Agile Training Courses

Agile Training

Agile Project Management Training

Client Testimonials

Scrum - Step by Step

A lot of interesting and useful games and examples from the real life

Alona Khodakova - LUXOFT POLAND SP z. o. o.

Scrum - Step by Step

A lot of interesting and useful games and examples from the real life

Alona Khodakova - LUXOFT POLAND SP z. o. o.

Scrum - Step by Step

A lot of interesting and useful games and examples from the real life

Alona Khodakova - LUXOFT POLAND SP z. o. o.

Scrum - Step by Step

A lot of interesting and useful games and examples from the real life

Alona Khodakova - LUXOFT POLAND SP z. o. o.

Agile Project Management with Scrum

The trainer were very good

The entire course was great

Patrick Grice - DODEA Europe Logistics Division

Agile Project Management with Scrum

The trainer were very good

The entire course was great

Patrick Grice - DODEA Europe Logistics Division

Agile Project Management with Scrum

The trainer were very good

The entire course was great

Patrick Grice - DODEA Europe Logistics Division

Agile Project Management with Scrum

The trainer were very good

The entire course was great

Patrick Grice - DODEA Europe Logistics Division

Agile Course Outlines

ID Name Duration Overview
287906 Enterprise Architectures : Prepare your TOGAF 9.1 Certification 21 hours Enterprise Architecture using TOGAF 9.1 - Alternate Durations : Foundation Level : 3 days / Certified Level : 4 days Objective: This training course aims at helping attendees to understand how to execute Enterprise Architecture to meet the business goals using the Architecture Development Method (ADM) and techniques recommended by the Open Group's Architecture Framework. It also helps attendees to be prepared via sessions of questions and responses for taking the two level exams of TOGAF Certification. Concepts explained during the training course are reinforced by examples, exercises and a case study whose solutions are worked out and presented by groups of attendees. Abstract concepts are systematically concretized using illustrations via an EA tool. Introduction to TOGAF 9.1 for the Enterprise Architecture Issues in managing transformation and aligning IT with changing strategies Contribution to the business value Concepts and Terminology for TOGAF 9.1 "Foundation" and "Certification" Exams Managing Transformation Approach for managing transformation according to TOGAF 9.1 Structures and usage of the TOGAF 9.1 Frameworks Roadmap, Transition Architectures Architecture Development Method (ADM) : Scope, phases, objectives, approaches, inputs, outputs, steps Techniques and key deliverables of the ADM Cycle& Organization model, goals, principles, repositories, tools, request vs. statement for architecture work, stakeholder management, views and viewpoints, patterns, business scenarios, gaps, roadmap, migration planning, conformance reviews, etc. Recommendations for adapting the ADM Scope, architecture domains, timing, levels, iterations Architecture Content Framework: Content meta-model, architecture elements, deliverables, artifacts, building blocks Enterprise Continuum: Architecture partitioning, architecture repository, reuse, relationships with the phases of the ADM Reference Models: Architecture base, technical reference model (TRM), integrated information infrastructure reference model (III-RM). Architecture Capability Framework: Architecture governance, architecture board, architecture conformance reviews, architecture skills framework, maturity models. How Archimate 2 complements TOGAF 9.1? Support from Archimate 2.1 to TOGAF Phases, Modeling Elements of the Business, Application and Technology Architectures Viewpoints and inter-relationships between layers : Bridging Goals, Drivers, Requirements, ...toward Work Packages and Transition Architectures Increments Perspectives Tools Application through a case study is done by group members at the end of each appropriate chapter Different Concepts and their relationships are also systematically illustrated using an EA tool Delegates are prepared for their TOGAF Certification Exams using test questions Recap : Review of Concepts regarding TOGAF 9.1 Certification Exams : Levels L1 and L2 Provided by GooBiz
287907 Leveraging Business Agility - TOGAF 9.1 and ArchiMate 2 in Practice 14 hours Designing your Enterprise Architecture using TOGAF 9.1 and ArchiMate 2 in Practice (2 or 3 days for TOGAF Certified Architects or people that are interested in putting TOGAF in practice using an EA Framework) Objective: This course aims at helping attendees understand how to applyTOGAF 9.1 and ArchiMate 2 in practice to meet the enterprise business goals and strategies. Concepts and techniques explained during the course are progressively applied by the attendees using a case study and different exercises on it. Essential concepts of TOGAF (Reminder) and Introduction to ArchiMate 2 Enterprise Architecture Frameworks, The Architecture Development Method (ADM) of TOGAF and its phases, The Architecture Repository and its evolution on the basis of the ADM phases, Drivers, Strategies, Capabilities, Principles and ViewPoints in TOGAF, Enterprise Continuum to structure the repository and other tools of TOGAF, Governance of the programs