Executive Certificates – Global Knowledge Alliance https://globalknowledgealliance.com Virtual University Wed, 29 Jul 2020 03:28:25 +0000 en-AU hourly 1 Supply Chain https://globalknowledgealliance.com/gka-course-portfolio/supply-chain-management/ Sun, 05 Jul 2020 12:59:23 +0000 https://globalknowledgealliance.com/?post_type=avada_portfolio&p=2227

Supply Chain Management

Course ID – GKA-007

The Enterprise Process Management Area of Information Management consists of three separate but related offerings, namely: Business Process Management, Supply Chain Management, and Service Oriented Architecture. Supply Chain Management contains four courses which provide the candidate with a breadth of understanding surrounding supply chain strategy and management, and a depth of understanding of supply chain management’s three core process areas, namely: Procurement and Supplier Management, Manufacturing and Operations Management, and Distribution and Logistics Management.

ITs role in integrating these processes is essential in optimizing an organizations supply chain. They are applying modeling, simulation, what-if analysis, and scenario planning to simplify their supply chain processes and improve outcomes. To do this often demands digesting massive amounts of data in real-time, with advanced informatics to identify the best course of action. Ensuring a collaborative IT-business team is fundamental.
All companies, large and small, manufacturers and service providers, depend on successful supplier performance to help satisfy their customers. The performance of an agile, motivated, and responsive supply base can improve operating efficiencies, reduce costs, and increase customer satisfaction.
Supply chain management integrates the activities associated with the procurement of material, the transformation of procured material into final product, and the delivery of final product to customers. These activities include the traditional purchasing function, along with additional activities that are important in the relationship with suppliers, distributors, and customers. Internally, Supply Chain Managers work with Operations, Engineering, Distribution, Information Systems, Purchasing, Marketing, and Finance functions. They share forecast, customer, design, and production information. Externally, Supply Chain Managers concentrate on building a high performance team focused on maximizing customer value while maintaining speed, flexibility, efficiency, and responsiveness in their own operations.
Understanding emerging information technologies and their impact on enhancing supply chains, and the roles and responsibilities of IT and non-IT stakeholders in leveraging these emerging technologies in light of the digital transformation will be at the heart of all of the courses.

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Supply Chain Management

Course ID – GKA-007

 

1. Strategic Supply Chain Management

This course illustrates the theory and practice of designing and analyzing supply chains. It provides tool sets to identify key drivers of supply chain performance such as inventory, transportation, information and facilities. It provides an enhanced understanding of key concepts in supply chain management, with an introduction to how IT can be leveraged to enhance the supply chain processes. For this course, supply chain management is defined as “the integration of key business processes from the end user through the original suppliers that provides products, services, and information that add value for customers.”
Recognizing the interactions between the supply and demand components and how they are enhanced by IT, the course provides a methodology for implementing integrated supply chains, enabling a framework to leverage these dynamics for effective product/process design and enterprise operations. This is a comprehensive course covering a broad range of topics in the management of supply chains. Content emphasizes managerial issues and challenges as opposed to technical aspects. Topics include:
  • strategy and role of supply chain
  • inventory management in efficient supply chains
  • supply chain coordination
  • role of technology

2. Procurement & Supply Chain Management

This course will focus on the important topic of strategic sourcing and purchasing management. Topics will include:

  • make or buy (outsourcing)
  • supplier selection
  • supplier relationships
  • supplier performance evaluation
  • strategic cost management
  • product design and sourcing strategy
  • e-sourcing (auctions vs. relationships)
  • negotiation
  • global sourcing
  • compliance issues
  • internal and external governance considerations

3. Distribution & Logistics Management

The focus of this course is the strategic design of supply chain networks. The course provides an examination of (1) the role of supply chain network design within the context of the firm’s competitive strategy, (2) alternative supply chain designs and the factors that influence network design decisions, (3) a framework for the network design process, and (4) the principal models and techniques used for the design of supply chain networks. This course focuses on the economic conditions, managerial strategies, governmental policies, IT considerations, and other phenomena which affect the demand for and supply of transport and distribution services – the delivery portion of the supply chain.

4. Operations Management

Recognizing the interactions between the supply and demand components, the course provides a methodology for implementing integrated supply chains, enabling a framework to leverage these dynamics (especially IT) for effective product/process design and enterprise operations. This is a comprehensive course covering a broad range of topics in the management of supply chains. Content emphasizes managerial issues and challenges as opposed to technical aspects. Topics include:
  • challenges in managing responsive supply chains
  • management of transportation and distribution
  • role of network design
  • supply chain performance measurement
  • supply chain coordination
  • incentive issues
  • e-business models

5. BPM & Workflow Implementation

6. Trends & Directions in Supply Chain Management

This course focuses on strategic supply chain transformation, innovation, and organizational change. The course examines current and emerging issues, technologies, and best practices with respect to supply chain strategy and IT; value creation through design and redesign of supply chain capabilities; transformational outsourcing; supply chain role in new product design, development, and market introduction; technology adoption; and change management.

