607 Leadership courses in Linlithgow delivered Live Online

Are you a manager? Do you want to know how to handle mental health and wellbeing conversations in your team? Engaging, informative and supportive you won't want to miss this practical workshop with experienced counsellor and business coach, Cami Rose.

Introduction to Project Management (Virtual) This course provides practical insights into what is project management and how it is performed in a structured manner.You will learn how projects are selected, initiated, planned, executed, monitored and control, as well as closed, which could serve you ubiquitously. The goal of this course is to provide a minimally essential orientation to practical project management concepts, tools, and techniques. You will be provided with enough of these that can be applied from both a project manager and a key stakeholder perspective. Getting Started Introductions Course orientation Participants' expectations Foundation Concepts Key terms and concepts Organizational framework Leadership framework Originating and Initiating Originating projects Initiating projects Planning Planning overview Scope and quality planning Resources and risk planning Schedule and cost planning Project baselining Executing and Controlling Executing Monitoring and Controlling Closing Project closing overview Closing administratively Closing financially

In January 2024 alone, reports were published about the SRA taking enforcement action against 3 firms and 4 individuals for failure to comply with the Money Laundering Regulations 2017. The fines issued for these non-compliances total over £570,000 plus costs. The absence of staff training, or requirement to complete additional training, was noted in a number of these cases. Action has not only been taken against solicitors, but also other individuals who are not regulated by the SRA, whose breaches were so serious that the SRA felt compelled to take action.  As all SRA enforcement action, from rebukes to fines, is published by the SRA, the potential financial and reputational impact upon firms may be felt by all staff, regardless of whether they had any direct involvement with the non-compliance. This course will cover the following to assist support staff in understanding the fundamental aspects of AML. The basics of what AML is In scope / not in scope work for AML POCA / TA PCPs - CDD & EDD Clients Risks – what could raise a risk? Reporting to the MLRO / MLCO Tipping off Target Audience The online course is suitable for support staff or legal practitioners wanting to understand the basics of AML. Resources Comprehensive and up to date course notes will be provided to all delegates which may be useful for ongoing reference or cascade training. Please note a recording of the course will not be made available. Speaker Helen Torresi, Consultant, DG Legal Helen is a qualified solicitor with a diverse professional background spanning leadership roles in both the legal and tech/corporate sectors. Throughout her career, she has held key positions such as COLP, HOLP, MLCO, MLRO and DPO for law firms and various regulated businesses and services. Helen’s specialised areas encompass AML, complaint and firm negligence handling, DPA compliance, file review and auditing, law management, and operational effectiveness in law firms, particularly in conveyancing (CQS).

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

University First and Second Year - Diploma in Business Management (Level 4&5) - Pathway to BA (Hons) Business Management Level 4 Diploma in Business Management - 8 -12 months - 120 Credits Level 5 Diploma in Business Management - 8 - 12 months - 120 Credits Level 4 is the equivalent of the first year of a Bachelor’s Degree programme. it provides students with 120 university credits upon completion. Level 5 is the equivalent to the second year of a Bachelor’s Degree programme, it provides students with 120 university credits upon completion. It is also equivalent to an HND diploma. Course Details Each module consists of 40 guided learning hours of material with an additional 30-50 hours worth of optional materials which comprise of recommended exercises, recommended readings and internet resources. Within the modules are self-testing exercises. You must take care in answering these. Although they are not marked nor do they count towards your final assessment, the marking is tested against your scoring on the final assessment to check for consistency of score. The modules are written against prescribed learning outcomes defined by the Qualifications and Credit Framework (QCF) administered by Ofqual, the Government appointed regulator. In addition, the learning outcomes are articulated against MSBM Awarding Bodies curriculum who is a recognised awarding body monitored and assessed by QAA, the Quality Assurance Agency, the Government appointed quality assurance body. Successful completion of the full Level 4/5 Extended Diploma in Business Management and final year of an accredited Undergraduate Degree programme, will give students the right credentials to go on and apply for a job in marketing, accounting, human resources, management or business consultancy. Accreditation All MSBM courses are accredited by the relevant partners and awarding bodies. Please refer to MSBM accreditation in about us for more details. University Progression University Top-up On completion of this course, students have the opportunity to complete a Bachelors degree programme from a range of UK universities. The top-up programme can be studied online or on campus. The top-up comprises the final 120 credits which consist of either a dissertation or a dissertation and one module. Examples of University Progression BA (Hons) in Business Management (top-up) awarded by the University of Chichester delivered through London Graduate School.  Anglia Ruskin University - BA (Hons) Management (Top-Up). Entry Requirements For entry into Level 4 or 5 Diploma in Business Management, learners must possess the following: * Relevant/Local Board of Examination Result in your Country, which must include at least 5 'C' Grades in English and 4 other subjects. * Mock Examination Result can also be accepted for initial Conditional Admission, pending the release of the Board of Examination Result. (This is assessed on a case by case basis) * Learner must be 18 years or older at the start of the Course. OR * Mature Learners (21 years or older) with work experience in supervisory, leadership or management roles. (This is assessed on a case by case basis). Workshops Workshops are conducted by live webinars for online students. Classroom workshops are available if there is a local branch in your country. Speak our course advisors on this subject. Visa Requirements There is no Visa requirement for this programme.

