807 Professional Development courses in Sheffield delivered Live Online

Duration 2 Days 12 CPD hours This course is intended for This course is most valuable for individuals who have been given responsibilities to create or maintain a website. It will also be valuable for new web designers, web developers, and graphic artists who want to extend their skills in creating complete websites. Learning how to use Dreamweaver CC will enable the practitioner to create web pages and sites in the most efficient manner. Overview In this course, you will use Dreamweaver CC to design, build, maintain, and upload websites. You will: ?Identify Dreamweaver fundamentals.?Create websites.?Create web pages.?Insert tables and import content into web pages. ?Create reusable site assets.?Link web pages and send the website to the server. In this course, you will learn to maintain and administer your website with Dreamweaver?s site and page management tools. In this course, you will learn to maintain and administer your website with Dreamweaver?s site and page management tools.

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

Duration 2 Days 12 CPD hours This course is intended for The course is designed for individuals who want to gain in-depth knowledge and practice in the discipline of Business Analysis (Business Analysts, Requirements Engineers, Product manager, Product Owner, Chief Product Owner, Service Manager, Service Owner, Project manager, Consultants) Overview Students should be able to demonstrate knowledge and understanding and application of Business Analysis principles and techniques. Key areas are: The breath of the role of a Business Analyst The processes and techniques of strategy analysis Investigation of an organization's business systems Techniques used within stakeholder analysis and the need for analyzing perspectives Conceptual modelling and business activity models Business improvements through gap analysis The Business case within the business change lifecycle The Business Analyst role analyzes, understands and manages the requirements in a customer-supplier relationship and ensures that the right products are delivered.The course provides in-depth knowledge and practice in Business Analysis Course Introduction Let?s Get to Know Each Other Course Overview Course Learning Objectives Course Structure Course Agenda Introduction to Business Analysis Practice Exam Details Business Analysis Certification Scheme Rationale for Business Analysis The role of the BA throughout the stages of the Business change lifecycle The scope of the BA role within the context of the range of analysis activities Three areas of competencies Understanding the Strategic Context Techniques in practice: MOST Resource audit PESTLE Porter's Five Forces SWOT analysis CSF, KPI and Performance target Balanced Business Score Card Understanding the Current Situation Identification of stakeholder categories Identification of relevant investigation techniques The rationale for taking a holistic view Rich pictures, Mind Maps and Fishbone diagrams Stakeholder Analysis and Management Power/interest and level of interest Appropriate stakeholder management strategy Stakeholder perspectives and CATWOE technique Analysing and Modelling Business Activities Conceptual models of a business situation Five types of high level activity Planning activities Enabling activities Doing activities Monitoring and control activities Three types of business events The consensus business activity model Identifying Potential Solutions Different categories of business rules Gap analysis (through conceptual business activity model and as-is business situation) Components of a new business model Building the Business Case Rationale for the development of a business case Contents of a business case Identification of tangible/intangible costs and benefits, risks and impacts Rationale for the financial case and appraisal techniques Business case review in the business change lifecycle Additional course details: Nexus Humans Business Analysis - Practice training program is a workshop that presents an invigorating mix of sessions, lessons, and masterclasses meticulously crafted to propel your learning expedition forward. This immersive bootcamp-style experience boasts interactive lectures, hands-on labs, and collaborative hackathons, all strategically designed to fortify fundamental concepts. Guided by seasoned coaches, each session offers priceless insights and practical skills crucial for honing your expertise. Whether you're stepping into the realm of professional skills or a seasoned professional, this comprehensive course ensures you're equipped with the knowledge and prowess necessary for success. While we feel this is the best course for the Business Analysis - Practice course and one of our Top 10 we encourage you to read the course outline to make sure it is the right content for you. Additionally, private sessions, closed classes or dedicated events are available both live online and at our training centres in Dublin and London, as well as at your offices anywhere in the UK, Ireland or across EMEA.