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]]> IT Legal Issues https://globalknowledgealliance.com/gka-course-portfolio/managing-it-legal-issues-certificate/ Fri, 26 Jun 2020 18:25:08 +0000 https://dev.globalknowledgealliance.com/?post_type=avada_portfolio&p=2154

Managing IT Legal Issues Certificate

Course ID – GKA-006

  • This certificate provides a perspective on the global IT legal environment and the best management practices in responding to it, with heavy emphasis on emerging information technologies (e.g., blockchain, AI, Robotics Process Automation, IoT). 
  • It will be of widespread interest to IT practitioners and vendors, especially service providers, managers of IT ventures, senior managers with responsibility for implementing IT solutions enterprise wide, security officers, and IT consultants.
  • The cadre of candidates for this program includes attorneys, compliance officers and IT and non-IT managers responsible for solutions bearing on compliance with regulatory requirements and discovery requests. 
  • The faculty that teaches these courses are usually practicing attorneys that have experience with the respective “global/local” regulations/laws.
Legal and policy concerns are inherent aspects for IT and non-IT management. The terms and conditions under which IT products and services are provided, as well as the security and data protection, disposition, and appropriate use of systems and information each require IT (and non-IT) managers to consider the legal context for IT as a matter of routine. As IT has become critical to the global economy, there is ongoing need, in both the private and public sectors, for qualified information technology managers who can perceive and, with counsel, respond to the legal and regulatory environment for IT worldwide.
 
The Legal Issues in IT Certificate provides attendees with competitive advantage by giving them the tools to recognize legally significant developments and to manage, with counsel, the process of responding appropriately to those developments.

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Managing IT Legal Issues Certificate

Course ID – GKA-006

The Legal Issues in IT Program consists of selecting at least four courses from the following:
  1. Enterprise Issues in IT Law
  2. Legal Issues & Contract Management in IT Outsourcing
  3. Information Assurance & Law
  4. Issues & Trends in IT Law
Electives:
  1. Contract Mediation/Arbitration (part of Managing Vendors/Outsourcing)
  2. Intellectual Property (including Cyber Security considerations)

All 4 courses are available face-to-face

1. Enterprise Issues in IT Law

The course is a survey of every major area of law that has an impact on information technology, developed through an examination of judicial decisions and legislation that concern web based business ventures. The course discusses basic commercial law as it applies to information technology, jurisdiction over Internet based activity, the contracting environment for online activity, intellectual property law, the domain name system, the protection of databases/data protection, privacy rights, and government regulation of Internet based business activity, including content based restrictions, and the prospective taxation of ecommerce. The goal of the course is to provide an overview of these issues for non-lawyers and to promote sensitivity to the technological and business scenarios in which legal issues arise. As the course progresses, students become progressively better equipped to recognize legal issues as, or soon after, they arise. This skill is highly prized by lawyers and sophisticated clients alike, for one reason –as they persist, legal problems become more complex and more difficult and expensive to resolve. By being able to spot the issues sooner and more completely, students are better able to manage the resources that information technology ventures require and to respond to the commercial opportunities and risks such ventures present.

2. Legal Issues & Contract Management in IT Outsourcing

One of the critical aspects of IT outsourcing is creating a legal agreement that appropriately protects the client organization and fairly defines the work of the service provider. Most of the headline failures in outsourcing are a direct result of poorly crafted contracts. The purpose of this course is to acquaint students with the specialized legal aspects of IT outsourcing needed to manage contract negotiation, ongoing relationship management and measurement, regulation, specialized aspects of offshore agreements, and termination of IT outsourcing. Successful completion of the course allows the student to achieve a useful level of specialized management knowledge and an appreciation for the role of the legal function in outsourcing.

3. Information Assurance & Law

This course examines the relationship between information security and the law, at a level suitable for information security specialists and managers with responsibility for supervising information security operations. In the first phase, the course explores substantive legal principles relating to information security, with regard to both private and government interests. The second phase of the course explores information security and data protection operations as the repository of information that may be at issue in legal proceedings. Finally, the course concludes with a discussion of the balancing process required to promote information security in a system of ordered liberties, that is, with due respect for civil rights.

4. Issues & Trends in IT Law

This course is a comprehensive exploration of how pertinent developments in law and policy impact the management of information technology. The course will be presented at a level suitable for senior managers (IT and business) and compliance specialists who have or aspire to responsibility for regulatory compliance, advocacy at the policy level, or other interactions with regulators, lawmakers or other governmental entities or agencies. The discussion will address how recent legislation, judicial decisions, rule-making, and events bear on the adoption and execution of IT business models, business decision-making at the level of IT ventures, enterprise management, and corporate governance. The discussion will present new and anticipated legal and regulatory requirements that relate to the core business of information technology (contractual implications and outsourcing), rights and obligations in information technology and information based assets themselves, (e.g., intellectual property), information security and privacy, data protection, and corporate governance (e.g., Sarbanes-Oxley). The discussion will emphasize issues of particular concern to the financial services and pharmaceutical industries (e.g., the privacy discussion will address the enforcement history of, and industry response to, the Gramm–Leach–Bliley Law, HIPAA, EU Safe Harbor and General Data Protection Regulation, and related regulations). The course will address the management issues that arise from the international legal and regulatory environment for IT ventures, civil and criminal law issues, government contracting standards, and the evidentiary aspects of stored information (e.g., electronic discovery). The course builds an understanding that responsiveness to changes in IT law and policy is pivotal to the management of IT ventures, impacting the rights, interests, and obligations of enterprises sponsoring IT ventures, and those enterprises’ shareholders, affiliates, customers, and vendors. 

