OnLive Learning

This Practice Note, originally produced in partnership with Cranfield School of Management and subsequently enhanced by Beth Pipe, OnLive Learning. provides guidance on launching a project, managing project risk, using common project management tools, project implementation and project closure.

This Practice Note, originally produced in partnership with Cranfield School of Management and subsequently reformatted and enhanced by Beth Pipe of OnLive Learning, considers the key phases of a project lifecycle and set up.

This Practice Note, produced in partnership with Beth Pipe of OnLive Learning, will provide you with the tools you need to structure and conduct a recruitment interview and ask the right questions to ensure you select the best person for the job.

This Practice Note provides information about why retaining diverse talent in a law firm matters, highlights common reasons why people leave jobs and how law firms can minimise these factors and suggests tips for retaining diverse talent.

This Practice Note explains the basic concepts and key stages in improving efficiency. The definition of continuous improvement (CI) is often over-complicated and buried in jargon, but it means exactly what it says: continually looking for ways to improve processes, methods and procedures.

This Practice Note on standing your ground explores some simple models to use in difficult or challenging situations.

This Practice Note describes the first stage (the define/identify stage) in applying the Define, Measure, Analyse, Improve, Control (DMAIC) model of Continuous Improvement to the Life Sciences sector.

This Practice Note guides you through step 3, ie analysing the causes of the problem you identified in step 1. This part of the process requires you to analyse the information you have collated to determine the causes and move on to generating possible solutions.

This Practice Note covers Step 4 of the Define, Measure, Analyse, Improve, Control (DMAIC) framework on how to improve the process by applying the five ‘S’ model of sorting, simplifying, sweeping, standardising, and sustaining self discipline.

This Practice Note guides you through step 5, ie embedding the changes to the solve the problem in a hypothetical organisation’s due diligence process you identified in step 1 and have now measured, analysed and improved.

This Practice Note guides you through step 6, ie controlling the problem you identified in step 1 and have now measured, analysed and improved. This Practice Note focuses on the individual emotional impact of change and what you can do to engage with people and involve them in the process.

This Practice Note explains ‘survivor syndrome’ and focuses on recognising and managing this syndrome along with how to re-engage those who remain in post after restructuring.

This Practice Note explains ‘survivor syndrome’ and focuses on managing and re-engaging those who remain in post after restructuring.

Delegation is an essential part of managing and developing your team—many of the skills they need to learn cannot be acquired solely by theoretical learning, they need to be able to adapt and apply that knowledge in the 'real world' with your expert guidance, and that is where delegation comes in.

This Practice Note sets out a simple five-step continuous improvement (improving efficiency) framework and illustrates how it works by way of a case study involving client complaints.

This Practice Note gives practical guidance on the human side of negotiation. When entering into any negotiation, be it a multimillion-pound business deal or agreeing the office coffee rota, there are two main elements to consider: firstly, the structure and stages of the negotiation and, secondly, the human aspect. This Practice Note considers the second aspect.

This Practice Note provides information about the learning and development (L&D) team. It covers the L&D department, L&D roles and line manager responsibilities for L&D.

This Practice Note explains what learning and development (L&D) is and provides information on any regulatory requirements that must be observed when undertaking L&D in your firm. It also includes guidance on assessing the contribution L&D makes to your business, why L&D departments sometimes fail, funding L&D, responsibility for L&D, and ensuring L&D delivers results.

This Practice Note gives practical guidance on the structure and stages of a negotiation. When entering into any negotiation, be it a multimillion pound business deal or agreeing the office coffee rota, there are two main elements to consider—the structure and stages of the negotiation and the human aspect. This Practice Note considers the first element.

This Practice Note identifies key factors that contribute to ineffective time management and suggests practical solutions.