Name: Supply Chain and Logistics Management
Price: 1718 GBP
Availability: InStock

<h4>Overview</h4>
						<hr />
						<div></div>
							<p>
							</p><p>This project is intended for managers to know a way to prepare and arrange comes, and meet the deadlines the side of dominant their budget. it'll facilitate in saving time and cash for the delegates through increased schedules, improved plans and communications.</p>

<p>This project is intended for managers to know a way to prepare and arrange comes, and meet the deadlines the side of dominant their budget. it'll facilitate saving time and cash for the delegates through increased schedules, improved plans and communications.</p>

<p>This course may be quick paced comes that's designed to fulfil the fast wants of the managers. It includes the fundamental principles and terms of Project Management with a straightforward set of tools and self-check tools. These tools facilitate managers to arrange their projects exactly.</p>
<p>
							
							</p><div>
						
					</div>

Overview



 
This project is intended for managers to know a way to prepare and arrange comes, and meet the deadlines the side of dominant their budget. it'll facilitate in saving time and cash for the delegates through increased schedules, improved plans and communications.
This project is intended for managers to know a way to prepare and arrange comes, and meet the deadlines the side of dominant their budget. it'll facilitate saving time and cash for the delegates through increased schedules, improved plans and communications.
This course may be quick paced comes that's designed to fulfil the fast wants of the managers. It includes the fundamental principles and terms of Project Management with a straightforward set of tools and self-check tools. These tools facilitate managers to arrange their projects exactly.
 

GBA Corporate

Project Management for Managers

Online

Overview



 
To understand the course thoroughly, you need to understand the practical application of the theory along with case studies as well as relevant examples. IT Project Management course will include those areas in managing the processes and activities related to guaranteeing the success of IT projects.
 

IT Project Management

London

<h2>APM Project Management Qualification (PMQ): In-House Training</h2>
<p>The APM Project Management Qualification (PMQ) (IPMA Level D) is a knowledge-based qualification that allows candidates to demonstrate knowledge of all elements of project management. Candidates will be able to demonstrate an understanding of how these elements interact and how their project fits into their strategic and commercial environment. The course will cover the 67 assessment criteria defined by APM and prepare you to sit the examination on the fifth and final day. In addition to the instructor-led sessions, you should also expect to complete some self-directed study in the evenings.</p>
<p>The APM Project Management Qualification (PMQ) examination is a three-hour paper where candidates must answer 10 out of 16 questions that can cover all 67 assessment criteria topics.</p><h3>What you will Learn</h3>
<p>You'll learn how to:</p>
<ul>
<li>Provide organizations with a proven project management methodology that will allow individuals to plan, organize, and control the successful implementation of projects</li>
<li>Achieve the APM Project Management Qualification (PMQ), the UK's leading project management qualification</li>
<li>Provide practical skills and techniques to help further your career in project management</li>
</ul><section>
                    <h3>Getting Started</h3><ul><li>Introductions</li><li>Course structure</li><li>Course goals and objectives</li><li>Overview of the APM Project Management Qualification (PMQ) examination</li></ul><h3>Structure of Organizations and Projects</h3><ul><li>Organization structures</li><li>Project sponsorship</li><li>Organization roles</li><li>Project Office</li><li>Governance</li><li>Legislation</li></ul><h3>Project Lifecycle</h3><ul><li>Project Lifecycles</li><li>Handover and closure</li><li>Project reviews</li></ul><h3>Situational Context of Projects</h3><ul><li>Project Management</li><li>Programme Management</li><li>Portfolio Management</li><li>The Project Environment</li></ul><h3>Communication</h3><ul><li>Communication</li><li>Conflict Management</li><li>Negotiation</li></ul><h3>Leadership and Teamwork</h3><ul><li>Leadership</li><li>Teamwork</li></ul><h3>Planning for Success</h3><ul><li>Business Case</li><li>Investment Appraisal</li><li>Success and Benefits Management</li><li>Information Management and Reporting</li><li>Project Management Plan</li><li>Estimating</li><li>Earned Value Management</li><li>Stakeholder Management</li></ul><h3>Scope Management</h3><ul><li>Scope Management</li><li>Requirements Management</li><li>Change Control</li><li>Configuration Management</li></ul><h3>Schedule and Resource Management</h3><ul><li>Schedule Management</li><li>Resource Management</li><li>Budgeting and Cost Management</li></ul><h3>Procurement</h3><ul><li>Procurement</li><li>Contracts</li><li>Provider Selection and Management</li></ul><h3>Risk Management and Issue Management</h3><ul><li>Risk Management</li><li>Issue Management</li></ul><h3>Quality Management and Examination Preparation</h3><ul><li>Quality Management</li></ul><h3>Preparation and Examination</h3><ul><li>Preparation and examination briefing</li><li>APM Project Management Qualification (PMQ) examination</li></ul>


                </section>

APM Project Management Qualification (PMQ): In-House Training
The APM Project Management Qualification (PMQ) (IPMA Level D) is a knowledge-based qualification that allows candidates to demonstrate knowledge of all elements of project management. Candidates will be able to demonstrate an understanding of how these elements interact and how their project fits into their strategic and commercial environment. The course will cover the 67 assessment criteria defined by APM and prepare you to sit the examination on the fifth and final day. In addition to the instructor-led sessions, you should also expect to complete some self-directed study in the evenings.
The APM Project Management Qualification (PMQ) examination is a three-hour paper where candidates must answer 10 out of 16 questions that can cover all 67 assessment criteria topics.
What you will Learn
You'll learn how to:
Provide organizations with a proven project management methodology that will allow individuals to plan, organize, and control the successful implementation of projects
Achieve the APM Project Management Qualification (PMQ), the UK's leading project management qualification
Provide practical skills and techniques to help further your career in project management
Getting Started
Introductions
Course structure
Course goals and objectives
Overview of the APM Project Management Qualification (PMQ) examination
Structure of Organizations and Projects
Organization structures
Project sponsorship
Organization roles
Project Office
Governance
Legislation
Project Lifecycle
Project Lifecycles
Handover and closure
Project reviews
Situational Context of Projects
Project Management
Programme Management
Portfolio Management
The Project Environment
Communication
Communication
Conflict Management
Negotiation
Leadership and Teamwork
Leadership
Teamwork
Planning for Success
Business Case
Investment Appraisal
Success and Benefits Management
Information Management and Reporting
Project Management Plan
Estimating
Earned Value Management
Stakeholder Management
Scope Management
Scope Management
Requirements Management
Change Control
Configuration Management
Schedule and Resource Management
Schedule Management
Resource Management
Budgeting and Cost Management
Procurement
Procurement
Contracts
Provider Selection and Management
Risk Management and Issue Management
Risk Management
Issue Management
Quality Management and Examination Preparation
Quality Management
Preparation and Examination
Preparation and examination briefing
APM Project Management Qualification (PMQ) examination

