3462 Courses in Edinburgh delivered Live Online

Duration 5 Days 30 CPD hours This course is intended for Network and security architects and consultants who design the enterprise and data center networks and VMware NSX environments Overview By the end of the course, you should be able to meet the following objectives: Describe and apply a design framework Apply a design process for gathering requirements, constraints, assumptions, and risks Design a VMware vSphere virtual data center to support NSX-T Data Center requirements Create a VMware NSX Manager™ cluster design Create a VMware NSX Edge™ cluster design to support traffic and service requirements in NSX-T Data Center Design logical switching and routing Recognize NSX-T Data Center security best practices Design logical network services Design a physical network to support network virtualization in a software-defined data center Create a design to support the NSX-T Data Center infrastructure across multiple sites Describe the factors that drive performance in NSX-T Data Center This five-day course provides comprehensive training on considerations and practices to design a VMware NSX-T? Data Center environment as part of a software-defined data center strategy. This course prepares the student with the skills to lead the design of NSX-T Data Center offered in release 3.2, including design principles, processes, and frameworks. The student gains a deeper understanding of the NSX-T Data Center architecture and how it can be used to create solutions to address the customer?s business needs. Course Introduction Introduction and course logistics Course objectives Design Concepts Identify design terms Describe framework and project methodology Describe VMware Validated Design? Identify customers? requirements, assumptions, constraints, and risks Explain the conceptual design Explain the logical design Explain the physical design NSX Architecture and Components Recognize the main elements in the NSX-T Data Center architecture Describe the NSX management cluster and the management plane Identify the functions and components of management, control, and data planes Describe the NSX Manager sizing options Recognize the justification and implication of NSX manager cluster design decisions Identify the NSX management cluster design options NSX Edge Design Explain the leading practices for edge design Describe the NSX Edge VM reference designs Describe the bare-metal NSX Edge reference designs Explain the leading practices for edge cluster design Explain the effect of stateful services placement Explain the growth patterns for edge clusters Identify design considerations when using L2 bridging services NSX Logical Switching Design Describe concepts and terminology in logical switching Identify segment and transport zone design considerations Identify virtual switch design considerations Identify uplink profile, VMware vSphere© Network I/O Control profile, and transport node profile design considerations Identify Geneve tunneling design considerations Identify BUM replication mode design considerations NSX Logical Routing Design Explain the function and features of logical routing Describe NSX-T Data Center single-tier and multitier routing architectures Identify guidelines when selecting a routing topology Describe the BGP and OSPF routing protocol configuration options Explain gateway high availability modes of operation and failure detection mechanisms Identify how multitier architectures provide control over stateful service location Identify VRF Lite requirements and considerations Identify the typical NSX scalable architectures NSX Security Design Identify different security features available in NSX-T Data Center Describe the advantages of an NSX Distributed Firewall Describe the use of NSX Gateway Firewall as a perimeter firewall and as an intertenant firewall Determine a security policy methodology Recognize the NSX-T Data Center security best practices NSX Network Services Identify the stateful services available in different edge cluster high availability modes Describe failover detection mechanisms Explain the design considerations for integrating VMware NSX© Advanced Load Balancer? with NSX-T Data Center Describe stateful and stateless NSX-T Data Center NAT Identify benefits of NSX-T Data Center DHCP Identify benefits of metadata proxy Describe IPSec VPN and L2 VPN Physical Infrastructure Design Identify the components of a switch fabric design Assess Layer 2 and Layer 3 switch fabric design implications Review guidelines when designing top-of-rack switches Review options for connecting transport hosts to the switch fabric Describe typical designs for VMware ESXi? compute hypervisors with two pNICs Describe typical designs for ESXi compute hypervisors with four or more pNICs Describe a typical design for a KVM compute hypervisor with two pNICs Differentiate dedicated and collapsed cluster approaches to SDDC design NSX Multilocation Design Explain scale considerations in an NSX-T Data Center multisite design Describe the main components of the NSX Federation architecture Describe the stretched networking capability in Federation Describe stretched security use cases in Federation Compare Federation disaster recovery designs NSX Optimization Describe Geneve Offload Describe the benefits of Receive Side Scaling and Geneve Rx Filters Explain the benefits of SSL Offload Describe the effect of Multi-TEP, MTU size, and NIC speed on throughput Explain the available N-VDS enhanced datapath modes and use cases List the key performance factors for compute nodes and NSX Edge nodes

