36936 Courses delivered Online

Duration 2 Days 12 CPD hours This course is intended for It is appropriate for Managers, Executives, Project Managers, Business Analysts, Business and IT stakeholders working with analysts, Quality and process engineers, technicians, managers; supervisors, team leaders, and process operators. Overview Describe business process improvement (BPI) business drivers.Plan, manage and close requirements for a Business Process Improvement project Understand the essential elements of a successful BPI initiative.Identify candidate business processes for improvement.Understand the essential elements of a successful BPI initiative.Identify candidate business processes for improvement.Apply a methodology to business process improvement projects. This 2-day course aims at introducing its attendees to the core values, principles, and practices of Business Process Improvement. Introduction - A Business Process Improvement (BPI) Overview Why are we here today? What is BPI? Benefits of BPI Specific challenges/obstacles and successes Process improvement examples: Industry specific examples Famous debacles to avoid and successes to emulate Your role in helping to identify problems Overview of the Joiner 7-Step Method What is the Joiner 7-Step Method? Walkthrough of the Joiner 7-Step Method Template: Introduce and review Process Improvement Template Case Study Exercise: Read and discuss introduction to the Case Study Step #1: Initiate the Project Types of business problems typically encountered at insurance companies and banks How to recognize a business-related problem Identifying the gaps (delta between current and future states) Ownership of the project and the business problem Defining measurable success criteria Case Study Exercise: Complete the Problem Statement section (Step #1) of the template Step #2: Define Current Situation What are symptoms of a problem? Looking for symptoms of the problem Performing Stakeholder Analysis Technique: View a RACI Matrix Defining the impacts caused by the problem Technique: Business Process Modeling (As-Is) Understand how to draw an As-Is Business Process Model Case Study Exercise: Complete the Define Current Situation section (Step #2) of the template Step #3: Identify Root Causes What are root causes? Performing Root Cause Analysis Technique: Fishbone Diagram using the cafeteria example Case Study Exercise: Discuss a Fishbone Diagram Technique: Pareto Chart (discuss and show example) Case Study Exercise: Complete the Identify Root Causes section (Step #3) of the template Step #4: Develop Solutions Identifying options for problem resolution Avoid jumping to conclusions Technique: Brainstorming Case Study Exercise: Conduct a Brainstorming Session Recognizing pros and cons for each option Technique: Kempner-Tregoe (?Must-Have? vs. ?Nice-to-Have?) Case Study Exercise: Determine best solution using a ?simple? Kempner-Tregoe model Case Study Exercise: Complete the Develop Solutions section (Step #4) of the template Step #5: Define Measurable Results Prototyping the solution Technique: Business Process Modeling (To-Be) Measuring results against the success criteria (Step #1) Case Study Exercise: Review changes to an As-Is Business Process Model Case Study Exercise: Complete the Define Measurable Results section (Step #5) of the template Step #6: Standardize Process Defining how the process will be documented Plan and understand organizational readiness Discuss how employees are empowered to identify and act upon their ideas Identifying follow-up needs (i.e., training) for the staff that will be impacted Technique: Communication Plan Case Study Exercise: Complete the Standardize Process section (Step #6) of the template Step #7: Determine Future Plans Monitoring the process for Continuous Process Improvement (The ?Plan-Do-Check-Act? Cycle) Understand how to sustain the improvements made by the Joiner 7-Step Method Technique: PDCA form Case Study Exercise: Complete the Determine Future Plans section (Step #7) of the template Going Forward with a Plan of Action Identifying process problems in your organization Individual Exercise: Name three (3) possible areas for improvement Prioritize and define the next steps Individual Exercise: Using a new template complete Step 2 & Step 3 for one possible area for improvement you have identified

