706 Courses in Edinburgh

Global Project Management: In-House Training: In-House Training In this course, you will dig deeper-and differently-into project management processes, tools, and techniques, developing the ability to see them through the lens of global and cultural project impacts. In today's increasingly global environment, managing a project with customers and support organizations spread across multiple countries and continents is a major challenge. From identifying stakeholders and gathering requirements, to planning, controlling, and executing the project, the basic logistics of a global project present their own standard challenges. However, with additional cultural, language-based, and regional elements, global projects involve more complexities than teams often realize. There are unique communication needs, cultural awareness elements, varying customs and work expectations, and critical legal differences to consider. In this course, you will dig deeper-and differently-into project management processes, tools, and techniques, developing the ability to see them through the lens of global and cultural project impacts. This will leverage you to problem solve differently on global projects, prevent problems, and ensure success. The goal is for you to effectively navigate the challenges of leading projects with multi-regional footprints and globally diverse sets of stakeholders. What you Will Learn At the end of this program, you will be able to: Determine when a project meets the criteria of being a true global one Articulate global project needs based on the project grid and framework Identify and analyze global project stakeholders Recognize cultural differences and articulate how they impact project work Determine global project estimating, scheduling, and staffing challenges Assess global project risks and develop problem-solving responses Analyze complex cultural situations and align optimal project communication and negotiation tools and techniques Apply best practices for conducting virtual team work and mitigating virtual challenges Evaluate ways to control for global project scope, cost, and procurement Align customer management best practices with global customer needs Implement key global project closing activities Foundation Concepts What is a global project? What makes a global project different? A global project management framework Initiating the Global Project Launching a global project Respecting cultural differences Identifying and analyzing stakeholders Developing the communications plan Defining the ideal global project manager Crafting a global project charter Planning the Global Project Gathering requirements for a global project Defining the scope, region by region Estimating and scheduling for global projects Staffing the global project Developing the global risk management plan Executing the Global Project Managing global stakeholder expectations Embracing cultural diversity Honing global negotiation techniques Procuring goods and services on a global basis Managing global legal and regulatory issues at the micro and macro level Monitoring and Controlling the Global Project Status reporting Virtual communication Cost control Schedule control Scope control Customer satisfaction Closing the Global Project Contract closure at the macro and micro levels Administrative closure with global reach Lessons learned

Lean Six Sigma Black Belt Certification Program: In-House Training This course is specifically for people wanting to become Lean Six Sigma Black Belts, who are already Lean Six Sigma practitioners. If advanced statistical analysis is needed to identify root causes and optimal process improvements, (Lean) Six Sigma Green Belts typically ask Black Belts or Master Black Belts to conduct these analyses. This course will change that. Green Belts wanting to advance their statistical abilities will have a considerable amount of hands-on practice in techniques such as Statistical Process Control, MSA, Hypothesis Testing, Correlation and Regression, Design of Experiments, and many others. Participants will also work throughout the course on a real-world improvement project from their own business environment. This provides participants with hands-on learning and provides the organization with an immediate ROI once the project is completed. IIL instructors will provide free project coaching throughout the course. What you Will Learn At the end of this program, you will be able to: Use Minitab for advanced data analysis Develop appropriate sampling strategies Analyze differences between samples using Hypothesis Tests Apply Statistical Process Control to differentiate common cause and special cause variation Explain and apply various process capability metrics Conduct Measurement System Analysis and Gage R&R studies for both discrete and continuous data Conduct and analyze simple and multiple regression analysis Plan, execute, and analyze designed experiments Drive sustainable change efforts through leadership, change management, and stakeholder management Successfully incorporate advanced analysis techniques while moving projects through the DMAIC steps Explain the main concepts of Design for Six Sigma including QFD Introduction: DMAIC Review IIL Black Belt Certification Requirements Review