Management Analysis & Operational Auditing Courses

Effective Business Decisions Using Data Analysis Course - (MA 1046)

Introduction</h2>
Every professional strives to make quality decisions. Quality decisions result from a careful and thorough evaluation of relevant information. Often, such information is generated through statistical manipulation of data. Still, only a few professionals possess the quantitative reasoning skills to meaningfully and validly interpret statistical findings themselves or question the interpretations given by others.
The lack of quantitative analytical skills can limit a professional's effectiveness in making quality decisions by taking business decisions using a data analysis course.
This business decision-using data analysis program aims to develop an appreciation of the role of quantitative methods in management decision-making and, thereby, empower professionals with additional decision-making skills.
<h2>Enhancing Business Decisions with Data Analytics</h2>
In the realm of modern business, data analytics is to be considered. Utilizing data analysis for making effective business decisions can transform the landscape of management practices. This specialized course segment will specifically hone how data analytics can improve decision-making, emphasizing the criticality of using data to make informed business decisions.
Using a data analysis course, participants in the business decisions will delve into the nuances of data analytics for business decision-making, understanding the methodologies and tools underpinning strategic business foresight.
This business decision using a data analysis course imparts knowledge and bolsters professionals' confidence in using data analytics for decision-making. It will effectively bridge the gap between data and decision, ensuring that professionals emerge as more data-savvy decision-makers capable of using data analytics to help make business decisions.
By engaging in this business decision-making training course, participants can elevate their competency in data analytics for the best business decision-making, learning to wield data as a powerful tool in the competitive business arena.
<h2>Targeted Groups</h2>
<ul>
<li>Professionals in management support roles</li>
<li>Analysts who typically encounter data/analytical information regularly in their work environment</li>
<li>Those who seek to derive more excellent decision-making value from data analytics</li>
</ul>
<h2>Course Objectives</h2>
At the end of this business decisions using data analysis course, the participants will be able to:
<ul>
<li>Appreciate the role of Data Analysis as a Decision Support tool</li>
<li>Explain the scope and structure of the discipline of Statistics</li>
<li>Understand the importance of data quality in data analysis</li>
<li>Select an appropriate Data Analysis methodology to apply to specific management situations</li>
<li>Apply a cross-section of Data Analysis tools and techniques</li>
<li>Meaningfully interpret statistical output to inform decision-making</li>
<li>Critically assess statistical findings with confidence</li>
<li>Interact meaningfully and with confidence with Data Analysts</li>
<li>Initiate with confidence in their Data Analysis projects</li>
<li>Learn techniques to support strategic initiatives</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Discussions on applications of data analytics in management</li>
<li>The importance of data in data analytics</li>
<li>Applying data analytical methods through worked examples</li>
<li>Focusing on management interpretation of statistical evidence</li>
<li>Integrating statistical thinking into the work domain</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Setting the Scene and Observational Decision-Making</h3>
<ul>
<li>Setting the Quantitative Scene</li>
<li>The Decision Support Role of Quantitative Methods in Management</li>
<li>Thinking Statistically about Applications in Business Practice</li>
<li>The Elements and Scope of Quantitative Management</li>
<li>Data and the Importance of Data Quality</li>
</ul>
<h3>Unit 2: Using Excel to Paint a Picture of Your Data</h3>
<ul>
<li>Summary Methods Using Tables and Graphs to Profile Data</li>
<li>One-way, Two-way, and Multi-way Pivot Tables</li>
<li>Graphic Displays and Breakdown Analysis</li>
<li>Numeric Descriptors</li>
<li>Central (and non-central) locations Dispersion Distribution Shapes</li>
<li>Graphical summary using Box plots</li>
</ul>
<h3>Unit 3: Statistical (Inferential) Decision Making - Harnessing Uncertainty</h3>
<ul>
<li>Using sample evidence to address management issues through statistical inference</li>
<li>How to measure and quantify Uncertainty (using Probability Distributions)</li>
<li>The importance of Sampling</li>
<li>Statistical Decision-Making methods</li>
<li>Approaches: Confidence Intervals and Hypothesis Testing</li>
<li>Techniques: Z- and T-statistics, Analysis of Variance, Chi-Square</li>
<li>Addressing Practical Management Issues</li>
<li>Estimation Testing for Differences Multiple Sample Comparisons</li>
</ul>
<h3>Unit 4: Predictive Decision Making - Using Models to Build Relationships</h3>
<ul>
<li>Statistical models exploit statistical relationships between measures to prepare forecasts and make predictions.</li>
<li>The Value of Statistical Modelling</li>
<li>Modeling Approaches</li>
<li>Regression Models, Time Series Analysis Autoregressive Models</li>
</ul>
<h3>Unit 5: Data Mining - A Brief Overview</h3>
<ul>
<li>An Overview of Data Mining</li>
<li>Definition of the Data Mining Process Data Preparation</li>
<li>Data Mining Functions</li>
<li>Prediction / Estimation / Classification / Descriptive</li>
<li>Purpose Methodology Interpretation Likely Applications</li>
<li>Cluster Analysis Discriminant Analysis</li>
<li>Logistic Regression Classification Trees Neural Networks</li>
<li>Market Basket Analysis Customer Relationship Management (CRM)</li>
<li>Overview of Selected Data Mining Techniques (analysis by NCSS)</li>
<li>Descriptive Modeling (Segmentation Strategies)</li>
<li>Predictive Modeling (Classification Estimation Prediction Strategies)</li>
<li>Typical Applications</li>
</ul>
<h3>Unit 6: Decision Analysis for Management Judgement</h3>
<ul>
<li>Using Decision Models to structure/evaluate complex decision scenarios</li>
<li>Multi-Criteria Decision Modelling (Illustrations of Two Practical Tools)</li>
<li>SMART (Simple Multi-Attribute Rating Technique)</li>
<li>AHP (Analytical Hierarchy Process)</li>
</ul>">

Manama (Bahrain)

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Advanced-Data Analysis Techniques Training Course - (MA 1142)

