2469 Courses delivered Online

Assuring Quality Through Acceptance Testing: Virtual In-House Training It is also the business analyst's responsibility to confirm that the resulting solution developed by IT does, in fact, solve the defined problem. This is done first through testing, especially acceptance testing, and then through monitoring of the installed solution in the user community. It is the business analyst's job to define the business problem to be solved by IT. It is also the business analyst's responsibility to confirm that the resulting solution developed by IT does, in fact, solve the defined problem. This is done first through testing, especially acceptance testing, and then through monitoring of the installed solution in the user community. The business analyst is not only concerned with the testing itself, but also with the management and monitoring of the users doing the acceptance testing, and recording, analyzing, and evaluating the results. What you will Learn Upon completion, participants will be able to: Create a set of acceptance test cases Manage and monitor an acceptance test stage where users perform the testing Work with the development team in the systems testing stage Assess the solution once it is in the business environment Foundation Concepts The role of the business analyst An introduction to the BABOK® Guide BA roles and relationships through the project life cycle Introduction to assuring software quality through acceptance testing The Scope of IT Testing Overview of testing stages The testing process Testing documentation Pre-Acceptance Testing The BA's role in testing Early development testing stages (unit and integration) Late development testing stage (system) The Acceptance Test Stage - Part I (Planning, Design, and Development) Overview of user acceptance testing Acceptance test planning Designing user acceptance tests Developing individual user acceptance test cases Building effective user acceptance test scenarios The Acceptance Test Stage - Part II (Execution and Reporting) Operating guidelines Execution Reporting Post-Acceptance Testing Overview Project implementation Project transition (project closure) Production through retirement Testing Commercial Off-the-Shelf (COTS) Software Overview Selecting the software Implementing the software Summary What did we learn and how can we implement this in our work environments?

Certified Business Relationship Manager (CBRM®): Virtual In-House Training The CBRM® Practitioner Qualification is intended for the intermediate-to-advanced Business Relationship Manager, as it focuses on advancing to the role of Strategic Business Relationship Manager. As such, the primary focus is on strategic business relationship management, leveraged to optimize business value to the enterprise. The purpose of the Practitioner qualification is to confirm whether the candidate has achieved sufficient understanding and competence to perform the role of Strategic Business Relationship Manager. To pursue the CBRM® certification, a candidate must be a certified Business Relationship Management Professional (BRMP®). What You Will Learn The successful candidate will demonstrate deep understanding and ability to perform the Strategic BRM role. Specifically, the candidate will: Effectively communicate the purpose and objectives of the Strategic BRM role and how to optimally position that role for maximum effectiveness within the enterprise Understand how to use their personal power and influence to build business relationships and foster a culture that excels at business value results Apply the Strategic Relationship Management processes and techniques to build and sustain trust relationships spanning Business Partner and Provider networks Be able to assess Business Demand Maturity and Business Relationship Maturity and how these might evolve over time Be able to assess Provider Capability Maturity and BRM Competencies and identify key areas needing improvement Be able to apply cross-organization communication techniques to clearly articulate real Provider / business value delivered to the organization Be able to influence executive leaders in their use of Provider Capabilities and Assets based upon potential business value and convergence with business strategy Promote and catalyze business innovation in the Provider's sphere of influence Be able to use the Business Value Management process, techniques, and metrics to define, realize, and optimize the value of Provider capabilities and assets Apply Business Partner Experience Management so as to foster a positive Business Partner perception of Provider capabilities as an essential element of building and sustaining trust relationships Shape strategic agendas for optimum business value, with due consideration of external compliance requirements and potential risks to the business Understand the implications of Lean / Agile methods for the BRM role and capability Influence the development and deployment of available Provider capabilities based upon business need and potential to enable or create business value. Apply Business Capability Management to determine and acquire enabling capabilities pursuant to strategic outcomes Apply Business Capability Management to determine and acquire enabling capabilities pursuant to strategic outcomes Contribute to Business Transition Management in order to foster organizational understanding, support, adoption, and business value results of investments in new business capabilities Course Introduction Explain the House of BRM, recalling the BRM Core Disciplines, competencies required for the BRM role, and necessary conditions for protecting the integrity of the role Recall the key BRM concepts, processes, and techniques Understand the Business Relationship Maturity Model and the Five Relationship Maturity Levels Understanding Business Relationship Maturity and Value The Strategic BRM Role and Capability BRM Impact on Business Value Introduction to the ACME Leisurewear Case Scenario that is used through the course Assessing BRM Context Clarifying Issues Conducting a Business Demand Maturity Assessment Conducting a Business Relationship Maturity Assessment Conducting a Provider Capability Maturity Assessment Shaping the Business Partner's experience with the Provider The BRM role in Service Management Developing Strategic Relationships How to assess Strategic Relationships and plan for their improvement How to achieve business impact through influence and persuasion How to plan and execute BRM formal communications Organizational considerations for BRM deployment How to determine appropriate BRM performance measurement Optimizing Business Value Formulating and Clarifying Business Strategy Catalyzing Business Innovation Business Capability Management Value Management Planning Portfolio Management Business Transition Planning Business Value Optimization Summary and CBRM Exam Preparation Course Summary CBRM Syllabus Review Format and structure of the CBRM® Practitioner Exam Exam hints and tips Sample Exam

