Szkolenia Agile

Szkolenia Agile

Metodyki zwinne (ang. Agile) zarządzania aktualnie przodują w zarządzaniu w obszarze IT, jednak aktualny trend na rynku pokazuje zastosowania również poza IT. Podejście zwinne można zastosować praktycznie wszędzie tam gdzie mamy styczność ze złożonym, nieprzewidywalnym, procesem wytwórczym (produkt / usługa) gdzie określenie z góry i zamrożenie wymagań nie jest możliwe. Najczęściej kończy się tym że klient otrzymuje zupełnie co innego, nieadekwatnie do swoich wyobrażeń i faktycznej potrzeby biznesowej. Założeniem podejścia zwinnego jest stała współpraca z klientem i stopniowe, iteracyjne dostarczanie wartość biznesowej.

Opinie uczestników

Certified Agile Tester

• The creative training games.
• The practical exercises that gave us the chance to practice and understand core principles.
• The trainer was professional and passionate.

Roaa Rasheed

Agile Project Management with Scrum

The trainer was very open and adaptable to our specific needs, good discussions and moderated very well.

John Kramer

Contemporary Development Principles and Practices

Very informative and gave a nice overall summary of the course outline

Matthew Steptoe - Reed Professional Services LLP

Preparation for Professional Scrum Master

The simulation part. This simulation excercise could help us learn the theory in a more concrete way.

Andrew Yan - CPC

Preparation for Professional Scrum Master

The simulation part. This simulation excercise could help us learn the theory in a more concrete way.

Andrew Yan - CPC

Preparation for Professional Scrum Master

Best practise knowledge sharing, exercise to practise with project

Anne Babilon-Teubenbacher - CPC

Preparation for Professional Scrum Master

Large part only about practising Scrum & lots of practical insights and experience sharing. Thank you, Bernard!

Julia Post - CPC

Preparation for Professional Scrum Master

Wiedza praktyczna, nie zamykanie się na zakres szkolenia ale otwarta dyskusja na temat doswiadczeń

Wojciech Sienkiewicz - Mgmt Zone Marcin Szczepaniak

Scrum - Step by Step

Content and exercises

Oguzhan Onkal - LUXOFT POLAND SP z. o. o.

Agile Project Management with Scrum

Możliwość dyskusji

Piotr Krawczyk - WearCo Sp. z o.o.

Agile Project Management with Scrum

dyskusja, moderacja adekwatnie do naszych potrzeb,

- WearCo Sp. z o.o.

Agile Project Management with Scrum

Trener nie próbował wmówić nikomu że Agile jest doskonały. Przedstawiał w jakiej sytuacji może się udać a w jakiej nie powinniśmy próbować wdrażać agile.

Marcin Soja - WearCo Sp. z o.o.

Agile Project Management with Scrum

dyskusja i poruszanie aktualnych zagadnień

Bartosz Mulawa - WearCo Sp. z o.o.

Agile Project Management with Scrum

Pierwszy dzień

- BrandBQ Sp. z o.o.

Agile Project Management with Scrum

doświadczenie trenera i praktyczne przykłady

Margaryta Ievtukh - BrandBQ Sp. z o.o.

Scrum Essentials Workshop

The trainer adapted every stage of the session in order to match as well the ideal case from the subject to our organisation needs and possibilities.

Wenceslas Lariviere - World Intellectual Property Organization

Scrum Essentials Workshop

How to mediate between parties or persons have different opinions

Ho Beom Jeon - World Intellectual Property Organization

Scrum Essentials Workshop

Fun activities to emphasise the agile / scrum approach

Robert Lawton - World Intellectual Property Organization

Introduction to Enterprise Architectures

Forma prezentacji.

