3314 Courses delivered Live Online

  ISO 13485 Foundation training enables you to learn the basic elements to implement and manage a Medical Devices Quality Management System (MDQMS) as specified in ISO 13485. During this training course, you will be able to understand the different modules of a MDQMS, including MDQMS policy, procedures, performance measurements, management commitment, internal audit, management review and continual improvement. After completing this course, you can sit for the exam and gain "Certified ISO 13485 Foundation' Certification. This Certificate shows that you have understood the fundamental methodologies, requirements, framework and management approach.  About This Course   Learning Objectives Understand the elements and operations of a Medical Devices Quality Management System (MDQMS) Acknowledge the correlation between ISO 13485 and other standards and regulatory frameworks Understand the approaches, methods and techniques used for the implementation and management of a MDQMS   Course Agenda Day 1: Introduction to Medical Devices Quality Management System (MDQMS) concepts as required by ISO 13485 Day 2: Medical Devices Quality Management System requirements and Certification Exam   Assessment     Delegates sit a combined exam, consisting of in-course quizzes and exercises, as well as a final 40 question, multiple choice exam on Day 2 of the course. The overall passing score is 70%, to be achieved within the 60 minute time allowance. Exam results are provided within 24 hours, with both a Certificate and a digital badge provided as proof of success.   Prerequisites   None What's Included?   Certification fees are included on the exam price Training material containing over 200 pages of information and practical examples will be distributed An attestation of course completion worth 14 CPD (Continuing Professional Development) credits will be issued to the participants who have attended the training course. Who Should Attend?   Individuals involved in Medical Devices Quality Management Individuals seeking to gain knowledge about the main processes of Medical Devices Quality Management Systems (MDQMS) Individuals interested to pursue a career in Medical Devices Quality Management Accreditation Provided by   This course is Accredited by NACS and Administered by the IECB

Duration 2 Days 12 CPD hours This course is intended for The target audience for the CASM course is Anyone interested in learning about Agile and Scrum from a products and process perspective Process owners and process designers Developers who are interested in helping make processes more agile Managers who are looking to bridge multiple practices into a DevOps environment Employees and managers responsible for designing, re-engineering or improving process Consultants guiding their clients through process improvement and DevOps initiatives Internal and external suppliers Process stakeholders Overview The learning objectives for Certified Agile Service Manager (CASM) include an understanding of: What does it mean to 'be agile?' The Agile Manifesto, its core values, and principles Agile concepts and practices including ITSM, Kanban, Lean and DevOps Learn about SCRUM from a product and process perspective Agile thinking and values into service management Scrum roles, artifacts, and events as it applies to both products and processes The two aspects of Agile Service Management: Agile Process Improvement-ensuring processes are lean and deliver 'just enough' control Agile Process Design-applying Agile practices to process design projects This course provides an introduction to Agile Service Management, the application, and integration of agile thinking into service management processes and process design projects. Agile thinking improves IT?s effectiveness and efficiency and enables IT to continue to deliver value in the face of changing requirements. This course prepares you for the Certified Agile Service Manager (CASM) certification. Why Agile Service Management? Challenges Today What is IT Service Management? What is Agile? Agile Manifesto and Principles What Does It Take To Be Agile? Agile Service Management What is Agile Service Management? Agile Service Management Goals, Objectives and Benefits Two Aspects: Agile Process Engineering & Agile Process Improvement Leveraging Related Guidance DevOps ITIL Site Reliability Engineering Lean Scrum Agile Service Management Roles Relationship to Scrum roles Agile Practice Owner Agile Service Management Team Agile Service Manager Agile Process Engineering Agile Processes How Processes Deliver Value Waterfall vs Agile Process Engineering Relationship to Scrum Events & Artifacts Minimum Viable Process Microprocess Architectures Service Management Architecture Agile Service Management Artifacts Practice Backlog Spring Backlog Increment Agile Service Management Events Planning The Sprint Sprint Planning Process Standups Sprint Review Sprint Retrospective Agile Process Improvement Why Process Improvement is Important Process Improvement Goals Process Improvement Reviews Sustaining Improvements Automation