OpenStack for NFV and SDN course description OpenStack is predominately a cloud management technology. This course looks at how OpenStack can be used in a NFV and SDN environment. What will you learn Describe the architecture of NFV. Explain the relationship between NFV and SDN. Implement NFV VIM using OpenStack. Explain how OpenStack as VNFM and orchestrator works. OpenStack for NFV and SDN course details Who will benefit: Anyone wishing to implement NFV using OpenStack. Prerequisites: Introduction to Virtualization Duration 3 day OpenStack for NFV and SDN course content What is NFV? What is NFV? What are network Functions? NFV benefits, NFV market drivers. ETSI NFV framework. ETSI documents, Architecture overview, compute domain, hypervisor domain, infrastructure network domain. What is OpenStack? Virtual machines, clouds, management. OpenStack architecture, OpenStack modules. Why OpenStack for NFV? Hands on OpenStack installation. OpenStack Virtualization and NFV Server, storage and network virtualization and NFV. Where OpenStack fits in the ETSI framework. Virtual machines, containers and docker. Data centres, clouds, SaaS, IaaS, PaaS. Hands on OpenStack Iaas, OpenStack Nova. The virtualization layer VM centric model, containers versus hypervisors, FD.io. Hands on OpenStack as the VIM. OpenStack Neutron VXLAN, Networks, subnets, ports. Security groups. Routers. Service and component hierarchy. Hands on Implementing a virtual network with OpenStack Neutron. Virtualization of Network Functions Network virtualization versus Network Function virtualization. NFV MANO Management and Orchestration. Where OpenStack fits. MANO descriptors, Open orchestration. OpenStack Tacker, Open MANO, OpenBaton, other orchestrators. OpenStack Tacker Installation, getting started, configuration. SFC and OpenStack. Hands on Deploying a VNF. OPNFV What is OPNFV, Where OpenStack fits into OPNFV. SDN What is SDN? Control and data planes. SDN controllers. Classic SDN versus real SDN. Hybrid SDN, network automation, SDN with overlays. Northbound, southbound, SDN protocols, OpenFlow, OpenDaylight, ONOS, SDN with NFV. SDN and OpenStack. Summary Deploying NFV, performance, testing. Futures

