683 Practitioner courses delivered Live Online

Duration 4 Days 24 CPD hours This course is intended for This course assumes the student has successfully taken and passed the NCSF Foundation 2.0 course based on the NIST Cybersecurity Framework version 1.1, release April 2018. Following the course introduction, the course provides an introduction to the intersection between digital transformation and cybersecurity, which is followed by an overview of the threat landscape. Following an approach to the implementation of cybersecurity controls, the course delves into an organizational approach to cybersecurity that starts governance, management, and a supportive culture,Finally, the course provides additional guidance for the cybersecurity practitioner to determine the current state, the desired state, and a plan to close the gap - and to do this over and over again to inculcate it into organizational DNA. Overview This course looks at the impact of digital transformation on cybersecurity risks, an understanding of the threat landscape, and an approach to the application of cybersecurity controls. It provides guidance for students on the best approach to design and build a comprehensive cybersecurity program. Executives are keenly aware of the risks but have limited knowledge on the best way to mitigate these risks. This course also enables our executives to answer the critical question - Are we secure? The class includes lectures, informative supplemental reference materials, quizzes, exercises, and formal examination. The exercises are a critical aspect of the course; do not skip them. Outcomes and benefits from this class is a practical approach that students can use to build and maintain comprehensive cybersecurity and cyber-risk management programs. This course is targeted at IT and Cybersecurity professionals looking to become certified on how to operationalize the NIST Cybersecurity Framework (NCSP) across an enterprise and its supply chain. Digital Transformation Explores what the Practitioner needs to know about the relationship between digital transformation and cybersecurity Explain how to determine the impact of cybersecurity on DX. Explain the relationships between culture and digital transformation from the perspective of a practitioner. Explain the delivery of value to stakeholders in a DX & cybersecurity environment. Illustrate the interdependent relationship between cybersecurity and DX. Threat Landscape The Practitioner needs to understand what threat actors do and their capabilities. Compare the evolving attack type impact to the threat environment. Apply knowledge about the threat landscape to maintain a readiness to respond. Develop a risk profile based on business impact analysis Establish the relationship between awareness and training in the continual improvement of cybersecurity posture. Develop and treat training & awareness as a critical aspect of deterrence Use knowledge about the threat landscape as a predicate to the adoption and adaptation of your cybersecurity posture. The Controls This chapter provides a sample set of controls based on an informative reference. Understand the purpose goals & objectives for each control. Characterize & explain the informative reference controls Discover how to apply the controls in an organizational context. Adopt & Adapt Adopt is a decision about governance; adapt is the set of management decisions that result from the decision to adopt. Distinguish Adopt, Adapt, Management & Governance. Develop an approach to adoption & adaptation. Distinguish & demonstrate the impact of organizational culture on developing cybersecurity as a capability. Develop an assessment approach to define current state. Adaptive Way of Working Threat actors are agile and highly adaptive. The cybersecurity Practitioner must develop the same capabilities Break down what constitutes an adaptive approach. Characterize & apply the need for crossfunctional teams. Recognize and prioritize the first steps (get started). Demonstrate & establish cybersecurity phases. Break down the impact of the flows. Rapid Adoption & Rapid Adaptation FastTrack FastTrack? is an approach to allow organizations to learn to adapt to an evolving threat landscape rapidly. Approach: Establish what it takes to adopt CS. Determine how that impacts management adaptation of CS. Determine how that impacts the capability to assess. CS Capability: Determine the gap between existing & needed capabilities. Establish what must be developed. Develop appropriate risk management profile. Discover how cybersecurity impacts people, practice & technology impacts organization. Differentiate CIS Implementation groups. Determine appropriate implementation group & approach. Develop appropriate phase approaches. CIIS Practice Cybersecurity is an ongoing game of cat and mouse. Organizations must learn how to inculcate cybersecurity improvement into their DNA. Break down & develop mechanisms for ongoing cybersecurity improvement that includes developing a learning organization. Illustrate an improvement plan based on the NIST 7-Step Approach. Illustrate an improvement plan based on the Improvement GPS Demonstrate understanding of Cybersecurity Maturity Model Certification Break down the balancing loop & how it fits into the escalation archetype Use the Fast Track? (improvement & implementation) cycles.

