Memorizing these C_TCRM20_72 Latest Questions is sufficient to pass the exam.

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Exam Code: C_TCRM20_72 Practice exam 2022 by Killexams.com team
SAP Certified Application Associate - CRM Fundamentals with SAP CRM 7.0 EHP
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Killexams : SAP Fundamentals learner - BingNews https://killexams.com/pass4sure/exam-detail/C_TCRM20_72 Search results Killexams : SAP Fundamentals learner - BingNews https://killexams.com/pass4sure/exam-detail/C_TCRM20_72 https://killexams.com/exam_list/SAP Killexams : Best SAP Courses

Planning to work as an IT professional soon or want more out of your career as an IT professional? You can boost your resume and land rewarding career opportunities by mastering SAP software. 

Consider online SAP courses that allow you to work through the material at your own pace. There are several options for all skill levels. 

Benzinga is here to help you find an SAP course that suits your needs and budget. 

Quick Look: Best SAP Courses

What Makes an SAP Course Great?

Keep the following considerations in mind as you explore SAP courses and choose the right one for you. 

Taught by an SAP Expert 

Is your instructor a seasoned SAP facilitator? Does this person have a track record of success with past students, as indicated by reviews? What type of experience do they have in the field? These are all critical factors to consider as you assess the instructors' background for classes you’re considering. 

Starts with the Basics

Whether you’re an SAP newbie or subject-matter expert, you want a course that features a primer on the essentials. There’s a lot to learn about SAP, and it doesn’t make sense to jump right into more advanced concepts if you don’t have a solid understanding of the basics.  

Includes Supplementary Resources

You want an SAP course that features supplementary resources. These include readings, downloadable resources, assignments and quizzes that allow you to master the material and apply your knowledge in a practice setting. 

Our Top Picks

We’ve highlighted a description and enrollment fee for Benzinga’s top picks below. We made our selections from LinkedIn Learning and Udemy after hours of extensive research. 

You’ll also notice that the SAP courses are categorized by skill level — beginner, intermediates and advanced courses — to help you find the best fit. 

SAP Courses for Beginners

These introductory courses are for individuals who are new to SAP. 

1. SAP Simplified for Absolute Beginners by Udemy 

Want to learn the fundamentals of SAP from scratch without getting overwhelmed or pulling your hair out? This Udemy bestseller is the perfect fit. 

SAP Simplified for Absolute Beginners covers the basic functionalities of SAP ERP. You’ll also learn how to navigate the software with ease and conduct transactions. 

Register today to access 31 lectures condensed into 2.5 hours of on-demand video and 1 article. You will also receive a certificate of completion when you finish the course. 

Enroll now.

2. Learn SAP Course – Online Beginner Training by Udemy 

This introductory course from Udemy is also an ideal option for SAP beginners. It includes 2 hours of on-demand video and 1 downloadable resource to provide you with a holistic learning experience. 

Learn SAP Course – Online Beginner Training is facilitated by SAP expert Peter Moxon. The class comprises the following segments: 

  • SAP Introduction
  • SAP Functionality 
  • SAP Products
  • SAP System Basics
  • SAP Basics – Step by Step
  • Customizing Your SAP
  • Interrogating the System  
  • Reporting 
  • Beyond the Basics
  • Quiz and Course Wrap-Up 

Level up your knowledge today by enrolling in the course. You can register with confidence knowing it comes with a 30-day money-back guarantee if the content doesn’t quite meet your needs. 

Enroll now.

3. SAP Financials Essential Training by LinkedIn Learning 

Who it's for: Beginners

Price: Included with the monthly membership 

In a little over 1.5 hours, you can go from a novice to pro in SAP ERP Financials. Let SAP trainer Justin Valley show you the ropes.

SAP Financials Essentials Training dives into ways the ERP can be leveraged to manage your company’s finances and conduct enterprise resource planning. You will also learn how to execute account reconciliations, set up gender ledger documents, add suppliers, generate invoices and reports, use other key accounts receivable and payable features and so much more. 

Here’s a breakdown of the course: 

  • Introduction 
  • General Ledger 
  • Accounts Payable 
  • Accounts Receivable
  • Asset Accounting 
  • Conclusion 

There’s no cost to enroll if you have a monthly LinkedIn membership. If not, you can sign up for a 1-month trial to access the class for free. 

Enroll now.

Have a solid grasp of SAP basics? Consider these intermediate courses if you want to explore more advanced concepts or learn more about SAP SD and SAP Business One. 

4. SAP SD Training – in Plain English by Udemy 

Interested in learning the most common configuration in SD? Or maybe you want to learn how to interpret SAD help documents. This intermediate course is worth considering.

SAP SD Training – in Plain English features detailed instruction on SAP GUI Setup, the order to cash cycle, master data, SD-FI interface, Customer Material Info Records (CMIR) and more. Plus, there’s a lecture on SAP SD Certification Help in case you want to put your knowledge and skills to use in the field. 

When you register, you’ll get full lifetime access to 132 lectures jam-packed into 28.5 hours of on-demand video. The low enrollment fee also includes 1 article and 53 downloadable resources to supplement critical concepts presented in the lessons. 

The course is facilitated by SAP trainer and consultant Siva Prasad. It’s best to have access to an SAP Server before you register. 

Enroll now.

5. SAP ERP Essential Training by LinkedIn Learning 

Who it's for: Intermediate students 

Price: Included with the monthly membership 

Also instructed by Justin Valley, SAP ERP Essential Training offers a primer to get you up and running. This intermediate course then transitions to the primary differences between functional and technical modules, end-user navigation and how to export reports. 

Here’s a quick look at the syllabus: 

  • Overview of SAP
  • Exploring SAP Modules
  • SAP End-User Base Navigations
  • SAP Basic Reporting  

You will also take 4 chapter quizzes to assess your knowledge. Doing so helps you identify areas where you excel, along with areas where you may need to focus more to master the material. 

