1639 Mode courses delivered Live Online

Expand your Power BI knowledge and take your reports to the next level. Course overview Duration: 1 day (6.5 hours) This course is aimed at existing users who want to expand their skills to use advanced reporting techniques and use DAX to create calculated columns and measures. Participants should have either attended our Power BI – Introduction course or have equivalent knowledge. You should be able to import and transform data and create simple reports. Objectives  By the end of the course you will be able to: Import and connect data tables Create and use date calendars Create calculated columns Create and use measures Use drill down and drill through Create Tooltip pages Add and customise slicers Add action buttons Streamline your report for use in the Power BI Service Content Review of importing and loading data Importing data Transforming data Adding custom columns Creating data models Building visuals Creating date calendars Building date tables Creating Financial Year information Including Month and Day information Creating calculated columns Power Query custom columns vs DAX columns Creating DAX calculated columns Creating measures Implicit vs Explicit Measures Building measures Using DAX Common DAX functions Drill Down vs Drill Through Review of drill down Creating drill through pages Using drill through Creating ToolTips Pages Adding pages to use for Tooltips Linking ToolTip pages to visuals Using action buttons Adding images Adding buttons Setting actions Working with slicers Adding slicers Changing slicer settings Syncing slicers between pages Showing what has been sliced Setting slicer interactions Techniques in the Power BI Service Hiding the navigation bar Stopping users manually filtering

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

Elevate your skills in designing, delivering and evaluating engaging and interactive training that will leave a lasting impact on your team or organisation Course overview Duration: 2 days (13 hours) This Train the Trainer workshop will enable you to gain valuable insights and practice helping you to feel more comfortable and confident delivering training sessions. We will look at some training best practice tools and techniques to ensure you can deliver the learning outcomes required. The workshop covers the training cycle but focuses heavily on interactive and practical training techniques to bring learning to life for participants. There will be opportunities to practice delivery of real work-based training and receive feedback on delivery style. Objectives  By the end of the course you will be able to: Explain Kolb’s model of how adults learn Describe the 4 key learning styles and how to engage people with different learning styles Apply the training cycle to plan, design, deliver and evaluate your training Write SMART training objectives Use and select a variety of methods to make your training interactive, engaging and effective Describe ways to deal with difficult participants or situations that may arise Apply your training skills to deliver structured training sessions with more competence and confidence Content The Training Cycle Assessing needs Planning and preparing Implementing training Reviewing Assessing Assessing Needs Understanding the task Assessing the learner’s current ability Identifying the gap Planning and Preparing Having clear outcomes in mind What people learn: o Knowledge o Skill o Understanding How people learn: preferences and learning styles and methods suitable for each Planning a programme Planning a session – a systematic approach Assessing risk Writing and using SOPs in training Key Skills for Effective Training Explanation and Demonstration Questioning and Listening Observation and Feedback Facilitation and Debriefing skills Coaching Using questioning, listening and feedback to help learners solve problems and develop confidence Evaluation and Assessment How to measure reactions and participant satisfaction Use of tests and assessments to measure learning Organisational measures of learning transfer Leverage You will have the opportunity to deliver two training sessions on this programme and gain valuable feedback to support you in your ongoing training delivery. Participants are required to prepare a 15 minute training session. This can be something you have delivered before or something you’ve created for the course. Please prepare and include any visual aids you would usually use when speaking and bring them with you, f possible, please also bring your smart phone (with camera, and memory capacity for a short video clip to be added), and headphones.

Develop the commercial awareness, financial knowledge and strategic thinking capabilities, to influence the direction of the business Course overview Duration: 2 days (13 hours) This course is aimed at managers who want to develop their commercial awareness, financial knowledge and strategic thinking capabilities, so that they can influence the direction of their business and deliver to their full potential. Day one of the course provides the skills and insights to make sense of your company’s financial position and performance. Day two helps delegates to consider the strategic thinking tools required to plot the forward course needed to maximise the potential of the business. As well as looking at how to make effective business decisions, this course gives a good grounding in finance and profitability. As a two day programme, day one provides the skills and insights to make sense of the company’s financial position and performance. Day two then considers the strategic thinking tools needed to plot the forward course needed to maximise the potential of the business. Objectives By the end of the course you will be able to: An understanding of the balance sheet, profit and loss account, cash flow and statutory and management accounts Learnt to correctly employment key financial ratios to analyse your business A practical definition of strategy analysis tools to examine the current environment and capabilities Steps to devise a mission and vision statement Recognition of the skills and resources needed to achieve the vision Generation of appropriate strategic and tactical commercial objectives Content What is Strategy Defining Strategy Strategic thinking Strategic models Commercial thinking – what is money? Where are we now STEEPLE analysis SWOT Analysis P&E forces at work Political distortions in capitalist markets Where are we trying to get to Setting the mission and vision Creating a BHAG Strategies for deflation and inflation The role of banks Commercial and investment banking Fractional reserving Securitisation How to get there Skill gap analysis Business Process Re engineering The role of creativity How to get there Getting the team on board Individual and team motivation The power of the brand Overcoming challenges Debt and deleveraging Change management Creating value Discounted Cash Flows Building the business case Asset Valuation techniques Making it happen Turning Strategic Thinking into Strategic Plans Scenario planning for an uncertain future Creating commitments and lock in Discussion and review Time will be set aside during the course for review sessions with time for questions, answers and action learning.

