771 Environment courses in South Ockenden

  Relationship Counselling in Kensington: Reconnect and Grow with Our 3-Session PackageEnhance your relationship with our personalized Relationship Counselling in Kensington. Our specialized package offers three intensive 1-hour sessions designed to improve communication, resolve conflicts, and build a deeper emotional connection.In these sessions, couples will learn and practice: Communication Skills: Develop the ability to express your thoughts and emotions clearly while improving your active listening skills. Conflict Resolution Strategies: Learn effective methods to address and resolve disagreements constructively, ensuring mutual respect and understanding. Emotional Intimacy: Strengthen your emotional bond by understanding each other’s needs and fostering empathy. Trust Building: Discover techniques to rebuild and maintain trust, an essential element of a healthy relationship. Stress Management: Gain tools to manage external stressors together, fostering a supportive and resilient partnership. Goal Alignment: Align your personal and relationship goals to create a harmonious and unified vision for your future. Our experienced therapists in Kensington provide a safe and supportive environment where couples can explore these critical aspects of their relationship. Each session is tailored to address your unique challenges and aspirations, ensuring personalized and effective guidance.Book your Relationship Counselling in Kensington today and take the first step towards a stronger, more fulfilling relationship. Relationship Counselling in Kensington and Chelsea | M.D.D Dating Coach, Couples Therapy, Breakup Counselling, Personal development Consultancy (relationshipsmdd.com)

Estimating for Business Analysts A business analyst does not have authority to estimate the project and will not be held responsible for the project staying within the proposed budget; however, the business analyst does participate in various planning exercises with the project team. Many times the business analyst is on his or her own, required to provide estimates of how long it will take to perform their tasks. This course acquaints you with the basics of estimating from the point of view of the business analyst, emphasizing time estimates for the work. It also covers some of the product cost estimates that a business analyst may have to provide when the business is performing a cost/benefit analysis for the project. What you will Learn You'll learn how to: Translate business needs and requirements into estimates Estimate durations using a variety of techniques Negotiate differences in estimates Getting Started Introductions Course structure Course goals and objectives Foundation Concepts The importance of estimating to a business analyst The good and bad of estimating The project context The meaning of good estimating Focuses of estimating Characteristics of a good estimate Estimating the Time Requirements Applicable BABOK® Knowledge Areas Business Analysis Planning and Monitoring Elicitation and Collaboration Estimating the elicitation Information Gathering Plan Relative times for elicitation activities Planning and estimating the business analysis approach and activities Planning the business analysis activities Impact of process Estimating the Product Estimating the value of the product Business analyst's role Defining and determining value Function and use case points Agile estimating Planning Poker Other agile estimating techniques Negotiating estimates Negotiation techniques Negotiation approaches Summary What did we learn, and how can we implement this in our work environment?