Grab a free seat in the course with a LinkedIn membership. If you’re not yet signed up for a membership, you can enroll for free with a 1-month trial. 

Enroll now.

6. SAP Business One Essential Training by LinkedIn Learning 

Who it's for: Intermediate students

Price: Included with the monthly membership 

SAP Business One is a tool that can be implemented to monitor key business processes and execute essential tasks. If you’re unfamiliar with the ERP or seek advanced knowledge to get it up and running in your company, this course is worth considering. 

Facilitator Steven Lipton, VP of Special Projects at Science Device Laboratory, draws from his years of experience to demonstrate SAP Business One's application using real-life scenarios. He also shows you how to tailor SAP Business One to meet your company’s needs. The lessons are divided into 6 core segments:

  • Get Started
  • Modules: TheTop 6
  • Navigation and User Functions 
  • Choosing the Modules You Need
  • Reporting 
  • Output 
  • Customization 

Ready to get started? Register at the tap of a fingertip if you have a LinkedIn membership without spending a dime. Or you can sign up for a 1-month trial to enroll in the course for free. 

Enroll now.

Advanced SAP Courses

IT professionals looking for SAP advanced training to pass the certification exam or land a more lucrative role will find these courses useful.  

7. SAP SD Advanced Training by Udemy 

Also led by Siva Prasad, this Udemy bestseller moves beyond the basics of SAP SD to help you become a subject-matter expert. It caters to individuals who already understand the fundamentals of SAP SD and want to level up their expertise. 

SAP SD Advanced Training includes 55 lectures condensed into 10.5 hours of on-demand video and 8 downloadable resources. The lessons are categorized as follows: 

  • Introduction 
  • 3rd Party Sales
  • Pricing – Rounding
  • Pricing – Pricing Type 
  • Rebates
  • Cross Company Sales
  • Stock Transfer Order
  • LIS Tables
  • EDI 
  • ALE
  • Make to Order

You’ll receive a certificate of completion when you reach the finish line. 

Make sure you have basic knowledge of the SAP Sales and Distribution Configuration before you register. 

Enroll now.

8. SAP ERP: Beyond the Basics by LinkedIn Learning 

Who it's for: Advanced students 

Price: Included with the monthly membership 

Master more advanced SAP ERP basics with instructor Justin Valley. This advanced course from LinkedIn Learning requires 1.5 hours of your time and also includes 4 chapter quizzes to test your comprehension of the material as you progress. 

SAP ERP: Beyond the Basics includes 4 modules: 

  • SAP Personal Settings
  • SAP Advanced Navigation 
  • Selection Criteria and Running Reports
  • Reporting Results 

Upon completion, you’ll know how to use SAP ERP to support all essential components of your business. 

The registration fee is included with a LinkedIn membership or you can access the course with a 1-month free trial. 

Enroll now.

9. SAP ERP: Become an SAP S/4HANA Certified Consultant - Pro by Udemy 

SAP ERP: Become an SAP S/4HANA Certified Consultant equips you with the skills and knowledge you need to impress prospective employers. It’s also a good fit for IT professionals who want to prepare for and pass SAP exams on the first attempt. 

Instructor George Boyle, SAP Project Manager at Accenture, breaks the course down into these categories: 

  • Introduction to SAP S/4 HANA
  • SAP GUI and Navigation
  • User Experience
  • Basic System-Wide Concepts
  • Enterprise Management (previously logistics)
  • Finance (previously FICO)
  • HR (previously Human Capital Management)
  • SAP Basis
  • Embedded Analysis
  • SAP HANA
  • Implement SAP 
  • Next Steps 

Sign up today for full lifetime access to 9 hours on-demand video, 17 articles and 16 downloadable resources. The course is backed by a 30-day money-back guarantee if you’re unsatisfied for any reason. 

Enroll now. 

Find the Best SAP Course for You

Don’t spend hours sifting through dozens of articles and textbooks to learn SAP. Consider an online course to bring you up to speed. Regardless of your skill level, there’s an affordable option that meets you right where you are. 

Our top picks are a great place to start. They’re taught by SAP experts and include supplementary resources to ensure you get the most from your online learning experience. Even better, the classes are self-paced so you can work through the material at your own pace when it’s convenient for you.

Frequently Asked Questions

Q

What does SAP stand for?

A

SAP stands for Systems, Applications and Products in Data Processing.

Mon, 11 Jul 2022 12:01:00 -0500 text/html https://www.benzinga.com/money/best-sap-courses
Killexams : Technology alone won’t solve your organizational challenges

I recently participated in an online open innovation session on the future of work hosted by Everything Omni, a UK-based group aiming to “future-proof work and the workplace for the uncertainty of today.” I was quickly in over my head. Not because of the content. That was provocative yet approachable. I found myself overwhelmed by the collaboration tools, namely the virtual whiteboard. People were moving ideas in, out, up, and down while I was still trying to make sense of the dashboard. I was suddenly a stranger in a strange land.

Sure, a big part of me was longing for face-to-face interaction and the tactile comfort of sticky notes and erasable markers. But the uncomfortable experience made me reflect on the innumerable models, methods, and tools introduced in latest years to revolutionize the way we work. To wit: one problem facing organizations is the lack of organizational alignment around why these new technological innovations are so mission-critical. Unclear purpose and the lack of comfort and expertise with the what, where, when, and why of work can cause slowdowns, misunderstandings, redundant work, and one-off work-arounds. These and other frictions can add distraction, inefficiency, and unpleasantness to the work experience—and may contribute to burnout as well.