Managing Complex Projects: Virtual In-House Training As knowledge and technology expand exponentially, organizations are finding that the tools, processes, and methods used to select, plan, and manage their projects are insufficient for the challenges posed by them. The goal of this course is to provide participants with a working knowledge of project complexities and a framework for managing the ambiguities involved in today's fast-changing, competitive, and technology-based environment As knowledge and technology expand exponentially, organizations are finding that the tools, processes, and methods used to select, plan, and manage their projects are insufficient for the challenges posed by them. Complex projects don't necessarily follow the rules of traditional projects - in many instances the projects' end-products, and the methods by which they will be produced, are not easily defined. Stakeholder diversity and geographical dispersion contribute to the difficulties project managers face in their efforts to gain acceptance of project goals, objectives, and changes. Additionally, hierarchic leadership styles, traditional lifecycle approaches, and traditional project manager competencies may no longer maximize the efficiencies that need to be realized on complex projects. The goal of this course is to provide participants with a working knowledge of project complexities and a framework for managing the ambiguities involved in today's fast-changing, competitive, and technology-based environments. What you Will Learn The learning objectives of this workshop are to enable participants to: Appreciate complexity and its impact on the management of projects Describe the differences among traditional, complicated, and complex projects Explain the effects of complexity on the PMBOK® Guide's process groups Apply a high-level model in the management of real- world projects Complexity and Projects Some characteristics of complex systems Important models/characteristics of complex projects Major players in project complexity Landscapes and project typologies A supplemental framework for complex projects Framing Framing overview Potential pitfalls in framing complex projects Possible solutions Inception Centrality of risk management PM competencies, selection Stakeholder identification, analysis Blueprint Collaborative planning Stakeholder engagements Alternative methodologies/life cycles Collaborative scheduling Procurement management Oversight, Navigation, and Adjustment Leadership and the project team Stakeholder management Networks Close and Continuous Improvement Transition/support Post-project evaluations Rewards/Recognition

Lean Six Sigma Green Belt Certification Program: In-House Training This learning series is designed to enable participants to fulfill the important role of a Lean Six Sigma Green Belt and to incorporate the Lean Six Sigma mindset into their leadership skills. Green Belt is not just a role, it is also a competency required for leadership positions at many top companies. This learning series is designed to enable participants to fulfill the important role of a Lean Six Sigma Green Belt and to incorporate the Lean Six Sigma mindset into their leadership skills. With a real-world project focus, the series will teach the fundamental methodology, tools, and techniques of the Define, Measure, Analyze, Improve and Control Process Improvement Methodology. This course is delivered through sixteen 3-hour online sessions. What you Will Learn At the end of this program, you will be able to: Identify strategies for effectively leading high performing process improvement teams Analyze whether projects align with business strategy Apply process improvement methodologies to DMAIC steps, based on real world scenarios Explain ways to appropriately respond to process variation Distinguish among best practice problem solving methodologies Evaluate and effectively communicate data-driven decisions, based on real world scenarios Introduction Lean Six Sigma & quality The vision The methodologies The metric Project Selection Why Projects Random idea generation Targeted idea generation CTQs (Critical to Quality) & projects Project screening criteria Quick improvements Introduction to Define Project Planning Developing the core charter Developing a project charter Facilitation Process Management Business process management Top-down process mapping Voice of the Customer Voice of Customer Stakeholder analysis Communication planning Kicking off the project Define Summary Introduction to Measure Data Collection Fact-based decision making Data sampling Operations definitions Data collection plan Measurement system analysis Graphical Statistics for Continuous Data Meet Six SigmaXL Graphical & statistical tools Data stratification Graphical Statistics for Discrete Data Pareto analysis Dot plots Plotting data over time: Looking for patterns Variation Concepts Variation is reality Special Cause and Common Cause variation Example of standard business reporting Individuals Control Chart Process Capability Genesis of process capability Calculating the metrics of Six Sigma Yield metrics: Measuring process efficiency Cost of Poor Quality The Cost of Poor Quality (COPQ) Cost of Quality categories Calculating the Cost of Poor Quality Measure Summary Introduction to Analyze Process Analysis Introduction to process analysis Value-added analysis Cycle time analysis WIP & pull systems Analyzing bottlenecks and constraints Cause & Effect Analysis Fishbone/Ishikawa diagram 5-Whys analysis Graphical & statistical tools Advanced Analysis Why use hypothesis rests? Hypothesis tests Correlation and regression analysis Analyze Summary Introduction to Improve Solutions Creativity techniques Generating alternative solutions Solution selection techniques Introduction to Design of Experiments Introduction to DOE DOE activity Error Proofing Failure mode & effect analysis Poka-Yoke Project Management Fundamentals Successful teams Project roles Conflict management Standardization Standardization The Visual Workplace 5S Piloting & Verifying Results What is a pilot? Evaluating results Improve Summary Introduction to Control Statistical Process Control Review of Special & Common Cause variation Review of Individual Control Chart P-Chart for discrete proportion data Transition Planning Control plan Project closure Control Summary Summary and Next Steps

