2706 Courses in Nottingham delivered Live Online

Our Financial Compliance and Legal Aid Payments Course provides a brief overview of historical changes and the current regulations. The course will cover what VAT regulations and the SRA Accounts Rules say on legal aid payments and will provide practical advice and tips on how to account for these payments so you adhere to the rules and regulations of the profession. Target Audience This online course is suitable for those in the legal profession who oversees, or is responsible for or involved in accounting for legal aid funds, including, costs lawyers, legal cashiers, COFA, those supporting the COFA, account managers, etc. Resources An information pack including the course slides will be provided to all delegates after the course, which may be useful for ongoing reference. Please note a recording of the course will not be made available. Speaker Sarah Charlton, Consultant, DG Legal Sarah has a BSc (Hons) in Applied Accounting and is a Fellow member of the Association of Chartered and Certified Accountants. Her career spans over 35 years working within the legal sector, fulfilling roles from COFA through to CEO. During her career she has worked with a number of legal regulators, professional bodies and government organisations. Sarah has been a member of the Institute of Legal Finance and Management throughout her career, qualifying as a Fellow member in 2005. Sarah also served as chairperson between 2010-2012 and continues to serve as an Executive Council Member.

Facilitation Skills for Business Analysts: Virtual In-House Training This course is part of IIL's Business Analysis Certificate Program (BACP), a program designed to help prepare individuals pass the IIBA® Certification exam to become a Certified Business Analysis Professional (CBAP™). Business analysts are communicators who bridge the gap between people with business needs and knowledge and the people who will provide solutions. Business analysts are continuously involved in communications with stakeholders and developers as they create the solution to business problems. They participate in information-gathering sessions including interviewing, joint requirements definition, and Joint Application Design (JAD) workshops which are used to streamline information gathering and get immediate validation from user representatives. The business analyst is also involved with negotiating the solution with the stakeholders, upper-level management, and the developers, mediating among the groups when disagreements take place, and influencing the results of decisions during the solution cycle. This course teaches the methods needed to organize and run information-gathering events. It combines the basics of graphic decision making and modeling with facilitation, communication, and meeting management skills. What you will Learn At the end of this program, you will be able to: Identify the major touch points between key BABOK® Guide knowledge areas and business analysis communication Describe the facilitation skills that are most supportive of those intersections Improve your ability to apply these skills in the context of your business analyst functions Foundation Concepts The role of the Business analyst (BA) An Introduction to the BABOK® Guide Business analyst roles and the product / project life cycle (PLC) Facilitation skills for the business analyst The BABOK® Guide and Communication An introduction to the communication process Addressing basic communications challenges Planning business analysis communication Communication and BABOK® Guide tasks Targeted Elicitation Techniques Synergy between communication and targeted elicitation techniques Preparing for elicitation Cornerstone targeted technique: interviews Other targeted elicitation techniques Related general communication skills Group Elicitation Techniques Synergy between requirements communication and group elicitation techniques Cornerstone group elicitation technique - requirements workshops Other group elicitation techniques Related general communication skills - meeting management best practices Related general communication skills - facilitating best practices Process / Model-Based Elicitation Techniques Synergy between requirements communication and process / model-based elicitation techniques Process / model-based elicitation techniques Related interpersonal skills - problem solving and decision making Investigative Elicitation Techniques Synergy between requirements communication and investigative elicitation techniques Cornerstone investigative elicitation technique - document analysis Other investigative elicitation techniques Summary of elicitation techniques by usage in the requirements process Using Presentations, Structured Walkthroughs, and Influencing Structured walkthroughs, presentations, and influencing within BABOK® Guide tasks Cornerstone technique - structured walkthroughs General communication skill - presenting Related interpersonal skill - influencing Special Facilitation Skills - Negotiating and Mediating Negotiating Mediating

Overview Financial Management, Budget Control and Budget Execution is a blended course with core activity of financial management used to make organisations effective and efficient in-service delivery. Organisations deliberately strengthen their acts of budgeting, as part of their financial management, in order to enhance their effectiveness. This course has been designed to educate participants on how to prepare and use budgets in their organisations. It provides the essential ingredients for achieving a sound budget preparation and execution system. 

