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Tag: Lean

Building a Skills Required and Managing Digital Change

Posted on February 28, 2023 by Marbenz Antonio

5 Ideas for Developing Real-World Thinking Skills

An essential component of any digital transformation plan involves utilizing advanced tools for data management, analysis, and interpretation.

The significance of this lies in the fact that having a comprehensive understanding of data can enable organizations to achieve greater levels of efficiency. However, achieving this objective necessitates dedicating more time to utilizing data for making informed business decisions, which is not always the norm.

Usually, most of a team’s time and energy is spent on tasks related to collecting, refining, modifying, and analyzing data to determine its usefulness. This results in significant labor-intensive work that contributes little to no value.

A change in behavior is required to shift an organization’s approach towards a more business-oriented use of data, with a greater emphasis on achieving desired outcomes and reaping benefits, rather than simply producing outputs. It is only when data is leveraged intelligently that it can have a transformative impact.

An instance of benefits realization within this organization pertains to the payment collection process for the electricity it generates. In the past, this process was often time-consuming and could take over a month to raise a payment claim with a company. However, leveraging a deeper understanding of data allows the organization to track power generation in real-time and automate the payment claim process. This has led to a significant increase in efficiency, eliminating the need for hundreds of man-hours.

What are the skills required to implement such changes within organizations?

Developing the right skills

In addition to possessing data and machine learning engineering skills, organizations require individuals with expertise in change management.

An important aspect of this process involves training ourselves to ask the appropriate questions. For instance, in digital transformation, instead of inquiring about what people want (which usually centers on present needs rather than those required for a transformed future), they have learned to comprehend the tasks they perform. Their needs, and subsequently suggest suitable solutions.

Acquiring the skills necessary for achieving this objective requires a focus on continuous improvement, which can be gleaned from various best practice sources.

  1. PRINCE2 for the overall roadmap – The classic project management approach offered by PRINCE2, along with its association with program management, continues to be one of the most effective means of communicating with senior management regarding our initiatives.
  2. PRINCE2 Agile – understanding the agile world – Suppose your organization, like theirs, is transitioning towards a fully agile approach to software or product delivery, utilizing methodologies such as Scrum. In that case, PRINCE2 Agile can assist in managing ideas in a more sequential manner before engaging agile teams for development. This involves implementing two-week sprints, daily stand-ups, and a meeting every two weeks to review the roadmap with various individuals in the team.
  3. ITIL 4 and digital strategy – ITIL 4 has proven to be highly valuable in assisting me in devising a digital strategy. As the Head of AI Implementation, comprehending how digital strategy translates into practical implementation is critical for my role.
    How does collaboration between individuals possessing varying skills to work? In their organization, the majority of individuals do not necessarily require a deep understanding of the agile framework. Instead, they can approach these activities from a project perspective without needing to be directly involved with the framework.
    Pure developers must comprehend the broad business objectives but can concentrate solely on agile development without engaging in the planning of the roadmap.

A blended approach to best practice

In contemporary times, it is an inescapable truth that organizations undergoing digital transformation require appropriate tools for the job, necessitating the integration of diverse sets of best practice skills into their firms. This, in turn, gives rise to new breeds of individuals possessing innovative approaches and occupying novel roles.

Effective communication is also an important aspect of this process. Right from the commencement of a transformation, it entails fostering closer relationships with people and inspiring them about the anticipated changes.

Leveraging data for facilitating transformation, which may encompass machines and artificial intelligence, should not merely be restricted to the composition of computer code but should instead be viewed as a journey of progress that people must actively participate in and feel enthusiastic about.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Agile, DevOps, ITIL 4, Lean, PRINCE2Tagged #Agile, #AgilePM, ITIL, ITIL 4, Lean, PRINCE2Leave a Comment on Building a Skills Required and Managing Digital Change

Business Transformation: more than just an IT choice

Posted on February 20, 2023February 20, 2023 by Marbenz Antonio

Article: Digital transformation trends for companies in 2021 — People  Matters

The concept of creating a team of individuals dedicated to seeking opportunities for improvement is being discussed. According to a recent article in Raconteur, the integration of new IT solutions, such as cloud services, ERP software, CRM platforms, data lakes, and HR management tools, is considered essential in a business transformation.

The question arises as to how an organization can determine the most suitable type of IT to acquire and what steps can be taken to ensure the sustainability of a successful transformation beyond simply procuring new hardware and software.