Adrian Winkowski - EXATEL SA

Introduction to Enterprise Architectures

elastyczność w prowadzeniu szkolenia (omawianie dodatkowych kwestii i tematów) oraz praca na przykładach z naszej firmy (bardzo dobra podstawa bo budowania procesów)

Piotr Walczak - EXATEL SA

Introduction to Enterprise Architectures

całe szkolenie

Anna Jaczkowska - EXATEL SA

Jenkins: Continuous integration for Agile development

All of it. Having had no previous exposure to Jenkins, I was a little concerned about my ability to keep up. Iyad provided appropriate coaching/support, when I asked for help, so that I was able to follow the presentation at a level I was happy with.

Graham Congdon - New Zealand Customs

Jenkins: Continuous integration for Agile development

Real-world developer experience

Ian Cranston - Compuware Software Group Pty. Ltd.

Plany Szkoleń Agile

Kod Nazwa Czas trwania Charakterystyka kursu
scrumtestspe The Scrum Test Specialist 7 godz. 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
agilekanbanlean Managing Agile Projects with Lean and Kanban 21 godz. This course is created for people who need to combine Agile (notably SCRUM), with Lean and Kanban togather to manage their projects. It combines the worlds of product design and software design.   Lean LEAN Thinking Five Principles of LEAN Using Lean in R&D System Thinking (from Deming) Plan driven vs. Value driven Team Power Innovation curve 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 Grooming Meeting 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 Kanban 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 Product Discovery Methods and Tools Golden Circle Impact mapping Design Thinking User story mapping  
scrumbelbintr Building an Effective Scrum Team with Belbin Team Roles 7 godz. 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
userstories Praktyczny warsztat tworzenia User Stories 7 godz. Kurs praktyczny (ok. 60% ‐ warsztaty), przeznaczony dla osób, które tworzą, bądź będą tworzyć historyjki użytkownika (User Stories). Szkolenie opiera się przede wszystkim na przykłdach oraz zadaniach zaprojektowanych przez osoby pracujące na co dzień z Agile oraz Scrum. Celem szkolenia jest nauczenie kursantów jak tworzyć i opisywać User Stories aby usprawnić komunikację w grupie projektowej oraz aby były one zrozumiałe w sposób jednoznaczny dla developerów. Czym są historyjki użytkownika? Sposoby odkrywania wartości biznesowych. Historyjki użytkownika w Scrum. Konstrukcja historyjek użytkonika. Kto? - klient wymagania Co? - funkcjonalność Po co? - wartość biznesowa Szablony organizacji Connextra, Mikea Cohna, Chrisa Mattsa 6 zasad tworzenia dobrych historyjek użytkownika. Niezależność Negocjowalność Niesione wartości Szacowalność Skalowalność Testowalność Antywzorce. Perspektywy wymagań Klienta. Określanie Definition of Done (DoD) oraz wymagania niefunkcjonalne. Określanie Definition of Ready (DoR). Historyjki użytkownika a testowanie Testy akceptacyjne Testy behawioralne Zasada trzech "C" Mapowanie historyjek użytkownika Zasady USM Etapy dekompozycji Estymacja
agilescrum Agile Project Management with Scrum 14 godz. 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
scrumtrintro An Introduction to the Scrum Team Role 7 godz. This course is a comprehensive introduction to the world of Scrum for all those prospective members of the Scrum team (analysts, developers, testers et al) who want to be more effective as a Scrum member, but don’t particularly want to become a ScrumMaster or Product Owner. For those who do want to become a ScrumMaster, it also provides a good introduction to the Scrum Alliance Certified ScrumMaster syllabus. Overview of Agile Comparison of Agile to traditional methodologies 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 User Stories Understanding User Stories Story grooming Effective Teamwork Self-organising team principles Techniques for developing more effective teamwork Estimation Estimating principles Estimating as a team with Planning Poker