Duration 2 Days 12 CPD hours This course is intended for Data Protection Officers Data Protection Managers Auditors Legal Compliance Officers Security Manager Information Managers Anyone involved with data protection processes and programs Overview It will show the world that students know privacy laws and regulations and how to apply them, and that students know how to secure your place in the information economy. When students earn a CIPP credential, it means they've gained a foundational understanding of broad global concepts of privacy and data protection law and practice, including: jurisdictional laws, regulations and enforcement models; essential privacy concepts and principals; legal requirements for handling and transferring data and more. The Certified Information Privacy Professional/United States (CIPP/US) program, developed by the International Association of Privacy Professionals (IAPP) - the world?s largest comprehensive global information privacy community and resource, was the first professional certification ever to be offered in information privacy. The CIPP/US credential demonstrates a strong foundation in U.S. privacy laws and regulations and understanding of the legal requirements for the responsible transfer of sensitive personal data to/from the U.S., the EU and other jurisdictions.This course will provide you with a foundational understanding of broad global concepts of privacy and data protection law and practice, including: jurisdictional laws, regulations and enforcement models; essential privacy concepts and principals; legal requirements for handling and transferring data and more. Introduction to privacy Modern history of privacy Introduction to personal information Overview of data protection roles Summary of modern privacy frameworks Structure of U.S. law Structure and sources of U.S. law and relevant terms Governmental bodies having privacy and information security authority General Data Protection Regulation overview (GDPR) High-level overview of the GDPR Significance of the GDPR to U.S. organizations Roles and responsibilities outlined in the law California Consumer Privacy Act of 2018 (CCPA) High-level overview of the newly passed California Consumer Privacy Act of 2018 Scope Consumer rights Business obligations Enforcement Enforcement of U.S. privacy and security laws Distinguishing between criminal and civil liability Comparing federal and state authority Theories of legal liability Enforcement powers and responsibilities of government bodies, such as the FTC and state attorneys general Information management from a U.S. perspective Developing a privacy program Role of privacy professionals and accountability Employee training User preferences Managing vendors Data classification Federal versus state authority Differences between federal and state authority Preemption Healthcare Privacy laws in healthcare Major components of HIPAA Development of HITECH Privacy protections mandated by other significant healthcare laws Financial privacy Goals of financial privacy laws Key concepts of FCRA, FACTA and GLBA Red Flags Rule, Dodd-Frank and consumer protection laws Education Privacy rights and protections under FERPA Recent amendments provided by PPRA and NCLBA Telecommunications and marketing Rules and regulations of telecommunications entities Laws that govern marketing Addressing privacy in the digital advertising Law enforcement and privacy Privacy laws on intercepting communication Telecommunications industry and law enforcement Laws ensuring rights to financial privacy National security and privacy Rules and regulations on intercepting communication Evolution of the law Collaboration of government agencies and private companies to improve cybersecurity Civil litigation and privacy Privacy issues related to litigation Electronic discovery, redaction and protective orders U.S. discovery rules versus foreign laws Legal overview of workplace privacy Federal and state laws regulating and protecting employee privacy Federal laws prohibiting discrimination Privacy before, during and after employment Lifecycle of employee privacy Background screening Employee monitoring Investigating misconduct and termination Antidiscrimination laws ?Bring your own device? policies State data security laws State laws impacting data security Social Security number use regulation Laws governing data destruction Data breach notification laws Scope of state data breach notification law Nine elements of state data breach notification laws Major differences in state laws

Duration 2 Days 12 CPD hours This course is intended for A prior understanding of EU Data Protection legislation is recommended. Candidates are typically management professionals and decision-makers who already have responsibility for data protection compliance within their organisation.Co-Requisite Subjects Candidates should have a good understanding of their own organisation?s data management activities through the life cycle from initial acquisition, through the various areas of processing and usage, to eventual removal or destruction. Overview To equip the learner with a foundational understanding of the principles of the General Data Protection Regulation (GDPR) and to provide constructive suggestions on implementing compliant processes. The social, historical and legal background leading to the General Data Protection Regulation (GDPR) The scope and global context of the GDPR The key concepts within the GDPR The definition of all key words and phrases relating to this Data Protection regulation Principle One: The criteria governing fair, open and transparent processing of personal data Principle Two: Purpose Limitation, the challenge of limiting the processing within the context of specified and lawful purposes Principle Three: Minimisation of processing, and ensuring that only that data is processed which is necessary to achieve the purpose. Principle Two: Purpose Limitation, the challenge of limiting the processing within the context of specified and lawful purposes Principle Three: Minimisation of processing, and ensuring that only that data is processed which is necessary to achieve the purpose. Principle Four: Ensuring that any personal data held by the organisation is kept accurate and current, and that any processing of such data is appropriate Principle Five: Management and storage of personal data in a manner that meets regulatory obligations, while minimising the time that the individual remains identifiable Principle Six: The criteria governing safe, secure and confidential processing of personal data in order to protect its integrity Principle Seven: The key roles, responsibilities and accountabilities of those involved in Data Management within an organisation Establishment within a single Member State Joint Controllers Privacy by Design and by Default Nominated Representatives Third-party Contracts and shared liability Logging of data management processes Data Breach Notification obligations Privacy Impact Assessments Overseas transfer of personal data L2.8 The Data Subject Rights, and their implications for the Data Controller and the Data Processor L2.8.1 The ?right to be forgotten? L2.8.2 The right to restriction of processing L2.8.3 The right to object to certain processing L2.8.4 The right to have inaccurate data amended or erased L2.8.5 The right to data portability L2.8.6 The right of access to one?s personal data L2.8.7 Rights in relation to automated decision-making and profiling The role of the Data Protection Officer (DPO) The role of the Data Protection Officer (DPO) Criteria for designating a DPO Tasks of the DPO Position of the DPO within the organisation The role of the Supervisory Authority within the Member State The Lead Supervisory Authority and independence Investigative, corrective and advisory powers Independence of the Supervisory Authority Collaboration with other Supervisory Authorities Codes of Conduct and Certification The role, powers and tasks of the European Data Protection Board (EDPB) The remedies, liabilities and penalties available under the GDPR Right to raise a complaint Right to representation Right to effective judicial remedy Right to compensation and liability Administrative fines of up to ?10m or 2% of GAT Administrative fines of up to ?20m or 4% of GAT Provisions for specific processing situations Freedom of Expression Processing of official documents Processing of National Identification Numbers Processing regarding employment Processing for archiving purposes Processing under obligations of official secrecy Processing of data by religious organisations Preparing for implementation of the GDPR Review of data management policies and procedures Review of data assets and security structures Training and Awareness-raising Data management governance structures Embedding Privacy By Design and Default Codes of Conduct and Certification against standards Breach detection and notification procedures Review of third-party agreements, contracts