The initial step involves defining what the term “transformation” signifies to you. You must identify your business’s intended destination and goals. If your objective is to expand, this may entail the need to scale your organization. This, in turn, may necessitate a diverse array of technologies and personnel to assist in achieving that growth.

In the present day, the concept of transformation typically involves the modernization of IT’s role in supporting a business. This entails transitioning from traditional in-house IT support to cloud computing that is outsourced. Nevertheless, shifting from server-based IT to the cloud can result in exorbitant expenses to achieve top-tier service, while choosing a more economical option may result in a lower quality of service.

Ordinarily, it is recommended that a business possess a plan of action and comprehension regarding how the IT function will collaborate with the company to integrate new technologies. This plan should be integrated into a larger business strategy that spans from one to five years and should consider how to achieve scalability, whether that be at a conservative or ambitious rate.

In the end, engaging in frank and candid discussions within your organization is important to determine your true requirements. Failing to do so might result in a hasty purchase of the latest cutting-edge technology, regardless of whether or not it is truly necessary.

Establishing a cohesive plan requires a comprehensive delineation of all necessary elements, as well as the integration of risk assessments to prepare for potential contingencies.

The risks of relying on new technology alone to deliver business transformation

The majority of transformations are seldom without obstacles, particularly when encountering issues that are either complex to resolve or unforeseen.

When integrating new components, particularly with custom configurations, it is essential to anticipate the possibility of something failing. As such, it is crucial to establish a system of monitoring to address any issues that may arise. Additionally, it is necessary to determine if the in-house IT team is equipped to handle these problems or if an outsourced agreement is required.

As part of a transformation, it is imperative to consider the individuals who will provide support for the technology, as well as the necessary governance and user training. Moreover, it is essential to identify a point of contact for external support providers.

Sustaining a transformation – operations and culture

The Raconteur article briefly alludes to the significance of considering the cultural and operational facets of a proposed transformation. However, what does this entail in practical terms for maintaining a transformation?

The reality is that unforeseen circumstances can occur. Therefore, it is essential to have an adequate support model and the appropriate personnel and protocols in place to address any issues that may arise. This includes accounting for updates and upgrades, proper documentation, and any relevant costs or training requirements.

It is prudent to have knowledgeable personnel who can identify the problems and effectively communicate with external support services. Understanding the terminology, proposed solutions, and cost estimates are all crucial aspects of this.

ITIL 4 includes a dedicated section on service operations, with numerous components of best practice guidance that can assist in implementing operational changes for transformative purposes within a business.

An important aspect of this process involves promoting cultural acceptance and the usage of technology. As you deploy new technology, it is vital to establish user groups or communities to provide feedback throughout the process. This allows for the incorporation of this feedback into future changes and more comprehensive outreach to users. Ultimately, this should address the primary question of “what’s in it for me?” for users.

Failing to address negative user experiences can lead to disillusionment and resistance to adopting new technology and work methods. It is crucial to bring people along on the transformational journey. Best practices such as ITIL 4’s organizational change management approach can aid in dealing with human reactions to change. Neglecting this aspect of the transformation process may be one of the most significant missed opportunities for businesses.

A place to start with transformation

What items should be included in the agenda for the beginning of a business transformation program?

  1. Make a list of everything you need, including the necessary technology.
  2. Make a communications and outreach plan to let people know what is happening, why, when, and how it will benefit them.
  3. Create a plan for managing adoption and transition.

Transformation or modernization is not a one-time event, and it requires continuous effort and attention. How would you rephrase this?

Transformation and modernization are continuous processes that never truly end. While you’re focused on maintaining your current operations, it’s essential to anticipate future technology developments and consider how they align with the long-term goals of your organization.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in ITIL 4Tagged #Agile, #AgilePM, DevOps, ITIL, ITIL 4, Lean, PRINCE2Leave a Comment on Business Transformation: more than just an IT choice

Using ITIL 4 to Bridge the IT/Business Gap

Posted on December 12, 2022 by Marbenz Antonio

ITIL® 4 Certification Path - What Happens with my ITIL® v3 Certification -  ITCE

As more and more businesses and organizations transition to digital, there can still be a disconnect between IT and the business. Even though in 2023 it is expected that digital transformation and business/IT should be integrated, there may still be some organizations that hold onto more traditional ideas and strategies.