General Business Law Elective

This course provides a systematic understanding of the legal environment that affects individuals, businesses, and business transactions, focusing on IT considerations. The course provides a general introduction to the national and international legal environments and focuses on specific legal topics such as contracts, anti-trust law and financial transactions.

 
Learning Outcomes
 
Knowledge
 
On successful completion of this course candidates will demonstrate:
1. A conceptual grasp of how to interpret legal texts related to business.
2. A critical awareness of the legal environment and its implications as a basis to adapt professional decision-making and practice.
 
Skills

At the end of this course the successful candidates will be able to:

1. Analyze relevant legal terminology and concepts.
2. Evaluate issues of legal significance in business transactions.
3. Apply legal reasoning to situations and draw legal conclusions.
4. Compare, apply and evaluate various legal theories/interpretations to factual situations.
5. Identify, analyze and assess risks, and demonstrate sufficient familiarity with the legal system to be able to act effectively in relation to relevant legal issues.
 
Topics
•    Civil law/business law
•    Competition law
•    Financial law
•    US/European/International law
•    National Law 

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]]> BPM Certificate https://globalknowledgealliance.com/gka-course-portfolio/business-process-management-certificate/ Fri, 26 Jun 2020 18:15:44 +0000 https://dev.globalknowledgealliance.com/?post_type=avada_portfolio&p=2151

Business Process Management Certificate

Course ID – GKA-005

Business Process Management (BPM) is the set of concepts, methods and tools surrounding the definition, implementation, improvement and structuring of lateral processes in organizations. The use of Business Process Automation technology is providing significant efficiency gains for organizations through the automated coordination of activities, allocation of tasks to process participants and the integration of applications. The demand for BPM is further stimulated by opportunities related to ongoing process performance improvement, process outsourcing/offshoring and the interest in process standards such as ITIL and SCOR.
BPM (which includes Business Process Re-engineering; BPR) has remained a pervasive persistent management concern for dozens of years. As the interest in process analysis, automation, and optimization continues, organizations need individuals that understand the requirements business places on the design of processes and can synchronize this demand with the technical capabilities of the underlying information systems infrastructure. Business Process Management skills are in high demand for positions such as Business Analysts, System Integrators, Consultants, Compliance Managers, Process Managers and Owners, CIOs and COOs.
BPM/BPR are considered one of the most important solutions for leveraging IT’s ability to reduce business expenses, including working with business partners to re-engineer processes in leveraging technologies such as Enterprise resource planning (ERPs), Customer relationship management (CRMs), and newer technologies including robotics process automation (Cognitive Computing), AI, Blockchain, IoT (internet of things), Bring-Your-Own-Infrastructure, and SMAC (Social, Mobile, Business Analytics, and Cloud). In essence, IT is in the business of business process change. Technology alone is not sufficient; strong collaboration with the business to change how they leverage technology is fundamental.
Understanding emerging information technologies and their impact on enhancing business processes, and the roles and responsibilities of IT and non-IT stakeholders in leveraging these emerging technologies in light of the digital transformation will be at the heart of all of the courses.

Enquire Today

Business Process Management Certificate

Course ID – GKA-005

Select at least 4 courses from the following
(All courses are available face-to-face)

 

1. BPM & Workflow Implementation

The focus of this course is on the techniques and concepts required to map, implement, automate, and evaluate business processes. Focusing on the technical and implementation aspects of Business Process Management (BPM), the course leads participants from technical process design through the implementation and management of workflows to the structure of process-aware information systems. Participants will understand the distinction between business processes and business rules and find out how they can be supported by technology. The course also addresses the technical structure of process-aware applications and provides an overview of technology standards that affect BPM systems. It includes modules on the run-time monitoring of processes and post-execution evaluation techniques complete this course.

2. BPM & Workflow Implementation

The focus of this course is on the techniques and concepts required to map, implement, automate, and evaluate business processes. Focusing on the technical and implementation aspects of Business Process Management (BPM), the course leads participants from technical process design through the implementation and management of workflows to the structure of process-aware information systems. Participants will understand the distinction between business processes and business rules and find out how they can be supported by technology. The course also addresses the technical structure of process-aware applications and provides an overview of technology standards that affect BPM systems. It includes modules on the run-time monitoring of processes and post-execution evaluation techniques complete this course.

3. Service Innovation

This course leads candidates through the identification, analysis, definition, and deployment of service opportunities within public and private organizations. Each of these phases is analyzed in detail to encompass the principal activities, methods, tools and techniques applied in the respective phase. Participants will learn how to identify appropriate supporting techniques and information technologies (e.g., ERP, CRM, Robotics Process Automation/Cognitive Computing) for the different phases of the service life cycle, assess the role of technology, and gauge the organizational impact of service-focused operations. The objective of the course is to enable candidates to identify, implement and evaluate innovative service offerings in their organization.

