Management Schulungen

Management Schulungen

Management courses

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Management Schulungsübersicht

ID Name Dauer Übersicht
566846 Integrated Risk & Corporate Governance 35 hours Overview Across the globe regulators are increasingly linking the amount of risk taken by a bank to the amount of capital it is required to hold and banks and financial services are increasingly being managed on risk-based management practices. The banks, their products, the regulations and the global market are becoming increasingly complex, driving ever greater challenges in effective risk management. A key lesson of the banking crisis of the last five years is that risks are highly integrated and to manage them efficiently banks have to understand these interactions. Key features include: the explanation of the current risk-based regulations detailed review of the major risks faced by banks industry best practices for adopting an enterprise approach to integrating risk management across an entire organisation using governance techniques to build a group wide culture to ensure everyone takes an active role in managing risks in line with the banks strategic objectives what challenges could be faced by risk managers in the future. The course will make extensive use of case studies designed to explore, examine and reinforce the concepts and ideas covered over the five days. Historical events at banks will be used throughout the course to highlight how they have failed to manage their risks and actions that could have been taken to prevent loss. Objectives The objective of this course is to help bank management deliver an appropriate integrated strategy for managing the complex and changing risks and regulations in today’s international banking environment. Specifically this course aims to give senior level management an understanding of: major risk within the financial industry and the major international risk regulations how to manage a bank’s assets and liabilities whilst maximising return the interaction between risk types and how banks use an integrated approach for their management corporate governance and the best practice approaches to managing the diverse interests of the stakeholders how to develop a culture of risk governance as a tool for minimising unnecessary risk taking Who should attend this seminar This course is intended those who are new to integrated risk management, senior management responsible strategic risk management, or those who wish to further their understanding of enterprise risk management. It will be of use to: Board level bank management Senior managers Senior risk managers and analysts Senior directors and risk managers responsible for strategic risk management Internal auditors Regulatory and compliance personnel Treasury professionals Asset and liability managers and analysts Regulators and supervisory professionals Suppliers and consultants to banks and the risk management industry Corporate governance and risk governance managers. An introduction to risk What is risk and why should banks manage it? Is risk just a downside experience? The global nature of banking and risks An introduction to the major types of risk in banks The potential consequences of failing to manage risks in banks Risk Appetite Risk Management Case study International risk regulations What are risk-based regulations? Linking risk with capital What is capital adequacy? Key international regulations Basel Accord Sarbanes-Oxley Case Study The Basel Accords The development of international banking risk regulation The objectives of banking risks The challenge of global regulations The Basel I Accord and the Market Risk Amendment The Basel II Accord Capital under Basel II Basel 2.5 and Basel III The leverage ratio Countercyclical capital buffer Systemic interconnectedness Case study: Capital under Basel III Market risk What is market risk? Market activities and why trade The main market instruments Cash instruments Derivative instruments Managing market risk Market risk measurement and management Market risk regulation Basel II Basel III Case study: The consequences of mis-managing market risk – JP Morgan Credit risk What is credit risk Credit products in an international market Mitigating and managing credit risk The credit process The credit analysis process Portfolio Management Credit risk measurement Credit risk regulation Basel II Basel III Case study Operational risk What is operational risk and why is it important? Risk of loss, expected and unexpected losses Operational risk event types Three lines of defence Operational risk management Operational risk management framework Where to start? Who does operational risk management report to? What is included under operational risk management? Measuring and assessing operational risk. Operational risk regulation Basel II Basel III Case study: UBS Liquidity risk What is liquidity risk? Types of liquidity Consequences of not managing your liquidity Sources of liquidity Measuring liquidity Stress testing Managing liquidity Liquidity risk regulation Basel II Basel III Case study: Asset and Liability Management and other risks What is Asset and Liability Management ALCOs and Treasuries Banking book verses Trading Book Interest rate risk in the banking book Measuring and managing IRRBB Contractual verses behavioural Stress testing  ‘Other’ risks Case study: Supervision & disclosure What is supervision and disclosure Home/host supervisory co-operation The ICAAP Supervision and disclosure under Basel The Basel III changes Case study: Defining Enterprise Risk Management What is ERM? The benefits of ERM The ERM process The risk management function Portfolio management New product development Basel Committee guidance Commonly adopted frameworks Case study Integrated risk management Integrating risks across the bank Risk committees Risk policies Risk recognition and assessment Adding risk across risk types Economic capital Interaction between risk types Case study Corporate Governance What is corporate governance? Who are the stakeholders and what are the conflicts between them? What are the benefits of good corporate governance? Development of corporate governance - Cadbury, Walker, Hicks reports The external view of Corporate Governance (rating agencies, regulators) Case study: Can a bank be “Too big to manage”? Good corporate governance Corporate structures The role of non-executive directors Techniques and strategies Committees and management practices Communication The role of senior management Internal framework of Corporate Governance OECD and Basel guidance Case study: Risk Governance Risk management governance Creating a culture of risk awareness Implementing a risk culture Risk management committees Governance, risk and compliance Case study: The future The new regulatory regime Implications for the banking industry Implications for regulators Priorities in the global banking regulatory agenda Future flashpoints
234928 Agile Software Testing with Continuous Integration 28 hours QA/CI What is QA? What is CI The costs of software development, refactoring and fix errors Identifying and understanding the project Profit for the organization DDD Software development based on business requirements, assumptions DDD Problems in communication IT-Business Domain Model Best Practices KISS principle and DRY Coding standards Creating reusable code through OOP and design patterns Identifying and reducing cyclomatic complexity Software Metrics Weight Method per Class Response For a Class Depth of Inheritance Tree Coupling Between Objects Lack of Cohesion of Methods Number of Children Cyclomatic complexity Metrics class Model Metrics Metrics for use Software Testing What, when and how to test? The method of "white-box" and "black box" The role of testing in agile methodologies TDD only a potential increase in the cost of the project Unit testing Behavioral tests Functional tests Refactoring What is refactoring? Debt technology Code smell Refactoring patterns Documentation The role of documentation in agile methodologies What to document? Types of documentation Documentation and agile methodologies, or you can call (Working software over comprehensive documentation)? Standard XMI Automatic generation of documentation Tools and Environment CI Tools and Environment CI Agile and CI/QA Planning and incremental development Embracing Change Short stages Interdisciplinary team Extreme Programming, Code Review Individuals and interactions over processes and tools Summation Discussion Questions How do you begin the process of implementation? Introduction to testing Functional Tests Regression Test UAT Tests Unit Tests Usability Tests Non Functional Tests Performance test Load test Stress test Soak test Test or not to test Who is making decisions about what to test? The cost of testing irrelevant things Calculating ROI (what if something fails analysis) The role of Test Manager The process of Testing Testing is a process and a strategy Identifying testing needs Gathering requirements (use cases, user stories) Scoping (choosing and prioritize scenarios) Designing tests Preparing data Preparing environment Creating or Recording tests Perform the test Analysis and reports Conclusions and improvement When to say "stop" Product owner and Tests The customer representative and test priority Prioritizing tests Writing effective stories for UAT Acceptance criteria Group exercise to produce customer requirements and write stories based on the requirements and create tests
123883 REST API - ein Schema für den Informationsaustausch zwischen Sites 14 hours The course is designed for developers, web applications, aims to provide opportunities offered by the REST architectural pattern by which you can communicate between sites. REST - base The need for the exchange of information between sites HTTP POST / GET / PUT / DELETE Services such MushUp and popular applications Services using REST Conventions Rest  Mapping CRUD operations on HTTP calls Conventions API URL structure Passing Parameters Return Values HTTP statuses JSON - a universal format for the exchange of information Using the API services - customer Examples of the popular API Create a REST API - Server Gathering requirements and identify functionality Design and API documentation Installing the required libraries Business Object - mapping the class Controller methods Representation of a business object as JSON HTTP Headers - as metadata Testing the API using cURL Authentication mechanisms
25166 Change Management 21 hours Audience: This course is designed for all staff requiring a wider view of the Change Process to get the best results for their part of the business Format of the course A combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies At the end of this course, attendees will be able to: Explain the basic Change Strategies that underpin the planning for change in an organisation Understand the use and application of the 9 Change Principles Construct a Change Plan suitable to their part of the business Basic Change Strategies How do we decide where the business is now? Once that decision is made we can begin planning for change which will involve: Planning to Attack: challenging the competition Planning to Defend: protecting our current position The 9 Change Principles in detail Compelling Reason for Change Clear Vision and Objectives Context for Change Momentum Stakeholder Engagement Alignment Embedding Change Great Sponsorship Emotional Responses to Change Resistance to Change Why do people resist change? What are the potential benefits of resisting change? Team Development through a Change Process What are the challenges to teams in change environments? What are the potential benefits of resisting change? Handling Conflict What should we do when change goes wrong? How do we deal with conflict in the change process? Action Planning Creation of a implementable Change Plan for a part of the business
24874 Six Sigma Green Belt 70 hours Green Belts participate in and lead Lean and Six Sigma projects from within their regular job function. They can tackle projects as part of a cross functional team or projects scoped within their normal job. Each session of Green Belt training is separated by 3 or 4 weeks when the Green Belts apply their training to their improvement projects. We recommend supporting the Green Belts on their projects in between training sessions and holding stage gate reviews along with leadership and Lean Six Sigma Champions to ensure DMAIC methodology is being rigorously applied. Week 1 Foundation: covers the fundamentals of the Lean Six Sigma Define Measure Analyse Improve Control (DMAIC) approach enabling participants to take part and lead waste and defect reduction projects and initiatives. Week 2 Practitioner: provides additional data analysis and lean tools for participants to lead well scoped process improvement projects related to their regular job function. Block 1 Day 1 Introduction to Six Sigma Project Chartering & VOC Process Mapping Stakeholder analysis Day 2 Team Start Up Prioritisation Matrix Lean Thinking Value Stream Mapping Day 3 Data Collection Minitab and Graphical Analysis Descriptive Statistics Day 4 Measurement System Evaluation Process Capability Cp, CpK Six Sigma Metrics Day 5 5 Why FMEA Block 2 Day 1 Review of Block 1 Multivari Inferential Statistics Intro to Hypothesis Testing Day 2 2 sample t-tests F tests Hypothesis Testing – Chi Sq Day 3 Hypothesis Testing - Anova Day 4 Correlation and Regression Multiple Regression Introduction to Design Of Experiments Day 5 Mistake Proofing Control Plans Control Charts
145211 Einführung in Werbung 7 hours This one day course is designed for anyone who wants to manage and/or produce their own advertising effectively or is new to a marketing function and needs to understand how advertising works What advertising can and can’t do Setting advertising objectives, identifying the right audience and structuring an appropriate campaign plan Advantages and disadvantages of a range of traditional and ambient media Using a rate card and booking space How to brief a creative and other suppliers How advertising agencies work; typical structure and key roles The key elements of an advertisement; headlines, body copy, straplines What makes messages effective; using features, advantages and benefits; positioning; the principles of AIDA Using a response mechanism Other useful tools and techniques
25507 Trac - Benutzer und Administratoren 7 hours Trac is a project management tool that is implemented as a web-based application and can be used for software development projects but is flexible enough to be used for many types of projects. It provides an interface to ​Subversion (or other version control systems), an integrated Wiki and reporting facilities. Trac allows wiki markup in issue descriptions and commit messages, creating links and seamless references between bugs, tasks, changesets, files and wiki pages. A timeline shows all current and past project events in order, making the production of an overview of the project and tracking progress very easy. Trac for Users How to use the built-in Wiki The timeline provides a historic perspective on a project RSS content syndication in Trac The Version Control Subsystem Browsing source code with Trac Viewing changes to source code Viewing change history The Ticket Subsystem Using the issue tracker Writing and using reports Executing custom ticket queries The roadmap helps tracking project progress Trac Administration How to install and run Trac How to upgrade existing installations Connecting trac to the version control system (eg SVN)  Administering a Trac project Importing tickets from other bug databases Trac configuration file reference Access control and permissions Customizing the Trac interface Installing and managing Trac extensions The Trac logging facility Email notification Configurable Ticket Workflow Management of Source Code Repositories
25036 Six Sigma Black Belt 84 hours Six Sigma is a data driven approach that tackles variation to improve the performance of products, services and processes, combining practical problem solving and the best scientific approaches found in experimentation and optimisation of systems. The approach has been widely and successfully applied in industry, notably by Motorola, AlliedSignal & General Electric. Black Belt is a qualification for improvement managers in a Six Sigma organisation. You will learn the tools and techniques to take an improvement project through the Define, Measure, Analyse, Improve and Control phases (DMAIC). These techniques include Process Mapping, Measurement System Evaluation, Regression Analysis, Design of Experiments, Statistical Tolerancing, Monte Carlo Simulation and Lean Thinking. The content of the course takes the participants through the DMAIC phases as well as introducing subjects such as Lean Thinking, Design for Six Sigma and discussing important leadership issues and experiences in deploying a Six Sigma programme. Week 1 Foundation: covers the fundamentals of the Lean Six Sigma Define Measure Analyse Improve Control (DMAIC) approach enabling participants to take part and lead waste and defect reduction projects and initiatives. Week 2 Practitioner: provides additional data analysis and lean tools for participants to lead well scoped process improvement projects related to their regular job function. Week 3 Expert: provides regression, design of experiment and data analysis techniques to enable participants to tackle complex problem solving projects that require understanding of the relationships between multiple variables. The trainer has 16 years experience with Six Sigma and as well as leading the deployment of Six Sigma at a number of businesses he has trained and coached over 300 Black Belts. Here are a few comments from previous participants: “Probably the most valuable course I will ever pass” “The content was very well delivered. The examples very relevant. Thank you” “The course was excellent and I am able to use part of it to coach my lean teams here” (Company supervisor who attended with KTP associate) Block 1 Day 1 Introduction to Six Sigma Project Chartering & VOC Process Mapping Stakeholder analysis Day 2 Team Start Up Prioritisation Matrix Lean Thinking Value Stream Mapping Day 3 Data Collection Minitab and Graphical Analysis Descriptive Statistics Day 4 Measurement System Evaluation Process Capability Cp, CpK Six Sigma Metrics Day 5 5 Why FMEA Block 2 Day 1 Review of Block 1 Multivari Inferential Statistics Intro to Hypothesis Testing Day 2 2 sample t-tests F tests Hypothesis Testing – Chi Sq Day 3 Hypothesis Testing - Anova Day 4 Correlation and Regression Multiple Regression Introduction to Design Of Experiments Day 5 Mistake Proofing Control Plans Control Charts Block 3 Day 1 Review of Block 2 2K Factorial Experiments Box Cox Transformations Hypothesis Testing – Non Parametric Day 2 2K Factorial Experiments Fractional Factorial Experiments Day 3 Noise Blocking Robustness Centre Points General Full Factorial Experiments Day 4 Response Surface Experiments Implementing Improvements Creative Solutions Day 5 Intro to Design for Six Sigma Statistical Tolerancing Monte Carlo Simulation Certification Six Sigma is a practical qualification, to demonstrate knowledge of what has been learnt on the course you will need to undertake 2 coursework projects. There is no report to produce but you will be required to present a PowerPoint presentation to the trainer and examiner showing results and method. The projects can cover work you would complete in your normal work, however you will need to show use of the DMAIC problem solving approach and application of Six Sigma and Lean tools. This provides a good balance between the practical approach and more rigorous analysis which together lead to robust solutions. You will be able to contact the trainer for discussions of how Six Sigma tools could benefit you in your project. Examples of projects from previous participants include: Formulating cream texture for seasonality in dairy feeds. Housing Association complaints reduction Multi-variable (cost, efficiency, size) optimisation of a fuel cell Job Scheduling improvement in a factory Ambulance waiting time reduction Reduction in resin thickness variation in glass manufacture NobleProg & Redlands provide Black Belt certification. For delegates that require independent accreditation, NobleProg & Redlands have partnered with the British Quality Foundation (BQF) to provide Lean Six Sigma Black Belt certification. Certification requires passing an exam at the end of the course and completing and presenting two improvement projects that demonstrate understanding and application of the Six Sigma approach and techniques. An additional charge of £600 plus VAT is levied for BQF independent accreditation.
566847 Business Communication Skills 35 hours Communication skills have long been recognised as essential to professional success and many a career has stalled, faltered or stagnated thanks to a lack of communication skills. Contrary to urban myth, few of us are born with this skill, instead most have either practised or learned from mistakes. This course is designed to assist delegates to improve their communication skills and in consequence their ability to work with others. Mediation skills are subtly yet meaningfully different. Excellent communication is a pre-requisite but more important is the ability to listen and take note of what is being said. The role of the mediator is to help parties reach a solution to their problem and to arrive at an outcome that both parties are happy to accept. Mediators avoid taking sides, making judgements or giving guidance. They are simply responsible for developing effective communications and building consensus between the parties. This course also covers the wider range of skills, in addition to communication, that are required to be an effective mediator. What is Communication Communication styles Communication flow Framing conversations Non-verbal communication Definitions & principles Written communication Telephone skills Exercise/Case Study Understanding Communication What makes a successful communicator The qualities of a successful communicator Defining persuasion and influence Self- belief, confidence & assertiveness Push and pull styles Framing communication Exercise/Case Study Communication Style Choose from a range of communication styles depending upon the situation Learn to respond, rather than react Open, leading and closed questions The Funnel technique Understanding values Questioning techniques to understand values and build relationships Exercise/Case Study Overcoming resistance What causes resistance How to deal with resistance A practical guide using six steps Dealing with conflict Handling difficult situations without emotions Presenting your case with impact, taking the values of others into account Exercise/Case Study Poor Communication Examples and why does this happen so frequently The Ladder of Inference Top down, Bottom up or 360 degree Collaborative versus dictatorial Selecting the best style and understanding what makes this the “best” Exercise/Case Study Putting it all Together Feedback Questioning & Listening Asking powerful questions Getting the key message across Making effective requests Promises – blessing or curse? How to improve communication skills going forward Exercise/Case Study The Art & Skill of Persuasion Understanding Persuasion What makes a successful persuader? The qualities of a successful persuader Influencing and persuading, not manipulation Defining persuasion and influence Principles of effective influencing Self- Belief, Confidence & Assertiveness What do we mean by push and pull styles of persuasion The psychology of persuasion – the basics Example/Exercise Preparing to persuade Building Trust “Mocking Bird” Theory Non verbal communication Building Trust and rapport Finding out what others want or need - listening and questioning Perception – how you perceive situations and how others may perceive you Example/Exercise Explore what others want Setting clear objectives on the scope of selling you wish to embark on Effective questioning techniques Realise the values and motivations of others Hone your listening skills and overcome barriers to active listening The identification of individual ‘filters’ and how to overcome these The power of positive thought – preparing for the persuasion discussion Example/Exercise              Communication Style Choose from a range of communication styles depending upon the situation Learn to respond, rather than react Open, leading and closed questions. The Funnel questioning technique. Understanding values and how to persuade around these Questioning techniques to understand values and build relationships Example/Exercise              Overcome resistance Select one of the six levels of assertiveness, without compromising the values of others Apply a practical 6-step Influence Model Using FAB to match the needs gathered from customers Dealing with conflict – handling difficult situations without emotions Presenting your case with impact, taking the values of others into account Example/Exercise              State your case persuasively Presenting at the right stage. Adopt strategies that work for you State your case assertively and convincingly. Knowing the audience Gathering the content The 10/80/10 rule for structuring the presentation Delivering a presentation Example/Exercise     Handling Objections Identifying frequently encountered objections. The pre-emption of objections. Developing appropriate responses. Example/Exercise Negotiation Skills for Finance Professionals Introductions The Process of Negotiation Objectives in negotiation Communication Skills of the Effective Negotiator Assessing information Establishing the parameters What is the “win-win” outcome Case Study/Discussion Point The “Interests” Interests   The difference between positions and interests Identifying and prioritising your interests Common mistakes when handling interests When is negotiation a good idea? The elements of an effective negotiation Case Study/Discussion Point The “Options” Generating and evaluating possible options Identifying your ideal outcome Common errors when generating options Case Study/Discussion Point Understanding Negotiation Outcomes Evaluate the options Where do you think it will end Is there a “win” or would a compromise be better Setting clear objectives Being prepared to lose when it makes sense Case Study/Discussion Point The Negotiating Process Making proposals and giving and receiving concessions Breaking Deadlock Agreeing a remedy Understanding the negotiator’s role Key stages of the process Giving information Reading signals Making a plan. Reviewing assumptions Working through the meeting/discussion process Probing in order to develop understanding Reaching agreement Case Study/Discussion Point Challenges Different types of people Behavioural approaches & body language Deadlocks, Standstills & Concessions Tricks, Traps & Tactics When & Where to Negotiate – Electronic Media are not ideal Live Practice Simultaions  Debrief Presentation Skills for Finance Professionals The Essentials - The Presenter - You Carrying out the ‘essential checks’ Presenting the ‘right’ image Using your words, tone and body language Working with the qualities of your voice Acknowledging and overcoming nerves Using relaxation techniques Using mannerisms and gestures to enhance impact The qualities of a successful presenter Example/Exercise The Essentials – The Material – What Are You Going to Say Performing a needs analysis Writing the basic outline Researching, writing and editing Establishing a clear purpose Using successful information gathering techniques Choosing the best route through your material Identifying the key points Creating strong openings and closings Knowing the pros and cons of different visual aids Making it big, bold and brilliant Example/Exercise The Essentials – The Audience – Who Will You be Saying it To Knowing your audience to develop presentations that appeal Building rapport Getting and keeping them on your side Working with questions Handling difficult people Understanding group dynamics Example/Exercise Next Step – Delivery Methods Basic methods Advanced methods Basic criteria to consider Choose from a range of communication styles depending upon the situation Listening and Hearing: They aren't the same thing Asking questions Communicating with power Example/Exercise Next Step – Communication Skills What do we mean by Communication Preparing mentally Physical relaxation techniques Appearing confident in front of the crowd Non-Verbal Communication Skills Body language The signals you send to others It's not WHAT you say, It's HOW you say it Presenting your case with impact, Example/Exercise Perfecting your skills Make them laugh a little Ask them a question Encouraging discussion Dealing with questions Creating Fantastic Flip Charts Creating Compelling PowerPoint Presentations WOW your Audience Vibrant Videos and Amazing Audio Example/Exercise What is Mediation Textbook definition Mediation in practice Good and bad mediation A SWOT analysis The goals of mediation Reaching a compromise WinWin – is this always possible Plugging the gap between avoidance and formal action Exercise/Case Study Understanding Mediation The principles of Mediation What can it achieve. When is it appropriate Is there ever a time when mediation is inappropriate Taking a strategic approach Alternative dispute resolution practices HR Policies: help or hindrance in conflict situations Exercise/Case Study Preparing for Mediation Essential skills. Critical discussions Understanding why people behave the way they do in conflict What are the issues Is there a compromise Least worst outcome BATNA/WATNA Setting the parameters Exercise/Case Study  Mediation Structuring the process Creating a “safe” environment Building rapport and trust Maintaining impartiality Assist with the win-win Dealing with destructive conflict Dealing with deadlock Engaging resistant people in a constructive manner Closing the mediation Confirming the outcome Selecting alternatives Follow up and review mechanisms Exercise/Case Study
234924 ITIL®: Intermediate: Managing Across the Lifecycle (MALC) 35 hours In order to achieve ITIL Expert certification, you must successfully complete the Managing Across the Lifecycle capstone course, and have accumulated sufficient credits across a balanced selection of ITIL subject areas. This is five days course that closes and summarizes Lifecycle and Capability Intermediate paths by concentrating on essential learning points and knowledge IT management staff require on pivotal organizational topics. Price does not include the cost of the exam. Key concepts of the service lifecycle Communication and stakeholder management Integrating service management processes across the service lifecycle Managing services across the service lifecycle Governance, roles, people, competence and the organization Measurement Implementing and improving service management capability Summary, exam preparation and directed studies
25247 Train-the-Trainer 21 hours Zielgruppe Mitarbeiter, die gut vorbereitete, hochwertige Schulungen durchführen möchten. Lernziele Nach dieser Schulung sind Teilnehmer in der Lage: Effektive Schulungen zu planen und zu strukturieren Sich selbst angemessen auf eigene Schulungen vorzubereiten Eine Schulung selbstbewusst durchzuführen Aus möglichen visuellen Hilfsmitteln für eine Schulung gezielt auszuwählen Auf unterschiedliche Persönlichkeitstypen während einer Schulung einzugehen Der Kurs besteht aus einem moderierten Seminar und Präsentationen der Teilnehmer mit ausführlichem Feedback. Ideal für die vorgeschlagene Schulungsdauer sind acht Teilnehmer. Einstieg: Lehreinheiten der Teilnehmer Jeder Teilnehmer führt eine kurze Lehreinheit zu einem selbst gewählten Thema durch. Feedback unter 4 Augen und in der Gruppe Fragen zur Unterrichtsvorbereitung Was kann ich den Teilnehmern vermitteln? Logistik: Was? Wo? Wann? Wie? Wie lange? Wie wirken sich die Antworten auf diese Fragen auf die Schulung aus? Inhalte strukturieren Das Thema recherchieren und verinnerlichen Inhalte anordnen und portionieren Visuelle Hilfsmittel vorbereiten Kommunikationskanäle eines Trainers Verbal - Vokabular, Vermeiden von Fachjargon und Slang Stimme - klarer Ausdruck, Betonung, Vermeiden von ablenkenden Geräuschen Visuell - Erscheinungsbild, Kleidung und Präsenz, Ticks Sich als Trainer vorbereiten Die Schulung üben und ehrliches Feedback einholen Umgang mit Nervosität Checkliste Die Lernumbegung vorbereiten Der Raum - welche subtilen Botschaften der Grundriss den Teilnehmern vermittelt Den Raum nutzen, um der Schulung mehr Nachdruck zu verleihen Aufräumen Evaluation Warum Evaluation wichtig ist Der Prozess um Evaluationen von Teilnehmern einzuholen Abschluss: Lehreinheiten der Teilnehmer, 2. Teil Vorbereiten einer zweiten, überarbeiteten Lehreinheit durch die Teilnehmer Feedback unter 4 Augen und in der Gruppe
24848 Ubuntu Server Überblick 7 hours This course has been created for managers, system architects, existing Unix or Windows administrators or anyone who wants to know what Ubuntu Server operating system has to offer. This course in most cases answers the question WHAT Ubuntu Server can do for you, rather than HOW to do things. If you are interested in the HOW question then please have a look at our Ubuntu Server Administration training course. This course always covers the newest release of Ubuntu. Ubuntu Server Edition Ubuntu versions Available support TLS and standard edition Maintenance policy and life cycle Ubuntu and Hardware Checking compatibility with Ubuntu Available kernels and supported architectures Package Management Dpkg and apt-get Available sources Adding new sources Alternative packet management systems (RPM, Yums, etc...) and dependencies Aptitude Automatic Updates Distribution Upgrades Networking Network Configuration TCP/IP, IPv4 and IPv6 Dynamic Host Configuration Protocol (DHCP) Time Synchronisation with NTP Remote Administration OpenSSH Server eBoxNetwork Authentication OpenLDAP Server Samba and LDAP Kerberos Domain Name Service (DNS) Configuration Security User Management Console Security Firewall AppArmor Certificates Web Servers HTTPD - Apache2 Web Server PHP5 - Scripting Language Squid - Proxy Server Ruby on Rails Apache Tomcat Databases MySQL PostgreSQL Wiki Applications Moin Moin MediaWiki File Servers FTP Server Network File System (NFS) CUPS - Print Server Email Services Postfix Exim4 Dovecot Server Mailman Mail Filtering Version Control System Bazaar Subversion CVS Server Mercurial GIT Windows Networking Samba File Server Samba Print Server Securing a Samba File and Print Server Samba as a Domain Controller Samba Active Directory Integration Likewise Open Backups Shell Scripts Archive Rotation Bacula Virtualization and Cloud Computing libvirt JeOS and vmbuilder Quemu and KVM VirtualBox VMware EC2 Eucalyptus Other Keeping /etc under Version Control System Block Device Replication
25378 Beratung und Coachen 7 hours The aim of this one day course is to provide delegates with mentoring and coaching skills for the workplace. By the end of the course, delegates will be able to: State the difference between mentoring and coaching Discuss relevant learning theories Describe different learning styles Explain the feedback model Outline basic coaching principles State the component parts of the GROW coaching model  Introduction to mentoring and coaching Theories to learning Learning styles Effective Feedback Principles of Coaching The GROW model
24981 Agile Methoden zum Testen von Software 14 hours Dieser Kurs eignet sich für Test Manager, QA Personal, Tester, programmierer und Manager, die Softwaretests in einer agilen Umgebung (insbesondere SCRUM) kennen lernen möchten. Am Ende des Kurses wird jeder Teilnehmer einen Testplan für eine Beispielanwendung entwickeln und ausführen. Dies kann eine eigenes Softwareprojekt sein. Woher kommen die Anforderungen? Traditionelle Business Analyse Anwendungsfälle, Szenarios und Tests Nicht funktionelle Anforderungen Performance Konformität UML in der Anforderungsentwicklung Einführung ins Testen von Software Funktionelle Tests Regressionstests User Acceptance Tests Unit Tests Usability Tests Nicht funktionelle Tests Leistungstests Belastungstests Soak Tests Testen oder nicht testen Wer entscheidet, was getestet werden soll Der Preis für das Testen irrelevanter Dinge ROI Berechnung und Risikoanalyse Die Rolle des Testmanagers Der Prozess des Testens Testen ist ein Prozess und eine Strategie Testbedarf feststellen Anforderungen sammeln (Use Cases, User Stories) Szenarien auswählen und priorisieren Tests designen Testdaten vorbereiten Testumgebung vorbereiten Test erstellen oder aufnehmen Test ausführen Analyse und Bericht Schlussfolgerungen und Verbesserung Wann sollte man "STOP" sagen? Product Owner und Tests Repräsentant des Kunden Prioritisieren von User Stories und damit Tests Effektive Stories für User Acceptance Testing Akzeptanzkriterien Übung: Kundenanforderungen ermitteln, daraus User Stories und Tests entwickeln Der Sprint Sprint Backlog und Tests für User Stories Definition of Done Gruppenübung, um einen Sprint zu planen Den Sprint abschliessen Das Scrum Review Meeting ist ein Test Ist Agile/Scrum für Sie geeignet? Überblick über den Scrum Prozess Vergleich mit anderen Methodologien Fragen und Antworten
566856 BPMN 2 Fundamentals and Workshop 14 hours Audience: Delegates who have an interest in Process Modelling will benefit from attending this business process modeling notation training course including: Business and Process Analysts Process Designers and Implementers Project and Programme Managers Anyone involved with business change and transformation. Day 1 AM Course Introduction Modelling Business Processes - Modelling Notations (BPMN) Introducing BPMN Basic BPMN Notation - Flow Objects Exclusive Gateway Parallel Gateway Exercises PM Inclusive Gateway Exercises Events Pools and Lanes Message Flows Artifacts Data Exercises Day 2 AM Event-Based Gateway Exercises Intermediate Boundary Events Exercises BPMN Diagrams OMG Certification (OCEB) PM Facilitated Workshop Using the acquired BPMN knowledge to undertake exercises based on company process examples
