4373 Strength courses

  Delivered in either our Live Online format (4 days) or in our Classroom (5 days), the ISO 37001 Lead Auditor training course enables you to develop the necessary expertise to perform an Anti-bribery Management System (ABMS) audit by applying widely recognized audit principles, procedures and techniques. About This Course   During this training course, you will acquire the knowledge and skills to plan and carry out internal and external audits in compliance with ISO 19011 and ISO/IEC 17021-1 certification process.   Based on practical exercises, you will be able to master the audit techniques and become competent to manage an audit program and audit team.    After acquiring the necessary expertise to perform this audit, you can sit for the exam and gain the "Certified ISO 37001 Lead Auditor' credential. By holding this Certificate, you will demonstrate that you have the capabilities and competencies to audit organizations based on best practices.   Learning objectives   Understand the operation of an Anti-bribery Management System based on ISO 37001 and its principal processes Understand the correlation between ISO 37001 and other standards and regulatory frameworks Understand the auditor's role in planning, leading and following-up on a management system audit in accordance with ISO 19011 Interpret the requirements of ISO 37001 in the context of an ABMS audit Strengthen the personal skills necessary for an auditor to act with due professional care during an audit   Educational approach   Lecture sessions are illustrated with practical questions and examples Practical exercises include examples and discussions Practice tests are similar to the certification exam Prerequisites   A foundational understanding of ISO 37001 and knowledge of audit principles. What's Included?   Refreshments & Lunch (Classroom only) Course Slide Deck Official Study Guides CPD Certificate The Exam Who Should Attend?   Auditors seeking to perform and lead Anti-bribery Management System (ABMS) certification audits Managers or consultants seeking to master an Anti-bribery Management System audit process Individuals responsible for maintaining conformance with ISO 37001 requirements Technical experts seeking to prepare for an Anti-bribery Management System audit Expert advisors in Anti-bribery Management Accreditation Assessment   The exam is delivered in a 12 question essay format, to be completed within 150 minutes and gaining a 70% pass mark. Exam results are provided within 24 hours. Provided by   This course is Accredited by NACS and Administered by the IECB.

  Many organizations seek competent auditors to determine whether their policies, procedures, and controls adhere to ISO 37301 requirements. This training course aims to help you complete these tasks successfully and intends to reflect the importance of effective CMS audits. In addition, this training course aims to strengthen your knowledge and skills to plan and carry out CMS audits based on the guidelines for auditing management systems provided in ISO 19011 and the certification process described in ISO/IEC 17021-1.  This training course can potentially qualify you to conduct audits on behalf of conformity assessment bodies. The exercises, quizzes, and case studies provided in this training course are designed to help you practice the most important aspects of a CMS audit: ISO 37301 requirements, auditing principles, tools and techniques used to obtain evidence, leading a team of auditors, conducting interviews with auditee, reviewing documented information, drafting nonconformity reports, and preparing the final audit report. After successfully completing the training course, you can sit for the exam and gain the "Certified ISO 37301 Lead Auditor' credential. This credential validates your professional capabilities and demonstrates that you have the knowledge and skills to audit a CMS based on ISO 37301. About This Course   This training course enables you to: Understand the main concepts of a compliance management system (CMS) and its processes based on ISO 37301 Acknowledge the relationship between ISO 37301 and other standards and regulatory frameworks Understand the auditor's role in planning, leading, and following up on a CMS audit in accordance with ISO 19011 Interpret the requirements of ISO 37301 in the context of a CMS audit Plan an audit, lead a team of auditors, draft nonconformity reports, and follow up on an audit Act with due professional care during an audit Course Agenda Day 1: Introduction to the compliance management system (CMS) and ISO 37301 Day 2: Audit principles and the preparation for and initiation of an audit Day 3: On-site audit activities Day 4: Closing of the audit and the Exam. Assessment     Delegates sit a combined exam, consisting of in-course quizzes and exercises, as well as a final 12 question, essay type exam on Day 4 of the course. The overall passing score is 70%, to be achieved within the 150 minute time allowance. Exam results are provided within 24 hours, with both a Certificate and a digital badge provided as proof of success.       Prerequisites   A fundamental understanding of ISO 37301 requirements (or ISO 19600 guidelines) for a CMS and a comprehensive knowledge of audit principles. What's Included?   Certification fees are included in the exam price. Training material of over 450 pages of information and practical examples. An attestation of course completion worth 31 CPD (Continuing Professional Development) credits will be issued to participants who have attended the training course. In case of exam failure, the candidate can retake the exam once for free within 12 months following the initial exam date. Who Should Attend?   The ISO 37301 Lead Auditor training course is intended for: Auditors seeking to perform and lead CMS audits Managers or consultants seeking to master the CMS audit process Individuals responsible for maintaining conformity to ISO 37301 requirements in an organization Technical experts seeking to prepare for a CMS audit Expert advisors and compliance officers Accreditation Provided by   This course is Accredited by NACS and Administered by the IECB.

