920 Courses in Manchester

This Tableau Desktop Training intermediate course is designed for the professional who has a solid foundation with Tableau and is looking to take it to the next level. For Private options, online or in-person, please send us details of your requirements: This Tableau Desktop training intermediate course is designed for the professional who has a solid foundation with Tableau and is looking to take it to the next level. Attendees should have a good understanding of the fundamental concepts of building Tableau worksheets and dashboards typically achieved from having attended our Tableau Desktop Foundation Course. At the end of this course you will be able to communicate insights more effectively, enabling your organisation to make better decisions, quickly. The Tableau Desktop Analyst training course is aimed at people who are used to working with MS Excel or other Business Intelligence tools and who have preferably been using Tableau already for basic reporting. The course is split into 3 phases and 9 modules: Phase 1: AMPLIFY MODULE 1: CHECK ABILITIES Revision – What I Should Know What is possibleHow does Tableau deal with dataKnow your way aroundHow do we format chartsHow Tableau deals with datesCharts that compare multiple measuresCreating Tables MODULE 2: COMBINE DATA Relationships Joining Tables – Join Types, Joining tables within the same database, cross database joins, join calculations Blending – How to create a blend with common fields, Custom defined Field relationships and mismatched element names, Calculated fields in blended data sources Unions – Manual Unions and mismatched columns, Wildcard unions Data Extracts – Creating & Editing Data extracts MODULE 3: ADVANCED CALCULATIONS Row Level v Aggregations Aggregating dimensions in calculations Changing the Level of Detail (LOD) of calculations – What, Why, How Adding Table Calculations Phase 2: ANALYSE MODULE 4: EXPAND APPLICATION Making things dynamic with parameters Sets Trend Lines How do we format charts Forecasting MODULE 5: ADVANCED MAPPING Using your own images for spatial analysis Mapping with Spatial files MODULE 6: DATA COMPARISONS Advanced Charts Bar in Bar charts Bullet graphs Creating Bins and Histograms Creating a Box & Whisker plot Phase 3: ACT MODULE 7: ADVANCED DASHBOARDS Using the dashboard interface and Device layout Dashboard Actions and Viz In tooltips Horizontal & Vertical containers Navigate between dashboards MODULE 8: PRESENT STORIES Telling data driven stories MODULE 9: ENABLE DECISIONS What is Tableau Server Publishing & Permissions How can your users engage with content This training course includes over 25 hands-on exercises and quizzes to help participants “learn by doing” and to assist group discussions around real-life use cases. Each attendee receives a login to our extensive training portal which covers the theory, practical applications and use cases, exercises, solutions and quizzes in both written and video format. Students must bring their own laptop with an active version of Tableau Desktop 2018.2 (or later) pre-installed. What People Are Saying About This Course “Course was fantastic, and completely relevant to the work I am doing with Tableau. I particularly liked Steve’s method of teaching and how he applied the course material to ‘real-life’ use-cases.”Richard W., Dashboard Consulting Ltd “This course was extremely useful and excellent value. It helped me formalise my learning and I have taken a lot of useful tips away which will help me in everyday work.” Lauren M., Baillie Gifford “I would definitely recommend taking this course if you have a working knowledge of Tableau. Even the little tips Steve explains will make using Tableau a lot easier. Looking forward to putting what I’ve learned into practice.”Aron F., Grove & Dean “Steve is an excellent teacher and has a vast knowledge of Tableau. I learned a huge amount over the two days that I can immediately apply at work.”John B., Mporium “Steve not only provided a comprehensive explanation of the content of the course, but also allowed time for discussing particular business issues that participants may be facing. That was really useful as part of my learning process.”Juan C., Financial Conduct Authority “Course was fantastic, and completely relevant to the work I am doing with Tableau. I particularly liked Steve’s method of teaching and how he applied the course material to ‘real-life’ use-cases.”Richard W., Dashboard Consulting Ltd “This course was extremely useful and excellent value. It helped me formalise my learning and I have taken a lot of useful tips away which will help me in everyday work.” Lauren M., Baillie Gifford “I would definitely recommend taking this course if you have a working knowledge of Tableau. Even the little tips Steve explains will make using Tableau a lot easier. Looking forward to putting what I’ve learned into practice.”Aron F., Grove & Dean “Steve is an excellent teacher and has a vast knowledge of Tableau. I learned a huge amount over the two days that I can immediately apply at work.”John B., Mporium

