1219 Business Analyst courses in Cardiff delivered On Demand

Through video lessons, PDF handouts, mock exams and online assessment, you will gain a complete understanding of the role of a business administrator in a modern office environment. Upon completion, you will earn a CPD accredited qualification as proof of your skills. The course begins with the basics of office admin work, including interpersonal communication, time management and being a successful influencer, before moving onto the specifics of business finance management, payroll, and recruitment. Why choose this course Earn an e-certificate upon successful completion. Accessible, informative modules taught by expert instructors Study in your own time, at your own pace, through your computer tablet or mobile device Benefit from instant feedback through mock exams and multiple-choice assessments Get 24/7 help or advice from our email and live chat teams Full Tutor Support on Weekdays Course Design The course is delivered through our online learning platform, accessible through any internet-connected device. There are no formal deadlines or teaching schedules, meaning you are free to study the course at your own pace. You are taught through a combination of Video lessons Online study materials Mock exams Multiple-choice assessment Certification After the successful completion of the final assessment, you will receive a CPD-accredited certificate of achievement. The PDF certificate is for £9.99, and it will be sent to you immediately after through e-mail. You can get the hard copy for £15.99, which will reach your doorsteps by post. Who is this course for? Advanced Diploma in Business Administration is suitable for anyone who want to gain extensive knowledge, potential experience and professional skills in the related field. This is a great opportunity for all student from any academic backgrounds to learn more on this subject. Course Contents Module 01: Business Administration Module 02: Management of Business Module 03: Functions, Nature and Levels of Management Module 04: Characteristics of Professional Managers Module 05: Business Process Management Module 06: Different Phases of Business Process Lifecycle Module 07: The Monitoring and Optimising Phase of Business Management Module 08: Project Management Module 09: Marketing, Sales and Negotiation Module 10: Leadership and Critical Thinking Module 11: Business Relationship and Change Management Module 12: Human Resource Management Module 13: Risk Management Module 14: Business Communications and Report Writing Module 15: Accounting and Financial Management Module 16: Payroll Management and Career Opportunity

Shifting Left Until We Shift Right - Does It Make Sense to Test in Production? Pablo Picasso famously said to learn the rules like a pro, so you can break them like an artist.' For over 20 years, the principles of agile and lean software development have been reshaping our industry with incontrovertible positive impact. However, as is so often the case with guiding principles, there are cases where the original intent has been lost and replaced by simplified patterns that sometimes prevent us from making the right decisions. In this talk, CircleCI CTO Rob Zuber will look at the guiding principles and original intent of agile practices to illustrate that the next frontier of testing in production may seem counterintuitive on the surface but, when done well, is a natural evolution of agile. Attendees will: Develop a better understanding of the principles that led to specific practices in agile development Recognize how advancement beyond planning work, such as devops and CI/CD evolved from these principles Make decisions about where and how to apply these practices in their own work Apply scenario planning to minimize cost and risk while maximizing value delivery in their own business

Creating Your Organization's Business Agility Strategy Optimally, your organization's business strategy and business agility strategy are completely coupled together, one seamlessly supporting the other. Practically, what many organizations experience today is a tug-of-war between their business strategy and this thing called 'business agility.' Or, a lack of business agility strategy altogether, leaving the business strategy more susceptible, and even fragile, when unforeseen changes inevitably occur. We need a way to think about business agility, coupled with business strategy, so that we can live into the reality of harnessing change for good. This session will expose you to a recently published body of work, Domains of Business Agility, which serves as a model for creating business agility strategy. Think of it as a skeleton, or a thinking tool. Used this way, the model allows leaders to answer the question, 'How much business agility do we need in various parts of our organization as a seamless support to our overall business strategy?' In this session, Lyssa Adkins, author of Coaching Agile Teams and Agile/Leadership Coach, leads you through the key steps for creating such a business agility/business strategy. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs.

