61 Matrix courses delivered Live Online

The practice of Shamanic Healing invites us to reunite with our sacred path, and remember the journey of our Soul. Through the practice we have the chance to expand our connection with the Earth and the Cosmo, and experience oneness with all of life. The Level 1 is a nine months programme scheduled across one year. It is offered online via Zoom, over weekends, 10am - 4.30pm.

⏰️ Available from 24th October at 7pm Sign up once for either one or both sessions for £20 ONLY! ST1 on 29th Oct: 7 - 8pm ST4 on 30th Oct: 7 - 8pm Both sessions will be held on the same link which will be sent on payment. Price: £20 (non-refundable) for Q&A only! OR…… Watch our pre-recorded webinar of ST4 and ST1 Applications and Interviews & attend the Q&A for £25 BELOW !! : https://london-school-of-cardiothoracics.cademy.co.uk/st1-st4-applications-in-cardiothoracic-surgery-webinar-2024-536c1b8c 📝 Sign up to listen to a breakdown of the scoring matrix, how best to boost your portfolio to get a national training number and all the interview tips we can give you! Hear from National trainees who have been through the process, their advice, hints and tips. 🚨 Sign up and get access to the Live Q&A where we will talk about any updates and changes to the 2025 scoring matrix - delivered by current and recently appointed ST4 and ST1 trainees. This session will give you the best opportunity to discuss in real time any changes that come out! Please ensure you check all mail folders, including spam/junk folders, and add 'notifications@system.cademy.co.uk' Cademy to the list of 'safe senders', to ensure you receive all future emails. 

We often find ourselves working in fast-paced matrix environments, working in/with virtual teams or simply trying to get something done by someone in another part of the business. This common aspect of our working lives has a common challenge: how to influence other people to help us or do something for us, when they don't report to us. Pulling rank or strong nudging might work once, but we need to build a supportive and collaborative relationship over the long term. What Does This Course Offer? Fortunately, there are really effective tips for influencing, and our program offers an influencing model in detail. Through activity and discussion we explore how you can apply these principles and use it when you need help from other people. Even when we are not in a leadership position it can sometimes be extremely difficult to get people's help, especially when we have no authority over them. This is where an approach and an influencing model can help us identify what we and other people value in a given influencing situation. We can then explore that information so that everyone can view and pursue a common purpose. This course will enhance and promote the skill set necessary for any leader or manager, allowing our in-depth influencing knowledge to be applied into your working environment. From an employer's perspective this award can be a significant long-term return on investment by developing your leaders and managers. Our learning experiences are successful because the outcomes are quickly embedded and demonstrate an immediate visible impact on the day-to-day working environment. Our engaging learning inspires employees to want to personally add value to the companies they work for. We also offer our Paradigm Trait-Map™ online assessment and report as a frame of reference for your own influencing styles and that of others. This assessment should be completed before attending the program, and will be expanded upon during the program delivery. Course Content The Influencing for Leadership and Management course covers the following topics: Two key influencing models that you can apply back in your daily work Different types of influencing How to create the right environment for influencing Barriers you may face and how to overcome these barriers Accreditation Activity Our accredited tutors deliver training that encourages delegates to confidently and practically apply all they have learnt as soon as they get back into the business. To achieve this award, delegates need to prepare and deliver a 3 minute presentation* on the highlights of their learning and immediate application avenues when back in their working environment. *Participants will be given 30 minutes during the program to prepare for their 3 min presentation at the end of the program. Scheduled Course Dates Unfortunately this course is not currently scheduled as an open course as it is primarily run as an in-house programme. For more information, please contact us. In-House Courses This is our own management training course which has been developed and refined over the many years we have been providing it to delegates from organisations in virtually every industry. This means that the course syllabus is extremely flexible and can be tailored to your specific requirements. If you would like to discuss how we can tailor this management training course for you and/or run it at your premises, please contact us.