4. Strategic Supply Chain Management

Every organization has three essential (core) processes: Product/Service Development (Innovation Management); Product/Service Sales (Customer Relationship Management); and Product/Service Delivery (Supply Chain Management). This course applies the concepts of the previous BPM courses to the supply chain management domain. Candidates are introduced to the concept of the extended enterprise and learn how interorganizational processes can be structured and optimized. The concepts taught in this course are applicable to both services and manu­facturing enterprises.
The course will explore the major elements of the supply chain. The participant will be exposed to leading edge thinking on supply chain strategy as well as practical tools and methods for its implementation.
Topics covered include:
  • Supply Chain Management Principles and the Customer
  • Supply Chain Networks and Organizations
  • Product Lifecycle Implications to Supply Chains
  • Supply Chain Processes
  • Supply Chain Information Systems
  • Supply Chain Performance and Metrics
  • Lean Supply Chains
  • Risk Management
  • Regulations, legal and ethical Issues
  • Distribution and Logistics Principles and Customer Fulfillment
  • Product Lifecycle Management
  • Inventory and Warehouse Management
  • Distribution and Transportation Management
  • Logistics Information Systems
  • Distribution and Logistics Performance and Metrics
  • Future Trends

5. Integrating IT Services

The focus of this course is business transformation and the role of information technology (IT) as both an enabler and a driver of change. The emphasis of this course is on enterprise and IT integration and synergy creation.
Many significant organizational changes in recent years have been based on the incorporation and integration of IT throughout various levels of the organization. This has led to new forms of work, customer/supplier relations, and communications that have had a significant effect on an organization’s effectiveness. This course examines these issues primarily from the process management perspective. The course first considers processes at a strategic and organizational level. This is followed by topics involving the logical design of processes. Next, we discuss process automation using a variety of commercial and open source workflow management systems. Finally, we discuss interorganizational processes, information processes, and change management.
Objectives
  • To understand and apply process organization concepts
  • To be able to identify business processes
  • To master techniques for process modeling and improvement
  • To understand the role of information technology in Business Processes
Major Topics
  • Business Process Management and Automation
  • Process Innovation
  • Process Modeling
  • Organization of Work
  • Monitoring and Controlling
  • Infrastructures for Workflow Management

6. Analysis & Development of IS Services/Applications

This course presents and examines various approaches to information analysis and development for organizational information systems within a system development life cycle (SDLC), e.g. the waterfall, concentric, and prototyping approaches. Topics include strategic planning for SDLC, front-end and back-end phases of SDLC, project management, CASE methodologies, and balancing user, organizational, and technical considerations.

7. Evolution of the Service Economy in the Era of Smart Machines (Robotics Process Automation)

Improving business processes has been the focus of computing since its inception. The advent of ERPs in the early 90’s provided a significant lead forward in providing integrated systems to support processes across the enterprise.

Y2K propelled the use of ERPs even further and faster. Not since then has enterprises experienced a more significant change like what awaits us with smart machines (robotics process automation). These new automated (software driven) services open the door to significantly enhanced and new customer/client/patient experiences. Organizations are becoming defined by the quality of the digital service exchanges they provide, hence, raising the bar of expectations for all service providers. This new era is enabled/driven via machines that can continuously accumulate the growing access to data and turn it into knowledge and learn and enhance the services that they deliver.
 
These smart machines, embedded in smart systems, will be the impetus behind a newly evolved set of business processes. To meet this challenge, candidates will learn the essential principles for the successful transformation of BPM for the emergent digital services economy, including understanding the evolving trends in cognitive computing, recognizing service gaps/opportunities, the service economy, service systems and thinking, creating demonstrable value, business architecture, cognitive systems, and delivery platforms. Evaluative and prescriptive design tools/models will be focused on to help attendees apply the principles in their own business environment, whether service providers or service buyers.

8. Trends & Directions in BPM

The dynamic business and technical environments demand effective and efficient business processes that are integrated across the organization. This demand became even more visible during the recent economic conundrum. Having IT and business working together in identifying the strategies, tactics, and operations for leveraging IT has become essential. Understanding changes such as the shifting economy, globalization, environment, and competition in concert with emerging technologies (e.g., robotic process automation/cognitive computing, business analytics, big data social, mobile, Cloud) has become fundamental.  
 
This course focuses on how business and IT organizations can effectively and efficiently assess trends and emerging technologies. Participants will learn how to help their organization define, select, and adopt new information technologies.

This course will introduce candidates to new directions in information systems and effective approaches for evaluating their relevance and applicability to their business environments as well as the new challenges and problems that they present. They will learn about emerging technologies and the latest design trends in data and knowledge, networks and applications in terms of what issues they address and in particular, how organizations can exploit them for competitive advantage.

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]]> IT Consulting https://globalknowledgealliance.com/gka-course-portfolio/business-it-management-consulting-certificate/ Fri, 26 Jun 2020 18:05:58 +0000 https://dev.globalknowledgealliance.com/?post_type=avada_portfolio&p=2148

Business – IT Management Consulting Certificate

Course ID – GKA-004

The audience for this certificate is:
  • business and IT management consultants and service providers that wish to develop or enhance the skills of their business management consulting staff.
  •  mid-senior IT and non-IT managers in organizations (or individuals) who wish to make a career transition to business management consulting.
  •  commercial organizations to prepare:
    • internal consultants
    • internal staff to leverage external consultants
The ‘digital transformation’ of organizations has become an important objective for IT and non-IT executives as they struggle to develop and deploy creative strategies to preserve and grow shareholder value while remaining agile and innovative to counter new, unanticipated threats enabled by information technologies.
Fundamentally, organizations aspire to be customer-centric, nimble, digitally connected, highly profitable organizations that can compete in a dynamic environment of new digitally-enabled ‘disruptors’ to their business models
IT and non-IT professionals as well as business management consultants and service providers will derive significant value from the courses in this certificate as the courses will enable them to become more capable agents of business IT transformational change. Business Management Consultants are ‘high demand’ professionals who are required to work as ‘trusted advisors’ to business and IT leadership. Business Management Consultants must have a deep understanding of the best practices, tools, techniques, frameworks and disciplines that will enhance their analyses of the organization’s strategic situation and their recommendations for transformation to an innovative ‘digital company’, requiring heavy interaction with their IT and non-IT clients.
As agents of transformational change, Business Management Consultants collaborate closely with business and IT leadership to enable organizations to:
  • Do The Right Thing (The Strategy Question)
  • Do It the Right Way (The Process Architecture Question)
  • Get It Done Well (The Organizational Alignment Question)
  • Get Value from Transformation (The Value Question

