1127 Courses

Managing Benefits™ Foundation: In-House Training The APMG International Managing Benefits and Swirl Device logo is a trademark of The APM Group Limited, used under permission of The APM Group Limited. All rights reserved. Benefits are not simply just one aspect of project and programme management (PPM) - rather, they are the rationale for the investment of taxpayers' and shareholders' funds in change initiatives. Managing Benefits is designed to complement existing best practices in portfolio, programme and project management (such as PRINCE2®, MSP®, P3O® & MoP®), and consolidates existing guidance while expanding on the specific practices and techniques aimed at optimizing benefits realization. The purpose of the Managing Benefits guidance and certification scheme is to provide you with generally applicable guidance encompassing benefits management principles, practices, and techniques, and to prepare you to take and pass the Foundation exam on the last day. Managing Benefits provides: An overview of benefits management - what it is, the case for doing it, and some common misconceptions that can limit its effectiveness in practice Descriptions of the seven principles upon which successful approaches to benefits management are built, and examples of how they have been applied in practice Guidance on how to apply benefits management at a portfolio level, as well as at an individual project or programme level Details of the five practices in the Benefits Management Cycle and examples of how they have been applied in practice Advice on how to get started in implementing effective benefits management practices and sustain progress What You Will Learn You'll learn how to: Define benefits, benefits management and related terms, and the objectives of benefits management Explain the principles upon which successful approaches to benefits management are based Define the practices contained within the Benefits Management Cycle and relevant techniques applicable to each practice Describe key elements of portfolio-based benefits management, as well as the scope of key roles and responsibilities for benefits management and the typical contents of the main benefits management documentation Identify barriers to effective benefits management and strategies to overcome them, including the key success characteristics of benefits management Improve your ability to pass the APMG Managing Benefits Foundation Certification exam Getting Started Introductions Course structure Course goals and objectives Overview of Managing Benefits The Benefits Management Model Key Benefits Management Practices What is Benefits Management? Definitions Value and Value Management Why do we need benefits management? Objectives Benefits Management Principles Align benefits with strategy Start with the end in mind Utilize successful delivery methods Integrate benefits with performance management Manage benefits from a portfolio perspective Apply effective governance Develop a value culture The Benefits Management Cycle Barriers to effective and efficient benefits management and overcoming them Key success characteristics of effective benefits management Key roles, responsibilities, and documentation Benefits Management Practice 1 - Identify and Quantify Benefits Management Practice 2 - Value and Appraise Benefits Management Practice 3 - Plan Benefits Management Practice 4 - Realize Benefits Management Practice 5 - Review Portfolio-based Benefits Management Implementing and Sustaining Progress APMG Managing Benefits Foundation Exam

About this Training Course In today's business environment, there has never been more of a need to make Asset Management and Maintenance more cost effective and efficient. By utilising the Reliability Centred Maintenance process (RCM), you can increase safety performance, reduce maintenance costs, improve the effectiveness of your operations, boost machine uptime, and gain a greater understanding of the level of risk your organisation manages. RCM is just one component of an overall integrated Asset Management Process. All participants will complete detailed pre-course questionnaires before this 3 full-day course, enabling the trainer to tailor course content in order to meet specific delegate needs. Participant objectives are re-visited before, during and after the course, allowing the trainer to focus on outcomes and address any participant concerns and specific issues during the program. Training Objectives At the end of this course, participants will be able to: Develop skills to carry out successful RCMs and introduce the RCM process into their own and their company's daily activities. Be aware of our changing business environment and the need to apply RCM to drive continuous improvement, in safety, cost reduction, and minimise their environmental footprint Understand the impact of human reliability and the various methods used to improve this important area Understand the basics of Change Management and the methods used to securely anchor this process and make it routine Develop an appreciation for a holistic 'Asset Management' program, and know where the RCM process fits in, and the benefits it will deliver Target Audience Reliability Centred Maintenance is primarily a team activity and benefits from a cross functional team participation. This course is aimed at managers, engineers, technicians and operators at all levels who are responsible for the operation and maintenance of plant equipment and who will benefit from the elimination of bad actors (recurring equipment failure) and continuous improvement in the areas of safety, environmental impact, reliability and integrity. Trainer Your expert course leader has enjoyed a 37-year career with Shell International in a variety of leadership roles predominantly in Turnaround, Maintenance and Engineering Management before he left in late 2017 to pursue his interest in Turnaround