For instance, a company may want to expand its customer base and increase revenue but may view IT as simply a department responsible for maintaining technology and staying up to date with the latest developments in fields like AI and automation.

In the ideal situation, a company’s strategy would incorporate both business and IT, with IT being seen as a way to generate revenue, not just as a cost center. If there is a disconnect between business and IT, it can have a negative impact on the strategy and the ability to create value together.

Conflicting priorities

When an organization’s strategy focuses on increasing revenue and improving customer experience without taking into account the role of IT, investment in technology may decrease. This can lead to older technology infrastructure being used for customer platforms, which can ultimately result in reduced service availability and a breakdown in the co-creation of value. From what they have observed, it is common for organizations to talk about developing a comprehensive strategy, but in practice, they often prioritize one area, such as revenue, over others.

For companies that want to prioritize digital initiatives, it is important to have a holistic view and recognize that digital transformation comes at a cost. To effectively manage a mix of on-premises, hybrid, and cloud architecture, companies must be willing to invest in technology. While the cost of these investments can be intimidating, it is important to have strategic conversations and carefully consider the true cost involved. Some organizations may be tempted to take shortcuts, but these can ultimately lead to problems down the line.

ITIL 4 provides guiding principles that can help organizations think holistically about their goals and the factors driving their decision-making. For example, an organization may need to consider whether they need investors, new employees, or different skills to achieve their goals.

ITIL 4 also emphasizes the importance of effective communication and understanding how each part of the business fits into the service value chain in order to drive value co-creation. While it is natural for different parts of the organization to have their own priorities and objectives, delivering the services and value that the organization desires requires setting aside individual agendas and focusing on what is best for the customer.

Adopting ITIL 4

The businesses that are most successful at bridging the gap between business and IT often have a culture that encourages open communication and a willingness to adopt new ways of working. Adopting the ITIL 4 guiding principles, such as progressing iteratively with feedback and thinking holistically, can help organizations move away from siloed working and towards a more collaborative and value-focused culture.

If your organization is not currently operating in this way, a good first step might be to focus on improving communication and collaboration within the organization.

ITIL 4’s continual improvement model provides both a sensible starting point and a way to progress iteratively, asking:

  • What is the vision?
  • Where are we now?
  • Where do we need to be?
  • How do we get there?

Then:

  • Take action
  • Did we get there?
  • How do we keep the momentum going?

It is not important if an organization has a low level of maturity at the outset; once you understand your starting point, using a model for continual improvement can help bring people on board with the process.

Having a framework like ITIL 4, which is not limited to IT, allows it to be applied to any part of the organization. This can help break down barriers, improve collaboration, and promote a shared understanding of how to deliver value together.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Agile, DevOps, ITIL 4, Lean, PRINCE2Tagged #Agile, DevOps, ITIL 4, Lean, PRINCE2Leave a Comment on Using ITIL 4 to Bridge the IT/Business Gap

Analyzing Lean Six Sigma’s Role in Organizational Design

Posted on November 23, 2022 by Marbenz Antonio

How to Implement Six Sigma in an Organization - Six Sigma Daily

Facilitating organizational design is a major function of the Lean Six Sigma technique.

Organizational design, according to the University of Southampton, is “the method by which an organization’s structure with its objectives, with the ultimate goal of improving efficiency and effectiveness.”

It consists of three distinct and chronological processes for the sake of this post: design, execution, and improvement.

The process starts with the design, or redesign, of a full business, its component units, and the connections between them. Other names for it include business process management, business process re-engineering, and business transformation.

At the most fundamental level, it involves redesigning the organizational architecture, beginning with the identification of the pertinent stakeholders and business processes, and moving on to the design of an organizational structure based on business processes that include KPIs, design objectives, and other settings. Lower-level design, on the other hand, focuses on process mapping and the organizational structure of the intended process itself, which includes elements like resource allocation and risk management.

It’s important to remember that the scope of this organizational design should be seen as a single project that covers the full business and all of its parts. Every component that has been designed here should then be put into practice during the “execute” phase and improved as needed afterward.

Introducing Lean Six Sigma

Execution is merely one aspect of this subsequent phase. Also important are the data collection and monitoring processes employing dashboards for graphical and statistical analysis based on the KPIs specified in the “design” phase. As a result, if a unique cause or non-conformity—i.e., an element that doesn’t work as intended—is found, it can be approved for “containment and correction.”