Creating Your Organization's Business Agility Strategy Optimally, your organization's business strategy and business agility strategy are completely coupled together, one seamlessly supporting the other. Practically, what many organizations experience today is a tug-of-war between their business strategy and this thing called 'business agility.' Or, a lack of business agility strategy altogether, leaving the business strategy more susceptible, and even fragile, when unforeseen changes inevitably occur. We need a way to think about business agility, coupled with business strategy, so that we can live into the reality of harnessing change for good. This session will expose you to a recently published body of work, Domains of Business Agility, which serves as a model for creating business agility strategy. Think of it as a skeleton, or a thinking tool. Used this way, the model allows leaders to answer the question, 'How much business agility do we need in various parts of our organization as a seamless support to our overall business strategy?' In this session, Lyssa Adkins, author of Coaching Agile Teams and Agile/Leadership Coach, leads you through the key steps for creating such a business agility/business strategy. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs.

The Agile Mindset: Motivating vs. Mandating Change Agile Transformations can be hard on teams if not properly managed and oftentimes, people who don't readily embrace an Agile mindset are vilified and accused of sabotaging the initiative. Yet studies show these problems tend to stem from leadership's unawareness of what motivating factors enable their teams to be most receptive and responsive to change, resulting in many teams not having the data and security needed up-front to embrace change in the most effective ways. Through this talk, we'll offer you key tips and techniques to overcome these challenges! By attending this session you will: Learn the hidden reasons some struggle to embrace an Agile Mindset! Find out how to discover what types or data, security and context your people need to embrace change more quickly! Discover new ways to motivate your people toward a continuous Agile mindset, from the start!

Driving Business Agility as a Leader at Scale Today's fast-paced business world demands leaders that can adapt to market demands and capitalize on opportunities. In a start-up mode or innovation lab, this seems possible. In a large, multi-national organization... not so much.Leaders get accused of being part of the frozen or pressurized middle where they have potentially unrealistic expectations from above. They can be viewed as overly bureaucratic or 'command and control' from the agile teams they work with. The reason is a mismatch between the tools and thinking of traditional management and the problem space of business agility. Come and see how to thrive as a leader in this new paradigm and the tools that can allow you to adapt for present and future business demands. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Agile Leadership & Enterprise Transformation: Why it Works Enterprises are evolving to become Agile Organizations to thrive in an unpredictable, rapidly changing environment. They evolve continually and embrace uncertainty and ambiguity. These modern Agile organization require a new kind of leadership which is fundamentally different from traditional mindsets. The Agile Leader has a Learning and growth mindset, an ability to inspire purpose with empathy and foster collaboration at an individual & Team level and instills outcome oriented self-direction. Transformation in large Enterprises are longterm journeys. Agile Leadership is fundamental to sustain over time and keep pivoting with outcomes that matter. Embedding new ways of working, Enterprise Design Thinking, Customer centricity and other movements will make Change the norm instead of the exception. This requires the formation of Teams with a DNA to continuously adopt best practices. Marcel will share his Enterprise Transformation perspective from having worked in Technology with many Clients in Europe and Asia throughout two decades. He will be sharing personal insights grounded in real-life stories about what works and what doesn't. His personal journey in agility and lessons learned will inspire you for your own way forward. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs.

Agile Teams in a Time of Disruption This presentation will give you the specifics needed to align remote employees and coordinate multiple Agile teams. Learn how Scrum events coordinate and focus communication. foster transparency and drive work to Done. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU. What you will Learn Key Takeaways: How to improve productivity in your distributed teams How to communicate in ways similar to being collocated How pairing and swarming remotely can lead to high-performing distributed teams How to align and focus multiple distributed teams

Driving Business Agility as a Leader at Scale Today's fast-paced business world demands leaders that can adapt to market demands and capitalize on opportunities. In a start-up mode or innovation lab, this seems possible. In a large, multi-national organization... not so much.Leaders get accused of being part of the frozen or pressurized middle where they have potentially unrealistic expectations from above. They can be viewed as overly bureaucratic or 'command and control' from the agile teams they work with. The reason is a mismatch between the tools and thinking of traditional management and the problem space of business agility. Come and see how to thrive as a leader in this new paradigm and the tools that can allow you to adapt for present and future business demands. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Levers of Project Agility: Change Management Levers of Project Agility: Change Management You may be using agile processes in your projects, even have extended the use of agile management practices into other areas of business. However, your ability to realize the expected benefits within the expected time horizons is only affected by the quality of your change management initiatives. In this talk, we will look at the models of change and current change management best practices to identify the critical success factors for integrating change management into project activities that will enable agility into benefit delivery. Your projects may be agile, but to achieve expected benefit delivery you need to integrate high quality change management initiatives into project activities. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.