Technology Upgrade Need Analysis for Power Plants

What is Covered in this Program

This program provides a step-by-step understanding of Technology, Methods and Data Analytics for Technology Upgrade Analysis for Power Plants.

Who Should Attend

All Power Plant Professionals.

1. Program Content & Modules
2. Technology Upgrade Need Analysis for Power Plants
3. Strategic & Management-Level Issues
4. a. Unclear Long-Term Vision
5. Lack of alignment between technology upgrade goals and broader corporate strategy (e.g., decarbonization, diversification, ESG).
6. Conflicting priorities between production continuity and modernization.
7. b. Uncertain Policy Landscape
8. Frequent changes in government regulations (e.g., emissions norms, carbon taxes, renewable mandates).
9. Risk of stranded assets due to shifts in environmental policy or energy transition goals.
10. c. Budgetary Constraints
11. Insufficient capital allocation for large-scale upgrades or digitization projects.
12. Difficulty in justifying investment when short-term returns are not clear.
13. d. Stakeholder Misalignment
14. Differing expectations among investors, plant operators, regulators, and the community.
15. Lack of buy-in from internal stakeholders resisting change or fearing job displacement (especially due to automation).
16. 🔶 2. Engineering & Operational Concerns
17. a. Aging Infrastructure
18. Limitations of legacy systems that may not support modern technologies (e.g., no space for new sensors, outdated DCS).
19. Physical degradation affecting retrofit feasibility.
20. b. Interoperability Issues
21. Integration challenges between old and new systems (hardware, protocols, data formats).
22. Vendor lock-in due to proprietary systems with limited compatibility.
23. c. Downtime Risks
24. Fear of operational disruption during installation or commissioning.
25. High cost of production loss due to retrofit downtime.
26. d. Lack of Skilled Workforce
27. Shortage of technicians/engineers trained in advanced systems (IoT, AI, smart maintenance tools).
28. Increased need for re-skilling post-upgrade.
29. 🔶 3. Technical & Feasibility Challenges
30. a. Incomplete or Inaccurate Data
31. Poor asset documentation, outdated P&IDs, missing asset health records.
32. Insufficient data for predictive modeling or techno-economic analysis.
33. b. Technology Maturity Concerns
34. Emerging solutions may be untested or unreliable in local operating conditions.
35. Doubts about technology readiness level (TRL) or field performance data.
36. c. Site-Specific Constraints
37. Space limitations for additional systems (e.g., heat recovery, hybrid solar).
38. Environmental or geographic limitations (e.g., cooling water availability).
39. 🔶 4. Financial & Economic Uncertainties
40. a. ROI Uncertainty
41. Difficulty in quantifying intangible benefits like reliability, emissions reduction, or regulatory compliance.
42. Long payback periods reduce investor interest.
43. b. Inflation and Cost Overruns
44. Risk of escalating EPC or material costs post-estimation phase.
45. Inadequate contingency buffers in cost planning.
46. c. Access to Green Finance
47. Complex eligibility criteria for green bonds, climate funds, or blended finance models.
48. Perceived risk discouraging financiers despite technical merit.
49. 🔶 5. Regulatory & Legal Risks
50. a. Non-Compliance Penalties
51. Risk of exceeding pollution or safety limits during transition phase.
52. Delays in permit approvals, environmental impact assessments (EIA), or retroactive compliance requirements.
53. b. Cybersecurity Concerns
54. Vulnerabilities introduced by new digital systems (remote access, IoT devices).
55. Inadequate protection of OT systems against evolving threats.
56. 🔶 6. Change Management & Cultural Barriers
57. a. Resistance to Automation & AI
58. Fear of job displacement and mistrust in algorithmic decision-making.
59. Institutional inertia and lack of incentive to modernize.
60. b. Training & Organizational Learning
61. Absence of structured training programs post-upgrade.
62. Poor documentation of system changes and knowledge transfer gaps.
63. 🔶 7. Post-Upgrade Sustainability
64. a. Lack of Governance Mechanisms
65. No clear ownership or accountability for monitoring post-upgrade performance.
66. KPIs not aligned with strategic and operational goals.
67. b. Vendor Dependency
68. Risk of high lifecycle costs due to dependence on external OEMs for updates, licenses, or specialized maintenance.
69. Key Processes in: Technology Upgrade Need Analysis for Power Plants