234922 ITIL®: Intermediate Capability Stream: Planning Protection & Optimization (PP&O) 28 hours The target group of the ITIL Certificate in Service Offerings and Agreements is:  Individuals who have attained the ITIL Foundation certificate in Service Management and who wish to advance to higher level ITIL certifications. Individuals who require a deep understanding of ITIL Certificate in the Service Offerings and Agreement processes and how it may be used to enhance the quality of IT service support within an organization.  IT professionals that are working within an organization that has adopted and adapted ITIL who need to be informed about and thereafter contribute to an ongoing service improvement programme  Operational staff involved in Service Portfolio Management; Service Catalogue Management; Service Level Management; Demand Management; Supplier Management; Financial Management and Business Relationship Management who wish to enhance their role-based capabilities. This may include but is not limited to, IT professionals, business managers and business process owners. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification: Service Management as a Practice Processes across the Service Lifecycle pertaining to the practice elements within Planning, Protection and Optimization Capacity management as a capability to realise successful service design Availability management as a capability to realise successful service design IT Service Continuity Management as a capability to support overall Business Continuity Management Information security management as part of the overall corporate governance framework Planning, Protection and Optimization roles and responsibilities Technology and Implementation Considerations Challenges, Critical Success Factors and risks. And specifically in the following key ITIL process and role areas: Capacity Management Availability Management IT Service Continuity Management Information Security Management Demand Management Challenges, Critical Success Factors and Risk Management for Service Planning, Protection and Optimization
25110 Objektorientierte Analyse und Design mit UML 21 hours This course is intended for analysts, designers, developers, testers and project managers. It is an introduction to system modeling using UML. Based on selected systems (case study) following phases of system modeling are presented: from modeling requirements, through business process modeling and documentation of functional and non-functional requirements, to the analytical model. The next step is the design phase - static and dynamic modeling using project classes and the interaction between the system components. Training can be the basis for a comprehensive process modeling in enterprise systems through the use of UML in all phases of software development. Application and introduction to the web application What is the servlet and JSP page, what they are and how to use them What is the difference between a typical application, a Java web application Web application architecture Discussion of the issues of architecture within the web application Introduction to the discussion of the different layers and application layers and their applications Introduction to MVC What is the model, view and controller, what are the tasks defined within each of these three components of the model. Discussion of problems solvable with the help of the design pattern Servlets Introduction to the abstraction of the servlet, HTTP request handling process Basic HTTP Why HTTP? How does a servlet can handle the request? What type of query you can handle? The life cycle of a servlet Web application What is a web application? What is the application deployment descriptor? In what way the service control flow between the client and the application? What is the client and the server application architecture? Abstract representing the query and answer application. Attributes and HTTP requests and responses  Listener interface Flow Control and conversation Introduction to the problem of conversational client application and solutions to common problems through the use of session object Association asking HTTP session and the session life cycle JSP pages What is JSP? What are the common problems solved using JSP pages in a Web application? The role of JSP pages in the application and details of JSP technology behind What are bezskryptowe JSP page? Introduction to EL Introduction to libraries and JSTL custom tag What are tags in the servlet code? How to use JSTL tag libraries and what typical problems solved using this tag? How to define my own tags? Own custom tag library (option 1 day) Issues write your own tag libraries File format descriptor tags When you write your own tag library becomes a necessity? Deployment descriptor: web.xml A thorough discussion of the process of implementing a Web application and file structure implementation Web application security issues (option 1-2) Introduction to the topic of securing web applications Using the API, container, and declarative form of defining access to resources based on roles and users Examples of applications and implementation Filters Discussion of the principles of the declaration and implementation of filters in a web application Declaration principles filters in the deployment descriptor and discuss issues within the subject filters Korporacyjne wzorce projektowe (OPCJA 1 dzień) Overview and introduction to corporate design patterns Struts (OPTIONAL - 1-2days) The introduction of a lightweight MVC web application framework Define and discuss the role of the Shares, Validator and forms within the Struts framework, discussion of control flow within the application based on Struts and write a simple application using the Struts
25298 Selbstsicheres Präsentieren 21 hours Audience Staff who need to be fully prepared to deliver presentations: To their teams To clients To other audiences internal to the company To other audiences external to the company Format of the course A combination of: Facilitated Discussions Delegate Presentations – with full feedback By the end of the course, delegates will be able to: Prepare and structure an effective presentation Prepare themselves properly for that presentation Deliver that presentation with confidence Use the various visual aids that a presenter might choose to employ in creating a stimulating presentation Deal with the different types of people who they will encounter in their presentations Presentation Skills Delivery of a pre-prepared presentation on the delegate’s chosen subject but related to their work. N.B. The duration of each delegate presentation will depend on the length of the course and on the number of participants. Eight is the ideal number of participants Full one-to-one and group feedback Preparing a Presentation Questions tor the presenter to ask in advance Why me? Logistics of what, where, when, how – and how long? Understanding how the answers to these questions affect the structure of the presentation Structuring the content: Research – know the subject Putting the content in order Creation and use of complimentary visual aids Preparing the Presenter A presenter’s three fundamental communications tools: Verbal – the words being used and avoiding slang and jargon Vocal – the sound of the words avoiding any distracting verbal tics and punctuations Visual – the look of the presenter: dress; mannerisms; presence Rehearsing the presentation – and getting honest feedback from a trustworthy source Coping with nerves Preparing the environment Room layouts – and how they communicate underlying messages to those attending the presentation Using the room to enhance the presentation experience Presentation Skills – revisited Delivery of another presentation (after suitable preparation time). N.B. This could be the same presentation as in Module 1 but revised following the detailed feedback Full one-to-one and group feedback Presentation Skills – revisited If time permits: delivery of another presentation (after suitable preparation time) Full one-to-one and group feedback
25249 Das Internet als Absatzweg für Unternehmen 14 hours Why Focus On Using The Internet As A Marketing Channel [for Promotion & Consumption of your products and/or services]? Your company may have a superior product in terms of Brand Recognition, Pricing & Usability however - without giving adequate attention to the path that the product takes before it end up in the hands of the end user; your organization can quickly find itself losing significant market share. The internet is becoming increasingly involved in the purchasing decisions of the end user. The internet can be both a strategic Promotion as well as Consumption channel. The challenge however is for organizations to incorporate the internet into the corporate plans from a strategic perspective. Benefits of attending this comprehensive course will include : Learning practical tips how to stabilize existing client bases, acquire new customers and ultimately drive revenues Getting simply stated, armed with the practical, down to earth, tried and tested information Enabling the organizations to modify and extend their strategies & Tactics as appropriate in order to separate themselves from the competition Why should you attend? The overall effective use of the internet as a channel to market works in conjunction with the existing components of the Business strategy, such as Branding, Pricing, the USP & specific target Market segments in order to ultimately sell more to existing customers as well as acquiring new ones. As the focus of this program extends far beyond the standard practice of a company having a website and employing an agency to run Pay Per click campaigns all those involved with the Sales, Marketing and Support functions of the organisation will gain from exposing themselves to the content of the seminar. Theory into Practice The program examines and challenges key existing offline Mmarketing strategies & tactics and makes use of discussion and analysis as a foundation of how to incorporate them with full use of the internet and the New Technologies as a marketing channel. Attendees will be given practical examples, tools and techniques which will help them to strengthen and bolster existing plans by incorporating the internet into Business and Marketing strategies, making use of the new technologies. Some of the sections & subject matter of the seminar are as follows: Engaging customers via the corporate website Social Media Marketing Mobile Marketing Video Marketing Audio Marketing Pay per click traffic vs/in conjunction with organic traffic generation Outsourcing traffic generation vs PPc fees Developing traffic generation via natural organic search listings Bringing clients into the lead generation funnel via the internet Building a database of potential clients Auto responder systems Generating market research subjects Educating users in exchange for customer information Online membership sites Provision of online manuals and training List segmentation Identifying potential buyers Dominating the search engines Getting into the mind of the internet user Keyword research SERPS [search engine ranking positionings] for all major product categories Natural organic traffic Link Popularity / Link Reputation Move clients from online to offline Use of lead generation details Engaging clients in various online stages Selling at the top of the funnel Cycles of online and offline communication Affiliate and joint venture marketing Engaging with partner organizations Managing the relationship Making use of customer list Affiliate marketing Joint venture marketing Social media as part of the overall business strategy Generating traffic via social media presence Which social media sites to focus on Content Delivery Using lead generation to guide clients through the marketing funnel Engaging with different types of content
24912 Marktprognose 14 hours Audience This course has been created for analysts, forecasters wanting to introduce or improve forecasting which can be related to sale forecasting, economic forecasting, technology forecasting, supply chain management and demand or supply forecasting. Description This course guides delegates through series of methodologies, frameworks and algorithms which are useful when choosing how to predict the future based on historical data. It uses standard tools like Microsoft Excel or some Open Source programs (notably R project). The principles covered in this course can be implemented by any software (e.g. SAS, SPSS, Statistica, MINITAB ...) Problems facing forecasters Customer demand planning Investor uncertainty Economic planning Seasonal changes in demand/utilization Roles of risk and uncertainty Time series methods Moving average Exponential smoothing Extrapolation Linear prediction Trend estimation Growth curve Econometric methods (casual methods) Regression analysis using linear regression or non-linear regression Autoregressive moving average (ARMA) Autoregressive integrated moving average (ARIMA) Econometrics Judgemental methods Surveys Delphi method Scenario building Technology forecasting Forecast by analogy  Simulation and other methods Simulation Prediction market Probabilistic forecasting and Ensemble forecasting Reference class forecasting
25509 Einführung in Management 14 hours Audiance Who is this course addressed to managers, supervisors, team members, team leaders - content can be adapted to suit all levels. Format Interactive, participative training style, group involvement and skills development Courses will be 7, 14 or 21 hours depending on topic chosen and / or client requirements OUTLINES VARY DEPENDANT ON TOPIC SELECTED The programme gives delegates an overview of the fundamental skills they need to be an effective manager.
25218 Xcelsius 14 hours   Description: In this Xcelsius Training course, students will use Xcelsius Present to create interactive visualizations for presenting complex data in a simple way, and to conduct analysis to make critical decisions. Students will also create complete dashboards that present business, project, and human resources information, all consolidated and presented in a user-friendly manner. Finally, students will publish dashboards into various file formats such as Adobe Flash, Microsoft Office PowerPoint, Adobe PDF, and also to the web. Objectives: Upon successful completion of this course, students will be able to: Explore the Xcelsius workspace and an already created dashboard. Create simple visualizations. Conduct data analysis using Xcelsius components that give dynamic functionality to the specified data. Create a Project Management dashboard. Create a dashboard to consolidate and present the Human Resources information of an organization. Finalize dashboards and export them to different file formats. Audience: This course is designed for professionals who conduct data analysis and need to present robust and timely data in an interactive display.     1: Getting Started with Xcelsius 1A: Explore the Xcelsius Interface 1B: Explore a Dashboard 2: Creating Simple and Interactive Visualizations 2A: Create a Simple Xcelsius Chart 2B: Manage Personal Finance Using Value Box 2C: Organize Levels of Information Using Filters 2D: Conduct a Comparative Study Using List Builder and Line Chart 3: Conducting Data Analysis 3A: Conduct Trend Analysis Using Combo Box 3B: Conduct Demand Analysis Using Label Based Menu 3C: Conduct a Region Based Demand Analysis Using Maps 3D: Forecast Revenue Using Sliders and Gauge 4: Creating a Project Management Dashboard 4A: Drill Down the Status of Current Projects Using the Drill Down Function 4B: Analyze Resource Efficiency Using Fisheye Picture Menu and Other Tools 4C: Analyze Resource Utilization Using Combination Chart 5: Creating a Human Resources Dashboard 5A: Create an Organization Dashboard Using Organization Chart 5B: Conduct Attrition Analysis 6: Finalizing Dashboards 6A: Create a Snapshot 6B: Publish Dashboards
566902 Scrum Essentials Workshop 14 hours This course is very much structered towards a workshop approach to enable delegates an opportunity to practise the Scrum and Agile skills. Day 1 Morning Agile principles & Scrum overview Day 1 Afternoon Release planning exercise – including definition of done, Product Backlog creation, prioritisation, estimation and refining Simulation Sprint 1 (all Sprints will include: Sprint Planning, creating/implementing Sprint Backlog, Review) Retrospective on Sprint 1 Day 2 Morning Backlog refining exercise – focus on estimation, story points and velocity Simulation Sprint 2 - focus on relationships with other stakeholders, burndown charts, Review meeting Retrospective on Sprint 2 Day 2 Afternoon Simulation Sprint 3 – focus on team dynamics Retrospective on Sprint 3 Simulation Sprint 4 Retrospective on Sprint 4
359727 Managing Accountancy in WOFE (Whole Own Foreign Enterprise) in China 7 hours Creation of this courses has been motivated by the steep learning curve of learning how accounting system work in China. It is targeted to foreigners who work for, managed or founded a Whole Own Foreign Enterprise (WOFE) in China. It allow participants to choose, cooperate and control accounting company. The course is thought by a foreign entrepreneur supported by a Chinese accountant. Overview of accouting practises in China Available software Invoices Pro-forma (commercial invoice) Fapiao Shouju (receipt) VAT and deduction Expanse claims Required audits  
234920 ITIL®: Intermediate Capability Stream: Release, Control & Validation (RC&V) 28 hours The target group of the ITIL Certificate in Service Offerings and Agreements is:  Individuals who have attained the ITIL Foundation certificate in Service Management and who wish to advance to higher level ITIL certifications. Individuals who require a deep understanding of ITIL Certificate in the Service Offerings and Agreement processes and how it may be used to enhance the quality of IT service support within an organization.  IT professionals that are working within an organization that has adopted and adapted ITIL who need to be informed about and thereafter contribute to an ongoing service improvement programme  Operational staff involved in Service Portfolio Management; Service Catalogue Management; Service Level Management; Demand Management; Supplier Management; Financial Management and Business Relationship Management who wish to enhance their role-based capabilities. This may include but is not limited to, IT professionals, business managers and business process owners. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification:  Service Management as a Practice  Processes across the Service Lifecycle pertaining to the capability of Release, Control and Validation management  Change management as a capability to realise successful service transition  Service validation and testing as a capability to assure the integrity and the quality of service transition  Service asset and configuration management as a capability to monitor the state of service transition  Knowledge management as part of enhancing the on-going management decision support and service delivery capability  Service request fulfilment and evaluation to assure meeting committed service level performance  Common Service Operation activities for supporting the service management Lifecycle  Release Control and Validation process roles and responsibilities  Technology and Implementation Considerations  Challenges, Critical Success Factors and risks And specifically in the following key ITIL process and role areas:  Change management  Service release and deployment management  Service validation and testing  Service asset and configuration management  Knowledge management  Request fulfilment  Service Evaluation
123995 Zertifizierter Agile Tester 35 hours The iSQI Certified Agile Tester is an internationally recognised software testing qualification, specifically designed for testers working in Agile environments. This course delivers the fully-accredited iSQI syllabus and provides the required assessments to gain the certification. This assessment is in three parts: an assessment of the delegates’ soft skills as observed through the duration of the course; a practical exam, giving the delegate the opportunity to demonstrate their practical testing ability; and an open-ended written exam, testing their knowledge of the subjects covered by the course.   Course Objectives Understand the principles behind the agile approach to software development Differentiate between the testing role in agile projects compared with the role of testers in non-agile projects  Positively contribute as an agile team member focused on testing Appreciate the challenges and difficulties associated with the non-testing activities performed in an agile team Demonstrate a range of soft skills required by agile team members   Day 1 - Agile Methods & Processes Introduction Daily SCRUM Problems with Tradition Agile Manifesto & Princples Agile Methods Agile Process Option Roles Introduction to Agile Exercise Sample Questions Day 2 - Planning Requirements & Specifications Iteration 0 Release Planning Task Board Test Strategy Estimation Iteration Planning Burndown Charts Sprint Practice Exercises Sample Questions Day 3 - Testing Continous Integration Version Management Pairing Acceptance Criteria Regression Testing Defect Management Testing Exercises Sample Questions Day 4 - Teams Test Automation Non Functional Testing Debt Technical & Testing TDD Teams Agile for Large Projects Summary Testing Exercises Sample Questions Day 5 - Assessment Practical Assessment Written Exam Revision Written Examination
123933 Einführung in Unternehmensanalyse: Bestimmung erfolgreicher Projekte 21 hours This course will show you how to: Perform key functions of the business analyst by applying a solid business analysis framework Conduct a business needs analysis to elicit stakeholder requirements Apply business analysis techniques to identify key problems and potential opportunities in your enterprise Create effective requirements and communication plans Analyse and specify requirements using industry best practices Manage solution assessment and validation Defining Business Analysis Overview of the business analysis discipline Key roles and responsibilities Distinguishing between business analysis and other related disciplines Introducing the business analysis framework The framework and the Business Analysis Body of Knowledge® (BABOK®) Industry best practice from the International Institute of Business Analysis (IIBA®) Capturing Business Requirements through Elicitation Gathering business needs at the organisational or department levels Performing needs analysis Choosing the best elicitation technique Soliciting enterprise-level contextual analysis using strategic, tactical and operational tools Identifying the nine elicitation techniques Verifying the necessary steps to gather information Recording and confirming elicitation results Conducting Enterprise Analysis Analysing the business landscape Categorizing and prioritizing business needs and issues using affinity diagrams Assessing business capabilities and gaps Detecting problems and finding opportunities Exposing root causes of problems Finding opportunities for growth Identifying elements of the initial solution scope Developing action-oriented business initiatives to address business needs and opportunities Measuring the feasibility of options 2x2 analysis grid Prioritization matrices Anticipating project benefits and costs Documenting critical project parameters Building SMART project objectives Specifying critical project elements and deliverables Planning and Monitoring the Business Analysis Process Planning for requirements analysis Documenting assumptions, ground rules and templates Producing a requirements development plan to guide and manage the process Building the communication plan Performing stakeholder analysis Identifying key stakeholders Analysing the impact stakeholders have on a project Developing a change management process Baselining your plan Following the defined change management process Managing the change control process Managing and Communicating Requirements Analysing requirements Verifying, prioritising and organising requirements Specifying the requirements document Identifying key relationships using traceability Executing the communication plan Addressing common pitfalls typically encountered during requirements development Validating the requirements document with key stakeholders Managing stakeholder agreement and conflict Assessing and Validating Solutions Allocating requirements Optimising business value Evaluating dependencies between the individual requirements Assessing organisational readiness Identifying organisational capability gaps Defining business and technical organisational impacts Developing Business Analysis Competencies Going beyond the mechanics of analysis Applying the IIBA® Business Analysis Competency framework
24984 Analyse und Design mit SoaML 14 hours This course explains the OMG SoaML standards and shows how to model the SOA landscape. It introduces the language and then shows how to discover, design and implement services and infrastructure for SOA. This course always covers the newest version of the SoaML specification. Motivation behind SoaML Standards before SoaML Vendors standards and Open Source standards The IT and the business perspective on SOA Contracts and Interfaces Top-down and bottom-up approaches Service classification Compliance Level for SoaML SoaML UML Profile Specification Agent Attachment Capability Consumer Collaboration Collaboration Use Expose MessageType Milestone Participant Port Property Provider Request ServiceChannel ServiceContract ServiceInterface Service ServiceArchitecture Categorization Catalog Categorazation Category CategoryValue RAS Placeholders BMM Integration MotivationElement MotivationRealziation SoaML Metamodel
123942 Erfolgreiche Präsentationen 7 hours Audience Staff who need to be fully prepared to deliver High Impact Presentations: To their teams To clients To other audiences internal to the company To other audiences external to the company Format of the course A combination of: Facilitated Discussions Delegate Presentations – with full feedback Attendance on this course assumes an existing level of experience in delivering Presentations. It is the next level up from the Presenting with Confidence course. By the end of the course, delegates will be able to: Prepare, structure and deliver an effective presentation to a high quality level Define the levels of energy, involvement and engagement required to convince an audience Act flexibly in delivering presentations: to be able to adapt the presentation to developing circumstances – perhaps through a last-minute chance of objective or unexpected time pressures Presentation Skills As with Presenting with Confidence: delivery of a pre-prepared presentation on the delegate’s chosen subject related to their work. It is expected that this Presentation will already be of high-quality and just need refining to add the “High Impact” elements N.B. The duration of each delegate presentation will depend on the length of the course and on the number of participants. Eight is the ideal number of participants Full one-to-one and group feedback Creating a High Impact Presentation Understanding what turns an “ordinary” presentation into a High Impact Presentation The synchronisation of material: spoken material, visual material, support material Detailed work on the structure and format of a presentation The Psychology of the Presenter Creating and communicating belief and conviction Understanding the required levels of involvement and engagement: from the presenter and from the audience Creating a personal brand  Flexibility Understanding the importance of Fog Horn Messages Adapting the presentation “on the hoof” Getting the message across Dealing with changed circumstances: last-minute alterations to the audience’s requirements; revisions to timings Presentation Skills – revisited Delivery of another presentation (after suitable preparation time). N.B. This could be the same presentation as in Module 1 but revised following the detailed feedback Full one-to-one and group feedback Presentation Skills – revisited If time permits: delivery of another presentation (after suitable preparation time) Full one-to-one and group feedback N.B. Depending on group ability and requirements, this could include the preparation and delivery of an ad hoc presentation. It is never recommended to deliver presentations without sufficient preparation but sometimes business circumstances dictate that this is necessary and a presenter at this level should be able to structure a few minutes of high quality presentation, as required.
24960 Erstellen von Business-Process-Modellen in BPMN 2.0 21 hours This course has been created for anyone responsible for modelling processes in BPMN 2.0. It focuses on practical aspects of all BPMN 2.0 specification as well as implementations of common patterns. It is a series of short lectures followed by exercises: the delegates will have a problem described in English, and will have to create a proper diagram for each problem. After that, the diagrams will be discussed and assessed by the group and the trainer. This course focuses on understand the BPMN diagrams but also covers basic part of the execution part of BPMN. BPMN 2.0 in context of Business Process Management Process modeling versus process execution Business Process Management Suites and their conformance with BPMN 2.0 Processes and their connection to the company strategies and policies Process goal and metrics Process context Modelling Styles Modelling Workflows (Private Process) Modelling Business Participants Interactions (Public Process) Modelling Choreographies Basic BPMN Symbols in Examples Artifacts, Error, Escalation, Events, Expressions Flow Element, Flow Element Containers Gateways, Message, Sequence Flow Process Design Activities Resource Assignment Performer Tasks Human Interactions Sub-Process Loops Gateways Modeling Collaboration Pool, Participants and Lanes Message Flow Using Participants Using Choreography Diagram Data Data Modeling Data Store Example of Data Execution Events Concepts Start and End Events Intermediate Events Event Definitions Handling Events Scopes Compensation Compensation Handler Compensation Triggering Relationship between Error Handling and Compensation
566874 Managing Agile Projects with Lean and Kanban 21 hours This course is created for people who need to combine Agile (notably SCRUM), with Lean and Kanban togather to manage their projects. It combines the worlds of product design and software design.   Lean LEAN Thinking Five Principles of LEAN Using Lean in R&D System Thinking (from Deming) Plan driven vs. Value driven Team Power Innovation curve Agile Why Agile? Comparison of iterative methodologies Why things go wrong The Agile approach What is Scrum? Pigs and chickens Product owner The customer representative Prioritizing product requirements Writing effective stories Acceptance criteria Negotiating sprint contents Group exercise to produce customer requirements and write stories based on the requirements The sprint Sprint backlog Sprint planning: what to do Sprint planning how to do it What happens during a sprint Burn down charts Group exercise to plan a sprint Scrum Master Grooming Meeting Implementing Scrum Ensuring proper practices Maintaining documentation Standup meetings When to pair program Group exercise to implement Scrum Finishing a sprint Scrum review meeting Scrum retrospective meeting Releasing an iteration Group exercise the review a sprint Kanban Command & Control vs. Agile Factory model The functioning of canon The functioning of missile Pillars of Kanban Big Picture Process Concepts behind Kanban Kanban Rules Metrics Flow Diagram + technical practices  Team work Shared responsibility Self-organization Interdisciplinary Benefit the "right" team work Kanban Board How to visualize process? How to create Kanban Board? What are and how to introduce WIP limits? What are and how to introduce Classes of Service? Customer Engagement The most common waste Value Stream Waste Value Stream Mapping Waste analysis Main concepts behind Kaizen (MUDA / MURI / MURA) Bottlenecks analysis Five Focusing Steps Product Discovery Methods and Tools Golden Circle Impact mapping Design Thinking User story mapping  
359688 Applying SysML with MAGICDRAW 21 hours This is a 3-day training covering principles of modeling, UML, SysML and use of MagicDraw following a case study, which demonstrates a typical model-based systems engineering approach. The course: Includes lectures and hands-on practice in using MagicDraw for systems modeling using SysML; Explains major SysML concepts and diagrams; Provides hands-on experience building system model examples; Shows how to trace model elements in different views; Explains how to use MagicDraw features efficiently; Is based on a consistent modeling case study. Audience: System architects, system engineers, software architects and other stakeholders who will create and use models. Methods: Presentations, discussions, and case study-based practical assignments. Course Materials: Slides, case study model, and practical assignment descriptions. Certificates: Each participant receives No Magic and NobleProg certificates indicating that he attended the training. Introduction Trainer and Participant Introductions Introduction to modeling Introduction to SysML Introduction to MagicDraw A Case Study Definition Structural System Decomposition Package Diagram Notation Decomposing System into Packages Modeling Package Dependencies Practical Assignment: Modeling Package Structure Analyzing User Needs Use Case Diagram Notation Identifying Actors Identifying Use Cases Use Case Relationships Practical Assignment: Modeling Use Cases Defining System Requirements From Use Cases to System Requirements Requirements Diagram Notation Specifying Requirements Defining Requirements Structure Verifying Requirements with Test Cases Requirements Relationships Practical Assignment: Modeling Requirements Defining Structural Blocks (Black Box View) Block Definition Diagram Notation Structural Blocks Modeling Block Properties Defining Relationships between Blocks Defining System Data Dictionary Practical Assignment: Modeling Black Box View of a System Modeling Block Structure (White Box View) Internal Block Diagram Visualizing Block Parts Linking Parts with Connectors Defining Ports Defining Item Flows and Interface Blocks Practical Assignment: Modeling White Box View of a System Modeling System Constraints Defining Constraint Blocks Binding Constraint Properties with Value Properties Executing Parametrics Practical Assignment: Modeling Parametrics Designing State-Based System Behavior State Machine Diagram Notation Identifying States Defining State Transition Events Specifying Signals Specifying Effects Executing State Machines Practical Assignment: Modeling Statemachines Designing Control and Data Flows Activity Diagram Defining Activities Specifying Parameters Defining Actions Modeling Control Flows Modeling Data Flows Executing Activities Executing Activities in Combination with State Machines and Parametrics Practical Assignment: Modeling Activities Designing Communications Sequence Diagram Notation Modeling Lifelines Modeling Messages Decomposing Interactions Using References Applying Interaction Fragments Defining Timing Constraints Practical Assignment: Modeling Interactions Modeling Cross-Cutting Constructs Logical and Physical Architectures Allocation relationship Allocations Display Options Identifying Types of Allocations Allocation Matrix Practical Assignment: Building Allocation Matrix Wrap up Summarizing Training Discussing Remaining Questions
234918 ITIL®: Intermediate Capability Stream: Service Offerings & Agreements (SOA) 28 hours The target group of the ITIL Certificate in Service Offerings and Agreements is:  Individuals who have attained the ITIL Foundation certificate in Service Management and who wish to advance to higher level ITIL certifications. Individuals who require a deep understanding of ITIL Certificate in the Service Offerings and Agreement processes and how it may be used to enhance the quality of IT service support within an organization.  IT professionals that are working within an organization that has adopted and adapted ITIL who need to be informed about and thereafter contribute to an ongoing service improvement programme  Operational staff involved in Service Portfolio Management; Service Catalogue Management; Service Level Management; Demand Management; Supplier Management; Financial Management and Business Relationship Management who wish to enhance their role-based capabilities. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification:  Service Management as a Practice  Processes across the Service Lifecycle pertaining to the Service Offerings and Agreement curriculum  Service Portfolio Management which provides documentation for services and prospective services in business terms  Service Catalogue Management which is concerned with the production and documentation of the Service Catalogue from a business and a technical viewpoint  Service Level Management which sets up a Service Level Agreement (SLA) structure and ensures that all SLAs have an underpinning support structure in place  Demand Management which identifies Patterns of Business Activity to enable the appropriate strategy to be implemented  Supplier Management which ensures all partners and suppliers are managed in the appropriate way and includes contract management  Financial Management which includes ensuring understanding of the service value and the management of all financial considerations  Business Relationship Managers who have responsibility to represent customers and ensure the Service Catalogue and Portfolio have the right needs Operational activities of processes covered in other Lifecycle phases such as Incident and Change Management  Common Service Operation activities related to Service Offerings and Agreement  Organizing for Service Operation which describe functions to be performed within Service Offerings and Agreement  Service Offerings and Agreement roles and responsibilities  Technology and Implementation Considerations  Challenges, Critical Success Factors and risks  CSI as a consequence of effective Service Offerings and Agreement.