In January 2024 alone, reports were published about the SRA taking enforcement action against 3 firms and 4 individuals for failure to comply with the Money Laundering Regulations 2017. The fines issued for these non-compliances total over £570,000 plus costs. The absence of staff training, or requirement to complete additional training, was noted in a number of these cases. As a manager of a law firm, or more crucially an MLRO or MLCO, the ultimate responsibility for the firm's compliance, including with the MLR 2017, lies with you. It is your responsibility to ensure that the firm puts in place, reviews and updates compliant policies, controls and procedures. You must ensure that the firm maintains an up to date practice wide risk assessment. You are required to ensure that your employees are regularly given training on the MLR 2017 and associated risks. If a breach occurs, the SRA will take a wider look at the firm and identify any supervisory deficiencies that may have contributed to failures by fee earners or support staff. It has proven that it will not shy away from holding to account managers, compliance officers and MLRO/MLCOs for failures by their firms to comply with requirements of the MLR 2017. This course will cover the following to assist firms MLROs, MLCOs and Management with fulfilling their AML management responsibilities: How to comply with your obligations and stay compliant FWRA – linked with PCPs Mandatory AML Policies and Procedures - SRA have concerns Training and supervising staff Audits SRA requirements Reporting SARS POCA/TA Fulfilling reporting officer and compliance officer duties Target Audience The online course is suitable for MLROs, MLCOs, firm management and those supporting these roles. Resources Comprehensive and up to date course notes will be provided to all delegates which may be useful for ongoing reference or cascade training. Please note a recording of the course will not be made available. Speaker Helen Torresi, Consultant, DG Legal Helen is a qualified solicitor with a diverse professional background spanning leadership roles in both the legal and tech/corporate sectors. Throughout her career, she has held key positions such as COLP, HOLP, MLCO, MLRO and DPO for law firms and various regulated businesses and services. Helen’s specialised areas encompass AML, complaint and firm negligence handling, DPA compliance, file review and auditing, law management, and operational effectiveness in law firms, particularly in conveyancing (CQS).

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?

Gain the clarity and confidence to take on inspections successfully with this actionable workshop.

Level 7 Diploma In Risk Management Pathway To MSc In Risk Management Level 7 Diploma in Risk Management (QCF) – 6 - 8 Months Credits: 120 Credits The objective of the Level 7 Diploma in Risk Management is to provide learners with the skills and understanding of risk management that align with good strategic decision making to maintain organisations’ competitive advantage. The OTHM Level 7 Diploma in Risk Management programme provides an in-depth understanding of risk and its application in practice both for financial and non-financial organisations. Learners will learn both theoretical and practical understanding of risk including risk measurement and modelling. This programme is a Pathway programme to MSc in Risk Management. Course Details The Level 7 Diploma in Risk Management qualification consists of 6 mandatory units making a combined total of 120 credits, 1200 hours Total Qualification Time (TQT) and 600 Guided Learning Hours (GLH) for the completed qualification.Modules (120 Credits): Principles of Risk Management Strategic Risk Management Responsible Leadership and Governance Organisational and Environmental Risk Risk Analysis and Modelling Advanced Research Methods Accreditation All MSBM courses are accredited by the relevant partners and awarding bodies. Please refer to MSBM accreditation in about us for more details. University Progression University Top-up On completion of this course, students have the opportunity to complete a Master degree programme from a range of UK universities. The top-up programme can be studied online or on campus. The top-up comprises the final 60 credits which consist of either a dissertation or a dissertation and one module. (The course tuition fee listed above does NOT include the top-up fees) University Progression Click here to see University routes and fee information for progression. Entry Requirements For entry onto the Level 7 Diploma in Risk Management leading to the MSc in Risk Management qualification, learners must possess: An honours degree in related subject or UK level 6 diploma or equivalent overseas qualification i.e. Bachelors Degree or Higher National Diploma OR Mature learners (over 25) with at least 5 years of management experience if they do not possess the above qualification (this is reviewed on a case by case basis) Workshops Workshops are conducted by live webinars for all students. Visa Requirements There is no Visa requirement for this programme.