agiletest Rola testera w Agile 7 godz. Celem szkolenia jest nabycie wiedzy i przećwiczenie w warsztatowej formie zagadnień roli i odpowiedzialności testera, a w szczególności samego testowania w metodach Agile. Grupa docelowa szkolenia to osoby pełniące rolę zapewnienia jakości w dostarczaniu oprogramowania, zarówno testerzy, liderzy zespołów, menedżerowie liniowi, jak również kadra zarządzająca. 1. Testowanie a Metoda Scrum a. Role projektowe i rola samego testera w Agile b. Artefakty wspomagające proces wytwórczy i testowanie c. Wydarzenia oraz miejsce testera w tych wydarzeniach d. Reguły Agile e. + praktyki techniczne 2. Praca zespołowa a. Rola testera w kontekście zespołów funkcjonalnych vs. zespołów interdyscyplinarnych b. Wspólna odpowiedzialność c. Samoorganizacja d. Interdyscyplinarność e. Korzyść „właściwej” pracy zespołowej 3. Planowanie i szacowanie a. Wymagania a testy b. Jak tworzyć „dobre” wymagania? c. Czy, kiedy i jak tester zaangażowany jest w proces tworzenia wymagań? d. Korzyści wymagań w formie historyjek, a inne formy e. Definition of Done a Definition of Ready f. Po co planować i kiedy planowanie zawodzi? Planning Poker h. Wizualizacja postępu prac 4. Strategie testowania w Agile a. Test Driven Development (TDD) b. Acceptance Test Driven Development (ATDD) c. Behavioral Driven Development (BDD) d. Specification by Example (SBE) 5. Środowisko developerskie a testerskie a. Narzędzia b. Ciągła integracja (Continuous Integration) c. Automatyzacja testów (Test Automation) d. Metryki wspierające
scrumpdtown Scrum Product Owner 7 godz. 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
tcpsmlp Techniki coachingowe w pracy Scrum Mastera / Lidera Projektu 14 godz. Coaching jest procesem, którego głównym celem jest wzmocnienie klienta oraz wspieranie go w samodzielnym dokonywaniu zamierzonej zmiany. Klient opiera się na własnych odkryciach, wnioskach i zasobach. Scrum Master pracując z zespołem ma podobne wyzwania. Czy może nauczyć się czegoś od Coacha? Postaram się udowodnić, że jest to możliwe i to w krótkim czasie. Przedstawione zostaną narzędzia i techniki stosowane podczas sesji coachingowych, które w bardzo szybki sposób mogą zostać użyte przy pracy z zespołem. Zajęcia odbywają się w formie warsztatu, co pozwoli uczestnikom zastosować poznane narzędzia w praktyce zaraz po szkoleniu. Szkolenie przeznaczone jest dla Scrum Masterów, managerów liniowych oraz Project Managerów.Wstęp: Czym jest coaching ? Postawa coacha Kiedy podejście coachingowe się sprawdza ? Umiejętności Scrum Mastera / lidera zespołu: Analiza i definiowanie celu Techniki coachingowe w prowadzeniu retrospektywy Budowanie zasobów członków zespołu Rozwój kompetencji członków zespołów Narzędzia pomocne w podejmowaniu decyzji Zwiększanie motywacji członków zespołu Narzędzia coachingowe: Model GROW Pytania otwarte Metoda małych kroków Aktywne słuchanie Parafraza Odzwierciedlenie Koło Życia Technika skali Definiowanie akcji
scrummast Preparation for Professional Scrum Master 14 godz. The Scrum Master role is an essential part to any Agile/Scrum team. This course trains delegates in key aspects of the Scrum framework and prepares them to sit the online Scrum.org Professional Scrum Master (PSM1) exam. Audience: Anyone who either is, or is planning to be, a Scrum Master and for others working in a Scrum environment who have a need for in-depth knowledge of Scrum. At the end of this course you will be able to: Understand the origins of Agile methods. Understand and apply the core values and principles of Agile methods. Know the difference between the defined process and the empirical processes used in Agile. Understand the Scrum roles, Artefacts, Ceremonies and practices. Be fully prepared to sit the Professional Scrum Master (PSM1) exam The Scrum Framework Scrum Theory and Principles Cross-functional, Self-organising Teams Coaching and Facilitation Scrum at Large The course is very practical, with exercises to help see Scrum in action. Scrum Master Exam: After the course, delegates may take the PSM1 exam (https://www.scrum.org/Courses/Professional-Scrum-Master). NB: exam fee not included in the course fee (currently around £200) Note: during the course, you will have an opportunity to answer mock exam questions to prepare for the PSM1 exam.
scrummanexec Scrum for Managers and Executives 7 godz. This course is also know as SCRUM awareness training. Kurs ten został stworzony dla osób zarządzających, kadry kierowniczej i innych decydentów, którzy chcą wiedzieć, jak oszacować korzyści z wdrożenia metodologii lub chcą zrozumieć, co robi ich zespół.  Szkolenie okażę się również  korzystne dla klientów firm tworzących software, którzy chcą uczestniczyć w procesie tworzenia aplikacji. 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