Introduction</h2>
Nowadays, it is common for the corporate staff to be overwhelmed by the abundance of unstructured data. ERPs and databases have evolved to a point where they can house large amounts of data.
The question now is, what do you do with this data to add value? This advanced-data analysis techniques program will introduce hands-on business intelligence (BI), allowing you to clean, normalize, and interpret large volumes of data.
You can establish historical relationships, analyze the current situation, and predict future strategies. The application of BI is borderless, covering operational, tactical, and strategic business decisions.
This advanced-data analysis techniques course spans all departments and cascades down to all users who perform data cleansing, reporting, analysis, modeling, integration, and automation.
In this advanced data analysis techniques course, we use MS Excel exclusively as an ultimate and readily available BI tool, allowing you to develop an exclusive level of expertise and add immediate value to your job and company.
<h2>Targeted Groups</h2>
<ul>
<li>Business professionals.</li>
<li>Business analysts.</li>
<li>Data analysts.</li>
<li>Research analysts.</li>
<li>Finance professionals.</li>
<li>Marketing and sales professionals.</li>
<li>HR professionals.</li>
<li>IT professionals.</li>
<li>Administrative staff.</li>
<li>Supervisors, general business professionals, and staff from any function who need to learn and apply state-of-the-art data analysis techniques to their daily business reporting and decision-making.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this advanced-data analysis techniques course, the participants will be able to:
<ul>
<li>Boost Excel Business Intelligence (BI) expertise in data slicing, dicing, massaging, and data aggregation and modeling.</li>
<li>Performed data normalization, consolidation, report writing, analysis, and reconciliation.</li>
<li>Develop dynamic BI models, dashboards, scorecards, and flash management reports by linking Excel with Access, Web, Text, Internet, SQL, ERPs, and other databases.</li>
<li>Advance and enhance the look and feel of reports using dynamic visualization techniques.</li>
<li>Acquire numerous tips and tricks that enable them to work efficiently.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Massaging and normalizing data.</li>
<li>Reporting, analysis, and reconciliation.</li>
<li>Interpretation of large data sets.</li>
<li>Modeling and what-if scenarios.</li>
<li>Establishing data integration.</li>
<li>Developing dynamic dashboards and scorecards.</li>
<li>Designing key performance indicators.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Data Analysis Tools and Techniques</h3>
<ul>
<li>Consolidating data from separate files and sheets.</li>
<li>Advanced data validation using lists, dates, and custom validation.</li>
<li>Powerful array functions.</li>
<li>Cell management tools: left, right, mid, concatenate, value.</li>
<li>Naming, editing, and managing cells and ranges.</li>
<li>Subtotal, Sumif, Sumifs, Sumproduct, Count, Countif, and Countifs for Excel.</li>
<li>Looking-up to data, Texts, and values using Vlookup in Excel.</li>
<li>The incredible table-tools technique.</li>
<li>Slicing dates into day names, weeks, week numbers, month names, years, and quarters.</li>
<li>Text-to-columns and dynamic trimming using trim and len.</li>
<li>Managing texts and numbers using replace, find, and substitute.</li>
<li>Text change functions.</li>
</ul>
<h3>Unit 2: Mastering Data Reporting</h3>
<ul>
<li>The 20 must-learn pivot-tables tools.</li>
<li>Creating pivot tables.</li>
<li>Number formatting techniques.</li>
<li>Designing report layout.</li>
<li>Sorting in ascending, descending, and more sort options.</li>
<li>Filtering labels and values.</li>
<li>Expanding and collapsing reports.</li>
<li>Drill down option.</li>
<li>Summarize values by sum, average, minimum, maximum, count.</li>
<li>Show values as % of total and % of.</li>
<li>Pivot table options.</li>
<li>Inserting formulas.</li>
<li>Data analysis.</li>
<li>Copying pivot tables.</li>
<li>Creating pivot charts.</li>
<li>Dynamic chart labeling.</li>
<li>Mastering the slicer.</li>
<li>Showing report filter pages.</li>
<li>Linking pivot tables and pivot graphs with PowerPoint.</li>
<li>Conditional formatting with pivot tables.</li>
<li>Designing reports using the get pivot data.</li>
</ul>
<h3>Unit 3: Data Modeling and Integration</h3>
<ul>
<li>Spinner.</li>
<li>Checkbox data modeling with the if function.</li>
<li>Option button data modeling with if function.</li>
<li>List box data modeling with choose function.</li>
<li>Scenario manager.</li>
<li>Linking Excel with text files.</li>
<li>Linking Excel with databases (Access).</li>
<li>Connecting Excel with SQL.</li>
<li>Linking Excel with the Internet.</li>
<li>Linking Excel with Excel.</li>
</ul>
<h3>Unit 4: Overview of Financial Modelling</h3>
<ul>
<li>Define the terms model and financial model.</li>
<li>Learn the 10 steps to create sound, good economic financial models.</li>
<li>Use flowcharting techniques to improve your model.</li>
<li>Overview of the strategic and operational aspects of a global business entity.</li>
<li>The organizational planning model.</li>
<li>The product/ decision/ information cycle.</li>
<li>Objectives of financial analysis.</li>
<li>Creating wealth by adding value.</li>
<li>Basic metrics of wealth creation and financial performance.</li>
</ul>
<h3>Unit 5: Use of Time Series Analysis and Evaluating Investment Portfolio</h3>
<ul>
<li>Development of time series models using histograms and moving averages.</li>
<li>Exponential smoothing and regression analysis to develop are used data analysis techniques.</li>
<li>Mastering the use of exponential smoothing as a data analysis tool.</li>
<li>Validation of time series analysis.</li>
<li>Appreciate the meaning and importance of sensitivity analysis.</li>
<li>Developing "What-if" scenarios in your financial or operational models.</li>
<li>Using the Excel tools "scenario and goal seek."</li>
<li>Principles of risk measurement in individual shares.</li>
<li>Graphing expected return and risk using variance analysis.</li>
<li>Modern portfolio theory uses the capital asset pricing model.</li>
<li>Managing a balanced portfolio.</li>
<li>Use Excel to determine the beta of listed shares on a securities market.</li>
</ul>
<h3>Unit 6: The Look and Feel</h3>
<ul>
<li>Charting and visualization techniques.</li>
<li>Using the camera tool.</li>
<li>Working with formula-driven visualizations.</li>
<li>Using fancy fonts.</li>
<li>Leveraging symbols in formulas.</li>
<li>Working with sparklines.</li>
<li>Creating unconventional style charts.</li>
</ul>
<h3>Unit 7: Tips and Tricks</h3>
<ul>
<li>Controlling and protecting your reports, worksheets, and workbooks.</li>
<li>Data entry form.</li>
<li>Custom list.</li>
<li>Text-to-speech.</li>
<li>Advanced conditional formatting.</li>
<li>Shortcuts for your daily work.</li>
</ul>
<h2>Advanced-Data Analytics Techniques</h2>
As part of our advanced data analytics course, learners will immerse themselves in high-level methodologies and tools that push the envelope of conventional data analysis.
This advanced data analytics techniques course draws upon cutting-edge data analytics techniques. It is meticulously designed to equip professionals with an intricate understanding of advanced data analytics, positioning them at the forefront of data interpretation and decision-making models.
This advanced analytics training enhances their analytical capabilities beyond the traditional analytical skill set.
Through the advanced data analysis course outline, this comprehensive learning experience unfolds across various units that will ultimately bolster your proficiency with advanced data analysis techniques, such as predictive analytics, data mining, and modern visualization tools.
By combining theory with practicality, our advanced Excel data analysis course is tailored to expand on foundational concepts and intricate strategies required for a superior data command within Excel's extensive capabilities.
Participants in the advanced data analytics techniques course can expect to leave the course with a profound understanding of advanced data analysis and actionable insights and skills directly applicable to real-world scenarios.">

