988 Other courses in Cheshunt

Managing Multiple Projects: In-House Training Succeeding in today's competitive marketplace often requires cycle time reduction - reducing the duration of projects and getting results faster. This workshop will address managing multiple projects within the context of program or product management. Are your projects taking longer and longer to complete? Are results less than optimal because of time pressures on resources? Would you like to increase project 'throughout'? Succeeding in today's competitive marketplace often requires cycle time reduction - reducing the duration of projects and getting results faster. This workshop will address managing multiple projects within the context of program or product management. Planning and managing individual projects is challenging. When introducing the real-life limitation of resources and other outside influences into the multi-project environment, those challenges are magnified, and new challenges are introduced. This interactive workshop will position you for immediate action. The goal of this course is to equip you with the necessary knowledge, skills, and techniques so that you can effectively and productively manage multiple projects. What you Will Learn You'll learn how to: Manage stakeholder relationships and expectations Prioritize and sequence multiple projects Manage time and stress within a multiple project environment Effectively manage logical dependencies among projects Optimize the use of resources across multiple projects using concepts from Critical Chain methods Manage risk and communications in a multiple project environment Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Portfolio, program, and project management principles The multiple project environment The MMP Process Model Developing the Multiple Project List Multiple project portfolio management Project selection Project categories and types The multiple project list Multiple Project Logical Dependencies Project dependencies Types of multiple project portfolios Categories of logical dependencies across multiple projects Project priorities in the multiple project schedule Multiple Project Resource Management Multiple project resources and resource management concepts Multiple project resource loading Resource pool and resource database Multiple project resource issues and outsourcing Critical chain resource management, including drum resources and multi-tasking Managing Risk Across Multiple Projects Multiple project risk management process Identifying, assessing, and responding to multiple project risks Critical chain and multiple project risks Risk interrelationship management methods Creating and Executing the Multiple Project Plan The multiple project plan Multiple project scheduling Multiple project budgeting Executing and maintaining the multiple project plan Controlling in the multiple project environment Tools in multiple project management Multiple Project Communications Effective communication in the multiple project environment Common communication barriers Multiple project communications plan Resolving multiple project conflicts Summary and Next Steps What did we learn, and how can we implement this in our work environments?

Managing Multiple Projects Succeeding in today's competitive marketplace often requires cycle time reduction - reducing the duration of projects and getting results faster. This workshop will address managing multiple projects within the context of program or product management. Are your projects taking longer and longer to complete? Are results less than optimal because of time pressures on resources? Would you like to increase project 'throughout'? Succeeding in today's competitive marketplace often requires cycle time reduction - reducing the duration of projects and getting results faster. This workshop will address managing multiple projects within the context of program or product management. Planning and managing individual projects is challenging. When introducing the real-life limitation of resources and other outside influences into the multi-project environment, those challenges are magnified, and new challenges are introduced. This interactive workshop will position you for immediate action. The goal of this course is to equip you with the necessary knowledge, skills, and techniques so that you can effectively and productively manage multiple projects. What you Will Learn You'll learn how to: Manage stakeholder relationships and expectations Prioritize and sequence multiple projects Manage time and stress within a multiple project environment Effectively manage logical dependencies among projects Optimize the use of resources across multiple projects using concepts from Critical Chain methods Manage risk and communications in a multiple project environment Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Portfolio, program, and project management principles The multiple project environment The MMP Process Model Developing the Multiple Project List Multiple project portfolio management Project selection Project categories and types The multiple project list Multiple Project Logical Dependencies Project dependencies Types of multiple project portfolios Categories of logical dependencies across multiple projects Project priorities in the multiple project schedule Multiple Project Resource Management Multiple project resources and resource management concepts Multiple project resource loading Resource pool and resource database Multiple project resource issues and outsourcing Critical chain resource management, including drum resources and multi-tasking Managing Risk Across Multiple Projects Multiple project risk management process Identifying, assessing, and responding to multiple project risks Critical chain and multiple project risks Risk interrelationship management methods Creating and Executing the Multiple Project Plan The multiple project plan Multiple project scheduling Multiple project budgeting Executing and maintaining the multiple project plan Controlling in the multiple project environment Tools in multiple project management Multiple Project Communications Effective communication in the multiple project environment Common communication barriers Multiple project communications plan Resolving multiple project conflicts Summary and Next Steps What did we learn, and how can we implement this in our work environments?