agilers Agile Retrospective 14 godz. Jeżeli w projekcie problemy nie są rozwiązywane na bieżąco będzie ich coraz więcej i więcej. Może to nawet doprowadzić to do porażki projektu. Jak wiadomo zawsze lepiej zapobiegać niż leczyć. Dlatego właśnie w projektach zwinnych regularnie stosuje się retrospektywy. W retrospektywę zaangażowany jest cały zespół. Wspólnymi siłami dochodzi się do korzeni problemów i wprowadza w życie akcje naprawcze. Celem szkolenia jest przekazanie uczestnikom potrzebnej wiedzy i umiejętności, aby mogli prowadzić w skuteczny sposób retrospektywy we własnych projektach. Szkolenie jest prowadzone w formie warsztatów tak więc każdy z uczestników zostanie zanurzony w doświadczeniu. Szkolenie przeznaczone jest dla Scrum Masterów, managerów liniowych oraz Project Managerów. Wstęp do metodyk zwinnych Korzyści płynące ze stosowania retrospektywy  Inspect & Adapt (ciągłe udoskonalanie procesu) Kolejne fazy retrospektywy: Aktywizacja grupy (energetyzery) Generowanie informacji do grupowej analizy Analiza źródeł problemow (Root Cause Analysis) Tworzenie akcji naprawczych Zastosowanie wiedzy w praktyce: Prowadzenie retrospektywy przez uczestników szkolenia Informacja zwrotna
prodown Preparation for Professional Product Owner 14 godz. This course is designed to provide a clear understanding of Scrum and the importance of the role of the Product Owner and is highly interactive.  Audience: Product managers, Scrum Product Owners, Scrum Masters, Managers of business lines, architects, strategy managers, business analysts or anyone with and interest and role in optimizing the return of investment. Module 1: Coverage of Scrum principles and values Scrum framework, roles & responsibilities , artifacts and events Why disciplined and intelligent use of Scrum is so important to achieve business value Module 2: The need for and the power of feedback loops Managing Requirements , clearly express Product Backlog items How to deal with stakeholders The importance of Quality and Total Cost of Ownership (TCO) How Scrum can be employed to achieve business objectives and maximise ROI Module 3: Planning Releases, Lean Planning How to maintain product agility How to deal with distributed teams How to start & scale The role of the Product Owner Q&A Certification: Scrum.org provides an online assessment where you can achieve the internationally recognised Professional Product Owner™ I Certification upon achieving 85% or more of the available points. The assessment may be taken independently following the course; the fee for the assessment is currently around £200 and entitles you to one attempt.
agilesofttest Agile Software Testing 14 godz.   Kurs ten został stworzony dla kierowników zespołów testowych, testerów, programistów oraz kierowników projektów w celu wyjaśnienia, jak metodyka Agile (w szczególności SCRUM) podchodzi do tematu testowania. Po ukończeniu szkolenia każdy uczestnik będzie potrafił zaprojektować i wdrożyć plan testów dla przykładowej aplikacji. Skąd pochodzą wymagania? Tradycyjna analiza biznesowa Przypadki Użycia, Scenariusze i Testy Wymagania niefunkcjonalne Wydajność Zgodność UML i Analiza Biznesowa Wstęp do testowania Testy funkcjonalne Testy regresji Testy akceptacyjne (UAT) Testy jednostkowe Testy użyteczności Testy niefunkcjonalne Testy wydajności Testy obciążenia Testy przeciążenia Testy Soak (wygrzewania) Testować czy nie testować Kto podejmuje decyzje co należy przetestować? Koszt niekoniecznych testów Kalkulowanie ROI (co jeśli coś zawiedzie w analizie) Rola zarządzającego testami Proces testowania Testowanie jest procesem i strategią Identyfikacja obiektów testowania Zbieranie wymagań (przypadki użycia, historyjki użytkownika) Zakres (wybór i priorytety scenariuszy) Projektowanie testów Przygotowanie danych Przygotowanie środowiska Tworzenie i nagrywanie testów Przeprowadzenie testów Analiza i raporty Konkluzje i poprawa Kiedy powiedzieć „stop” Właściciel produktu i testy Przedstawiciel klienta i priorytety testów Priorytety testów Tworzenie efektywnych historyjek do testów UAT Kryteria akceptacji Praca zespołu przy tworzeniu wymagań odbiorcy, tworzenie historyjek na podstawie wymagań: tworzenie testu Sprint Backlog sprintu i testy historyjek użytkownika Praca grupowa przy planowaniu sprintu Kończenie Sprintu Retrospektywa i testy Testowanie zwinne a tradycyjne Porównanie z innymi metodykami Wady i zalety testowania zwinnego Tradycyjne metody testowania – przegląd
