

  • Choose from a range of communication styles depending upon the situation
  • Learn to respond, rather than react
  • Open, leading and closed questions.
  • The Funnel questioning technique.
  • Understanding values and how to persuade around these
  • Questioning techniques to understand values and build relationships

Example/Exercise             

Overcome resistance

  • Select one of the six levels of assertiveness, without compromising the values of others
  • Apply a practical 6-step Influence Model
  • Using FAB to match the needs gathered from customers
  • Dealing with conflict – handling difficult situations without emotions
  • Presenting your case with impact, taking the values of others into account

Example/Exercise             

State your case persuasively

  • Presenting at the right stage.
  • Adopt strategies that work for you
  • State your case assertively and convincingly.
  • Knowing the audience
  • Gathering the content
  • The 10/80/10 rule for structuring the presentation
  • Delivering a presentation

Example/Exercise    

Handling Objections

  • Identifying frequently encountered objections.
  • The pre-emption of objections.
  • Developing appropriate responses.

Example/Exercise

Negotiation Skills for Finance Professionals

Introductions

  • The Process of Negotiation
  • Objectives in negotiation
  • Communication Skills of the Effective Negotiator
  • Assessing information
  • Establishing the parameters
  • What is the “win-win” outcome

Case Study/Discussion Point

The “Interests”

  • Interests  
  • The difference between positions and interests
  • Identifying and prioritising your interests
  • Common mistakes when handling interests
  • When is negotiation a good idea?
  • The elements of an effective negotiation

Case Study/Discussion Point

The “Options”

  • Generating and evaluating possible options
  • Identifying your ideal outcome
  • Common errors when generating options

Case Study/Discussion Point

Understanding Negotiation Outcomes

  • Evaluate the options
  • Where do you think it will end
  • Is there a “win” or would a compromise be better
  • Setting clear objectives
  • Being prepared to lose when it makes sense

Case Study/Discussion Point

The Negotiating Process

  • Making proposals and giving and receiving concessions
  • Breaking Deadlock
  • Agreeing a remedy
  • Understanding the negotiator’s role
  • Key stages of the process
  • Giving information
  • Reading signals
  • Making a plan.
  • Reviewing assumptions
  • Working through the meeting/discussion process
  • Probing in order to develop understanding
  • Reaching agreement

Case Study/Discussion Point

Challenges

  • Different types of people
  • Behavioural approaches & body language
  • Deadlocks, Standstills & Concessions
  • Tricks, Traps & Tactics
  • When & Where to Negotiate – Electronic Media are not ideal

Live Practice

  • Simultaions 
  • Debrief

Presentation Skills for Finance Professionals

The Essentials - The Presenter - You

  • Carrying out the ‘essential checks’
  • Presenting the ‘right’ image
  • Using your words, tone and body language
  • Working with the qualities of your voice
  • Acknowledging and overcoming nerves
  • Using relaxation techniques
  • Using mannerisms and gestures to enhance impact
  • The qualities of a successful presenter

Example/Exercise

The Essentials – The Material – What Are You Going to Say

  • Performing a needs analysis
  • Writing the basic outline
  • Researching, writing and editing
  • Establishing a clear purpose
  • Using successful information gathering techniques
  • Choosing the best route through your material
  • Identifying the key points
  • Creating strong openings and closings
  • Knowing the pros and cons of different visual aids
  • Making it big, bold and brilliant

Example/Exercise

The Essentials – The Audience – Who Will You be Saying it To

  • Knowing your audience to develop presentations that appeal
  • Building rapport
  • Getting and keeping them on your side
  • Working with questions
  • Handling difficult people
  • Understanding group dynamics

Example/Exercise

Next Step – Delivery Methods

  • Basic methods
  • Advanced methods
  • Basic criteria to consider
  • Choose from a range of communication styles depending upon the situation
  • Listening and Hearing: They aren't the same thing
  • Asking questions
  • Communicating with power

Example/Exercise

Next Step – Communication Skills

  • What do we mean by Communication
  • Preparing mentally
  • Physical relaxation techniques
  • Appearing confident in front of the crowd
  • Non-Verbal Communication Skills
  • Body language
  • The signals you send to others
  • It's not WHAT you say, It's HOW you say it
  • Presenting your case with impact,

Example/Exercise

Perfecting your skills

  • Make them laugh a little
  • Ask them a question
  • Encouraging discussion
  • Dealing with questions
  • Creating Fantastic Flip Charts
  • Creating Compelling PowerPoint Presentations
  • WOW your Audience
  • Vibrant Videos and Amazing Audio

Example/Exercise

What is Mediation

  • Textbook definition
  • Mediation in practice
  • Good and bad mediation
  • A SWOT analysis
  • The goals of mediation
  • Reaching a compromise
  • WinWin – is this always possible
  • Plugging the gap between avoidance and formal action

Exercise/Case Study

Understanding Mediation

  • The principles of Mediation
  • What can it achieve.
  • When is it appropriate
  • Is there ever a time when mediation is inappropriate
  • Taking a strategic approach
  • Alternative dispute resolution practices
  • HR Policies: help or hindrance in conflict situations

Exercise/Case Study

Preparing for Mediation

  • Essential skills.
  • Critical discussions
  • Understanding why people behave the way they do in conflict
  • What are the issues
  • Is there a compromise
  • Least worst outcome
  • BATNA/WATNA
  • Setting the parameters

Exercise/Case Study

 Mediation

  • Structuring the process
  • Creating a “safe” environment
  • Building rapport and trust
  • Maintaining impartiality
  • Assist with the win-win
  • Dealing with destructive conflict
  • Dealing with deadlock
  • Engaging resistant people in a constructive manner
  • Closing the mediation
  • Confirming the outcome
  • Selecting alternatives
  • Follow up and review mechanisms

Exercise/Case Study

reqman Zarządzanie wymaganiami 21 hours

Zarządzanie wymaganiami jest dziedziną aktywności biznesowej mającą na celu określenie rzeczywistych potrzeb użytkowników w stosunku do tworzonego produktu oraz działań niezbędnych dla wytworzenia takiego produktu. Zarządzanie wymaganiami zajmuje się również pomiarem użyteczności produktów przy porównaniu i wyborze optymalnej oferty na produkt z wielu dostępnych wariantów oferowanych przez różnych dostawców. Zarządzanie wymaganiami obejmuje również bieżącą ocenę gotowości produktu w trakcie tworzenia oraz ocenę zgodności produktu z potrzebami użytkownika po jego wytworzeniu.

Zarządzanie wymaganiami jest jedną z bardziej istotnych faz projektowania produktu, od której jakości realizacji zależy bezpośrednio liczba wytworzonych błędów w produkcie skutkujących koniecznością nanoszenia poprawek i przeprowadzania ponownych testów do momentu wytworzenia produktu zgodnego z potrzebami użytkownika.

 

Uczestnicy szkolenia zdobędą wiedzę:

  • techniki zbierania i precyzowania wymagań 
  • modelowanie i weryfikowanie wymagań (omówienie narzędzi służących do modelowania wymagań, prcesów biznesowych
  • zasady organizowania dokumentów i skuteczne przekazywanie ich wykonawcom
  • dobre praktyki przy realizacji projektów IT

 

Forma szkolenia:

  • wykłady (50%)
  • warsztaty (10%)
  • ćwiczenia parktyczne (20%)
  • praca indywidualna (10%)
  • praca w grupach i dyskusja (10%)

Moduł I

  • Cykl życia produktu a zarządzanie strategiczne. Definicje pojęć, ustrukturyzowanie procesu zbierania i prioretyzowania wymagań względem dostarczanej użyteczności w czasie.
  • Skąd biorą się problemy w projektach IT
  • Tworzenie poprawnej komunikacji między zamawiającym a wykonawcą
  • Pojęcia związane z analizą wymagań (intresariusze, produkty itp)
  • Analiza i jej miejsce w projekcie informatycznym
  • Ocena roli wymagań w odbiorze systemu i testowaniu
  • Planowanie i organizacji projektu IT - dobre praktyki

Moduł II

  • Analityk - pożądane cechy, metody rozwoju, rola
  • Różnica pomiędzy potrzebą a wymaganiami
  • System wartości wykonawcy i klienta
  • Wymagania i ryzyko po stronie wykonawcy i klienta
  • Określanie jakości rozwiązań IT poprzez wymagania niefunkcjonalne
  • Zbieranie wymagań - techniki i zakresy ich zastosowania
  • Prowadzenie wywiadu
  • Metody prowadzenia spotkań
  • Dokumentowanie zebranych wymagań

Moduł III

  • Zarządzanie problemami i zmianami wymagań w projektach IT 
  • Weryfikowanie i precyzowanie informacji
  • Formalizmy, notacje, modele (UML, BPMN)
  • Prototypowanie i testowanie procesów
msproj1 Microsoft Project - podstawy zarządzania projektami 14 hours

Na kursie uczestnik dowie się, jak umiejetnie wykorzystywać narzędzie Microsoft Project by stworzyć harmonogram zadań, gospodarować zasobami i monitorować realizację poszczególnych etapów projektu.

