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Project management can seem scary and rather intimidating. The whole aim of this programme is to give people a simple and straightforward way of dealing with projects without having to use complex and confusing systems. This two-day course is designed to introduce the apparently complex world of project management in a simple and practical manner. The programme is for anybody who has to run a project of any nature. It has been attended by people from as diverse fields as events management, fashion, charities, oil companies and so on. The programme is run without using any IT project management systems although an introduction can be given if required. At the end of the programme participants will leave understanding: What a project is and why projects are so important today The roles of a project manager Some key language and concepts A simple 5-step model for organising projects How to make sure you understand what your 'client' really wants A set of three simple tools to plan the project How to make decisions What to monitor when the project is running How to close the project 1 Introduction What is the aim of this programme? 2 Background thinking What is a project? The project manager's eternal triangle (cost-quality-time) What are the characteristics of successful projects? Who are the key characters in a project? What are the roles of a project manager? 3 The project process Why have one? 4 Project initiation What is the aim? Identifying key information Key skill: mission analysis Initial risk analysis Document and sign-off 5 Decision-making - 'Stop, Think, Act!' The 'Stop, Think, Act!' technique Recognise the opportunity to make a decision The 3 Cs - making sure we understand the decisions we have to make Identifying options Making your decision Taking it to action 6 Creativity 7 The planning stage Identify all discrete tasks Sequence and dependencies Time line - critical path Resources Project base-line 8 Execution stage - delivering the result Monitor Evaluate Adapt Control Review 9 The project close Review Documentation Have we delivered? What have we learned?

This programme has a simple objective: to help a sales team create and implementa comprehensive account development plan. If you want to earn strategic partner or preferred supplier status with your clients and customers then you need to add value to their business, consistently, and you can only do this if you have a plan - a key account management plan. This programme will help participants: Discover opportunities - through a deeper understanding of the customer's business Develop partnership - through a better 'value proposition' for the customer Increase repeat business - based on higher customer satisfaction Improve synergy - by getting everyone to 'sing from the same hymn sheet' Develop a collaborative account plan - validated by the customer and their own management Secure resources - management will align resources to execute soundly based account plans Win an increased share of 'customer wallet' - through systematic account development 1 The six principles of strategic account development Introduction to the PROFIT account development model:- Performance- Relationships- Objectives and goals- Feedback- Integration- Teamwork Practical account development strategies: overview and case studies 2 Performance Use practical tools to help you manage and measure account performance and success Design and build a monthly account dashboard for all sizes of account Prioritise and manage accounts and customers pro-actively and successfully, using proven planning tools Develop a cross-selling strategy to integrate products or solutions into the customer's business as closely as possible 3 Relationships How to build and manage key relationships within an account Qualifying and managing key influencers accurately Producing a 'relationship matrix' for each account quickly and easily Approaching and developing new contacts strategically Tools and techniques for successful tracking of contacts and call-backs Developing a coach or advocate in every customer organisation pro-actively 4 Objectives and goals Where are you now? - how to establish your competitive position within an account Know how to set, monitor and track key objectives for accounts over the short, medium and long term Selling against the competition - developing both long- and short-term sales strategies 5 Feedback - building loyal and satisfied customers The correct way to manage customer expectations and create listening loops within an account How to monitor and track your customer's perception and satisfaction with your organisation Building a personalised satisfaction matrix for each account Customer review meetings - best practice in building loyalty by regular joint planning events Understanding the concept of long-term customer value and the importance of adapting a customer-focused attitude 6 Integration How to integrate your products or solutions with the customer's business needs and processes Spot and react to early warning signals that may cause an account's loyalty to fade, reduce revenue or switch to a competitor Developing a loyalty strategy for key accounts or groups of smaller accounts Getting your message and strategy across to C-level contacts 7 Teamwork Working with others to achieve your account goals Gaining internal commitment from your organisation Managing and working with a virtual team Creating cross-departmental communication loops 8 Putting it all together Personal account reviews Personal learning summary and action plans

