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Training Program Deliverables

Program Design & Development Professional training materials are the cornerstone of all business training and

development activities. With a view to providing a sound material support to the

programs proposed to be provided to different types of trainees, a number of training

resource materials will be prepared, keeping in view the needs of the trainee target

group. Such materials will be developed for EDCO as below:

i) Course Material CD

ii) Exercises or Workshops

iii) Pre-Assessment & Post Assessment tests

All of the above mentioned materials shall be the proprietary owned by I-Systems and

shall be customizable one time only for HCWW own needs according to the purpose

and target audience of the trainees.

Advanced Budgeting Workshop Program Objectives By the end of the program, participants will be able to: • Build budget templates and models for their departments or organizations.

• Apply several forecasting techniques to better manage uncertainties in budgeting.

• Evaluate capital budgeting decisions using several methods and recommend proper action.

• Utilize Microsoft Excel® functions and tools in the budgeting process.

• Evaluate the budgeting process in their organization and recommend improvements.

Program Outline

Budgeting and Planning

• The Budget and the Functions of Management

• Budget as a Planning Tool

• Budgets and the Key Financial Statements

• Top-Down versus Bottom-Up Process

• Making the Budget a Value-Added Activity

• The Master Budget and its Components

• Operating and Capital Budgets

Budget Process and Approaches

• Identifying Cost Elements and Items Needed

• Creating a User-Friendly Template

• Choosing the Proper Budgeting Approach:

»» Incremental Budgeting

»» Zero-Based Budgeting

»» Flexible Budgeting

»» Kaizen Budgeting

»» Activity-Based Budgeting

»» Rolling (Continuous) Budgets & Forecasts

Forecasting Techniques

• Qualitative and Quantitative Methods

• Linear and Non Linear Relationships

• Time Series and Trend Analysis

• Regression and Multiple Regression Analysis

• Smoothing the Data and Using Averages

Advanced Capital Budgeting Evaluation Techniques

• Cash Flow Estimation

• Analyzing Investment and Operating Cash Flows

• Time Value of Money Concept

• Cost of Capital

• The Required Rate of Return

• Net Present Value (NPV)

• Internal Rate of Return (IRR)

• Modified Internal Rate of Return (MIRR)

• Profitability Index (PI)

• Pay-Back Period

• Discounted Pay-Back Period

• Mutually Exclusive Projects

• Capital Rationing

• Comparing and Evaluating Techniques

• Sensitivity and Risk Analysis

Breakeven Analysis

• Using Breakeven Analysis in the Budgeting Process

• Single Product Breakeven Analysis

• Multiple Products Breakeven Analysis

• Optimizing Resources and Working with Budget Constraints Management Budget Reports

• Tracking the Budgets

• Budget as a Control Tool

• Variance Analysis

This program is designed for:

Financial professionals, finance managers, corporate controllers, financial controllers, treasury

professionals, chief accountants, accounting managers, senior accountants, banking professionals, and

corporate business professionals.

Effective Budgeting and Cost Control Program Objectives

By the end of the program, participants will be able to:

• Demonstrate how the budget relates to the key financial statements: balance sheet, income

statement and cash flows.

• Prepare a budget consistent with the organization’s strategic plan.

• Use appropriate estimation techniques in the development of revenue and expense budgets.

• Identify all the appropriate costs to be included in a capital expenditure proposal.

• Apply cost control tools, analyze management variance reports and take proper corrective action.

Program Outline

Principles of Budgeting and Cost Control

• The Critical Functions of Management

• Control: The Missing Link

Linking the Tactical Budget to Strategic Objectives

• The Strategic Planning Process

• Budget as a Planning Tool

• Aligning the Budget with the Organization’s Strategy

Types of Budgets

• The Master Budget

• Operating and Capital Budgets

• The Budgeted Financial Statements

Approaches to Budgeting

• Incremental Budgeting

• Zero-Based Budgeting

• Fixed Budgeting and Flexible Budgeting

• Kaizen Budgeting and Continuous Improvement

• Activity-Based Budgeting

Budgeting and Costing Techniques

• Break-Even Analysis

• Use of Standards in Budgeting

• Different Forecasting Methods

• Trend Analysis and Cost Estimation

• Characteristics of an Effective Budget

Project Budgeting

• Planning for Projects

• Direct and Indirect Project Costs

Capital Expenditure Budgeting and Analysis

• Time Value of Money

• Simple versus Compound Interest

• Identifying and Analyzing Cash Flows

• Using Cost of Capital or Required/Desired Rate of Return

• Net Present Value (NPV)

• Internal Rate of Return (IRR)

• Profitability Index (PI)

• Pay-Back Period (PBP)

• Accounting Rate of Return (ARR)

• Approval for Expenditure (AFE)

• Sensitivity and Risk Analysis

Cost Control and Management Budget Reports

• Budget as a Control Tool

• Approaches to Cost Control

• Characteristics of an Effective Control System

• Understanding the Need for Timeliness and Precision

• Variance Analysis: Identifying the Components of Variance

• Variance Analysis: Taking the Corrective Action

• Problems in Budgeting


All managers, supervisors and analysts who prepare and/or use management budgets.

Financial Accounting and Reporting Program Objectives

By the end of the program, participants will be able to:

• Recognize important financial accounting topics and how to report them on financial statements.

• Properly account for assets, liabilities, equity, revenues and expenses.

• Prepare financial statements with the required notes and disclosures in periodic financial reports.

• Recognize the need for transparency in reporting of financial statements and management reports.

• Determine the structure, presentation and disclosure of financial statements and annual reports.

• Interpret and report income statement and balance sheet accounts.

Program Outline

Financial Statements and Business Decisions

• Accounting and Financial Systems

• Four Key Financial Statements

• Relationship among the Financial Statements

• Management Uses of Financial Statements

The Need for Financial Reporting

• The Evolving Role of Financial Accountants

• Transparency in Financial Reporting

• The Concept of Quality of Earnings

• Corporate Annual Reports

• Segment Reporting and Analysis

• Management Discussion and Analysis

Reporting and Interpreting Sales Revenue, Receivables and Cash

• Accounting for Sales Revenues, Sales Discounts and Sales Returns

• Measuring and Reporting Receivables

• Cash and Cash Equivalents

Reporting and Interpreting Cost of Goods Sold and Inventory

• Nature of Inventory and Cost of Goods Sold

• Inventory Costing Methods

• Inventory Valuation and Write Down

Reporting and Interpreting Property, Plant and Equipment, Natural Resources and Intangibles

• Classifying Long-Lived Assets

• Measuring and Recording Fixed Assets

• Accounting for Subsequent Costs of Repairs, Maintenance, and Additions

• Depreciation and Amortization

• Accounting for Disposal of Assets

• Reporting and Accounting for Intangibles

• Accounting for Natural Resources Reporting and Interpreting Liabilities

• Liabilities Defined and Classified

• Accounting for Contingent Liabilities

Reporting and Interpreting Owners’ Equity

• Ownership of a Corporation

• Types of Capital Stock

• Accounting for Capital Stock

• Stock Splits and Dividends

• Accounting for Treasury Shares

Reporting and Interpreting Investments

• Types of Equity and Debt Investments

• Accounting for Investments

• Fair Value and Equity Methods


Professionals in the field of finance and accounting, accountants at all levels seeking to enhance

practical finance and accounting knowledge, certified financial and accounting personnel.

Financial for Non-Finance Specialists

Duration: 3 days Program Objectives The purpose of the course is to provide knowledge and understanding of the role of finance within the organization and to understand the importance and methods of income and expenditure planning. In addition, participants will learn how to contribute to budget development and budgetary control and to implement financial performance monitoring for reporting and decision-making purposes. This latter point will enable participants to contribute data in relation to ISWP financial targets.

Program Outline The course will include: • The role of finance in the organization • The budgetary process: budget setting and budgetary control • Understanding financial information • Costing techniques • Cost coding and categorization • Measuring, monitoring and controlling business performance • Financial terminology to enable knowledgeable communication with specialist finance staff • How to improve the financial and performance management within the participants’ areas

This program is designed for Managers, section heads and engineers who are involved in making decisions that have financial implications.

Financial Planning & Budgeting

Duration: 3 days

Program Objectives The purpose of this course is to raise the level of skills and knowledge such that participants will be

capable of advising senior management on the whole life financial implications of new investments,

tariff changes, service extensions and improvements, especially with regard to achieving any corporate

financial targets. In addition, participants will be able to make positive contributions to Business and

Corporate Plans and to advise Departmental Heads and Managers on budget forecasting, monitoring

and control.

Program Outline

Financial Management encompasses the full range of financial services and activities that are necessary to support modern commercial businesses. This includes financial planning, financial accounting, budgeting and budgetary control and financial performance measurement. Therefore, topics to be covered will include:

• Financial planning and accounting • Financial performance measurement • Investment appraisal techniques; project ranking • Cost-benefit analysis and Rate of Return • Net Present Value and Internal Rate of Return • Tariff calculations, tariff setting, and subsidies • Demand forecasting and asset planning • Risk and uncertainty

This program is designed for

The course is aimed at staff with a basic knowledge of finance such as accounting terminology, the

balance sheet, profit and loss account, etc. and who work in the Corporate Planning Department,

Project Management Sector or Finance Departments.

Financial Analysis Duration: 3 days

Who will benefit: The course is aimed at staff with a basic knowledge of finance such as accounting

terminology, the balance sheet, profit and loss account, etc. and who work in the Corporate Planning

Department, Project Management Sector or Finance Departments.

Purpose: The purpose of this course is to raise the level of skills and knowledge such that participants

will be capable of advising senior management on the whole life financial implications of new

investments, tariff changes, service extensions and improvements, especially with regard to achieving

the IWSP financial targets. In addition, participants will be able to make positive contributions to

Business and Corporate Plans and to advise Departmental Heads and Managers on budget forecasting,

monitoring and control.

Subjects: Therefore, topics to be covered will include:

• Definitions

• Rules of financial analysis

• Principles of preparation of financial statements

o Budget;

o Resources

• Assets

• Methods of analysis of financial statements

• Financial analysis objective

Preparation of Financial Statements

Duration: 3 days




Purpose: Financial Analysis encompasses the full range of necessaries to support modern commercial

businesses. Financial Analysis is a group of processes/studies for data and information to identify

impacts concentrate on facts determining all the figures’ relations

The purpose of this course is to raise the level of skills and knowledge such that participants will be

capable of advising senior management on the financial analysis. In addition, participants will be able to

make positive contributions to Business and Corporate Plans and to advise Departmental Heads and

Managers on budget forecasting, monitoring and control.

Subjects:

Therefore, topics to be covered will include:

• Introduction

• Basics of financial reports

• List of financial position

• Income list

• Sources of funds and use

o Case study

• Reading of financial reports

o Case study

• Analysis of the change in working capital

o Case study

• Calculate the net working capital

o Case study

• Determine financial percentage

o Case study

• Determine indicators

o Case study

Cost Analysis

Duration: 3 days




Purpose: Cost Analysis encompasses the full range of necessaries to support modern commercial

businesses. Cost Analysis is a group of processes/studies for data and information to identify impacts

concentrate on facts determining all the figures’ relations

The purpose of this course is to raise the level of skills and knowledge such that participants will be

capable of advising senior management on the cost analysis. In addition, participants will be able to

make positive contributions to Business and Corporate Plans and to advise Departmental Heads and

Managers on budget forecasting, monitoring and control.

Subjects:

Topics to be covered will include:

• Introduction

• Income

• Funds

• Financing your contract

• Concept of cash flow

• Costs’ of cash flow

• Analysis of cash flow

• Material Management (procurement)

• Profit and loss calculation

• Preparation and reading accounts

• Records keeping

Office Organization Using MS Outlook Program Objectives By the end of the program, participants will be able to: • Understand and develop the competencies needed to run present and future offices.

• Enhance their business writing skills and organize their emails using MS Outlook 2010.

• Organize their office time using the MS Outlook 2010 calendar.

• Manage and coordinate their relationship with their manager using soft skills and computer

based methods.

• Develop and apply document management strategies.