Duration 2 Days 12 CPD hours This course is intended for Designed for individuals new to the business analyst role or those who supervise and/or work with business analysts. Overview Understand the role of the business analyst Discuss industry standards/resources for obtaining more information about business analysis Acquire a solid understanding of the various tasks/activities that comprises business analysis Recognize the pre and post project business analysis activities Learn how to plan, elicit, analyze, model, and test requirements This is an introductory course designed to provide students with a basic understanding of the benefits, functions and impact a business analyst has within an organization. The course discusses the business analysis process as it is applied throughout a project as well as the pre-project activities that comprise strategy analysis. Students learn how a business analyst supports the project throughout the solution development life cycle, from defining business needs and solution scope to validating that requirements have been met in the testing phase and ensuring the solution continues to provide value after implementation. Introduction to Business Analysis Business analysis defined The activities that comprise business analysis IIBA/PMI and the goals of a professional association IIBA?s BABOK© Guide and PMI?s Practice Guide in Business Analysis Exercise: Requirements challenges The IIBA? and the role of the Business Analyst Business analyst defined BA role vs. PM role Importance of communication/collaboration The deliverables produced as part of business analysis The BA career path Exercise: Review case Study Strategy Analysis and Change The definition of Strategy Analysis Components of Strategy Analysis Identifying stakeholders and business needs Exercises: Business Need development and RACI Stakeholder Identification Understanding and Defining Solution Scope Defining Solution Scope Project scope vs. product scope Defining a problem statement Techniques for defining scope Exercises: Conduct a brainwriting session and create a context diagram Optional exercise: Create a Use Case Diagram Understanding Requirements Define the term requirement Understand requirement types Present the requirements process Requirements vs. specifications and business rules Exercise: Identify Requirements Planning & Eliciting Requirements The Requirements Work Plan (RWP) Components of the RWP Identifying good questions for elicitation Active listening Categories and types of elicitation techniques Exercise: Planning for elicitation Analzying & Documenting Requirements Understanding requirements analysis The Business Requirements Document (BRD) The BRD vs. the functional requirements specification BRD components The purpose of packaging requirements Exercise: Analyzing Requirements Elicitation & Process Modeling Why models are created Objectives of modeling What is process management Understanding process modeling Modeling using BPMN AS-IS vs. TO-BE modeling BPMN subclasses BPMN simple structure Prototyping Business Process Modeling case study Exercises: Modeling and create a Prototype of your application Verifying & Validating Requirements The difference between validation and verification Characteristics of good requirements Risks associated with requirements Types of testing approaches Creating a test plan Requirements traceability matrix Verified and validated requirements Exercise: Testing Requirements Additional Resources Helpful links for obtaining additional business analysis information Additional course details: Nexus Humans BA01 - Business Analysis Essentials training program is a workshop that presents an invigorating mix of sessions, lessons, and masterclasses meticulously crafted to propel your learning expedition forward. This immersive bootcamp-style experience boasts interactive lectures, hands-on labs, and collaborative hackathons, all strategically designed to fortify fundamental concepts. Guided by seasoned coaches, each session offers priceless insights and practical skills crucial for honing your expertise. Whether you're stepping into the realm of professional skills or a seasoned professional, this comprehensive course ensures you're equipped with the knowledge and prowess necessary for success. While we feel this is the best course for the BA01 - Business Analysis Essentials course and one of our Top 10 we encourage you to read the course outline to make sure it is the right content for you. Additionally, private sessions, closed classes or dedicated events are available both live online and at our training centres in Dublin and London, as well as at your offices anywhere in the UK, Ireland or across EMEA.