This practical, enjoyable day will give you the tools to go and do your job effectively and the opportunity to practise using them in a safe and supportive environment before putting them into practice for real back in the workplace. To inspire, you need to be inspired!Having the right set of skills, tools and techniques helps us to manage in a productive and beneficial way. Above all, the workshop will inspire you with the determination to engage with the people you manage to produce greater levels of achievement. This workshop will enable you to: Understand what the role of the manager is Engage and inspire a team to perform Recognise the range of styles appropriate for different situations and how your communication style impacts Provide clear direction on your team's purpose, role and responsibilities Understand how to create a motivating environment for those who report to you Hold them accountable for delivery Hold performance conversations Review and evaluate your learning and have a plan to take back and implement at work 1 Bringing the role to life Starting the day with sharing your current ideals and approaches using the pre workshop task Understanding what you bring to your role and your objectives for the day 2 The role and responsibilities of a manager: an overview Responsibility and accountability Producing results Managing teams Developing individuals 3 Communication excellence The model of a team communicator What type of communicator are you and what about your team? Practical interactive group exercise 4 Your role as a team leader - shaping how we work using the organisation's values Your role Your team's role Enabling your team to deliver in a changing mindset 5 Engaging and motivating your team Exercise: using a leadership model to explore how you are enabling your team to engage with current change, what's getting in the way and how you will manage this in your organisational context Peer and group task and discussion 6 Addressing motivation at team and individual level in times of change Exercises:Identifying approaches to motivating people at work based on a work based model of motivation: team taskExploring a behavioural model of motivation: team discussion Review in plenary 7 Holding people accountable The work cycle model of team performance: Agree purposeSet objectivesMonitor performanceProvide feedbackCompliance vs. commitment Professional discussion in small groups Exercise: Practising short conversations using peer coaching support 8 Review of learning and action planning Personal review and action planning Group review of learning Evaluation

The aim of this course is to provide an overview of the principles and practice for leading and managing a portfolio of smaller projects in a multi-project / multi-task environment. It presents a range of practical methods and techniques relevant to the smaller project scenario, using exercises and case studies to show how these can be applied. The scope of the programme includes: The course also emphasises the importance of the leadership and team-working skills needed by project managers and team members in carrying out their roles. The principal training objectives for this programme are to: Explain and demonstrate the key principles of successful project management Demonstrate a range of useful project management tools and techniques Define the role, and help participants understand the skills required by, the project leader Provide a structured framework to help participants manage multiple projects Identify opportunities to improve project management within the organisation DAY ONE 1 Introduction (Course sponsor) Why this programme has been developed Review of participants' needs and objectives 2 Managing smaller projects Projects and project management Lessons from past projects; the essential requirements for success Differences between projects; characteristic project life cycles Key issues and challenges of smaller projects The multi-project world; project portfolio management 3 Project exercise Syndicate teams plan and manage a small project Review of the project exercise: What are the keys to successful management of small projects? 4 Setting up the project Getting organised Managing the definition process Identifying and managing project stakeholders Working with the customer to define the scope and agree deliverables 5 Case study 1 Defining the project scope and deliverables Syndicate teams define the scope and deliverables for a typical project 6 Project planning The importance and cost benefit of effective planning Planning the plan; deciding how detailed a plan to create Packaging the work and estimating timescales and costs Developing project / resource schedules; setting milestones for control v Identifying and managing critical path activities 7 Case study 2 Creating the project plan Syndicate teams develop and analyse the project plan DAY TWO 8 Managing project risks Identifying risks to the project outcome, timescale and cost Evaluating risks and adopting an appropriate risk strategy Defining risk ownership; keeping a simple risk log Keeping risk management up to date; staying pro-active Integrating planning and risk management 9 Project control Managing change, minimising scope creep Selecting the data needed to provide early warning of problems Monitoring performance easily with 'S' curves and slip charts Using trend forecasting to assess true project status Running project review meetings 10 Managing a multi-project portfolio Understanding the world of multiple projects Establishing ownership of project / programme management Classifying projects and creating the 'master schedule' Defining and applying project lifecycle management Resource management: essential pre-requisites and mechanisms Project prioritisation criteria and techniques; pain / gain analysis 11 Managing the multi-project team Characteristics of small project teams / part-time team membership Clarifying line and project management responsibilities Implementing effective manpower planning Establishing professional working practices in the team Developing project management competences in the team Establishing team roles and integrating team members 12 Course review and transfer planning (Course sponsor present) Identify actions to be implemented individually Identify corporate opportunities for improving project management Sponsor-led review and discussion of proposals Conclusion

