931 Courses in London

Change Management Foundation This course provides practical knowledge on Change Management techniques and the Foundation certification. You will examine various Change Management techniques and explore which could be effectively implemented in your organization. The structured approach helps you understand how you deal with change as an individual, as a member of a team or organization, and as a leader. The program design explores the impact that change has on these four major areas: Change and the Individual Change and the Organization Communications and Stakeholder Engagement Change Management Practice This course also prepares you for the APMG Change Management Foundation exam. Given that a primary course goal is to achieve the Foundation Certification, the course text will be provided in advance of the workshop so the participant may begin studying. In addition, daily homework assignments and practice exams will be provided. The Foundation-level exam is taken at the end of the third day of the Traditional Classroom course. Virtual Classroom participants must make separate arrangements to schedule their exam following course completion (See 'Important Note for Virtual Course Participants'). What You Will Learn You'll learn how to: Explain how individuals learn and why many may resist change Illustrate how to build an effective change team Describe the stakeholder engagement process and relate this to appropriate communication Differentiate various approaches to plan, implement, and sustain organizational change Demonstrate how to assess change impact and readiness, and deal with resistance Improve your ability to pass the APMG Change Management Foundation Certification exam Getting Started Introductions Course structure Course goals and objectives Change and the Individual How people learn Personality and change - introduction to MBTI Models of individual change - the Change Curve and Bridges' Transition Motivating individuals during change Change and the Organization Understanding organizational metaphors Organizational culture and change 3 models of change - Lewin, Kotter, and Senge Key roles in change Stakeholder Engagement Identifying and analyzing stakeholders Personas and empathy maps Influencing strategies Communication Feedback and communication approaches Communicating change - planning, factors, and barriers Communication biases and channels Change Impact Identifying and assessing change impact Stakeholder impact assessment Change severity assessment Change Readiness Building change agent networks and the change team How to make the organization ready for change Creating a change management plan Dealing with resistance to change APMG Change Management Foundation Exam Preparation Review of and practice with APMG sample questions and test papers APMG Change Management Foundation Exam Traditional Classroom: Paper-based exams will be taken on the last day of class Virtual Classroom: The exam is scheduled by the Participant and taken subsequent to the course

Change Management Foundation: In-House Training: In-House Training This course provides practical knowledge on Change Management techniques and the Foundation certification. You will examine various Change Management techniques and explore which could be effectively implemented in your organization. The structured approach helps you understand how you deal with change as an individual, as a member of a team or organization, and as a leader. The program design explores the impact that change has on these four major areas: Change and the Individual Change and the Organization Communications and Stakeholder Engagement Change Management Practice This course also prepares you for the APMG Change Management Foundation exam. Given that a primary course goal is to achieve the Foundation Certification, the course text will be provided in advance of the workshop so the participant may begin studying. In addition, daily homework assignments and practice exams will be provided. The Foundation-level exam is taken at the end of the third day of the Traditional Classroom course. Virtual Classroom participants must make separate arrangements to schedule their exam following course completion (See 'Important Note for Virtual Course Participants'). What You Will Learn You'll learn how to: Explain how individuals learn and why many may resist change Illustrate how to build an effective change team Describe the stakeholder engagement process and relate this to appropriate communication Differentiate various approaches to plan, implement, and sustain organizational change Demonstrate how to assess change impact and readiness, and deal with resistance Improve your ability to pass the APMG Change Management Foundation Certification exam Getting Started Introductions Course structure Course goals and objectives Change and the Individual How people learn Personality and change - introduction to MBTI Models of individual change - the Change Curve and Bridges' Transition Motivating individuals during change Change and the Organization Understanding organizational metaphors Organizational culture and change 3 models of change - Lewin, Kotter, and Senge Key roles in change Stakeholder Engagement Identifying and analyzing stakeholders Personas and empathy maps Influencing strategies Communication Feedback and communication approaches Communicating change - planning, factors, and barriers Communication biases and channels Change Impact Identifying and assessing change impact Stakeholder impact assessment Change severity assessment Change Readiness Building change agent networks and the change team How to make the organization ready for change Creating a change management plan Dealing with resistance to change APMG Change Management Foundation Exam Preparation Review of and practice with APMG sample questions and test papers APMG Change Management Foundation Exam Traditional Classroom: Paper-based exams will be taken on the last day of class Virtual Classroom: The exam is scheduled by the Participant and taken subsequent to the course

