906 Business courses in Cardiff

About this Training Course The drill string is the simplest piece of equipment in use on a drilling rig and at the same time, the most critical piece. We use the qualifier 'basic' because although 99% of the drill string comprises plain tubes that are just screwed together, the lowest section, just above the bit, can go to extreme loading and is fitted with highly sophisticated electronics packages providing both positional and lithological data as well as a steering system to drive and orient the bit. The principle tasks of the drill string are also deceptively simple. These are to: Convey each drill bit to the bottom of the hole and then to retrieve it when worn, Act as a conduit to convey drilling fluid at high pressure down to the bit and Transmit torque from surface to bit, occasionally in concert with a hydraulic motor to drive this bit. This 3 full-day course will cover in detail what it takes to decide on minimum drill string specifications, which are able to support the loads to which it will be subjected. In addition to the need to use a drill string with minimum strength requirements, we also need to ensure that we can prevent drill string failure. If the failure consists of a small split or leak of any kind, then the time involved may be little more than that required for a roundtrip to change the bit. If the string parts, then the recovery is likely to take a considerable amount of time. In a worst case scenario, the fish in the hole may prove impossible to retrieve, requiring a sidetrack. A less than optimal design of the string will reduce the efficiency of the operation and almost always leads to premature bit wear. This is particularly true when we are unable to measure and control the dynamics of the drill string as a whole and the bottomhole assembly in particular. Axial vibrations, torsional vibrations and lateral vibrations may take place in various degrees of severity. The behaviour of the drill string while operating under torsional vibrations is thought to be of great importance and may result in torsional buckling. This course will also cover the drilling optimization limiters, how to identify them and how to remove them. This is done by understanding the drill string dynamics - by operating under the most favourable conditions and by measuring the dynamics in the vicinity of the bit (or at the bit) in order to make timely adjustments. Training Objectives The course homes in what office staff needs to know and plan for and what field staff needs to know and implement. By the end of this course, participants will be familiar with: Critical dimensions of common drill pipe and weld-on tool joints and its relation to yield for calculation of tensile, torsional and burst resistance. Make-up torque of connections that relate to the tool joint dimensions and the torsional strength of that connection. Use of design factors and safety factors on tensile and torsional strength in relation to new and worn state. Conditions which could lead to drill pipe collapse. Situations where limitations on sinusoidal (snake) and helical buckling will apply and the influence of radial clearance and deviation. Failure of drill pipe (fatigue) and the circumstances under which these would occur (rotation across doglegs, pipe in compression etc). Mechanism under which hardbanding would induce casing wear and the methods applied to measure and prevent any significant wear. Drill pipe inspection methods we apply to identify early flaws/cracks/corrosion, to measure dimensions, to inspect tool joints etc. Common BHA components, including heavy wall drill pipe, their external/internal dimensions, connections (API, proprietary) and appearance (such as spiral). Significance of thread compounds to ensure the correct make-up torque is applied. Significance of drill string/BHA 'neutral point' in the context of drill string component failure. Basic design principles for a BHA make-up in a vertical, low/medium deviated and highly deviated well in terms of weight transfer and drag/torque. Stabilization principles for a pendulum (vertical), a stabilized (vertical or tangent), a build and a drop-off assembly. BHA design and stabilization in relation to mitigation/elimination of vibration and to the elimination of tension, torsion or fatigue failure. Matching bit aggressiveness, gauge length, BHA stabilization, steerability and Mechanical Specific Energy (MSE) to mitigate the severity of any vibration. Bit efficiency and reduction of wear by understanding mechanical and hydraulic limiters. How to perform a passive or active drill-off test. Importance of being conversant with API 7G RP and/or equivalent data books, to look up/check the recommended tensile/torque and other parameters for the drill string in use. Target Audience This course is intended for staff directly or indirectly involved in the delivery of challenging wells such as junior to senior well engineers, both in office-based planning and operations and field-based operator/contractor supervisory staff such as company men and toolpushers. Trainer Your expert course leader has over 45 years of experience in the Oil & Gas industry. During that time, he has worked exclusively in the well engineering domain. After being employed in 1974 by Shell, one of the major oil & gas producing operators, he worked as an apprentice on drilling rigs in the Netherlands. After a year, he was sent for his first international assignment to the Sultanate of Oman where he climbed up the career ladder from Assistant Driller, to Driller, to wellsite Petroleum Engineer and eventually on-site Drilling Supervisor, actively engaged in the drilling of development and exploration wells in almost every corner of this vast desert area. At that time, drilling techniques were fairly basic and safety was just a buzz word, but such a situation propels learning and the fruits of 'doing-the-basics' are still reaped today when standing in front of a class. After some seven years in the Middle East, a series of other international assignments followed in places like the United Kingdom, Indonesia, Turkey, Denmark, China, Malaysia, and Russia. Apart from on-site drilling supervisory jobs on various types of drilling rigs (such as helicopter rigs) and working environments (such as jungle and artic), he was also assigned to research, to projects and to the company's learning centre. In research, he was responsible for promoting directional drilling and surveying and advised on the first horizontal wells being drilled, in projects, he was responsible for a high pressure drilling campaign in Nigeria while in the learning centre, he looked after the development of new engineers joining the company after graduating from university. He was also involved in international well control certification and served as chairman for a period of three years. In the last years of his active career, he worked again in China as a staff development manager, a position he nurtured because he was able to pass on his knowledge to a vast number of new employees once again. After retiring in 2015, he has delivered well engineering related courses in Australia, Indonesia, Brunei, Malaysia, China, South Korea, Thailand, India, Dubai, Qatar, Kuwait, The Netherlands, and the United States. The training he provides includes well control to obtain certification in drilling and well intervention, extended reach drilling, high pressure-high temperature drilling, stuck pipe prevention and a number of other ad-hoc courses. He thoroughly enjoys training and is keen to continue taking classes as an instructor for some time to come. POST TRAINING COACHING SUPPORT (OPTIONAL) To further optimise your learning experience from our courses, we also offer individualized 'One to One' coaching support for 2 hours post training. We can help improve your competence in your chosen area of interest, based on your learning needs and available hours. This is a great opportunity to improve your capability and confidence in a particular area of expertise. It will be delivered over a secure video conference call by one of our senior trainers. They will work with you to create a tailor-made coaching program that will help you achieve your goals faster. Request for further information post training support and fees applicable Accreditions And Affliations