Overview of Telehandler Training Course Telehandler Training or Telehandler Courses is an essential program designed to equip operators with the necessary skills and knowledge to safely and efficiently operate telehandlers. These versatile machines, commonly used in agriculture, construction, and warehousing, require precise handling due to their complex controls and varied load capacities. Our Telehandler Courses will help you achieve your goal to be a successful Telehandler Operator. The importance of comprehensive telehandler training cannot be overstated. It ensures that operators are well-versed in both the theoretical and practical aspects of handling these machines, significantly reducing the risk of accidents and injuries on the job. Moreover, proper Telehandler training aids in maximising the operational efficiency of telehandlers, which can contribute to the timely completion of projects and the effective management of resources. In various industries, telehandlers play a critical role in lifting and transporting heavy materials over obstacles and uneven terrain, making the Telehandler course crucial for anyone involved in operations that require heavy lifting and material handling. The Telehandler courses covers a range of topics, including safety regulations, operational techniques, maintenance basics, and troubleshooting common issues, ensuring that all participants are prepared to handle the demands of operating a telehandler in any setting. Booking the Telehandler Training couldn’t be easier. Book Now

The need for key staff to have commercial skills is paramount, as the public sector is increasingly opened up as a commercial market, in which organisations compete against each other and the private sector for contracts. Generating additional income and being commercially aware is vital for this to be a success, and is what many public sector organisations are looking to do. This programme will help you: See commercial awareness as not just another skill-set, but as a different mind-set Use a variety of tried-and-tested commercial, analytical decision-making techniques and tools Define your commercial objectives Develop a strategic focus Start looking at service clients as market segments Analyse, in a competitive context, your service offering Plan a commercial strategy, prepare for its implementation and see it through to execution 1 What is commercial thinking? Understand what it means to be a commercial thinker Identifying commercial opportunities often involves not only a different skill set but also a different mindset; looking at the services that you provide 2 Defining strategic commercial objectives Defining your key commercial objectives Prioritising your strategic objectives Two key strategic planning tools:Resource and Competency MatrixPESTLE How to apply these tools to your particular situation 3 Developing a strategic focus Decision-making on how to compete in the markets identified by your strategic objectives requires a strategic focus Developing strategic focus A tool for helping you to make those decisions: using the Ansoff Matrix 4 Defining customer targets How to think more commercially by understanding who all your customers are and how they differ from each other how to apply the principles to your areas to identify the type of customers you have and their key characteristics - Customer segmentation Who are your customers? How do their needs vary? - Scenarios 5 The competitive market place Understanding the competitive forces at play Different types of competition Analysing your competitive environment using Porter's 5 Forces model 6 Meeting stakeholder expectations Two simple models to help you identify the key stakeholders who could influence your commercial environment How to use your stakeholders to help you achieve your commercial objectives 7 Implementation - systems, structures and processes Effective commercial activity involves working with others to implement ideas and strategies What do you need to have in place before you implement your commercial strategy? How to health-check your organisation prior to implementation using the McKinsey 7S framework 8 Implementation - people and culture A good commercial strategy only works if the people involved buy in to the ideas and if the culture of the organisation is conducive to the effective implementation How the latest thinking in behavioural economics can help you develop your culture and people to work commercially 9 Tools and checklists Be more commercial within your sphere of influence using a commercial checklist to help you Using the checklist as a benchmark against the most commercially aware organisations Using the checklist as a health check - both corporately and individually

You can handle the tough stuff with the help of this comprehensive, interactive and thought-provoking course. Our trainers are experienced managers who will guide and support you through the intricacies of people and personal management. The key responsibilities of the manager A manager’s impact on the business and its staff Being a role model Communicating with confidence Questioning skills Managing hybrid teams Assertiveness techniques Managing team performance with ease Giving great feedback Prioritising like a winner Time management techniques Delegating effectively