AAT Level 2 is the first level of qualification for people with limited or no accounts knowledge. This Foundation Certificate in accounting training equips you for an entry-level role in an Accounting or Finance department. Moreover, this AAT course also lays the groundwork for a promising future in the accounting profession. By the end of the course, you will have a greater understanding and skills of manual and computerised accounts and how to use them in a 'real business world' setting. Why AAT? Want a new direction for your career? Think Accountancy, according to statistics, the average salary for Accountants is £50,000; it is the sector where the employ-ability rate is greater than any other sector. What are the benefits after completing AAT courses? A newly qualified AAT member can expect to earn an average of £21,600. Some accounting technicians work as accounts assistant; others go on to become managing directors or finance directors of well-known companies. Some go to work as a self employed accountant as AAT allows the student to become chartered. Osborne Training is an AAT Approved Training Provider in London. In taking the Association of Accounting Technicians qualification with Osborne Training, you will make one of the greatest decisions of your career. Duration You can expect this qualification to take 1-1.5 year to complete for most students. Tutors Tutors are highly qualified with extensive knowledge of accountancy. Study Options Classroom Based - evening, Weekend and Daytime sessions for AAT course from London Campus. Osborne Training continuously opening new campuses throughout the UK. Online Live - Interactive online sessions through world-class Virtual Learning Campus with study materials are delivered to your home address. Distance Learning- Self-Study with Study Material and access to Online study Material through Virtual Learning Campus. Once you finish the AAT qualification and pass all exams successfully, you will receive a globally recognised AAT Level 2 Foundation Certificate in Accounting from AAT. AAT Level 2 Course syllabus Bookkeeping transactions Bookkeeping Controls Elements of Cost Work effectively in finance Using Accounting Software (i.e SAGE)

Key Objectives for the Training provision Effective listening to a client's needs and requirements during various stages of the sales process. Engage in meaningful communication with clients, learn to identify challenges and opportunities that relate to the prospects. Overcome the identified challenge. Build long term rapport and establish trust with the prospect throughout the sales process, Ensure continued customer satisfaction that can turn into repeat business. Be able to build rapport with customers or clients. Know the right questions to ask to fully understand the customer or client’s needs without putting on any pressure. Be able to check you have the right information from the customer or client. Be able to match products and services to the customer or client using the information you have gathered. Be able to influence effectively. Know how to stand out from your competitors. Stage 1 – Research the Company’s ‘Value Propositions’ and USP Analysis  Conducting 30 min confidential interviews with a cross-section of the eligible Attendees & the Stakeholders, in order to gain an objective understanding of the various scenarios and clients that the Participants work with. the Company’s ‘Value Propositions’ Unique Selling Points The Customers’ journey(s) The Competition’s offers for analysis and comparisons. From these findings, a carefully calibrated bespoke Programme will be designed and delivered.  Stage 2 - Design the Bespoke 2 x day Course  nd Stage 3 - Delivery of the Course Programme This Programme can be delivered in 2 x consecutive days, or split between 2 – 3 weeks, to make it more ‘work-friendly’ – if required. It is very practical and commercially focussed in approach, with lots of interactive exercises designed to draw out the learning applications via the debriefings. The ‘Real Play’ scenarios on day 2 will be based on specific case studies drawn from the Research findings so that they are authentic to optimise the learning. Individual Action Plans will be captured at the end of each day to be debriefed by the Participants’ respective Line Managers.  Template Programme Day One – Foundation – Strategic Approach Section One – The Principles of Consultative Selling Defining ‘Consultative Selling’ The Company’s ‘Unique Selling Points’ & Value Proposition The Consultative Selling model – the five stages Avoiding appearing ‘pushy’, ‘pressurising’ or ‘talking through the sale’ Section Two –Strategy & Preparation  ‘Buy-Class’ Matrix Strategic plan Template – matching services/products to identified needs & opportunities. Preparing a range of objectives Constants and variables – USP’s Researching key Client/Decision Makers’ priorities, profile & background (LinkedIn etc.) Preparing for potential & likely Objections Section Three – Email etiquette & ‘influencing’ email correspondence.  