70. 1. Baseline Performance Assessment
71. Evaluate the current state of plant technology and operations.
72. Data Collection: Gather data on plant capacity, heat rate, efficiency, fuel usage, outage frequency, O&M costs, emissions, etc.
73. Benchmarking: Compare with industry standards, peer plants, or regulatory thresholds.
74. Asset Health Review: Assess the condition and remaining life of critical equipment (boilers, turbines, control systems, transformers, etc.).
75. 2. Regulatory & Compliance Gap Analysis
76. Identify compliance risks and upcoming legal or environmental obligations.
77. Review Emission Norms: NOx, SOx, CO2, PM, water use, etc.
78. Environmental Standards: Check for upcoming deadlines under EPA, CPCB, or local/state agencies.
79. Safety & Cybersecurity Regulations: Include NFPA, OSHA, IEC 62443 compliance.
80. 3. Stakeholder Needs Assessment
81. Understand expectations from plant owners, operators, financiers, and community.
82. Management Goals: ROI, asset reliability, green transition goals.
83. Operator Feedback: User challenges with current systems (manual, inefficient, high downtime).
84. Community Pressure: Pollution complaints, CSR expectations.
85. 4. Technology Scouting & Feasibility Study
86. Identify viable upgrade options and evaluate their fit.
87. Technology Landscape Mapping:
88. Advanced control systems (DCS/SCADA upgrades)
89. AI/ML-based predictive maintenance
90. Waste heat recovery systems
91. Solar or battery hybridization
92. Carbon capture readiness
93. Vendor Consultations: Discuss available retrofit packages and digitalization tools.
94. Site Suitability: Assess infrastructure compatibility, space, grid connectivity.
95. 5. Economic & Lifecycle Cost Analysis
96. Quantify costs, benefits, and risk-adjusted returns.
97. CAPEX/OPEX Comparison: New tech vs. continued operation of old assets.
98. NPV, IRR, Payback Period: Model ROI under multiple scenarios.
99. Sensitivity Analysis: Fuel price, carbon cost, downtime impact.
100. 6. Digital Maturity & Readiness Audit
101. Evaluate the plant’s capability to adopt modern digital solutions.
102. IT/OT Integration Review: SCADA, historian, CMMS, ERP readiness.
103. Cybersecurity Framework: Existing controls, gaps, and upgrade needs.
104. Data Infrastructure Audit: Sensor availability, data quality, network reliability.
105. 7. Risk Assessment & Prioritization
106. Rank technology options based on risk-return profile and urgency.
107. Technical Risk: Implementation complexity, supplier maturity.
108. Operational Risk: Downtime during upgrade, skill gaps.
109. Regulatory Risk: Non-compliance penalties.
110. 8. Roadmap Development & Strategic Alignment
111. Prepare an actionable, phased upgrade plan.
112. Short-Term Fixes: Quick ROI items (sensor upgrades, software licenses).
113. Medium-Term Projects: Equipment retrofit, energy optimization.
114. Long-Term Vision: Green hydrogen, hybridization, AI-augmented operations.
115. Investment Strategy: Public-private models, carbon credits, green bonds.
116. 9. Management Review & Decision Gate
117. Formalize conclusions and move to implementation planning.
118. Presentation to Board: KPIs, risk-mitigated ROI, alignment with ESG goals.
119. Approval Workflow: Technical, financial, environmental, procurement sign-offs.
120. Budget Allocation: Phase-wise funding strategy.
121. 10. Post-Analysis Governance Setup
122. Ensure ongoing tracking of upgrade outcomes.
123. Digital Twin Models: For performance simulation and validation.
124. KPI Dashboard Setup: Efficiency, emissions, reliability tracking.
125. Periodic Review Cycle: Reassess every 3–5 years.
126. Advanced Organizational Aspects of Technology Upgrade Need Analysis
127. Leadership & Governance
128. Clear ownership of the upgrade assessment process is vital – typically a joint responsibility between Engineering, Operations, IT, and Strategy teams.
129. Establish a steering committee with cross-functional stakeholders to align goals and approve milestones.
130. 2. Functional Roles & Responsibilities
131. Function Role in the Upgrade Analysis
132. Engineering Technical feasibility, equipment assessment, retrofit planning
133. Operations Downtime impact, operator needs, legacy system bottlenecks
134. Finance CAPEX analysis, ROI modeling, funding strategy
135. IT/OT Digital readiness, system integration, cybersecurity
136. Compliance Regulatory review, permits, emission standards
137. Procurement Vendor evaluation, contract terms, licensing rights