and Maintenance Management consultancy. He has undertaken several Asset Management and Engineering positions within Shell Australia including the implementation and establishment of formal Reliability Studies including FMEA, RCA, RCM, Maintenance Planning and Turnaround Management programs at Geelong Refinery. Additionally, he was appointed Shell's Regional Turnaround Advisor within Australia and South East Asia supporting Shell Operating Companies throughout several Australasian and European sites. In more recent times, he had been engaged to implement and establish a formal Turnaround Management program within Brunei Shell Petroleum as well as becoming the appointed Regional Turnaround Management Subject Matter Expert (SME), TA Network and Governance & Assurance lead for Shell within the Shell Australasian, Russian Federation and Indian Sub-Continent OpCo community. His career repertoire includes hands-on practitioner, supervisory, reliability, contracts and management roles and he holds several maintenance and engineering tertiary qualifications including an Associate Diploma in Mechanical Engineering. He has presented at several Maintenance, Reliability, Asset Management & Turnaround forums and conferences. 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

PfMP® Exam Prep: In-House Training This is an intensive PfMP® Exam preparation course. This learning experience guides you through the multi-faceted discipline of portfolio management by focusing on the related technical, leadership, and business skills required to navigate it in the real world. First and foremost, this is an intensive PfMP® exam preparation course. Over the course, we go beyond exam prep to provide selected practice in applying key portfolio management skills, tools, and techniques. This learning experience guides you through the multi-faceted discipline of portfolio management by focusing on the related technical, leadership, and business skills required to navigate it in the real world. The journey zooms in and out between governance context and specific operational activities. The ultimate goal is practical application, with the bonus of certification along the way. What You Will Learn By the end of this program, you will be able to: Align and manage the portfolio, strategically, to satisfy organizational objectives and priorities, through benefit realization Articulate and emulate the role of a portfolio manager Apply the principles and skills of a portfolio manager to your real-world environment Study and prepare for the PfMP® Examination Apply for the certification, per the PMI PfMP Handbook and pass the initial panel review on your application Getting Started Course Overview Details of the PfMP® Certification process Foundation Concepts Projects, program, and portfolios A portfolio management process Strategy and value The role of the portfolio manager The role of key stakeholders Life cycle management The Portfolio Life Cycle Overview of Life Cycle Portfolio Management Information System (PMIS) Governance within the Portfolio Life Cycle Strategic Management Strategy concepts Supporting documentation and the strategic plan Planning and optimization Organizational risk appetite Managing strategic change Governance Management Overview and Guiding Principles The Concept of Governance Effective Design Factors Governance Roles Capacity and Capability Management Overview and Guiding Principles Capacity Management and Planning Supply and Demand (Management and Optimization) Organization Capabilities (Assessment and Development) Performance Management (Reporting, Analytics, and Balance) Stakeholder Engagement The Importance of Stakeholders Overview and Guiding Principles Definition and Identification Analysis and Planning Communications Approaches and Management Value Management Overview (Guiding Principles, Definition, and Components) Negotiating Expected Value Maximizing Value Assuring Value Realizing Value Measuring and Reporting Value A Look at Tools Risk Management Overview and Guiding Principles Portfolio Risk Planning Portfolio Risk Identification Portfolio Risk Assessment Portfolio Risk Response Examination Content Outline (ECO) Overview Structure Strategic Tasks Mapping Governance Tasks Mapping Performance Tasks Mapping Risk Tasks Mapping Communication Tasks Mapping List of Knowledge and Skills Exam Prep and Practice Overview Documenting experience Submitting the application Preparing to sit for the exam

AgilePM® Practitioner This course offers preparation for the Practitioner-level examination to gain the APMG-International™ / Agile Project Management Practitioner Certification. Agile Project Management (AgilePM) is the result of collaboration between APMG-International and The DSDM Consortium. DSDM (Dynamic Systems Development Method) is the longest-established Agile method, launched in 1995, and is the only Agile method to focus on the management of Agile projects. The method has evolved over the years and the DSDM Agile Project Framework is the latest version of which AgilePM is a subset. DSDM has always operated predominantly in the corporate environment and has consistently demonstrated its ability to successfully work with and complement existing corporate processes. APMG-International is a global Examination Institute accredited by The APM Group Ltd. It is one of the Examination Institutes accredited by AXELOS. APMG-International has regional offices located in Australia, China, Denmark, Germany, the Netherlands, Malaysia, the United States, and the United Kingdom. Their portfolio of qualifications includes the Best Practice qualifications of ITIL®, PRINCE2®, MSP®, M_o_R®, and P3O®. AgilePM is one of their specialist management qualifications, which also include Change Management and Service Catalogue. The course covers all the Practitioner elements of the AgilePM Handbook v2 with: Clear explanations of the method and practical