2413 Courses in Liverpool

CHANGE MANAGEMENT FOUNDATION: IN-HOUSE TRAINING: IN-HOUSE TRAINING This course provides practical knowledge on Change Management techniques and the Foundation certification. You will examine various Change Management techniques and explore which could be effectively implemented in your organization. The structured approach helps you understand how you deal with change as an individual, as a member of a team or organization, and as a leader. The program design explores the impact that change has on these four major areas: 1. Change and the Individual 2. Change and the Organization 3. Communications and Stakeholder Engagement 4. Change Management Practice This course also prepares you for the APMG Change Management Foundation exam. Given that a primary course goal is to achieve the Foundation Certification, the course text will be provided in advance of the workshop so the participant may begin studying. In addition, daily homework assignments and practice exams will be provided. The Foundation-level exam is taken at the end of the third day of the Traditional Classroom course. Virtual Classroom participants must make separate arrangements to schedule their exam following course completion (See 'Important Note for Virtual Course Participants'). WHAT YOU WILL LEARN You'll learn how to: * Explain how individuals learn and why many may resist change * Illustrate how to build an effective change team * Describe the stakeholder engagement process and relate this to appropriate communication * Differentiate various approaches to plan, implement, and sustain organizational change * Demonstrate how to assess change impact and readiness, and deal with resistance * Improve your ability to pass the APMG Change Management Foundation Certification exam GETTING STARTED * Introductions * Course structure * Course goals and objectives CHANGE AND THE INDIVIDUAL * How people learn * Personality and change - introduction to MBTI * Models of individual change - the Change Curve and Bridges' Transition * Motivating individuals during change CHANGE AND THE ORGANIZATION * Understanding organizational metaphors * Organizational culture and change * 3 models of change - Lewin, Kotter, and Senge * Key roles in change STAKEHOLDER ENGAGEMENT * Identifying and analyzing stakeholders * Personas and empathy maps * Influencing strategies COMMUNICATION * Feedback and communication approaches * Communicating change - planning, factors, and barriers * Communication biases and channels CHANGE IMPACT * Identifying and assessing change impact * Stakeholder impact assessment * Change severity assessment CHANGE READINESS * Building change agent networks and the change team * How to make the organization ready for change * Creating a change management plan * Dealing with resistance to change APMG CHANGE MANAGEMENT FOUNDATION EXAM PREPARATION * Review of and practice with APMG sample questions and test papers APMG CHANGE MANAGEMENT FOUNDATION EXAM * Traditional Classroom: Paper-based exams will be taken on the last day of class * Virtual Classroom: The exam is scheduled by the Participant and taken subsequent to the course

BETTER BUSINESS CASES™ PRACTITIONER: IN-HOUSE TRAINING: IN-HOUSE TRAINING Better Business Cases™ is based on the Five Case Model - which is the UK government's best practice approach to structuring spending proposals and making effective business decisions. Using this best-practice approach will allow organizations to reduce unnecessary spending and improve the decision-making process which gives you a greater chance of securing necessary funding and support for initiatives. The goal of the practitioner course is to develop a candidate's ability to deliver a comprehensive business case, through encouraging expanded knowledge to guide the practical application of theoretical foundations. Upon the completion of this Practitioner course, a candidate will be able to start applying the model to a real business case development project. WHAT YOU WILL LEARN At the end of this program, you will be able to: * Develop the lifecycle of a business case and to establish the relationships between the five cases * Apply the steps in the business case development framework, in order to support the production of a business case, using the Five Case Model, for a given scenario OVERVIEW OF BETTER BUSINESS CASES * Alignment with the strategic planning process * Importance of the Business Case using the Five Case Model * Overview of the Five Case Model * Purpose of the key stages in the development of a spending proposal * Purpose of a Business Justification Case * Business Case Development Process * Purpose of project / programme assurance and assurance reviews * Responsibility for producing the Business Case DETERMINING THE STRATEGIC CONTEXT AND UNDERTAKING THE STRATEGIC ASSESSMENT * Scoping the Scheme and Preparing the Strategic Outline Case * Planning the Scheme and Preparing the Outline Business Case * Procuring the Solution and Preparing the Full Business Case * Implementation and monitoring * Evaluation and feedback MAKING THE CASE FOR CHANGE * Agree on the strategic context * Determine spending objectives, existing arrangements, and business needs * Determine potential business scope and key service requirements * Determine benefits, risks, constraint, and dependencies EXPLORING THE PREFERRED WAY FORWARD * Agree on critical success factors * Determine long list options and SWOT analysis * Recommend a preferred way forward DETERMINING POTENTIAL VALUE FOR MONEY * Revisit the short list * Prepare the economic appraisal for short-listed options * Undertake benefits appraisal * Undertake risk appraisal * Select preferred option and undertake sensitivity analysis PREPARING FOR THE POTENTIAL DEAL * Determine the procurement strategy * Determine service streams and required outputs * Outline potential risk apportionment * Outline potential payment mechanisms * Ascertain contractual issues and accountancy treatment ASCERTAINING AFFORDABILITY AND FUNDING REQUIREMENT * Prepare the financial model * Prepare the financial appraisals PLANNING FOR SUCCESSFUL DELIVERY * Plan programme / project management * Plan change and contract management * Plan benefits realization * Plan risk management * Plan programme / project assurance and post project evaluation PROCURING THE VALUE FOR MONEY SOLUTION * Revisit the case for change * Revisit the OBC options * Detail procurement process and evaluation of best and final offers (BAFOs) CONTRACTING FOR THE DEAL * Set out the negotiated deal and contractual arrangements * Set out the financial implications of the deal ENSURING SUCCESSFUL DELIVERY * Finalize project management arrangements and plans * Finalize change management arrangements and plans * Finalize benefits realization arrangements and plans * Finalize risk management arrangements and plans * Finalize contract management arrangements and plans * Finalize post-project evaluation arrangements and plans