Fitness Instructor: Fitness Instructor Course Online Do you wish to enhance your abilities or pursue a profession as a personal trainer or fitness instructor? If so, this fitness instructor course will provide you a firm basis to build on as you develop into a self-assured personal trainer or fitness instructor. We have five modules to study about the advances in functional training in this fitness instructor course. You will learn how to develop mobility and flexibility in accordance with your unique demands with this fitness instructor training. You can learn about many exercise-related injuries through a fitness instructor course in addition to other sources. Additionally, this fitness instructor course provides a thorough understanding of the fundamentals of fitness instruction. Enrol in this Fitness Instructor course to develop your expertise as a personal trainer or fitness instructor! Learning Outcomes of Fitness Instructor: Fitness Instructor Course After completing this Fitness Instructor course, the learner will be able to: Gain a range of core skills needed to become a successful personal trainer or fitness instructor. From a Fitness Instructor you can Gain in-depth knowledge of the core of fitness and maintain hips. As a Fitness Instructor you can Understand how to perform a range of resistance exercises and be aware of injuries. Know how to build stamina and lean muscle from this Fitness Instructor course. Understand how to perform a range of stretches safely to increase flexibility and mobility. Main Course: Fitness Instructor Course Free Courses are including with this Fitness Instructor: Fitness Instructor Course Along with The Fitness Instructor Course, We Offer a free Personal Trainer Course Along with The Fitness Instructor Course, We Offer a free Diet & Nutrition Course Special Offers of this Fitness Instructor: Fitness Instructor Course This Fitness Instructor: Fitness Instructor Course includes a FREE PDF Certificate. Lifetime access to this Fitness Instructor: Fitness Instructor Course Instant access to this Fitness Instructor: Fitness Instructor Course Get FREE Tutor Support to this Fitness Instructor: Fitness Instructor Course Fitness Instructor: Fitness Instructor Course Online The goal of this fitness instructor course is to give participants a comprehensive understanding of how to coach others to increase their muscle mass, strength, endurance, and flexibility while inspiring them to pursue fitness goals. Important subjects covered in the Fitness Instructor: Fitness Instructor Course include the muscular system, HIIT workouts, stretching, endurance training, and weight loss science. Who is this course for? Fitness Instructor: Fitness Instructor Course Online This Fitness Instructor: Fitness Instructor Course is suitable for anyone including Students, Recent graduates or Job Seekers. Requirements Fitness Instructor: Fitness Instructor Course Online To enrol in this Fitness Instructor: Fitness Instructor Course, students must fulfil the following requirements. To join in our Fitness Instructor: Fitness Instructor Course, you must have a strong command of the English language. To successfully complete our Fitness Instructor: Fitness Instructor Course, you must be vivacious and self driven. To complete our Fitness Instructor: Fitness Instructor Course, you must have a basic understanding of computers. A minimum age limit of 15 is required to enrol in this Fitness Instructor: Fitness Instructor Course. Career path Fitness Instructor: Fitness Instructor Course Online You will be able to achieve a lucrative career with the help of this Fitness Instructor: Fitness Instructor Course.

The Agile Project Manager Change isn't coming, it's already here. The project environment is becoming more volatile, uncertain, complex, and ambiguous. Project management and project managers must transform and evolve in order to keep up with these changes. Agile has been a disruptor in the field of project management, having over 20 years of successes and benefits to organizations that have adopted their frameworks. The Agile frameworks have proven themselves to be more adept in dealing with this uncertainty. But Agile isn't just about following a different way of working. What do you need to learn, do, and become in order to continue in the current and future environment? It is a powerful combination of knowledge, competencies, and mindset. In an increasingly complicated project environment, this course provides participants with the knowledge needed to not only survive but thrive. What you will Learn At the end of this program, you will be able to: Evaluate the changing project environment and the needed knowledge, skills, and behaviors Demonstrate innovative project manager competencies of leading change, servant leadership, and focus on value Utilize Lean and Agile principles to maximize value and improve project performance Construct a hybrid Agile model that is unique to your project Assess your role in Business Agility as an Agile Project Manager Getting Started Introductions Workshop orientation Expectations Foundations Recap: What is Agile? A changed project environment The future project manager Agile Project Management Competencies Focusing on value Championing change Servant leadership Coaching / mentorship Facilitation Lean and Agile Principles Optimizing flow Making things small Continuous planning Just-In-Time requirements Visualizing work Hybrid Agile Considerations Considering a Hybrid Approach Examining Strengths and Weaknesses of Each Approach Selecting Waterfall / Agile Roles, Practices, and Techniques Reviewing Three Hybrid Scenarios Constructing the Hybrid Project Implementing Agile Pitfalls and Concerns Agile in the Organization Business Agility