Email etiquette A.B.S.U.R.D model Clarity and tone – discovery of clients’ needs & motivational factors. Techniques to influence and ‘nudge’. Ensuring the data and content have a ‘gentle’ motivational & appealing message. Top Tips Day Two – Practical Application Section Four – Rapport Building & Effective Communication skills ‘Behaviour Labelling’ techniques – setting a positive tone. Asking Open Questions – gaining a full understanding of the clients’ priorities & expectations. EQ - Inviting opinions; perspectives; experiences – winning confidence. Active Listening – focus and commitment to understand. ‘Reading the room’ – adapting to responses and reactions. Maintaining focus on relevant topics that the Client cares about; carefully consider the opportunities to influence. But NO PRESSURE! Building a ‘bond of trust’ with commitments and authentic, shared values. Section Five – Explaining the Benefits – aligned to the Customers’ Priorities Understanding ‘Why do People Buy?’ Research data analysis. Open questions that lead to understanding the key issues and Clients’ priorities. Avoiding the danger of ‘pressurising’ the Client. Responding to objections effectively, with confidence and sensitivity. Explaining the benefits that are aligned to the Clients’ stated requirements. Making the Data ‘sing’ – memorable takeaways for the Client. Augmented benefits – Brand confidence; Case studies; Warranty; Service; Range; Flexibility etc. in alignment with their stated preferences/requirements Differentials compared to Competitors Section Six – Winning Commitment Inviting commitment – with confidence Consultative Selling Closing techniques (e.g. Alternative Close/Assumptive Close et al) Avoiding ‘talking through the sale’ – knowing when to ‘Shut UP!’ Confirming agreement – ensuring Clients’ motivation for repeat business Section Seven – Practical Application ‘Real Play’ From the Research findings, carefully devised scenarios can be generated to provide the most valuable learning opportunities to underpin all the skills & techniques covered in the Programme.  Potential Real Play scenarios: A well-established customer has indicated that they are soon to be opening up additional new offices – this presents an opportunity to arrange for the Company to support them with their upcoming needs. After some very positive feedback and with the upcoming contract renewal imminent – how can the Company give the Customer more high-quality support in other areas of their business? A Competitor has been to see the client and they have prompted some concerns about ‘value for money’ & ‘quality of service’. How Real Play works… The group is split the group into 2 sub-groups, one with our Professional Actor (option available); the other with the Trainer or a willing Participant. Each group has a brief and has to instruct their Trainer/Actor/Participant on how to approach the scenario supplied. The Actor and Trainer (or willing Participant) perform the role play(s) as instructed by their respective teams; however, during the action they can be paused for further recommendations or direction. The outcome is the responsibility of the team(s) – not the performers. Debrief the full Programme Individual Action Plans - to be followed through. ‘Best Practices’ for application into the business Options for Exercises within the Programme  Sample Exercise – Red & White  There is a specific time managed agenda and itinerary, which puts the group under pressure.  The key challenge is for the sub-groups to maximise the commercial value from the task, however there is always a great danger that the individuals attempt to gain financial progress at the expense of the other group! Debriefing points: Persuasive communication and influence across barriers Gaining buy-in when others are sceptical Strategic planning accounting for others’ behaviours Sample Exercise – Communication Challenge Each Participant has different pieces of information, but are not allowed to share it visually. They are only allowed to communicate to work out the solution hidden among the large amount of data. Debrief: Structured approach Maintaining focus through distractions/interference Active Listening Controlled communication Sample Exercise – Persuasive emails Sample emails are shared to be critiqued and improved upon to be debriefed: Tone & impact Making the Data ‘sing’ Influential & motivational language Customer centric message. Sample Exercise –Juggling   Each Participant has to pass the ‘Customers’ (Juggling balls) carefully through the system with all the other Participants to reach a profitable conclusion  Debrief: EQ to read the room and effectively communicate, when the pressure is on Customer focus and adapting to challenges Devising a plan that wins buy-in Overcoming competing ideas to get to ‘best practice’ Consistent commitment, communication and motivational drivers that influenced performance. Sample Exercise –Critical Path  The group are provided with 30 x discs and some ‘post-it’ notes. (no pens or pencils are allowed) Their brief is to create a grid shape with the 30 x discs, which will act as ‘stepping stones’ for the ‘Critical Path’ But they have to follow the correct order through the grid from the start to finish, which they will have to work out through ‘trial & error’ All of the team must pass through the ‘Critical Path’ worked out on the grid, observing the constraints, within the time limit. No talking is permitted once they start using the materials Debrief: - Clear communication focussing on the ‘client’s journey’ Planning for challenges Identifying risks and mitigating them Role allocations & support Quality control and disciplines  Sample Exercise –Back to Back  Each Participant is positioned back-to-back with a partner. They have to work out precisely what the ‘statement’ given to the other person is without looking around. Each person has a different brief. Debrief: - Asking Open Questions Active Listening Accuracy in identifying the objective.