Individuals with great leadership skills empower teams to achieve their full potential, make decisions, and stategise well to help organisations thrive. This course provides the knowledge and skills to help you hone your leadership skills.

When managers have too many decisions to make, it can have a serious impact on the speed and efficiency of the organisation. When those decisions are commercial ones, the results can wreak havoc with the bottom line. Often the problem arises when those below them or in operational areas of the organisation aren't equipped or allowed to make a decision for themselves. Issues get passed back up and that wastes time. This programme provides a solution, giving your entire team the skills to: And most importantly, they'll be able to do this in line with the broader aims and commercial objectives of the business. By the end of the programme participants will be able to: Fully appreciate the importance of effective decision-making in business Use the five-step 'Stop, Think, Act!' decision-making process Stop leaping to conclusions Really understand the situations and decisions they are dealing with Identify good options Evaluate those options Make decisions and then put them into action Apply these tools and techniques to all their decisions in future 1 Understanding the business we work in What are the critical factors in our business? What is the SWOT analysis for our business? 2 Understanding what decision-making is 3 Background Culture of 'having to be doing' To change things we have to think about it! We are paid to make decisions! 4 Recognise the opportunity to make a decision 5 The 'Stop, Think, Act!' technique 6 STOP! Recognise the opportunity to make a decision Don't leap to conclusions Get ready to think Initial questions:Is this my decision? (Do I have the authority?)Who is this going to affect? (Do they need to be included?)When do I need to make the decision? (What's the timeline?) 7 THINK! The 3 Cs - making sure we understand the decisions we have to make What is the context of this decision?What is the overall situation?Why is this decision important?What do we need to achieve?What will success look like? Do I have clarity about the decision I need to make?Can I write it down?Can I express it clearly in two sentences? What are the criteria?What are the critical commercial factors that we will use to select our options?What will we use to measure the business success? 8 ACT! Identifying options What data do I need to collect?Issues with today's overloadIdentifying what will help you Select optionsHow many options?Must match your criteriaMust achieve success'Decision compass' exercise Analyse optionsTabular methodRisk analysis (likelihood v effect)Head, heart and gut (is there any organisational history/bias that we are up against?) Making your decision Taking it to actionFirst actionsPlanning how to make it happen