and projects: The Architecture Capability Framework, The Enterprise Architecture Governance and its role in the enterprise transformation, TOGAF Corporate EA, IT, SOA and security governance, Architecture and enterprise strategy, Engagement and contracts of the architecture, Realizing Strategies on a Capability basis, Elements of the Architecture Content Framework, Introduction to the ArchiMate modeling language, its meta-models and viewpoints, Case Study: Presentation of the Case Study - an enterprise transformation issue (current state, target state). High-Level organization of the enterprise architecture, Business Transformation : From Drivers, Goals and Objectives to the Architecture Vision Re-formulating the enterprise strategy and its activity domains, Assigning new responsibilities to existing capabilities, Horizontal and vertical impact analysis to ensure coherent deployment of the Target Architecture, Managing the performance level of target capabilities, A tentative impact analysis to elaborate target functions using UML, The business architecture with ArchiMate, its meta-model and motivation viewpoints, Determining business functions using ArchiMate Viewpoints, Risk factors and Mitigation Actions upon business functions, Exercise on the Case Study On the basis of strategies and baseline capabilities, assign responsibilities to existing capability components, make the impact analysis to ensure a coherent future deployment of the target architecture, Plan risk mitigation actions related to business functions. Structuring Capabilities to mitigate risks and analyze Impacts throughout Architecture Layers The application & technology architecture of ArchiMate, their meta-model and viewpoints, Structure Capabilities to track risk mitigation by function, adapt them to changing goals, Align the SOA backbone of the Target Architecture with emerging business functions, underlying services and SLAs, Adapting related Business Process Models to strategic changes, Impact Analysis of changing capabilities until the technology layer, Exercise on the Case Study Structure Capabilities to mitigate risks, Elaborate SLAs for Services exposed by Business Functions, Assess Impacts of changing capabilities from Business till the Technology layer. Modeling the Roadmap, Transition Architectures to Coordinate Implementation Projects Identify components of the potential architecture roadmap : gaps between initial and target technical architecture, consolidated RoadMap to reach the Target Architecture, Transition Architectures and matrices for incremental architecture definitions, Capability Increments for Transition Architectures, Work packages by consolidating gaps, potential solutions and dependencies, Work Packages of Actions to implement capability increments, Management of projects portfolio for assessing business values of the projects on the basis of risks, Coordinating’ Implementation Projects using RoadMap Modeling, Exercise on the Case Study On the basis of the enterprise target architectures previously elaborated, establish the consolidated gap & dependencies matrix and define the work packages, Coordinate Implementation Projects on the basis of business values and appropriate transition architectures to meet constraints of the consolidated target architecture. Plugging Solution Building Blocks into Capability Based SOA Backbone From the Functional Architecture to Service Oriented Architecture, Architecture and solution building blocks, Information flows between services, Constraints upon service components of the technical architecture, Determining expected behaviors from Solution Building Blocks, Plugging Solution Building Blocks into the Capability Based SOA Backbone, Exercise on the Case Study Define the architecture backbone of the SOA building blocks on the basis of capabilities and services Use them to prepare the « plug-in » of solution building blocks components Conclusion Recap on the steps of the Architecture Development Process, a panorama Best Practices for efficient usage of ArchiMate and UML Diagrams throughout TOGAF ADM Provided by GooBiz
287908 Business Modeling for an Agile Enterprise 14 hours Objective: Helping Business Analysts to understand how to efficiently model and validate their business processes and resources in order to increase business agility of their organization on the basis of their target architecture and changing market needs. This 2 day complementary training course aims at helping delegates to learn how to model their business processes and resources in order to adapt them to changes of their goals, strategies and impacted capabilities as part of the target architecture. On the basis of the of key elements of business performance (strategies, tactics, KPI, business capabilities, etc...), delegates learn there how to elaborate a vision centric business process and resource cartography. Then, only using the appropriate BPMN and UML notation adapted to their language, they understand how to adapt them to changing strategies, tactics and policies. Introduction Definition of an Agile Enterprise and its Enterprise Architecture Comparison of the enterprise architecture’s purposes of Zachman, US FEAF /CISR and TOGAF Elements of the Business Architecture for an