Program Outline

Developing the Modern Administrator’s Competencies

• Identifying Competencies Needed for Success

• Being an “Action” Person

• Setting Up, Measuring and Achieving Your Objectives

• Interacting with Others and Networking for Success

• Personal Productivity

• How MS Outlook 2010 Can Aid Productivity

• Overview of MS Outlook 2010 Ribbon, Toolbar, Navigation Pane

Office Communication

• Choosing the Right Communication Medium

• Essentials of Business Writing and Form Design

• Using MS Outlook 2010 to Write Emails and Manage Contacts

• Organizing and Categorizing your Email Folders and

Creating Rules

• Eliminating Email Overload

• Applying Design Themes to your Emails

• Creating Professional Signatures

• Working with Personal Stationery

• Creating your Own Address Book and Organization of Contacts

Time Organization

• Proactive versus Reactive Styles

• Organizational Concepts, To-Do Lists, Reminders

• Using MS Outlook 2010 Calendar to Schedule

Appointments, Events, Meetings, etc.

• Prioritizing Concepts and How to apply them Electronically

• Creating and Working with Notes

• Creating and Organizing your Tasks through MS Outlook 2010

• Organizing Professional Meetings

• Writing Agendas for Effective Meetings

• Preparing Professional Minutes of Meetings

Managing your Relationship with your Manager

• Knowing your Manager and Organizing the Relationship

• Knowing your Manager’s Expectations

• Communicating with your Manager

• Planning and Scheduling Tasks

• Delegation Concepts and Applications Using MS Outlook 2010 Tasks

• Sharing the MS Outlook 2010 Calendar with your Manager

E-Filing and Document Management

• Organizing your Computer Files

• Essentials of a Good Filing System

• E-Filing versus Paper Filing

• Office Organization Strategies

• Data File Management


Office professionals, office administrators, supervisors of clerical and administrative staff, and

executive/ personal assistants.

Projects Bids and Contracts Program Objectives:

At the completion of this course the trainee will be able to:

Well oriented with the main principles for dealing with any contract

Recognize the significant features for any contract

Identify, expect and consider all the obstacles’’ impacts

Program Outline

1. Introduction

What is a Project?

What is Project Management?

Contrast Projects and Operations

2. Construction Team

Client

Consultant

Contractor

Supplier

Improving work performance

Responsibilities

Team Work

3. Project Site Visit/Preview

How to execute your project?

Site preview requirements

Check list

Preliminary plan and notes

4. Contact’s Drawings

5. Contract’s Technical specifications and terms

6. Bill of Quantities

7. Contract’s Costs

8. Indirect costs and unseen factors

9. Bidding

10. Contract’s items

This Program is designed for

Personnel involved with managing any project in any sector.

Project Claims and Disputes Program Objectives

The course provides an in-depth coverage of the litigious environment within the construction industry and outlines the appropriate techniques to handle such environment. Claims and disputes from both owners and contractors perspectives are covered. The course also outlines the use of techniques such as scheduling as mechanisms for the efficient resolution of claims. At the completion of this course the trainee will be able to:

Well oriented with the main principles for dealing with any contract

Recognize the significant features for any contract

Identify, expect and consider all the obstacles’’ impacts

Program Outline

1. Introduction

2. Scope of work

3. Construction risks

4. Changed works or variations

5. Definition of dispute

6. Causes of disputes

Contract conditions

Design deficiency

Construction process

Consumer reaction

Time

7. Causes of disputes by stakeholders

Client

Consultant

Contractor

8. Impact of construction disputes on client organization

9. Categories of claims

10. Quantification of claims

11. Proof and presentation of claims (construction claim process)

12. Construction dispute resolution steps

13. Methods of recovery of disputes

Litigation

Arbitration

Mediation

Negotiation

The program is designed for

Personnel involved with managing any project in any sector

Billing & Collection Duration: 2 days

Who will benefit: Commercial managers and staff who are involved in the billing and/or collection process. Purpose: The course will explore the techniques, methods and tools available to improve the performance of the Billing and Collection process in order to increase revenue and to achieve the collection efficiency prescribed by the IWSP. Subjects: The course will focus on achieving the IWSP milestone targets by investigating possibilities to: • Update, correct, verify and maintain an accurate customer database • Improve billing accuracy • Investigate the advantages of different billing cycles and bill delivery • Provide alternative payment options for customers. • Determine the apparent losses in the network using International Water Association

terminology • Liaise with Operations Department to jointly reduce Non-Revenue Water • Establish policies and procedures to

Query unusual or erroneous readings Replace/ repair faulty meters quickly Audit consumption against known forms Charge customers for estimated use if the meter is faulty or has stopped Deal fairly but firmly with non-payers

Customer Care Duration: 2 days Who will benefit: The course is targeted at existing Customer Services managers and staff in contact centres, billing and collection and public relations departments. All staff meeting customers directly or speak to them on the telephone are welcome to attend this course. Purpose: Customers who contact the AC with either a complaint, query or service request all expect to be treated in a fair, courteous and positive manner. Customer interface activities, whether it is billing, customer relations or public relations, all rely heavily on having employees in place who have the right skills and attitudes. This course aims to impart these skills and attitudes on the participants. Subjects: This course will include: • The consumer revolution • Customer rights, duties, responsibilities and expectations. • The company’s rights, duties and responsibilities with respect to the customer. • Where is the AC at present and where does it want to be in future with regard to its customers? • Creating a Customer Focus • Customer Service Standards • Customer Relations Strategy • Customer Complaints Handling • Rules for running a Customer Relations (Customer Contact) Centre • Internal customers In addition, support mechanisms and techniques will be taught to improve employees’ skills in and attitudes towards good customer service. This part of the training will focus on: • Problem identification skills • Customer contact skills • Communication skills • Interpersonal skills

Fundamentals of Health, Safety & Environmental (HSE) Duration: 2 days Who will benefit: High School Degree Safety: Purpose: Safety Orientation is the first step to creating a culture of safety, each manager responsible for safety and development of human resources makes a difference to the success of the company and to the life of each employee. Make sure your managers enforce and reinforce the importance of safety on-the-job using: 1. General awareness programs to improve safety consciousness 2. Programs reviewing all the safety and health requirements of the OSHA regulations for general

and specific industries 3. Meeting openers to set the stage for your safety presentation Subjects: 1. Dealing with deferent hazards. 2. Make the general rigging safety. 3. Execute emergency action plan. 4. Preparing rigging for compressed gas safety. 5. Dealing with confined spaces. 6. Preparing rigging for welding safety. 7. Using personal protective equipment. 8. Preparing rigging for fire prevention. 9. Dealing with unsafe tools, equipment, and conditions. 10. Dealing with electrical Safety. 11. Basics of work attire 12. Safety gear 13. Confined space entry safety 14. Ladders and hoists 15. Handling chemicals and flammables 16. Chlorine safety and emergency response 17. Working elevated off of the ground First Aid: Purpose: The first aid is the emergency care and treatment of a sick or injured person before professional medical services are obtained. First aid measures are not meant to replace proper medical diagnosis and treatment, but will only consist of providing temporary support until professional medical assistance is available. The purposes of first aid are (1) to save life, (2) prevent further injury, (3) To minimize or prevent infection. This Course Depends on Students Sharing through making workshop and exchange experiences which improve and enrich their attuned and to know how solve the state of emergency.

Subjects: 1. Risk First Aid (Essentials). 2. First Aid (Bones related injuries) 3. Head Injuries. 4. Burns. 5. Chest Pain. 6. Resource Summary First Aid. 7. To save life. 8. prevent further injury

Human Resources Management (Basics)

Duration: 5 days

Who will benefit: HR managers and officers. Specialists, department and general department managers

Purpose: Historically the HR Department (or “Personnel”) has been a Records or Archiving Unit which only dealt with the administration of staff. Modern HR Departments are central in terms of staff management and all organisations benefit if they have a strong, proactive HR Unit which promotes development, training, succession planning and performance monitoring along with transparent personnel policies and procedures. Introduce participants to the different approaches to conduct training needs assessment analysis for their companies

Subjects: A modern HR Unit will support the Chairman and senior managers in their attempts to change the organisation into an efficient, effective and respected service provider. In order to take on this role the HR staff will be trained in the following topics. However, it must be noted that the range and depth of the skills and knowledge required by successful HR staff is outside the scope of a 5 day course and further learning and development will be required in the future.

Training Needs Identification, training administration and organisation Staff development and succession planning Recruitment, selection, dismissal and exit procedures Promotion procedures Manpower planning Disciplinary and grievance procedures Job description development Staff appraisals

Training Needs Analysis

By the end of the training the trainee should be able to:

Explain the system approach to training. Describe the components of training needs assessment

Identify the types of training for different employees categories. Specify competencies needed for different job groups

Subjects:

The scope of the training cycle Conducting needs assessment at the levels of organization, job level, and personal

level. Selecting target employee categories and conducting interviewing Relating training needs to company objectives Classification and documentation of the resulting needs. Risks and obstacles in conducting the needs analysis

Human Recourses Management (Advanced) Duration: 5 days

Who will benefit: Heads of HR sectors, general departments, and departments. All managers and staff likely to become managers in the near future.

Management of People

Purpose: The primary purpose is to improve the supervision/management by managers of their subordinate staff. The course is designed to enable managers to improve the AC’s customer service levels by introducing techniques which will improve the performance of the workforce without compromising working relationships or quality.

The course aims to increase skills and knowledge in all aspects of management appropriate to the needs of the AC and to develop greater awareness and confidence in the personal abilities of the participants.

To introduce heads of HR departments to practices concepts and trends in HR management applied in modern enterprises, and highlight the pros and cons for application in Egyptian environment

Subjects: The course will combine presentations with discussion, group and individual exercises and role playing. The participants will be encouraged to discuss their work-related difficulties and possible solutions will be developed. The course will be based on practical management techniques and tools and will include the following topics:

The role, duties, responsibilities and scope of work of the Manager Effective communications Motivation Negotiation skills Management styles and working relationships Establishing targets and standards of performance and behaviour Planning, measuring, achieving and monitoring work activities in order to improve

performance Getting results through people: successful delegation Dealing with conflict; how to discipline constructively Basic financial awareness and cost control Recommendations for further learning; personal Action Plans Financial management overview

Modern Trends in HR


Explain the recent trends in the HR management functions throughout the cycle of recruitment to termination.

Discuss possible benefits of adopting such trends in the affiliated companies, ways to apply them, and obstacles to overcome.

Subjects:

Factors influencing HR policies o Work environment: knowledge labor, concepts of value added, customer focus. o Speed of technology change: shorter cycles of time-to-perform, time-to-market,

product life, job life. o Operational management: flexible production, and flexible work.

The concept of human resources development. Discussion and recommendations for application of modern trends

Project Management Professional (PMP) Certification Duration: 4 days

Who will benefit: Engineers, and high graduates

Purpose: This training course will prepare the participant to be able to apply for the PMP exam aiming for the PMP certificate, which is consider currently as one of the important certificates required in the field of management.

By the end of the training course the participants will be able and qualified to have the PMP exam.

Subjects:

Project framework Project Human Resource Management Project Scope Management Project Time Management Project Cost Management Project Communications Management Project Quality Management Project Risk Management Project Procurement Management Project Integration Management

Warehouse Management

Duration: 3 days

Who will benefit: The course is aimed at staff with a basic knowledge of warehouse

management and who work in the Corporate Warehouse Sector

Purpose: The purpose of this course is to raise the level of skills and knowledge such that

participants will be capable to perform effectively all the warehouse required tasks and

activities. In addition, participants will be able to make positive contributions to Business and

Corporate Plans and in monitoring and control.

Subjects:

Topics to be covered will include:

• Warehouse structure • Basic function • Planning and monitoring • Basic stock management • Hazardous material management • Warehouse movements • Goods receipt • Goods issue • Warehouse management interface to quality management • Stock transfer and replenishment • Posting changes in warehouse management • Put away and picking strategies • Storage unit management • Inventory • Interface to external system

Training Planning & Management

Duration: 2 days

Who will benefit: Specialists, department and general department managers

Purpose: To build competence of HR department heads in planning and managing the training

function in the affiliate companies


• Explain the role of the HR department heads in managing the training cycle. • Set norms for preparing the annual training plan • Specify resources and prepare a budget for the plan. • Prepare a time schedule for training implementation. • Plan for variations to accommodate unexpected changes.

