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Catalog of Courses:

Applied Leadership

Adaptive Leadership

Adaptive Leadership (AL032)
4/4/2017 - College of Business Administration-Mammel Hall
Leaders must continually question whether they will take responsibility for doing the job. You will learn how to adjust your leadership style to how these questions are answered.

OBJECTIVES
Realize that the leader needs to adapt to the readiness of the followers and the demands of the task.
Practice adapting leadership to the readiness of the followers
 

Agile for Managers

Agile for Managers (PM007)
4/20/2017 - College of Business Administration-Mammel Hall
You will learn what distinguishes Agile and Lean models in business. We will discuss typical reactions(some wildly positive and some less enthusiastic) to teams who use agile models and consider the cultural challenges of converting between any development models. You will learn what improvements other organizations (perhaps some with whom your organization competes!) have experienced. 

Balancing Two (or more) Bosses

Balancing Two (or more) Bosses (AL026)
5/10/2017 - College of Business Administration-Mammel Hall

Do you work with multiple bosses and competing goals? Do you have all the responsibility with limited authority? Are you accountable for tasks you have no control over? Welcome to the matrix organization. By attending this class, you will gain methods and techniques that will help you thrive in a matrix environment.

Partnerships

Who are your partners?

Four types of matrix partnerships

Goal Alignment

Trading clarity for flexibility

Realigning as you go

Clarify Roles

RACI

Clarifying questions

Getting Decisions Made

Key differences between decision-making in traditional vs. matrix roles

Balance the Decision Making Style

Maximize Your Influence

What builds influence in a matrix

Proactive and In the Moment influence

Communicate without Assumptions

Assumptions and their result

Communicating in the right way

Make Meetings Matter

Six steps to meetings that people want to be a part of

What to do if you aren't leading the meeting

 

Building 4-Dimensional Teams

Building 4-Dimensional Teams (PM003)
5/11/2017 - College of Business Administration-Mammel Hall
You will learn how to assess team members to discover and take advantage of their naturally strongest dimension. You will discover how to improve the eight behaviors to create a well balanced 4-D team. The methodology is based on the NASA 4-D team building process used for the Space Shuttle, space telescopes, robots on Mars and the mission back to the moon.

Outline:

The Power of Context

Attention-Mindset-Behavior-Results

Introduction of the 4-Dimensional System

Using the 4-Dimensional System to color your personality

Your natural dimension
Becoming 4-dimensional

Story lines-red or green?

Naming emotions so you can manage them

Express appreciation

HAPPS

The importance of inclusion

Building trustworthy contexts

Creating the future you want

Your team can't afford drama

 
Building 4-Dimensional Teams (PM003)
8/10/2017 - College of Business Administration-Mammel Hall
You will learn how to assess team members to discover and take advantage of their naturally strongest dimension. You will discover how to improve the eight behaviors to create a well balanced 4-D team. The methodology is based on the NASA 4-D team building process used for the Space Shuttle, space telescopes, robots on Mars and the mission back to the moon.

Outline:

The Power of Context

Attention-Mindset-Behavior-Results

Introduction of the 4-Dimensional System

Using the 4-Dimensional System to color your personality

Your natural dimension
Becoming 4-dimensional

Story lines-red or green?

Naming emotions so you can manage them

Express appreciation

HAPPS

The importance of inclusion

Building trustworthy contexts

Creating the future you want

Your team can't afford drama

 

Building Personal Resiliency

Building Personal Resiliency (AL028)
5/4/2017 - College of Business Administration-Mammel Hall
Increase your Resiliency by learning how to build positive relationships with supervisors,coworkers and team members. Create higher levels of engagement and productivity and reduce conflict and disruption. 

Coaching for Performance

Coaching for Performance (AL016)
4/18/2017 - College of Business Administration-Mammel Hall
Learn how to become an active, involved leader and coach. Pick up skills that will help you guide teams, identify individual abilities and improve productivity. You will gain a better understanding of what drives performance, supports employee engagement and helps your organization retain the most qualified workers.

Pre-Requisite: Some supervisory or management experience is recommended.  

Conflict Management

Conflict Management in the Workplace (AL003)
6/16/2017 - College of Business Administration-Mammel Hall
To foster a healthy workplace environment, managers need to master techniques that mitigate conflict and encourage healthy interpersonal engagement. In this course, you will increase your confidence and competence to diffuse difficult situations. Learn how you can use a collaborative conflict management model, information eschange and problem solving to reach your goals.

Outline:

Welcome/open

Agenda/course objectives
Introductions
Methodologies
Triple-Loop Learning in This Course
Learning Journals--individual writing

Overview of Conflict

Your Relationship With Conflict
Conflict Theory
Conflict Styles (TKI)

Conflict in the Workplace

Conflict Cultures at Work
Stages of Conflict in the Workplace
Remedies

Conflict and Relationships

Four Communication Toxins
Remedies

Conflict and Emotion

Internal and External Signals
Mitigators of Emotional Barriers

Practice Practice Practice

Listening Skills
Messaging Skills
Problem-Solving Skills
Follow-Through Skills

Real-Life Applications

Evaluation/Close

 

Dynamic & Compelling Presentations

Dynamic and Compelling Presentations (AL045)
6/8/2017 - College of Business Administration-Mammel Hall
The ability to effectively communicate with and persuade groups of all sizes is a requirement for every successful individual in the 21st century workplace. This session will help participants turn even the driest, most mundane information into a dynamic,compelling presentation. You will learn how to deliver a message with poise and power no matter what the subject. 

Employee Engagement

Enhancing Employee Engagement (AL020)
4/18/2017 - College of Business Administration-Mammel Hall
Employee engagement lies at the intersection of what benefits the company and what benefits employees. Learn how you can retain and profit from a satisfied workforce. You will learn how to create a culture in which employees are enthusiastic about their work and emotionally and intellectually connected to their organization. Work can be more than a paycheck!
Objectives:
To reinforce why building a culture of engagement leads to a more productive, successful company.
To understand why measuring engagement is the first step to improving employee connections, innovation and productivity. 

EQ Essentials for Leadership Success

EQ Essentials for Leadership Success (AL050)
6/15/2017 - College of Business Administration-Mammel Hall
Emotional Intelligence (EQ) will allow us to accurately read and recognize our own emotions, impulses and thought processes and those of others. Learn how to demonstrate strong self-awareness and self management, how to thoughtfully frame messages for the audience you are speaking to and to practice self-control under stress.

Objectives:
Demonstrate empathy and learn to build common goals.
Through active listening, connect people and groups.
Gain optimism in the face of adversity and daily challenges. 

Ethical Decision Making

Ethical Decision Making (AL037)
4/20/2017 - College of Business Administration-Mammel Hall
Workplace dilemmas can create difficult choices. They cause individuals to deal with issues of character. They test one's ethics.
A central part of being a professional is the commitment to act ethically in the execution of one's professional duties. Ethical behavior provides protection from civil suits, from damage to reputation, and from loss of professional licensure.
Through discussion, video examples and case studies, this program will examine issues that impact an individual's ability to act ethically in its service delivery, vendor relations and public interactions.

EXPECTED BENEFITS:
The over-arching goal of this program is to provide a structured method to approach, discuss and resolvle ethical issues, problems and dilemmas. At the end of this class, participants will be able to:
1. Outline the business case for enhanced ethical awareness and actions.
2. Identify and examine objectively, issues that have ethical implications.
3. Recognize the "derailers" that could lead to unethical actions.
4. Learn a process to make ethical decisions that promote responsibility and integrity.


Participants who operate under the umbrella of a professional code of ethics or professional practice (e.g. accountants, physicians, engineers, teachers, architects, etc.) should bring a copy of their specific codes to the class. 

Honing Your Facilitation Skills

Honing Your Facilitation Skills (AL047)
5/10/2017 - College of Business Administration-Mammel Hall
In this class, you will better understand the dynamics of group decision making, the role of the facilitator, techniques to use with large groups and simple tools for virtual meetings. You will learn and practice setting an agenda and getting the meeting off to a good start, how to solicit differing points of view, methods for keeping the group focused and how to end well. We will also explore and how to handle classic challenges like one person dominating the meeting, low participation and side conversations. Whether you facilitate regularly or rarely, you can hone your facilitation skills. 

HR Laws for Supervisors & Managers

HR Laws for Supervisors & Managers (AL027)
6/9/2017 - College of Business Administration-Mammel Hall
Supervisors and managers have shared HR responsibilities making sure that interactions with employees comply with federal and state laws. Learn fundamentals of interviewing, hiring, reviewing and firing processes that may help you avoid costly claimes. This course will benefit line managers, office managers, supervisors or anyone involved in any kind of HR function.
OBJECTIVES:
Examine impact of laws that affect HR activities.
Learn the importance of on-boarding to retain employees.
Avoid costly mistakes that could land you in court. 

Leadership Boot Camp

Leadership Boot Camp (ALB1000)
3/30/2017 - College of Business Administration-Mammel Hall
LEVERAGING YOUR TEAM
You will learn how to understand and apply critical principles of negotiations, identify behavior patterns, communicate a shared vision, and be a more versatile problem solver.

DEVELOPING HIGH PERFORMANCE PEOPLE
You will learn how to identify employees with greatest potential for growth, learn to encourage peak performance and inspire increased productivity throughout the organization.


LEADERSHIP 101
Everyone plays some kind of leadership role, so building skills and understanding not only benefits our direct reports, but will also strengthen the organization as a whole. Learn the five leadership behaviors and work on how to apply them in your current role.


MANAGING CONFLICT
Participants will learn tools to use when having tough conversations and apply appropriate styles of competing, collaborating, accommodating, avoiding or compromising. Increase your confidence and competence for healthy engagement in conflict. Understand which approaches and styles to use to reach your goals during conflict.  

Leading Organizational Change

Leading Organizational Change (AL034)
4/25/2017 - College of Business Administration-Mammel Hall
CHANGE is constant in every organization. New technology, shifting client expectations, staff additions, layoffs, new procedures and increased competition are daily occurrences. Leaders are challenged to maintain performance under what at times are chaotic conditions. Teams can be resistant and disheartened under these difficult conditions.
On the other hand, Louis Pasteur said it best, "Change favors the prepared mind." This workshop is designed to provide advice and step-by-step procedures to help you prepare to serve your staff as an effective Change Leader 
Leading Organizational Change (AL034)
10/19/2017 - College of Business Administration-Mammel Hall
CHANGE is constant in every organization. New technology, shifting client expectations, staff additions, layoffs, new procedures and increased competition are daily occurrences. Leaders are challenged to maintain performance under what at times are chaotic conditions. Teams can be resistant and disheartened under these difficult conditions.
On the other hand, Louis Pasteur said it best, "Change favors the prepared mind." This workshop is designed to provide advice and step-by-step procedures to help you prepare to serve your staff as an effective Change Leader 

Leading Through Teams

Leading Through Teams (SCM006)
11/7/2017 - College of Business Administration-Mammel Hall
Investing in people is crucial to your success. In this course, you will learn how to empower them to reach goals, collaborate on decisions, and have fund doing it. You will gain some great tools to enact collaboration in your organization. You will learn from real world case studies and games. You will leave the class with a plan of action that will lead you to applying your leadership lessons the next day.

LEARNING OBJECTIVES:
Students will experience a simulation that shows the advantages of using a collaborative leadership style.
Students will discover some basic principles for putting together teams.
Students will consider how to lead people through change.
Students will explor the role of conflict in teams and collaboration.
Students will begin a personal action plan and a team action plan, drawing on what they learned from the class. 

Prioritize or Agonize

Prioritize or Agonize (BA001)
3/23/2017 - College of Business Administration-Mammel Hall
Are you feeling overwhelmed by a "to-do" list that is pages long and growing? Don't miss this opportunity to learn the essential skills of time management that will help you organize and complete your daily tasks. You will take away workable ideas on how to better manage your responsibilities so that - rather than yesterday's unfinished business - you can start each day on something new!

Outline:

The clock or the compass

Addiction to urgency

Introduction of the 4 quadrants--where do you spend your time?

The freedom to choose

The 6 steps to better choices

1. Connect with your vision and mission
2. Identify your roles
3. Select quadrant ii goals in each role
4. Create a decision-making framework for the week
5. Exercise integrity in the moment
6. Evaluate

Cycles

Conduct a priorities feedback session

Wisdom from the circus

Exploration of simple ideas to help

 
Prioritize or Agonize (BA001)
6/22/2017 - College of Business Administration-Mammel Hall
Are you feeling overwhelmed by a "to-do" list that is pages long and growing? Don't miss this opportunity to learn the essential skills of time management that will help you organize and complete your daily tasks. You will take away workable ideas on how to better manage your responsibilities so that - rather than yesterday's unfinished business - you can start each day on something new!

Outline:

The clock or the compass

Addiction to urgency

Introduction of the 4 quadrants--where do you spend your time?

The freedom to choose

The 6 steps to better choices

1. Connect with your vision and mission
2. Identify your roles
3. Select quadrant ii goals in each role
4. Create a decision-making framework for the week
5. Exercise integrity in the moment
6. Evaluate

Cycles

Conduct a priorities feedback session

Wisdom from the circus

Exploration of simple ideas to help

 
Prioritize or Agonize (BA001)
12/14/2017 - College of Business Administration-Mammel Hall
Are you feeling overwhelmed by a "to-do" list that is pages long and growing? Don't miss this opportunity to learn the essential skills of time management that will help you organize and complete your daily tasks. You will take away workable ideas on how to better manage your responsibilities so that - rather than yesterday's unfinished business - you can start each day on something new!

Outline:

The clock or the compass

Addiction to urgency

Introduction of the 4 quadrants--where do you spend your time?

The freedom to choose

The 6 steps to better choices

1. Connect with your vision and mission
2. Identify your roles
3. Select quadrant ii goals in each role
4. Create a decision-making framework for the week
5. Exercise integrity in the moment
6. Evaluate

Cycles

Conduct a priorities feedback session

Wisdom from the circus

Exploration of simple ideas to help

 

Running Productive Meetings

Running Productive Meetings (AL013)
3/23/2017 - College of Business Administration-Mammel Hall
Untitled Document We all spend much of our working time in meetings, yet we feel they are not as productive as we would like. Students in this class will learn first hand how to run an effective meeting because the entire class is held as a well-run meeting. Teams will then plan and conduct their own meeting.

Prerequisite: This workshop is for anyone who has to plan and run any meeting - formal or informal, small or large, frequently or infrequently.

 

Outline

Begin Well

  • Self-evaluation of your last meeting – use of this as a checklist in future
  • Overview of the five steps to an effective meeting

1. Attempt to talk yourself out of the meeting

2. Get specific on outcomes

  • Practice writing a good outcome statement

3. Craft a structured thought agenda

  • Practice writing a structured thought agenda

4. Involve relevant stakeholders

  • Doing your homework on why each person should be in the meeting
  • Meeting roles
  • Setting ground rules

5. Facilitating a collaborative meeting

  • The Basics of collaboration
    • Definition of collaboration
    • Heuristic vs. Algorithmic problem solving
    • Principles of Collaboration
  • Building consensus a phase at a time:
    • Problem space
      • Perception: Is there really a problem?
      • Practice writing a good problem statement
      • Practice getting agreement on the problem statement with a volunteer facilitator and recorder
      • Analysis with Pareto, Fishbone, and  
Running Productive Meetings (AL013)
6/22/2017 - College of Business Administration-Mammel Hall
Untitled Document We all spend much of our working time in meetings, yet we feel they are not as productive as we would like. Students in this class will learn first hand how to run an effective meeting because the entire class is held as a well-run meeting. Teams will then plan and conduct their own meeting.