The overall objectives of these certificate courses are:

  • Explain the business model of the management consulting industry
  • Describe the management consulting value chain
  • Describe the potential organizational structures and key business processes of a management consulting firm
  • Identify the day-to-day operational requirements, tools and best practices of a management consulting firm
  • Analyze selected business cases by applying appropriate management consulting tools and frameworks
  • Identify the skills and capabilities required to deliver management consulting services
  • Explain and demonstrate the elements of effective facilitation and presentation development
  • Construct a sample management consulting proposal and presentation that addresses a specific “client” requirement
  • Explain and demonstrate the construction of a Statement of Work
  • Identify the critical elements of client relationship management
  • Demonstrate client relationship-building skills through role play exercises

After successful completion of this program, candidates will also receive ICCP Certification!!!

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Business – IT Management Consulting Certificate

Course ID – GKA-004

The description of the 4 required courses are:
(All courses are available face-to-face, online, blended/hybrid)

1. Managing IT Organizations and IT Strategy 

As firms increase their investments in information technology as part of a transformational business strategy, and leverage these investments in their competitive strategies and drive for performance improvement, it is essential to understand how to effectively manage these information technology resources. There are numerous decisions to be made about managing IT resources and they involve business and IT and executives across the firm. 
Experience has made it clear that firms need well-thought out organizational structures, processes, and governance (decision rights) to ensure that the decisions about how to leverage IT investments are well thought-out and integrated across the enterprise in order to obtain business value. This course will help candidates understand the important decisions related to the management of IT resources and the types of organizational structures, strategies, and processes that will help effectively and efficiently attain value to the enterprise. The course concentrates on developing the participant’s competency in understanding and applying current/emerging issues and methods in creating and coordinating the key activities necessary to manage the 21st century tactical and operational IT functions of a firm for effective transformation.
Topics include:
  • The Business-IT Consulting “Life Cycle”
  • Differences Between Management/Business Consulting and Service Providers, and Internal IT
  • Consulting Organization Structures
  • Types of Consulting Engagements and Implications
  • Presenting Proposals
  • Consulting Agreements
  • Scoping the Business and IT Problem(s)
  • Structuring and Staffing Consulting Projects/Engagements
  • Outcomes-Based Thinking and Value Management
  • Approaches to Identifying, Refining and Selecting the Vision
  • Consulting Portfolio and Program Management
  • Applying Frameworks and Methods to Business-IT Issues
  • Governance and its Centrality to Success
  • Performance Metrics
  • Organizational Change Management and Organizational Alignment
  • Applying Performance Metrics to Consulting Engagements
  • Trends and Directions in Management Consulting

2. Engaging the Client –The Essentials of Management Consulting

In the 21st century management consultants are often called upon to address business and IT and operations, processes, and strategies which enable and drive organizations to become more competitive and profitable in rapidly evolving technology-centered marketplaces. The deployment of emerging information technologies for revenue generating initiatives has accelerated the pace of strategic and operational change as well as enabled/driven new business ‘disruptors’ to enter markets previously considered to be stable and resistant to innovation.
Management consultants must become trusted advisors to senior IT and non-IT client executives to help them address critical client business problems and get their buy-in on how to address these issues and opportunities in a way that ensures business value generation. Management consulting engagements and projects must begin with consensus-building among senior IT and non-IT executives to ensure understanding and agreement on how best to improve the competitive position, alignment of business and IT strategies and operating performance, establish appropriate business and IT organizational and process infrastructures and value-related analytics, and address business and IT governance and sourcing considerations.
This course will concentrate on developing the participants’ competency in engaging with clients to assist them in evaluating, establishing and coordinating the key strategic and operational options, processes, activities and organizational structures required to manage the business and IT functions of in today’s technologically intensive environment that will generate measurable and sustainable business value. This course, and others, in this Certificate will be grounded on the principles and implications of the Henderson-Venkataraman Strategic Alignment Model (SAM) and Luftman’s Strategic Alignment Maturity Assessment.
Course Topics include:
  • The Business-IT Consulting “Life Cycle”
  • Differences Between Management/Business Consulting and Service Providers, and Internal IT
  • Consulting Organization Structures
  • Types of Consulting Engagements and Implications
  • Hiring/Mentoring/Growing Team Members
  • Consulting Sales and Marketing
  • Constructing and Presenting Proposals
  • Constructing and Presenting Consulting Agreements
  • Scoping the Business and IT Problem(s)
  • Structuring and Staffing Consulting Projects/Engagements
  • Outcomes-Based Thinking and Value Management
  • Approaches to Identifying, Refining and Selecting the Vision
  • Consulting Portfolio and Program Management
  • Planning and Managing Consulting Projects
  • Applying Frameworks and Methods to Business-IT Issues
  • Consulting Engagement Leadership and Relationship Management / Telling Clients “No”
  • Governance and its Centrality to Success
  • Performance Metrics
  • Organizational Change Management and Organizational Alignment
  • Applying Performance Metrics to Consulting Engagements
  • Expanding Your Consulting Services “Footprint” – The Value of Networking
  • Trends and Directions in Management Consulting