examples provided by your course tutor Sample exam paper for the Practitioner-level exams to enrich your knowledge and understanding A case study to allow you to practice the application of the method to an agile project The Traditional Classroom option includes the Practitioner exam to provide you with the right opportunity to verify your new skill set by way of a professional qualification The Virtual Classroom option includes a Practitioner exam voucher to allow you to choose the date and time of your online exam to verify your new skill set by way of a professional qualification What You Will Learn You will learn how to: Identify and apply the concepts, tools, and techniques described in Section 2 (Digging Deeper) of the APMG-International's Agile Project Management Handbook (v2.0) to agile projects Tailor and customize AgilePM to suit the needs of different projects Use AgilePM in conjunction with other project management methods such as PRINCE2® Prepare yourself for the Practitioner exam in AgilePM Roles and Responsibilities - The PM View The roles Key project manager relationships Agile Project Management - Through the Lifecycle The DSDM process and the project lifecycle Project management focus phase by phase The Effective Use of Products The products Deliver on Time - Combining MoSCoW & Timeboxing Ensuring effective prioritisation Bringing MoSCoW and timeboxing together People, Teams, and Interactions Effective communication Collaboration Requirements and User Stories What is a requirement? User stories Estimating - How and When Coping with uncertainty Estimating through the lifecycle Project Planning through the Lifecycle Planning in a DSDM project Planning activities phase by phase Quality - Never Compromise Quality What do we mean by quality? Solution and process quality Risk Management Project risk How DSDM helps mitigate project risk Tailoring the Approach The project approach questionnaire Summary and Next Steps

As well as our courses we also offer one-to-one (or two-to-one) bike maintenance training at our dedicated training workshop in north Cambridge. Looking to get some tips on maintaining your own bike when you’re in the middle of nowhere on your next tour, or just always wanted to know how to change a chain and cassette? Get in touch and we can book you in for some bespoke one-to-one training. For one or two people training is a flat rate of £70 per hour or £250 for a 4 hour block. If you’d like us to get back to you with further details, please fill in our pre-booking form here. For more information, please read our Terms & Conditions.

Certified Associate in Project Management (CAPM)® Exam Prep This course gives you the knowledge you need to pass the exam and covers CAPM®-critical information on project management theory, principles, techniques, and methods Are you planning on taking the CAPM® examination? This course gives you the knowledge you need to pass the exam and covers CAPM®-critical information on project management theory, principles, techniques, and methods. You'll also have an opportunity for practical applications and time to review the kinds of questions you'll find in the CAPM® Exam. What you Will Learn Apply for the CAPM® Examination Develop a personal exam preparation plan Describe the structure, intent, and framework principles of the current edition of the PMBOK® Guide Explain the PMBOK® Guide Knowledge Areas, as well as their inter-relationships with the each other and the Process Groups Getting Started Program orientation The CAPM® certification process Certified Associate in Project Management (CAPM®) Examination Content Outline CAPM® eligibility requirements Code of Ethics and Professional Conduct Application options Foundation Concepts Skills and qualities of a project manager Project management terminology and definitions Relationship of project, program, portfolio, and operations management Project lifecycle approaches Project Integration Management Review Project Integration Management Knowledge Area Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Manage Project Knowledge Monitoring and Controlling Perform Integrated Change Control Close Project or Phase Project Stakeholder Management Review Project Stakeholder Management Knowledge Area Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement Project Scope Management Review Project Scope Management Knowledge Area Plan Scope Management Collect Requirements Define Scope Create WBS Validate Scope Control Scope Project Schedule Management Review Project Schedule Management Knowledge Area Plan Schedule Management Define Activities Sequence Activities Estimate Activity Durations Develop Schedule Control Schedule Project Cost Management Review Project Cost Management Knowledge Area Plan Cost Management Estimate Costs Determine Budget Control Schedule Project Resource Management Review Project Resource Management Knowledge Area Plan Resource Management Estimate Activity Resources Acquire Resources Develop Team Manage Team Control Resources Project Quality Management Review Project Quality Management Knowledge Area Plan Quality Management Manage Quality Control Quality Project Risk Management Review Project Risk Management Knowledge Area Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Implement Risk Responses Monitor Risks Project Communications Management Review Project Communications Management Knowledge Area Plan Communications Management Manage Communications Monitor Communications Project Procurement Management Review Project Procurement Management Knowledge Area Plan Procurement Management Conduct Procurements Control Procurements Summary and Next Steps Program Review Mock CAPM® Exam Getting Prepared for the CAPM® Exam After the CAPM® Exam