Prerequisite: This workshop is for anyone who has to plan and run any meeting - formal or informal, small or large, frequently or infrequently.

 

Outline

Begin Well

  • Self-evaluation of your last meeting – use of this as a checklist in future
  • Overview of the five steps to an effective meeting

1. Attempt to talk yourself out of the meeting

2. Get specific on outcomes

  • Practice writing a good outcome statement

3. Craft a structured thought agenda

  • Practice writing a structured thought agenda

4. Involve relevant stakeholders

  • Doing your homework on why each person should be in the meeting
  • Meeting roles
  • Setting ground rules

5. Facilitating a collaborative meeting

  • The Basics of collaboration
    • Definition of collaboration
    • Heuristic vs. Algorithmic problem solving
    • Principles of Collaboration
  • Building consensus a phase at a time:
    • Problem space
      • Perception: Is there really a problem?
      • Practice writing a good problem statement
      • Practice getting agreement on the problem statement with a volunteer facilitator and recorder
      • Analysis with Pareto, Fishbone, and  
Running Productive Meetings (AL013)
12/14/2017 - College of Business Administration-Mammel Hall
Untitled Document We all spend much of our working time in meetings, yet we feel they are not as productive as we would like. Students in this class will learn first hand how to run an effective meeting because the entire class is held as a well-run meeting. Teams will then plan and conduct their own meeting.

Prerequisite: This workshop is for anyone who has to plan and run any meeting - formal or informal, small or large, frequently or infrequently.

 

Outline

Begin Well

  • Self-evaluation of your last meeting – use of this as a checklist in future
  • Overview of the five steps to an effective meeting

1. Attempt to talk yourself out of the meeting

2. Get specific on outcomes

  • Practice writing a good outcome statement

3. Craft a structured thought agenda

  • Practice writing a structured thought agenda

4. Involve relevant stakeholders

  • Doing your homework on why each person should be in the meeting
  • Meeting roles
  • Setting ground rules

5. Facilitating a collaborative meeting

  • The Basics of collaboration
    • Definition of collaboration
    • Heuristic vs. Algorithmic problem solving
    • Principles of Collaboration
  • Building consensus a phase at a time:
    • Problem space
      • Perception: Is there really a problem?
      • Practice writing a good problem statement
      • Practice getting agreement on the problem statement with a volunteer facilitator and recorder
      • Analysis with Pareto, Fishbone, and  

Strategic Interviewing

Strategic Interviewing (HR005)
4/25/2017 - College of Business Administration-Mammel Hall
Explore a powerful tool that enables you to quickly identify the Emotional Intelligence skills that are most important for each job. You will learn how to make beter hires by revealing truths about candidate's experiences and identify "red flags" during the interview process.
LEARNING GOALS
Become educated on the latest trends in applicant preparation and turnover statistics.
Learn the key Emotional Intelligence skills interviewers must identify in candidate.
Use simple tools to identify the critical Emotional Intelligence competencies required for any job roles. 

Super Charge Your Interpersonal Skills

Super Charge Your Interpersonal Skills (AL046)
4/20/2017 - College of Business Administration-Mammel Hall
Gain a deeper understanding of the behaviors associated with different work styles as the first step to better communication and a foundation for effective leadership practices.
Learn to apply strategies to adapt your behavior to work more effectively with co-workers and team members - even the most challenging! 

Transitioning to Supervision

Transitioning to Supervision (AL023)
7/25/2017 - College of Business Administration-Mammel Hall
If you have recently moved into a supervisory position or are considering making such a transition, you are facing one of the most challenging leadership experiences. As a new leader, you must now add to the task of being an individual contributor, the responsibility of directing, motivating and coaching others. During this full-day, interactive session, you will explore numerous issues facing supervisors who must now get work done through others, including their former peers.

LEARNING OBJECTIVES
Fulfilling the role and responsibilities of an individual contributor and a leader.
Coaching others including former coworkers to achieve individual, team and organizational results.
Communicating to motivate, build trust and resolve conflict.

COURSE OUTLINE
THE ROLE OF SUPERVISION
Understanding the principles and practices of leading others.
Adapting to the responsibilities of supervision.
Building trust and respect including the supervision of former peers.

LEADING SELF
Understanding your leadership style and preferences.
Managing your time and priorities effectively.

LEADING OTHERS
Maximizing the power of your team.
Effectively setting goals and delegating responsibilities.
Encouraging the performance of others.
Understanding and resolving performance problems.

COMMUNICATION
Using all channels of communication.
Critical questions that strengthen your leadership of others.
 

Understanding and Valuing Differences

Understanding and Valuing Differences (AL007)
4/27/2017 - College of Business Administration-Mammel Hall
You will identify the four generations that make up today's workforce and discuss how their different life experiences affect communication styles. You will learn how certain management approaches build stronger cross-generational teams by working with the special characteristics of different age groups. You will learn how to:
  • Identify the four generations and the historical events and cultural experiences that influenced them
  • Understand the personal, lifestyle and workplace characteristics of each generation
  • Forestall problems that may arise when generations fail to communicate
  • Practice effective management techniques to build stronger cross generational teams

Outline:

Welcome and Overview

Objectives for this workshop

Workplace characteristics

Work ethic & values

Communication differences

Feedback - Generational meaning of feedback

Working with multigenerational teams

Conclusion & Evaluation

 

Business Analysis

Agile for Managers

Agile for Managers (PM007)
4/20/2017 - College of Business Administration-Mammel Hall
You will learn what distinguishes Agile and Lean models in business. We will discuss typical reactions(some wildly positive and some less enthusiastic) to teams who use agile models and consider the cultural challenges of converting between any development models. You will learn what improvements other organizations (perhaps some with whom your organization competes!) have experienced. 

Building 4-Dimensional Teams

Building 4-Dimensional Teams (PM003)
5/11/2017 - College of Business Administration-Mammel Hall
You will learn how to assess team members to discover and take advantage of their naturally strongest dimension. You will discover how to improve the eight behaviors to create a well balanced 4-D team. The methodology is based on the NASA 4-D team building process used for the Space Shuttle, space telescopes, robots on Mars and the mission back to the moon.

Outline:

The Power of Context

Attention-Mindset-Behavior-Results

Introduction of the 4-Dimensional System

Using the 4-Dimensional System to color your personality

Your natural dimension
Becoming 4-dimensional

Story lines-red or green?

Naming emotions so you can manage them

Express appreciation

HAPPS

The importance of inclusion

Building trustworthy contexts

Creating the future you want

Your team can't afford drama

 
Building 4-Dimensional Teams (PM003)
8/10/2017 - College of Business Administration-Mammel Hall
You will learn how to assess team members to discover and take advantage of their naturally strongest dimension. You will discover how to improve the eight behaviors to create a well balanced 4-D team. The methodology is based on the NASA 4-D team building process used for the Space Shuttle, space telescopes, robots on Mars and the mission back to the moon.

Outline:

The Power of Context

Attention-Mindset-Behavior-Results

Introduction of the 4-Dimensional System

Using the 4-Dimensional System to color your personality

Your natural dimension
Becoming 4-dimensional

Story lines-red or green?

Naming emotions so you can manage them

Express appreciation

HAPPS

The importance of inclusion

Building trustworthy contexts

Creating the future you want

Your team can't afford drama

 

Communicating with Project Stakeholders

Communicating with Project Stakeholders (PM011)
5/19/2017 - College of Business Administration-Mammel Hall

You will consider the importance of stakeholder managementfor project success. You will step through the processes involved - identify,assess, and prioritize - as well as consider the ethical issues of stakeholdermanagement. You will complete the class with a plan on how to communicate withand manage your project stakeholders.

1.4 communication circles

2.Project Management

2.1.Project organization

2.2.Project phases

3.3 step process

3.1.Identify

3.1.1.Define

3.1.2.Keep it visual

3.1.3.Plan

Communicating with Project Stakeholders (PM011)
9/29/2017 - College of Business Administration-Mammel Hall

You will consider the importance of stakeholder managementfor project success. You will step through the processes involved - identify,assess, and prioritize - as well as consider the ethical issues of stakeholdermanagement. You will complete the class with a plan on how to communicate withand manage your project stakeholders.

1.4 communication circles

2.Project Management

2.1.Project organization

2.2.Project phases

3.3 step process

3.1.Identify

3.1.1.Define

3.1.2.Keep it visual

3.1.3.Plan

Core Principles for Business Analysis (BA002)
9/7/2017 - College of Business Administration-Mammel Hall
You will learn business analysis and its principles, practices, roles and responsibilities. If you are a new business analyst or experienced in your role, you will appreciate this high quality course as you create an actual feasibility study and business case. Instruction as well as group exercises keep you engaged and encourage you to share personal experiences.

Outline:

What is Business Analysis?

What is Business Analysis?
What is the BABOK?
Business Analysis Environment
BA Overview

Determining the rigor of BA needed

Define Business Need
Triggers and Drivers
Input ? Business Goals and Objectives
Techniques
Benchmarking
Root Cause Analysis
'Output ? Desired Outcome

Assess Capability Gaps
Determine Solution Approach

Techniques
Feasibility Studies
Estimating

Define Solution Scope

Techniques
Problem or Vision Statement

Define Business Case

Techniques
Decision Analysis
Cost Benefit Analysis
SWOT Analysis
Risk Assessment
Sample Business Cases

Case Study

 

Prioritize or Agonize

Prioritize or Agonize (BA001)
3/23/2017 - College of Business Administration-Mammel Hall
Are you feeling overwhelmed by a "to-do" list that is pages long and growing? Don't miss this opportunity to learn the essential skills of time management that will help you organize and complete your daily tasks. You will take away workable ideas on how to better manage your responsibilities so that - rather than yesterday's unfinished business - you can start each day on something new!

Outline:

The clock or the compass

Addiction to urgency

Introduction of the 4 quadrants--where do you spend your time?

The freedom to choose

The 6 steps to better choices

1. Connect with your vision and mission
2. Identify your roles
3. Select quadrant ii goals in each role
4. Create a decision-making framework for the week
5. Exercise integrity in the moment
6. Evaluate

Cycles

Conduct a priorities feedback session

Wisdom from the circus

Exploration of simple ideas to help

 
Prioritize or Agonize (BA001)
6/22/2017 - College of Business Administration-Mammel Hall
Are you feeling overwhelmed by a "to-do" list that is pages long and growing? Don't miss this opportunity to learn the essential skills of time management that will help you organize and complete your daily tasks. You will take away workable ideas on how to better manage your responsibilities so that - rather than yesterday's unfinished business - you can start each day on something new!

Outline:

The clock or the compass

Addiction to urgency

Introduction of the 4 quadrants--where do you spend your time?

The freedom to choose

The 6 steps to better choices

1. Connect with your vision and mission
2. Identify your roles
3. Select quadrant ii goals in each role
4. Create a decision-making framework for the week
5. Exercise integrity in the moment
6. Evaluate

Cycles

Conduct a priorities feedback session

Wisdom from the circus

Exploration of simple ideas to help

 
Prioritize or Agonize (BA001)
12/14/2017 - College of Business Administration-Mammel Hall
Are you feeling overwhelmed by a "to-do" list that is pages long and growing? Don't miss this opportunity to learn the essential skills of time management that will help you organize and complete your daily tasks. You will take away workable ideas on how to better manage your responsibilities so that - rather than yesterday's unfinished business - you can start each day on something new!

Outline:

The clock or the compass

Addiction to urgency

Introduction of the 4 quadrants--where do you spend your time?

The freedom to choose

The 6 steps to better choices

1. Connect with your vision and mission
2. Identify your roles
3. Select quadrant ii goals in each role
4. Create a decision-making framework for the week
5. Exercise integrity in the moment
6. Evaluate

Cycles

Conduct a priorities feedback session

Wisdom from the circus

Exploration of simple ideas to help

 

Process Mapping for Business Improvement

Process Mapping for Business Improvement (BA004)
5/25/2017 - College of Business Administration-Mammel Hall

Process mapping is a highly effective way to discover how your business really works and to identify where crucial improvements are needed. By making strategic change, your business can become more efficient, effective, and responsive to customer needs. In this highly interactive workshop, you will learn to use a wide range of mapping tools and techniques to manage and describe processes. You will learn how to:

  • Capture and understand business rules and practices.
  • Measure business process effectiveness.
  • Organize and lead a team in process mapping.
  • Launch an improvement initiative.
  • Align your business strategy with process change.

 

Outline

Overview of the 3 kinds of maps

When do we map?
            As is or Current state
            Methodologies to employ
            Future state

Why do we map processes?
            Where do most organizational problems arise?

Definitions
            Primary vs. Secondary processes
            From where do most organizational problems arise?

Who is involved in Mapping?

Methods to get the information to map

Relational Maps

Cross-Functional Process Maps

Basic Symbols in Mapping

Case Study 
            Teams create an intermediate level process map with swim lanes
            Adding time
            Value added vs. non-value added

Flowchart Maps

Moving from Current to Future State
            7 principles to improve flow

How to pick a process to improve

Process Mapping for Business Improvement (BA004)
10/10/2017 - College of Business Administration-Mammel Hall

Process mapping is a highly effective way to discover how your business really works and to identify where crucial improvements are needed. By making strategic change, your business can become more efficient, effective, and responsive to customer needs. In this highly interactive workshop, you will learn to use a wide range of mapping tools and techniques to manage and describe processes. You will learn how to:

  • Capture and understand business rules and practices.
  • Measure business process effectiveness.
  • Organize and lead a team in process mapping.
  • Launch an improvement initiative.
  • Align your business strategy with process change.

 

Outline

Overview of the 3 kinds of maps

When do we map?
            As is or Current state
            Methodologies to employ
            Future state

Why do we map processes?
            Where do most organizational problems arise?

Definitions
            Primary vs. Secondary processes
            From where do most organizational problems arise?

Who is involved in Mapping?

Methods to get the information to map

Relational Maps

Cross-Functional Process Maps

Basic Symbols in Mapping

Case Study 
            Teams create an intermediate level process map with swim lanes
            Adding time
            Value added vs. non-value added

Flowchart Maps

Moving from Current to Future State
            7 principles to improve flow

How to pick a process to improve

Requirements Elicitation Methods and Models

Requirements Elicitation Methods and Models (BA003)
4/6/2017 - College of Business Administration-Mammel Hall

According to the Standish Group, 44% of all projects fail and 72% of all mission-critical software projects fail to produce what the customer wants. This beginning level workshop focuses on how to define functions, attributes, constraints, preferences, and expectations from the clients. Techniques to gather the requirements will start with Brainstorming and conclude with Reverse Engineering, with participants practicing at least five of the methods. This class is BABOK (Business Analysis Body of Knowledge) aligned.

