Course Overview

Aimed at the advanced practitioner, your accelerated Lean Six Sigma Black Belt certification will teach you to generate business improvements in areas such as: customer satisfaction, service delivery, cost control, process performance, & new product introduction.

This Lean Six Sigma Black Belt certification is delivered by PEEC, an IASSC accredited Lean Six Sigma training provider, meaning you will benefit from accredited instructors and curriculum. During the 5 day course you will be introduced to both Lean and Six Sigma methodologies, meaning that activities focused around the speed and quality of business processes are addressed.

 

Course Outline

On the Lean Six Sigma Black Belt certification course you will learn expert level Lean Six Sigma skills, to enable you to identify, lead and deliver business process improvement projects.

You'll become an expert in the following Lean Six Sigma Black Belt modules:

  • Minitab and advanced statistics including data manipulation
  • Distributions
  • Central Limit Theorem
  • Sampling
  • Measurement System Analysis (MSA)
  • Statistical Process Control (SPC)
  • Hypothesis Testing I
  • Coaching practice
  • Analysis Of Variance (ANOVA)
  • Hypothesis Testing II
  • Surveys
  • Multiple Linear Regression
  • Advanced Design of Experiments (DOE)
  • Change Adoption
  • Logistic Regression

 

Exam track 

As part of the course, you will sit the Lean Six Sigma Black Belt exam.

This is a multiple choice exam, which requires a 70% pass mark. You'll walk away with proof that you are competent in process management and improvement.

 

Learning objectives

  • Achieve significant improvements in critical business processes.
  • Apply statistical and problem solving tools to an improvement project brought to class on the first day.
  • Reduce process variation.
  • Eliminate waste and defects by applying lean and Six Sigma.
  • Collect, analyze, and quantify data that enable process improvements.
  • -Learn how to execute the Six Sigma methodology.
  • Establish and define process capability.
  • Identify and eliminate dominant process variation sources.
  • Characterize and optimize processes by computing and applying statistical techniques.
  • Design, simulate, and execute designed experiments that depict validated improvement.
  • Learn how to plan and implement process control to hold project gains.

 

Prerequisites 

You'll have at least one and a half years of project management experience, either directly as a Project Manager or as part of a team.

You'll also have a basic understanding of Microsoft Office; such as Word, Excel, and PowerPoint. Previous exposure to process improvement or Lean Six Sigma philosophies is helpful, but not essential.

You must have attended and passed a Lean Six Sigma Green Belt course 

 

What’s included

  • ASSC accredited curriculum
  • The Six SIGMA Memory Jogger II: A Pocketguide of Tools for Six SIGMA Improvement Teams (ISBN: 9781576810446)
  • Courseware
  • Up-to 12 hours of instructor-led training each day
  • 24-hour lab access
  • Hands-on training through Lecture | Lab | ReviewTM
  • Digital courseware (if available)


Course Overview

Achieve your Lean Six Sigma Green Belt certification in just 5 days. On this accelerated course you’ll learn how to improve customer satisfaction, service delivery, cost control, process performance and new product introduction.

On this Lean Six Sigma Green Belt training you’ll be introduced to both Lean and Six Sigma methodologies and focus on the speed and quality of business processes.

Become a Lean Six Sigma Green Belt and you’ll understand how to apply Lean Six Sigma methodology and tools, act as an effective member of a Black Belt team and work on business improvement projects.

 

Course Outline

You'll become an expert in the following Lean Six Sigma Green Belt modules:

  • Enterprise
  • Define
  • Measure
  • Analyse
  • Improve
  • Control

 

Exam track

  • Lean Six Sigma Green Belt Exam
    • Multiple choice
    • 70% pass mark

 

Learning objectives

Become a Lean Six Sigma Green Belt and create more value to your customers with fewer resources. In just 5 days you’ll learn:

  • The Six Sigma methodology
  • Hands-on application to real-life problems within the industry
  • How to establish meaningful metrics that align process and financial performance
  • A detailed view of Cycle Time Reduction, Process Variation and Risk Management
  • How to identify, scope and charter process improvement projects and select the right people to execute those projects

 

Prerequisites 

While there are no formal requirements to achieve the Lean Six Sigma Green Belt certification, you will benefit from an interest in business process improvement.