The Agile Project Manager Change isn't coming, it's already here. The project environment is becoming more volatile, uncertain, complex, and ambiguous. Project management and project managers must transform and evolve in order to keep up with these changes. Agile has been a disruptor in the field of project management, having over 20 years of successes and benefits to organizations that have adopted their frameworks. The Agile frameworks have proven themselves to be more adept in dealing with this uncertainty. But Agile isn't just about following a different way of working. What do you need to learn, do, and become in order to continue in the current and future environment? It is a powerful combination of knowledge, competencies, and mindset. In an increasingly complicated project environment, this course provides participants with the knowledge needed to not only survive but thrive. What you will Learn At the end of this program, you will be able to: Evaluate the changing project environment and the needed knowledge, skills, and behaviors Demonstrate innovative project manager competencies of leading change, servant leadership, and focus on value Utilize Lean and Agile principles to maximize value and improve project performance Construct a hybrid Agile model that is unique to your project Assess your role in Business Agility as an Agile Project Manager Getting Started Introductions Workshop orientation Expectations Foundations Recap: What is Agile? A changed project environment The future project manager Agile Project Management Competencies Focusing on value Championing change Servant leadership Coaching / mentorship Facilitation Lean and Agile Principles Optimizing flow Making things small Continuous planning Just-In-Time requirements Visualizing work Hybrid Agile Considerations Considering a Hybrid Approach Examining Strengths and Weaknesses of Each Approach Selecting Waterfall / Agile Roles, Practices, and Techniques Reviewing Three Hybrid Scenarios Constructing the Hybrid Project Implementing Agile Pitfalls and Concerns Agile in the Organization Business Agility

Project Leadership Skills To be effective within an organization, project managers need to have a wide variety of skills and abilities. Included among these are: creating and executing on a vision; motivating others; influencing without authority; networking; communicating up, down and laterally; negotiating; managing stakeholders; and managing conflict. This highly interactive workshop focuses on building the soft skills that are critical to leading a team and creating sustainable business change. Participants will gain insight into the social science as well as the brain science behind motivating and empowering others. They will learn and experiment with a variety of influencing strategies and tactics. Working in pairs as well as small groups, they will collaborate with others to brainstorm, share experiences, and apply concepts to everyday challenges. Participants will also discover their personal communication preferences, strengths, and blind spots and will gain insight into how best to communicate with others they find 'difficult.' They will gain insight into managing the people side of change, learning strategies for dealing with each step in the process. Hands-on negotiation and conflict management activities enhance the theoretical learning, grounding it in real life and making it actionable. Interweaving role play with experiential learning and group activities, this course will help participants refine a skill set that is invaluable to their organization, and one that transfers easily across their professional and personal lives. What You Will Learn At the end of this course, you will be able to: Explain the importance of vision in driving motivation and engagement Apply science-based research to better motivate those around you Strategically leverage both personal and positional power to achieve positive project results Determine influencing and networking strategies needed for personal growth Identify ways to problem solve communication challenges when others have different personality styles Connect stakeholder expectations to project success criteria Assess key stakeholders across various dimensions of complexity Apply the four rules of principled negotiation to a real-life conflict situation Recognize key aspects of a physiological response to conflict Utilize selected tools and techniques to 'defuse' an emotional situation Leverage various strategies and tactics to successfully deal with ambiguity at work Getting Started / Foundation Concepts Introductions Course structure, goals, and objectives Beginning a personal action plan Managing Vision and Purpose / Motivating Others Communicating and aligning around vision Tying the present to the future The importance of purpose The art and science of motivation Networking and Influencing Positive politics and project success Types of power within organizations Power and influence Networking best practices Communication The medium and the message Personality and communication styles Communication challenges Stakeholder Management and Negotiation Identifying stakeholders Analyzing stakeholders Negotiation basics Principled negotiation Conflict Management Dynamics of conflict The anatomy of conflict Conflict management approaches and tools Dealing with ambiguity Summary and Next Steps Key concepts review Creating your personal action plan