124026 Agile Essentials 14 hours The iSQI Agile Essentials course is an internationally recognised qualification, Aimed at anyone involved in agile Projects and wants to become familiar with working in an agile environment. This includes Project Managers, Quality Managers, Software Development Managers, Business Analysts, Developers, Testers, IT Directors and Management Consultants. The course is comprised of eight sections and takes participants through the lifecycle of an agile project from the release planning and writing user stories to the iteration review (showcase) and retrospective. The first day focuses on the key principles (55% of the day on theory, 45% exercises), the second is dominated by practical application (40% theory, 60% exercises).   Course Objectives Value the principles behind agile manifesto and its approach to software development Appreciate the roles within an agile team  Understand how to contribute as an agile team member to quantifiable requirements Apply Whole Team quality methods to ensure acceptance criteria are met Appreciate the importance of effective Iteration Reviews and how to contribute to continuous improvement through retrospectives Day 1 Agile Manifesto, Agile Principles Release Planning, Iteration Zero Iteration Planning, Estimation Requirement Review, Daily Stand-up Day 2 Team Quality, Iteration Testing, Acceptance Iteration Review (Showcase) Retrospectives Lesson learned of Agile Principles
25170 Geschäftsprozessoptimierung zur Erzielung von Wettbewerbsvorteilen 21 hours The course will cover how to: Select, organise and implement a business re-engineering project Achieve competitive advantage by capitalising on technology and the use of UML tools Maximise customer satisfaction by matching process design to customer needs Identify typical symptoms of business process dysfunction Redesign workflow and structure successfully within the business Ensure best practice through the application of business patterns Introduction and Overview The what and why of business process re-engineering (BPR) Maximising competitive advantage through radical redesign The need for re-engineering Determining what re-engineering is and is not Focusing on the business process Achieving cost reduction and revenue generation goals Applying the proven CLAMBRE/UML framework for re-engineering Modelling standards: UML and BPMN Customers vs. stakeholders Identifying activities and information structure Creative right-brain thinking Targeting the Customer Exploring the customer interface Expanding customer roles with aggregation Refining customer types using generalisation Establishing an accurate customer profile Documenting customer values and needs Service provision vs. product supply Evaluating customer satisfaction: quality, flexibility, speed, cost, service Categorising customer relationships using the PRIDE checklist Assessing how effectively the business process meets customer needs Modelling the Business Process Pinpointing processes for re-engineering Uncovering core business processes Choosing suitable metrics to assess process performance Detecting business process antipatterns Presenting findings to senior management Describing worker roles and responsibilities Identifying anomalies in worker roles using cross-reference matrices Mapping a business process using UML activity diagrams Partitioning activities between roles Analysing the Business Process Detailing business processes Selecting appropriate UML tools Scoping the process with UML use case diagrams Pinpointing key business actors Modelling alternative workflows Capturing ineffective business activities Exploring the business structure Revisiting organisation infrastructure Mapping information using class diagrams UML business stereotypes Designating process architecture with communication diagrams Removing restrictive structures Redesigning the Business Process Maximising the benefits of information technology Web-enabled technology Interaction through social spaces Designing future-proof business systems Business intelligence solutions Enterprise Information Systems Redefining customer-process boundaries Adapting the business process to benefit specific customer types Integrating and capitalising on technology opportunities Personalising the process Meeting and exceeding customer expectations Creating the new process using best business practice Incorporating business patterns Resolving process anomalies Comparing strategic alternatives Ensuring durable, reliable information management Rolling Out the Re-engineered Process Re-educating the workforce Linking metrics with customer satisfaction Supporting ongoing process improvement Monitoring and measuring results Demonstrating success
24972 Ein Überblick über künstliche Intelligenz 7 hours This course has been created for managers, solutions architects, innovation officers, CTOs, software architects and everyone who is interested overview of applied artificial intelligence and the nearest forecast for its development. Artificial Intelligence History Intelligent Agents Problem Solving Solving Problems by Searching Beyond Classical Search Adversarial Search Constraint Satisfaction Problems Knowledge and Reasoning Logical Agents First-Order Logic Inference in First-Order Logic Classical Planning Planning and Acting in the Real World Knowledge Representation Uncertain Knowledge and Reasoning Quantifying Uncertainty Probabilistic Reasoning Probabilistic Reasoning over Time Making Simple Decisions Making Complex Decisions Learning Learning from Examples Knowledge in Learning Learning Probabilistic Models Reinforcement Learning Communicating, Perceiving, and Acting; Natural Language Processing Natural Language for Communication Perception Robotics Conclusions Philosophical Foundations AI: The Present and Future
24983 Agiles Projektmanagement mit Scrum 14 hours Dieser zweitägige Kurs ist für IT-Profis geeignet, die eine iterative Methodologie wie Agile und Scrum in die Praxis umsetzen möchten. Der Inhalt spricht die Bedürfnisse von Projektmanagern, Teamkoordinatoren, Softwareentwicklern und Kunden an. Damit werden allen beteiligten Wege aufgezeigt, sich in den Entwicklungsprozess sinnvoll einzubringen. Warum Agile? Warum IT-Projekte scheitern Der Agile Weg Was ist Scrum? Vergleich iterativer Methodologien Die Fabel vom Schwein und dem Huhn Der Product Owner Repräsentant des Kunden Priorisieren von Anforderungen Schreiben von effektiven User Stories Akzeptanzkriterien Aushandeln der Inhalte eines Sprints Übung: Anforderungen herausfinden und daraus User Stories entwickeln Der Sprint Das Sprint Backlog Planung von Sprints: Was ist zu tun? Planung von Sprints: Wie wird es getan? Was passiert während eines Sprints? Burndown Graphen Übung: Einen Sprint planen Der Scrum Master den Scrum Prozess implementieren Hochwertige Praktiken sicherstellen Retrospektiven durchführen Dokumentation des Prozesses pflegen Übung: den Scrum Prozess umsetzen Das Scrum Team Das Sprint Backlog pflegen Standup Meetings abhalten die "Definition of Done" Wann ist Pair Programming sinnvoll? Das Ende eines Sprints Eine Iteration veröffentlichen Das Sprint Review Meeting Die Retrospektive Übung: Einen Sprint auswerten Sind Agile und Scrum für Sie geeignet? Stärken und Schwächen des Scrum Prozesses Vergleich mit anderen Methodologien Bekannte Hürden und Lösungsansätze Diskussion: Welche Aspekte von Agile können die Teilnehmer bei sich umsetzen?
25122 Einführung in Six Sigma 7 hours Find out from case studies how Six Sigma uses a data driven approach to process improvement. Learn how to deploy Six Sigma and how to select and manage Six Sigma improvement projects through the define, measure, analyse, improve, control phases. What is Six Sigma Roles Understanding Critical Customer Requirements Project Chartering Process Mapping Measurement systems Data Collection Graphical analysis Baseline Performance Root Cause Analysis Generating and Selecting Improvement Control Plans
359692 Introduction to Scrum 14 hours Introduction to Scrum What is Agile? What is SCRUM? Why SCRUM?  Challenges 2 Artifacts / 3 Roles / 4 Events Case Study Online references / Study Material Scrum Ceritification Guidelines  
566930 Advisory & Leadership Skills 14 hours This course is part of the Data Scientist skill set (Domain: Advisory & Leadership). Problem solving and continuous improvement Problem solving strategies Root cause analysis Identifying opportunities Innovative thinking Making an impact: data-driven story telling Understanding your audience Effective data presentation - getting your message across Importance of data visualization Influence effectiveness and change leadership Types of influencing Handling difficult situations Change leadership mindset Project management 6 steps of project management
359690 Influencing and Avoiding Conflict 21 hours Audience Staff who need to be fully aware of the issues surrounding Influencing and Avoiding Conflict with :  Their colleagues Their bosses Their internal and external customers and stakeholders Course Objectives By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Format The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and  Case Studies Module 1: Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? Feedback: how do others see and relate to us? Module 2: Communication How do we communicate with others? What are the advantages / disadvantages of the various communications media? What do we mean by Effective Communication and how do we achieve it? Our respective thinking and learning styles and how they can be applied to our day-to-day work Module 3: Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Module 4: Delegation What is Delegation? The Stages of Delegation Module 5: Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Module 6: Stakeholder Management Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Module 7: Dealing with Change  The 9 key change principles The emotional reactions to change Resistance to change – and the benefits of resistance  Module 8: Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them Bridging the Gap
234916 ITIL®: Intermediate Capability Stream: Operational Support & Analysis (OS&A) 21 hours The target group of the Operational Support and Analysis Certificate is:  Individuals who have attained the ITIL Foundation certificate in Service Management and who wish to advance to higher level ITIL certifications. Individuals who require a deep understanding of ITIL Certificate in Operational Support and Analysis processes and how it may be used to enhance the quality of IT service support within an organization.  IT professionals that are working within an organization that has adopted and adapted ITIL who need to be informed about and thereafter contribute to an ongoing service improvement programme  Operational staff involved in Event Management Process, Incident Management Process, Request Fulfilment Process, Problem Management Process, Access Management Process, Service Desk, Technical Management, IT Operations Management and Application Management. This may include but is not limited to, IT professionals, business managers and business process owners. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification: Service Management as a Practice  Service Operation Principals  Processes across the Service Lifecycle pertaining to the capability of Operational Support and Analysis  Specific emphasis on the Service Operation Lifecycle processes and roles included in: Event Management which defines any detectable or discernible occurrence that has significance for the management of the IT Infrastructure or the delivery of an IT service Incident Management which has the capability to bring services back to normal operations as soon as possible, according to agreed service levels o Request Fulfilment which fulfils a request providing quick and effective access to standard services which business staff can use to improve their productivity or the quality of business services and products Problem Management which prevents problems and resulting Incidents from happening, to eliminate recurring Incidents and to minimize the impact of Incidents that cannot be prevented Access Management which grants authorized users the right to use a service, while preventing access to non-authorized users  Operational activities of processes covered in other Lifecycle phases such as: Change Management Service Asset and Configuration Management Release and Deployment Management Capacity Management Availability Management Knowledge Management Financial Management for IT services IT Service Continuity Management  Common Service Operation activities related to Service Operation and Support  Organizing for Service Operation which describe functions to be performed within the Service  Operation and Support such as Service Desk, Technical Management, IT Operations Management, Application Management  Service Operations and Support Service Operation roles and responsibilities  Technology and Implementation Considerations  Challenges, Critical Success Factors and risks.
123991 Wirtschaftliches Bewusstsein 7 hours Commercial awareness is of increasing benefit to us all and the organisations that we work for and / or support in our everyday working lives.   In challenging market and economic conditions, individuals need to have a greater awareness of how an organisation operates at a strategic level and how external influences affect the organisation’s progress.   Increasingly, staff and managers are being asked to take decisions with a strong focus on the external environment and the impact that such changes may have internally.   During this course you will be able to: Apply strategic thinking tools to develop a direction for your team  Translate strategy into action Identify key financial indicators affecting your team or organisation   Introductions and Objectives   Strategic Thinking and Leadership The true nature of leadership – the difference between management and leadership Creating and communicating a vision Strategy, tactics and operations Problem analysis – PESTLE, SWOT, Cause and Effect Creative thinking strategies Finance and Running a Business Income and expenditure The costs of running a business or department Forecasting and reporting Using a balance sheet Profit and loss reporting
25314 Persönliche Effizienz und managen von Meetings 7 hours Audience Managers, Team Leaders and staff members who feel that: They are attending too many meetings Their time is being “stolen” by other people They cannot get to the bottom of their day’s work because of a lack of planning, foresight or prioritisation Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage meetings effectively – respecting the time pressures of those whom they invite to meetings Follow the standard processes for calling, managing and preparing the output of meetings Appreciate more widely some of the ways of managing themselves and their time more efficiently: to work smarter not harder… Understanding Ourselves and Others Understanding that when we ask others to attend a meeting we are imposing upon them our list of priorities What makes us behave the way we do? Are we aware how our behaviour affects others: do they always respond in the way we want them to and in the way that they should? If not, why not…? The Process for Managing Meetings Why is a meeting necessary; what are the alternatives; are any of the alternatives preferable? The process for calling, managing and preparing for meetings: Creating a meaningful agenda covering the objectives for the meeting, the subject(s) to be covered and suggested timings Inviting only the right people – and nobody else Managing the meeting: allowing only relevant contributions (but being careful to differentiate between relevant and irrelevant); keeping to the agenda; keeping to time Creating outputs: not necessarily detailed minutes but, at least, actions points Arranging follow-up meeting(s) Attending Meetings Do I need to attend all the meetings to which I am invited? How do I decide whether (or not) to attend meetings? What justifications do I have for declining to attend? What else am I allowed to do during a meeting related to attendees, subject matter being discussed and timings? Other Personal Efficiency and Time Management Issues Setting Objectives – personal and professional – and keeping to them Work Prioritisation How do I decide what needs to be done? How do I prioritise these activities? Employee-Imposed Time: are my staff and colleagues working for me or am I working for them…? Time Bandits: what else steals time away from me and what can I do about it? E-mails Telephone calls Unplanned interruptions Displacement activities: procrastination… Other things… Effective Delegation Assertiveness: seeking a compromise; learning to say “no” effectively
123929 Einführung in Lean Six Sigma 21 hours The basic tenants of Lean Six Sigma are: Focus on customers and their needs Ensure internal alignment and communication Develop necessary skill sets to improve effectiveness and efficiency Continually assess all process elements for waste and variation Involve everyone  Audiance All employees who will be involved in Lean Six Sigma efforts. Introduction to Lean Six Sigma Learn what Lean Six Sigma is. The basics of Lean Six Sigma. Combining Lean and Six Sigma for a comprehensive improvement strategy. Improvement Methodologies Value stream mapping. Eliminating waste. Incorporating the 5S's. Starting the DMAIC Project Cycle. Supporting Infrastructure Understanding the roles in Lean Six Sigma: the Leadership Team, Champions, Black Belts, Green Belts, Project Teams Application of Lean Six Sigma Lean Six Sigma in manufacturing, the office, order entry, warehousing and distribution, sales and R&D Challenge (Test) Introduction to Lean Six Sigma Test
359679 Efficient Requirement Management using Agile Methods and Agile UML Modeling 21 hours Objective: This training course aims at helping product managers, products owners, business analysts, system architects and developers understand how to efficiently Manage Requirements on the basis of the product vision till guiding developers accurately in implementing them. More in detail, this course aims at assisting product managers in better defining the value propositions of their products on the basis of strategies and stakeholder needs. Business Analysts and product owners understand how to describe requirements of the product backlog then discover appropriate epics and user stories of the system while contributing to the required value creation. Along interactive case study exercises, participants learn how to describe in detail such requirements in order to validate correct understanding of needs and prepare system acceptance tests. Thus, only using a very common and productive UML profile, they learn to structure requirements in order to communicate efficiently with architects and developers through an iterative requirement gathering process. Audience: Product Managers Product Owners Business Analysts Anyone interetsted in the Requirements Management Process Introduction What is the Requirement Management Process ? Why Agile ? Business agility and agile software delivery : Definitions Linking Agile to Business : Business Motivation Model vs. Business Model Canvas, How to effciently use the Value Proposition Canvas for defining the Product Vision ? Business agility vs. agile software delivery principles What is Agile Not ? Impacts of alignment with strategies and capabilities Requirement Management in an Agile Context Scrum Life Cycle : Issues about completeness of requirements and traceability How productive models enhance communication in 'Agile' ? Business Extensions of Agile : Structuring Business Value Contribution of a User Story A Panorama of UML diagrams for modeling requirements Frameworks for tracing requirements toward software implementation and tests The 5 levels planning of an agile project (from Clarifying the Vision and Product Backlog to Tasks… and the Architecture Walking Skeleton) Managing Requirements within Agile Methods (Scrum, DAD) vs. the Unified Process (RUP) Roles, teams, environments Presentation of the Case Study for Structuring requirements and managing them using an iterative process How to describe the business vision and needs via traceable models ? Qualification of the requirements : The Kano model vs. the Value Proposition Canvas Structuring the Vision of the Product on the basis of strategies, environmental forces and trends Value proposition, key activities, key resources, revenue streams and cost structures,  Discovering the business scope of the product using the customer needs, gains and pains Describing business use cases using 'value streams' and 'value stages' Bridging the business scope of the product with expected 'value contributions' Case Study : Describing the vision of the product How to describe user needs via agile use case modeling (epics and user stories) ?  Agile Estimating and Planning Building and managing the product backlog / granularity of requirements Ahead of the sprint planning Creation of the sprint backlog Agile User Story Pattern : system scope (the subject), actors, use cases, user stories, acceptance criteria, the INVEST model The Walking Skeleton using Disciplined Agile Delivery : From Processes to Technology  How to find out epics and user stories on the basis of value streams ? Value contribution of epics and user stories Writing tasks : granularity and size using the SMART model Case Study : Discovering epics and user stories on the basis of value streams Validating and testing correct understanding of detailed specifications  Using an incremental requirement gathering process and the sprint backlog Rules for efficient epic, user story and architecture descriptions Diagrams for validating epics and user story descriptions  How to choose the right diagram ?  Refining features using use cases and relationships modeling Testing correct understanding of requirements using Test-Driven Requirements Given/When/Then structures and Operation Contracts for guiding developers in implementing requirements Coverage analysis and change management Case Study : Validating, testing and communicating detailed requirements to developers Conclusion Steps of efficient requirement gathering and system analysis processes  Traceability between requirements and analysis models  Patterns for gathering and testing requirements  Notice: The above training-mentoring sessions are conducted interactively using examples from Requirement Engineering and Modeling tools in order to ensure good level of traceability between requirements and underlying solutions. Concepts are first explained using basic examples and are then followed by solution drafts to your potential case. After this session, we can also accompany you by reviewing and validating your solutions depending on your needs.
566954 Agile, TDD and Swift 35 hours This 5 day course is for developers who wish to write high quality iOS applications in Swift. This is a hands on course which involves writing a number of increasingly complex high quality applications. Delegates will need to have an Apple copmputer with the latest version of OS X and Xcode installed. Delegates wishing to run applications on real devices, rather than emulators, will need to be registered with Apple as iOS developers and have their devices registered.Agile Why Agile Product Owner The Sprint Scrum Master Finishing a Sprint Writing User Stories Swift Swift Language Memory Management Using Xcode Swift Playgrounds TDD and Continuous Integration OO Refresher Test Driven Development Xcode and XCTest Swift TDD Continuous Integration Xcode Server Adaptive Layout Xcode Adaptive Layout View Controllers Linking controls with IBOutlet More Swift Timers Table Views Data Storage Multiple View Controllers Advanced Features Manipulating Images Animations Mapds Geolocation Workshop Workshop to write a Swift application either individually or in small groups.
359681 SOA Design using TOGAF, BPM and SoaML 21 hours Objective: Helping Business Analysts, architects and designers to understand how to efficiently specify and realize a Service Oriented Architecture on the basis of their business goals and align it to changing business and user requirements. This 3 day training course aims at helping business analysts, architects and designers to learn how to specify and realize a featured Service Oriented Architecture to better deal with changes on the business and user requirements (changing objectives, strategies, tactics, rules, user interactions,...) while capitalizing on the business capabilities. Introduction Pros and Cons of the current development methodologies to support the Business Agility, Objectives of the SOA, Connections between Business Architecture, TOGAF, BPM and SOA, Service Definition and Categories, Service Provider and Consumer Components, Service Contract, Metrics Data Transfer Objects vs. Persistence, Service orchestration, Role of the ESB, Top-Down and Bottom-Up approaches, The Layered Logical Architecture The TOGAF Reference Architecture for SOA, Structure and Typology of Services, Architecture Layers (business, functional, application, technique) in the SOA, Presentation of the main components by layer and traceabilities, Steps for aligning IT to changing business requirements, Business Layer Components of the business layer : objectives Traceability in the Business Modeling using BMM, BPMN and UML standards, From the business goals toward processes using Business Capabilities- the IBM's RUP for SOMA, Alignment of business processes and entities on the changing goals, Service Identification on the basis of Business Capabilities, Case Study : Refinement from the Business Vision toward Processes using goal-driven business capabilities, Language Structures of the BPMN : Good practices, Case Study : BPMN Modeling of the previous business process, From the Business to functional layer : Prepare the Architecture to deal with change using reusable and traceable components, Case Study : Elaborate the business architecture backbone of the Goal-Driven SOA, Functional Layer The role of the functional architecture, Service components of the functional layer : objectives Blocks of an urbanized functional architecture : (zone, square, block) Unit Business Services vs. Composite Services, Service Specification using SoaML « services points » and « request points », Identification and specification of use cases (UC) on the basis of services, Case Study : Complete the business architecture backbone of the Goal-Driven SOA using functional components, Invocation of service and UC components from business process actions, The role of the data transfer objects, Case Study : Propagate change from Business Goals till Components of the Functional Layer, From the functional to application layer, Application Layer Service components of the application layer Building application components on the basis of functional ones, The Business Process Execution Language, BPMN / BPEL Mapping, WebServices: Definition, Soap, WSDL, UDDI, standards XSD generation on the basis of Data Models, WSDL generation on the basis of Service Interfaces, Module and Component Assembly, Case Study : Design Application Use case and Service components on the basis of functional ones, ESB features in SOA, JBI, Services Mix and Integration Patterns, Case Study : Integrate use case and service behaviours into the architecture backbone. Horizontal Aspects QoS, Administration and Supervision, Business Activity Monitoring (BAM), Security and Performance, Agility using SOA Agility: factors and impact analysis, Refactoring, reuse and mutualization (advantages and constraints), Versioning, Governance by Objectives , Benefices of the Goal-Driven SOA, Agility : The Goal-Driven Structure of the SOA to support changes, From the business to IT system capitalizing on Business Objects and Capabilities, Impact of the Changes on Processes and Business Objects, Projection on the IT System : Services and Use Cases to be impacted by the changes, Description of the impact of changes on the Use case and Application Service Component behaviours, Integration of behaviours into the backbone of the Goal-Driven SOA and tests. Conclusion Agility and SOA : synthesis Overview on the steps of the Goal-Driven SOA, Traceability from the BMM's business model structures to IT structures to better deal with changes. Overview on the market products Open Source Products (Service Mix, Mule, Open ESB…), Commercial Products Notice: The above training-mentoring sessions are conducted interactively using Business and IT Modeling tools in order to ensure good level of traceability between business specifications and their execution. Concepts are first explained using basic examples and are then followed by solution drafts to your own problems. After this session, we can accompany you by reviewing and validating your solutions depending on your needs. Provided by GooBiz
234914 ITIL®: Intermediate Lifecycle Stream: Continual Service Improvement (CSI) 35 hours The main target group for the ITIL® Intermediate Qualification: Continual Service Improvement Certificate includes, but is not restricted to CIOs, CTOs, managers, supervisory staff, team leaders, designers, architects, planners, IT consultants, IT audit managers, IT security managers, service test managers and ITSM trainers. Examination costs are not included.Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification: Introduction to Continual Service Improvement  Continual Service Improvement Principles  Continual Service Improvement Process  Continual Service Improvement Methods and Techniques  Organisation for Continual Service Improvement  Technology for Continual Service Improvement  Implementation Considerations  Critical success factors and risks.
124010 BPM Grundlagen 21 hours This BPM training will teach you how to automate and manage a broad range of business workflows. We will examine the automation steps within a typical process in which work items are passed from one participant to another for action, according to a set of business rules. You will obtain first hand guidance on automated monitoring best practices as well as tips and tricks for efficient governance practices.   At course completion,you will be able to: Understand the key terms and concepts in BPM Use major methodologies and techniques for implementing BPM Define the various technologies that support BPM Learn to discriminate between process and rules requirements Map written business cases into process areas and rule sets Understand variations in strategies between rules-centric and process centric approaches Develop business intelligence from process description & rule sets Define rules interfaces that are truly flexible Re-engineer existing system and data process for increased IT productivity Understand agility metrics Introduction Course Objectives Lesson Review Why BPM? Topology of a SOA reference architecture BPM Vendors overview Positioning of vendor tools BPM Overview BPM vs BPMS When to choose a BPMS IT and business must work hand in hand Matching the right technology to your problem Adopting a development model Overview of a BPM system Architecture of a BPM System EAI and B2B aspects Topology and scalability Design tools Deployment tools Monitoring and management The process engine Process definition repository Transaction manager Connector framework Understanding Basic Concepts and Architecture Overview of open standards Overview of the BPEL Standard The BPEL Suitcase Manifest basic concepts of a BPEL Process Manager BPEL Process Manager Implementation Options Example: BizTalk 2006 vs Oracle SOA Suite Administering Processes using Process Monitoring Managing a BPEL Process Platform Administration Interfacing with BAM (business activity monitoring) What about BAS? (business activity services) Adding a Notification to a Process Selecting a Notification Channel Adapter support in a BPMS Adapters for a standards-based environment Selecting an adapter service Configuring a File adapter Supported and bundled adapters The adapter framework OEM adapters Core BPMS features and Interfaces Repository support Database support The Adapter SDK The level of required customisation WS-* standards support Involvement of development languages J2EE containers or .Net? Human workflow solutions BPM as enabler of SOA: Key components Application frontends Basic Services The value of an ESB Using a Repository Increased agility for the business The BPM Board Distributing technology white papers Controlling & measuring improvement processes Managing the repository Setup of a quality gateway The 4 pillars of success Governance and Business strategy The personal perspective Innovation, growth and flexibility Convincing the CEO,CIO, and Business units The past: data/functions vs objects & services The future: core business logic vs process control logic Design implications for Architects Alignment of Business and IT Business Rules Motivations for BRs Basic Concepts Rule Maturity Model (KPI RMM™) KPI STEP™ Principles New Roles of Business and I/T The Business Focus in Business Rules When is a BR Approach Appropriate? New Aspects for Scoping a BR Project Key Elements of a BR Project Plan The Role of a BR Pilot Overview of Mining BRs from Code Choosing the right approach Start at the beginning: the business Definition of business competencies Identifying differentiators and overhead From requirements to components What components should be re-usable? Architecture requirements Reaching vendor independence Roadmap to enterprise renovation Continuous improvements
25320 Personen- und Teammanagement 21 hours Audience Staff who need to be fully aware of the issues surrounding People and Team Management for: Themselves Their colleagues (peers) Their bosses Their team members Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Appreciate how to manage, motivate and develop their team members Manage their internal and external customers and stakeholders Explain how to deal with the difficult situations they may encounter in the office Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? Feedback: how do others see and relate to us? Communication How do we communicate with others? What are the advantages / disadvantages of the various communications media? What do we mean by Effective Communication and how do we achieve it? Our respective thinking and learning styles and how they can be applied to our day-to-day work Management v Leadership What is Management? What is Leadership? What is the difference between Management and Leadership? Analysing Leadership Behaviour Analysing the difference Management Styles – and understand when to use them The importance of Communication – including: Verbal Communication Vocal Communication Visual Communication Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Building a Successful Team What is a Team? The stages of Team Development Goal and Objective Setting Goal Setting – for the company Objective Setting – for the staff Drafting and Aligning Objectives Performance Management Stakeholder Management People and the Service-Profit Chain Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Delegation What is Delegation? The Stages of Delegation Coaching What is Coaching? Using the G R O W model for effective coaching Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them: Competing Collaborating Compromising Avoiding Accommodating Bridging the Gap
24956 Business Rule Management (BRMS) mit Drools 7 hours Dieser Kurs ist für Enterprise Architects, Business und System Analysts sowie Manager, welche Business Rules anwenden möchten. Drools ermöglicht das Schreiben von Business Rules mit fast natürlicher Sprache. Hierdurch wird die Lücke zwischen Business und IT reduziert. Kurze Einführung in Rule Engine künstliche Intelligenz Expert Systeme Was ist eine Rule Engine? Wofür benutzt man eine Rule Engine? Vorteile der Rule Engine Wann sollte man sie benutzen? Scripting oder Process Engines Wann sollten Sie keine Rule Engine benutzen? Strong und Loose Coupling Erstellen und Implementieren von Rules Fact Model Guvnor Spreadsheet Eclipse Domain Specific Language (DSL) Rules durch DSL ersetzen Testing DSL rules jBPM Integration mit Drools Fusion Was ist Complex Event Processing? Kurzer Einblick in Fusion Rules Testing Testing mit Guvnor Testing mit JUnit Integration von Rules mit Applications Invoking rules von Java Code
123917 Management Skills für technische Fachkräfte 28 hours Das Training ist geschaffen für Menschen, die in ihren Arbeitsanforderungen Managementkomponenten haben, und die Fähigkeiten diesbezüglich steigern wollen. In der Regel haben Teilnehmer einen BA degree oder vergleichbares. Priorität gilt den Kandidaten die aus der Zivilbevölkerung kommen. Bewerber sollten in der Lage sein, sich in Vollzeit zu engegieren und sich gut in der mündlichen und schriftlichen Arbeit vorbereiten. Essenziell sind gute schriftliche und mündliche Englischkenntnisse. Menschen managen - psychologische Aspekte Projektmanagement Management von Organisationen Veränderungen managen / Krisen überwinden Human Resource Planning Projektpersonal und Teams organisieren und führen Zeimanagement Finanzmanagement (budgeting & accounting) Fallbeispiele
566958 Marketing for your company: Understand customer, do marketing right 28 hours Understand marketing. Touch your customers´ feelings. Prepare your own plan. Make your marketing and business in line with customer expectations and exceed them. Marketing introduction Historical development Which phase are you in? Drawing your own development Failures Typical marketing failures How to avoid failures Practical excercises Successful stories Analyses of successful companies Inside look Outside look Advertising and brand management What you can learn Customer Customer in the center Meet and know your customer Customer thinking Customer satisfaction Analyses Analyses of your marketing and business Making structure and improvements for your business Creating your own strategy Action Solving small problems Doing right things in the right time Creating your own secrets and difference Extra Be a leader Think like a leader
359680 Object Oriented Design using Design Patterns 14 hours Objective: Helping Technical Analysts and Designers to understand how to go through software implementation of the requirements, ensuring traceability between business specifications and the software code. This 2 day training course aims at assisting technical analysts and designers in designing specifications described by the business analysts. After transformation into software component representations, the resulting system components trace system requirements toward software component structures. Finally, these technical specifications are implemented in software code and tested upon component basis. The resulting software components provide good level of reactivity to changes as they allow to trace separately toward the implementation level the system behaviours layer by layer (from the user interfaces toward business objects layer through the application components where the usage choices of the actors are stored. Introduction What is the System Analysis and Design Process? Place of the Analysis and Design activities in the Unified Process (RUP) A panorama of UML 2 diagrams used in the system analysis and design Frameworks for tracing requirements toward software implementation and tests How to transform requirements into component based analysis specifications? Traceability between requirements and system analysis Advanced notions for representing the system structure and dynamics Refinement of the requirements on both axis Toward the system design using operation contracts Case Study : Definition of the analysis component model of the system How to transform analysis specifications into design level ones? Traceability between system analysis and design Design Patterns for loose coupling and high cohesion of components Definition of the Design level Architectural Backbone of the system (components, ports, interfaces, exchange objects) Design level interaction diagrams to implement operation contracts Case Study : Updating design level component diagram with architectural choices Implementing technical specifications and testing on a component basis Generating design level specifications into an object oriented programming language Deployment of Components on the Physical Nodes Integration and Acceptance tests on the basis of the previous specifications Conclusion Steps of the system analysis and design processes Patterns for ensuring traceability between requirements and the software code Testing requirements on the system architecture Notice: The above training-mentoring sessions are conducted interactively using Requirement Engineering and Modeling tools in order to ensure good level of traceability between requirements and underlying solutions. Concepts are explained first using basic examples and are then followed by solution drafts to your own issues. After this session, we can accompany you by reviewing and validating your solutions depending on your needs.