Overview This course provides participants with the chance to focus on relevant project management tools and skills required to run successful projects in research and beyond. The course has been designed to help researchers and project managers enhance their project management skills in the context of their research and develop their knowledge of broader project management principles. The training course is highly participative and includes a peer learning session where participants will get the chance to tackle specific issues and challenges related to their research projects, find innovative solutions and share best practices.

Overview The course begins by introducing credit risk, its components and its drivers. The course then dives into business risk assessment and group structure risks. After examining financial statements, including accounting concepts and principles, the course concludes with a review of financial analysis and its four main risk areas.

Overview TQM is a completely structured, comprehensive, and organization-wide approach taken towards organisational structuring and management that continuously seeks to improve the quality rendered by the products, services belted out by the organization and the productivity of the resources handling the product. The aim is to continuously induce quality at each and every step of the organisational workflow in a bid to refine and fine- tune the processes and receive continuous feedback as per customers' norms to refine still further.

Overview Budgeting is the core activity of financial management used to make organisations effective and efficient in service delivery. Organisations deliberately strengthen their acts of budgeting, as part of their financial management, in order to enhance their effectiveness. This course has been designed to educate participants on how to prepare and use budgets in their organisations.

Overview Extending business activities beyond organisational boundaries to create value for the organisation is not new. However, the quantity and complexity of the relationships that now exist beyond organisational boundaries are increasing, as is regulatory and stakeholder scrutiny. While partnerships with third parties, including critical suppliers, can be beneficial to the organisation on so many levels, such alliances can expose the organisation to many unknowns, and those unknowns will undoubtedly increase the level of risk. The key, then, is properly managing the infrastructure, systems, staff and outside support to adequately manage that risk. 

Overview This five-day workshop provides a detailed review of significant IFRS requirements for the upstream oil and gas sector, including regulatory reporting and the diverse accounting practices that arise from the many commercial and contracting arrangements which are unique to it. It includes coverage of IFRSs, hands-on case studies, examples, exercises, and benefits from the interactive participation of the attendees. The program includes the latest pronouncements, and participants are brought up-to-date on all topics. In addition, participants are provided with information to assist them in researching accounting issues and monitoring future changes.

Duration 3 Days 18 CPD hours This course is intended for CxO?s IT Managers/ Directors Senior Project Officers Project & Program Coordinator/Managers Operations Managers Quality Managers Business Analysts Engineering Managers IT Infrastructure Managers Internal Consultants Professional Consultants Overview Change and the individual Change and the organization Communication and stakeholder engagement Change practice Dealing with change and more importantly, the impact of change is a high priority for all organisations. The Change Management Certification has been developed by APMG in partnership with the Change Management Institute (CMI), an independent, global professional association of change managers. Together they have developed a professional ?body of knowledge? for the discipline of change management. This body of knowledge now provides an independent benchmark for the professional knowledge expected of an effective change manager. APMG?s refreshed Change Management certification is fully aligned with the change management body of knowledge. Prerequisites There is no prerequisite to attending this foundation course, although it is recommended that candidates should have a good understanding of business practices. 1 - Change and the Organization Drivers for change Developing a vision Culture and climate Emergent change and lifecycle Organizational metaphors Models of change Roles required for change 2 - Stakeholders Principles Identification Analysis Influencing and listening Emotion and demonstration Communications Cognitive biases Remaining people focused Improving Communications Communications channels Collaboration Communications Planning Larger workshops 2 - Change Impact Assessing impact McKinsey 7 S Stakeholder impact assessment Assessing change readiness Large change ? how to staff Building a change team Preparing for resistance Building team effectiveness 4 - Individual Change Learning theory Motivation Change Curve Personality differences