Nowadays not only do we rely on our commercial and sales staff to hit that bottom line but we expect our engineers and project teams to play their part too - not only through their engineering and management skills but by behaving in a commercially minded way in their dealings with their counterparts in customer or supplier organisations. This means understanding, amongst other things, the issues surrounding the commencement of work ahead of contract, having a clear contract baseline, recognising the broader implications of contract change, the need for timeliness and the consequences of failing to meet the contracted timetable. This practical one-day programme has been designed specifically to give engineers, project staff and others just that understanding. The course is designed principally to provide engineers and project staff with an appreciation of contractual obligations, liabilities, rights and remedies so that they understand the implications of their actions. It is also suitable for business development staff who are negotiating contracts on behalf of the business. The main focus of the day is on creating an awareness of when a situation may have commercial implications that would harm an organisation's business interests if not recognised and handled appropriately and how taking a positive but more commercial approach to those situations can lead to a more positive outcome for the business. As well as providing an understanding of the commercial imperatives the day also focuses on specific areas affecting engineers and project staff, such as the recognition and management of change, the risks when working outside the contract and managing delays in contracts. The course identifies the different remedies that may apply according to the reasons for the delay and provides some thoughts on pushing back should such situations arise. On completion of this programme the participants will: appreciate the need for contractual controls and will have a better understanding of their relevance and how they can be applied, particularly the issues of starting work ahead of contract, implementing changes and inadvertently creating a binding contract by their behaviour; have gained an understanding of the terminology and procedural issues pertaining to contracting within a programme; and be more commercially aware and better equipped for their roles. 1 Basic contract law - bidding and contract formation Purpose of a contract Contract formation - the key elements required to create a legally binding agreement Completeness and enforceability Express and implied terms Conditions v warranties The use of, and issues arising from, standard forms of sale and purchase Use of 'subject to contract' Letters of intent Authority to commit 2 Change management Recognising changes to a contracted requirement Pricing change Implementation and management of change 3 Key contracting terms and conditions By the end of this module participants will be able to identify the key principles associated with: Pricing Getting paid and retaining payment Cashflow Delivery and acceptance Programme delaysExamining some reasons for non-performance...Customer failureContractor's failureNo fault delays ... and the consequences of non-performance: Damages claimsLiquidated damagesForce majeureContinued performance Waiver clauses and recent case law Use of best/reasonable endeavours Contract termination 4 Warranties, indemnities and liability Express and implied warranties Limiting liability 5 Protection of information Forms of intellectual property Background/foreground intellectual property Marking intellectual property Intellectual property rights Copyright Software Confidentiality agreements Internet

In today's competitive business world firms are under unprecedented pressure to deliver value to their shareholders and other key stakeholders. Senior executives in all parts of the organisation are finding that they need some degree of financial know how to cope with the responsibility placed on them as business managers and key decision-makers; monitoring and improving business performance, investing in capital projects, mergers and acquisitions: all require some degree of financial knowledge. The key financial skills are not as difficult to learn as many people believe and in the hands of an experienced senior executive they can provide a formidable competitive advantage. After completing this course delegates will be able to: Understand fundamental business finance concepts; understand, analyse and interpret financial statements: Profit Statement, Balance Sheet and Cashflow Statement Understand the vital difference between profit and cashflow; identify the key components of working capital and how they can be managed to generate strong cashflow Evaluate pricing decisions based on an understanding of the nature of business costs and their impact on gross margin and break-even sales; managing pricing, discounts and costs to generate strong business profits; understand how lean manufacturing methods improve profit Use powerful analytical tools to measure and improve the performance of their own company and assess the effectiveness of their competitors Apply and interpret techniques for assessing and comparing investment opportunities in capital projects, business