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BPR Business Process Reengineering Training Course - (MA 8300)

Introduction:</h2>
Business process analysis and modeling form the crux of Business Process Reengineering (BPR). BPR is an approach aimed at redesigning how work is done within an organization to better support the company's mission and reduce costs.
This BPR business process reengineering training course will offer participants insightful knowledge and skills for analyzing and modeling business processes at the enterprise and detailed workflow levels.
Understanding the meaning of BPR business process reengineering, participants will grasp what BPR is and learn vital business process reengineering tools and techniques through hands-on experience.
Integration Definition for Process Modeling (IDEF0) and Business Process Diagram (BPD) notations will be employed, as they are open modeling standards prevalent in numerous leading business process modeling tools.
These BPR business process reengineering tools and techniques are integral to rigorous analysis, fostering creative thinking, and developing advanced information technology systems.
<h3>Understanding BPR Business Process Reengineering:</h3>
Under the subheading of Understanding BPR, we aim to define what business process reengineering (BPR) is, detailing the process of business process reengineering and explaining the benefits of business process reengineering.
This BPR business process reengineering certification training course will enhance participants' knowledge and clarify the fundamental concepts of BPR business process reengineering.
<h2>Targeted Groups:</h2>
<ul>
<li>Business and Systems Analysts.</li>
<li>Information Technology Professionals.</li>
<li>Business Process Redesign Specialists.</li>
<li>BPM Project Leaders.</li>
<li>BPM Project Team Members.</li>
<li>Quality Specialists.</li>
<li>Process Owners.</li>
<li>Business Professionals.</li>
</ul>
<h2>Course Objectives:</h2>
Upon completion of this BPR business process reengineering certification training, participants will be able to:
<ul>
<li>Analyze the process dimension of the business.</li>
<li>Accurately define the scope of a business process.</li>
<li>Develop an enterprise-level business process model.</li>
<li>Capture and map the details of an existing business process using a model.</li>
<li>Build an integrated model of a defined business process, showing its levels of detail.</li>
<li>Obtain the information necessary to construct a business process model.</li>
<li>Identify business process improvement opportunities utilizing a model.</li>
</ul>
<h2>Targeted Competencies:</h2>
Upon completion of this BPR business process reengineering certification training, target competencies will be able to:
<ul>
<li>Cultivating a process-centered organizational culture.</li>
<li>Effective management of business processes.</li>
<li>Analyzing business process performance.</li>
<li>Gathering the right information to construct business process models.</li>
<li>Applying best-practice business process modeling techniques.</li>
<li>Implementing business process improvements for breakthrough results.</li>
</ul>
<h2>Course Content:</h2>
<h3>Unit 1: Understanding Business Processes:</h3>
<ul>
<li>The contrast between horizontal and vertical organizations.</li>
<li>Types of business processes and their categorization.</li>
<li>The process of identifying and naming business processes.</li>
<li>Defining the scope of business processes.</li>
<li>Analyzing the components of a business process.</li>
<li>Basic concepts of business process mapping and modeling.</li>
<li>Engaging in practical analysis exercises.</li>
</ul>
<h3>Unit 2: Developing Business Process Models using BPMN:</h3>
<ul>
<li>The core BPMN elements and their significance.</li>
<li>How to model business process activities.</li>
<li>Describing business process events.</li>
<li>Detailed branching and joining logic.</li>
<li>Identifying patterns within business processes.</li>
<li>Modeling process resources and their allocation.</li>
<li>Practical business process modeling exercises using BPMN.</li>
</ul>
<h3>Unit 3: Advanced Business Process Modeling using BPMN:</h3>
<ul>
<li>Utilizing the extended set of BPMN elements.</li>
<li>Modeling sub-processes within business processes.</li>
<li>Different business process event types and their applications.</li>
<li>Representing organizational roles using pools and lanes.</li>
<li>Distinguishing message flows and default flows.</li>
<li>Handling business process exceptions.</li>
<li>Detailing process activity attributes.</li>
<li>Advanced business process modeling exercises.</li>
</ul>
<h3>Unit 4: Modeling Processes Using IDEF0:</h3>
<ul>
<li>Exploring business process architecture.</li>
<li>Understanding the business process classification framework.</li>
<li>Mastering the IDEF0 modeling method.</li>
<li>Diagramming activities and objects in IDEF0.</li>
<li>The five types of IDEF0 diagrams and their uses.</li>
<li>Crafting the top-level IDEF0 diagram.</li>
<li>Developing decomposition diagrams for more granular analysis.</li>
<li>Practical business process modeling sessions with IDEF0.</li>
</ul>
<h3>Unit 5: Improving Business Processes Using Models</h3>
<ul>
<li>Methods for analyzing existing business processes.</li>
<li>Eliciting process customer requirements efficiently.</li>
<li>Measuring the performance metrics of business processes.</li>
<li>Stages of business process improvement: An overview.</li>
<li>Transitioning from as-is to to-be models.</li>
<li>Simulating business processes for improvement.</li>
<li>Implementing changes in business processes.</li>
<li>Selecting appropriate business process reengineering tools for every need.</li>
</ul>
<h2>Conclusion:</h2>
Participants who successfully complete this BPR course are expected to gain not just theoretical understanding but also practical skills that can lead to a BPR certification, showcasing their ability to participate in and drive business process reengineering initiatives within their organizations.">

