26009 Courses

This workshop will provide participants with the insight and skills to be more effective business networkers, face-to-face and online. The approach taken is to build on the strengths people already have and their successes. It is easier to develop what you already have than to try and develop skills that do not come easily. Being yourself is the most effective tool for business networking and building relationships. This course will help those attending: Appreciate the importance of networking, and different forms of networking Understand the dynamics of communication that are specific to networking Become more confident and assured when 'working' a room Improve their influencing skills, especially with people who are experts and in positions of authority 'Sell' themselves and promote their company Identify and manage their profiles using online social networking sites Use effective follow-up to maintain active contacts and connections Select the correct networking groups, clubs and events Create their own personal network 1 The importance, and different types, of networking Personal objectives and introductions Test networking session Examples of the importance, purpose and format of various types of networking, and benefits you can expect 2 How to work a room - preparation and strategy Three things to know before you attend any event Non-verbal communication and art of rapport Breaking the ice - worked examples with practical demonstration 3 Communication dynamics in networking - the power of the listening networker Why it is better to listen than talk Effective questioning and active listening Creating a natural and engaging conversation, 1-2-1 and in a larger group 4 Assumptions when networking How to use the 'instant judgement' of others to your advantage What assumptions are you making? How to keep an open mind 5 Business networking etiquette Meeting and greeting at a business networking event - approaching complete strangers and introducing yourself Socialising: joining and leaving groups easily Making a good first impression in 30 seconds The use of status when networking 6 Making connections Asking for cards, contact details and referrals Gaining a follow-up commitment Some tips and tricks 7 Business networking rehearsals Practice sessions 8 Personal business networking online Overview of different types of networking sites - there is a lot more out there than just Facebook! Examples of creating an effective profile Using social networking effectively - case studies and application 'Advanced' applications - blogs, articles, twitter, feeds, etc. Online demonstration and examples 9 Building relationships - follow-up and follow-through Maintaining a good database Developing a contact strategy with different types and levels of contact How to analyse your contact base

At some point in your life you will have attended a training course or workshop, but what happens when you are asked to deliver one? Some people relish the opportunity while others are challenged by it. Whatever you feel about training others, it is a skill that is admired and can be studied and learned. With the trainer you will be learning the techniques, skills and understanding you need and you will have the chance to deliver a short training session to others, receive feedback and having the confidence to deliver it for real in your job. The training will comprise one day followed by a half day when all those able to attend will deliver and have feedback on a 20 minute training activity. To be able to create and maintain an environment conducive to learning and engagement To understand basic learning theory and practice and the difference between training, facilitating and learning To understand how adults learn and how to apply it as a trainer To be able to plan and deliver a training activity using the appropriate set of skills and behaviours To be able to review and evaluate learning and identify how outcomes are met To manage the learning process and the participant engagement in the training environment To be able to present effectively and appropriately to a variety of audiences To deliver and receive feedback on a short delivered training activity with peers To review and evaluate learning and have an action plan to take back and put into practice DAY ONE (full-day) 1 Welcome, housekeeping, how the day will be run Introductions (and making the most of them) Warm up - breaking the ice followed by review and feedback Creating an environment conducive to learning and engagement; managing expectations well as a trainer Group task with feedback and review in plenary 2 What is training and how do adults learn? Trainer input: David Kolb's Learning Cycle Group tasks 3 How to plan a session and what to include - trainer input Starting at the end and working backwards Linking outcomes to purposeful activities Practice task and planning time for day two using a template 4 The skills and behaviours of a brilliant trainer Modelling skills and behaviours Creative task and discussion 5 Mini reviewing task De-brief - using reviewing in training 6 How to manage the process Trainer input followed by practice Paying conscious attention to language (verbal and non verbal), feelings and responses in the room and managing yourself as a trainer 7 The trainer's toolkit #1 Key tools, materials and templates Choosing different tools and approaches with different audiences Know your audience 8 The trainer's toolkit #2 Key tools, materials and templates continued Addressing trainer good practice 9 Review, evaluation and action planning activities Why and what should we be evaluating and why it's important Action planning task Group review task DAY TWO (half-day) The day will comprise a series of 30 minute timed sessions where each delegate will present and deliver a training activity with the group. The training activity will be prepared and planned in advance and will take 20 minutes (+ or - 2 minutes) to deliver in real time. This will be followed by review and feedback from the trainer and peers to complete the total of 30 minutes as a time slot. Reiteration of the task and discussion can take place with the trainer if needed, and there is time included in Day One to support the training planning.