In today's competitive business world firms are under unprecedented pressure to deliver value to their shareholders and other key stakeholders. Senior executives in all parts of the organisation are finding that they need some degree of financial know how to cope with the responsibility placed on them as business managers and key decision-makers; monitoring and improving business performance, investing in capital projects, mergers and acquisitions: all require some degree of financial knowledge. The key financial skills are not as difficult to learn as many people believe and in the hands of an experienced senior executive they can provide a formidable competitive advantage. After completing this course delegates will be able to: Understand fundamental business finance concepts; understand, analyse and interpret financial statements: Profit Statement, Balance Sheet and Cashflow Statement Understand the vital difference between profit and cashflow; identify the key components of working capital and how they can be managed to generate strong cashflow Evaluate pricing decisions based on an understanding of the nature of business costs and their impact on gross margin and break-even sales; managing pricing, discounts and costs to generate strong business profits; understand how lean manufacturing methods improve profit Use powerful analytical tools to measure and improve the performance of their own company and assess the effectiveness of their competitors Apply and interpret techniques for assessing and comparing investment opportunities in capital projects, business acquisitions and other ventures; understand and apply common methods of business valuation Understand the role of business finance in formulating and implementing competitive business strategy; the role of budgeting as part of the planning process and the various approaches to budgeting and performance measurement 1 Basic principles Delivering value to key stakeholders Accounting concepts, GAAP, IFRS and common terms Understanding and using the balance sheet Understanding and using the profit statement Recognising the vital difference between profit and cashflow Understanding and using the cashflow statement What financial statements can and cannot tell us 2 Managing and improving cashflow Sources of finance and their advantages and disadvantages What is working capital and why is it so important? Managing stocks, debtors and creditors Understanding how working capital drives business growth Understanding and avoiding the over-trading trap Unlocking the funds tied up in fixed assets: asset backed loans and leasing 3 Managing and improving profit Understanding how profits generate cashflow The fundamental nature of costs: fixed and variable business costs Understanding gross margin and break-even How common pricing methods affect gross margin and profit Effective strategies to improve gross margin Using value chain analysis to reduce costs Lean manufacturing methodsUnderstanding Just-in-time, 6 Sigma and Kaizen methods Improving profitEffective and defective strategies 4 Measuring and managing business performance Measures of financial performance and strength Investor behaviour: the risk and reward relationship Return on investment (ROI): the ultimate measure of business performance How profit margin and net asset turnover drive return on net assets Why some companies are more profitable that others Understanding competitive advantage: cost and differentiation advantage Why great companies failWhat happened to Kodak? Using a 'Pyramid of Ratios' to improve business performance Using Critical Success Factors to develop Key Performance Indicators 5 Budgeting and forecasting methods Using budgets to support strategy Objectives and methods for effective budgets Using budgets to monitor and manage business performance Alternative approaches to budgeting Developing and implementing Balanced Scorecards Beyond Budgeting Forecasting methods and techniques Identifying key business drivers Using rolling forecasts and 'what-if' models to aid decision-making

This very practical one-day programme provides participants with the skills and knowledge required to be an effective member of the procurement team and to enable them to procure a wide range of resources for the organisation, in a compliant and cost-effective manner. It also empowers them to be able to collaborate with all key stakeholders. By the end of the programme participants will be able to: Understand the basic concepts of good procurement practice Apply a range of tools and techniques for developing scopes of work and specifications Apply various methods to select and evaluate suppliers Develop robust contract award strategies Appreciate the commercial importance of effective procurement and opportunities to reduce cost and add value Develop appropriate procurement strategies depending on risk and value Appreciate the legal aspects of procurement 1 Welcome Introductions Aims and objectives Plan for the day 2 The basics of procurement The concept of total cost of ownership v price The procurement cycle The roles of the customer and the contractor Impact upon profit 3 Specification process Importance of effective specifications Specification development process Types of specification Team approach Use of performance specifications Early supplier involvement (ESI) / early contractor involvement (ECI) 4 Quality Concepts and practices Defining 'fit for purpose' Conformance to requirements Compliance to standards Role of the supplier Quality assurance tools and techniques 5 Procurement methods RFP RFQ ITT Negotiated procurement Strategic partnerships Outsourcing 6 Tendering How to undertake a formal tendering process Business case to award Critical stages in the process Risks and benefits 7 Tender evaluation How to undertake a quotation analysis Tools of analysis Use of VFM models Role of the customer Comparisons around cost, quality, and delivery 8 Supplier selection and evaluation Developing critical selection criteria Using the 10Cs model Importance of effective selection process Weighting systems Importance of validity and evidence 9 Capital equipment procurement Life cycle cost issues Payback calculations Compatibility issues Maintenance and training issues After-sales support 10 Supplier relationships Corporate social responsibility issues Communication 360 feed-back Open and ethical Initial understanding Clear and fair terms and conditions 11 Close Review of key learning points Personal action planning