Portfolio Management Skills The main purpose of this workshop is to equip and enable people in a portfolio management office and PMO to effectively and efficiently support the Executive Leadership and Operational Management to plan, implement, manage, and evolve portfolio management in their organization. There is a deliberate focus on preparing you to become a strong and effective change advocate for meaningful portfolio management that delivers objective measurements of benefit contribution towards the strategic objectives to lead, manage, and continuously improve portfolio management governance, processes, and frameworks with and through the direction of a portfolio practice, principles, and delivery boards. What you Will Learn At the end of this program, you will be able to: Articulate the benefits of portfolio management Link the initiatives in an organization with its strategic objectives Participate in the introduction of portfolio management in an organization Create or improve the portfolio governance structure Lead the inventory of ongoing and new initiatives Assist the executives in the prioritization of initiatives through the use of Multi-criteria Analysis and other selection tools Support the executives in balancing the portfolio based on the optimal use of resources and priorities Create a portfolio delivery plan Define thresholds and variance reporting criteria Assist the executives and the financial team in the definition of Stage Gate Funding Lead the Stage Gate reviews Analyze the benefits that are being realized by the initiatives Foundation Concepts Definitions Benefits of Portfolio Management Objectives of Portfolio Management Portfolio Life Cycles Governing the Portfolio Portfolio Governance structure Roles and responsibilities Initial activities when starting portfolio management Prioritizing Initiatives Prioritize purpose Multi-Criteria Analysis Analytical Hierarchy Process (AHP) Strategic alignment Balancing the Portfolio Allocating resources and budgets Communicating decisions of initiatives status Planning the Portfolio Planning review cycles Using Stage Gate Funding Setting thresholds and variance reporting Tool examples Managing the Portfolio Delivery Project and Program Life Cycles Stage Gate Reviews Loop back to Prioritize, Balance and Plan Interaction with the Portfolio Delivery Board Project, Program and Functional Managers' roles and responsibilities

Strategic Thinking: In-House Training The goal of this course is to provide you with the building blocks and the motivation to develop the critical skill of strategic thinking. The participants will consider a four-part model that distinguishes strategic thinking from strategic planning and managing. With that understanding, you will investigate the critical components of strategic thinking and how to apply it effectively. What you Will Learn Define strategic thinking and distinguish it from strategic planning and management Explain a high-level approach to gaining strategic thinking skills Integrate other interpersonal skills, such as self-awareness, systems thinking, leadership, constructive conflict, and collaboration, into the fabric of strategic thinking skills Select appropriate techniques to apply strategic thinking in specific situations Recognize and emulate effective strategic thinking behaviors Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Interactive event: Define Strategic Thinking (ST) Interactive event: Discuss relationship of ST with Strategic Planning, Management and Decision Making Strategic Level Framework - Tying it all together Strategic thinking attributes Strategic Thinking Critical Success Factors Strategic Thinking Critical Success Factors - 5-part model Strategic Thinking and the Organization Critical Success Factors Model applied to an organization Tools Introduction (5): Environmental, 5 Forces, SWOT, Value Proposition, Integral Theory of Worldview Video: Fog of War Strategic Thinking and the Individual Critical Success Factors Model applied to an individual Tools Introduction (5): Thinking Styles, Six Thinking Hats, Reverse Thinking, Systems Thinking, Integral Theory of Worldview Strategic Thinking at the Interpersonal and Team Levels Emotional Intelligence - Self Awareness and Working With Others Team Leadership and Trust Constructive Conflict as the Gateway to Collaboration Interactive event: Testing the Models - Challenge Perspective; What's Missing Applying the critical skill of Strategic Thinking Worldview: Team versus client Trusted Advisor Interactive event: Doing what is asked (Case study, wherein participants review the default case scenario prepared for this workshop and add specific details to make the scenario more relevant to their experiences / needs. Teams develop an action plan for applying ST concepts and techniques they have learned here to the situation, then compare and contrast results.)

