36961 PE courses delivered Online

Intercultural Competence: In-House Training In a world that conducts business across continents and geographical borders, more than ever it is essential for team and organizational leaders to not only understand but also embrace the diversity of cultures; this is intercultural competence. Intercultural competence gives one the ability to effectively and appropriately communicate with people from other cultures in a competitively complex world. The participant in this program will gain cultural insights needed to build intercultural teams and navigate cultural diversities, without knowingly violating what are deemed to be acceptable or unacceptable cultural norms. What you will Learn At the end of this program, you will be able to: Articulate on the meaning of culture and intercultural competence Express the importance of body language and appropriately demonstrate its emblems Describe three cultural models and consider their application in assimilating cultural behaviors Define emotional intelligence and explain how it is linked to cultural intelligence Examine the four cultural intelligence capabilities and give examples of how each is developed Develop a personal cultural profile and compare its dimensions to gain an appreciation for intercultural competence Foundation Concepts Fundamentals of culture Culture and body language Culture and proxemics Cultural Models Iceberg culture model The onion model of culture Hofstede's model of national cultures High-context and low-context cultures Cultural Intelligence Emotional intelligence overview Cultural intelligence overview Cultural Profile Cultural profile dimensions Understanding your cultural profile

Project Management for Non-Project Managers: In-House Training Individuals who are involved in projects (commissioning, supporting, sponsoring, etc.) may often be unfamiliar with project management. A basic understanding of project management is essential for non-project managers, who are critical stakeholders contributing to project success. This awareness course uses A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and other sources to introduce you to project management vocabulary, concepts, and techniques. It also provides insights into the realities of being a project manager, and opportunities to explore how you can positively impact projects in your own role. What You Will Learn At the end of this program, you will be able to: Identify the benefits of project management Use standard project management terminology Describe characteristics of successful projects, project managers, and high-performing teams Explain various project stakeholder roles, their responsibilities, and the fundamental project management processes Recognize how agile / adaptive practices are useful for certain project life cycles Create a personal action plan for how to support real-world projects within a non-PM role Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Project management overview Strategic value of project management Defining project success Project life-cycle models and governance Project roles and responsibilities Project Initiating and Planning Initiating the project Defining project requirements and scope Developing the project schedule and budget Project Risk Management, Executing, Monitoring, and Closing Understanding, evaluating, and adjusting for risk Honoring the baseline and executing the project Monitoring and controlling the project Closing the project Project Interpersonal Processes Project communication Project team development Conflict management

Estimating for Business Analysts: In-House Training A business analyst does not have authority to estimate the project and will not be held responsible for the project staying within the proposed budget; however, the business analyst does participate in various planning exercises with the project team. Many times the business analyst is on his or her own, required to provide estimates of how long it will take to perform their tasks. This course acquaints you with the basics of estimating from the point of view of the business analyst, emphasizing time estimates for the work. It also covers some of the product cost estimates that a business analyst may have to provide when the business is performing a cost/benefit analysis for the project. What you will Learn You'll learn how to: Translate business needs and requirements into estimates Estimate durations using a variety of techniques Negotiate differences in estimates Getting Started Introductions Course structure Course goals and objectives Foundation Concepts The importance of estimating to a business analyst The good and bad of estimating The project context The meaning of good estimating Focuses of estimating Characteristics of a good estimate Estimating the Time Requirements Applicable BABOK® Knowledge Areas Business Analysis Planning and Monitoring Elicitation and Collaboration Estimating the elicitation Information Gathering Plan Relative times for elicitation activities Planning and estimating the business analysis approach and activities Planning the business analysis activities Impact of process Estimating the Product Estimating the value of the product Business analyst's role Defining and determining value Function and use case points Agile estimating Planning Poker Other agile estimating techniques Negotiating estimates Negotiation techniques Negotiation approaches Summary What did we learn, and how can we implement this in our work environment?

Peer mediation step by step 50 minute Video Guide

EMDR Therapy and Suicidality: A one day interactive webinar

Supervising First Aid for Mental Health FAA Level 3 Award in supervising First Aid for Mental Health (RQF) Award in Leading First Aid for Mental Health at SCQF Level 6. This course builds on the Level 2/5 Award in First Aid for Mental Health and covers a wider range of mental health conditions. Goes into detail on the range of therapy and professional support that a person may be given by professional bodies during treatment for a mental health condition.