Wprowadzenie

  • Definicja projektu
  • Kluczowe zasady tworzenia projektów
  • Model trójkąta

Obsługa

  • Instalacja aplikacji
  • Charakterystyka Microsoft Project
  • Pomoc
  • Zapisywanie, wyszukiwanie, otwieranie projektu
  • Podstawowe widoki

Harmonogram

  • Reguły tworzenia harmonogramów
  • Typy harmonogramów
  • Kalendarze projektowe
  • Wprowadzanie zadań do harmonogramu
  • Edycja zadań w harmonogramie
  • Czas trwania zadań
  • Czas ciągły zadań
  • Czas szacowany w zadaniach
  • Priorytet projektu i zadań
  • Współzależności pomiędzy zadaniami
  • Wyprzedzenie i zwłoka
  • Kamienie milowe
  • Wizualizacja zadań w różnych widokach

Optymalizacja harmonogramu

  • Ograniczenia w zadaniach
  • Termin ostateczny
  • Zadania krytyczne
  • Ścieżka krytyczna
  • Zapas czasu w projekcie
  • Skracanie ścieżki krytycznej
  • Dostosowanie widoków

Zasoby

  • Definicja zasobów
  • Koszty zmienne zasobów
  • Koszty jednorazowego wykonania
  • Tabele stawek
  • Dostępność zasobów
  • Praca - definicja
  • Stałe w równaniu pracy
  • Nakłady pracy
  • Alokacja zasobów
  • Przeciążenia zasobów
  • Bilansowanie zasobów

Koszty

  • Koszty stałe
  • Kontrola kosztów
  • Koszty projektu, zadań, zasobów i pracy

Realizacja projektu

  • Metody realizacji projektu
  • Plan bazowy
  • Analiza stanu
  • Analiza odchyleń
  • Zmiany w projekcie

Raporty

  • Raporty w Microsoft Project
  • Tworzenie raportów użytkownika

Wyszukiwanie danych

  • Sortowanie danych
  • Filtry
  • Grupowanie danych
droolsrlsadm Drools Rules Administration 21 hours This course has been prepared for people who are involved in administering corporate knowledge assets (rules, process) like system administrators, system integrators, application server administrators, etc... We are using the newest stable community version of Drools to run this course, but older versions are also possible if agreed before booking.

Drools Administration

Short Introduction to Rule Engines

  • Artificial Intelligence
  • Expert Systems
  • What is a Rule Engine?
  • Why use a Rule Engine?
  • Advantages of a Rule Engine
  • When should you use a Rule Engine?
  • Scripting or Process Engines
  • When you should NOT use a Rule Engine
  • Strong and Loose Coupling
  • What are rules?

Where things are

  • Managing rules in a jar file
  • Git repository
  • Executing rules from KIE
  • Managing BPMN and workflows files
  • Moving knowledge files (rules, processes, forms, work times...)

Rules Testing

  • Where to store test
  • How to execute tests
  • Testing with JUnit

Deployment Strategies

  • stand alone application
  • Invoking rules from Java Code
  • integration via files (json, xml, etc...)
  • integration via web services
  • using KIE for integration

Administration of rules

  • authoring
  • Packages
  • Artifact Repository
  • Asset Editor
  • Validation
  • Data Model
  • Categories
  • versioning
  • Domain Specific Languages
  • Optimizing hardware and software for rules execution
  • Multithreading and Drools

Kie

  • Projects structures
  • Lifecycles
  • Building
  • Deploying
  • Running
  • Installation and Deployment Cheat Sheets
  • Organization Units
  • Users, Rules and Permissions
  • Authentication
  • Repositories
  • Backup and Restore
  • Logging
bprca Business Process Re-engineering for Competitive Advantage 21 hours

The course will cover how to:

  • Select, organise and implement a business re-engineering project
  • Achieve competitive advantage by capitalising on technology and the use of UML tools
  • Maximise customer satisfaction by matching process design to customer needs
  • Identify typical symptoms of business process dysfunction
  • Redesign workflow and structure successfully within the business
  • Ensure best practice through the application of business patterns

Introduction and Overview

The what and why of business process re-engineering (BPR)

  • Maximising competitive advantage through radical redesign
  • The need for re-engineering
  • Determining what re-engineering is and is not
  • Focusing on the business process
  • Achieving cost reduction and revenue generation goals

Applying the proven CLAMBRE/UML framework for re-engineering

  • Modelling standards: UML and BPMN
  • Customers vs. stakeholders
  • Identifying activities and information structure
  • Creative right-brain thinking

Targeting the Customer

Exploring the customer interface

  • Expanding customer roles with aggregation
  • Refining customer types using generalisation
  • Establishing an accurate customer profile

Documenting customer values and needs

  • Service provision vs. product supply
  • Evaluating customer satisfaction: quality, flexibility, speed, cost, service
  • Categorising customer relationships using the PRIDE checklist
  • Assessing how effectively the business process meets customer needs

Modelling the Business Process

Pinpointing processes for re-engineering

  • Uncovering core business processes
  • Choosing suitable metrics to assess process performance
  • Detecting business process antipatterns
  • Presenting findings to senior management

Describing worker roles and responsibilities

  • Identifying anomalies in worker roles using cross-reference matrices
  • Mapping a business process using UML activity diagrams
  • Partitioning activities between roles

Analysing the Business Process

Detailing business processes

  • Selecting appropriate UML tools
  • Scoping the process with UML use case diagrams
  • Pinpointing key business actors
  • Modelling alternative workflows
  • Capturing ineffective business activities

Exploring the business structure

  • Revisiting organisation infrastructure
  • Mapping information using class diagrams
  • UML business stereotypes
  • Designating process architecture with communication diagrams
  • Removing restrictive structures

Redesigning the Business Process

Maximising the benefits of information technology

  • Web-enabled technology
  • Interaction through social spaces
  • Designing future-proof business systems
  • Business intelligence solutions
  • Enterprise Information Systems

Redefining customer-process boundaries

  • Adapting the business process to benefit specific customer types
  • Integrating and capitalising on technology opportunities
  • Personalising the process
  • Meeting and exceeding customer expectations

Creating the new process using best business practice

  • Incorporating business patterns
  • Resolving process anomalies
  • Comparing strategic alternatives
  • Ensuring durable, reliable information management

Rolling Out the Re-engineered Process

  • Re-educating the workforce
  • Linking metrics with customer satisfaction
  • Supporting ongoing process improvement
  • Monitoring and measuring results
  • Demonstrating success
tcpsmlp Techniki coachingowe w pracy Scrum Mastera / Lidera Projektu 14 hours

Coaching jest procesem, którego głównym celem jest wzmocnienie klienta oraz wspieranie go w samodzielnym dokonywaniu zamierzonej zmiany. Klient opiera się na własnych odkryciach, wnioskach i zasobach.

Scrum Master pracując z zespołem ma podobne wyzwania. Czy może nauczyć się czegoś od Coacha? Postaram się udowodnić, że jest to możliwe i to w krótkim czasie.

Przedstawione zostaną narzędzia i techniki stosowane podczas sesji coachingowych, które w bardzo szybki sposób mogą zostać użyte przy pracy z zespołem.

Zajęcia odbywają się w formie warsztatu, co pozwoli uczestnikom zastosować poznane narzędzia w praktyce zaraz po szkoleniu.

Szkolenie przeznaczone jest dla Scrum Masterów, managerów liniowych oraz Project Managerów.

Wstęp:

  • Czym jest coaching ?
  • Postawa coacha
  • Kiedy podejście coachingowe się sprawdza ?

Umiejętności Scrum Mastera / lidera zespołu:

  • Analiza i definiowanie celu
  • Techniki coachingowe w prowadzeniu retrospektywy
  • Budowanie zasobów członków zespołu
  • Rozwój kompetencji członków zespołów
  • Narzędzia pomocne w podejmowaniu decyzji
  • Zwiększanie motywacji członków zespołu

Narzędzia coachingowe:

  • Model GROW
  • Pytania otwarte
  • Metoda małych kroków
  • Aktywne słuchanie
  • Parafraza
  • Odzwierciedlenie
  • Koło Życia
  • Technika skali
  • Definiowanie akcji
bitsas Business and IT System Agility using Standards 7 hours

This introduction seminar provides you with an overview on the business and enterprise architectures as well as methodologies that are used worldwide by the organizations to increase their business and IT System agility.

In particular, this seminar aims at helping you to understand frameworks that are used across the world to align ITs with the changing decisions and allows you to evaluate appropriate techniques to apply in your own organization.