Developing the Business Case: In-House Training Business analysts must be able to create business case documents that highlight project benefits, costs, and risks. The business case is based on the real business need to be solved. These become parts of proposals, feasibility studies, and other decision support documents. This course teaches the purpose, structure, and content of a business case. It presents the basic techniques for determining financial ROI, non-tangible benefits, and the probability of meeting expectations. What you will Learn At the end of this program, you will be able to: Perform feasibility studies Justify the business investment to solve the business problem Prepare an effective business case document Plan and implement a business case approval process Foundation Concepts The role of the BA An introduction to the BABOK® Guide The business analyst and the product / project life cycle (PLC) The business case deliverable Introducing the Business Case Process The BA and strategy analysis The BA and the business case process (BCP) The BA during the business case process (BCP) The BA after the business case process (BCP) Importance of defining solution performance metrics Defining the Business Need Overview of defining the business need Business needs: problem / opportunity statement Product vision Objectives and constraints Exploring Business Case Solutions Overview of exploring solutions Solution identification for feasibility Solution definition for analysis Assessing project risks Justifying the Business Case Overview of justifying the business case Qualitative justification Quantitative justification Approving the Business Case Overview of business case approval Developing recommendations Preparing the decision package - documents Preparing the decision package - presentations

Developing the Business Case Business analysts must be able to create business case documents that highlight project benefits, costs, and risks. The business case is based on the real business need to be solved. These become parts of proposals, feasibility studies, and other decision support documents. This course teaches the purpose, structure, and content of a business case. It presents the basic techniques for determining financial ROI, non-tangible benefits, and the probability of meeting expectations. What you will Learn At the end of this program, you will be able to: Perform feasibility studies Justify the business investment to solve the business problem Prepare an effective business case document Plan and implement a business case approval process Foundation Concepts The role of the BA An introduction to the BABOK® Guide The business analyst and the product / project life cycle (PLC) The business case deliverable Introducing the Business Case Process The BA and strategy analysis The BA and the business case process (BCP) The BA during the business case process (BCP) The BA after the business case process (BCP) Importance of defining solution performance metrics Defining the Business Need Overview of defining the business need Business needs: problem / opportunity statement Product vision Objectives and constraints Exploring Business Case Solutions Overview of exploring solutions Solution identification for feasibility Solution definition for analysis Assessing project risks Justifying the Business Case Overview of justifying the business case Qualitative justification Quantitative justification Approving the Business Case Overview of business case approval Developing recommendations Preparing the decision package - documents Preparing the decision package - presentations

