38244 Sup courses

Full stack, in-depth, comprehensive in classroom 2 month training on Java programming. 1 lesson a week; the other days you work on your own on structured homework and are supported with a 1-1 mentor.

Wanna Be The Trusted Waxer That Everyone Raves About? Who is this course for? ​ This Level 6 Depilation course is designed for anyone looking to have a career in the waxing industry and allows for progression on to Intimate Waxing and Advanced Waxing Skills. SQA Level 6 Award in Depilation provides knowledge and practical competence in health & safety within the salon and waxing and is regulated by SQA. The strategy for delivery of this unit is based upon a combination of online theory, and autonomous learning, workshops and practical sessions. This is delivered over 6 sessions. The final stage is an assessment which is submitted to SQA and finally your certificate will be issued. In this unit you will develop the skills required to remove hair from various areas on the face and body. You will gain knowledge of skin and hair structure, hair growth, causes of excess hair growth, hair types, contra-indications, special care conditions and contra-actions. Your practical skills will be developed by consulting with clients to develop treatment plans then preparing for and performing depilation treatments You will give clients homecare and aftercare advice and evaluate the effectiveness of the treatment in relation to technique and product selection. You will demonstrate knowledge of and adherence to relevant health and safety procedures; appearance which reflects organisational and industry standards and effective communication and consultation techniques. You will be assessed by answering structured questions in closed-book conditions to demonstrate your understanding of essential knowledge relating to depilation and will be observed carrying out depilation treatments on a minimum of six areas of the face and body on four different clients. Two of the performances must demonstrate multiple treatment areas. Treatment areas must include Face: upper lip and eyebrow; Body: underarms and bikini; Limbs: half leg and full leg. An assessor observation checklist must be used to provide evidence of performance supported by an accurately completed client consultation record completed by the learner. Practical performance must be carried out in a commercially acceptable time. Key areas of knowledge will be: Structures of the skin Hair structure Hair growth cycle Hair types Causes of excess hair growth Ingrown hairs Contra-indications Contra-actions Personal preparation Consultation techniques Reasons for consultation Client confidentiality Treatment planning Treatment environment preparation Equipment preparation Current waxing techniques — warm and hot wax Correct application and removal methods Product selection Skin sensitivity testing When and how to trim over-long hair Treatment areas: face, body, limbs Client preparation and positioning Client comfort and safety Waste disposal Commercial timing Time management Relevant current Health and safety legislation After care and homecare advice Methods used to evaluate the effectiveness of the depilation technique Self-evaluation ​​ Aspects of the Core Skill of Problem Solving, that is, Planning and Organising, Critical Thinking, and Reviewing and Evaluating, will be naturally developed as the depilation treatment is planned and safely undertaken. In planning the treatment you will identify and analyse a range of factors including suitable products, equipment and techniques to ensure the treatment meets the needs of each individual client. The treatment application must ensure client comfort and safety. Compliance with health and safety legislation is integral to achievement. Communication skills are not formally assessed however you will be expected to present oral and written communication to an acceptable professional standard. Oral communication skills will be developed in practical work with clients when interaction must be professional, sensitive and empathic. Communicating appropriate information to clients, explaining and reassuring during treatment sessions and giving aftercare advice and homecare advice will be an essential aspect of competence. You should be fully aware of a range of active listening techniques in order to relate and respond to others in the most appropriate and effective way, adapting language, register and style to suit their purpose and clientele. In addition to the specific vocational skills developed and assessed you will have the opportunity to develop generic skills which will enhance their employability skills profile, eg customer care skills, communication skills, time management. The SQA Level 6 Depliation is a practical and knowledge based qualification. It is aimed at equipping therapists with skills required for work in salons, destination/day spas and cruise ships. The units have been identified by employers as the most appropriate for working as a beauty therapist however, there are many CPD courses that can enhance the skills learnt and provide new techniques to ensure that the qualified therapist remains current and at the forefront of the industry