agilepz Agile w projektach zdalnych 14 godz. Pracownicy, którzy nie mają przez kilka miesięcy bezpośredniego kontaktu z firmą tracą z nią więź i motywację do pracy. Synchronizacja pracy programistów znajdujących się w różnych zakątkach świata. Różnice kulturowe oraz inna strefa czasowa klienta. To tylko niektóre z problemów jakie trzeba rozwiązać, aby projekt w środowisku zdalnym zakończył się sukcesem. Szkolenie ma na celu uświadomić uczestnikom genezę problemów charakterystycznych dla projektów zdalnych oraz pomóc je rozwiązać. Przedstawione zostaną rozwiązania wywodzące się ze zwinnego zarządzania projektami (Agile) takimi jak Scrum, Kanban czy Extreme Programming. Zajęcia odbywają się w formie warsztatu, co pozwoli uczestnikom zastosować poznane narzędzia w praktyce zaraz po szkoleniu. Szkolenie przeznaczone jest głównie dla Scrum Masterów, Product Ownerów oraz Project Managerów pracujących w projektach zdalnych. Jednak dostarczy również wartości pozostałym uczestnikom projektu zdalnego. Wstęp: Wprowadzenie do Agile Definicja projektu zdalnego Zalety projektów zdalnych Problemy występujące w projektach zdalnych Największe wyzwania w projekcie zdalnym: Wzmocnienie więzi pracowników zdalnych z firmą Synchronizacja pracy w zespole Zdalny Daily Scrum Zapewnienie transparencji projektowej Budowanie samoorganizacji i odpowiedzialności za projekt Inspect & Adapt - empiryczne podążanie za zmianą Prowadzenie zdalnej retrospektywy Usprawnienie komunikacji Organizowanie spotkań w środowisku zdalnym Praca ze zdalnym klientem Szybkie dostarczanie wartości klientowi
jenkins Continuous integration with Jenkin 14 godz. Jenkins is an open-source continuous integration tool written in Java. It is a server-based system that runs in a servlet container such as Apache Tomcat. Jenkins supports a number of Software Configuration Management (SCM) tools, including CVS, Subversion, Git, Perforce, and Clearcase, among others. It is highly scriptable and provides support for Apache Ant, Apache Maven, shell scripts, and Windows batch commands. This course covers the concepts, tools and techniques needed to carry out continuous integration of your software projects in an Agile environment. Participants carry out a series of hands-on exercises throughout the course to apply their knowledge in real situations. Interaction among instructor and participants is encouraged. Real-world cases are discussed and specific issues and questions are addressed and resolved in class. Audience Build engineers Software developers involved in agile development QA engineers Project managers Release managers Format of the course     Part lecture, part discussion, heavy hands-on practice   Introduction to Jenkins     Why continuous integration?     Distributing builds across different systems. Setting up Jenkins Installing Jenkins plugins Building with Jenkins Testing with Jenkins Deploying with Jenkins Automating with Jenkins Securing Jenkins Best practices for Jenkins Reporting in Jenkins Closing remarks
agilekanban Zwinne zarządzanie projektami za pomocą Kanban 14 godz. Grupa docelowa: IT Director, Project Manager, Technical Team Leader, Analyst, Software Developer, Tester Cel szkolenia: Celem szkolenia jest nabycie wiedzy i przećwiczenie w warsztatowej formie  zagadnień metodyki Kanban i fundamentów Agile. Wstęp do Agile Dlaczego Agile? Jakie są główne założenia Agile? Jak działają mechanizmy Agile? Jak Agile może pomóc? Command & Control vs. Agile Model fabryki Funkcjonowanie działa Funkcjonowanie rakiety Filary Kanban Big Picture Proces Założenia Kanban Zasady Kanban Metryki Diagram przepływu + praktyki techniczne  Praca zespołowa Wspólna odpowiedzialność Samoorganizacja Interdyscyplinarność Korzyść „właściwej” pracy zespołowej Tablica Kanban Jak zwizualizować proces? Jak zbudować tablicę Kanban? Czym są i jak wprowadzić limity WIP? Czym są i jak wprowadzić Classes of Service? Zaangażowanie klienta Najczęstsze marnotrawstwo Strumień wartości Marnotrawstwo Value Stream Mapping Analizowanie marnotrawstwa (ang. Waste) Główne koncepcje Kaizen (MUDA / MURI / MURA) Analizowanie wąskich gardeł (ang. Bottlenecks) Pięć stanów skupienia   Symulacja Gra symulacyjna Dyskusja Tematy zaawansowane