138. HR & Training Workforce skill gap analysis, re-skilling plans
139. 3. Internal Collaboration and Change Management
140. Transparent communication across teams to ensure shared understanding of risks, benefits, and timelines.
141. Create a change champion network within the plant to drive support and training during and after the upgrade.
142. 4. Documentation & Knowledge Management
143. Maintain a centralized repository for:
144. Asset health records
145. Upgrade decision history
146. Technical specifications and vendor proposals
147. Compliance documentation
148. Capture lessons learned and feed them into future upgrades or corporate standards.
149. 🔷 II. Quality Assurance (QA) Aspects of the Analysis
150. 1. Process Control & Standardization
151. Use structured analysis methodologies, such as:
152. Failure Mode and Effects Analysis (FMEA)
153. Root Cause Analysis (RCA)
154. Six Sigma tools (DMAIC)
155. ISO 55000 asset management framework
156. 2. Data Integrity & Traceability
157. Ensure accurate and timestamped data is used for modeling and benchmarking.
158. Maintain audit trails for all upgrade decisions, vendor interactions, and simulations.
159. 3. Verification & Validation
160. Cross-verify simulation results, vendor claims, and economic models with third-party validation or benchmarking studies.
161. Conduct pilot testing or prototyping when possible (e.g., test AI-based monitoring on one turbine before full-scale adoption).
162. 4. QA Governance
163. Designate a QA Lead or QA Team to monitor:
164. Consistency of inputs/outputs
165. Compliance with engineering and environmental standards
166. Handover documentation and QA checklists for commissioning
167. AI Leveraging for Technology Upgrade Analysis
168. 1. Predictive Maintenance & Asset Health Scoring
169. Use ML models to analyze historical sensor and SCADA data to:
170. Predict failure probabilities
171. Prioritize assets for upgrade based on degradation trends
172. Optimize maintenance schedules
173. 2. Upgrade Scenario Simulation
174. Use AI-driven digital twins to simulate upgrade impacts:
175. Energy efficiency
176. Emissions reductions
177. Load response dynamics
178. 3. Smart Benchmarking
179. NLP models can mine global performance data from OEM databases, industry reports, and peer-reviewed studies to provide objective comparisons of technology options.
180. 4. Anomaly Detection
181. Use unsupervised AI to detect operational anomalies that may indicate underlying inefficiencies or degraded equipment, feeding into the upgrade prioritization.
182. 5. Economic Optimization & ROI Modeling
183. AI can optimize multi-variable financial models:
184. Balancing CAPEX, downtime, regulatory costs, carbon pricing, and future demand.
185. Suggest optimal upgrade paths under different constraint scenarios.
186. 6. Stakeholder Sentiment Analysis
187. Use NLP to analyze internal communication, public consultation records, or social media for stakeholder sentiment about proposed upgrades or technologies.
188. 7. Automated QA Auditing
189. AI bots can scan documentation for inconsistencies, outdated references, missing data fields, or regulatory misalignment.
190. IV. Best Practices: Integrating QA, Organizational Management & AI
191. Area Best Practice
192. Governance Define a digital-first QA and documentation policy
193. Data Create a plant-wide data lake for ML-ready analysis
194. Collaboration Use AI-enabled dashboards for real-time cross-team visibility
195. QA Tools Integrate AI with QA standards (ISO 9001, ISO 55001, IEC 62443)
196. Decision Support Leverage AI in MCDA (Multi-Criteria Decision Analysis) to prioritize upgrade options
197. Best Practices for Planning the Analysis
198. Best Practices for Managing the Analysis
199. Professional certification Tests
200. Professional certification Interviews
201. Program Recommendations
202. Participant Individualized Post Program Action Plan
205. Tailored to thermal, hydro, or renewable power plants, or a flowchart/slide deck version of this framework?
210. Would you like a case study example, a checklist of AI tools for each step, or a template SOP for Technology Upgrade QA?
214. 🔷 1. Strategic & Management-Level Issues (Expanded)
215. e. Misalignment with Energy Transition Roadmap
216. Upgrades may not align with national energy mix targets (e.g., net-zero, phase-out of coal).
218. Risk of investing in transitional rather than future-proof technologies.
220. f. Inadequate Governance & Decision-Making Structures
