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Our featured courses

Is there a way to describe what a Business Analyst does? Something uncomplicated? We think so, and we call it the BA Path. We then continue to look at the major parts of the path so that you have a good idea what this profession is all about. That’s Business Analysis 101. In-depth knowledge of what the profession is all about so that you are in the know.

In Business Analysis 102, we examine the process and systems part of the profession. We start with organizational readiness and continue on to Grandovetter’s Model, a great tool for bringing stakeholders to support your assignment. We continue on to process analysis and process design. We close the process part of Business Analysis 102 with various ways to perform diagraming. BPMN anyone?

In Business Analysis 103, we look at all the strategic Business Analysis tools that are imperative for a BA. What is a feasibility study and what tools can you use to complete it properly? Do you know what a latent requirement is and what Porter’s 5 Forces are? Not only are these subjects covered, we describe what they mean to you as a Business Analyst. Are all these techniques used on their own? We give you real-life examples how we have used then throughout our careers. We close Business Analysis 103 by taking an in-depth look at what a business case is all about, how we evaluate solutions and how the final decision is based on processes that ensure quality. That’s Business Analysis 103.

Our course tied to corporate governance starts with the preconditions that allow for a situation like this to take place to begin with. Some are obvious such as corporate values or culture, but nothing exists within a vacuum, right? The most pious organization cannot thrive in a country which does not hold these values in high esteem. Corruption is only one element. How about some elementary concepts like transparency and trustworthiness? We’re not talking about developed versus developing world here. All are guilty, they just take different forms, that’s all.

So, you made your decision and have fastened your seat belt to take that journey to the cloud. WHAT? It’s not plug and play? Here, we describe to you the preparation you need to make that could deployment a success – based on YOUR objectives.

In this course, we start with the big picture by looking to organizational strategy and why companies do what they do. Then we move on to cover all those elements which are absolutely necessary to make your proposal viable. What is an executive summary, and why you lose upper management if it’s not compelling.

Our course on Corporate Training Management covers the above, and much more. We look into the alignment of training and corporate strategic objectives, why the training budget should be seen as being part of a business case and we look into the components that need to be part of the business case.

Training is not an activity that takes place in isolated departments, but has to be viewed holistically. If we are looking at changing processes that touch the entire organization, how profitable is it to teach these elements piecemeal per department? Let’s make sure we create the right learning experience, where departments can learn from each other during the training.

We look at a training maturity model, where you can measure where you are right now and what steps you can take to improve the situation.

In this course on Portfolio Management, we start with the basics. Vison, Mission, Strategy, and how we make it happen. Don’t forget the business case. What about our decision process. This is where we start.

So what is a portfolio, and how is it managed? What frameworks do you have at your disposal? What methods work best?

We move onto demand management. What kind of demands does the organization generate? What methods are used there? How do we make our judgement? We’ll show you how.

So we’ve decided what initiatives have priority, but are we capable, and do we even have the capacity? Here we look at how we assess our resources, finance and assets, and how does this all fall in line with overall feasibility?

So we have our decision criteria down pat, are we done? Governance, traceability and performance management have to be some of the most important tasks to be found within portfolio management. Here we go into detail what all these elements entail, how you go about it, and how you ensure you’re on track. All part of the program.

Lastly, we look at portfolio management and the organization. We all have different roles we perform, so how does portfolio management fit into the grand scheme of things? What status can it have within the organization? What status should it have? We cover all of this here.