 Wprowadzenie

  • Plusy i minusy obecnych metod wspierania biznesu i IT w ujęciu Agile
  • Architektura biznesowa : "Brakujące ogniwo pomiędzy strategią biznesową a architektruą biznesową" (OMG),
  • Połączenia pomiędzy Architekturą Korporacyjną (TOGAF, Zachman), Architekturą Biznesową, BPM, IT i Architekturą Systemową.
  • Struktury zorientowane na cel w Business Motivation Model (wizja biznesowa, cele, zadania, misje, strategie, taktyki, reguły biznesowe)
  • Uszczegółowienie wizji w kierunku procesów biznesowych
  • Kroki wyrównania IT do ewolucji potrzeb biznesowych

Od biznesu do IT i systemów

  • Przygotowanie architektury korporacyjnej i systemowej do wspierania zmian: struktury zorientowane na cel od biznesu do warstw systemu IT
  • Fundamenty  Service Architecture (architektury zorientowanej na usługi)
  • Jak modelować zmiany celów, strategii i zasad,
  • W jaki sposób propagować zmiany od wymagań biznesowych poprzez komponenty IT

Wpływ zmian na procesy biznesowe i obiekty biznesowe

  • BPM: Wyrównywanie procesów biznesowych, odpowiedzialności uczestników i obiektów biznesowych w zgodzie ze zmianami strategicznymi,
  • Integracja modyfikacji do komponentów procesów biznesowych.

Wpływ na elementy systemu IT

  • Struktury zorientowane na cel w systemie, które wspierają zarządzanie zmianami
  • Jak rozpoznać usługi (lub funkcje systemu) oraz przypadki użycia, które muszą reagować  na zmiany
  • Jak opisywać wpływ zmiany na zachowanie usługi (lub funkcji sytemu) i elementów przypadku użycia
  • Integracja zmian od SOA w celu przygotowania przypadków testowych

Wnioski

  • Kroki efektywnego przedsiębiorstwa w ujęciu Agile / System Architecture Development Methodology,
  • Możliwość śledzenia wymagań biznesowych wobec struktur systemu IT w celu lepszego zarządzania nimi w obliczu zmian.
476 Introduction to Management 14 hours

Audience

Who is this course addressed to managers, supervisors, team members, team leaders - content can be adapted to suit all levels.

Format

Interactive, participative training style, group involvement and skills development

Courses will be 7, 14 or 21 hours depending on topic chosen and / or client requirements

  • OUTLINES VARY DEPENDANT ON TOPIC SELECTED
  • The programme gives delegates an overview of the fundamental skills they need to be an effective manager.
scrummast Preparation for Professional Scrum Master 14 hours

The Scrum Master role is an essential part to any Agile/Scrum team. This course trains delegates in key aspects of the Scrum framework and prepares them to sit the online Scrum.org Professional Scrum Master (PSM1) exam.

Audience:

Anyone who either is, or is planning to be, a Scrum Master and for others working in a Scrum environment who have a need for in-depth knowledge of Scrum.

At the end of this course you will be able to:

  • Understand the origins of Agile methods.
  • Understand and apply the core values and principles of Agile methods.
  • Know the difference between the defined process and the empirical processes used in Agile.
  • Understand the Scrum roles, Artefacts, Ceremonies and practices.
  • Be fully prepared to sit the Professional Scrum Master (PSM1) exam
  • The Scrum Framework
  • Scrum Theory and Principles
  • Cross-functional, Self-organising Teams
  • Coaching and Facilitation
  • Scrum at Large

The course is very practical, with exercises to help see Scrum in action.

Scrum Master Exam:

After the course, delegates may take the PSM1 exam (https://www.scrum.org/Courses/Professional-Scrum-Master). NB: exam fee not included in the course fee (currently around £200)

Note: during the course, you will have an opportunity to answer mock exam questions to prepare for the PSM1 exam.

condev Contemporary Development Principles and Practices 14 hours

The course covers contemporary development principles and practices, including the place of project management, testing and business analysis, within Agile and traditional Waterfall contexts.

The course is intended to be workshop-style with opportunities for delegates to ask questions and explore real life application of the content.

This course comprises a series of modules with each module designed to take 1.5hrs, ie 1 training day would consist of 4 modules.

Intended Audience

This course is aimed at those who want to gain a rapid overview of contemporary Waterfall & Agile software development and the impact on project management, testing and business analysis.

Module 1:  Traditional Development Approaches

  • 1.1 Overview of Sequential, Predictive Development Approaches
    • Description of sequential, predictive ‘Waterfall’ approaches
    • Timeline of evolution of Waterfall approaches
  • 1.2 Strawman Waterfall
    • Dr Winston Royce’s Waterfall model
    • Benefits of Waterfall for controlling projects
    • Royce’s “Inherent risks”
  • 1.3 V-Model
    • Early verification and validation
    • Benefits of V-model
  • 1.4 Incremental Models
    • Example of Rational Unified Process
    • Incremental delivery
    • Breaking down scope and managing risk
  • 1.5 When to Use Waterfall
    • Defined process control

Module 2:  Prince2 Overview

  • 2.1 What is Prince2?
    • Definition and origins
    • Prince2 Certifications: Foundation, Practitioner, Agile
    • Benefits of Prince2
  • 2.2 Prince2 Methodology
    • Roles – Project manager, customer, user, supplier, project board
    • Management Techniques – Project assurance, project support
    • Scope - Interaction with contracts and contractual management
    • Controlling Change – Risk, quality, and change management
  • 2.3 Prince2 Process Model
    • Directing a project
    • Starting up a project
    • Initiating a project
    • Managing stage boundaries
    • Controlling a stage
    • Managing product delivery
    • Closing a project
    • Planning                             

Module 3:  Agile Overview

  • 3.1 Historical Overview
    • Timeline of evolution of ‘Agile’ ideas 90’s to present
    • Early Agile approaches – Scrum, XP, DSDM
    • Agile Developments – Kanban, BDD, DevOps, Scaling
  • 3.2 The Agile Manifesto
    • Background to creating the Manifesto
    • Agile Manifesto overview
      • Individuals and interactions over processes and tools
      • Working software over comprehensive documentation
      • Customer collaboration over contract negotiation
      • Responding to change over following a plan

Module 4:  Agile Principles

  • 4.1 The 12 Agile Principles
    • Group discussion on each principle
  • 4.2 Summary of Agile concepts
    • Iterative planning and development
    • Continuous improvement
    • Continuous learning
    • Collaboration and face-to-face communication
    • Collective accountability
    • Cross-functional teams

Module 5:  Agile Project Management with Scrum

  • 5.1 The Scrum Framework
    • Overview – Scrum Guide 2016
    • Scrum roles and responsibilities – Scrum Master, Product Owner, Team
    • Scrum events – Sprint, Sprint Planning, Review, Retrospective, Daily Scrum
    • Scrum artefacts – Product Backlog, Sprint Backlog, Product Increment
  • 5.2 Agile Project Management Principles
    • Empirical Process Control
    • Iterative planning and reporting
    • Continuous Improvement and retrospection
    • Resource management and teams

Module 6: Software Testing

  • 6.1 Testing Fundamentals
    • The Fundamental Test Process
      • Planning, Analysis & Design, Execution, Evaluation, Closure
    • Test levels – unit, integration, system, user acceptance
    • Test approaches – requirements-based, risk-based, experience-based
    • Test design techniques – white-box, black-box techniques
  • 6.2 Agile Testing
    • Agile Testing Quadrants overview – test strategy, planning
    • Test-driven development
    • Test automation principles – test automation pyramid
  • 6.3 Test Types
    • Technology-facing tests that guide development
      • Unit testing, TDD, smoke tests
    • Business-facing tests that guide development
      • Story tests, examples, acceptance testing
    • Business-facing tests that critique the product
      • Exploratory testing, Alpa/Beta testing, UAT
    • Technology-facing tests that critique the product
      • Performance testing, usability, quality attributes              

Module 7:  Traditional Business Analysis

  • 7.1 What is Business Analysis?
    • Business analysis and the business analyst
    • Levels of business analysis – enterprise, project, operational
    • Business Analysis principles
  • 7.2 IIBA BA Book of Knowledge – Knowledge Areas
    • Business Analysis Planning and Monitoring
    • Elicitation and Collaboration
    • Requirements Life Cycle Management
    • Strategy Analysis
    • Requirements Analysis and Design Definition
    • Solution Evaluation

Module 8:  Agile Business Analysis

  • 8.1 Agile Business Analysis Considerations
    • Iterative development
    • Cross-functional teams
    • Collaboration between business and technology areas
  • 8.2 Behaviour-Driven Development Overview
    • Origins in TDD and recent developments
    • Definitions – BDD, ATDD, Specification by Example
  • 8.3 BDD Activities
    • Focus on features that deliver business value
    • Derive features collaboratively
    • Keep options open
    • Use concrete examples to illustrate features
    • Write executable specifications
    • Create living documentation
  • 8.4 Agile BA Techniques & Tools
    • Business value definition
    • Personas
    • Impact Mapping
    • Real options
    • User Stories and acceptance criteria
    • Relative estimation
    • Given-When-Then template
    • Tool support for BDD
bpmn2funws BPMN 2 Fundamentals and Workshop 14 hours

Audience:

Delegates who have an interest in Process Modelling will benefit from attending this business process modeling notation training course including:

  • Business and Process Analysts
  • Process Designers and Implementers
  • Project and Programme Managers
  • Anyone involved with business change and transformation.