As we debate grand philosophical questions around the future of work, perhaps it’s also time to devote rigor to the fundamentals of organizational life, whether in the office, fully remote, or something in between. Agreeing on well-defined and widely practiced norms that mitigate unnecessary complication and conflict is essential for a desirable and productive workplace. Before expecting whizbang technology to create workplace nirvana, organizations must explore the cultural norms and core operating principles and practices that foster or confound productivity.

In my experience, misalignment and dysfunction arise when three fundamental building blocks of organized activity are not taken seriously: teams, meetings, and communication. Each element is interrelated and highly complementary. For example, a high-functioning team is inherently better at communication and more productive during meetings. In other words, deficiency in one area can derail the others.

Teams

I have never encountered an organization without teams. Some see them as a cure-all. Yet, a recent Harvard Business Review article by organizational psychologist Constance Noonan Hadley and organizational behavior professor Mark Mortensen points out the historically poor performance of teams. The authors note that while teams have long struggled to fulfill their promise as an organizational form, they face especially high hurdles today, in part because organizations keep forming teams without a clear idea of their purpose, how they should be structured and governed, and what expectations members should have for their individual and collective roles and responsibilities. For their part, Hadley and Mortensen propose “co-acting groups,” an alternative team concept in which participants share a goal and work independently but gather occasionally. (Think coders, writers, and designers who contribute to a website redesign without the formality of a rigid team structure and meetings.)

Before expecting whiz-bang technology to create workplace nirvana, organizations must explore the cultural norms and core operating principles and practices that foster or confound productivity.

Whatever your organization’s preference for team building, it should be carefully selected from a range of options, and it should be clear to everyone why the firm chose one particular structure over another and what’s expected of everyone participating. Start with desired outcomes and cultural norms, then articulate principles to empower action, and, finally, provide the skills and tools needed for success.

For example, I encountered one organization that committed to creating and formalizing a high-quality team culture. In the model they created, a cross-functional team required a charge, a charter, and a champion. The charge precisely defined the challenge the team would tackle. The charter outlined membership, expected duration, time commitments, decision-making authority, and other governance issues. The champion was a person with sufficient positional power to do something with the team’s work product. Though initially cumbersome, the requirements ensured clarity of mission and the rules of the road, along with some assurance that the work would not be a performative exercise with little impact. When it worked, it was the embodiment of the adage “slow is smooth and smooth is fast,” which is another way of saying that doing the hard work on the front end ensures smooth functioning later on and ultimately gets you to your destination faster.

Meetings

Working-group configurations are just the beginning. Meetings are another. I have written about meetings before, and countless others have written pieces on how to have better ones. Still, people chafe at unfocused and unproductive gatherings. The expectation that humans have an instinctual ability to organize and facilitate group work is belied by ample evidence that they do not. What is needed is a commitment to build the skills necessary to execute meetings well. There is no shortage of models, advice, and training for doing so.

Even in the most forward-thinking organizations, people want to know what a meeting is supposed to achieve, what their role is in that meeting, and if gathering people around a table or their screens is the most effective and efficient way to get to the desired outcome. Is there a decision to be made? Or is the purpose information sharing? Have people been given the chance to opt out if the above points are not clear? Asking these questions can serve as a rapid diagnostic for what you are getting right—and wrong—in your meetings. Poorly run meetings sap energy and breed mediocrity.

Communication

Daily communication is yet another area ripe for improvement. Long ago, Procter & Gamble invested in training its managers to craft concise, informative, and compelling one-page memos. Later, Amazon adopted the six-page memo as the mandated alternative to slide decks. I favor two pages as a good balance of brevity and depth, but no matter the length, limiting it begets discipline in both writing and thinking. Should there be exceptions? Of course. However, veering from the norm should be an intentional choice made for specific reasons. The core skills of clarity and concision will still apply. Picasso’s mastery of draftsmanship fueled his confidence and freed his mind as he ventured into abstraction.

Even if your organization relies upon short bursts on a messaging platform, each note should achieve the greatest effect. Though texting has become ubiquitous, for example, National Public Radio reported that most people do not text well. Define what “good” looks like in your chosen medium, and foster best practices.

Once upon a time, there was an administrative layer in organizations that competently handled many of these tasks. Known then as secretaries and now as administrative assistants, these individuals could manage schedules, create agendas, take notes, organize files, and so much more. Yes, there was sexism in their selection and pay, and the work was sometimes viewed as simple, beneath the talents of high-powered managers. Yet having people who understood the purpose of those seemingly mundane tasks and executed them well ensured consistency and quality, mitigating friction and fostering flow in the system.

Now, trained administrative support has disappeared for all but the most senior executives. The tools have been democratized so that each person does more and more for themselves, even if they do not do it particularly well. The savings from eliminating admin positions are easy to quantify, while the cost of the resulting inefficiency and frustration is far more difficult to pin down, though no less real. Earlier changes in organizational technology and protocols were incremental, and the comfort with in-person traditions made it easier to mask cracks in the system.

The current shifts underway are more sudden and dramatic. With distributed teams and hybrid work arrangements, even the most basic necessary skills and configurations are shifting. As Constance Noonan Hadley, who co-wrote the article about teams mentioned above, told me, “We have to ask how we optimize for a new world of work, because it is happening. I know from conversations with my executive students that there is a tension between how we think work is happening and what is actually going on. Organizations must adapt to resolve it.”

Unless your organization has embraced agile or lean methodologies, or made a radical leap to an alternative model, such as sociocracy, that forces reconsideration of the fundamentals, you are likely carrying a lot of unexamined baggage. Accept the need for change, and banish prior assumptions. Work-group structure, meetings, and communication are great places to start. Try these five steps for spotting the snafus that may be hobbling your organization.

Articulate your “center of effort.” Identify the activities that engage employees the most and in which the collaborative work is essential to business objectives. Have an open, democratic conversation to remove the distortions that come with a top-down view. Be open and honest about what’s working and what needs to change. Consider incorporating collaboration in key performance indicators (KPIs) and reward structures.

