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ITIL® 4 Specialist: Drive Stakeholder Value: Virtual In-House Training The ITIL® 4 Specialist: Drive Stakeholder Value module is part of the Managing Professional stream for ITIL 4. Candidates need to pass the related certification exam for working towards the Managing Professional (MP) designation. This course is based on the ITIL® 4 Specialist: Drive Stakeholder Value exam specifications from AXELOS. With the help of ITIL® 4 concepts and terminology, exercises, and examples included in the course, candidates acquire the relevant knowledge required to pass the certification exam. What You Will Learn The learning objectives of the course are based on the following learning outcomes of the ITIL® 4 Specialist: Drive Stakeholder Value exam specification: Understand how customer journeys are designed Know how to target markets and stakeholders Know how to foster stakeholder relationships Know how to shape demand and define service offerings Know how to align expectations and agree on details of services Know how to onboard and offboard customers and users Know how to act together to ensure continual value co-creation (service consumption / provisioning) Know how to realize and validate service value Customer Journey Purpose of the Module Purpose of Mastering the Customer Journey Touchpoints and Service Interactions Module Topics Mapping the Customer Journey Designing the Customer Journey Measuring and Improving the Customer Journey Customer Journey Step 1: Explore Purpose of the Module Purpose of the Explore Step Module Topics Understanding Service Consumers Understanding Service Providers Understanding and Targeting Markets Customer Journey Step 2: Engage Purpose of the Module Purpose of the Engage Step Aspects of Service Value Module Topics Service Relationship Types Building Service Relationships Building and Sustaining Trust and Relationships Analyzing Customer Needs Managing Suppliers and Partners Customer Journey Step 3: Offer Purpose of the Module Purpose of Shaping Demand and Service Offerings Module Topics Managing Demand and Opportunities Specifying and Managing Customer Requirements Designing Service Offerings and User Experience Selling and Obtaining Service Offerings Customer Journey Step 4: Agree Purpose of the Module Purpose of Aligning Expectations and Agreeing on Services Module Topics Agreeing on and Planning Value Co-Creation Negotiating and Agreeing on a Service Customer Journey Step 5: Onboard Purpose of the Module Purpose of Onboarding and Offboarding ITIL® Management Practices Module Topics Planning Onboarding Fostering Relationships with Users Providing User Engagement and Delivery Channels Enabling Users for Service Elevating Mutual Capabilities Offboarding Customer Journey Step 6: Co-create Purpose of the Module Purpose of Service Provision and Consumption Module Topics Service Mindset Ongoing Service Interactions Nurturing User Communities Customer Journey Step 7: Realize Purpose of the Module Measuring Service Value Purpose of Value Capturing and Customer Journey Improvement Realizing Service Value in Different Settings Module Topics Tracking Value Realization Assessing and Reporting Value Realization Evaluating Value Realization and Improving Customer Journeys Realizing Value for the Service Provider

Critical Thinking and Creative Problem Solving (Virtual) Two critical skillsets for the future of work are critical thinking and creative problem solving. These modes of working and thinking intersect and overlap; both are necessary and both can be taught. Having the ability to exercise creativity while at the same time applying structure and discipline to the thinking process is a key competency in the twenty-first century workplace. This course explores the interplay between critical and creative thinking, and the necessity of each to effective problem solving and decision making. Participants will learn a variety of techniques to apply critical thinking to real-life scenarios. They will experiment with different problem-solving approaches and will learn about cognitive influences on our decisions and choices. The course delves into the business value of creativity and involves participants in actively integrating criticality, creativity, and problem solving. What you will Learn At the end of this program, you will be able to: Explain basic concepts of problem solving Infer types of cognitive biases that impact decision making Utilize types of root cause analysis Differentiate among obstacles to sound decision making Apply a variety of problem-solving approaches / processes to existing challenges Evaluate alternative solution methods using various techniques Analyze real world problem scenarios to determine the lateral thinking type needed to address them Getting Started Foundation Concepts Definitions Thinking modes and cognitive bias Basic problem-solving framework Problem Definition and Solution Generation Root cause analysis Basic problem-solving obstacles Generating alternative solutions Evaluating Alternatives Critical thinking guidelines Obstacles to sound decision making Tools for evaluating alternatives Exploring Lateral Thinking Problem-solving challenge Workplace application Summary and Next Steps