Day 1

AM

  • Course Introduction
  • Modelling Business Processes - Modelling Notations (BPMN)
  • Introducing BPMN
  • Basic BPMN Notation - Flow Objects
  • Exclusive Gateway
  • Parallel Gateway
  • Exercises

PM

  • Inclusive Gateway
  • Exercises
  • Events
  • Pools and Lanes
  • Message Flows
  • Artifacts
  • Data
  • Exercises

Day 2

AM

  • Event-Based Gateway
  • Exercises
  • Intermediate Boundary Events
  • Exercises
  • BPMN Diagrams
  • OMG Certification (OCEB)

PM

  • Facilitated Workshop
    • Using the acquired BPMN knowledge to undertake exercises based on company process examples
brmsdrools Zarządzanie regułami biznesowymi (BRMS) z Drools 7 hours

Kurs skierowany jest do architektów, analityków biznesowych i systemowych oraz menedżerów, którzy chcą stosować reguły biznesowe w swoich rozwiązaniach.

 

Short Introduction to Rule Engines

  • Artificial Intelligence&
  • Expert Systems
  • What is a Rule Engine?
  • Why use a Rule Engine?
  • Advantages of a Rule Engine
  • When should you use a Rule Engine?
  • Scripting or Process Engines
  • When you should NOT use a Rule Engine
  • Strong and Loose Coupling
  • What are rules?

Creating and Implementing Rules

  • Fact Model
  • KIE
  • Spreadsheet
  • Eclipse

Domain Specific Language (DSL)

  • Replacing rules with DSL
  • Testing DSL rules

jBPM

  • Integration with Drools

Fusion

  • Short overview on Fusion

Rules Testing

  • Testing with KIE
  • Testing with JUnit

Integrating Rules with Applications

  • Invoking rules from Java Code
66278 Bezstresowe zarządzanie sobą w czasie - jak mieć zawsze określone cele i być efektywnym w ich realizacji. 14 hours

Umiejętności zdobyte podczas kursu: Szkolenie wskaże Tobie drogę, jak efektywnie zarządzać swoją pracą.

Podczas szkolenia dowiesz się o wielu prostych zasadach, które pomogły w osiągnięciu sukcesu u innych.

Szkolenie pozwoli Tobie znaleźć motywację i określić konkretne działania, żeby osiągnąć swój cel

1. Określenie swoich celów w czasie

- dlaczego określanie celów jest ważne?

- sposoby na określanie celów

- efektywność w realizacji zadań

- różne metody określania celów i priorytetów krótko i długo terminowych

- droga dojścia do założonych celów - warsztatowo

2. Asertywność

- jak być asertywnym

- jak radzić sobie z asertywnością innych

- odmowa, która nie zaburza komunikacji

3. Motywacja

– dlaczego warto?

- poznaj siebie i określ swoje motywatory

- różne podejścia do motywacji

- jak motywować siebie oraz innych do bardziej efektywnej pracy

4. Wypracowanie swojego sposobu na monitoring realizacji celów

- plany, tabele, formatki

- narzędzia do określania i monitoringu celów

- praca warsztatowa z określonymi celami i sposobem ich osiągnięcia

- case study wypracowane przez uczestników szkolenia

tsajbossj Tunning serwerów aplikacyjnych JBoss7 i Jetty 8/9 14 hours

Szkolenie dla programistów, wdrożeniowców i administratorów aplikacji związanych ze specyfikacją Java EE, chcących nauczyć się wykorzystywać i administrować serwerem aplikacyjnym.

Przegląd serwerów aplikacyjnych dla Java

  • Wprowadzenie do JEE
  • Ogólna architektura serwerów aplikacyjnych
  • Profile serwerów aplikacyjnych (WEB, FULL)
  • Przegląd i porównanie komercyjnych i bezpłatnych serwerów aplikacyjnych

Zastosowanie i optymalizacja na przykładzie Jboss i Jetty

  • Możliwości serwerów
  • Rozwiązania o podwyższonej niezawodności
  • Skalowalność rozwiązań opartych o serwery aplikacyjne

Konfiguracja w praktyce Jboss7 i Jetty8/9

  • Zalecenia producentów omawianych serwerów aplikacyjnych dotyczące wysokiej wydajności - omówienie poszczególnych zaleceń
  • Inne dobre praktyki dotyczące konfiguracji omawianych serwerów

JVM – strojenie GC

  • Zasada działania maszyny wirtualnej
  • Omówie maszyn wirtualnych dostepnych na rynku
  • Model pamięci maszyny wirtualnej
  • Garbage Collector - zasada działania, algorytmy czyszczenia pamięci, wybór strategii działania garbage collectora.
pemm Personal Efficiency and Managing Meetings 7 hours

Audience

Managers, Team Leaders and staff members who feel that:

  • They are attending too many meetings
  • Their time is being “stolen” by other people
  • They cannot get to the bottom of their day’s work because of a lack of planning, foresight or prioritisation

Format of the course

The course will be a highly-interactive combination of:

  • Facilitated Discussions
  • Slide Presentations
  • Exercises and Case Studies

By the end of the course, delegates will be able to:

  • Appreciate the need to manage meetings effectively – respecting the time pressures of those whom they invite to meetings
  • Follow the standard processes for calling, managing and preparing the output of meetings
  • Appreciate more widely some of the ways of managing themselves and their time more efficiently: to work smarter not harder…

Understanding Ourselves and Others

  • Understanding that when we ask others to attend a meeting we are imposing upon them our list of priorities
  • What makes us behave the way we do?
  • Are we aware how our behaviour affects others: do they always respond in the way we want them to and in the way that they should? If not, why not…?

The Process for Managing Meetings

  • Why is a meeting necessary; what are the alternatives; are any of the alternatives preferable?
  • The process for calling, managing and preparing for meetings:
    • Creating a meaningful agenda covering the objectives for the meeting, the subject(s) to be covered and suggested timings
    • Inviting only the right people – and nobody else
    • Managing the meeting: allowing only relevant contributions (but being careful to differentiate between relevant and irrelevant); keeping to the agenda; keeping to time
    • Creating outputs: not necessarily detailed minutes but, at least, actions points
    • Arranging follow-up meeting(s)

Attending Meetings

  • Do I need to attend all the meetings to which I am invited?
  • How do I decide whether (or not) to attend meetings?
  • What justifications do I have for declining to attend?
  • What else am I allowed to do during a meeting related to attendees, subject matter being discussed and timings?

Other Personal Efficiency and Time Management Issues

  • Setting Objectives – personal and professional – and keeping to them
  • Work Prioritisation
    • How do I decide what needs to be done?
    • How do I prioritise these activities?
  • Employee-Imposed Time: are my staff and colleagues working for me or am I working for them…?
  • Time Bandits: what else steals time away from me and what can I do about it?
    • E-mails
    • Telephone calls
    • Unplanned interruptions
    • Displacement activities: procrastination…
    • Other things…
  • Effective Delegation
  • Assertiveness: seeking a compromise; learning to say “no” effectively
agilers Agile Retrospective 14 hours

Jeżeli w projekcie problemy nie są rozwiązywane na bieżąco będzie ich coraz więcej i więcej. Może to nawet doprowadzić to do porażki projektu.

Jak wiadomo zawsze lepiej zapobiegać niż leczyć. Dlatego właśnie w projektach zwinnych regularnie stosuje się retrospektywy. W retrospektywę zaangażowany jest cały zespół. Wspólnymi siłami dochodzi się do korzeni problemów i wprowadza w życie akcje naprawcze.

Celem szkolenia jest przekazanie uczestnikom potrzebnej wiedzy i umiejętności, aby mogli prowadzić w skuteczny sposób retrospektywy we własnych projektach. Szkolenie jest prowadzone w formie warsztatów tak więc każdy z uczestników zostanie zanurzony w doświadczeniu.

Szkolenie przeznaczone jest dla Scrum Masterów, managerów liniowych oraz Project Managerów.

  • Wstęp do metodyk zwinnych
  • Korzyści płynące ze stosowania retrospektywy 
  • Inspect & Adapt (ciągłe udoskonalanie procesu)

Kolejne fazy retrospektywy:

  • Aktywizacja grupy (energetyzery)
  • Generowanie informacji do grupowej analizy
  • Analiza źródeł problemow (Root Cause Analysis)
  • Tworzenie akcji naprawczych

Zastosowanie wiedzy w praktyce:

  • Prowadzenie retrospektywy przez uczestników szkolenia
  • Informacja zwrotna
scrumintro Introduction to Scrum 14 hours

Introduction to Scrum

What is Agile?

What is SCRUM?

Why SCRUM? 

Challenges

2 Artifacts / 3 Roles / 4 Events

Case Study

Online references / Study Material

Scrum Ceritification Guidelines

 

448 Mentoring and Coaching 7 hours

The aim of this one day course is to provide delegates with mentoring and coaching skills for the workplace. By the end of the course, delegates will be able to:

  • State the difference between mentoring and coaching
  • Discuss relevant learning theories
  • Describe different learning styles
  • Explain the feedback model
  • Outline basic coaching principles
  • State the component parts of the GROW coaching model 
  • Introduction to mentoring and coaching
  • Theories to learning
  • Learning styles
  • Effective Feedback
  • Principles of Coaching
  • The GROW model
prodown Preparation for Professional Product Owner 14 hours

This course is designed to provide a clear understanding of Scrum and the importance of the role of the Product Owner and is highly interactive. 

