4441 Courses in Cardiff delivered Live Online

Join us online on May 15, 2025 when IIL brings together experts from Google, IBM, Microsoft, BAE Systems, and many more to break down the future. Discussions, debates and presentations will cover making AI trustworthy, its many uses, what “AI Agents” are all about, and the exciting things to come! No matter where you stand with AI – just beginning, a true believer, a critical thinker, a forward-looking innovator, or a practical user – AI Frontiers 2025 guarantees valuable takeaways for you.

Emotional Intelligence (Virtual) Emotional Intelligence is a set of emotional and social skills that collectively establish how well we: Perceive and express ourselves Develop and maintain social relationships Cope with challenges Use emotional information in an effective and meaningful way It is a skill set that transfers across all categories of relationships. It is also a predictor of success - both in life and at work. This highly-interactive course delivers a practical approach to developing, improving, and sustaining effective and mutually beneficial relationships. The design of the course involves individual reflection and paired activities, interwoven with small and large group interactions. The EQ-i 2.0® assessment reports will be debriefed over the course of the two days. In addition, participants will delve into their personal strengths and blind spots, and will explore topics including: the neuroscience of emotion, the connection between empathy and performance, and how communication styles impact our perceptions of self and other. Role-play activities give participants the opportunity to try out new behaviors and techniques. The program includes: A personal behavioral profile, the results of which you will bring to your training 2-day highly interactive workshop and experiential learning Optional professional coaching activities initiated in class that can continue over the four months after class ends What you will Learn Recognize your interpersonal strengths and potential blind spots regarding Emotional Intelligence Identify the five domains within the EQ-i 2.0 assessment model Summarize what neuroscience research has discovered about emotions and actions Recognize ways that human beings are physiologically impacted by stress Articulate ways to develop and maintain strong working relationships Describe how emotional intelligence translates into high performance Make use of the EI model and associated competencies Employ strategies for enhancing leadership through Emotional Intelligence Getting Started Foundation Concepts The biology of emotion Why Emotional Intelligence matters The impact of EI on performance The EQ-I 2.0 Model Overview of the EQ-i 2.0 framework Exploring your report Balancing your EI domains Self: Awareness and Sensitivity Self-awareness and empathy Perception vs. reality Acting by choice, not impulse Other: Communication and Relationship-Building Elements of effective communication Communication styles Communication techniques Neuroscience and Behavioral Change Insights from social neuroscience Making a change Summary and Next Steps

Learn about the many benefits of supporting mental health in the workplace, identify the signs that an employee may be struggling with their mental health, and know how to have an effective conversation with them about it.