MANAGEMENT OF PORTFOLIOS (MOP®) PRACTITIONER: IN-HOUSE TRAINING In this MoP® Practitioner course, participants will have sufficient knowledge and understanding of how to apply and tailor the MoP guidance and to analyze portfolio data, documentation, and roles in relation to a given situation. MoP helps organizations ensure if the investments are done in the right, change initiatives, and implementing them correctly. This is achieved by: * Prioritizing the programs and projects in terms of their contribution to the organization's strategic objectives and overall level of risk * Managing the programs and projects consistently to ensure efficient and effective delivery * Maximizing the benefit by providing the greatest return from the investment made WHAT YOU WILL LEARN * Define the business case to get senior management approval for portfolio management * Plan the implementation of portfolio management * Select and adapt MoP principles, practices, and techniques to suit different organizational environments * Evaluate examples of MoP information including documents and role descriptions * Analyze the solutions adopted in relation to a given scenario * Introduction * Overview MoP * Portfolio Definition * Portfolio Management Roles * Portfolio Management Documents * MoP Practitioner Assignments * Portfolio Management Documents * Portfolio Delivery * How to Implement * Practice Exam * MoP Practitioner Exam (taken online, after the class has ended)

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

PMI-RMP® EXAM PREP: IN-HOUSE TRAINING This course is aimed at preparing the participant to pass the PMI-RMP® (Risk Management Professional) exam. The course will also provide practical tips and tools that can be used in any organization's project management risk practices. In this expanded session, you will also have time to practice your exam taking skills with coaching from a credentialed instructor. The course includes the tool RMP-IQ, with sample exam questions to practice for the exam and allow participants to see their knowledge level in the various domains. WHAT YOU WILL LEARN At the end of this course, participants will be able to: * Explain the value and benefits of the PMI-RMP® credential * Perform a self-assessment of your knowledge and skills * Prepare a study plan that will allow you to pass the exam FOUNDATION CONCEPTS * The Risk Management Professional (PMI-RMP®) Exam * PMI's Standard for Risk Management Portfolios, Programs and Projects * Key risk definitions * Risk management life cycle LEVELS OF RISK MANAGEMENT * Enterprise Risk Management * Portfolio Risk Management * Program Risk Management * Project Risk Management RISK STRATEGY AND PLANNING: PART 1 * Task 1: Perform a preliminary document analysis * Task 2: Assess project environment for threats and opportunities * Task 3: Confirm risk thresholds based on risk appetites RISK STRATEGY AND PLANNING: PART 2 * Task 4: Establish risk management strategy * Task 5: Document the risk management plan * Task 6: Plan and lead risk management activities with stakeholders * Agile, programs, and portfolio aspects of risk strategy and planning RISK IDENTIFICATION: PART 1 * Objectivity and bias * Task 1: Conduct risk identification exercises RISK IDENTIFICATION: PART 2 * Task 2: Examine assumption and constraint analysis * Task 3: Document risk triggers and thresholds based on context / environment * Task 4: Develop risk register * Agile, programs, and portfolio aspects of risk identification RISK ANALYSIS: PART 1 * Task 1: Perform qualitative analysis * Risk analysis in an agile environment RISK ANALYSIS: PART 2 * Task 2: Perform quantitative analysis * Task 3: Identify threats and opportunities * Program and portfolio aspects of risk analysis RISK RESPONSE * Task 1: Plan risk responses * Agile, programs, and portfolio aspects of risk response planning * Task 2: Implement risk responses MONITOR AND CLOSE RISKS: PART 1 * Task 1: Gather and analyze performance data MONITOR AND CLOSE RISKS: PART 2 * Task 2: Monitor residual and secondary risks * Task 4: Monitor project risk levels * Task 3: Provide information required to update relevant project documents * Agile, programs, and portfolio aspects of monitoring and closing risks