IIL Europe Ltd

Association of Proposal Management Professionals (APMP)

APMG

PMI PMBOK

Project Management Institute (PMI)

Project Management Qualification (PMQ)

Project Management Professional (PMP)

APM Project Management Qualification (PMQ): In-House Training

General Admission

<div>
</div>
<section>
<div>
<h2><strong>About this Virtual Instructor Led Training (VILT)</strong><em> </em></h2>
<p>Conducted in an interactive manner, Exploration Project Management will include presentations by the course leader, syndicate and plenary exercises, and (optional) assessment of selected participants' projects. Industry case studies will be integrated into all the presentations.</p>
<p>The course material will include a course manual (handout) and a course workbook (for exercises). Participants are requested to bring a mini-poster (two PowerPoint slides) as background material for discussion during the course.</p>
</div>
</section>
<section>
<div id="accordion">
<div>
<div>

Training Objectives 

</div>
<div id="collapseOne">
<div>
<p>By the end of this Virtual Instructor Led Training (VILT), participants will be able to:</p>
<ol>
<li>Improve the evaluation, execution and delivery of exploration projects, measured in terms of successful bids for new acreage, increased success rate and volume delivery from exploration drilling, and more rapid progress in appraisal of discoveries.</li>
<li>Describe concepts, simple processes, workflows and analysis tools for project execution. Tools include the expert course leader's proprietary project management framework, including project framing and after-action review methodologies, templates for strategy development, decision trees, decision quality frameworks. They also include customised Excel spreadsheets for portfolio modelling, project risk assessment (in new ventures and prospect maturation) and business planning.</li>
<li>Understand their role in (a) delivering the company's strategy, (b) contributing data and assessments to key exploration decision makers, and (c) communicating project progress and results to senior management.</li>
</ol>
</div>
</div>
</div>
<div>
<div>

Target Audience 

</div>
<div id="collapseTwo">
<div>
<p>The Virtual Instructor Led Training (VILT) is aimed at exploration professionals with more than 5 to 10 years of experience in the business, who would like to develop their skills for managing exploration projects and presenting the goals and results of their project work to senior management.</p>
<ul>
<li>Exploration and engineering professionals who work in exploration project teams, across the spectrum from new ventures (exploration business development), prospect identification and maturation, and appraisal of discoveries</li>
<li>Exploration project leaders</li>
<li>Exploration managers</li>
</ul>
<p>The VILT will also benefit professionals from well engineering, petroleum engineering, finance and planning who support exploration activities.</p>
<p>Participants are requested to bring a mini-poster (two PowerPoint slides, each printed on A3 paper) as background material for discussion during the course.</p>
</div>
</div>
</div>
<div>
<div>

Course Level 

</div>
<div id="collapsecl">
<div>
<ul>
<li>Basic or Foundation</li>
</ul>
</div>
</div>
</div>
<div>
<div>

Trainer

</div>
<div id="collapseFive">
<div>
<p>Your expert course leader draws on more than 35 years of experience managing, reviewing and directing projects in all aspects of the exploration business: from exploration business development (new ventures), through prospect maturation and drilling, to the appraisal of discoveries. He has more than 30 years' experience with Shell International, followed by 10 years consulting to NOCs in Asia Pacific, Africa and South America and independent oil companies in the United Kingdom, continental Europe and North America.</p>
<p>Other than delivering industry training, he has worked on projects for oil &amp; gas companies of all sizes, including independents, national oil companies and (super)-majors, private equity firms, hedge funds and investment banks, and leading management consulting  firms.</p>
<p>He is an alumnus of Cambridge University. He has M.A and Ph.D. degrees in geology and is a Fellow of the Geological Society of London as well as a respected speaker on management panels at international conferences.</p>
<p>Professional Experience</p>
<ul>
<li>Management consultancy &amp; executive education: Advice to investment banks, businesses and major consulting firms. Specialist expertise in upstream oil &amp; gas, with in depth experience in exploration strategy, portfolio valuation and risk assessment.</li>
<li>Leadership: Managed and led teams and departments ranging from 3 - 60 in size. Provided technical leadership to a cadre of 800 explorationists in Shell worldwide. Member of the 12-person VP team leading global exploration in Shell, a $3 bln p.a. business and recognised as the most effective and successful among its industry peers.</li>
<li>Accountability &amp; decision-making: Accountable for bottom-line results: in a range of successful exploration ventures with budgets ranging from $10's million to $100's million. Made, or contributed to, complex business decisions / investments, taking into account strategic, technical, commercial, organisational and political considerations.</li>
<li>Corporate governance: Served as non-executive director on the Boards of the South Rub al Khali Company (oversight of gas exploration studies and drilling in Saudi Arabia) and SEAPOS B.V. (exploration deep-water drilling and facilities management).</li>
<li>Technical &amp; operations: Skilled in exploration opportunity evaluation, the technical de risking of prospects, portfolio analysis and managing the interface between exploration and well engineering activities. Unparalleled knowledge of the oil and gas basins of the world, and of different operating regimes and contractual structures, ranging from Alaska, Gulf of Mexico and Brazil, through to the Middle East, former Soviet Union, Far East and Australia.</li>
<li>Safety: Following an unsatisfactory audit, became accountable for safety performance in Shell's exploration new ventures. Through personal advocacy and leadership of a small team, delivered pragmatic and effective HSE systems, tools and staff training / engagement and a dramatically improved safety record.</li>
<li>R&amp;D: Experience in the 3 key roles in R&amp;D: scientific researcher, research manager, and 'customer' for R&amp;D products. After re-defining Shell's exploration R&amp;D strategy, led the re-structuring of the R&amp;D organization, its interface with 'the business' and approaches to deployment and commercialization.</li>
<li>Strategy: Accomplished at formulating competitive strategies in business, R&amp;D and technology deployment, translating them into actionable tactics and results. Defined the exploration strategy of PDO (a Shell subsidiary in Oman) and latterly of Shell's global exploration programme.</li>
<li>Professional education, behavioural/motivational coaching: Experienced in organisational re-design, change management, leadership education and talent development.</li>
<li>Commercial skills: Personally negotiated drilling compensation claims, educational contracts and E&amp;P contracts, with values of $5 million to $100+ million.</li>
</ul>
</div>
</div>
</div>
<div>
<div>