PgMP® Exam Prep: In-House Training This course is designed and developed by PgMP® certified consultants and instructors. Its aim is to prepare professionals who are familiar with the principles of program management for the Program Management Professional (PgMP)® Examination. The course is based on PMI's The Standard for Program Management, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), and PMI's Program Management Professional (PgMP)® Examination Content Outline (current versions). Through this learning experience, you will explore: Program management from a PMI standard perspective, including the interdependencies between the five performance domains, the three program phases, and the ten supporting activities in this new and improved program management standard The difference between the five performance domains in the new program management standard and the five practice domains in the examination content outline The role and competencies of the program manager The difference between project managers and program managers - and their relationship in a program environment The difference between program managers and portfolio managers - and their relationship in a program environment How program managers align and manage benefits The best ways to engage and involve program stakeholder groups How to establish governance across the program life cycle What You Will Learn At the end of this course, you will be able to: Differentiate between the practice domains in the PMI PgMP® Examination Content Outline and the performance domains in The Standard for Program Management - Fourth Edition Name and describe the three phases in the program management life-cycle phases Describe the mapping of the life-cycle phases with the supporting program activities Identify the key outputs of the supporting program activities Articulate the interrelationships between the program management supporting processes and the mapping of processes to Knowledge Areas and Process Groups in the PMBOK® Guide - Sixth Edition Apply program management knowledge to answer foundation and scenario-based questions Summarize the process and eligibility criteria for earning the PgMP® credential Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Programs, projects, and portfolio definitions differences, and how they relate The definition of a component and how it relates to a program Representative program management life cycle Role of the program manager and the program office The difference between the program management practice and performance domains Program Register and Knowledge Asset Management Program registers, and how they are used to manage knowledge assets Knowledge asset management, beginning with the data, information, knowledge, and wisdom (DIKW) Model Knowledge assets and relationship to the performance domains The program manager as a knowledge asset manager Types of Programs Perspectives on programs to establish the 'right' perspective Categories of programs based on the program standard Scenario-based questions Program and Organization Strategy Alignment An overview of the Program Strategy Alignment performance domain Exploration of the elements of strategic alignment, i.e., the business case, program charter, and program roadmap Exploration of organization maturity and strategic alignment Scenario-based questions that reference both the Program Strategy Alignment performance domain and the Strategic Program Management practice domain Program Benefits An overview of the Program Benefits Management performance domain Exploration of each benefits management interaction with the representative program management life cycle: Benefits IdentificationBenefits Analysis and PlanningBenefits DeliveryBenefits TransitionBenefits SustainmentScenario-based questions that reference both the Program BenefitsManagement performance domain and the Benefits Management practice domain Program Stakeholder Engagement An overview of the Program Stakeholder Engagement performance domain Exploration of each stakeholder engagement performance domain activity: Program Stakeholder IdentificationProgram Stakeholder AnalysisProgram Stakeholder Engagement PlanningProgram Stakeholder EngagementProgram Stakeholder CommunicationsScenario-based questions that reference both the Program StakeholderEngagement performance domain and the Stakeholder Management practice domain Program Governance An overview of the Program Governance performance domain Exploration of each program governance performance domain activity: Program governance practicesProgram governance roles and responsibilitiesProgram governance design and implementationGovernance relationship within programsScenario-based questions that reference both the Program Governance performance domain and the Governance practice domain Program Life Cycle Management An overview of the Program Life Cycle Management performance domain Exploration of the three phases in the representative program life cycle: Program DefinitionProgram DeliveryProgram ClosureExploration of the interaction between program activities and integration managementScenario-based questions that reference both the Program Life CycleManagement performance domain and the Program Life Cycle practice domain Program Management Supporting Activities - Part 1 An overview of the program management supporting activities Exploration of 5 of 10 supporting activities: Program change managementProgram communications managementProgram financial managementProgram information managementProgram procurement managementScenario-based question(s) presented after each supporting activity Program Management Supporting Activities - Part 2 Exploration of the remaining 6 of 10 supporting activities: Program quality managementProgram resource managementProgram risk managementProgram schedule managementProgram scope managementScenario-based question(s) presented after each supporting activity Program Management Professional (PgMP®) Examination Application process and timeline General and special eligibility criteria International Institute's Online Learning Tool - access to sample examination questions Program Management Professional (PgMP®) Examination breakdown of domains and subdomains Terms and conditions of the exam PgMP® Professional Code of Conduct