Duration: This is a 3-day course
Prerequisites: Successful Project Management or IT Project Management is beneficial but not required.

The Context for Requirements Elicitation

  • Knowledge Areas
  • Definition of Requirement
  • Working with Requirements in a Project Environment

The Importance of Good Requirements

  • Development vs. Management
  • Vision and Scope

The Requirements Process

  • Sample Processes
  • What would work for you?

The Requirements Stakeholders

  • Defined
  • Categories of Stakeholders
  • When Stakeholders Collide

Requirements Elicitation Techniques

  • Benchmarking
  • Brainstorming Practice 
  • Business Rules Analysis
  • Collaborative Games Practice
    • Practice a Product Box
    • Practice an Affinity Diagram
    • Practice a Fishbowl
  • Concept Modeling
  • Data Mining
  • Data Modeling
  • Document Analysis 
  • Focus Groups
  • Interface Analysis Practice
  • Interviews Practice 
  • Mind Mapping Practice
  • Observation < 
Requirements Elicitation Methods and Models (BA003)
9/21/2017 - College of Business Administration-Mammel Hall

According to the Standish Group, 44% of all projects fail and 72% of all mission-critical software projects fail to produce what the customer wants. This beginning level workshop focuses on how to define functions, attributes, constraints, preferences, and expectations from the clients. Techniques to gather the requirements will start with Brainstorming and conclude with Reverse Engineering, with participants practicing at least five of the methods. This class is BABOK (Business Analysis Body of Knowledge) aligned.

Duration: This is a 3-day course
Prerequisites: Successful Project Management or IT Project Management is beneficial but not required.

The Context for Requirements Elicitation

  • Knowledge Areas
  • Definition of Requirement
  • Working with Requirements in a Project Environment

The Importance of Good Requirements

  • Development vs. Management
  • Vision and Scope

The Requirements Process

  • Sample Processes
  • What would work for you?

The Requirements Stakeholders

  • Defined
  • Categories of Stakeholders
  • When Stakeholders Collide

Requirements Elicitation Techniques

  • Benchmarking
  • Brainstorming Practice 
  • Business Rules Analysis
  • Collaborative Games Practice
    • Practice a Product Box
    • Practice an Affinity Diagram
    • Practice a Fishbowl
  • Concept Modeling
  • Data Mining
  • Data Modeling
  • Document Analysis 
  • Focus Groups
  • Interface Analysis Practice
  • Interviews Practice 
  • Mind Mapping Practice
  • Observation < 

Running Productive Meetings

Running Productive Meetings (AL013)
3/23/2017 - College of Business Administration-Mammel Hall
Untitled Document We all spend much of our working time in meetings, yet we feel they are not as productive as we would like. Students in this class will learn first hand how to run an effective meeting because the entire class is held as a well-run meeting. Teams will then plan and conduct their own meeting.

Prerequisite: This workshop is for anyone who has to plan and run any meeting - formal or informal, small or large, frequently or infrequently.

 

Outline

Begin Well

  • Self-evaluation of your last meeting – use of this as a checklist in future
  • Overview of the five steps to an effective meeting

1. Attempt to talk yourself out of the meeting

2. Get specific on outcomes

  • Practice writing a good outcome statement

3. Craft a structured thought agenda

  • Practice writing a structured thought agenda

4. Involve relevant stakeholders

  • Doing your homework on why each person should be in the meeting
  • Meeting roles
  • Setting ground rules

5. Facilitating a collaborative meeting

  • The Basics of collaboration
    • Definition of collaboration
    • Heuristic vs. Algorithmic problem solving
    • Principles of Collaboration
  • Building consensus a phase at a time:
    • Problem space
      • Perception: Is there really a problem?
      • Practice writing a good problem statement
      • Practice getting agreement on the problem statement with a volunteer facilitator and recorder
      • Analysis with Pareto, Fishbone, and  
Running Productive Meetings (AL013)
6/22/2017 - College of Business Administration-Mammel Hall
Untitled Document We all spend much of our working time in meetings, yet we feel they are not as productive as we would like. Students in this class will learn first hand how to run an effective meeting because the entire class is held as a well-run meeting. Teams will then plan and conduct their own meeting.

Prerequisite: This workshop is for anyone who has to plan and run any meeting - formal or informal, small or large, frequently or infrequently.

 

Outline

Begin Well

  • Self-evaluation of your last meeting – use of this as a checklist in future
  • Overview of the five steps to an effective meeting

1. Attempt to talk yourself out of the meeting

2. Get specific on outcomes

  • Practice writing a good outcome statement

3. Craft a structured thought agenda

  • Practice writing a structured thought agenda

4. Involve relevant stakeholders

  • Doing your homework on why each person should be in the meeting
  • Meeting roles
  • Setting ground rules

5. Facilitating a collaborative meeting

  • The Basics of collaboration
    • Definition of collaboration
    • Heuristic vs. Algorithmic problem solving
    • Principles of Collaboration
  • Building consensus a phase at a time:
    • Problem space
      • Perception: Is there really a problem?
      • Practice writing a good problem statement
      • Practice getting agreement on the problem statement with a volunteer facilitator and recorder
      • Analysis with Pareto, Fishbone, and  
Running Productive Meetings (AL013)
12/14/2017 - College of Business Administration-Mammel Hall
Untitled Document We all spend much of our working time in meetings, yet we feel they are not as productive as we would like. Students in this class will learn first hand how to run an effective meeting because the entire class is held as a well-run meeting. Teams will then plan and conduct their own meeting.

Prerequisite: This workshop is for anyone who has to plan and run any meeting - formal or informal, small or large, frequently or infrequently.

 

Outline

Begin Well

  • Self-evaluation of your last meeting – use of this as a checklist in future
  • Overview of the five steps to an effective meeting

1. Attempt to talk yourself out of the meeting

2. Get specific on outcomes

  • Practice writing a good outcome statement

3. Craft a structured thought agenda

  • Practice writing a structured thought agenda

4. Involve relevant stakeholders

  • Doing your homework on why each person should be in the meeting
  • Meeting roles
  • Setting ground rules

5. Facilitating a collaborative meeting

  • The Basics of collaboration
    • Definition of collaboration
    • Heuristic vs. Algorithmic problem solving
    • Principles of Collaboration
  • Building consensus a phase at a time:
    • Problem space
      • Perception: Is there really a problem?
      • Practice writing a good problem statement
      • Practice getting agreement on the problem statement with a volunteer facilitator and recorder
      • Analysis with Pareto, Fishbone, and  

Successful Project Management

Successful Project Management (PM001)
4/4/2017 - College of Business Administration-Mammel Hall
You will learn time-tested, PMBOK-aligned techniques for planning, implementing, and completing projects to produce desired results on time and within budget. You will use project management tools to set and achieve measurable objectives,estimate project time and costs, determine project scope, manage resource requirements and control project results. The course includes an interactive exercise in which students manage aproject from planning through measurement of results.

A PMP-certified instructor introduces participants to the project management processes through practical exercises and demonstrations. Students placed into small teams must plan a project, gain approval for each project deliverable and execute their project plan. Each project is measured on its results. This is not a virtual, computer simulation but is a hands-on activity that allows students to experience an actual project.

Outline:

Module 1: Introduction to Project Management

Lesson 1: Recognize Basic Project Management Methodology
  • Five Processes
    • How the Processes Overlap
    • Matrix with Processes and Knowledge Areas
  • Beginning Vocabulary
Lesson 2: Recognize when to use formalized Project Management
  • Defining Projects by Time, Cost, Quality, Scope
  • Describe Projects in Risk and Size.
  • Why do Projects Fail or Succeed?
  • Steps to Managing Projects
Lesson 3: Projects are about people
  • Tips on Working with Project Teams
  • Identify your Organizational Structure
  • Skills for Project Managers and for Project Teams

Module 2: Initiate

Lesson 1:The primary Initiate document - The Project Charter
  • Inputs and Outputs
  • Project Charter - Background, Objectives, Preliminary  
Successful Project Management (PM001)
7/13/2017 - College of Business Administration-Mammel Hall
You will learn time-tested, PMBOK-aligned techniques for planning, implementing, and completing projects to produce desired results on time and within budget. You will use project management tools to set and achieve measurable objectives,estimate project time and costs, determine project scope, manage resource requirements and control project results. The course includes an interactive exercise in which students manage aproject from planning through measurement of results.

A PMP-certified instructor introduces participants to the project management processes through practical exercises and demonstrations. Students placed into small teams must plan a project, gain approval for each project deliverable and execute their project plan. Each project is measured on its results. This is not a virtual, computer simulation but is a hands-on activity that allows students to experience an actual project.

Outline:

Module 1: Introduction to Project Management

Lesson 1: Recognize Basic Project Management Methodology
  • Five Processes
    • How the Processes Overlap
    • Matrix with Processes and Knowledge Areas
  • Beginning Vocabulary
Lesson 2: Recognize when to use formalized Project Management
  • Defining Projects by Time, Cost, Quality, Scope
  • Describe Projects in Risk and Size.
  • Why do Projects Fail or Succeed?
  • Steps to Managing Projects
Lesson 3: Projects are about people
  • Tips on Working with Project Teams
  • Identify your Organizational Structure
  • Skills for Project Managers and for Project Teams

Module 2: Initiate

Lesson 1:The primary Initiate document - The Project Charter
  • Inputs and Outputs
  • Project Charter - Background, Objectives, Preliminary  
Successful Project Management (PM001)
10/5/2017 - College of Business Administration-Mammel Hall
You will learn time-tested, PMBOK-aligned techniques for planning, implementing, and completing projects to produce desired results on time and within budget. You will use project management tools to set and achieve measurable objectives,estimate project time and costs, determine project scope, manage resource requirements and control project results. The course includes an interactive exercise in which students manage aproject from planning through measurement of results.

A PMP-certified instructor introduces participants to the project management processes through practical exercises and demonstrations. Students placed into small teams must plan a project, gain approval for each project deliverable and execute their project plan. Each project is measured on its results. This is not a virtual, computer simulation but is a hands-on activity that allows students to experience an actual project.

Outline:

Module 1: Introduction to Project Management

Lesson 1: Recognize Basic Project Management Methodology
  • Five Processes
    • How the Processes Overlap
    • Matrix with Processes and Knowledge Areas
  • Beginning Vocabulary
Lesson 2: Recognize when to use formalized Project Management
  • Defining Projects by Time, Cost, Quality, Scope
  • Describe Projects in Risk and Size.
  • Why do Projects Fail or Succeed?
  • Steps to Managing Projects
Lesson 3: Projects are about people
  • Tips on Working with Project Teams
  • Identify your Organizational Structure
  • Skills for Project Managers and for Project Teams

Module 2: Initiate

Lesson 1:The primary Initiate document - The Project Charter
  • Inputs and Outputs
  • Project Charter - Background, Objectives, Preliminary  
Successful Project Management (PM001)
10/26/2017 - UNICO Group
You will learn time-tested, PMBOK-aligned techniques for planning, implementing, and completing projects to produce desired results on time and within budget. You will use project management tools to set and achieve measurable objectives,estimate project time and costs, determine project scope, manage resource requirements and control project results. The course includes an interactive exercise in which students manage aproject from planning through measurement of results.

A PMP-certified instructor introduces participants to the project management processes through practical exercises and demonstrations. Students placed into small teams must plan a project, gain approval for each project deliverable and execute their project plan. Each project is measured on its results. This is not a virtual, computer simulation but is a hands-on activity that allows students to experience an actual project.

Outline:

Module 1: Introduction to Project Management

Lesson 1: Recognize Basic Project Management Methodology
  • Five Processes
    • How the Processes Overlap
    • Matrix with Processes and Knowledge Areas
  • Beginning Vocabulary
Lesson 2: Recognize when to use formalized Project Management
  • Defining Projects by Time, Cost, Quality, Scope
  • Describe Projects in Risk and Size.
  • Why do Projects Fail or Succeed?
  • Steps to Managing Projects
Lesson 3: Projects are about people
  • Tips on Working with Project Teams
  • Identify your Organizational Structure
  • Skills for Project Managers and for Project Teams

Module 2: Initiate

Lesson 1:The primary Initiate document - The Project Charter
  • Inputs and Outputs
  • Project Charter - Background, Objectives, Preliminary  

Database and SQL

Relational Database

Relational Database (OT008)
4/6/2017 - College of Business Administration-Mammel Hall
Learn the basics of relational database design. Students will discuss and create Entity-Relationship Models for several database scenarios. Students will learn and work with normalization and functional dependence. This class is ideal for those new to relational databases such as Microsoft Access or other Database Management systems.

Outline:

Advantages of Databases

Beginning Database Terms

Key Features of a Database System

Data Flow vs. Data Models

Define Entities
How Excel is not a DBMS

Primary Key
Functional Dependence
Represent all Keys
Indexes
Concatenated keys

Exercise: Define your first entities

Define Attributes
Value of using sample data

Exercise: Add to your original entities, add attributes

Make Associations or Relationships
One to One Relationships
Subclasses
Many to Many Relationships
Optional and Mandatory Relationships
Intra-Table or Recursive Relationships

Entity Relationship Diagrams

Practice Exercise

Basic Questions to Begin the Design

Practice Exercise

Normalization
Tables with Anomalies
Levels of Normalization
Normalization exercise
Limits of Normalization

Real Life Scenarios
Calculated Fields
Capturing the Effects of Time

Domain Restrictions
Column Characteristics
Column Data Types
Other Restrictions

 
Relational Database (OT008)
8/17/2017 - College of Business Administration-Mammel Hall
Learn the basics of relational database design. Students will discuss and create Entity-Relationship Models for several database scenarios. Students will learn and work with normalization and functional dependence. This class is ideal for those new to relational databases such as Microsoft Access or other Database Management systems.

Outline:

Advantages of Databases

Beginning Database Terms

Key Features of a Database System

Data Flow vs. Data Models

Define Entities
How Excel is not a DBMS

Primary Key
Functional Dependence
Represent all Keys
Indexes
Concatenated keys

Exercise: Define your first entities

Define Attributes
Value of using sample data

Exercise: Add to your original entities, add attributes

Make Associations or Relationships
One to One Relationships
Subclasses
Many to Many Relationships
Optional and Mandatory Relationships
Intra-Table or Recursive Relationships

Entity Relationship Diagrams

Practice Exercise

Basic Questions to Begin the Design

Practice Exercise

Normalization
Tables with Anomalies
Levels of Normalization
Normalization exercise
Limits of Normalization

Real Life Scenarios
Calculated Fields
Capturing the Effects of Time

Domain Restrictions
Column Characteristics
Column Data Types
Other Restrictions

 

Structured Query Language

Structured Query Language (OT009)
4/13/2017 - College of Business Administration-Mammel Hall
Learn Structured Query Language (SQL), the common language for interacting with a variety of database software. Create statements that join tables and group information. Use Insert, Delete, and Update to change records in a table. Use sub-queries to further refine the data returned. Learn to create outer joins.