Audience:

Product managers, Scrum Product Owners, Scrum Masters, Managers of business lines, architects, strategy managers, business analysts or anyone with and interest and role in optimizing the return of investment.

Module 1:

  • Coverage of Scrum principles and values
  • Scrum framework, roles & responsibilities , artifacts and events
  • Why disciplined and intelligent use of Scrum is so important to achieve business value

Module 2:

  • The need for and the power of feedback loops
  • Managing Requirements , clearly express Product Backlog items
  • How to deal with stakeholders
  • The importance of Quality and Total Cost of Ownership (TCO)
  • How Scrum can be employed to achieve business objectives and maximise ROI

Module 3:

  • Planning Releases, Lean Planning
  • How to maintain product agility
  • How to deal with distributed teams
  • How to start & scale
  • The role of the Product Owner
  • Q&A

Certification:

Scrum.org provides an online assessment where you can achieve the internationally recognised Professional Product Owner™ I Certification upon achieving 85% or more of the available points. The assessment may be taken independently following the course; the fee for the assessment is currently around £200 and entitles you to one attempt.

baess Business Analysis Essentials 21 hours

Audience:

Business consultants, Business analysts, Project Managers, IT professionals.

Introduction

  • Why do you need business models?
  • Modeling skills

Defining the Scope of Modeling

  • What is a business model?
  • Separating textual and diagrammatic elements
  • Contrasting scope with level of detail

Crafting a process to develop a business model

  • Applying the steps: elicit, analyze, document, validate
  • Iterating the steps
  • Facilitating requirements workshops
  • Mapping models to deliverables

Charting the multidimensional aspects of a business model

  • Applying the five Ws approach: who, what, where, when, why and how
  • Selecting the right modeling approach
  • Employing CASE tools and simulation

Mapping the Business Landscape

  • Analyzing the enterprise
  • Exploring the enterprise architecture
  • Decomposing the architecture into its components
  • Usage of a Component Business Model

Applying business rules

  • Documenting the constraints: operative and structural
  • Representing rules with decision tables
  • Scoping Business Functions

Initiating the process with functional decomposition

  • Determining the functional hierarchies
  • Distinguishing between functions and processes

Drawing UML use case diagrams

  • Defining scope and boundary
  • Identifying the actors
  • Refining the use cases

Documenting business use cases

  • Selecting the appropriate level of detail
  • Specifying preconditions and post-conditions
  • Modeling Business Processes

Applying process modeling techniques

  • Workflows
  • Events
  • Activities
  • Decisions
  • Sequencing
  • Messaging
  • Roles

Leveraging Business Process Modeling Notation (BPMN)

  • Benefits from a standardized approach
  • Sequencing and classifying activities
  • Categorizing events
  • Emulating a Business Process

Refining business process diagrams

  • Choosing the right gateway: decisions, forks and joins
  • Mapping the processes to swim lanes and pools
  • Supplementing the model with artifacts

Analyzing the Enterprise Structure

  • Establishing the business domain
  • Documenting the workers and organization units
  • Modeling systems, documents, information and tools

Structuring the enterprise with UML class diagrams

  • Determining object attributes
  • Generalizing and specializing relationships
  • Constructing associations between the classes
  • Packaging for domains and functional units

Finalizing the Business Model

  • Achieving complete coverage with matrices
  • Prioritizing features
  • Cross-referencing requirements
  • Correlating behavior with roles

Contextualizing the model with perspectives

  • Documenting business interfaces
  • Mapping from means into ends
  • Capturing time parameters

Communicating the Model to Key Stakeholders

  • Knowing your audience
  • Selecting the right level of detail
  • Choosing the right model for your audience
  • Converting business models into user requirements
  • Delivering your models
bpmna Modelowanie BPMN dla Analityków Biznesowych 14 hours

Kurs ma na celu przekazanie podstaw praktycznej wiedzy z zakresu BPMN oraz nauczenie umiejętności modelowania na poziomie średnio-zaawansowanym i zaawansowanym.

Idealnym uczestnikiem szkolenia jest analityk biznesowy, rozumiany jako osoba odkrywająca, identyfikujaca, gromadząca i analizująca wymagania użytkowników wobec systemu informatycznego. - także zaawansowani projektanci aplikacji komputerowych i architekci systemowi zainteresowani biznesowa perspektywą tworzenia procesów systemowych i niesystemowych.

Kurs nie porusza zagadnień BPMN na poziomie Executable, innymi słowy w czasie szkolenia nie generujmy kodów opartych o XML, rozumianych przez maszynę run-time; nie zajmujemy się XML Schema, XPDL, BPEL etc.

Szkolenie jest prowadzone w stopniu dominującym w formie warsztatu komputerowego (~90%), w czasie którego z jednej strony tłumaczymy realne sytuacje biznesowe na BPD, z drugiej natomiast interpretujemy gotowe diagramy oceniając ich użyteczność praktyczną.

Kurs jest bardzo intensywnym kursem praktycznym sensu stricto; na szkoleniu nie zajmujemy się w żadnym stopniu teoretycznymi rozważaniami w zakresie BPMN.

Intro

  • Rozpoczęcie procesu
  • Zakończenie procesu
  • Wysyłanie wiadomości
  • Odbieranie wiadomości
  • Zadanie typu SCRIPT
  • Zadanie typu TASK

Podprocesy

  • Aktywność wywołująca
  • Podproces ad-hoc
  • Podproces typu TRASACTION

Zdarzenia Początkowe

  • Wiadomość
  • Cykliczne rozpoczynanie procesu
  • Sygnał
  • Warunek
  • Rozpoczęcie procesu zdarzeniem 1 z n
  • Wielokrotne zdarzenia początkowe

Zdarzenia Końcowe

  • Wiadomość
  • Sygnał
  • Błąd
  • Eskalacja
  • Anulowanie
  • Zakończenie procesu na jednym poziomie

Zdarzenia pośrednie

  • Zdarzenia przechwytujące
  • Zdarzenia aktywujące
  • Zdarzenia graniczne
  • Zdarzenie podproces
  • Zdarzenie czasowe w przepływie normalnym
  • Zdarzenie czasowe na granicy aktywności
  • Wiadomość aktywująca
  • Wiadomość przechwytująca w przepływie normalnym
  • Bramka typu zdarzenie
  • Błąd
  • Eskalacja
  • Sygnał
  • Przekazywanie między ścieżkami komunikatów o wyjątkach

Konstrukcje łączące i dzielące ścieżki w procesie

  • Podział równoległy
  • Podział wyłączny
  • Podział warunkowy
  • Łączenie ścieżek alternatywnych
  • Łączenie ścieżek równoległych
  • Łączenie ścieżek warunkowych
  • Dyskryminacja ścieżek

Tworzenie konstrukcji obsługujących przepływ wyjątkowy

  • Rodzaje wyjątków
  • Wzorce w zakresie obłsugi wyjątków

Wielokrotne wykonywanie aktywności

  • Pętla
  • Wieloinstancyjność aktywności
  • Przetwarzanie wsadowe

Podproces typu TRANSAKCJA

  • Pojęcie transakcji
  • Kompensowanie aktywności
  • Zdarzenie CANCEL
  • Konstruowanie mechanizmu kompensacji
soaarchmgr SOA dla architektów i menadżerów 14 hours

Kurs ten został stworzony dla menedżerów i architektów planujących wdrożenie lub kórzy są w trakcie wdrażania rozwiązań SOA. Daje przegląd zalet i wad SOA i wyjaśnia kiedy, dlaczego i jaką część SOA należy użyć.

Some of the questions the course can answer:

  • What are the benefits of employing SOA
  • What are the risks associated with the SOA approach
  • What are the trade-offs
  • How to assess potential profit with SOA
  • What real business case studies has been already made
  • When and to what extent SOA should be implemented
  • What are simplification and decomposition benefits
  • How to migrate from existing solutions to SOA and why migration to SOA does NOT require rebuilding the whole existing infrastructure
  • How to extend legacy applications with SOA
  • What are the existing SOA suites and platforms

A Service Oriented Methodology

  • Introduction to a SOA adoption roadmap
  • Three analysis approaches
  • Service oriented analysis

Advantages of SOA

  • Traditional EAI Approach
  • Problems With Traditional EAI Approach
  • Enter Service Oriented Architecture (SOA)
  • We Can Easily Change the Process
  • Changing Flow Using Legacy Approach
  • Replacing an Application
  • Other Advantages
  • Business Advantages
  • Adoption Stages

SOA Past and Present

  • From XML to Web Service to SOA
  • How SOA was done before
  • Emerging standards for SOA
  • Compare SOA with other architectures

What is service oriented architecture?

  • What is SOA?
  • Creating a common understanding of SOA
  • The evolution of SOA
  • Introducing the concepts of services and SOA
  • Design principles of SOA
  • The relationship between SOA and web services
  • The advantages and risks of SOA

Introduction to modelling and UML

  • Why use models with SOA
  • The difference between model and methodology
  • Why use the Unified Modelling Language?
  • Identifying business processes
  • Notation, Patterns and Methodology
  • Which Methodology to choose?