Certified Business Relationship Manager (CBRM®): Virtual In-House Training The CBRM® Practitioner Qualification is intended for the intermediate-to-advanced Business Relationship Manager, as it focuses on advancing to the role of Strategic Business Relationship Manager. As such, the primary focus is on strategic business relationship management, leveraged to optimize business value to the enterprise. The purpose of the Practitioner qualification is to confirm whether the candidate has achieved sufficient understanding and competence to perform the role of Strategic Business Relationship Manager. To pursue the CBRM® certification, a candidate must be a certified Business Relationship Management Professional (BRMP®). What You Will Learn The successful candidate will demonstrate deep understanding and ability to perform the Strategic BRM role. Specifically, the candidate will: Effectively communicate the purpose and objectives of the Strategic BRM role and how to optimally position that role for maximum effectiveness within the enterprise Understand how to use their personal power and influence to build business relationships and foster a culture that excels at business value results Apply the Strategic Relationship Management processes and techniques to build and sustain trust relationships spanning Business Partner and Provider networks Be able to assess Business Demand Maturity and Business Relationship Maturity and how these might evolve over time Be able to assess Provider Capability Maturity and BRM Competencies and identify key areas needing improvement Be able to apply cross-organization communication techniques to clearly articulate real Provider / business value delivered to the organization Be able to influence executive leaders in their use of Provider Capabilities and Assets based upon potential business value and convergence with business strategy Promote and catalyze business innovation in the Provider's sphere of influence Be able to use the Business Value Management process, techniques, and metrics to define, realize, and optimize the value of Provider capabilities and assets Apply Business Partner Experience Management so as to foster a positive Business Partner perception of Provider capabilities as an essential element of building and sustaining trust relationships Shape strategic agendas for optimum business value, with due consideration of external compliance requirements and potential risks to the business Understand the implications of Lean / Agile methods for the BRM role and capability Influence the development and deployment of available Provider capabilities based upon business need and potential to enable or create business value. Apply Business Capability Management to determine and acquire enabling capabilities pursuant to strategic outcomes Apply Business Capability Management to determine and acquire enabling capabilities pursuant to strategic outcomes Contribute to Business Transition Management in order to foster organizational understanding, support, adoption, and business value results of investments in new business capabilities Course Introduction Explain the House of BRM, recalling the BRM Core Disciplines, competencies required for the BRM role, and necessary conditions for protecting the integrity of the role Recall the key BRM concepts, processes, and techniques Understand the Business Relationship Maturity Model and the Five Relationship Maturity Levels Understanding Business Relationship Maturity and Value The Strategic BRM Role and Capability BRM Impact on Business Value Introduction to the ACME Leisurewear Case Scenario that is used through the course Assessing BRM Context Clarifying Issues Conducting a Business Demand Maturity Assessment Conducting a Business Relationship Maturity Assessment Conducting a Provider Capability Maturity Assessment Shaping the Business Partner's experience with the Provider The BRM role in Service Management Developing Strategic Relationships How to assess Strategic Relationships and plan for their improvement How to achieve business impact through influence and persuasion How to plan and execute BRM formal communications Organizational considerations for BRM deployment How to determine appropriate BRM performance measurement Optimizing Business Value Formulating and Clarifying Business Strategy Catalyzing Business Innovation Business Capability Management Value Management Planning Portfolio Management Business Transition Planning Business Value Optimization Summary and CBRM Exam Preparation Course Summary CBRM Syllabus Review Format and structure of the CBRM® Practitioner Exam Exam hints and tips Sample Exam