Start with the small stuff. If rambling meetings are a problem, for example, require an agenda and time limit for each gathering. Stick to your plan for at least three to six months to ensure you get over the awkward early phases of adoption.

Equip people for the “how.” Make sure your people understand the methodologies, processes, practices, and new tools you’ve chosen. Go beyond a three-minute video tutorial. The team-centric company mentioned above invested in professional-facilitation training for every manager likely to lead a team. The skill-building sessions also demonstrated executive commitment to getting teamwork right. Go for proficiency, not simple competence.

Lead by example. Show your employees that an old dog can learn new tricks. Tackling an unfamiliar process or application can be an opportunity for relationship building and modeling a growth mindset—for example, letting yourself be mentored by a more junior staff member.

Establish feedback loops. Regularly practicing “stop, start, continue”—an organization model for eliciting meaningful feedback—creates an ongoing process of engagement, assessment, and change that will keep practices fresh.

How to get started? Convene your group around a virtual whiteboard—just make sure everyone knows how to use it.

Tue, 02 Aug 2022 16:13:00 -0500 en text/html https://www.strategy-business.com/blog/Technology-alone-wont-solve-your-organizational-challenges
Killexams : Interesting SAP Put And Call Options For March 2023 No result found, try new keyword!which is why looking at the trailing twelve month trading history for SAP SE, as well as studying the business fundamentals becomes important. Below is a chart showing SAP's trailing twelve month ... Thu, 14 Jul 2022 04:33:00 -0500 text/html https://www.nasdaq.com/articles/interesting-sap-put-and-call-options-for-march-2023 Killexams : Fundamentals of ABFT Online Self-Paced Course

The ABFT Training Program now offers a self-paced online course equivalent to the Day 1/Part One ABFT Introductory Workshop. This course takes approximately 8 hours to complete.

If you have questions or concerns contact: Rebecca Saionz at rss94@drexel.edu or 215-571-3410

Please let us know if you have any disability or other special needs so that we can ensure that your needs will be fully met.

The target audience for the course is Case Workers, Counselors, Couple and Family Therapists, ER Physicians, Health Care Administrators, Frontline MH staff, Mental Health Professionals, Primary Care Physicians, Psychiatrists, Psychiatric Nurses, Psychologists, Psychotherapists, SAP Team members and Social Workers.

Guy Diamond, PhD
Guy Diamond, PhD, is Professor Emeritus at the University of Pennsylvania School of Medicine and Associate Professor at Drexel University in the College of Nursing and Health Professions. At Drexel, he is the Director of the Center for Family Intervention Science (CFIS). CFIS was founded in 1996 and has received funding from NIMH, SAMSHA, CDC, CSAT and several private foundations. CFIS is dedicated to the development; testing and dissemination of Attachment-Based Family Therapy (ABFT) for depressed and suicidal youth. ABFT has been rigorously tested in several clinical trials and process research studies and now enjoys the distinction of being an empirically supported treatment on SAMHSA's NREPP web site. Diamond is also the lead developer of the Behavioral Health Screening (BHS) tool, a web based tool for mental health and non-mental health settings. The BHS is in primary care, emergency rooms, schools and college health and mental health centers. Along with his co-authors, Drs. Gary Diamond and Suzanne Levy, Diamond has written the first book on ABFT, Attachment-Based Family Therapy for Depressed Adolescents, published by the American Psychological Association on October 2014.

Suzanne Levy, PhD
Suzanne Levy, PhD, is a licensed clinical psychologist and training director of the ABFT Training Program at Drexel University's College of Nursing and Health Professions. Levy is a co-developer of Attachment-Based Family Therapy (ABFT). ABFT is the only manualized, empirically informed and supported, family therapy model specifically designed to target family and individual processes associated with adolescent suicide and/or depression. Since 2007, Levy has been conducting ABFT training workshops and supervision for therapists nationally and internationally. She also over sees ABFT treatment in Drexel's Center for Family Intervention Science's clinical trials. She has presented regionally, nationally, and internationally on ABFT, emotion coaching, child and adolescent therapies, resilience, adolescent depression, adolescent development, and adolescent substance use. Levy has presented at 100s of workshops, conferences and invited lectures, as well as in college classrooms. Along with her colleagues, Drs. Guy and Gary Diamond, Levy has written the first book on ABFT, Attachment-Based Family Therapy for Depressed Adolescents published by the American Psychological Association.

This program is being offered for 8 hours of continuing education.

***Many states accept Psychologist CEs for Social Workers, Licensed Marriage and Family Therapists, and Licensed Professional Counselors. Some states also accept other state board's CEs. Please check with your local licensing board to verify CEs you can use.***

Psychologists

Drexel University College of Medicine, Behavioral Healthcare Education is approved by the American Psychological Association to sponsor continuing education for psychologists. Drexel University College of Medicine, Behavioral Healthcare Education maintains responsibility for the program and its content.

PA State Board LMFT/LCSW/LSW/LPC

Drexel University's Counseling and Family Therapy Department is a Pre-approved Provider by the Pennsylvania State Board of Social Work, Marriage and Family Therapy and Professional Counselors of Continuing Education Credits. For LMFT, LCSW, LSW, and LPCs: The course qualifies for 8 CEs. A Certificate of Participation will be awarded after the presentation to all who attend and follow protocol for registration and evaluation forms.

Drexel University Counseling and Family Therapy Department maintains responsibility for the program and content. Accreditation does not imply that Drexel College of Nursing and Health Professions approves or endorses any product included in the educational activity.