eaptogafc Adapting Business Capabilities and 'Value Propositions' to Changes  21 godz. Adapting Business Capabilities and the Value Propositions (Products and Services) to Changes  Objective: This training course aims at helping business strategists, analysts and product managers understand foundations of the Business Motivation Model and its connections with the Enterprise Architecture and Value Propositions in order to efficiently integrate "value creation and value delivery" from business strategies till the implementation of appropriate products and services. Attendees will learn during this course how to establish the traceability chain from the strategy plan by assessing impacts of the changes and deciding how to efficiently react to them till updating required capabilities in order to create differentiating products and services (value propositions). Concepts explained during the course are reinforced by examples, exercises and a case study whose solutions are worked out and presented by groups of attendees.  Detailed Description : Introduction Business Architectures (BA) vs. Enterprise Architectures (EA) Core definitions of the Business Motivation Model (BMM), EA with TOGAF® Business Model Canvas/Value Model Canvas   Elements of the Strategy Models to coordinate Operating Elements Expressing Strategic Objectives using the four layers of the Strategy Map / Balanced Score Cards The Business Motivation Model (BMM) : Sources of Change and Assessment of Impacts (Influencers, Assessments, SWOT analysis, Potential Impacts), Deciding on Desired Results : Business vision, goals and objectives, Deciding on Means : Missions, strategies, tactics, business policies and rules until operational business elements (business processes, organisation units, liabilities and assets),  How can business strategies be translated into the Motivation Model elements to coordinate capabilities necessary to sustain creation/adaptation of value propositions ? Case Study : Defining Strategies and Translating them into Business Motivation Elements    Building the Capability Map on the basis of Strategies using TOGAF®'s ADM Elements of the TOGAF®'s Architecture Development Method (ADM) Translating Strategies into elements of the ADM Phases establishing appropriate relationships between them, Capability Mapping : Strategy, Customer Faced, Support Capabilities,  How to build the Capability Map elements using the Strategy Map Perspectives and the ADM How to check for coherence between elements of the perspectives ? Prototype steps of execution of strategies in order to get feedback and adapt them to operational elements,   Adapting the Value Propositions to Changing Strategies and Capabilities Elements of the Business Model Canvas and Value Model Canvas Positioning Elements of the Business Model Canvas using a "Value Driven" Strategy Map : best practices,  Using the Business Model & Value Proposition Canvases to develop and maintain  differentiating ‘Products & Services’ on the basis of Market Forces, Strategies & Partnerships Case Study : Adapt 'Value Propositions' provided in the case study to Changing Strategies and Capabilities and check them for coherence and maintainability in face of changes,   Providing strategies and "value propositions" with changes captured on the operational elements Managing changes on goals, strategies, tactics and business rules How to elaborate customer centric and value driven perspectives using the key elements of business performance (strategies, tactics, KPI, key resources, etc...), Adjust Strategies, Policies and Assets till Client/Partner Relationships, Value Propositions and Delivery Channels on the basis of captured changes and risks Case Study : Adapt strategies, tactics, directives and (if needed goals and objectives) of the business plan to changes captured on internal/external influencers. To do this show how the operating model can help to provide feedbacks.   Conclusion  Recap on the steps of an efficient Strategy Adaptation and Value Delivery Process Tools that allow connections between the Business Motivation Model and EA in order to coherently adapt enterprise capabilities to changing strategies. Provided by GooBiz