PMI-ACP® Exam Prep: In-House Training This course builds on the candidates' practical experience of Agile in the workplace to equip them with the broad range of knowledge and skills required for the PMI® Agile Certification exam. It will follow the PMI® requirements and reference the suggested reading list, including the Agile Practice Guide, but will not be limited to those areas. Within the profession and discipline of project management, Agile continues to develop as a significant and important aspect of bringing change to an organization. Where the products of change must be delivered to the business 'on time,' Agile is often the chosen methodology. In addition to equipping candidates for the PMI® Agile Certification examination, this course will also support candidates in taking a more informed and effective role in Agile projects. It will also enable them to take a significant role in encouraging and enabling the organization to become or develop as an Agile environment. What you will Learn You will learn how to: Appreciate the wider aspects of Agile project management tools and techniques Integrate various disciplines within Agile Tailor / customize Agile to suit the needs of different projects Prepare yourself for the PMI® Agile Certification examination Getting Started Introductions Agenda Expectations Foundation Concepts Defining 'Traditional' Project Management Project management parameters The 'traditional' approach to the parameters Strengths and weaknesses of the traditional approach Defining 'Agile' Project Management Project management parameters revisited The 'agile' approach to the parameters Strengths and weaknesses of agile Managing projects with traditional and agile methods Can the two approaches co-exist? Leveraging the benefits of both methods Options for using both methods on a project Avoiding the elephant traps Key aspects of the PMI® Agile Certified Practitioner (PMI-ACP)® Handbook Overview Eligibility requirements Exam information Exam Blueprint Continuing certification requirements Key aspects of the PMI Agile Certification Examination Content Outline Introduction Agile exam content outline Tools and techniques Knowledge and skills Domains and tasks (not examined) An Introduction to Agile and Implementing Agile Definable work vs. high-uncertainty work Project factors that influence tailoring The Agile Manifesto and 12 Principles Agile mindset Agile domains and tasks Agile Tools and Techniques Related to PM 'Hard Skills' Planning, monitoring, and adapting The need for planning, monitoring, and adapting The Agile approach to planning and plans The Agile planning tools and techniques The Agile monitoring tools and techniques The Agile approach to adapting Product quality A definition of 'product quality' Setting the standard for product quality Agile tools and techniques for achieving product quality Risk management A definition of 'risk' What is 'at risk'? The acceptability of risks The Agile tools and techniques for managing risks Agile Tools and Techniques Related to PM 'Soft Skills' The difference between PM 'hard and soft' skills Communications The importance of communications Forms of agile communications Communications within the project Communications from the project Communications to the project Making communications the cultural norm Interpersonal Skills Defining and understanding management Defining and understanding leadership Defining and understanding servant leadership Delegating vs. empowering Playing to people's strengths Overcoming the roadblocks Core Agile Tools and Techniques The philosophy of core Agile tools and techniques Agile estimation Will traditional forms of estimating work for agile? The relationship between estimating and guessing The relationship between estimating and sizing The where, who, and how of agile estimating Agile analysis and design Product analysis and design from a user point of view Product analysis and design from a supplier point of view Product analysis and design from an agile project point of view Value-Based Agile Tools and Techniques The role of value-based tools and techniques in bridging traditional PM with Agile Value-based prioritization Value-based prioritization and agile projects Investment appraisal methods Regulatory driven Customer driven Ranking methods (MMF, MoSCoW) Metrics What should we measure / track? Methods of measuring / tracking Adding value with metrics Process Improvement Value-stream analysis Value-stream mapping Agile Knowledge and Skills Context of Agile Knowledge and Skills vis-à-vis Agile Tools and Techniques Agile Knowledge and Skills Process focused People focused Product focused Project focused Exam Preparation and Course Closure The application process - where are you now? The 'Exam-Focused Journal' - what you still have to do Further preparation - self-study schedule Exam topic review Practice exam Practice exam debrief Course closure