The aim of this course is to provide an overview of the principles and practice for leading and managing a portfolio of smaller projects in a multi-project / multi-task environment. It presents a range of practical methods and techniques relevant to the smaller project scenario, using exercises and case studies to show how these can be applied. The scope of the programme includes: The course also emphasises the importance of the leadership and team-working skills needed by project managers and team members in carrying out their roles. The principal training objectives for this programme are to: Explain and demonstrate the key principles of successful project management Demonstrate a range of useful project management tools and techniques Define the role, and help participants understand the skills required by, the project leader Provide a structured framework to help participants manage multiple projects Identify opportunities to improve project management within the organisation DAY ONE 1 Introduction (Course sponsor) Why this programme has been developed Review of participants' needs and objectives 2 Managing smaller projects Projects and project management Lessons from past projects; the essential requirements for success Differences between projects; characteristic project life cycles Key issues and challenges of smaller projects The multi-project world; project portfolio management 3 Project exercise Syndicate teams plan and manage a small project Review of the project exercise: What are the keys to successful management of small projects? 4 Setting up the project Getting organised Managing the definition process Identifying and managing project stakeholders Working with the customer to define the scope and agree deliverables 5 Case study 1 Defining the project scope and deliverables Syndicate teams define the scope and deliverables for a typical project 6 Project planning The importance and cost benefit of effective planning Planning the plan; deciding how detailed a plan to create Packaging the work and estimating timescales and costs Developing project / resource schedules; setting milestones for control v Identifying and managing critical path activities 7 Case study 2 Creating the project plan Syndicate teams develop and analyse the project plan DAY TWO 8 Managing project risks Identifying risks to the project outcome, timescale and cost Evaluating risks and adopting an appropriate risk strategy Defining risk ownership; keeping a simple risk log Keeping risk management up to date; staying pro-active Integrating planning and risk management 9 Project control Managing change, minimising scope creep Selecting the data needed to provide early warning of problems Monitoring performance easily with 'S' curves and slip charts Using trend forecasting to assess true project status Running project review meetings 10 Managing a multi-project portfolio Understanding the world of multiple projects Establishing ownership of project / programme management Classifying projects and creating the 'master schedule' Defining and applying project lifecycle management Resource management: essential pre-requisites and mechanisms Project prioritisation criteria and techniques; pain / gain analysis 11 Managing the multi-project team Characteristics of small project teams / part-time team membership Clarifying line and project management responsibilities Implementing effective manpower planning Establishing professional working practices in the team Developing project management competences in the team Establishing team roles and integrating team members 12 Course review and transfer planning (Course sponsor present) Identify actions to be implemented individually Identify corporate opportunities for improving project management Sponsor-led review and discussion of proposals Conclusion

Dysphagia presents a multifaceted challenge that can culminate in aspiration, malnutrition, and a diminished quality of life. This course serves as a comprehensive exploration of dysphagia, unravelling its root causes, evaluation techniques, and measures for ensuring secure swallowing practices.