Prerequisite: Relational Database Fundamentals workshop or equivalent experience

Outline:

SQL Overview

SQL Defined
The Two Branches of SQL
Typing in SQL

SELECT Statements

Displaying Multiple Columns
Order by Clause
Where Clause
With Text or Numbers
With Relational Operators
With And and Or
With In
Using Wildcards
Calculated and Concatenated Fields

Using Functions with Select

Combining Aggregates and Non-aggregates

Filtering Grouped Data

Sub-Queries

Joining Tables

Cartesian Product

Data Definition Language

Insert Into
Update
Delete

Creating and Using Views

 
Structured Query Language (OT009)
8/18/2017 - College of Business Administration-Mammel Hall
Learn Structured Query Language (SQL), the common language for interacting with a variety of database software. Create statements that join tables and group information. Use Insert, Delete, and Update to change records in a table. Use sub-queries to further refine the data returned. Learn to create outer joins.

Prerequisite: Relational Database Fundamentals workshop or equivalent experience

Outline:

SQL Overview

SQL Defined
The Two Branches of SQL
Typing in SQL

SELECT Statements

Displaying Multiple Columns
Order by Clause
Where Clause
With Text or Numbers
With Relational Operators
With And and Or
With In
Using Wildcards
Calculated and Concatenated Fields

Using Functions with Select

Combining Aggregates and Non-aggregates

Filtering Grouped Data

Sub-Queries

Joining Tables

Cartesian Product

Data Definition Language

Insert Into
Update
Delete

Creating and Using Views

 

Human Resources

Building Personal Resiliency

Building Personal Resiliency (AL028)
5/4/2017 - College of Business Administration-Mammel Hall
Increase your Resiliency by learning how to build positive relationships with supervisors,coworkers and team members. Create higher levels of engagement and productivity and reduce conflict and disruption. 

Coaching for Performance

Coaching for Performance (AL016)
4/18/2017 - College of Business Administration-Mammel Hall
Learn how to become an active, involved leader and coach. Pick up skills that will help you guide teams, identify individual abilities and improve productivity. You will gain a better understanding of what drives performance, supports employee engagement and helps your organization retain the most qualified workers.

Pre-Requisite: Some supervisory or management experience is recommended.  

Conflict Management

Conflict Management in the Workplace (AL003)
6/16/2017 - College of Business Administration-Mammel Hall
To foster a healthy workplace environment, managers need to master techniques that mitigate conflict and encourage healthy interpersonal engagement. In this course, you will increase your confidence and competence to diffuse difficult situations. Learn how you can use a collaborative conflict management model, information eschange and problem solving to reach your goals.

Outline:

Welcome/open

Agenda/course objectives
Introductions
Methodologies
Triple-Loop Learning in This Course
Learning Journals--individual writing

Overview of Conflict

Your Relationship With Conflict
Conflict Theory
Conflict Styles (TKI)

Conflict in the Workplace

Conflict Cultures at Work
Stages of Conflict in the Workplace
Remedies

Conflict and Relationships

Four Communication Toxins
Remedies

Conflict and Emotion

Internal and External Signals
Mitigators of Emotional Barriers

Practice Practice Practice

Listening Skills
Messaging Skills
Problem-Solving Skills
Follow-Through Skills

Real-Life Applications

Evaluation/Close

 

Employee Engagement

Enhancing Employee Engagement (AL020)
4/18/2017 - College of Business Administration-Mammel Hall
Employee engagement lies at the intersection of what benefits the company and what benefits employees. Learn how you can retain and profit from a satisfied workforce. You will learn how to create a culture in which employees are enthusiastic about their work and emotionally and intellectually connected to their organization. Work can be more than a paycheck!
Objectives:
To reinforce why building a culture of engagement leads to a more productive, successful company.
To understand why measuring engagement is the first step to improving employee connections, innovation and productivity. 

Ethical Decision Making

Ethical Decision Making (AL037)
4/20/2017 - College of Business Administration-Mammel Hall
Workplace dilemmas can create difficult choices. They cause individuals to deal with issues of character. They test one's ethics.
A central part of being a professional is the commitment to act ethically in the execution of one's professional duties. Ethical behavior provides protection from civil suits, from damage to reputation, and from loss of professional licensure.
Through discussion, video examples and case studies, this program will examine issues that impact an individual's ability to act ethically in its service delivery, vendor relations and public interactions.

EXPECTED BENEFITS:
The over-arching goal of this program is to provide a structured method to approach, discuss and resolvle ethical issues, problems and dilemmas. At the end of this class, participants will be able to:
1. Outline the business case for enhanced ethical awareness and actions.
2. Identify and examine objectively, issues that have ethical implications.
3. Recognize the "derailers" that could lead to unethical actions.
4. Learn a process to make ethical decisions that promote responsibility and integrity.


Participants who operate under the umbrella of a professional code of ethics or professional practice (e.g. accountants, physicians, engineers, teachers, architects, etc.) should bring a copy of their specific codes to the class. 

Honing Your Facilitation Skills

Honing Your Facilitation Skills (AL047)
5/10/2017 - College of Business Administration-Mammel Hall
In this class, you will better understand the dynamics of group decision making, the role of the facilitator, techniques to use with large groups and simple tools for virtual meetings. You will learn and practice setting an agenda and getting the meeting off to a good start, how to solicit differing points of view, methods for keeping the group focused and how to end well. We will also explore and how to handle classic challenges like one person dominating the meeting, low participation and side conversations. Whether you facilitate regularly or rarely, you can hone your facilitation skills. 

HR Laws for Supervisors & Managers

HR Laws for Supervisors & Managers (AL027)
6/9/2017 - College of Business Administration-Mammel Hall
Supervisors and managers have shared HR responsibilities making sure that interactions with employees comply with federal and state laws. Learn fundamentals of interviewing, hiring, reviewing and firing processes that may help you avoid costly claimes. This course will benefit line managers, office managers, supervisors or anyone involved in any kind of HR function.
OBJECTIVES:
Examine impact of laws that affect HR activities.
Learn the importance of on-boarding to retain employees.
Avoid costly mistakes that could land you in court. 

Strategic Interviewing

Strategic Interviewing (HR005)
4/25/2017 - College of Business Administration-Mammel Hall
Explore a powerful tool that enables you to quickly identify the Emotional Intelligence skills that are most important for each job. You will learn how to make beter hires by revealing truths about candidate's experiences and identify "red flags" during the interview process.
LEARNING GOALS
Become educated on the latest trends in applicant preparation and turnover statistics.
Learn the key Emotional Intelligence skills interviewers must identify in candidate.
Use simple tools to identify the critical Emotional Intelligence competencies required for any job roles. 

Understanding and Valuing Differences

Understanding and Valuing Differences (AL007)
4/27/2017 - College of Business Administration-Mammel Hall
You will identify the four generations that make up today's workforce and discuss how their different life experiences affect communication styles. You will learn how certain management approaches build stronger cross-generational teams by working with the special characteristics of different age groups. You will learn how to:
  • Identify the four generations and the historical events and cultural experiences that influenced them
  • Understand the personal, lifestyle and workplace characteristics of each generation
  • Forestall problems that may arise when generations fail to communicate
  • Practice effective management techniques to build stronger cross generational teams

Outline:

Welcome and Overview

Objectives for this workshop

Workplace characteristics

Work ethic & values

Communication differences

Feedback - Generational meaning of feedback

Working with multigenerational teams

Conclusion & Evaluation

 

Lunch & Learn

Crucial Conversations

Crucial Conversations (LL005)
6/16/2017 - College of Business Administration-Mammel Hall
Based on the popular book, this session provides you with five key techniques for getting better results from tough conversations. 

Excel Charts & Graphs Made Simple

Excel Charts & Graphs Made Simple (LL005)
4/7/2017 - College of Business Administration-Mammel Hall
It's more than a sheet full of numbers. In Excel, see how creating charts and graphs is easy and eye catching. 

Office Technologies

Access 2013

Access Level I and II (OT001)
4/11/2017 - College of Business Administration-Mammel Hall
Learn the basic concepts and terms related to a relational database management system. Work with the Access navigation pane and options. Design tables with input masks, default values and key fields. Enter, locate and edit information within a table. Import and link tables from Access and other software. Create filters and queries, create forms for data entry and generate reports. Use wizards to automate database object creation.

Prerequisites: Experience with Windows and Excel.

Outline:

Overview of Microsoft Access 2010
The New Interface
Tour Through a Sample Database

Database Concepts
Database Types
Access Database Structure
Flat File vs. Relational

Creating a New Database
Setting a File Format
Steps to Create a New Database

Tables
Creating Tables
Entering Data
Moving around the Datasheet
Modifying Table Display
Modifying Table Design
Working With Data - Finding, Sorting, Filtering
Table Review Exercise

Working with Queries
What Is a Query?
The Query Window
Creating a Query in Design View
Creating a Parameter Query

Defining Relationships
Defining Permanent Relationships
Enforcing Referential Integrity
Creating Queries with Calculated Fields

Creating Reports
Using AutoReport Wizard
Moving, Sizing and Deleting Controls
Sorting within a Report
Calculating on Groups of Records

Forms
Different Types of Forms

Comprehensive Review Exercise

 
Access Level III and IV (OT002)
5/9/2017 - College of Business Administration-Mammel Hall
Join tables and enforce referential integrity in Access. Enhance select queries; design action queries. Refine table design with hyperlinks and calculated fields. Use Lookup Wizard to add functionality to tables. We will elaborate on customizing reports.

Prerequisites: NBDC's Access 2010 Levels 1 & 2 or equivalent experience

Outline:

Warm Up Exercise

Database Design

Design Considerations
Basic Steps
A Sample
A Closer Look at the Steps

Joining Tables

Defining Relationships
Enforcing Referential Integrity
Outer Joins
Creating a Self-Join
Printing Relationships

Enhancing Table Design

Defining Attachment Fields
Defining Hyperlink Fields
Using the Lookup Wizard
Importing and Exporting Data
Using the Table Analyzer Wizard
Using Name Autocorrect
Compacting the Database

Enhancing Select Queries

Modifying Query Properties
Designing a Parameter Query
Crosstab Queries
Using the Find Duplicates Query Wizard
Find Unmatched Query Wizard

Creating and Running Action Queries

Make Table Query
Delete Query
Update Query
Append Query
Using an Update Query Between Tables

Advanced Reports

Reports Review
Summary Report
Report Properties
Conditional Formatting
Running Totals
Reports from Parameter Queries 
Access Level V: Forms and Pivots (OT003)
6/2/2017 - College of Business Administration-Mammel Hall
Create multitable and subforms. Let Wizard help you design forms with combo and list boxes, option groups and command buttons. Experiment with the power and ease of PivotTables and PivotCharts. Create, run and assign simple macros.

Prerequisites: Access Levels 1 and 2

Outline:

Advanced Form Controls

Modifying Form Properties
Inserting a Picture into a Form
Grouping Controls
Using Combo Box Wizard
Creating Check Boxes
Using List Box Wizard
Creating Command Buttons
Having a Query Look to a Form
Using Option Group Wizard

Multiple Table Forms

Forms from Multiple Tables
Forms with Subforms
Setting the Tab Order of Controls
Creating a Form from a Query

PivotTables and PivotCharts

Creating and editing PivotTables
Creating and editing PivotCharts
Creating a Standard Chart

Macros

Creating a simple Macro
Editing a Macro
Assigning a Macro to an Event

Creating Macros for User Interaction

 

Excel 2013

Excel 2013 Level I: Formulas and Functions (OT004)
3/30/2017 - College of Business Administration-Mammel Hall

The Excel 2013 Interface
Understanding the Excel Screen and Environment
Using the Backstage View

Performing and Copying Calculations
Creating Formulas
Using the Autofill Button, Its Options and Its Customization
Moving, Copying, and Erasing Data

Using Functions
Inserting Functions
Formatting the Numbers Resulting from Functions
Working with Dates
Using Absolute References
Protecting and Hiding Data
Other Functions: Round, Counts

Printing
Using Page Set up
Special Printing Considerations

 
Excel 2013 Level II: Shortcuts and Tips (OT005)
4/27/2017 - College of Business Administration-Mammel Hall

Using Multiple Worksheets and Files
Changing the Display
Copying, Moving and Grouping Multiple Worksheets

Linking Files
Linking between Files
Updating Links
Linking a Range of Cells

The Power of Outlining
Creating and Manipulating Outlines
Sorting Data
Using Automatic Subtotals

Creating Charts
Rules for Automatic Charting
Formatting Chart Items
Modifying Charts

Printing a Chart

Working with Other Chart Types
Sparklines
Pie Charts

Advanced Charting
Charting an Outlined Worksheet
Adding Data to Charts

Comments and Formats
Inserting, Viewing, Editing, and Displaying Comments
Conditional Formatting
Using Paste Special

Using Autofilter
 

Excel 2013 Level III: Applying Powerful Conditiona (OT006)
5/25/2017 - College of Business Administration-Mammel Hall

Working with Data Ranges
Range Names
Linking worksheets and workbooks
Consolidating data
Transposing data

Conditional Functions
Using IF
Using LOOKUP
Using COUNTIF and SUMIF
Using MATCH and INDEX with IF

Data Validation
Making a list of entries allowed
Adding input and error messages

Tracking Down Problems
Tracing precedents and dependencies
Viewing formulas
Working with errors
Evaluating nested formulas

Creating and Using Macros
Pivot Tables
How they work
Creating pivot tables
Adding fields to an existing pivot table
Inserting calculated fields
Changing field properties

 
Excel 2013: Database Features of Excel (OT007)
4/20/2017 - College of Business Administration-Mammel Hall
While Excel is not a relational database system, many people export from a database to Excel to use its powerful database features. This class assumes students will know the basics of Excel, such as creating formulas, functions, links, and formatting. Students will start off learning all the tricks of sorting, work with extracting records that match criteria, and finish with PivotTables and PivotCharts. Students will learn the value and use of the database functions within Excel.

Outline:

Using Tables

Sorting and Filtering Data

Sorting Data
Using Autofilters
Data Form
Automatic Subtotals

Extracting Records with Complex Criteria

Setting up a Criteria Range
Setting Criteria Fields for AND
An AND within the Same Field
Setting Criteria Fields for OR
Copying Filtered Data to a Different Range

Pivot Tables

Creating a Pivot Table
Pivot Table Options
Adding A Field to a Pivot Table
Inserting a Calculated Field
Customizing Fields
Changing the Sum Function
Using the Pivot Table Timeline
Creating a Pivot Table from External Sources
Pivot Table Splicers

Pivot Charts

PivotChart Terminology
Creating a PivotChart
Starting with a PivotTable Report
Starting from Scratch
Customizing the Report
When to Use Page Fields

Answering Questions using Data Functions

The Basic Construction of all the dFunctions
Using DCOUNT, DMIN, DMAX, and DSUM

Data Validation and Consolidation

Importing and Exporting Data

Importing Data
Data Sources You Can Access
Importing a Text File
Importing from an Access Database

Excel 2013: Database Features of Excel (OT007)
6/15/2017 - College of Business Administration-Mammel Hall
While Excel is not a relational database system, many people export from a database to Excel to use its powerful database features. This class assumes students will know the basics of Excel, such as creating formulas, functions, links, and formatting. Students will start off learning all the tricks of sorting, work with extracting records that match criteria, and finish with PivotTables and PivotCharts. Students will learn the value and use of the database functions within Excel.