When staff are new to sales it can seem daunting, especially when they have targets to meet. If the staff you need to promote your products and services get it wrong then it can knock their confidence and negatively impact how your customers see you as an organisation. This programme provides staff with the basic skills they need to sell. This course will help participants: Profile customers Research and identify potential new customers Use the consultative sales process Build effective rapport with customers Identify customer needs through effective questioning and listening Position products and services effectively Close the sale or gain commitment to further action Manage their customer portfolio to maximise sales 1 Introduction Aims and objectives of the training Personal introductions and objectives Self-assessment of existing sales skills Overview of content 2 Knowing your customers Who are your customers, and what do they want from you? What are your strengths, compared to your competitors? Who are your new potential customers? How do you communicate with new customers? What do you need to know about your customers before you start to sell? Making the initial approach Planning your pipeline - keeping the customers coming 3 The four-step sales process Overview of the consultative sales process Key benefits of using the consultative sales process Focusing on behaviours not targets The behaviours of a good salesperson Common pitfalls and mistakes Personal strengths and weaknesses 4 Building rapport First impressions - Mehrabian theory of communication Short cuts to building rapport Looking out for clues as to how the customer is thinking Looping back to keep the conversation flowing Acknowledging past communication Dealing with emotions such as anger Setting the agenda to keep control Getting past gatekeepers 5 Questioning and listening How to ask open questions to uncover information Left brain questions When closed question can be useful What stops us listening? The four levels of listening How to develop your listening skills 6 Presenting products and services to customers When to present Using benefits not features Making it personal Using reciprocity The tendency towards the middle Using consistency 7 Gaining commitment Testing the water Dealing with objections using ACLEO Asking for the business Getting referrals Ending with a personalised close Following-up 8 Managing your customer pipeline Spotting opportunities for cross-sales Managing your portfolio Maximising sales proactively Review meetings Customer satisfaction measures and surveys Mystery shopping 9 Putting it all together Skills practice Personal learning summary and action plans

What do engineers and project managers need to know of finance? 'Nothing - leave it to the accountants!' No, no, no! Engineers must be conversant with the terminology and statements that accountants use. Technical expertise in projects, service delivery, production or other areas can only really be harnessed if the managers understand the accounting and reporting that drives businesses. This course gives the necessary understanding to project, production and technical managers. It develops their skills in understanding financial and management accounting. Accountants may not always like it but a major part of their work is to be the 'servants of business' and to gather, compile and present your figures. So you must understand the figures - they belong to you, your processes or projects. There are many reasons for maintaining accurate accounts. This course focuses on the strategic issues (those over-used words) - what figures reveal about the drivers of business and what they reveal about the day-to-day issues that accountants bother you with. The course will enhance your understanding of finance and of the accounting issues which affect your projects, production and technical areas of business. This course will help you: Understand the business world in figures - make sense of what the accountants are telling you Appreciate what drives business - and how this affects your role in your part of the business Relate your activities to the success of the business - through figures Gain the skills to advance in management - financial awareness is a 'must have' if you are to progress in your career 1 What do accountants do? The finance function, types of accountant, financial v management accounting and the treasury function Understanding the role of the finance function and how the information you provide may be used 2 The basic financial statements Balance sheets and income statements (P&L accounts) What they are, what they contain and above all what they can reveal - how to read them The accounting process - from transactions to financial statements What underpins the statements - accounting systems and internal controls 3 Why be in business - from a financial perspective The driving forces behind financial information Performance measures - profitability, asset utilisation, sales and throughput, managing capital expenditure 4 Accounting rules - accounting standards Accounting concepts and the accounting rules: accruals, 'going concern' - substance over form and other 'desirable qualities' Accruals - why the timing of a transaction is so important to the finance function Depreciation and amortisation - the concepts and practice Accounting standards - the role of International Financial Reporting Standards 5 Cash The importance of cash flow - working capital management Cash flow statements - monitoring overall cash flows Raising cash - levels of borrowing, gearing Spending cash - an outline of capital expenditure appraisal 6 Budgeting Why budget? - good and bad practice Determining why budgets play a key role and should not be simply an annual ritual Justifying your budgets - the link between the strategic plan and day-to-day budgeting - alignment of company culture Budgets as motivators - the importance of the right culture Techniques to improve budgeting - whether day-to-day or capital budgeting 7 Costing The type and detail of costing very much depends on your business - eg, manufacturing piston rings is quite different from the construction of a power plant Issues with overhead allocation Accounting for R&D 8 Reading financial statements Annual financial statements - why they are produced, what's in them and what you should look for Learning what a set of accounts reveals about a company's current situation, profitability and future prospects 9 Performance measurement - analytical reviews and ratio analysis ROI/ROCE Profitability, margins and cost control Sales - asset turnover Efficiency (asset / stock turnover, debtor / creditor days) 'City' measures Investment (interest / dividend cover, earnings per share, dividend yield)