Imagine that a water pipe has broken. The leak will be stopped by containment, but a new pipe will need to be installed to let water back into the system. The root reason for the non-conformity won’t be discovered through “containment and correction,” though. The “improve” step, when corrective and preventive action is performed, is where this is done, as well as removing it to stop it from happening again.

Lean Six Sigma makes it possible to improve current goods, services, and procedures by reducing faults, which reduces special causes and non-conformities.

It provides a strong combination of two methodologies: the focus on defect and variation reduction of Six Sigma and the waste-reduction mindset of Lean. Its main goal is to eliminate waste by reducing business process variability and establishing a continuous flow between each stage, allowing organizations to solve issues more quickly, cut down on process inefficiencies, and increase productivity.

Lean Six Sigma is a technique, but it’s also a way of thinking about business, a way of measuring success, and a set of tools. It functions as a toolset for improvement.

Building on a foundation

Lean Six Sigma offers different tools that should be employed in the first “design” phase, much like when planning a building: the project’s scope and the company’s design are like the floor plan of the entire structure. Every room in that building, which represents a component of the organization, has an initial design that Lean Six Sigma details and enhances.

The “design” phase must, however, lay the groundwork for the Lean Six Sigma program. Programs for Lean Six Sigma keep failing, with the main cause being a lack of a solid basis. This indicates that no Lean Sigma Six efforts need to start before the company’s fundamental design and architecture.

Imagine that a company’s project portfolio contains 50 Lean Sigma Six projects that are active at once. KPIs, the customer’s voice, and different business processes must be recognized and mapped for each project. Running aligned and simplified Lean Sigma Six projects in an integrated portfolio requires the overall consistency that results from creating a solid framework.

Improving until entitlement

In the “execute” phase, several Lean Six Sigma tools are utilized. Lean Six Sigma tools include gathering data, monitoring, and dashboarding, for example. In short, implementing Lean Six Sigma thinking at the corporate level is a different approach to describing how an organization is designed.

Additionally, during the “improve” phase, each component of the business is improved using the Lean Six Sigma approach until it reaches the process entitlement. Starting with the “before,” it entails boosting Six Sigma capabilities by lowering defects, cutting costs, and boosting performance until the desired “after.”

Lean Six Sigma is an important part of organizational design since it serves as a technique, philosophy, metric, and toolbox. Businesses can create and then realize the performance they most desire from their organization and all of its composite parts when the proper framework, or foundation, is in place.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Lean Six Sigma, Six SigmaTagged Lean, Lean Six Sigma, Six SigmaLeave a Comment on Analyzing Lean Six Sigma’s Role in Organizational Design

What are the Concepts of Lean Six Sigma?

Posted on August 8, 2022August 24, 2022 by Marbenz Antonio

Lean Six Sigma Principles: An Overview - Unichrone

Modern organizations compete fiercely in today’s fast-paced, globally integrated commercial environment. Because every competitive advantage counts in this environment, business professionals are always researching new management methods.

But the best solution might not come from a fresh concept. Combining the tried-and-true Lean method with the Six Sigma approach may be the key to success as businesses optimize their processes for maximum efficiency and strive to uphold high standards of quality.

Concepts of Lean Six Sigma

Lean methodology’s main goal is to cut waste. Six Sigma aims to minimize variation for the best quality control. These two methods are combined under the umbrella of the Lean Six Sigma (LSS) discipline. The management and reduction of the 8 wastes identified by the Lean method depend on improvements to the production process. Business leaders can make significant progress toward optimizing their operations by paying close attention to how waste affects production processes.

5 Lean Six Sigma Concepts

For your LSS project to be successful, experts advise that you bear in mind these 5 essential Lean leadership concepts.

Work for the customer

Delivering the greatest possible advantage to the client should be the main objective of any change you intend to execute. Early on, establish a clear level of quality that is determined by what the market or customers want.

 

Find your concern and pay attention to it

It’s simple to become distracted by the desired modifications during the retooling operations and lose sight of the original issue. Obtain information that identifies your specific problem area so you may focus just on improving that part of your company. The LSS procedure will probably be derailed by any attempt to significantly alter the business or the product.

 

Remove variation and bottlenecks

Once the problem has been located, you should start thinking about how to reduce the likelihood of errors. These gaps are usually encountered in lengthy, complex procedures that offer a lot of possibilities for error and waste. A good strategy to accomplish quality control and efficiency is by streamlining or eliminating these functions.