Duration 2 Days 12 CPD hours This course is intended for Executives, Project Managers, Business Analysts, Business and IT stakeholders working with business analysts Overview Learn about the components of Strategic Business Analysis. Understand the importance of defining the business need correctly and pursuing a thorough analysis of the internal and external environments of the enterprise before choosing the solution. Shortcutting the pre-analysis work discussed in this course often results in delivering solutions that are misaligned to the enterprise strategy and to the expectations and needs of the business. Learn how to avoid the pitfall of jumping to a solution prior to a solid understanding of the opportunity or problem needing to be addressed. This course is aimed for experienced practitioners who desire a clear understanding of Strategic Business Analysis, who would like to understand what comprises this work, and the objectives for performing it. Foundational Concepts Components of business analysis Business analysis competencies IIBA/PMI and the goals of a professional association Purpose for having a BA standard Exercise: Review the case study Introduction to Strategy Analysis Definition and purpose of Strategy Analysis The timing of Strategy Analysis Identifying stakeholders and the business need Discussions: Strategy analysis in your organization, When business needs are not clearly defined, and Strategy Analysis and the business analyst Exercises: Describe Strategy Analysis, Identify Roles/Responsibilities, and Identify the business need Analyze the Current State environment The importance of analyzing Current State Understanding Business Architecture Techniques for analyzing Current State Define the Future State Future State description Assessing impacts to business architecture Determining Solution Scope Discussions: Managing expectations with stakeholders, Capturing current capabilities, and How to approach acquiring capabilities Assess Risks Identifying risks Risk Tolerance/Categories/risk responses The concept of positive risk Techniques for identifying risks Discussions: Who is responsible for identifying risks? Who captures positive risks today? Exercise: Identify Risks Define the Change Strategy Defining change strategy Components of change strategy Solution scope, enterprise readiness and change Techniques for defining a change strategy Developing a Business Case The purpose of a business case Business case components Building a convincing business case Determining the Recommended Solution Packaging the business case Reviewing the business case with stakeholders Discussions: Evaluating project proposals and anticipating questions for the business case review Exercise: Create a business case Additional Resources Helpful links for obtaining additional business analysis information Additional course details: Nexus Humans BA02 - Strategic Business Analysis training program is a workshop that presents an invigorating mix of sessions, lessons, and masterclasses meticulously crafted to propel your learning expedition forward. This immersive bootcamp-style experience boasts interactive lectures, hands-on labs, and collaborative hackathons, all strategically designed to fortify fundamental concepts. Guided by seasoned coaches, each session offers priceless insights and practical skills crucial for honing your expertise. Whether you're stepping into the realm of professional skills or a seasoned professional, this comprehensive course ensures you're equipped with the knowledge and prowess necessary for success. While we feel this is the best course for the BA02 - Strategic Business Analysis course and one of our Top 10 we encourage you to read the course outline to make sure it is the right content for you. Additionally, private sessions, closed classes or dedicated events are available both live online and at our training centres in Dublin and London, as well as at your offices anywhere in the UK, Ireland or across EMEA.

Duration 3 Days 18 CPD hours This course is intended for This course is intended for intermediate to advanced Business Analysts who are looking to improve their skills for eliciting, analyzing, documenting, validating, and communicating requirements. Overview Obtain a thorough understanding of the core responsibilities of the business analyst Understand the main professional associations and standards supporting business analysts in the industry Discuss and explore the components of each of the domains/knowledge areas that comprise the work of business analysis Recognize the importance of properly defining the business need prior to engaging in requirements activities Formulate a strong understanding of the concepts that comprise strategy analysis Obtain experience with identifying and analyzing stakeholders Decipher between project and product scope and successfully use models to communicate scope Thoroughly understand and identify the various requirements categories and be able to recognize requirements of various types Explore business rules analysis Understand the benefits of process modeling and the common modeling language of BPMN Discuss process models and how the techniques can capture details about the as-is/to-be environment Learn how to properly prepare and conduct interviews Explore the components of use cases Learn what it means to package requirements Obtain hands-on experience with a number of business analysis techniques and gain hands-on experience eliciting, defining, and writing requirements. This course provides students a clear understanding of all the facets of the business analysis role, including a thorough walkthrough of the various domain/knowledge areas that comprise the business analysis profession. Students are provided an opportunity to try their hand at several business analysis techniques to assist with improving their skills in stakeholder identification, scope definition, and analyzing, documenting, and modeling requirements. Introduction to Business Analysis What is business analysis Benefits and challenges of business analysis Project success factors A Closer Look at the Business Analyst Role Definition of a business analyst Responsibilities of a business analyst Importance of communication/collaboration BA role vs. PM role Project roles involved in requirements IIBA/PMI and the goals of a professional association Purpose for having a BA standard IIBA?s BABOK© Guide and PMI?s Practice Guide in Business Analysis Business analysis beyond project work Business analysis core concepts Business analysis perspectives IIBA and PMI certifications for business analysts Workshop: Choose Your Project Supporting the Project Portfolio (Enterprise Analysis) Define Strategy Analysis When to perform Strategy Analysis Components of Strategy Analysis Defining the business need Envisioning the Product and Project Defining business requirements The importance of stakeholders Stakeholder identification Tips for analyzing stakeholders Techniques for managing stakeholder lists Discussion: Who is involved in strategy analysis? Workshops: Define the Business Need, Write Business Requirements, and Identify Stakeholders Understanding and Defining Solution Scope Defining solution scope Techniques for defining solution scope Applying the brainstorming technique Project scope vs. Product scope Finding solution boundaries The Context Diagram Actors and key information Workshop: Draw a Context Diagram Understanding Requirements What is a requirement? Requirement types Business, Stakeholder, Solution, and Transition requirements Assumptions and constraints Business rules Taxonomy of business rules Decision tables How to write simple calculations Requirements vs. business rules Document requirements Workshop ? Document Requirements Elicitation and Process Modeling Why do we model processes? What is Business Process Management? Using a modeling notation ?As Is? vs. ?To Be? modeling Why use BPMN? Basic BPM notation Business Process Modeling ? A case study Business Process Realignment ?As Is? vs. ?To Be? activity diagrams Workshop: Create a Business Process Model Planning & Eliciting Requirements Interviewing ? what and why? Preparing for an effective interview Types of questions to ask Sequencing questions Active listening techniques Planning for elicitation Conducting the interview Establishing rapport Active Listening Feedback techniques Types of elicitation techniques Workshops: Planning for Elicitation and Conducting an Elicitation Session Use Case & User Story Analysis What is an Actor? Types of Actors How to ?find? Use Cases? Diagramming Use Cases Tips on naming Use Cases Explaining scenarios The use case template Components of a use case Scenario examples Best practices for writing Use Cases Scenarios and flows Alternate and exception flows Exercises: Drawing a Use Case Diagram, Writing the Main Success Scenario, and Writing Alternate and Exception Scenarios Analyzing & Documenting Requirements Requirements and Use Cases Non-Functional requirements User Interface Requirements UI Data Table Reporting requirements Data requirements Data accessibility requirements Characteristics of good requirements The business requirements document (BRD) BRD vs. Functional Requirements Specification Preparing the requirements package Requirements traceability Workshops: Develop a User Interface, Analyzing Requirements, and Tracing requirements Additional Resources Useful books and links on writing effective requirements

