1813 Manager courses in Garforth delivered Live Online

Duration 5 Days 30 CPD hours This course is intended for Data Warehouse AdministratorDatabase Administrators Overview Use the Oracle Database tuning methodology appropriate to the available toolsUtilize database advisors to proactively tune an Oracle Database InstanceUse the tools based on the Automatic Workload Repository to tune the databaseDiagnose and tune common SQL related performance problemsDiagnose and tune common Instance related performance problemsUse Enterprise Manager performance-related pages to monitor an Oracle DatabaseGain an understanding of the Oracle Database Cloud Service In the Oracle Database 12c: Performance Management and Tuning course, learn about the performance analysis and tuning tasks expected of a DBA: proactive management through built-in performance analysis features and tools, diagnosis and tuning of the Oracle Database instance components, and diagnosis and tuning of SQL-related performance issues. In this course, you will be introduced to Oracle Database Cloud Service. Introduction Course Objectives Course Organization Course Agenda Topics Not Included in the Course Who Tunes? What Does the DBA Tune? How to Tune Tuning Methodology Basic Tuning Diagnostics Performance Tuning Diagnostics Performance Tuning Tools Tuning Objectives Top Timed Events DB Time CPU and Wait Time Tuning Dimensions Time Model Dynamic Performance Views Using Automatic Workload Repository Automatic Workload Repository Overview Automatic Workload Repository Data Enterprise Manager Cloud Control and AWR Snapshots Reports Compare Periods Defining the Scope of Performance Issues Defining the Problem Limiting the Scope Setting the Priority Top SQL Reports Common Tuning Problems Tuning During the Life Cycle ADDM Tuning Session Performance Versus Business Requirements Using Metrics and Alerts Metrics and Alerts Overview Limitation of Base Statistics Benefits of Metrics Viewing Metric History Information Viewing Histograms Server-Generated Alerts Setting Thresholds Metrics and Alerts Views Using Baselines Comparative Performance Analysis with AWR Baselines Automatic Workload Repository Baselines Moving Window Baseline Baselines in Performance Page Settings Baseline Templates AWR Baseslines Creating AWR Baselines Managing Baselines with PL/SQL Using AWR-Based Tools Automatic Maintenance Tasks ADDM Performance Monitoring Using Compare Periods ADDM Active Session History New or Enhanced Automatic Workload Repository Views Emergency Monitoring Real-time ADDM Real-Time Database Operation Monitoring Overview Use Cases Defining a Database Operation Scope of a Composite Database Operation Database Operation Concepts Identifying a Database Operation Enabling Monitoring of Database Operations Identifying, Starting, and Completing a Database Operation Monitoring Applications What is a Service? Service Attributes Service Types Creating Services Managing Services in a Single-Instance Environment Where are Services Used? Using Services with Client Applications Services and Pluggable Databases Identifying Problem SQL Statements SQL Statement Processing Phases Role of the Oracle Optimizer Identifying Bad SQL Top SQL Reports SQL Monitoring What is an Execution Plan? Methods for Viewing Execution Plans Uses of Execution Plans Influencing the Optimizer Functions of the Query Optimizer Selectivity Cardinality and Cost Changing Optimizer Behavior Optimizer Statistics Extended Statistics Controlling the Behavior of the Optimizer with Parameters Enabling Query Optimizer Features Reducing the Cost of SQL Operations Reducing the Cost Index Maintenance SQL Access Advisor Table Maintenance for Performance Table Reorganization Methods Space Management Extent Management Data Storage Using SQL Performance Analyzer Real Application Testing: Overview Real Application Testing: Use Cases SQL Performance Analyzer: Process Capturing the SQL Workload Creating a SQL Performance Analyzer Task SQL Performance Analyzer: Tasks Parameter Change SQL Performance Analyzer Task Page SQL Performance Management Maintaining SQL Performance Maintaining Optimizer Statistics Automated Maintenance Tasks Statistic Gathering Options Setting Statistic Preferences Restore Statistics Deferred Statistics Publishing Automatic SQL Tuning Using Database Replay Using Database Replay The Big Picture System Architecture Capture Considerations Replay Considerations: Preparation Replay Considerations Replay Options Replay Analysis Tuning the Shared Pool Shared Pool Architecture Shared Pool Operation The Library Cache Latch and Mutex Diagnostic Tools for Tuning the Shared Pool Avoiding Hard Parses Reducing the Cost of Soft Parses Sizing the Shared Pool Tuning the Buffer Cache Oracle Database Architecture: Buffer Cache Buffer Cache: Highlights Database Buffers Buffer Hash Table for Lookups Working Sets Buffer Cache Tuning Goals and Techniques Buffer Cache Performance Symptoms Buffer Cache Performance Solutions Tuning PGA and Temporary Space SQL Memory Usage Performance Impact Automatic PGA Memory SQL Memory Manager Configuring Automatic PGA Memory Setting PGA_AGGREGATE_TARGET Initially Limiting the size of the Program Global Area (PGA) SQL Memory Usage Automatic Memory Oracle Database Architecture Dynamic SGA Granule Memory Advisories Manually Adding Granules to Components Increasing the Size of an SGA Component Automatic Shared Memory Management: Overview SGA Sizing Parameters: Overview Performance Tuning Summary with Waits Commonly Observed Wait Events Additional Statistics Top 10 Mistakes Found in Customer Systems Symptoms Oracle Database Cloud Service: Overview Database as a Service Architecture, Features and Tooling Software Editions: Included Database Options and Management Packs Accessing the Oracle Database Cloud Service Console Automated Database Provisioning Managing the Compute Node Associated With a Database Deployment Managing Network Access to Database as a Service Scaling a Database Deployment Performance Management in the Database Cloud Environment Performance Monitoring and Tuning What Can be Tuned in a DBCS Environment?