Fees:

PA State Board LMFT/LCSW/LSW/LPC CE- $25 per certificate
Psychologist CE - $35 per certificate

Disclosure statement:

All planners and presenters at nursing continuing education activities are required to disclose to the audience any significant financial relationships with the manufacturer(s) of any commercial products, goods or services. Such disclosures will be made in writing in the course presentation materials.

What is ABFT?
Attachment-Based Family Therapy (ABFT) is a manualized, empirically supported family therapy model specifically designed to target family and individual processes associated with adolescent suicide and depression. ABFT emerges from interpersonal theories that suggest adolescent depression and suicide can be precipitated, exacerbated or buffered against by the quality of interpersonal relationships in families. It is a trust-based, emotion-focused psychotherapy model that aims to repair interpersonal ruptures and rebuild an emotionally protective, secure-based parent–child relationship. It is used worldwide in hospitals, clinics, and private practices. ABFT was included in SAMHSA’s National Registry of Evidence-based Programs and Practices (NREPP) and is on the NREPP Web site. Currently, ABFT is listed in the Substance Abuse and Mental Health Services Administration (SAMHSA): Evidence-based resource guide for SI, SH, SA. ABFT is also rated as a program with “Promising Research Evidence” for adolescent depression by the California Evidenced-Based Clearinghouse for Child Welfare (CEBC). Finally, ABFT is listed in the Swedish Guidelines for treatment of depression and is a CYP IAPT recommended evidenced based treatment in England.

What is a self-paced course?
A self-paced course can be accessed at any time from your computer. It is flexible, allowing for you to complete the course at your own speed (rather than meeting at fixed times set by an instructor). Course access is available for 90 days after you receive your login information.

How do I access the course?
Once you have registered for the course AND submitted payment, you will receive an email from the ABFT Training Program within 1-2 business days with login information for the course site (https://learn.dcollege.net/). If you do not receive your login information or have any questions about payment, please email abft@drexel.edu

Are there any technology requirements for the course?
We recommend accessing the course from a computer using the latest version of Firefox or Chrome. It can also be accessed from mobile devices via the Blackboard App (available for iOS and Android), however, a computer is preferable.

Do the course videos have subtitles?
Yes, all course videos contain both audio narration (in English) and optional English subtitles.

How do I obtain CE credit for the course?
In order to obtain CE credit, you must register and pay for CEUs when you register for the course. You also must complete the pre-test, view all course videos, and pass the post-test with a score of 80% or higher. You may repeat the post-test as many times as needed to obtain a passing score. A certificate of completion will be automatically emailed to you upon passing the post-test. The CE certificate will be emailed to you within 1 month.

What type of CEs do you offer?
We offer CEs with APA and the Pennsylvania State Board LMFT/LCSW/LSW/LPC. This course qualifies for 8 hours of continuing education. Many states accept Psychologist CEs for Social Workers, Licensed Marriage and Family Therapists, and Licensed Professional Counselors. Some states also accept other state board's CEs. Please check with your local licensing board to verify CEs you can use.
For Psychologist CEs, there is a $35 certificate fee. For PA State Board CEs, there is a $25 certificate fee. We do provide a certificate of completion to all participants at no cost that states the number of contact hours. For more information about our accreditation, please read the "Accreditation" section above.

Can I share my login or course materials with my colleagues?
No. Logins and course materials may only be used by the individual who purchased the course. If you would like to purchase this course for your organization, please contact Rebecca Saionz (rss94@drexel.edu) about group rates for ABFT training.

What is your cancellation and refund policy?
Refunds are available up until course access is granted. Once you have received your login information, your registration can no longer be refunded.

I've completed the Fundamentals of ABFT Online Self-Paced Course and I want to continue my training in ABFT. What is the next step?
The next step in ABFT training is to attend Part 2 of the live ABFT Introductory Workshop, which provides a more in-depth look at the procedures and processes involved in facilitating the therapy through lecture, video tape review, case discussion, and role-play. After that, you are eligible to attend ABFT Supervision and the ABFT Advanced Workshop.

Sat, 20 Nov 2021 05:23:00 -0600 en text/html https://drexel.edu/familyintervention/abft-training-program/abft-training/Self%20Paced%20Course/
Killexams : DSEU partners with Germany’s SAP, aims to prepare students industry ready No result found, try new keyword!The curriculum will focus on core deep technologies fundamentals ... University place great value on experiential learning and, this tie-up with SAP shall be of great support for our students ... Mon, 20 Jun 2022 16:55:00 -0500 en-in text/html https://www.msn.com/en-in/news/other/dseu-partners-with-germany-s-sap-aims-to-prepare-students-industry-ready/ar-AAYGz6Z Killexams : SAP Acquires Startup Focused on Search-driven Analytics 'Askdata'

SAP SE announced that it has acquired Askdata, a startup focused on search-driven analytics.

With the acquisition of Askdata, SAP strengthens its ability to help organizations take better-informed decisions by leveraging AI-driven natural language searches. Users are empowered to search, interact and collaborate on live data to maximize business insights.

Available in multiple languages, Askdata’s personalized experience connects live to source applications without moving data, while retaining the complete business context to return meaningful answers and proactive insights.

Askdata applies cutting-edge artificial intelligence technology to natural language processing, which gives users the ability to answer any data question with a simple search. Users can interact with data in a simpler way, without having to learn a self-service analytics product, enabling them to extract maximum value from data quickly.

Askdata’s IP will become part of SAP Business Technology Platform and contribute to a next-generation lightweight analytics experience for SAP Analytics Cloud solution customers and to line-of-business applications.

Irfan Khan, President and Chief Product Officer, SAP HANA Database & Analytics, SAP
The data and analytics market is evolving, and it is imperative that we provide simpler user experiences that will empower casual users to be able to make data-driven decisions independently. The ability to cater to a wide range of user profiles will be the primary driver of data and analytics adoption. Askdata provides SAP with a path to lead this transition to the benefit of our customers.