EXPERT – MASTERCLASS 8 CPD POINTS 1 DAY INTENSIVE COURSE  ONLINE or IN-CLINIC NOTE! After booking we will contact you for scheduling the exact course date! Courses dates are subject to change due to mentors availability. We will inform you via email if a date becomes available! DERMAGRAFT AND ENRICHED NANO-MICROFAT TRANSFER FOR FACE, NECK & HANDS – VOLUMIZATION & REJUVINATION WHAT IS MICROFAT AND NANOFAT GRAFTING FOR FACE AND NECK LIFT? Microfat and enriched nanofat graft transfer (also known as autologous fat transfer or lipoinjection), to the face and the neck is a minimally invasive, short-lasting procedure with rapid recovery, and can be done under local anaesthesia. Following completion of the procedure, the patient can return to the normal daily life activities. But firstly, we need to clearly explain what the terms microfat and nanofat grafts mean…. Microfat is defined a small-diameter fat particle and is used to improve the appearance of wrinkles, grooves and the lack of volume and sagginess of the skin of the face and neck, in response to the aging process. Similarly, nanofat, is referred to as the smallest diameter fat particle. The main advantage of the nanofat is that it contains cells that have the ability to differentiate in any type of body cell. Stem cells – as they are called- play a very important role in the process of rejuvenation, as they can differentiate into cells called fibroblasts which in turn produce collagen thus making the skin firmer and more youthful in appearance. The Course can be divided into two stages: 1. In the first stage, fat cells will be obtained from one or more parts of the body and are then purified and injected into the face and the neck. The doctor will identify an area in your body where the fat will be obtained from. This area is usually the flanks, but fat can also be obtained from other areas such as the abdomen, and the outer and inner thighs. You will be given enough local anaesthesia to numb the area where the fat will be harvested from. Then, a small-diameter cannula called microcannula connected to a special vacuum syringe will be gently introduced under the skin to obtain the fat. During this process, you should not feel any pain, the local anaesthetic will have made you numb. After the fat is harvested, it will contain a mixture of fat cells, blood, water, and local anaesthetic. Therefore, this fat will not be pure. This mixture of fat, blood, water and local anaesthetic will then become filtered into a special filtering and processing device whereby all the blood, water and local anaesthetic are being washed out, so that pure fat remains. This fat is then further processed by passing it through special filters whereby it becomes a smaller-sized fat particle known as microfat and nanofat graft. You need to be medically qualified as a doctor, dentist, nurse, pharmacist or paramedic with full governing body registration and have completed a Foundation Filler Course and to have administered a number of cases. Additional information ATTENDANCE ONLINE (theory), IN-CLINIC (Practice) COURSE LEVEL EXPERT | Masterclass Course

Better Business Cases™ Foundation Better Business Cases™ is based on the Five Case Model - which is the UK government's best practice approach to structuring spending proposals and making effective business decisions. Using this best practice approach will allow organizations to reduce unnecessary spending and improve the decision-making process which gives you a greater chance of securing necessary funding and support for initiatives. The goal of the foundation course is to enable participants to work effectively with a team to develop a strong business case in their work environment. What You Will Learn At the end of this program, you will be able to: Describe the philosophy and the underlying rationale of the Five Case Model Identify different types of business case, their purpose, who is responsible for them Recognize when the different types are required in the development of a spending proposal Develop the business case in relation to other recognized and recommended best practices for programme and project management Overview of the Five Case Model Five key components of a business case and the order in which they are presented Three key stages in the development of a spending proposal Definition of a programme / project and the key differences between programmes and projects Purpose of a Business Justification Case (BJC) and in what circumstances it should be considered Purpose of a Strategic Outline Case (SOC) Purpose of an Outline Business Case (OBC) Purpose of a Full Business Case (FBC) Relationship between policies, strategies, programmes, and projects and their deliverables Developing the Strategic Case Purpose and core content of a Strategic Case Purpose of SMART robust spending objectives and the key objectives for spend: economy, efficiency, effectiveness, re-procurement, and statutory or regulatory compliance Four main categories of benefits criteria and the parties involved in their development Three key categories of risk Purpose of identifying constraints and dependencies Difference between direct and indirect benefits Developing the Economic Case Purpose and core content of an Economic Case Purpose of critical success factors and the key critical success factors based upon the Five Case Model Purpose of the long list options and how to generate options and undertake SWOT analysis Minimum of four short-list options, how they are derived, and what they should include (Reference Project / Public Sector Comparator [PSC]) Difference between the preferred way forward and the preferred option Purpose, objectives, key participants, and outputs of Workshop Stage 2 - identifying and assessing the options Rules that should be followed for the treatment of costs and benefits Key differences between economic appraisals and financial appraisals Factors considered when selecting the preferred option Developing the Commercial Case Purpose and core content of a Commercial Case Guiding principles when apportioning risk between the contractual parties Purpose of payment mechanisms Purpose of Step 9 in the development framework: Contracting for the deal Developing the Financial Case Purpose and core content of a Financial Case The financial statements required for all projects The possible impacts to consider Developing the Management Case Purpose and core content of a Management Case Purpose of a programme / project management strategy, framework, and plan Purpose of a change management strategy, framework, and plan Purpose of a benefits realization strategy, framework, and register / plan Purpose of a risk management strategy, framework and register / plan Purpose of a post programme / project evaluation strategy, framework, and plan