Subjects: The course will cover at least the following:

• The role of the raining manager • The functions of planning, implementation, and evaluation of training. • Role before, during, and after implementation • Resources needed for implementation • Forms used for the various functions of training planning and implementation • Quality management of the training

Evaluating Training Effectiveness

Duration: 2 days

Who will benefit: Specialists, department and general department managers

Purpose: To raise awareness of HR specialists and department managers of the methods used

to evaluate the effectiveness of training programs


• Identify the levels of evaluation of impact of training • Recognize the need to evaluate the effectiveness of training. • Realize the cost associated with the evaluation and justify the worth of the effort. • Specify the appropriate method for evaluating the effectiveness of a training program

Subjects: The course will cover at least the following:

• Methods of assessing training effectiveness • Effect of training on the trainee, the work place, and the company’s performance • The concept of return on investment • Organizing a training follow up department • The feedback to training design and planning

Quality Control

Duration: 2 days

Who will benefit:

• High school degree at least • Good English Language

Purpose: Quality Awareness is provide a clear understanding of the quality needs and

performance measurement, which can be as easily mapped to quality, in order to meet the

success criteria set by the client. The participant of this training course will gain useful

knowledge about the fundamental of quality and how to follow the quality standard and

dealing with the standard document and procedures relating to the subject which are adopted

in the ACs.

Subjects:

The course will include:

• Calibration of measuring devices. • Handling of non-conforming services. • Handling of customer complains & comments. • Internal auditing, corrective actions & preventive actions. • Record & documents control. • Accessing quality management system documentation. • Dealing with the specific procedures relating to the subject which are adopted in the

Company.

Interpersonal Communication Skills

Program Objectives

By the end of the program, participants will be

able to:

• Develop the necessary skills to become better

communicators.

• Improve cross-cultural communication with

others.

• Use verbal and non-verbal communication

messages.

• Develop skills in listening actively and

emphatically to others.

• Communicate assertively and apply effective

ways to deal with conflict on the job.

• Give and receive feedback and criticism in a

constructive manner.

Program Outline

Achieving Communication Success

• Communication Levels and Definitions

• Forms of Communication

• Principles of Interpersonal Communication

• Communication Functions and Process

• Barriers to Effective Communication

• Overcoming Communication Barriers

• Analyzing Verbal Communication

• One-Way versus Two-Way Communication

Communicating Across Cultures

• Global Cultural Differences

• Skills Required to Send Messages Effectively

• Communicating across Cultures

• Guidelines for Improving Cross-Cultural Communication

• Dealing with Perceptual Tendencies and Distractions

• The Art of Persuading Others

Mastery of Active Listening Skills

• Listening Self Inventory

• Analyzing Listening Habits

• Active versus Passive Listening

• Tips to Improve Active Listening Skills

• The Role of Perception in Communication

• Using Different Questioning Techniques

• Types and Benefits of Effective Probing

Communication Behaviors and Conflict

Management

• Assertive versus Passive

• Assertive versus Aggressive

• Verbal and Non Verbal Components of Communication

Behaviors

• Conflict Management Styles

• Constructive and Destructive Conflicts

• Conflict Management Styles

• Essential Conflict Management Skills

• Dealing with Difficult Attitudes

• Dealing with Other People’s Anger

Constructive Feedback and Criticism

• The Value of Feedback

• Positive versus Negative Feedback

• Guidelines for Providing Constructive Feedback

• Coping with Criticism

• How to Give Criticism

• How to Receive Criticism

• Using Self Protective Techniques to Block Critici


Employees, supervisors, managers, and others

who wish to improve their communication and

interpersonal skills when dealing with different

people on and off the job.

Talent Management: Developing Multicultural Leaders Program Objectives


able to:

• Identify the building blocks of talent

management.

• Set up a talent management system.

• Define the linkages between organization

excellence and effective people management.

• Identify, keep, develop and promote the best

people.

• Coach, train and develop superkeepers.

• Integrate compensation with talent management

so that they can retain their top people.

• Realize the role of Information Technology in

supporting a talent management system.

Program Outline

The War for Talent

• Six Realities about People Today

• The Battle for Brainpower

• Talent Management as Part of a Development Culture

• The Triumph of the HR Department

Intangibles: The New HR Return On Investment

• Intangibles Defined

• The Rising Importance of Intangibles

• An Architecture for Intangibles

• HR’s Role in Building Organizational Capabilities

Proactive Talent Management

• Six HR Conditions for Organizational Success

• Defining Proactive Talent Management

• The Foundations of Talent Management

• How Talent Management is Different from Succession

Planning and Management

Talent Management: Problem or Solution?

• A Short Historical Perspective

• Talent Management as Part of Risk Management

• A New Framework for Talent Management

Creating a Talent Management System

• Four Steps to Follow

• Key Positions and Key People

• Identifying High Potentials

• The Performance Potential Grid

• The Talent Web

• Qualities of Processes Needed to Spot, Develop and Retain

Excellence

• Integrating Coaching, Training and Development with Talent

Management

• Optimizing Investment in People

Institutional Strategies for Dealing with Talent

Management Issues

• Navigating the Forces Impacting Talent Management

• Institutional Strategies and Best Practices

Retaining Top Talent: The Big Challenge

• Common Mistakes Made by Companies and How to Avoid

Them

• Integrating Compensation with Talent Management

• Twelve Recommendations to Keep Your Talented People

Wrap Up: Turning Your Organization into a

“Talent Master”

• What It Takes to Become a “Talent Master”

• Winning the War for Talent

Performance Management: Setting objectives and Conducting Appraisals Program Objectives


able to:

• Explain performance management – definitions,

aims and developments.

• Develop tangible and intangible measures of

performance.

• Establish business based objectives – including

SMART targets and measures.

• Explain the performance management cycle and

how to manage it.

• Complete the performance management

cycle including end of year reviews, using

competencies and the various rewards programs.

Program Outline

Performance Management – Introduction and

Definitions

• Objectives of Performance Management

• Key Terms and Uses

• Corporate Values - Their Importance

• The Nokia Story

• The Annual Performance Cycle – Overview

• Performance Management – The Mistakes

• Great Performance Management!

Establishing Effective Objectives

• Cascading – Vision, Mission and Strategies

• Performance Criteria – 3 Types

• The Impact of Critical Success Factors on Performance

• Key Result Areas

• Key Performance Indicators (KPIs) and Units of Measure

• Financial and Non-Financial KPIs

• SMART Criteria – Establishing Individual Goals and Measures

• Measuring the Semi-Tangible Factors/Competencies

Managing Performance

• Statistics on People and Performance

• Continuous Reviews and Assessments

• Performance Gaps

• Why Things Go Wrong with Performance

• Common Causes of Poor Performance

• Measuring Performance – Scoring Systems

• Performance Motivators

• Tips for Improving Performance

• Importance of Communication in Performance

Management

The Importance of Coaching

• Coaching Responsibilities

• Poor Performance Counseling

• Benefits of Good Coaching

• Characteristics of a Good Coach

• Elements of a Good Coaching Session

• Good Habits of Effective Listeners

• Diagnosing Performance Problems

• Five Steps of Coaching for Optimal Performance

Conducting Effective Performance Appraisals

• Planning Performance Appraisals

• Preparing for the Appraisal

• Avoiding the “But” Trap

• Objective not Subjective

• Conducting Effective Appraisal Meetings

• Common Appraisal Errors

• Roles of Employees and Managers

Other Dimensions in Performance Management

• Competency-Based Performance Management

• Performance Management – It’s Not Just About Pay

• Forced Ranking Systems

• Multi-Rater Assessments


Line managers and supervisors who are held

accountable for the performance of the organization

and its employees and Human Resources

professionals who are responsible for the design and

implementation of performance management systems.

Compensation and Benefits

Program Objectives


able to:

• Explain the basic principles and major elements

of compensation.

• Use the various processes in compensation: Job

Analysis, Job Descriptions and Job Evaluation.

• Determine and explain what constitutes a

sound and effective compensation and benefits

program.

• Design a salary structure and related policies.

• Construct the basic compensation survey

process.

Program Outline

Managing Compensation – An Overview

• Compensation Objectives, Components and Factors

Affecting Compensation

• An Effective Compensation Management System

Job Analysis and Job Descriptions

• The Need for Job Descriptions

• Principal Approaches to Job Analysis

• Carrying Out the Job Analysis Process

• The Main Components of a Meirc Job Description

• Job Description Writing – Practical Application

Job Evaluation

• Job Evaluation Defined

• Job Evaluation Methods

• The Meirc System Explained

• The Hay System: An Overview

• Job Evaluation Guidelines

• Job Evaluation – Sources of Error

Compensation Systems

• Main Compensation Policies

• Factors Affecting Pay Levels

• The Economic Factor in Compensation

• Paying for Competence

Basic Salary Structures

• One or More Structure – Regional Practices

• Salary Structure Design

• The Right Number of Grades

• Spread and Progression

Allowances as Part of Total Pay

• Purpose of Allowances

• Nature of Work Allowances

• Non Nature of Work Allowances

• Regional Practices

Understanding Benefits

• Definition and Purpose of Benefits

• Categories of Benefits

• Regional Practices

• Managing an Effective Benefits Program

• Main Features of a Long Term Benefit Plan

Introduction to Compensation Surveys

• Purpose of Surveys

• Designing and Carrying Out a Compensation Survey

• Compensation Survey Reports


Professionals working in the function who wish

to acquire relevant knowledge and skills, and

those working in other areas of Human Resources

who wish to broaden their understanding of this

important function.

Win-Win Negotiation Skills

Recognize the soft, hard and principled styles in

negotiating.

• Plan and conduct (individually or within a team)

effective negotiations.

• Use the 10-point planning format that will allow

reaching a win-win outcome.

• Appreciate and apply (if need be) different

negotiating tactics.

• Identify, through several self-assessment tests,

their preferred negotiating style and how it

affects the negotiating outcome.

• Discover their own approach to resolving

conflict and building trust.

• Distinguish and appreciate different negotiation

styles from around the world.

Program Outline

Introduction to Basic Negotiation Skills

• What is Negotiation? Many Definitions

• What Can you Negotiate and Who Can you Negotiate With?

• Two Types of Negotiations

• Integrative versus Distributive Negotiation

Negotiation Styles

• Positional Bargaining (Problem Oriented)

• Soft versus Hard Negotiations

• Solution Oriented Bargaining

• Principled Negotiation (The Harvard Model)

• Which Style to Choose?

Negotiation and Personality Styles

• Characteristics of an Effective Negotiator

• Negotiation Style Profile: Administration and Determination

of Own Style

• DiSC - Self Assessment Questionnaire: Administration and

Scoring

• Role-Play with Observers’ Comments Using DiSC Profile

Essentials of Negotiation

• Key Approaches to Negotiation

• Principles of Negotiation

• The Four Phases of Negotiation

• Plan, Debate, Propose, Bargain

• Choosing When to Walk Away (BATNA)

• How to Concede – Dos and Don’ts

Negotiation Planning, Preparing, and Power

• The Seven Negotiation Pillars for Preparation

• Checklist for Planning a Negotiation

• Assessing the Source of Negotiating Power

• Altering the Balance of Power

Negotiation Strategies and Tactics

• Thirteen Basic Negotiation Tactics

• Negotiation Mistakes to Avoid

• Dealing with Difficult Negotiators

Trust-Building

• Ranking and Discussing the 10 Behaviors in Negotiations

Negotiation in the Middle East and Around the

World.

• Business Environment Affecting Negotiations

• Cultural Factors Affecting Negotiations

Preparing and Conducting Individual and Team

Negotiations

• Practical Role Plays

• Feedback, Comments, and Discussions

Creative Problem-Solving and Decision-Making

Program Objectives


able to:

• Build and expand their decision-making, critical

thinking and creative problem solving skills.

• Apply logical and creative approaches to solving

problems and making decisions.

• Use traditional and creative tools for identifying

causes and generating solutions.