Agile Enterprise Business Architecture : the missing link between business strategy and enterprise architecture Connections between the Business Architecture, BPM and SOA Business Motivation Model (BMM) vs Enterprise Business Motivation Model (EBMM) and other Business Models, The core structures and relationships in the Business Motivation Model (SWOT analysis, business vision, goals, objectives, missions, strategies, tactics,... ) toward business processes Guiding the Operating Enterprise using Balanced Score Cards, The Business Architecture Views of the OMG : From the Strategy View to the Organizational View throughout Business Capabilities and Processes Process Modeling : Essential elements, best practices Process Modeling with BPMN adapted to the language of business owners and analysts : Basics, Process, Sub-process, Activity, Task, Pool, Lane, Detailed Events and Gateway typology, Synchronization, Connectors, Message Flows, Compensations, Good practices Overview on the Process Modeling, Execution and Monitoring tools Using BPMN and UML to model Business Processes and Business Objects (Resources) Case Study : Refinement of Goals from the Business Vision toward Business Processes and Resources Gaining Agility with Business Process using BPMN and UML 2 How to model business processes to render the underlying IT system more reactive to changes according to TOGAF Architecture Layers ? BPMN, UML and SoaML to support changes on the business process and business object models Updating Target Architecture business models by changing strategies capitalizing on Business Capabilities Case Study : Elaborating an agile process and resource model easy to maintain in face of changes Adapting "business models" to changes of the business requirements Modeling changes on goals, strategies, tactics and business rules How to adapt processes and resources in coherence to such evolutions ? Case Study : Adapting business processes and resources to changing business requirements and rules Conclusion Steps of an efficient Agile Process and Resource Modeling Frameworks for tracing business requirements from the Business Motivation Model elements toward IT structures in order to better govern them in face of change. Notice: In case of "on-site" delivery of such a workshop session, we may also adapt its content and case studies to your needs and business case in order to provide you with a good starting point and roadmap. After this workshop, we can also accompany you through review sessions for validating your architecture solutions conformance to your business needs. Provided by GooBiz
45 Agile Project Management with Scrum 14 hours Who should attend? This 2 day course is suitable for any IT professionals who are interested in implementing Iterative Agile and Scrum methodologies to manage software development. This course is particularly suited to project managers, team leaders, developers and customers of software development wishing to have a stake holding in the development process. Why Agile? Comparison of iterative methodologies Why things go wrong The Agile approach What is Scrum? Pigs and chickens Product owner The customer representative Prioritizing product requirements Writing effective stories Acceptance criteria Negotiating sprint contents Group exercise to produce customer requirements and write stories based on the requirements The sprint Sprint backlog Sprint planning: what to do Sprint planning how to do it What happens during a sprint Burn down charts Group exercise to plan a sprint Scrum Master Implementing Scrum Ensuring proper practices Maintaining documentation Standup meetings When to pair program Group exercise to implement Scrum Finishing a sprint Scrum review meeting Scrum retrospective meeting Releasing an iteration Group exercise the review a sprint Is Agile and Scrum for you? Review of the Scrum process Comparison with other methodologies Benefits of pair programming Group exercise to discuss which aspects of Agile and Scrum can be applied to attendees organisations
287910 Efficient Requirement Analysis using Agile Methods and an Agile UML Modeling 21 hours Objective: This training course aims at helping business owners and analysts to understand how to make an efficient Requirement Analysis on the basis of their business vision and RFP as well as testing requirements and guiding developers accurately in implementing them. This 3 day training program aims at helping business experts and analysts to describe their business vision and needs then discover appropriate use cases and user stories of the system. Along interactive case studies, participants learn how to describe in detail such requirements in order to validate correct understanding of their needs and to prepare system acceptance tests. Thus, only using an appropriate agile UML profile for business analysts, participants learn to structure their requirements in order to communicate efficiently with technical analysts and designers through an iterative requirement gathering process. Introduction What is the Requirement Management Process ? The fundamentals of agile software delivery The 5 levels of an agile project management Place of the Requirement Management within Agile Methods (Scrum, DAD) and the Unified Process (RUP) Roles, team, environments A panorama of UML diagrams for modeling requirements Frameworks for tracing requirements toward software implementation and tests Case Study : Gathering requirements and managing them using an iterative process How to describe user needs via agile use case modeling and user stories? Building and managing the product backlog : Qualification of the requirements (the Kano model) Basics of agile use cases : system scope (the subject), actors, use cases, user stories How to find out use cases and user stories on the basis of requirements and user needs ? Agile Estimating and Planning Case Study : Discovering use cases and user stories on the basis of an RFP (product backlog) and the user needs How to describe the vision and business needs via use case models? Business use cases on the basis of the business vision and needs Describing business use cases via business process level activity diagrams Bridging business vision and requirements toward system level use cases Discovering use case scenarios and user stories Case Study : Finding out use cases and stories on the basis of business vision and requirements Validating and testing correct understanding of detailed specifications Using an incremental requirement gathering process and the sprint backlog Rules for efficient use case, user story and architecture descriptions Diagrams for validating use cases and user story descriptions How to choose the right diagram? Refining Scrum features using use cases and relationships modeling Testing correct understanding of requirements using Test-Driven Requirements Operation Contracts for guiding developers in implementing requirements Case Study : Validating, testing and communicating detailed requirements to developers Conclusion Steps of efficient requirement gathering and system analysis processes Traceability between requirements and analysis models Patterns for gathering and testing requirements Notice: The above training-mentoring sessions are conducted interactively using Requirement Engineering and Modeling tools in order to ensure good level of traceability between requirements and underlying solutions. Concepts are first explained using basic examples and are then followed by solution drafts to your own problems. After this session, we can accompany you by reviewing and validating your solutions depending on your needs.
511 Scrum Product Owner 7 hours This course is for: Product owners, managers, or anyone interested in Agile planning and estimating techniques. The course, Scrum Product Owner (SPO), utilizes a combination of presentations, discussions, and hands-on exercises explaining and demonstrating through practice. It illustrates what it is like to take on the role of an Agile team. The course covers all aspects of a product owner's involvement in an Agile product's life-cycle, such as gathering requirements rapidly, writing user stories, estimating story points, tracking, release planning, reporting, forecasting, scaling, and so on. How to be an effective Product Owner The Duties, Rights, Privileges The Promoting self-organizing teams How to Write User-Stories (Agile requirements) Establishing and Knowing your stakeholders Looking at Planning for quality Addressing Story points Discovering the Business value How to manage an Agile product throughout the Software Development Life Cycle The Creation and prioritizing of the Product Backlog Sizing and Estimation Looking at Effective team communication How to Monitor, progress and look at forecasting Reporting Scaling Agile Release Planning and Tracking
512 Scrum for Managers and Executives 7 hours This course is also know as SCRUM awareness training. Who should attend? This course has been created for managers, executives and other decision makers who want to know how to calculate the benefits of implementing the methodology or want to understand what their team is doing. It is also suitable for customers of software development wishing to have a stake holding in the development process. Short Overview of Project Management Methodologies and Frameworks Chaos Waterfall Prince2 Agile Why Agile? Comparison of iterative methodologies Why things go wrong The Agile approach What is Scrum? Pigs and chickens Product owner The customer representative Prioritizing product requirements Writing effective stories Acceptance criteria Negotiating sprint contents Group exercise to produce customer requirements and write stories based on the requirements The sprint Sprint backlog Sprint planning: what to do Sprint planning how to do it What happens during a sprint Burn down charts Group exercise to plan a sprint Scrum Master Implementing Scrum Ensuring proper practices Maintaining documentation Standup meetings When to pair program Group exercise to implement Scrum Finishing a sprint Scrum review meeting Scrum retrospective meeting Releasing an iteration Group exercise the review a sprint Is Agile and Scrum for you? Review of the Scrum process Comparison with other methodologies Benefits of pair programming Question and Answers Session
