6 Adoption courses in Liverpool

OVERVIEW -------------------------------------------------------------------------------- Effective decision-making requires the adoption of decision approaches that fit the complexities of these situations and the efficient management of decision-making processes. It also requires the ability to think strategically in highly interactive markets and acute insights into the psychology behind people's behaviour. Objectives * Develop critical thinking skills, sharpening your intuition in the face of risk and uncertainty * Learn ways to discover, manage, mitigate and avoid decision-making traps * Learn to leverage the power of 'nudges' - a light-touch way to influence human behaviour and improve decision-making * Boost your ability to build high-performing teams by understanding what conditions enable teams to make better decisions than individuals * Become a more strategic leader and decision-maker by understanding the long-term impact your decisions can have on your organisation

DOCKER FOR ENGINEERS TRAINING COURSE DESCRIPTION Docker is the container platform of choice. This course covers how to use Docker to package your applications with all of their dependencies and then test, deploy, scale and support your containers. Hands on sessions follow all the major sessions. WHAT WILL YOU LEARN * Work with Docker images, containers and command line tools. * Deploy and test Docker containers. * Debug Docker containers. * Describe Docker networking, deployment tools, orchestration and security. DOCKER FOR ENGINEERS TRAINING COURSE DETAILS * Who will benefit: Anyone working with Docker. * Prerequisites: Introduction to virtualization. * Duration 2 days DOCKER FOR ENGINEERS TRAINING COURSE CONTENTS * Introduction The birth of Docker, the promise of Docker, what Docker isn't. * Docker at a glance Process simplification, broad support and adoption, architecture, getting the most from Docker, the Docker workflow. * Installing Docker Important terminology, Docker client, Docker server, test the setup. * Working with Docker images Anatomy of a Dockerfile, building an image, running your image, custom base images, storing images. * Working with Docker containers What are containers? creating a container, starting a container, auto-restarting a container, stopping a container, killing a container, pausing and unpausing a container, cleaning up containers and images, next steps. * Exploring Docker Printing the Docker version, server information, downloading image updates, inspecting a container, getting inside a running container, exploring the shell, returning a result, docker logs, monitoring Docker, exploration. * The path to production containers Deploying, testing containers. * Debugging containers Process output, process inspection, controlling processes, network inspection, image history, inspecting a container, filesystem inspection, moving along. * Docker at scale Docker swarm, centurion, amazon EC2 container service. * Advanced topics Pluggable backends, containers in detail, security, networking. * Designing your production container platform The twelve-factor app, the reactive manifesto. * Conclusion The challenges, the Docker workflow, minimizing deployment artifacts, optimizing storage and retrieval, the payoff, the final word.

ABOUT THIS COURSE This 5 full-day course presents the most modern statistical and mathematical forecasting frameworks used by practitioners to tackle the load forecasting problem across short time and long time scales. The course presents practical applications to solving forecasting challenges, supported by real life examples from large control areas. It presents the weather impacts on the load forecasts and the methodologies employed to quantify the weather effect and building a repository of weather normal data. A good load forecast methodology must improve its forecasting accuracy and support a consistent load forecasting process. The load forecasting widely used in the power industry has evolved significantly with the advancement and adoption of Artificial Intelligence techniques such as Machine Learning. With the increased penetration of inverter-based resources, the operation of electric grids grew in complexity, leading to load forecasts that are updated more frequently than once a day. Furthermore, several jurisdictions adopted a smaller granularity than the hourly load forecasts in the effort to reduce the forecasting uncertainties. On the generation side, fuel forecasting professionals must meet energy requirements while making allowance for the uncertainty on both the demand and the supply side. This training course will also feature a guest speaker, who is a Ph.D candidate to provide insights into the most modern aspects of Artificial Intelligence in the context of load forecasting. Training Objectives This course offers a comprehensive approach to all aspects of load forecasting: * Gain a perspective of load forecasting from both operators in the generating plant and system operators. * Understand and review the advanced load forecasting concepts and forecasting methodologies * Learn the application of Artificial Neural Networks and Probabilistic Forecasting methods to manage forecasting uncertainties in short time frames * Appreciate market segmentation and econometric framework for long term forecasts * Find out the most recent practical application of load forecasting as examples from large power companies * Get access to recent industry reports and developments Target Audience * Energy load forecasting professionals from power plant and system operators * Energy planners and energy outlook forecasters