Better Business Cases™ Foundation: In-House Training: In-House Training Better Business Cases™ is based on the Five Case Model - which is the UK government's best practice approach to structuring spending proposals and making effective business decisions. Using this best practice approach will allow organizations to reduce unnecessary spending and improve the decision-making process which gives you a greater chance of securing necessary funding and support for initiatives. The goal of the foundation course is to enable participants to work effectively with a team to develop a strong business case in their work environment. What You Will Learn At the end of this program, you will be able to: Describe the philosophy and the underlying rationale of the Five Case Model Identify different types of business case, their purpose, who is responsible for them Recognize when the different types are required in the development of a spending proposal Develop the business case in relation to other recognized and recommended best practices for programme and project management Overview of the Five Case Model Five key components of a business case and the order in which they are presented Three key stages in the development of a spending proposal Definition of a programme / project and the key differences between programmes and projects Purpose of a Business Justification Case (BJC) and in what circumstances it should be considered Purpose of a Strategic Outline Case (SOC) Purpose of an Outline Business Case (OBC) Purpose of a Full Business Case (FBC) Relationship between policies, strategies, programmes, and projects and their deliverables Developing the Strategic Case Purpose and core content of a Strategic Case Purpose of SMART robust spending objectives and the key objectives for spend: economy, efficiency, effectiveness, re-procurement, and statutory or regulatory compliance Four main categories of benefits criteria and the parties involved in their development Three key categories of risk Purpose of identifying constraints and dependencies Difference between direct and indirect benefits Developing the Economic Case Purpose and core content of an Economic Case Purpose of critical success factors and the key critical success factors based upon the Five Case Model Purpose of the long list options and how to generate options and undertake SWOT analysis Minimum of four short-list options, how they are derived, and what they should include (Reference Project / Public Sector Comparator [PSC]) Difference between the preferred way forward and the preferred option Purpose, objectives, key participants, and outputs of Workshop Stage 2 - identifying and assessing the options Rules that should be followed for the treatment of costs and benefits Key differences between economic appraisals and financial appraisals Factors considered when selecting the preferred option Developing the Commercial Case Purpose and core content of a Commercial Case Guiding principles when apportioning risk between the contractual parties Purpose of payment mechanisms Purpose of Step 9 in the development framework: Contracting for the deal Developing the Financial Case Purpose and core content of a Financial Case The financial statements required for all projects The possible impacts to consider Developing the Management Case Purpose and core content of a Management Case Purpose of a programme / project management strategy, framework, and plan Purpose of a change management strategy, framework, and plan Purpose of a benefits realization strategy, framework, and register / plan Purpose of a risk management strategy, framework and register / plan Purpose of a post programme / project evaluation strategy, framework, and plan