Outline:

Using Tables

Sorting and Filtering Data

Sorting Data
Using Autofilters
Data Form
Automatic Subtotals

Extracting Records with Complex Criteria

Setting up a Criteria Range
Setting Criteria Fields for AND
An AND within the Same Field
Setting Criteria Fields for OR
Copying Filtered Data to a Different Range

Pivot Tables

Creating a Pivot Table
Pivot Table Options
Adding A Field to a Pivot Table
Inserting a Calculated Field
Customizing Fields
Changing the Sum Function
Using the Pivot Table Timeline
Creating a Pivot Table from External Sources
Pivot Table Splicers

Pivot Charts

PivotChart Terminology
Creating a PivotChart
Starting with a PivotTable Report
Starting from Scratch
Customizing the Report
When to Use Page Fields

Answering Questions using Data Functions

The Basic Construction of all the dFunctions
Using DCOUNT, DMIN, DMAX, and DSUM

Data Validation and Consolidation

Importing and Exporting Data

Importing Data
Data Sources You Can Access
Importing a Text File
Importing from an Access Database

Microsoft Word 2013

Word 2013 - Intermediate (OT300)
7/20/2017 - College of Business Administration-Mammel Hall
Maybe you've been working with Microsoft Word for a while but have never known about all the shortcuts to help you get your work done faster! You will understand how Word uses Sections. You will work with Styles to apply a consistent format to your documents. You Will learn to create Tables of Contents and Indexes as well as using Word's Mail Merge feature.

Course Pre-Requisites:

Some Knowledge of MS Word: How to cut, copy paste, use page set up and format text.

Course Outline

  1. Paragraph Formatting
    1. Indenting Text
    2. Increasing Paragraph Spacing
    3. Working with Tabs
  2. Using Sections
    1. Creating Sections with a Document
    2. Controlling Headers and Footers
      1. Creating a Different Header or Footer for the Section
      2. Controlling Page Numbers
    3. Controlling Orientation
    4. Changing Vertical Alignment
  3. Using Styles
    1. Word's Standard Styles
    2. Advantages of Using Styles
    3. Applying Styles
    4. Creating and Modifying Styles Paragraph and Text Styles
    5. Changing the Normal Template
    6. Copying Styles from another Document or Template
    7. Using Styles to Create a Table of Contents
  4. Using Mail Merge
    1. Using the Mail Merge Wizard
    2. Using Mail Merge for Labels or Envelopes
    3. Selecting Data Records to be Merged
  5. Other Miscellaneous Shortcuts
    1. Copying Formats
    2. Formatting Tables
    3. Using the Thesaurus
    4. Creating Indexes
    5. Keyboard Shortcuts
     

PowerPoint

PowerPoint Fastracked (OT106)
6/29/2017 - College of Business Administration-Mammel Hall
DESIGN WITH A PURPOSE
Design Rules
Design that catches our attention
Design the way our brains work
Next Level Design

POWERPOINT BASICS
Changing Presentation Views
Reordering Slides in Slide Sorter
View

USING MASTERS
Accessing and Exiting the Masters
Understanding the Slide Master
Changing the Slide Master
Modifying Notes Pages Master
Changing the Handout Master

USING SLIDE SECTIONS
Inserting Sections
Removing and Moving Sections

USING IMAGES AND PICTURES
Using SmartArt
Using Picture Effects
Using Screenshots

ANIMATIONS AND TRANSITIONS
Animations
Transitions
Hidden Slides

USING TABLES AND CHARTS
Charting Explained
Modifying Charts
Using Tables

USING DIFFERENT OBJECT TYPES
Inserting a New Object
Inserting an Existing Object
Working with Video
Inserting Audio
Inserting a Hyperlink

ADVANCED SLIDE SHOW OPTIONS
Slide Timings
Using Pointer Options
 

Relational Database

Relational Database (OT008)
4/6/2017 - College of Business Administration-Mammel Hall
Learn the basics of relational database design. Students will discuss and create Entity-Relationship Models for several database scenarios. Students will learn and work with normalization and functional dependence. This class is ideal for those new to relational databases such as Microsoft Access or other Database Management systems.

Outline:

Advantages of Databases

Beginning Database Terms

Key Features of a Database System

Data Flow vs. Data Models

Define Entities
How Excel is not a DBMS

Primary Key
Functional Dependence
Represent all Keys
Indexes
Concatenated keys

Exercise: Define your first entities

Define Attributes
Value of using sample data

Exercise: Add to your original entities, add attributes

Make Associations or Relationships
One to One Relationships
Subclasses
Many to Many Relationships
Optional and Mandatory Relationships
Intra-Table or Recursive Relationships

Entity Relationship Diagrams

Practice Exercise

Basic Questions to Begin the Design

Practice Exercise

Normalization
Tables with Anomalies
Levels of Normalization
Normalization exercise
Limits of Normalization

Real Life Scenarios
Calculated Fields
Capturing the Effects of Time

Domain Restrictions
Column Characteristics
Column Data Types
Other Restrictions

 
Relational Database (OT008)
8/17/2017 - College of Business Administration-Mammel Hall
Learn the basics of relational database design. Students will discuss and create Entity-Relationship Models for several database scenarios. Students will learn and work with normalization and functional dependence. This class is ideal for those new to relational databases such as Microsoft Access or other Database Management systems.

Outline:

Advantages of Databases

Beginning Database Terms

Key Features of a Database System

Data Flow vs. Data Models

Define Entities
How Excel is not a DBMS

Primary Key
Functional Dependence
Represent all Keys
Indexes
Concatenated keys

Exercise: Define your first entities

Define Attributes
Value of using sample data

Exercise: Add to your original entities, add attributes

Make Associations or Relationships
One to One Relationships
Subclasses
Many to Many Relationships
Optional and Mandatory Relationships
Intra-Table or Recursive Relationships

Entity Relationship Diagrams

Practice Exercise

Basic Questions to Begin the Design

Practice Exercise

Normalization
Tables with Anomalies
Levels of Normalization
Normalization exercise
Limits of Normalization

Real Life Scenarios
Calculated Fields
Capturing the Effects of Time

Domain Restrictions
Column Characteristics
Column Data Types
Other Restrictions

 

Structured Query Language

Structured Query Language (OT009)
4/13/2017 - College of Business Administration-Mammel Hall
Learn Structured Query Language (SQL), the common language for interacting with a variety of database software. Create statements that join tables and group information. Use Insert, Delete, and Update to change records in a table. Use sub-queries to further refine the data returned. Learn to create outer joins.

Prerequisite: Relational Database Fundamentals workshop or equivalent experience

Outline:

SQL Overview

SQL Defined
The Two Branches of SQL
Typing in SQL

SELECT Statements

Displaying Multiple Columns
Order by Clause
Where Clause
With Text or Numbers
With Relational Operators
With And and Or
With In
Using Wildcards
Calculated and Concatenated Fields

Using Functions with Select

Combining Aggregates and Non-aggregates

Filtering Grouped Data

Sub-Queries

Joining Tables

Cartesian Product

Data Definition Language

Insert Into
Update
Delete

Creating and Using Views

 
Structured Query Language (OT009)
8/18/2017 - College of Business Administration-Mammel Hall
Learn Structured Query Language (SQL), the common language for interacting with a variety of database software. Create statements that join tables and group information. Use Insert, Delete, and Update to change records in a table. Use sub-queries to further refine the data returned. Learn to create outer joins.

Prerequisite: Relational Database Fundamentals workshop or equivalent experience

Outline:

SQL Overview

SQL Defined
The Two Branches of SQL
Typing in SQL

SELECT Statements

Displaying Multiple Columns
Order by Clause
Where Clause
With Text or Numbers
With Relational Operators
With And and Or
With In
Using Wildcards
Calculated and Concatenated Fields

Using Functions with Select

Combining Aggregates and Non-aggregates

Filtering Grouped Data

Sub-Queries

Joining Tables

Cartesian Product

Data Definition Language

Insert Into
Update
Delete

Creating and Using Views

 

Process Improvement

Lean Enterprise Certificate

5S Workplace Organization (LCS2)
Call Renee Held at (402) 564-0105 for current class dates.
Based on Five Pillars of the Visual Workplace, this course teaches the basics of five S's, the cleaning and straightening activities that are the foundation for all workplace improvements and for creating a Lean environment. This is the second class in the Lean Certificate Series.  
Cellular Flow Manufacturing (LCS5)
Call Renee Held at (402) 564-0105 for current class dates.
Learn how to reduce lead times, minimize work in process, optimize floor usage and improve productivity. You will experience a five-step process for designing and implementing work cells. This process applies to both assembly and machining applications and includes Kanban and Pull methodology. This is the 5th class in the Lean Enterprise Certificate Series. 
Principles of Lean Manufacturing (SCM003)
Please call Kim Harter at (402) 554-4095 or email kkharter@unomaha.edu for current class schedule.
Learn how to apply principles of Lean manufacturing to significantly improve processes. A mix of lecture and workplace simulation provides a firsthand experience of how Lean can improve quality, reduce costs, and increase productivity. 
Set-Up Reduction Quick Changeover (LCS3)
Call Renee Held at (402) 564-0105 for current class dates.
Learn the fundamental principles expressed by Dr. Shigeo Shingo in Single Minute Exchange of Dies (SMED). You will learn the standard methodology in applying SMED to any type set-up, changeover or process in any industry. This is the 3rd class in the Lean Enterprise Certificate Series. 
Standardized Work (LCS6)
Call Renee Held at (402) 564-0105 for current class dates.
Providing a baseline for measuring improvement, this hands on course will demonstrate how to analyze the interaction of people, materials, methods and machines in a work process. You will learn to develop the most effective combination of resources and time to reduce waste. This is the 6th class in the Lean Enterprise Certificate Series. 
Value Stream Mapping (LCS4)
Call Renee Held at (402) 564-0105 for current class dates.
Learn how to eliminate wast by mapping the flow of products from raw materials to the final product. Participants will create current and future state maps for their own company's value stream during the workshop. This is the 4th class in the Lean Enterprise Certificate series. 

Next Level Lean Certificate

Achieving OEE Through Total Productive Maintenance (NLL005)
Call (402) 554-4095 or email (kkharter@unomaha.edu) for class dates.
Examine the power of Overall Equipment Effectiveness as a building block of Total Productive Maintenance (TPM). You will learn what data is required to understand where the equipment wastes are happening and analyze to improve equipment productivity.

Many times the 8 wastes created by equipment are overlooked as a means to improve product flow, reduce costs, improve customer delivery and produce product in a more flexible manner. By understanding the 8 equipment wastes, a company is able to improve on-time-deliver, and enter new markets for its products. Overall Equipment Effectiveness allows companies to pull separate business functions together with a single useful metric. Examine the power of applying OEE as a building block of TPM. This workshop is a mix of case study and learning hands on exercises. Participants will learn what data is required to understand where the equipment wastes are happening and then analyze to improve equipment productivity and implement change in your factory. 
Coaching Through Problem Solving (NLL004)
Call (402) 554-4095 or email (kkharter@unomaha.edu) for class dates.
Learn to use the A3 management process to solve problems, gain agreement, mentor and lead. You will practice problem solving through a simulation exercise. Case studies of typical coaching sessions with mentor/mentee discussions will be presented and analyzed.

DAY ONE
Using well-defined steps in A3, teams will work through a case study and an in-class example. Eadh team will complete and present
Problem Statement
Components of a well written problem statement
Importance of team agreement and leadership needed to get it
Current Condition
Pareto - Practice with a case study
Control chart - Each team will complete with an in-class example
Spaghetti diagram - Practice with a case study
Root Cause Analysis
Fishbone - Each team will complete with an in-class example
5 Whys - Each team will complete with an in-class example
8 Wastes - Practice with a case study
Countermeasures (Experiments) - Each team will complete with an in-class example
Confirmation (Results) - Each team will complete with an in-class example
Follow up (Actions) - Each team will complete with in-class example

Depending on the effectiveness of their solution, teams may need to try another series of Countermeasures, Confirmation and Follow Up
Assignment before the next class: A Problem Statement and Current Condition for a work problem

DAY TWO
Problem Statement - should have been done as homework - will be presented to the rest of the class
Current Condition - should have been done as homework - will be presented to the rest of the class
Root Cause Analysis - done in teams for at least one of the homework problems, then presented to the rest of the class
Countermeasures (Experiments) - plan done in teams for at least one of the homework problems
Project Management
Charter and its relationship to the problem statement
Create a Work Breakdown Structure for a sam 
Creating a Culture of Continuous Improvement (NLL001)
Call (402) 554-4095 or email (kkharter@unomaha.edu) for class dates.
True continuous improvement requires an organizational culture change. Discover the keys to maximizing productivity - harnessing the creative power of people! You will learn through case studies and hands-on exercises what is required to create a Culture of Continuous Improvement to transform a Business from the inside out. Real continuous improvement requires an organizational culture change. Discover the key to maximizing productivity - harnessing the creative power of people!

You will learn about:
Creating an environment that is conducive to collaboration
A framework that allows people at all levels of the organization to know if they are "winning" or "losing" each day
Cultural elements and Lean Behaviors that are critical to sustaining process improvement such as servant leadership
Performance Management - you get what you measure 
Servant Leadership & The Lean Manager (NLL002)
Call (402) 554-4095 or email (kkharter@unomaha.edu) for class dates.
Learn how to empower people to reach goals and collaborate on decisions. You will learn the foundational tenets of Servant Leadership and discover techniques for nurturing it in your organization. You will design a plan of action during the workshop and develop the confidence to implement it at your workplace.

Learning Objectives

  • Understand the basic tenants and the behaviors of servant leaders
  • Learn your areas of strengths and weaknesses
  • Practice some servant leader skills: collaboration, listening, persuasion, conflict management,
  • Learn how to use some tools that will prove helpful along your path
  • Create an action plan for yourself and one for your team

Benefits

  • Enable better team work and collaboration among your teams with strong servant leaders.
  • More productive teams working well together, accomplishing more than can be done individually.
  • Leaders that are comfortable in their roles.

Course Outline

Day One

The Mars Rover Exercise

Kinds of Leadership

            Traditional
            Passive
            Collaborative/Servant

Greenleaf’s Servant Leadership

  • What Servant Leadership is NOT
  • Contrasted with Selfish Leadership – a Case Study
  • Characteristics of Servant Leaders
  • Complete a Questionnaire
  • “Win as Much as You Can” game

Nuts & Bolts: The place of management
Homework: Use collaboration in one situation – prepare to present it to the class in the next session.

Day Two
Reports from Homework Assignment
Engage
 

Understanding the Financial Benefits of Lean (NLL003)
Call (402) 554-4095 or email (kkharter@unomaha.edu) for class dates.
Getting an organization to support any project can sometimes be difficult, but is always important. Without support, efforts will inevitably face resistance and risk loss of funding or legitimacy. "Benefits of Lean" is a course designed specifically to help students identify key benefits of their lean project and use that information to ensure support in their organization. Topics will include: identifying benefits, calculating ROI and reading Profit & Loss Statement and Building a powerful narrative to gain influence. The curriculum will include templates for future use. The session will be hands-on, focusing on a style that give students a safe environment to calculate their benefits and build their pitch with help from the instructor and others facing the same issues. 