London (UK)

19 - 23 May 2025

5500 Euro

Amsterdam (Netherlands)

19 - 23 May 2025

5300 Euro

Kuala Lumpur (Malaysia)

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Auditing Corporate Governance Training Course - (MA 9002)

Introduction:</h2>
Corporate Governance is now one of the hottest topics in the business world. This corporate governance audit course is both a regulatory requirement and a business enabler.
But do you know whether your Corporate Governance activities are extracting maximum value? If not, this is probably because your Internal Audit team still needs to assess this key topic.
This audit approach is crucial as the Board and the Audit Committee need comprehensive assurance about this strategic business process. This corporate governance audit course will provide all the tools and techniques essential to audit the complex and wide-ranging field of Corporate Governance.
The corporate governance audit training course will help you ensure that you are applying the very best practices and meeting all regulatory requirements.
<h2>What is Corporate Governance?</h2>
In this corporate governance audit course, we explore the essence of corporate governance and why it is critically important to any organization. Well, clarify the definition and explain corporate governance's role in maintaining the health and integrity of a company's structure and operations. Understanding these principles is foundational before earning a corporate governance certificate.
<h2>Targeted Groups:</h2>
<ul>
<li>Managers need a broader understanding of how to review Governance maturity.</li>
<li>Lead Auditors.</li>
<li>Senior Auditors.</li>
<li>Audit Managers and those about to be appointed to that role.</li>
<li>Assurance providers need a greater understanding of Corporate Governance.</li>
</ul>
<h2>Course Objectives:</h2>
At the end of this corporate governance training program, participants will be able to:
<ul>
<li>Audit the risk management process.</li>
<li>Meet stakeholder expectations regarding Corporate Governance (CG).</li>
<li>Evaluate the effectiveness of business continuity planning.</li>
<li>Assist the Audit Committee in their Corporate Governance (CG) role.</li>
<li>Evaluate sustainability and environmental governance.</li>
<li>Audit joint ventures and partnerships.</li>
</ul>
<h2>Targeted Competencies:</h2>
At the end of this corporate governance training program, participants competencies will be able to:
<ul>
<li>The Techniques for Assessing Governance Risks.</li>
<li>A Proven Method for Analyzing Governance Controls.</li>
<li>The 15 Key Governance Board Risks to be Reviewed.</li>
<li>The Ways to Audit IT Governance.</li>
<li>The Approach to Review Keys Issues of Corporate Social Responsibility and Reputation Management.</li>
</ul>
<h2>Course Content:</h2>
<h3>Unit 1: The Key Aspects of Corporate Governance:</h3>
<ul>
<li>What is Corporate Governance?</li>
<li>6 Core Principles of Governance.</li>
<li>The Governance Warning Signs.</li>
<li>A new Corporate Governance Insights Paper will be Shared.</li>
<li>Auditing Corporate Governance – new guidance.</li>
<li>Meeting Stakeholder Requirements.</li>
<li>How is the organization managed on behalf of the stakeholders?</li>
<li>The Key Parties within Governance.</li>
<li>Audit Committee.</li>
<li>The Board.</li>
<li>Regulators.</li>
<li>Customers.</li>
<li>Suppliers.</li>
<li>A New Governance and Accountability Tool will be Shared.</li>
<li>Developing a Terms of Reference for the Assignment.</li>
<li>A New Audit Programme will be Shared.</li>
<li>New Guide on IA Standard 2120.</li>
<li>Corporate Governance Statements.</li>
</ul>
<h3>Unit 2: Governance Assessment Techniques:</h3>
<ul>
<li>COSO Advisory Paper – Improving Organizational Performance and Governance.</li>
<li>Governance and Strategy.</li>
<li>Governance Models.</li>
<li>Codes of Governance Requirements.</li>
<li>Financial Reporting Implications.</li>
<li>International vs. National Governance Criteria.</li>
<li>The 3 Lines of Defence.</li>
<li>Who should cover what?</li>
</ul>
<h3>Unit 3: The Business Environment:</h3>
<ul>
<li>The Standards, Processes, and Structures.</li>
<li>The Tone at the Top Regarding the Importance of Internal Control.</li>
<li>Expected Standards of Conduct.</li>
<li>Management Reinforcement of Expectations across the Organization.</li>
<li>The Integrity and Ethical Values of the Organization.</li>
<li>The Governance Oversight Responsibilities.</li>
<li>The Assignment of Authority and Responsibility.</li>
<li>The Process for Attracting, Developing, and Retaining Staff.</li>
<li>Establishment of Performance Measures, Incentives, and Rewards.</li>
</ul>
<h3>Unit 4: Analyzing and Assessing the Effectiveness of Governance Controls:</h3>
<ul>
<li>Business Process Analysis Techniques.</li>
<li>Process Objectives and Risk.</li>
<li>The Need to Understand the Business Objectives.</li>
<li>Developing a Programme to Reflect on These Objectives.</li>
<li>Defining and Measuring Strategic Objectives.</li>
<li>Determining Process Components.</li>
<li>The Link between Objectives and Risk.</li>
<li>The Link between Risks and Controls.</li>
<li>Process and Business System Controls.</li>
<li>The Link between Inputs and Outputs.</li>
<li>Trigger Events.</li>
</ul>
<h3>Unit 5: Scoping a Governance Audit:</h3>
<ul>
<li>Governance Structure.</li>
<li>Reporting Lines.</li>
<li>Strategy and Risk Appetite.</li>
<li>Leadership and Culture.</li>
<li>3 Lines of Defence Process.</li>
<li>Communication with Regulators.</li>
<li>Escalation.</li>
<li>Delegated Authorities.</li>
<li>Whistleblowing.</li>
<li>Accountabilities.</li>
<li>Data Integrity.</li>
<li>Commitment to Governance.</li>
<li>Policies.</li>
</ul>
<h3>Unit 6: The Need for Governance Audit of the Board:</h3>
<ul>
<li>The Key Role of the Board in Governance.</li>
<li>The Need to Assess the Risks at this Level.</li>
<li>Determining the Key Risks and Causes.</li>
<li>The Audit Approach in this Sensitive Area.</li>
<li>How do we gather the evidence?</li>
</ul>
<h3>Unit 7: The 15 Key Governance Board Risks to be Reviewed:</h3>
<ul>
<li>The actions of the Board are taken without due consideration of the impact on the organization and the stakeholders.</li>
<li>Independent members of the Board cannot give a robust challenge to the executive/senior management.</li>
<li>The Board needs to complete timely information on which to base its decisions.</li>
<li>The Board is not monitoring or taking action on the most significant risks to the organization.</li>
<li>Evidence of the decisions made by the Board, including the challenge process, needs to be more transparent.</li>
<li>Actions agreed by the Board should be implemented on a timely basis.</li>
<li>Committees set up by the Board may not fulfill their obligations, or there are too many committees. Hence, the oversight needs to be more cohesive.</li>
<li>The Board is ineffective in covering the risks relating to remote sites or does not have responsibility/oversight for all parts of the organization.</li>
<li>Policies, procedures, and projects are not aligned with the organization's objectives.</li>
<li>The organization's culture must be sufficiently defined and supported to achieve its objectives.</li>
<li>Risks are accepted or taken outside the organization's risk appetite.</li>
<li>The organization's risk appetite may conflict with its objectives and values.</li>
<li>In the event of a significant incident, there is an adverse effect on the wider economy or society.</li>
<li>The governance requirements of any regulatory or legislative requirements are not met, leading to increased regulatory sanction, censure, or closure of a business.</li>
<li>Communications from the Board are ineffective, so parts of the organization may need to align with board expectations. They may not support the organization in achieving its objectives.</li>
</ul>
<h3>Unit 8: Auditing the Overall Risk Management Process:</h3>
<ul>
<li>Establishing the Position Regarding RM in the Business.</li>
<li>Establish Corporate Targets and Monitor Overall Progress.</li>
<li>Risk Management using ISO 31000 Paper from IIA.</li>
<li>Keeping the Board Apprised of the Most Significant Risks.</li>