Recovering Troubled Projects: In-House Training Despite our best intentions, many of the projects that organizations undertake either don't achieve their intended business results or end in complete failure. Most seasoned project managers have had their share of experiences with difficult or troubled projects and unless they are careful, they will encounter more. This workshop does not focus on 'failed' projects but rather on those projects which without appropriate intervention would be headed for failure. Failed projects are those beyond help and which should be terminated. Here we focus on projects that are salvageable. It is an exercise-driven, no-nonsense, professional practice-focused workshop positioning the participant to immediately apply the tools and lessons learned in the classroom. The workshop employs the use of both illustrative and practical/working case studies. Illustrative case studies will examine insights from real-world troubled projects. Participants will be asked to bring descriptions of their own examples of troubled projects on which they're currently working or on which they have worked in the past. A number of these will be used as the basis for the practical/working case studies. The approach builds on and complements the disciplines addressed in Project Management Institute's PMBOK® Guide and also addresses issues that arise when managing projects in a complex environment. What You Will Learn You will learn to: Recognize the value of a structured project recovery process Explain the reasons most projects fail Analyze the causes of a project's troubles Construct a negotiation process to use with key stakeholders Apply an effective strategy to planning the recovery effort Manage, evaluate, and adjust the ongoing recovery effort Foundation Concepts Recognizing a troubled project Defining the project recovery process The Reasons Projects Fail Putting failure in perspective Reviewing management issues Analyzing planning issues Exploring complexity issues Assess the Project Stabilizing the project Determining preliminary Go / No-Go Conducting a detailed recovery assessment Negotiate the Recovery Reviewing the basics of negotiation Setting reasonable expectations Obtaining appropriate PM authority Securing key stakeholder support Plan the Recovery Planning for recoveries Rebuilding the project team Reshaping the project plan Managing parallel activities Planning for change management Implement and Adjust the Project Implementing project recoveries Facilitating change Enabling continuous learning Fostering the project team Sustaining stakeholder engagement

This module aims to develop an understanding of supply chain management in international trade. This includes defining supply chain management, the relationship between supply chain and logistics, effective supply chain planning and responding to problems and issues associated with international trade.

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

Duration 2 Days 12 CPD hours Overview Effectively manage team dynamics in remote and virtual teams Leverage communication technologies to the benefit of your remote and virtual teams Identify the specific skills required for managing remote and virtual teams Evaluate the impact of culture and language on your team?s performance The business model of managing remote and hybrid teams is constantly evolving. Managing remote teams?a rarity just a few years ago?is now a common occurrence. Working virtually offers unique advantages and challenges. But how do you best leverage these benefits while overcoming impediments? This workshop will teach you to adjust your management style to successfully improve communication, foster connections, increase productivity, and develop remote and virtual teams. Focused on practical skills, this workshop includes activities to apply these techniques and drive results. Defining the Characteristics of the Remote and Hybrid Workforce Understanding the remote vs. hybrid workplace Managing relationships, communication, and tasks Meeting your needs and your team?s needs Management Requirements for Remote Leadership Moving from reactive to proactive Understanding team member?s unique situations Keeping everyone informed Innovating with virtual teams Managing work outputs Overseeing separated team members Defining and building relationships with stakeholders Building and Strengthening Team Dynamics Creating team identity Forming remote and virtual teams Managing the storming process Getting to norming and performing Creating and governing with ground rules Tracking team performance Setting expectations and providing feedback Making Technology Work for You Communicating with and coordinating your team Avoiding the technology trap Developing effective communication across various mediums Choosing the right technology platform The Impact of Culture and Separation Recognizing cultural characteristics and differences Building cultural knowledge Managing across time zones Respecting non-working time

Managing Successful Programmes (MSP®) 5th Edition Foundation: In-House Training Managing Successful Programmes (MSP®) is a globally-recognized framework for best practice programme management. MSP certification provides guidance for programme managers, business change managers and the next step for project managers to develop their knowledge and skills to be able to positively respond to the challenges for managing programmes and larger, more strategic or multiple projects. MSP 5th edition emphasizes flexibility, adaptability, and responsiveness by adopting an incremental approach to the programme lifecycle and thus enabling organizational agility. AXELOS offers two levels of MSP Examination: MSP Foundation and MSP Practitioner. The MSP Foundation Examination is intended to assess whether the candidate can demonstrate sufficient recall and understanding of the MSP programme management framework. The MSP Foundation qualification is a prerequisite for the MSP Practitioner Examination, which assesses the ability to apply understanding of the MSP programme management framework in context. The MSP® 5th Edition Foundation course is a training based on the exam specification for MSP Foundation certification and is aligned with the Managing Successful Programmes (5th Edition) guide from AXELOS. What you will Learn At the end of this course, participants will be able to: Understand key concepts relating to programmes and MSP Understand how the MSP principles underpin the MSP framework Understand the MSP themes and how they are applied throughout the programme Understand the MSP processes and how they are carried out throughout the programme Key Concepts of MSP Programmes Three Lenses of MSP Principles Themes and Governance Organization Organization Theme Organization Structure Individual Roles Stakeholder Management Design Design Theme Benefits Risk Identification and Prioritization Target Operating Model Documents and Key Roles Justification Justification Theme Business Case Financial Planning Documents and Key Roles Structure Structure Theme Delivery Planning Dependencies Benefits Realization Plan Resourcing Documents and Key Roles Knowledge Knowledge Theme Knowledge Management Information Management Document and Key Roles Assurance Assurance Theme Assurance at Multiple Levels Assurance Planning Document and Key Roles Decisions Decisions Theme Issue Resolution Risk Response Data Gathering and Reporting Options and Analysis Document and Key Roles MSP Processes Identify the Programme    Design the Outcomes Plan Progressive Delivery Deliver the Capabilities Embed the Outcomes Evaluate New Information Close the Programme

The Moccasin Manager, The Moccasin Approach, Management Training, Management Development,