This course is designed for all business professionals from a wide variety of manufacturing, service or transactional environments.

 

What’s included

  • IASSC accredited curriculum
  • The Six SIGMA Memory Jogger II: A Pocketguide of Tools for Six SIGMA Improvement Teams (ISBN: 9781576810446)
  • Courseware
  • Up-to 12 hours of instructor-led training each day
  • 24-hour lab access
  • Hands-on training through Lecture | Lab | ReviewTM
  • Digital courseware (if available)

 


Course Overview

Improve your knowledge of agile practices and methodologies, with PMI's globally-recognised ACP® certification.

The Agile Certified Practitioner® certification proves that you have professional knowledge of agile principles, methodologies and tools. Technology and trends are changing daily - which means we all need to become agile. The need for agile professionals is constantly increasing, so now's the time to prove your agility.

 

Course Outline

Agile Tools and Techniques

Communications
  • Information radiator
  • Team space
  • Agile tooling
  • Osmotic communications for colocated and/or distributed teams
  • Daily stand-ups
Planning, monitoring and adapting
  • Retrospectives
  • Task/Kanban boards
  • Timeboxing
  • Iteration and release planning
  • WIP limits
  • Burn down/up charts
  • Cummulative flow diagrams
  • Process tail
Agile estimation
  • Relative sizing/story points
  • Wide band Delphi/planning poker
  • Affinity estimating
  • Ideal time
Agile analysis and design
  • Product roadmap
  • User stories/backlog
  • Story maps
  • Progressive elaboration
  • Wireframes
  • Chartering
  • Personas
  • Agile modeling
Product quality
  • Frequent verification and validation
  • Test-driven development/test first development
  • Acceptance test-driven development
  • definition of done
  • continuous integration
Soft skills negotiation
  • Emotional intelligence
  • Collaboration
  • Adaptive leadership
  • Negotiation
  • Conflict resolution
  • Servant leadership
Value-based prioritization
  • Return on investment (ROI)/net present value (NPV)/internal rate of return (IRR)
  • Compliance
  • Customer-valued prioritization
  • Minimally marketable feature (MMF)
  • Relative prioritization/ranking
Risk management
  • Risk-adjusted backlog
  • Risk burn down graphs
  • Risk-based spike
Metrics
  • Velocity
  • Cycle time
  • Earned value management (EVM) for Agile projects
  • Escaped defects
Value stream analysis
  • Value stream mapping

Agile Knowledge and Skills

Level 1
  • Active listening
  • Agile Manifesto values and principles
  • Assessing and incorporating community and stakeholder values
  • Brainstorming techniques
  • Building empowered teams
  • Coaching and mentoring within teams
  • Communications management
  • Feedback techniques for product
  • Incremental delivery
  • Knowledge sharing
  • Leadership tools and techniques
  • Prioritization
  • Problem-solving strategies, tools and techniques
  • Project and quality standards for Agile projects
  • Stakeholder management
  • Team motivation
  • Time, budget and cost estimation
  • Value-based decomposition and prioritization
Level 2
  • Agile frameworks and terminology
  • Building high-performance teams
  • Business case development
  • Colocation/distributed teams
  • Elements of a project charter for an Agile project
  • Facilitation methods
  • Participatory decision models
  • PMI’s Code of Ethics and Professional Conduct
  • Process analysis techniques
  • Self-assessment
  • Value-based analysis
Level 3
  • Agile contracting methods
  • Agile project accounting principles
  • Applying new Agile practices
  • Compliance
  • Control limits for Agile projects
  • Failure modes and alternatives
  • Globalization, culture and team diversity
  • Innovation games
  • Principles of systems thinking
  • Regulatory compliance
  • Variance and trend analysis
  • Variations in Agile methods and approaches
  • Vendor management

 

Exam track

You will prepare to sit the PMI-ACP® exam. This exam is not included. To sit your PMI-ACP exam you will need to contact PMI or your local Prometric Testing Centre.

The PMI-ACP exam consists of 120 questions. 50% will be based on the Agile tools and techniques module and 50% on the Agile knowledge and skills module, covered in our curriculum.

Please note: Your exam fee is not included in the course price. The exam must be requested and paid directly to PMI. This should be done at least 21 days before the course starts.