Introduction to Business Processes

  • How a collection of services performs a task
  • Simple request response interaction
  • Complex interaction involving many services
  • Need for a coordinator service emerges
  • Birth of orchestration or business process
  • Composing processes using Business Process Execution Language (BPEL)
  • BPM based solutions for orchestration
  • Example business processes

Web Services

  • Basic web services elements
  • Core web services standards stack
  • The Importance of WSDL
  • The design of SOAP
  • The use of registries via UDDI
  • The basic concepts of service orientation

Distributing Services Across a Network

  • Aligning functional and non-functional requirements
  • The role of Intermediaries in Service Networks
  • Introductions to WS-* extensions
  • SOA tenets

Modelling SOA building blocks

  • Using UML to analyse and design interfaces
  • Generating a domain model
  • Implementing and realising Use Cases
  • Showing web service collaboration
  • Usage of communication diagrams

Enterprise Service Bus (ESB)

  • Objectives
  • Service Invocation
  • Legacy System Integration
  • Web Services to the Rescue
  • The role of ESB in SOA
  • Security and ESB

Process Driven Services

  • Service layer abstraction
  • Introduction to business process layer
  • Process patterns
  • Orchestration and choreography
  • The use of WS-BPEL for process automation

Service Oriented Reference Model

  • Reference models and reference architectures
  • The IMPACT SOA reference model and architecture
  • SOA vendors and their relationship with SOA
  • SOA support in .NET and J2EE platforms

Layered Architecture

  • The layers pattern
  • Classic three-tier architecture
  • Connecting to the domain layer
  • Linking to the User interface
  • Using packages to decompose a system
  • Avoiding mutual dependencies
  • What is layering and why do we need it?
  • Application service layer
  • Business service layer
  • Orchestration service layer
wssoapwsdl WebServices with SOAP and WSDL Basics 14 hours

Overview of Web Services

  • Why do we need Web Services?
  • Service-Oriented Architecture Principles (SOA)
  • HTTP and XML - what is the whole buzz about?
  • Simple Object Access Protocol (SOAP)
  • Web Service Description Language (WSDL)
  • Universal Description, Discovery and Integration (UDDI)
  • The WS-* profiles - what are these?
  • REST

The XML Technology

  • Why XML with Web Services?
  • The XSD Schema
  • Data representation in XML
  • XSLT based XML transformations
  • HTTP / XML Web Services case study

The Simple Object Access Protocol

  • Messaging Model
  • Namespaces
  • SOAP over HTTP
  • The SOAP Envelope
  • The Message Header
  • The Message Body
  • SOAP Faults
  • Attachments

Web Services Description Language

  • Web Services as Component-Based Software
  • The Need for an IDL - history of Distributed Computing
  • Web Services Description Language
  • WSDL Information Model
  • The Abstract Model -- Service Semantics
  • Message Description
  • Messaging Styles
  • The Concrete Model -- Ports, Services, Locations
  • Extending WSDL -- Bindings
  • Service Description

Handling Binary Content

  • The WS-I Attachments Profile
  • Using base64Binary
  • MIME Attachments
statdm Statistical Thinking for Decision Makers 7 hours

This course has been created for decision makers whose primary goal is not to do the calculation and the analysis, but to understand them and be able to choose what kind of statistical methods are relevant in strategic planning of the organization.

For example, a prospect participant needs to make decision how many samples needs to be collected before they can make the decision whether the product is going to be launched or not.

If you need longer course which covers the very basics of statistical thinking have a look at 5 day "Statistics for Managers" training.

What statistics can offer to Decision Makers

  • Descriptive Statistics
    • Basic statistics - which of the statistics (e.g. median, average, percentiles etc...) are more relevant to different distributions
    • Graphs - significance of getting it right (e.g. how the way the graph is created reflects the decision)
    • Variable types - what variables are easier to deal with
    • Ceteris paribus, things are always in motion
    • Third variable problem - how to find the real influencer
  • Inferential Statistics
    • Probability value - what is the meaning of P-value
    • Repeated experiment - how to interpret repeated experiment results
    • Data collection - you can minimize bias, but not get rid of it
    • Understanding confidence level

Statistical Thinking

  • Decision making with limited information
    • how to check how much information is enough
    • prioritizing goals based on probability and potential return (benefit/cost ratio ration, decision trees)
  • How errors add up
    • Butterfly effect
    • Black swans
    • What is Schrödinger's cat and what is Newton's Apple in business
  • Cassandra Problem - how to measure a forecast if the course of action has changed
    • Google Flu trends - how it went wrong
    • How decisions make forecast outdated
  • Forecasting - methods and practicality
    • ARIMA
    • Why naive forecasts are usually more responsive
    • How far a forecast should look into the past?
    • Why more data can mean worse forecast?

Statistical Methods useful for Decision Makers

  • Describing Bivariate Data
    • Univariate data and bivariate data
  • Probability
    • why things differ each time we measure them?
  • Normal Distributions and normally distributed errors
  • Estimation
    • Independent sources of information and degrees of freedom
  • Logic of Hypothesis Testing
    • What can be proven, and why it is always the opposite what we want (Falsification)
    • Interpreting the results of Hypothesis Testing
    • Testing Means
  • Power
    • How to determine a good (and cheap) sample size
    • False positive and false negative and why it is always a trade-off
agilesofttestci Agile Software Testing with Continuous Integration 28 hours

QA/CI

  • What is QA?
  • What is CI
  • The costs of software development, refactoring and fix errors
  • Identifying and understanding the project
  • Profit for the organization

DDD

  • Software development based on business requirements, assumptions DDD
  • Problems in communication IT-Business
  • Domain Model

Best Practices

  • KISS principle and DRY
  • Coding standards
  • Creating reusable code through OOP and design patterns
  • Identifying and reducing cyclomatic complexity

Software Metrics

  • Weight Method per Class
  • Response For a Class
  • Depth of Inheritance Tree
  • Coupling Between Objects
  • Lack of Cohesion of Methods
  • Number of Children
  • Cyclomatic complexity
  • Metrics class
  • Model Metrics
  • Metrics for use

Software Testing

  • What, when and how to test?
  • The method of "white-box" and "black box"
  • The role of testing in agile methodologies
  • TDD only a potential increase in the cost of the project
  • Unit testing
  • Behavioral tests
  • Functional tests

Refactoring

  • What is refactoring?
  • Debt technology
  • Code smell
  • Refactoring patterns

Documentation

  • The role of documentation in agile methodologies
  • What to document?
  • Types of documentation
  • Documentation and agile methodologies, or you can call (Working software over comprehensive documentation)?
  • Standard XMI
  • Automatic generation of documentation

Tools and Environment CI

  • Tools and Environment CI

Agile and CI/QA

  • Planning and incremental development
  • Embracing Change
  • Short stages
  • Interdisciplinary team
  • Extreme Programming, Code Review
  • Individuals and interactions over processes and tools

Summation

  • Discussion
  • Questions
  • How do you begin the process of implementation?

Introduction to testing

  • Functional Tests
  • Regression Test
  • UAT Tests
  • Unit Tests
  • Usability Tests
  • Non Functional Tests
  • Performance test
  • Load test
  • Stress test
  • Soak test

Test or not to test

  • Who is making decisions about what to test?
  • The cost of testing irrelevant things
  • Calculating ROI (what if something fails analysis)
  • The role of Test Manager

The process of Testing

  • Testing is a process and a strategy
  • Identifying testing needs
  • Gathering requirements (use cases, user stories)
  • Scoping (choosing and prioritize scenarios)
  • Designing tests
  • Preparing data
  • Preparing environment
  • Creating or Recording tests
  • Perform the test
  • Analysis and reports
  • Conclusions and improvement
  • When to say "stop"

Product owner and Tests

  • The customer representative and test priority
  • Prioritizing tests
  • Writing effective stories for UAT
  • Acceptance criteria
  • Group exercise to produce customer requirements and write stories based on the requirements and create tests
pplteamman People and Team Management 21 hours

Audience

Staff who need to be fully aware of the issues surrounding People and Team Management for:

  • Themselves
  • Their colleagues (peers)
  • Their bosses
  • Their team members
  • Their internal and external customers and stakeholders

Format of the course

The course will be a highly-interactive combination of:

  • Facilitated Discussions
  • Slide Presentations
  • Exercises and
  • Case Studies

By the end of the course, delegates will be able to:

  • Appreciate the need to manage their own behaviour before they can influence others’ behaviour
  • Understand the strengths and weaknesses of the various communications media available
  • Appreciate how to manage, motivate and develop their team members
  • Manage their internal and external customers and stakeholders
  • Explain how to deal with the difficult situations they may encounter in the office

Understanding Ourselves and Others

  • What makes us behave the way we do?
  • How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable?
  • Feedback: how do others see and relate to us?

