2638 Courses in Alfreton

Writing and Managing Requirements Documents: 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™). Learn more at www.iil.com/bacp. Once a business analyst has completed the information gathering and analysis to produce the solution to a business problem, the results must be documented for all stakeholders to see and understand. This course will enhance the skill set needed for writing and managing the complex readership that business analysts interact with on a day-to-day basis. What you will Learn Upon completion, participants will be able to: Write an understood requirements document that is approvable and acceptable Validate a requirements document Manage the changes to requirements documents through the SDLC Foundation Concepts The role of the business analyst An introduction to the BABOK® Guide The business analyst and the product/project life cycle The requirements documentation process Planning for Effective Requirements Documentation Overview of requirements planning Planning for validation Planning for verification: well-formed criteria Planning for verification: understood and usable criteria Writing Effective Requirements Documents Overview of writing requirements documents Using a standard structure / template Applying formatting techniques Meeting the challenge of writing non-functional requirements Baselining Requirements Documents Overview of the requirements baseline process Validation Verification Approval Managing Requirements Change through the Product Life Cycle Overview of requirements change management Establishing a formal change management process Tracing requirements through design and development (build, test, and implementation) Following through to post-implementation (transition and early production)

Use Cases for Business Analysis: In-House Training 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?

Earned Value Management: In-House Training: In-House Training Earned Value Management (EVM) incorporates a set of proven practices appropriate for project or program management methodologies. These include integration of program scope, schedule, and cost objectives, establishment of a baseline plan for accomplishment of program objectives and use of earned value techniques for performance measurement during the execution of a program. Earned Value Management (EVM) incorporates a set of proven practices appropriate for project or program management methodologies. These include integration of program scope, schedule, and cost objectives, establishment of a baseline plan for accomplishment of program objectives and use of earned value techniques for performance measurement during the execution of a program. EVM provides a solid platform for risk identification, corrective actions, and management re-planning as may be required over the life of a project or program. The course emphasis is on the latest EVM principles and concepts in accordance with changes and guidelines for Earned Value Management in The Guide to the Project Management Body of Knowledge (PMBOK® Guide) and The Practice Standard for Earned Value Management published by the Project Management Institute. What you Will Learn You'll learn how to: Develop a project baseline, using an effective WBS Record actual project performance Calculate EVM measures Evaluate project performance based on EVM measures Respond to project variances Integrate EVM and risk management Determine how EVM will add value to your organization Develop an EVM implementation plan for your organization Getting Started Introductions Course structure Course goals and objectives Expectations Foundation Concepts Introduction to Earned Value Management (EVM) Benefits of EVM EVM Process Overview Applications of EVM Creating a Work Breakdown Structure Reviewing WBS concepts Reviewing WBS development process (decomposition) Using a WBS to support EVM Building a Project Baseline Defining a project baseline Developing a project baseline Using a project baseline Recording Actuals Recording actuals overview Collecting data for actual project performance Determining earned value - various methods EVM Performance Measures Using current status measures Using forecasting measures Analyzing EVM measures EVM and Risk Management Integrating EVM and Risk Management Using EVM measures in the risk register Exploring how EVM can facilitate reserves management Drawing down contingency reserves Responding to Variances Introduction to variances Process for responding to variances Response options Reporting Project Performance EVM reporting overview Meeting EVM reporting needs Addressing EVM reporting challenges Implementing an EVMS Defining EVMS requirements EVM for Agile projects Tailoring the EVMS Summary and Next Steps Review of content Review of objectives / expectations Personal action plan

Preparing for Digital Transformation Organizations today must keep pace with changing technology to stay abreast of the market demand. Keeping pace means a transformation of the entire organization into the digital age. This workshop presents the challenges, benefits, and pitfalls of digital transformation and how it will affect you, and how you can be better prepared and positioned for the upcoming digital transformation. The goal of this course is to enable you to become knowledgeable about the technologies behind a digital transformation in your organization and the driving forces compelling such a transformation. You will learn how to become engaged in the processes of transforming your organization digitally to meet with the growing demands of customers and clients What you will Learn Describe the impact that digital is making on the economy and on customer expectations Examine the nature and drivers of the digital transformation Evaluate new technologies such as Blockchain, Big Data, Artificial Intelligence, and other technologies and see how they work to bring about digital transformation Assess the impact of digital technologies on the current roles and positions in the organization Discuss both the demand that customers have for digital technologies and the impact the digital technologies have on the customer and its relationship with the organization Recognize the new technology trends in the digital transformation and what they mean to the future of the organization Identify how digital transformation will affect all roles and how to be prepared for the upcoming and continuing digital transformation Foundation Concepts Digital transformation versus automation Driving forces behind the digital transformation Learning from digital transformation successes Digital Transformation and Customer Orientation The Digital Customer Customer touch points and the customer journey Omnichannel concept Transform to the customer Digital Technologies and the Organization Relationship Management Big Data: The Basis for it All The Human Factor in Digital Transformations Risks of Digital Transformation Technology Trends Data and Business Analytics Other Major Trends Preview of Coming Attractions Pathway to Digital Transformation