 

Learning objectives

  • Demonstrate to employers your level of professionalism in Agile practices of project management
  • Increase your skills and understanding in project management tools and techniques
  • Show that you can lead basic Agile project teams
  • Provide a framework for Agile training and professional development initiatives

 

Prerequisites 

Before taking this course, you must have the following experience:

General project experience
  • 2,000 hours working on project teams
  • These hours must be earned within the last 5 years
  • Active PMP® or PgMP® will satisfy this requirement
Agile project experience
  • 1,500 hours working on agile project teams or with agile methodologies
  • These hours are in addition to the 2,000 hours required in “general project experience”
  • These hours must be earned within the last three years

 

Method of Delivery 

Online instructor-led training

 

What’s included

  • Agile Practice Guide - ISBN 9781628253993
  • The Mike Griffith’s PMI-ACP® Exam Prep, Updated Second Edition ISBN-13: 978-1932735987
  • Up-to 12 hours of instructor-led training each day
  • 24-hour lab access
  • Hands-on training through Lecture | Lab | ReviewTM

Please note: Your exam fee is not included in the course price. The exam must be requested and paid directly to PMI. This should be done at least 21 days before the course starts.


Course Overview

 Get two APMG Change Management certifications in just three days - 40% faster than traditional training. You'll sit both the Foundation and Practitioner exams as part of the programme.

On this accelerated course, you'll study the refreshed Change Management curriculum, aligned to the change management body of knowledge.

The APMG Change Management course helps you to deal effectively with change, and manage its impact on your organisation. This certification is ideal for project, programme, change, department and operational managers involved in organisational change.

 

Course Outline

Change and the Individual

Key elements and characteristics associated with:

  • Maslow’s hierarchy of needs 
  • Satisfaction and growth (Herzberg, Pink)

The terms used in MBTI® to describe key differences between people, and the meaning of those terms.

The defining features of models which describe how people learn:

  • The role of reinforcement (reward and punishment) in learning.
  • The stages and sequence of the ‘learning cycle’ (Kolb) and the related learning styles (Honey and Mumford)
  • The ‘Conscious Competence’ learning model and its impact on performance (the learning dip)

Understand the concepts, principles, model types, approaches and roles relating to change and the individual to identify:

  • The process of the human response to change represented in ‘change curve’ models and its significances for managing change. 
  • The significance for managing change of Bridges’ model of human transitions:
    • The phases of the model itself
    • The ‘Endings’ phase
  • The significance for managing change of Bridges’ model of human transitions:
    • The ‘Neutral Zone’ phase
    • The ‘New Beginnings’ phase
  • The significance for managing change of Maslow’s hierarchy of needs
  • The significance for managing change of key motivation theories
    • Satisfaction and growth (Herzberg)
    • The role of autonomy, mastery and purpose (Pink)
  • The significance for managing change of key motivation theories
    • Survival and learning anxieties (Schein)
    • Personal growth (Rogers)
  • The significance for relationships and communication in change of individuals’ differences of temperament, as seen through MBTI® terminology.
  • The elements of theories and models on learning and how they relate to what happens when individuals go through change:
    • The role and limitations of simple reinforcement (reward and punishment) in learning and change.
    • Practical examples of the ‘Conscious Competence’ learning process, and the performance implications of the learning dip.
  • The stages and sequence of the learning cycle (Kolb).
  • Different learning preferences/styles and how they relate to the cycle; appropriate learning activities for each learning style (Honey & Mumford). 2.10
  • Key principles in defining what is to be learned. 

Be able to apply within a particular scenario particular models, tools, principles or approaches relating to change and the individual. Specifically to identify:

  • Insights about a change situation offered by change curve models, and relevant actions that change managers can take or recommend based on these insights.
  • Actions and approaches based on Bridges’ model of human transitions that change managers can apply or recommend to help manage the human side of a change.
  • Factors likely to affect the motivation of people engaged in a change process; how change managers can use their understanding of these factors to encourage and support high motivation, and to consolidate and embed change. 
  • Varying individual responses to a change situation likely to result from differences in temperament, and steps that change managers can take or recommend to engage the widest possible range of individuals.
  • Appropriate applications of learning theory and practices when planning a change.
  • Be able to analyse and distinguish in a scenario between appropriate and inappropriate application of the particular principles, approaches, models and tools relating to change and the individual.
  • Specifically to analyse with reasons whether:
    • The use or recommendation by a change manager of particular approaches, techniques or actions affecting individuals in change is appropriate.