Mon, 25 Jul 2022 13:13:00 -0500 en text/html https://www.thefastmode.com/solution-vendors-m-a/26462-sap-acquires-startup-focused-on-search-driven-analytics-askdata
Killexams : Progress report: A CIO’s cloud migration journey to S/4HANA

The ANWR Group, a Mainhausen-based community of financial services and retailers in the footwear, sporting goods, and leather goods industries, has, until 2018, used the ERP system of its bank subsidiary DZB Bank, and as a result, banking sector regulations for financial accounting and controlling also applied to the retail area of ​​the company.

Over time, these regulations became more restrictive, and the flexibility needed for the trading industry was no longer available. “We had already started separating the IT systems a few years earlier in order to better prepare both the bank and the trading companies for the respective requirements,” recalls ANWR Group CIO Sven Kulikowsky. The ERP software was the last shared system.

Together in the greenfield

ANWR adopts a cloud-first strategy for new IT projects, and in 2018, the IT department tackled the migration to SAP S/4HANA together with the business areas of financial accounting and controlling. There was already knowledge of the solutions from the Walldorf-based software company since the previous core system was an on-premises SAP R/3 that was heavily modified. So the new environment really had to be based on a greenfield approach in the public cloud set up by SAP.

“It was extremely important to get the departments on board from the start,” says Kulikowsky. Together they determined what the new solution had to be able to do from the start. In joint workshops, mixed teams from business departments and the IT evaluated the capabilities and degree of maturity of the cloud platform.

Agile with purpose

In order to organize the change, a steering committee was formed as the highest control body. Underneath, a project board formed as a control team from Kulikowsky and his counterparts in financial accounting and controlling, which coordinated with the project manager of the external partner Camelot ITLab for two hours a week. The team received input from cross-functional working groups made up of staff and external consultants, who discussed problems with specific processes. “We were able to quickly compare different opinions and make decisions,” says Kulikowsky. As a result, departments and IT have always pulled together.

He set a goal of migrating all systems to the new environment by the end of 2021, and the 2021 annual financial statements created with S/4HANA. Plus, the 2022 financial year was to start without the old environment, and to do this, Kulikowsky defined nine waves.

In these phases, the teams worked with agile methods and flexible time schedules. ”With this mix of milestones and sprints, the teams have a clear goal in mind, while at the same time we take into account risks that would have derailed a fixed schedule,” he says. Developments may sometimes take longer, but the main thing is that everything fits in the end. 

The starting signal was given in Q1 of 2020 and after four weeks, Covid-19 hit. ”Due to the uncertainty in retail and the many lockdowns and difficulties in the supply chains, we had to stop the project,” says Kulikowsky. Six months later, the project team resumed work on the migration, yet completely remotely, which was a new experience for everyone involved. “But we coped well,” he says. Previously, the team worked in a project area in the office and exchanged ideas closely, but this abruptly changed to remote working. “We used Microsoft Teams as a central tool for knowledge and file exchange, conferences, and appointments,” he says. “All colleagues were easily accessible and could work very flexibly.”

Migration in nine waves

After almost five months, the first pilot was implemented on December 1, 2020, in six small companies that had no interfaces to HR or booking systems, and had small company codes. The employees switched to the new system and got to know it with the first bookings.

The remaining eight waves were spread over 2021. Up to four companies were converted to the new system and on November 22, 2021, everyone had migrated to SAP S/4HANA. After some adjustments to interfaces, the project was declared over on March 30, 2022. “Now it’s about ironing out workarounds, improving processes, and closing gaps,” says Kulikowsky. The goal is to have as much standardization as possible.

In addition to the problems caused by Covid-19, Kulikowsky and his team overcame a number of other challenges. In IT and other departments, the project meant more work in day-to-day business. “If a dealer has a problem, it has to be solved quickly, regardless of whether we’re currently migrating to SAP or not. We had to constantly manage this double burden,” he says.

In addition, it was necessary to convince other department staff. “After 20 years in the old system, some colleagues had difficulties getting used to the new interface and processes in the cloud,” he says. To this end, the project management held weekly meetings with the business units to discuss the processes, questions, and problems.

At the stages when certain companies went live, the responsible accountants were present at each of these meetings. They drew attention to special issues or requirements and helped to develop solutions.

There was also a bug tracking list that was edited twice a week. In it, the team collected questions, fears, worries, and comments, addressed them and suggested solutions.

Roller coaster SAP standards

A major concern of IT for the new landscape was standardizing as much as possible. “The business areas should become less dependent on IT,” says Kulikowsky. There were many special functions in the old system and especially in the retail area. Here, too, he used workshops with specialist departments to find out what requirements SAP standard software was available for.

Almost 90% of the new ERP system now runs on standard software. In some places there were difficulties with the solutions from SAP, according to Kulikowsky.

In the first test runs and demonstrations by SAP and the implementation partner, it looked as if the cloud modules would fit all use cases. In day-to-day business, however, Kulikowsky’s team noticed that the software was causing some problems. “We didn’t check the selection carefully enough so we only noticed during the ongoing project that elementary functions weren’t running smoothly,” he says. Pay slips, for example, could not be integrated seamlessly.

A total of around 35 internal and a dozen external employees participated in the project with about 35 interfaces built between SAP and other systems. ”The connection of the HR management system HCM to S/4 is especially a disaster,” he says. Standard integrations from the old system are no longer available in the new one, so critical information isn’t transferred to the cloud, like bills without an invoice date, for example, or if the SAP system didn’t reflect legal requirements for financial accounting in the processes.

“Some SAP solutions have had problems with their own cloud interfaces,” says Kulikowsky. “In that case, it would have been just as difficult to connect a non-SAP solution.” In contrast, the integration of the sales and service cloud C4C in HANA was easy. This indicates that SAP was no longer investing in HCM, although the product is still being used by many companies. As a result, customer satisfaction suffers.