This highly practical one-day workshop has been designed specifically to help maximise sales where customers make contact by telephone. When customers contact us direct they have clearly already considered the possibility that they might buy from us, but we're still only half-way to making a sale. Unless we fully understand their needs and make it easy for them to buy, we may not secure the business. This workshop concentrates on the telephone skills and techniques needed to achieve the most positive outcome in any inbound customer call. A combination of excellent customer service skills and savvy sales awareness techniques will increase our chances of a successful outcome for both parties. The programme features the unique INBOUND model, to help remember the key principles for effective inbound telephone sales: Initial impressions Needs of the customer Bring them with you Open up the conversation Understand the triggers Narrow down the solutions Decision time! The programme also covers how to deal with difficult calls and challenging people - after all, every complaint is a sales opportunity! This programme will help participants: Create the perfect interaction with any customer making contact by telephone Make every call count Build rapport quickly in any situation Handle difficult calls and challenging people Create sustainable and profitable relationships Increase your sales conversions 1 The inbound sales process Each customer who contacts us will be at a different stage of the sales process. Some might be making general enquiries whilst others will be ready to commit, having made most of their decisions already. Sales and customer service people need to be ready to find out the stage the customer has reached before helping them to make the right decision for them 2 Engaging with the customer Having clarified where the customer is on their journey to making a purchasing decision, our next responsibility is to create and build a trusting relationship on both sides. This involves establishing rapport quickly to ease the communication process, thus enabling smooth transactions, both now and in the future 3 Questioning and listening skills for gathering information Developing these skills requires practice so that the communication becomes natural for the customer. This helps the customer to feel comfortable with us and work with us towards an effective solution. We discuss different types of question and how to use high-gain questions to uncover key information. Active listening will ensure that we can really help customers get what they need 4 Overcoming objections and excuses If we have followed the process properly and really understood the customer, then there should no further objections or barriers to completing the transaction. The reality is that there will still be the occasional issue that needs clarifying, so we need to prepare for possible objections and questions that customers might have. This includes probing objections so that we fully understand the customer's perspective before constructing suitable responses or solutions 5 Gaining commitment and ending the call Customers want to gain a solution to the issue they are facing and the sooner we can help them achieve that the better. Guiding the customer and helping them to believe in their own decision is part of our role. This section is dedicated to getting commitment all the way along the process, not just at the close 6 Dealing with difficult and challenging situations The realisation that everybody is different, with different personality types, different ways of looking at the world and different goals, is key to understanding sales. With this is mind we discuss these differences and how we adapt our approach to ease communication and maintain trust and understanding 7 Action plans Course summary and presentation of action plans