<li>Assessment of RM Capabilities.</li>
<li>Strategic Risk Assessment.</li>
<li>Review of Risk Evaluations in each Function.</li>
<li>Ensuring Actions to Treat Exposures Implemented.</li>
<li>Ensuring All Functions Evaluate their Risks Consistently.</li>
<li>Evaluating the Results and Challenging Where Necessary.</li>
<li>Identification of Exposures.</li>
<li>Reviewing Risk Registers.</li>
<li>Imperatives for Change – RBA Planning.</li>
<li>Basing Audit Programme on Most Significant Risks.</li>
<li>Comparing Perceived vs. Actual Controls.</li>
<li>A Risk Management Evaluation Tool will be provided.</li>
</ul>
<h3>Unit 9: Evaluating Risk Appetite:</h3>
<ul>
<li>Evaluating the Risk Appetite Statement.</li>
<li>Defining Risk Limits.</li>
<li>The Risk Profiling.</li>
<li>Ensuring the Risk Appetite is defined for each type of risk.</li>
<li>Ensuring Target Risk for Each Event.</li>
</ul>
<h3>Unit 10: Auditing the Audit Committee Process:</h3>
<ul>
<li>The Audit Committee's Role.</li>
<li>Structure and Independence.</li>
<li>Does the Committee approve (but not direct) the internal audit strategy, plan, and performance?</li>
<li>Does the Committee review summary IA reports and the main issues arising and seek assurance that action has been taken?</li>
<li>How does the Committee consider the reports of external audits and other external agencies?</li>
<li>How is the effectiveness of relationships between IA and EA and other bodies reviewed?</li>
<li>How is the effectiveness of the risk management environment and anti-fraud arrangements assessed?</li>
<li>The Audit Committee / IA Relationship.</li>
<li>New Paper on How the Audit Committee Should Assess IA.</li>
<li>How does the Committee satisfy itself that assurance statements and the annual statement of accounts properly reflect the risk?</li>
<li>Audit Committee Report Example.</li>
</ul>
<h3>Unit 11: Auditing Reputation:</h3>
<ul>
<li>The Rise of Reputation as a Key Risk.</li>
<li>The Increasing Importance of a Positive Image – the need to be admired.</li>
<li>Where does reputation come from?</li>
<li>How do you measure it?</li>
<li>The Magnifying Effect on Reputation of Business Failures</li>
<li>Global Brands.</li>
<li>How do you judge reputation?</li>
<li>The Explosion of Regulation and External Assurance.</li>
<li>Identifying Reputational Risks.</li>
</ul>
<h3>Unit 12: Corporate Social Responsibility:</h3>
<ul>
<li>The Increasing Importance of Corporate Social Responsibility (CSR).</li>
<li>New IIA Standard 2110 Re-auditing of Ethics.</li>
<li>What constitutes CSR?</li>
<li>The Wider Aspects of CSR and the Implications for IA.</li>
<li>Doing Responsible Things Responsibly.</li>
<li>A Paper on Auditing Ethics will be provided.</li>
<li>Redefining IA Role with CSR in Mind.</li>
<li>An Audit Framework.</li>
<li>How to audit CSR? – Key Steps: Is communication with main stakeholders taken seriously?</li>
<li>Are the expectations of these stakeholders accurately understood, and what are the risks that these will not be met?</li>
<li>Are opportunities taken to develop the ethical reputation of the business?</li>
<li>How do we ensure that staff have and display the right attitudes?</li>
<li>Has the business assessed its reputation for social responsibility and its impact on our business prosperity?</li>
<li>Is the Board, particularly the Chief Executive, sensitive and responsive to customers' concerns?</li>
</ul>
<h3>Unit 13: Sustainability and Environment Audit:</h3>
<ul>
<li>The Need for Environmental Auditing.</li>
<li>The Key Requirements for Sustainability of Resources.</li>
<li>Why is an environmental audit valuable even if you need to comply with ISO 14001?</li>
<li>Carrying out an Environmental Site Review.</li>
<li>Reviewing the Audit Trails.</li>
<li>Meeting Regulatory Requirements.</li>
<li>Ensuring Consistency.</li>
</ul>
<h3>Unit 14: Auditing IT Governance:</h3>
<ul>
<li>Global Technology Audit Guides (GTAG's).</li>
<li>The Need to Determine the Boundaries.</li>
<li>Defining the IT Audit Universe.</li>
<li>Focus on High-Risk Areas.</li>
<li>Assess IT Vulnerabilities.</li>
<li>Target Areas Where You are Focusing on Process rather than Technical Aspects.</li>
<li>Use of Audit Frameworks such as CoBIT and ISO 27000.</li>
<li>IIA New Standard on IT Governance.</li>
<li>Risk-Based Audit of General Controls (GAIT).</li>
<li>IIA Guidance re GAIT.</li>
</ul>
<h3>Unit 15: Auditing Joint Ventures and Partnerships:</h3>
<ul>
<li>Ensuring that there is a Risk Strategy for JV's.</li>
<li>What protocol is in place?</li>
<li>What is the review mechanism?</li>
<li>Is it effective?</li>
<li>What frequency is there for management to review?</li>
<li>What mechanism is there to guide management in attending JV meetings?</li>
<li>Does anyone know the number of JVs and partnerships you are involved in and how much money and other resources are invested?</li>
<li>Has each JV been risk-reviewed?</li>
</ul>
<h3>Unit 16: Auditing Business Continuity Planning:</h3>
<ul>
<li>The Importance of BCP.</li>
<li>The Need to Recognize BCP is not just about IT Recovery.</li>
<li>Reviewing the Different Types of Disaster – Have all of them been considered?</li>
<li>Does the organization's leadership understand the current business continuity risk level and the potential impacts of likely degrees of loss?</li>
<li>Can the organization prove that the business continuity risks are mitigated to an acceptable approved level?</li>
<li>Are they tested effectively?</li>
<li>Is the Board well set up to respond swiftly and capably in a crisis?</li>
<li>The Transition from an Emergency to a Disaster and the Questions to Ask at Each Stage.</li>
<li>Is there an appropriate contingency plan ready to be used to manage a crisis?</li>
<li>Communication Testing.</li>
<li>Alternative Site Testing.</li>
</ul>
<h3>Unit 17: Reviewing Key Controls Over Technology:</h3>
<ul>
<li>Risk and Control Matrices to Document Technology Dependencies</li>
<li>Evaluating End-User Computing.</li>
<li>Implementing or Monitoring Control Activities when Outsourcing IT Functions.</li>
<li>Configuring the IT Infrastructure to Support Restricted Access and Segregation of Duties.</li>
<li>Configuring IT to Support the Complete and Accurate Processing of Transactions and Data.</li>
<li>Administering Security and Access.</li>
<li>Applying a System Development Life Cycle over Packaged Software.</li>
</ul>
<h3>Unit 18: Assessing Management Information Governance:</h3>
<ul>
<li>Inventory of Information Requirements.</li>
<li>Validating Information from External Sources.</li>
<li>Information from Non-Finance Management.</li>
<li>Creating and Maintaining Information Repositories.</li>
<li>Enhancing Information Quality Through a Data Governance Program.</li>
<li>Identifying, Protecting, and Retaining Financial Data and Information.</li>
<li>Adoption of ISO 27000.</li>
</ul>
<h3>Unit 19: Communication Internally and Externally:</h3>
<ul>
<li>External Financial Reporting Disciplines.</li>
<li>Responsibilities and Guidelines for Communication with the Board of Directors.</li>
<li>Communicating a Whistle-Blower Program to Company Personnel.</li>
<li>Communicating through Alternative Reporting Channels.</li>
<li>Establishing Cross-Functional and Multi-directional Internal Control Communication.</li>
<li>Surveys for External Parties.</li>
</ul>
<h3>Unit 20: Ongoing Evaluations to Ascertain Whether the Components of Internal Control are Present and Functioning:</h3>
<ul>
<li>Develop a Baseline for Effective Internal Control Processes.</li>
<li>Have a Mix of Evaluations from Different Sources.</li>
<li>Use the Most Knowledgeable Personnel.</li>
<li>Adjust Scope and Frequency.</li>
<li>Change the Monitoring Processes as the Business Activities and Risk Profile Changes.</li>
<li>Develop Metrics.</li>
<li>Consider a Continuous Monitoring / Audit Approach.</li>
</ul>
<h2>Conclusion:</h2>
Upon completion of this comprehensive corporate governance training program, participants will be eligible to receive a corporate governance certificate, which will underscore their understanding of the auditing and corporate governance relationship and equip them with skills to effectively conduct a corporate governance audit.">