Gain practical skills in influencing and decision-making, perfect for anyone working in team-based or project-focused environments, with interactive, hands-on learning. Course overview Duration: 1 day (6.5 hours) This is a highly interactive and practical course which will help you to use influencing and decision making techniques. This workshop has been specifically designed to give you an opportunity to learn and test a range of influencing and decision making models and techniques. The course is aimed at anyone who interacts with others on a regular basis, especially those in project management disciplines, multi disciplinary, matrix type organisations where healthy debate and challenge are key to achieving optimum resolutions. Objectives By the end of the course you will be able to: Utilise a variety of new techniques to enhance your influencing skills Recognise the impact of non-verbal communication and use it to enhance influencing behaviours Use language skills necessary to get your message across in an influential way Apply different techniques for dealing with aggression Understand VUCA – Volatility, Uncertainty, Complexity & Ambiguous Use Perception, Bias, Decision Making and Judgement Understand personal preferences and approaches to Decision Making Speed read others approach to decision making Apply Mindsets, Skillsets and Toolsets for decision making Content What is influencing? Sources of power Influencing skills Choosing the right approach Developing Skills Communication skills – the language of influence Different influencing techniques and when to use them Having the confidence to challenge Dealing with confrontation and challenges in a confident manner The Decision Lifecycle – Personal Preferences Understand the human facts that influence decision making Understanding personal preferences and approaches to Decision Making Understand the impact of Perception, Bias and judgement in decision making Speed reading others approach to decision making Frameworks to provide context for decision making Understand the business factors that influence decision making - VUCA The Cynefin Framework – decision making in complex situations Understanding which business context, you operate in – simple, complicated, complex or chaotic Understanding how to decide in complexity Practical Practical exercises Case studies Personal action planning

Duration 5 Days 30 CPD hours This course is intended for This course is recommended for IT Professionals and Consultants. Overview Identify risks and areas for improvement in a Citrix Virtual Apps and Desktops environment by assessing relevant information in an existing deployment. Determine core Citrix Virtual Apps and Desktops design decisions and align them to business requirements to achieve a practical solution. Design a Citrix Virtual Apps and Desktops disaster recovery plan and understand different disaster recovery considerations. This advanced 5-day training course teaches the design principles for creating a Citrix Virtual Apps and Desktops virtualization solution. In this training, you will also learn how to assess existing environments, explore different scenarios, and make design decisions based on business requirements. This course covers the Citrix Consulting approach to design and covers the key design decisions through lectures, lab exercises, and interactive discussions. You will also learn about additional considerations and advanced configurations for multi-location solutions and disaster recovery planning. This training will help you prepare for the Citrix Certified Expert in Virtualization (CCE-V) exam. Module 1: Methodology & Assessment The Citrix Consulting Methodology Citrix Consulting Methodology Use Business Drivers Prioritize Business Drivers User Segmentation User Segmentation Process App Assessment Introduction App Assessment Analysis Why Perform a Capabilities Assessment? Common Capabilities Assessment Risks Module 2: User Layer Endpoint Considerations Peripherals Considerations Citrix Workspace App Version Considerations Citrix Workspace App Multiple Version Considerations Network Connectivity and the User Experience Bandwidth and Latency Considerations Graphics Mode Design Considerations HDX Transport Protocols Considerations Media Content Redirection Considerations Session Interruption Management Session Reliability Feature Considerations Session Interruption Management Auto-Client Reconnect Feature Considerations Session Interruption Management ICA Keep-Alive Feature Considerations Module 3: Access Layer Access Matrix Access Layer Access Layer Communications Double-Hop Access Layer Considerations Citrix Cloud Access Layer Considerations Use Cases for Multiple Stores Define Access Paths per User Group Define Number of URLs Configuration and Prerequisites for Access Paths Citrix Gateway Scalability Citrix Gateway High Availability StoreFront Server Scalability StoreFront Server High Availability Module 4: Resource Layer - Images Flexcast Models VDA Machine Scalability VDA Machine Sizing with NUMA VDA Machine Sizing VDA Machine Scalability Cloud Considerations Scalability Testing and Monitoring Secure VDA Machines Network Traffic Secure VDA Machines Prevent Breakouts Secure VDA Machines Implement Hardening Secure VDA Machines Anti-Virus Review of Image Methods Citrix Provisioning Overall Benefits and Considerations Citrix Provisioning Target Device Boot Methods Citrix Provisioning Read Cache and Sizing Citrix Provisioning Write Cache Type Citrix Provisioning vDisk Store Location Citrix Provisioning Network Design Citrix Provisioning Scalability Considerations Citrix Machine Creation Services Overall Benefits and Considerations Citrix Machine Creation Services