This two-day programme gives the key insights and understanding of contracting principles and the impact they have on business and operations. The course is designed for individuals involved in or supporting contracting who want to improve their commercial management skills; individuals in functions such as project management, business development, finance, operations who need practical training in commercial management; general audiences wanting to gain a basic understanding of commercial management. This is an assessed programme, leading to the International Association for Contracts & Commercial Management (IACCM)'s coveted Contract and Commercial Management Associate (CCMA) qualification. The programme addresses 31 different subject areas, across the five stages of the contracting process. By the end of the course the participants will be able, among other things, to: Develop robust contract plans, including scope of work and award strategies Conduct effective contracting activities, including ITT, RFP, negotiated outcomes Negotiate effectively with key stakeholders, making use of the key skills of persuading and influencing and to work with stakeholders to improve outcomes Set up and maintain contract management systems Take a proactive approach to managing contracts Make effective use of lessons learned to promote improvements from less than optimal outcomes, using appropriate templates Develop and monitor appropriate and robust Key Performance Indicators to manage the contractor and facilitate improved performance Understand the approvals process and how to develop and present robust propositions Make appropriate use of best practice contract management tools, techniques and templates DAY ONE 1 Introductions Aims Objectives Plan for the day 2 Commercial context Explaining the contracting context Define the key objective The importance of contact management Impact upon the business 3 Stakeholders How to undertake stakeholder mapping and analysis Shared vision concept, How to engage with HSE, Finance, Operations 4 Roles and responsibilities Exploring the key roles and responsibilities of contract administrators, HSE, Finance, Divisional managers, etc 5 Initiating the contract cycle Overview of the contracting cycle Requirement to tender Methods Rationale and exceptions 6 Specifications Developing robust scope of works Use of performance specifications Output based SOW 7 Strategy and award criteria Developing a robust contract strategy Award submissions/criteria 8 Managing the tender process Review the pre-qualification process Vendor registration rules and processes Creation of bidder lists Evaluation, short listing, and how to use of the 10Cs© model template and app 9 Types of contract Classify the different types of contracts Call-offs Framework agreement Price agreements Supply agreements 10 The contract I: price Understanding contract terms Methods of compensation Lump sum, unit price, cost plus, time and materials, alternative methods Cost plus a fee, target cost, gain share contracts Advanced payments Price escalation clauses DAY TWO 11 Risk How to manage risks Risk classification Mitigation of contractual risks 12 Contractor relationship management session Effectively managing relationships with contractors, Types of relationships Driving forces? Link between type of contract and style of relationship 13 Disputes Dealing with disputes Conflict resolution Negotiation Mediation Arbitration 14 Contract management Measuring and improving contract performance Using KPIs and SLAs Benchmarking Cost controls 15 The contract II: terms and conditions Contract terms and conditions Legal aspects Drafting special terms 16 Managing claims and variations How to manage contract and works variations orders Identifying the causes of variations Contractor claims process 17 Completion Contract close-out process Acceptance/completion Capture the learning/HSE Final payments, evaluation of performance 18 Close Review Final assessment

SAP SD Training SAP SD (Sales & Distribution) module is a logistics module part which is a very important component of the SAP Business suite. SAP SD module empowers you to manage customer relationship starting from raising a quotation to sales order and billing of the product or service. This module is highly linked to other SAP modules like SAP Material Management and PP (Production Planning). Powered with an understanding and knowledge of the comprehensive functionality in SAP SD, you can easily manage the entire customer life cycle efficiently and intelligently. SAP SD Introductions and Master Data Document Types for Pre sales and Sales Documents Pricing Process and Determination Sales Cycles - sales processes Free goods Processing Revenue Account Determination SD Basic Functions Special Sales - Special Processes Invoicing Plan Variant Configuration Special Sales- Special Processes Case Study - business case Integration with Other Modules and support