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

Legionella Responsible Person Online is suitable for any persons wanting to gain an understanding of Legionella and how to prevent or control the risk of exposure to Legionella bacteria.

Our online course equips you with the necessary skills to deliver quality leadership within care settings. The course content aligns with the National Occupational Standards (NOS) for Leadership and Management in Care Services, ensuring that you meet the required standards. You will gain the confidence to handle challenging situations and adapt to changing environments. The Level 5 Leadership and Management for Adult Care course provides essential training and guidance for the Level 5 Diploma in Leadership and Management for Adult Care (RQF). This qualification is the most up-to-date and recognised qualification for Registered Managers approved by CQC and Skills For Care.

This qualification is designed for learners aged pre-16 and above who wish to develop skills and knowledge in creative craft. This course has been designed to be as affordable for families as possible. Please note, this is not a GCSE but is a GCSE Level course which is why it is designed to span 2 years, although we offer complete flexibility on the timeframe that learners can complete within. This qualification is a Level 2 Qualification and is Ofqual approved carrying 15 credits. Other examples of Level 2 qualifications are BTEC Level 2 and the Silver Arts Award. Feedback from our past learners shows that this qualiifcation is widely regarded as level to a grade A*-C/4-9 at GCSE standard when applying for college or work placements. Please also note, that whether this course is recognised as a GCSE equivalent by colleges and further education establishments, can vary according to location, college and even between courses at the same college. If reliant on this qualification for entry onto another course, it is recommended that you establish with the college whether or not this will aid admission, before committing to the course. Click here to download the Level 2 Creative Craft Information Pack.pdf Our Open Day event gives a little more insight into how this course works as well as the course content and payment options: We don't impose any minimum or maximum ages on our learners as we recognise that every learner is an individual and is on their own unique learning journey. We believe, that their adult facilitator is the best person to judge whether a learner is ready for a particular course, but to enable you to make this decision we provide a workbook, free for you to try. Simpy email technologytriumphs@outlook.com to request a free sample session. We are also happy to advise you with this decision so do reach out to us if you would like our guidance on this. As part of your Induction pack, your learner will receive a free apron to use within their course, but aside from this we have designed the courses to utilise as affordable as possible. The following is not an exhaustive list, but does highlight the main costs associated with the course. UNIT SUMMARIES 601/3232/2 Credit Value: 15 Total Qualification Time: 150 hours 1 Be able to use materials, tools and equipment to develop craft techniques  1.1 Assess the properties of available materials for craft item(s) including the visual and tactile qualities 1.2 Select materials, tools, equipment and techniques to support craft ideas and give reasons for choices 1.3 Use appropriate tools and equipment for selected techniques 1.4 Develop craft techniques, making effective use of materials, tools and equipment 1.5 Maintain a safe working environment by ensuring safe use of materials, tools and equipment 1 Understand the market within a chosen craft area  1.1 Explore enterprises within a chosen craft area 1.2 Explain what makes them successful 1.3 Describe the market(s) for chosen craft area 1.4 Identify opportunities in chosen market(s) 1.5 Explain the importance of listening to stakeholders when developing ideas 1.6 Explain the importance of balancing risk against the potential reward of creative ideas 1.7 Identify appropriate financial tools to support creative enterprising ideas 1.8 Identify ways to market a creative product 2 Understand employment opportunities within a chosen craft area  The learner can: 2.1 Explore employment opportunities within a chosen craft area 2.2 Describe the characteristics of an enterprising individual in a chosen craft area 2.3 Identify own strengths and areas for development within a chosen craft area 2.4 Produce an action plan for personal development/career aspirations   1 Be able to develop craft ideas  The learner can: 1.1 Use a range of different sources to develop craft ideas 1.2 Develop visual language to communicate craft ideas 1.3 Use feedback and evaluation of own work to develop craft ideas 1.4 Adapt craft ideas in response to feedback and evaluation of own work 1.5 Select preferred craft idea giving reasons for 1.6 Maintain a safe working environment 1 Be able to create and present final craft item(s)  The learner can: 1.1 Use chosen idea to create a production plan 1.2 Use selected tools, materials, equipment and techniques to produce final craft work 1.3 Display craft work in an appropriate way/setting 1.4 Maintain a safe working environment 2 Know how to evaluate the creative and craft making processes  The learner can: 2.1 Evaluate the creative process 2.2 Review final craft item to identify opportunities for improvement or further development