acquisitions and other ventures; understand and apply common methods of business valuation Understand the role of business finance in formulating and implementing competitive business strategy; the role of budgeting as part of the planning process and the various approaches to budgeting and performance measurement 1 Basic principles Delivering value to key stakeholders Accounting concepts, GAAP, IFRS and common terms Understanding and using the balance sheet Understanding and using the profit statement Recognising the vital difference between profit and cashflow Understanding and using the cashflow statement What financial statements can and cannot tell us 2 Managing and improving cashflow Sources of finance and their advantages and disadvantages What is working capital and why is it so important? Managing stocks, debtors and creditors Understanding how working capital drives business growth Understanding and avoiding the over-trading trap Unlocking the funds tied up in fixed assets: asset backed loans and leasing 3 Managing and improving profit Understanding how profits generate cashflow The fundamental nature of costs: fixed and variable business costs Understanding gross margin and break-even How common pricing methods affect gross margin and profit Effective strategies to improve gross margin Using value chain analysis to reduce costs Lean manufacturing methodsUnderstanding Just-in-time, 6 Sigma and Kaizen methods Improving profitEffective and defective strategies 4 Measuring and managing business performance Measures of financial performance and strength Investor behaviour: the risk and reward relationship Return on investment (ROI): the ultimate measure of business performance How profit margin and net asset turnover drive return on net assets Why some companies are more profitable that others Understanding competitive advantage: cost and differentiation advantage Why great companies failWhat happened to Kodak? Using a 'Pyramid of Ratios' to improve business performance Using Critical Success Factors to develop Key Performance Indicators 5 Budgeting and forecasting methods Using budgets to support strategy Objectives and methods for effective budgets Using budgets to monitor and manage business performance Alternative approaches to budgeting Developing and implementing Balanced Scorecards Beyond Budgeting Forecasting methods and techniques Identifying key business drivers Using rolling forecasts and 'what-if' models to aid decision-making

Duration 3 Days 18 CPD hours This course is intended for Service providers who are designing or using VMware SD-WAN solutions or managing SD-WAN networks for customers Service providers looking to deliver a managed hybrid WAN with MPLS service Service providers transforming their MPLS networks for direct access to cloud services and increased network agility Overview By the end of the course, you should be able to meet the following objectives: Describe how VMware SASE™ solves security challenges for distributed enterprises Identify where VMware SD-WAN fits in the VMware SASE framework Describe the process for validating the installation of VMware SD-WAN Orchestrator and Gateway in a service provider environment Describe the features for monitoring and maintaining a VMware SD-WAN installation Evaluate the security features and certificate operations for managing a VMware SD-WAN installation Describe VMware SD-WAN Edge licensing and license types Describe the features of VMware Edge Network Intelligence™ Recognize VMware SD-WAN network monitoring tools for generating reports, events, and alerts Recognize the remote diagnostic actions available on VMware SD-WAN Orchestrator Troubleshoot VMware SD-WAN Orchestrator and Gateway common issues This three-day, hands-on training course provides you with the advanced knowledge, skills, and tools to achieve competency in operating and troubleshooting the VMware SD-WAN? environment for service providers.In this course, you focus on deploying and managing VMware SD-WAN for a service provider, including troubleshooting common issues. Course Introduction Introductions and course logistics Course objectives VMware SD-WAN Installation for Service Providers Describe security challenges for distributed enterprises Describe the VMware SASE solution for securing distributed enterprises Describe VMware deployment models for service providers Explain how VMware SD-WAN can help to transform MPLS networks to service-ready networks Identify resource requirements for installing VMware SD-WAN Orchestrator and Gateways Describe the procedure for installing VMware SD-WAN Orchestrator Describe the process for provisioning VMware SD-WAN Orchestrator Identify the external service dependencies for VMware SD-WAN Orchestrator Recognize disaster recovery options for SD-WAN Orchestrator Describe the disaster recovery workflow for VMware SD-WAN Orchestrator Identify the requirements for installing VMware SD-WAN Gateway instances Describe the procedure for installing VMware SD-WAN Gateway instances Describe the procedure for installing VMware SD-WAN Gateway instances on ESXi hosts identify Data Plane Development Kit support for gateway performance Describe the VMware SD-WAN Gateway deployment modes for service providers Configure a VMware SD-WAN Gateway for a service provider