POST TRAINING COACHING SUPPORT (OPTIONAL)

</div>
<div id="collapseCS">
<div>
<p>To further optimise your learning experience from our courses, we also offer individualized 'One to One' coaching support for 2 hours post training. We can help improve your competence in your chosen area of interest, based on your learning needs and available hours. This is a great opportunity to improve your capability and confidence in a particular area of expertise. It will be delivered over a secure video conference call by one of our senior trainers. They will work with you to create a tailor-made coaching program that will help you achieve your goals faster.<br />
Request for further information about post training coaching support and fees applicable for this.</p>
</div>
</div>
</div>
<div>
<div>

Accreditions And Affliations

</div>
<div id="collapseSeven">
<div>
               </div>
</div>
</div>
</div>
</section>

About this Virtual Instructor Led Training (VILT) 
Conducted in an interactive manner, Exploration Project Management will include presentations by the course leader, syndicate and plenary exercises, and (optional) assessment of selected participants' projects. Industry case studies will be integrated into all the presentations.
The course material will include a course manual (handout) and a course workbook (for exercises). Participants are requested to bring a mini-poster (two PowerPoint slides) as background material for discussion during the course.
Training Objectives
By the end of this Virtual Instructor Led Training (VILT), participants will be able to:
Improve the evaluation, execution and delivery of exploration projects, measured in terms of successful bids for new acreage, increased success rate and volume delivery from exploration drilling, and more rapid progress in appraisal of discoveries.
Describe concepts, simple processes, workflows and analysis tools for project execution. Tools include the expert course leader's proprietary project management framework, including project framing and after-action review methodologies, templates for strategy development, decision trees, decision quality frameworks. They also include customised Excel spreadsheets for portfolio modelling, project risk assessment (in new ventures and prospect maturation) and business planning.
Understand their role in (a) delivering the company's strategy, (b) contributing data and assessments to key exploration decision makers, and (c) communicating project progress and results to senior management.
Target Audience
The Virtual Instructor Led Training (VILT) is aimed at exploration professionals with more than 5 to 10 years of experience in the business, who would like to develop their skills for managing exploration projects and presenting the goals and results of their project work to senior management.
Exploration and engineering professionals who work in exploration project teams, across the spectrum from new ventures (exploration business development), prospect identification and maturation, and appraisal of discoveries
Exploration project leaders
Exploration managers
The VILT will also benefit professionals from well engineering, petroleum engineering, finance and planning who support exploration activities.
Participants are requested to bring a mini-poster (two PowerPoint slides, each printed on A3 paper) as background material for discussion during the course.
Course Level
Basic or Foundation
Trainer
Your expert course leader draws on more than 35 years of experience managing, reviewing and directing projects in all aspects of the exploration business: from exploration business development (new ventures), through prospect maturation and drilling, to the appraisal of discoveries. He has more than 30 years' experience with Shell International, followed by 10 years consulting to NOCs in Asia Pacific, Africa and South America and independent oil companies in the United Kingdom, continental Europe and North America.
Other than delivering industry training, he has worked on projects for oil & gas companies of all sizes, including independents, national oil companies and (super)-majors, private equity firms, hedge funds and investment banks, and leading management consulting firms.
He is an alumnus of Cambridge University. He has M.A and Ph.D. degrees in geology and is a Fellow of the Geological Society of London as well as a respected speaker on management panels at international conferences.
Professional Experience
Management consultancy & executive education: Advice to investment banks, businesses and major consulting firms. Specialist expertise in upstream oil & gas, with in depth experience in exploration strategy, portfolio valuation and risk assessment.
Leadership: Managed and led teams and departments ranging from 3 - 60 in size. Provided technical leadership to a cadre of 800 explorationists in Shell worldwide. Member of the 12-person VP team leading global exploration in Shell, a $3 bln p.a. business and recognised as the most effective and successful among its industry peers.
Accountability & decision-making: Accountable for bottom-line results: in a range of successful exploration ventures with budgets ranging from $10's million to $100's million. Made, or contributed to, complex business decisions / investments, taking into account strategic, technical, commercial, organisational and political considerations.
Corporate governance: Served as non-executive director on the Boards of the South Rub al Khali Company (oversight of gas exploration studies and drilling in Saudi Arabia) and SEAPOS B.V. (exploration deep-water drilling and facilities management).
Technical & operations: Skilled in exploration opportunity evaluation, the technical de risking of prospects, portfolio analysis and managing the interface between exploration and well engineering activities. Unparalleled knowledge of the oil and gas basins of the world, and of different operating regimes and contractual structures, ranging from Alaska, Gulf of Mexico and Brazil, through to the Middle East, former Soviet Union, Far East and Australia.
Safety: Following an unsatisfactory audit, became accountable for safety performance in Shell's exploration new ventures. Through personal advocacy and leadership of a small team, delivered pragmatic and effective HSE systems, tools and staff training / engagement and a dramatically improved safety record.
R&D: Experience in the 3 key roles in R&D: scientific researcher, research manager, and 'customer' for R&D products. After re-defining Shell's exploration R&D strategy, led the re-structuring of the R&D organization, its interface with 'the business' and approaches to deployment and commercialization.
Strategy: Accomplished at formulating competitive strategies in business, R&D and technology deployment, translating them into actionable tactics and results. Defined the exploration strategy of PDO (a Shell subsidiary in Oman) and latterly of Shell's global exploration programme.
Professional education, behavioural/motivational coaching: Experienced in organisational re-design, change management, leadership education and talent development.
Commercial skills: Personally negotiated drilling compensation claims, educational contracts and E&P contracts, with values of $5 million to $100+ million.
POST TRAINING COACHING SUPPORT (OPTIONAL)
To further optimise your learning experience from our courses, we also offer individualized 'One to One' coaching support for 2 hours post training. We can help improve your competence in your chosen area of interest, based on your learning needs and available hours. This is a great opportunity to improve your capability and confidence in a particular area of expertise. It will be delivered over a secure video conference call by one of our senior trainers. They will work with you to create a tailor-made coaching program that will help you achieve your goals faster.