 

3. Establishing and Enriching Client Relationships

Management consultants must become trusted advisors to senior IT and non-IT client executives to help them address critical client business problems and get their buy-in on how to address these issues and opportunities in a way that ensures business value generation. This requires not merely the initiation and development of sustainable contractual relationships, but the establishment of trusted and valued relationships that enrich the client’s perceptions of the consultant’s value as well as the nature of their own business and potential for transformation.
This course will concentrate on developing the participants’ competency in engaging with clients throughout the pre-sales, business development and delivery processes in ways that help the participant understand the essentials of client engagement, building a contractual relationship, sourcing the right resources to address the client’s key business issues and to build out the firm’s ‘footprint’ (its presence at the client) in a way that the client values the relationship with the consultant and wants more services.
Course Topics include:
  • Enhance the participant’s ability to perform successfully as a consultant
  • Increase the participant’s ability to form strategic relationships with clients and become a trusted partner
  • Delineate the contracting mechanisms and legal relationships between clients and consultants from both sides
  • Explore the social, cultural, ethical and legal considerations of working in a single and multi-vendor client environment
  • Establish a firm understanding of the various skills necessary for success in consulting such as influence, conflict management, expectation management, and general communications
  • Look at the pragmatic aspects of consulting such as building a consulting firm and administering the consulting organization

4. Facilitating Transformation as a Management Consultant

Throughout one’s career in management consulting, it’s highly unlikely that a management consultant will be faced with executing the exact same project twice. This is due to the fact that different industries will have different value propositions, executive clients will have different styles of management and governance, alignment between business and IT will be different, and criteria for success will be different among various stakeholders (this is a polite way of saying that internal politics and culture in each client will be different), let alone the dynamics of the industry and technology. How the management consultant and the consulting team guides the client through an engagement to get to a consensus-based solution is the subject of this course.

While the process of management consulting projects is often deceptively similar from engagement to engagement – e.g., the “Consulting Life Cycle” – the tools and techniques leveraged by experienced management consultants need to reflect the context of the sponsors’ and stakeholders’ points of view on:

  • The business and/or issues they face (sometimes there can be strong disagreement between business stakeholders on the ‘shape’ of the problem, let alone the potential solutions)
  • The vision of what the future should look like (and how to reconcile competing visions)
  • This strategy and programs needed to reach an agreed-upon future (this is where value statements come in to play)
  • How they measure success

Outstanding management consultants are those who can successfully leverage previous client experiences and the knowledge-based tools they’ve built and applied to facilitate engagements. All while creatively adapting to the different circumstances they are faced with in each new engagement and set of stakeholders. 

This course will expose the candidate to practical and field-tested management consulting techniques and tools that are essential as part of the practical ‘toolbox’ of capabilities needed by management consultants and their teams to successfully execute a transformational engagement.

Course Topics include:

  • Creating Effective Teams
  • “Coopetition” and Partnerships
  • Techniques for Solution and Services Selling
  • Employing Consulting Frameworks in Sales and Marketing
  • Capturing Client Mindshare in Proposals
  • Proposal Development and Guidelines for Delivering Oral Defenses
  • Applying Consulting Frameworks and Methods for Issue Analysis, Visioning and Program Plans
  • Staffing Transformational Consulting Projects
  • Managing and Communicating Engagement Risks
  • Frameworks for Consulting Project Delivery
  • Agile’s Role in Project Delivery
  • Program and Project Communications and Change Management – Do’s and Don’ts
  • Aligning and Measuring Performance to Transformation Objectives
  • Alignment as a Management Issue
  • Developing and Measuring IT Satisfaction Questions
  • Managing Engagement Involving Emerging Technologies

After successful completion of this program, candidates will also receive ICCP Certification!!!

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]]> IT HR https://globalknowledgealliance.com/gka-course-portfolio/gka-it-human-resource-considerations-certificate/ Fri, 26 Jun 2020 15:03:08 +0000 https://dev.globalknowledgealliance.com/?post_type=avada_portfolio&p=2123

IT Human Resource Considerations Certificate

Course ID – GKA-001

  • Hiring, retaining, motivating, compensating, benefits, assessing, eliminating, and skills development are fundamental to every organization.  Compounding the importance and challenges of HR are the dynamics of the economy, diversity (e.g., sex, age ethnicity) of the workforce,  sourcing alternatives, and the impact of emerging information technologies.
  • This 4-course certificate is geared for the IT manager looking to improve their HR effectiveness. It is also geared for the HR professional interested in leveraging emerging technologies and improving their knowledge of the different aspects for supporting IT.

Established CIOs devote 13% of their time to managing their staff and 8% on HR issues. It is also noteworthy that the current economic conditions have apparently lowered the priority of human resources (HR) considerations; IT HR considerations were ranked 17th among CIO, down from among the top considerations prior to the economic conundrum.