Change and the Organization

Know facts relating to change and the organization, including concepts, terms, principles, model types, approaches and roles:

  • Key stages, sequences and characteristics associated with
    • Lewin’s three-stage model
    • Kotter’s eight-step model
  • The archetypal roles involved in the process of organizational change and their characteristics
  • The terms used in force field analysis, the assumptions on which it is based and appropriate steps used in applying the technique.

Understand the concepts, principles, model types, approaches and roles relating to change and the organization:

  • The value of using a range of images/metaphors to think about organizations, how such insights affect leadership and how they may affect the way change is approached.
  • Insights deriving from Gareth Morgan’s metaphor of ‘organizations as machines’
  • Insights deriving from Gareth Morgan’s metaphor of ‘organizations as brains’
  • Insights deriving from Gareth Morgan’s metaphor of ‘organizations as political systems’
  • Insights deriving from Gareth Morgan’s metaphor of ‘organizations as flux and transformation’
  • The elements and use in organizational change of:
    • Kotter’s eight-step model
    • Kotter’s ‘dual operating system’ approach to continuous change
  • The implications for organizational change of systems thinking (Senge).
  • Effective behaviours in change of:
    • The change sponsor
    • A change agent
    • The line manager
  • What is meant by ‘organizational culture’, how it develops, how it is shaped, how it differs from the concept of ‘climate’, and the significance of leadership.
  • What is meant by ‘emergent change’, mechanisms by which change may evolve and characteristics of change situations requiring an ‘emergent’ approach.
  • Appropriate ways to define and move towards a desired ‘future state’ including the role of leadership.
  • The characteristics of an appropriate change vision including:
    • Definition of a vision (as opposed to a mission statement)
    • An appropriate approach to writing a vision statement including pitfalls to avoid.
  • Typical ways that an organization’s strategic objectives are expressed in portfolios, programmes and projects (P3); the governance structures, roles and common methodologies found in a P3 environment; how change initiatives typically interface with this environment; and the implications for delivery of change initiatives.

Be able to apply within a particular scenario particular models, tools, principles or approaches relating to change and the organization. Specifically to identify:

  • The connections between a change and wider organization strategy; useful approaches to developing a vision for the change; and the relationship of that change (and its delivery) with any P3 governance structures.
  • Organizational metaphors that are affecting the thinking and behaviours of those involved in a change process and their implications for the way change is approached.
  • Useful ways to identify and understand organization culture, and to discuss it with other people involved in the change initiative; the implications of the organization’s culture for a change initiative.
  • The models of the change process appropriate to a particular change initiative, and the relevant tools to use, or actions to be taken or recommended by the change manager in support of the change.
  • Change situations where the paradigm of ‘planned change’ may not be fully appropriate, the factors in those situations which suggest the need for an ‘emergent’ approach, and appropriate actions for a change manager to take or recommend in support of ‘emergent change’.
  • Characteristic roles (independently of formal job titles) taken by different people associated with a change process, and appropriate actions and behaviours used or recommended by a change manager to fulfill those roles effectively.
  • Be able to analyse and distinguish in a scenario between appropriate and inappropriate application of the particular principles, approaches, models and tools relating to change and the organization. Specifically to analyse with reasons whether:
    • The insights drawn by a change manager from observation of organizational culture or of metaphors being used are justified, and whether any resulting actions or recommendations are appropriate.
    • Particular approaches or tools recommended, or actions taken by a change manager, which relate to planned or emergent models of organizational change and to the behaviours required of people taking different roles are appropriate.

Communications and Stakeholder engagement

Know facts relating to communication and stakeholder engagement, including concepts, terms, principles, model types, approaches and roles. Specifically to recall:

  • Major features that underpin effective stakeholder engagement:
    • Definition of a stakeholder
    • Principles of stakeholder engagement
  • The elements of methods and techniques for determining appropriate levels of involvement with stakeholders:
    • Stakeholder radar
    • Mapping in two dimensions
  • Characteristics associated with ‘push’ and ‘pull’ communication channels, and lean and rich communication channels.