Complete JavaScript training course description A hands on course covering JavaScript programming. Core JavaScript is covered first, including the basics, arrays, functions, classes, modules and Regular expressions. Client side JavaScript is then covered including JavaScript in browsers, Scripting CSS, the jQuery library and HTML APIs. What will you learn Read JavaScript. Write JavaScript. Debug JavaScript. Complete JavaScript training course details Who will benefit: Anyone wishing to learn JavaScript. Prerequisites: None. Duration 3 days Complete JavaScript training course contents CORE JAVASCRIPT Lexical structure: Character set, comments, literals, identifiers, and reserved words, optional semicolons.. Types, values and variables: Numbers, text, boolean values, null and undefines, the global object, wrapper objects, immutable primitive values and mutable object references, type conversions, variable declaration, variable scope. Expressions and operators: Primary expressions, object and array initializers, function definition expressions, property access expressions, invocation expressions, object creation expressions, operator overview, arithmetic expressions, relational expressions, logical expressions, assignment expressions, evaluation expressions, miscellaneous operators. Statements: Expression statements, compound and empty statements, declaration statements, conditionals, loops, jumps, miscellaneous statements, summary of JavaScript statements. Objects: Creating objects, querying and setting properties, deleting properties, testing properties, enumerating properties, property getters and setters, property attributes, object attributes, serializing objects, object methods. Arrays: Creating arrays, reading and writing array elements, sparse arrays, array length, adding and deleting array elements, iterating arrays, multi-dimensional arrays, array methods, FCMAScript 5 array methods, array type, array-like objects, strings as arrays. Functions: Defining functions, invoking functions, function arguments and parameters, functions as values, functions as namespaces, closures, function properties, methods and constructor, functional programming. Classes and modules: Classes and prototypes, classes and constructors, Java-style classes in JavaScript, augmenting classes, classes and types, object oriented techniques in JavaScript, subclasses, classes in ECMAScript 5, modules. Pattern matching and regular expressions: Defining regular expressions, string methods for pattern matching, the RegExp object. JavaScript subsets and extensions: JavaScript subsets, constants and scoped variables, destructuring assignment, iteration, shorthand functions, multiple catch clauses, E4X: ECMAScript for XML. Server-side JavaScript: Scripting Java with Rhino, asynchronous I/O with node. CLIENT SIDE JAVASCRIPT JavaScript in web browsers: Client side JavaScript, embedding JavaScript in HTML, execution of JavaScript programs, compatibility and interoperability, accessibility, security, client side frameworks. The Window object: Timers, browser location and navigation, browsing history, browser screen information, dialog boxes, error handling, document elements as window properties, multiple windows and frames. Scripting Documents: Overview of the DOM, selecting document elements, document structure and traversal, attributes, element content, creating, inserting and deleting nodes. Example: generating a table of contents, document and element geometry and scrolling, HTML forms, other document features. Scripting CSS: Overview of CSS, important CSS properties, scripting inline styles, querying computed styles, scripting CSS classes, scripting stylesheets. Handling events: Types of events, registering event handlers, event handler invocation, document load events, mouse events, mousewheel events, drag and drop events, text events, keyboard events. Scripted HTTP: Using XMLHttpRequest, HTTP by <script>: JSOMP, Comet with server-sent events. The jQuery library: jQuery basics, jQuery getters and setters, altering document structure, handling events with jQuery, Animated effects, Ajax with jQuery, Utility functions, jQuery selectors and selection methods, Extending jQuery with plug-ins. The jQuery UI library. Client side storage: localStorage and sessionStorage, Cookies, IE usingData persistence, Applicatioin storage and offline webapps. Scripted media and graphics: Scripting images, Scripting audio and video, SCG:scalable vector graphics, Graphics in a <canvas>. Scripted HTTP: Using XMLHttpRequest, HTTP by <script>: JSOMP, Comet with server-sent events. The jQuery library: jQuery basics, jQuery getters and setters, altering document structure, handling events with jQuery, Animated effects, Ajax with jQuery, Utility functions, jQuery selectors and selection methods, Extending jQuery with plug-ins. The jQuery UI library. Client side storage: localStorage and sessionStorage, Cookies, IE usingData persistence, Applicatioin storage and offline webapps. Scripted media and graphics: Scripting images, Scripting audio and video, SCG:scalable vector graphics, Graphics in a <canvas>. HTMLS APIs: Geolocation, history management, cross-origin messaging, web workers, type arrays and ArrayBuffers, blobs, the filesystem API, client side databases, web sockets.