PMI-ACP® Exam Prep This course builds on the candidates' practical experience of Agile in the workplace to equip them with the broad range of knowledge and skills required for the PMI® Agile Certification exam. It will follow the PMI® requirements and reference the suggested reading list, including the Agile Practice Guide, but will not be limited to those areas. Within the profession and discipline of project management, Agile continues to develop as a significant and important aspect of bringing change to an organization. Where the products of change must be delivered to the business 'on time,' Agile is often the chosen methodology. In addition to equipping candidates for the PMI® Agile Certification examination, this course will also support candidates in taking a more informed and effective role in Agile projects. It will also enable them to take a significant role in encouraging and enabling the organization to become or develop as an Agile environment. What you will Learn You will learn how to: Appreciate the wider aspects of Agile project management tools and techniques Integrate various disciplines within Agile Tailor / customize Agile to suit the needs of different projects Prepare yourself for the PMI® Agile Certification examination Getting Started Introductions Agenda Expectations Foundation Concepts Defining 'Traditional' Project Management Project management parameters The 'traditional' approach to the parameters Strengths and weaknesses of the traditional approach Defining 'Agile' Project Management Project management parameters revisited The 'agile' approach to the parameters Strengths and weaknesses of agile Managing projects with traditional and agile methods Can the two approaches co-exist? Leveraging the benefits of both methods Options for using both methods on a project Avoiding the elephant traps Key aspects of the PMI® Agile Certified Practitioner (PMI-ACP)® Handbook Overview Eligibility requirements Exam information Exam Blueprint Continuing certification requirements Key aspects of the PMI Agile Certification Examination Content Outline Introduction Agile exam content outline Tools and techniques Knowledge and skills Domains and tasks (not examined) An Introduction to Agile and Implementing Agile Definable work vs. high-uncertainty work Project factors that influence tailoring The Agile Manifesto and 12 Principles Agile mindset Agile domains and tasks Agile Tools and Techniques Related to PM 'Hard Skills' Planning, monitoring, and adapting The need for planning, monitoring, and adapting The Agile approach to planning and plans The Agile planning tools and techniques The Agile monitoring tools and techniques The Agile approach to adapting Product quality A definition of 'product quality' Setting the standard for product quality Agile tools and techniques for achieving product quality Risk management A definition of 'risk' What is 'at risk'? The acceptability of risks The Agile tools and techniques for managing risks Agile Tools and Techniques Related to PM 'Soft Skills' The difference between PM 'hard and soft' skills Communications The importance of communications Forms of agile communications Communications within the project Communications from the project Communications to the project Making communications the cultural norm Interpersonal Skills Defining and understanding management Defining and understanding leadership Defining and understanding servant leadership Delegating vs. empowering Playing to people's strengths Overcoming the roadblocks Core Agile Tools and Techniques The philosophy of core Agile tools and techniques Agile estimation Will traditional forms of estimating work for agile? The relationship between estimating and guessing The relationship between estimating and sizing The where, who, and how of agile estimating Agile analysis and design Product analysis and design from a user point of view Product analysis and design from a supplier point of view Product analysis and design from an agile project point of view Value-Based Agile Tools and Techniques The role of value-based tools and techniques in bridging traditional PM with Agile Value-based prioritization Value-based prioritization and agile projects Investment appraisal methods Regulatory driven Customer driven Ranking methods (MMF, MoSCoW) Metrics What should we measure / track? Methods of measuring / tracking Adding value with metrics Process Improvement Value-stream analysis Value-stream mapping Agile Knowledge and Skills Context of Agile Knowledge and Skills vis-à-vis Agile Tools and Techniques Agile Knowledge and Skills Process focused People focused Product focused Project focused Exam Preparation and Course Closure The application process - where are you now? The 'Exam-Focused Journal' - what you still have to do Further preparation - self-study schedule Exam topic review Practice exam Practice exam debrief Course closure

Training is on Days 1-3. Testing will be on either day 4 or day 5. Course structure: Establish the weight and dimensions of loads and communicate this information to the crane operator. Select appropriate lifting tackle and attach and detach it correctly and safely. Use clear and unambiguous signals to direct the actions of a crane moving loads of various weights and dimensions. Determine the serviceability of lifting accessories, and maintain and store them. Includes ‘Pick & Carry’ Duties training and testing. The course runs for 4 days (3 days of training and 1 days for technical tests). Instructions You must also bring your own PPE (boots, hi vis vest or jacket, hard hat and gloves). NB VERY IMPORTANT: All candidates must provide identification in the form of a current Photo ID Driver Licence or Passport. If you do not have one of these please call or email us to ask what suitable alternatives might be. If you are undertaking a CPCS course you MUST have passed an approved CITB or NOCN Health, Safety and Environment Test within the last 2 years. If you are unsure about this requirement, please contact us at cpcs@handsonskills.co.uk. If there are any queries regarding this booking, or if you would like to talk to us about further training requirements, please do not hesitate to contact us. You can contact us from Monday to Friday between 09.00 to 16.00 on: Tel: 020 7511 7881 and by email to cpcs@handsonskills.co.uk Before you attend the course, please read the joining instructions and training terms and conditions. It is very important that the course delegate understands the course objectives and complies with the centre rules before attending the course in order to gain maximum value from training. Details of the course are as follows: Registration and course timings: Courses will start at 08:00. You should aim to be at the centre a minimum of 15 minutes prior to the course start time for signing in. There is a half hour break at lunch time (approximately at 12:00) and courses generally finish between 15.30 and 16.00. Depending upon the course content, the instructor may require the course to start and finish at different times on subsequent course days (if any). 📎 SLINGER_manual_PDF_v1.pdf

  Relationship Counselling in Victoria: Strengthen Your Bond with Our Expert 3-Session Program   Revitalize your relationship with our bespoke Relationship Counselling in Victoria. Our expertly designed package includes three comprehensive 1-hour sessions aimed at improving communication, resolving conflicts, and fostering a deeper emotional connection.   Throughout these sessions, couples will explore and develop:   Effective Communication: Master the art of expressing your thoughts and feelings clearly while actively listening to your partner. Conflict Resolution Techniques: Learn to navigate disagreements constructively, ensuring mutual respect and understanding. Emotional Intimacy: Build a stronger emotional bond by understanding each other’s needs and cultivating empathy. Trust Enhancement: Implement strategies to rebuild and maintain trust, a cornerstone of any healthy relationship. Stress Management: Develop coping mechanisms to manage external stressors together, promoting a supportive partnership. Shared Goal Setting: Harmonize your personal and relationship goals to create a unified vision for your future. Our skilled therapists in Victoria provide a nurturing and confidential environment, allowing couples to address their unique challenges and grow together. Each session is tailored to your specific needs, ensuring personalized and impactful support.   Schedule your Relationship Counselling in Victoria today and embark on a journey towards a more resilient and fulfilling relationship. Marriage Counselling Victoria | M.D.D Dating Coach, Couples Therapy, Breakup Counselling, Personal development Consultancy (relationshipsmdd.com)