The leader of today has greater challenges than ever before in terms of unlocking human potential in their organisation and delivering results. This programme will help you achieve those aims and help you initiate and manage change more effectively. In particular, it will help you to: Develop an effective strategy to achieve your business goals Understand the role of emotional intelligence in leadership Take away a practical leadership tool-kit Develop a more dynamic approach through enhanced strategic creativity Broaden your understanding of the corporate culture to increase your influence within it Improve your persuasion and influencing skills to achieve your strategic goals Learn the key functions of strategic leadership In today’s world, one of the main aims of the leader is to develop the capability of the organisation to handle change and the challenges of the future even if those challenges have yet to be discovered. Leading in the organisational setting is becoming increasingly difficult because of the increase in regulation in all sectors and the risk of litigation. All organisations need leaders who can handle these challenges effectively, in particular the complexities of organisational life. At the same time, people who feel they are led effectively from the top find it easier to cope with and perform under higher pressure levels and therefore achieve the ultimate business goals Who should attend? This programme has been specifically designed for senior managers and those middle managers who are on the fast track to senior positions. It is suitable for both public and private sector individuals and all senior managers, executives and directors who understand the benefits both personally and professionally of developing strategic leadership skills. Practical training methods The course leader uses a broad range of learning techniques including short input sessions, individual development exercises, group work and case studies to provide a strong mix between practical training and giving a sound foundation of strategic leadership theory. The course provides you with a unique opportunity to put into practice what you have learnt and benefit from the observations and perceptions of the other course members. Leadership is less about doing and more about being. Day One Introduction and objectives The need for strategic leadership The roots of leadership How thought on leadership has developed Current perceptions on strategic leadership The leadership/management debate People and process issues The integrated approach to deliver results Levels of leadership The capabilities required at the strategic level The difference between strategic leadership and strategy Qualities and capabilities of strategic leaders Illustration through case studies Review of strategic capability Developing specific leadership qualities A review of strategic capability using case study examples Developing an approach to leadership Reviewing the traditional and current approaches to leadership CASE STUDY 1: Developing a leadership strategy Understanding leadership processes at all levels Applying the leadership hierarchy Analysing the process PRACTICAL EXERCISE Demonstrating the theory of leadership processes in practice Leadership and emotional intelligence The relationship between leadership and emotion The essence of organisational climate PRACTICAL EXERCISE Participants will work on an exercise to illustrate the theory of emotional intelligence in practice Day Two Review of day one Understanding strategic creativity Examining the psychological aspects of strategic thinking Mind mapping and other approaches to creative thinking Developing a creativity toolkit CASE STUDY 2: A strategic leadership challenge Developing a new vision and plan to transform an organisation to face future challenges based on a real-life scenario Developing strategic leadership capability A review of current approaches Understanding the behavioural approaches Developing a contingency approach Understanding corporate culture The structural aspects The behavioural aspects The human aspects How leaders can change corporate culture Developing a toolkit for change Understanding the cultural web The link with emotional intelligence CASE STUDY 3: Analysing leadership techniques This practical case study illustrates how the strategic approach and the application of appropriate leadership techniques including ‘split screen ability’ work in a real-life scenario Performance aspects at the strategic level Developing vision, goals and objectives Creating corporate identity and alignment Working with individual influencers Effective strategic influencing skills The characteristics of effective persuasive leaders Understanding methods of persuasion Profiling others Building the top team The nature of the top team Accepting diversity and challenge The key functions of strategic leadership Putting these into action Personal leadership planning Identifying tomorrow’s leaders Practical approaches The challenges for the future. Programme closure Action logs Next steps Feedback

The leader of today has greater challenges than ever before in terms of unlocking human potential in their organisation and delivering results. This programme will help you achieve those aims and help you initiate and manage change more effectively. In particular, it will help you to: Develop an effective strategy to achieve your business goals Understand the role of emotional intelligence in leadership Take away a practical leadership tool-kit Develop a more dynamic approach through enhanced strategic creativity Broaden your understanding of the corporate culture to increase your influence within it Improve your persuasion and influencing skills to achieve your strategic goals Learn the key functions of strategic leadership In today’s world, one of the main aims of the leader is to develop the capability of the organisation to handle change and the challenges of the future even if those challenges have yet to be discovered. Leading in the organisational setting is becoming increasingly difficult