1952 Agile Software Testing 14 hours This course has been created for test managers, quality assurance staff, testers, software developers, project managers and management in order to explain how the Agile project management frameworks (notably SCRUM) deal with testing. At the end of the course, each of the delegates will design and execute a test plan for a sample application (it can be an actual client application if available) Where the requirements come from? Traditional Business Analysis Use Cases, Scenarios and Tests Non functional requirements Performance Conformance UML in Business Analysis Introduction to testing Functional Tests Regression Test UAT Tests Unit Tests Usability Tests Non Functional Tests Performance test Load test Stress test Soak test Test or not to test Who is making decisions about what to test? The cost of testing irrelevant things Calculating ROI (what if something fails analysis) The role of Test Manager The process of Testing Testing is a process and a strategy Identifying testing needs Gathering requirements (use cases, user stories) Scoping (choosing and prioritize scenarios) Designing tests Preparing data Preparing environment Creating or Recording tests Perform the test Analysis and reports Conclusions and improvement When to say "stop" Product owner and Tests The customer representative and test priority Prioritizing tests Writing effective stories for UAT Acceptance criteria Group exercise to produce customer requirements and write stories based on the requirements and create tests The sprint Sprint backlog and tests user stories Group exercise to plan a sprint Finishing a sprint Scrum review meeting is a test Is Agile and Scrum for you? Review of the Scrum process Comparison with other methodologies Benefits of pair programming Question and Answers Session
2472 Managing Projects using Waterfall and Agile Techniques 14 hours This 2 day course is suitable for any IT professionals who are interested in using the Waterfall model and how people have traditionally tried to deal with its shortcomings - including, but not limited to, Agile approaches. The aim of the 1st day is to give an overview of these approaches enabling you to decide what might suit them in your environment. The 2nd day looks at project management techniques and good practices that have been identified from Agile, and which can be applied in a Waterfall or Agile context.Day 1 - Managing Software Projects in a Waterfall Context 1. Introduction to Waterfall a. Historical Context Winston Royce Background in manufacturing processes b. Waterfall stages Requirements gathering Design Implementation Verification Maintenance c. Waterfall challenges Handling change Distance between business knowledge and implementation Storing risk to late in the lifecycle Prioritisation of scope d. Summary of reactions to Waterfall model Embrace – Waterfall approaches, eg SSADM Cope – V-Model Adapt – Incremental Reject – Agile Enhance – Lean 2. V-Model coping strategies for Waterfall delivery a. Early verification and validation Cost of finding late Reviews and inspections Static analysis b. V-Model test stages Unit/Unit integration System System Integration Acceptance c. V-Model benefits Increased end-user involvement in verification Early risk mitigation 3. Adapting Waterfall with Incremental approaches a. Types of Incremental approaches Pre-planned  Parallel, RAD Evolutionary, RUP b. Incremental delivery principles Product increments Proto-typing Timeboxing c. Benefits of incremental delivery Increased user involvement in decision making Early return on investment Reacts to change  4. Rejecting the Waterfall model in favour of Agile a. Agile Essentials Agile Manifesto Agile Principles b. Introduction to Scrum, the most popular Agile framework Iterative delivery Collaborative working Just in time documentation Adaptive planning c. Benefits of Agile Increased user involvement throughout process Empowered development team Rapid return on investment Greater ability to react to change Reduce nugatory development 5. Enhancing Waterfall with Kanban delivery a. Lean and Kanban  History of Lean delivery  History of Kanban Principle of reducing waste b. Introduction to Kanban The Kanban board Managing work-in-progress c. Benefits of Kanban Greater ability to react to change Rapid return on investment Reduce nugatory development Day 2 - Agile Project Management Techniques 1. Empirical Process Control a. Inspect Demonstration Retrospection b. Adapt Adaptive planning Continuous improvement c. Transparency Stakeholder involvement Contract negotiation Just in time documentation 2. Managing requirements a. Backlogs Product Release Sprint b. Backlog Items User Stories Defects Requirements specifications c. Risk Adjusting Backlog for risk Risk burndown 3. Estimation and control a. Timebox planning Release planning Iteration planning Daily communication b. Prioritisation techniques MoSCow Value based Other techniques c. Estimation techniques User story grooming Planning Poker 4. Delivery management a. Iterative delivery Team velocity Rapid return on investment b. Information radiators Scrum wall Burn-down chart 5. Team management a. Associative leadership ScrumMaster as facilitator Role of the traditional project manager b. End-user involvement The single decision maker - the Product Owner Communicating with stakeholders (Pigs and Chickens) c. Empowered team Self-managing teams The role of the specialist within the team Managing split teams