PgMP® Exam Prep This course is designed and developed by PgMP® certified consultants and instructors. Its aim is to prepare professionals who are familiar with the principles of program management for the Program Management Professional (PgMP)® Examination. The course is based on PMI's The Standard for Program Management, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), and PMI's Program Management Professional (PgMP)® Examination Content Outline (current versions). Through this learning experience, you will explore: Program management from a PMI standard perspective, including the interdependencies between the five performance domains, the three program phases, and the ten supporting activities in this new and improved program management standard The difference between the five performance domains in the new program management standard and the five practice domains in the examination content outline The role and competencies of the program manager The difference between project managers and program managers - and their relationship in a program environment The difference between program managers and portfolio managers - and their relationship in a program environment How program managers align and manage benefits The best ways to engage and involve program stakeholder groups How to establish governance across the program life cycle What You Will Learn At the end of this course, you will be able to: Differentiate between the practice domains in the PMI PgMP® Examination Content Outline and the performance domains in The Standard for Program Management - Fourth Edition Name and describe the three phases in the program management life-cycle phases Describe the mapping of the life-cycle phases with the supporting program activities Identify the key outputs of the supporting program activities Articulate the interrelationships between the program management supporting processes and the mapping of processes to Knowledge Areas and Process Groups in the PMBOK® Guide - Sixth Edition Apply program management knowledge to answer foundation and scenario-based questions Summarize the process and eligibility criteria for earning the PgMP® credential Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Programs, projects, and portfolio definitions differences, and how they relate The definition of a component and how it relates to a program Representative program management life cycle Role of the program manager and the program office The difference between the program management practice and performance domains Program Register and Knowledge Asset Management Program registers, and how they are used to manage knowledge assets Knowledge asset management, beginning with the data, information, knowledge, and wisdom (DIKW) Model Knowledge assets and relationship to the performance domains The program manager as a knowledge asset manager Types of Programs Perspectives on programs to establish the 'right' perspective Categories of programs based on the program standard Scenario-based questions Program and Organization Strategy Alignment An overview of the Program Strategy Alignment performance domain Exploration of the elements of strategic alignment, i.e., the business case, program charter, and program roadmap Exploration of organization maturity and strategic alignment Scenario-based questions that reference both the Program Strategy Alignment performance domain and the Strategic Program Management practice domain Program Benefits An overview of the Program Benefits Management performance domain Exploration of each benefits management interaction with the representative program management life cycle: Benefits IdentificationBenefits Analysis and PlanningBenefits DeliveryBenefits TransitionBenefits SustainmentScenario-based questions that reference both the Program BenefitsManagement performance domain and the Benefits Management practice domain Program Stakeholder Engagement An overview of the Program Stakeholder Engagement performance domain Exploration of each stakeholder engagement performance domain activity: Program Stakeholder IdentificationProgram Stakeholder AnalysisProgram Stakeholder Engagement PlanningProgram Stakeholder EngagementProgram Stakeholder CommunicationsScenario-based questions that reference both the Program StakeholderEngagement performance domain and the Stakeholder Management practice domain Program Governance An overview of the Program Governance performance domain Exploration of each program governance performance domain activity: Program governance practicesProgram governance roles and responsibilitiesProgram governance design and implementationGovernance relationship within programsScenario-based questions that reference both the Program Governance performance domain and the Governance practice domain Program Life Cycle Management An overview of the Program Life Cycle Management performance domain Exploration of the three phases in the representative program life cycle: Program DefinitionProgram DeliveryProgram ClosureExploration of the interaction between program activities and integration managementScenario-based questions that reference both the Program Life CycleManagement performance domain and the Program Life Cycle practice domain Program Management Supporting Activities - Part 1 An overview of the program management supporting activities Exploration of 5 of 10 supporting activities: Program change managementProgram communications managementProgram financial managementProgram information managementProgram procurement managementScenario-based question(s) presented after each supporting activity Program Management Supporting Activities - Part 2 Exploration of the remaining 6 of 10 supporting activities: Program quality managementProgram resource managementProgram risk managementProgram schedule managementProgram scope managementScenario-based question(s) presented after each supporting activity Program Management Professional (PgMP®) Examination Application process and timeline General and special eligibility criteria International Institute's Online Learning Tool - access to sample examination questions Program Management Professional (PgMP®) Examination breakdown of domains and subdomains Terms and conditions of the exam PgMP® Professional Code of Conduct