MANAGING SUCCESSFUL PROGRAMMES (MSP®) 5TH EDITION PRACTITIONER: IN-HOUSE TRAINING Managing Successful Programmes (MSP®) is a globally-recognized framework for best practice programme management. MSP certification provides guidance for programme managers, business change managers, and the next step for project managers to develop their knowledge and skills to be able to positively respond to the challenges of managing programmes and larger, more strategic, or multiple projects. MSP 5th Edition emphasizes flexibility, adaptability, and responsiveness by adopting an incremental approach to the programme lifecycle and thus enabling organizational agility. AXELOS offers two levels of MSP Examination: MSP Foundation and MSP Practitioner. The MSP 5th Edition Foundation Examination is intended to assess whether the candidate can demonstrate sufficient recall and understanding of the MSP programme management framework. MSP 5th Edition Practitioner is for project, programme, and business change managers that want to build on their knowledge of MSP in order to practically apply the MSP framework to real-life scenarios, providing the skills to lead and manage a programme. It is a must-have certification for both project and programme management professionals to deliver organizational value to their employers and boost their careers. WHAT YOU WILL LEARN At the end of this course, participants will be able to: * Understand how to apply the MSP principles in context * Understand how to apply and tailor relevant aspects of the MSP themes in context * Understand how to apply and tailor relevant aspects of the MSP processes in context * Course Introduction * Application of MSP Principles * Program Strategy and Themes * Application of Organization Theme * Application of Design Theme * Application of Justification Theme * Application of Structure Theme * Application of Knowledge Theme * Application of Assurance Theme * Application of Decisions Theme * Application of MSP Processes

MANAGEMENT OF RISK (M_O_R®) FOUNDATION: IN-HOUSE TRAINING This M_o_R® Foundation course prepares learners to demonstrate knowledge and comprehension of the four elements of the M_o_R framework: Principles, Approach, Processes, Embedding and Reviewing and how these elements support corporate governance. The M_o_R Foundation Course is also a prerequisite for the M_o_R Practitioner qualification. WHAT YOU WILL LEARN At the end of the M_o_R Foundation course, participants will gain competencies in and be able to: * Describe the key characteristics of risk and the benefits of risk management * List the eight M_o_R Principles * List and describe the use of the key M_o_R Approach documents * Create Probability and Impact scales * Define and distinguish between risks and issues * Create a Risk Register * Create a Stakeholder map * Identify the key roles in risk management * Use the key techniques and describe specialisms in risk management * Undertake the M_o_R Foundation examination INTRODUCTION * Introduction to the M_o_R course * What is a risk? * What is risk management? * Why is risk management so important? * Basic risk definitions * The development of knowledge about risk management * Corporate governance and internal control * Where and when should risk management be applied? M_O_R PRINCIPLES * The purpose of M_o_R principles * Aligns with objectives * Fits the context * Engages stakeholders * Provides clear guidance * Informs decision-making * Facilitates continual improvement * Creates a supportive culture * Achieves measurable value * Risk management maturity models M_O_R APPROACH * Relationship between the documents * Risk management policy * Risk management process guide * Risk management strategy * Risk register * Issue register * Risk response plan * Risk improvement plan * Risk communications plan M_O_R PROCESS * Common process barriers * Identify contexts * Identify the risks * Assess estimate * Assess evaluate * Plan * Implement * Communication throughout the process M_O_R PERSPECTIVES * Strategic perspective * Program perspective * Project perspective * Operational perspective RISK SPECIALISMS * Business continuity management * Incident and crisis management * Health and Safety management * Financial risk management * Environmental risk management * Reputational risk management * Contract risk management