A one-day training for counsellors, nurses, managers and healthcare practitioners who want to learn how to set up and facilitate Reflective Practice groups. Reflective Practice is the cornerstone of professionalism in healthcare. It develops clinical skills, improves decision-making, enhances work satisfaction, and reduces burnout.

Duration 1 Days 6 CPD hours This course is intended for This course is designed for professionals in a variety of job roles who receive Power BI data visualizations and reports from data analysts or from data visualization engineers. These data report recipients want to use the features and capabilities of Power BI to fully explore the visualizations and initial analyses provided to them in reports, perform additional analysis to ask next-level questions of the data, and to customize and create new visualizations and dashboards in order to share new insights and create compelling reports. Overview Explore Power BI reports. Analyze data to get answers and insights. Sort and group data for analysis and reporting. Filter visualizations. Prepare reports. Troubleshoot, collaborate, and share reports. As data acquisition, access, analysis, and reporting are interwoven with our businesses and lives, more and more data is collected about business and personal activities. This abundance of data and the computing power to analyze it has increased the use of data analysis and data visualization across a broad range of job roles. Decision makers of all types, including managers and executives, must interact with, interpret, and develop reports based on data and analysis provided to them. Microsoft Power BI software is designed for data analysis and the creation of visualizations. Data analysts prepare data, perform initial analysis, and create visualizations that are then passed to business data decision makers. These decision makers can use Power BI's tools to explore the data, perform further analysis to find new insights, make decisions, and create customized reports to share their findings. Prerequisites To ensure your success in this course, you have experience managing data with Microsoft Excel or Google Sheets 1. Exploring Power BI Reports Topic A: Data Analysis Workflow with Power BI Topic B: Explore Reports in the Power BI Service Topic C: Edit Reports 2. Analyzing Data to Get Answers and Insights Topic A: Configure Data Visualizations Topic B: Ask New Questions by Changing Aggregation Topic C: Find Answers with Calculations 3. Sorting and Grouping Data for Analysis and Reporting Topic A: Sort Data Topic B: Group Data 4. Filtering Visualizations Topic A: Filter Data to Refine Analysis Topic B: Create Slicers for Reports 5. Preparing Reports Topic A: Format and Annotate Reports Topic B: Emphasize Data in Reports 6. Troubleshooting, Sharing, and Collaborating Topic A: Troubleshoot Data Issues Topic B: Collaborate in Power BI Topic C: Collaborate with Non-Power BI Users