221. Lack of cross-functional coordination (engineering, finance, operations).
223. Slow or opaque decision processes causing missed opportunities or compliance failures.
225. 🔷 2. Engineering & Operational Concerns (Expanded)
226. e. Unclear System Boundaries
227. Difficulty in determining where to draw system limits for upgrade (plant-wide or subsystem-level).
229. Misjudging dependencies between systems (e.g., control systems impacting fuel feed or emissions control).
231. f. Legacy Documentation & Drawings
232. Incomplete or outdated design records, schematics, electrical drawings.
234. No digital twins or 3D models for planning upgrades effectively.
236. g. Hidden Constraints in BoP Systems
237. Balance of Plant (BoP) elements like piping, foundations, HVAC, or cabling may impose limits on new installations.
239. 🔷 3. Technical & Feasibility Challenges (Expanded)
240. d. Vendor and Technology Proliferation
241. Too many competing technologies and vendors lead to analysis paralysis.
243. Difficulty in verifying vendor claims or long-term support.
245. e. Limited Local Ecosystem Support
246. Lack of reliable local maintenance partners or OEM representatives.
248. High dependence on foreign suppliers, leading to delays and currency exposure.
250. f. Environmental Impact of Retrofit Projects
251. Waste generated from decommissioning old systems (e.g., asbestos insulation, e-waste).
253. New installations requiring civil work that may trigger fresh EIAs or local opposition.
255. 🔷 4. Financial & Economic Uncertainties (Expanded)
256. d. Tariff and Revenue Risk
257. Uncertainty in future power purchase agreements (PPAs) or grid tariffs.
259. Difficulty in justifying upgrades without clear revenue recovery mechanisms.
261. e. Opportunity Cost of Capital
262. Investment in upgrades competes with other corporate priorities (e.g., new renewables, storage projects).
264. Need to weigh upgrades against alternative uses of capital.
266. 🔷 5. Regulatory & Legal Risks (Expanded)
267. c. IPR and Licensing Barriers
268. Proprietary software/hardware may limit customization or third-party integration.
270. Risk of violating intellectual property agreements during retrofits.
272. d. Cross-Border Technology Restrictions
273. Export control laws (e.g., ITAR, EU export regulations) may restrict access to certain advanced technologies.
275. Risk of sanctions or restrictions on foreign-sourced components.
277. 🔷 6. Change Management & Organizational Culture (Expanded)
278. c. Project Fatigue or Upgrade Burnout
279. Repeated past upgrades with limited success may breed resistance.
281. Employees wary of another project with unclear ROI or workload increase.
283. d. Communication Gaps
284. Poor dissemination of upgrade rationale and benefits across teams.
286. Technical jargon or unrealistic expectations causing confusion and pushback.
288. 🔷 7. Post-Upgrade Risks & Sustainability (Expanded)
289. c. Performance Drift
290. System degradation over time due to poor calibration, improper usage, or ignored alerts.
292. No mechanism to enforce continuous improvement post-upgrade.
294. d. Data Overload Without Analytics Capability
295. Upgrades often bring large volumes of data (from sensors, SCADA, IoT).
297. Lack of trained analysts or AI tools leads to unused or misunderstood data.
299. 🔷 8. External Stakeholder Sensitivities
300. a. Public and Political Scrutiny
301. Large upgrades may trigger public hearings, political pushback, or activism (especially around emissions or water use).
303. Need for strategic communication and public relations planning.
305. b. Lender & Investor Transparency
306. Green finance and infrastructure funds may demand detailed ESG metrics and transparency.
308. Failure to provide credible upgrade pathways may result in disqualification from concessional funding.
310. 🔷 9. Technology Lock-In Risk
311. Committing to a particular platform (e.g., digital control, battery chemistry) may create long-term rigidity.
313. Risk of technological obsolescence if industry moves to a different standard in 5–10 years.
315. 🔷 10. Failure to Consider System-Wide Optimization
316. Over-focusing on individual components (e.g., turbines, boilers) instead of plant-wide efficiency (e.g., heat integration, load balancing).
318. Ignoring external systems like grid dynamics, storage potential, or water-energy nexus.
320. ✅ Would you like a risk-mitigation table, a PowerPoint summary slide, or checklist format for internal use or board presentation?