Project Selection Review Define Review Measure Review Analyze Review Improve Review Control Introduction: Minitab Tool Introduction to Minitab Minitab basic statistics and graphs Special features Overview of Minitab menus Introduction: Sampling The Central Limit Theorem Confidence Interval of the mean Sample size for continuous data (mean) Confidence Interval for proportions Sample size for discrete data (proportions) Sampling strategies (review) Appendix: CI and sample size for confidence levels other than 95% Hypothesis Testing: Introduction Why use advanced stat tools? What are hypothesis tests? The seven steps of hypothesis tests P value errors and hypothesis tests Hypothesis Testing: Tests for Averages 1 factor ANOVA and ANOM Main Effect Plots, Interaction Plots, and Multi-Vari Charts 2 factor ANOVA and ANOM Hypothesis Testing: Tests for Standard Deviations Testing for equal variance Testing for normality Choosing the right hypothesis test Hypothesis Testing: Chi Square and Other Hypothesis Test Chi-square test for 1 factor ANOM test for 1 factor Chi-square test for 2 factors Exercise hypothesis tests - shipping Non-parametric tests Analysis: Advanced Control Charts Review of Common Cause and Special Cause Variation Review of the Individuals Control Charts How to calculate Control Limits Four additional tests for Special Causes Control Limits after Process Change Discrete Data Control Charts Control Charts for Discrete Proportion Data Control Charts for Discrete Count Data Control Charts for High Volume Processes with Continuous Data Analysis: Non-Normal Data Test for normal distribution Box-Cox Transformation Box-Cox Transformation for Individuals Control Charts Analysis: Time Series Analysis Introduction to Time Series Analysis Decomposition Smoothing: Moving Average Smoothing: EWMA Analysis: Process Capability Process capability Discrete Data: Defect metrics Discrete Data: Yield metrics Process Capability for Continuous Data: Sigma Value Short- and long-term capabilities Cp, Cpk, Pp, Ppk capability indices Analysis: Measurement System Analysis What is Measurement System Analysis? What defines a good measurement system? Gage R&R Studies Attribute / Discrete Gage R&R Continuous Gage R&R Regression Analysis: Simple Correlation Correlation Coefficient Simple linear regression Checking the fit of the Regression Model Leverage and influence analysis Correlation and regression pitfalls Regression Analysis: Multiple Regression Analysis Introduction to Multiple Regression Multicollinearity Multiple Regression vs. Simple Linear Regression Regression Analysis: Multiple Regression Analysis with Discrete Xs Introduction Creating indicator variables Method 1: Going straight to the intercepts Method 2: Testing for differences in intercepts Logistic Regression: Logistic Regression Introduction to Logistic Regression Logistic Regression - Adding a Discrete X Design of Experiments: Introduction Design of Experiment OFAT experimentation Full factorial design Fractional factorial design DOE road map, hints, and suggestions Design of Experiments: Full Factorial Designs Creating 2k Full Factorial designs in Minitab Randomization Replicates and repetitions Analysis of results: Factorial plots Analysis of results: Factorial design Analysis of results: Fits and Residuals Analysis of results: Response Optimizer Analysis of results: Review Design of Experiments: Pragmatic Approaches Designs with no replication Fractional factorial designs Screening Design of Experiment Case Study Repair Time Blocking Closing: Organizational Change Management Organizational change management Assuring project sponsorship Emphasizing shared need for change Mobilizing stakeholder commitment Closing: Project Management for Lean Six Sigma Introduction to project management Project management for Lean Six Sigma The project baseline plan Work Breakdown Structure (WBS) Resource planning Project budget Project risk Project schedule Project executing Project monitoring and controlling and Closing Closing: Design for Lean Six Sigma Introduction to Design for Lean Six Sigma (DMADV) Introduction to Quality Function Deployment (QFD) Summary and Next Steps IIL's Lean Six Sigma Black Belt Certification Program also prepares you to pass the IASSC Certified Black Belt Exam (optional)

Decision Making and Problem Solving: In-House Training We may live in an era of fast technology and increasing reliance upon automation, but our human abilities to think critically, make careful decisions, and solve nuanced problems are more important than ever. Our personal lives depend on those things, and so do the lives of our organizations. Since business is now conducted at remarkable speeds, we put our organizations at great risk daily when we have weak competencies with decision-making and problem-solving. Decisions and solutions that are executed impulsively and without structured approaches can create more problems or make existing ones worse! This course aims to help participants improve their skills so they can execute well and add value to the workplace. Learners will experience multiple decision-making and problem-solving models, tools, and techniques meant for the real world. They will learn how to align their growing toolboxes with the right situational contexts so that