Project Management Fundamentals: In-House Training Many projects are performed by highly competent and effective people who have little or no project management training. They perform projects like process improvement, marketing campaign development, new product development, event planning and production, and other 'tasks' which are projects. Project Management Fundamentals (PMF) is designed to support those people who need a solid foundation in project management, without being unnecessarily burdened to learn it while on the job. The course offers practical skills, concepts, and principles that can be taken back to the workplace, along with insights needed to adapt them to specific project environments. In today's environment, that means possibly adapting to Agile / Iterative methods. So, we have recently added key Agile concepts to provide a basic understanding of shifting towards agility. Since PMF's course goal is to achieve quality performance by learning effective planning and control, the focus is on a process orientation and an analytical, systems-oriented approach. Together, these frameworks promote project-related problem solving and decision-making skills necessary for real world projects. They honor project needs for collaboration, clear communications among people, and interpersonal and relationship skills. Recognition of these needs are woven throughout PMF, but are highlighted in two specific areas: Module 2 - People and Projects Module 8 - Executing, Communicating, and Developing the Team What You Will Learn At the end of this program, you will be able to: Describe the value of strong project management Identify characteristics of a successful project and project manager Recognize how current agile / adaptive practices fit within project management Explore project management processes, including Initiating, Planning, Execution, Monitoring & Controlling, and Closing Utilize project management processes and tools, based on case studies and real-world situations Create an initial project plan Use standard project management terminology Foundation Concepts Project management and definitions Value and focus of PM Competing constraints and project success Project life cycles People and Projects People and projects overview The project manager The project team People and projects in organizations Initiating and Defining Requirements Initiating the project Developing the project charter Conducting stakeholder assessments Defining requirements Using the Work Breakdown Structure Defining the Work Breakdown Structure (WBS) Developing a usable WBS Using the WBS Managing Project Risk Making the case for risk management Overview to planning for risk Identifying risks Analyzing risks Planning responses to risks Implementing response and monitoring risks Considerations for adaptive environments Estimating Defining an estimate Estimating approaches Estimating practices Estimating cost Validating an estimate Scheduling Defining the scheduling process and related terminology Sequencing and defining dependencies Determining the critical path Considering schedule risks and optimizing the schedule Executing, Communicating, and Developing the Team From baseline to execution Project communications and stakeholder relationships High-performing teams Monitoring and Controlling Defining monitoring and controlling Viewing control through the competing demands lens Variance Analysis and corrective action (Earned Value) Considerations in adaptive environments Closing the Project Closing projects Focusing on project transition Focusing on post-project evaluations

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Gold CSCS Card NVQ Level 3 Advanced craft This is the NVQ that provides those with the relevant experience to showcase their knowledge, skills and understanding in advanced craft. You will be required to provide evidence of more technical projects. The award requires you to support a team through setting constantly high standards. You will work in one of the following areas: Trowel Occupations (Bricklayer) Painting and Decorating Wall and Floor Tiling Site Carpentry Plastering Roofing Induction - As soon as you register you will be given a dedicated assessor. They will arrange an induction and together with your assessor, you will get to decide on the pathway which best proves your competency. The induction is used to plan out how you will gather the relevant evidence to complete the course. During the course - The assessor will work with you to build a portfolio of evidence that allows you to showcase your knowledge, skills and experience. The assessor will also regularly review and provide you with feedback. This will allow you to keep on track to progress quickly. You will be assessed through various methods such as observations, written questions, evidence generated from the workplace, professional discussion, and witness testimonials. On completion - Once all feedback has been agreed, the Internal Quality Assurer will review your portfolio and in agreement with your assessor the certificate will be applied for. To download our PDF for this course then please click here.

Gold CSCS Card NVQ Level 3 Advanced craft This is the NVQ that provides those with the relevant experience to showcase their knowledge, skills and understanding in advanced craft. You will be required to provide evidence of more technical projects. The award requires you to support a team through setting constantly high standards. You will work in one of the following areas: Trowel Occupations (Bricklayer) Painting and Decorating Wall and Floor Tiling Site Carpentry Plastering Roofing Induction - As soon as you register you will be given a dedicated assessor. They will arrange an induction and together with your assessor, you will get to decide on the pathway which best proves your competency. The induction is used to plan out how you will gather the relevant evidence to complete the course. During the course - The assessor will work with you to build a portfolio of evidence that allows you to showcase your knowledge, skills and experience. The assessor will also regularly review and provide you with feedback. This will allow you to keep on track to progress quickly. You will be assessed through various methods such as observations, written questions, evidence generated from the workplace, professional discussion, and witness testimonials. On completion - Once all feedback has been agreed, the Internal Quality Assurer will review your portfolio and in agreement with your assessor the certificate will be applied for. To download our PDF for this course then please click here.

NVQ Level 3 Certificate in Occupational Health and Safety This qualification is aimed at candidates working as a health and safety practitioner, in a position of responsibility for the health, safety and welfare of a team or organisation. The qualification is generic and appropriate for individuals working in a range of sectors. Furthermore, once you have completed this NVQ you will be able to apply for IOSH status. Induction - As soon as you register you will be given a dedicated assessor. They will arrange an induction and together with your assessor you'll get to decide on the pathway which best proves your competency. The induction is used to plan out how you will gather the relevant evidence to complete the course. During the course - The assessor will work with you to build a portfolio of evidence that allows you to showcase your knowledge, skills and experience. The assessor will also regularly review and provide you with feedback. This will allow you to keep on track to progress quickly. You will be assessed through various methods such as observations, written questions, evidence generated from the workplace, professional discussion and witness testimonials. On completion - Once all feedback has been agreed, the Internal Quality Assurer will review your portfolio and in agreement with your assessor the certificate will be applied for. To download our PDF for this course then please click here.