Program General Methodology



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Euro Training is in the business of providing

1. Knowhow and Technology Transfer to the Participants. Building relevant Understanding, Competencies & Process Knowledge.
2. Multi-discipline understanding of Program Topics.
   Means that post program when participant takes decisions, related to his work, participant will automatically and subconsciously consider and take into account (as applicable) Internal & External Customer Needs and Expectations, Operational & Strategic Objectives, Regulatory Aspects, Industry Standards, Technology Options, Understand Helpful Modern Tools and Methods, Understand Risks, Actions for Increasing Productivity, Legal & Contractual Aspects, Intellectual Property Aspects, Safety, Security, Audit, Cost Benefit Aspects, Value Engineering Opportunities, Key Performance Indicators, Meaningful Performance Evaluation System, and, Data Analytic Opportunities.
   This type of understanding and habit otherwise develops after years of rich and diverse work experience. (few get this opportunity)
3. Knowledge Framework outline which will enable the participant to understand and learn the right lessons from his own past, present and future on-the-job experience.
4. Training that will empower the participant to identify, support and implement improvements in his work area, team, section, department, and organization.

This 1 Week Training Program participant will typically take away...

1. Program related knowhow, skills, competencies and process knowledge.
   This program will use case studies and benchmarked Good and Best Practices to enhance participant understanding and competencies.
2. Domain Knowledge and process knowledge.
   The participant will become empowered and should become more Productive, Effective, Efficient, Customer Focused and Strategic Focused.
   At the end of the program, the Participant will prepare a Customized Outline Action Plan which will serve as the roadmap to implement some key improvements in his work area.

(Benefits made possible by Euro Training's unique, multidiscipline, customer focused, strategic focused, easy to understand and apply training methodology that relies on Industry Good and Best Benchmarked Practices)

• Euro Training programs are different. They develop practical Job Skills.
  This program is designed to make the participant aware of the domain processes, multi-discipline skills and competencies related to his job responsibilities.
  Each program is customized and made useful for the particular participant group, our target is 90%+ topics directly applicable to the work today or in future.
  Benefits you may see in participant post program...
• Inclination to Recognize his stakeholders, and their needs & expectations. He will also get understanding of how to analyze to find ways to exceed customer expectations and delight the customers.
• High level Job skills & competencies
• Taking Initiative to Propose Improvements in Work Responsibility Area.
• Further, this program will Build Multi-Discipline Understanding, Skills and Competencies including (as relevant)...
• Increased Technical and Process Knowhow
• Awareness to the Need to align performance to the Needs and Expectations of Stakeholders/ Customers (internal & external)
• Awareness of the Need to Align performance to Organizational Operational and Strategic Objectives.
• Understanding Domain Good Management Practices, and, Awareness to meet Requirements and Recommendations of the Relevant Industry and Professional Standards.
• Awareness to consider for possible application the Best Benchmarked Domain Practices that can assist making Dramatic Process Improvements.
• Type of improvements the participant will be trained to analyze and implement include (as relevant) Productivity Improvements, Product and Service Differentiation and Exceeding Stakeholder & Customer Expectations.
• Euro Training Instructors often act as mentors for participants (solely subject to instructor approval). Your participants can utilize this free service to ensure effective post program reinforcement and help when applying the ideas, skills and competencies acquired during the training.

1. First, and most important benefit, is the positive self-esteem that will come from being able to do your work right first time and meet internal and external customer expectations.
2. Second, the Program developed Understanding, Skills & Competencies will help you successfully present your professional and Team skills at Job Interviews and Internal Performance Evaluation Reviews.
3. You gain a clear direction for analyzing, proposing and implementing improvements in his work area.
   The outline action plan you prepare and take away after the program will help you take improvement initiatives and make a positive difference in your performance on the job, team, business unit or organization. This difference after implementation and when added to your resume will make you a prime candidate for career advancement in your own organization or in your next job.
4. Post program when you take decisions related to your work processes you will automatically consider (as applicable): Internal & External Customer Needs and Expectations, Technology Options, Helpful Tools and Methods, Consider Risks, Mitigate Risks, Take Actions that Increasing Productivity, Consider Legal & Contractual Aspects, Consider Intellectual Property Aspects, Pay attention to Safety and Security, Consider future Audit, Weigh Cost Benefit between options, Be Mindful of Key Performance Indicators (KPIs), Consider how Performance will be evaluated, and, Consider need for and Opportunity to Develop a Decision Support Knowledge Base, .... (and possibly more multi-discipline aspects).

Team Nominations : Team Nominations: It is recommended that your organization nominate at least two participants together for this program. This will help the participants create a Critical Mass for the Change and enable the participants to support each other during implementations of the program recommendations and the other methodologies learnt during the program.

Single Nominations will also be accepted for the program.