234912 ITIL®: Intermediate Lifecycle Stream: Service Transition (ST) 21 hours The main target group for the ITIL Expert Qualification: Service Transition Certificate includes, but is not restricted to CIOs, CTOs, managers, supervisory staff, team leaders, designers, architects, planners, IT consultants, IT audit managers, IT security managers, service test managers and ITSM trainers. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification:  Introduction to Service Transition  Service Transition Principles  Management and control of all Service Transition activities  Service Transition Related activities around communications, commitment and organizational change  Organizing Service Transition  Control and coordination of Service Transition technology related activities  Analysis, justification and selection of the implementation approaches, challenges, critical success factors and risks.
25108 WildFly Application Serververwaltung 14 hours This course is created for Administrators, Developers or anyone who is interested in managing JBoss Application Server. This course usually runs on the newest version of the Application Server, but it can be taliored (as a private course) to older versions starting from version 5.1.   Module 1: Installing Core Components Installing the Java environment  Installing JBoss AS Application server features Creating a custom server configuration Module 2: Customizing JBoss AS Services How to monitor JBoss AS services JBoss AS thread pool Configuring logging services Configuring the connection to the database Configuring the transaction service Module 3. Deploying EJB 3 Session Beans Developing Enterprise JavaBeans Configuring the EJB container Module 4: Deploying a Web Application Developing web layout Configuring JBoss Web Server Module 5: Deploying Applications with JBoss Messaging Service The new JBoss Messaging system Developing JMS applications Advanced JBoss Messaging Module 6: Managing JBoss AS Introducing Java Management Extension JBoss AS Administration Console Managing applications Administering resources Module 7. JBoss Drools - Introduction Getting the software Installing the BRMS/Guvnor Installing the Drools plug-in Module 8. Using the Guvnor General Navigation Administration (Rules, Packages, Deployment) Building a Guided Rules with the Guvnor From Guvnor to JBoss IDE Testing your Rules
25382 Management und Team Entwicklung 7 hours Audiance Managers and Team Leaders who need to be fully aware of the issues surrounding the management and development of their staff (direct and indirect reports) Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Understand the different skills required for Managing and for Leading Develop their team in the most-effective way Explain how best to deliver Change in their part of the organisation Manage staff performance better Successfully negotiate their preferred solutions Explain how to deal with the difficult situations they may encounter in the office Leadership v Management The similarities and differences between Leadership and Management. What makes a Great Leader; what makes a Great Manager? Management Styles Organisational Climate Merging Management Styles with Organisational Climate Developing a Successful Team What is a Team? The stages of Team Development How can a manager influence the stages of Team Development…? Performance Management Setting Objectives Managing Individuals’ Performance Coaching for Improved Performance Delegation Feedback as a Performance Management tool Successfully Delivering Change Why Change does (or does not!) work The 9 key change principles The emotional reactions to change Resistance to change – and the benefits of resistance Negotiating for Best Results Communication in Negotiation The importance of Effective Presentations Different Negotiating Strategies Comparing Strategies Building Rapport The 3-phase Negotiating Process Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them Bridging the Gap
24962 Erstellen eines Business Plans mithilfe eines Business Motivation Models (BMM) 14 hours Attendees will learn the principals behind the modeling of business strategy, and the specifics of doing so using the Business Motivation Model from the OMG. Delegates will build a company business plan during the course complying to the BMM standard The Business Motivation Model Overview Key Ideas in the Business Motivation Model Business Perspective Motivation Reaction to Change Separation of Concerns Decomposition Metrics Overview of BMM Structure End Means Course of Action Directive Influencers Assessments Externally-referenced Business Model Elements Organization Unit Business Process Business Rule Associations between Externally-referenced Concepts Common Business Vocabulary Processes Supported by the Business Motivation Model Business Motivation Model Structure Business Planing Process Preparing Vision Market analsyis Creating Ends and Means Business Process mapping Executing the model
24868 SOA für Architekten und Manager - Ein Überblick 14 hours This course has been created for managers and architects planning to implement or currently implementing SOA solutions. It gives the overview of pros and cons of SOA and explains when, why and which part of SOA you should use. Some of the questions the course can answer: What are the benefits of employing SOA What are the risks associated with the SOA approach What are the trade-offs How to assess potential profit with SOA What real business case studies has been already made When and to what extent SOA should be implemented What are simplification and decomposition benefits How to migrate from existing solutions to SOA and why migration to SOA does NOT require rebuilding the whole existing infrastructure How to extend legacy applications with SOA What are the existing SOA suites and platforms A Service Oriented Methodology Introduction to a SOA adoption roadmap Three analysis approaches Service oriented analysis Advantages of SOA Traditional EAI Approach Problems With Traditional EAI Approach Enter Service Oriented Architecture (SOA) We Can Easily Change the Process Changing Flow Using Legacy Approach Replacing an Application Other Advantages Business Advantages Adoption Stages SOA Past and Present From XML to Web Service to SOA How SOA was done before Emerging standards for SOA Compare SOA with other architectures What is service oriented architecture? What is SOA? Creating a common understanding of SOA The evolution of SOA Introducing the concepts of services and SOA Design principles of SOA The relationship between SOA and web services The advantages and risks of SOA Introduction to modelling and UML Why use models with SOA The difference between model and methodology Why use the Unified Modelling Language? Identifying business processes Notation, Patterns and Methodology Which Methodology to choose? Introduction to Business Processes How a collection of services performs a task Simple request response interaction Complex interaction involving many services Need for a coordinator service emerges Birth of orchestration or business process Composing processes using Business Process Execution Language (BPEL) BPM based solutions for orchestration Example business processes Web Services Basic web services elements Core web services standards stack The Importance of WSDL The design of SOAP The use of registries via UDDI The basic concepts of service orientation Distributing Services Across a Network Aligning functional and non-functional requirements The role of Intermediaries in Service Networks Introductions to WS-* extensions SOA tenets Modelling SOA building blocks Using UML to analyse and design interfaces Generating a domain model Implementing and realising Use Cases Showing web service collaboration Usage of communication diagrams Enterprise Service Bus (ESB) Objectives Service Invocation Legacy System Integration Web Services to the Rescue The role of ESB in SOA Security and ESB Process Driven Services Service layer abstraction Introduction to business process layer Process patterns Orchestration and choreography The use of WS-BPEL for process automation Service Oriented Reference Model Reference models and reference architectures The IMPACT SOA reference model and architecture SOA vendors and their relationship with SOA SOA support in .NET and J2EE platforms Layered Architecture The layers pattern Classic three-tier architecture Connecting to the domain layer Linking to the User interface Using packages to decompose a system Avoiding mutual dependencies What is layering and why do we need it? Application service layer Business service layer Orchestration service layer
123950 Grundkenntnisse für Manager (vom Supervisor zum Manager) 28 hours This workshop is designed to help participants overcome many of the supervisory problems they will encounter in their first few weeks as a boss. Dealing with the difficulties a new supervisor encounters isn't easy, but it doesn't have to lead to discouragement.   At this program's conclusion, participants should be able to: Adjust to the role of supervisor with confidence and assurance that they can handle the position. Further develop their skills in listening, asking questions, resolving conflict, and giving feedback to employees. Use a technique for giving employees clear instructions. Employ strategies to deal with personnel challenges such as hostility, complaints, and laziness. Understand the importance of developing good relationships with employees and peers. From There to Here: Making the Transition In the opening discussion, participants will discuss how their role changed when they became a supervisor. They will also work on developing solutions to common concerns of new supervisors such as, "How do I make sure employees recognize my new role and respect my position as a supervisor?" Ready, Set, Go: Setting Goals In this segment, participants will set some SMART goals to help them succeed. They will also discuss the value of short- and long-range planning. Asking and Responding: Knowing How to Question and Answer During this part of the program, participants will learn about and practice active listening skills. They will also practice asking good questions and waiting for the answers to those questions. I Have Something to Tell You: Giving Feedback Giving feedback is one of the most important skills for a supervisor, yet it can be the trickiest and most difficult management task. This segment will help participants master this invaluable skill. Mediation, Please: Managing Conflict Unfortunately, supervisors are often called in to mediate conflicts. Participants will learn two different processes for managing conflict, and then they will practice those processes during this part of the program. Different Types: Dealing with Difficult Employees In this final segment, participants will discuss how to deal with four common types of problem employees: the needy, the lazy, the hostile, and the complaining. At the end of this session, participants should understand the role of supervisor and what it takes to be successful while managing others.
148227 ITIL®: Intermediate Lifecycle Stream: Service Operation (SO) 21 hours The main target group for the ITIL Expert Qualification: Service Operation Certificate includes, but is not restricted to CIOs, CTOs, managers, supervisory staff, team leaders, designers, architects, planners, IT consultants, IT audit managers, IT security managers and ITSM trainers involved in the ongoing management, coordination and integration of operation activities within the Service Lifecycle. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification:  Introduction to Service Operation  Service Operations Principals  Service Operation Processes  Common Service Operation Activities  Organizing Service Operation: Functions  Technology Considerations  Implementation Considerations  Challenges, Critical Success Factors and Risks
566822 Hadoop for Business Analysts 21 hours Apache Hadoop is the most popular framework for processing Big Data. Hadoop provides rich and deep analytics capability, and it is making in-roads in to tradional BI analytics world. This course will introduce an analyst to the core components of Hadoop eco system and its analytics Audience Business Analysts Duration three days Format Lectures and hands on labs. Section 1: Introduction to Hadoop hadoop history, concepts eco system distributions high level architecture hadoop myths hadoop challenges hardware / software Labs : first look at Hadoop Section 2: HDFS Overview concepts (horizontal scaling, replication, data locality, rack awareness) architecture (Namenode, Secondary namenode, Data node) data integrity future of HDFS : Namenode HA, Federation labs : Interacting with HDFS Section 3 : Map Reduce Overview mapreduce concepts daemons : jobtracker / tasktracker phases : driver, mapper, shuffle/sort, reducer Thinking in map reduce Future of mapreduce (yarn) labs : Running a Map Reduce program Section 4 : Pig pig vs java map reduce pig latin language user defined functions understanding pig job flow basic data analysis with Pig complex data analysis with Pig multi datasets with Pig advanced concepts lab : writing pig scripts to analyze / transform data Section 5: Hive hive concepts architecture SQL support in Hive data types table creation and queries Hive data management partitions & joins text analytics labs (multiple) : creating Hive tables and running queries, joins , using partitions, using text analytics functions Section 6: BI Tools for Hadoop BI tools and Hadoop Overview of current BI tools landscape Choosing the best tool for the job
359677 Business Modeling for an Agile Enterprise 14 hours Objective: Helping Business Analysts to understand how to efficiently model and validate their business processes and resources in order to increase business agility of their organization on the basis of their target architecture and changing market needs. This 2 day training course aims at helping delegates to learn how to model their business processes and resources in order to adapt them to changes of their goals, strategies and impacted capabilities as part of the target architecture. On the basis of the key elements of business performance (strategies, tactics, KPI, business capabilities, etc...), delegates learn there how to elaborate a vision centric business process and resource cartography. Then, only using the appropriate BPMN and UML notation adapted to their language, they understand how to adapt them to changing strategies, tactics and policies. Introduction Definition of an Agile Enterprise and its Enterprise Architecture Comparison of the enterprise architecture’s purposes of Zachman, US FEAF /CISR and TOGAF Elements of the Business Architecture for an Agile Enterprise Business Architecture : the missing link between business strategy and enterprise architecture Connections between the Business Architecture, BPM and SOA Business Motivation Model (BMM) vs Enterprise Business Motivation Model (EBMM) and other Business Models, The core structures and relationships in the Business Motivation Model (SWOT analysis, business vision, goals, objectives, missions, strategies, tactics,... ) toward business processes Guiding the Operating Enterprise using Balanced Score Cards, The Business Architecture Views of the OMG : From the Strategy View to the Organizational View throughout Business Capabilities and Processes Process Modeling : Essential elements, best practices Process Modeling with BPMN adapted to the language of business owners and analysts : Basics, Process, Sub-process, Activity, Task, Pool, Lane, Detailed Events and Gateway typology, Synchronization, Connectors, Message Flows, Compensations, Good practices Overview on the Process Modeling, Execution and Monitoring tools Using BPMN and UML to model Business Processes and Business Objects (Resources) Case Study : Refinement of Goals from the Business Vision toward Business Processes and Resources Gaining Agility with Business Process using BPMN and UML 2 How to model business processes to render the underlying IT system more reactive to changes according to TOGAF Architecture Layers ? BPMN, UML and SoaML to support changes on the business process and business object models Updating Target Architecture business models by changing strategies capitalizing on Business Capabilities Case Study : Elaborating an agile process and resource model easy to maintain in face of changes Adapting "business models" to changes of the business requirements Modeling changes on goals, strategies, tactics and business rules How to adapt processes and resources in coherence to such evolutions ? Case Study : Adapting business processes and resources to changing business requirements and rules Conclusion Steps of an efficient Agile Process and Resource Modeling Frameworks for tracing business requirements from the Business Motivation Model elements toward IT structures in order to better govern them in face of change. Notice: In case of "on-site" delivery of such a workshop session, we may also adapt its content and case studies to your needs and business case in order to provide you with a good starting point and roadmap. After this workshop, we can also accompany you through review sessions for validating your architecture solutions conformance to your business needs. Provided by GooBiz
234910 ITIL®: Intermediate Lifecycle Stream: Service Design (SD) 21 hours The main target group for the ITIL Intermediate Qualification: Service Design Certificate includes, but is not restricted to CIOs, CTOs, managers, supervisory staff, team leaders, designers, architects, planners, IT consultants, IT audit managers, IT security managers and ITSM trainers involved in the ongoing management, coordination and integration of design activities within the Service Lifecycle. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification: Management and control of all Service Design activities Management and application of Service Design concepts, inputs, outputs and activities Knowledge of Service Design principles and management of Service Design processes Control and coordination of Service Design technology related activities Justification and control of the organizational and technological issues on Service Design Analysis, justification and selection of the implementation approaches, challenges, critical success factors and risks.
25199 Agile Projekt Management mit Kanban 14 hours Target group: IT Director, Project Manager, Technical Team Leader, Analyst, Software Developer, Tester Learning objective: The purpose of training is to acquire knowledge and practice at workshops  aspects of Kanban and Agile foundations. Introduction to Agile Why Agile? What are the main objectives of Agile? How works mechanisms in Agile? How Agile can help? Command & Control vs. Agile Factory model The functioning of canon The functioning of missile Pillars of Kanban Big Picture Process Concepts behind Kanban Kanban Rules Metrics Flow Diagram + technical practices  Team work Shared responsibility Self-organization Interdisciplinary Benefit the "right" team work Kanban Board How to visualize process? How to create Kanban Board? What are and how to introduce WIP limits? What are and how to introduce Classes of Service? Customer Engagement The most common waste Value Stream Waste Value Stream Mapping Waste analysis Main concepts behind Kaizen (MUDA / MURI / MURA) Bottlenecks analysis Five Focusing Steps   Simulation Simulation game Discussions Advanced topics
123944 Konfliktlösung mit Selbstvertrauen 14 hours Audience Staff who need to be fully aware of the issues surrounding Conflict and how to deal with it with: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Understand conflict and its effect on ourselves and others Define assertive and non-assertive behaviours Appreciate the need for self-management before managing others Develop capability in engaging conflict assertively Build confidence through demonstrations and practical simulations Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? How can we “adapt” behaviour to prevent the causes of conflict or to defuse conflict caused by others? What do we mean by Effective Communication in potential and actual conflict situations? Emotional Intelligence Emotions and their consequences both in creating and in dealing with conflict The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Customer and Stakeholder Management Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Dealing with conflict in Customer and / or Stakeholder interactions Assertiveness Aggressive v Assertive v Submissive Benefits of Assertive Behaviour Confrontation The Confrontational Model – Fierce Conversations The PRO Model: a template for planning and successfully undertaking Fierce Conversations Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them Bridging the Gap
24970 B2B Markenmanagement 7 hours A lot of courses deal with Brand Management but only few of them focuses on Business to Business branding. This course focuses on B2B branding which is substantially different from B2C brand management. B2B Branding Characteristics Differences between B2C and B2B branding B2B brand Relevance Power of the Business Brand B2B Branding Dimensions Brand Distinction Brand Communication Brand Evaluation Brand Specialities B2B Branding Process Brand Planning Brand Analysis Brand Strategy Brand Building Brand Audit B2B Success Stories Samsung IBM Siemens Lenovo Branding Pitfalls Is a brand something you own? Do brands take care of themselves? Brand Awareness vs. Brand Relevance Can Outsiders do your brand job? Branding in Big Picture Corporate Social Responsibility Branding in East Asia Design and Branding Brand Leadership
24968 Überblick über BPM für Manager und Analytiker 14 hours Audience: Managers who want to make decisions related to BPM, Business Consultants, Business Analysts, Business Process Engineers, System Analysts, Anyone who is involved in analysing and planning Business Processes.   Course Goals: How to increase productivity and effectiveness How to increase business process compliance and governance How to make a business process more agile and enable it for a change How to increase ability to scale best practices across a changing organization How to improve communication, cooperation, coordination between teams How to improve visibility of process pipeline How to make operational forecasts more accurate How to increase process throughput How to minimize cost of inputs by leading the process actors through the process, and reduce high quality, expensive staff How to make new hire ramp-up faster, by making new hires following the business process documentation Understanding Business Processes What is a business process Types of business processes Unified Modelling Language (UML) Business Process Modelling (BPMN) Use Cases An Incremental Process for Modelling Process Improvement Lifecycle Putting the team together Integration with the development lifecycle The process improvement lifecycle and Radical vs. incremental improvement Defining Business Processes Business Use Case Diagrams Business Use Cases and Business Actors Modelling Hi-level and Group Processes Business Process Modelling Workshop (case study) Mapping into System Requirements System Use Cases Mapping Actors and Use Cases Mapping Activities Mapping Business Scenarios Mapping Business Workers Mapping the Business Entity Model Mapping Workshop Preliminary Process Assessment External factors Identifying core and supporting processes Setting up improvement targets Identifying customers and stakeholders Business Process Models Pros and cons of different modelling techniques Process model components Intro to use case scenarios Business objects Mapping the workflow Modelling Current Processes Interviews and focus groups Modelling conditions, triggers, events and business rules Levels of abstractions Modelling tips and techniques Knowing when to stop Quantifying Processes Deciding what and how much to measure Measuring customer satisfaction Measuring performance Measuring efficiency Analysing Current Processes Analysing activities Identifying value-added activities Analysing workflow patterns and constraints Dynamic analysis - simulation Identifying areas of improvement Modelling New Process Generating new ideas Documenting alternatives Integrating performance measurement mechanisms Capturing and representing process knowledge Managing the modelling process Putting the New Business Process Models to Work Mapping to systems requirements Policies and procedures manuals Models as tools for change management Process management Selecting Methods/Tools Method evaluation and selection and customization Modelling and simulation tools Workflow management tools Intranets and Extranets Process and knowledge management tools
123964 Essentielle Managementfähigkeiten geschäftsführender Assistenten 28 hours "Essentielle Managementfähigkeiten geschäftsführender Assistenten, Senior PAs und Verwaltungsfachleute" ist ein intensiver, interaktiver Kurs, der speziell geschaffen wurde, um Ihnen ein umfassendes Verständnis für die Fähigkeiten zu geben, die Ihre Effektivität und Produktivität verbessern Sie werden Hauptmanagementtechniken erlangen, die Ihnen helfen werden, Ihre Position sicher auszuüben und Ihren Wert als Arbeitnehmer zu steigern, indem Sie proaktiv zur Gesameffektivität Ihrers Unternehmens beitragen Die wichtigsten Fähigkeiten für ein effektives Management Die nötigen Fähigkeiten für ein effektives Management definieren Was sind die Hauptgründe für Managementversagen? Verstehen, wo Sie Ihre Managementfähigkeiten einsetzen sollten Managementfähigkeiten erlangen, um Ihre Gesamtperormance zu verbessern Effektive Kommunikationsfähigkeiten erlangen Barrieren in der Kommunikation auffinden Aktives Zuhören, um Ihr Verständnis zu verbessern Körpersprache benutzen Ausdrücken, was Sie meinen Umschreiben, um Ihr Botschaft zu verstärken So reden, dass andere Ihnen zuhören und Ihre Meinung und Ihr Wissen respektieren Ein gutes Durchsetzungsvermögen entwickeln, welches heutzutage essenziell in der Businesswelt ist. Was ist Selbstbewusstsein und warum ist es entscheidend für den Erfolg und das Wachstum in Ihre Rolle? Anwenden von Durchsetzungs Techniken, die Ihnen helfen, Ihre Ziele zu erreichen Das Verständnis der Verbindung zwischen Selbstvertrauen und Durchsetzungsvermögen und die Entwicklung beider Fähigkeiten Selbstbewusste Kommunikation und selbstbewusstes Verhalten ohne unflexibel oder agressiv zu wirken. Effektives Zeitmanagement in einer reaktiven unterstützenden Rolle Die Überwindung der Herausforderungen im Zeitmanagement, in Abhängigkeit von den Prioritäten Anderer Ermittlung und Beseitigung von Aufschub, indem Sie verstehen wann und warum Sie aufschieben Sich Zeit nehmen für zwischenmenschliche Interaktionen und Treffen während man sicher geht alles unter einen Hut zu bekommen Auf ein proaktiveres Umfeld hinarbeiten um besser mit der Routine und mit reaktiven Verpflichtungen zu jonglieren. Techniken, um mit einer großen und stetig steigenden Arbeitsbelastung umzugehen. Sichergehen dass Ihre Fortschritte auf die kritischsten Gebiete in Ihrem Job gerichtet sind. Techniken anwenden, die Ihnen helfen, effektiv Prioritäten zu setzen und sich auf die wichtigsten Aktivitäten in Ihrem Unternehmen zu fokussieren. Schaltkreise zwischen managen und machen Grundlagen des Projektmanagements Was für Projekte erfordern ein Projektmanagement? Was unterscheidet Projektmanagement vom üblichen täglichen Management? Geprüfte Projektmanagementtechniken benutzen um nichtroutinemäßige Aufgaben gut zu managen. Projektziele setzen Einen Projektplan bauen der auf die Ziele abgestimmt ist Einen klaren erreichbaren Plan festlegen mit Deadlines und Details. Personal managen um bessere Leistungen zu erzielen Was macht einen guten Personalmanager aus? Die Herausforderung einer effektiven Supervision Einen effektiven Personalmanagementstil entwickeln Flexibilität im Personalmanagement um das beste aus den verschiedenen Stärken der Mitarbeiter rauszuholen. Coachingfähigkeiten die beiderseits Zeit und Frustration ersparen Effektive und schmerzfreie faire Delegation Feedback geben und erhalten um sich kontinuierlich selbst zu reflektieren und Personalmanagement zu verbessern. Personalmanagement, obwohl Sie nur für das Ergebnis verantwortlich sind Wie bekomme und behalte ich die Kontrolle Mit scchwierigen Menschen und Verhaltensweisen umgehen und Konflikte am Arbeitsplatz managen. Zusammenstöße vermeiden indem man mit bestimmten Situationen sofort und effektiv umgeht. Diffundieren von schwierigen Situationen , bevor sie kritisch werden Überwindung der natürlichen Angst vor Konfrontation und Konflikten Eine Win-Win-Situation schaffen, beim Umgang mit shwierigen Menschen Die waren Gründe eines Konflikts herausfinden Verwalten von Emotionen und persönlichen Konflikten Das Problem in Angriff nehmen und eine passende Lösung finden Effektiv mit Stress umgehen Die Untersuchung der Ursachen von Stress und Ihre Anfälligkeit für reduzierte Effektivität Verringerung der negativen Auswirkungen von Stress und Akzentuierung der positiven Die Anzeichen von Stress bei sich und bei anderen erkennen Tips für ein besseres Stressmanagement Möglichkeiten finden in Ihrer Rolle zu wachsen Ihre Zeitlimits und Ihre Fähigkeitenlimits kennen Mit Erfolg und Niederlage umgehen und beides akzeptieren Beseitigung der Barrieren: Ermittlung der Faktoren , die Ihren Fortschritt behindern und Einstellungspläne um diese zu beseitigen oder zu umgehen Proaktiv werden in Ihrer Rolle für stetiges Wachstum Persönliche Wachstumsziele setzen
25282 Projekt Management mit Microsoft Project 14 hours The course participants will learn how to skillfully use the Microsoft Project to create a schedule of tasks, manage resources and monitor the implementation of the various stages of the project. Introduction Definition of the project. The key principles of development projects Model triangle Handling Installing the application Features of Microsoft Project Help Save, search, open the project Basic views Schedule Scheduling rules types of schedules Calendars Project Entering tasks to schedule Editing tasks in the schedule Duration of the tasks Time continuous tasks Estimated time for tasks Priority project and task Correlations between tasks Trail and delay Milestones Visualization tasks in different views Optimize schedule Restrictions on tasks Deadline critical Tasks critical Path Extra time in the project Shortening the critical path Customize views Resources Definition of resources Variable costs of resources One-time costs of enforcement Tables rates Availability of resources Jobs - definition Constants in the equation of work The labor input The allocation of resources Overload resources Balancing resources Costs Fixed costs Cost control The costs of the project, tasks, resources, and labor Realization of the project Methods of implementation of the project Baseline Analysis of the state Analysis of deviations Changes in the project Reports Reports in Microsoft Project Create custom reports Search of data Sorting Data Filters Grouping data
566837 Governance, Risk Management & Compliance (GRC) Fundamentals 21 hours Course goal: To ensure that an individual has the core understanding of GRC processes and capabilities, and the skills to integrate governance, performance management, risk management, internal control, and compliance activities. Overview: GRC Basic terms and definitions Principles of GRC Core components, practices and activities Relationship of GRC to other disciplines   Day One GRC Fundamentals Training Course Overview GRC Capability Model –Introduction GRC Key Definitions Day Two Learn Component Align Component Perform Component Day three Review Component GRC standards and frameworks GRC applications and technology GRC certifications
359676 Leveraging Business Agility - TOGAF 9.1 and ArchiMate 2 in Practice 14 hours Designing your Enterprise Architecture using TOGAF 9.1 and ArchiMate 2 in Practice (2 or 3 days for TOGAF Certified Architects or people that are interested in putting TOGAF in practice using an EA Framework) Objective: This course aims at helping attendees understand how to applyTOGAF 9.1 and ArchiMate 2 in practice to meet the enterprise business goals and strategies. Concepts and techniques explained during the course are progressively applied by the attendees using a case study and different exercises on it. Essential concepts of TOGAF (Reminder) and Introduction to ArchiMate 2 Enterprise Architecture Frameworks, The Architecture Development Method (ADM) of TOGAF and its phases, The Architecture Repository and its evolution on the basis of the ADM phases, Drivers, Strategies, Capabilities, Principles and ViewPoints in TOGAF, Enterprise Continuum to structure the repository and other tools of TOGAF, Governance of the programs and projects: The Architecture Capability Framework, The Enterprise Architecture Governance and its role in the enterprise transformation, TOGAF Corporate EA, IT, SOA and security governance, Architecture and enterprise strategy, Engagement and contracts of the architecture, Realizing Strategies on a Capability basis, Elements of the Architecture Content Framework, Introduction to the ArchiMate modeling language, its meta-models and viewpoints, Case Study: Presentation of the Case Study - an enterprise transformation issue (current state, target state). High-Level organization of the enterprise architecture, Business Transformation : From Drivers, Goals and Objectives to the Architecture Vision Re-formulating the enterprise strategy and its activity domains, Assigning new responsibilities to existing capabilities, Horizontal and vertical impact analysis to ensure coherent deployment of the Target Architecture, Managing the performance level of target capabilities, A tentative impact analysis to elaborate target functions using UML, The business architecture with ArchiMate, its meta-model and motivation viewpoints, Determining business functions using ArchiMate Viewpoints, Risk factors and Mitigation Actions upon business functions, Exercise on the Case Study On the basis of strategies and baseline capabilities, assign responsibilities to existing capability components, make the impact analysis to ensure a coherent future deployment of the target architecture, Plan risk mitigation actions related to business functions. Structuring Capabilities to mitigate risks and analyze Impacts throughout Architecture Layers The application & technology architecture of ArchiMate, their meta-model and viewpoints, Structure Capabilities to track risk mitigation by function, adapt them to changing goals, Align the SOA backbone of the Target Architecture with emerging business functions, underlying services and SLAs, Adapting related Business Process Models to strategic changes, Impact Analysis of changing capabilities until the technology layer, Exercise on the Case Study Structure Capabilities to mitigate risks, Elaborate SLAs for Services exposed by Business Functions, Assess Impacts of changing capabilities from Business till the Technology layer. Modeling the Roadmap, Transition Architectures to Coordinate Implementation Projects Identify components of the potential architecture roadmap : gaps between initial and target technical architecture, consolidated RoadMap to reach the Target Architecture, Transition Architectures and matrices for incremental architecture definitions, Capability Increments for Transition Architectures, Work packages by consolidating gaps, potential solutions and dependencies, Work Packages of Actions to implement capability increments, Management of projects portfolio for assessing business values of the projects on the basis of risks, Coordinating’ Implementation Projects using RoadMap Modeling, Exercise on the Case Study On the basis of the enterprise target architectures previously elaborated, establish the consolidated gap & dependencies matrix and define the work packages, Coordinate Implementation Projects on the basis of business values and appropriate transition architectures to meet constraints of the consolidated target architecture. Plugging Solution Building Blocks into Capability Based SOA Backbone From the Functional Architecture to Service Oriented Architecture, Architecture and solution building blocks, Information flows between services, Constraints upon service components of the technical architecture, Determining expected behaviors from Solution Building Blocks, Plugging Solution Building Blocks into the Capability Based SOA Backbone, Exercise on the Case Study Define the architecture backbone of the SOA building blocks on the basis of capabilities and services Use them to prepare the « plug-in » of solution building blocks components Conclusion Recap on the steps of the Architecture Development Process, a panorama Best Practices for efficient usage of ArchiMate and UML Diagrams throughout TOGAF ADM Provided by GooBiz
234908 ITIL®: Intermediate Lifecycle Stream: Service Strategy (SS) 21 hours The main target group for the ITIL Intermediate Qualification: Service Strategy Certificate includes but is not restricted to CIOs, CTOs, managers, supervisory staff, team leaders, designers, architects, planners, IT consultants, IT audit managers, IT security managers and ITSM trainers involved in the ongoing management, coordination and integration of strategizing activities within the Service Lifecycle. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification:  Service Strategy Principles  Defining services and market spaces  Conducting Strategic Assessments  Financial Management  Service Portfolio Management  Managing demand  Driving strategy through the Service Lifecycle  Understanding Critical Success Factors and risks
123885 Der Scrum Test-Spezialist 7 hours This course is designed for testers, from a traditional test background, who are seeking to find their place in an Agile development environment. There is no specific Tester role in Scrum - there is just the Team. The Team collectively is responsible for the quality of the delivery, including testing, and so the ‘traditional’ Tester role is redundant. However, this course demonstrates how a Team member specialising in testing can add a great deal of value in the Scrum development process. Overview of Agile The Agile manifesto and principles Benefits of Agile Scrum overview and context Scrum Development Process Scrum components – 4 ceremonies, 4 artefacts, 3 roles The Scrum Process Comparison of V-Model to Agile Approach to Software Testing Traditional requirements v User Stories Valuing working software over documentation – what test documentation is needed? Conveyor belt v Collaboration – working in one Team The Contribution of the ‘Test Perspective’ to: The Sprint Review The Sprint Retrospective Backlog grooming and estimation The Test Specialist’s Tool Bag Exploratory testing Automated testing
25164 Kommunikation und Beeinflussung - Für Manager und Teamleiter 14 hours Publikum Personal, welches genau über die Auswirkungen von Kommunikation Bescheid wissen muss und Einfluss hat auf: Kollegen Vorgesetzte ihre internen und externen Kunden und Interessenten Kursmethodik Der Kurs ist interkativ und kombiniert: geleitete Diskussionen Präsentationen Übungen und Fallbeispiele Am Ende des Kurses können die Teilnehmer: einschätzen, ob es notwendig ist, jemanden zu beeinflussen Die Stärken und Schwächen der verschiedenen verfügbaren Kommunikationsmedien verstehen. mit internen und externen Kunden und Interessenten umgehen. wissen, wie man mit schwierigen Situationen umgeht, die im Büro auftreten können. Dieser Kurs ist fast identisch zum Kurs Team Members’ course aber mit folgenden Zusätzen: zusätzliches Modul:Führung vs. Management: Die Gemeinsamkeiten und Unterschiede zwischen Führung und Management. Was macht eine gute Führungskraft aus, was macht einen guten Manager aus? Managementstile zusätzliches Modul: Veränderungen: Warum Veränderung funktioniert bzw. nicht funktioniert Prinzipien der Veränderung Widerstand gegen Veränderung und warum dieser Widerstand gelegentlich hilfreich ist.