Project Leadership Skills (In-Person) To be effective within an organization, project managers need to have a wide variety of skills and abilities. Included among these are: creating and executing on a vision; motivating others; influencing without authority; networking; communicating up, down and laterally; negotiating; managing stakeholders; and managing conflict. This highly interactive workshop focuses on building the soft skills that are critical to leading a team and creating sustainable business change. Participants will gain insight into the social science as well as the brain science behind motivating and empowering others. They will learn and experiment with a variety of influencing strategies and tactics. Working in pairs as well as small groups, they will collaborate with others to brainstorm, share experiences, and apply concepts to everyday challenges. Participants will also discover their personal communication preferences, strengths, and blind spots and will gain insight into how best to communicate with others they find 'difficult.' They will gain insight into managing the people side of change, learning strategies for dealing with each step in the process. Hands-on negotiation and conflict management activities enhance the theoretical learning, grounding it in real life and making it actionable. Interweaving role play with experiential learning and group activities, this course will help participants refine a skill set that is invaluable to their organization, and one that transfers easily across their professional and personal lives. What you will Learn At the end of this course, you will be able to: Explain the importance of vision in driving motivation and engagement Apply science-based research to better motivate those around you Strategically leverage both personal and positional power to achieve positive project results Determine influencing and networking strategies needed for personal growth Identify ways to problem solve communication challenges when others have different personality styles Connect stakeholder expectations to project success criteria Assess key stakeholders across various dimensions of complexity Apply the four rules of principled negotiation to a real-life conflict situation Recognize key aspects of a physiological response to conflict Utilize selected tools and techniques to 'defuse' an emotional situation Leverage various strategies and tactics to successfully deal with ambiguity at work Getting Started / Foundation Concepts Introductions Course structure, goals, and objectives Beginning a personal action plan Managing Vision and Purpose / Motivating Others Communicating and aligning around vision Tying the present to the future The importance of purpose The art and science of motivation Networking and Influencing Positive politics and project success Types of power within organizations Power and influence Networking best practices Communication The medium and the message Personality and communication styles Communication challenges Stakeholder Management and Negotiation Identifying stakeholders Analyzing stakeholders Negotiation basics Principled negotiation Conflict Management Dynamics of conflict The anatomy of conflict Conflict management approaches and tools Dealing with ambiguity

Anxiety and Self-Love Journey This group coaching package is for you if you feel: constantly anxious and worried not good enough worried about the future, changes, uncertainty stuck in the same cycle of thoughts that you can’t get out of like you are not living your best life

Use Cases for Business Analysis The use case is a method for documenting the interactions between the user of a system and the system itself. Use cases have been in the software development lexicon for over twenty years, ever since it was introduced by Ivar Jacobson in the late 1980s. They were originally intended as aids to software design in object-oriented approaches. However, the method is now used throughout the Solution Development Life Cycle from elicitation through to specifying test cases, and is even applied to software development that is not object oriented. This course identifies how business analysts can apply use cases to the processes of defining the problem domain through elicitation, analyzing the problem, defining the solution, and confirming the validity and usability of the solution. What you will Learn You'll learn how to: Apply the use case method to define the problem domain and discover the conditions that need improvement in a business process Employ use cases in the analysis of requirements and information to create a solution to the business problem Translate use cases into requirements Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Overview of use case modeling What is a use case model? The 'how and why' of use cases When to perform use case modeling Where use cases fit into the solution life cycle Use cases in the problem domain Use cases in the solution domain Use case strengths and weaknesses Use case variations Use case driven development Use case lexicon Use cases Actors and roles Associations Goals Boundaries Use cases though the life cycle Use cases in the life cycle Managing requirements with use cases The life cycle is use case driven Elicitation with Use Cases Overview of the basic mechanics and vocabulary of use cases Apply methods of use case elicitation to define the problem domain, or 'as is' process Use case diagrams Why diagram? Partitioning the domain Use case diagramming guidelines How to employ use case diagrams in elicitation Guidelines for use case elicitation sessions Eliciting the problem domain Use case descriptions Use case generic description template Alternative templates Elements Pre and post conditions Main Success Scenario The conversation Alternate paths Exception paths Writing good use case descriptions Eliciting the detailed workflow with use case descriptions Additional information about use cases Analyzing Requirements with Use Cases Use case analysis on existing requirements Confirming and validating requirements with use cases Confirming and validating information with use cases Defining the actors and use cases in a set of requirements Creating the scenarios Essential (requirements) use case Use case level of detail Use Case Analysis Techniques Generalization and Specialization When to use generalization or specialization Generalization and specialization of actors Generalization and specialization of use cases Examples Associating generalizations Subtleties and guidelines Use Case Extensions The <> association The <> association Applying the extensions Incorporating extension points into use case descriptions Why use these extensions? Extensions or separate use cases Guidelines for extensions Applying use case extensions Patterns and anomalies o Redundant actors Linking hierarchies Granularity issues Non-user interface use cases Quality considerations Use case modeling errors to avoid Evaluating use case descriptions Use case quality checklist Relationship between Use Cases and Business Requirements Creating a Requirements Specification from Use Cases Flowing the conversation into requirements Mapping to functional specifications Adding non-functional requirements Relating use cases to other artifacts Wire diagrams and user interface specifications Tying use cases to test cases and scenarios Project plans and project schedules Relationship between Use Cases and Functional Specifications System use cases Reviewing business use cases Balancing use cases Use case realizations Expanding and explaining complexity Activity diagrams State Machine diagrams Sequence diagrams Activity Diagrams Applying what we know Extension points Use case chaining Identifying decision points Use Case Good Practices The documentation trail for use cases Use case re-use Use case checklist Summary What did we learn, and how can we implement this in our work environment?