Scrum Product Owner Exam Prep: Virtual In-House Training This workshop prepares you for the Scrum.org PSPO™ I certification. A voucher for the exam and the access information you will need to take the exam will be provided to you via email after you have completed the course. NOTE: If you have participated in any of IIL's other Scrum workshops, you can bypass this program and focus on reading/studying the Scrum Guide and taking practice exams from Scrum.org The Product Owner is responsible for maximizing the value of the product and the work of the Development Team. The Product Owner must be knowledgeable, available, and empowered to make decisions quickly in order for an Agile project to be successful. The Product Owner's key accountability is the Product Backlog. Managing, maintaining, and evolving the Product Backlog involves: Establishing a clear vision that engages the Development Team and stakeholders Clearly expressing Product Backlog items Ordering the items in the Product Backlog to best achieve the vision and goals Ensuring that the Product Backlog is visible, transparent, and clear to all Working with the Development Team throughout the project to create a product that fits the customer's need What you will Learn You'll learn how to: Successfully prepare for the Scrum.org PSPO I exam Identify the characteristics of a successful Product Owner Create a powerful vision statement Apply techniques to understand your customers and the market Manage and engage stakeholders Write effective user stories with acceptance criteria Utilize techniques to visualize and prioritize the Product Backlog Participate in the 5 Scrum events as the Product Owner Understand the Product Owner's role in closing a Scrum project Getting Started Introductions Workshop orientation Exam prep preview Fundamentals Recap Agile Manifesto, values, and mindset Product Owner characteristics Good vs. great Product Owner Product Ownership Product ownership Project vision Understand your customers and market Personas Stakeholder management and engagement The Product Backlog User Stories and Acceptance Criteria Preparing User Stories for a Sprint The Product Backlog Visualizing the Product Backlog Product Backlog Prioritization Technical Debt Sprint Planning and Daily Standups Sprint Planning Planning Poker Team Engagement Daily Standups Sprint Review, Retrospectives, and Closing Sprint Reviews Key Agile Patterns Retrospectives Closing the Project

Management of Risk (M_o_R®) Practitioner: Virtual In-House Training The M_o_R® Practitioner course has been designed to provide learners with the opportunity to practice the practical application of the M_o_R method and covers the twelve M_o_R principles: Approach, Process and the basic techniques essential to managing risks using the M_o_R guidance. The purpose of the M_o_R Practitioner qualification is to confirm that the learner has achieved sufficient understanding of how to apply and tailor M_o_R in a scenario situation. What you will Learn At the end of the M_o_R Practitioner course, learners will gain competencies in: M_o_R framework (principles, approach based on risk documentation, process steps, and embedding and reviewing M_o_R principles Outline of M_o_R approach documents (including policy, process guide, and risk communications plan) Risk identification, assessment, and control Embedding and reviewing M_o_R M_o_R organizational perspectives (strategic, program, project, operational) Benefits The M_o_R Practitioner course offers a wide-ranging set of guidelines that will help in the management of risk in a project or program environment. It will help prepare learners for the M_o_R Practitioner Exam. They will feel more confident in approaching risk management after attending the course and will be aware of the use of different techniques that can assist in this task, including: Improved basis for effective strategy formation Reduced time spent fire-fighting and fewer unwelcome surprises Increased likelihood of successful change initiative outcomes Closer internal focus on doing the right things properly Increase in efficient use of resources waste and fraud Better management of contingency resources M_o_R roles and responsibilities M_o_R health check M_o_R maturity model Risk specialisms (including business continuity management) Introduction Introduction to the course What is a risk? What is risk management? Why is risk management so important? Basic risk definitions The development of knowledge about risk management Corporate governance and internal control Where and when should risk management be applied? M_o_R Principles The purpose of M_o_R principles Aligns with objectives Fits the context Engages stakeholders Provides clear guidance Informs decision-making Facilitates continual improvement Creates a supportive culture Achieves measurable value Risk management maturity models M_o_R Approach Relationship between the documents Risk management policy Risk management process guide Risk management strategy Risk register Issue register Risk response plan Risk improvement plan Risk communications plan M_o_R Process Common process barriers Identify - contexts Identify - the risks Assess - estimate Assess - evaluate Plan Implement Communication throughout the process M_o_R Perspectives Strategic perspective Programme perspective Project perspective Operational perspective Risk Specialisms Business continuity management Incident and crisis management Health and Safety management Financial risk management Environmental risk management Reputational risk management Contract risk management