and plant operators * Fuel procurement professionals * Planners and schedulers of thermal generating units Course Level * Intermediate Trainer Your expert course instructor is a Utility Executive with extensive global experience in power system operation and planning, energy markets, enterprise risk and regulatory oversight. She consults on energy markets integrating renewable resources from planning to operation. She led complex projects in operations and conducted long term planning studies to support planning and operational reliability standards. Specializing in Smart Grids, Operational flexibilities, Renewable generation, Reliability, Financial Engineering, Energy Markets and Power System Integration, she was recently engaged by the Inter-American Development Bank/MHI in Guyana. She was the Operations Expert in the regulatory assessment in Oman. She is a registered member of the Professional Engineers of Ontario, Canada. She is also a contributing member to the IEEE Standards Association, WG Blockchain P2418.5. With over 25 years with Ontario Power Generation (Revenue $1.2 Billion CAD, I/S 16 GW), she served as Canadian representative in CIGRE, committee member in NSERC (Natural Sciences and Engineering Research Council of Canada), and Senior Member IEEE and Elsevier since the 90ties. Our key expert chaired international conferences, lectured on several continents, published a book on Reliability and Security of Nuclear Power Plants, contributed to IEEE and PMAPS and published in the Ontario Journal for Public Policy, Canada. She delivered seminars organized by the Power Engineering Society, IEEE plus seminars to power companies worldwide, including Oman, Thailand, Saudi Arabia, Malaysia, Indonesia, Portugal, South Africa, Japan, Romania, and Guyana. Our Key expert delivered over 60 specialized seminars to executives and engineers from Canada, Europe, South and North America, Middle East, South East Asia and Japan. Few examples are: * Modern Power System in Digital Utilities - The Energy Commission, Malaysia and utilities in the Middle East, GCCIA, June 2020 * Assessment of OETC Control Centre, Oman, December 2019 * Demand Side management, Load Forecasting in a Smart Grid, Oman, 2019 * Renewable Resources in a Smart Grid (Malaysia, Thailand, Indonesia, GCCIA, Saudi Arabia) * The Modern Power System: Impact of the Power Electronics on the Power System * The Digital Utility, AI and Blockchain * Smart Grid and Reliability of Distribution Systems, Cyme, Montreal, Canada * Economic Dispatch in the context of an Energy Market (TNB, Sarawak Energy, Malaysia) * Energy Markets, Risk Assessment and Financial Management, PES, IEEE: Chicago, San Francisco, New York, Portugal, South Africa, Japan. Provided training at CEO and CRO level. * Enterprise Risk methodology, EDP, Portugal * Energy Markets: Saudi Electricity Company, Tenaga National Berhad, Malaysia * Reliability Centre Maintenance (South East Asia, Saudi Electricity Company, KSA) * EUSN, ENERGY & UTILITIES SECTOR NETWORK, Government of Canada, 2016 * Connected+, IOT, Toronto, Canada September 2016 and 2015 * Smart Grid, Smart Home HomeConnect, Toronto, Canada November 2014 * Wind Power: a Cautionary Tale, Ontario Centre for Public Policy, 2010 POST TRAINING COACHING SUPPORT (OPTIONAL) To further optimise your learning experience from our courses, we also offer individualized 'One to One' coaching support for 2 hours post training. We can help improve your competence in your chosen area of interest, based on your learning needs and available hours. This is a great opportunity to improve your capability and confidence in a particular area of expertise. It will be delivered over a secure video conference call by one of our senior trainers. They will work with you to create a tailor-made coaching program that will help you achieve your goals faster. Request for further information post training support and fees applicable Accreditions And Affliations

Running a successful project requires skills in planning, budgeting, tracking deliverables and stakeholder management. An area that can be neglected by project managers is the 'people side' - not the project team themselves but the end-users, those who will be affected by the project. Too often there is a single line at the end of the project plan that says 'Comms and Training'. If people are going to have to work differently and learn some new processes, then there is work to be done by the project team to help them through the emotional side of the change. This session explores why it's important to bring people along when a change is being made. It will provide project teams with the skills and knowledge either to manage the people change plan themselves or to secure the right resources for their project. * Understand the importance of the 'people side' of change * 8 'Golden Rules' of change management - overview * How to create a simple but effective change plan * Adoption * Benefits of good change management 1 INTRODUCTION * Objectives and agenda * People and projects - why is it important? * The Change Curve - the emotional side of change 2 8 'GOLDEN RULES' OF CHANGE MANAGEMENT - INCLUDING... * Role of the sponsor * Communication * Resistance to change 3 CHANGE PLAN * Elements of a change plan * Change impact assessment * Alignment with the project plan 4 ADOPTION * Who owns the change? * The vital role of the manager * Feedback and action loops 5 BENEFITS * Estimating the costs / benefits 6 NEXT STEPS * Summary of key learning points * Reflection on next steps 7 CLOSE

This course is designed to assist those on site who have responsibility for managing all forms of...