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IT Human Resource Considerations Certificate

Course ID – GKA-001

Select at least 4 courses from the following

(All courses are available face-to-face)

1. Organizational Behavior

This course will provide participants with an overview of the individual and interpersonal factors affecting the operation of organizations. It addresses the individual, the group and department, and the overall organization itself. Topics to be covered will include a view of the organization as a structured system of groups and individuals, job design and job behavior, individual and group performance, motivation, job satisfaction, leadership, intra and inter-group conflict, communication, power & politics, and organizational design. The course will help participants assess their own strengths and weaknesses as employees, group members, and (future) managers.

2. Deriving a Sourcing Strategy

This course will cover the formulation of a sourcing strategy to include topics ranging from determining whether to source an initiative in-house or to outsource it, the evaluation of candidates for strategic sourcing through supplier selection and the transition to the new sourcing provider(s). Potential sourcing initiatives include all aspects of information technology (IT) – e.g. application development, maintenance, support services such as help desk, infrastructure (e.g., cloud computing and shared sourcing along with more traditional models), etc. Outsourcing options will include selecting vendors from onshore, offshore, nearshore, and rural. Insourcing considerations include staff availability and training demands. The emphasis of this course will be on the formulation of a strategy and the practical applications related to its execution.

3.HR Processes & Services

The course addresses the techniques and concepts required to map, implement, automate, and evaluate HR business processes. These processes include hiring, retaining, motivating, compensating, benefits, assessing, eliminating, and skills development.Focusing on the technical and implementation aspects of Business Process Management, the course leads participants from technical process design through the implementation and management of workflows to the structure of process-aware information systems supporting HR. It discusses the distinction between business processes and business rules and outlines how they can be supported by technology. It details the technical structure of HR process-aware applications and provides an overview of technology standards that affect BPM systems. Modules on the run-time monitoring of HR processes and post-execution evaluation techniques complete this course.

4. Trends & Directions in HR

The dynamic business and technical environments demand that IT and HR work together to define the strategies for leveraging IT to enhance HR services. Understanding changes such as the shifting economy, globalization, different generations and staff diversity in concert with emerging technologies such as bring your own device, apps, and business intelligence has become fundamental.  

This course focuses on how HR and IT organizations can effectively and efficiently assess trends and emerging technologies. Participants will learn how to help their organization define, select, and adopt new information technologies.

This course will introduce candidates to new directions in information systems and effective approaches for evaluating their relevance and applicability to their business environments as well as the new challenges and problems that they present. They will learn about emerging technologies and the latest design trends in data and knowledge, networks and applications in terms of what issues they address and in particular, how HR organizations can exploit them for competitive advantage.

5.Human Resource Information Systems (HRIS)

IT systems to support the HR processes are fundamental. Systems are available to support HR management, benefits, payroll, recruiting, employee-performance management, E-learning, employee portals/ self-service, workforce analytics, enterprise-incentive management, successor planning, travel, and vacation management. Sourcing considerations regarding make versus buy or in house versus outsource are essential. Vendors such as PeopleSoft, Lawson, Ultimate Software, let alone service providers such as ADP all demand consideration.

6. Internationalization and Inclusion: How To Hire, Train, Retain and Value Diverse Talent

There is a lot of debate about diversity in tech, “the IT sector needs to promote more diversity”, “the IT sector is already diverse”, “diversity can foster creativity and innovation”… but what does it mean diversity and which challenges does diversity bring with it?

Companies and organizations nowadays operate in a global marketplace, they need to operate in and from different locations and across sectors interacting with different cultures and environments, globally and locally. Globalization has also increased cultural diversity in our societies, and companies and organizations are recognizing its value in terms of innovation and creativity. Having a homogeneous workforce can in fact lead to conscious and unconscious biases that can also affect the development of some technologies like facial recognition and cybersecurity, among the others. While diverse backgrounds, viewpoints and experiences can help to overcome the blind spots, develop new innovative, inclusive and comprehensive technologies and increase the level of protection and security.

But together with opportunities, cultural diversity brings also challenges: from internal organizational structure to company strategy, from human resource management to interacting and doing business across different markets.

This is why how to hire, train, retain and value diverse talents and promote an inclusive workplace is becoming more and more a priority for companies in all sectors.

The course will enable participants to:

– enhance communication and productivity,
– value and transform their diverse workforce into a real competitive advantage
– be aware of the effects of conscious and unconscious biases and promote a diverse approach in all the stages of the process from writing a job description
       to the selection;
– identify critical aspects of the applicant’s culture and potential issues and clashes with the local and/or corporate culture;
– enhance awareness and understanding of the value of an inclusive workforce/meeting the needs of diverse service users and clients
– learn effective cross-cultural communication strategies and diversity and inclusion practices in the workplace;
– develop intercultural competencies to form, engage and lead intercultural team;
– pave the way for strategies, tools and synergies, more successful teams and more sustainable results.