Project Management

Agile 101

Agile 101 (PM005)
4/21/2017 - College of Business Administration-Mammel Hall
Get an overview of agile models getting the most attention in Omaha workplaces: Scrum, Kanban and Lean (including Lean Software Development). You will understand the pratcical problems associated with adoption of any new practice and receive pratcical tips onappying one or more agile models at your company. Learn about effective habits of low-tech management, about information radiators and about feedback offered early and often. 
Agile 101 (PM005)
10/19/2017 - College of Business Administration-Mammel Hall
Get an overview of agile models getting the most attention in Omaha workplaces: Scrum, Kanban and Lean (including Lean Software Development). You will understand the pratcical problems associated with adoption of any new practice and receive pratcical tips onappying one or more agile models at your company. Learn about effective habits of low-tech management, about information radiators and about feedback offered early and often. 

Agile for Managers

Agile for Managers (PM007)
4/20/2017 - College of Business Administration-Mammel Hall
You will learn what distinguishes Agile and Lean models in business. We will discuss typical reactions(some wildly positive and some less enthusiastic) to teams who use agile models and consider the cultural challenges of converting between any development models. You will learn what improvements other organizations (perhaps some with whom your organization competes!) have experienced. 

Building 4-Dimensional Teams

Building 4-Dimensional Teams (PM003)
5/11/2017 - College of Business Administration-Mammel Hall
You will learn how to assess team members to discover and take advantage of their naturally strongest dimension. You will discover how to improve the eight behaviors to create a well balanced 4-D team. The methodology is based on the NASA 4-D team building process used for the Space Shuttle, space telescopes, robots on Mars and the mission back to the moon.

Outline:

The Power of Context

Attention-Mindset-Behavior-Results

Introduction of the 4-Dimensional System

Using the 4-Dimensional System to color your personality

Your natural dimension
Becoming 4-dimensional

Story lines-red or green?

Naming emotions so you can manage them

Express appreciation

HAPPS

The importance of inclusion

Building trustworthy contexts

Creating the future you want

Your team can't afford drama

 
Building 4-Dimensional Teams (PM003)
8/10/2017 - College of Business Administration-Mammel Hall
You will learn how to assess team members to discover and take advantage of their naturally strongest dimension. You will discover how to improve the eight behaviors to create a well balanced 4-D team. The methodology is based on the NASA 4-D team building process used for the Space Shuttle, space telescopes, robots on Mars and the mission back to the moon.

Outline:

The Power of Context

Attention-Mindset-Behavior-Results

Introduction of the 4-Dimensional System

Using the 4-Dimensional System to color your personality

Your natural dimension
Becoming 4-dimensional

Story lines-red or green?

Naming emotions so you can manage them

Express appreciation

HAPPS

The importance of inclusion

Building trustworthy contexts

Creating the future you want

Your team can't afford drama

 

Communicating Projects Visually

Communicating Projects Visually (PM012)
5/18/2017 - College of Business Administration-Mammel Hall
How much time do you spend planning project communications? Or is it one of those tasks that “we’ll just do, we don’t need a plan”? Is the only project communication done through status reports? In almost every study, communications is the number one problem a project manager has on a project. It’s also true that 90% of a project manager’s time is spent communicating.

Beginning project managers issue status reports; good project managers have a short plan; great project managers do both of those plus identify communications to all stakeholders and frequently revisit communication throughout the project. Why not be great? This class focuses on the importance of visual communication and some hands on tools to help it happen.

Prerequisite: Successful Project Management or IT Project Management

Outline:

 

Communicating Projects Visually (PM012)
9/28/2017 - College of Business Administration-Mammel Hall
How much time do you spend planning project communications? Or is it one of those tasks that “we’ll just do, we don’t need a plan”? Is the only project communication done through status reports? In almost every study, communications is the number one problem a project manager has on a project. It’s also true that 90% of a project manager’s time is spent communicating.

Beginning project managers issue status reports; good project managers have a short plan; great project managers do both of those plus identify communications to all stakeholders and frequently revisit communication throughout the project. Why not be great? This class focuses on the importance of visual communication and some hands on tools to help it happen.

Prerequisite: Successful Project Management or IT Project Management

Outline:

 

Communicating with Project Stakeholders

Communicating with Project Stakeholders (PM011)
5/19/2017 - College of Business Administration-Mammel Hall

You will consider the importance of stakeholder managementfor project success. You will step through the processes involved - identify,assess, and prioritize - as well as consider the ethical issues of stakeholdermanagement. You will complete the class with a plan on how to communicate withand manage your project stakeholders.

1.4 communication circles

2.Project Management

2.1.Project organization

2.2.Project phases

3.3 step process

3.1.Identify

3.1.1.Define

3.1.2.Keep it visual

3.1.3.Plan

Communicating with Project Stakeholders (PM011)
9/29/2017 - College of Business Administration-Mammel Hall

You will consider the importance of stakeholder managementfor project success. You will step through the processes involved - identify,assess, and prioritize - as well as consider the ethical issues of stakeholdermanagement. You will complete the class with a plan on how to communicate withand manage your project stakeholders.

1.4 communication circles

2.Project Management

2.1.Project organization

2.2.Project phases

3.3 step process

3.1.Identify

3.1.1.Define

3.1.2.Keep it visual

3.1.3.Plan

Core Principles for Business Analysis (BA002)
9/7/2017 - College of Business Administration-Mammel Hall
You will learn business analysis and its principles, practices, roles and responsibilities. If you are a new business analyst or experienced in your role, you will appreciate this high quality course as you create an actual feasibility study and business case. Instruction as well as group exercises keep you engaged and encourage you to share personal experiences.

Outline:

What is Business Analysis?

What is Business Analysis?
What is the BABOK?
Business Analysis Environment
BA Overview

Determining the rigor of BA needed

Define Business Need
Triggers and Drivers
Input ? Business Goals and Objectives
Techniques
Benchmarking
Root Cause Analysis
'Output ? Desired Outcome

Assess Capability Gaps
Determine Solution Approach

Techniques
Feasibility Studies
Estimating

Define Solution Scope

Techniques
Problem or Vision Statement

Define Business Case

Techniques
Decision Analysis
Cost Benefit Analysis
SWOT Analysis
Risk Assessment
Sample Business Cases

Case Study

 

Ethical Decision Making

Ethical Decision Making (AL037)
4/20/2017 - College of Business Administration-Mammel Hall
Workplace dilemmas can create difficult choices. They cause individuals to deal with issues of character. They test one's ethics.
A central part of being a professional is the commitment to act ethically in the execution of one's professional duties. Ethical behavior provides protection from civil suits, from damage to reputation, and from loss of professional licensure.
Through discussion, video examples and case studies, this program will examine issues that impact an individual's ability to act ethically in its service delivery, vendor relations and public interactions.

EXPECTED BENEFITS:
The over-arching goal of this program is to provide a structured method to approach, discuss and resolvle ethical issues, problems and dilemmas. At the end of this class, participants will be able to:
1. Outline the business case for enhanced ethical awareness and actions.
2. Identify and examine objectively, issues that have ethical implications.
3. Recognize the "derailers" that could lead to unethical actions.
4. Learn a process to make ethical decisions that promote responsibility and integrity.


Participants who operate under the umbrella of a professional code of ethics or professional practice (e.g. accountants, physicians, engineers, teachers, architects, etc.) should bring a copy of their specific codes to the class. 

IT Project Management

IT Project Management (PM008)
8/17/2017 - College of Business Administration-Mammel Hall

In this PMBOK-aligned course you will learn how to bring IT projects in on schedule and under budget. You will build a Project Charter & Definition which will define the project and serve as your agreement to set expectations with your sponsor and stakeholders. You will then learn in detail how to use the information from the Project Charter & Definition to estimate the project hours, duration and cost, resulting in a project plan that will allow you to successfully manage and report on project progress.

The ability to categorize & prioritize different types of requests and issues is vital to time management and control. You willl learn how to identify and run scope changes through the scope process. You will also learn that risks are those potential problems that typically show up as excuses during the project and review how to assess risk and monitor it during your project.

An introduction to Quality Assurance & Control Planning to measure and improve project management service levels and project deliverables will be given. Finally the steps in closing a project will be addressed -- sign-off, gauge satisfaction, archive documents and produce Lessons Learned to continually improve the project process going forward.

You will learn to incorporate best practices into real world projects. This workshop blends current information, case studies and project simulations to strengthen your IT project management skills. Students will be supplied templates to use in creating project management processes back at the office.

Outline:

History

When to use Agile (Scrum) v PMBOK

Plan: Plan the work

Define Work
Build Schedule & Budget

Manage ( Execute ): Work the plan

Barchart & Budget
Scope
Risk
Issue 

Microsoft Project 2013

Microsoft Project 2013 (PM004)
7/27/2017 - College of Business Administration-Mammel Hall
You will gain the skills and techniques to develop a project schedule using this powerful Microsoft software. In addition to familiarizing yourself with the ribbon interface, you will assign task dependencies, resources, and create leads and lags. Use and customize views, tables, filters, sorts, and reports to display your data the way you desire. You can track projects by establishing baselines and assigning costs to resources and tasks. Learn the new features of manual scheduling, inactive tasks, and timeline view.

Prerequisite: Successful Project Management or IT Project Management

Outline:

A Guided Tour of Project

Using the Backstage to set options
Using Templates

Creating a Task List

Entering Tasks and Durations
Organizing Tasks into Phases
Linking Tasks
Switching Scheduling from Manual to Automatic

Setting up Resources

Setting up Work Resources
Entering Resource Capacity
Entering Pay Rates
Adjusting Working Time for Individual Resources

Assigning Resources to Tasks

Controlling Work when Adding or Removing Assignments

Formatting and Sharing Your Plan

Customizing the Gantt View
Customizing the Timeline View
Copying and Printing Views
Customizing and Printing Reports

Tracking Progress on Tasks

Saving a Baseline
Entering Completion Percentages
Entering Actual Values

Fine-Tuning Task Details

Adjusting Relationships
Setting Task Constraints
Changing Task Type
Entering Fixed Costs
Scheduling Summary Tasks Manually
Inactivating Tasks

Organizing Project Details

Sorting
 
Microsoft Project 2013 (PM004)
11/10/2017 - College of Business Administration-Mammel Hall
You will gain the skills and techniques to develop a project schedule using this powerful Microsoft software. In addition to familiarizing yourself with the ribbon interface, you will assign task dependencies, resources, and create leads and lags. Use and customize views, tables, filters, sorts, and reports to display your data the way you desire. You can track projects by establishing baselines and assigning costs to resources and tasks. Learn the new features of manual scheduling, inactive tasks, and timeline view.

Prerequisite: Successful Project Management or IT Project Management

Outline:

A Guided Tour of Project

Using the Backstage to set options
Using Templates

Creating a Task List

Entering Tasks and Durations
Organizing Tasks into Phases
Linking Tasks
Switching Scheduling from Manual to Automatic

Setting up Resources

Setting up Work Resources
Entering Resource Capacity
Entering Pay Rates
Adjusting Working Time for Individual Resources

Assigning Resources to Tasks

Controlling Work when Adding or Removing Assignments

Formatting and Sharing Your Plan

Customizing the Gantt View
Customizing the Timeline View
Copying and Printing Views
Customizing and Printing Reports

Tracking Progress on Tasks

Saving a Baseline
Entering Completion Percentages
Entering Actual Values

Fine-Tuning Task Details

Adjusting Relationships
Setting Task Constraints
Changing Task Type
Entering Fixed Costs
Scheduling Summary Tasks Manually
Inactivating Tasks

Organizing Project Details

Sorting
 

PMP Exam Prep

PMP Exam Prep (PM002)
5/4/2017 - College of Business Administration-Mammel Hall
Get the resources and confidence you need to pass the PMP Exam! Accelerated four-day instructor-led prep course fulfilling all contact hours required for the PMP Exam. You will receive an exam prep book from a best-selling author along with a 3-month subscription to online prep materials and sample test questions, CDs and flashcards that review the content, and your own copy of the PMBOK Guide.
Exam simulation is designed to simulate actual exams in every detail, includes a walk-through of the application process.
Prerequisites:

Prior to enrolling you should have taken a basic project management course - consider taking either our NBDC Successful Project Management or IT Project Management
Verified you are eligible to take the PMP Exam.


Materials:
A study book and online practice exam are provided. "A Guide to the Project Management Body of Knowledgeby Project Management Institute is provided. If you already have a guide, a different study book of similar value will be provided. If you would like us to order a different book email bgiesbrecht@unomaha.edu subject=PMBOK

Outline:
The PMP Exam
Are you Ready for the Exam?
How to Study for the Exam
Qualify to Take the Exam
Apply to Take the Exam
What is the Exam like?
Common PM Errors and Pitfalls
Project Management Framework
Project Management Processes
Integration Management
Project Charter
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communications Management
Risk Management
Procurement Management
Professional and Social Responsibility
PMI's PMP Code of Professional Conduct 
PMP Exam Prep (PM002)
11/2/2017 - College of Business Administration-Mammel Hall
Get the resources and confidence you need to pass the PMP Exam! Accelerated four-day instructor-led prep course fulfilling all contact hours required for the PMP Exam. You will receive an exam prep book from a best-selling author along with a 3-month subscription to online prep materials and sample test questions, CDs and flashcards that review the content, and your own copy of the PMBOK Guide.
Exam simulation is designed to simulate actual exams in every detail, includes a walk-through of the application process.
Prerequisites:

Prior to enrolling you should have taken a basic project management course - consider taking either our NBDC Successful Project Management or IT Project Management
Verified you are eligible to take the PMP Exam.


Materials:
A study book and online practice exam are provided. "A Guide to the Project Management Body of Knowledgeby Project Management Institute is provided. If you already have a guide, a different study book of similar value will be provided. If you would like us to order a different book email bgiesbrecht@unomaha.edu subject=PMBOK

Outline:
The PMP Exam
Are you Ready for the Exam?
How to Study for the Exam
Qualify to Take the Exam
Apply to Take the Exam
What is the Exam like?
Common PM Errors and Pitfalls
Project Management Framework
Project Management Processes
Integration Management
Project Charter
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communications Management
Risk Management
Procurement Management
Professional and Social Responsibility
PMI's PMP Code of Professional Conduct 

Prioritize or Agonize

Prioritize or Agonize (BA001)
3/23/2017 - College of Business Administration-Mammel Hall
Are you feeling overwhelmed by a "to-do" list that is pages long and growing? Don't miss this opportunity to learn the essential skills of time management that will help you organize and complete your daily tasks. You will take away workable ideas on how to better manage your responsibilities so that - rather than yesterday's unfinished business - you can start each day on something new!

Outline:

The clock or the compass

Addiction to urgency

Introduction of the 4 quadrants--where do you spend your time?