Masterclasses? Refreshers? Introductions? It depends what you're looking for and where you want to pitch them, but here are six tried-and-tested highly focused sessions that organisations can take individually or as a series, to help develop their teams' project management capabilities one topic at a time. Objectives for each individual session are set out below, as part of the session outlines. Taken together, as a series, however, these modules are an ideal opportunity to develop your team's levels of project management capability maturity, whether that's by introducing them to the basic principles, refreshing them on best practice, or giving them the opportunity to really drill down into a specific area of challenge in your particular operating environment. SESSION OUTLINES 1 Stakeholder management SESSION OBJECTIVES This session will help participants: * Understand why stakeholders matter to projects * Be able to identify and engage stakeholders * Be able to categorise stakeholders by their significance 1 KEY PRINCIPLES * What does 'stakeholder' mean - in theory? * What does this mean in practice? * Why stakeholders matter * Consequences of missing stakeholders * The stakeholder management process: * Identify * Assess * Plan * Engage 2 IDENTIFYING STAKEHOLDERS * Rapid listing * CPIG analysis * PESTLE analysis * Drawing on the knowledge and experience of others * Other ways to identify stakeholders 3 ASSESSING STAKEHOLDERS * Which stakeholders are significant? * Stakeholder radar * Power-interest maps * Power-attitude maps 4 PLANNING * The adoption curve * Dealing with obstacles * Who should engage which stakeholder? * How should the project's organisation be structured? * How will communication happen? 5 ENGAGING * Seven principles of stakeholder engagement 2 Requirements and prioritisation SESSION OBJECTIVES This session will help participants: * Understand how clarity of requirements contributes to project success * Use different techniques for prioritising requirements * Agree requirements with stakeholders * Manage changes to requirements 1 UNDERSTANDING AND MANAGING STAKEHOLDER NEEDS AND EXPECTATIONS * What are 'requirements'? * What is 'requirements management'? * Sources of requirements - and the role of stakeholders * Are stakeholders sufficiently expert to specify their needs? * Do they understand the detail of what they want, or do they need help to tease that out? * What do stakeholders want to achieve? * Working within constraints * Prioritising requirements - three techniques 2 MOSCOW PRIORITISATION * 'Must have', should have', 'could have, 'won't have this time' * When to use MoSCoW 3 THE KANO MODEL * Customer satisfaction - 'attractive' and 'must-be' qualities * When to use Kano 4 VALUE-BASED PRIORITISATION * Understanding risk v value * Using risk v value to prioritise features and schedules 5 AGREEING REQUIREMENTS * Perfect v 'good enough' * Establishing acceptance criteria * Requirements traceability * Agreeing project scope 6 CHANGING REQUIREMENTS * Why requirements change * Why change control matters * Impact on projects * A formal change control process * Paying for change - managing change for different types of project 3 Estimating SESSION OBJECTIVES This session will help participants: * Understand the different purposes estimates satisfy * Be able to use different estimating techniques * Understand how to achieve different levels of accuracy 1 KEY PRINCIPLES * What's an estimate? Informed guesswork * What needs to be estimated? Costs, resources, effort, duration * Tolerances * Precision v accuracy 2 ESTIMATING THROUGH THE LIFECYCLE * Start * Plan * Do 3 EARLY ESTIMATES * Comparative ('analogous') estimating * Parametric estimating * Using multiple estimating techniques 4 BOTTOM-UP ESTIMATING * Bottom-up ('analytical') estimating * Pros * Cons 5 THREE-POINT ESTIMATING * Three-point ('PERT': Programme Evaluation and Review Technique) estimating * Uncertainty and the