Cloning Types Citrix Machine Creation Services Storage Locations & Sizing Citrix Machine Services Read and Write Cache App Layering Considerations Image Management Methods Module 5: Resource Layer - Applications and Personalization Application Delivery Option Determine the Optimal Deployment Method for an App General Application Concerns Profile Strategy Profile Types Review Citrix Profile Management Design Considerations Citrix Profile Management Scaling Citrix Profile Management Permissions Policies Review Optimize Logon Performance with Policies Printing Considerations Module 6: Control Layer Pod Architecture Introduction Pod Architecture Considerations Citrix Virtual Apps and Desktops Service Design Considerations Implement User Acceptance Testing Load Balancing the Machine Running the VDA Citrix Director Design Considerations Management Console Considerations Change Control Delivery Controller Scalability and High Availability Control Layer Security Configuration Logging Considerations Session Recording Module 7: Hardware/Compute Layer Hypervisor Host Hardware Considerations Separating Workloads Considerations Workload Considerations VMs Per Host and Hosts Per Pool Citrix Hypervisor Scalability VM Considerations in Azure and Amazon Web Services Storage Tier Considerations Storage I/O Considerations Storage Architecture Storage RAID & Disk Type Storage Sizing LUNs Storage Bandwidth Storage in Public Cloud Datacenter Networking Considerations Securing Hypervisor Administrative Access Secure the Physical Datacenter Secure the Virtual Datacenter Module 8: Module 8: High Availability and Multiple Location Environments Redundancy vs. Fault Tolerance vs. High Availability Multi-Location Architecture Considerations Multi-Site Architecture Considerations Global Server Load Balancing Optimal Gateway Routing Zone Preference and Failover StoreFront Resource Aggregation StoreFront Subscription Sync Hybrid Environment Options Citrix Provisioning Across Site Site Database Scalability and High Availability Citrix Provisioning Across Sites Considerations Citrix Machine Creation Across Sites App Layering Across Sites Managing Roaming Profiles and Citrix Workspace App Configurations Across Devices Profile Management Multi-Site Replication Considerations Folder Redirections and Other User Data in a Multi-Location Environment Application Data Considerations Cloud-Based Storage Replication Options Multi-Location Printing Considerations Zone Considerations Active Directory Considerations Module 9: Disaster Recovery Tiers of Disaster Recovery Disaster Recovery Considerations Business Continuity Planning and Testing Citrix Standard of Business Continuity

Duration 3 Days 18 CPD hours This course is intended for This course is geared for attendees with solid Python skills who wish to learn and use basic machine learning algorithms and concepts Overview This 'skills-centric' course is about 50% hands-on lab and 50% lecture, with extensive practical exercises designed to reinforce fundamental skills, concepts and best practices taught throughout the course. Topics Covered: This is a high-level list of topics covered in this course. Please see the detailed Agenda below Getting Started & Optional Python Quick Refresher Statistics and Probability Refresher and Python Practice Probability Density Function; Probability Mass Function; Naive Bayes Predictive Models Machine Learning with Python Recommender Systems KNN and PCA Reinforcement Learning Dealing with Real-World Data Experimental Design / ML in the Real World Time Permitting: Deep Learning and Neural Networks Machine Learning Essentials with Python is a foundation-level, three-day hands-on course that teaches students core skills and concepts in modern machine learning practices. This course is geared for attendees experienced with Python, but new to machine learning, who need introductory level coverage of these topics, rather than a deep dive of the math and statistics behind Machine Learning. Students will learn basic algorithms from scratch. For each machine learning concept, students will first learn about and discuss the foundations, its applicability and limitations, and then explore the implementation and use, reviewing and working with specific use casesWorking in a hands-on learning environment, led by our Machine Learning expert instructor, students will learn about and explore:Popular machine learning algorithms, their applicability and limitationsPractical application of these methods in a machine learning environmentPractical use cases and limitations of algorithms Getting Started Installation: Getting Started and Overview LINUX jump start: Installing and Using Anaconda & Course Materials (or reference the default container) Python Refresher Introducing the Pandas, NumPy and Scikit-Learn Library Statistics and Probability Refresher and Python Practice Types of Data Mean, Median, Mode Using mean, median, and mode in Python Variation and Standard Deviation Probability Density Function; Probability Mass Function; Naive Bayes Common Data Distributions Percentiles and Moments A Crash Course in matplotlib Advanced Visualization with Seaborn Covariance and Correlation Conditional Probability Naive Bayes: Concepts Bayes? Theorem Naive Bayes Spam Classifier with Naive Bayes Predictive Models Linear Regression Polynomial Regression Multiple Regression, and Predicting Car Prices Logistic Regression Logistic Regression Machine Learning with Python Supervised vs. Unsupervised Learning, and Train/Test Using Train/Test to Prevent Overfitting Understanding a Confusion Matrix Measuring Classifiers (Precision, Recall, F1, AUC, ROC) K-Means Clustering K-Means: Clustering People Based on Age and