Human Resource Management Elective

This course looks at the management of people in organizational contexts to create awareness of essential organizational resource. The course highlights the most important elements and tools human resource (HR) managers can adopt, and discusses ways of maximizing their efficacy, focusing on IT considerations.
Learning Outcomes
Knowledge

On completion of this course the successful candidate will demonstrate:

1. An in-depth and advanced knowledge and understanding of the key elements of HR management
2. A systematic knowledge and sophisticated grasp of the different tools HR managers have at their disposal
3. A critical awareness of the suitability and limitations of HR tools for different people management-related problems, enabling them to recommend ways of maximizing the efficacy of different HR tools and propose solutions.
Skills

At the end of this course the successful candidate should be able to:

1. Critically evaluate the role of HR in business organizations
2. Assess the impact of different HR tools for key areas of HR management
3. Research and appraise suitable HR tools for a number of different organizational problems
4. Recommend appropriate HR tools for a number of people-oriented business problems and assess their impact
5. Critically evaluate different leadership models and put forward approaches of leadership to professional situations in case studies.
Course Topics
•    The role of HR in business organizations
•    Recruitment and selection
•    Employee induction
•    Human resource development
•    Performance management
•    Reward management
•    Leadership
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]]> IT Vendors https://globalknowledgealliance.com/gka-course-portfolio/gka-managing-it-vendors-outsourcing/ Wed, 24 Jun 2020 19:36:45 +0000 https://dev.globalknowledgealliance.com/?post_type=avada_portfolio&p=2117

Managing IT Vendors & Outsourcing

Course ID – GKA-002

Understanding organizational skills and sourcing requirements/gaps and identifying how to address them is fundamental to providing effective IT services. The choices are broader than merely in-sourcing or outsourcing. Outsourcing considerations such as onshore, near shore, offshore are not often easy; as is service provider selection within the respective geography. For those resource gaps met by outsourcing, it becomes essential to ensure that the relationship and governance processes are in place, as well as understanding/addressing the overall organizational impact.  Having experienced legal counsel during contract negotiations and management is vital.

This 4-course certificate is designed for IT and non-IT executives, as well as for service providers, to improve the overall success of outsourcing initiatives.

Staffing/sourcing remains the largest component of IT budgets: 59% (including consulting and outsourced staff). Both internal IT staff and domestic outsourcing are actually declining and anticipated to continue to decline, while offshore staffing and offshore outsourcing are on the rise. Leveraging less expensive offshore workers is an initiative that most organizations continue to consider. Whether domestic or offshore, the proficiency for selecting and managing outsourcing services is essential.
Like the rest of IT, the advent of robotics process automation/cognitive computing, internet of things, Artificial Intelligence, Cognitive Computing, Blockchain, and SMAC (Social, Mobile, Business Analytics, and Cloud) have caused outsourcing to evolve from being purely a cost-savings initiative to a driver/enabler of business transformation. This must be done in light of budgetary constraints, scarce resources, regulations, and the demand to beat the competition. In addition, these new technologies will have a profound impact on outsourcing service providers.
The following considerations have become essential:
  • How to innovate to increase margins, accelerate time to market and agility, and boost customer satisfaction
  • The demand for global arbitrage
  • Embed real innovation with demonstrable business value
  • Align sourcing strategies with IT-business strategies
  • Reinvent the RFP, contract, and governance processes 
  • How will emerging technologies transform clients, service providers, and vendors  

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Managing IT Vendors & Outsourcing

Course ID – GKA-002

Select at least 4 course from the following:
(All courses are available face-to-face)

1. Deriving a Sourcing Strategy

This course will cover the formulation of a sourcing strategy to include topics ranging from determining whether to source an initiative in-house or to outsource it, the evaluation of candidates for strategic sourcing through supplier selection and the transition to the new sourcing provider(s). Potential sourcing initiatives include all aspects of information technology (IT) – e.g. application development, maintenance, support services such as help desk, infrastructure (e.g., cloud computing and shared sourcing along with more traditional models), etc. Outsourcing options will include selecting vendors from onshore, offshore, nearshore, and rural. Addressing the impact of emerging technologies (e.g., robotics process automation/cognitive computing, analytics) on sourcing strategies is fundamental. The emphasis of this course will be on the formulation of a strategy and the practical applications related to its execution.

2. IT Outsourcing Governance & Relationship Management

This course will cover the formulation of a sourcing strategy to include topics ranging from determining whether to source an initiative in-house or to outsource it, the evaluation of candidates for strategic sourcing through supplier selection and the transition to the new sourcing provider(s). Potential sourcing initiatives include all aspects of information technology (IT) – e.g. application development, maintenance, support services such as help desk, infrastructure (e.g., cloud computing and shared sourcing along with more traditional models), etc. Outsourcing options will include selecting vendors from onshore, offshore, nearshore, and rural. The emphasis of this course will be on the formulation of a strategy and the practical applications related to its execution.

3. The Organizational Impact of IT Outsourcing

This course concentrates on the organization and people considerations that take place during an outsourcing initiative. It will discuss these issues from both the service provider and client perspectives. Topics include change management, culture (organizational and population specific), organization structure and reporting, assimilation, skills, leadership, careers, retention, separation, communications, team building , emerging technologies (e.g. cognitive computing,/robotics process automation, analytics), and the overall impact on the organization. The course will enable candidates to take a decision about whether to outsource or not, as well as prepare for the future.

4. Legal Issues & Contract Management in IT Outsourcing

The purpose of this course is to acquaint students with the specialized legal aspects governing IT outsourcing arrangements. The course addresses negotiation of the outsourcing contract, including terms relating to legal risk, as well as terms, negotiation techniques and contract structures relating to the memorialization of the business deal. Additionally, the course addresses contract management as an on-going aspect of the outsourcing relationship, including dispute resolution, managing change, re-negotiation, and managing termination of the IT outsourcing relationship. No prior legal training is required to take this course. Successful completion of the course allows the student to achieve a useful level of specialized management knowledge.

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