Workplace Mediation

Leading People through Change (Virtual) Research shows that 70% of change initiatives fail in large organizations. The largest factor contributing to this failure rate is leadership - the inability to plan and lead people through change. In many change situations, tremendous focus is put on strategy, processes, and systems, while the issue of changing people's behavior is assumed it will 'just happen'. In this interactive course, you will learn why the people side of change is crucial. We will begin by understanding why and how people resist change, and how important it is to become strong and effective change champions. Next, we will focus on critical change management practices - creating our vision of the future state, planning for acceptance in our change audience and stakeholders, mitigating threats, and capitalizing on opportunities. We will use metrics to plan, show progress, and confirm success. Lastly, we will focus on the need to reinforce and sustain change, and to prevent relapse to old ways and methods. What you will Learn At the end of this program, you will be able to: Realize the nature of change and describe how resistance manifests in people Compare prevalent change models and categorize their similarities Identify and rate the skills, traits, and behaviors of effective change champions Envision the future state and assess stakeholders Plan for change communication, training, and risks Evaluate change effectiveness using feedback and metrics Develop reinforcement practices for benefits and communication Getting Started Foundation Concepts What is Change? Resistance to Change Common Change Management Theories Becoming a Change Champion Plan Envisioning the future state Planning for people Change management plan Do Change communication Training Piloting Risks Study Feedback Metrics Variance analysis Act Benefits realization Change sustainment Reinforcement messaging and communications Summary and Next Steps

Managing Benefits™ Foundation: Virtual In-House Training The APMG International Managing Benefits and Swirl Device logo is a trademark of The APM Group Limited, used under permission of The APM Group Limited. All rights reserved. Benefits are not simply just one aspect of project and programme management (PPM) - rather, they are the rationale for the investment of taxpayers' and shareholders' funds in change initiatives. Managing Benefits is designed to complement existing best practices in portfolio, programme and project management (such as PRINCE2®, MSP®, P3O® & MoP®), and consolidates existing guidance while expanding on the specific practices and techniques aimed at optimizing benefits realization. The purpose of the Managing Benefits guidance and certification scheme is to provide you with generally applicable guidance encompassing benefits management principles, practices, and techniques, and to prepare you to take and pass the Foundation exam on the last day. Managing Benefits provides: An overview of benefits management - what it is, the case for doing it, and some common misconceptions that can limit its effectiveness in practice Descriptions of the seven principles upon which successful approaches to benefits management are built, and examples of how they have been applied in practice Guidance on how to apply benefits management at a portfolio level, as well as at an individual project or programme level Details of the five practices in the Benefits Management Cycle and examples of how they have been applied in practice Advice on how to get started in implementing effective benefits management practices and sustain progress What You Will Learn You'll learn how to: Define benefits, benefits management and related terms, and the objectives of benefits management Explain the principles upon which successful approaches to benefits management are based Define the practices contained within the Benefits Management Cycle and relevant techniques applicable to each practice Describe key elements of portfolio-based benefits management, as well as the scope of key roles and responsibilities for benefits management and the typical contents of the main benefits management documentation Identify barriers to effective benefits management and strategies to overcome them, including the key success characteristics of benefits management Improve your ability to pass the APMG Managing Benefits Foundation Certification exam Getting Started Introductions Course structure Course goals and objectives Overview of Managing Benefits The Benefits Management Model Key Benefits Management Practices What is Benefits Management? Definitions Value and Value Management Why do we need benefits management? Objectives Benefits Management Principles Align benefits with strategy Start with the end in mind Utilize successful delivery methods Integrate benefits with performance management Manage benefits from a portfolio perspective Apply effective governance Develop a value culture The Benefits Management Cycle Barriers to effective and efficient benefits management and overcoming them Key success characteristics of effective benefits management Key roles, responsibilities, and documentation Benefits Management Practice 1 - Identify and Quantify Benefits Management Practice 2 - Value and Appraise Benefits Management Practice 3 - Plan Benefits Management Practice 4 - Realize Benefits Management Practice 5 - Review Portfolio-based Benefits Management Implementing and Sustaining Progress APMG Managing Benefits Foundation Exam

Identifying, attracting and shortlisting candidates for the recruitment process to fulfil the requirements of the business brief.

Attracting candidates and matching them to temporary or permanent job positions with client companies.

Ensuring learning and development contributes to improved performance in the workplace at an individual, team and organisation level.