268 Leadership courses near Cork

NOCN NVQ Level 3 Diploma in Supervising Hire and Rental Operations

Scrum Master and Product Owner Workshop This workshop builds on the specific roles and responsibilities of the Product Owner and Scrum Master in a Scrum environment, and how they need to work together as part of the Scrum methodology. During these sessions, you will explore who does what before, during, and after the Scrum Sprint cycles, as well as how to make the process work best in your specific Agile environment. You will come away from this workshop with a much deeper understanding of the roles and responsibilities so that individual performance improves on the job. Improved target results include providing focused leadership, making effective decisions, guiding Agile teams, and delivering business value. Foundation Concepts Agile History, Values, and Mindset Introduction to Scrum Scrum Events Scrum Artifacts Scrum Roles and Responsibilities Scrum Roles Product Owner Responsibilities Scrum Master Responsibilities The Scrum Team Responsibilities Cross-functional Teams Product Ownership Product Ownership Vision Understand Your Customers and Market Stakeholder Management and Engagement Product Backlog What is a User Story? Epics and User Stories Acceptance Criteria Preparing User Stories for a Sprint Definition of Ready (DoR) and Definition of Done (DoD) User Story Estimation Using Planning Poker Backlog Grooming Roadmaps, Story Maps, Impact Mapping Product Backlog Prioritization, MoSCoW, Kano Analysis Technical Debt The Sprint Team Capacity and Velocity Planning Sprint Planning Meeting and Sprint Plan The Sprint: Learning to Become Self-managing, Self-organizing, Self-improving Sprint Review Meeting Retrospectives Project Progress and Completion The Daily Scrum The Task Board and The Burndown Chart Information Radiators Closing a Scrum Project Summary and Next Steps Review of course goals, objectives, and content

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

Performance management, Managing Performance, Employee engagement,

High Performing Teams. Moccasin Approach, Moccasin Manager,

No one teaches you how to effectively chair a board of directors -- until now. This brief, insightful program offers the real-world tools and skills you need to be a vital boardroom leader.

Circles of adults is a process that ‘listens deeper’ to generate reflective problem solving that can create lasting behaviour change and effective behaviour intervention plans. This is a particularly valuable process for those looking to enhance their leadership and facilitation skills or to build such processes into their school or team approach to complex pupils. ‘The question is not should they be here anymore. Now it’s how can we figure out how best to include them?’ In this practical workshop session we will explore ways of problem solving around complex situations. The session will be practical and will aim to allow the sharing of experiences and good practice as well promoting innovative approaches to problem solving around systemic, organisational as well as individual inclusion issues. Behaviour problems, relationship challenges and personnel dilemmas can all be worked on with these team oriented problem solving processes. We will introduce participants to a powerful and effective approach. The ‘Circles of Adults’ approach addresses the need for a problem solving process that is able to take an in-depth look at meeting the emotional needs that commonly underlie challenging behaviour in schools. The approach is co-facilitated and is designed to enable the participation of teacher teams to reach a deeper understanding of a young person and to evolve a set of hypotheses and emerging strategies that better accommodate to unmet emotional and learning needs. The approach takes at least 90 minutes and is intended for use with the most challenging young people, those at high risk of being permanently excluded from the regular school system. Learning Objectives Increased confidence regarding problem solving around inclusion in mainstream settings Access to a wider range of practical strategies and techniques to impact on communication, realtionship, learning and behaviour issues Learn new problem solving processes Course Content The course answers the questions : How to set up and run a Circle of Adults process How can we work out how to include this child best? How can we understand what lies beneath their behaviour? Is there a more structured way to run this meeting? Can we explore the emotional impact the person is having on us and still agree strategies? How can I get unstuck from this problem?

New Covid 19 inspired course to deepen participants understanding of stress, trauma and anxiety. We will work with them to strengthen them and build resilience. This work is particularly relevant to school and other teams returning to school post Covid-19 lock down experiences or similar. The training can be delivered virtually on Teams or Zoom or face to face safely. Course Category Team Building Leadership Emotional needs Description In this course we deepen participants understanding of stress, trauma and anxiety and will work with them to strengthen them and build resilience. This work is particularly relevant to school and other teams returning to school post Covid-19 lock down experiences or similar. The training can be delivered virtually on Teams or Zoom or face to face safely.  Learning Objectives Participants will: Deepen their understanding of stress, trauma and anxiety Develop creative resources for self-care Experience a reflective space in which they feel heard and validated Share narratives and strategies and develop solidarity Create a shared vision for achieving resilience within teams Who Is It For? Any team that is returning to workplace following Covid-19 lockdown or other traumatic events Any team that wants to build strength and resilience Course Content Overview of session, goals and ground rules Confidential listening: story so far… experiences shared – opportunity for mutual support. All shared in strictest confidence unless serious or dangerous. What we know about staying strong and resilient – taught input with short activities covering: Understanding anxiety and stress and how to manage/process both – what’s there already/what’s needed – building a resilience toolkit. What to do about eating, sleeping and worrying? The nature of change and chaos Building trust in each other – with activity The impact of trauma Empowering cooperative teamwork Importance of nurture and inclusion The long view – the power of individual people in our lives who really care and the impact we each make on young people Share collective ideas and resources for building strength Shared vision for a strong, resilient staff – teams that are abiding, constant, durable, established, fast, firm, lasting, firm but flexible, reliable, secure, sound, steadfast, strong, sturdy, sure and well-founded.