24105 WebServices mit SOAP und WSDL - Grundlagen 14 hours Overview of Web Services Why do we need Web Services? Service-Oriented Architecture Principles (SOA) HTTP and XML - what is the whole buzz about? Simple Object Access Protocol (SOAP) Web Service Description Language (WSDL) Universal Description, Discovery and Integration (UDDI) The WS-* profiles - what are these? REST The XML Technology Why XML with Web Services? The XSD Schema Data representation in XML XSLT based XML transformations HTTP / XML Web Services case study The SOAP Messaging Model Namespaces SOAP over HTTP The SOAP Envelope The Message Header The Message Body SOAP Faults Attachments Web Services Description Language Web Services as Component-Based Software The Need for an IDL - history of Distributed Computing Web Services Description Language WSDL Information Model The Abstract Model -- Service Semantics Message Description Messaging Styles The Concrete Model -- Ports, Services, Locations Extending WSDL -- Bindings Service Description Handling Binary Content The WS-I Attachments Profile Using base64Binary MIME Attachments
124014 Balanced Scorecard 14 hours The training is designed to help anyone who are thinking of implementing or working on a balanced scorecard project Measuring Business Strategy Financial Perspective Customer Perspective Internal-Business-Process PErspective LEarning and Growth Perspective Linking Balanced Scorecard Measures to Your Strategy STructure and Strategy Managing Business Strategy Achieving Strategiv Alignment: From Top to Bottom Targets, Resource Allocation, Initiatives, and Budgets Feedback and the Strategic Learning Process Implementing a Balanced Scorecard Management Programme
566894 Project Risk Management 7 hours This course is aimed at Project Managers and those interested in Risk Management within Projects. Identify project risks by using different identification tools Use multiple techniques to identify and document risks Integrate risk management techniques and results into your project plan Perform qualitative risk analysis to prioritize risks for response and monitoring Perform quantitative risk analysis to assess risk to the overall project cost and schedule objectives Incorporate expected value, probability, and distribution into your risk analysis Determine and implement appropriate risk response strategies based on risk analysis Communicate risks effectively to all project stakeholders
566838 Agile Software Testing Overview 7 hours Testing Foundations Artefacts and terminology Fundamental test process  Testing Principles Testing quadrants and test types Collaboration & QA Test automation Tests that guide development Unit testing  Functional testing & acceptance criteria Test-driven approaches Tests that critique the product Exploratory testing  Non-functional testing Test design techniques 
359675 Enterprise Architectures : Prepare your TOGAF 9.1 Certification 21 hours Enterprise Architecture using TOGAF 9.1 - Alternate Durations : Foundation Level : 3 days / Certified Level : 4 days Objective: This training course aims at helping attendees to understand how to execute Enterprise Architecture to meet the business goals using the Architecture Development Method (ADM) and techniques recommended by the Open Group's Architecture Framework. It also helps attendees to be prepared via sessions of questions and responses for taking the two level exams of TOGAF Certification. Concepts explained during the training course are reinforced by examples, exercises and a case study whose solutions are worked out and presented by groups of attendees. Abstract concepts are systematically concretized using illustrations via an EA tool. Introduction to TOGAF 9.1 for the Enterprise Architecture Issues in managing transformation and aligning IT with changing strategies Contribution to the business value Concepts and Terminology for TOGAF 9.1 "Foundation" and "Certification" Exams Managing Transformation Approach for managing transformation according to TOGAF 9.1 Structures and usage of the TOGAF 9.1 Frameworks Roadmap, Transition Architectures Architecture Development Method (ADM) : Scope, phases, objectives, approaches, inputs, outputs, steps Techniques and key deliverables of the ADM Cycle& Organization model, goals, principles, repositories, tools, request vs. statement for architecture work, stakeholder management, views and viewpoints, patterns, business scenarios, gaps, roadmap, migration planning, conformance reviews, etc. Recommendations for adapting the ADM Scope, architecture domains, timing, levels, iterations Architecture Content Framework: Content meta-model, architecture elements, deliverables, artifacts, building blocks Enterprise Continuum: Architecture partitioning, architecture repository, reuse, relationships with the phases of the ADM Reference Models: Architecture base, technical reference model (TRM), integrated information infrastructure reference model (III-RM). Architecture Capability Framework: Architecture governance, architecture board, architecture conformance reviews, architecture skills framework, maturity models. How Archimate 2 complements TOGAF 9.1? Support from Archimate 2.1 to TOGAF Phases, Modeling Elements of the Business, Application and Technology Architectures Viewpoints and inter-relationships between layers : Bridging Goals, Drivers, Requirements, ...toward Work Packages and Transition Architectures Increments Perspectives Tools Application through a case study is done by group members at the end of each appropriate chapter Different Concepts and their relationships are also systematically illustrated using an EA tool Delegates are prepared for their TOGAF Certification Exams using test questions Recap : Review of Concepts regarding TOGAF 9.1 Certification Exams : Levels L1 and L2 Provided by GooBiz
359611 Pi-Projects 2 hours Students, Teachers, or Lecturers A basic workshop conducted on-site using the Raspberry Pi computer. This one-session workshop is intended for people who want to learn the basics of project-computing whilst having a little fun at the same time.
124006 Entwicklung eines effektiven Scrum-Teams mit Teamrollen nach Belbin 7 hours The self-organising Scrum Team is the bedrock of the Scrum development process. An effective team is directly related to more effective delivery of products of value. Belbin Team Roles theory is used worldwide to help create more effective teams, in all kinds of environments. This course is led by a Belbin Accredited Trainer and Certified ScrumMaster. It provides a detailed overview of Scrum and examines how understanding Belbin Team Roles can benefit the Scrum Team. Scrum Overview The Agile manifesto and principles Scrum components – 4 ceremonies, 4 artefacts, 3 roles The Scrum Process Belbin Team Roles The 9 Belbin Team Roles Developing  your individual strengths for team success Understanding allowable weaknesses Understanding Team Roles in the Scrum Activities User Story grooming Backlog estimation Self-organising task allocation Review and retrospective meetings Team Dynamics Understanding how others affect your behaviour Handling difficult people How to deal with missing Team Roles
25162 Kommunikation und Beeinflussung Für Teammitglieder 14 hours Zusammensetzung des Kurses Der Kurs wird interaktiv gestaltet durch: geleitete Diskussionen Präsentationen Übungen Fallbeispiele Am Ende des Kurses haben die Teilnehmer folgende Erfahrung gemacht: Die Wichtigkeit, das eigene Verhalten einzuschätzen bevor sie versuchen andere Personen zu beeinflussen die Stärken und Schwächen der unterschiedlichen verfügbaren Kommunikationsmittel zu wissen mit internen und externen Kunden und Interessenten umzugehen Uns selbst und Andere verstehen Warum verhalten wir uns so, wie wir uns verhalten? Wie können wir einschätzen, ob unser Verhalten angebracht und erforderlich ist, in der Geschäftswelt, und welche Verhaltensweisen sind nicht angebracht. Feedback: Wie sehen andere Menschen uns? Kommunikation Wie kommunizieren wir mit Anderen Was sind die Vor- und Nachteile von den unterschiedlichen Kommunikationsmitteln Was versteht man unter "effektiver Kommunikation" und wie erreicht man diese? unterschiedliche Denkweisen und Lerntypen und wie diese im Alltag angewendet werden können Emotionale Intelligenz Emotionen und ihre Konsequenzen Die Wichtigkeit den "EQ" zu kennen (als Gegenstück zum "IQ") Die 5 Stufen des Kommunikationsmodells von Goleman: Selbstbewusstsein Selbstmanagement Motivation Empathie Sozialkompetenzen Transaktionsanalyse Warum wir auf eine bestimmte Art und Weise agieren und reagieren? WIe bauen wir Kundenbeziehungen auf ? Was sind die Vorteile von echten Bindungen in unseren zwischenmenschlichen Beziehungen? Stakeholder Management Interessentenbedürfnisse Befriedigen Interessentenanalyse:interne und externe Interessenten mit Veränderungen umgehen die 9 Grundprinzipien der Veränderung emotionale Reaktionen auf Veränderung Widerstand gegen Veränderungen und dessen Vorteile
25064 Orchestrating services mit BPEL 21 hours This course will give you a broad overview of all the major BPEL initiatives in the current market. You will have an insight into the possibilities of this exciting technology. By the end of the course you should be able to: Understand the key concepts of the BPEL 1.1 specification Be able to Learn the syntax and semantics of BPEL Understanding the relationship between BPEL and WSDL Gaining experience using BPEL by building a complex application Understanding which BPEL constructs are most appropriate Learn the best practices for developing using BizTalk or Oracle JDeveloper Orchestrating Services web Service basics The evolution of SOAP, WSDL and UDDI Introducing the concepts of service orchestration Design principles of BPEL Components of the design Process design patterns The Scenic tour of Process Theory Pi-calculus Petri nets State machines Activity diagrams BPMN and XPDL Break the process into scopes How scopes are used Variables Scopes and concurrency Scopes and fault handling Transaction rollback Compensation Extending the process with fault handling Define fault handlers for scopes Signal faults to the client Signal faults to partner services Inline fault handling Forced termination Suspended state usage Add a compensation handler Define the scenario for compensation Define a compensation handler Invoke a compensation handler Rolling back a transaction Undoing business events Accept more than one response from asynchronous web services Use pick instead of receive Use pick to signal faults Add timeouts Synchronous vs Asynchronous approach Event-driven approach Add event handler for a scope Message events Alarm events Adding sensors Pick shape usage Event driven Architetcure concepts Use dynamic partner links to invoke partner services Define dynamic links Assigning partner links Chaging partner links Choosing a service from the UDDI registry Understanding correlation Define correlation manually Declare message properties Use of correlation sets More than 2 participants in a correlation Correlation and Asynchronous approach Develop a complex parallel execution of activities Designing concurrency Controlling complex concurrent flows using links Implementing convoys Human workflow integration The newest version of BPEL previewed
25154 Design Patterns 14 hours Es gibt reichlich bewährte Muster, um gut strukturierte objektorientierte Programme zu entwickeln. Manchmal genügt es, den richtigen Namen für ein Konstrukt zu finden, um hunderte von Stunden für Entwicklung und Tests zu sparen. Design Patterns sind ein Satz von Bauteilen und Vokabular zugleich. Lernziele Sie können die bekannten Design Patterns verwenden Sie können eigene Design Patterns in Ihrer Organisation etablieren Sie können abschätzen, wie Design Patterns Kosten sparen und die Softwarearchitektur vereinfachen helfen. Zielgruppe Softwareentwickle und -architekten, Business Analysts, Projektmanager Aufbau des Kurses Der Kurs konzentriert sich auf Anwendungsfälle und ihren Bezug auf ein bestimmtes Entwurfsmuster (Design Pattern). Die meisten Design Patterns sind in UML und einfachen Beispielen in Java erklärt. Bei Bedarf kann der gesamte Kurs auch auf eine andere Sprache übertragen werden. Der Kurs führt Sie durch den Quelltext einzelner Patterns und erklärt wie Sie einen Musterkatalog verwenden können. Einführung Der Ursprung von Design Patterns Patterns und Architekturebenen Beschreibung von Patterns Patterns finden und auswählen Design Patterns zum Erstellen von Objekten Factory Builder Factory Method Prototype Singleton Strukturelle Design Patterns Adapter Bridge Composite Decorator Facade Flyweight Proxy Patterns mit Fokus auf dem Verhalten Chain of Responsibility Command Interpreter Iterator Mediator Memento Observer State Strategy Template Method Visitor Observer Design Patterns etablieren Wann habe ich ein Design Pattern? formelle Beschreibung von Design Patterns Organisation des Musterkatalogs Nutzen von Patterns abschätzen
123927 Einführung in Training mit Lean Six Sigma 21 hours   The course is for executives, managers, project managers and team members who want to know more about Six Sigma concepts and processes, and how to implement the approach in their organization. Key Six Sigma Concepts and Lean Principles Quality/Variability Customer focus Speed Cost reduction Six Sigma versus TQM The Define, Measure, Analyze, Improve and Control (DMAIC) model Key activities Role of Six Sigma Teams DMADV and DFSS Six Sigma improvement models Lean Six Sigma Implementation Roadmap and where to start Assessing current performance Selecting projects
359707 Apache Maven 21 hours According to your profile Maven will help you in your day to day work. As we mention some of the benefits: Developers: As a developer you will be using Maven to create projects, manage the dependencies, compile your code, run your tests, deploy your components … Maven will become part of your every day development tools. Technical lead profiles: Integrating Maven as a build tool will have significant impact on the project:  Managing dependencies will become easy (Maven dependency management) Complex builds will be significantly simplified (Maven build profiles) The project architecture will be managed smoothly (inheritance and multimodule projects) …. Project Managers: Maven will enforce standardization and collaboration: “Project Object Model” is the standard Maven introduces for projects Maven uses build lifecycles for developers to compile , test and report, deploy Maven repositories will act as a common store and gather releases and third party libraries …. Release Managers: Maven repository managers will act as highly configurable proxies between your organization and public Maven repositories they also provide an organization with a deployment destination for your builds. This course is a sequence of theory and hands on practice. A multimodule project is developed throughout the session and all the introduced concepts are apprehended by the graduates.  Introducing Maven Why Maven o Maven’s objectives  Key features Comparing Maven and Ant  Eclipse IDE and Maven installation Getting started Project specification Creating the first modules Project directory structure First concepts Project coordinates Maven repository The POM Build Lifecycle, plugins and goals Clean lifecycle Default lifecycle Site lifecycle Package specific lifecycles Common lifecycle goals Site generation Building a project site Customizing the site descriptor Site directory structure Project documentation Unit test and reports (Surefire Report Plugin) Goals Usage  Using JUnit Dependencies Maven's Dependency mechanism Dependency Scope Viewing Dependencies Transitive Dependencies Conflict resolution Dependency management Properties Maven properties Project Properties Settings properties Environment variable properties User defined properties Resource filtering Build profiles Build portability Override a POM Profile activation External profiles Settings profiles More about the POM POM Inheritance Multimodule projects POM Best practices  Repository management Nexus and the enterprise Repository Using Nexus Configuring Maven for Nexus Nexus configuration Repository operations
566839 MODAF Overview and Modelling the Enterprise 21 hours This course is delivered in 2 modules: First module enables students to gain an overview of the use of MODAF to support acquisition. Secong module provides an in-depth description of the MODAF views and how they are used in the development of an architecture. It describes how the 6-step process is applied and how information gathered from stakeholders is interpreted within the MODAF model and represented in user-focussed views. Module 1 – Introduction to MODAF (½Day) Explain the benefits of a model-based approach Describe how MODAF provides graphical and textual visualisations of the enterprise (Viewpoints) Describe how MODAF ensures coherence between views (M3 metamodel) Describe the MODAF Viewpoints Describe how MODAF Views combine to describe enterprise change requirements Describe the MODAF 6-step approach Module 2 – MODAF, Modelling the Enterprise (2 ½ Days) Describe how to scope an EA problem and develop an initial AV-1 Describe the purpose and structure of each of the MODAF Views Explain  how a MODAF-based architecture can: Describe the context of an enterprise Express operational capabilities and their metrics and map these to solution elements Express capability within an operational context and the processes that achieve the business or mission goal Describe elements of an enterprise from an SOA Viewpoint Describe how solution resources can be composed to realise capabilities or deliver services Describe the functional behaviour of solution resources Model system data and express how system level data exchange requirements can be mapped to operational information exchange requirements Specify system ports, the routing of port connections, protocols and hardware specifications Describe how architecture models can be enhanced using navigation views and dashboards
359674 Introduction to Enterprise Architectures 14 hours Objective This training course aims at helping attendees to understand the most used Enterprise Architectures and rules to follow up in their construction to succeed with an appropriate architecture scenario for their organisation. Thanks to the selection of appropriate architecture layers, components and traceability links that are to be established from the business layer to the technical layer, the resulting enterprise architecture framework allows you a good impact analysis in the face of evolutions of the business decisions and anticipates mutations of the corresponding information system components. Why Architecting the Enterprise? Introduction : Current issues in the Enterprise and IT governance Legacy Systems and evolution needs Business Architecture and Enterprise Architecture : similarities and differences The fundamentals Architecting the Enterprise : the principles Strategic Alignment Business and IT Repository Logical Architectures n-tiers Application technologies : ERP, SCM, webportail, Integration architectures and Services Architectures : EAI and ESB Service Oriented Architectures : Roles of the BPM and BAM Enterprise Architecture Strategies and Methodologies "As is" and "To be" system cartographies : How to determine the roadmap ? Structures to better align IT with the Strategies ? What is the approach ? What are links with the development processes ? Enterprise Architecture Content Framework Identifying the business functions of the enterprise Cartography of the actors and business functions Aligning business strategies Patterns to architecting the IT system Zones, squares and blocks Identifying Exchanges using services and events Modeling inter-block exchanges and data objects to support business process realizations Building the repository and data architectures The Master Data Management (MDM) Granularity Management Modeling Languages Definition of the meta-model and architecture rules Elaborate the Enterprise Architecture Repository Architecture Cartography Reference Layers Business, Functional, Application and Technical Layers Links between the Strategic and Business Views Traceability between the Business and Functional Views Traceability between the Functional and Application Views Bridges with the Technical View Contribution of an 'Enterprise Architecture' to create value Contribution to the business value Best Practices The Enterprise Architecture Roadmap Perspectives Tools Business Process and Cartography Management tools Presentation on a case study Notice: The above training-mentoring sessions are conducted interactively using Business Modeling tools in order to ensure good level of traceability between business specifications and their execution. Concepts are first explained using basic examples and are then followed by solution drafts to your own problems. After this session, we can accompany you by reviewing and validating your solutions depending on your needs. The logos BMM, BPMN and UML referenced on this site are trademarks of the Object Management Group (OMG). The RUP and SOMA are rademarks of the IBM / Rational Software. TOGAF and Zachman are respectively trademarks of the Open Group and Zachman International
148177 Activiti für Business Processes Designers (Prozessgestaltung) 21 hours Einführung Kurze Einführung in BPMS Lizenz Downloaden und Installieren Activiti API Process Engine API und Services Exception strategy Arbeiten mit Activiti Services Anwendung des Prozesses Starten einer process instance Completing tasks Suspending und Aktivierung eines Prozesses Query API Ausdrücke Unit testing Debugging unit tests Process Engine in einer Web-Application Deployment Business archives Deploying programmatically Deploying mit Activiti Explorer Versioning von process definitions Bereitstellung eines process diagram Erzeugen eines process diagram Category BPMN 2.0 Einführung Was ist BPMN? Definieren eines Prozesses Zum Start: Tutorial (10 min) Vorkenntnisse Ziele Fallbeispiel Prozessdiagramm XML representation Starten eines process instance Task lists Claiming der Task Vervollständigung der Task Prozess beenden Code Überblick zukünftige Verbesserungen BPMN 2.0 Konstrukte Maßgeschneiderte Erweiterungen Events Event Definition Timer Event Definition Error Event Definition Signal Event Definition Message Event Definition Start Event None Start Event Timer Start Event Message Start Event Signal Start Event Error Start Event End Events None End Event Error End Event Cancel End Event Boundary Events Timer Boundary Event Error Boundary Event Signal Boundary Event Message Boundary Event Cancel Boundary Event Compensation Boundary Event Intermediate Catching Events Timer Intermediate Catching Event Signal Intermediate Catching Event Message Intermediate Catching Event Intermediate Throwing Event Intermediate Throwing None Event Signal Intermediate Throwing Event Compensation Intermediate Throwing Event Sequence Flow Beschreibung Graphical notation XML representation Conditional sequence flow Default sequence flow Gateways Exclusive Gateway Parallel Gateway Inclusive Gateway Event-based Gateway Tasks User Task Script Task Java Service Task Web Service Task Business Rule Task Email Task Mule Task Camel Task Manual Task Java Receive Task Shell Task Execution listener Task listener Multi-instance Compensation Handlers Sub-Processes and Call Activities Sub-Process Event Sub-Process Transaction subprocess Call activity (subprocess) Transactions and Concurrency Asynchronous Continuations Exclusive Jobs Process Initiation Authorization Data objects Forms Formulareigenschaften External form rendering History Querying history HistoricProcessInstanceQuery HistoricVariableInstanceQuery HistoricActivityInstanceQuery HistoricDetailQuery HistoricTaskInstanceQuery History configuration History for audit purposes Eclipse Designer Installation Activiti Designer editor features Activiti Designer BPMN features Activiti Designer deployment features Extending Activiti Designer Activiti Explorer Process diagram Tasks Start process instances My instances Administration Reporting Changing the database Activiti Modeler Model editing Importing existing models Convert deployed definitions to a editeable model Export model to BPMN XML Deploy model to the Activiti Engine REST API General Activiti REST principles Deployment Process Definitions Models Process Instances Executions Tasks History Forms Database tables Engine Runtime Jobs Users Groups Legacy REST - General Usage Repository Engine Processes Tasks Identity Management  
124024 Eine Einführung in die Scrum Team Role 7 hours Dieser Kurs ist eine umfangreiche Einführung in die Welt des Scrum für alle angehenden Mitglieder des Scrum-Teams (Analytiker, Entwickler, Tester etc), die ihre Effektivität als Scrum-Mitglied steigern, aber weder Scrum-Master noch Product-Owner werden möchten.  Für diejenigen, die ScrumMaster werden möchten, gibt es auch eine gute Einführung in den Scrum Alliance Certified ScrumMaster syllabus Überblick agiler Vorgehensweisen Vergleich agiler zu traditionellen Vorgehensweisen Das agile Manifest und Prinzipien Vorteile von agilen Vorgehensweisen Scrum Überblick und Zusammenhang Scrum Entwicklungsprozess Scrum Komponenten – 5 Aktivitäten, 4 Artefakte, 3 Rollen The Scrum Prozess User Stories Was sind User Stories? Story grooming Effektive Teamarbeit Prinzipien der Selbstorganisation Techniken für effektivere Teamarbeit Aufwandschätzung Prinzipien der Aufwandschätzung  Aufwandschätzung durch das Team mittels Planning Poker
25443 Coaching-Kompetenzen 7 hours Publikum Personal, welches Coaching von höchster Qualität liefern muss an einzelne Mitarbeiter ihrer Teams an ihre Teams an Menschen die nicht direkt zu ihrem Teams gehören aber ihren unabhängigen Input schätzen Kursformat Eine Kombination aus: geleiteten Diskussionen Coaching Sessions mit Feddback Am Ende des Kurses können die Mitarbeiter: Coaching definieren; und detailiert den Gebrauch von Coaching erklären um Einzel- und Teamperformance zu verbessern; particularly bedeutende Coachingsessions liefern Coaching definieren Klarheit darüber bekommen was Coaching bedeutet und warum es genutzt wird Coaching als eine Disziplin um Einzel- und Teamperformance zu verbessern Coachingmodelle Einführung in das GROW-Modell G = Goal: Das Ziel, welches man erreichen möchte definieren R = Reality: Eine ehrliche Beurteilung der aktuellen Situation O = Options:Was kann getan werden um eine Veränderung zu erzielen; W = Will: Ist der Wille da, dies durchzumachen? Berücksichtigug aller beeinflussenden Faktoren: Visionen in Realität verwandeln Messbare Ergebnisse liefern Effektive Entscheidungen treffen Mit der Veränderung umgehen Verständnis dafür entwickeln, dass sich die Dinge manchmal erst verschlechtern müssen, bevor sie besser werden können Ein erfolgreicher Coach werden Wie verhält sich ein Coach? Was tut ein Coach? Die Verbindung zum Performance Management Zielsetzung, und verstehen, was erwartet wird Mit Erfolg und Misserfolg umgehen Die Ursachen für Misserfolge anerkennen (welche nicht imemr etwas mit dem Aufwand des Einzelnen zu tun haben muss) Coaching und Feedback: Verbindungen und Unterschiede Coaching in der Praxis Geleitete Coachingsessions in einer Gruppensituation, um Feedback zu erhalten; dann in Coachingpaaren, um die besprochenen Coachingmodelle anzuwenden.