2612 Agile Essentials 14 hours The iSQI Agile Essentials course is an internationally recognised qualification, Aimed at anyone involved in agile Projects and wants to become familiar with working in an agile environment. This includes Project Managers, Quality Managers, Software Development Managers, Business Analysts, Developers, Testers, IT Directors and Management Consultants. The course is comprised of eight sections and takes participants through the lifecycle of an agile project from the release planning and writing user stories to the iteration review (showcase) and retrospective. The first day focuses on the key principles (55% of the day on theory, 45% exercises), the second is dominated by practical application (40% theory, 60% exercises). Course Objectives Value the principles behind agile manifesto and its approach to software development Appreciate the roles within an agile team  Understand how to contribute as an agile team member to quantifiable requirements Apply Whole Team quality methods to ensure acceptance criteria are met Appreciate the importance of effective Iteration Reviews and how to contribute to continuous improvement through retrospectives Day 1 Agile Manifesto, Agile Principles Release Planning, Iteration Zero Iteration Planning, Estimation Requirement Review, Daily Stand-up Day 2 Team Quality, Iteration Testing, Acceptance Iteration Review (Showcase) Retrospectives Lesson learned of Agile Principles
2611 Certified Agile Tester 35 hours The iSQI Certified Agile Tester is an internationally recognised software testing qualification, specifically designed for testers working in Agile environments. This course delivers the fully-accredited iSQI syllabus and provides the required assessments to gain the certification. This assessment is in three parts: an assessment of the delegates’ soft skills as observed through the duration of the course; a practical exam, giving the delegate the opportunity to demonstrate their practical testing ability; and an open-ended written exam, testing their knowledge of the subjects covered by the course. Course Objectives Understand the principles behind the agile approach to software development Differentiate between the testing role in agile projects compared with the role of testers in non-agile projects  Positively contribute as an agile team member focused on testing Appreciate the challenges and difficulties associated with the non-testing activities performed in an agile team Demonstrate a range of soft skills required by agile team members Day 1 - Agile Methods & Processes Introduction Daily SCRUM Problems with Tradition Agile Manifesto & Principles Agile Methods Agile Process Option Roles Introduction to Agile Exercise Sample Questions Day 2 - Planning Requirements & Specifications Iteration 0 Release Planning Task Board Test Strategy Estimation Iteration Planning Burndown Charts Sprint Practice Exercises Sample Questions Day 3 - Testing Continuous Integration Version Management Pairing Acceptance Criteria Regression Testing Defect Management Testing Exercises Sample Questions Day 4 - Teams Test Automation Non Functional Testing Debt Technical & Testing TDD Teams Agile for Large Projects Summary Testing Exercises Sample Questions Day 5 - Assessment Practical Assessment Written Exam Revision Written Examination
2629 Agile Project Management with Kanban 14 hours Target group: IT Director, Project Manager, Technical Team Leader, Analyst, Software Developer, Tester Learning objective: The purpose of this training is to acquire knowledge and practice of the workshops  aspects of Kanban and Agile foundations. Introduction to Agile Why Agile? What are the main objectives of Agile? How works mechanisms in Agile? How Agile can help? Command & Control vs. Agile Factory model The functioning of canon The functioning of missile Pillars of Kanban Big Picture Process Concepts behind Kanban Kanban Rules Metrics Flow Diagram + technical practices  Team work Shared responsibility Self-organization Interdisciplinary Benefit the "right" team work Kanban Board How to visualize process? How to create Kanban Board? What are and how to introduce WIP limits? What are and how to introduce Classes of Service? Customer Engagement The most common waste Value Stream Waste Value Stream Mapping Waste analysis Main concepts behind Kaizen (MUDA / MURI / MURA) Bottlenecks analysis Five Focusing Steps Simulation Simulation game Discussions Advanced topics
2644 The Scrum Test Specialist 7 hours This course is designed for testers, from a traditional test background, who are seeking to find their place in an Agile development environment. There is no specific Tester role in Scrum - there is just the Team. The Team collectively is responsible for the quality of the delivery, including testing, and so the ‘traditional’ Tester role is redundant. However, this course demonstrates how a Team member specialising in testing can add a great deal of value in the Scrum development process. Overview of Agile The Agile manifesto and principles Benefits of Agile Scrum overview and context Scrum Development Process Scrum components – 4 ceremonies, 4 artefacts, 3 roles The Scrum Process Comparison of V-Model to Agile Approach to Software Testing Traditional requirements v User Stories Valuing working software over documentation – what test documentation is needed? Conveyor belt v Collaboration – working in one Team The Contribution of the ‘Test Perspective’ to: The Sprint Review The Sprint Retrospective Backlog grooming and estimation The Test Specialist’s Tool Bag Exploratory testing Automated testing