Agile project management, already widely used for software development, is increasingly recognised as having much more general application. Continuous improvement programmes, business change projects, new technology development, research and development and a variety of other scenarios characterised by rapid change and high uncertainty can all benefit from an Agile approach. This programme presents the concepts and methods of Agile project management, and shows how to apply them to a range of project and change management situations. Participants will learn: how Agile project management can help with project and change management the 4 values and 12 principles of the Agile 'manifesto' and the range of Agile methodologies how to apply Agile project management methods and techniques in a range of project scenarios alternative Agile project management methods and how they can be applied and adapted what makes Agile project teams succeed the key roles and responsibilities needed to enable Agile project teams to work effectively how to encourage an Agile mindset within their organisation and how to move toward an Agile approach to managing projects 1 Introduction to Agile project management Overview of 'classical' project management and methodologies The link between project success and management performance Limitations of classical approaches and the need for Agile methods The 4 values and 12 principles of the Agile manifesto explained Agile project management values:Individuals and interactions over processes and toolsWorking outputs over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan The cultural challenges of using Agile project management Choosing when and how to adopt Agile project management 2 Initiating a project using Agile project management Some key Agile methodologies explained: SCRUM, XP, Crystal Identifying and engaging project stakeholders; defining roles and responsibilities Setting the project vision and goals; defining project scope The Agile approach to requirements capture and elicitation of needs Tools and techniques for capturing and characterising requirements The role of documentation, reporting and process management 3 The Agile approach to definition and planning Understanding Agile planning; the 'planning onion' concept Developing the culture needed for collaborative involvement and iterative planning Defining project deliverables; the 'product backlog' concept Tools and techniques for defining and prioritising requirements in Agile projects Understanding and applying Agile estimating techniques Dealing with uncertainty and managing risks 4 The Agile approach to execution and delivery The results orientated, fast adapting culture of Agile teams The monthly 'Sprint' process for project planning and review The disciplines needed for effective daily SCRUM meetings Reviewing progress, managing change and project reporting Testing, completing and handing over of work packages Managing the interface between the project team and the business 5 Leadership and teamwork in Agile project teams Why Agile teams are different: the importance of individuals and interactions The skills and attributes needed to lead an Agile project team The challenges faced and skills needed by Agile team members Recognising team development needs; adopting the right leadership style Making the transition from project manager to Agile coach Key coaching skills explored: mentoring, facilitating, managing conflict

Project Management Fundamentals for IT Projects: In-House Training A number of factors impact the new project manager's role within IT - for instance, the need to fully integrate IT into the business improvement process and the advent of distributed technology and Business Process Reengineering. As a result, the range of activities required of a new project manager has greatly increased, as well as the range of people with whom he or she interacts. This workshop enables you to minimize the problems inherent in managing a systems development project. What You Will Learn You'll learn how to: Articulate the benefit of using a project management methodology, processes, and various life cycles for IT projects Articulate on various standards and maturity models that provide benefits to performing organizations that manage IT projects Describe governance, gating, and the processes required for project origination Conduct a stakeholder analysis and describe its benefits throughout the project life cycle Gather good requirements, develop a work breakdown structure (WBS), and establish a baseline project plan Execute against the baseline project plan while managing change and configuration items Monitor and control the project activities using the baseline project plan and earned value management concepts Close the project by conducting scope verification, procurement audits, gathering lessons learned, archiving project records, and releasing resources Getting Started Course goal Course structure Course goals and objectives Foundation Concepts Key definitions and concepts Methodologies, processes, and project life cycles Project success factors and the benefits of standards and models Project Originating and Initiating Originating projects Initiating projects Planning Stakeholder Engagement and Resource Management Planning stakeholder engagement Planning human resources management Developing effective leadership skills Planning Scope and Quality Management Planning project scope Planning project quality Planning Schedule Management Planning project time Identifying schedule activities Sequencing schedule activities Estimating activity resources and time Developing project schedule Optimizing the project schedule Planning Risk and Cost Management Planning for project risks Planning project costs Estimating project costs Developing a project budget Planning Communication and Procurement Management Planning project communications Planning project procurements Project Executing, Monitoring and Controlling, and Closing Project executing Project monitoring and controlling Project closing