Course Information This course aims to empower you with the expertise to proficiently navigate process mapping and master the art of crafting Standard Operating Procedures (SOPs) within regulated environments. Whether you're engaged in activities that demand process improvement, continual enhancement, or SOP creation, this course offers invaluable insights tailored to your needs. It caters to individuals tasked with managing, documenting, and implementing processes and SOPs, irrespective of prior experience or skills. Our curriculum does not focus on specific software or approaches, focusing instead on fundamental principles and adaptable concepts applicable across diverse organisational landscapes. Benefits include: Hands-on experience in mapping processes An understanding of how process maps can be used to define, communicate and continually improve complex processes An understanding of best practice for SOPs using of process maps/process flow diagrams and process mind maps to complement text An insight into the preparation of concise and user friendly SOPs. This course is structured to encourage delegates to:  Discuss and develop ideas Develop a practical approach for creating process maps and writing SOPs Understand how to use process maps in SOPs effectively Discuss how process mapping for preparing SOPs can be applied to process improvement for SOPs. Is this course for you? The course is designed for all those with responsibility for managing, documenting and implementing processes and SOPs. It assumes no prior experience or skills. The course does not recommend any specific software or approach, but explores the principles and ideas that can be applied in any organisation. What will you learn? Hands-on experience in mapping processes An understanding of how process maps can be used to define, communicate and continually improve complex processes An understanding of best practice for SOPs using of process maps/process flow diagrams and process mind maps to complement text An insight into the preparation of concise and user friendly SOPs. By the end of the course you will be able to: Create process maps and write clearer more concise SOPs Understand how to use process maps in SOPs effectively Understand how process mapping can be applied to process improvement and better SOPs. Tutors Tutors will be comprised of (click the photos for biographies): Laura Brown Director, Laura Brown Training and Development David Butler VP of Quality, Resolian Programme Please note timings may be subject to alteration. Day 1 09:00 Welcome, Introductions and Course Objectives Why Companies manage by process. 10:00 Exercise 1 - First Steps Mechanisms for process mapping, levels at which it can be applied, and the roles and responsibilities of process owners. 10:30 Exercise 1 - Feedback 10:45 Break 11:00 Mapping Processes The stages involved in mapping processes including how to construct a SIPOC chart. 11:45 Exercise 2 - Mapping A Process A first opportunity to practice your new process mapping skills. 12:30 Exercise 2 - Feedback 13:00 Lunch 14:00 Exercise 3 - Discussion of Options for Format, Structure and Layout What Makes A Good SOP? Discussion of options for format, structure, level of detail of SOPs and the use of process maps for SOP writing. A case study example of a good SOP which uses a flow chart/process map. 14:45 Exercise 3 - Feedback 15:00 Break 15:15 A Case Study example of a good SOP that uses a flow chart / process map 15:30 Exercise 4 Discussion of the content of an SOP using a Process Map 15:35 Exercise 4 - Feedback 15:45 Key Writing Considerations 16:15 Exercise 5 16:45 Exercise 5 - Feedback 17:00 Close of Day Day 2 09:00 Review of Day 1 09:15 Using Metrics Selecting and using metrics to monitor and improve processes. 10:00 Exercise 6 - Practice in Process Mapping Creating Process Maps from multi-source information. 11:00 Break 11:15 Exercise 6 - Feedback 11:45 Common Pitfalls Common problems and tips for good Process Mapping. 12:15 Demonstration of Process Mapping on a PC 12:45 Lunch 13:30 Exercise 7 - Mind Mapping 14:30 Exercise 7 - Feedback 15:00 Break 15:15 Exercise 8 - Using Process Maps to Write an SOP Applying your process mapping skills as part of writing an SOP 15:30 Exercise 8 - Feedback 15:45 Course Review and Follow-up 16:00 Close of Course Extra Information Face-to-face course Course Material Course material will be available in PDF format for delegates attending this course. The advantages of this include: Ability for delegates to keep material on a mobile device Ability to review material at any time pre and post course Environmental benefits – less paper being used per course. The material will be emailed in advance of the course and RQA will not be providing any printed copies of the course notes during the training itself. Delegates wishing to have a hard copy of the notes should print these in advance to bring with them. Alternatively delegates are welcome to bring along their own portable devices to view the material during the training sessions. Remote course Course Material This course will be run completely online. You will receive an email with a link to our online system, which will house your licensed course materials and access to the remote event. Please note this course will run in UK timezone. The advantages of this include: Ability for delegates to keep material on a mobile device Ability to review material at any time pre and post course Environmental benefits – less paper being used per course Access to an online course group to enhance networking. You will need a stable internet connection, a microphone and a webcam. Development Level Learn