Business Relationship Management Professional (BRMP)® Business Relationship Management (BRM) embodies a set of competencies (knowledge, skills, and behaviors) to foster an effective business value-producing relationship between a service provider and its business partners. The BRM Discipline rests on solid research-based foundations verified and enhanced over a decade of successful implementations in leading organizations across the world. Proven to be equally effective for shared services including Human Resources, Finance, Legal, external service providers and others, BRM practices have enjoyed widespread adaptation in IT. The Business Relationship Management Professional (BRMP) training and certification program provides a foundational understanding of business relationship management (BRM) for individuals at every experience level, with the training and certification designed to provide a solid baseline level of knowledge. In other words, this course provides the 'why' and the 'what' - 'why' business relationship management is important to your organization and 'what' a BRM capability does to add value to your organization. This interactive course, with discussions, partnering activities, and periodic knowledge checks, will provide you with the opportunity to apply learning to your unique organizational situations, creating solutions that you can use immediately upon returning to your workplace. This practical knowledge will allow you to demonstrate immediate value in your role, as well as prepare you for the BRMP Certification exam. What You Will Learn This course provides a foundational understanding of Business Relationship Management. Upon completion of the BRMP® course, participant will be able to demonstrate their understanding: Explain what business relationship management is and the value it provides to an organization Articulate the need for an organization to move beyond traditional goals of profit and products to encompass those that are appropriate for a relationship-centered organization Describe the importance of integrating business relationship management into every element of their organization Define the importance of educating their organization that a mature BRM capability will evolve culture, build partnerships, drive value, and satisfy purpose Apply business relationship management to their organization's triple bottom line of people, purpose, and planet Explain the basic knowledge, skills, and mindsets of the business relationship management role Clarify the core business relationship management approaches, tools, and templates used to achieve results Illustrate the value and impact the BRM capability has on an organization by completing a draft of the BRM Capability Workbook BRM Introduction - The Bigger Picture Why BRM = why now? Relationship-centered organization Theory of 'relationshipism' Triple bottom line BRM defined Activity domains BRM challenges BRM Capability BRM capability framework Organizational purpose and strategy Now-to-new Evolve culture Build partnerships Drive value Satisfy purpose Limitless growth and improvement BRM Capability - Evolve culture Evolve culture framework Purposeful narrative Desired behaviors Influential relationships Personal growth BRM Capability - Build partnerships Build partnerships framework BRM role competency model Relationship maturity and quality Partnering mindsets Relationship discovery Relationship nurturing BRM Capability - Drive value What is value? Types of value Sources of value Drive value framework BRM role competency model Value discovery Value realization Value results BRM Capability - Satisfy purpose Satisfy purpose framework BRM role competency model Through the BRM capability Through the triple bottom line Social value BRM Capability - Wrap-up Evolve culture capability framework Build partnerships capability framework Drive value capability framework Satisfy purpose capability framework BRM Role Our purpose and what we believe Role clarity Single point of focus BRM Code of Ethics BRM Role Competency Model BRM mindset Scope of BRM role BRM role with organizational factors BRM Team Our purpose and what we believe BRM team definition BRM team purpose, mission, and vision Assessing the value of a BRM team Organizing a BRM team Leading a BRM team Transition management Coaching BRMs Closing - BRM Key Learnings Key learnings from each module Closing - BRMP Course Wrap-Up What to do in the next 30/60/90/365 days Digital badge After passing the exam Recap learning objectives Review learning objectives Review expectations Course feedback