Keeping Yourself in Mind: An ACT-informed programme for people supporting a family member with JHD We are pleased to invite you to our virtual course for parents and family carers of people living with Juvenile Huntington’s disease. The course will be run by Sarah Gunn, a clinical psychologist and researcher at the University of Leicester, and will be based on the principles of Acceptance and Commitment Therapy. Acceptance and Commitment Therapy is a therapeutic approach which focuses on learning to manage difficult thoughts and feelings, and to live a life which feels valuable and meaningful despite the struggles we encounter. This is an opportunity to explore the difficulties that can be associated with caring for a person with JHD (for you and within the family), to identify the values that matter most to you, and for you to think about how to move towards a more rich and valued life than you may have now. This is an eight-week course running from Wednesday 7 February to Wednesday 27 March 2024. The sessions will be on a Wednesday afternoon 1-2.30pm. Here is a very brief session outline: Week 1: Introductions: To ACT, to the programme, and to each other Week 2: Impacts of Juvenile Huntington’s on the “carer”* and wider family Week 3: Psychological wellbeing when supporting a person with Juvenile Huntington’s Week 4: Coping and adjustment: Living with, not battling against Week 5: What matters to you: Finding your values Week 6: Moving forward: Taking steps to align with your values Week 7: Living a valued life alongside Huntington’s: Plans and coping strategies Week 8: Reflection and ending: What’s next? *Note: Some people don’t like this term, so here we’re using it in quote marks. During the course, we will discuss which term would be preferred by the people attending. For more information on what information we collect and how we use it when booking onto one of our events, please see our privacy policy on our website.

Managing Benefits™ Foundation: Virtual In-House Training The APMG International Managing Benefits and Swirl Device logo is a trademark of The APM Group Limited, used under permission of The APM Group Limited. All rights reserved. Benefits are not simply just one aspect of project and programme management (PPM) - rather, they are the rationale for the investment of taxpayers' and shareholders' funds in change initiatives. Managing Benefits is designed to complement existing best practices in portfolio, programme and project management (such as PRINCE2®, MSP®, P3O® & MoP®), and consolidates existing guidance while expanding on the specific practices and techniques aimed at optimizing benefits realization. The purpose of the Managing Benefits guidance and certification scheme is to provide you with generally applicable guidance encompassing benefits management principles, practices, and techniques, and to prepare you to take and pass the Foundation exam on the last day. Managing Benefits provides: An overview of benefits management - what it is, the case for doing it, and some common misconceptions that can limit its effectiveness in practice Descriptions of the seven principles upon which successful approaches to benefits management are built, and examples of how they have been applied in practice Guidance on how to apply benefits management at a portfolio level, as well as at an individual project or programme level Details of the five practices in the Benefits Management Cycle and examples of how they have been applied in practice Advice on how to get started in implementing effective benefits management practices and sustain progress What You Will Learn You'll learn how to: Define benefits, benefits management and related terms, and the objectives of benefits management Explain the principles upon which successful approaches to benefits management are based Define the practices contained within the Benefits Management Cycle and relevant techniques applicable to each practice Describe key elements of portfolio-based benefits management, as well as the scope of key roles and responsibilities for benefits management and the typical contents of the main benefits management documentation Identify barriers to effective benefits management and strategies to overcome them, including the key success characteristics of benefits management Improve your ability to pass the APMG Managing Benefits Foundation Certification exam Getting Started Introductions Course structure Course goals and objectives Overview of Managing Benefits The Benefits Management Model Key Benefits Management Practices What is Benefits Management? Definitions Value and Value Management Why do we need benefits management? Objectives Benefits Management Principles Align benefits with strategy Start with the end in mind Utilize successful delivery methods Integrate benefits with performance management Manage benefits from a portfolio perspective Apply effective governance Develop a value culture The Benefits Management Cycle Barriers to effective and efficient benefits management and overcoming them Key success characteristics of effective benefits management Key roles, responsibilities, and documentation Benefits Management Practice 1 - Identify and Quantify Benefits Management Practice 2 - Value and Appraise Benefits Management Practice 3 - Plan Benefits Management Practice 4 - Realize Benefits Management Practice 5 - Review Portfolio-based Benefits Management Implementing and Sustaining Progress APMG Managing Benefits Foundation Exam

Join us for a compelling webinar featuring leading specialists from the National Hospital for Neurology and Neurosurgery, Queen Square London, and Thornbury Radiosurgery Centre, Sheffield. This session will explore the newest developments in Cavernoma management and offer a detailed review of the results from the Cavernomas A Randomised Effectiveness (CARE) trial, recently featured in The Lancet Neurology.

This educational talk demonstrates how Queen Square Radiosurgery Centre has become a hub for cutting-edge research in Radiosurgery. Gain invaluable insights into the clinical benefits of Gamma Knife treatment and its impact on cases that might have otherwise been prescribed whole-brain radiation therapy (WBRT).

In this informative session, a distinguished panel of speakers from the National Hospital for Neurology and Neurosurgery at UCLH NHS Foundation Trust, Queen Square London, together with a patient representative from the Brain Tumour Charity, offered valuable insights into the diagnosis, treatment, and management of meningiomas. The discussion included an exploration of Gamma Knife radiosurgery techniques, detailed planning and implementation processes, and perspectives from the patient experience.