agilescrumcust Agile Project Management with Scrum 14 godz. 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 and infrastructure 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 Agile and Infrastructure development Devops concepts Including hardware/infrastructure development in Scrum
eraamauml Efficient Requirement Management using Agile Methods and Agile UML Modeling 21 godz. Objective: This training course aims at helping product managers, products owners, business analysts, system architects and developers understand how to efficiently Manage Requirements on the basis of the product vision till guiding developers accurately in implementing them. More in detail, this course aims at assisting product managers in better defining the value propositions of their products on the basis of strategies and stakeholder needs. Business Analysts and product owners understand how to describe requirements of the product backlog then discover appropriate epics and user stories of the system while contributing to the required value creation. Along interactive case study exercises, participants learn how to describe in detail such requirements in order to validate correct understanding of needs and prepare system acceptance tests. Thus, only using a very common and productive UML profile, they learn to structure requirements in order to communicate efficiently with architects and developers through an iterative requirement gathering process. Audience: Product Managers Product Owners Business Analysts Anyone interetsted in the Requirements Management Process Introduction What is the Requirement Management Process ? Why Agile ? Business agility and agile software delivery : Definitions Linking Agile to Business : Business Motivation Model vs. Business Model Canvas, How to effciently use the Value Proposition Canvas for defining the Product Vision ? Business agility vs. agile software delivery principles What is Agile Not ? Impacts of alignment with strategies and capabilities Requirement Management in an Agile Context Scrum Life Cycle : Issues about completeness of requirements and traceability How productive models enhance communication in 'Agile' ? Business Extensions of Agile : Structuring Business Value Contribution of a User Story A Panorama of UML diagrams for modeling requirements Frameworks for tracing requirements toward software implementation and tests The 5 levels planning of an agile project (from Clarifying the Vision and Product Backlog to Tasks… and the Architecture Walking Skeleton) Managing Requirements within Agile Methods (Scrum, DAD) vs. the Unified Process (RUP) Roles, teams, environments Presentation of the Case Study for Structuring requirements and managing them using an iterative process How to describe the business vision and needs via traceable models ? Qualification of the requirements : The Kano model vs. the Value Proposition Canvas Structuring the Vision of the Product on the basis of strategies, environmental forces and trends Value proposition, key activities, key resources, revenue streams and cost structures,  Discovering the business scope of the product using the customer needs, gains and pains Describing business use cases using 'value streams' and 'value stages' Bridging the business scope of the product with expected 'value contributions' Case Study : Describing the vision of the product How to describe user needs via agile use case modeling (epics and user stories) ?  Agile Estimating and Planning Building and managing the product backlog / granularity of requirements Ahead of the sprint planning Creation of the sprint backlog Agile User Story Pattern : system scope (the subject), actors, use cases, user stories, acceptance criteria, the INVEST model The Walking Skeleton using Disciplined Agile Delivery : From Processes to Technology  How to find out epics and user stories on the basis of value streams ? Value contribution of epics and user stories Writing tasks : granularity and size using the SMART model Case Study : Discovering epics and user stories on the basis of value streams Validating and testing correct understanding of detailed specifications  Using an incremental requirement gathering process and the sprint backlog Rules for efficient epic, user story and architecture descriptions Diagrams for validating epics and user story descriptions  How to choose the right diagram ?  