Request for further information about post training coaching support and fees applicable for this.
Accreditions And Affliations

EnergyEdge - Training for a Sustainable Energy Future

Renewable Energy

Oil & Gas

Exploration Project Management

Team of 10, pp

Normal Fee, pp

<h2>Management of Portfolios (MoP®) Foundation: In-House Training</h2>
 <p>In this MoP® Foundation course, participants will acquire the sufficient knowledge and understanding of the principles, cycles, practices, techniques, roles, responsibilities, documents, and organizational context within which portfolio management operates. MoP helps organizations ensure if the investments are done in the right change initiatives and implementing them correctly. This is achieved by:</p>
 <ul>
 <li>Prioritizing the programs and projects in terms of their contribution to the organization's strategic objectives and overall level of risk</li>
 <li>Managing the programs and projects consistently to ensure efficient and effective delivery</li>
 <li>Maximizing the benefit by providing the greatest return from the investment made</li>
 </ul><h3>What You Will Learn</h3>
 <p>Individuals certified at the MoP Foundation level will be able to:</p>
 <ul>
 <li>Define the scope and objectives of portfolio management and how it differs from program and project management</li>
 <li>List the benefits of applying portfolio management</li>
 <li>Explain the context it operates in</li>
 <li>List the principles upon which successful portfolio management is based on</li>
 <li>List the different approaches to implement MoP</li>
 <li>List the factors required to maintain the progress and assess the success of portfolio management</li>
 <li>State the purpose and key content of the major portfolio documents</li>
 <li>Define the scope of key portfolio management roles</li>
 </ul><section>
                    <p>Introduction: MoP Scenario</p>
 <p>Background of the Methodology</p>
 <h3>The MoP Principles</h3>
 <ul>
 <li>Senior Management Commitment</li>
 <li>Governance Alignment</li>
 <li>Strategy Alignment</li>
 <li>Portfolio Office</li>
 <li>Energized Change Culture</li>
 </ul>
 <p>The MoP Definition Cycle</p>
 <p>Roles and Responsibilities</p>
 <h3>The MoP Delivery Cycle</h3>
 <ul>
 <li>Management control</li>
 <li>Benefits management</li>
 <li>Financial management</li>
 <li>Risk management</li>
 <li>Stakeholder engagement</li>
 <li>Organizational governance</li>
 <li>Resource management</li>
 </ul>
 <p>The MoP Framework</p>
 <p>Recap</p>


                </section>

Management of Portfolios (MoP®) Foundation: In-House Training
In this MoP® Foundation course, participants will acquire the sufficient knowledge and understanding of the principles, cycles, practices, techniques, roles, responsibilities, documents, and organizational context within which portfolio management operates. MoP helps organizations ensure if the investments are done in the right change initiatives and implementing them correctly. This is achieved by:
Prioritizing the programs and projects in terms of their contribution to the organization's strategic objectives and overall level of risk
Managing the programs and projects consistently to ensure efficient and effective delivery
Maximizing the benefit by providing the greatest return from the investment made
What You Will Learn
Individuals certified at the MoP Foundation level will be able to:
Define the scope and objectives of portfolio management and how it differs from program and project management
List the benefits of applying portfolio management
Explain the context it operates in
List the principles upon which successful portfolio management is based on
List the different approaches to implement MoP
List the factors required to maintain the progress and assess the success of portfolio management
State the purpose and key content of the major portfolio documents
Define the scope of key portfolio management roles
Introduction: MoP Scenario
Background of the Methodology
The MoP Principles
Senior Management Commitment
Governance Alignment
Strategy Alignment
Portfolio Office
Energized Change Culture
The MoP Definition Cycle
Roles and Responsibilities
The MoP Delivery Cycle
Management control
Benefits management
Financial management
Risk management
Stakeholder engagement
Organizational governance
Resource management
The MoP Framework
Recap

Operations Management

Management of Portfolios (MoP)

Portfolio Management

Project Management Office (PMO)