Personal development groups for practitioners with Bárbara Godoy A playground for therapists to expand our perception to metaphor, as a way to connect directly with the experience of the other, guided by folklore and fairytales. "Supportive, thought-provoking, emancipating, grounding" Tuesday Evenings Group 6 pm to 7.15 pm  (UK Time) Friday Lunchtime Group 12.30 pm to 1.45 pm (UK time) Spring Term Phase One - 2025 22 and 29 April 6, 13, 20 and 27 May 3, 10, 17 and 24 June Autumn Term Phase Two - 2025 23 and 30 September 7, 14, 21 and 28 October 4, 11, 18 and 25 November Winter Term Phase Three - 2026 20 and 27 January 3, 10, 17 and 24 February 3, 10, 17 and 24 March Winter Term Phase One - 2025 24 and 31 January 7, 14, 21, 28 February 7, 14, 21 and 28 March Spring Term Phase Two - 2025 25 April 2, 9, 16, 23 and 30 May 6, 13, 20 and 27 June Autumn Term Phase Three - 2025 26 September 3, 10, 17, 24 and 31 October 7, 14, 21 and 28 November Venue: Online (Zoom) Fee: £350 per term or £900 the whole year Bárbara Godoy M.A., Adv. Dip. Exi. Psy. Existential Psychotherapist Group Leader, Counsellour, Lecturer and Supervisor, MBACP & UKCP accredited, SEA Professional Member, Director of Therapy Harley StreetBárbara’s academic contributions in London since 2008 include lecturing and researching on the theory and practice of Phenomenological Existential Therapy on Doctorate, MA and professional courses at the School of Psychotherapy and Counselling Psychology, Regent’s University and the New School of Psychotherapy and Counselling directed by Emmy van Deurzen. Bárbara has facilitated and designed therapeutic Group Work since 1997. She brought her earliest workshop: “Experiences” to large groups in The Netherlands, Italy, France, UK and Argentina. These awareness-intensive processes are a legacy of the human potential movement (HPM) of the 1960s, with techniques such as AUM Meditation Marathons, Psychodrama, Bioenergetics and Primal Feelings work. Organized by:

PMI-ACP® Exam Prep: Virtual In-House Training This course builds on the candidates' practical experience of Agile in the workplace to equip them with the broad range of knowledge and skills required for the PMI® Agile Certification exam. It will follow the PMI® requirements and reference the suggested reading list, including the Agile Practice Guide, but will not be limited to those areas. Within the profession and discipline of project management, Agile continues to develop as a significant and important aspect of bringing change to an organization. Where the products of change must be delivered to the business 'on time,' Agile is often the chosen methodology. In addition to equipping candidates for the PMI® Agile Certification examination, this course will also support candidates in taking a more informed and effective role in Agile projects. It will also enable them to take a significant role in encouraging and enabling the organization to become or develop as an Agile environment. What you will Learn You will learn how to: Appreciate the wider aspects of Agile project management tools and techniques Integrate various disciplines within Agile Tailor / customize Agile to suit the needs of different projects Prepare yourself for the PMI® Agile Certification examination Getting Started Introductions Agenda Expectations Foundation Concepts Defining 'Traditional' Project Management Project management parameters The 'traditional' approach to the parameters Strengths and weaknesses of the traditional approach Defining 'Agile' Project Management Project management parameters revisited The 'agile' approach to the parameters Strengths and weaknesses of agile Managing projects with traditional and agile methods Can the two approaches co-exist? Leveraging the benefits of both methods Options for using both methods on a project Avoiding the elephant traps Key aspects of the PMI® Agile Certified Practitioner (PMI-ACP)® Handbook Overview Eligibility requirements Exam information Exam Blueprint Continuing certification requirements Key aspects of the PMI Agile Certification Examination Content Outline Introduction Agile exam content outline Tools and techniques Knowledge and skills Domains and tasks (not examined) An Introduction to Agile and Implementing Agile Definable work vs. high-uncertainty work Project factors that influence tailoring The Agile Manifesto and 12 Principles Agile mindset Agile domains and tasks Agile Tools and Techniques Related to PM 'Hard Skills' Planning, monitoring, and adapting The need for planning, monitoring, and adapting The Agile approach to planning and plans The Agile planning tools and techniques The Agile monitoring tools and techniques The Agile approach to adapting Product quality A definition of 'product quality' Setting the standard for product quality Agile tools and techniques for achieving product quality Risk management A definition of 'risk' What is 'at risk'? The acceptability of risks The Agile tools and techniques for managing risks Agile Tools and Techniques Related to PM 'Soft Skills' The difference between PM 'hard and soft' skills Communications The importance of communications Forms of agile communications Communications within the project Communications from the project Communications to the project Making communications the cultural norm Interpersonal Skills Defining and understanding management Defining and understanding leadership Defining and understanding servant leadership Delegating vs. empowering Playing to people's strengths Overcoming the roadblocks Core Agile Tools and Techniques The philosophy of core Agile tools and techniques Agile estimation Will traditional forms of estimating work for agile? The relationship between estimating and guessing The relationship between estimating and sizing The where, who, and how of agile estimating Agile analysis and design Product analysis and design from a user point of view Product