Portfolio Management Skills: In-House Training The main purpose of this workshop is to equip and enable people in a portfolio management office and PMO to effectively and efficiently support the Executive Leadership and Operational Management to plan, implement, manage, and evolve portfolio management in their organization. There is a deliberate focus on preparing you to become a strong and effective change advocate for meaningful portfolio management that delivers objective measurements of benefit contribution towards the strategic objectives to lead, manage, and continuously improve portfolio management governance, processes, and frameworks with and through the direction of a portfolio practice, principles, and delivery boards. What you Will Learn At the end of this program, you will be able to: Articulate the benefits of portfolio management Link the initiatives in an organization with its strategic objectives Participate in the introduction of portfolio management in an organization Create or improve the portfolio governance structure Lead the inventory of ongoing and new initiatives Assist the executives in the prioritization of initiatives through the use of Multi-criteria Analysis and other selection tools Support the executives in balancing the portfolio based on the optimal use of resources and priorities Create a portfolio delivery plan Define thresholds and variance reporting criteria Assist the executives and the financial team in the definition of Stage Gate Funding Lead the Stage Gate reviews Analyze the benefits that are being realized by the initiatives Foundation Concepts Definitions Benefits of Portfolio Management Objectives of Portfolio Management Portfolio Life Cycles Governing the Portfolio Portfolio Governance structure Roles and responsibilities Initial activities when starting portfolio management Prioritizing Initiatives Prioritize purpose Multi-Criteria Analysis Analytical Hierarchy Process (AHP) Strategic alignment Balancing the Portfolio Allocating resources and budgets Communicating decisions of initiatives status Planning the Portfolio Planning review cycles Using Stage Gate Funding Setting thresholds and variance reporting Tool examples Managing the Portfolio Delivery Project and Program Life Cycles Stage Gate Reviews Loop back to Prioritize, Balance and Plan Interaction with the Portfolio Delivery Board Project, Program and Functional Managers' roles and responsibilities

When there is a shooting, stabbing or bomb explosion the initial priority will be public safety. This can delay the time before the emergency services are able to reach the injured. Our 3 hour citizenAID course enables the general public to be effective in these situations before the emergency services are available to provide professional medical support. This course can be delivered on-site or at our training centre in Poole, Dorset. Qualification Information This qualification and learning outcomes are based on the blended recommendations of: European Resuscitation Council, Section 9. First Aid British Army, Battlefield Casualty Drills Course Content Following this course students will: Be able to use the citizenAID app/pocket guide in an emergency situation. Be able to provide immediate first aid to an unresponsive casualty who is breathing. Be able to provide first aid to a casualty with severe external bleeding. Who should attend? This qualification is for all members of the public who wish to learn lifesaving skills and techniques in the event of a deliberate multiple casualty incident. Pre-requisites Students must be at least 14 years old on the first day of training. Assessment and Certifications Assessment of this course is continuous and will take place through knowledge and skills observations. Successful students will receive an Immerse Training Certificate, which is valid for three years. This certificate will be issued by Qualsafe, the awarding body for Immerse Training. Additional Information Course fees include a copy of the citizenAID pocket guide. What makes us different? Fun & Engaging – Gone are the days of boring first aid training. Although professional, our trainers teach in an informal way that encourages student interaction and retention of knowledge. Technology Enhanced Learning – We utilise a range of technologies to make our courses memorable fun and effective. Bespoke Courses – Our on-site courses are designed with the specific risks of your business in mind. Training by doctors, nurses and paramedics – We have years of experience working on the front line of emergency medicine; giving us real world knowledge and skills in managing injured or unwell people.