Develop your skills in agile project management and learn the agile approach using the DSDM® framework. Gain confidence to sit the AgilePM® Foundation and Practitioner qualifications on this accredited programme. Duration: 4 days (26 hours) This accredited course is designed for Project Managers, who require an understanding of the agile approach and/or who are intending to run projects using the DSDM® framework. It is also designed to equip practising Project Managers with the confidence to sit the AgilePM® Foundation and Practitioner qualifications, and each delegate will receive a copy of the Agile Project Management V2 Handbook, published by the Agile Business Consortium, formally known as the DSDM Consortium. Objectives  By the end of the course you will be able to: Demonstrate a detailed, practical knowledge of Agile Project Management, based upon the DSDM framework and be equipped with the ability to apply the agile approach in the workplace Describe how the agile way of working can sit alongside more traditional project management frameworks, such as PRINCE2® Plan, organise and control Agile projects Sit the AgilePM Foundation examination, held on the third day and for the Practitioner examination, held on the afternoon of the fourth day Content Agile fundamentals What is Agile? Choosing an appropriate Agile approach Philosophy, Principles and Project Variables Preparing for Success Roles and responsibilities Roles and Responsibilities and the Project Manager view People, Teams and Interactions The DSDM process and products Looking at the DSDM Process and Project Management through the Lifecycle, as well as the DSDM Products and their Effective Use Practices and control Delivering on Time – combining MoSCoW Prioritisation and Timeboxing Requirements and User Stories Estimating Planning Quality Risk Examination and results Foundation Examination and results Practitioner Workshop and Examination AgilePM® Foundation Exam The AgilePM® Foundation Exam is of 40 minutes duration and consists of 50 multiple choice questions. A Pass is 25 correct answers. The exams are marked by the trainer immediately following the exam and the results are available within an hour. The AgilePM® Practitioner Exam A written paper of 2.5 hours duration. There are 8 Objective Test style questions to be answered in the 2.5 hours and the candidate may use an annotated manual. Each question is worth 10 marks and the candidate must score 40/80 to be successful. Please note that examinations are the responsibility of the examination board, APMG. Presented in association with aims4change, an APMG Accredited Training Organisation. AgilePM®is a Registered Trade Mark of the Agile Business Consortium Limited.

Introduction to Design Thinking: Virtual In-House Training Innovation is the cornerstone of highly successful companies, especially those that continue to be successful over the years and decades. Design thinking practices fuel this continual innovation, as they are the critical links from inspiration to delivery, concept to showroom floor, and start-up to global business. Design thinking is a structured approach to promoting innovation and creative problem-solving. It is not a new approach. It has been around for centuries, as the art, architecture, and inventions of mankind illustrate. By examining the steps to achieving great design and maximum utility of product, design thinking approaches provide a framework in which to develop new solutions to problems and new products to sell. This highly interactive course is designed to help participants think like designers to generate innovation, and to help teams to produce more innovation and creativity. Since design thinking is based on doing rather than thinking, we participants are challenged to apply the techniques, in the classroom, to create new ideas and solutions to a case study project. What you will Learn At the end of this program, you will be able to: Explain the underlying principles and value of using Design Thinking for innovation Describe the basic concepts of the Stanford Model for Design Thinking Evaluate a set of basic Design Thinking techniques for application to your projects Apply tools, techniques, and skills aligned with the 5 stages of the Stanford Model Drive innovation through Design Thinking at some level in your work environment Foundation Concepts Problems and solutions The Design Thinking difference Design Thinking skills and abilities Design Thinking mindset Design Thinking frameworks Stages of Design Thinking Problems and solutions The Design Thinking difference Design Thinking skills and abilities Design Thinking mindset Design Thinking frameworks General Practices Team formation Visualization Improvisation Personalization Empathize Practices Overview of Empathize techniques Observation Engagement Interviews Define Practices Overview of Define practices Unpacking techniques Defining the customer techniques Integrating the Define experience Ideate Practices Overview of Ideate practices Reusable techniques for the Ideate stage New Ideate techniques to explore Prototype & Test Practices Overview of Prototype practices Examples of prototypes Overview of Testing practices Forms of testing techniques Adopt and Adapt Design Thinking Overview of Design Thinking implementation Design Thinking implementation challenges Success in implementing Design Thinking Summary and Next Steps Workshop summary Next steps: Personal Action Plans

Learn the fundamentals of Oil and Gas modeling following best practices. This course will break down the important concepts of modeling allowing you to implement them in the Oil and Gas industry.

This Foundation Course is designed to explore yoga in more depth.  This course is not only an opportunity to expand on the practices that you cover in your general classes but also a chance to dig deeper and learn more about this great and vast practice that is YOGA.