analysis and design from a supplier point of view Product analysis and design from an agile project point of view Value-Based Agile Tools and Techniques The role of value-based tools and techniques in bridging traditional PM with Agile Value-based prioritization Value-based prioritization and agile projects Investment appraisal methods Regulatory driven Customer driven Ranking methods (MMF, MoSCoW) Metrics What should we measure / track? Methods of measuring / tracking Adding value with metrics Process Improvement Value-stream analysis Value-stream mapping Agile Knowledge and Skills Context of Agile Knowledge and Skills vis-à-vis Agile Tools and Techniques Agile Knowledge and Skills Process focused People focused Product focused Project focused Exam Preparation and Course Closure The application process - where are you now? The 'Exam-Focused Journal' - what you still have to do Further preparation - self-study schedule Exam topic review Practice exam Practice exam debrief Course closure

Providing Customer service products and services for businesses and other organisations including face-to-face telephone, digital and written contact and communications

Managing Successful Programmes (MSP®) 5th Edition Foundation: Virtual In-House Training Managing Successful Programmes (MSP®) is a globally-recognized framework for best practice programme management. MSP certification provides guidance for programme managers, business change managers and the next step for project managers to develop their knowledge and skills to be able to positively respond to the challenges for managing programmes and larger, more strategic or multiple projects. MSP 5th edition emphasizes flexibility, adaptability, and responsiveness by adopting an incremental approach to the programme lifecycle and thus enabling organizational agility. AXELOS offers two levels of MSP Examination: MSP Foundation and MSP Practitioner. The MSP Foundation Examination is intended to assess whether the candidate can demonstrate sufficient recall and understanding of the MSP programme management framework. The MSP Foundation qualification is a prerequisite for the MSP Practitioner Examination, which assesses the ability to apply understanding of the MSP programme management framework in context. The MSP® 5th Edition Foundation course is a training based on the exam specification for MSP Foundation certification and is aligned with the Managing Successful Programmes (5th Edition) guide from AXELOS. What you will Learn At the end of this course, participants will be able to: Understand key concepts relating to programmes and MSP Understand how the MSP principles underpin the MSP framework Understand the MSP themes and how they are applied throughout the programme Understand the MSP processes and how they are carried out throughout the programme Key Concepts of MSP Programmes Three Lenses of MSP Principles Themes and Governance Organization Organization Theme Organization Structure Individual Roles Stakeholder Management Design Design Theme Benefits Risk Identification and Prioritization Target Operating Model Documents and Key Roles Justification Justification Theme Business Case Financial Planning Documents and Key Roles Structure Structure Theme Delivery Planning Dependencies Benefits Realization Plan Resourcing Documents and Key Roles Knowledge Knowledge Theme Knowledge Management Information Management Document and Key Roles Assurance Assurance Theme Assurance at Multiple Levels Assurance Planning Document and Key Roles Decisions Decisions Theme Issue Resolution Risk Response Data Gathering and Reporting Options and Analysis Document and Key Roles MSP Processes Identify the Programme    Design the Outcomes Plan Progressive Delivery Deliver the Capabilities Embed the Outcomes Evaluate New Information Close the Programme

Managing Successful Programmes (MSP®) 5th Edition Foundation: In-House Training Managing Successful Programmes (MSP®) is a globally-recognized framework for best practice programme management. MSP certification provides guidance for programme managers, business change managers and the next step for project managers to develop their knowledge and skills to be able to positively respond to the challenges for managing programmes and larger, more strategic or multiple projects. MSP 5th edition emphasizes flexibility, adaptability, and responsiveness by adopting an incremental approach to the programme lifecycle and thus enabling organizational agility. AXELOS offers two levels of MSP Examination: MSP Foundation and MSP Practitioner. The MSP Foundation Examination is intended to assess whether the candidate can demonstrate sufficient recall and understanding of the MSP programme management framework. The MSP Foundation qualification is a prerequisite for the MSP Practitioner Examination, which assesses the ability to apply understanding of the MSP programme management framework in context. The MSP® 5th Edition Foundation course is a training based on the exam specification for MSP Foundation certification and is aligned with the Managing Successful Programmes (5th Edition) guide from AXELOS. What you will Learn At the end of