they can transfer that skill to the workplace. They will also discover how indecision, cognitive bias, and default thought processes can create obstacles to effective decision-making and problem-solving. What you will Learn Recognize the importance of making a sound decision in a timely manner Infer types of cognitive biases and obstacles that impact decision-making Separate facts, requirements, ideas, and perceptions when making a decision or solving problems Apply structured decision-making and problem-solving approaches Conduct cause and effect and Force Field analyses Evaluate alternative solution methods using various techniques Analyze real world situations to determine the best aligned decision-making and problem-solving models, tools, and techniques Implement decision-making and problem-solving models, tools, and techniques Foundation Concepts Contextualizing decisiveness and problem-solving Discriminating between decisiveness and problem-solving Understanding Decision-Making Decision-making challenges and impacts Key drivers of good decision-making Thought processes and obstacles Knowledge, skills, and abilities (KSAs) Decision-Making Models and Supporting Tools Decision-making models, tools, and guidelines Tools to evaluate alternatives Translating requirements into action Problem-Solving Defining the problem Problem-solving models Cause and effect analysis Quick hit vs. innovative problem-solving Summary and Next Steps Course summary Personal action plan

About this Training Course Petrophysics remains a vital component to many facets of the petroleum industry, from quantification of hydrocarbon reserves to developmental strategies to real-time decision making for reservoir navigation. Targeted at awareness to knowledge level, this course addresses the tenets of petrophysics and formation evaluation, using integrative perspective of multiple datasets, including geological, geophysical, and logging and core data. Significant worldwide case histories are included, as well as several exercises designed to provide hands-on experience. This course can also be offered through Virtual Instructor Led Training (VILT) format. Training Objectives By attending this course, the participants will be able to: Understand better the latest geological, geophysical, and logging/core technologies and their role in petrophysical analysis, formation evaluation, and reservoir characterization. Address the pros and cons of key datasets, with emphasis on need for integrative studies and calibration of datasets. Apply quick-look qualitative techniques as well as quantitative aspects to understand vital aspects such as volume of shale/clay, porosity, permeability, and water saturation determinations. Select tool combinations to resolve key issues and for specific applications. Assess uncertainty in petrophysical measurements and techniques and its influence on reserve estimation. Target Audience This course is recommended for development and exploration geologists, petrophysicists, log and core analysts, geophysicists, petroleum engineers, managers, and technical personnel. Course Level Intermediate Trainer Your expert course leader received his B.S. and M.S. degrees in Geology from the now University of Louisiana-Lafayette in 1989 and 1990 respectively, and his Ph.D. as a National Science Foundation fellow at Baylor University, Waco, Texas, in 1993. From 1994 - 1996, he studied planetary tectonics as a NASA-funded postdoctoral fellow at Southern Methodist University. In 1996, he returned to UL-Lafayette, where he was awarded in 1997 the Hensarling-Chapman Endowed Professorship in Geology. He began independent consulting activities in 1991, and in 2001, he left academia for full-time consulting for clients ranging from one-man shops to supermajors. He rejoined UL-Lafayette as an adjunct professor from 2011 - 2018. He is an active researcher, receiving several million dollars in grants from federal, state, and industry sources, presenting numerous talks, including a 2019 AAPG Levorsen award, and publishing on a diversity of geoscience topics, including a Grover E. Murray Best Published Paper award in 2017. He is co-author of the inaugural GCAGS/GCSSEPM Transactions Best Student Paper award in 2018. He served as the GCAGS Publisher since 2006 and in various GCAGS/GCSSEPM Transactions editing capacities since 2006, including the 2014 and 2017 - 2022 Editor (named Permanent Transactions Editor in 2017), and Managing Editor since 2011, receiving a GCAGS Distinguished Service Award in 2018. He served as the General Chair for GeoGulf 2020 (70th GCAGS/GCSSEPM Convention), the 1st hybrid geoscience conference in the world. He is a Past President of the Lafayette Geological Society and served as its Editor and Publisher from 2002 - 2018. In 2018, he founded the Willis School of Applied Geoscience, reformulating decades of industry-training experience to provide alternative opportunities for graduate-level education. In 2020, he received an Honorary Membership from GCSSEPM. He also joined the LSU faculty as an adjunct professor in 2020. In 2021, he co-founded the Society of Applied Geoscientists and Engineers, serving as its President, General Chair for the SAGE 2022 Convention & Exposition, and Vice-Chair for the Benghazi International Geoscience & Engineering Conference 2022 (BIGEC 2022). POST TRAINING COACHING SUPPORT (OPTIONAL) To further optimise your learning experience from our courses, we also offer individualized 'One to One' coaching support for 2 hours post training. We can help improve your competence in your chosen area of interest, based on your learning needs and available hours. This is a great opportunity to improve your capability and confidence in a particular area of expertise. It will be delivered over a secure video conference call by one of our senior trainers. They will work with you to create a tailor-made coaching program that will help you achieve your goals faster. Request for further information about post training coaching support and fees applicable for this. Accreditions And Affliations