Income Measuring Entropy LINUX: Installing GraphViz Decision Trees: Concepts Decision Trees: Predicting Hiring Decisions Ensemble Learning Support Vector Machines (SVM) Overview Using SVM to Cluster People using scikit-learn Recommender Systems User-Based Collaborative Filtering Item-Based Collaborative Filtering Finding Similar Movie Better Accuracy for Similar Movies Recommending movies to People Improving your recommendations KNN and PCA K-Nearest-Neighbors: Concepts Using KNN to Predict a Rating for a Movie Dimensionality Reduction; Principal Component Analysis (PCA) PCA with the Iris Data Set Reinforcement Learning Reinforcement Learning with Q-Learning and Gym Dealing with Real-World Data Bias / Variance Tradeoff K-Fold Cross-Validation Data Cleaning and Normalization Cleaning Web Log Data Normalizing Numerical Data Detecting Outliers Feature Engineering and the Curse of Dimensionality Imputation Techniques for Missing Data Handling Unbalanced Data: Oversampling, Undersampling, and SMOTE Binning, Transforming, Encoding, Scaling, and Shuffling Experimental Design / ML in the Real World Deploying Models to Real-Time Systems A/B Testing Concepts T-Tests and P-Values Hands-on With T-Tests Determining How Long to Run an Experiment A/B Test Gotchas Capstone Project Group Project & Presentation or Review Deep Learning and Neural Networks Deep Learning Prerequisites The History of Artificial Neural Networks Deep Learning in the TensorFlow Playground Deep Learning Details Introducing TensorFlow Using TensorFlow Introducing Keras Using Keras to Predict Political Affiliations Convolutional Neural Networks (CNN?s) Using CNN?s for Handwriting Recognition Recurrent Neural Networks (RNN?s) Using an RNN for Sentiment Analysis Transfer Learning Tuning Neural Networks: Learning Rate and Batch Size Hyperparameters Deep Learning Regularization with Dropout and Early Stopping The Ethics of Deep Learning Learning More about Deep Learning Additional course details: Nexus Humans Machine Learning Essentials with Python (TTML5506-P) training program is a workshop that presents an invigorating mix of sessions, lessons, and masterclasses meticulously crafted to propel your learning expedition forward. This immersive bootcamp-style experience boasts interactive lectures, hands-on labs, and collaborative hackathons, all strategically designed to fortify fundamental concepts. Guided by seasoned coaches, each session offers priceless insights and practical skills crucial for honing your expertise. Whether you're stepping into the realm of professional skills or a seasoned professional, this comprehensive course ensures you're equipped with the knowledge and prowess necessary for success. While we feel this is the best course for the Machine Learning Essentials with Python (TTML5506-P) course and one of our Top 10 we encourage you to read the course outline to make sure it is the right content for you. Additionally, private sessions, closed classes or dedicated events are available both live online and at our training centres in Dublin and London, as well as at your offices anywhere in the UK, Ireland or across EMEA.

This five-day programme empowers participants with the skills and knowledge to understand and effectively apply best practice commercial and contracting principles and techniques, ensuring better contractor performance and greater value add. This is an assessed programme, leading to the International Association for Contracts & Commercial Management (IACCM)'s coveted Contract and Commercial Management Practitioner (CCMP) qualification. By the end of this comprehensive programme the participants will be able to: Develop robust contracting plans, including scopes of work and award strategies Undertake early market engagements to maximise competition Conduct effective contracting and commercial management activities, including ITT, RFP, negotiated outcomes Understand the legalities of contract and commercial management Negotiate effectively with key stakeholders and clients, making use of the key skills of persuading and influencing to optimise outcomes Undertake effective Supplier Relationship Management Appreciate the implications of national and organisational culture on contracting and commercial activities Appreciate professional contract management standards Set up and maintain contract and commercial management governance systems Take a proactive, collaborative, and agile approach to managing commercial contracts Develop and monitor appropriate and robust KPIs and SLAs to manage the contractor and facilitate improved contractor performance Appreciate the cross-functional nature of contract management Collaborate with clients to deliver sustainable performance and to manage and exceed client expectations Understand the roles and responsibilities of contract and commercial managers Use effective contractor selection and award methods and models (including the 10Cs model) and use these models to prepare robust propositions to clients Make effective use of lessons learned to promote improvements from less than optimal outcomes, using appropriate templates Effectively manage the process of change, claims, variations, and dispute resolution Develop and present robust propositions Make appropriate use of best practice contract and commercial management tools, techniques, and templates DAY ONE 1 Introduction Aims Objectives KPIs Learning strategies Plan for the programme 2 The contracting context Key objectives of contract management Importance and impact on the business 3 Critical success factors Essential features of professional commercial and contract management and administration The 6-step model 4 Putting the 'management' into commercial and contract management Traditional v 'new age' models The need for a commercial approach The added value generated 5 Definitions 'Commercial management' 'Contract management' 'Contracting' ... and why have formal contracts? 