ITIL® 4 Leader: Digital and IT Strategy: In-House Training The ITIL® 4 Leader: Digital and IT Strategy (DITS) is one of the two modules in the ITIL® 4 Strategic Leader (SL) certification scheme. The other module in the SL designation is the ITIL® 4 Strategist: Direct, Plan & Improve. Accredited training for the ITIL® 4 Strategic Leader modules is mandatory to enable full understanding of the core material. The ITIL ® 4 Digital and IT Strategy certification focuses on enabling business success through the creation of digital and IT strategies. The IT and Digital Strategy certification adds a new perspective to the ITIL suite and elevates the discussion around ITIL concepts to a strategic level among business leaders and aspiring leaders. The ITIL® 4 Digital and IT Strategy course is based on the ITIL® 4 Digital and IT Strategy exam specification from AXELOS. With the help of ITIL® 4 concepts and terminology, exercises, and examples included in the course, you will acquire relevant knowledge to pass the certification exam. The core learning material in the course is supported by interactive case study, discussions and activities. What You Will Learn The ITIL ® 4 Digital and IT Strategy course covers the content in relation to the following learning outcomes of the exam specification for ITIL ® 4 Digital and IT Strategy: Demonstrate the use of the ITIL guiding principles in Digital and IT Strategy decisions and activities Understand how to leverage digital strategy to react to digital disruption Understand the relationship between the concepts of Digital and IT Strategy, the service value system and the service value chain, and explain how to utilize them to create value Understand how an organization uses Digital and IT Strategy to remain viable in environments disrupted by digital technology Understand strategic approaches made possible by digital and information technology to achieve customer/market relevance and operational excellence Understand the risks and opportunities of Digital and IT Strategy Understand the steps and techniques involved in defining and advocating for a Digital and IT Strategy Understand how to implement a Digital and IT Strategy Key Concepts of Digital and IT Strategy Digital, Information, and Communication Technology Digital Transformation Services, Products, and Competitive Advantage Tiers of Strategy Business Models Operating Models Strategy and the Service Value System Opportunity and Demand Value Governance ITIL® Guiding Principles Continual Improvement ITIL® Practices What is Vision? Disruptions Vision Digital Disruptions Balanced Strategic Focus Positioning Tools for Digital Organizations Assignment 1: Digital Disruption and Digital Positioning Where Are We Now? Environmental Analysis Opportunity Analysis Digital Readiness Assessment How Do We Get There (Strategic Planning) Strategy Planning Financial Aspects of Digital and IT Strategy Business Models for Strategy Planning Portfolio Optimization How Do We Get There (Strategic Approaches) Strategic Approaches for Digital Organizations Strategic Approaches for Operational Excellence Strategic Approaches to Evolution Strategic Approaches to Social Responsibility and Sustainability Assignment 2: Strategic Approaches for Digital Organizations Take Action (Managing Strategic Initiatives) How Strategies are Implemented Coordinating Strategy and Strategic Initiatives Leading Digital Transformation Digital Leadership Assignment 3: Strategy Planning and Communication Did We Get There? (Measuring Strategy) Key Facts About Measurement Measuring a Strategy Instrumenting Strategy How Do We Keep the Momentum Going Long-Term Momentum: Ensuring Organizational Viability Short-Term Momentum: Parallel Operation Assignment: Digital Strategy in VUCA Environment Managing Innovation and Emerging Technologies Managing Innovation Formal Approach to Innovation Management Culture that Supports Innovation Approaches to Innovation Evaluating and Adopting Emerging Technology Managing Strategic Risk Risk Management Risk Identification Risk Posture Risk Treatment