2645 Building an Effective Scrum Team with Belbin Team Roles 7 hours The self-organising Scrum Team is the bedrock of the Scrum development process. An effective team is directly related to more effective delivery of products of value. Belbin Team Roles theory is used worldwide to help create more effective teams, in all kinds of environments. This course is led by a Belbin Accredited Trainer and Certified ScrumMaster. It provides a detailed overview of Scrum and examines how understanding Belbin Team Roles can benefit the Scrum Team. Scrum Overview The Agile manifesto and principles Scrum components – 4 ceremonies, 4 artefacts, 3 roles The Scrum Process Belbin Team Roles The 9 Belbin Team Roles Developing  your individual strengths for team success Understanding allowable weaknesses Understanding Team Roles in the Scrum Activities User Story grooming Backlog estimation Self-organising task allocation Review and retrospective meetings Team Dynamics Understanding how others affect your behaviour Handling difficult people How to deal with missing Team Roles
287825 Agile Software Testing with Continuous Integration 28 hours QA/CI What is QA? What is CI The costs of software development, refactoring and fix errors Identifying and understanding the project Profit for the organization DDD Software development based on business requirements, assumptions DDD Problems in communication IT-Business Domain Model Best Practices KISS principle and DRY Coding standards Creating reusable code through OOP and design patterns Identifying and reducing cyclomatic complexity Software Metrics Weight Method per Class Response For a Class Depth of Inheritance Tree Coupling Between Objects Lack of Cohesion of Methods Number of Children Cyclomatic complexity Metrics class Model Metrics Metrics for use Software Testing What, when and how to test? The method of "white-box" and "black box" The role of testing in agile methodologies TDD only a potential increase in the cost of the project Unit testing Behavioral tests Functional tests Refactoring What is refactoring? Debt technology Code smell Refactoring patterns Documentation The role of documentation in agile methodologies What to document? Types of documentation Documentation and agile methodologies, or you can call (Working software over comprehensive documentation)? Standard XMI Automatic generation of documentation Tools and Environment CI Tools and Environment CI Agile and CI/QA Planning and incremental development Embracing Change Short stages Interdisciplinary team Extreme Programming, Code Review Individuals and interactions over processes and tools Summation Discussion Questions How do you begin the process of implementation? Introduction to testing Functional Tests Regression Test UAT Tests Unit Tests Usability Tests Non Functional Tests Performance test Load test Stress test Soak test Test or not to test Who is making decisions about what to test? The cost of testing irrelevant things Calculating ROI (what if something fails analysis) The role of Test Manager The process of Testing Testing is a process and a strategy Identifying testing needs Gathering requirements (use cases, user stories) Scoping (choosing and prioritize scenarios) Designing tests Preparing data Preparing environment Creating or Recording tests Perform the test Analysis and reports Conclusions and improvement When to say "stop" Product owner and Tests The customer representative and test priority Prioritizing tests Writing effective stories for UAT Acceptance criteria Group exercise to produce customer requirements and write stories based on the requirements and create tests
287904 Business and IT System Agility using Standards 7 hours This introduction seminar provides you with an overview on the business and enterprise architectures as well as methodologies that are used worldwide by the organizations to increase their business and IT System agility. In particular, this seminar aims at helping you to understand frameworks that are used across the world to align ITs with the changing decisions and allows you to evaluate appropriate techniques to apply in your own organization. Introduction Pros and Cons of the current development methodologies to support the Business and IT Agility, Business Architecture : "The missing link between the business strategy and the business architecture" (OMG), Connections between the Enterprise Architectures (TOGAF, Zachman), Business Architectures, BPM, IT and System Engineering Architectures. The "Goal-Driven" structures of the Business Motivation Model (business vision, goals, objectives, missions, strategies, tactics, business rules) and their relationships toward business processes, Refinement from the Enterprise Vision toward Business Processes, Steps to align IT to the evolutions of the business needs. Gaining Agility : From the Business to IT and System layers capitalizing on Capabilities