PORTFOLIO, PROGRAMME, AND PROJECT OFFICES (P3O®) PRACTITIONER: IN-HOUSE TRAINING P3O® is the AXELOS standard for the design of decision-making processes regarding changes in organizations. P3O provides a guideline for the design of portfolio, programme, and project offices in organizations. The P3O Practitioner Course is an interactive learning experience. The P3O Practitioner-level content provides you with sufficient knowledge and understanding of the P3O guidance to design, implement, manage or work within any component office of a P3O model. It enables participants to successfully complete the associated P30 Practitioner exam and achieve the qualification. In this course, you will be prepared to successfully attempt the P3O Practitioner exam and learn how to implement or re-energize a P3O model in their own organization. WHAT YOU WILL LEARN At the end of the P3O Practitioner course, you will be able to: * Define a business case to get senior management approval for P3O * Build a right P3O model to adapt to the organization's needs, taking account of the organization's size and portfolio, programme and project management maturity * Identify the elements, roles, and functions deployed in a generalized P3O model * Use tools and techniques in running the P3O and advising those who shape the portfolio of programmes and projects INTRODUCTION TO P3O 1. What is the purpose of P3O? 2. Definitions 3. What are P3Os? 4. Portfolio, programme, and project lifecycles 5. Governance and the P3O DESIGNING A P3O MODEL 1. Factors that affect the design 2. Design considerations 3. What functions and services should the P3O offer? 4. Roles and responsibilities 5. Sizing and tailoring of the P3O model WHY HAVE A P3O? 1. How a P3O adds value 2. Maximizing that value 3. Getting investment for the P3O 4. Overcoming common barriers 5. Timescales WHY HAVE A P3O (EXTENSION)? 1. The P3O Business Case 2. The P3O Model Blueprint 3. Vision Statement 4. Demonstrating the Value 5. KPIs 6. The Benefits of Claimed Capabilities 7. Benefit Realisation and Strategic Objectives 8. Benefit Profile HOW TO IMPLEMENT OR RE-ENERGIZE A P3O 1. Implementation lifecycle for a permanent P3O 2. Identify 3. Define 4. Deliver 5. Close IMPLEMENTATION LIFECYCLE FOR A TEMPORARY PROGRAMME OR PROJECT OFFICE 1. Organizational context 2. Definition and implementation 3. Running 4. Closing 5. Recycling HOW TO OPERATE A P3O 1. Overview of tools and techniques 2. Benefits of using standard tools and techniques 3. Critical success factors 4. P3O tools 5. P3O techniques

MANAGING BENEFITS™ PRACTITIONER: IN-HOUSE TRAINING Managing Benefits™ provides generally applicable guidance encompassing benefits management principles, practices, and techniques. The purpose of the Practitioner-level qualification is to confirm whether you have achieved sufficient understanding of how to apply and tailor the Managing Benefits guidance and, specifically, the principles, practices, techniques, roles, and documentation in a scenario situation. A Practitioner candidate should, with suitable support, be able to plan, implement, sustain, and measure benefits management while adapting to different organizational environments. You should also be able to: * Identify activities that should be undertaken during each of the practices of the Benefits Management Cycle, together with the accountabilities and responsibilities of each of the defined roles * Evaluate examples of benefits management information (documents) * Analyse the solutions adopted in relation to a given scenario This course will prepare you to take and pass the Practitioner exam, which is held on the afternoon of the second day. Using APMG-provided sample exam papers and additional project case studies, you will learn how to apply what you've learned during the Foundation course and how to approach the scenario-based Practitioner exam, which is aimed at testing your ability to apply Managing Benefits in an actual project environment (via simulated case study). WHAT YOU WILL LEARN You'll learn how to: * Plan for the implementation of benefits management * Select appropriate strategies to sustain and measure progress * Select and adapt principles, practices, and techniques to suit different organizational environments * Identify activities that should be undertaken during each of the practices of the Benefits Management Cycle together with the accountabilities and responsibilities of each of the defined roles * Evaluate examples of benefits management information (documents) * Analyse the solutions adopted in relation to a given scenario * Improve your ability to pass the APMG Managing Benefits Practitioner Certification exam * Introductions * Course structure * Course goals and objectives Overview and Principles Review Managing Benefits Practices Managing Benefits Practitioner Exam Preparation * Practitioner Exam Briefing * Review of and practice with APMG sample questions and test papers * Sample project case study scenarios to apply the concepts in practice and deepen the learning Sample Practitioner Exam Debrief Results from Sample Practitioner Exam APMG Managing Benefits Practitioner Exam