Communication

  • How do we communicate with others?
  • What are the advantages / disadvantages of the various communications media?
  • What do we mean by Effective Communication and how do we achieve it?
  • Our respective thinking and learning styles and how they can be applied to our day-to-day work

Management v Leadership

  • What is Management? What is Leadership?
  • What is the difference between Management and Leadership?
  • Analysing Leadership Behaviour
  • Analysing the difference Management Styles – and understand when to use them
  • The importance of Communication – including:
    • Verbal Communication
    • Vocal Communication
    • Visual Communication

Emotional Intelligence

  • Emotions and their consequences
  • The importance of understanding our “EQ” (as opposed to the more-standard IQ)
  • The five stages of Goleman’s Emotional Intelligence model:
    • Self-Awareness
    • Self-Management
    • Motivation
    • Empathy
    • Social Skills

Transactional Analysis

  • Why do we act / react in a certain way to colleagues and customers?
  • How can we build rapport with colleagues and customers?
  • What are the benefits of “True Rapport” in our inter-personal relationships?

Building a Successful Team

  • What is a Team?
  • The stages of Team Development

Goal and Objective Setting

  • Goal Setting – for the company
  • Objective Setting – for the staff
  • Drafting and Aligning Objectives
  • Performance Management

Stakeholder Management

  • People and the Service-Profit Chain
  • Satisfying Stakeholders
  • Stakeholder Analysis: internal and external stakeholders

Delegation

  • What is Delegation?
  • The Stages of Delegation

Coaching

  • What is Coaching?
  • Using the G R O W model for effective coaching

Handling Conflict

  • What causes conflict?
  • The Phases of Conflict Handling
    • Understanding the Conflict
    • Understanding your / the other person’s position in the conflict
    • Resolving the Conflict
  • Kilmann’s Five Conflict-Handling Modes – and how to apply them:
    • Competing
    • Collaborating
    • Compromising
    • Avoiding
    • Accommodating
  • Bridging the Gap
agilepz Agile w projektach zdalnych 14 hours

Pracownicy, którzy nie mają przez kilka miesięcy bezpośredniego kontaktu z firmą tracą z nią więź i motywację do pracy. Synchronizacja pracy programistów znajdujących się w różnych zakątkach świata. Różnice kulturowe oraz inna strefa czasowa klienta. To tylko niektóre z problemów jakie trzeba rozwiązać, aby projekt w środowisku zdalnym zakończył się sukcesem.

Szkolenie ma na celu uświadomić uczestnikom genezę problemów charakterystycznych dla projektów zdalnych oraz pomóc je rozwiązać. Przedstawione zostaną rozwiązania wywodzące się ze zwinnego zarządzania projektami (Agile) takimi jak Scrum, Kanban czy Extreme Programming.

Zajęcia odbywają się w formie warsztatu, co pozwoli uczestnikom zastosować poznane narzędzia w praktyce zaraz po szkoleniu.

Szkolenie przeznaczone jest głównie dla Scrum Masterów, Product Ownerów oraz Project Managerów pracujących w projektach zdalnych. Jednak dostarczy również wartości pozostałym uczestnikom projektu zdalnego.

Wstęp:

  • Wprowadzenie do Agile
  • Definicja projektu zdalnego
  • Zalety projektów zdalnych
  • Problemy występujące w projektach zdalnych

Największe wyzwania w projekcie zdalnym:

  • Wzmocnienie więzi pracowników zdalnych z firmą
  • Synchronizacja pracy w zespole
  • Zdalny Daily Scrum
  • Zapewnienie transparencji projektowej
  • Budowanie samoorganizacji i odpowiedzialności za projekt
  • Inspect & Adapt - empiryczne podążanie za zmianą
  • Prowadzenie zdalnej retrospektywy
  • Usprawnienie komunikacji
  • Organizowanie spotkań w środowisku zdalnym
  • Praca ze zdalnym klientem
  • Szybkie dostarczanie wartości klientowi
softengret Software Engineering, Requirements Engineering and Testing 63 hours

Software Engineering 5 days

Day 1: Project Management

  • Project versus line management and maintenance and support
  • Project definition and project forms
  • Management – general rules and project management
  • Management styles
  • What is special for IT projects?
  • Basic project process
  • Iterative, incremental, waterfall, agile and lean project process
  • Project phases
  • Project roles
  • Project documentation and other artefacts
  • Soft factors and peopleware
  • PRINCE 2, PMBOK, PMI, IPMA and other project standards

Day 2: Business Analysis and Requirements Engineering Fundamentals

  • Defining business goals
  • Business analysis, business process management, business process improvement
  • The boundary between business and system analysis
  • System stakeholders, system users, system context and system boudaries
  • Why are requirements necessary?
  • What us requirements engineering
  • The boundary between requirements engineering and architectural design
  • Where is requirements engineering often hidden?
  • Requirements engineering in iterative, lean, and agile development and in continuous integration – FDD, DDD, BDD, TDD
  • Basic requirements engineering process, roles and artefacts
  • Standards and certifications: BABOK, ISO/IEEE 29148, IREB, BCS, IIBA

Day 3: Architecture and Development Fundamentals

  • Programming languages – structural and object-oriented paradigms
  • Object-oriented development – how much is history, how much is the future
  • Modularity, portability, maintainability and scalability of architectures
  • Definition and type of software architectures
  • Enterprise architecture and system architecture
  • Programming styles
  • Programming environments
  • Programming mistakes and how to avoid and prevent them
  • Modelling architecture and components
  • SOA, Web Services and micro-services
  • Automatic build and continuous integration
  • How much architecture design is there on a project?
  • Extreme programming, TDD and re-factoring

Day 4: Quality Assurance and Testing Fundamentals

  • Product quality: what is it? ISO 25010, FURPS etc.
  • Product quality, user experience, Kano Model, customer experience management and integral quality
  • User-centred design, personas and other ways to make quality individual
  • Just-enough quality
  • Quality Assurance and Quality Control
  • Risk strategies in quality control
  • The components of quality assurance: requirements, process control, configuration and change management, verification, validation, testing, static testing and static analysis
  • Risk-based quality assurance
  • Risk-based testing
  • Risk-driven development
  • Boehm’s curve in quality assurance and in testing
  • The four testing schools – which suits your need?

Day 5: Process Types, Maturity and Process Improvement

  • The evolution of IT process: from Alan Turing through Big Blue to lean startup
  • Process and process-oriented organization
  • The history of processes in crafts and industries
  • Process modelling: UML, BPMN and more
  • Process management, process optimization, process re-engineering and process management systems
  • Innovative process approaches: Deming, Juran, TPS, Kaizen
  • Is (process) quality free? (Philip Crosby)
  • The need and history of maturity improvement: CMMI, SPICE and other maturity scales
  • Special types of maturity: TMM, TPI (for testing), Requirements Engineering Maturity (Gorschek)
  • Process maturity versus product maturity: any correlation? any causal relationship?
  • Process maturity versus business success: any correlation? any causal relationship?
  • A forsaken lesson: Automated Defect Prevention and The Next Leap in Productivity
  • Attempts: TQM, SixSigma, agile retrospectives, process frameworks

Requirements Engineering - 2 days

Day 1: Requirements Elicitation, Negotiation, Consolidation and Management

  • Finding requirements: what, when and by whom
  • Stakeholder classification
  • Forgotten stakeholders
  • Defining system context – defining requirements sources
  • Elicitation methods and techniques
  • Prototyping, personas, and requirements elicitation through testing (exploratory and otherwise)
  • Marketing and requirements elicitation – MDRA (“Market-Driven Requirements Engineering”)
  • Prioritising requirements: MoSCoW, Karl Wiegers and other techniques (including agile MMF)
  • Refining requirements – agile “specification by example”
  • Requirements negotiation: types of conflicts, conflict-solving methods
  • Solving internal incongruence between some types of requirements (e.g. security versus ease of use)
  • Requirements traceability – why and how
  • Requirements status changes
  • Requirements CCM, versioning and baselines
  • Product view and project view on requirements
  • Product management and requirements management in projects

Day 2: Requirements Analysis, Modelling, Specification, Verification and Validation

  • Analysis is the thinking and re-thinking you do between elicitation and specification
  • Requirements process is always iterative, even in sequential projects
  • Describing requirements in natural language: risks and benefits
  • Requirements modelling: benefits and costs
  • The rules for using natural language for requirements specification
  • Defining and managing requirements glossary
  • UML, BPMN and other formal and semi-formal modelling notations for requirements
  • Using document and sentence templates for requirements description
  • Verification of requirements – goals, levels and methods
  • Validation – with prototyping, reviews and inspections, and testing
  • Requirements validation and system validation

Testing - 2 days

Day 1: Test Design, Test Execution and Exploratory Testing

  • Test design: after risk-based testing, choosing the optimum way to use the time and resources available
  • Test design “from infinity to here” – exhaustive testing is not possible
  • Test cases and test scenarios
  • Test design on various test levels (from unit to system test level)
  • Test design for static and for dynamic testing
  • Business-oriented and technique-oriented test design (“black-box” and “white-box”)
  • Attempting to break the system (“negative testing”) and supporting the developers (acceptance testing)
  • Test design to achieve test coverage – various test coverage measures
  • Experience-based test design
  • Designing test cases from requirements and system models
  • Test design heuristics and exploratory testing
  • When to design test cases? – traditional and exploratory approach
  • Describing test cases – how much detail?
  • Test execution – psychological aspects
  • Test execution – logging and reporting
  • Designing tests for “non-functional” testing 
  • Automatic test design and MBT (Model-Based Testing)