Implementing Scrum for Teams: Virtual In-House Training Scrum is an iterative, incremental framework for developing products. It allows the team to deliver a potentially shippable set of functionalities for each iteration, providing the agility needed to respond to rapidly changing requirements. These characteristics have led to Scrum becoming the most popular method in the world of Agile projects. This two-day course provides a practical approach to implementing the Scrum method on your projects. You will learn how to initiate a Scrum project, how to build a Product Backlog, containing user stories, and how to plan and estimate releases and iterations. You will learn how to conduct Scrum events, such as the Sprint Planning Meeting, and how to track progress during an iteration. You will apply what you learn in a series of hands-on, team-based activities and simulations that take you through the entire Scrum process. The overall goal of the course is to enable you to successfully apply the Scrum method on appropriate projects in your environment. What you will Learn At the end of this program, you will be able to: Teach-back Agile and Scrum foundation concepts Initiate a Scrum Project Conduct Team Sprint Planning and Sprint Review meetings Develop Release Plans (including effective user stories and priorities) Build a Sprint plan (including effective estimates) Executive a Sprint (including essential Scrum ceremonies) Implement Scrum in your environment Foundation Concepts Agile Mindset, Values, and Tenets Agile Benefits and Methods Scrum Overview Teams: Self-Managing, Self-Organizing, and Self-Improving Initiating a Scrum Project 'Sprint Zero' Activities Defining the Vision The Product Backlog and User Stories Acceptance Criteria Story Map Planning Releases Planning releases Estimating user stories Prioritizing user stories Selecting a Sprint length Estimating velocity Creating a release plan Planning a Sprint The Sprint Planning Meeting Building the Sprint Backlog Creating a Sprint Plan Running a Sprint Conduct a Sprint Burn-down and Burn-up Charts Negotiating Changes During a Sprint The Sprint Review Meeting Sprint Retrospective Releasing into Production Closing the Scrum Project Implementing Scrum Scrum Simulation Exercise Conditions of Success for Implementing Scrum

Project Estimating and Scheduling: Virtual In-House Training Establishing realistic estimates and goals for projects that support business objectives and meet client expectations is one of the most challenging aspects of project planning. Delivering those results within the agreed-upon time, cost, and quality constraints is also challenging. Attempting to meet impossible deadlines with limited budgets often leads to unplanned product shortfalls, causing long-term support and utilization problems. We have all anguished about this recurring problem, but without having the skills or knowledge to take action, we are unable to break the cycle! The goal of this course is for you to be able to support business objectives and meet client expectations by selecting the right planning approach for realistic and cost effective schedules, as well as project budgets. To achieve that, you will focus on gaining the necessary knowledge, skills, and techniques. What You Will Learn At the end of this program, you will be able to: Use the work breakdown structure (WBS) as the basis for effective estimating of project resources Estimate effort and duration using a variety of techniques Develop preliminary schedules using the critical path method Apply a variety of optimization techniques to refine preliminary schedules Establish realistic schedule and cost baselines, with appropriate contingency reserves Explain how earned value management (EVM) contributes to control time and cost performance Foundation Concepts Project management basic definitions and concepts PES Key driver: competing constraints PES Process and success factors Project Definition and the WBS Project definition overview Work Breakdown Structure (WBS) Decomposition: WBS development technique Resource Planning Resource planning overview Identifying resource requirements Identifying and filling resource gaps Applying resource planning tools Effort and Duration Estimating Estimating overview Estimating perspectives and approaches Estimating techniques Effort and duration estimating best practices Project Scheduling Overview of project scheduling Dependencies and the project network diagram Critical path method (CPM) Optimizing the schedule Budget, Risk, and Contingency Planning Overview of budget, risk, and contingency planning Estimating costs Determining the budget Project risk management processes Planning contingency reserves Project Baseline and Control Overview of project baseline Negotiating and the project baseline Earned value management (EVM) Project variances and actions Project control

Enhance your expertise in HV/MV power system design and protection coordination with EnergyEdge's virtual instructor-led training. Join now!

Enhance your expertise in HV/MV power system design and protection coordination with EnergyEdge's virtual instructor-led training. Join now!