Hypnotherapy Training Course

Did you know that: Camden, Islington and Haringey have some of the highest HIV and STI prevalence rates in the UK 66% of people would prefer to use their GP for sexual health services1 but GPs and practice nurses report numerous barriers to offering HIV and STI tests Missed opportunities to diagnose HIV and other STIs have major health implications, including significantly increased mortality rates for HIV2 Why is SHIP training relevant to YOU? Do you want to learn quick simple strategies to assess your patients’ sexual health risk? Find out why the use of speculae is plummeting! Are you all too aware of the reasons NOT to offer an HIV test? Do you worry about how to bring up the topic out of the blue? We will help you become confident in sexual health risk assessment and make meaningful changes to your clinical practice! Session 1a: STI update for Practice Nurses & Nursing Associates Describe the clinical significance of STIs in general practice Outline strategies for STI testing in primary care, including which swabs to use and when Outline management of STIs in the GP setting, including partner notification guidance Describe patterns of STI risk, and prevention methods Session 1b: Talking with patients about sex Formulate and use strategies to bring up sexual health in GP consultations, including when people are not expecting it Demonstrate how to take a rapid sexual health risk assessment tailored for the primary care consultation Formulate clinical management plans drawing on rapid sexual health risk assessment Session 2: Blood borne virus update List the advantages of diagnosing HIV and viral hepatitis in general practice, and the dangers of late diagnoses Recognise the parallels between HIV and viral hepatitis Recognise HIV indicator conditions Overcome barriers to, and normalise, HIV and viral hepatitis testing in your clinical practice Each session provides you with up-to-date resources to take back to your practice to support your consultations.

Just had an argument with your girlfriend or boyfriend want to sort it out? Need assistance? An M.D.D date coach will call both of you once a day for 30minutes for one week and mediate on your behalf and do a session together at the end of the week to help you both see the other person’s point of view. (This package is only for couples who have a problem and both parties want to resolve the issue) https://relationshipsmdd.com/product/m-d-d-couples-drama-package/

Microsoft Project Blue Belt® 2013 This course introduces Project Server 2013 features that expedite scheduling projects and simplify managing tasks within an enterprise environment. Learn different aspects of Project Server and their benefits to varying roles in the enterprise, and gain hands-on experience and insights on best practices from SMEs around the world. This course introduces Project Server 2013 features that expedite scheduling projects and simplify managing tasks within an enterprise environment. Learn different aspects of Project Server and their benefits to varying roles in the enterprise, and gain hands-on experience and insights on best practices from SMEs around the world. What you Will Learn You'll learn how to: Identify the project's life cycle Understand the Enterprise Project Management (EPM) environment Apply the basic project management principles to selecting, initiating, planning, executing, monitoring and controlling, and closing your Project 2013 schedules Take advantage of new features Explain Project Server 2013 views and project sites Meet deadlines and budget restrictions Keep the workloads of your resources within their available limits Efficiently update your schedule Take advantage of the standard reports, custom views, and visual reports for your projects Take a brief look at the Business Intelligence potential Efficiently and effectively manage your project(s) and programs Work comfortably within Project Server 2013 or Project Online Getting Started with Microsoft® Project Server 2013 Describing the EPM context Discovering Project Server 2013 and Project Online Differentiating the users of Project Server 2013 Working with Project Professional 2013 and Project Server 2013 Recognizing the Life Cycle within EPM Projects and Portfolio Management Portfolio management and governance Originating new initiatives within EPTs and workflows Prioritizing initiatives, analyzing scenarios, optimizing, and selecting the portfolio Initiating Projects Initiating processes with Project Professional, SharePoint lists, Enterprise Projects, and Resource Plans Importing projects and managing project owner and permissions Planning Projects - Scope and Schedule Management Planning context and framework Scheduling in PWA Using the Deliverables feature Planning Projects - Staffing Management Plan Building a project team Managing resource availability Reviewing the assignment cycle Resolving resource overallocation Planning Projects - Cost Components, Baseline, and Consolidated Schedules Developing components of the Cost Management Planning processes Working with the baseline in projects and programs or master schedules Improving the Collaboration in the Project Sites Creating the Project Sites Developing components of the Risk Management Plan and Issues Tracking Linking planning documents Additional apps and customization Executing Projects Understanding executing processes Managing resources using Build Team and other features Working with timesheets Reporting administrative time Configuring personal settings Monitoring and Controlling Projects - Tracking Task and Project Progress Understanding the Monitoring and Controlling processes Task progress and updates in PWA including considerations for different tracking methods Task progress and updates in Project Professional 2013 Monitor and Control Projects - Measuring Performance and Reporting Progress Understanding status reports Reviewing performance metrics and progress reports Taking advantage of preloaded reports at the Business Intelligence Center Considerations for defining custom reports Closing Projects Reviewing the closing processes and closing tasks to updates Supporting the closing process