Day 2: Test Organization, Management and Automation

  • Test levels (or phases)
  • Who does the testing, and when? – various solutions
  • Test environments: cost, administration, access, responsibility
  • Simulators, emulators and virtual test environment
  • Testing in agile scrum
  • Test team organization and role
  • Test process
  • Test automation – what can be automated?
  • Test execution automation – approaches and tools
449 Equality and Diversity Masterclass 7 hours

The aim of this one day course is to better equip delegates in order to promote E&D in the workplace and better comply with relevant E&D legislation. By the end of the course, delegates will be able to:

  • Explain the benefits of Inclusion and an inclusive workplace
  • Outline the Equality Act 2010 and it's implications for employers and employees
  • Discuss what is meant by 'prohibited conduct' and how this can be avoided
  • Define what is meant by 'reasonable adjustments' for disabled workers
  • State current, appropriate and inappropriate terminology
  • Introduction to E&D and inclusion
  • The Equality Act 2010, it's history and implications
  • Prohibited conduct & discrimination
  • Disability in the workplace
  • E&D terminology
jenkins Continuous integration with Jenkin 21 hours

Audience

  • Build engineers
  • Software developers involved in agile development
  • QA engineers
  • Project managers
  • Release managers

Format of the course

    Part lecture, part discussion, heavy hands-on practice

 

This course covers the concepts, tools and techniques needed to carry out continuous integration of your software projects in an Agile environment. Participants carry out a series of hands-on exercises throughout the course to apply their knowledge in real situations. Interaction among instructor and participants is encouraged. Real-world cases are discussed and specific issues and questions are addressed and resolved in class.

The course is as follows...

  1. Introduction to Jenkins
    • Why continuous integration?
    • Distributing builds accross different systems.
  2. Setting up Jenkins
  3. Installing Jenkins plugins
  4. Building with Jenkins
  5. Testing with Jenkins
  6. Deploying with Jenkins
  7. Automating with Jenkins
  8. Reporting in Jenkins
agiletesting Introduction to Agile Testing 14 hours

Overview

This 2-day course provides a brief introduction to Agile software testing. It deals with foundational test concepts, within the context of Agile (Scrum) development and uses Crispin & Gregory’s (More Agile Testing, 2014) Agile Testing Quadrants model as a framework to explore contemporary principles and practices of Agile testing.

Intended Audience

This course is intended for development teams who want to improve their testing practices in an Agile context.

It is also suitable for those intending to pursue testing as a specific career and is a suitable pre-requisite for the iSQI Certified Agile Tester course.

Day One

Overview of Agile

  • Overview history of Agile methodologies
  • Discussion on Agile Manifesto statements

Scrum Framework

  • Scrum roles and responsibilities – Scrum Master, Product Owner, Dev Team
  • Scrum events – Sprint, Sprint Planning, Review, Retrospective, Scrum meeting
  • Scrum artefacts – Product Backlog, Sprint Backlog, Product Increment

Agile Testing Distinctives

  • Collaboration over independence
  • The place of documentation in Agile
  • Introduction to Agile Testing Quadrants
  • Test automation

Testing Fundamentals

  • The Fundamental Test Process
  • Black-box test design techniques
  • White-box test design techniques

Day Two

Technology-facing testing that guides development

  • Unit testing and black-box test design
  • Test-driven development
  • Test tools example

Business-facing testing that guides development

  • User stories and acceptance testing
  • Behavior-driven development
  • Test tools example

Business-facing testing that critiques the product

  • Exploratory testing
  • White-box test design

Testing Fundamentals

  • Quality attributes
  • Performance testing
  • Test tools example
xyz Róznice pokoleniowe w zarządzaniu. Pracownicy pokoleń XYZ. Jak z nimi funkcjonować 14 hours

Szkolenie adresowane jest do osób kierującymi zespołami pracowników, kierującymi projektami, chcących w pełni korzystać z potencjału drzemiącego w zespole
 

Korzyści dla uczestników szkolenia:

  • Poznanie charakterystyki poszczególnych grup pokoleniowych
  • Nabędą umiejętności odpowiedniego komunikowania się z pracownikami
  • Nabędą umiejętności udzielania informacji zwrotne według zasady „tu i teraz”
  • Poznanie sposobów na motywowanie pracowników pokolenia X, Y oraz Z
  • Poznanie modelowych typów rozmów z pracownikami pokolenia X,Y i Z

Metoda szkolenia:

Szkolenie pomyślane jest jako interaktywne, gdzie udział uczestników sięga ponad 80% czasu. Każda sesja przebiega według podobnej dynamiki, opartej o metodologię opracowaną z uwzględnieniem cyklu Kolba: ćwiczenie otwierające na nowe nawyki (budujące świadomość),  mini wykład o technikach (wiedza), ćwiczenie nowych taktyk i technik (umiejętność). Po zamknięciu każdej sesji uczestnicy otrzymują materiały pomocnicze dotyczące omówionej sesji.

Materiał praktyczny jest podsumowywany mini wykładami dającymi teoretyczne podstawy oraz wyjaśniającymi podstawowe mechanizmy psychologiczne, których uczestnicy doświadczają w trakcie pracy na sali szkoleniowej.

Otwartość na innych: 5 pokoleń na rynku konsumenckim, 4 pokolenia na rynku pracy

  • Otwartość na innych – pięć pokoleń na rynku: Pokolenie Z, Pokolenie Y, Pokolenie X, Pokolenie Baby Boomers, Pokolenie Tradycjonalistów.
  • Jakie pokolenie reprezentuję?
  • Charakterystyka 4 pokoleń funkcjonujących na rynku pracy:Z, Y, X i Baby Boomers

Różnice pokoleniowe wśród pracowników:

  • Definiowanie i zarządzanie potencjałem rozwojowym pracownika, uwzględniając specyfikę potrzeb i możliwości życiowych wynikających z wieku - kluczowe kompetencje
  • Techniki i umiejętności z zakresu motywowania i zarządzania pracownikami w różnym wieku.

Zarządzanie wiekiem – jak przygotowaliśmy się na przyjęcie najmłodszych pokoleń Y i Z?

  • jaki jest pracownik pokolenia Y i Z?
  • co motywuje pracownika z pokolenia Y i Z?
  • jak się komunikować z pracownikiem z pokolenia Y i Z?
  • jak zarządzać pracownikiem z pokolenia Y i Z?

 

Komunikacja X,Y,Z

  • Jak projektować odpowiednią komunikację dla pokoleń X,Y,Z
  • Dlaczego muszę dostosować przekaz?
  • Wspólne narzędzia komunikacji – Feedback
  • Jak komunikować aby motywować pokolenia?
  • Komunikacja otwarta – autorytet w komunikacji
  • Komunikacja w biznesie rozwój współpracy

Zarządzanie i motywacja  XYZ

  • Wyznaczanie celów i realizacja zadań
  • Zarządzanie zespołem, koordynacja działań, prowadzenie projektów –  współpraca międzypokoleniowa
  • Co motywuje poszczególne pokolenia? – klucz do pokolenia
  • Jak projektować współpracę?
  • Jak wzajemnie się uzupełniać w biznesie?
  • Jak skutecznie dzielić zadania w zespole – tabela kompetencji
  • Jak budować autorytet naturalny i poczucie własnej wartości w XYZ?
  • Czy pokolenie Z jest trudne w zarządzaniu i co je tak naprawdę motywuje?
  • Czy za chwilę będzie nam brakować pracowników?
  • Rekrutacja XYZ na czym zależy poszczególnym pokoleniom

Trudne sytuacje XYZ – asertywność w komunikacji

  • Zarządzanie konfliktem –  trudne sytuacje między pokoleniami
  • Jak przewidywać konflikty w pracy?
  • Poziomy komunikacji – postawy rozmówcy (szef, pracownik, dostawca, odbiorca)
  • Jak rozmawiać z pracownikiem, przełożonym itp?
  • Empatia w komunikacji
  • Czego w komunikacji oczekują ode mnie różne pokolenia?
  • Jak zmniejszyć stres przez transparentność komunikacji?
aiint Artificial Intelligence Overview 7 hours

Kurs ten został stworzony dla menadżerów, architektów, analityków biznesowych i systemowych, menedżerów oprogramowania oraz wszystkich zainteresowanych przeglądem stosowania sztucznej inteligencji i prognozą dla jej rozwoju.

Artificial Intelligence History

  • Intelligent Agents

Problem Solving

  • Solving Problems by Searching
  • Beyond Classical Search
  • Adversarial Search
  • Constraint Satisfaction Problems

Knowledge and Reasoning

  • Logical Agents
  • First-Order Logic
  • Inference in First-Order Logic
  • Classical Planning
  • Planning and Acting in the Real World
  • Knowledge Representation

Uncertain Knowledge and Reasoning

  • Quantifying Uncertainty
  • Probabilistic Reasoning
  • Probabilistic Reasoning over Time
  • Making Simple Decisions
  • Making Complex Decisions

Learning

  • Learning from Examples
  • Knowledge in Learning
  • Learning Probabilistic Models
  • Reinforcement Learning

Communicating, Perceiving, and Acting;

  • Natural Language Processing
  • Natural Language for Communication
  • Perception
  • Robotics