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ORM Operational Risk Management & Mitigation Training Course - (MA 9003)

Introduction:</h2>
This operational risk management and mitigation training course will equip participants with the expertise to proactively manage and mitigate risks across their operations.
This course underscores the importance of ORM operational risk management certification. It provides delegates with robust risk management operational training emphasizing the critical balance of risk and reward in a technologically driven and globally competitive marketplace.
This operational risk management and mitigation training delivers insights into Risk Governance and a systematic methodology for identifying, quantifying, and mitigating risks that threaten the organization's normal functioning.
Participants will gain a profound understanding of the human, process, systems, and organizational causes of risk and strategies for their minimization. This ORM operational risk management training includes grasping the psychology of risk prevention and measures against external threats.
This operational risk management and mitigation course will allow delegates to scrutinize their operations rigorously, plan and manage risk within their environments, and use practical operational risk mitigation strategies.
<h2>Certification in Operational Risk Management and Mitigation:</h2>
An operational risk management and mitigation certificate can be transformative for professionals looking to validate their skills in creating robust, risk-aware strategies.
This operational risk management training course aims to prepare participants for certification, which will significantly boost their risk management qualifications and testament to their competency in guarding their organizations against a spectrum of operational risks.
<h2>Targeted Groups:</h2>
<ul>
<li>Senior Operations Managers.</li>
<li>Risk Management Professionals.</li>
<li>Operations Managers.</li>
<li>Senior Team Leaders.</li>
<li>Maintenance Managers, Engineers, and Technicians.</li>
<li>Operations Planners.</li>
</ul>
<h2>Course Objectives:</h2>
Upon completion of this ORM operational risk management course, participants will be able to:
<ul>
<li>Recognize the advantages and benefits of proactive Operational Risk Management.</li>
<li>Develop an effective Risk Management Plan that underscores the operational risk management process.</li>
<li>Execute Risk Identification and Risk Analysis using the tools and solutions provided by operational risk management training.</li>
<li>Strategize a response to risk that includes taking actionable steps to mitigate it.</li>
<li>Implement an Operational Risk Management Framework tailored to their organization.</li>
<li>Document, report, and administer Operational Risk proficiently.</li>
<li>Employ a systematic approach to Risk Management in their day-to-day operations.</li>
<li>Apply the Risk Management process within your operations.</li>
</ul>
<h2>Targeted Competencies:</h2>
Upon completion of this operational risk management and mitigation course, target competencies will be able to:
<ul>
<li>Identify the pivotal role of Operational Risk Management in organizational sustainability.</li>
<li>Utilize a best practice Framework and systematic approach to Risk Management.</li>
<li>Apply a six-step end-to-end approach to Operational Risk Management.</li>
<li>Engage in Risk Governance and oversight.</li>
<li>Cultivate a culture that embraces Risk Management.</li>
</ul>
<h2>Course Content:</h2>
<h3>Unit 1: The Foundations of Operational Risk Management:</h3>
<ul>
<li>Understand Risk and Operational Risk Management definition.</li>
<li>Discover the Operational Risk Management benefits.</li>
<li>Learning about the Operational Risk Management Framework.</li>
<li>Explore the 6-step Operational Risk Management Cycle.</li>
<li>Enterprise Risk Management.</li>
<li>Delving into the Risk Identification Process.</li>
<li>Principles and Standards of Risk Management.</li>
<li>Assess risk effectively.</li>
</ul>
<h3>Unit 2: Risk Management Methods:</h3>
<ul>
<li>Address the challenges of Risk Management.</li>
<li>The Role of Operational Risk Management in Corporate Structure.</li>
<li>Utilizing Probability and Statistics in Operational Risk Management.</li>
<li>Techniques in Risk Modelling.</li>
<li>Failure Modes and Effects Analysis.</li>
<li>Quantifying Risk Measurement.</li>
<li>Determining Risk Maturity Level and Risk Appetite.</li>
<li>Formulate appropriate Risk Response.</li>
</ul>
<h3>Unit 3: Risk Governance:</h3>
<ul>
<li>Establishing Risk Controls.</li>
<li>Developing Key Risk Indicators (KRIs).</li>
<li>Conducting Qualitative and Quantitative Risk Analysis.</li>
<li>Take strategic Risk Actions.</li>
<li>Review Risks regularly.</li>
<li>Understanding the Three Lines of Defense in Risk Governance.</li>
<li>Risk Oversight, Documentation, and Reporting.</li>
<li>Managing Project Risk.</li>
</ul>
<h3>Unit 4: Implementing Operational Risk Management:</h3>
<ul>
<li>Overcome obstacles to Risk Management.</li>
<li>Effective Risk Management Communication.</li>
<li>Establishing a Risk Management Vision.</li>
<li>Ensure Stakeholder ownership of Risk Management.</li>
<li>Fostering a Risk Management Culture.</li>
<li>Compare International attitudes to risk.</li>
<li>Embedding Operational Risk Management into organizations.</li>
</ul>
<h3>Unit 5: Integrating Risk Management into Your Operations:</h3>
<ul>
<li>Leveraging Web-based Risk Management Tools.</li>
<li>The Integration of Risk Management into Everyday Operations.</li>