• Utilize creativity and lateral thinking as business

tools.

• Analyze and solve actual problems facing them

at work.

• Gain confidence in asking the “right questions”

and overcoming the stress of making complex

decisions.

• Demonstrate and build credibility with upper

management.

• Develop strategic approaches to problem-solving

and decision-making.

Program Outline

Problem-Solving and Decision-Making

• Definitions and Tools: An Overview

• The Link between Problem-Solving and Decision-Making

• The Principle of Organizing our Thinking about Problems

• Identifying our Own Mind Traps

• Brain Analysis and Ways of Learning

The Rational Approach to Problem-Solving

(Kepner-Tregoe)

• Techniques of Recognizing Problems

• Difference between Causes and Symptoms

• The Helicopter Approach

• Problem Analysis

• Decision Analysis

• Potential Problem Analysis

Problem Analysis Supplementary Tools

• Root Cause Analysis

• The Importance of the “Why” Question

• Ishikawa Fishbone Concept

• Assumptions in the Workplace

Decision-Making Supplementary Tools

• Being Decisive and Principles of Decision-Making

• The How-How Method

• Decision Analysis Weighted Worksheet

• Consensus Decision-Making

Creativity and Problem-Solving

• Assessment of Creativity and Ways to Think Creatively

• Lateral Thinking Tips

• Creativity and Its Use as a Business Tool

• Barriers to Creativity and Ways to Overcome Them

• The Hemispheres of the Brain

• Brainstorming Tips and Tools

• Six Thinking Hats

Applications of Techniques

• People Problems and Solutions

• Analysis and Solution of Real Cases Presented by Participants


Managers, supervisors and administrators who will

benefit from better problem-solving and decisionmaking

skills.

Creative Problem-Solving and Decision-Making

5-day program in English or Arabic (Public and In-company)

Fees in

Leading and Managing Change

Program Objectives


able to:

• Demonstrate a clear understanding of the nature

of change and how people change.

• Identify the critical competencies of change

champions, change agents and human resource

professionals.

• Use a number of models and strategies

for leading and managing change and

communicating it more effectively.

• Apply techniques to deal with resistance to

change more comfortably.

• Implement a proven process to create major

transformation in corporate culture.

Program Outline

Understanding Planning and Managing Change

• The Nature of Change

• Types of Change

• Competencies of Change Agents

Models and Strategies for Managing and

Leading Change

• Change Management Styles

• Lewin’s Force Field Analysis

• The Kotter Eight-Step Model

»» Establishing

a Sense of Urgency

»» Creating

the Guiding Coalition

»» Developing

a Change Vision

»» Communicating

the Vision

»» Empowering

Broad-Based Action

»» Generating

Short-Term Wins

»» Consolidating

Gains and Producing More Change

»» Anchoring

Change in the Company Culture

Understanding and Dealing with Resistance to

Change

• Why People Resist Change

»» Individual

Factors

»» Group

Factors

»» Organizational

Tools

• How People Change

• Stages People Go through When Resisting Change

»» The

SARAH Model

»» The

Transition Stages

»» A

Nine Stage Model

• Dealing with Resistance to Change

»» Kotter’s

Approaches

Communicating Change

• The Importance of Communicating Change

• How to Communicate Change Effectively Before, During and

After the Change Process

Key Factors in Making Change Happen

• Types of Cultural Change

• Sustaining Change in the Corporate Culture


Change managers, business process improvement

specialists, change management team members,

coordinators of re-organization and mergers,

implementers of organizational change, or anyone

interested to learn how to manage change.

Maintenance Planning, Scheduling and Control

Program Objectives


able to:

• Explain the challenges and objectives facing

maintenance organizations today.

• Demonstrate the importance of work order

systems and use techniques for time estimations

and priority assignments.

• Implement a preventive maintenance program.

• Apply project management techniques to

effectively manage major maintenance activities

and shut-downs.

• Use capital budgeting techniques to evaluate

maintenance capital expenditures.

• Demonstrate understanding of how to maintain

the optimal stock levels of spare parts to ensure

operational availability.

• Clarify the myths about safety and identify unsafe

acts and conditions.

• Implement the right KPIs to evaluate and improve

performance in maintenance.

Program Outline

Objectives of Maintenance

• Challenges and Objectives of Maintenance

• Types of Maintenance

• Classification of Roles in Maintenance

The Work Order System

• Purpose of the Work Order System

• Information Collected on a WO

• Job Estimating Methods

• Prioritizing Maintenance Work

Preventive Maintenance (PM)

• Implementing a PM Program

• Establishing Schedules

• Breaking a Facility into Logical Parts

• Developing an Equipment List

• Developing Equipment Manuals

• Setting Up Inventory

Planning and Scheduling of Major Maintenance

WOs and Shutdowns

• Work Breakdown Structure

• Critical Path Method (CPM)

• Resource Scheduling and Leveling

Life Cycle Cost of Equipment

• Capital Budgeting

• Accounting Rate of Return (ARR)

• Payback Method

• Net Present Value Method (NPV)

• Replacement Analysis of Equipment

Planning and Controlling Maintenance Materials

• Identification of Inventory Costs

• Considerations in Inventory Decisions

• Economic Order Quantity (EOQ)

• When to Order

Safety In Maintenance

• Myths about Safety

• Unsafe Acts and Unsafe Conditions

• Conducting Safety Audits

Controlling Maintenance Work

• Backlog Indices

• Schedule Compliance

• PM and Emergency Indices

• Productivity Indicators


Managers, supervisors and planners responsible

for maintenance planning, scheduling and control

activities.

Facility Planning and Management

Program Objectives


able to:

• Explain the foundations of facility management.

• Optimize people, processes, assets and the

work environment to support delivery of the

organization’s business objectives.

• Apply the tools and techniques necessary to

develop a facility’s engineering plans and layouts.

• Apply managerial, technical, and financial

considerations of facility management.

• Discover the importance of proper maintenance

management and project management of a

facility.

Program Outline

Overview of Facility Management

• Defining Facility Management

• The Roles and Responsibilities of the Facility Manager

• Facility Management Main Activities

• Challenges and Risks

Strategic Facility Planning

• Developing Facility Management Strategy

• Retaining Services In-House versus Outsourcing

• Facility Management Strategic Options

• Service Level Agreements

Real Estate Planning and Considerations

• Site Criteria Considerations

• Space Calculations

• Environmental Issues

• Lease Agreement

Engineering Planning

• Design Requirements and Layouts

• Open-Plan versus Closed-Plan Approaches

• Space Planning

• Furniture Consideration

• Criteria and Adjacencies Matrices

• Relationship and Bubble Diagrams

• Block Plans

Facility Management Information System

• Building Automation Systems

• Types of Controllers

• Considerations for FMIS

• Disaster Recovery Planning

Maintenance and Operations Management

• Emergency Maintenance

• Corrective Maintenance

• Preventive Maintenance

• Predictive Maintenance

• Facility Security

Managing Large Maintenance Jobs

• Defining Large Maintenance Jobs

• Work Break-Down Structure

• Developing a Schedule

• Gantt Chart

• Resource Planning

Facility Financial Management

• Evaluating Alternative Plans

• Ranking and Weighted Average

• Facility Budgeting

• Common Ratio and Trend Analyses

• Capital Budgeting Evaluations

Strategic Thinking and Planning

Program Objectives


able to:

• Define the strategic planning and control process

and its main components.

• Apply strategic thinking.

• Develop organizational and departmental

strategies.

• Use the strategy of the organization to determine

Key Performance Indicators (KPIs).

• Utilize KPIs to draft an organizational balanced

scorecard.

• Convert a strategic plan to an operating plan.

Program Outline

Strategic Management and Strategic Thinking

• Evaluation of Strategic Management

• Strategic Thinking versus Strategic Planning

• The Strategic Planning and Control Process

• Benefits of Strategic Management

Analysis of the Environment

• Results of the Analysis

• The SWOT Analysis

• Participation in SWOT Analysis

• List of Critical Issues

• Benefits and Pitfalls

Vision and Mission Statements

• Why Vision and Mission Statements

• What is a Vision? What is a Mission?

• Benefits of Statements

• How Vision and Mission Statements are Formulated

• A Checklist for a Complete Mission Statement

• Strategic Goals and Critical Success Factors

• Key Result Areas

• Communicating the Vision and Mission

Goals, Objectives and Creative Strategies

• Goals, Objectives and Targets

• Financial versus Non-Financial Objectives

• The Use of Key Result Areas

• Adopting Effective Strategies

• Value Innovation and Creative Strategies

• Departmental Strategies

Developing Operating Plans

• From Vision to Action Plan

• The How-How Technique to Develop Plans

• Criteria of Effective Action Plans

• Linking Goals, Strategies, Action Plans and Budgets

• Developing Departmental Plans

Developing Control Systems and Performance

Measures

• Approaches to Control

• Using Key Result Areas (KRAs) to Create Key Performance

Indicators (KPIs)

• Setting Targets

• The Balanced Scorecard

• Overcoming Barriers to the Implementation of Strategic

Management

The Balanced Scorecard: Achieving Performance Excellence Program Objectives By the end of the program, participants will be able to: • Explain the benefits and importance of a Strategy Focused Organization (SFO). • Develop a SWOT analysis, vision & mission statements and strategic goals for their organization. • Use SMART Objectives and KPIs to track the performance and productivity at all levels in their organizations. • Apply the approach of best-in-class benchmarking technique to set targets for each KPI. • Design a balanced scorecard based on the Kaplan & Norton model. Program Outline Benefits of Strategic Management and Planning • The Strategy Focused Organization (SFO) • The Importance of the Balanced Scorecard • Strategic Planning Needs and Benefits • A Strategic Planning Model SWOT Analysis, Vision and Mission Statements • The Purpose of a SWOT Analysis • SWOT in Brief • Linking the Results of the SWOT Findings to Future Objectives and Initiatives • Definition of Vision and Mission Statements Developing Performance Measures and Control Systems • Goals, Objectives and Targets • SMART Objectives • Developing Strategies • Key Performance Indicators (KPIs) and Units of Measure (UOMs) • Aligning KPIs to Company Strategy • Obstacles to Measurement Benchmarking • Objectives and Basics • The Who, What and Why of Benchmarking

• Different Methods of Benchmarking • The Benchmarking Process Using the Balanced Scorecard as a Strategic Management System • Strategic Planning & Strategy Execution • Reasons Behind Failures of Well Formulated Strategies • Translating the Vision to Everyday Actions • Importance and History of the Balanced Scorecard • The Premise Behind the Balanced Scorecard • Principles of the Strategy Focused Organization • Measuring Business Strategy from Financial, Customer, Internal/Business/Process and Learning and Growth Perspectives • Strategic Alignment and Goal Setting • Linking the Balanced Scorecard KPIs to Strategy • Strategy Map: Specifying Relationships and Making Them Testable • Soft, Hard, Leading and Lagging KPIs • The Importance of Initiatives • Evaluating Initiatives • Managing Initiatives • Cascading the Balanced Scorecard • Implementing a Balanced Scorecard Program • Reporting Results This program is designed for: All managers and supervisors, especially those involved in improving performance and measuring results.

The Strategic Marketing Plan

By the end of the program, participants will be able to: • Apply a logical step-by-step process to produce a sound marketing plan. • Present a marketing plan that builds on marketing audit findings. • Use marketing audit findings to identify effective strategies and tactics. • Develop the components of the strategic marketing plan. • Understand and implement the different marketing warfare strategies (offensive, defensive and flanking).