Generating new leads and new business can be both time-consuming and frustrating. It's not easy - it takes skill, careful preparation and the creation of effective models and methods, even perhaps using formal approaches and scripts. Once generated, a new lead or enquiry must also be carefully managed to maximise the potential revenue it can generate. But it's crucial to get it right. If your company can afford not to worry about getting new business - congratulations! If your company is completely confident that it is performing at peak potential in generating new leads - again, congratulations! But if your company is working in the real world, couldn't your team do with some help, to become even just that little bit more effective, to make the process just that little less painful? This highly practical, intensive workshop gives sales teams the proven strategies and tactics they need to build a sustainable new business pipeline. This course will help participants: Develop a clear and consistent process for new business development and lead-generation Master the secret of effective new business development and lead-generation - 'only sell the appointment or next stage of the sales process, not your product or service' Set and achieve the right level of new business development and lead-generation activity to achieve your personal and organisational sales goals Apply the key principles of effective prospecting and pipeline management using a proven toolkit and approach Overcome the most common 'put-offs' when conducting telephone or face-to-face business-development and lead-generation activities Develop an engaging telephone voice and manner - and a 'networking personality' Qualify potential opportunities with more accuracy on a consistent basis Prioritise opportunities and manage their time when sourcing new business Discover online sources of leads, contacts and referrals Overcome psychological blocks to cold or warm calling - theirs and the client's Identify potential prospects - and decision-makers and influencers within target prospects - with greater accuracy Make outbound sales or appointment calls with improved confidence, control and results Improve the conversion of calls to appointments by using more effective questions and sales messages Get past gatekeepers and assistants more effectively Make the most of your CRM software and systems 1 Online marketing - what works! Workshop overview and learning objectives Choosing your social media channels LinkedIn for sales and marketing Designing and implementing an effective new business email campaign online Creating a lead-generation strategy online - with case studies Avoiding common mistakes in social media marketing Case study: 'Best practice in social media sales and marketing' Using blogs and video-based marketing (eg, YouTube) New trends and how to keep your finger on the 'social media' pulse Twenty essential websites and online marketing tools 2 Making appointments by telephone Planning the call, telephone techniques, integrating with email and online marketing Developing a clear and consistent process to appointment-making Setting and achieving the right level of telephone activity to achieve your appointment goals Applying the key principles of effective prospecting and pipeline management generation, using a proven toolkit and approach Overcoming the most common 'put-offs' to seeing or engaging with you Overcoming psychological blocks to cold or warm calling - yours and the client's Identifying potential prospects - and decision-makers and influencers within target prospects - with greater accuracy Making outbound sales or appointment calls with improved confidence, control and results Improving conversion of calls to appointments by using more effective questions and sales messages The five keys to developing an engaging telephone voice and approaching manner 3 Power networking Strategies for networking and B2B referral-based marketing The importance, and different types, of networking How to work a room - preparation and strategy Communication dynamics in networking - the power of the listening networker Assumptions when networking Business networking etiquette Making connections, asking for cards, contact details and referrals, gaining follow-up commitments Building relationships - follow-up and follow-through 4 Developing new leads Strategies for first-time sales calls Gaining rapport and opening first-time and new business sales calls effectively Advanced consultative selling - questioning techniques to quickly and efficiently uncover opportunities, need areas and preferences Presenting your solution to a new or first-time customer - creating an enthusiastic and compelling personalised and persuasive summary of your proposal Value message - differentiate your solutions clearly and accurately, with tailored value statements Presenting the right initial USPs, features and benefits and making them relevant and real to the customer Smart ways to position price, emphasise value and be a strong player without being the cheapest or leading on price Learn and use advanced techniques to determine customer needs, value and decision-making criteria in depth on a first-time call 5 Organised persistence - CRM and prospect-tracking Organised persistence - sales tracking, following up on 'sleeping' customers, gaining referrals, time and territory management Maintaining a good database for maximising new business ROI Developing a contact strategy with different types and levels of contact Analysing your contact base using state-of-the-art software and tools Making the most of your CRM systems and solutions Understanding that your attitude makes a difference when sourcing new business Setting SMART objectives for new business development and lead-generation Practical exercise - setting personal development and business goals Time management tips to improve daily productivity New business pipeline management strategies for peak sales performance 6 Workshop summary and close Practical exercise - developing your new business action plan Review and feedback