Mediation for Managers Training

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Businesses that don't control their costs don't stay in business. How well are you doing? Is everyone in your organisation sufficiently aware of costs, managing them effectively and maximising opportunities to reduce them? If there is scope for improvement, this course will help get you back on track. It will demonstrate that cost reduction is so much more than cost control and cost cutting. True cost management is about being aware of costs, seeking to reduce them through good design and efficient operating practices whilst taking continuing action on overspending. This course will develop the participants' skills in: Being aware of costs at all times Seeking cost reduction from the start (including life-cycle costing) Appraising projects / production to identify and take out risk Understanding real budgeting Using techniques such as ZBB and ABC where appropriate Ensuring cost reports lead to action Managing a cost reduction process that delivers Benefits to the organisation will include: Identification of cost reduction and business improvement opportunities Better reporting and ownership of costs Greater awareness and control of everyday costs 1 Introduction - the cost management process The risks of poor cost control Capital and revenue costs The importance of cost awareness The importance of cost reduction Cost management - the key aspects How to build a cost management and control process checklist for your areas of responsibility 2 Cost removal - taking out costs Cost awareness Costs of poor design / poor processes Value engineering Removing redundant costs 3 The need for commercial, technical and financial appraisals Understand the problems before cash is committed and costs incurred Making the effort to identify commercial and technical risk The time value of money - DCF techniques for long term projects Cost models for production processes and projects Costing models - project appraisals The use of spreadsheets to identify sensitivity and risk How to focus on risk management 4 Budgeting - proper budgeting challenges costs The philosophy of the business - are costs an issue? The importance of having the right culture The need for detailed business objectives Budgetary control measures Designing budget reports - for action 5 Zero-based budgeting (ZBB) - the principles Much more than starting with a clean sheet of paper What ZBB can achieve The concept of decision packages - to challenge business methods and costs Only necessary costs should be incurred A review of an operating budget - demonstrating what ZBB challenges and the costs it may lead to being taken out 6 Awareness of overheads and other costs Definitions of cost - direct and indirect Dealing with overheads - what is meant by allocation, absorption or apportionment? The apparent and real problems with overheads Different ways of dealing with overheads Review of overhead allocation methods and accounting and reporting issues 7 Overheads and product costing Activity-based costing (ABC) - the principles Where and how the ABC approach may be helpful Know the 'true' cost of a product or a project Should you be in business? Will you stay in business? Identifying weaknesses in a traditional overhead allocation How ABC will help improve product or service costing Identifying which products and activities should be developed and which abandoned 8 Cost reduction culture The need for cost reports What measures can be used to identify over-spends as early as possible Cost control performance measures and ratios 9 Design of cost control reports Reports should lead to action and deliver Selecting cost control measures which can be acted upon Practice in designing action reports 10 Course summary - developing your own cost action plan Group and individual action plans will be prepared with a view to participants identifying their cost risks areas and the techniques which can be immediately applied to improve costing and reduce costs

PMI-RMP® Exam Prep: In-House Training This course is aimed at preparing the participant to pass the PMI-RMP® (Risk Management Professional) exam. The course will also provide practical tips and tools that can be used in any organization's project management risk practices. In this expanded session, you will also have time to practice your exam taking skills with coaching from a credentialed instructor. The course includes the tool RMP-IQ, with sample exam questions to practice for the exam and allow participants to see their knowledge level in the various domains. What You Will Learn At the end of this course, participants will be able to: Explain the value and benefits of the PMI-RMP® credential Perform a self-assessment of your knowledge and skills Prepare a study plan that will allow you to pass the exam Foundation Concepts The Risk Management Professional (PMI-RMP®) Exam PMI's Standard for Risk Management Portfolios, Programs and Projects Key risk definitions Risk management life cycle Levels of Risk Management Enterprise Risk Management Portfolio Risk Management Program Risk Management Project Risk Management Risk Strategy and Planning: Part 1 Task 1: Perform a preliminary document analysis Task 2: Assess project environment for threats and opportunities Task 3: Confirm risk thresholds based on risk appetites Risk Strategy and Planning: Part 2 Task 4: Establish risk management strategy Task 5: Document the risk management plan Task 6: Plan and lead risk management activities with stakeholders Agile, programs, and portfolio aspects of risk strategy and planning Risk Identification: Part 1 Objectivity and bias Task 1: Conduct risk identification exercises Risk Identification: Part 2 Task 2: Examine assumption and constraint analysis Task 3: Document risk triggers and thresholds based on context / environment Task 4: Develop risk register Agile, programs, and portfolio aspects of risk identification Risk Analysis: Part 1 Task 1: Perform qualitative analysis Risk analysis in an agile environment Risk Analysis: Part 2 Task 2: Perform quantitative analysis Task 3: Identify threats and opportunities Program and portfolio aspects of risk analysis Risk Response Task 1: Plan risk responses Agile, programs, and portfolio aspects of risk response planning Task 2: Implement risk responses Monitor and Close Risks: Part 1 Task 1: Gather and analyze performance data Monitor and Close Risks: Part 2 Task 2: Monitor residual and secondary risks Task 4: Monitor project risk levels Task 3: Provide information required to update relevant project documents Agile, programs, and portfolio aspects of monitoring and closing risks

This Strategy Challenge workshop is designed to provide an opportunity for senior management teams to practice and develop their strategic thinking skills - individually and collectively. It gives a 'safe space' and uses examples designed to 'stretch the strategic thinking muscles'