Duration 5 Days 30 CPD hours This course is intended for This course is for wireless engineers who work in the following roles: Consulting systems engineer Network administrator Network engineer Network manager Sales engineer Systems engineer Technical solutions architect Wireless design engineer Wireless engineer Overview After taking this course, you should be able to: Describe and implement a Cisco-recommended structured design methodology Describe and implement industry standards, amendments, certifications, and Requests For Comments (RFCs) Describe and implement Cisco enhanced wireless features Describe and implement the wireless design process Describe and implement specific vertical designs Describe and implement site survey processes Describe and implement network validation processes The Designing Cisco Enterprise Wireless Networks (ENWLSD) v1.1 course gives you the knowledge you need to design Cisco© wireless networks. The course covers design specifics from scenario design concepts through the installation phase and into post-deployment validation.This course, including the self-paced material, helps prepare you to take the exam, Designing Cisco Enterprise Wireless Networks (300-425 ENWLSD), which leads to to the new CCNP© Enterprise and Cisco Certified Specialist ? Enterprise Wireless Design certifications. Describing and Implementing a Structured Wireless Design Methodology Importance of Planning Wireless Design with a Structured Methodology Cisco Structured Design Model Cisco Design Guides and Cisco Validated Designs for Wireless Networks Role of the Project Manager When Designing Wireless Networks Describing and Implementing Industry Protocols and Standards Wireless Standards Bodies Institute of Electrical and Electronics Engineers (IEEE) 802.11 Standard and Amendments Wi-Fi Alliance (WFA) Certifications Relevant Internet Engineering Task Force (IETF) Wireless RFCs Practice Activity Describing and Implementing Cisco Enhanced Wireless Features Hardware and Software Choices for a Wireless Network Design Cisco Infrastructure Settings for Wireless Network Design Cisco Enhanced Wireless Features Examining Cisco Mobility and Roaming Mobility and Intercontroller Mobility in a Wireless Network Optimize Client Roaming in a Wireless Network Cisco Workgroup Bridge (WGB) and WGB Roaming in a Wireless Network Describing and Implementing the Wireless Design Process Overview of Wireless Design Process Meet with the Customer to Discuss the Wireless Network Design Customer Information Gathering for a Wireless Network Design Design the Wireless Network Deployment of the Wireless Network Validation and Final Adjustments of the Wireless Network Wireless Network Design Project Documents and Deliverables Describing and Implementing Specific Vertical Designs Designs for Wireless Applications Wireless Network Design Within the Campus Extend Wireless Networks to the Branch Sites Examining Special Considerations in Advanced Wireless Designs High-Density Designs in Wireless Networks Introducing Location and Cisco Connected Mobile Experiences (CMX) Concepts Design for Location FastLocate and HyperLocation Bridges and Mesh in a Wireless Network Design Redundancy and High Availability in a Wireless Network Describing and Implementing the Site Survey Processes Site Survey Types Special Arrangements Needed for Site Surveys Safety Aspects to be Considered During Site Surveys Site Survey Tools in Cisco Prime Infrastructure Third-Party Site Survey Software and Hardware Tools Describing and Implementing Wireless Network Validation Processes Post-installation Wireless Network Validation Making Post-installation Changes to a Wireless Network Wireless Network Handoff to the Customer Installation Report