What is socialisation? When does a puppy stop being a puppy? How can you spot a good breeder or avoid a puppy farm? This micro course is perfect for breeders, trainers and dog owners that want to perfect the art of puppy socialisation Course curriculum 1 Puppy Development Stages Puppy Development: 0-8 Weeks 8-16 weeks: The Sensitive Phase 4-6 months: Fear Phase 6-18 months: Adolescence 2 Practical Socialisation What is Socialisation? The Top 4 Socialisation Fails What is Habituation? Key Events: Early Stages Key Events: Fear, Sensitive Phases & Adolescence

This webinar is part of a series of free, hands-on practical webinars hosted by Cademy on how to get yourself set up to sell spaces, coordinate ticket sales and build online content.  This webinar will focus on: How to record and prepare your course content How to create an on-demand / self-taught course on Cademy How to sell your course How to manage student access to your course There’s no commitment to sign up to anything, and it’s free to join in. So please share with anyone you think might be interested. We're really looking forward to meeting you.

This webinar is part of a series of free, hands-on practical webinars hosted by Cademy on how to get yourself set up to sell spaces, coordinate ticket sales and build online content.  This is webinar will focus on:  The ins & outs of running a live online workshop via Zoom, or any other video meeting service. Setting up an online class on Cademy. How to sell additional add-ons and kits to complement your online class. How to deliver a great online workshops. How to distribute or sell your workshop recordings. There’s no commitment to sign up to anything, and it’s free to join in. So please share with anyone you think might be interested. We're really looking forward to meeting you.

This two-day programme gives the key insights and understanding of contracting principles and the impact they have on business and operations. The course is designed for individuals involved in or supporting contracting who want to improve their commercial management skills; individuals in functions such as project management, business development, finance, operations who need practical training in commercial management; general audiences wanting to gain a basic understanding of commercial management. This is an assessed programme, leading to the International Association for Contracts & Commercial Management (IACCM)'s coveted Contract and Commercial Management Associate (CCMA) qualification. The programme addresses 31 different subject areas, across the five stages of the contracting process. By the end of the course the participants will be able, among other things, to: Develop robust contract plans, including scope of work and award strategies Conduct effective contracting activities, including ITT, RFP, negotiated outcomes Negotiate effectively with key stakeholders, making use of the key skills of persuading and influencing and to work with stakeholders to improve outcomes Set up and maintain contract management systems Take a proactive approach to managing contracts Make effective use of lessons learned to promote improvements from less than optimal outcomes, using appropriate templates Develop and monitor appropriate and robust Key Performance Indicators to manage the contractor and facilitate improved performance Understand the approvals process and how to develop and present robust propositions Make appropriate use of best practice contract management tools, techniques and templates DAY ONE 1 Introductions Aims Objectives Plan for the day 2 Commercial context Explaining the contracting context Define the key objective The importance of contact management Impact upon the business 3 Stakeholders How to undertake stakeholder mapping and analysis Shared vision concept, How to engage with HSE, Finance, Operations 4 Roles and responsibilities Exploring the key roles and responsibilities of contract administrators, HSE, Finance, Divisional managers, etc 5 Initiating the contract cycle Overview of the contracting cycle Requirement to tender Methods Rationale and exceptions 6 Specifications Developing robust scope of works Use of performance specifications Output based SOW 7 Strategy and award criteria Developing a robust contract strategy Award submissions/criteria 8 Managing the tender process Review the pre-qualification process Vendor registration rules and processes Creation of bidder lists Evaluation, short listing, and how to use of the 10Cs© model template and app 9 Types of contract Classify the different types of contracts Call-offs Framework agreement Price agreements Supply agreements 10 The contract I: price Understanding contract terms Methods of compensation Lump sum, unit price, cost plus, time and materials, alternative methods Cost plus a fee, target cost, gain share contracts Advanced payments Price escalation clauses DAY TWO 11 Risk How to manage risks Risk classification Mitigation of contractual risks 12 Contractor relationship management session Effectively managing relationships with contractors, Types of relationships Driving forces? Link between type of contract and style of relationship 13 Disputes Dealing with disputes Conflict resolution Negotiation Mediation Arbitration 14 Contract management Measuring and improving contract performance Using KPIs and SLAs Benchmarking Cost controls 15 The contract II: terms and conditions Contract terms and conditions Legal aspects Drafting special terms 16 Managing claims and variations How to manage contract and works variations orders Identifying the causes of variations Contractor claims process 17 Completion Contract close-out process Acceptance/completion Capture the learning/HSE Final payments, evaluation of performance 18 Close Review Final assessment