Performance was also a problem. Outside of the test environments, the performance of some cloud apps often dropped. ”Our workforce is now used to a user experience like at home and therefore has higher demands on the solutions in the office,” he says. If the performance collapses during operation, the corporate IT has little influence and is dependent on SAP.

Nevertheless, Kulikowsky sees the benefits of migration. For example, payment transactions have become leaner. “We have automated the process of memorizing in an account statement so colleagues no longer have to type it in,” he says. “That saves time.” All accountants now use a single system without special solutions, giving IT more time to innovate and implement more easily without the old banking system.

Kulikowsky also wants to Improve data quality. The new processes automatically consolidate the incoming information via interfaces but inaccuracies from the source systems are still transferred to the cloud ERP. However, it’ll still be a while before the full extent of the improvements is visible. ”The new processes may be faster, but the employees need time to familiarize themselves and to leave old paths.”

Clear line and trust

For Kulikowsky, working closely with the departments was crucial to the success of the ambitious project. “It wasn’t just an IT or departmental project, it was a collaborative effort,” he says. ”Everyone involved knew the requirements and possible obstacles from the start.”

In addition, everyone had a clear idea of ​​the target state and the project priorities. “We had requirements from the business units: paying and submitting bills, and the advance tax return had to function permanently,” Kulikowsky says. The project team was always able to achieve this.

He also insists on trust in his own team. “The time pressure has to be maintained, but if a colleague is unsure whether we can actually go live with something, we take the risk and plan two more weeks,” he says. For the next major project, he wants to communicate more and Improve the exchange of information. For the future, he thinks about a hybrid model: two to three days in the office and the rest in teleworking. “On one hand, we would have the necessary exchange. On the other, our colleagues could work at home in a concentrated and undisturbed manner.”

Wed, 13 Jul 2022 21:14:00 -0500 Author: Jens Dose en-US text/html https://www.cio.com/article/402912/progress-report-a-cios-cloud-migration-journey-to-s-4hana.html
Killexams : SAP (ETR:SAP) Given a €110.00 Price Target by Berenberg Bank Analysts

SAP (ETR:SAPGet Rating) received a €110.00 ($111.11) target price from analysts at Berenberg Bank in a research report issued to clients and investors on Friday, Borsen Zeitung reports. Berenberg Bank’s price objective would suggest a potential upside of 19.49% from the company’s current price.

Other analysts also recently issued reports about the company. The Goldman Sachs Group set a €105.00 ($106.06) price target on SAP in a research note on Thursday. Stifel Nicolaus set a €130.00 ($131.31) target price on SAP in a research report on Monday, July 11th. JPMorgan Chase & Co. set a €105.00 ($106.06) target price on SAP in a research report on Thursday. Barclays set a €102.00 ($103.03) target price on SAP in a research report on Wednesday, July 6th. Finally, Deutsche Bank Rese… set a €115.00 ($116.16) target price on SAP in a research report on Friday.

SAP Stock Performance

SAP opened at €92.06 ($92.99) on Friday. The business has a fifty day simple moving average of €90.33 and a 200 day simple moving average of €99.42. The company has a market capitalization of $108.59 billion and a PE ratio of 21.87. SAP has a 1 year low of €83.84 ($84.69) and a 1 year high of €129.74 ($131.05). The company has a debt-to-equity ratio of 40.39, a current ratio of 1.11 and a quick ratio of 1.02.

About SAP

(Get Rating)

SAP SE, together with its subsidiaries, operates as an enterprise application software company worldwide. The company operates through three segments: Applications, Technology & Support; Qualtrics; and Services. It offers SAP S/4HANA, an ERP suite with intelligent technologies, such as artificial intelligence, machine learning, and advanced analytics; SAP SuccessFactors Human Experience Management provides cloud-based solutions, such as a human resources management system for core HR and payroll, talent management, employee experience management, and people analytics; and intelligent spend management solutions, including products branded under the SAP Ariba, SAP Concur, and SAP Fieldglass names.

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Sat, 23 Jul 2022 17:43:00 -0500 MarketBeat News en text/html https://www.etfdailynews.com/2022/07/24/sap-etrsap-given-a-110-00-price-target-by-berenberg-bank-analysts-2/
Killexams : SAP (ETR:SAP) Given a €105.00 Price Target by JPMorgan Chase & Co. Analysts

SAP (ETR:SAPGet Rating) has been given a €105.00 ($106.06) price target by research analysts at JPMorgan Chase & Co. in a research report issued on Thursday, Borsen Zeitung reports. JPMorgan Chase & Co.‘s price objective would indicate a potential upside of 14.06% from the company’s current price.

Several other brokerages also recently commented on SAP. Credit Suisse Group set a €121.00 ($122.22) target price on SAP in a report on Monday, July 11th. Jefferies Financial Group set a €120.00 ($121.21) target price on SAP in a report on Thursday, May 12th. Warburg Research set a €115.00 ($116.16) target price on SAP in a report on Thursday. UBS Group set a €132.00 ($133.33) target price on SAP in a report on Thursday. Finally, Berenberg Bank set a €110.00 ($111.11) target price on SAP in a report on Tuesday, July 5th.

SAP Trading Up 4.4 %

Shares of SAP stock opened at €92.06 ($92.99) on Thursday. The stock has a 50-day simple moving average of €90.33 and a 200 day simple moving average of €99.59. SAP has a fifty-two week low of €83.84 ($84.69) and a fifty-two week high of €129.74 ($131.05). The stock has a market capitalization of $108.59 billion and a P/E ratio of 20.94. The company has a quick ratio of 1.02, a current ratio of 1.11 and a debt-to-equity ratio of 40.39.