Using an excavator as a crane is a common practice in certain construction and lifting operations. Using the digger as a crane requires appropriate training and skills However, it’s important to note that excavators are primarily designed for digging and earthmoving, not lifting. Using an Excavator as a Crane involves some inherent risks, and it’s crucial to follow safety guidelines and manufacturer recommendations. To book the NPORS Excavator as a Crane training or test please contact us to schedule your Training Here are some general considerations and steps you might take when using an excavator as a crane: 1. Check Manufacturer Guidelines: Always consult the manufacturer’s guidelines and specifications for the specific excavator model you are using. Manufacturers provide load charts and other essential information to ensure safe operation. 2. Understand Load Capacities: Know the lifting capacities of your excavator at various boom lengths and angles. Exceeding these capacities can lead to instability and accidents. 3. Use Proper Attachments: If your excavator is equipped with a lifting attachment, make sure it is designed and rated for lifting operations. Using inappropriate attachments can compromise safety. 4. Stabilise the Excavator: Ensure that the excavator is on stable ground. Extend the outriggers or stabilisers to provide additional support and prevent tipping. 5. Inspect the Excavator: Regularly inspect the excavator for any signs of wear, damage, or malfunction. Pay particular attention to the boom, hydraulics, and other critical components. 6. Position the Excavator: Position the excavator in a way that allows for a stable lifting operation. Avoid working on slopes or uneven surfaces. 7. Rigging and Lifting Techniques: Use proper rigging techniques, and ensure that the load is properly secured. Lift the load smoothly and avoid sudden movements. 8. Maintain Clear Communication: Establish clear communication between the operator and any ground personnel involved in the lifting operation. Use hand signals or radios to coordinate movements. 9. Avoid Exceeding Reach Limits: Do not exceed the excavator’s reach limits. Lifting loads beyond the recommended reach can lead to instability. 10. Training and Certification: Ensure that operators are properly trained and certified for lifting operations. Holding the NPORS Excavator As A Crane bolt on is essential for lifting operations Operating an excavator as a crane requires specific skills and knowledge. 11. Weather Conditions: Consider weather conditions, especially wind speeds, as they can affect the stability of the excavator during lifting operations. Always prioritise safety when using equipment for tasks it wasn’t originally designed for. If the lifting requirements are frequent or extensive, it may be more appropriate to use a dedicated crane with the necessary capacity and features. Remember, safety is paramount in any construction or lifting operation. Frequently Asked Questions 1. What is Excavator As A Crane Training, and why is it necessary? Excavator As A Crane Training provides individuals with the skills and knowledge required to safely and effectively use excavators for lifting operations. Although excavators are primarily designed for digging and earthmoving, this training ensures operators can perform lifting tasks safely, minimizing risks and accidents on job sites. 2. Who should undergo Excavator As A Crane Training? This training is essential for anyone involved in using excavators for lifting operations, including machine operators, construction workers, and site supervisors. Proper training ensures that individuals understand equipment operation procedures, load capacities, and safety protocols. 3. What topics are covered in Excavator As A Crane Training programs? Training programs cover a range of topics, including: Manufacturer guidelines and load charts Understanding load capacities at various boom lengths and angles Proper use of lifting attachments Excavator stabilization techniques Rigging and lifting techniques Positioning and communication strategies Safety procedures and weather considerations Regular inspection and maintenance of equipment 4. Is Excavator As A Crane Training mandatory in certain industries? While not legally mandated in all areas, many employers in the construction and lifting industries require operators to undergo training as part of their occupational health and safety policies. Compliance with excavator as a crane training requirements helps prevent accidents and ensures regulatory compliance. 5. Where can I find reputable Excavator As A Crane Training courses? Reputable Excavator As A Crane Training Courses are offered by various institutions, including industry associations, equipment manufacturers, and specialized training providers like Vally Plant Training. It is important to choose a program that offers accredited certification and covers relevant industry standards and best practices.

This In House Training for the designated safeguarding lead in your school or college, we can offer a 4 or 6 hour course for 1 - 50 people, this can be delivered in your organisation during the day or evening at a times to suit your needs. Carry out your statutory responsibilities as a Designated safeguarding lead (DSL) with the DSL training courses and protect the children and young people you work with in schools and colleges in England.