Program Outline

The Marketing Concept • Scope and Functions • A New Approach to Marketing • Competitive Pressures Changing the World • The Smart Bomb Strategic Approach Market Segmentation • The Gap Growth Analysis Matrix • Optimal Segments: Multifactor Analysis • Enterprise Growth Segmentation Opportunities • Analyzing Segments Attractiveness and the Company Capability Related to Them • Drawing the Segment Selection Matrix Blue Ocean Strategies • The Principles of Blue Ocean Strategies • Moving from Red Ocean to Blue • Formulating a Blue Ocean Strategy: »» Reconstruct Market Boundaries »» Reach Beyond Existing Demand The Business Situation Analysis • SWOT and TOWS Analysis • Competitive Analysis • Environmental Analysis Strategic Marketing Planning

• Linking the Marketing Strategy to the Vision, Mission and Objectives of the Company • The Marketing Planning Process Strategy Development • Considering Different Strategic Alternatives • Analyzing Different Marketing Strategies • Formulating Long Term Marketing Goals • Selecting and Developing the Marketing Strategy for the 4Ps • Marketing Warfare Strategies Tactical Planning Activities • Short Term Marketing Objectives • Positioning Strategies • Auditing the Product Portfolio • Linking Marketing Tactics to Sales Activities and Forecasts Developing the Marketing Action Plan • Developing Activities for the 4Ps • Scheduling Activities • Allocation of Human and Financial Resources • Putting it all Together This program is designed for: Marketing professionals who need to prepare a marketing plan for the first time or who are reviewing the effectiveness of current plans. The program is also important for senior managers involved in evaluating marketing plans submitted to them by specialists.

Sales and Marketing Financials Workshop

Program Objectives By the end of the program, participants will be able to: • Understand the central link between Finance and Sales. • Describe and demonstrate the procedures of formulating sales forecasting, budgeting and control. • Optimize allocation of sales resources for maximum productivity. • Assess the costs and benefits of marketing management decisions. • Communicate operational and financial strategies and results. • Plan, design, and construct sales forecasting and projection models

Program Outline

Tactical Marketing Functions • Setting the Marketing Mix • Implementing and Monitoring the Marketing Mix: Balancing Marketing Costs with Building Marketing Value • The Product Life Cycle (PLC) Definition and Concepts: »» Identifying the PLC Stages »» Linking the Promotion Mix Investments across the PLC Understanding the Link between Finance and Sales • Financial and Sales Metrics for Sales Professionals • Appreciating the Importance of Inventory Management on Sales Decisions • Setting Sales Budget Criteria: »» The Characteristics of Fixed, Variable, and Mixed Cost »» The Retrospective and Prospective Sales Cash Flows »» Modeling Cash Flow for Sales Operations Sales Management and Analysis: Tools and Techniques • Sales Consolidation • Sales Forecasting versus Projections:

»» Macro and Micro Forecasting Types »» Trend Lines, Times Series, and Moving Averages »» Single and Multiple Regression Analysis Account Analysis and Profitability • The ABC Account Classification Matrix • Portfolio Models for Prioritizing Accounts • Computing the Cost per Call and the Break Even Sales Volume • Cost Volume Profit Analysis – CVP • Planning for Key Accounts • Linking Sales Costs to Financial Results • The Importance and Art of Selecting Profitable Accounts The Relationship Between Sales Planning and Financial Management • Interpreting Financial Statements • Income Statement • Balance Sheet • Cash Flows Designing and Modeling Sales Plans • The Role of Assumptions • Designing the Process and Model Economics • Developing the Analysis and Reporting Mechanisms Building a Comprehensive Sales Forecasting, Reporting and Analysis Model • Extensive Use of Excel • Model Presentation and Discussions This program is designed for: Sales and marketing professionals and executives, directors of marketing, sales managers, regional sales directors and managers, and any senior professional wishing to acquire advanced knowledge in linking sales operations to achieve optimum marketing, sales and financial results.

Feasibility Studies: Preparation, Analysis and Evaluation

Program Objectives By the end of the program, participants will be able to: • Prepare, write, produce and analyze feasibility studies. • Identify crucial arguments and effectively explore the various assumptions. • Present ideas in a simple, effective, convincing and objective manner. • Perform critical and sensitivity analysis to improve plans and projections. • Analyze someone else’s feasibility study and find its merits and shortcomings. Program Outline Introduction and Definitions • Feasibility Study Definitions • Feasibility Study Objectives • Presenting Objective and Unbiased Information • Dealing with Problems • General Feasibility Study Approach Feasibility Study Preparation • Initial Study Preparation • Main Study Preparation • Criteria for a Good Feasibility Study Preparation • Defining Key Study Assumptions and Limitations • Presenting the Feasibility Study Feasibility Study Elements • Identifying Study Report Elements • Executive Summary Contents • Market Research and Analysis • Projected Supply Feasibility • Design Project Schedule • Develop Project Cost Elements • Financial Plans and Projections Feasibility Study Appraisal and Analysis • Addressing the Needs of the Report Recipients • Aims of Financial Analysis

• Economic Feasibility Analysis • Projections Sensitivity Analysis • Operational Feasibility Analysis • Technical Feasibility Analysis • Alternative Solutions Analysis • Problems Affecting Both Independent and Mutually Exclusive Projects • Optimizing the Project Using Financial Ratios Feasibility Study Evaluation and Implementation • Concluding the Feasibility Study • Internal Recommendations and Conclusions • Evaluating Feasibility Studies • Implementing the Proposals Feasibility Study Simulation Using Excel • Introduction of the Simulation • Practical Application • Sensitivity Analysis and Financial Ratios • Feasibility Studies in the Middle East This program is designed for: Anyone involved in preparing, writing and analyzing feasibility studies.

Crisis Management

Program Objectives By the end of the program, participants will be able to: • Define Business Continuity Management (BCM). • Understand the elements sequence of the Business Continuity (BC) life cycle. • Apply the elements of BS 25999 to design a BC plan. • Identify how BC planning can assist an organization in identifying and avoiding potential business disruptions. • Implement and manage a business continuity management system. Program Outline: Introduction to Business Continuity Management (BCM) • Definition of BCM • BCM Terms • Benefits and Needs of Implementing a BCM • Difference between Crisis Management, Disaster Recovery and BCM • Potential Risks to Business and Sources of Risk and Disasters • What Threatens your Business? • Five Myths About Business Continuity Planning • The “Black Swan” of Planning Overview of BC Standards • Why Standards? • Types of Standards • Current Regulations/Standards • BS 25999 as a Model • Purpose of Implementation Essential Elements of a BC System • Scope and Policy • Planning • Resource/Competence • Implementation and Operation • Management Review

• BCM Life Cycle • The Plan-Do-Check-Act Cycle Designing and Implementing a BC System • Understanding the Organization • Defining your Organization’s Business Continuity Requirements • Identifying Critical Activities • Performing Business Impact Analysis: Risk Matrix • Evaluating Threats to Critical Activities • Determining Continuity Requirements • Determining Business Continuity Strategy • Developing and Implementing a BCM Response • Exercising, Maintaining and Reviewing BC Arrangements • Defining your Maximum Tolerable Period Of Disruption (MTPOD) • Overview of Business Continuity “Best Practices” • BCM Response and Incident Time Line • Managing Accountability for the Business Continuity Program • Launching a BC Project • Establishing the Business Continuity Teams • Drafting an Organizational BC Plan • Case Study and BC Templates Maintaining your Business Continuity Plan (BCP) • Testing and Maintaining your BCP • Types of Testing • Tabletop Exercise • Tabletop versus Simulation • Steps to Keep your BCP a High Organizational Priority • Critical Success Factors in a Crisis Personal/Family Continuity Plans Developing Your Personal Plan: Tricks and Tips This program is designed for: Individuals, managers, supervisors and all those who are engaged in protecting the organization against business risk and disruption.

Risk Management

Program Objectives By the end of the program, participants will be able to: • Explain the essentials of Enterprise Risk Management (ERM). • Identify the risks that are derived from people, processes and systems and their impact on operational, environmental and financial elements. • Anticipate problems before they become a threat. • Improve risk-based decision making. • Use lessons learned from the events of the “Black Swan”. • Link risks with the business planning process. • Identify a range of techniques that can be used to support management in making appropriate decisions. Program Outline Introduction • Risk Perception • Why Should we Care about Risk • The Changing Environment Enterprise Risk Management (ERM) and its Evolution • Evolution of ERM • Benefits of ERM • The Platform of ERM »» Physical Risk »» Operational Risk »» Financial Risk »» Sales Risk »» Strategic Risk ERM Framework • 6 Categories: Strategic, Reporting, Financial, Life, Compliance and Operations. • 8 Components: Internal Environment, Objective Setting, Event Identification, Risk Assessment, Risk Response, Control

Activities, Information & Communication and Monitoring. The 6 Categories • Strategic »» Strategic Planning Model (ABCDE) A = Assessment B = Baseline C = Components D = Down to Specifics E = Evaluate • Reporting »» Risk Identification • Financial Risks • Life and Life Safety Risks • Compliance »» Discrimination »» Non-GAAP Compliance • Operations »» Environment (External and Internal) ›› External: Socioeconomic, Regulations, Technology and Competition ›› Internal: Structure, Processes and Culture The 8 Components • Internal Environment • Objectives Setting • Event Identification • Risk Assessment: »» The Black Swan Challenge »» Quantitative versus Qualitative Analysis • Risk Response • Control Activities • Information and Communication • Monitoring This program is designed for: Managers, senior managers, directors, financial controllers, auditors and executives.

Managing the Project Management Office (PMO)

Program Objectives By the end of the program, participants will be able to: • Effectively plan and implement a Project / Program Management Office (PMO) in their organization. • Align their organization strategy and project framework. • Develop a business case that outlines PMO challenges and opportunities. • Assess the current organization project environment. • Create the PMO charter and implement the strategy phases. • Establish a project management methodology and PMO governance. • Assemble and staff the PMO. • Apply best practices for people management in the PMO. • Establish the knowledge, standards and consulting roles in a PMO. Program Outline The Strategic PMO • The Link between Strategy and Projects • Aligning Strategy with Projects • How Alignment Resolves Project Management Problems • The Strategy and Projects Framework PMO Business Case, Organization, Structure, and Functions • Organizational Structure for Projects • PMO Types • Processes, Standards and Methodologies • Integration of the PMO Maturity and the PMO • Defining Maturity and Capability • Pre-Assessment Evaluation • Baseline Maturity Assessment • Identification of Issue and Risks

• Gap Analysis PMO Planning, Preparation and Strategy • Creating the PMO Charter • Objectives and Milestones • Using Gap Analysis to Set Milestones • Implementation Strategy Phases • Measuring Success Metrics Establishing a Project Management Methodology and PMO Governance • Establishing Methodology Steps • Elements of Methodology • Quality and the Project Management Methodology • Defining Governance • Governance Framework Human Capital and the PMO • Staffing the PMO • Competency Identification • Career Paths and Leadership Development • Best Practices for People Management in the PMO Changing Organizational Culture • Organizational Needs • Creating a Project Culture • Change Processes • Overcoming Barriers to Change • The Impact of Change on People Project Knowledge Management and the PMO • Key Success Factors in Knowledge Management • Barriers to Knowledge Management Success • Project Closeout • PMO as a Community of Practice • Measuring and Monitoring Project Performance This program is designed for: All individuals involved in establishing, building and managing a project management office (PMO) within their organization.

Business Etiquette and Protocol

Program Objectives By the end of the program, participants will be able to: • Behave correctly in both business and social situations. • Interact effectively with different types of guests. • Play the role of the ideal host at various functions. • Organize and manage events such as business luncheons and formal dinners. • Meet and greet important guests, clients and customers in a proper manner. • Deal successfully with the media. Program Outline Definitions of Etiquette and Protocol • The Importance of Etiquette in Business • The Importance of Protocol in Business • Applying the Right Behavior in Different Situations • Creating the Right Image for your Organization • Image Building and Image Management Guest Relations • Gaining Guests’ Respect • Understanding Human Relations • Proper Greetings and Introductions • Professional Hand-Shaking • Giving Business Cards in a Proper Way • People’s Names (Pronunciation and Remembering) The Ideal Host • Key Qualities of the Ideal Host • Dealing with Different Types of Guests • Handling Difficult Personalities • Dealing with Guests’ Complaints • Handling Guests’ Complaints in a Timely Manner • Perception and Business Relations Managing Events and Behavior • The Business Meal • Table Manners at Business Lunches and Business Dinners • Setting of the Room and Table

• Mistakes to Avoid at Business Events • Meeting Guests at Airports Proper Communication Etiquette • Phone Etiquette • Meeting Etiquette • Email Etiquette Handling the Media • Dealing with Questions • Handling Confidential Information • Effective Public Relations This program is designed for: Personnel officers, personal assistants, employees in the hospitality business and all those whose position requires dealing and interacting with important persons in both government and private sectors.