Management of Portfolios (MoP) Foundation: In-House Training

<h2>Lean Six Sigma Black Belt Certification Program: In-House Training</h2>
 <p>This course is specifically for people wanting to become Lean Six Sigma Black Belts, who are already Lean Six Sigma practitioners.</p>
 <p>If advanced statistical analysis is needed to identify root causes and optimal process improvements, (Lean) Six Sigma Green Belts typically ask Black Belts or Master Black Belts to conduct these analyses. This course will change that. Green Belts wanting to advance their statistical abilities will have a considerable amount of hands-on practice in techniques such as Statistical Process Control, MSA, Hypothesis Testing, Correlation and Regression, Design of Experiments, and many others.</p>
 <p>Participants will also work throughout the course on a real-world improvement project from their own business environment. This provides participants with hands-on learning and provides the organization with an immediate ROI once the project is completed. IIL instructors will provide free project coaching throughout the course.</p><h3>What you Will Learn</h3> 
 <p>At the end of this program, you will be able to:</p> 
 <ul> 
 <li>Use Minitab for advanced data analysis</li> 
 <li>Develop appropriate sampling strategies</li> 
 <li>Analyze differences between samples using Hypothesis Tests</li> 
 <li>Apply Statistical Process Control to differentiate common cause and special cause variation</li> 
 <li>Explain and apply various process capability metrics</li> 
 <li>Conduct Measurement System Analysis and Gage R&amp;R studies for both discrete and continuous data</li> 
 <li>Conduct and analyze simple and multiple regression analysis</li> 
 <li>Plan, execute, and analyze designed experiments</li> 
 <li>Drive sustainable change efforts through leadership, change management, and stakeholder management</li> 
 <li>Successfully incorporate advanced analysis techniques while moving projects through the DMAIC steps</li> 
 <li>Explain the main concepts of Design for Six Sigma including QFD</li> 
 </ul><section>
                    <h3>Introduction: DMAIC Review</h3> <ul>  <li>IIL Black Belt Certification Requirements</li>  <li>Review Project Selection</li>  <li>Review Define</li>  <li>Review Measure</li>  <li>Review Analyze</li>  <li>Review Improve</li>  <li>Review Control</li>  </ul>  <h3>Introduction: Minitab Tool</h3> <ul>  <li>Introduction to Minitab</li>  <li>Minitab basic statistics and graphs</li>  <li>Special features</li>  <li>Overview of Minitab menus</li>  </ul>  <h3>Introduction: Sampling</h3> <ul>  <li>The Central Limit Theorem</li>  <li>Confidence Interval of the mean</li>  <li>Sample size for continuous data (mean)</li>  <li>Confidence Interval for proportions</li>  <li>Sample size for discrete data (proportions)</li>  <li>Sampling strategies (review)</li>  <li>Appendix: CI and sample size for confidence levels other than 95%</li>  </ul>  <h3>Hypothesis Testing: Introduction</h3> <ul>  <li>Why use advanced stat tools?</li>  <li>What are hypothesis tests?</li>  <li>The seven steps of hypothesis tests</li>  <li>P value errors and hypothesis tests</li>  </ul>  <h3>Hypothesis Testing: Tests for Averages</h3> <ul>  <li>1 factor ANOVA and ANOM</li>  <li>Main Effect Plots, Interaction Plots, and Multi-Vari Charts</li>  <li>2 factor ANOVA and ANOM</li>  </ul>  <h3>Hypothesis Testing: Tests for Standard Deviations</h3> <ul>  <li>Testing for equal variance</li>  <li>Testing for normality</li>  <li>Choosing the right hypothesis test</li>  </ul>  <h3>Hypothesis Testing: Chi Square and Other Hypothesis Test</h3> <ul>  <li>Chi-square test for 1 factor</li>  <li>ANOM test for 1 factor</li>  <li>Chi-square test for 2 factors</li>  <li>Exercise hypothesis tests - shipping</li>  <li>Non-parametric tests</li>  </ul>  <h3>Analysis: Advanced Control Charts</h3> <ul>  <li>Review of Common Cause and Special Cause Variation</li>  <li>Review of the Individuals Control Charts</li>  <li>How to calculate Control Limits</li>  <li>Four additional tests for Special Causes</li>  <li>Control Limits after Process Change</li>  <li>Discrete Data Control Charts</li>  <li>Control Charts for Discrete Proportion Data</li>  <li>Control Charts for Discrete Count Data</li>  <li>Control Charts for High Volume Processes with Continuous Data</li>  </ul>  <h3>Analysis: Non-Normal Data</h3> <ul>  <li>Test for normal distribution</li>  <li>Box-Cox Transformation</li>  <li>Box-Cox Transformation for Individuals Control Charts</li>  </ul>  <h3>Analysis: Time Series Analysis</h3> <ul>  <li>Introduction to Time Series Analysis</li>  <li>Decomposition</li>  <li>Smoothing: Moving Average</li>  <li>Smoothing: EWMA</li>  </ul>  <h3>Analysis: Process Capability</h3> <ul>  <li>Process capability</li>  <li>Discrete Data: Defect metrics</li>  <li>Discrete Data: Yield metrics</li>  <li>Process Capability for Continuous Data: Sigma Value</li>  <li>Short- and long-term capabilities</li>  <li>Cp, Cpk, Pp, Ppk capability indices</li>  </ul>  <h3>Analysis: Measurement System Analysis</h3> <ul>  <li>What is Measurement System Analysis?</li>  <li>What defines a good measurement system?</li>  <li>Gage R&amp;R Studies</li>  <li>Attribute / Discrete Gage R&amp;R</li>  <li>Continuous Gage R&amp;R</li>  </ul>  <h3>Regression Analysis: Simple Correlation</h3> <ul>  <li>Correlation Coefficient</li>  <li>Simple linear regression</li>  <li>Checking the fit of the Regression Model</li>  <li>Leverage and influence analysis</li>  <li>Correlation and regression pitfalls</li>  </ul>  <h3>Regression Analysis: Multiple Regression Analysis</h3> <ul>  <li>Introduction to Multiple Regression</li>  <li>Multicollinearity</li>  <li>Multiple Regression vs. Simple Linear Regression</li>  </ul>  <h3>Regression Analysis: Multiple Regression Analysis with Discrete Xs</h3> <ul>  <li>Introduction</li>  <li>Creating indicator variables</li>  <li>Method 1: Going straight to the intercepts</li>  <li>Method 2: Testing for differences in intercepts</li>  </ul>  <h3>Logistic Regression: Logistic Regression</h3> <ul>  <li>Introduction to Logistic Regression</li>  <li>Logistic Regression - Adding a Discrete X</li>  </ul>  <h3>Design of Experiments: Introduction</h3> <ul>  <li>Design of Experiment</li>  <li>OFAT experimentation</li>  <li>Full factorial design</li>  <li>Fractional factorial design</li>  <li>DOE road map, hints, and suggestions</li>  </ul>  <h3>Design of Experiments: Full Factorial Designs</h3> <ul>  <li>Creating 2k Full Factorial designs in Minitab</li>  <li>Randomization</li>  <li>Replicates and repetitions</li>  <li>Analysis of results: Factorial plots</li>  <li>Analysis of results: Factorial design</li>  <li>Analysis of results: Fits and Residuals</li>  <li>Analysis of results: Response Optimizer</li>  <li>Analysis of results: Review</li>  </ul>  <h3>Design of Experiments: Pragmatic Approaches</h3> <ul>  <li>Designs with no replication</li>  <li>Fractional factorial designs</li>  <li>Screening Design of Experiment Case Study Repair Time</li>  <li>Blocking</li>  </ul>  <h3>Closing: Organizational Change Management</h3> <ul>  <li>Organizational change management</li>  <li>Assuring project sponsorship</li>  <li>Emphasizing shared need for change</li>  <li>Mobilizing stakeholder commitment</li>  </ul>  <h3>Closing: Project Management for Lean Six Sigma</h3> <ul>  <li>Introduction to project management</li>  <li>Project management for Lean Six Sigma</li>  <li>The project baseline plan</li>  <li>Work Breakdown Structure (WBS)</li>  <li>Resource planning</li>  <li>Project budget</li>  <li>Project risk</li>  <li>Project schedule</li>  <li>Project executing</li>  <li>Project monitoring and controlling and Closing</li>  </ul>  <h3>Closing: Design for Lean Six Sigma</h3> <ul>  <li>Introduction to Design for Lean Six Sigma (DMADV)</li>  <li>Introduction to Quality Function Deployment (QFD)</li>  </ul>  <h3>Summary and Next Steps</h3> <ul>  <li>IIL's Lean Six Sigma Black Belt Certification Program also prepares you to pass the IASSC Certified Black Belt Exam (optional)</li>  </ul>