Use Cases for Business Analysis: In-House Training The use case is a method for documenting the interactions between the user of a system and the system itself. Use cases have been in the software development lexicon for over twenty years, ever since it was introduced by Ivar Jacobson in the late 1980s. They were originally intended as aids to software design in object-oriented approaches. However, the method is now used throughout the Solution Development Life Cycle from elicitation through to specifying test cases, and is even applied to software development that is not object oriented. This course identifies how business analysts can apply use cases to the processes of defining the problem domain through elicitation, analyzing the problem, defining the solution, and confirming the validity and usability of the solution. What you will Learn You'll learn how to: Apply the use case method to define the problem domain and discover the conditions that need improvement in a business process Employ use cases in the analysis of requirements and information to create a solution to the business problem Translate use cases into requirements Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Overview of use case modeling What is a use case model? The 'how and why' of use cases When to perform use case modeling Where use cases fit into the solution life cycle Use cases in the problem domain Use cases in the solution domain Use case strengths and weaknesses Use case variations Use case driven development Use case lexicon Use cases Actors and roles Associations Goals Boundaries Use cases though the life cycle Use cases in the life cycle Managing requirements with use cases The life cycle is use case driven Elicitation with Use Cases Overview of the basic mechanics and vocabulary of use cases Apply methods of use case elicitation to define the problem domain, or 'as is' process Use case diagrams Why diagram? Partitioning the domain Use case diagramming guidelines How to employ use case diagrams in elicitation Guidelines for use case elicitation sessions Eliciting the problem domain Use case descriptions Use case generic description template Alternative templates Elements Pre and post conditions Main Success Scenario The conversation Alternate paths Exception paths Writing good use case descriptions Eliciting the detailed workflow with use case descriptions Additional information about use cases Analyzing Requirements with Use Cases Use case analysis on existing requirements Confirming and validating requirements with use cases Confirming and validating information with use cases Defining the actors and use cases in a set of requirements Creating the scenarios Essential (requirements) use case Use case level of detail Use Case Analysis Techniques Generalization and Specialization When to use generalization or specialization Generalization and specialization of actors Generalization and specialization of use cases Examples Associating generalizations Subtleties and guidelines Use Case Extensions The <> association The <> association Applying the extensions Incorporating extension points into use case descriptions Why use these extensions? Extensions or separate use cases Guidelines for extensions Applying use case extensions Patterns and anomalies o Redundant actors Linking hierarchies Granularity issues Non-user interface use cases Quality considerations Use case modeling errors to avoid Evaluating use case descriptions Use case quality checklist Relationship between Use Cases and Business Requirements Creating a Requirements Specification from Use Cases Flowing the conversation into requirements Mapping to functional specifications Adding non-functional requirements Relating use cases to other artifacts Wire diagrams and user interface specifications Tying use cases to test cases and scenarios Project plans and project schedules Relationship between Use Cases and Functional Specifications System use cases Reviewing business use cases Balancing use cases Use case realizations Expanding and explaining complexity Activity diagrams State Machine diagrams Sequence diagrams Activity Diagrams Applying what we know Extension points Use case chaining Identifying decision points Use Case Good Practices The documentation trail for use cases Use case re-use Use case checklist Summary What did we learn, and how can we implement this in our work environment?