25092 Managen von Geschäftsprozessen mit ProcessMaker 14 hours ProcessMaker is an Open Source BPM software application. It is a light weight, fully web based tool written in PHP, which can compete with expensive enterprise solutions. This course presents you with how to implement process management using ProcessMaker, focusing on how to create a process definition, define roles, groups and users, and start a process from an external application. BPM Quick Overview What is BPM and how can it be implemented? BPMN and other standards ProcessMaker and other tools ProcessMaker Basics Managing Users Managing Processes Process Map DynaForms DynaForm Fields Dependent Fields Managing Cases Reports on ProcessMaker ProcessMaker Advanced Process Supervisors Sub-Process Case Tracker Web Entry Conditional Notifications Process Permissions PM Tables Events Remote access with WebDAV ProcessMaker Integration Invoking web services from ProcessMaker Using ProcessMaker web services
123977 Kundenbeziehungsmanagement (CRM) 7 hours Course Aims This Customer Relationship Management (CRM) course is designed for those in a sales or business development role to improve existing customer service skills and develop new techniques to enhance customers' experience.   Course Objectives:   At the end of this course you will be able to: Enhance existing customer service skills and develop new techniques to improve your customers’ experience Understand your own impact on customers and identify ways to improve it Understand the characteristics of ‘The Likeable Organisation’ and apply them Utilise a ‘toolkit’ that will enable you to build customer relationships Measure the importance of CRM for business success Identify how effective CRM will improve business performance Learning Outcomes At the end of this course you will: Have an action plan to implement on your return to work, enabling you to apply your learning with immediate effect and improve your performance in managing customer relationships Assess your own impact on customers and will have identified ways to improve it Have a “toolkit” that will facilitate the building of effective customer relationships, where the customer views you as a strategic partner Be able to identify how effective CRM will improve business performance   Customer types and Existing Customer Relationships “The Likeable Organisation”  CRM Toolkit Identifying Cross Selling Opportunities Achieving CRM  Individual action plans to improve results 
124002 Business Analyse, BABOK V2.0 und IIBA Zertifizierungsvorbereitung 21 hours Summary: A business/systems analyst solves business problems by designing information systems which execute the strategy defined by the business. These IT solutions generally achieve one of the following goals for the business: implement a new business process, increase efficiency and productivity of existing business processes, or reduce operating costs of existing processes. This course is intended for Business Analysts including those who may want to go on and prepare for an IIBA Certification (CCBA or CBAP) and is consistent with the framework outlined by the BABOK® Version 2.0 Objectives: Identify the critical principles, activities, tasks, and techniques outlined in the BABOK® V2.0 Understand the core knowledge areas, activities, tasks, deliverables, and their relationships: Key Definitions: BABOK® (Business Analysis Body of Knowledge) Standard for practice of business analysis and serving as a framework describing the tasks that must be performed. CCBA® (Certified of Competency in Business Analysis) A certification offered through the International Institute of Business Analysis (IIBA) requiring passing a test based on the BABOK® only after application approval which is based on education and experience. CBAP®(Certified Business Analysis Professional) A certification offered through the International Institute of Business Analysis (IIBA) requiring passing a test based on the BABOK® only after application approval which is based on education and experience. Introduction to IIBA Certification Overview of certification process & requirements BABOK® Framework Knowledge Areas Business Analysis Planning & Monitoring Overview, Inputs and Outputs Planning the Requirements Approach Identifying and Analysing Stakeholders Deciding how Requirements will be Managed and Traced Estimating BA Activities Planning of BA Communications Determining Requirements Metrics for Monitoring and Reporting Techniques for Planning Requirements Elicitation Overview, Inputs and Outputs Prepare for Elicitation Conduct Elicitation Activity Document Elicitation Results Confirm Elicitation Results Techniques for Elicitation Requirements Management and Communication Overview, Inputs and Outputs Manage Solution Scope and Requirements Manage Requirements Traceability Maintain Requirements for Re-Use Prepare Requirements Package Communicate Requirements Techniques for Requirements Management and Communication Enterprise Analysis Overview, Inputs and Outputs Define Business Need Assess Capability Gaps Determine Solution Approach Define Solution Scope Define Business Case Techniques for Enterprise Analysis Requirements Analysis Overview, Inputs and Outputs Prioritise Requirements Organize Requirements Specify and Model Requirements Define Assumptions and Constraints Verify Requirements Validate Requirements Techniques for Analysis Solution Assessment and Validation Overview, Inputs and Outputs Assess Proposed Solution Allocate Requirements Assess Organizational Readiness Define Transition Requirements Validate Solution Evaluate Solution Performance Techniques for Solution Assessment and Validation Underlying Competencies Analytical Thinking and Problem Solving Behavioural Characteristics Business Knowledge Communication Skills Interaction Skills Software Applications
566792 Kanban Management Professional 1 16 hours Kanban Management Professional 1 (KMP1) is a highly interactive two-day course accredited by the Lean Kanban University (LKU). It combines teaching, group discussions and a fully immersive simulation to illustrate how the Kanban Method helps individuals, teams, and organisations to manage and improve the delivery of products and services to their customers.   The Kanban Method provides pragmatic, actionable, evidence-based guidance for successful evolutionary change. It starts with what you do now and pursues evolutionary change while respecting current roles, responsibilities and job titles, and encouraging leadership at all levels. This allows organisations to evolve business processes gradually, define and use relevant metrics to measure progress, and significantly reduce the risks associated with complex change programmes.   You will leave this course with knowledge of the Kanban principles and general practices, and skills that will enable you to apply Kanban with confidence in your organisation. What Will You Learn? - Identify internal and external sources of dissatisfaction - Analyse demand vs capability - Model the knowledge discovery process - Design kanban systems and their visualisations - Identify and prioritise improvements - Choose cadences for activities - Identify classes of service What Will I Receive? Two days of high quality training with Michael Chik who has 20 years of experience in software development. During the course, refreshments and lunch will be provided. You will also receive: Course materials (print & electronic) Electronic copy of the book "Kanban - Successful Evolutionary Change for Your Technology Business" by David J. Anderson Membership of the Lean-Kanban University (LKU) Lean-Kanban University (LKU) certificate of course completion Who Is This Course For? Anyone who is involved in product development or knowledge work. This includes but is not limited to the following: Programme and delivery managers Product and project managers Product developers, software developers and testers People working in operations or support Business analysts High-level management Anyone interested in implementing Agile in their organisation   Day 1 Introduction to Kanban Definition of the Kanban Method Kanban in action: immersive Kanban simulation Using a kanban system: practical lessons from the simulation Day 2 Introduction to STATIK: Systems Thinking Approach To Introducing Kanban Identifying internal and external motivation for change Demand analysis for different types of work Mapping the workflow Discovering different classes of service Choosing system replenishment and delivery frequencies Designing a kanban system To improve your learning experience this course uses non-technical exercises, simulations, a case study and discussions organised in small groups.
359673 Business and IT System Agility using Standards 7 hours This introduction seminar provides you with an overview on the business and enterprise architectures as well as methodologies that are used worldwide by the organizations to increase their business and IT System agility. In particular, this seminar aims at helping you to understand frameworks that are used across the world to align ITs with the changing decisions and allows you to evaluate appropriate techniques to apply in your own organization. Introduction Pros and Cons of the current development methodologies to support the Business and IT Agility, Business Architecture : "The missing link between the business strategy and the business architecture" (OMG), Connections between the Enterprise Architectures (TOGAF, Zachman), Business Architectures, BPM, IT and System Engineering Architectures. The "Goal-Driven" structures of the Business Motivation Model (business vision, goals, objectives, missions, strategies, tactics, business rules) and their relationships toward business processes, Refinement from the Enterprise Vision toward Business Processes, Steps to align IT to the evolutions of the business needs. Gaining Agility : From the Business to IT and System layers capitalizing on Capabilities Preparing the Enterprise and IT System Architectures to support changes : The Goal-Driven Structures from the Business to the IT System layers, The Backbone of the Service Architecture structured by capabilities and functions, How to model evolutions on goals, strategies and principles, How to propagate changes from business requirements toward IT components (examples are given on the presentation case study). Impact of the changes upon the Business Processes and Business Objects (Ressources) The BPM : Aligning business processes, responsibilities of their participants and business objects in coherence with strategic changes, Integration of these modifications into components of the business process cartography. Impacts on the IT System Components The Goal-Driven Structures of the System backbone to support changes, How to identify Services (or System functions) and Use Cases that have to be impacted by the changes, How to describe impacts of the change on the behaviours of Service (or System functions) and Use case components, Integration of these evolutions into the SOA (or System Functions) backbone to prepare test cases (examples given on the same case study). Conclusion Steps of an efficient Agile Enterprise / System Architecture Development Methodology, Traceability of the business requirements toward IT System structures in order to better govern them in face of change. Notice : The above training-mentoring sessions are conducted interactively using Business and IT Modeling tools in order to ensure good level of traceability between business and IT specifications. Concepts are explained first using case study examples and may then be followed by solution drafts to your own problems during or after these sessions. We also can accompany you by reviewing and validating your solutions depending on your needs. Minor changes may be brought to their contents depending on the evolutions of these standards and commercial strategies.
145214 Drools Rules Administration 21 hours Dieser Kurs richtet sich an Systemadministratoren, Systemintegratoren und Application Server Administrators, usw. Wir verwenden die neueste Version von Drools in diesem Kurs, aber ältere Versionen sind auch möglich, falls dies vorher abgesprochen wurde. Drools Administration Kurze Einfürung in Rule Engine Künstliche Intelligenz Expert Systems Was ist eine Rule Engine? Wieso sollte man eine Rule Engine nutzen? Vorteile einer Rule Engine Wann sollte man eine Rule Engine nutzen? Scripting oder Process Engines Wann sollte man eine Rule Engine NICHT nutzen? Strong und Loose Coupling Was sind Rules? Wo was zu finden ist Managen von Rules in einer jar file Git repository Exetuting rules von KIE (vorher bekannt als Guvnor) Managen von BPMN und workflows files Moving knowledge files (rules, processes, forms, work itmes...) Rules Testing Wo man Tests speichern sollte Wie man Tests ausführen sollte Testing mit JUnit Deployment Strategies Rules von Java Code Integration via files (json, xml, etc...) Integration via web services Nutzen von KIE für Integration Administration von Rules authoring Packages Artifact Repository Asset Editor Validation Data Model Categories versioning Domain Specific Lanagues Optimieren von hardware und software für rules execution Multithreading und Drools Kie Projektstrukturen Lifecycles Building Deploying Running Installation und Deployment Cheat Sheets Organization Units Users, Rules and Permissions Authentication Repositories Backup und Restore Logging    
123987 Corporate Governance 7 hours Audience All staff needing a working knowledge of Corporate Governance for their organisation Format of the course A highly-interactive combination of: Facilitated Discussions Slide Presentations Examples Exercises Case Studies The Background to Corporate Governance Definition of Corporate Governance The History of Corporate Governance Importance of Corporate Governance Corporate Governance around the world Who needs to be involved in a Company’s Corporate Governance? The Duties and Responsibilities of the Company’s officers (including Directors) Corporate Governance principles related to: Organisational Structure (hierarchy) Shareholders and Stakeholders Board responsibilities Integrity Disclosure / Transparency Management Committees and their responsibilities including: Compliance and Audit Committee Remuneration Committee Nomination Committee Credit (Finance) Committee Others as required Controls and Policies Internal and External controls and regulation Self-regulation by Board / Management (monitored through Management Committees) Enforcement Rules (mandatory) v Principles (optional) Government Regulations Codes and guidelines Policies to be established including: Financial Crime – AML, KYC etc. Whistle-blowing Complaints Handling Risk – financial / operational Corporate Responsibility Staff (including Health and Safety)
24878 Scrum Product Owner 7 hours This course is for: Product owners, managers, or anyone interested in Agile planning and estimating techniques. The course, Scrum Product Owner (SPO), utilizes a combination of presentations, discussions, and hands-on exercises explaining and demonstrating through practice. It illustrates what it is like to take on the role of an Agile team. The course covers all aspects of a product owner's involvement in an Agile product's life-cycle, such as gathering requirements rapidly, writing user stories, estimating story points, tracking, release planning, reporting, forecasting, scaling, and so on. How to be an effective Product Owner The Duties, Rights, Privileges The Promoting self-organizing teams How to Write User-Stories (Agile requirements) Establishing and Knowing your stakeholders Looking at Planning for quality Addressing Story points Discovering the Business value How to manage an Agile product throughout the Software Development Life Cycle The Creation and prioritizing of the Product Backlog Sizing and Estimation Looking at Effective team communication How to Monitor, progress and look at forecasting Reporting Scaling Agile Release Planning and Tracking
24854 Strategisches Planen in der Praxis 14 hours This training course has been created for investors, business owners, directors, managers, executives and analysts who need to develop strategic planning skills. It is not designed for academic purposes, but to start realizing your dreams today. This course focuses on strategic planning for businesses in which flexibility and constant learning is the most important thing. The main emphasis is corporate and investment strategy using current real-world examples. Each course member will have the opportunity to create a strategic plan and learn how to implement it in practice. Strategic Planning Overview Strategic planning - why, when and what for? When is strategic planning not desirable? Strategic Analysis Strategic Planning Levels Corporate Strategy SBU/Business and Division Strategy Operational Strategy Creating the Strategic Plan Vision Mission Values and behaviours Goals, tasks and responsibilities Methodologies Creating tasks using the SMART framework Business Motivation Model Quick overview of the standard Software supporting Strategic Planning process Strategy Implementation Information systems Assigning tasks Employee motivation Strategic planning as an On-going Process Who should be responsible for strategic improvements? Strategic planning as an On-going Process Who should be responsible for strategic improvements? Using Business Motivation Model software to keep your strategy up to date How to relate your processes to your business plan Importance of Business Process Management (BPM) Balanced Scorecard and performance measurement
359635 Managing Projects using Waterfall and Agile Techniques 14 hours This 2 day course is suitable for any IT professionals who are interested in using the Waterfall model and how people have traditionally tried to deal with its shortcomings - including, but not limited to, Agile approaches. The aim of the 1st day is to give an overview of these approaches enabling you to decide what might suit them in your environment. The 2nd day looks at project management techniques and good practices that have been identified from Agile, and which can be applied in a Waterfall or Agile context.Day 1 - Managing Software Projects in a Waterfall Context 1. Introduction to Waterfall a. Historical Context Winston Royce Background in manufacturing processes b. Waterfall stages Requirements gathering Design Implementation Verification Maintenance c. Waterfall challenges Handling change Distance between business knowledge and implementation Storing risk to late in the lifecycle Prioritisation of scope d. Summary of reactions to Waterfall model Embrace – Waterfall approaches, eg SSADM Cope – V-Model Adapt – Incremental Reject – Agile Enhance – Lean 2. V-Model coping strategies for Waterfall delivery a. Early verification and validation Cost of finding late Reviews and inspections Static analysis b. V-Model test stages Unit/Unit integration System System Integration Acceptance c. V-Model benefits Increased end-user involvement in verification Early risk mitigation 3. Adapting Waterfall with Incremental approaches a. Types of Incremental approaches Pre-planned  Parallel, RAD Evolutionary, RUP b. Incremental delivery principles Product increments Proto-typing Timeboxing c. Benefits of incremental delivery Increased user involvement in decision making Early return on investment Reacts to change  4. Rejecting the Waterfall model in favour of Agile a. Agile Essentials Agile Manifesto Agile Principles b. Introduction to Scrum, the most popular Agile framework Iterative delivery Collaborative working Just in time documentation Adaptive planning c. Benefits of Agile Increased user involvement throughout process Empowered development team Rapid return on investment Greater ability to react to change Reduce nugatory development 5. Enhancing Waterfall with Kanban delivery a. Lean and Kanban  History of Lean delivery  History of Kanban Principle of reducing waste b. Introduction to Kanban The Kanban board Managing work-in-progress c. Benefits of Kanban Greater ability to react to change Rapid return on investment Reduce nugatory development Day 2 - Agile Project Management Techniques 1. Empirical Process Control a. Inspect Demonstration Retrospection b. Adapt Adaptive planning Continuous improvement c. Transparency Stakeholder involvement Contract negotiation Just in time documentation 2. Managing requirements a. Backlogs Product Release Sprint b. Backlog Items User Stories Defects Requirements specifications c. Risk Adjusting Backlog for risk Risk burndown 3. Estimation and control a. Timebox planning Release planning Iteration planning Daily communication b. Prioritisation techniques MoSCow Value based Other techniques c. Estimation techniques User story grooming Planning Poker 4. Delivery management a. Iterative delivery Team velocity Rapid return on investment b. Information radiators Scrum wall Burn-down chart 5. Team management a. Associative leadership ScrumMaster as facilitator Role of the traditional project manager b. End-user involvement The single decision maker - the Product Owner Communicating with stakeholders (Pigs and Chickens) c. Empowered team Self-managing teams The role of the specialist within the team Managing split teams
566844 Data Mining and Analysis 28 hours Objective: Delegates be able to analyse big data sets, extract patterns, choose the right variable impacting the results so that a new model is forecasted with predictive results. Data preprocessing Data Cleaning Data integration and transformation Data reduction Discretization and concept hierarchy generation Statistical inference Probability distributions, Random variables, Central limit theorem Sampling Confidence intervals Statistical Inference Hypothesis testing Multivariate linear regression Specification Subset selection Estimation Validation Prediction Classification methods Logistic regression Linear discriminant analysis K-nearest neighbours Naive Bayes Comparison of Classification methods Neural Networks Fitting neural networks Training neural networks issues Decision trees Regression trees Classification trees Trees Versus Linear Models Bagging, Random Forests, Boosting Bagging Random Forests Boosting Support Vector Machines and Flexible disct Maximal Margin classifier Support vector classifiers Support vector machines 2 and more classes SVM’s Relationship to logistic regression Principal Components Analysis Clustering K-means clustering K-medoids clustering Hierarchical clustering Density based clustering Model Assesment and Selection Bias, Variance and Model complexity In-sample prediction error The Bayesian approach Cross-validation Bootstrap methods
359668 Cloud, SaaS, IaaS - pratical overview of available options 35 hours This course is created for people who face choices which solution to choose for a specific problem. IT Managers, Solution Architects, Test Managers, System Administrators and Developers can benefit from this course by understanding the benefits and costs of available Cloud/SaaS/Iaas solutions. Overview of Cloud Virtalization (e.g. VirtualBox, WMware, KVM...) Hardware support for virtalization (sharing networki interfaces, etc...) Share nothing storage (S3, Ceph, Glacier) Mixed model (Bare Metal + Cloud) Public Cloud Providers Amazon Azure Google Aliyun UnitedStack Private Cloud Solutions OpenStack Amazon EC2 Ohters Software as a Service Benefits over deployable software Constomer isoaltion Legal aspects influencing solution Redunancy Availability Managing upgrades, versionsing, etc... Deployment options (BeanStalk, etc...) Redundant Databases NoSQL (e.g. MongoDB) SQL/NewSQL (e.g. Galera Cluster) Automate redundancy management with RDS Pros vs Cons Dealing with transactioons and consistency Hadoop Redundant WebServers Loadbalacing DNS load balacing (roundrobin, geo-proximity, etc..., e.g. Route53) Session handling Virtual Image Management (Appliances) Image formats Transfering images between zones Image interoperability between clouds
359622 Service-Oriented Architecture: Strategy, Technology and Methodology 35 hours This course is intended for Post Graduate (or equivalent) level students and will be a combination of lectures and lab sessions (theory and practice). At the end of the course the student should be able to: Knowledge and Understanding. Understand the principles and business advantage of systems developed around services. Become fully aware of the major protocols and technologies involved in the web services standard, and understand how these technologies fit together. Your knowledge will extend to leading-edge and emerging aspects of web services as well as the more established elements of the standard. Understand in depth the technology used to enable systems based on a widely used programming language to both use and provide Web Services. Intellectual Skills: Identify where the service oriented approach and in particular web services are appropriate for particular business scenarios. Consider the most effective design for a web services solution Acquire, in the future, knowledge and understanding of emerging aspects of the rapidly evolving web services standard Practical Skills: Operate with current technologies associated with Web Services that are platform neutral – XML, SOAP, WSDL Write and expose web services in a widely used programming language and write client code in that language to invoke web services. The overall approach to design of systems based on services XML The RESTful approach to web services and the SOAP standard The Web Services Definition Language (WSDL) and other standards for the specification of services. Advanced web service standards to ensure such features as security and reliability BPEL, the Business Process Execution Language Web services in the cloud and the use of web services by mobile devices.