                </section>

Lean Six Sigma Black Belt Certification Program: In-House Training
This course is specifically for people wanting to become Lean Six Sigma Black Belts, who are already Lean Six Sigma practitioners.
If advanced statistical analysis is needed to identify root causes and optimal process improvements, (Lean) Six Sigma Green Belts typically ask Black Belts or Master Black Belts to conduct these analyses. This course will change that. Green Belts wanting to advance their statistical abilities will have a considerable amount of hands-on practice in techniques such as Statistical Process Control, MSA, Hypothesis Testing, Correlation and Regression, Design of Experiments, and many others.
Participants will also work throughout the course on a real-world improvement project from their own business environment. This provides participants with hands-on learning and provides the organization with an immediate ROI once the project is completed. IIL instructors will provide free project coaching throughout the course.
What you Will Learn
At the end of this program, you will be able to:
Use Minitab for advanced data analysis
Develop appropriate sampling strategies
Analyze differences between samples using Hypothesis Tests
Apply Statistical Process Control to differentiate common cause and special cause variation
Explain and apply various process capability metrics
Conduct Measurement System Analysis and Gage R&R studies for both discrete and continuous data
Conduct and analyze simple and multiple regression analysis
Plan, execute, and analyze designed experiments
Drive sustainable change efforts through leadership, change management, and stakeholder management
Successfully incorporate advanced analysis techniques while moving projects through the DMAIC steps
Explain the main concepts of Design for Six Sigma including QFD
Introduction: DMAIC Review
IIL Black Belt Certification Requirements
Review Project Selection
Review Define
Review Measure
Review Analyze
Review Improve
Review Control
Introduction: Minitab Tool
Introduction to Minitab
Minitab basic statistics and graphs
Special features
Overview of Minitab menus
Introduction: Sampling
The Central Limit Theorem
Confidence Interval of the mean
Sample size for continuous data (mean)
Confidence Interval for proportions
Sample size for discrete data (proportions)
Sampling strategies (review)
Appendix: CI and sample size for confidence levels other than 95%
Hypothesis Testing: Introduction
Why use advanced stat tools?
What are hypothesis tests?
The seven steps of hypothesis tests
P value errors and hypothesis tests
Hypothesis Testing: Tests for Averages
1 factor ANOVA and ANOM
Main Effect Plots, Interaction Plots, and Multi-Vari Charts
2 factor ANOVA and ANOM
Hypothesis Testing: Tests for Standard Deviations
Testing for equal variance
Testing for normality
Choosing the right hypothesis test
Hypothesis Testing: Chi Square and Other Hypothesis Test
Chi-square test for 1 factor
ANOM test for 1 factor
Chi-square test for 2 factors
Exercise hypothesis tests - shipping
Non-parametric tests
Analysis: Advanced Control Charts
Review of Common Cause and Special Cause Variation
Review of the Individuals Control Charts
How to calculate Control Limits
Four additional tests for Special Causes
Control Limits after Process Change
Discrete Data Control Charts
Control Charts for Discrete Proportion Data
Control Charts for Discrete Count Data
Control Charts for High Volume Processes with Continuous Data
Analysis: Non-Normal Data
Test for normal distribution
Box-Cox Transformation
Box-Cox Transformation for Individuals Control Charts
Analysis: Time Series Analysis
Introduction to Time Series Analysis
Decomposition
Smoothing: Moving Average
Smoothing: EWMA
Analysis: Process Capability
Process capability
Discrete Data: Defect metrics
Discrete Data: Yield metrics
Process Capability for Continuous Data: Sigma Value
Short- and long-term capabilities
Cp, Cpk, Pp, Ppk capability indices
Analysis: Measurement System Analysis
What is Measurement System Analysis?
What defines a good measurement system?
Gage R&R Studies
Attribute / Discrete Gage R&R
Continuous Gage R&R
Regression Analysis: Simple Correlation
Correlation Coefficient
Simple linear regression
Checking the fit of the Regression Model
Leverage and influence analysis
Correlation and regression pitfalls
Regression Analysis: Multiple Regression Analysis
Introduction to Multiple Regression
Multicollinearity
Multiple Regression vs. Simple Linear Regression
Regression Analysis: Multiple Regression Analysis with Discrete Xs
Introduction
Creating indicator variables
Method 1: Going straight to the intercepts
Method 2: Testing for differences in intercepts
Logistic Regression: Logistic Regression
Introduction to Logistic Regression
Logistic Regression - Adding a Discrete X
Design of Experiments: Introduction
Design of Experiment
OFAT experimentation
Full factorial design
Fractional factorial design
DOE road map, hints, and suggestions
Design of Experiments: Full Factorial Designs
Creating 2k Full Factorial designs in Minitab
Randomization
Replicates and repetitions
Analysis of results: Factorial plots
Analysis of results: Factorial design
Analysis of results: Fits and Residuals
Analysis of results: Response Optimizer
Analysis of results: Review
Design of Experiments: Pragmatic Approaches
Designs with no replication
Fractional factorial designs
Screening Design of Experiment Case Study Repair Time
Blocking
Closing: Organizational Change Management
Organizational change management
Assuring project sponsorship
Emphasizing shared need for change
Mobilizing stakeholder commitment
Closing: Project Management for Lean Six Sigma
Introduction to project management
Project management for Lean Six Sigma
The project baseline plan
Work Breakdown Structure (WBS)
Resource planning
Project budget
Project risk
Project schedule
Project executing
Project monitoring and controlling and Closing
Closing: Design for Lean Six Sigma
Introduction to Design for Lean Six Sigma (DMADV)
Introduction to Quality Function Deployment (QFD)
Summary and Next Steps
IIL's Lean Six Sigma Black Belt Certification Program also prepares you to pass the IASSC Certified Black Belt Exam (optional)