Work Breakdown Structures: Virtual In-House Training It's amazing how often project managers begin the project planning process by making an outlined list of every task they believe will be required to complete a project and then proclaim they have created the work breakdown structure (WBS) for the project. The result is a list of hundreds, or even thousands of tasks, many of them having durations of a few days or a few hours. Essentially, what they have done is create a 'to do' list, which they then use as a 'checklist' to measure progress. This approach leads to, and even encourages, micromanagement of the resources working on the project without consideration of more critical aspects of project management such as: requirements management, risk management, procurement management, estimating, scheduling, executing, and controlling. Further, it makes it impossible to see the big picture, at levels of detail, in keeping with the needs of sponsors, clients, project and functional managers, team leaders, and project performers. Join us for this exciting program and learn how to use the WBS to make better-informed business decisions. What You Will Learn You will learn how to: Describe the need for a project WBS Describe the WBS role in the project Gain practical experience in the development, decomposition, and use of the WBS Determine the appropriate level of detail in the WBS. Explain how the WBS integrates with project requirements, risk, procurement, estimating, scheduling, and overall project execution. Provide the basic tools to enhance efficient re-use of key information in your future projects Foundation Concepts Key definitions History of the WBS Importance of the WBS Overall structure Terminology Other breakdown structures WBS tools WBS & Scope Project scope management processes Specification of the project objectives WBS design based on project deliverable WBS decomposition process and 'The 100% rule' Work Packages and Control Accounts WBS & Risk Risk management planning and WBS Risk identification to enhance the WBS Risk analysis and the WBS Risk responses and updating the WBS Implementing risk response and Monitoring risks and the WBS WBS & Estimating Use of WBS in the estimating process Components and work packages Sizing and algorithmic estimates WBS & Scheduling Component Scheduling - High-Level Milestones WBS activity decomposition WBS elements dependencies Work Package Level Schedules Responsibility assignment matrix WBS & Execution and Control Earned Value Management and tracking of work performance Progress reports, forecasts, and corrective and preventive actions used to manage work performance Necessary information to close out a project

Project Risk Management: Virtual In-House Training Have you been surprised by unplanned events during your projects? Are you and your project team frequently fighting fires? Well, you are not alone. Uncertainty exists in any project environment. While it's impossible to predict project outcomes with 100% certainty, you can influence the outcome, avoid potential risks, and be ready to respond to challenges that arise. In this course, you'll gain the proper knowledge needed to identify, assess, plan for, and monitor risk in your projects. You'll learn how to set up and implement risk management processes, helping you to minimize uncertainty and achieve more consistent, predictable outcomes as a result. What You Will Learn You'll learn how to: Demonstrate to others how the risk management processes in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) apply to your project's environment, especially for high-risk projects Adapt these processes for a particular high-risk project team's operating principles Explain the importance of using risk management best practices at single and enterprise project levels Lead an initiative to implement risk management best practices in your project environment Foundation Concepts Risk-related definitions The risk management process High-risk projects and project failures Classical failures in implementing risk management Plan Risk Management Project risk management and governance Risk management planning for high-risk projects High-risk variations on a risk management plan Identify Risk Adapting the risk identification process for high-risk projects Recognizing risks spontaneously Confirming and structuring risk events for treatment Wrapping up risk identification for high-risk projects Perform Qualitative Risk Analysis Adapting qualitative risk analysis for high-risk projects Accelerating risk analysis Clearing risk action Wrapping up qualitative risk analysis for the next level Perform Quantitative Risk Analysis Adapting quantitative risk analysis for high-risk projects Ensuring effective risk analyses with data quality assessments Building a foundation for quantitative risk analysis Using discrete quantitative tools Using continuous quantitative tools Wrapping up quantitative risk analysis for high-risk projects Plan Risk Responses Adapting risk response planning for high-risk projects Optimizing active risk response strategies Leveraging contingencies for high project performance Wrapping up risk response planning for high-risk projects Implement Risk Responses Implementing Risk Responses Process Executing Risk Response Plans Tools and Techniques Best Practices Continuous Risk Management Monitor Risks Adapting risk monitoring for high-risk projects Optimizing risk plan maintenance Weaving risk reassessment into the project's progress Maintaining a continuous 'vigil' in high-risk project environments