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

Microsoft Project Blue Belt® 2013: Virtual In-House Training This course introduces Project Server 2013 features that expedite scheduling projects and simplify managing tasks within an enterprise environment. Learn different aspects of Project Server and their benefits to varying roles in the enterprise, and gain hands-on experience and insights on best practices from SMEs around the world. This course introduces Project Server 2013 features that expedite scheduling projects and simplify managing tasks within an enterprise environment. Learn different aspects of Project Server and their benefits to varying roles in the enterprise, and gain hands-on experience and insights on best practices from SMEs around the world. What you Will Learn You'll learn how to: Identify the project's life cycle Understand the Enterprise Project Management (EPM) environment Apply the basic project management principles to selecting, initiating, planning, executing, monitoring and controlling, and closing your Project 2013 schedules Take advantage of new features Explain Project Server 2013 views and project sites Meet deadlines and budget restrictions Keep the workloads of your resources within their available limits Efficiently update your schedule Take advantage of the standard reports, custom views, and visual reports for your projects Take a brief look at the Business Intelligence potential Efficiently and effectively manage your project(s) and programs Work comfortably within Project Server 2013 or Project Online Getting Started with Microsoft® Project Server 2013 Describing the EPM context Discovering Project Server 2013 and Project Online Differentiating the users of Project Server 2013 Working with Project Professional 2013 and Project Server 2013 Recognizing the Life Cycle within EPM Projects and Portfolio Management Portfolio management and governance Originating new initiatives within EPTs and workflows Prioritizing initiatives, analyzing scenarios, optimizing, and selecting the portfolio Initiating Projects Initiating processes with Project Professional, SharePoint lists, Enterprise Projects, and Resource Plans Importing projects and managing project owner and permissions Planning Projects - Scope and Schedule Management Planning context and framework Scheduling in PWA Using the Deliverables feature Planning Projects - Staffing Management Plan Building a project team Managing resource availability Reviewing the assignment cycle Resolving resource overallocation Planning Projects - Cost Components, Baseline, and Consolidated Schedules Developing components of the Cost Management Planning processes Working with the baseline in projects and programs or master schedules Improving the Collaboration in the Project Sites Creating the Project Sites Developing components of the Risk Management Plan and Issues Tracking Linking planning documents Additional apps and customization Executing Projects Understanding executing processes Managing resources using Build Team and other features Working with timesheets Reporting administrative time Configuring personal settings Monitoring and Controlling Projects - Tracking Task and Project Progress Understanding the Monitoring and Controlling processes Task progress and updates in PWA including considerations for different tracking methods Task progress and updates in Project Professional 2013 Monitor and Control Projects - Measuring Performance and Reporting Progress Understanding status reports Reviewing performance metrics and progress reports Taking advantage of preloaded reports at the Business Intelligence Center Considerations for defining custom reports Closing Projects Reviewing the closing processes and closing tasks to updates Supporting the closing process

Scrum Master Exam Prep: Virtual In-House Training This workshop prepares you for the Scrum.org Professional Scrum Master (PSM)™ I certification. A voucher for the exam and the access information you will need to take the exam will be provided to you via email after you have completed the course. NOTE: If you have participated in any of IIL's other Scrum workshops, you can bypass this program and focus on reading/studying the Scrum Guide and taking practice exams from Scrum.org. A Scrum Master helps project teams properly use the Scrum framework, increasing the likelihood of the project's overall success. Scrum Masters understand Scrum values, practices, and applications and provide a level of knowledge and expertise above and beyond that of typical project managers. Scrum Masters act as 'servant leaders', helping the rest of the Scrum Team work together and learn the Scrum framework. Scrum Masters also protect the team from both internal and external distractions. The Professional Scrum Master™ I (PSM I) certificate is a Scrum.org credential that enables successful candidates to demonstrate a fundamental level of Scrum mastery. PSM I credential holders will grasp Scrum as described inThe Scrum Guide™1 and recognize how those concepts can be applied. They will also share a consistent terminology and approach to Scrum with other certified professionals. What you will Learn You'll learn how to: Successfully prepare for the Scrum.org PSM I exam Comprehend the Agile Manifesto and mindset Explain the fundamental principles of Scrum, including events, artifacts, and roles Guide the Scrum team in their responsibilities Define Ready and Done Write requirements in the form of user stories Estimate using planning poker and prioritize using MoSCoW Facilitate the team through the 5 Sprint events Fulfill the role of Scrum Master in a Scrum project Create Information Radiators to enable transparency Define the structure of the retrospective Getting Started Introductions Workshop orientation Exam prep preview Foundation Concepts Agile History, Values, and Mindset Introduction to Scrum Scrum events Scrum artifacts Scrum Roles and Responsibilities Product Owner responsibilities Scrum Master responsibilities The Team responsibilities Cross-functional teams Building effective teams The Product Backlog and User Stories The Product Backlog User Stories Definition of Done Backlog grooming Estimating User Stories Story points, planning poker Prioritizing User Stories The Sprint Team capacity and velocity The Sprint Planning Meeting The Sprint Backlog The Sprint Learning to self-manage, self-organize, self-improve Sprint Review and Retrospective Project Progress and Completion The Daily Scrum The Task Board and The Burndown Chart Information Radiators Closing a Scrum Project Summary and Next Steps Review of course goals, objectives, and content Exam prep next steps