Understanding and Implementing Six Sigma

Program Objectives By the end of the program, participants will be able to: • Define and understand Six Sigma and why it is necessary to sustain business improvement. • Apply the DMAIC problem solving method. • Discover the role of Six Sigma in customer service and continual improvement. • Help to implement and deploy Six Sigma (Yellow belt level). • Understand organization readiness to start a Six Sigma project Program Outline Introduction of Quality • What is Quality and History of Quality • Benefits of Quality Systems • Meet the ISO 9000 Family • Cost of Poor Quality • Evolution of Quality Management • Quality Management Principles and Six Sigma Definitions of Six Sigma • What is Six Sigma and What Does Sigma Mean? • History of Six Sigma • Why should Organizations Use Six Sigma? • Savings from Six Sigma • Six Sigma as an Improvement Strategy Six Sigma in Customer Service • Effects of Six Sigma on Customer Satisfaction • Levels of Sigma Performance • The Kano Model and Quality Function Deployment • The Fruit of Six Sigma Implementing Six Sigma • The Methodology • The DMAIC Method (Define, Measure, Analyze, Improve and Control) • Roles for Managers and Employees • Six Sigma and Lean

• Roles of Green Belts and Black Belts Problem-Solving Using Six Sigma • Six Sigma Tool Box • Control charts • Pareto • Cause and Effect • Scatter Diagrams • The Turtle Diagram Statistical Analysis in Six Sigma • Sigma as a Metric • Sources of Variation • Calculation of Process Capability and Sigma Level • The Commute Example • Software Used in the Analysis Deployment of Six Sigma • Project Selection and Charter Importance • Leadership and Employee Involvement Corporate Commitment: 10 Questions for Leaders • Selection of Six Sigma Projects: Guidelines • Characteristics of a Successful Six Sigma Project This program is designed for: Managers, supervisors and professionals who wish to understand Six Sigma, its use and how it relates to work and business improvement.

Simplification of Work Processes and Procedures

Program Objectives By the end of the program, participants will be able to: • Analyze the basic concepts and steps in work simplification. • Practice the use of flow charts, office layout charts and work distribution charts. • Simplify complicated procedures. • Analyze and distribute work allocated to employees in an organizational unit. • Justify how the simplification of work procedures increases individual and organizational productivity. Program Outline The Management Process in Perspective • Planning the Work • Organizing and Allocating Resources • Types of Plans • Directing and Controlling Individual and Organizational Performance • The Organizing Function/Process • Principles of Organizing • Designing Organizational Charts • The Direct Link between Charts and Procedures Policies and Procedures • Definitions and Concepts • Signs of Complicated Procedures • Importance and Goals of Procedures • Work Simplification Goals • Procedure for Developing Effective Procedures • Productivity Defined Work Flow Techniques • The Parallel and Sequential Techniques • The Stages of Work Simplification: »» Selection of Procedure(s) »» Collecting Data »» Data Analysis and Evaluation

»» Suggestions for Improvement »» Implementation »» Follow-up and Evaluation • The Use of Flow Charts in Simplification of Procedures • Info Processing Flow Charts • Simple Process Flow Procedure Charts • Multi Column Flow Process Charts • Preparing and Analyzing Flow Charts • Simplifying Procedures and Recommending Changes • Lean Principles to Simplify Processes • 5 S program Mapping/Analysis Tools for Simplification of Processes and Procedures • Process Mapping • Value Stream Mapping • Supplier Input-Process-Output-Customer Analysis (SIPOC) • Turtle Diagram • Shell ESSA Model for Simplification • Swim Lane Charts • Procedures Process Flow Chart • The Multi-Column Process Chart • Questions to Get you Started • Simplification of Procedures to Improve Productivity • Reducing Wastage in Human Effort, Time, Space and Material • Improving Employees’ Efficiency and Effectiveness Concept and Importance of Work Simplification • Preparing and Analyzing a Work Distribution Chart • Reallocation of Workload and Redistribution of Jobs Simplifying Space Design and Layout • Your Office/Department Layout Analysis • Using Spaghetti Diagram for Analyzing Distance/ Department Layout • Redesigning Offices by Using Office Layout Charts • Simplification of Office Paperwork Simplifying Forms in Processes • Reviewing Forms Structure • Improving Efficiency of Forms This program is designed for: Managers, supervisors and employees who are involved in the design, simplification, or are end users, of procedures.

Process Management: Mapping and Improvement

Program Objectives By the end of the program, participants will be able to: • Understand process definitions and importance of processes in their organization. • Examine elements of a business process. • Develop process maps and measure performance. • Conduct process assessments for core, support and linkage processes. • Analyze, simplify and improve processes. Program Outline Process Definitions and Elements • Process • Process Approach to Improvement • Advantages of Process Mapping • Elements of a Process • Benefits of Process Maps • Attributes of a Process Map: »» Who Is the Customer? »» What Is Critical to their Satisfaction? »» Where Can we Obtain Process Performance Data? »» How Well Do our Processes Satisfy their Needs? »» What Is our Business Value Chain? »» What Is Process Efficiency and Effectiveness? »» Stakeholders Analysis Understanding Process Approach as per International Quality Standards • Understanding Process Approach • Process Characteristics • The Plan-Do-Check-Act (PDCA) Approach • Opportunities in Terms of Reducing Cycle Time, Defects and Non Value-Added Process Assessments Approaches • Key Terms • Mapping Process • Types of Mapping Tools »» Simple Flow Charting »» Geo Graphs, Spaghetti/Workflow Diagrams

»» Swim Lane (Deployment) Flowcharts »» Supplier-Input-Process-Output-Customer Charts (SIPOCSix Sigma Projects) »» Value-Added/Non-Value Added Analysis »» Value Stream Maps »» Cycle Time Map • Process Hierarchy • Process Maps Symbols • IDEFO Process Map »» Non Value-Added Analysis • Lean Thinking to Reduce Waste in Processes • The Eight Types of Waste Found in Processes • 5S – A Framework to Create and Maintain your Workplace • Failure Mode and Effects Analysis (FMEA) Process Analysis and Improvement • Customer Oriented Processes • Support Oriented Processes • Management Processes • Diagnosis of a Process • Analyzing and Improving a Process • Turtle Diagram • Using Process Maps to Identify Root Causes • 12 Cornerstone Tools to Process Streamlining • Problem-Solving Techniques • Process Auditing as a Tool for Continuous Improvement • Process Mapping in Six Sigma Projects Process Measurement and Benchmarking • Why Measure • Setting Targets • Process KPIs • Benchmarking and the Balanced Scorecard This program is designed for: Individuals involved in improvement projects, processes identification, work design, productivity improvement or quality auditing initiatives.

Business Process Improvement

Program Objectives By the end of the program, participants will be able to: • Understand the fundamentals of Business Process Reengineering (BPR). • Prepare the organization for successful BPR change. • Implement BPR projects using an established methodology and a number of analytical tools. • Map business processes using swim-lane flowcharts. • Measure and continuously improve the performance of business processes. Program Outline Introduction to Business Process Reengineering (BPR) • The Need for Reengineering • Understanding what Reengineering Is and Is Not • Drivers for Reengineering: The 3 Cs • Why Organizations Don’t Reengineer • How It All Began • Understanding Continuous Process Improvement (Kaizen) • Evolution to Revolution: Kaizen and BPR in Context Preparing the Organization for Change • Setting Up the Project Management Office (PMO) • Identifying Areas for Reengineering • Defining Roles and Responsibilities Using RACI Charts • Creating a Burning Platform • Managing Behavioral Change Redesigning the Business Process • Understanding Different Process Types • Integration Strategies and the Context Diagram • Business Process Scoping • Essential Information Gathering • Factoring in the Voice of the Customer • Implementing BPR • Patterns for Reengineering • 8 Types of Waste

• Statistical Tools (Pareto Charts, Histograms, Normal Plots, Box Plots, Scatter Plots and Run Charts) • Rolling Out the Reengineered Process • Common BPR Challenges • Tips for Successful Reengineering Mapping the Business Process • The Process Hierarchy • Process Mapping Symbols • Creating Swim-lane Flowcharts • Tips for Successful Swim-lane Creations Measuring Performance for Continuous Improvement • Revisiting Business Objectives and Critical Success Factors • Setting Performance Measures and Targets • Using Benchmarks for Performance Measurement • Auditing Processes Using the Turtle Diagram • The Role of Kaizen after BPR • The Role of Technology This program is designed for: Professionals directly or indirectly involved in process development and improvement. The program is also beneficial for managers who oversee or are responsible for quality improvement initiatives which involve aspects of BPR.

Career Development

Program Objectives By the end of the program, participants will be able to: • Demonstrate understanding of the basics of career development and succession planning. • Distinguish succession planning and management from replacement planning, talent management, and human capital management. • Compare traditional and career planningoriented HR focus. • Explain employee and employer career development roles. • Examine innovative corporate career development initiatives. • Close the developmental gap by operating and evaluating a succession planning and management program. • Prepare individual development plans and manage career choices. Program Outline Putting People First • Putting People Before the Numbers • People’s Wants from their Organizations • Organizations’ Wants • Present Top HR Priorities • HR Activities: Traditional Focus versus Career Development Focus The Basics of Career Management and Succession Planning and Management • Careers Today: The Importance of Development • Definition of Career Development • Essential Elements in an Integrated Career Development System • Definition of Succession Planning • Main Aims and Reasons for Establishing a Succession Planning and Management System • Organizational Readiness for Change

Promoting a Development Culture • Characteristics of a Development Culture • Career Development as a Change Agent • Roles and Responsibilities in a Development Culture »» Role of Human Resources »» Role of Line Managers »» Role of Top Management »» Role of Developees Identifying High Potentials • High Potentials and High Professionals • Assessing Individual Potential • Best Practices to Improve the Management of High Potentials • Qualities of Processes to Spot, Develop, and Retain High Potentials Career Development: Tools and Methodologies • Competencies: The Foundation for Career Development • Coaching: An Essential Managerial Function • Mentoring: A Must Have System for Career Development • Career Counseling Services Developing Internal Successors • Making the Business Case for Succession Planning and Management • Starting the Systematic Succession Planning and Management Program • Refining the Program • Assessing Present Work Requirements and Individual Job Performance • Assessing Future Work Requirements and Individual Potential • Closing the Development Gap – The Individual Development Plan (IDP) • Designing the Individual Development Plan This program is designed for: Those involved in designing, setting up or controlling career development systems; also, line managers who are involved in, or accountable for, the career development of their staff.

Identifying Training Needs and Evaluating Training

Program Objectives By the end of the program, participants will be able to: • Use appropriate methods to identify training needs. • Analyze and sort the data as a result of a Training Needs Assessment (TNA). • Define the various evaluation levels and write Instructional Learning Objectives targeting each level. • Select appropriate data collection methods/ instruments for each of the evaluation levels. • List ways to improve transfer of skills from the workshop to the workplace. • Calculate training programs costs and calculate their Return On Investment (ROI). Program Outline The General Framework • Identifying Training Needs (ITN) within the Training Cycle • Objectives and Indicators of ITN ITN: Whose Responsibility Is It? • The Style Inventory • Identifying Potential Internal Training Resources and Subject Matter Experts (SMEs) Methods for Identifying Training Needs: • Quantitative and Qualitative Methods • From Interviews to Focus Groups Data Gathering: The Cornerstone for ITN • Tips for Preparing Surveys and Questionnaires • Tips for Preparing and Conducting Interviews • Comparison of Primary Data Gathering Methods: »» Characteristics »» Advantages and Disadvantages Analyzing and Sorting the Data • Content Analysis of Qualitative Data

• A Practical Example of Qualitative Data Analysis Linking Training Needs Analysis with Program Design and Program Evaluation • Objectives: Definition and Significance • Writing Learning Objectives • Levels of Evaluation: »» Levels Defined »» Data Gathered at Each Level »» Chain of Impact Between Levels Evaluation Instruments and Collecting Post Program Data • Characteristics of Effective Evaluation Instruments • Factors to Consider when Selecting Data Collection Methods Evaluation at Levels I and II • Reaction Sheets • Characteristics of a Reaction Sheet • Assessments (Tests) • Pitfalls of Assessments (Tests) Evaluation at Level III – Skill Transfer: From the Workshop to the Workplace • Barriers to Skill Transfer • Ways to Improve Transfer of Skills • Isolating the Effects of Training Converting Data to Monetary Value and Calculating the Return On Investment (Levels IV/V) • Hard Data • Soft Data • Characteristics of Hard/Soft Data • A Practical Case Study on Calculating Return On Investment (ROI) This program is designed for: Training directors and managers, as well as training and development specialists and coordinators. Needs assessment analysts, instructional designers, evaluators of training programs, individuals in a leadership and support role for the training function will also benefit from this program.