Assign a VMware SD-WAN Gateway for a service provider VMware SD-WAN Monitoring and Maintenance Describe VMware SD-WAN Orchestrator system health-monitoring features Describe VMware SD-WAN Orchestrator process-monitoring features Describe VMware SD-WAN Orchestrator storage-monitoring features Describe VMware SD-WAN Orchestrator database-monitoring features Describe the VMware SD-WAN Orchestrator upgrade process Describe the VMware SD-WAN Orchestrator backup and data archival processes Describe the VMware SD-WAN Orchestrator process to expand database disks Describe the VMware SD-WAN Orchestrator system metrics for monitoring Describe how systems metrics are collected for monitoring VMware SD-WAN Orchestrator Describe VMware SD-WAN Gateway additions and removals Describe the VMware SD-WAN Gateway upgrade process Describe the VMware SD-WAN Gateway validation process VMware SD-WAN Security and Edge Licensing Describe the VMware SD-WAN PKI security infrastructure Recognize VMware SD-WAN PKI authentication modes Describe VMware SD-WAN certificate operations Describe the VMware SD-WAN PKI certificate authentication configuration Describe the VMware SD-WAN PKI configuration process Compare operator and partner logins Describe the VMware SD-WAN self-signed certificate authority process Describe VMware SD-WAN certificate authority renewal and revocation Describe the VMware SD-WAN intermediate certificate authority Describe the VMware SD-WAN certificate chain of trust Describe the VMware SD-WAN Edge licensing and license types Assign and view the VMware SD-WAN Edge licenses and reports VMware SD-WAN Reporting and Diagnostics Describe the VMware SD-WAN network monitoring tools Describe the VMware SD-WAN network visibility options and controls Identify the VMware SD-WAN Orchestrator reporting features Describe and analyze VMware SD-WAN Orchestrator events View enterprise reports by operator, partner, and administrator View historical network insights and real-time reports on path visibility Describe common VMware SD-WAN alerts Describe the VMware SD-WAN heart mechanism for alerts Configure VMware SD-WAN alerts Analyze common VMware SD-WAN alerts Use standard networking tools for monitoring VMware SD-WAN Describe remote diagnostic actions available on VMware SD-WAN Orchestrator Use the remote diagnostics tools on VMware SD-WAN Orchestrator Generate remote diagnostics bundles and packet captures VMware SD-WAN Orchestrator and Gateway Troubleshooting Recognize the basic sanity checks to troubleshoot VMware SD-WAN Orchestrator Create diagnostic bundles to enable support to troubleshoot VMware SD-WAN Orchestrator Recognize the basic checks to troubleshoot VMware SD-WAN Orchestrator Troubleshoot common VMware SD-WAN Orchestrator performance issues Describe the tools available to troubleshoot VMware SD-WAN Gateway Analyze sample outputs for debugging a VMware SD-WAN Gateway issue Use Data Plane Development Kit to improve VMware SD-WAN Gateway performance VMware SD-WAN Orchestrator and Gateway Commands Recognize when and how to use VMware SD-WAN Orchestrator database-monitoring commands Recognize when and how to use the VMware SD-WAN Gateway process-monitoring commands

Duration 3 Days 18 CPD hours This course is intended for Experienced system administrators or network administrators, software and DevOps engineers Overview By the end of the course, you should be able to meet the following objectives: Describe VMware NSX Advanced Load Balancer architecture Describe VMware NSX Advanced Load Balancer components and main functions Explain VMware NSX Advanced Load Balancer key features and benefits Describe and leverage VMware NSX Advanced Load Balancer REST API Describe and leverage VMware NSX Advanced Load Balancer SDKs with extended focus on Python SDK Leverage REST API and SDK features and functions to provision application delivery components Describe and leverage VMware NSX Advanced Load Balancer Ansible and Terraform integrations Describe and leverage VMware NSX Advanced Load Balancer Github, Docker (avinetworks/avitools), Ansible Galaxy and other open source resources to accelerate the automation planning and implementation Leverage VMware NSX Advanced Load Balancer Ansible and Terraform integrations to provision infrastructure components Leverage VMware NSX Advanced Load Balancer Ansible and Terraform integrations to automate and streamline application delivery services provisioning This three-day, fast-paced course provides comprehensive training on how to automate infrastructure and application components of VMware NSX Advanced Load Balancer (Avi Networks) solution. This course covers key application delivery features of NSX Advanced Load Balancer (Avi Networks) features and functionality offered in VMware NSX Advanced Load Balancer 18.2 release and focuses on how to plan and implement automation of infrastructure and application components leveraging REST API, SDK or automation solutions such as Ansible, Terraform or similar. Access to a software-defined data center environment is provided through hands-on labs to reinforce the skills and concepts presented in the course. Course Introduction Introductions and course logistics Course objectives Introduction to NSX Advanced Load Balancer Introduce NSX Advanced Load Balancer Discuss NSX