<li>Top Tips for Successful Operational Risk Management Implementation.</li>
</ul>">

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IT Strategy & Architecture: Principles and Practices Course - (MA 9004)

Introduction:</h2>
Continually evolving technological changes and increasing pressure from shareholders are causing the evolution of top leaders and board members to reflect on their business models and systems. Digitalization and digital twins have been introduced into many areas of business and systems. Still, they need to catch up with where they are expected to thrive the most, therefore requiring the rethinking of IT strategy, architecture, principles, and best practices.
This IT strategy, architecture, principles, and best practices course will help leaders face the challenge of fusing technology with business. It will particularly help them identify gaps between the IT function in strategy, structure, people, process, and technology and their anticipated organizational direction.
The IT strategy, architecture, principles, and best practices course will further focus on establishing a blueprint operation model and key deliverables in a roadmap to achieve these goals.
<h2>IT Strategy Development Training:</h2>
In the IT strategy and architecture course, we will delve into the essentials of IT strategy development training. Participants will gain invaluable knowledge and skills in crafting strategic IT plans that align with organizational goals, enabling them to lead their organizations adeptly in the ever-evolving digital landscape.
This component is essential for those seeking IT strategy certification. This IT strategy, architecture, principles, and best practices training aims to fortify IT professionals' strategic thinking and planning abilities in strategic decision-making and enterprise architecture.
<h2>Targeted Groups:</h2>
<ul>
<li>Technology Engineers, Chief Technology Officer (CTO) and Chief Information Officer (CIO).</li>
<li>Enterprise Architect Team Members.</li>
<li>Business Analysts and Project Management Professionals.</li>
<li>Portfolio Executives are involved with infrastructure and application development.</li>
</ul>
<h2>Course Objectives:</h2>
At the end of this IT strategy course, the participants will be able to:
<ul>
<li>Understand Enterprise Architecture, its Strategic Aims and Objectives.</li>
<li>Align Commercial Drivers within the Enterprise with IT Enterprise Objectives.</li>
<li>Consider the best model and framework for current requirements.</li>
<li>Consider appropriate governance and legal considerations.</li>
<li>Appreciate the current state and future direction of Enterprise Architecture.</li>
<li>Appreciate best management practices to avoid commercial difficulties.</li>
<li>Use digitalization within the IT strategy and Enterprise Architecture.</li>
<li>Create digital twins of IT within the enterprise.</li>
</ul>
<h2>Targeted Competencies:</h2>
At the end of this IT strategy course, the participant's competencies will:
<ul>
<li>Enterprise Architecture.</li>
<li>Consideration of Models and Frameworks.</li>
<li>Governance of IT and Enterprise Architecture.</li>
<li>Approaching and Aligning Business Challenges with Enterprise Solutions.</li>
<li>Current Best Practice Approach to Enterprise Architecture.</li>
<li>Use the digital twin approach for Enterprise Architecture improvement.</li>
<li>Advance in the era of digitalization.</li>
</ul>
<h2>Course Content:</h2>
<h3>Unit 1: Introduction to Architecture and Architects:</h3>
<ul>
<li>Architects and IT Architecture.</li>
<li>Architecture and Strategy in Context.</li>
<li>Architecture Domains and Challenges.</li>
<li>Concepts behind Architecture Frameworks.</li>
<li>Focus on the users.</li>
</ul>
<h3>Unit 2: Enterprise Architecture and Digitalisation:</h3>
<ul>
<li>Terms and Domains Defined.</li>
<li>Enterprise Architecture Frameworks and Selection Principles.</li>
<li>Interface, Governance, and Products for Enterprise Architectures.</li>
<li>Implementation Strategy of Enterprise Architecture Digitalization.</li>
<li>Enterprise Architecture Key Management Considerations.</li>
<li>Choices for Enterprise Architecture TOGAF, Zachman Framework (ZF) and RUP/EUP, DoDAF, MODAF, AGATE, FEAF, CEAF and NASCIO.</li>
</ul>
<h3>Unit 3: Enterprise Architecture Concepts:</h3>
<ul>
<li>Architecture Frameworks and Enterprise Architecture.</li>
<li>Enterprise Architecture Principles and Practices.</li>
<li>Current State Future State Architecture.</li>
<li>Concepts behind Gap Analysis.</li>
<li>Business and IT/Technology Alignment Issues.</li>
<li>The Framework Dilemma.</li>
<li>Types of Architecture Frameworks.</li>
</ul>
<h3>Unit 4: Information Architecture and Digital Twins:</h3>
<ul>
<li>Model the Digital Twin of IT architecture.</li>
<li>Digital Twins in the Industry.</li>
<li>Data Management Tools.</li>
<li>Information Management Tools.</li>
<li>Approaches to Architecture (Business, System and Technical).</li>
<li>Successfully Leveraging Service-Oriented and Model Approach to Architecting.</li>
<li>Completing the Design and Avoiding Common Pitfalls.</li>
<li>Integration Technologies, Middleware Platforms, and Architecture.</li>
</ul>
<h3>Unit 5: What Drives the Future in IT Strategy:</h3>
<ul>
<li>Aligning IT Requirements to Business Challenges.</li>
<li>Creating a Digital Twin for IoT.</li>
<li>Regulatory Compliance and Legal Considerations.</li>
<li>Customer Journeys and Interactions Simulation.</li>
<li>Digital Twin Impact on Enterprise Architecture.</li>
</ul>">