range of estimates * Calculating a weighted average * Three-point with bottom-up 4 Scheduling SESSION OBJECTIVES This session will help participants: * Understand how to create a viable schedule * Be able to use different forms of schedule * Understand the concept of the critical path 1 KEY PRINCIPLES * The planning horizon * Rolling wave planning * Release planning 2 VIABLE SCHEDULING * Creating a viable schedule * Define the scope * Sequence the work * Identify the risks and build in mitigations * Identify the resources * Estimate the effort and durations * Check resource availability * Refine until a workable schedule is produced 3 CRITICAL PATH ANALYSIS * The critical path * Network diagrams * Sequence logic * Practical application: * Network diagram with estimated durations * The 'forward pass' * The 'backward pass' * Calculating total float * Identifying the critical path * Calculating free float * Gantt charts 5 Risk and issue management SESSION OBJECTIVES This session will help participants: * Understand the difference between risks and issues * Be able to identify and assess risks * Understand ways of mitigating risks * Manage issues 1 KEY PRINCIPLES * Understanding risk * Threats and opportunities * The risk management process * Preparation - proactive risk management * The process - identify, assess, plan, implement * Stakeholder communication * Roles and responsibilities * Risk management strategy * The risk register * Risk appetite 2 RISK IDENTIFICATION * Brainstorming * Interviews * Assumption analysis * Checklists 3 RISK ASSESSMENT AND PRIORITISATION * Probability, impact and proximity * Triggers * Qualitative risk assessment * Qualitative impact assessment * Qualitative probability assessment * Probability / impact grid * Bubble charts * Risk tolerance 4 PLANNING COUNTERMEASURES * To mitigate or not to mitigate? * Categories of risk response * Avoid and exploit * Reduce and enhance * Transfer * Share * Accept * Contingency * Secondary risks 5 ISSUE MANAGEMENT * What is an issue? * Tolerances * Issues and tolerances * The PRINCE2 view of issues * Ownership of issues * An issue management process * Issue register 6 Budgeting and cost control SESSION OBJECTIVES This session will help participants: * Understand what to include in a budget - and why * Choose - and use - the appropriate estimating technique * Align the budget with the schedule * Understand how to monitor spend and control costs * Trouble-shoot effectively to get projects back within budget SESSION FORMAT Flexible. The session can be tailored to the participants' average level of project management maturity - a 60-minute session (delivered virtually) is an effective introduction. A 90-minute session allows for more in-depth treatment. A half-day session (face-to-face or virtual) gives time for a more challenging workshop, particularly to discuss specific cost control issues with any of the participants' current projects. 1 WHERE IS THE MONEY COMING FROM? * Can we pay from revenue? Do we need to borrow? How long will the project take to pay back? * The lifecycle of the budget * Through-life costs * Stakeholder involvement 2 ESTIMATING COSTS * Reminder: the relationship between estimates * Reminder: possible estimating techniques * What do we need to estimate? * People * Equipment * Materials * Facilities and operating costs * Work package estimate * Estimated project costs * Estimating agile projects 3 ALIGNING BUDGET AND SCHEDULE * Scheduling and financial periods * Spreading the budget 4 RESERVES AND AGREEING THE BUDGET * Contingency reserve * Management reserve * Agreeing the budget 5 COST CONTROL * Planned spend over time * Actual spend over time * Work completed over time * Evaluating different scenarios: delivery v spend 6 TROUBLE-SHOOTING * Why are we where we are? * What has caused the project to spend at the rate it is? * Why is it delivering at the rate it is? * What are the root causes? * What can we do about it?