Single participant nominations will be useful where the objective is to:-

1. Refresh and Upgrade Relevant skills, make the participant familiar with the Relevant Latest Tools, Techniques and Methods. Single participants can also be considered where the objective is to quickly bring the employee up to level required for independent productive working.
2. Train promising experienced employee to take on Mentoring/ Instructor roles in program knowledge area.
3. Train individuals for Leadership Role in his Team, Section, Business Unit, Department or Organization.

All Programs are in English. Arabic Language Support is also available. French and Spanish Translation Service is available by prior arrangement.

Certificate of attendance is awarded to all Participants attending this program.

• Classroom Training £4,315 (USD $5,500) per participant. Online eTraining Fee £3,000 (USD $3,750) per participant.
• Training and Workshop Materials are included in the Fees. These training materials can also be purchased separately for £1000 ($1,250) each set for your Library or Internal Training Needs.

1. To register: Please send us an official letter confirming registration (on organizational letterhead or company email). And send us a completed registration form electronically fillable is available at https://www.eurotraining.com/etl-reg.php You can request or registration form by Emailing regn@eurotraining.com and eurotraining@gmail.com
2. For Program Fee Information Email: fees@eurotraining.com . Fees are Payable by Bank Transfer or Bank Draft. Fee information is available at: https://www.eurotraining.com/fees.php .
3. Program Fee is
   • 1 week (5 day/40 hrs) Training Program:
     At USA, Dubai, Kuwait, New Delhi, Qatar USD $5,500 per participant.
     At London, Europe, Malaysia, Singapore USD $6,050 per participant.
     Online eTraining Fee USD $2,500 per participant.
   • 6 day (45 hrs) Training Program (includes 1 day workshop): At USA, Dubai, Kuwait, New Delhi, Qatar USD $6,500 per participant.
     At London, Europe, Malaysia, Singapore USD $7,150 per participant.
     Online eTraining Fee USD $3,125 per participant.
   • 2 week (80 hrs) 2 week (80 hrs) Process-by-Process Approach Training :
     At USA, Dubai, Kuwait, New Delhi, Qatar USD $8,900 per participant.
     At London, Europe, Malaysia, Singapore USD $9,790 per participant.
     Online eTraining Fee USD $4,375 per participant.
   • 3 week (110 hrs) Advanced Training Program (includes 1 week training + 1 week workshop + 1 week advanced training) (if available):
     At USA, Dubai, Kuwait, New Delhi, Qatar USD $13,800 per participant.
     At London, Europe, Malaysia, Singapore USD $15,180 per participant.
     Online eTraining Fee USD $6,250 per participant.
   • 4 week (150 hrs) Professional Certification Training Workshop (includes 1 week training + 1 week workshop + 1 week advanced training + 1 week domain professional skills)(if available):
     At USA Locations, Dubai, Kuwait, New Delhi, Qatar USD $17,800 per participant.
     At London, Europe, Malaysia, Singapore USD $19,580 per participant.
     Online eTraining Fee £6,000 (USD $7,5000) per participant.
   and includes Course Materials, Certificate, Refreshments and Lunch (classroom programs). www.eurotraining.com/admin/fees.php)
4. Accommodation is not included in Program fee. Special rates will be available at venue hotel for the class room training program participants.
5. Special discount of 10% is offered for participants who pay their fees at least 45 days before start of the program.
6. Refund will not be considered where the participants cancels his registration less than 3 weeks before start of the program. Alternate nominations will be allowed anytime before program start. In case of exceptional hardship or emergency participant may be allowed to attend at another location.
7. All participants are required to fill in Participant Information form - on first day of the program. Each program Undergoes Customization to Better Meet Participant Present and Future Career Needs. Please be prepared to let the Instructor/s know about your organization's Special Needs, Interests or Initiatives.
8. It is always useful for participants to bring their existing problems or case studies, work-process flow charts or job related problems for discussion - consideration will be at sole discretion of the program director/s.
9. Provisional Registration : You can make a provisional registration by sending us an email – an official registration request can be made within 2 weeks. This will ensure we will reserve a seat. If The official registration request is not received within 2 weeks or at least 2 weeks before program start this provisional registration is automatically cancelled – we do request you to infrom us asap you have decided either way. All provisional registrations automatically cancel 2 weeks before program start.
10. Information required for Provisional Registration: Program Title, Location, Dates, Your Organization Name, Your Email Address, your Mobile Number.