this course, participants will be able to: Understand key concepts relating to programmes and MSP Understand how the MSP principles underpin the MSP framework Understand the MSP themes and how they are applied throughout the programme Understand the MSP processes and how they are carried out throughout the programme Key Concepts of MSP Programmes Three Lenses of MSP Principles Themes and Governance Organization Organization Theme Organization Structure Individual Roles Stakeholder Management Design Design Theme Benefits Risk Identification and Prioritization Target Operating Model Documents and Key Roles Justification Justification Theme Business Case Financial Planning Documents and Key Roles Structure Structure Theme Delivery Planning Dependencies Benefits Realization Plan Resourcing Documents and Key Roles Knowledge Knowledge Theme Knowledge Management Information Management Document and Key Roles Assurance Assurance Theme Assurance at Multiple Levels Assurance Planning Document and Key Roles Decisions Decisions Theme Issue Resolution Risk Response Data Gathering and Reporting Options and Analysis Document and Key Roles MSP Processes Identify the Programme    Design the Outcomes Plan Progressive Delivery Deliver the Capabilities Embed the Outcomes Evaluate New Information Close the Programme

This Level 4 course encourages individuals in digital and technical roles to enhance their skills by exploring different techniques, formats, and tools to communicate and understand the impact of their communication choices.

Better Business Cases™ Foundation and Practitioner 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 combined foundation and practitioner course is to develop a candidate's ability to deliver a comprehensive business case through encouraging expanded knowledge to guide the practical application of theoretical foundations. Upon the completion of this course, a candidate will be able to start applying the model to a real business case development project. The outline presented in the course overview will be addressed in the first 2 days, with the Foundation exam conducted on the morning of Day 3. Then the topics will be revisited at a deeper level, for 2 more days, with the Practitioner exam conducted on the afternoon of Day 5. What you will Learn At the end of this program, you will be able to: Develop the lifecycle of a business case and establish the relationships between the five cases Apply the steps in the business case development framework, in order to support the production of a business case, using the Five Case Model, for a given scenario. Overview of Better Business Cases Alignment with the strategic planning process Importance of the Business Case using the Five Case Model Overview of the Five Case Model Purpose of the key stages in the development of a spending proposal Purpose of a Business Justification Case Business Case Development Process Purpose of project / programme assurance and assurance reviews Responsibility for producing the Business Case Determining the Strategic Context and Undertaking the Strategic Assessment Scoping the Scheme and Preparing the Strategic Outline Case Planning the Scheme and Preparing the Outline Business Case Procuring the Solution and Preparing the Full Business Case Implementation and monitoring Evaluation and feedback Making the Case for Change Agree on the strategic context Determine spending objectives, existing arrangements, and business needs Determine potential business scope and key service requirements Determine benefits, risks, constraints, and dependencies Exploring the Preferred Way Forward Agree on critical success factors Determine long list options and SWOT analysis Recommend a preferred way forward Determining Potential Value for Money Revisit the short list Prepare the economic appraisal for short-listed options Undertake benefits appraisal Undertake risk appraisal Select preferred option and undertake sensitivity analysis Preparing for the Potential Deal Determine the procurement strategy Determine service streams and required outputs Outline potential risk apportionment Outline potential payment mechanisms Ascertain contractual issues and accountancy treatment Ascertaining Affordability and Funding Requirement Prepare the financial model Prepare the financial appraisals Planning for Successful Delivery Plan programme / project management Plan change and contract management Plan benefits realization Plan risk management Plan programme / project assurance and post-project evaluation Procuring the Value for Money Solution Revisit the case for change Revisit the OBC options Detail procurement process and evaluation of best and final offers (BAFOs) Contracting for the Deal Set out the negotiated deal and contractual arrangements Set out the financial implications of the deal Ensuring Successful Delivery Finalize project management arrangements and plans Finalize change management arrangements and plans Finalize benefits realization arrangements and plans Finalize risk management arrangements and plans Finalize contract management arrangements and plans Finalize post-project evaluation arrangements and plans