25002 Verständnis Ihrer Marke und Ihres Unternehmens 21 hours Audience This course is designed for all staff requiring a wider view of their part of the business; their specific roles within it; and of their involvement in improving its contribution to the organisation as a whole Format of the course A combination of: Facilitated Discussions Slide Presentations Exercises By the end of the workshop, attendees will be able to: Explain what “brand” is and how they can influence it Understand the process for Change strategies and your company’s position within them Detail the relevant principles underlying any change to a business Realise the importance of Customer / Stakeholder relationships in the successful running of any business Define the financial aspects of a business and of the delegates’ part of that business Determine the important aspects of negotiating to ensure the best possible outcome for their part of the business Understanding “Brand” What is a “brand”? What is your company’s brand? What can I do to influence the strength of the my company’s brand? Basic Change Strategies The need for a company’s managers constantly to assess the current status of their part of the organisation – particularly when compared with its peers and competitors – and introduce pro-active (rather than re-active) changes The “STARS” model of Change Strategies and Planning Change Management How / Why previous change has gone well? How / Why previous change has not gone well? Lessons to be learned from previous change initiatives (in your company and elsewhere) The 9 Change principles – and putting them into practice Lewin’s model of Change Implementation The Change Kaleidoscope The Psychological Affects of change How am I feeling now? How are my colleagues felling now? How will I / they feel as a change process unfolds? Customer / Stakeholder Relationships What is a Customer? What is a Stakeholder? How can I get the most from each Customer / Stakeholder interaction? The Service : Profit Chain Financial Aspects of a Business Financial Statements: Balance Sheets Profit & Loss Accounts Financial Forecasts: Budgets Cash-Flow Forecasts Business Cases Setting Objectives Vision / Mission Statements Objective Setting to meet deliver the Mission Statements Performance Management to exceed the agreed Objectives Negotiating for Best Results Communication in Negotiation The importance of Effective Presentations Different Negotiating Strategies Comparing Strategies Building Rapport The 3-phase Negotiating Process
123887 Das Compliance and MLRO Refresher Programm 7 hours The Compliance and MLRO Refresher Programme examines the key risk management issues and topics that are of vital importance in today’s highly-regulated environment. As well as being targeted at Compliance Officers, MLROs, MLCOs and other risk management professionals it is also aimed at members of senior management and board members keen to know more about what to expect from the risk control functions within their organisations. The Programme is lectured by subject-matter-expert from the UK. The key learning objective of the Programme is to equip attendees with sufficient knowledge to assess objectively the adequacy of their organisation’s existing risk management controls and practices and to make appropriate enhancements. Identifying and Evaluating Key Risks Analysing the role of the Compliance Officer, the MLRO, the MLCO, Internal Audit and the Board What makes an effective Compliance Officer? Accountability of the Compliance Officer Interdependencies with other control functions Primary, secondary and on-demand compliance The Compliance Officer’s Activities – and the support required Designing and Implementing an Effective Compliance Framework including a Monitoring Programme Analysing legal and regulatory rules Identifying risks Designing control and procedures Generating management information Creating an effective compliance culture Monitoring Compliance and Corporate Governance Concepts in Corporate Governance and how these help manage risk Whistle blowing Role of the director Creating an effective board Differentiating the roles of the executive and non executive director Creating and effectively utilising Corporate Governance committees e.g. Audit, Remuneration Financial reporting and Corporate Governance The Turnbull Report and effective risk management The Latest Local and International Regulatory Issues Surrounding Compliance and Financial Crime Prevention Issues in Compliance Issues in Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF) Issues in Fraud Issues in Identity Theft Issues in Phishing Managing the Risk of Money Laundering Offshore Issues, PEPs and EPs Know Your Client (KYC) and Identification & Verification (ID&V) A Risk-Management Approach Case studies Other Regulatory Risks Information Security and Data Protection Market Abuse and Insider Dealing Bribery and Corruption Sanctions …and other types and Risks in on-shore and off-shore Banking Human Factors in Risk Management Understanding the importance of human error in procedures-driven environments Common human factor problems Steep authority gradients Reliance vacuums Dominant individuals Identifying and addressing human factor issues Developing an effective compliance culture Criminal Abuse of Private Banking Services, Trusts and Corporate Services companies Offshore companies and corporate services analysed Offshore trusts and trustee services analysed The criticality of fiduciary duty Understanding commercial rationale AML trust and company vulnerabilities Examples of abuse Case studies
24880 Scrum für Manager und Führungskräfte 7 hours This course is also know as SCRUM awareness training. Who should attend? This course has been created for managers, executives and other decision makers who want to know how to calculate the benefits of implementing the methodology or want to understand what their team is doing. It is also suitable for customers of software development wishing to have a stake holding in the development process. Short Overview of Project Management Methodologies and Frameworks Chaos Waterfall Prince2 Agile Why Agile? Comparison of iterative methodologies Why things go wrong The Agile approach What is Scrum? Pigs and chickens Product owner The customer representative Prioritizing product requirements Writing effective stories Acceptance criteria Negotiating sprint contents Group exercise to produce customer requirements and write stories based on the requirements The sprint Sprint backlog Sprint planning: what to do Sprint planning how to do it What happens during a sprint Burn down charts Group exercise to plan a sprint Scrum Master Implementing Scrum Ensuring proper practices Maintaining documentation Standup meetings When to pair program Group exercise to implement Scrum Finishing a sprint Scrum review meeting Scrum retrospective meeting Releasing an iteration Group exercise the review a sprint Is Agile and Scrum for you? Review of the Scrum process Comparison with other methodologies Benefits of pair programming Question and Answers Session
148151 Scrum - Schritt für Schritt 14 hours Scrum ist die derzeit beliebteste agile Methode zur Prozessoptimierung in der Softwareentwicklung. Das Ziel des Kurses ist die Teilnehmer Schritt für Schritt mit Scrum vertraut zu machen. Dieser Kurs ist gleichermassen für Anfänger und Fortgeschrittene geeignet. Im Laufe des Kurses wird der Stoff des Zertifikats Professional Scrum Master I (http://www.scrum.org/psmoverview). Jeder Teilnehmer erhält die Gelegenheit sich mit dem Format der Zertifizierungsprüfung während einer Probeprüfung vertraut zu machen. Der Kurs besteht aus Theorie, Diskussion und praktischen Übungen. Agile Methoden der traditionelle Ansatz - Waterfall Lean Management Das Agile Manifest Scrum Die Geschichte von Scrum Schweine und Hühner Inspektion, Adaptierung und Transparenz Die Rolle des Scrum Masters Die Rolle des Product Owners Return of Investment - ROI Total Cost of Ownership - TCO Die Rolle des Scrum Teams Selbstorganisation Technische Verschuldung (technical debt) Testgesteuerte Entwicklung (TDD) Sprints Treffen in Scrum Daily Scrum Sprint Planung Sprint Review Retrospektive Das Product Backlog Schreiben von User Stories Schätzen Planning Poker und Story Points Das Sprint Backlog Burndown charts Definition of Done Praktische Übungen Selbstorganisation Erstellen eines Product Backlogs Inspektions- und Adaptionsschleife Schätzen in der Gruppe - Planning Poker Probezertifizierung
359630 Organisational Behaviour 14 hours Introduction to OB Diversity in Organisation Attitude & job satisfaction Personality Perception & individual decision making Motivation Foundation of group behaviour (groups & teams) Organisational structure or communication Leadership Managing change & stress - conflict Organisational Culture
566790 Activiti für Business Processes Designers (Prozessgestaltung) 28 hours This course is created for people who will be responsible for executing process with Activity. Einführung Kurze Einführung in BPMS Lizenz Downloaden und Installieren Activiti API Process Engine API und Services Exception strategy Arbeiten mit Activiti Services Anwendung des Prozesses Starten einer process instance Completing tasks Suspending und Aktivierung eines Prozesses Query API Ausdrücke Unit testing Debugging unit tests Process Engine in einer Web-Application Deployment Business archives Deploying programmatically Deploying mit Activiti Explorer Versioning von process definitions Bereitstellung eines process diagram Erzeugen eines process diagram Category BPMN 2.0 Einführung Was ist BPMN? Definieren eines Prozesses Zum Start: Tutorial (10 min) Vorkenntnisse Ziele Fallbeispiel Prozessdiagramm XML representation Starten eines process instance Task lists Claiming der Task Vervollständigung der Task Prozess beenden Code Überblick zukünftige Verbesserungen BPMN 2.0 Konstrukte Maßgeschneiderte Erweiterungen Events Event Definition Timer Event Definition Error Event Definition Signal Event Definition Message Event Definition Start Event None Start Event Timer Start Event Message Start Event Signal Start Event Error Start Event End Events None End Event Error End Event Cancel End Event Boundary Events Timer Boundary Event Error Boundary Event Signal Boundary Event Message Boundary Event Cancel Boundary Event Compensation Boundary Event Intermediate Catching Events Timer Intermediate Catching Event Signal Intermediate Catching Event Message Intermediate Catching Event Intermediate Throwing Event Intermediate Throwing None Event Signal Intermediate Throwing Event Compensation Intermediate Throwing Event Sequence Flow Beschreibung Graphical notation XML representation Conditional sequence flow Default sequence flow Gateways Exclusive Gateway Parallel Gateway Inclusive Gateway Event-based Gateway Tasks User Task Script Task Java Service Task Web Service Task Business Rule Task Email Task Mule Task Camel Task Manual Task Java Receive Task Shell Task Execution listener Task listener Multi-instance Compensation Handlers Sub-Processes and Call Activities Sub-Process Event Sub-Process Transaction subprocess Call activity (subprocess) Transactions and Concurrency Asynchronous Continuations Exclusive Jobs Process Initiation Authorization Data objects Forms Formulareigenschaften External form rendering History Querying history HistoricProcessInstanceQuery HistoricVariableInstanceQuery HistoricActivityInstanceQuery HistoricDetailQuery HistoricTaskInstanceQuery History configuration History for audit purposes Eclipse Designer Installation Activiti Designer editor features Activiti Designer BPMN features Activiti Designer deployment features Extending Activiti Designer Activiti Explorer Process diagram Tasks Start process instances My instances Administration Reporting Changing the database Activiti Modeler Model editing Importing existing models Convert deployed definitions to a editeable model Export model to BPMN XML Deploy model to the Activiti Engine REST API General Activiti REST principles Deployment Process Definitions Models Process Instances Executions Tasks History Forms Database tables Engine Runtime Jobs Users Groups Legacy REST - General Usage Repository Engine Processes Tasks Identity Management  
359691 Software Engineering, Requirements Engineering and Testing 63 hours Software Engineering 5 days Day 1: Project Management Project versus line management and maintenance and support Project definition and project forms Management – general rules and project management Management styles What is special for IT projects? Basic project process Iterative, incremental, waterfall, agile and lean project process Project phases Project roles Project documentation and other artefacts Soft factors and peopleware PRINCE 2, PMBOK, PMI, IPMA and other project standards Day 2: Business Analysis and Requirements Engineering Fundamentals Defining business goals Business analysis, business process management, business process improvement The boundary between business and system analysis System stakeholders, system users, system context and system boudaries Why are requirements necessary? What us requirements engineering The boundary between requirements engineering and architectural design Where is requirements engineering often hidden? Requirements engineering in iterative, lean, and agile development and in continuous integration – FDD, DDD, BDD, TDD Basic requirements engineering process, roles and artefacts Standards and certifications: BABOK, ISO/IEEE 29148, IREB, BCS, IIBA Day 3: Architecture and Development Fundamentals Programming languages – structural and object-oriented paradigms Object-oriented development – how much is history, how much is the future Modularity, portability, maintainability and scalability of architectures Definition and type of software architectures Enterprise architecture and system architecture Programming styles Programming environments Programming mistakes and how to avoid and prevent them Modelling architecture and components SOA, Web Services and micro-services Automatic build and continuous integration How much architecture design is there on a project? Extreme programming, TDD and re-factoring Day 4: Quality Assurance and Testing Fundamentals Product quality: what is it? ISO 25010, FURPS etc. Product quality, user experience, Kano Model, customer experience management and integral quality User-centred design, personas and other ways to make quality individual Just-enough quality Quality Assurance and Quality Control Risk strategies in quality control The components of quality assurance: requirements, process control, configuration and change management, verification, validation, testing, static testing and static analysis Risk-based quality assurance Risk-based testing Risk-driven development Boehm’s curve in quality assurance and in testing The four testing schools – which suits your need? Day 5: Process Types, Maturity and Process Improvement The evolution of IT process: from Alan Turing through Big Blue to lean startup Process and process-oriented organization The history of processes in crafts and industries Process modelling: UML, BPMN and more Process management, process optimization, process re-engineering and process management systems Innovative process approaches: Deming, Juran, TPS, Kaizen Is (process) quality free? (Philip Crosby) The need and history of maturity improvement: CMMI, SPICE and other maturity scales Special types of maturity: TMM, TPI (for testing), Requirements Engineering Maturity (Gorschek) Process maturity versus product maturity: any correlation? any causal relationship? Process maturity versus business success: any correlation? any causal relationship? A forsaken lesson: Automated Defect Prevention and The Next Leap in Productivity Attempts: TQM, SixSigma, agile retrospectives, process frameworks Requirements Engineering - 2 days Day 1: Requirements Elicitation, Negotiation, Consolidation and Management Finding requirements: what, when and by whom Stakeholder classification Forgotten stakeholders Defining system context – defining requirements sources Elicitation methods and techniques Prototyping, personas, and requirements elicitation through testing (exploratory and otherwise) Marketing and requirements elicitation – MDRA (“Market-Driven Requirements Engineering”) Prioritising requirements: MoSCoW, Karl Wiegers and other techniques (including agile MMF) Refining requirements – agile “specification by example” Requirements negotiation: types of conflicts, conflict-solving methods Solving internal incongruence between some types of requirements (e.g. security versus ease of use) Requirements traceability – why and how Requirements status changes Requirements CCM, versioning and baselines Product view and project view on requirements Product management and requirements management in projects Day 2: Requirements Analysis, Modelling, Specification, Verification and Validation Analysis is the thinking and re-thinking you do between elicitation and specification Requirements process is always iterative, even in sequential projects Describing requirements in natural language: risks and benefits Requirements modelling: benefits and costs The rules for using natural language for requirements specification Defining and managing requirements glossary UML, BPMN and other formal and semi-formal modelling notations for requirements Using document and sentence templates for requirements description Verification of requirements – goals, levels and methods Validation – with prototyping, reviews and inspections, and testing Requirements validation and system validation Testing - 2 days Day 1: Test Design, Test Execution and Exploratory Testing Test design: after risk-based testing, choosing the optimum way to use the time and resources available Test design “from infinity to here” – exhaustive testing is not possible Test cases and test scenarios Test design on various test levels (from unit to system test level) Test design for static and for dynamic testing Business-oriented and technique-oriented test design (“black-box” and “white-box”) Attempting to break the system (“negative testing”) and supporting the developers (acceptance testing) Test design to achieve test coverage – various test coverage measures Experience-based test design Designing test cases from requirements and system models Test design heuristics and exploratory testing When to design test cases? – traditional and exploratory approach Describing test cases – how much detail? Test execution – psychological aspects Test execution – logging and reporting Designing tests for “non-functional” testing  Automatic test design and MBT (Model-Based Testing) Day 2: Test Organization, Management and Automation Test levels (or phases) Who does the testing, and when? – various solutions Test environments: cost, administration, access, responsibility Simulators, emulators and virtual test environment Testing in agile scrum Test team organization and role Test process Test automation – what can be automated? Test execution automation – approaches and tools
145219 WebServices Basics for Non-Programmers 14 hours This course is intended to provide an understanding on how to use, debug and manage Web Services from a non-developer/programmer perspective. Overview of Web Services Why do we need Web Services? Service-Oriented Architecture Principles (SOA) HTTP and XML - what is the whole buzz about? Simple Object Access Protocol (SOAP) Web Service Description Language (WSDL) Universal Description, Discovery and Integration (UDDI) The WS-* profiles - what are these? REST The XML Technology Why XML with Web Services? The XSD Schema Data representation in XML XSLT based XML transformations HTTP / XML Web Services case study The SOAP Messaging Model Namespaces SOAP over HTTP The SOAP Envelope The Message Header The Message Body SOAP Faults Attachments Web Services Description Language Web Services as Component-Based Software The Need for an IDL - history of Distributed Computing Web Services Description Language WSDL Information Model The Abstract Model -- Service Semantics Message Description Messaging Styles The Concrete Model -- Ports, Services, Locations Extending WSDL -- Bindings Service Description Handling Binary Content The WS-I Attachments Profile Using base64Binary MIME Attachments Other technologies overview REST JSON PHP Serialization ESB Integration Platforms
24856 Strategisches Management 21 hours Audience Senior Managers who need an insight into the issues of Strategic Management and its application Format of the course A combination of: Facilitated Discussions Slide Presentations Case-Studies and Examples By the end of the course, delegates will be able to: Define issues underpinning successful strategic leadership and the link to a strong organisational climate Describe a range of strategic business models and their potential implications for their own business Define the critical concepts underpinning building high performing teams and managing change Define and use key financial measures of strategic success What is Strategic Management? What are the Vision, values, mission statement for your organisation? Role Clarity: what can you contribute? A fresh look at Strategy and Competitive Advantage Strategic Tools and a Strategic Planning Framework A SWOT analysis for your company / department Financial Performance Understanding Key Financial Statements Management Styles v Organisational Climate Management v Leadership What Management Styles are available to be used? How should they be used? What are the various Organisational Climate Factors? How should they be instilled? How to merge Management Styles with Organisational Climate Successful Change Management Understanding and using the key Change Management Principles Creating High-Performing Teams The crucial importance of the stages of Team Development in creating High-Performing Teams
25207 Anti-Geldwäsche (AML) und Bekämpfung von Terrorist Finanzierung (CTF) 14 hours Audience All Senior Management who need a working knowledge of AML / CTF and their prevention – and an awareness of the other relevant and current Financial Crime issues; Format of the course A combination of: Facilitated Discussions Slide Presentations Case Studies Examples Course Objectives By the end of this course, delegates will be able to: Explain how AML and CTF might be prevented Understand the major facets of AML and CTF as they apply to their companies and the national and international efforts being made to combat them Define the ways in which a company and its staff should protect themselves against the risks of Money Laundering and Terrorist Financing Detail how a company might become a target for Money Laundering and Terrorist Financing: and explain which “red flags” might help them to identify, prevent and report any (suspicious or actual) criminal activity Understand some of the other “hot spots” in Financial Crime Anti-Money Laundering (AML) and Countering Terrorist Financing (CTF) Understanding Money Laundering and Terrorist Financing What are AML and CTF: and how do they work? The Criminalisation of Money Laundering and Terrorist Financing: and the types of crimes caught under the Financial Crime Prevention legislation The expansion of Money Laundering from drugs to corruption to terrorism The International Community’s response to AML and CTF The International Community’s response to AML and CTF post-9/11 Especially the Financial Action Task Force (FATF): Its membership categories (this can include a section on particular countries&rsquo membership) Its 40 Recommendations for AML and a further 9 Recommendations on CTF Its influence over domestic and international legislation Compliance with Anti-Money Laundering Legislation International Legislation and legislation applicable to the country where the course is being delivered UK Regulations and Legislation (for comparison): principally The Proceeds of Crime Act 2002 (POCA) Compliance Strategies Internal Controls, Procedures and Policies Cooperation with the Authorities and the Regulators Know Your Customer (KYC) and Identification and Verification (ID&V) Rules Impact on Strategy, Client Relations and Human Resources Recognising and Reporting Suspicious Transactions Statutory Obligations Identifying suspicious transactions Internal and external reporting of suspicious transactions Money Laundering Detection Techniques Prevention, Detection and Due Diligence Early-Warning Mechanisms The Future Where are today’s hotspots…? What next for AML / CTF…? Other Financial Crime Hotspots Fraud Information Security Market Abuse and Insider Dealing Sanctions
25034 Six Sigma Yellow Belt 21 hours Yellow Belt covers the basics of the Six Sigma Define Measure Analyse Improve Control (DMAIC) approach enabling delegates to take part and lead team based waste and defect reduction projects and initiatives. In addition emphasis is placed on applying the problem solving tools into daily roles. At the end of the course you will be equipped to look at your immediate team and role, determine what can be improved and create a business improvement project on a selected opportunity that is aligned to customer requirements. You will be able to analyse the process using visualization tools and identify the waste (non-value adding) components and work to eliminate these from the process. You will apply root cause analysis techniques to identify the underlying causes of defects in the process. The course uses simulations, case study exercises and work based projects to enable delegates to 'learn through doing'. Notes: This course has a minimum class size of 4. And if requested this course can be delivered in 2 days with some reductions to the course content and level of detail in some areas, notably Customer needs; Graphical analysis and Process handover. An overview of project selection and scoping Understanding customer needs and how they impact project aims Discovering processes using visualisation techniques Understanding the causes of work and how to simplify Finding and removing process waste Graphical analysis to understand process performance Problem solving tools to determine root cause Basic solution creation Piloting & implementation Process handover
123997 Business Process Management 35 hours Audience Business Consultants, Business Analysts, Business Process Engineers, System Analysts, Anyone who is involved in analysing and planning Business Processes. Overview Business Process Management (BPM) sits between Management and Information Technology, incorporating tools and techniques to design, implement, control, and analyze Operational Business Processes - these typically involve people, entire organizations, software applications. The course will contain Hands-On work. Delegates will be introduced to topics during theory sessions and these will be followed by lab exercises relating to the topic. What you will learn The fundamentals of Business Process Management BPM Implementation Strategies Process Modeling, Analysis & Design Governance and Business strategy Modeling a process with BPMN Fault Handling and Exception Management Business Rules BPM as enabler of SOA: Key components Architecture of a BPM System Note: this course can also be delivered as a 3 day event Introduction A Brief History of Process The Process Perspective Process Management Process Modeling Analysis & Design Business Process Management Framework Business Process Management Systems (BPMS) Business Process Architecture BPM Implementation Strategies BPM Value Proposition The BPM Community Why automate BPM? Topology of a SOA reference architecture BPM Vendors overview Positioning of BPM tools Aligning IT and Business BPM vs BPMS When to choose a BPMS IT and business must work hand in hand Matching the right technology to your problem Adopting a development model Overview of a BPM system Terms and concepts Understanding Basic Concepts and Architecture Process Modelling Process Analysis Process Design Components and structure of a BPMS Enterprise Process Management Planning Key Skills, Roles and Responsibilities Governance and Business strategy The past: data/functions vs objects & services The future: core business logic vs process control Design implications for Architects Alignment of Business and IT The Role of Business Stewardship The Role of Business Rule Analysts Modelling a process with BPMN The added value of BPMN Composability and basic services Promoting an incremental and iterative approach Why should Use Cases drive the project? Declaration of message properties Use of correlation sets Develop a complex parallel execution of activities Designing concurrency BPMN implemented by vendors Example: Microsoft XLANG Fault Handling and Exception Management Defining Events Configuring Timeouts Handling Faults Catching Exceptions Compensation Management Business Rules Motivations for BRs Basic Concepts Rule Maturity Model (KPI RMM™) KPI STEP™ Principles New Roles of Business and I/T The Business Focus in Business Rules When is a BR Approach Appropriate? New Aspects for Scoping a BR Project Key Elements of a BR Project Plan The Role of a BR Pilot Overview of Mining BRs from Code BPM as enabler of SOA: Key components Application frontends Basic Services The value of an ESB Using a Repository Increased agility for the business The BPM Board Distributing technology white papers Controlling & measuring improvement processes Managing the repository Setup of a quality gateway The 4 pillars of success Metrics The context of organizational performance What makes a good metric Measurement & management hierarchy Process management: More than measurements Metrics within processes Management roles in measurement Management questions to be answered Pitfalls of process management efforts Architecture of a BPM System EAI and B2B aspects Topology and scalability Design tools Deployment tools Monitoring and management The process engine Process definition repository Transaction manager Example Connector framework Core BPMS features and Interfaces Repository support Database support The level of required customization BPEL language compliance Involvement of development languages Human workflow solutions Choosing the right approach What BPM Approach is right for your project Scope the rules in your project before starting Plan the project for a BPM advantage Attach business rules to process models Craft a roadmap for your first BPM project
123966 Gleichberechtigung und Vielfalt 7 hours The aim of this one day course is to better equip delegates in order to promote E&D in the workplace and better comply with relevant E&D legislation. By the end of the course, delegates will be able to: Explain the benefits of Inclusion and an inclusive workplace Outline the Equality Act 2010 and it's implications for employers and employees Discuss what is meant by 'prohibited conduct' and how this can be avoided Define what is meant by 'reasonable adjustments' for disabled workers State current, appropriate and inappropriate terminology Introduction to E&D and inclusion The Equality Act 2010, it's history and implications Prohibited conduct & discrimination Disability in the workplace E&D terminology
566845 Strategic Development: Thinking, Planning, Management and Leadership 35 hours Overview This 5-day course will help delegates develop their strategic thinking, planning and management skills including the tactical and operational requirements for successful implementation in a banking environment. The course will deal with the tough issues of conflict management, managing change, what makes a good leader and how to motivate a team. Using interactive case studies as well as sector examples, delegates will be encouraged to share experiences and challenges to help build practical and work focused solutions which they can take back and actually use.   The core objective of the programme is to equip the executives with the skills to scan the business environment to uncover profitable business opportunities as well as develop strategies for gaining competitive advantage in an increasingly competitive business environment. Amongst others, the programme will also provide insight on leadership best practices and behaviors that will strengthen the capacity of the executives to handle the complexities and uncertainties of managing a high performance financial institution. Learning Objectives After attending this course, delegates will be able to: Describe the main problems that are faced by a large bank; Explain the various approaches to organisational development planning; Analyse the current business environment and influences affecting the organisation; Analyse resources within and external to the organisation; Explain the various approaches to managing strategy and it place in the business plan; Evaluate the alternative development strategies so as to recommend the one(s) most suited to the needs of the firm. Apply a deeper understanding of strategic development plans; Discuss objectively the risks, benefits and costs that accompany the implementation of the new strategy including managing conflict in a team; Define approaches to managing the identified risks; Analyse the potential impacts on his or her firm (both positive and negative) that will result from implementing the new strategy; Design policies, systems and processes to successfully implement the emergent strategic plans; Cover the key steps in change management Who Should Attend Product/Service Managers Newly appointed as well as established Managers and Team Leaders Heads of Operations Senior Bank Managers Human Resource Managers Operations Managers Marketing Managers Methodology The course consists of facilitated workshops, supplemented by case studies drawn from a combination of published real life examples and/or practical experience.  There will also be opportunities for attendees to work in small groups to synthesise ideas and strategies and to apply the material in the context of their own organisations/departments.  Open forum discussions will also be a key element. Session 1: Strategic Thinking The meaning of ‘Strategic’ Three Core areas of Corporate Strategy Process, Content Context Process linking the three core areas Session 2: The Challenges of Leadership Management & leadership Leadership theories Expectations of leaders and their staff Identifying leadership traits What makes a good leader Inspiration, impact and charisma in leadership versus the “loner” Transformational leadership Case Study/Exercise Session 3:  Establishing a Vision ‘Mission’ Vs ‘Vision’ Why strategic plans fail and how to avoid failure Agreeing a Robust Vision The Need for Clarity and Measurability Getting Buy-in to the Vision Case Study/Exercise Session 4:  Becoming Strategic ‘Strategic planning & thinking Developing techniques to think strategically Communication Identifying critical skills needed to succeed Case study/Exercise Major Case Study Workshop :  Delegates will be asked in small groups to agree a plan to launch a new bank or bank strategy after carrying out analysis of Current Business Environment and Influences. The plan should assess resources Current Business Environment and Influences against the vision. Session 5:  Analysing the Current Business Environment and Influences External Environments The General Environment What are the Key Influences Impacting Business Product/Service Cycles Customer Analysis  Case Study/Exercise Session 6:  Analysis of Resources Analysing the Orga​nisation The holistic approach Silo Issues Cross Organisational Assessment Assessment: Financial, Human Resources, Operations, Systems, Style Case Study/Exercise Session 7:  Motivation & Change Management Motivational theory Practical motivation Money as a motivator Change agents Resistance to change The DREC curve Approaches to change management Case Study/Exercise Session 8: Establishing the Strategy Turning ‘Vision into Reality’ Creation of Strategic Movement Developing Strategic Options  Strategy Implications Identifying the Stakeholders Cross Organisational Buy-in Potential conflict areas Countering Objections Case Study/Exercise Session 9: Projects and Measures of Success New Projects Vs Business as Usual The need for KPM’s Measurement approaches Using the Scorecard Approach Key business drivers and traceability Hard & Soft Measures Establishing a metrics framework Project Tracking Risk reporting Case Study/Exercise Session 10: The Implementation Process Resource allocation, strategic planning and control Planning tools Objectives Tasks Communications Resource Allocation Resource characteristics Building the team Projects Vs ‘Business as Usual’ Case Study/Exercise Session 11: Managing the Strategic Change including Conflict Management The need for conflict – is it healthy Conflict as a problem The causes of conflict Managing, mitigating and/or avoiding conflict The impact of the change and managing the effects Selling the benefits of change to the organisation Minimising the downside Keeping the plan on track Case Study/Exercise Session 12: Assessing Your Team Preparatory work Personnel files Work Records Other colleagues Meetings Discussion groups & Forums Case Study/Exercise: Two delegates will role play manager/team member at an initial encounter. Group will de-brief in friendly manner and discuss. Session 13:  Dealing With people Management styles Behavioural styles Bank cultural style Bank and management policy style Your personal style Meetings One to one encounters Overcoming resistance Dealing with your own bosses Selling issues and challenges to your team Case Study/Exercise: Your boss wants you to re-allocate some responsibilities. ~the staff concerned will not like it – they are nervous of change. How will you handle this? Session 14:  Communication Skills Different styles Corporate/Management style Oral, written, electronic Encouraging two way communication Encouraging esprit de corps Using “Top down” directives Dealing with resistance Case Study/Exercise:  Your predecessor held weekly team meetings but chose not to chair them, selecting a senior employee instead. Do you agree with this? Would you change it? If so, how? Session 15:  Management styles Textbook definitions Your preferred style Your institutions style, your boss’s Style What works best for your department What works best for the team Case Study/Exercise:  Do you think the collegiate style of management favoured by most management gurus is the best? Session 16:  The Role of a Manager The move from Team member to Supervisor The role in ensuring my Team achieves Team goals Ensuring the Team continuously improves Managing the whole role – time management & effective goal setting Leadership ‘Presence’ – looking like the Leader The Influence of Supervisor Behaviour – on the Team, on each Team Member The focus of the effective Supervisor Case Study:  You have been promoted ahead of a colleague and friend who is obviously disappointed. How should you handle this? Session 17:  Managing Problems Dealing informally, semi formally and formally Methods of problem solving Enlisting help and guidance Resolution Referral Case Study/Exercise: Your staff are not performing because there is too much work. Your boss disagrees and tells you to manage. How do you handle this seemingly impossible brief? Session 18:  Motivation Basic motivating factors Creating the right environment Carrot/stick approach Nurturing Patronage Case Study/Exercise:  How would you persuade your team to work on a weekend without extra reward?  Session 19:  Delegation The art of delegation When to delegate Supervising Avoiding overkill Monitoring What is trade finance Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without treading on toes? At what point would you take over and how would you handle this? Session 20:  Conflict & Resolution Main causes Resolution methods Involving management Dealing with challenges to your authority Formal procedures Case Study: You ask a junior to carry out a task. They say they are too busy, but you insist. They say no again, publicly. How should you handle this direct challenge to your authority? Session 21:  Staff appraisals Importance Objective Remuneration considerations Appraisal Encouragement and guidance Dealing with weaknesses Case Study:  You have been asked to select one person for promotion from two candidates and to tell both the outcome. How do you handle the unsuccessful individual?.
359554 Starting Business in China 21 hours This course is designed for business owners, entrepreneurs and managers who want start a business in People's Republic of China. It focuses on professional services industry (consulting, hi-tech, etc...), though people working in other industries can also benefit from the course. Th motivation to create this course was that there are a lot of courses focusing on culture or pure legal aspect of doing business in China, there was no course which would comprehensively cover all aspects of the business. This course does not provide any legal advise. It is provided by people who started their own business in China, not lawyers. Company types Choosing type of company WOFE Partnership Franchise Others Legal requirements Process, departments and permissions Limitation of operations in China Choosing Location Regulations in different areas Free trade-zones Municipalities Office renting requirements Choosing office provider Business Operations Company chops (stamps) Significance of chops Types of chops Hiring Subcontracting Basics of accountancy in China Marketing Website Where to host Permission to host in mainland china Search Engine Optimization Online Marketing Offline Marketing Very Short Cultural Hints Learning the language Myths Other things you shall know
148206 ITIL® Foundation Certificate in IT Service Management 21 hours The ITIL® Foundation Certificate in IT Service Management course provides comprehensive first-level training for anyone involved in provision, support, and delivery of IT Services and is aimed at all levels of IT professionals, Customers, and Users involved in the provision or receipt of IT Services. The course culminates in an optional one-hour multiple-choice examination for the Foundation Certificate in IT Service Management and is a pre-requisite for further training in ITIL that leads to the ITIL Expert Certificate in IT Service Management. Service Management as a Practice Efficient development of new services and the improvement of existing services Good practice Functions, Roles and Processes Service Strategy: overall business aims and expectations Types of Service Provision Service Portfolio Management Financial Management Demand Management Business case Service Design: developing a solution to meet the needs of the business Service Catalogue Management Supplier Management Service Level Management Availability Management Capacity Management IT Service Continuity Management Information Security Management Service Transition: implementing service designs so that service operations can manage the services Service Asset and Configuration Management Change Management Knowledge Management Release and Deployment Management Service Operation: day to day, business as usual activities Incident Management Problem Management Request Fulfilment Event Management Access Management Functions: Service Desk, Technical Management, Operations Management and Applications Management Continual Service Improvement: how to improve the cost effectiveness and efficiency of service provision CSI Model Deming Cycle Examination Multiple choice 40 questions per paper 26 marks required to pass (out of 40 available) - 65% 60 minutes duration If taking an exam, candidates are required to provide a Photo ID with a valid signature e.g. driving license, passport or named work ID badges prior to sitting their exam. Failure to produce this ID will result in their exam results being withheld until proof of ID is provided.
