Management System Core Training Modules

A focused 90-minute session for executives who want management systems to drive performance, risk control, and credibility, beyond certification

A practical executive workshop on turning management systems into drivers of reliability, trust, and strategic performance.

Understand organisational context, stakeholders, and system boundaries

Understand leadership responsibilities in management systems and how top management sets clear policy direction and accountability

Build a coherent, auditable policy framework that aligns with strategy, scales across entities, and stays current without bureaucracy.

Learn the fundamentals of role design, decision rights, governance mechanisms, and escalation paths in management systems

Learn the fundamentals of resourcing management systems across people, time, budget, infrastructure, and external support

Fundamentals of documented information control, records, and knowledge capture for management systems

Learn the fundamentals of identifying, evaluating, treating, and monitoring risks and opportunities across management systems.

Learn the fundamentals of objective setting, KPI definition, and KPI governance for management systems

Learn the fundamentals of defining process boundaries, mapping flows and handovers, and embedding controls and required evidence into usable process documentation

Learn the fundamentals of competence planning, awareness building, and structured communication in management systems

Learn the fundamentals of designing and running controlled operational processes with clear roles, controls, records, and change handling.

Learn the fundamentals of selecting, qualifying, and controlling suppliers and outsourced processes across their lifecycle

Learn the fundamentals of measurement methods, data quality checks, and measurement registers for consistent performance data.

Learn the fundamentals of analysing performance results, interpreting trends and deviations, and summarising evaluation outputs for management decisions

Understand the purpose of internal audits, role responsibilities, independence expectations, and how audit results are used in governance and improvement

Learn the fundamentals of planning, conducting, and documenting management reviews using integrated inputs and decision-focused outputs

Understand corrective actions, root cause analysis, action tracking, and effectiveness verification in management systems

Core audit mindset, evidence logic, materiality-based focus, and audit test plan design.

Interview planning, questioning, and conversation control for reliable audit evidence

Understand how to write evidence-based findings, structure audit reports, and follow up agreed actions to verified closure.

Understand audit programme governance, risk-informed audit portfolios, supplier audit integration, resourcing, and programme-level reporting

Plan and conduct supplier audits using contract-based criteria, evidence targets, and disciplined audit documentation.

Understand the accreditation–certification ecosystem, certification audit lifecycle, impartiality boundaries, and decision interfaces.

Audit the credibility of organisational context, interested parties, scope, and system boundaries—including interfaces, exclusions, multi-site structures, shared services, and outsourcing.

Assess traceability and consistency between context, risks, controls, objectives, and risk-based decisions

Audit objectives, key performance indicators, and performance evaluation evidence across ISO management system standards

Audit evidence and judgement for whether operational controls work as intended in day-to-day practice

Audit fitness for use, consistency, and credibility of documented information across policies, procedures, and evidence

Audit management review inputs, decisions, follow-up, and alignment with organisational performance

Audit judgement for root cause credibility, corrective action effectiveness, and evidence of learning-based improvement across ISO management system standards

Audit risk-based supplier coverage, contract controls versus operational reality, and interface failures across organisational boundaries