PRINCE2® FOUNDATION: IN-HOUSE TRAINING Projects fail for a variety of reasons including poor planning, lack of defined quality criteria, poor understanding of the business drivers, inadequate control, and lack of senior management involvement in other words, lack of a structured best practice approach to project delivery. PRINCE2® (6th Edition is the current version) is a structured, process-based approach to project management providing a methodology which can be easily tailored and scaled to suit all types of projects. It is the de facto standard for project management in the UK Government and is used extensively in more than 150 countries worldwide with in excess of 20,000 organizations already benefiting from its powerful approach. It can be used easily in combination with PMI®'s PMBOK® Guideto provide a robust project management methodology, or to augment an existing PMBOK®-based methodology with additional rigor around areas such as Quality, Organization, and Benefits Realization. The goals of this course are to provide participants with a thorough grounding in PRINCE2® and its benefits and to prepare them to sit the Foundation exam. WHAT YOU WILL LEARN You'll learn how to: * Identify the benefits and principles underlying a structured approach to project management * Define the PRINCE2® method in depth, including the principles, themes, and processes * Prepare and practice for the Foundation exam GETTING STARTED * Introductions * Course structure * Course goals and objectives * Overview of the PRINCE2® Foundation exam PRINCE2® INTRODUCTION * Introducing PRINCE2® * The structure of PRINCE2® * What PRINCE2® does not provide * What makes a project a 'PRINCE2® project'? PROJECT MANAGEMENT WITH PRINCE2® * Defining a project * Managing a project * Controlling the variables * The Project Manager's work PRINCE2 PRINCIPLES * PRINCE2® Principles * The Seven Principles TAILORING AND ADOPTING PRINCE2® * Defining tailoring * Defining embedding * What can be tailored? * Who is responsible for tailoring? INTRODUCTION TO THE PRINCE2® THEMES * What is a PRINCE2® Theme? * What are the PRINCE2® Themes? * Tailoring the themes * Format of the theme chapters BUSINESS CASE * Need for a business case * Elements of a business case * How a business case is developed * Managing Benefits ORGANIZATION * Need for a special type of organization * PRINCE2® organization structure * Roles in a PRINCE2® project * Combining roles QUALITY * Relevance of quality to project work * Quality, quality control, and quality assurance * Quality management approach and the quality register * Who is responsible for quality? PLANS * Need for plans and their hierarchy * Approach to planning * Content of a PRINCE2® plan * Product-based planning RISK * The need to manage risks * What is a risk? * Risk and continued business justification * A risk management option CHANGE * Change is inevitable * Different types of change * Baselines and configuration management * Issue and change control in PRINCE2® PROGRESS * Controlling a PRINCE2® project * The application of tolerance * Types of control * Raising exceptions INTRODUCTION TO PROCESSES * Processes and the project lifecycle * The PRINCE2® journey * Structure of the process chapters * Tailoring the processes STARTING UP A PROJECT * Appointing people to the PRINCE2® roles * Establishing some baselines * Should we go further with this work? * Planning for initiation DIRECTING A PROJECT * Should we start / continue the project? * Responding to internal / external influences * Should we close this project? INITIATING A PROJECT * Establishing the project's approaches * Creating the project plan * Refining the business case * Assembling the PID CONTROLLING A STAGE * Authorizing and reviewing work * Monitoring and reporting * Handling non-planned situations * Triggering the next process MANAGING PRODUCT DELIVERY * Accepting work from the Project Manager * Getting the work done by the team * Routine and non-routine reporting * Handing back the completed work MANAGING A STAGE BOUNDARY * Taking stock of what we have done * Updating the PID * Consider the options for continuing / stopping * Producing exception plans CLOSING A PROJECT * PRINCE2® at the end of a project * Transition of product to operational use * How well did we do? * Tying up all the loose ends