The freedom to choose

The 6 steps to better choices

1. Connect with your vision and mission
2. Identify your roles
3. Select quadrant ii goals in each role
4. Create a decision-making framework for the week
5. Exercise integrity in the moment
6. Evaluate

Cycles

Conduct a priorities feedback session

Wisdom from the circus

Exploration of simple ideas to help

 
Prioritize or Agonize (BA001)
6/22/2017 - College of Business Administration-Mammel Hall
Are you feeling overwhelmed by a "to-do" list that is pages long and growing? Don't miss this opportunity to learn the essential skills of time management that will help you organize and complete your daily tasks. You will take away workable ideas on how to better manage your responsibilities so that - rather than yesterday's unfinished business - you can start each day on something new!

Outline:

The clock or the compass

Addiction to urgency

Introduction of the 4 quadrants--where do you spend your time?

The freedom to choose

The 6 steps to better choices

1. Connect with your vision and mission
2. Identify your roles
3. Select quadrant ii goals in each role
4. Create a decision-making framework for the week
5. Exercise integrity in the moment
6. Evaluate

Cycles

Conduct a priorities feedback session

Wisdom from the circus

Exploration of simple ideas to help

 
Prioritize or Agonize (BA001)
12/14/2017 - College of Business Administration-Mammel Hall
Are you feeling overwhelmed by a "to-do" list that is pages long and growing? Don't miss this opportunity to learn the essential skills of time management that will help you organize and complete your daily tasks. You will take away workable ideas on how to better manage your responsibilities so that - rather than yesterday's unfinished business - you can start each day on something new!

Outline:

The clock or the compass

Addiction to urgency

Introduction of the 4 quadrants--where do you spend your time?

The freedom to choose

The 6 steps to better choices

1. Connect with your vision and mission
2. Identify your roles
3. Select quadrant ii goals in each role
4. Create a decision-making framework for the week
5. Exercise integrity in the moment
6. Evaluate

Cycles

Conduct a priorities feedback session

Wisdom from the circus

Exploration of simple ideas to help

 

Process Mapping for Business Improvement

Process Mapping for Business Improvement (BA004)
5/25/2017 - College of Business Administration-Mammel Hall

Process mapping is a highly effective way to discover how your business really works and to identify where crucial improvements are needed. By making strategic change, your business can become more efficient, effective, and responsive to customer needs. In this highly interactive workshop, you will learn to use a wide range of mapping tools and techniques to manage and describe processes. You will learn how to:

  • Capture and understand business rules and practices.
  • Measure business process effectiveness.
  • Organize and lead a team in process mapping.
  • Launch an improvement initiative.
  • Align your business strategy with process change.

 

Outline

Overview of the 3 kinds of maps

When do we map?
            As is or Current state
            Methodologies to employ
            Future state

Why do we map processes?
            Where do most organizational problems arise?

Definitions
            Primary vs. Secondary processes
            From where do most organizational problems arise?

Who is involved in Mapping?

Methods to get the information to map

Relational Maps

Cross-Functional Process Maps

Basic Symbols in Mapping

Case Study 
            Teams create an intermediate level process map with swim lanes
            Adding time
            Value added vs. non-value added

Flowchart Maps

Moving from Current to Future State
            7 principles to improve flow

How to pick a process to improve

Process Mapping for Business Improvement (BA004)
10/10/2017 - College of Business Administration-Mammel Hall

Process mapping is a highly effective way to discover how your business really works and to identify where crucial improvements are needed. By making strategic change, your business can become more efficient, effective, and responsive to customer needs. In this highly interactive workshop, you will learn to use a wide range of mapping tools and techniques to manage and describe processes. You will learn how to:

  • Capture and understand business rules and practices.
  • Measure business process effectiveness.
  • Organize and lead a team in process mapping.
  • Launch an improvement initiative.
  • Align your business strategy with process change.

 

Outline

Overview of the 3 kinds of maps

When do we map?
            As is or Current state
            Methodologies to employ
            Future state

Why do we map processes?
            Where do most organizational problems arise?

Definitions
            Primary vs. Secondary processes
            From where do most organizational problems arise?

Who is involved in Mapping?

Methods to get the information to map

Relational Maps

Cross-Functional Process Maps

Basic Symbols in Mapping

Case Study 
            Teams create an intermediate level process map with swim lanes
            Adding time
            Value added vs. non-value added

Flowchart Maps

Moving from Current to Future State
            7 principles to improve flow

How to pick a process to improve

Quality Tools for Project Managers

Quality Tools for Project Managers (PM009)
6/1/2017 - College of Business Administration-Mammel Hall

This is a hands-on class where you explore different methods of obtaining metrics and how to use them to guide your actions. You will learn the characteristics of a good metric; each student is assigned a metric to gather during the course of the class. You will overview quality management, then work with run and control charts. You and a partner will use the House of Quality for an upcoming decision, which you will then present to the rest of the class. You will learn Deming's 14 points of quality, the seven basic tools of quality, and explore frequency distribution charts. You will complete a force field analysis, 5W2h, and an Is-Is Not Matrix. You will create a meeting evaluation plan to keep meetings high quality in your environment.

 
Quality Tools for Project Managers (PM009)
12/7/2017 - College of Business Administration-Mammel Hall

This is a hands-on class where you explore different methods of obtaining metrics and how to use them to guide your actions. You will learn the characteristics of a good metric; each student is assigned a metric to gather during the course of the class. You will overview quality management, then work with run and control charts. You and a partner will use the House of Quality for an upcoming decision, which you will then present to the rest of the class. You will learn Deming's 14 points of quality, the seven basic tools of quality, and explore frequency distribution charts. You will complete a force field analysis, 5W2h, and an Is-Is Not Matrix. You will create a meeting evaluation plan to keep meetings high quality in your environment.

 

Requirements Elicitation Methods and Models

Requirements Elicitation Methods and Models (BA003)
4/6/2017 - College of Business Administration-Mammel Hall

According to the Standish Group, 44% of all projects fail and 72% of all mission-critical software projects fail to produce what the customer wants. This beginning level workshop focuses on how to define functions, attributes, constraints, preferences, and expectations from the clients. Techniques to gather the requirements will start with Brainstorming and conclude with Reverse Engineering, with participants practicing at least five of the methods. This class is BABOK (Business Analysis Body of Knowledge) aligned.

Duration: This is a 3-day course
Prerequisites: Successful Project Management or IT Project Management is beneficial but not required.

The Context for Requirements Elicitation

  • Knowledge Areas
  • Definition of Requirement
  • Working with Requirements in a Project Environment

The Importance of Good Requirements

  • Development vs. Management
  • Vision and Scope

The Requirements Process

  • Sample Processes
  • What would work for you?

The Requirements Stakeholders

  • Defined
  • Categories of Stakeholders
  • When Stakeholders Collide

Requirements Elicitation Techniques

  • Benchmarking
  • Brainstorming Practice 
  • Business Rules Analysis
  • Collaborative Games Practice
    • Practice a Product Box
    • Practice an Affinity Diagram
    • Practice a Fishbowl
  • Concept Modeling
  • Data Mining
  • Data Modeling
  • Document Analysis 
  • Focus Groups
  • Interface Analysis Practice
  • Interviews Practice 
  • Mind Mapping Practice
  • Observation < 
Requirements Elicitation Methods and Models (BA003)
9/21/2017 - College of Business Administration-Mammel Hall

According to the Standish Group, 44% of all projects fail and 72% of all mission-critical software projects fail to produce what the customer wants. This beginning level workshop focuses on how to define functions, attributes, constraints, preferences, and expectations from the clients. Techniques to gather the requirements will start with Brainstorming and conclude with Reverse Engineering, with participants practicing at least five of the methods. This class is BABOK (Business Analysis Body of Knowledge) aligned.

Duration: This is a 3-day course
Prerequisites: Successful Project Management or IT Project Management is beneficial but not required.

The Context for Requirements Elicitation

  • Knowledge Areas
  • Definition of Requirement
  • Working with Requirements in a Project Environment

The Importance of Good Requirements

  • Development vs. Management
  • Vision and Scope

The Requirements Process

  • Sample Processes
  • What would work for you?

The Requirements Stakeholders

  • Defined
  • Categories of Stakeholders
  • When Stakeholders Collide

Requirements Elicitation Techniques

  • Benchmarking
  • Brainstorming Practice 
  • Business Rules Analysis
  • Collaborative Games Practice
    • Practice a Product Box
    • Practice an Affinity Diagram
    • Practice a Fishbowl
  • Concept Modeling
  • Data Mining
  • Data Modeling
  • Document Analysis 
  • Focus Groups
  • Interface Analysis Practice
  • Interviews Practice 
  • Mind Mapping Practice
  • Observation < 

Running Productive Meetings

Running Productive Meetings (AL013)
3/23/2017 - College of Business Administration-Mammel Hall
Untitled Document We all spend much of our working time in meetings, yet we feel they are not as productive as we would like. Students in this class will learn first hand how to run an effective meeting because the entire class is held as a well-run meeting. Teams will then plan and conduct their own meeting.

Prerequisite: This workshop is for anyone who has to plan and run any meeting - formal or informal, small or large, frequently or infrequently.

 

Outline

Begin Well

  • Self-evaluation of your last meeting – use of this as a checklist in future
  • Overview of the five steps to an effective meeting

1. Attempt to talk yourself out of the meeting

2. Get specific on outcomes

  • Practice writing a good outcome statement

3. Craft a structured thought agenda

  • Practice writing a structured thought agenda

4. Involve relevant stakeholders

  • Doing your homework on why each person should be in the meeting
  • Meeting roles
  • Setting ground rules

5. Facilitating a collaborative meeting

  • The Basics of collaboration
    • Definition of collaboration
    • Heuristic vs. Algorithmic problem solving
    • Principles of Collaboration
  • Building consensus a phase at a time:
    • Problem space
      • Perception: Is there really a problem?
      • Practice writing a good problem statement
      • Practice getting agreement on the problem statement with a volunteer facilitator and recorder
      • Analysis with Pareto, Fishbone, and  
Running Productive Meetings (AL013)
6/22/2017 - College of Business Administration-Mammel Hall
Untitled Document We all spend much of our working time in meetings, yet we feel they are not as productive as we would like. Students in this class will learn first hand how to run an effective meeting because the entire class is held as a well-run meeting. Teams will then plan and conduct their own meeting.

Prerequisite: This workshop is for anyone who has to plan and run any meeting - formal or informal, small or large, frequently or infrequently.

 

Outline

Begin Well

  • Self-evaluation of your last meeting – use of this as a checklist in future
  • Overview of the five steps to an effective meeting

1. Attempt to talk yourself out of the meeting

2. Get specific on outcomes

  • Practice writing a good outcome statement

3. Craft a structured thought agenda

  • Practice writing a structured thought agenda

4. Involve relevant stakeholders

  • Doing your homework on why each person should be in the meeting
  • Meeting roles
  • Setting ground rules

5. Facilitating a collaborative meeting

  • The Basics of collaboration
    • Definition of collaboration
    • Heuristic vs. Algorithmic problem solving
    • Principles of Collaboration
  • Building consensus a phase at a time:
    • Problem space
      • Perception: Is there really a problem?
      • Practice writing a good problem statement
      • Practice getting agreement on the problem statement with a volunteer facilitator and recorder
      • Analysis with Pareto, Fishbone, and  
Running Productive Meetings (AL013)
12/14/2017 - College of Business Administration-Mammel Hall
Untitled Document We all spend much of our working time in meetings, yet we feel they are not as productive as we would like. Students in this class will learn first hand how to run an effective meeting because the entire class is held as a well-run meeting. Teams will then plan and conduct their own meeting.

Prerequisite: This workshop is for anyone who has to plan and run any meeting - formal or informal, small or large, frequently or infrequently.

 

Outline

Begin Well

  • Self-evaluation of your last meeting – use of this as a checklist in future
  • Overview of the five steps to an effective meeting

1. Attempt to talk yourself out of the meeting

2. Get specific on outcomes

  • Practice writing a good outcome statement

3. Craft a structured thought agenda

  • Practice writing a structured thought agenda

4. Involve relevant stakeholders

  • Doing your homework on why each person should be in the meeting
  • Meeting roles
  • Setting ground rules

5. Facilitating a collaborative meeting

  • The Basics of collaboration
    • Definition of collaboration
    • Heuristic vs. Algorithmic problem solving
    • Principles of Collaboration
  • Building consensus a phase at a time:
    • Problem space
      • Perception: Is there really a problem?
      • Practice writing a good problem statement
      • Practice getting agreement on the problem statement with a volunteer facilitator and recorder
      • Analysis with Pareto, Fishbone, and  

Successful Project Management

Successful Project Management (PM001)
4/4/2017 - College of Business Administration-Mammel Hall
You will learn time-tested, PMBOK-aligned techniques for planning, implementing, and completing projects to produce desired results on time and within budget. You will use project management tools to set and achieve measurable objectives,estimate project time and costs, determine project scope, manage resource requirements and control project results. The course includes an interactive exercise in which students manage aproject from planning through measurement of results.

A PMP-certified instructor introduces participants to the project management processes through practical exercises and demonstrations. Students placed into small teams must plan a project, gain approval for each project deliverable and execute their project plan. Each project is measured on its results. This is not a virtual, computer simulation but is a hands-on activity that allows students to experience an actual project.

Outline:

Module 1: Introduction to Project Management

Lesson 1: Recognize Basic Project Management Methodology
  • Five Processes
    • How the Processes Overlap
    • Matrix with Processes and Knowledge Areas
  • Beginning Vocabulary
Lesson 2: Recognize when to use formalized Project Management
  • Defining Projects by Time, Cost, Quality, Scope
  • Describe Projects in Risk and Size.
  • Why do Projects Fail or Succeed?
  • Steps to Managing Projects
Lesson 3: Projects are about people
  • Tips on Working with Project Teams
  • Identify your Organizational Structure
  • Skills for Project Managers and for Project Teams

Module 2: Initiate

Lesson 1:The primary Initiate document - The Project Charter
  • Inputs and Outputs
  • Project Charter - Background, Objectives, Preliminary  
Successful Project Management (PM001)
7/13/2017 - College of Business Administration-Mammel Hall
You will learn time-tested, PMBOK-aligned techniques for planning, implementing, and completing projects to produce desired results on time and within budget. You will use project management tools to set and achieve measurable objectives,estimate project time and costs, determine project scope, manage resource requirements and control project results. The course includes an interactive exercise in which students manage aproject from planning through measurement of results.

A PMP-certified instructor introduces participants to the project management processes through practical exercises and demonstrations. Students placed into small teams must plan a project, gain approval for each project deliverable and execute their project plan. Each project is measured on its results. This is not a virtual, computer simulation but is a hands-on activity that allows students to experience an actual project.

Outline:

Module 1: Introduction to Project Management

Lesson 1: Recognize Basic Project Management Methodology
  • Five Processes
    • How the Processes Overlap
    • Matrix with Processes and Knowledge Areas
  • Beginning Vocabulary
Lesson 2: Recognize when to use formalized Project Management
  • Defining Projects by Time, Cost, Quality, Scope
  • Describe Projects in Risk and Size.
  • Why do Projects Fail or Succeed?
  • Steps to Managing Projects
Lesson 3: Projects are about people
  • Tips on Working with Project Teams
  • Identify your Organizational Structure
  • Skills for Project Managers and for Project Teams

Module 2: Initiate

Lesson 1:The primary Initiate document - The Project Charter
  • Inputs and Outputs
  • Project Charter - Background, Objectives, Preliminary  
Successful Project Management (PM001)
10/5/2017 - College of Business Administration-Mammel Hall
You will learn time-tested, PMBOK-aligned techniques for planning, implementing, and completing projects to produce desired results on time and within budget. You will use project management tools to set and achieve measurable objectives,estimate project time and costs, determine project scope, manage resource requirements and control project results. The course includes an interactive exercise in which students manage aproject from planning through measurement of results.