because of the increase in regulation in all sectors and the risk of litigation. All organisations need leaders who can handle these challenges effectively, in particular the complexities of organisational life. At the same time, people who feel they are led effectively from the top find it easier to cope with and perform under higher pressure levels and therefore achieve the ultimate business goals Who should attend? This programme has been specifically designed for senior managers and those middle managers who are on the fast track to senior positions. It is suitable for both public and private sector individuals and all senior managers, executives and directors who understand the benefits both personally and professionally of developing strategic leadership skills. Practical training methods The course leader uses a broad range of learning techniques including short input sessions, individual development exercises, group work and case studies to provide a strong mix between practical training and giving a sound foundation of strategic leadership theory. The course provides you with a unique opportunity to put into practice what you have learnt and benefit from the observations and perceptions of the other course members. Leadership is less about doing and more about being. Day One Introduction and objectives The need for strategic leadership The roots of leadership How thought on leadership has developed Current perceptions on strategic leadership The leadership/management debate People and process issues The integrated approach to deliver results Levels of leadership The capabilities required at the strategic level The difference between strategic leadership and strategy Qualities and capabilities of strategic leaders Illustration through case studies Review of strategic capability Developing specific leadership qualities A review of strategic capability using case study examples Developing an approach to leadership Reviewing the traditional and current approaches to leadership CASE STUDY 1: Developing a leadership strategy Understanding leadership processes at all levels Applying the leadership hierarchy Analysing the process PRACTICAL EXERCISE Demonstrating the theory of leadership processes in practice Leadership and emotional intelligence The relationship between leadership and emotion The essence of organisational climate PRACTICAL EXERCISE Participants will work on an exercise to illustrate the theory of emotional intelligence in practice Day Two Review of day one Understanding strategic creativity Examining the psychological aspects of strategic thinking Mind mapping and other approaches to creative thinking Developing a creativity toolkit CASE STUDY 2: A strategic leadership challenge Developing a new vision and plan to transform an organisation to face future challenges based on a real-life scenario Developing strategic leadership capability A review of current approaches Understanding the behavioural approaches Developing a contingency approach Understanding corporate culture The structural aspects The behavioural aspects The human aspects How leaders can change corporate culture Developing a toolkit for change Understanding the cultural web The link with emotional intelligence CASE STUDY 3: Analysing leadership techniques This practical case study illustrates how the strategic approach and the application of appropriate leadership techniques including ‘split screen ability’ work in a real-life scenario Performance aspects at the strategic level Developing vision, goals and objectives Creating corporate identity and alignment Working with individual influencers Effective strategic influencing skills The characteristics of effective persuasive leaders Understanding methods of persuasion Profiling others Building the top team The nature of the top team Accepting diversity and challenge The key functions of strategic leadership Putting these into action Personal leadership planning Identifying tomorrow’s leaders Practical approaches The challenges for the future. Programme closure Action logs Next steps Feedback

About this Training Course This is a 2 full-day course that is aimed at providing professionals in the Oil & Gas business with a comprehensive set of core negotiating skills. Negotiations take place in many situations e.g. between peers, manager and subordinate, company and trade unions, company and government. The skills learnt on this course will be useful in all of these situations. However, this course puts a focus on the skills needed in commercial negotiations. A particular emphasis is placed on the relationship and negotiations typically carried out between client and contractor, vendor or the provider of services. A mixture of theory, examples and practical exercises are used so that the participants understand the principles and get an opportunity to try them out. The case studies used are real cases encountered in the Oil & Gas industry. Training Objectives Many technical experts find it difficult to move out of their expertise areas and deal with commercial matters. Negotiating to optimise business value is a step further from their comfort zones. All too often negotiations are then left to finance personnel. They bring many strengths to the table but an understanding of engineering trade-offs is not one of them. By the end of this course, the participants will add to their technical know-how a core competence in negotiation skills. They will thus become formidable negotiating opponents. Target Audience The course is intended for middle-managers and technical and other staff who are responsible for contracts, but with limited previous exposure to negotiations, and who will need these skills in the near future. Course Level Intermediate Trainer Your expert course leader is a consultant, manager and engineer with more than 30 years' experience in a broad range of positions. He spent 15 years with the