Six Sigma Yellow Belt

Six Sigma Green Belt

Six Sigma White Belt

Lean 6 Sigma

Lean Six Sigma

Six Sigma Black Belt

Lean Six Sigma Black Belt Certification Program: In-House Training

<h2>Portfolio, Programme, and Project Offices (P3O®) Practitioner: In-House Training</h2>
<p>P3O® is the AXELOS standard for the design of decision-making processes regarding changes in organizations. P3O provides a guideline for the design of portfolio, programme, and project offices in organizations.</p>
<p>The P3O Practitioner Course is an interactive learning experience. The P3O Practitioner-level content provides you with sufficient knowledge and understanding of the P3O guidance to design, implement, manage or work within any component office of a P3O model. It enables participants to successfully complete the associated P30 Practitioner exam and achieve the qualification.</p>
<p>In this course, you will be prepared to successfully attempt the P3O Practitioner exam and learn how to implement or re-energize a P3O model in their own organization.</p><h3>What you will Learn</h3>
 <p>At the end of the P3O Practitioner course, you will be able to:</p>
 <ul>
 <li>Define a business case to get senior management approval for P3O</li>
 <li>Build a right P3O model to adapt to the organization's needs, taking account of the organization's size and portfolio, programme and project management maturity</li>
 <li>Identify the elements, roles, and functions deployed in a generalized P3O model</li>
 <li>Use tools and techniques in running the P3O and advising those who shape the portfolio of programmes and projects</li>
 </ul><section>
                    <h3>Introduction to P3O</h3><ol><br /><li>What is the purpose of P3O?</li><li>Definitions</li><li>What are P3Os?</li><li>Portfolio, programme, and project lifecycles</li><li>Governance and the P3O</li></ol><br /><h3>Designing a P3O Model</h3><ol><br /><li>Factors that affect the design</li><li>Design considerations</li><li>What functions and services should the P3O offer?</li><li>Roles and responsibilities</li><li>Sizing and tailoring of the P3O model</li></ol><br /><h3>Why have a P3O?</h3><ol><br /><li>How a P3O adds value</li><li>Maximizing that value</li><li>Getting investment for the P3O</li><li>Overcoming common barriers</li><li>Timescales</li></ol><br /><h3>Why have a P3O (Extension)?</h3><ol><br /><li>The P3O Business Case</li><li>The P3O Model Blueprint</li><li>Vision Statement</li><li>Demonstrating the Value</li><li>KPIs</li><li>The Benefits of Claimed Capabilities</li><li>Benefit Realisation and Strategic Objectives</li><li>Benefit Profile</li></ol><br /><h3>How to Implement or Re-Energize a P3O</h3><ol><br /><li>Implementation lifecycle for a permanent P3O</li><li>Identify</li><li>Define</li><li>Deliver</li><li>Close</li></ol><br /><h3>Implementation lifecycle for a temporary programme or project office</h3><ol><br /><li>Organizational context</li><li>Definition and implementation</li><li>Running</li><li>Closing</li><li>Recycling</li></ol><br /><h3>How to operate a P3O</h3><ol><br /><li>Overview of tools and techniques</li><li>Benefits of using standard tools and techniques</li><li>Critical success factors</li><li>P3O tools</li><li>P3O techniques</li></ol>


                </section>

Portfolio, Programme, and Project Offices (P3O®) Practitioner: In-House Training
P3O® is the AXELOS standard for the design of decision-making processes regarding changes in organizations. P3O provides a guideline for the design of portfolio, programme, and project offices in organizations.
The P3O Practitioner Course is an interactive learning experience. The P3O Practitioner-level content provides you with sufficient knowledge and understanding of the P3O guidance to design, implement, manage or work within any component office of a P3O model. It enables participants to successfully complete the associated P30 Practitioner exam and achieve the qualification.
In this course, you will be prepared to successfully attempt the P3O Practitioner exam and learn how to implement or re-energize a P3O model in their own organization.
What you will Learn
At the end of the P3O Practitioner course, you will be able to:
Define a business case to get senior management approval for P3O
Build a right P3O model to adapt to the organization's needs, taking account of the organization's size and portfolio, programme and project management maturity
Identify the elements, roles, and functions deployed in a generalized P3O model
Use tools and techniques in running the P3O and advising those who shape the portfolio of programmes and projects
Introduction to P3O
What is the purpose of P3O?
Definitions
What are P3Os?
Portfolio, programme, and project lifecycles
Governance and the P3O
Designing a P3O Model
Factors that affect the design
Design considerations
What functions and services should the P3O offer?
Roles and responsibilities
Sizing and tailoring of the P3O model
Why have a P3O?
How a P3O adds value
Maximizing that value
Getting investment for the P3O
Overcoming common barriers
Timescales
Why have a P3O (Extension)?
The P3O Business Case
The P3O Model Blueprint
Vision Statement
Demonstrating the Value
KPIs
The Benefits of Claimed Capabilities
Benefit Realisation and Strategic Objectives
Benefit Profile
How to Implement or Re-Energize a P3O
Implementation lifecycle for a permanent P3O
Identify
Define
Deliver
Close
Implementation lifecycle for a temporary programme or project office
Organizational context
Definition and implementation
Running
Closing
Recycling
How to operate a P3O
Overview of tools and techniques
Benefits of using standard tools and techniques
Critical success factors
P3O tools
P3O techniques

Operating Department Practitioner

Professional Skills Course (PSC)

Professional Scrum Product Owner (PSPO)