6 Stakeholders Stakeholder mapping and analysis The 'shared vision' concept Engaging with key functions, eg, HSE, finance, operations 7 Roles and responsibilities Contract administrators Stakeholders 8 Strategy and planning Developing effective contracting plans and strategies DAY TWO 1 Contract control Tools and techniques, including CPA and Gantt charts A project management approach Developing effective contract programmes 2 The contracting context Key objectives of contract management Importance and impact on the business 3 Tendering Overview of the contracting cycle Requirement to tender Methods Rationale Exceptions Steps Gateways Controls One and two package bids 4 Tender assessment and contract award I - framework Tender board procedures Role of the tender board (including minor and major tender boards) Membership Administration Developing robust contract award strategies and presentations DAY THREE 1 Tender assessment and contract award II - processes Pre-qualification processes CRS Vendor registration rules and processes Creating bidder lists Disqualification criteria Short-listing Using the 10Cs model Contract award and contract execution processes 2 Minor works orders Process Need for competition Role and purpose Controls Risks 3 Contract strategy Types of contract Call-offs Framework agreements Price agreements Supply agreements 4 Contract terms I: Pricing structures Lump sum Unit price Cost plus Time and materials Alternative methods Target cost Gain share contracts Advance payments Price escalation clauses 5 Contract terms II: Other financial clauses Insurance Currencies Parent body guarantees Tender bonds Performance bonds Retentions Sub-contracting Termination Invoicing 6 Contract terms III: Risk and reward Incentive contracts Management and mitigation of contractual risk DAY FOUR 1 Contract terms IV: Jurisdiction and related matters Applicable laws and regulations Registration Commercial registry Commercial agencies 2 Managing the client-contractor relationship Types of relationship Driving forces Link between type of contract and style of relationships Motivation - use of incentives and remedies 3 Disputes Types of dispute Conflict resolution strategies Negotiation Mediation Arbitration DAY FIVE 1 Performance measurement KPIs Benchmarking Cost controls Validity of savings Balanced scorecards Using the KPI template 2 Personal qualities of the contract manager Negotiation Communication Persuasion and influencing Working in a matrix environment 3 Contract terms V: Drafting skills Drafting special terms 4 Variations Contract and works variation orders Causes of variations Risk management Controls Prevention Negotiation with contractors 5 Claims Claims management processes Controls Risk mitigation Schedules of rates 6 Close-out Contract close-out and acceptance / completion HSE Final payments Performance evaluation Capturing the learning 7 Close Review Final assessment Next steps

Duration 2 Days 12 CPD hours This course is intended for This course is intended for intermediate business and requirements analysts who are looking to improve their business case development and presentation skills. This course is also a great fit for project managers and product owners who work closely with business analysts or who perform some form of business case work themselves. Overview Understand the role of the business analyst within the business case process Understand the main professional associations and standards that support business analysts in the industry Discuss the benefits of business case creation Explore how to define the business need Describe the role of the business analyst in supporting the enterprise to determine how to optimally invest in the right project initiatives Explain how to identify stakeholders and the significance to the pre-project activities Discuss the importance of analyzing the enterprise Describe and explore the activities performed to assess the current business environment Explain how a business analyst describes a ?future? state environment including how to identify gaps in enterprise capabilities Present and explore how to define the scope of a solution Describe the activities performed and techniques used to determine viable solution options Explore various techniques for evaluating solution options including feasibility and risk analysis Thoroughly understand the purpose of conducting a feasibility assessment Discuss and practice a number of business analysis techniques that support the business case process Explore the components of a business case Describe how the business case supports decision makers in making go/no-go decisions Demonstrate how to assemble the output from pre-project activities into a well-structured business case Present techniques for presenting business cases to top level managers and obtaining buy-in Discuss methods for preparing for challenges during business case delivery Students learn the steps to effective business case development and support your strategic business recommendations with sound budgeting and financial back-up. The one course you need to make high-impact recommendations and receive full management support for your ideas. Introduction Module Learning Objectives What is Business Analysis Polling Question International Institute of Business Analysis BABOK© Guide Components Project Management Institute Business Analysis for Practitioners: A Practice Guide BABOK© Guide Knowledge Areas Benefits of Business Analysis Polling