123895 Lieferwege von Privat- und Geschäftsbanken Masterclass 21 hours Audience The course is suitable for all Senior Managers who require an in-depth, strategic understanding of: Retail and Commercial Banking Delivery Channels Relationship Management: Bank to Customer; Management to front-line staff Change Management Format of the course The course is delivered using a stimulating combination of: Slide presentations Facilitated Discussions and Exercises and Case Studies By the end of the course, delegates will be able to: Explain the strategic elements comprising Retail and Commercial Banking Define and understand in detail the integrated strategy requirements of: Premises location and design Delivery Channels – the different ways that customers can interact with the bank Product creation, marketing and selling Customer segments and experiences Staff recruitment, training and performance development Understand the process for developing new Products from need-identification through to delivery to clients Explain the vital importance of all creating, developing and enhancing all relationships particularly: The relationship between the bank and its customers The relationship between the Bank’s management and staff in delivering excellent customer service linked to achieving targets Apply the universally-accepted Change Management principles Appreciate the “International Dimension” of Retail and Commercial Banking which customers demand in today’s highly flexible market-place What is Retail and Commercial Banking? Preparing a definition covering: Premises Products Customers Staff Discussing how Retail and Commercial Banking also includes aspects of retail activity: taking ideas from shops, supermarkets etc. Discussing how Retail and Commercial Banking Strategy Management applies across all delivery channels Forward Planning to create a Strategy for Retail and Commercial Banking: Understanding the logical process for creating a Strategy: What we want to do; when we want to do it; and how we want to do it What information do we need to gather on the “As Is” – the current position: What is the bank’s existing Strategy (if any)? How do we know how successful this existing Strategy is? How can we identify the gaps – where is the shortfall in performance What information should be gathered on the “To Be” – the preferred position in the future: What might the constraints be – the limiting factors – to achieving success: How is a Business Case prepared which helps justify the emerging Strategy to the company’s Senior Management? This will focus on: Budgets Critical Success Factors (CSFs) Measurement Continuous Management and Assessment Delivery Channels How do customers access our products and services? How do customers want to access our products and services? Are we flexible in meeting customers’ access needs? What does the future look like for delivery channels? The challenge created by the emerging involvement of Telecoms companies and Mobile Money and the radical change this may make (in fact, is already making in certain parts of the world) to the execution of retail payments Branch Premises Location of the branch Physical location Size Competition Customer traffic Other factors such as availability of public transport and of car-parking Design of the branch: What should be included – what can be excluded? What factors will entice customers in – what will turn customers away? How should we move customers around inside the branch? What is customer traffic management? How can we display our goods in the outlet – our products – in the most advantageous way Other Delivery Channels What other Delivery Channels do our customers expect us to offer to them What are the strategic issues around providing this access to all our customers? What will happen if we choose not to make one (or more) of these channels available to our customers? Products What are the factors in creating a product portfolio? Understanding all the costs related to a product: Production costs – including the effect on the bank’s balance sheet Marketing costs – getting the product to the customers Selling costs – persuading the customer to buy the product Maintenance costs – after-sales service Enhancement costs – making an existing product even better Understanding the profit element linked to each product. How to know: Which products make the most money – and should be retained Which products make the least money – or make a loss – and should be deleted from the portfolio What are the factors in defining a target market for each of our products – and then linking that to the Premises decisions on location and design? Marketing – How do we tell our customers what we sell? Creating a Marketing Plan including factors such as: Our product portfolio – differentiating between target markets Branding – making our bank identifiable in a consistent way Advertising – using all available (or required) advertising media such as: TV, Radio and Cinema Newspapers, Magazines and Flyers Billboards, Posters and Direct Marketing Merchandising – linking all the advertising and product literature consistently Campaign Planning and Merchandising Creating and Integrating Campaigns Ensuring that each Campaign complements activity – and doesn’t compete with it Creating and publishing (internally) an integrated Campaign Plan Developing a process whereby departments use their Business Cases to “bid” for space and time to attract customers’ attention Building the Campaign for maximum effect using the media outlined previously Merchandising: Again building on the learning to ensure: Consistency – of message Conformity – to company standards for literature and language Uniformity – helping customers to navigate our literature Legality – ensuring no contraventions of any “customer protection” legislation Relationship Management: Bank to Customers Who are our customers – and what do they expect from us? Different types of customers – and their separate requirements: Mass Retail – want fast, efficient and error-free access to products and services Mass Affluent – in addition to fast efficient and error-free access to products and services want a more-personal service: a feeling that they are “special” Small / Medium-sized Enterprises (SMEs) – a more-personal service feeling that their non-personal business is important to the bank How do we differentiate between the different types of customers? Actually… Should we differentiate between different types of customer or should we treat them all the same…? Defining the experiences we want our customers to enjoy when they contact us How do we deliver these different experiences? What differences in staff and staff training are required? Customer Relationship Management: The importance of Customer Relationships The benefits of developing a Customer Relationship Management Strategy A Customer Relationship Management framework Integrating People, Processes and Technology The Service : Profit Chain Obtaining and Handling Customer Information Customer Demands: Stakeholder (Customer) Management Stakeholder Engagement Satisfying Stakeholders’ Demands People Management Creating and delivering an excellent Customer Experience Understanding Ourselves and Others Effective Communication Motivation at Work How do I get the very best from each customer interaction? What do I need to do differently to ensure that my customers only want to deal with me? Team Building The stages of Team Building The inevitable effects on performance levels through these stages Coaching Ensure clarity on what exactly Coaching is and how it is used Link “Coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance) Understand how learning shared can easily be transferred into a “commitment to action” Coaching Introduction to the GROW model Consideration of all the factors required in effective Coaching Introducing the House of Change: understanding the need sometimes to make things worse before they can get better Building Rapport Handling Conflict What causes conflict? The Phases of Conflict Handling Thomas-Kilmann’s Five Conflict-Handling Modes – and how to apply them Bridging the Gap Selling Skills Understanding the product(s) Spotting a customer’s buying signals Upselling Skills: what else do my customers need…? Negotiating When is not selling anything at all the best thing to do? Staff Performance Management: Creating Goals and Objectives Managing Under-Performance Performance Discrepancies Managing Performance Standards Feedback as a tool of Performance Management Relationship Management: Managers to Staff What is a “Way of Working”? What does it include? How do we measure Staff Performance? Goal and Objective Setting Managing against those Goals and Objectives Staff Development and Performance Management Motivation: how do we get the best from our staff? Delegation: how can we give our staff the chance to develop their own initiative to deal with customers How do we ensure that our staff always deliver the best possible Customer Service? How are the behaviours of our managers – the way they treat their staff – key in the development of our staff and their relationship with our customers? Change Management Understanding “Change” as a concept The 9 Change Principles – and putting them into practice Embedding the change The emotional responses to change: how do staff receive, understand and implement the required change The International Dimension Who are our International Customers? Do we (should we?) treat them differently from our domestic customers? Extra issues of Know Your Customer (KYC), Identification & Verification (ID&V) and the international aspects of Financial Crime legislation International aspects of: Customer Service Overseas Premises Product Development Money Transmission Foreign Exchange …and Import / Export for SMEs
25128 Einführung in domaingesteuertes Design 14 hours What Is Domain-Driven Design Building Domain Knowledge The Ubiquitous Language The Need for a Common Language Creating the Ubiquitous Language The Building Blocks Of A Model-Driven Design Layered Architecture Entities Value Objects Services Modules Aggregates Factories Repositories Refactoring Toward Deeper Insight Continuous Refactoring Bring Key Concepts Into Light Preserving Model Integrity Bounded Context Continuous Integration Context Map Shared Kernel Customer-Supplier Conformist Anticorruption Layer Separate Ways Open Host Service Distillation
25174 Business Analyse 21 hours A business/systems analyst solves business problems by designing information systems which execute the strategy defined by the business. These IT solutions generally achieve one of the following goals for the business: implement a new/novel business process, increase efficiency and productivity of existing business processes, or reduce operating costs of existing processes. This course is intended for those who are moving into the Business Analysis profession and who may, after any pre-requisites are met, be interested in taking the CBAP certification examination by IIBA (www.theiiba.org). Who should attend? Entry-level IT Business Analysts Self-taught IT Business Analysts wanting to fill in the gaps and put all the pieces together Systems Analysts and programmers interested in expanding their role into the business area What is Business Analysis? Business Analysis Planning and Monitoring Requirements Elicitation – Gathering Information Requirements Management and Communication – Defining the process Enterprise Analysis – Defining the problem Requirements Analysis and Documentation – Defining the Solution Model Solution Assessment and Validation – Supporting the Balance of the Product Life Cycle Underlying Competencies for BA - soft skills Techniques for Requirement gathering process UML modelling and prototyping (Rational Rose, Visio, Erwin, Visual paradigm, Enterprise Architect). Project management (procurement management, Risk management, proposal writing). SDLC (Traditional methodologies and Agile methodologies) models, Quality standards (ISO, CMMI) and Testing (Manual and Automation). Different domains introductions (eg Telecom, Banking, E-Gov, Travel and hospitality, Health care, BPO, Engineering services).
25461 Selbstbehauptungstraining 7 hours Ein Kurs der Diskussionen und Übungen enthält die die Teilnehmer dazu befähigen Ideen auszutauschen und ihre Fähigkeiten zu stärken. Publikum Jeder, der seine Durchsetzungsfähigkeit verbessern möchte Ziel: Dieser Kurs soll das Selbstvertrauen erhöhen und die Fähigkeit verbessern, sicher zu kommunizieren und sich bei Kollegen und Kunden durchzusetzen. Erwartungen Am Ende des Kurses kann der Teilnehmer: Barrieren erkennen und daran arbeiten Verhaltensmerkmale in sich selbst und anderen erkennen, und effektive Strategien für die Verwaltung dieser erfahren Kommunizieren Sie effektiv mit einer Vielzahl von Menschen , um eine Win -Win-Situation zu erzielen, wo immer dies möglich ist Effektiv schwierige Situationen managen. Was ist Selbstbewusstsein und wie kann ich es erreichen? Verstehen und Überwinden der Hindernisse für die Durchsetzungsfähigkeit Selbstvertrauen aufbauen Effektiv kommunizieren und Ihre Botschaft vermitteln Beeinflussende Strategie finden, die man in schwierigen Situationen anwenden kann Sich beruflich weiterbilden (persönliche Reflektion und Aktionsplaung).  
566811 ISTQB - Agile Tester Extension - Exam Preparation 21 hours This is preparation course for Agile Tester Extension Exam by ISTQB. The price of the exam is not included the the price of the course. Agile Software Development The Fundamentals of Agile Software Development Aspects of Agile Approaches Fundamental Agile Testing Principles, Practices, and Processes The Differences between Testing in Traditional and Agile Approaches Status of Testing in Agile Projects Role and Skills of a Testiner in an Agile Team Agile Testing Methods, Techniques, and Tools Agile Testing Methods Assessing Quality Risks and Estimating Test Effort Techniques in Agile Projects Tools in Agile Projects
24914 Managing Geschätslogik mit Drools 21 hours Dieser Kurs richtet sich an Enterprise Architects, Business und System Analysten, Techical Manager und Entwickler, welche Business Rules anwenden möchten. Der Kurs beinhalten simple Übungen mithilfe dessen die Teilnehmer Working Rules erstellen werden. Bitte suchen Sie in den anderen Kursen, falls Sie nur einen Überblick über Drools möchten. Der Kurs wird mit der neuesten Version von Drools und jBPM durchgeführt. Nach vorheriger Absprache ist es jedoch möglich, den Kurs an Ihre speziellen Bedürfnisse und somit an eine andere Version anzupassen. Kurze Einfürung in Rule Engine Künstliche Intelligenz Expert Systems Was ist eine Rule Engine? Wieso sollte man eine Rule Engine nutzen? Vorteile einer Rule Engine Wann sollte man eine Rule Engine nutzen? Scripting oder Process Engines Wann sollte man eine Rule Engine NICHT nutzen? Strong und Loose Coupling Was sind Rules? Erstellen und Implementieren von Rules Fact Model KIE Rules visioning und repository Übungen Domain Specific Language (DSL) Replacing rules mit DSL Testing DSL rules Übungen jBPM Integration mit Drools Kurzer Überblick über Grundlagen von BPMN Invoking rules from a processes Grouping rules Übungen Fusion Was ist Complex Event Processing? Kurzer Überblick über Fusion Übungen Mvel - the rule language Filtering (fact type, field) Operators Compound conditions Operators priority Accumulate Functions (average, min, max, sum, collectList, etc....) Rete - under the hood Compilation algorithm Drools RETE extensions Node Types Verstehen von Rete Tree Rete Optimization Rules Testing Testing mit KIE Testing mit JUnit OptaPlanner ein Einblick in OptaPlanner simple Beispiele Integrating Rules mit Applications Invoking rules from Java Code
25008 UML Analyse und Design 21 hours This course has been created for software architects, programmers, software developers, project managers, analysts and anyone interested in understanding analysis and designing in UML. The course shows how to analyse clients' needs, formalize them in UML diagrams, create a model and ultimately design the implementation of the software. This is a general course covering all aspects of UML. Please browse our catalogue to see more specific courses. This course uses the newest version of the standard (http://www.omg.org/spec/UML) and is taught by an OMG Certified UML Professional (OCUP) trainer. There are no specific tools for this course, each of the delegates can use their favourite tool. By default, Sparx Enterprise Architect is used. Introduction to Modelling Models and Modelling Idea of meta-modelling UML documentation Inheritance Analysis and Design Actors and Use Cases Class and Object Diagrams Classes, objects, types of relations Object and Class Relationships Association, Aggregation, Composition Inheritance Dependency Interaction Communication diagram Interaction overview diagram Sequence diagram Timing diagrams Activity Diagrams State Diagrams Packages Component and Deployment Workshop From Analysis to Implementation Introduction to design patterns
25180 BPMN für Analytiker 14 hours Dieser Kurs dient dazu praktische Kenntnisse von BPMN modeling auf dem mittleren und fortgeschrittenen Level zu vermitteln. Dieser Kurs richtet sich an Business Analysten, also die Personen, welche User Requirements des Systems entdecken, identifizieren, sammeln und analysieren. Auch Teilnehmer wie erfahrene Entwickler von Computer-Applications und System Architects, welche sich für das Erstellen von Business Prozessen, Systemen und Custom Drivers interessieren.  Der Kurs wird am Computer durchgeführt, hierbei werden zum einen reale Business-Situationen für BPD behandelt und zum anderen werden Diagramme in Bezug auf ihren praktischen Nutzen hin interpretiert. Dieser Kurs ist ein sehr intensiver Praxiskurs, theoretische Aspekte von BPMN werden nicht berücksichtigt. Einführung den Prozess starten Senden einer Nachricht Empfangen einer Nachricht Specify the type SCRIPT Specify the type TASK Subprozesse Activity calling Ad-hoc sub-process Subprocess a transaction Das ursprüngliche Event Message Cyclical start the process Signal Condition Starten des Prozesses des Events Multiple events starting Final Events Message Signal Error Escalation Cancellation Intermediate events Events capture Activating events Limit events The event subprocess Time event in the flow of normal Time event activity at the border Message activating Message to intercept the flow of normal Gateway event type Error Escalation Signal Communication between tracks Exception Messages Structures connecting and sharing a path in the process Parallel division Exclusive division Conditional division Combining alternative paths Combining parallel paths Combining conditional paths Discrimination paths Create structures that support the unique flow Types of exceptions Practices for handling exceptions Repeated practice activity Loop Multi - instance activity The batch processing Sub-process such transactions The concept of transaction Offsetting activity Event CANCEL Construction of a compensation mechanism
24966 BPMN 2.0 für Geschäftsanalytiker 21 hours Dieser Kurs richtet sich an Business Analysten, welche BPMN 2.0 für Ihr Projekt nutzen möchten.  Praktische Aspekte of BPMN 2.0 sowie Implementation von üblichen Patterns wird fokussiert.  Der Kurs ist so aufgebaut, dass auf kurze Vorlesungen Übungen folgen. Die Teilnehmer werden mit verschiedenen Problemstellungen konfrontiert und müssen daraufhin ein Diagramm erstellen. Anschließend werden diese Diagramme in der Gruppe und mit dem Trainer diskutiert. Dieser Kurs behandelt nicht die Ausführung von BPMN, sondern Aspekte der Analyse und des Prozessdesigns von BPMN 2.0. BPMN 2.0 in Bezug auf Business Process Management Business Process Definiton model Business Process Sub-model Typen von Prozessen Choreographies Collaborations Conversations Modeling Orchestration Private non-executable (internal) business process Private executable (internal) business process Public processes Beispiele grundlegender BPMN Symbole Activity Gateways Events Sequence Flow Message Artifacts Modeling Collaboration Pool, Participants Lanes Message Flow How to model messages Prozessdesign Activities Activity vs Task Human Interactions Types of Tasks Sub-Process Call Activity Loop Characteristics and Multi-Instance Items und Data Data Modeling Events Concepts Start und End Events Intermediate Events Trigger Typen von Events Message Timer Error Escalation Cancel Compensation Link Gateways Sequence Flow Considerations Exclusive Gateway Inclusive Gateway Parallel Gateway Event-Based Gateway Parallel Event-Based Gateway Complex Gateway Compensation Compensation Handler Compensation Triggering Beziehung zwischen Error Handling und Compensation Transaction Transaction definition Transaction outcomes success error cancel Choreography Choreography vs Orchestration Sequence Flow Events Gateways Conversation Conversation Conversation Link  
25172 Business Process Analysis mit UML und BPMN 14 hours Teilnehmer: Manager, welche BPMN Diagramme verstehen möchten, Business Consultants, Business Analysts, Business Process Engineers, System Analysts und jeder, der mit dem analysieren und planen von Business Prozessen mit standardized, unified modelling notation zu tun hat. Ziele: Erstellen von high-quality Prozessdiagrammen Modelle in BPMN process notation Erfassen der "as-is process information" Implementieren des optimierten Prozess-Flows für arbeitsintensive Prozesse Vereinfachen von komplexen Prozessdefinitionen mithilfe der Aufteilung in umgänglichere Abschnitte UML Business use case diagrams UML activity diagrams detailing the use case Business Entities definitions depicted with Class Diagrams Map the model into system use cases BPMN BPMN modelling techniques BPMN modelling shape overview Swimlane generation and viewing BPMN text objects, data objects, annotations, and attributions Basic Process optimization Process design best practices
24929 jBPM für Entwickler 35 hours This courses is for a process developers and software developers who want to know how to manage, manipulate and develope processes with jBPM. It covers components of jBPM and elements of BPMN 2 implemented in JBPM including managing signals and events, programming gateways, injecting processes data and running parallel activities. NobleProg tries to run this course on the newest version of the Open Source version of jBPM, but older version or beta version may be requested.Überblick Was ist jBPM? Überblick Core Engine Eclipse Editor Web-based Designer jBPM Console Dokumentation Einstieg Downloads erste Schritte Community Sources Installer Voraussetzungen Downloaden des Installer Demo setup Was What to do if I encounter problems or have questions? Core Engine: API The jBPM API Knowledge-based API Core Engine: Basics Creating a process Details of different process constructs: Overview Details: Process properties Details: Events Details: Activities Details: Gateways Using a process in your application Other features Core Engine: BPMN 2.0 Business Process Model and Notation (BPMN) 2.0 specification Examples Supported elements / attributes Core Engine: Persistence and transactions Runtime State Process Definitions History Log Core Engine: Example jBPM Examples Examples Unit tests Eclipse BPMN 2.0 Plugin Installation Creating your BPMN 2.0 processes Filtering elements and attributes Designer Installation Source code Designer UI Explained Support for Domain-specific service nodes Configuring Designer Generation of process and task forms View processes as PDF and PNG Viewing process BPMN2 source Embedding designer in your own application Migrating existing jBPM 32 based processes to BPMN2 Visual Process Validation Integration with the jBPM Service Repository Generating code to share the process image, PDF, and embedded process editor Importing existing BPMN2 processes Viewing Process Information Requirements Console Installation Running the process management console Adding new process / task forms REST interface Human Tasks Human tasks inside processes Human task service Human task clients Domain-specific processes Introduction Example: Notifications Testing and debugging Unit testing Debugging Process Repository Business Activity Monitoring Reporting Direct Intervention Flexible Processes Integration with Maven, OSGi, Spring, etc Maven OSGi Spring
24932 jBPM für Prozessdesigner 28 hours Dieser Kurs richtet sich an Manager, Businessanalysten, Prozessdesigner, Entwickler und alle anderen Experten in diesem Gebiet, welche erlernen möchten einen Prozess mit jBPM zu designen und zu simulieren. Außerdem wird das Schreiben von Unit Tests für die Prozesse behandelt. Der Kurs wird normalerweise mit der neuesten, stabilen Version von jBPM durchgeführt. Früherer Versionen können in Absprache auch genutzt werden. Überblick Was ist jBPM? Eclipse Editor Web-based Designer jBPM Console Grundlagen Erstellen eines Prozesses Details der verschiedenen Prozesse: Überblick Details: Prozesseigenschaften Details: Events Details: Activities Details: Gateways Benutzen von Prozessen in Applications andere Eigenschaften Core Engine: BPMN 2 Business Process Model und Notation (BPMN) 2 specification Beispiele Unterstütze Elemente / Attribute Core Engine: Persistence und transactions Runtime State Prozessdefinitionen History Log Eclipse BPMN 2 Plugin Editors in Eclipse Erstellen von BPMN 2 Prozessen Filtern von Elementen und Attributen Designer Unterstützung für Domain-specific service nodes Configuring Designer Generation of process and task forms Prozesse als PDF und PNG Viewing process BPMN2 source Embedding designer in your own application Visual Process Validation Integration mit jBPM Service Repository Generating code to share the process image, PDF, and embedded process editor Importieren von bereits existierenden BPMN2 Prozessen Prozessinformationen Anforderungen Console process management console Hinzufügen neuer Prozesse / task forms REST interface Human Tasks Human tasks inside processes Human task service Human task clients Testing and debugging Unit testing Debugging Process Repository Business Activity Monitoring Reporting Direct Intervention
24892 OCEB Fundamental Exam Vorbereitung 28 hours Dieser Kurs bereitet Sie auf die OMG Certified Expert in BPM (OCEB) Fundamental Examination vor. Im Anschluss an diesen Kurs können Sie mithilfe unserer 200 Beispielfragen üben. Dieser Kurs ist verfügbar als: Videomaterialien für Selbststudium sowie Beispielfragen Fernkurs online mit Kursleiter Geschäftsziele und -grundsätze Business-Grundlagen von einer rein Business-orientierten Sicht: Business Grundlagen Strategie Planen und Ziele bestimmen Projektmanagement Marketing Personalbesetzung Finanzen Konzepte und Grundsätze der Geschäftsprozesse Fundamentale Aspekte von Geschäftsprozessen: Identifizierung (Entdecken) von Geschäftsprozessen Merkmale von Prozessen As-Is process vs. To-Be process (Ist vs. Soll) verschiedene Level von Geschäftsprozess-Modeling Geschäftsprozesse mit Zielen in Einklang bringen Geschäftsprozess-Management: Konzepte und Grundsätze Grundsätze des Geschäftsprozess-Management: Funktionale vs. Prozesskonzentrierte Unternehmensorganisation Styles von Führungsprozessen die Weiterentwicklung von Prozessmanagement Rolle der Stakeholders und der Verantwortung die Werkzeuge des Prozessmanagements Business Modeling Business Modeling Grundlagen - Elemente des Business Motivational Model: Business Visionen, Ziele, Grundsätze Missionen, Strategien, Taktiken Aspekte des Business Modeling Konzepte des Geschäftsprozess-Modeling Diese Sektion basiert auf der OMG's Business Process Modeling Notation Specification (BPMN). Grundlagen des Business Process Modeling: BPMN Grundkenntnisse BPMN Diagramm-Elemente Kontrollfluss und Nachrichtenfluss Activities und Decomposition Events; Gateways Data objects, Artifacts und Associations Elemente eines Modells gruppieren Unterschied zwischen Sequential und Parallel flow Geschäftsprozess-Modeling Skills Diese Sektion basiert auf der OMG's Business Process Modeling Notation Specification (BPMN). Geschäftsprozess-Modeling Skills: Die meisten Fragen in diesem Abschnitt handeln von einem kurzen Szenario, welches entweder als BPMN Diagramm oder in kurzen Sätzen dargestellt wird. BPMN Elemente und weitere behandelte Themen umfassen folgendes: Pools und Lanes Aktivitäten und Subprozesse Gateway logic OR vs AND vs XOR Start und End Events Timers (e.g. simple Intermediate Event types) Prozessqualität, Governance und Metrics Frameworks Bewusstsein für Industry Reference Models und Qualität, Metrics und Governance Frameworks: Dieser Abschnitt behandelt Themen auf einem hohen Level, durch welche der Teilnehmer sein Bewusstsein für eine Reihe von vorteilhaften Industrie-Frameworks demonstrieren kann bzw. wird in Bezug auf Regulatory Frameworks gezeigt, wie diese gesetzlich in Projekten enthalten sein müssen. Die hier behandelten Framework Konzepte umfassen: the APQC Process Classification Framework SCOR Value Chain Reference Model Business Process Maturity Model (BPMM) Six Sigma Balanced Scorecard COBIT Basel 2 and Sarbanes-Oxley
24896 OCEB Business Intermediate Exam Vorbereitung 21 hours Dieser Kurs bereitet Sie auf das OMG Certified Expert in BPM 2 (OCEB v2) Business Intermediate Exam vor. Intermediate Business Motivational Modeling Modeling business, im Anschluss an das Fundamental level: Ends, Means, Influencers, Assessments Interpretation von (kurzen) Szenarios Organisationsstruktur Modeling von Organisationselementen und -strukturen Geschäftsprozess-Modeling mit BPMN Fortgeschrittenes BP-Modeling mit BPMN: fortgeschrittene Eventtypen Links & GoTos Transaktionen & Kompensation komplexe Aktivitäten-Inputs und -Outputs Ad Hoc Prozesse Umgehen mit Ausnahmebedingungen/Fehlern Iteration/Repetition/Looping Gruppieren von Aktivitäten in Subprozesse Orchestration und Choreography BP Kontrollmuster Geschäftsprozes-Management: Kenntnisse und Fähigkeiten Messen und Optimieren: KPIs Business Activity Monitoring Scorecarding Benchmarking Prozess-Simulation und Analyse Model Value Analyse (wann und wann nicht) BPMS Tool Grundlagen, BPM Center of Excellence Grundlagen Prozessqualität und Governance Frameworks Die Fragen des Intermediate Exam gehen ein Level tiefer in die Materie der Reichweite, Ziele und Struktur dieser Haupt-Frameworks: SOX, Basel II, CobiT, and ITIL Frameworks für Prozessverbesserung: Change Management Prinzipien BPMM, 6 Sigma, LEAN Business Rules Ansatz Erstellen von Prozess-spezifischen Business Rules Vorteile eines gemeinsamen Vokabulars in der Geschäftswelt
24888 OCEB Technical Intermediate Exam Vorbereitung 14 hours Dieser Kurs bereitet Sie auf das OMG Certified Expert in BPM (OCEB) Technical Intermediate Exam vor http://www.omg.org/oceb/coveragemap-tech-inter.htm Management von Geschäftsprozessen Allgemeine BPMS Tools und Suites Charakteristika und  Einsatzmöglichkeiten BP Center of Excellence Geschäftsprozess-Modeling mit BPMN Iteration/Repetition/Looping/Links/GoTos komplexte Eventtypen Transaktionen und Kompensation Ad Hoc Prozesse Umgehen mit Ausnahmebedingungen/Fehlern komplexe Aktivitäten-Inputs und -Outputs Typen von Aktivitäten Activity Lifecycle Choreography Muster von Arbeitsabläufen Workflow Patterns, wie Sie in Kapitel 10 der BPMN Spezifikation beschrieben werden Business Rules Anforderungen an Business Rules Strukturelle Business Rules Entscheidungsmodelle Fact-Modelle Prozesselemente und Entscheidungspunkte Erstellen von Business Rules basierend auf den Geschäftsanforderungen Themen der Architektur SOA "fit" zwischen SOA und Prozessorientierung MDA MDA und Geschäftsprozesse Modeling für die Ausführung IT Infrastruktur und Geschäftsprozesse Service-Level-Verträge Prozesskonfigurations-Management Management von ITIL und COBIT-basierenden Technologien Datenschutz- und Sicherheitsstandards und deren Durchsetzung Überwachung und Managen von Prozessen verschiedene Typen von verfügbaren Prozessdaten Performancedaten von Prozessen Analytics & BAM tool setup Implementierung von BP Analyse und Simulationstools
24895 OCEB Business Advanced Exam Vorbereitung 7 hours Dieser Kurs bereitet Sie auf das OCEB Business Advanced Examen vor Organisationsziele und Ressourcen mit BPM in Einklang bringen Geschäftsprozesse und Ziele der Stakeholder angleichen Geschäftsprozesse und verfügbare Ressourcen in Einklang bringen Geschäftsprozesse unter veränderten Konditionen anpassen, um Organisationsziele zu erreichen Advanced Business Process Modeling mit BPMN Prozesse ausfindig machen Arbeiten mit umfangreichen Modellen Splitten eines Modells bei Outsourcing Modellvalidierung Management von BPM Programmen Entwickeln eines BPM Center of Excellence Entwickeln einer enterprise roadmap für BPM Techniken für Business adoption Entwicklen von business cases Entwickeln einer business architecture Bilden eines BPM team Ownership-Konzept von Prozessen Prozess portfolio management Globale und lokale Prozessrichtlinien Change Management für Fortgeschrittene Implementierung und Anpassung von Veränderung innerhalb der Organisation Rollout-Strategien Grad der Auswirkung beurteilen fortgeschrittene Change-Techniken Compliance und Assurance Governance, Risk, and Compliance (GRC) sowie Corporate Governance Enterprise Risikomanagement Strategisches Compliance Management und Corporate Social Responsibility Assurance Themen wie Information Assurance, Process Assurance, and Quality Assurance. fortgeschrittene Themen der Prozessverbesserung BP und transition QA Techniken BPMM - Structure und Major Features 6 Sigma - Funktionen, Ansätze und Nutzen LEAN - Funktionen, Ansätze und Nutzen
24890 OCEB Technical Advanced Exam Vorbereitung 7 hours Dieser Kurs bereitet Sie auf das Examen: OMG Certified Expert in BPM (OCEB) Technical Advanced vor- http://www.omg.org/oceb/coveragemap-tech-inter.htm Bewusstsein für Business- und Führungsprozesse Konfigurieren, messen und Reporting von KPIs BMM modeling für Fortgeschrittene verbesserter Einsatz von bereits existierenden Assets innerhalb der IT Fortgeschrittenes Geschäftsprozess-Modeling mit BPMN Verbesserung oder Optimierung von BPMN Modellen Verbessern eines BPMN-Modells für die Implementierung BPEL Grundlagen BAM Awareness Beziehung von ESB und Geschäftsprozessen Themen der Prozessdokumentation inkl. BP Use Cases Technische Spezifikationen von BP Modellen Analyse von Geschäftsprozessen Verständnis von Metamodeling Konzepten Metamodeling ermöglicht genaue Spezifikationen, weche unabhängig von Notation sind Metamodeling ermöglicht interoperable repository für Modelle Organisations-/Enterprise-Architektur service-orientierte Designkonzepte service-orientierte Designmuster Design von Services Erfüllen von GRC-Anforderungen Designen und Erstellen von prüffähigen Geschäftsprozessen Business Rules PRR Awareness Rete Algorithm Implementation und Integration Integrationskomponenten wie ERP, CRM, SaaS und Integrating Legacy Systems Integration von Business Intelligence und Analytics wie Data Warehousing Vendor Selection und Marketplace Topics Scenario-based assessment Cost/Benefit analysis / ROI RFP analysis Das richtige Werkzeug für spezifische Aufgaben

Spezialangebote

Course Ort Schulungsdatum Kurspreis (Fernkurs/Schulungsraum)
Drupal 8 Themen Bremen Mi, 2016-08-24 09:30 980EUR / 1330EUR
GIT für Opfer von Subversion Köln Mi, 2016-08-24 09:30 980EUR / 1330EUR
Tomcat München Mo, 2016-09-05 09:30 2723EUR / 3373EUR

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