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Estimating for Business Analysts: In-House Training A business analyst does not have authority to estimate the project and will not be held responsible for the project staying within the proposed budget; however, the business analyst does participate in various planning exercises with the project team. Many times the business analyst is on his or her own, required to provide estimates of how long it will take to perform their tasks. This course acquaints you with the basics of estimating from the point of view of the business analyst, emphasizing time estimates for the work. It also covers some of the product cost estimates that a business analyst may have to provide when the business is performing a cost/benefit analysis for the project. What you will Learn You'll learn how to: Translate business needs and requirements into estimates Estimate durations using a variety of techniques Negotiate differences in estimates Getting Started Introductions Course structure Course goals and objectives Foundation Concepts The importance of estimating to a business analyst The good and bad of estimating The project context The meaning of good estimating Focuses of estimating Characteristics of a good estimate Estimating the Time Requirements Applicable BABOK® Knowledge Areas Business Analysis Planning and Monitoring Elicitation and Collaboration Estimating the elicitation Information Gathering Plan Relative times for elicitation activities Planning and estimating the business analysis approach and activities Planning the business analysis activities Impact of process Estimating the Product Estimating the value of the product Business analyst's role Defining and determining value Function and use case points Agile estimating Planning Poker Other agile estimating techniques Negotiating estimates Negotiation techniques Negotiation approaches Summary What did we learn, and how can we implement this in our work environment?

PMI-ACP® Exam Prep: In-House Training This course builds on the candidates' practical experience of Agile in the workplace to equip them with the broad range of knowledge and skills required for the PMI® Agile Certification exam. It will follow the PMI® requirements and reference the suggested reading list, including the Agile Practice Guide, but will not be limited to those areas. Within the profession and discipline of project management, Agile continues to develop as a significant and important aspect of bringing change to an organization. Where the products of change must be delivered to the business 'on time,' Agile is often the chosen methodology. In addition to equipping candidates for the PMI® Agile Certification examination, this course will also support candidates in taking a more informed and effective role in Agile projects. It will also enable them to take a significant role in encouraging and enabling the organization to become or develop as an Agile environment. What you will Learn You will learn how to: Appreciate the wider aspects of Agile project management tools and techniques Integrate various disciplines within Agile Tailor / customize Agile to suit the needs of different projects Prepare yourself for the PMI® Agile Certification examination Getting Started Introductions Agenda Expectations Foundation Concepts Defining 'Traditional' Project Management Project management parameters The 'traditional' approach to the parameters Strengths and weaknesses of the traditional approach Defining 'Agile' Project Management Project management parameters revisited The 'agile' approach to the parameters Strengths and weaknesses of agile Managing projects with traditional and agile methods Can the two approaches co-exist? Leveraging the benefits of both methods Options for using both methods on a project Avoiding the elephant traps Key aspects of the PMI® Agile Certified Practitioner (PMI-ACP)® Handbook Overview Eligibility requirements Exam information Exam Blueprint Continuing certification requirements Key aspects of the PMI Agile Certification Examination Content Outline Introduction Agile exam content outline Tools and techniques Knowledge and skills Domains and tasks (not examined) An Introduction to Agile and Implementing Agile Definable work vs. high-uncertainty work Project factors that influence tailoring The Agile Manifesto and 12 Principles Agile mindset Agile domains and tasks Agile Tools and Techniques Related to PM 'Hard Skills' Planning, monitoring, and adapting The need for planning, monitoring, and adapting The Agile approach to planning and plans The Agile planning tools and techniques The Agile monitoring tools and techniques The Agile approach to adapting Product quality A definition of 'product quality' Setting the standard for product quality Agile tools and techniques for achieving product quality Risk management A definition of 'risk' What is 'at risk'? The acceptability of risks The Agile tools and techniques for managing risks Agile Tools and Techniques Related to PM 'Soft Skills' The difference between PM 'hard and soft' skills Communications The importance of communications Forms of agile communications Communications within the project Communications from the project Communications to the project Making communications the cultural norm Interpersonal Skills Defining and understanding management Defining and understanding leadership Defining and understanding servant leadership Delegating vs. empowering Playing to people's strengths Overcoming the roadblocks Core Agile Tools and Techniques The philosophy of core Agile tools and techniques Agile estimation Will traditional forms of estimating work for agile? The relationship between estimating and guessing The relationship between estimating and sizing The where, who, and how of agile estimating Agile analysis and design Product analysis and design from a user point of view Product analysis and design from a supplier point of view Product analysis and design from an agile project point of view Value-Based Agile Tools and Techniques The role of value-based tools and techniques in bridging traditional PM with Agile Value-based prioritization Value-based prioritization and agile projects Investment appraisal methods Regulatory driven Customer driven Ranking methods (MMF, MoSCoW) Metrics What should we measure / track? Methods of measuring / tracking Adding value with metrics Process Improvement Value-stream analysis Value-stream mapping Agile Knowledge and Skills Context of Agile Knowledge and Skills vis-à-vis Agile Tools and Techniques Agile Knowledge and Skills Process focused People focused Product focused Project focused Exam Preparation and Course Closure The application process - where are you now? The 'Exam-Focused Journal' - what you still have to do Further preparation - self-study schedule Exam topic review Practice exam Practice exam debrief Course closure