Advanced Load Balancer use cases, and benefits Explain NSX Advanced Load Balancer architecture and components Explain the management, control, data, and consumption planes and functions Virtual Services Configuration Concepts Explain Virtual Service components Explain Virtual Service types Explain and configure basic virtual services components such as Application Profiles, Network Profiles,Pools and Health Monitors Pools Configuration Concepts Explain and deep dive on Pool configuration options Describe multiple load balancing algorithms Explain multiple Health Monitor types Explain multiple Persistent profiles Explain and configure Pool Groups Leveraging NSX Advanced Load Balancer REST API Explain NSX Advanced Load Balancer automation vision Explain and introduce NSX Advanced Load Balancer REST API Describe NSX Advanced Load Balancer REST API methods and capabilities Describe NSX Advanced Load Balancer REST API session handling properties such authentication, API versioning and tenancy model Deep dive on NSX Advanced Load Balancer REST API Object Model Explain and investigate NSX Advanced Load Balancer REST API leveraging browser and command line utilities Explain and interact with NSX Advanced Load Balancer REST API leveraging browser, Postman and Curl Explain Swagger-based API Documentation Explain and leverage NSX Advanced Load Balancer Inventory API Explain and leverage NSX Advanced Load Balancer methods such as GET, PUT, POST and PATCH and associated queries, filters and parameters Deep dive on NSX Advanced Load Balancer PATCH method Explain and leverage NSX Advanced Load Balancer Analytics API Explain and leverage NSX Advanced Load Balancer MACRO API NSX Advanced Load Balancer Software-Defined Kits (SDKs) and ControlScripts Introduce NSX Advanced Load Balancer SDKs Describe, install and leverage NSX Advanced Load Balancer Python SDK Deep dive on NSX Advanced Load Balancer Python SDK Describe and leverage Golang SDK Leverage NSX Advanced Load Balancer open source resources such as Github, etc to accelerate SDKs adoption Describe NSX Advanced Load Balancer Events and Alerts framework Introduce ControlScripts foundations Leverage ControlScripts to automate configuration changes and alerts remediation Automating NSX Advanced Load Balancer Application Delivery Services with Ansible and Terraform Introduce NSX Advanced Load Balancer Configuration Orchestration and Management vision Introduce and explain Ansible foundations Describe Ansible and NSX Advanced Load Balancer Ansible capabilities Deep dive and implement NSX Advanced Load Balancer Ansible Core configuration modules (avinetworks/avisdk) Deep dive and implement Ansible NSX Advanced Load Balancer Declarative configuration role (avinetworks/aviconfig) Leverage Swagger NSX Advanced Load Balancer REST API models to develop and implement Ansible playbooks Explain application delivery configuration automation approach and models Apply configuration automation models with Ansible Introduce and explain Terraform foundations Describe Terraform and NSX Advanced Load Balancer Terraform capabilities Deep dive and implement NSX Advanced Load Balancer Terraform Provider Leverage Swagger NSX Advanced Load Balancer REST API models to develop and implement Terraform plans Apply configuration automation models with Terraform Automating NSX Advanced Load Balancer Infrastructure with Ansible and Terraform Introduce NSX Advanced Load Balancer infrastructure Automation vision Describe infrastructure deployment approach and capabilities Describe Ansible and NSX Advanced Load Balancer Ansible Infrastructure deployment approach and capabilities Describe Terraform and NSX Advanced Load Balancer Terraform deployment approach and capabilities Leverage Terraform to deploy Controllers and perform system configuration, including control plane cluster setup Leverage Terraform to provision Cloud, Service Engine Groups and Service Engine components Describe and leverage Ansible roles to deploy Controllers and perform initial system configuration, including control plane cluster setup Leverage Ansible declarative and core roles to provision Cloud, Service Engine Groups and Service Engine components Describe and implement combined Terraform + Ansible model to streamline NSX Advanced Load Balancer solution deployment

Personal Tax Return and Self Assessment training Course Most self-employed people and directors of companies have to do submit a Tax Return every year. If you are a self-employed person you may learn how to do tax return yourself. As a result, you can save money by not having to pay an external agent. Don't forget You can also save more money as you will know more about how to apply for a tax rebate. According to statistics, more than 60% of taxpayers not sure how to do tax return correctly and lose money for not knowing how to apply for a tax rebate correctly. If you want to offer tax services to the general public, then skills in this sector can dramatically improve your job prospect or business prospect. How to do a tax return Firstly, you need to be registered with HMRC to process your tax return. You should get a UTR (Unique Tax Reference) no, which is your personal identification no for tax purpose. Once you have details for all incomes and expenditure, you can submit them electronically