Understand the concepts, principles, model types, approaches and roles relating to communication and stakeholder engagement. Specifically to identify:

  • Useful approaches to identifying stakeholders
  • Reasons for segmenting stakeholders and the CPIG classification
  • The value of techniques to deepen understanding of stakeholder ‘segments’ and how to use them:
    • Personas
    • Empathy mapping
  • The purpose and value of determining appropriate levels of involvement with stakeholders:
    • Stakeholder radar
    • Mapping in two dimensions
  • The effects of some common sources of bias during a change process and the way that communications approaches may be used to mitigate these effects.
  • The advantages and challenges in change processes of including feedback mechanisms in communication, and the role of communication to achieve engagement.
  • Principles of maintaining a people-focused approach to communication and factors to encourage engagement
  • Elements of communication and techniques which improve communication effectiveness and engagement.
  • The range of methods and channels which can foster collaboration in change, and the strengths and weaknesses of each.

Key elements in developing a communications strategy for a change initiative, and a communication plan which focuses on the ‘when’ and ‘how’ of how that strategy will be implemented.

Be able to apply within a particular scenario particular models, tools, principles or approaches relating to communication and stakeholder engagement. Specifically to identify:

  • How the principles of stakeholder engagement apply to a change initiative, and how stakeholders in a change may be appropriately identified, segmented and mapped.
  • How communications theory and principles may be appropriately used to enhance communications relating to a change initiative.
  • How to recognize and mitigate some common sources of bias in change situations, and how communication approaches may be used to mitigate them.
  • How to communicate change to people, increasing communication effectiveness and encouraging engagement.
  • How to develop a communication strategy and plans for a change initiative, selecting appropriate communication channels to foster collaboration.
  • Be able to analyse and distinguish in a scenario between appropriate and inappropriate application of the particular principles, approaches, models and tools relating to communication and stakeholder engagement.
  • Specifically to analyse with reasons whether:
    • Stakeholder engagement and communication approaches selected or recommended by a change manager

Change Management Practice

  • Know facts from the Course Text relating to change management practice, including concepts, terms, principles, model types, approaches and roles.
  • The elements of the change formula (Beckhard & Harris), and how they may be used to increase motivation for change.
  • The purposes and key elements of a change management plan.
  • The stages of team development (Tuckman) and how they relate to typical behaviours found in a change team at various stages of its lifecycle.

Understand the concepts, principles, model types, approaches and roles relating to change management practice. Specifically to identify:

  • Approaches and methods for identifying change impacts:
    • Change management as a risk management strategy
    • Categories of change impacts and key inputs
  • The elements of the McKinsey 7S model, the significance of each element, and the way elements interact with one another.
  • Steps involved in conducting a stakeholder impact assessment and typical considerations or components of each steps
  • Four factors which influence the severity of change impact and tools appropriate to evaluating each factor.
  • Approaches to working with individuals in large changes and how they can be made effective.
  • Practices which lay the foundation for a successful change through building a change team using internal and external recruitment.
  • Practices which lay the foundation for a successful change through developing an effective team (Glaser and Glaser).
  • Key aspects of preparing for and addressing resistance to change:
    • Understanding the ‘psychological contract’
    • Common reasons for resistance and how to deal with them
  • Key aspects of preparing for and addressing resistance to change:
    • Common symptoms of resistance and how to respond
    • Effective approaches to managing resistance
  • Practices that can build and sustain momentum in a change initiative.
  • Change ‘levers’ that can be used to support and sustain the adoption of a change and how to apply them appropriately.
  • The level of adoption of a change, its implications for achieving critical mass and reinforcing systems that can help sustain change.

Be able to apply within a particular scenario particular models, tools, principles or approaches relating to change management practice. Specifically to identify:

  • How to assess the impact of a change, including both scope and severity.
  • How to work effectively with individuals in change, building motivation for change and involving people appropriately in large-scale changes.
  • Approaches to assessing team effectiveness (including change teams), factors that limit effectiveness and ways to improve it.
  • Change management activities which create favourable conditions for change, including elements required in a change plan.
  • Likely causes of resistance to change and appropriate strategies to address them, including strategies to build and sustain momentum.
  • Change management actions that can support and sustain adoption of change.