Certified ScrumMaster®: In-House Training This course is an introduction to Scrum and the principles and tools required to be an effective Scrum Product Owner. You will come away with a good understanding of the Scrum framework and the underlying principles required to make effective decisions regarding the application of the Scrum framework to different situations. Participants successfully completing this course earn a Certified Scrum Product Owner® (CSPO®) designation. The Scrum Alliance certification includes a one-year membership with Scrum Alliance. What You Will Learn You'll learn how to: Use the principles, practices, and tools required to be an effective Scrum Product Owner Make effective decisions regarding the application of the Scrum framework to different situations, including: Setting product vision and goals Chartering the project Writing user stories and structuring your product backlog Scaling the Product Owner Estimating for forward planning Applying prioritization techniques Planning and tracking release progress Getting Started Introduction Course structure Course goals and objectives Agile Principles and Scrum Overview Process control models Incremental and iterative development Shifting the focus on product management Overview of the Scrum process Agile principles Lean principles Scrum Roles and Responsibilities Scrum roles Cross-functional teams Product Owner Responsibilities The Scrum Project Community What happens to my traditional role in Scrum? Chartering the Project Establishing a shared vision Elevator Statement Data sheets Product Vision Box Magazine Review / Press Release Product Backlog and User Stories Product uncertainty and progressive refinement User role modeling User Stories Product backlog characteristics Getting backlog items ready Slicing User Stories Using the product backlog to manage expectations Sprints Done and Scaling Done The Scrum process in detail Sustainable pace The Product Owner's role in each of the Scrum meetings Scaling the Product Owner Scaling Scrum Approaches to scaling the Product Owner Estimation for Forward Planning Why comparative estimation works Planning Poker Affinity Estimation Prioritization Techniques Additional Product Backlog Prioritization Techniques Kano Analysis Theme Screening Release Planning and Tracking Progress Velocity Release Planning Tracking release progress

Managing Benefits™ Foundation: In-House Training The APMG International Managing Benefits and Swirl Device logo is a trademark of The APM Group Limited, used under permission of The APM Group Limited. All rights reserved. Benefits are not simply just one aspect of project and programme management (PPM) - rather, they are the rationale for the investment of taxpayers' and shareholders' funds in change initiatives. Managing Benefits is designed to complement existing best practices in portfolio, programme and project management (such as PRINCE2®, MSP®, P3O® & MoP®), and consolidates existing guidance while expanding on the specific practices and techniques aimed at optimizing benefits realization. The purpose of the Managing Benefits guidance and certification scheme is to provide you with generally applicable guidance encompassing benefits management principles, practices, and techniques, and to prepare you to take and pass the Foundation exam on the last day. Managing Benefits provides: An overview of benefits management - what it is, the case for doing it, and some common misconceptions that can limit its effectiveness in practice Descriptions of the seven principles upon which successful approaches to benefits management are built, and examples of how they have been applied in practice Guidance on how to apply benefits management at a portfolio level, as well as at an individual project or programme level Details of the five practices in the Benefits Management Cycle and examples of how they have been applied in practice Advice on how to get started in implementing effective benefits management practices and sustain progress What You Will Learn You'll learn how to: Define benefits, benefits management and related terms, and the objectives of benefits management Explain the principles upon which successful approaches to benefits management are based Define the practices contained within the Benefits Management Cycle and relevant techniques applicable to each practice Describe key elements of portfolio-based benefits management, as well as the scope of key roles and responsibilities for benefits management