Train the Trainer: From Design to Delivery

Program Objectives By the end of the program, participants will be able to: • Link their psychological types and/or learning styles with instructional strategies. • Analyze the basic assumptions and principles underlying adult learning. • Write specific Instructional Learning Objectives. • Prepare an outline for a training program of their choice. • Plan and deliver a training session relevant to their areas of expertise. Program Outline Adult Learning • Assumptions and Principles of Adult Learning »» What We Know About Adult Learning »» Adult Motivation to Learn • Characteristics of the Adult Learner • Implications for the Trainer and the Learner Developing the Learner’s Training Experience • The Basic Information Needed to Begin your Training Project • Characteristics of an Effective Training Program • A Systematic Approach to Designing Instructional Programs • ENGAGE Model for Designing the Learner Experience • A 5 Step Model for Creating Terrific Training Sessions • An Overview of the ADDIE Model in Instructional Design Designing Training Programs • Main Elements of Program Design »» The ROPES Model • Basic Principles of Training Model • Researching Content • Importance of Instructional Learning Objectives (ILOs) • Preparing an Outline for a Training Session • Model for Program Design • Outline of a Training Session (your Instructor Guide) • Blueprint for a Training Session »» From ILOs to Delivery

Training Methods, Activities and Exercises • From Brainstorming to Case Studies • Advantages and Disadvantages of Different Methods • Guidelines for Choosing a Training Method • Types of Interactive Activities • General Guidelines on Developing Activities • The Element of Creativity Presenting and Delivering Effective Training • Training Facility Set-up • What Makes a Good Trainer? »» Your Image »» Asking the Right Questions »» Building Rapport with Participants »» Your Listening Skills • Facilitation Skills »» Describing PAFEO »» Do’s and Don’ts of Successful Trainers »» Common Facilitation Techniques »» Your Role as a Facilitator • Fundamentals of Effective Speaking • Control of Body Language • The Assertive or the Aggressive Trainer • Ways to Get Attention and Maintain Interest: The Main Tabascos • Developing your Opening • Elements of Effective Feedback • Delivery and Critique of Training Sessions This program is designed for: Trainers, instructors and supervisors involved in classroom and on-the-job training.

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Training Program

No Training Course Duration

(days) 1 Executives (Steering Committee) Management 2

2 EBS Foundations 4

3 General ledger 4 4 Accounts Receivables 3 5 Accounts Payables 3 6 Cash Management 2 7 Treasury Management 2

8 LC 0.5

9 LG 0.5

10 Fixed Assets 3

11 Inventory 4

12 Purchasing 4

13 Sourcing 3

14 I-suppliers 1

15 I-procurement 2

16 Landed Cost Management 2

17 Order Management 1

18 Project Management 4

19 Project Costing 4

20 Project Collaborartion 3

21 Hyperion Planning 5

22 Business Process Management 4

23 Using and Support Workflow 4

24 Business Intelligence 10

Executive Workshop –4 Days (6 Hours) This session prepares your Executive Team or Steering Committee to support a complete or partial

implementation or upgrade of the E-Business Suite (EBS) and sets expectations for:

Project approach and critical success factors

Project roles and responsibilities

Project phases, timelines and cost estimates

Pros and cons of customization

Issue identification and resolution

Risk identification and management

Organizational change management and training

Aligning the Executive Team early in the project lifecycle will clarify expectations, simplify

communication processes, develop trust and ease possible future road-blocks. This course is tailored for

each audience based on specific client concerns, risks and project success factors.

EBS Foundation –4 Days (16 Hours)

Students will explore the major components of the E-Business Suite architecture. They will learn to

recognize shared entities and identify key business flows and integration points between products. The

tasks covered include Navigation and Use of Oracle Forms and HTML pages, elementary System

Administration, defining and creating Flexfields, examining the Multi-Org model and its key

implementation constraints, Alerts, an overview of Oracle Workflow (including the workflow monitor),

Discoverer (Oracle’s report generating application), and how to obtain functional and technical assistance

from Oracle Support.

Explain the essential elements of the E-Business Suite architecture

Navigate within Oracle Applications

Identify E-Business Suite shared entities

Describe the fundamentals of System Administration

Describe the fundamentals of Flexfields

Explain Multi-Organization aspects of the E-Business Suite

Describe the fundamentals of Alerts

Describe the fundamentals of Workflow

Describe the fundamental purpose and business use for Oracle Discoverer

Access and utilize the Metalink resource provided by Oracle Corporation

General Ledger Foundation –4 Days (20 Hours)

Students learn the fundamental improvements in Oracle General Ledger enabling students to perform

simultaneous accounting for multiple reporting requirements and access and process data for multiple

ledgers and legal entities at the same time using the power of ledger sets.

Understand the steps for completing the full accounting cycle

Understand the ledger concept

Understand the various implementation considerations

Understand how Oracle General Ledger integrates with the eBusiness Suite of applications

Understand the capabilities of securing data within Oracle General Ledger

Accounts Receivables Foundation –3 Days (15 Hours) Students learn how to manage parties and customer accounts, how to process invoices using Auto-

Invoice, how to enter and complete invoices, and to perform other relevant invoice actions, Students will

also learn bill presentment architecture processes, setup for credit management, the receipt process, tax

processing, and period closing, Students will learn how the Receivables application fits into Oracle’s e-

Business Suite of applications.

Understand the Order to Cash Lifecycle Understand the Oracle Receivables Process Manage Parties and Customer Accounts Process

Invoices Understand the overall order to cash process from Order Entry through Bank Reconciliation

Using Auto-Invoice Explain Bill Presentment Architecture Processes Setup Credit Management Understand Credit Management Understand the tax accounting process

Understand Sub-ledger Accounting as it relates to period closing

Accounts Payables Foundation –3 Days (15 Hours) Students learn how to manage suppliers, process invoices as well as payments and generate key reports.

Participants also learn how to approve invoices for payment, process stop and void payments, setup bank

accounts and process payment batches. Finally, the students learn how to close accounts payable periods

and transfer accounting details to the general ledger.

Understand how Oracle products use supplier information Use the payment workbench Setup bank accounts Enter expense report templates

Identify tax types, tax codes and tax groups

Cash Management Foundation –2 Days (10 Hours) Students learn how to create banks, bank branches and bank accounts; transfer cash between bank

accounts; manage and reconcile bank statements; work with bank balances, and calculate interest. They

learn how Cash Management uses Oracle Sub ledger accounting to generate accounting entries. They

learn how to create cash pools, generate cash positions and cash forecasts to manage their cash cycles.

Define banks Create bank accounts Create a bank transfer Enter Bank Statement Information Manually Create Bank Statement Cash flow from bank statements

Generate a Cash Forecast

Treasury Management Foundation –2 Days (10 Hours) Students learn the required set up steps as well as common transaction entry, processing, and reporting

for Cash Management and Treasury. It is intended for stedudents who need in-depth product

knowledge. It will have a user focus and will be very interactive, including many hands on practice

sessions to reinforce key concepts.

Describe the business benefits of Oracle Treasury Execute a complete setup of Oracle Treasury Identify the types of policies and controls supported by Oracle Treasury Interface with other Oracle and third party applications Enter and manage the deals and reports supported by Oracle Treasury and Oracle Risk

Management

LC/LG Fundamentals –1 Day (5 Hours) Ability to setup a deal in Oracle Treasury with an LG type

You can build a extension to handle the LG transactions Ability to define LC charges: governmental (stamp fees), insurance, bank (LC opening charges)

and miscellaneous

Ability to force users to fill specific fields before completing the definition of a new LC

Fixed Assets Fundamentals –3 Days (15 Hours) Students learn the fundamental concepts and implementation considerations of Oracle Asset

Management. Upon completing this class you should be able to explain the Asset Management process

from Asset Data Flow to the General Ledger, plan an Asset Management implementation, and Implement

Oracle Assets, including the setting up of Asset Books, Mass Asset Additions, Asset Depreciation and Tax

Accounting.

Implement Oracle Assets Set up asset books Describe adjustment transactions and how to use the physical inventory feature Describe the Oracle Assets depreciation process Set up mass asset additions

Set up depreciation and tax accounting

Inventory Foundations – 4 Days (20 Hours) Students learn how to define items, enable lot control, enable serial control, enable dual unit of

measure control, perform inventory transfers, perform inventory replenishment, perform a cycle, view on-hand quantities, create reservations, and setup material statuses, Students also learn where Oracle Inventory fits in the overall enterprise structure, This course reflects the logical flow of the processes involved in inventory management.

Set up organizations that correspond to your business units in Oracle Applications Understand the planning and replenishment methods available in Oracle Inventory including

min-max planning, reorder-point planning Understand the role of an item-master organization Learn to implement locator, revision, serial, and lot control for items Perform ABC classification and cycle count Understand how to create units of measure

Understand how to view on-hand quantities

Purchasing Foundations – 4 Days (20 Hours) The course covers Suppliers, Organizations, Locations, RFQ's and Quotations, Requisitions, Purchase Orders, and Receiving. Students learn through a series of presentations organized by major functional area, supplemented with View let demonstrations, quizzes, and practices.

Create and maintain Suppliers Create Organizations, Locations Create and manage RFQ's and Quotations Approved Supplier Lists and Sourcing Rules Create Requisitions Create Purchase Orders Create Receiving

Define Automatic Document Creation

Sourcing Foundations – 3 Days (15 Hours) Students learn how to set up and use Oracle Sourcing to manage and use the Buyer and Supplier home

pages, navigation techniques, and to understand the functions of the three types of Oracle Sourcing users.

Also, learn how to create negotiations utilizing various document types, as well as the process for

responding, monitoring, and awarding negotiations. Additionally, participants will learn how to use

negotiation attributes and line attributes, and to define and use reusable supplier price factors and price

factor lists. Finally, participants learn how to create and modify forms and abstracts, and how to use

transformational bidding. Participants will learn how the Oracle Sourcing application fits into the Oracle

Advanced Procurement product family and the key functional benefits provided by Oracle Sourcing. As

such, this is accomplished through a series of hands-on demonstrations, supplemented with

corresponding hands-on practice and exercises.

Describe how Oracle Sourcing fits into the Oracle Advanced Procurement product family

Create, respond, monitor, and award negotiations

Use and define reusable supplier price factors and price factor lists

Create and conduct Sourcing negotiations

Set-up and implement Oracle Sourcing

Learn to use the Buyer and Supplier home pages Create and modify forms and abstracts Understand how to use transformational bidding Analyze the required set-up and implementation steps

Introduce how to use price factor lists

I-Suppliers Fundamentals – 1 Day (5 Hours) Students will learn the entire Procurement cycle from Supplier On-boarding Supplier Management,

Strategic Sourcing, Contracting, Purchasing, Shipping for, Services Procurement and Payment of

Invoices. Also, students will learn how to use, setup and implement Oracle iSupplier Portal.

Describe Introduction to Enterprise Procurement, Supplier Management and Oracle Advanced Procurement

Describe End-to-End process of Supplier Registration and Qualification Management (SQM). Describe Supplier Profile Management (SPM) Process. Describe Strategic Sourcing and Procurement Contracting, covering detailed processes for

Supplier Collaboration from RFx, to Quotation and Award of Contract. Describe Supplier initiating Multiple Purchase Order Amendment process.