Lean Six Sigma Green Belt Certification Program: Virtual 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

Microsoft Excel® in Depth: Virtual In-House Training The goal of this course is to provide a deeper understanding of Excel and its intricacies and a new ability to use it efficiently producing the best solutions for your projects. This practical course provides a solid background of the features of Excel and a deeper understanding of its features, benefits and uses. This is not a beginner's course in Excel. You will learn some advanced features such as Pivot Tables, Charting, Tables, Sorting, Filtering and Functions. The goal of this course is to provide a deeper understanding of Excel and its intricacies and a new ability to use it efficiently producing the best solutions for your projects. What you Will Learn You'll learn how to: Use functions like IF, AVERAGE, SUMIF, SUMIFS, SUMPRODUCT, INDEX, MATCH, CHOOSE, DATE, and many more Create meaningful charts Use pivot tables Use Conditional Formatting, Data Validation Take advantage of using Named ranges, do sorting, filtering, tables Getting Started The building blocks of Excel, built-in functions, will be examined The basics of formatting your data will be examined Shortcuts and data manipulation will be explored Built-in features like those mentioned in the 'What you will learn' section above will be explored in detail Excel Functions - VLOOKUP, IF, INDEX, MATCH, CHOOSE, SUMIF, SUMIFS, SUMPRODUCT, DATE, so many more Using Named ranges, Data Validation, Sorting, and Filtering Learn the Name manager; Learn the difference between local and global names; Ensure correct access to linked workbooks; Ensure data accuracy; Learn how to use cascading data validation (for example, once a user chooses 'cars', another cell allows only Ford, Toyota, etc.); Sorting by more than 3 fields; Filtering by font, pattern, or value; See your data based on things like dates in the 3rd quarter, or fields where quantity x price is greater than some fixed value Conditional formatting and data formatting Make relevant data stand out Isolate highs and lows Make error cells invisible Learn about Data bars, Icon sets, and Color scales Highlight differences between worksheets Learn all the codes in the Format/Number list Using cell Styles Learn all about alignment, protection, borders, colors and more Pivot Tables Learn how to summarize large amounts of data with a few clicks Learn various ways of presenting the data Learn the various pivot table tools Learn how to customize and format a pivot table to suit your needs Learn how to group data Learn how to use the various options to present your data Charts Learn how to create a chart with one keystroke! Learn the 11 types of built-in charts Learn how to create a chart with one keystroke! Learn how to customize the charts to make the information tell the right story Learn how to use the design, layout, and formatting available to charts in Excel 2007 Learn embedded charts versus chart sheets Learn how to use modify all the pieces of a chart Array formulas Learn how to use the most powerful formulas in Excel Learn how to combine many formulas into one compact array-formula Learn the real power of these formulas and why regular formulas can't do the job Learn how to use built-in array formulas, like TREND or TRANSPOSE