Course Overview The ability for an organisation to adapt to change is reliant on the willingness of individuals to embrace new ways of working and apply strategies to navigate ambiguous and uncertain contexts. When widespread and impactful change rolls out across an organization, the affected workforce require both mindset and skills uplift in order to embrace and become positive contributors to the change. Designed by Learning Designers and change experts who have been practicing and teaching change management for almost 30 years together with Doctoral level learning qualifications. Run in a cohort-based, activity-led format, it goes beyond theory to provide practical methods and frameworks that you can immediately apply in your workplace. Key Outcomes -Exploring effective pathways to navigate change -Identifying the purpose and benefit of the change -Assessing and managing the impact of the change -Proactively Engaging in the Change Process in a constructive way -Planning activities and actions to embrace and support the change. Format F2F or Virtual Delivery Mode Closed Cohort or Occasional Limited Public Schedule Duration 1 Day Target Audience Business professionals who are either anticipating or immersed in change as participants or contributors.

Target Audience Business professionals, leaders & executives aiming to participate effectively with a group of people towards an outcome. Duration 1 Day Course Overview Team building and collaboration involves strengthening team participation by forming bonds and connections that enable the most productive approaches to working together as a group to achieve a common goal. By operating effectively within a team, employees will be more efficient and productive in their collaboration, leading to stronger relationships, satisfaction and overall success. This course is designed by highly qualified learning design experts, assisted and guided by a Doctoral & Masters level leadership team. Working closely with subject matter leaders with extensive domain experience, this course is built on sound academic rigour and applied real world experience. Run in a cohort-based, activity-led format, it goes beyond theory to provide practical methods and frameworks that you can immediately apply in your workplace. Key Outcomes Participate in high-performing teams Define your role and responsibilities within a team Explore and work towards common goals Give and receive feedback productively Manage any conflicts that may arise Develop productive relationships and seek support as needed

Course Overview Strategic thinking is essential for leaders who aim to guide their organisations toward long-term success. This course is designed to enhance the strategic thinking capabilities of managers and leaders, enabling them to foresee challenges, identify opportunities, and make informed decisions that align with their organisation's vision and goals. Participants will learn to adopt a strategic mindset, utilise strategic tools, and develop actionable strategies that drive sustainable growth. This course is designed by highly qualified learning design experts, assisted and guided by a Doctoral & Masters level leadership team. Working closely with subject matter leaders with extensive domain experience, this course is built on sound academic rigour and applied real world experience. Run in a cohort-based, activity-led format, it goes beyond theory to provide practical methods and frameworks that you can immediately apply in your workplace. Key Outcomes -Explain the importance of strategic thinking and how to develop a strategic mindset. -Conduct thorough environmental scans and analyses. -Develop long-term goals, craft vision and mission statements, and evaluate strategic options. -Effectively communicate strategic plans, ensure next-level managers create actionable plans, monitor their implementation, and provide support to ensure alignment with organisational goals. Format F2F or Virtual Delivery Mode Closed Cohort or Occasional Limited Public Schedule Duration 2 Days Target Audience Managers, team leaders, and executives who are responsible for strategic planning and decision-making within their organisations.

Course Overview In today's fast-paced business environment, the ability to effectively translate strategic plans into operational actions is critical for success. This course is designed to equip managers and leaders with the skills and knowledge to turn high-level strategies into actionable plans that drive results. Participants will learn best practices for aligning operational activities with strategic goals, ensuring that every team member understands their role in achieving the organisation's vision. This course is designed by highly qualified learning design experts, assisted and guided by a Doctoral & Masters level leadership team. Working closely with subject matter leaders with extensive domain experience, this course is built on sound academic rigour and applied real world experience. Run in a cohort-based, activity-led format, it goes beyond theory to provide practical methods and frameworks that you can immediately apply in your workplace. Key Outcomes -Explain how to ensure that operational activities support strategic objectives. -Create detailed operational plans that outline the steps needed to achieve strategic goals. -Develop comprehensive project plans, including timelines, resource allocation and budgeting. -Execute operational plans, manage resources, and address challenges. -Implement systems for monitoring and evaluating performance, making necessary adjustments, and reporting progress. Format F2F or Virtual Delivery Mode Closed Cohort or Occasional Limited Public Schedule Duration 2 Days Target Audience Managers, team leaders, and executives who are responsible for implementing strategic initiatives within their organisations.