Question A Business Analyst can Influence Project Success Factors Challenges of Business Analysis Polling Question Purpose of a Business Case Exercise 1a: What Should a Business Case Include Define the Business Case Elements What to Look Out For Who is Involved Exercise 1b: Review Business Case Outline Module Learning Objectives Pre-Project Activities & the Business Analyst Module Learning Objectives The Definition of a Business Analyst The Role of a Business Analyst Responsibilities of a BA BA Role vs. PM Role Business Analysis vs. Systems Analysis Business Analysis Competencies Polling Question Business Analyst Role and Stakeholders Exercise 2a: Review the Case Study What is a Stakeholder? The Importance of Stakeholders Stakeholder Identification Tips for Identifying Stakeholders Other Stakeholder Tips Stakeholder Identification/Analysis Exercise 2b: Identify Roles and Responsibilities Stakeholder Map Stakeholder Matrix & Onion Diagrams A Stakeholder Map Onion Diagram Exercise 2c: Why do we Need to Understand the Enterprise? Why Study the Enterprise? What is Enterprise Architecture? What is Strategy Analysis? About Strategy Analysis Purpose of Strategy Analysis When to Perform Strategy Analysis Strategic Planning Module Summary The Needs Assessment Process Module Learning Objectives Business Need Defined Define Business Need The Needs Assessment Process Problem or Opportunity Exercise 3a: Problem/Opportunity Identification Understanding Why Situation Statements Business Need and Current State Determine the Stakeholders Polling Question Goals and Objectives Polling Question Exercise 3b: Give 3 Examples of Business Goals Define Business Need Techniques Exercise 3c: Identify the Business Need Definition of Strategy Analysis When Business Strategy is not Driving Project Definition Typical Project Profile The Executive Paradox Solution to the Paradox Exercise 3d: Describe 3 Outcomes You Would Expect from the Case Study The Four ?Ares? Understand How to Create a Business Model Business Model Example Exercise 3e: Create a Business Model The Business Case Approach Financial and Strategic Measurement Tools Module Summary Determining the Required Capabilities & Defining Solution Scope Module Learning Objectives Business Need and Current State Purpose of Analyzing the Current State Analyzing Current Capabilities and Process Capabilities Defined Techniques for Analyzing the Current State Define the Future State Techniques for Defining the Future State Assess Capability Gaps Stakeholders Involved when Reviewing Capability Gaps Discussion: Assessing New Capabilities Defining Solution Scope Determining Scope Boundary How to Define Solution Scope Defining Solution Scope Project Scope and Product Scope Scope Modeling Techniques Used to Define Scope Define Scope Boundaries Modeling Scope: Context Diagram Exercise 4a: Create a Context Diagram from the Case Study Communicating Solution Scope to Stakeholders Stakeholders Participating in Scope Activities Exercise 4b: Discuss Managing Expectations Module Summary Assessing Feasibility & Proposing Solution Options Module Learning Objectives Financial Analysis Purpose of Financial Analysis Costs versus Benefits Financial Models Timing for Assessing Financial Benefits Risk Assessing Risks Risk Process Exercise 5a: Identifying Risks Risk Analysis Capturing and Categorizing Risks Risk Strategies Tolerance for Risk Determining Solution Options Solution Option Process Determining and Analyzing Solution Options Brainstorming Conducting an Outcomes Focused Brainstorming Session Stakeholders Involved in Determining Solution Options Exercise 5b: Determining Solution Options Feasibility Analysis Discussion: Ranking Solution Options Discussion: Recommending the Most Viable Option Exercise 5c: Assess the Most Viable Options Solution Approach Definition Exercise 5d: Review the Business Case Templates Module Summary Packaging & Presenting the Business Case Module Learning Objectives Circumventing a Business Case Documenting the Business Case Value of the Business Case Process Business Case Components Business Case Techniques Build a Convincing Business Case Discussion: Identifying Decision Criteria Exercise 6a: Supporting a Go/No Go Decision Packaging the Business Case Planning Business Case Delivery Discussion: Planning Stakeholder Buy-in Information and Communication Needs in the Business Case Process Presenting your Business Case Exercise 6b: Anticipating and Responding to Challenges Module Summary Course Wrap Up Course Summary Questions Additional Resources Thank You Additional course details: Nexus Humans BA03 - Writing Effective Business Cases training program is a workshop that presents an invigorating mix of sessions, lessons, and masterclasses meticulously crafted to propel your learning expedition forward. This immersive bootcamp-style experience boasts interactive lectures, hands-on labs, and collaborative hackathons, all strategically designed to fortify fundamental concepts. Guided by seasoned coaches, each session offers priceless insights and practical skills crucial for honing your expertise. Whether you're stepping into the realm of professional skills or a seasoned professional, this comprehensive course ensures you're equipped with the knowledge and prowess necessary for success. While we feel this is the best course for the BA03 - Writing Effective Business Cases course and one of our Top 10 we encourage you to read the course outline to make sure it is the right content for you. Additionally, private sessions, closed classes or dedicated events are available both live online and at our training centres in Dublin and London, as well as at your offices anywhere in the UK, Ireland or across EMEA.