Project Accounting and Finance Skills: Virtual In-House Training Do you manage both project schedules and budgets, but do not have insight into how actual results relate to the approved budget? Do you desire to have more clarity about the relationship between your project's performance with the accounting and financial systems in your organization? Do you need to understand financial and accounting terminology to bridge the gap between the 'world of finance' and the 'world of project management? Organizations have a need to manage-by-projects, because projects are the means to deliver on strategic goals and objectives. Therefore, the project manager must have an understanding of the financial world of investments to ensure the organization will realize expected business value. This requires a foundation in the principles of accounting and finance to comprehend how the project's contribution provides an organization with a competitive advantage. Learn what you must do to give your organization the assurance it needs that its investment in your project will realize business value. Learn what you must do to give your organization the assurance it needs to know that its investment in your project will realize business value. What You Will Learn At the end of this program, you will be able to: Explain the aspects of classical corporate accounting and finance effects on managing projects Determine how your project fits into the corporate income statement, balance sheet, and cash flow statement Analyze the financial aspects of managing projects Use earned value management as the basis for decision making throughout the project life Recognize the importance of the project manager's financial responsibilities Focus on what PMs do and should be doing, in support of accounting and finance Use financial information within a project environment to meet financial results Track and analyze the project's financial status and forecast with the goal of realizing benefits Generate work performance data to ensure a project's outcome aligns with financial metrics Foundation Concepts Accounting and Finance Terms and Concepts Accounting and Finance Essentials Financial Terms and Concepts Projects as Financial Investments Overview of 'Two Worlds' Project as Investments Accounting and Finance World: Standards, Principles and Practices Accounting and Finance Standards and Principles Accounting and Finance Practices Capital Budgeting Corporate Budgeting Accounting and Finance World: Economic Project Selection Methods Economic Project Selection Methods Economic Project Selection and the Business Case Project Management World Project Management and Financial Controls Project Management and Work Performance Data Project Management and Earned Value Management Project Management and Work Performance Reporting

Conflict Resolution Skills (Virtual) Many organizations have assumed that workplace conflict is always destructive. So, they have often believed that conflict is best dealt with by managers or even via policies and procedures. After all, conflict creates workplace stress and leads to many performance problems, generating very real organizational costs! However, savvy organizations have embraced the fact that when conflict is understood and harnessed, it can be leveraged to add value to teams and even enhance performance. With the right knowledge, skills, training, and practice, conflict can be productive and make organizations better! In this highly interactive course, learners will discover the connection between individual conflict response and team-empowering conflict resolution skills. Participants will explore conflict's visceral dynamics and the nuanced behaviors we individually engage in to communicate and respond to conflict. Learners will apply techniques for transforming unproductive conflict responses into productive ones. Additionally, learners will use a systematic method that prepares them to objectively dissect real-world conflict, while practicing many strategies for resolving it. They will also develop proactive conflict approach plans, which they can transfer back to their own workplaces. What you will Learn At the end of this program, you will be able to: Recognize the organizational costs of conflict Explain our physical and mental responses to conflict Communicate proactively and effectively with different types of people during conflict Replace unproductive conflict responses with productive ones Use the Conflict Resolution Diagram (CRD) process and conflict resolution approaches Relate team stages of development to shifts in conflict Develop a proactive conflict approach for your organization Create a conflict resolution plan for a real-world scenario Getting Started Introductions and social agreements Course goal and objectives Opening activities Conflict Facilitation Readiness Conflict responses and perceptions Conflict basics Conflict and organizations Dynamics of conflict Conflict Styles and Communication A look at the color energies model Conflict through the color energies and DiSC® lens Communication with opposite color energies Individual Response to Conflict The anatomy of conflict Recognizing unproductive conflict responses 4 steps to productive conflict Choosing productive conflict responses Team Performance and Conflict High-performing team relationships Conflict and project team performance Conflict Resolution Diagram (CRD) and process Conflict Facilitation - Preparation Recognizing context and stakeholder needs Using team conflict resolution approaches Preparing for Crucial Conversations® Conflict Facilitation - Clarity Exposing assumptions and biases Defining the conflict and using the CRD Conflict Facilitation - Action Proactive conflict management Conflict facilitation practice Summary and Next Steps Review Personal action plans