Be able to analyse and distinguish in a scenario between appropriate and inappropriate application of the particular principles, approaches, models and tools relating to change management practice. Specifically to analyse with reasons whether:

  • A change impact assessment has been developed using an appropriate process and is fit for purpose.
  • Change management practices are being applied appropriately in a change situation to build and sustain that change.

 

Exam track 

During the course you'll prepare for and sit the following exams:

Change Management Foundation Exam:

  • 50 multiple-choice questions (50% pass mark)
  • 40 minutes duration
  • Closed book

Change Management Practitioner Exam:

  • Four questions per paper, 20 marks available per question
  • 50 marks required to pass (out of 80 available)
  • 2.5 hours duration
  • Restricted open book - manual and candidate handbook only

 

Learning objectives

On this course, you'll learn:

  • How your employees react to change
  • How to guide your employees through the phases of transition to minimise resistance
  • How to apply appropriate change theories to your organisation's needs
  • How to reduce the risk of failure or delay, by maintaining productivity and reducing costs

The APMG Change Management certification complements process-driven methods like PRINCE2® and MSP®.

 

Prerequisites 

We recommend that you are familiar with change management concepts, and the basic functions of change management within an organisation.

 

What’s included

  • APMG-accredited courseware
  • The Effective Change Manager's Handbook: Essential Guidance to the Change Management Body of Knowledge (ISBN - 978-0749473075)
  • Examination vouchers
  • Up-to 12 hours of instructor-led training each day
  • 24-hour lab access
  • Hands-on training through Lecture | Lab | ReviewTM
  • Digital courseware (if available)



Course Overview

Introducing PRINCE2 Agile, the world’s most complete project management solution, combining the flexibility and responsiveness of agile with the clearly defined framework of PRINCE2.

PRINCE2 Agile is tailored for forward-thinking organizations and individuals already benefiting from PRINCE2 that would like further guidance on how to apply agile methods to the world’s most recognized project management method. It combines the control of PRINCE2, with the agility of Agile.

 

Course Outline

 This course will cover the following four principle areas:

• Lean and flow

• Iterative and time boxed

• Project focused

• Standalone techniques

 

Exam track

Prince2 Agile Foundation

  • Objective testing
  • One-hour multiple-choice paper
  • 50 questions with a pass mark of 55%
  • Closed book exam

Prince2 Agile Practitioner

  • Objective testing
  • 50 questions each worth one mark
  • 30 marks or more required to pass out of 50 questions: 60% pass mark
  • Two-and-a-half hours’ (150 minutes) duration
  • Open book exam.

 

Learning objectives

By the end of the PRINCE2 Agile Practitioner course you should:

  • Understand the basic concepts of common agile ways of working
  • Understand the purpose and context for combining PRINCE2® and the agile way of working
  • Be able to apply and evaluate the focus areas to a project in an agile context
  • Be able to fix and flex the six aspects of a project in an agile context
  • Be able to tailor the PRINCE2 principles, themes, processes and management products to a project in an agile context

 

Prerequisites 

Obtained both the PRINCE2® Foundation and Practitioner qualifications

 

Method of Delivery

Virtual instructor-led

 

What’s included

  • PRINCE2 Agile accredited courseware
  • PRINCE2 Agile™ official book by AXELOS (ISBN - 9780113314676)
  • Onsite exams
  • Examination vouchers



Course Overview

On this combined APMG’s AgileBA® Foundation and Practitioner course, you’ll gain 2 certifications in just 3 days.

Learn the theories behind an agile framework and the responsibilities of an agile business analyst. Then learn how to implement agile business analysis in the workplace.

In just 3 days, you’ll learn how to assess stakeholder requirements, and recognise how an agile business case differs from a traditional business case - crucial skills agile business analysts.

You’ll sit both the APMG AgileBA® Foundation exam and the APMG AgileBA® Practitioner exam as part of your accelerated course.

Whether you’re an aspiring business analyst, project manager with business analysis responsibilities, scrum product owner, product manager or a systems analyst, this course is ideal for you.