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Actuarial Science Fundamentals Training Course - (MA 15103)

Introduction:</h2>
Actuarial science evaluates risks and maintains the economic stability of insurance or financial organizations. Actuaries analyze past data and use that information to determine how much money to cover future financial losses.
This actuarial science course is for trainees from various backgrounds. Even if you don't have any background in calculus, for example, the course is so you can skip over these sections without affecting your understanding of the rest of the course.
You'll experience "hands-on" learning using Excel (or an equivalent spreadsheet tool) to project and investigate a company's financial condition, choosing appropriate strategies for the company through simulations.
<h2>Why Choose an Actuarial Science Program?:</h2>
Many choose to embark on a career in actuarial science due to its reputation for being challenging and rewarding, with a blend of mathematics, statistics, and financial theory applied to real-world problems. This program offers an actuarial science certificate and a deep dive into the core skills defining a qualified actuary.
<h2>What is an Actuarial Science Course?:</h2>
An actuarial science course imparts the fundamentals of actuarial science, encompassing the statistical and mathematical methods used in risk assessment within the insurance and finance sectors. This course offers rigorous actuarial science training and provides a comprehensive curriculum that prepares candidates for a successful career in this field.
<h2>Targeted Groups:</h2>
<ul>
<li>Business Professionals.</li>
<li>Business Analysts.</li>
<li>Data Analysts.</li>
<li>Research Analysts.</li>
<li>Finance Professionals.</li>
</ul>
<h2>Course Objectives:</h2>
At the end of this actuarial science course, the participants will be able to:
<ul>
<li>Have familiarity with several of the technical tools, computer languages, or software packages used by actuaries.</li>
<li>Learn how actuarial science applies mathematical and statistical methods to assess risk in insurance, finance industries, and other professions.</li>
<li>Experience "hands-on" learning using Excel (or an equivalent spreadsheet tool) to project.</li>
<li>Develop communication, leadership, and teamwork skills and understand their importance in the actuarial industry.</li>
<li>Analyze actuarial data using advanced statistical techniques.</li>
</ul>
<h2>Targeted Competencies:</h2>
By the end of this actuarial science training, the participant's competencies will:
<ul>
<li>Analytical Problem-Solving Skills.</li>
<li>Technical Skills.</li>
<li>Interpretation of large data sets.</li>
<li>Establishing data integration.</li>
<li>Developing dynamic dashboards and scorecards.</li>
<li>Reporting, analysis, and reconciliation.</li>
</ul>
<h2>Actuarial Science Training Outline:</h2>
<h3>Unit 1: Valuing Cash Flows:</h3>
<ul>
<li>Time Value of Money.</li>
<li>Present Value.</li>
<li>Accumulated Value.</li>
<li>Valu Multiple Regular Payments.</li>
</ul>
<h3>Unit 2: Applications of Valuing Cash Flows:</h3>
<ul>
<li>Equations of Value.</li>
<li>Example of the Annuity Certain.</li>
<li>Apply in Spreadsheets.</li>
</ul>
<h3>Unit 3: Analysis of State Transitions:</h3>
<ul>
<li>Introduction to State Transitions.</li>
<li>Two-State Model (Active/Dead).</li>
<li>Calculate Probabilities using the Two-State Model.</li>
</ul>
<h3>Unit 4: The Life Table:</h3>
<ul>
<li>Introduction to the Life Table.</li>
<li>Calculating Probabilities using the Life Table.</li>
</ul>
<h3>Unit 5: Valuing Uncertain Cash Flows:</h3>
<ul>
<li>Expected Present Value.</li>
<li>Accumulated Value and Uncertainty.</li>
</ul>
<h3>Unit 6: Modeling a Life Insurance Company:</h3>
<ul>
<li>The Life Insurance Company Scenario.</li>
<li>A Single Projection.</li>
<li>Analyze the Simulation Output.</li>
<li>Reserves.</li>
<li>Adjustments to Reserves.</li>
<li>Additional Scenarios.</li>
</ul>
<h2>Conclusion:</h2>
Underlying all the technical training, the fundamentals of actuarial science are paramount in driving success for future actuaries. This actuarial science program cultivates a solid foundation, enabling students to appreciate the meaning of actuarial science, understand definitions, and apply these concepts in real-world scenarios, leading to certification and practical expertise.">