Shell group and during this time, gained extensive negotiating experience with contractors, vendors, service agents, trade unions and purchasers of equipment and products. Over the last 15 years, he has worked with a broad range of multinational businesses across the globe in a wide range of negotiation related roles including: Developing negotiating capability and skillsets Advising on negotiation strategies Establishing Alliances, Joint Ventures and Partnerships, & Remediating Alliances, Joint Ventures and Partnerships He has many years of teaching experience to technical staff - both in a corporate setting, and in an academic setting - for Melbourne University in Melbourne, Australia. Several thousand people from around the world have benefited from his courses. He brings an engineer's practical perspective, and can readily empathize with technical staff making forays into the commercial world of negotiations. He is joint author (with Professor Danny Samson) of Patterns of Excellence ISBN 0273638769, published by Financial Times Management. This has been adopted by a number of blue chip companies as the core text for management development. Corporate Experience: 15 years with Shell in a broad range of international & domestic technical and managerial and change management roles. Consulting Experience: 5 Years with McKinsey Consulting Group 4 Years with Melbourne Business Schoo 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

About this Training Course Managing process hazards in the hydrocarbon and chemical processing industries is a critical function that requires relevant knowledge and skills due to the risks involved. The Advanced Process Safety Engineering course will discuss the interrelation of the various techniques of process safety for analysing, with a particular emphasis on engineering design aspects, as well as how to manage process hazards in a safe and effective way and how they can potentially be avoided. In this 3 full-day advanced level course, the expert course leader will provide participants with insights and examples from his career and experience to show how their learning should be applied in real-life situations. Feedback and questioning is highly encouraged. Reference material and reports can be provided to give more information on any particular topic of interest. Individual and group exercises, tutored exercises and video case studies will be provided throughout the course to underpin the key learning points. Training Objectives Upon completion of this course, participants will acquire in-depth knowledge of: Risk management and 'As Low as Reasonably Practicable' (ALARP) principles. Different aspects of process design that influence process safety. Approach to 'inherently safer' design. Defence in depth using 'layers of protection'. Process for ensuring the technical integrity of safety-critical equipment. Hazards associated with process materials. Range of hazard identification and consequence modelling techniques. Causes and mitigation of human error. Reliability and availability of safety-critical protection equipment. Role of engineered safety-critical equipment and systems. Target Audience This course is suitable for industry professionals who need to acquire a comprehensive understanding of process safety. This includes those who are required to make managerial decisions where process safety is a key consideration, those who are moving into process safety positions or those who wish to broaden their process safety knowledge within their existing discipline. It is particularly suited for anyone involved in the design, operation, modification or maintenance of a major hazard installation, and will demonstrate a substantial understanding of process safety for those engaged in Continuous Professional Development or aiming for Chartered Engineer status. This course will benefit professionals such as: Operations and maintenance supervisors Process, mechanical and chemical engineers and technicians Design engineers, project engineers and HSE managers Control, automation and instrumentation engineers Course Level Advanced Trainer Your expert course leader has 50 years' experience in chemical and process safety engineering. His early career included 20 years in design and project engineering with various fine chemical and pharmaceutical companies where he designed chemical processes, specified plant equipment and selected materials for highly corrosive and toxic processes, often where textbook data was not available. This was followed by 10 years in offshore oil and gas design projects where he was responsible for setting up a Technical Safety group to change design safety practices in the aftermath of the 1988 Piper Alpha disaster. In recent years, he has been called upon to conduct various offshore and onshore incident investigations. His career has given him experience in project engineering, project management, process design and operations, safety engineering and risk management. He is a Fellow of the UK Institution of Chemical Engineers. He served on the Scottish Branch committee, and was elected chairman for a two-year term in 1991. He has also been chairman of the Safety and Reliability Society - North of Scotland Branch. He has delivered training courses in Process Hazard Analysis (HAZOP and HAZID), Process Safety Management, Hazard Awareness, Risk Assessment, Root Cause Analysis, Failure Modes & Effect Analysis and has lectured on Reliability Analysis to the M.Sc. course in Process Safety and Loss Prevention at Sheffield University. In addition to delivering training courses, he currently facilitates HAZOP / HAZID / LOPA studies and undertakes expert witness roles advising lawyers engaged in contractual disputes, usually involving the design or construction of chemical plants or Oil & Gas production facilities, or criminal prosecutions. 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