About SAP

(Get Rating)

SAP SE, together with its subsidiaries, operates as an enterprise application software company worldwide. The company operates through three segments: Applications, Technology & Support; Qualtrics; and Services. It offers SAP S/4HANA, an ERP suite with intelligent technologies, such as artificial intelligence, machine learning, and advanced analytics; SAP SuccessFactors Human Experience Management provides cloud-based solutions, such as a human resources management system for core HR and payroll, talent management, employee experience management, and people analytics; and intelligent spend management solutions, including products branded under the SAP Ariba, SAP Concur, and SAP Fieldglass names.

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Fri, 22 Jul 2022 18:05:00 -0500 MarketBeat News en text/html https://www.etfdailynews.com/2022/07/23/sap-etrsap-given-a-105-00-price-target-by-jpmorgan-chase-co-analysts/
Killexams : Transformative Enterprises Join SAP NOW Hong Kong to Share Key Steps to an Intelligent and Sustainable Future

HONG KONG, July 14, 2022 /PRNewswire/ -- As the business landscape shifts in the wake of the pandemic, companies are accelerating their digital transformation to stay resilient and responsive. SAP invited local business leaders at the forefront of transformational change to share their cloud deployment best practices and insights at the SAP NOW Hong Kong forum yesterday (July 13, 2022).

Marking SAP's global 50th anniversary and SAP Hong Kong's 30th anniversary, SAP NOW Hong Kong 2022 focused on a single priority: supporting companies to become "intelligent sustainable enterprises" for a future built on data-driven operations.

Rajni Sharma, Managing Director, SAP Hong Kong, expanded on this theme as she welcomed a broad cross-section of the local business community to the forum. "Intelligent sustainable enterprises are companies that leverage cloud technologies to adapt, transform, innovate and, most importantly, make decisions based on a holistic picture generated by data," she said.

"With 50 years of enterprise solutions experience, SAP launched RISE with SAP last year. This integrated offering supports companies to empower their customers, employees, suppliers and partners to work together better, leveraging data management, artificial intelligence, machine learning, automation and predictive analysis. SAP is also supporting companies to embed sustainability into their core processes to strengthen business continuity," she continued.

As a highlight of SAP NOW, notable Hong Kong business leaders revealed what they recommend to those leveraging technology and data to tackle a volatile operating environment and prepare for a sustainable future.

Build a Data Culture

Tontec International, a global leader in the design and production of plastic injection molds and moldings, is leveraging RISE with SAP to transform and power its global expansion. At SAP NOW, Tontec President Nelson Lam advised business leaders to begin their cloud journey by establishing a data culture in which employees believe in the power of big data.

"From there, you can identify what kind of product data and business process data to capture and utilize. You will then have a realistic picture of the achievements and possibilities that cloud computing will bring," he said. "Many SMEs continue to use many software and legacy systems that they developed themselves. But they should note that even though they can migrate their solutions and applications to the cloud, technology and standards are changing so fast that they might have difficulty catching up in the future."

Keep the Goal in Mind

A global leader in apparel manufacturing headquartered in Hong Kong, Crystal International Group Limited bolsters its transformation through an "One Team One Dream" culture, galvanizing its employees, technology partners and SAP teams, to work towards a shared goal. Karl Ting, the company's General Manager of Corporate Information Services, advised that companies embarking on cloud transformation to establish a clear picture of their "end state", with logical initial steps within a well-defined roadmap.

"Companies should note that continuous improvement is not guaranteed," he added. "You have to ensure that your transformation is supported by critical success factors, such as having the commitment of top management, working well with your strategic implementation partner, having the right solutions and making sure that your projects are adequately supported by the operational teams."

Establish the Business Case

Jonathan Wan, Director, Group Finance and IT, Strategic Planning, Chow Tai Fook Jewellery Company Limited, believes that every cloud transformation must have a business case as its foundation.

"Although cloud operations can certainly Improve system availability and scalability, no cloud deployment can be successful if it is not supported by a business case and a return on investment assessment," he said. "Compliance is also another important factor from the risk management perspective. As Hong Kong and mainland China have different regulations on data management and data privacy, cloud transformation should take that into consideration."

Communicate Early and Well

For Chinachem Group, a leading property developer in Hong Kong and beyond, change management is the "secret ingredient" for transformation, according to Ben Fung, General Manager of Information Technology and Solutions. He reiterated the importance of close, two-way communication to align with the IT team and end-users.

"Every transformation project should involve showing end-users how digital solutions can help them do their jobs better," he said. "When colleagues understand the business rationale for the transformation, the IT teams can focus on building an IT environment and infrastructure that keeps operations running and facilitates transformation at the same time. With this foundation, companies can carefully select the right cloud solutions to enable their business."

Experience SAP NOW Hong Kong 2022

To rewatch SAP NOW Hong Kong 2022, please go to www.sap.com/hk.

About SAP

SAP's strategy is to help every business run as an intelligent, sustainable enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: SAP customers generate 87% of total global commerce. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers' businesses into intelligent enterprises. SAP helps supply people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want – without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, SAP helps the world run better and Improve people's lives. For more information, visit www.sap.com/hk.

This document contains forward-looking statements, which are predictions, projections, or other statements about future events. These statements are based on current expectations, forecasts, and assumptions that are subject to risks and uncertainties that could cause real results and outcomes to materially differ. Additional information regarding these risks and uncertainties may be found in our filings with the Securities and Exchange Commission, including but not limited to the risk factors section of SAP's 2021 Annual Report on Form 20-F.

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SOURCE SAP Hong Kong

Wed, 13 Jul 2022 15:06:00 -0500 en-CA text/html https://ca.finance.yahoo.com/news/transformative-enterprises-join-sap-now-030000193.html
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