 

Course Outline

Module 1: The holistic view of the business

  • The AgileBA® role in relation to mission and objectives
  • How to analyse the business environment
  • Measuring the success of implementing change

Module 2: The Agile landscape

  • What is Agile? Approaches and frameworks
  • Why is Agile needed?
  • Role and responsibilities of the Agile BA and Agile team

Module 3: Stakeholders

  • Stakeholder types / personas
  • RACI and RASCI in Agile
  • Empowerment of Stakeholders in an Agile project

Module 4: Dealing with requirements

  • The Agile approach to requirements
  • User Stories, Epics, Acceptance Criteria
  • The Agile Business Analyst’s link to quality and testing
  • The Agile Requirements Life Cycle
  • Checking completeness

Module 5: The Agile business case

  • Strategic and project business cases
  • Understanding the business problem
  • As Is, To Be, Abstraction
  • Gap Analysis and Value Streams

Module 6: Facilitated Workshops

  • The role of Facilitation in Agile
  • How to organise and run a Facilitated Workshop

Module 7: Prioritisation

  • Combining and prioritising requirements
  • Customer perception and expectation

Module 8: Modelling and prototyping

  • 6 perspectives for modelling
  • Tacit information
  • Reasons and perspectives for prototyping

Module 9: Working in a timebox

  • Timebox structure and iterative development

 

Exam track

  • Exam: APMG AgileBA® Foundation
    • Format: Multiple choice
    • Number of questions: 50
    • Passing score: 50%
    • Duration: 40 minutes

 

  • Exam: APMG AgileBA® Practitioner
    • Format: Complex multiple Choice
    • Passing score: 50%
    • Duration: 2.5 hours

 

Learning objectives

On this course, you'll learn:

  • Apply the underpinning philosophy, principles and processes of AgileBA in a project situation
  • Describe and apply the Agile approach to managing and prioritising requirements
  • Produce and evaluate the content of BA-produced products during an Agile project
  • Identify and apply popular Agile techniques in a project situation, including MoSCoW prioritisation, iterative development and timeboxing
  • Understand the roles and responsibilities within an Agile project and the different levels of empowerment with respect to requirements and the business case
  • Understand the mechanisms for facilitation and support within an Agile project
  • Understand how to test, estimate and evaluate benefits delivery in an Agile project
  • Describe and apply the Agile approach to managing requirements.

 

Prerequisites 

There are no prerequisites for this accelerated course

 

Method of Delivery 

Virtual instructor-led training

 

What’s included

Your accelerated course includes:

  • Examination vouchers
  • Courseware
  • Up-to 12 hours of instructor-led training each day
  • 24-hour lab access
  • Hands-on training through Lecture | Lab | ReviewTM
  • Digital courseware (if available)

PRINCE2® is a process-based approach for project management providing an easily tailored and scalable method for the management of all types of projects. The method is the de-facto standard for project management in the UK and is practiced worldwide.

The continued international development of PRINCE2® examinations, training and course material is contributing significantly to the recognition of PRINCE2® as a truly international standard. The PRINCE2® Foundation introduces the PRINCE2® method whilst the Practitioner teaches how to apply it practically to the running and managing of a project within the PRINCE2® environment.

Course outline

  • Business & projects
  • Project management
  • Overview of Prince2 processes and components
  • Project start-up
  • Organisation component
  • Business case component
  • Project scenarios
  • Product-based planning
  • Plan component
  • The planning process
  • Management of risk component
  • Initiating a project
  • Configuration management component
  • Controls component
  • Controlling a stage, managing product delivery & managing stage boundaries
  • Change control component
  • Quality in a project environment component
  • Closing a project
  • Benefits of Prince2®

Course duration 

The Prince2® certification is run over a period of 5 full days from Monday to Friday.

Prerequisites

Ideal candidates should already be working as project managers in an environment that follows some form of structured methodology. If you are not a project manager, you may currently be in another role within the project management team.

Who should attend?

This course is aimed at anyone wishing to gain the qualification or requires the understanding of it’s terminology and principles behind the method:

  • Individuals seeking leading project management skills and greater employment prospects
  • Project Managers
  • General Managers
  • Programme Managers
  • Team managers and support staff
  • Project Management Consultants
  • Directors/Executives responsible of projects

Learning outcomes

  • Upon successful completion of this course, students would have:
  • Gained a basic knowledge and understanding of project management and project-based work.
  • Identified the difference between a project and a process.
  • Been introduced to the components, elements and processes of Prince2 and the relationships that bind them together.