 

Communicate clearly and train team members

The basics of Lean Six Sigma demand that every team member understand LSS, be aware of the project’s objectives, and get regular updates on its status. The Six Sigma process can lead to significant change and calls for management to pay close attention. Advanced Six Sigma certifications are important for minimizing the risk of project failure and ensuring the success of the entire process.

 

Be flexible and responsive

Lean Six Sigma and change go hand in hand. It is necessary to improve or eliminate a process or function that is flawed or inefficient. With LSS, sticking with a losing strategy is not an option. Change and change management can be difficult and uncomfortable, but they are a small price to pay for the leaner, stronger, more competitive business that every business leader wants.


About CourseMonster’s Online Lean Six Sigma (LSS) Certificate Program

For working professionals with various degrees of Lean Six Sigma experience, CourseMonster provides thorough online Lean Six Sigma (LSS) certificate programs. The Lean Six Sigma certificate programs offered online equip workers to meet the growing need for Lean knowledge, abilities, and certification.

CourseMonster offers the following courses 100% online:

  • Lean Six Sigma Green Belt
  • Six Sigma Black Belt
  • Introduction to Lean
  • Introduction to Six Sigma

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Lean Six Sigma, Six SigmaTagged Lean, Lean Six Sigma, Six SigmaLeave a Comment on What are the Concepts of Lean Six Sigma?

Are Lean vs. Six Sigma vs. Lean Six Sigma Different, Similar, or Compatible?

Posted on March 15, 2022July 26, 2022 by Marbenz Antonio

There’s more at stake here than a misunderstanding and a headache. Misunderstandings regarding Six Sigma, Lean, and Lean Six Sigma sometimes lead to individuals or entire companies enrolling in training that falls short of their expectations. Let’s clarify the aims of each of these approaches, as well as their similarities and differences.

Six Sigma stands for “Efficiency First.”

Six Sigma is based on the examination of cause and effect, which leads to enhanced process quality by reducing process variance. Processes become more predictable and controlled, in other words.

Six Sigma has its origins in statistical methodologies from the early European industrial age in the 1700s, although it is most widely identified with Motorola in the 1980s in the United States. New product creation, process improvement, and customer satisfaction are just a few of the sectors and corporate processes that benefit from the business improvement technique.

Six Sigma is used to improve not only individual goods and processes but also whole companies. The technique not only aids in achieving the results that all organizations seek (such as increased revenue and client retention), but it also aids in instilling a culture of productivity, efficiency, and engagement.

Lean: Value Add Only

In manufacturing, service delivery, and general business operations, Lean focuses on identifying and eliminating all types of waste. Lean works to eliminate procedures that do not add direct value to the product or service at hand, and it is used to optimize production and administrative operations.

Check out the 7 Wastes of Lean for a better understanding of the kind of activities that are avoided.

  1. Transportation
  2. Inventory
  3. Motion
  4. Waiting
  5. Defects
  6. Overproduction
  7. Overprocessing

When properly applied, the technique produces a clean, efficient process that adds value to the end-user. Lean companies concentrate on eliminating non-value-added activities from individual processes and the entire business. What’s the result? The highest level of operational excellence.

The Results-Generating Duo of Lean Six Sigma

Six Sigma and Lean are not mutually exclusive approaches that must be deployed separately. In fact, for a more unified approach, Six Sigma and Lean may be used together under the banner of Lean Six Sigma. Six Sigma’s tools and methodologies enable businesses to pinpoint the cause and impact of process inputs and outputs. Lean eliminates waste from these processes and promotes operational excellence to provide maximum value to customers. Lean is focused on reducing the number of possibilities for failure, but Six Sigma is focused on lowering the probability of failure for each opportunity.

Higher-income, less waste, and improved processes are all advantages of Lean Six Sigma for businesses of all sizes and sectors.

The type of training you (or your organization) chooses will be influenced by the nature of your processes, the maturity of your company’s processes, and, most crucially, your personality and interests. Overall, businesses should strive to use all three techniques and will require personnel who are knowledgeable in each.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Lean, Lean Six Sigma, Six SigmaTagged Lean, Lean Six Sigma, Six SigmaLeave a Comment on Are Lean vs. Six Sigma vs. Lean Six Sigma Different, Similar, or Compatible?

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