and the typical contents of the main benefits management documentation Identify barriers to effective benefits management and strategies to overcome them, including the key success characteristics of benefits management Improve your ability to pass the APMG Managing Benefits Foundation Certification exam Getting Started Introductions Course structure Course goals and objectives Overview of Managing Benefits The Benefits Management Model Key Benefits Management Practices What is Benefits Management? Definitions Value and Value Management Why do we need benefits management? Objectives Benefits Management Principles Align benefits with strategy Start with the end in mind Utilize successful delivery methods Integrate benefits with performance management Manage benefits from a portfolio perspective Apply effective governance Develop a value culture The Benefits Management Cycle Barriers to effective and efficient benefits management and overcoming them Key success characteristics of effective benefits management Key roles, responsibilities, and documentation Benefits Management Practice 1 - Identify and Quantify Benefits Management Practice 2 - Value and Appraise Benefits Management Practice 3 - Plan Benefits Management Practice 4 - Realize Benefits Management Practice 5 - Review Portfolio-based Benefits Management Implementing and Sustaining Progress APMG Managing Benefits Foundation Exam

Business Analysis Fundamentals: In-House Training This course is part of IIL's Business Analysis Certificate Program (BACP), a program designed to help prepare individuals to pass the IIBA® Certification exam to become a Certified Business Analysis Professional (CBAP™). This course teaches participants the overall process of business analysis and where it fits in the bigger picture of the project life cycle and the business context. The course is interactive and combines discussion, active workshops, and demonstrations of techniques. The goal is bottom-line results that cut through the real-world problems facing people seeking to improve the way they operate to develop new and improved systems and products or otherwise deliver results through project performance. What you will Learn At the end of this program, you will be able to: Define the solution scope Work with the development team in the systems testing stage Ensure the solution is usable in the business environment Foundation Concepts Defining the business analyst (BA) function The role of the BA as change agent An introduction to the BABOK® Guide BA roles and relationships through the project life cycle (PLC) Business Analysis Planning and Monitoring Overview of business analysis planning and monitoring (BAP&M) Business analysis planning and monitoring - process and tools Business analysis planning and monitoring - roles and responsibilities Business analysis planning and monitoring - governance, information management, and performance improvement Elicitation and Collaboration Overview of elicitation and collaboration Elicitation and collaboration techniques Requirements Life Cycle Management Overview of requirements life cycle management Requirements life cycle management task details Strategy Analysis Overview of strategy analysis Analyze current state Define future state Assess risks Define change strategy Requirements Analysis and Design Definition Overview of requirements analysis and design definition (RA&DD) The anatomy of requirements RA&DD task descriptions RA&DD techniques Solution Evaluation Overview of solution evaluation Solution evaluation tasks Solution evaluation in development stages Underlying Competencies Overview of underlying competencies (UC) Underlying competencies

About this Training Course Managed Pressure Drilling (MPD) offers opportunities to improve safety and efficiency in drilling, and it is increasingly recognised by operators and regulators. MPD aims to cost effectively resolve chronic drilling problems that contribute to non-productive time. This 3 full-day course provides participants with an understanding of the MPD techniques and equipment. The course starts with the design requirements for an MPD operation. It covers all MPD methods, including constant bottom hole pressure and mud cap drilling operations. It also includes all of the rig types - both onshore and offshore - and MPD. MPD equipment is presented in detail and the design aspects of the well are also examined. Training Objectives This course aims to provide participants with a good understanding of the various aspects of managed pressure drilling. It also enables participants to gain knowledge of planning MPD operations, type of equipment and the equipment requirements for both onshore and offshore and MPD operations. At the end of the course, participants will be able to: Understand the variations in MPD Design MPD operations for various techniques Understand the engineering requirements of MPD Define MPD equipment requirements Understand operational and well control aspects of MPD Target Audience This course is designed for engineers, managers and service providers who are about to use MPD techniques and are trying to better understand the associated complexities and challenges surrounding MPD. Trainer Your expert course leader was born and raised in Nijmegen, Netherlands. He