A PMP-certified instructor introduces participants to the project management processes through practical exercises and demonstrations. Students placed into small teams must plan a project, gain approval for each project deliverable and execute their project plan. Each project is measured on its results. This is not a virtual, computer simulation but is a hands-on activity that allows students to experience an actual project.

Outline:

Module 1: Introduction to Project Management

Lesson 1: Recognize Basic Project Management Methodology
  • Five Processes
    • How the Processes Overlap
    • Matrix with Processes and Knowledge Areas
  • Beginning Vocabulary
Lesson 2: Recognize when to use formalized Project Management
  • Defining Projects by Time, Cost, Quality, Scope
  • Describe Projects in Risk and Size.
  • Why do Projects Fail or Succeed?
  • Steps to Managing Projects
Lesson 3: Projects are about people
  • Tips on Working with Project Teams
  • Identify your Organizational Structure
  • Skills for Project Managers and for Project Teams

Module 2: Initiate

Lesson 1:The primary Initiate document - The Project Charter
  • Inputs and Outputs
  • Project Charter - Background, Objectives, Preliminary  
Successful Project Management (PM001)
10/26/2017 - UNICO Group
You will learn time-tested, PMBOK-aligned techniques for planning, implementing, and completing projects to produce desired results on time and within budget. You will use project management tools to set and achieve measurable objectives,estimate project time and costs, determine project scope, manage resource requirements and control project results. The course includes an interactive exercise in which students manage aproject from planning through measurement of results.

A PMP-certified instructor introduces participants to the project management processes through practical exercises and demonstrations. Students placed into small teams must plan a project, gain approval for each project deliverable and execute their project plan. Each project is measured on its results. This is not a virtual, computer simulation but is a hands-on activity that allows students to experience an actual project.

Outline:

Module 1: Introduction to Project Management

Lesson 1: Recognize Basic Project Management Methodology
  • Five Processes
    • How the Processes Overlap
    • Matrix with Processes and Knowledge Areas
  • Beginning Vocabulary
Lesson 2: Recognize when to use formalized Project Management
  • Defining Projects by Time, Cost, Quality, Scope
  • Describe Projects in Risk and Size.
  • Why do Projects Fail or Succeed?
  • Steps to Managing Projects
Lesson 3: Projects are about people
  • Tips on Working with Project Teams
  • Identify your Organizational Structure
  • Skills for Project Managers and for Project Teams

Module 2: Initiate

Lesson 1:The primary Initiate document - The Project Charter
  • Inputs and Outputs
  • Project Charter - Background, Objectives, Preliminary  

Understanding and Valuing Differences

Understanding and Valuing Differences (AL007)
4/27/2017 - College of Business Administration-Mammel Hall
You will identify the four generations that make up today's workforce and discuss how their different life experiences affect communication styles. You will learn how certain management approaches build stronger cross-generational teams by working with the special characteristics of different age groups. You will learn how to:
  • Identify the four generations and the historical events and cultural experiences that influenced them
  • Understand the personal, lifestyle and workplace characteristics of each generation
  • Forestall problems that may arise when generations fail to communicate
  • Practice effective management techniques to build stronger cross generational teams

Outline:

Welcome and Overview

Objectives for this workshop

Workplace characteristics

Work ethic & values

Communication differences

Feedback - Generational meaning of feedback

Working with multigenerational teams

Conclusion & Evaluation

 

Safety Leadership

Safety Leadership Certificate

Safety Leadership Certificate (SL100)
7/21/2017 - College of Business Administration-Mammel Hall
Safety Management - Chris Bryant
Adaptive Leadership - Beth Giesbrecht
People Styles at Work/Conflict Management - Ralph Lassiter
Authority vs Leadership - Chris Bryant
Project Management for Safety Professionals - Beth Giesbrecht
Strategic Thinking/Managing Change - Ralph Lassiter
Continuous Improvement - Chris Bryant
Crucial Coaching/Ethical Decision Making - Ralph Lassiter
Safety and Health Management - Chris Bryant 

Supply Chain Management

Leading Through Teams

Leading Through Teams (SCM006)
11/7/2017 - College of Business Administration-Mammel Hall
Investing in people is crucial to your success. In this course, you will learn how to empower them to reach goals, collaborate on decisions, and have fund doing it. You will gain some great tools to enact collaboration in your organization. You will learn from real world case studies and games. You will leave the class with a plan of action that will lead you to applying your leadership lessons the next day.

LEARNING OBJECTIVES:
Students will experience a simulation that shows the advantages of using a collaborative leadership style.
Students will discover some basic principles for putting together teams.
Students will consider how to lead people through change.
Students will explor the role of conflict in teams and collaboration.
Students will begin a personal action plan and a team action plan, drawing on what they learned from the class. 

Materials Management and Procurement

Materials Management and Procurement (SCM002)
Please call Kim Harter at (402) 554-4095 or email kkharter@unomaha.edu for current class schedule.
Learn about the expanding role of purchasing and supply management in a global economy. This course provides a framework for key procurement practices and inventory management strategies that will help you control suppliers. 

Principles of Lean Manufacturing

Principles of Lean Manufacturing (SCM003)
Please call Kim Harter at (402) 554-4095 or email kkharter@unomaha.edu for current class schedule.
Learn how to apply principles of Lean manufacturing to significantly improve processes. A mix of lecture and workplace simulation provides a firsthand experience of how Lean can improve quality, reduce costs, and increase productivity. 

Principles of Supply Chain Management

Principles of Supply Chain Management (SCM001)
Please call Kim Harter at (402) 554-4095 or email kkharter@unomaha.edu for current class schedule.
Through a mix of lecture and case studies, you will examine how organizations move products and services along the entire supply chain from raw materials to finished goods. Learn how to deliver value to your customers through the management of suppliers and distributors. 

Process Mapping for Business Improvement

Process Mapping for Business Improvement (BA004)
5/25/2017 - College of Business Administration-Mammel Hall

Process mapping is a highly effective way to discover how your business really works and to identify where crucial improvements are needed. By making strategic change, your business can become more efficient, effective, and responsive to customer needs. In this highly interactive workshop, you will learn to use a wide range of mapping tools and techniques to manage and describe processes. You will learn how to:

  • Capture and understand business rules and practices.
  • Measure business process effectiveness.
  • Organize and lead a team in process mapping.
  • Launch an improvement initiative.
  • Align your business strategy with process change.

 

Outline

Overview of the 3 kinds of maps

When do we map?
            As is or Current state
            Methodologies to employ
            Future state

Why do we map processes?
            Where do most organizational problems arise?

Definitions
            Primary vs. Secondary processes
            From where do most organizational problems arise?

Who is involved in Mapping?

Methods to get the information to map

Relational Maps

Cross-Functional Process Maps

Basic Symbols in Mapping

Case Study 
            Teams create an intermediate level process map with swim lanes
            Adding time
            Value added vs. non-value added

Flowchart Maps

Moving from Current to Future State
            7 principles to improve flow

How to pick a process to improve

Process Mapping for Business Improvement (BA004)
10/10/2017 - College of Business Administration-Mammel Hall

Process mapping is a highly effective way to discover how your business really works and to identify where crucial improvements are needed. By making strategic change, your business can become more efficient, effective, and responsive to customer needs. In this highly interactive workshop, you will learn to use a wide range of mapping tools and techniques to manage and describe processes. You will learn how to:

  • Capture and understand business rules and practices.
  • Measure business process effectiveness.
  • Organize and lead a team in process mapping.
  • Launch an improvement initiative.
  • Align your business strategy with process change.

 

Outline

Overview of the 3 kinds of maps

When do we map?
            As is or Current state
            Methodologies to employ
            Future state

Why do we map processes?
            Where do most organizational problems arise?

Definitions
            Primary vs. Secondary processes
            From where do most organizational problems arise?

Who is involved in Mapping?

Methods to get the information to map

Relational Maps

Cross-Functional Process Maps

Basic Symbols in Mapping

Case Study 
            Teams create an intermediate level process map with swim lanes
            Adding time
            Value added vs. non-value added

Flowchart Maps

Moving from Current to Future State
            7 principles to improve flow

How to pick a process to improve

Successful Project Management

Successful Project Management (PM001)
4/4/2017 - College of Business Administration-Mammel Hall
You will learn time-tested, PMBOK-aligned techniques for planning, implementing, and completing projects to produce desired results on time and within budget. You will use project management tools to set and achieve measurable objectives,estimate project time and costs, determine project scope, manage resource requirements and control project results. The course includes an interactive exercise in which students manage aproject from planning through measurement of results.

A PMP-certified instructor introduces participants to the project management processes through practical exercises and demonstrations. Students placed into small teams must plan a project, gain approval for each project deliverable and execute their project plan. Each project is measured on its results. This is not a virtual, computer simulation but is a hands-on activity that allows students to experience an actual project.

Outline:

Module 1: Introduction to Project Management

Lesson 1: Recognize Basic Project Management Methodology
  • Five Processes
    • How the Processes Overlap
    • Matrix with Processes and Knowledge Areas
  • Beginning Vocabulary
Lesson 2: Recognize when to use formalized Project Management
  • Defining Projects by Time, Cost, Quality, Scope
  • Describe Projects in Risk and Size.
  • Why do Projects Fail or Succeed?
  • Steps to Managing Projects
Lesson 3: Projects are about people
  • Tips on Working with Project Teams
  • Identify your Organizational Structure
  • Skills for Project Managers and for Project Teams

Module 2: Initiate

Lesson 1:The primary Initiate document - The Project Charter
  • Inputs and Outputs
  • Project Charter - Background, Objectives, Preliminary  
Successful Project Management (PM001)
7/13/2017 - College of Business Administration-Mammel Hall
You will learn time-tested, PMBOK-aligned techniques for planning, implementing, and completing projects to produce desired results on time and within budget. You will use project management tools to set and achieve measurable objectives,estimate project time and costs, determine project scope, manage resource requirements and control project results. The course includes an interactive exercise in which students manage aproject from planning through measurement of results.

A PMP-certified instructor introduces participants to the project management processes through practical exercises and demonstrations. Students placed into small teams must plan a project, gain approval for each project deliverable and execute their project plan. Each project is measured on its results. This is not a virtual, computer simulation but is a hands-on activity that allows students to experience an actual project.

Outline:

Module 1: Introduction to Project Management

Lesson 1: Recognize Basic Project Management Methodology
  • Five Processes
    • How the Processes Overlap
    • Matrix with Processes and Knowledge Areas
  • Beginning Vocabulary
Lesson 2: Recognize when to use formalized Project Management
  • Defining Projects by Time, Cost, Quality, Scope
  • Describe Projects in Risk and Size.
  • Why do Projects Fail or Succeed?
  • Steps to Managing Projects
Lesson 3: Projects are about people
  • Tips on Working with Project Teams
  • Identify your Organizational Structure
  • Skills for Project Managers and for Project Teams

Module 2: Initiate

Lesson 1:The primary Initiate document - The Project Charter
  • Inputs and Outputs
  • Project Charter - Background, Objectives, Preliminary  
Successful Project Management (PM001)
10/5/2017 - College of Business Administration-Mammel Hall
You will learn time-tested, PMBOK-aligned techniques for planning, implementing, and completing projects to produce desired results on time and within budget. You will use project management tools to set and achieve measurable objectives,estimate project time and costs, determine project scope, manage resource requirements and control project results. The course includes an interactive exercise in which students manage aproject from planning through measurement of results.

A PMP-certified instructor introduces participants to the project management processes through practical exercises and demonstrations. Students placed into small teams must plan a project, gain approval for each project deliverable and execute their project plan. Each project is measured on its results. This is not a virtual, computer simulation but is a hands-on activity that allows students to experience an actual project.

Outline:

Module 1: Introduction to Project Management

Lesson 1: Recognize Basic Project Management Methodology
  • Five Processes
    • How the Processes Overlap
    • Matrix with Processes and Knowledge Areas
  • Beginning Vocabulary
Lesson 2: Recognize when to use formalized Project Management
  • Defining Projects by Time, Cost, Quality, Scope
  • Describe Projects in Risk and Size.
  • Why do Projects Fail or Succeed?
  • Steps to Managing Projects
Lesson 3: Projects are about people
  • Tips on Working with Project Teams
  • Identify your Organizational Structure
  • Skills for Project Managers and for Project Teams

Module 2: Initiate

Lesson 1:The primary Initiate document - The Project Charter
  • Inputs and Outputs
  • Project Charter - Background, Objectives, Preliminary  
Successful Project Management (PM001)
10/26/2017 - UNICO Group
You will learn time-tested, PMBOK-aligned techniques for planning, implementing, and completing projects to produce desired results on time and within budget. You will use project management tools to set and achieve measurable objectives,estimate project time and costs, determine project scope, manage resource requirements and control project results. The course includes an interactive exercise in which students manage aproject from planning through measurement of results.

A PMP-certified instructor introduces participants to the project management processes through practical exercises and demonstrations. Students placed into small teams must plan a project, gain approval for each project deliverable and execute their project plan. Each project is measured on its results. This is not a virtual, computer simulation but is a hands-on activity that allows students to experience an actual project.

Outline:

Module 1: Introduction to Project Management

Lesson 1: Recognize Basic Project Management Methodology
  • Five Processes
    • How the Processes Overlap
    • Matrix with Processes and Knowledge Areas
  • Beginning Vocabulary
Lesson 2: Recognize when to use formalized Project Management
  • Defining Projects by Time, Cost, Quality, Scope
  • Describe Projects in Risk and Size.
  • Why do Projects Fail or Succeed?
  • Steps to Managing Projects
Lesson 3: Projects are about people
  • Tips on Working with Project Teams
  • Identify your Organizational Structure
  • Skills for Project Managers and for Project Teams

Module 2: Initiate

Lesson 1:The primary Initiate document - The Project Charter
  • Inputs and Outputs
  • Project Charter - Background, Objectives, Preliminary  

Supply Chain Integration

Supply Chain Integration (SCM005)
Please call Kim Harter at (402) 554-4095 or email kkharter@unomaha.edu for current class schedule.
Learn how reduced costs, increased flexibility and risk management can be accomplished through the design and development of integrated supply chains. Develop your critical thinking skills through a mix of lecture and case studies. 

Sustainable Supply Chain Management

Sustainable Supply Chain Management (SCM004)
Please call Kim Harter at (402) 554-4095 or email kkharter@unomaha.edu for current class schedule.
Learn how organizations integrate social and environmental goals and responsibilities across the supply chain while seeking to improve financial performance. You will learn about the opportunities and innovations related to sustainability as well as a process for implementation within your organization. 

 

 

 



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