to HMRC. The deadline for submitting a personal tax return is 31 January for the previous tax year. Apply for a Tax Rebate It is possible that you could be eligible for a tax rebate. The most possible scenarios are When you pay more tax than required Submitting an incorrect tax return Claiming special Tax relief There could be many more reasons why should you get a tax refund. It is vital to know the scenarios under which you should apply for a tax rebate. Identify the type(s) of returns that may be completed Understand the duties and responsibilities of a bookkeeper / tax agent when completing self-assessment tax returns Calculating the taxes on profits for Self Employed & on income for Employed individuals Understanding differences between Drawings & Dividends Introduction to UTR and NI Classes Understanding Tax Return submission procedures to HMRC (using 2 individual Scenarios) Analysing Class 2 & Class 4 NIC Analysing Personal Allowance Analysing Income from Self Employments Employment benefits Analysis Analysis of Car & Fuel benefits Analysis on savings and investment income and tax implications on them. Introduction to Capital Gains Tax analysis Introduction to Inheritance Tax Analysis Understanding the procedure for payment and administration of both tax and National Insurance Contributions

Many organisations find that project teams struggle to create and maintain effective plans. Estimates are often overly optimistic and risks go unmanaged until the inevitable happens. Resource managers also find it hard to forecast the likely loading on their departments and requests for support are not provided in a consistent format. This programme has been developed to address these needs in a very practical, hands-on format. Case study work can be based on simulations or on the organisation's current projects for maximum benefit to participants. The aim of this training is to develop and enhance participants' planning and risk management skills in order to maximise the success of project work undertaken by the organisation. The principal training objectives for this programme are to: Provide a structured, integrated approach to planning and risk management Demonstrate practical tools and techniques for each stage of planning Show how to organise and involve relevant people in the planning process Explain how to use the plan for forecasting and pro-active project control Identify ways to improve planning, both individually and corporately The course will emphasise the importance of participative planning techniques that improve the quality of plans whilst reducing overall time and cost of planning. The course will encourage discussion of internal procedures and practices and may be customised to include them if required. DAY ONE 1 Introduction (Course sponsor) Why this programme has been developed Review of participants' needs and objectives 2 Projects and planning Why plan? The benefits of good planning / penalties of poor planning Planning in the project lifecycle; the need for a 'living' plan The interaction between target setting and the planning process Team exercise: planning the project 3 Planning the plan Defining the application and structure of the plan Impact of planning decisions during the project lifecycle Using available time to create an effective plan 4 Defining deliverables Assessing the context; reviewing the goals and stakeholders Developing the scope and defining deliverables; scope mapping Understanding customer priorities; delivering value for money Case study: defining the project deliverables 5 Creating the work breakdown Building the work breakdown structure Detailing the tasks and sub-tasks; structured brainstorming Defining task ownership; the task responsibility matrix 6 Creating and using a logical network Developing the logical network; task boarding Determining the critical path and calculating float Accelerating the plan; concurrent programming and risk Individual and group exercises DAY TWO 7 Developing resource schedules Deriving the Gantt chart from the network Developing the detailed resource schedules Calculating the expenditure profile ('S' curve) 8 Estimating task durations and costs Understanding estimates: effort, availability and duration Estimating tools and techniques Application of estimating techniques during the project lifecycle 9 Case study Developing the project plan Refining the project plan Team presentations and discussion 10 Managing risks and refining the plan Awareness of contractual issues associated with risk Identifying and evaluating risks; deciding ownership Managing risks: determining levels of provision and contingency Controlling risks: maintaining an up-to date risk register 11 Planning for pro-active control The earned value analysis (EVA) concept and its predictive value Deriving the measures needed for cost and delivery performance Practical issues associated with implementing EVA 12 Using and maintaining the plan Tracking progress and updating the plan Publishing and controlling the plan 13 Course review and transfer planning (Course sponsor present) Identify ways of implementing the techniques learnt Sponsor-led review and discussion of proposals Conclusion

Carrying out manufacturing activities on multiple products with different specifications consecutively.