Use Cases for Business Analysis The use case is a method for documenting the interactions between the user of a system and the system itself. Use cases have been in the software development lexicon for over twenty years, ever since it was introduced by Ivar Jacobson in the late 1980s. They were originally intended as aids to software design in object-oriented approaches. However, the method is now used throughout the Solution Development Life Cycle from elicitation through to specifying test cases, and is even applied to software development that is not object oriented. This course identifies how business analysts can apply use cases to the processes of defining the problem domain through elicitation, analyzing the problem, defining the solution, and confirming the validity and usability of the solution. What you will Learn You'll learn how to: Apply the use case method to define the problem domain and discover the conditions that need improvement in a business process Employ use cases in the analysis of requirements and information to create a solution to the business problem Translate use cases into requirements Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Overview of use case modeling What is a use case model? The 'how and why' of use cases When to perform use case modeling Where use cases fit into the solution life cycle Use cases in the problem domain Use cases in the solution domain Use case strengths and weaknesses Use case variations Use case driven development Use case lexicon Use cases Actors and roles Associations Goals Boundaries Use cases though the life cycle Use cases in the life cycle Managing requirements with use cases The life cycle is use case driven Elicitation with Use Cases Overview of the basic mechanics and vocabulary of use cases Apply methods of use case elicitation to define the problem domain, or 'as is' process Use case diagrams Why diagram? Partitioning the domain Use case diagramming guidelines How to employ use case diagrams in elicitation Guidelines for use case elicitation sessions Eliciting the problem domain Use case descriptions Use case generic description template Alternative templates Elements Pre and post conditions Main Success Scenario The conversation Alternate paths Exception paths Writing good use case descriptions Eliciting the detailed workflow with use case descriptions Additional information about use cases Analyzing Requirements with Use Cases Use case analysis on existing requirements Confirming and validating requirements with use cases Confirming and validating information with use cases Defining the actors and use cases in a set of requirements Creating the scenarios Essential (requirements) use case Use case level of detail Use Case Analysis Techniques Generalization and Specialization When to use generalization or specialization Generalization and specialization of actors Generalization and specialization of use cases Examples Associating generalizations Subtleties and guidelines Use Case Extensions The <> association The <> association Applying the extensions Incorporating extension points into use case descriptions Why use these extensions? Extensions or separate use cases Guidelines for extensions Applying use case extensions Patterns and anomalies o Redundant actors Linking hierarchies Granularity issues Non-user interface use cases Quality considerations Use case modeling errors to avoid Evaluating use case descriptions Use case quality checklist Relationship between Use Cases and Business Requirements Creating a Requirements Specification from Use Cases Flowing the conversation into requirements Mapping to functional specifications Adding non-functional requirements Relating use cases to other artifacts Wire diagrams and user interface specifications Tying use cases to test cases and scenarios Project plans and project schedules Relationship between Use Cases and Functional Specifications System use cases Reviewing business use cases Balancing use cases Use case realizations Expanding and explaining complexity Activity diagrams State Machine diagrams Sequence diagrams Activity Diagrams Applying what we know Extension points Use case chaining Identifying decision points Use Case Good Practices The documentation trail for use cases Use case re-use Use case checklist Summary What did we learn, and how can we implement this in our work environment?

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