Preparing the Enterprise and IT System Architectures to support changes : The Goal-Driven Structures from the Business to the IT System layers, The Backbone of the Service Architecture structured by capabilities and functions, How to model evolutions on goals, strategies and principles, How to propagate changes from business requirements toward IT components (examples are given on the presentation case study). Impact of the changes upon the Business Processes and Business Objects (Ressources) The BPM : Aligning business processes, responsibilities of their participants and business objects in coherence with strategic changes, Integration of these modifications into components of the business process cartography. Impacts on the IT System Components The Goal-Driven Structures of the System backbone to support changes, How to identify Services (or System functions) and Use Cases that have to be impacted by the changes, How to describe impacts of the change on the behaviours of Service (or System functions) and Use case components, Integration of these evolutions into the SOA (or System Functions) backbone to prepare test cases (examples given on the same case study). Conclusion Steps of an efficient Agile Enterprise / System Architecture Development Methodology, Traceability of the business requirements toward IT System structures in order to better govern them in face of change. Notice : The above training-mentoring sessions are conducted interactively using Business and IT Modeling tools in order to ensure good level of traceability between business and IT specifications. Concepts are explained first using case study examples and may then be followed by solution drafts to your own problems during or after these sessions. We also can accompany you by reviewing and validating your solutions depending on your needs. Minor changes may be brought to their contents depending on the evolutions of these standards and commercial strategies.
287905 Introduction to Enterprise Architectures 14 hours Objective This training course aims at helping attendees to understand the most used Enterprise Architectures and rules to follow up in their construction to succeed with an appropriate architecture scenario for their organisation. Thanks to the selection of appropriate architecture layers, components and traceability links that are to be established from the business layer to the technical layer, the resulting enterprise architecture framework allows you a good impact analysis in the face of evolutions of the business decisions and anticipates mutations of the corresponding information system components. Why Architecting the Enterprise? Introduction : Current issues in the Enterprise and IT governance Legacy Systems and evolution needs Business Architecture and Enterprise Architecture : similarities and differences The fundamentals Architecting the Enterprise : the principles Strategic Alignment Business and IT Repository Logical Architectures n-tiers Application technologies : ERP, SCM, webportail, Integration architectures and Services Architectures : EAI and ESB Service Oriented Architectures : Roles of the BPM and BAM Enterprise Architecture Strategies and Methodologies "As is" and "To be" system cartographies : How to determine the roadmap ? Structures to better align IT with the Strategies ? What is the approach ? What are links with the development processes ? Enterprise Architecture Content Framework Identifying the business functions of the enterprise Cartography of the actors and business functions Aligning business strategies Patterns to architecting the IT system Zones, squares and blocks Identifying Exchanges using services and events Modeling inter-block exchanges and data objects to support business process realizations Building the repository and data architectures The Master Data Management (MDM) Granularity Management Modeling Languages Definition of the meta-model and architecture rules Elaborate the Enterprise Architecture Repository Architecture Cartography Reference Layers Business, Functional, Application and Technical Layers Links between the Strategic and Business Views Traceability between the Business and Functional Views Traceability between the Functional and Application Views Bridges with the Technical View Contribution of an 'Enterprise Architecture' to create value Contribution to the business value Best Practices The Enterprise Architecture Roadmap Perspectives Tools Business Process and Cartography Management tools Presentation on a case study Notice: The above training-mentoring sessions are conducted interactively using Business Modeling tools in order to ensure good level of traceability between business specifications and their execution. Concepts are first explained using basic examples and are then followed by solution drafts to your own problems. After this session, we can accompany you by reviewing and validating your solutions depending on your needs. The logos BMM, BPMN and UML referenced on this site are trademarks of the Object Management Group (OMG). The RUP and SOMA are rademarks of the IBM / Rational Software. TOGAF and Zachman are respectively trademarks of the Open Group and Zachman International
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