Course Overview The Restaurant Management Level 3 course offers a comprehensive exploration of the skills and strategies required to successfully manage a restaurant. Covering key areas such as menu planning, staff recruitment, financial management, and customer relations, this course prepares learners to navigate the dynamic restaurant industry with confidence. Whether aspiring to open a new venue or improve existing operations, learners will gain valuable insights into creating efficient layouts, maintaining safety standards, managing inventory, and implementing effective marketing strategies. The course blends theoretical knowledge with real-world industry standards, equipping participants to handle the complexities of restaurant management. By completing this course, learners will be able to develop structured plans for running a successful restaurant, cultivate a strong team culture, and deliver exceptional customer experiences. This qualification provides a valuable stepping stone towards achieving career goals in the vibrant hospitality sector. Course Description The Restaurant Management Level 3 course delves into the essential elements that underpin a thriving restaurant business. Topics covered include restaurant selection and set-up, legal and health regulations, drinks and food management, technology integration, financial planning, staff training, and customer engagement. Learners will explore how to create compelling menus, implement inventory systems, and foster teamwork within a restaurant environment. Emphasis is placed on strategic decision-making, operational efficiency, and building a reputable brand image. The course is structured to support learners in developing managerial skills, with a strong focus on leadership, communication, and customer satisfaction. Designed for those seeking a detailed understanding of the restaurant business, this programme empowers learners with the knowledge needed to excel in both operational and supervisory roles. Upon completion, learners will possess the expertise to contribute significantly to any restaurant’s success or embark on entrepreneurial ventures in the food and hospitality industry. Course Modules Module 01: An Overview of the Restaurant Industry Module 02: Choosing Your Restaurant Module 03: Restaurant Layout Management and Legal Requirements Module 04: Menu Planning Module 05: Drinks Management Module 06: Purchasing, Receiving, Inventory, and Storage Module 07: Financing Your Business Module 08: Finding, Recruiting, and Training Employees Module 09: Running a Safe and Clean Restaurant Module 10: Handling Service Using Technology Module 11: Teamwork and Daily Routine of a Restaurant Module 12: Customer Relations and Marketing Policy (See full curriculum) Who is this course for? Individuals seeking to pursue a career in restaurant management. Professionals aiming to enhance their leadership skills within the hospitality industry. Beginners with an interest in understanding restaurant operations. Entrepreneurs planning to open or manage a restaurant business. Hospitality staff looking to transition into management roles. Career Path Restaurant Manager Assistant Restaurant Manager Hospitality Supervisor Food and Beverage Manager Front of House Manager Catering Manager Restaurant Owner or Entrepreneur Operations Manager in Hospitality Businesses