The need for key staff to have commercial skills is paramount, as the public sector is increasingly opened up as a commercial market, in which organisations compete against each other and the private sector for contracts. Generating additional income and being commercially aware is vital for this to be a success, and is what many public sector organisations are looking to do. This programme will help you: See commercial awareness as not just another skill-set, but as a different mind-set Use a variety of tried-and-tested commercial, analytical decision-making techniques and tools Define your commercial objectives Develop a strategic focus Start looking at service clients as market segments Analyse, in a competitive context, your service offering Plan a commercial strategy, prepare for its implementation and see it through to execution 1 What is commercial thinking? Understand what it means to be a commercial thinker Identifying commercial opportunities often involves not only a different skill set but also a different mindset; looking at the services that you provide 2 Defining strategic commercial objectives Defining your key commercial objectives Prioritising your strategic objectives Two key strategic planning tools:Resource and Competency MatrixPESTLE How to apply these tools to your particular situation 3 Developing a strategic focus Decision-making on how to compete in the markets identified by your strategic objectives requires a strategic focus Developing strategic focus A tool for helping you to make those decisions: using the Ansoff Matrix 4 Defining customer targets How to think more commercially by understanding who all your customers are and how they differ from each other how to apply the principles to your areas to identify the type of customers you have and their key characteristics - Customer segmentation Who are your customers? How do their needs vary? - Scenarios 5 The competitive market place Understanding the competitive forces at play Different types of competition Analysing your competitive environment using Porter's 5 Forces model 6 Meeting stakeholder expectations Two simple models to help you identify the key stakeholders who could influence your commercial environment How to use your stakeholders to help you achieve your commercial objectives 7 Implementation - systems, structures and processes Effective commercial activity involves working with others to implement ideas and strategies What do you need to have in place before you implement your commercial strategy? How to health-check your organisation prior to implementation using the McKinsey 7S framework 8 Implementation - people and culture A good commercial strategy only works if the people involved buy in to the ideas and if the culture of the organisation is conducive to the effective implementation How the latest thinking in behavioural economics can help you develop your culture and people to work commercially 9 Tools and checklists Be more commercial within your sphere of influence using a commercial checklist to help you Using the checklist as a benchmark against the most commercially aware organisations Using the checklist as a health check - both corporately and individually