Portfolio, Programs, & Project Offices Practitioner: In-House

<h2>Portfolio, Programme, and Project Offices (P3O®) Foundation: In-House Training</h2>
<p>P3O® is the AXELOS standard for the design of decision-making processes regarding changes in organizations. P3O provides a guideline for the design of portfolio, programme, and project offices in organizations.</p>
<p>The P3O Foundation course is an interactive learning experience. The P3O Foundation-level content provides you with sufficient knowledge and understanding of the P3O guidance to interact effectively with, or act as an informed member of, an office within a P3O model. It enables you to successfully complete the associated P30 Foundation exam and achieve the qualification.</p>
<p>In this course, you will be prepared to successfully attempt the P3O Foundation exam and learn how to implement or re-energize a P3O model in their own organization.</p><h3>What you will Learn</h3>
<p>Individuals certified at the P3O Foundation level will be able to:</p>
<ul>
<li>Define a high-level P3O model and its component offices</li>
<li>List the component offices in a P3O model</li>
<li>Differentiate between Portfolio, Programme, and Project Management</li>
<li>List the key functions and services of a P3O</li>
<li>List the reasons for establishing a P3O model</li>
<li>Compare different types of P3O models</li>
<li>List the factors that influence selection of the most appropriate P3O model for an organization</li>
<li>Define the processes to implement or re-energize a P3O</li>
</ul>
<h3>Benefits:</h3>
<ul>
<li>Fast-track programme for those who want to achieve P3O Foundation qualification</li>
<li>Practical case study and scenarios</li>
<li>Attractive slides and course book</li>
</ul><section>
                    <h3>Introduction to P3O</h3><ol><br /><li>What is the purpose of P3O?</li><li>Definitions</li><li>What are P3Os?</li><li>Portfolio, programme, and project lifecycles</li><li>Governance and the P3O</li></ol><br /><h3>Designing a P3O Model</h3><ol><br /><li>Factors that affect the design</li><li>Design considerations</li><li>What functions and services should the P3O offer?</li><li>Roles and responsibilities</li><li>Sizing and tailoring of the P3O model</li></ol><br /><h3>Introduction to P3O</h3><ol><br /><li>What is the purpose of P3O?</li><li>Definitions</li><li>What are P3Os?</li><li>Portfolio, programme, and project lifecycles</li><li>Governance and the P3O</li></ol><br /><h3>Designing a P3O Model</h3><ol><br /><li>Factors that affect the design</li><li>Design considerations</li><li>What functions and services should the P3O offer?</li><li>Roles and responsibilities</li><li>Sizing and tailoring of the P3O model</li></ol><br /><h3>Why Have a P3O?</h3><ol><br /><li>How a P3O adds value</li><li>Maximizing that value</li><li>Getting investment for the P3O</li><li>Overcoming common barriers</li><li>Timescales</li></ol><br /><h3>How to Implement or Re-Energize a P3O</h3><ol><br /><li>Implementation lifecycle for a permanent P3O</li><li>Identify</li><li>Define</li><li>Deliver</li><li>Close</li></ol><br /><h3>Implementation lifecycle for a temporary programme or project office</h3><ol><br /><li>Organizational context</li><li>Definition and implementation</li><li>Running</li><li>Closing</li><li>Recycling</li></ol><br /><h3>How to Operate a P3O</h3><ol><br /><li>Overview of tools and techniques</li><li>Benefits of using standard tools and techniques</li><li>Critical success factors</li><li>P3O tools</li><li>P3O techniques</li></ol>


                </section>

Portfolio, Programme, and Project Offices (P3O®) Foundation: In-House Training
P3O® is the AXELOS standard for the design of decision-making processes regarding changes in organizations. P3O provides a guideline for the design of portfolio, programme, and project offices in organizations.
The P3O Foundation course is an interactive learning experience. The P3O Foundation-level content provides you with sufficient knowledge and understanding of the P3O guidance to interact effectively with, or act as an informed member of, an office within a P3O model. It enables you to successfully complete the associated P30 Foundation exam and achieve the qualification.
In this course, you will be prepared to successfully attempt the P3O Foundation exam and learn how to implement or re-energize a P3O model in their own organization.
What you will Learn
Individuals certified at the P3O Foundation level will be able to:
Define a high-level P3O model and its component offices
List the component offices in a P3O model
Differentiate between Portfolio, Programme, and Project Management
List the key functions and services of a P3O
List the reasons for establishing a P3O model
Compare different types of P3O models
List the factors that influence selection of the most appropriate P3O model for an organization
Define the processes to implement or re-energize a P3O
Benefits:
Fast-track programme for those who want to achieve P3O Foundation qualification
Practical case study and scenarios
Attractive slides and course book
Introduction to P3O
What is the purpose of P3O?
Definitions
What are P3Os?
Portfolio, programme, and project lifecycles
Governance and the P3O
Designing a P3O Model
Factors that affect the design
Design considerations
What functions and services should the P3O offer?
Roles and responsibilities
Sizing and tailoring of the P3O model
Introduction to P3O
What is the purpose of P3O?
Definitions
What are P3Os?
Portfolio, programme, and project lifecycles
Governance and the P3O
Designing a P3O Model
Factors that affect the design
Design considerations
What functions and services should the P3O offer?
Roles and responsibilities
Sizing and tailoring of the P3O model
Why Have a P3O?
How a P3O adds value
Maximizing that value
Getting investment for the P3O
Overcoming common barriers
Timescales
How to Implement or Re-Energize a P3O
Implementation lifecycle for a permanent P3O
Identify
Define
Deliver
Close
Implementation lifecycle for a temporary programme or project office
Organizational context
Definition and implementation
Running
Closing
Recycling
How to Operate a P3O
Overview of tools and techniques
Benefits of using standard tools and techniques
Critical success factors
P3O tools
P3O techniques

Portfolio, Programs, and Project Offices Foundation: In-House

<h4>Overview</h4>
						<hr />
						<div></div>
							<p>
							</p><p>This course provides participants with the chance to focus on relevant project management tools and skills required to run successful projects in research and beyond. The course has been designed to help researchers and project managers enhance their project management skills in the context of their research and develop their knowledge of broader project management principles. The training course is highly participative and includes a peer learning session where participants will get the chance to tackle specific issues and challenges related to their research projects, find innovative solutions and share best practices.</p>
<p>
							
							</p><div>
						
					</div>

Overview



 
This course provides participants with the chance to focus on relevant project management tools and skills required to run successful projects in research and beyond. The course has been designed to help researchers and project managers enhance their project management skills in the context of their research and develop their knowledge of broader project management principles. The training course is highly participative and includes a peer learning session where participants will get the chance to tackle specific issues and challenges related to their research projects, find innovative solutions and share best practices.
 

Project Planning and Management

<h4>Overview</h4>
						<hr />
						<div></div>
							<p>
							</p><p>Supply Management plays a very important role in order to maintain business harmony, maintaining good relationships, and information, having a smooth flow within the business process and delivering good customer service. The course will highlight some modern techniques of Project Management to implement in the supply management process. As research shows Project Management and Supply Management are very similar thus, we will learn the tools and techniques used to initiate, execute, execute and manage and control the project.</p>
<p>
							
							</p><div>
						
					</div>

Overview



 
Supply Management plays a very important role in order to maintain business harmony, maintaining good relationships, and information, having a smooth flow within the business process and delivering good customer service. The course will highlight some modern techniques of Project Management to implement in the supply management process. As research shows Project Management and Supply Management are very similar thus, we will learn the tools and techniques used to initiate, execute, execute and manage and control the project.
 

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