Innovation Project Management: Virtual In-House Training Companies need growth for survival. Companies cannot grow simply through cost reduction and reengineering efforts. This program describes the relationship that needs to be established between innovation, business strategy, and project management to turn a creative idea into a reality. We will explore the importance of identifying the components of an innovative culture, existing differences, challenges, and the new set of skills needed in innovation project management. Companies need growth for survival. Companies cannot grow simply through cost reduction and reengineering efforts. Innovation is needed and someone must manage these innovation projects. Over the past two decades, there has been a great deal of literature published on innovation and innovation management. Converting a creative idea into reality requires projects and some form of project management. Unfortunately, innovation projects, which are viewed as strategic projects, may not be able to be managed using the traditional project management philosophy we teach in our project management courses. There are different skill sets needed, different tools, and different life-cycle phases. Innovation varies from industry to industry and even companies within the same industry cannot come to an agreement on how innovation project management should work. This program describes the relationship that needs to be established between innovation, business strategy, and project management to turn a creative idea into a reality. We will explore the importance of identifying the components of an innovative culture, existing differences, challenges, and the new set of skills needed in innovation project management. What you Will Learn Explain the links needed to bridge innovation, project management, and business strategy Describe the different types of innovation and the form of project management each require Identify the differences between traditional and innovation project management, especially regarding governance, human resources management challenges, components of an innovative culture and competencies needed by innovation project managers Establish business value and the importance of new metrics for measuring and reporting business value Relate innovation to business models and the skills needed to contribute in the business model development Recognize the roadblocks affecting innovation project management and their cause to determine what actions can be taken Determine the success and failure criteria of an innovation project Foundation Concepts Understanding innovation Role of innovation in a company Differences between traditional (operational) and strategic projects Innovation management Differences between innovation and R&D Differing views of innovation Why innovation often struggles Linking Innovation Project Management to Business Strategy The business side of innovation project management The need for innovation targeting Getting close to the customers and their needs The need for line-of-sight to the strategic objectives The innovation enterprise environmental factors Tools for linking Internal Versus External (Co-creation) Innovation Open versus closed innovation Open innovation versus crowdsourcing Benefits of internal innovation Benefits of co-creation (external) innovation Selecting co-creation partners The focus of co-creation The issues with intellectual property Understanding co-creation values Understanding the importance of value-in-use Classification of Innovations and Innovation Projects Types of projects Types of innovations Competency-enhancing versus competency-destroying innovations Types of innovation novelty Public Sector of Innovation Comparing public and private sector project management Types of public service innovations Reasons for some public sector innovation failures An Introduction to Innovation Project Management Why traditional project management may not work The need for a knowledge management system Differences between traditional and innovation project management Issues with the 'one-size-fits-all' methodology Using end-to-end innovation project management Technology readiness levels (TRLs) Integrating Kanban principles into innovation project management Innovation and the Human Resources Management Challenge Obtaining resources Need for a talent pipeline Need for effective resource management practices Prioritizing resource utilization Using organizational slack Corporate Innovation Governance Types of innovation governance Business Impact Analysis (BIA) Innovation Project Portfolio Management Office (IPPMO) Using nondisclosure agreements, secrecy agreements, confidentiality agreements, and patents Adverse effects of governance decisions Innovation Cultures Characteristics of a culture for innovation Types of cultures Selecting the right people Linking innovation to rewards Impact of the organizational reward system Innovation Competencies Types of innovation leadership The need for active listening Design thinking Dealing with ambiguity, uncertainty, risks, crises, and human factors Value-Based Innovation Project Management Metrics Importance of innovation project management metrics Understanding value-driven project management Differences between benefits and value - and when to measure Traditional versus the investment life cycle Benefits harvesting Benefits and value sustainment Resistance to change Tangible and intangible innovation project management metrics Business Model Innovation Business model characteristics Impact of disruptive innovation Innovation Roadblocks Roadblocks and challenges facing project managers Ways to overcome the roadblocks Defining Innovation Success and Failure Categories for innovation success and failure Need for suitability and exit criteria Reasons for innovation project failure Predictions on the Future of Innovation Project Management The Six Pillars of changing times Some uses for the new value and benefits metrics

All i-series handsets & 90 series handsets and Voicemail UCE/UCS Softphone UCE/UCS Mobile Apps iOS & Android iPECS ONE Softphone & Mobile Apps iOS & Android Phonelink User Web Portals (Cloud and UCP) Cloud Manager Web Portal/UCP Admin tool Cloud and UCP Attendant Consoles iCalls (Tollring) Call Centre product

The main learning outcomes of the course are: Describe the key reasons to manage safety and health in the workplace Define the key terms relating to safety and health Identify how the law can have an impact on safety and health in the workplace Describe how to assess, reduce and control risk in the workplace Identify workplace hazards and risks, their impact and how to manage them Identify how to evaluate and respond to an incident List the benefits and characteristics of an effective health and safety management system Describe the principles that underpin good safety and health performance

A four-hour workshop on how to accelerate the learning and development of your Neurodiverse colleagues.

A four-hour Neurodiversity Workshop aimed at Leaders looking to understand Neurodiversity and how to create an environment to allow Neurodiverse colleagues to thrive.