The work of a technical team is invariably challenging and often unpredictable. Definition of the work can be problematic, timescales can be hard to estimate and the right technical approach difficult to select. Staff involved in this type of work usually have very high levels of specialist knowledge in their field and have high expectations of those who lead them. In addition to the challenges of the work, the team leader often has to balance the need for professional excellence with financial and commercial considerations and to ensure that team goals are realistic by being an effective negotiator with other project and senior managers. These characteristics make technical team leadership a demanding and complex activity. This programme aims to help participants develop the skills needed to become an effective technical team leader. The objectives of this programme are to help participants: understand the significance of leadership skills and their impact on team performance review the key skills needed to be an effective, 'multi-dimensional' team leader and learn how to develop, adapt and apply them in practice learn how to identify the preferred leadership style for the context and organisational culture and how to develop personal style versatility understand the role of the project leader in building an effective team and the skills required to promote and sustain team performance gain a better understanding of the interpersonal skills needed to motivate individual team members and harness the full potential of the team DAY ONE 1 Technical teams and leadership What is a leader? How much can leadership be learned? The team environment and the impact of leadership skills The characteristics of high performance teams and their leaders Some useful models and theories of leadership explored Types of leadership; choosing how to use leadership power Evaluating personal leadership style; how to develop style flexibility 2 Essential skills for team leaders 3 key dimensions of effective leadership: inwards, outwards and upwards Developing and promoting a 'team vision': strategic thinking skills The vital role of communication skills and how to develop them Understanding others; emotional intelligence skills Being a visible leader; behavioural and influencing skills Building effective relationships; the importance of trust and respect DAY TWO 3 Leading inwards to build the team The role of leadership in developing team performance Understanding individuals in the team; recognising team role preferences Managing conflict and promoting positive team dynamics Setting standards, maintaining discipline and rewarding performance Harnessing team potential: building motivation within the team Promoting team learning; the team leader as coach / mentor 4 Leading outwards and upwards to support the team Negotiating realistic team goals; effective influencing skills Gaining empowerment and support from the key stakeholders Leading upwards: knowing when and how to take the initiative Building team credibility within the organisation; helping the team deliver Becoming an effective team player in leadership teams Building and maintaining rapport with influential stakeholders

Project management can seem scary and rather intimidating. The whole aim of this programme is to give people a simple and straightforward way of dealing with projects without having to use complex and confusing systems. This two-day course is designed to introduce the apparently complex world of project management in a simple and practical manner. The programme is for anybody who has to run a project of any nature. It has been attended by people from as diverse fields as events management, fashion, charities, oil companies and so on. The programme is run without using any IT project management systems although an introduction can be given if required. At the end of the programme participants will leave understanding: What a project is and why projects are so important today The roles of a project manager Some key language and concepts A simple 5-step model for organising projects How to make sure you understand what your 'client' really wants A set of three simple tools to plan the project How to make decisions What to monitor when the project is running How to close the project 1 Introduction What is the aim of this programme? 2 Background thinking What is a project? The project manager's eternal triangle (cost-quality-time) What are the characteristics of successful projects? Who are the key characters in a project? What are the roles of a project manager? 3 The project process Why have one? 4 Project initiation What is the aim? Identifying key information Key skill: mission analysis Initial risk analysis Document and sign-off 5 Decision-making - 'Stop, Think, Act!' The 'Stop, Think, Act!' technique Recognise the opportunity to make a decision The 3 Cs - making sure we understand the decisions we have to make Identifying options Making your decision Taking it to action 6 Creativity 7 The planning stage Identify all discrete tasks Sequence and dependencies Time line - critical path Resources Project base-line 8 Execution stage - delivering the result Monitor Evaluate Adapt Control Review 9 The project close Review Documentation Have we delivered? What have we learned?

You can handle the tough stuff with the help of this comprehensive, interactive and thought-provoking course. Our trainers are experienced managers who will guide and support you through the intricacies of people and personal management. The key responsibilities of the manager A manager’s impact on the business and its staff Being a role model Communicating with confidence Questioning skills Managing hybrid teams Assertiveness techniques Managing team performance with ease Giving great feedback Prioritising like a winner Time management techniques Delegating effectively