All organisations today operate in an environment of constant and rapid change. Managing this change effectively is often achieved through a portfolio of formal projects. Many organisations today have qualified and experienced project management staff to run their projects. Some organisations today have dedicated functions, staff or processes to support their project management teams. The very largest organisations have in-house Enterprise Programme Offices, or project management specialists in corporate audit or risk functions; or organise 'Red Team Reviews' of a project by other staff with project management experience who are not participating in the reviewed project. But for many mid-size businesses and SMEs - and even some larger organisations - these resources are simply not available. For them, having access to external expertise to assure project management disciplines and to coach project managers can be a major contributor to project success. Such reviews can take place at project initiation; at major stage-gates (especially if significant capital is to be committed at the stage-gate); or at any other time if concerns arise concerning project quality, cost or timescales. And it is for those organisations that we offer the necessary expertise, on an ad hoc basis, in reviewing projects and coaching senior project management staff. A document review and workshop led by one of our consultants can help you assess whether: The strategic goals and priorities for the project are clear and being addressed Governance of the project within the business is defined and being effectively executed Project roles and responsibilities are clear and effective The credibility and robustness of the project plan can be enhanced Performance measures and reporting procedures are effective Critical risks are identified and being managed and contingencies are agreed The roles, responsibilities and capabilities of the key players in the project team are fit for purpose Budgets are realistic and costs being managed effectively Communication and change management activities are effectively planned and being executed At your discretion, you can capture the outcomes from the workshop for yourselves, in terms of identifying opportunities for improvement, or you can have our consultant write a report and make recommendations to you.

We look at 4 key areas on how to build successful teams in our Early Years environments. Managing the People, looking at personality types. Setting the Envrironment using Maslows Hierarchy of needs for staff. Solving the Problems in teams. Encouraging the Performance.

M&O of engineering plant and services is becoming more important to the success of the core business. To select the right M&O technique for specific plant and equipment it is necessary to know what options are available, what they deliver and how they should be implemented. This course will help you consider options and techniques that provide best value based on that thorough understanding of the business need. M&O will increasingly be required to demonstrate it is delivering the optimum of cost and value and the main purpose of the course is to show how this can be achieved. Note: this is a purely indicative list of topics that can be covered. The content, duration, objectives and material used would all be adapted to match your specific requirements. This course will help you: Determine what the business needs from the M&O service Determine the cost and value of the various M&O options Prepare and present the business case for the selected M&O strategy Introduce meaningful KPIs based on performance-based service by the M&O provider Undertake a review of current M&O and make recommendations for improvement Introduce energy and carbon management performance criteria in M&O Better deal with project risk and uncertainties Motivate others to deliver a reliable and cost effective M&O service Note: this is a purely indicative list of topics that can be covered. The content, duration, objectives and material used would all be adapted to match your specific requirements. 1 What is maintenance and what is operation? - their relative importance to the business 2 Comparison of the various maintenance options and techniques, including: Planned preventative Run to failure Condition monitoring Business focused Business critical Total productive Reliability centred maintenance 3 Forms of contracts and service, including: Comprehensive Input driven Output driven Limited replacement Performance based M&O 4 Selecting the right options and making the business case 5 Continuous commissioning as a tool for delivering best value 6 Case studies

Agility has become a prized business attribute. Although Agile methods were once most associated with software development, they are now applied in a host of different areas. Agile continues to find new applications because it is primarily an attitude. This programme delivers a solid grounding in both the Agile mindset and Agile methods. It covers three methods, illustrates the benefits of each and shows how they can be integrated. It includes practical techniques as well as background knowledge. By the end of the session, participants will be able to: Apply Agile concepts to self-manage their work Understand the roles people take on in Agile teams Use a variety of techniques to help deliver customer satisfaction Focus on delivering against priorities Employ a range of estimating techniques 1 Introduction Overview of the programme Review of participants' needs and objectives 2 The basics of Agile What makes Agile different Agile Manifesto and Principles Using feedback to deliver what is needed 3 Agile teams Multi-disciplinary teams Team size and empowerment Agile values 4 Agile at the team level - Scrum Scrum roles Scrum 'events' Scrum 'artifacts' 5 Agile for teams juggling multiple demands - Kanban Taking control of the work Improving throughput Dealing with bottlenecks 6 Agile in projects - AgilePM The phases of an Agile project Managing change requests Delivering on time 7 Estimating T-shirt / Pebble sizing Yesterday's weather Planning poker 8 Pick 'n' mix - some useful techniques The daily stand-up User stories Retrospectives Work-in-process limits Burndown charts Minimum viable product A / B testing 9 Review and action planning Identify actions to be implemented individually Conclusion