PRINCE2® Foundation: Virtual In-House Training Projects fail for a variety of reasons including poor planning, lack of defined quality criteria, poor understanding of the business drivers, inadequate control, and lack of senior management involvement in other words, lack of a structured best practice approach to project delivery. PRINCE2® (6th Edition is the current version) is a structured, process-based approach to project management providing a methodology which can be easily tailored and scaled to suit all types of projects. It is the de facto standard for project management in the UK Government and is used extensively in more than 150 countries worldwide with in excess of 20,000 organizations already benefiting from its powerful approach. It can be used easily in combination with PMI®'s PMBOK® Guideto provide a robust project management methodology, or to augment an existing PMBOK®-based methodology with additional rigor around areas such as Quality, Organization, and Benefits Realization. The goals of this course are to provide participants with a thorough grounding in PRINCE2® and its benefits and to prepare them to sit the Foundation exam. What you will Learn You'll learn how to: Identify the benefits and principles underlying a structured approach to project management Define the PRINCE2® method in depth, including the principles, themes, and processes Prepare and practice for the Foundation exam Getting Started Introductions Course structure Course goals and objectives Overview of the PRINCE2® Foundation exam PRINCE2® Introduction Introducing PRINCE2® The structure of PRINCE2® What PRINCE2® does not provide What makes a project a 'PRINCE2® project'? Project Management with PRINCE2® Defining a project Managing a project Controlling the variables The Project Manager's work PRINCE2 Principles PRINCE2® Principles The Seven Principles Tailoring and Adopting PRINCE2® Defining tailoring Defining embedding What can be tailored? Who is responsible for tailoring? Introduction to the PRINCE2® Themes What is a PRINCE2® Theme? What are the PRINCE2® Themes? Tailoring the themes Format of the theme chapters Business Case Need for a business case Elements of a business case How a business case is developed Managing Benefits Organization Need for a special type of organization PRINCE2® organization structure Roles in a PRINCE2® project Combining roles Quality Relevance of quality to project work Quality, quality control, and quality assurance Quality management approach and the quality register Who is responsible for quality? Plans Need for plans and their hierarchy Approach to planning Content of a PRINCE2® plan Product-based planning Risk The need to manage risks What is a risk? Risk and continued business justification A risk management option Change Change is inevitable Different types of change Baselines and configuration management Issue and change control in PRINCE2® Progress Controlling a PRINCE2® project The application of tolerance Types of control Raising exceptions Introduction to Processes Processes and the project lifecycle The PRINCE2® journey Structure of the process chapters Tailoring the processes Starting up a Project Appointing people to the PRINCE2® roles Establishing some baselines Should we go further with this work? Planning for initiation Directing a Project Should we start / continue the project? Responding to internal / external influences Should we close this project? Initiating a Project Establishing the project's approaches Creating the project plan Refining the business case Assembling the PID Controlling a Stage Authorizing and reviewing work Monitoring and reporting Handling non-planned situations Triggering the next process Managing Product Delivery Accepting work from the Project Manager Getting the work done by the team Routine and non-routine reporting Handing back the completed work Managing a Stage Boundary Taking stock of what we have done Updating the PID Consider the options for continuing / stopping Producing exception plans Closing a Project PRINCE2® at the end of a project Transition of product to operational use How well did we do? Tying up all the loose ends

Introduction to Agile and Scrum: Virtual In-House Training This half-day course provides an overview of Agile principles and mindset, and the Scrum framework as a key Agile approach. It will provide you with the key benefits of an Agile approach, and its differences with the traditional Waterfall method. Lastly, as Agile is looked upon more frequently as an alternative delivery method, you will review situations where Agile can be adapted outside of software development, where it is most commonly used. What you will Learn At the end of this program, you will be able to: Explain the basics and benefits of using an Agile approach Describe the Scrum framework, its events, artifacts and roles and responsibilities Illustrate Agile approaches outside of Software Development Getting Started Introduction Course structure Course goals and objectives Agile Introduction What is Agile? Agile Benefits Agile Methods Overview of Scrum Scrum Overview Scrum Events Scrum Artifacts Scrum Roles Definition of Done Agile Approaches Outside of Software Development Agile in other environments Product Development Course Development Marketing Agile Project Candidates Summary What Agile is not... Concerns and Pitfalls