I-Procurement Foundations – 2 Days (10 Hours) Students will learn how to use the shopping process to create requisitions. They also learn how to use the

desktop receiving functionality to receive items and process any corrections or returns.

Describe the procure to pay process Identify and explain key functionality of iProcurement Manage catalogs and stores Describe the requisition process using iProcurement Identify key setup steps Technical Training Offerings

Landed Cost Management Foundations – 2 Days (10 Hours) Students will learn how to record more accurate costs when purchasing inventory items. It accomplishes this by allowing you to add shipping, taxes, duties, insurance, and handling costs to an inventory item.

Estimate transportation and handling cost Review transportation and handling cost Receive goods in the LCM shipment workbench

Order Management Foundations – 1Days (5 Hours)

Understand how Oracle products use supplier information Use the payment workbench Setup bank accounts

Project Management Foundations – 4Days (20 Hours) Students will learn key setup considerations, from implementing issue and change management to

defining budgets and forecasts, managing progress, and performance reporting and, explains some of the

impacts of implementation decisions. Students will learn through the use of tutorials, supplemented with

guided demonstrations and hands on practices.

Manage Work plans Manage Progress Manage Issues Implement Project Performance Manage Budgets and Forecasts Microsoft Projects Integration

Project Costing Foundations – 4Days (20 Hours) Identify the features of Oracle Project Costing

Describe how Oracle Project Costing integrates with the Oracle eBusiness Suite

Understand the impacts of key implementation decisions

Defining Costing-Related Project Information

Performing Cost Distribution

Creating Accounting

Running Streamline Processes

Understanding Period Processing Controlling Expenditures

Project Collaboration Foundations – 3Days (15 Hours) Describe the relationship between Oracle Project Management and Oracle Project Collaboration

Hyperion Planning Foundations – 5Days (25 Hours) This course teaches you how to manage applications using Financial Management. Learn to create an

application, enter data and adjust and view data using data grids and data forms.

Create accounts, entities, scenarios and custom dimensions.

Import and export data and metadata.

Create and deploy an application.

Enter data in data forms and data grids.

Enter intercompany data.

Perform data consolidation.

Hyperion Planning Foundations – 5Days (25 Hours) This course offers a quick overview of Business Process Management (BPM) and the Oracle BPM

product. Learners will be able to communicate about BPM and Oracle BPM and possibly evaluate the

product for use in their organizations, but they will not have any hands-on practice with Oracle BPM

products. The course provides some background on Business Process Management and the phases in

a typical BPM life cycle. It presents the Oracle BPM Suite of products, explaining how they support

every part of the BPM life cycle. Then, learners see how Business Analysts can use Oracle Business

Process Composer or Oracle BPM Studio to model a process, and how to use Oracle BPM Studio to

simulate a process in order to optimize it. The course describes how Developers, working with the

same model, implement the process by creating the business logic and integrating each element of

the process with services and back-end systems. Learners get a glimpse of how end users interact

with running processes, and they see how data from a running process can be monitored through

dashboards in Business Process Workspace. Lastly, they see how Oracle BAM presents real-time data

and provides automatic alerts and actions, allowing those responsible for the processes to

continuously monitor performance, alert important parties when there are problems, and take

immediate action to resolve issues.

Describe the Oracle BPM methodology and the tools that support each phase of the BPM life

cycle

Describe how to create process models using Oracle Business Process Composer and BPM Studio

Explain the role simulations play in optimizing a process

List and describe the tasks involved in implementing a BPM process

Describe how end users participate in a business process

Explain how Oracle BAM can help you monitor the performance of deployed processes and raise

alerts on abnormal business conditions

Business Intelligence Foundations – 10 Days (50 Hours) The student will learn:

Repository Basics

Building the Physical Layer of a Repository

Building the Business Model and Mapping Layer of a Repository

Building the Presentation Layer of a Repository

Testing and Validating a Repository

Adding Multiple Logical Table Sources

Adding Calculations to a Fact Table

Repository Variables

Using Administration Tool Utilities

Using and Support Work Flow Foundations – 10 Days (50 Hours) This course provides an overview of the architecture and features of Oracle Workflow and the

benefits of using Oracle Workflow in an e-business environment. You can learn how to design

workflow processes to automate and streamline business processes, and how to define event

subscriptions to perform processing triggered by business events. Students also learn how to respond

to workflow notifications, how to administer and monitor workflow processes, and what setup steps

are required for Oracle Workflow. Demonstrations and hands-on practice reinforce the fundamental

concepts.

Design a workflow process using Oracle Workflow Builder

Define subscription-based processing for business events

Set up and administer Oracle Workflow for a site

Training Program 2) IT Technical Training – Course Offerings:

No Training Course Duration

(days) 1 Oracle Database Adminstaration Workshop I 5 2 Oracle Database Adminstaration WorkshopII 5 3 Oracle 11g Develper Track 6 4 Oracle Technical Apps Development 24

Oracle Database Administration Workshop I – 5 Days (25 Hours) Students learn how to install and maintain an Oracle database. You will gain a conceptual understanding

of the Oracle database architecture and how its components work and interact with one another. You will

also learn how to create an operational database and properly manage the various structures in an

effective and efficient manner including performance monitoring, database security, user management,

and backup/recovery techniques.

Monitor performance Describe Oracle Database Architecture Install Oracle Grid Infrastructure Install and configure Oracle Database 11g Configure Oracle Net services Monitor and administer undo data Manage the database storage structures Create and administer user accounts Perform basic backup and recovery of a database Manage users and schemas

Manage data concurrency

Oracle Database Administration Workshop II – 5 Days (25 Hours) This course takes the database administrator beyond the basic tasks covered in the first workshop. The

student begins by gaining a much deeper understanding of possibly the most important job of a DBA –

backup and recovery. The concepts and architecture that support backup and recovery, along with the

steps of how to carry it out in various ways and situations, are covered in detail. This includes how to

define and test your own backup and recovery scenarios. Also, the DBA learns how to manage memory

effectively and how to perform some performance evaluation and tuning tasks, including using some of

the advisors. All types of flashback technologies, scheduling jobs inside and outside of the database, and

controlling system resource usage are also covered.

Back and recover a database (and its parts) with RMAN (command-line and Enterprise Manager)

Use flashback technology to view past states of data and to revert either objects or the entire

database back to a past state

Use an appropriate and flexible memory configuration for your database

Identify burdensome database sessions and poorly performing SQL

Configure the Oracle Database for optimal recovery

Configure the database instance such that resources are appropriately allocated among sessions

and tasks

Schedule jobs to run inside or outside of the database

Use compression to optimize database storage and duplicate a database

Oracle 11G Developer Track – 6Days (30 Hours) Oracle Database 10g : Introduction to SQL

Oracle Database 10g : Program with PL/SQL

Oracle Forms Developer 10g : Build Internet Applications

Oracle Reports Developer 10g : Build Reports

Oracle 11G Developer Track – 6Days (30 Hours)

Oracle E-Business Suite Essentials API's & Interface tables Oracle Concurrent Program Forms personalization Oracle Alert Manager BI publisher Fundamentals (XML) Oracle Work Flow Fundamentals Introduction to JAVA R12 Extend Oracle Applications: Building OA Framework Applications

R12 Extend Oracle Applications: Customizing OA Framework Applications

AutoCAD – Level 1 (2D)

Duration: 5 days

Who will benefit: New users Engineers Graphics’ Designers Draftsmen

Purpose:

The course is aiming for teaching and allowing participants to develop the 2D drawings and printing using the most suitable and appropriate techniques and tools available in the program At the completion of this course the trainee will be able to: Work and familiar with the program interface Best practice of the all the program options Utilizing the basic tools of the program to develop accurate drawings Presenting the drawings in acceptable and comfortable visual techniques

Subjects:

Taking the AutoCAD Tour

Navigating the Working Environment Working with Files Displaying Objects

Creating Basic Drawings

Inputting Data Creating Basic Objects Using Object Snaps Using Polar Tracking and Polar Snap Using Object Snap Tracking Working with Units

Manipulating Objects

Selecting Objects in the Drawing Changing an Object’s Position Creating New Objects from Existing Objects Changing the Angle of an Object’s Position Creating a Mirror Image of Existing Objects

Creating Object Patterns Changing an Object’s Size

Drawing Organization and Inquiry Commands

Using Layers Changing Object Properties Matching Object Properties Using the Properties Palette Using Line types Using Inquiry Commands

Altering Objects

Trimming and Extending Objects to Defined Boundaries Creating Parallel and Offset Geometry Joining Objects Breaking an Object into Two Objects Applying a Radius Corner to Two Objects Creating an Angled Corner Between Two Objects Changing Part of an Object’s Shape

Working with Layouts

Using Layouts Using Viewports

Annotating the Drawing

Creating Multiline Text Creating Single Line Text Using Text Styles Editing Text

Dimensioning

Creating Dimensions Using Dimension Styles Editing Dimensions Using Multilayers

Hatching Objects

Hatching Objects Editing Hatch Objects]

Working with Reusable Content

Using Blocks Working with Design Center Using Tool Palettes

Creating Additional Drawing Objects

Working with Polylines Creating Splines Creating Ellipses Using Tables

Plotting Your Drawings

Using Page Setups Plotting Drawings

Creating Drawing Templates

Using Drawing Templates

Microsoft Access – Basic/Intermediate

Duration: 5 days

Who will benefit:

• High school degree at least • Good English Language • Simple Computer skills (Windows) Purpose: Microsoft Access 2003 is the spreadsheet program that gives you support for Database and new features that make it easier to record and analyzes and share information. Planning Access 2003 databases, Creating and viewing Access 2003 database, Dealing & editing in tables, Creating forms in Access 2003, Formatting a form and managing records in Access 2003, Using calculation in form, link form field, Creating and viewing queries in Access 2003, Creating and using Reports in Access 2003, Importing and exporting data in Access 2003, Printing. Subjects

1. What’s Microsoft 2. Office Access 2003. 3. Key database concepts for Access 2003. 4. Planning Access 2003 databases. 5. Creating and viewing Access 2003 database. 6. Dealing & editing in tables. 7. Manipulating data in records in Access 2003. 8. Creating and editing relationships in Access 2003. 9. Creating forms in Access 2003. 10. Adding controls and setting properties in Access 2003. 11. Formatting a form and managing records in Access 2003 12. Using calculation in form, link form field. 13. Use sub form. 14. Form & table printing 15. Creating and viewing queries in Access 2003. 16. Adding calculations to a query in Access 2003. 17. Creating and using Reports in Access 2003. 18. Organizing Access 2003 report data. 19. Report Printing. 20. Importing and exporting data in Access 2003 21. Security & privilege Additional Information:

Make daily questionnaire exercise.

AutoCAD – Level 2 (3D)

Duration: 5 days

Who will benefit:

• Engineers • Graphics’ Designers • Draftsmen Purpose:

The course is aiming for teaching and allowing participants to develop the 3D drawings and printing

using the most suitable and appropriate techniques and tools available in the program

At the completion of this course the trainee will be able to:

• Work and familiar with the program interface • Best practice of the all the program options • Utilizing the basic tools of the program to develop accurate drawings • Presenting the drawings in acceptable and comfortable visual techniques Subjects:

Modeling

• Introduction to 3D Modeling • Creating Solid Primitives • Creating Models from 2D Profiles • Creating Composite Solids • Working in 3D

Creating Models from Cross Sections

• Converting 2D Objects to Solids or Surfaces

Editing Models

• Adding Detail to Your Solid Models • Converting Objects • Editing Solid Models • Extracting Geometry from Solid Models • Changing the Model Position • Duplicating the Model • Getting Information from 3D Objects

Sectioning a Model and Creating Drawings

• Sectioning a Solid Model and Generating 2D Geometry • Creating Drawings from 3D Models

Visualization

• Using Visual Styles • Using Lights • Using Materials • Using the Sun • Rendering • Navigating the Model • Using Cameras and Views

Documents

Training Program Deliverables - isystemseg.comisystemseg.com/courses/I-Systems Training Programs.pdf · Training Program Deliverables ... »» Flexible Budgeting ... Cost Analysis