Web development training course description This three-day course helps build a foundation in the development of Web applications. This is not a HTML course but covers the technologies needed to develop web applications. Technologies covered include: ASP.NET, XML, AJAX and HTTP error codes. What will you learn Program Web applications. Work with data and services. Troubleshoot and debug Web applications. Work with client side scripting. Configure and deploy web applications. Web development training course details Who will benefit: Anyone looking for an introduction to web development. Prerequisites: None. Duration 3 days Web development training course contents Programming web applications Customise the layout and appearance of a web page CSS; tables; embedding images; page layout for navigation. Understand ASP.NET intrinsic objects Request; Server; Application; Session; Response; HttpContext. Understand state information in web applications Understand how state is stored based on application design and hardware; understand different types such as session state, view state, control state and application state. Understand events and control page flow Application and page life cycle events; page events; control events; application events; session events; cross-page posting; Response.Redirect; Server.Transfer; IsPostBack; setting AutoEventWireup. Understand controls Understanding various types of controls, including user, server, web and validation controls; know which is the appropriate type of control for a scenario. Understand configuration files Understanding the usage of web.config and machine.config, and the settings that can be made. Working with data and services Read and write XML data Understanding XML, XML validation Does not include: Web services; XPath syntax; XmlDocument; XPathNavigator; XPathNodeIterator; XPathDocument; XmlReader; XmlWriter; XmlDataDocument; XmlNamespaceManager. Distinguish between DataSet & DataReader objects The ability to choose the proper data object to use based on application requirements/design. Call a service from a web page Creating a basic WCF service or web service so that it can be consumed; App_WebReferences; configuration. Understand DataSource controls LinqDataSource: ObjectDataSource; XmlDataSource; SqlDataSource. Bind controls to data by using data binding syntax Ensure that data is updated and displayed in data-aware controls. Manage data connections and databases Database connections; connection objects; connection pools; transaction objects. Troubleshooting and debugging web applications Debug a web application Use in conjunction with custom error pages to display appropriate error information to the appropriate user; implement tracing of a web application, Trace.axd, Trace=True on @Page directive. Handle web application errors HTTP error codes. Working with client-side scripting Understand client-side scripting Purpose of client-side scripting; various client-side scripting languages. LE/370 and Intrinsic Functions. Understand AJAX concepts ASP.NET AJAX implementation; working with client-side libraries, EnablePartialRendering, Triggers, ChildrenAsTriggers, Scripts, Services, UpdateProgress, Timer, ScriptManagerProxy, extender controls. Configuring and deploying web applications Configure authentication and authorisation Forms authentication, Windows authentication; authorisation; file authorisation; impersonation Does not include: Windows Cardspace authentication, Passport (Windows Live ID) authentication, Custom authentication. Configure projects, solutions and reference assemblies Local assemblies; shared assemblies (GAC); web application projects; solutions; configuration files; AppSettings. Publish web applications Choosing the appropriate method to deploy an application based on existing or intended environment; updatable vs. not updateable; MSI deployment; Internet Information Server (IIS) installation and configuration. Understand application pools Purpose of application pools; effect of application pools on web applications.

Portfolio Management Skills: In-House Training The main purpose of this workshop is to equip and enable people in a portfolio management office and PMO to effectively and efficiently support the Executive Leadership and Operational Management to plan, implement, manage, and evolve portfolio management in their organization. There is a deliberate focus on preparing you to become a strong and effective change advocate for meaningful portfolio management that delivers objective measurements of benefit contribution towards the strategic objectives to lead, manage, and continuously improve portfolio management governance, processes, and frameworks with and through the direction of a portfolio practice, principles, and delivery boards. What you Will Learn At the end of this program, you will be able to: Articulate the benefits of portfolio management Link the initiatives in an organization with its strategic objectives Participate in the introduction of portfolio management in an organization Create or improve the portfolio governance structure Lead the inventory of ongoing and new initiatives Assist the executives in the prioritization of initiatives through the use of Multi-criteria Analysis and other selection tools Support the executives in balancing the portfolio based on the optimal use of resources and priorities Create a portfolio delivery plan Define thresholds and variance reporting criteria Assist the executives and the financial team in the definition of Stage Gate Funding Lead the Stage Gate reviews Analyze the benefits that are being realized by the initiatives Foundation Concepts Definitions Benefits of Portfolio Management Objectives of Portfolio Management Portfolio Life Cycles Governing the Portfolio Portfolio Governance structure Roles and responsibilities Initial activities when starting portfolio management Prioritizing Initiatives Prioritize purpose Multi-Criteria Analysis Analytical Hierarchy Process (AHP) Strategic alignment Balancing the Portfolio Allocating resources and budgets Communicating decisions of initiatives status Planning the Portfolio Planning review cycles Using Stage Gate Funding Setting thresholds and variance reporting Tool examples Managing the Portfolio Delivery Project and Program Life Cycles Stage Gate Reviews Loop back to Prioritize, Balance and Plan Interaction with the Portfolio Delivery Board Project, Program and Functional Managers' roles and responsibilities

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