Portfolio Management Skills The main purpose of this workshop is to equip and enable people in a portfolio management office and PMO to effectively and efficiently support the Executive Leadership and Operational Management to plan, implement, manage, and evolve portfolio management in their organization. There is a deliberate focus on preparing you to become a strong and effective change advocate for meaningful portfolio management that delivers objective measurements of benefit contribution towards the strategic objectives to lead, manage, and continuously improve portfolio management governance, processes, and frameworks with and through the direction of a portfolio practice, principles, and delivery boards. What you Will Learn At the end of this program, you will be able to: Articulate the benefits of portfolio management Link the initiatives in an organization with its strategic objectives Participate in the introduction of portfolio management in an organization Create or improve the portfolio governance structure Lead the inventory of ongoing and new initiatives Assist the executives in the prioritization of initiatives through the use of Multi-criteria Analysis and other selection tools Support the executives in balancing the portfolio based on the optimal use of resources and priorities Create a portfolio delivery plan Define thresholds and variance reporting criteria Assist the executives and the financial team in the definition of Stage Gate Funding Lead the Stage Gate reviews Analyze the benefits that are being realized by the initiatives Foundation Concepts Definitions Benefits of Portfolio Management Objectives of Portfolio Management Portfolio Life Cycles Governing the Portfolio Portfolio Governance structure Roles and responsibilities Initial activities when starting portfolio management Prioritizing Initiatives Prioritize purpose Multi-Criteria Analysis Analytical Hierarchy Process (AHP) Strategic alignment Balancing the Portfolio Allocating resources and budgets Communicating decisions of initiatives status Planning the Portfolio Planning review cycles Using Stage Gate Funding Setting thresholds and variance reporting Tool examples Managing the Portfolio Delivery Project and Program Life Cycles Stage Gate Reviews Loop back to Prioritize, Balance and Plan Interaction with the Portfolio Delivery Board Project, Program and Functional Managers' roles and responsibilities

Portfolio Management Skills: In-House Training The main purpose of this workshop is to equip and enable people in a portfolio management office and PMO to effectively and efficiently support the Executive Leadership and Operational Management to plan, implement, manage, and evolve portfolio management in their organization. There is a deliberate focus on preparing you to become a strong and effective change advocate for meaningful portfolio management that delivers objective measurements of benefit contribution towards the strategic objectives to lead, manage, and continuously improve portfolio management governance, processes, and frameworks with and through the direction of a portfolio practice, principles, and delivery boards. What you Will Learn At the end of this program, you will be able to: Articulate the benefits of portfolio management Link the initiatives in an organization with its strategic objectives Participate in the introduction of portfolio management in an organization Create or improve the portfolio governance structure Lead the inventory of ongoing and new initiatives Assist the executives in the prioritization of initiatives through the use of Multi-criteria Analysis and other selection tools Support the executives in balancing the portfolio based on the optimal use of resources and priorities Create a portfolio delivery plan Define thresholds and variance reporting criteria Assist the executives and the financial team in the definition of Stage Gate Funding Lead the Stage Gate reviews Analyze the benefits that are being realized by the initiatives Foundation Concepts Definitions Benefits of Portfolio Management Objectives of Portfolio Management Portfolio Life Cycles Governing the Portfolio Portfolio Governance structure Roles and responsibilities Initial activities when starting portfolio management Prioritizing Initiatives Prioritize purpose Multi-Criteria Analysis Analytical Hierarchy Process (AHP) Strategic alignment Balancing the Portfolio Allocating resources and budgets Communicating decisions of initiatives status Planning the Portfolio Planning review cycles Using Stage Gate Funding Setting thresholds and variance reporting Tool examples Managing the Portfolio Delivery Project and Program Life Cycles Stage Gate Reviews Loop back to Prioritize, Balance and Plan Interaction with the Portfolio Delivery Board Project, Program and Functional Managers' roles and responsibilities