The core principles gained from this course will help delegates have a better understanding of how to manage the relationships between sales and marketing stakeholders on the demand side and the manufacturing and other operational stakeholders on the supply side. PARTICIPANTS WILL LEARN HOW TO: • Take a different perspective on traditional data such as sales history and forecasts, as well as time-phased inventory projections and production capacity. • Recognise how their forecasts impact manufacturing schedules and inventory levels. • Assess whether they are producing enough products to meet sales demand. • Recognise how production is tied to finance and see the financial impact of production decisions, so appropriate adjustments may be then undertaken. COURSE TOPICS INCLUDE: What is S&OP? – Introduction – Definition and benefits S&OP processes – What information is required? – The stages of the S&OP process (including inputs & outputs) The integration of S&OP into a business – Critical success factors for an effective implementation – Typical roles and responsibility matrix

Key Objectives for the Training provision Effective listening to a client's needs and requirements during various stages of the sales process. Engage in meaningful communication with clients, learn to identify challenges and opportunities that relate to the prospects. Overcome the identified challenge. Build long term rapport and establish trust with the prospect throughout the sales process, Ensure continued customer satisfaction that can turn into repeat business. Be able to build rapport with customers or clients. Know the right questions to ask to fully understand the customer or client’s needs without putting on any pressure. Be able to check you have the right information from the customer or client. Be able to match products and services to the customer or client using the information you have gathered. Be able to influence effectively. Know how to stand out from your competitors. Stage 1 – Research the Company’s ‘Value Propositions’ and USP Analysis  Conducting 30 min confidential interviews with a cross-section of the eligible Attendees & the Stakeholders, in order to gain an objective understanding of the various scenarios and clients that the Participants work with. the Company’s ‘Value Propositions’ Unique Selling Points The Customers’ journey(s) The Competition’s offers for analysis and comparisons. From these findings, a carefully calibrated bespoke Programme will be designed and delivered.  Stage 2 - Design the Bespoke 2 x day Course  nd Stage 3 - Delivery of the Course Programme This Programme can be delivered in 2 x consecutive days, or split between 2 – 3 weeks, to make it more ‘work-friendly’ – if required. It is very practical and commercially focussed in approach, with lots of interactive exercises designed to draw out the learning applications via the debriefings. The ‘Real Play’ scenarios on day 2 will be based on specific case studies drawn from the Research findings so that they are authentic to optimise the learning. Individual Action Plans will be captured at the end of each day to be debriefed by the Participants’ respective Line Managers.  Template Programme Day One – Foundation – Strategic Approach Section One – The Principles of Consultative Selling Defining ‘Consultative Selling’ The Company’s ‘Unique Selling Points’ & Value Proposition The Consultative Selling model – the five stages Avoiding appearing ‘pushy’, ‘pressurising’ or ‘talking through the sale’ Section Two –Strategy & Preparation  ‘Buy-Class’ Matrix Strategic plan Template – matching services/products to identified needs & opportunities. Preparing a range of objectives Constants and variables – USP’s Researching key Client/Decision Makers’ priorities, profile & background (LinkedIn etc.) Preparing for potential & likely Objections Section Three – Email etiquette & ‘influencing’ email correspondence.  Email etiquette A.B.S.U.R.D model Clarity and tone – discovery of clients’ needs & motivational factors. Techniques to influence and ‘nudge’. Ensuring the data and content have a ‘gentle’ motivational & appealing message. Top Tips Day Two – Practical Application Section Four – Rapport Building & Effective Communication skills ‘Behaviour Labelling’ techniques – setting a positive tone. Asking Open Questions – gaining a full understanding of the clients’ priorities & expectations. EQ - Inviting opinions; perspectives; experiences – winning confidence. Active Listening – focus and commitment to understand. ‘Reading the room’ – adapting to responses and reactions. Maintaining focus on relevant topics that the Client cares about; carefully consider the opportunities to influence. But NO PRESSURE! Building a ‘bond of trust’ with commitments and authentic, shared values. Section Five – Explaining the Benefits – aligned to the Customers’ Priorities Understanding ‘Why do People Buy?’ Research data analysis. Open questions that lead to understanding the key issues and Clients’ priorities. Avoiding the danger of ‘pressurising’ the Client. Responding to objections effectively, with confidence and sensitivity. Explaining the benefits that are aligned to the Clients’ stated requirements. Making the Data ‘sing’ – memorable takeaways for the Client. Augmented benefits – Brand confidence; Case studies; Warranty; Service; Range; Flexibility etc. in alignment with their stated preferences/requirements Differentials compared to Competitors Section Six – Winning Commitment Inviting commitment – with confidence Consultative Selling Closing techniques (e.g. Alternative Close/Assumptive Close et al) Avoiding ‘talking through the sale’ – knowing when to ‘Shut UP!’ Confirming agreement – ensuring Clients’ motivation for repeat business Section Seven – Practical Application ‘Real Play’ From the Research findings, carefully devised scenarios can be generated to provide the most valuable learning opportunities to underpin all the skills & techniques covered in the Programme.  Potential Real Play scenarios: A well-established customer has indicated that they are soon to be opening up additional new offices – this presents an opportunity to arrange for the Company to support them with their upcoming needs. After some very positive feedback and with the upcoming contract renewal imminent – how can the Company give the Customer more high-quality support in other areas of their business? A Competitor has been to see the client and they have prompted some concerns about ‘value for money’ & ‘quality of service’. How Real Play works… The group is split the group into 2 sub-groups, one with our Professional Actor (option available); the other with the Trainer or a willing Participant. Each group has a brief and has to instruct their Trainer/Actor/Participant on how to approach the scenario supplied. The Actor and Trainer (or willing Participant) perform the role play(s) as instructed by their respective teams; however, during the action they can be paused for further recommendations or direction. The outcome is the responsibility of the team(s) – not the performers. Debrief the full Programme Individual Action Plans - to be followed through. ‘Best Practices’ for application into the business Options for Exercises within the Programme  Sample Exercise – Red & White  There is a specific time managed agenda and itinerary, which puts the group under pressure.  The key challenge is for the sub-groups to maximise the commercial value from the task, however there is always a great danger that the individuals attempt to gain financial progress at the expense of the other group! Debriefing points: Persuasive communication and influence across barriers Gaining buy-in when others are sceptical Strategic planning accounting for others’ behaviours Sample Exercise – Communication Challenge Each Participant has different pieces of information, but are not allowed to share it visually. They are only allowed to communicate to work out the solution hidden among the large amount of data. Debrief: Structured approach Maintaining focus through distractions/interference Active Listening Controlled communication Sample Exercise – Persuasive emails Sample emails are shared to be critiqued and improved upon to be debriefed: Tone & impact Making the Data ‘sing’ Influential & motivational language Customer centric message. Sample Exercise –Juggling   Each Participant has to pass the ‘Customers’ (Juggling balls) carefully through the system with all the other Participants to reach a profitable conclusion  Debrief: EQ to read the room and effectively communicate, when the pressure is on Customer focus and adapting to challenges Devising a plan that wins buy-in Overcoming competing ideas to get to ‘best practice’ Consistent commitment, communication and motivational drivers that influenced performance. Sample Exercise –Critical Path  The group are provided with 30 x discs and some ‘post-it’ notes. (no pens or pencils are allowed) Their brief is to create a grid shape with the 30 x discs, which will act as ‘stepping stones’ for the ‘Critical Path’ But they have to follow the correct order through the grid from the start to finish, which they will have to work out through ‘trial & error’ All of the team must pass through the ‘Critical Path’ worked out on the grid, observing the constraints, within the time limit. No talking is permitted once they start using the materials Debrief: - Clear communication focussing on the ‘client’s journey’ Planning for challenges Identifying risks and mitigating them Role allocations & support Quality control and disciplines  Sample Exercise –Back to Back  Each Participant is positioned back-to-back with a partner. They have to work out precisely what the ‘statement’ given to the other person is without looking around. Each person has a different brief. Debrief: - Asking Open Questions Active Listening Accuracy in identifying the objective.