holds an MSc in Drilling Engineering from The Robert Gordon University in Aberdeen and has over 39 years of oilfield experience. He started in the industry back in 1977 as a Mud logger before becoming a wellsite drilling engineer in 1980 working mainly in the Middle East and West Africa. In 1988, he joined Shell in in the Southern North Sea. In 1995, he joined Smedvig in Norway and worked on a number of deepwater wells as well as on underbalanced drilling operations. In 1999, he started Leading Edge Advantage in Aberdeen and worked in coiled tubing, underbalanced and managed pressure drilling. In 2004, he joined Weatherford as Regional Engineering Manager in Singapore and developed the first ultra deepwater MPD systems. In 2010, he joined SPT Group specializing in well control and hydraulics modelling. SPT Group was later acquired by Schlumberger in 2012. At Schlumberger, he was Drilling Adviser, with a focus on well control, relief well planning and MPD. During that time, he was also an instructor for NExT teaching numerous well engineering courses. In 2015, he joined Wild Well as Engineering Manager in Asia and in February 2017, he became an independent consultant concentrating on provision of drilling engineering training. He has written and presented numerous papers and authored several chapters in the SPE Advanced Technology books. He is an active committee member and speaker on numerous SPE Workshops around the world. POST TRAINING COACHING SUPPORT (OPTIONAL) To further optimise your learning experience from our courses, we also offer individualized 'One to One' coaching support for 2 hours post training. We can help improve your competence in your chosen area of interest, based on your learning needs and available hours. This is a great opportunity to improve your capability and confidence in a particular area of expertise. It will be delivered over a secure video conference call by one of our senior trainers. They will work with you to create a tailor-made coaching program that will help you achieve your goals faster. Request for further information post training support and fees applicable Accreditions And Affliations

Program Management Skills: In-House Training Program managers coordinate and give oversight to the efforts of marketing groups, project teams, product delivery, maintenance and support, operations and staff from various functional groups, including suppliers, business partners, and other external bodies. The goal is to ensure that proposed business transformation, through the delivery of complex products and processes, is implemented to realize the organization's strategic benefits and objectives, for which the program was selected. The goals of this course are twofold: To provide participants with key program management principles and techniques, recognized as best practices, to enable more effective program management; and to leverage core elements of the program management life cycle, processes, tools and techniques, to enable program management effectiveness. The participant will learn and apply the principles of program management through discussions, activities, and case study exercises. What You Will Learn At the end of this workshop, you will be able to: Maximize the transformational impact of a program according to the business needs Explain management principles and techniques and apply them within a program context Implement program governance and organization that will produce expected benefits Plan for and manage benefit realization, risks, issues, and quality Manage component projects' interdependencies that are linked to both program and strategic objectives Engage program stakeholders effectively. Improve communication and action planning effectiveness for programs in organizations Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Fundamental definitions and concepts Program challenges and benefits Program best practices and success criterion Stakeholder management Governance: program management office and program boards Standard for Program Management overview Vision, Leadership, and the Business Case What is vision, why, and how? Leadership vs. Management Program business case Program Organization and Governance Program organization Program governance Program board roles and responsibilities Benefits Management Benefits explored Benefits management Benefits realization Program Management Planning Program management plan Program blueprint and roadmap Program component dossier Program tranches Program estimating Program scheduling Program Monitoring and Controlling Program Control - An Overview Program Monitoring and Controlling Monitoring and Controlling Transition Program Risk and Issue Management Risk and issue management overview Program risk management Program issue management Program Quality Management Program quality management overview Program quality management principles Program Stakeholder Management Stakeholder engagement overview Stakeholder engagement planning EI, trust, communication and stakeholder engagement Program Closure and Benefits Sustainment Program closure overview Closing the program Program benefits sustainment Summary What did we learn, and how can we implement this in our work environments?

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