Refining features using use cases and relationships modeling Testing correct understanding of requirements using Test-Driven Requirements Given/When/Then structures and Operation Contracts for guiding developers in implementing requirements Coverage analysis and change management 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 examples from 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 potential case. After this session, we can also accompany you by reviewing and validating your solutions depending on your needs.
condev Contemporary Development Principles and Practices 14 godz. The course covers contemporary development principles and practices, including the place of project management, testing and business analysis, within Agile and traditional Waterfall contexts. The course is intended to be workshop-style with opportunities for delegates to ask questions and explore real life application of the content. This course comprises a series of modules with each module designed to take 1.5hrs, ie 1 training day would consist of 4 modules. Intended Audience This course is aimed at those who want to gain a rapid overview of contemporary Waterfall & Agile software development and the impact on project management, testing and business analysis. Module 1:  Traditional Development Approaches 1.1 Overview of Sequential, Predictive Development Approaches Description of sequential, predictive ‘Waterfall’ approaches Timeline of evolution of Waterfall approaches 1.2 Strawman Waterfall Dr Winston Royce’s Waterfall model Benefits of Waterfall for controlling projects Royce’s “Inherent risks” 1.3 V-Model Early verification and validation Benefits of V-model 1.4 Incremental Models Example of Rational Unified Process Incremental delivery Breaking down scope and managing risk 1.5 When to Use Waterfall Defined process control Module 2:  Prince2 Overview 2.1 What is Prince2? Definition and origins Prince2 Certifications: Foundation, Practitioner, Agile Benefits of Prince2 2.2 Prince2 Methodology Roles – Project manager, customer, user, supplier, project board Management Techniques – Project assurance, project support Scope - Interaction with contracts and contractual management Controlling Change – Risk, quality, and change management 2.3 Prince2 Process Model Directing a project Starting up a project Initiating a project Managing stage boundaries Controlling a stage Managing product delivery Closing a project Planning                              Module 3:  Agile Overview 3.1 Historical Overview Timeline of evolution of ‘Agile’ ideas 90’s to present Early Agile approaches – Scrum, XP, DSDM Agile Developments – Kanban, BDD, DevOps, Scaling 3.2 The Agile Manifesto Background to creating the Manifesto Agile Manifesto overview Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Module 4:  Agile Principles 4.1 The 12 Agile Principles Group discussion on each principle 4.2 Summary of Agile concepts Iterative planning and development Continuous improvement Continuous learning Collaboration and face-to-face communication Collective accountability Cross-functional teams Module 5:  Agile Project Management with Scrum 5.1 The Scrum Framework Overview – Scrum Guide 2016 Scrum roles and responsibilities – Scrum Master, Product Owner, Team Scrum events – Sprint, Sprint Planning, Review, Retrospective, Daily Scrum Scrum artefacts – Product Backlog, Sprint Backlog, Product Increment 5.2 Agile Project Management Principles Empirical Process Control Iterative planning and reporting Continuous Improvement and retrospection Resource management and teams Module 6: Software Testing 6.1 Testing Fundamentals The Fundamental Test Process Planning, Analysis & Design, Execution, Evaluation, Closure Test levels – unit, integration, system, user acceptance Test approaches – requirements-based, risk-based, experience-based Test design techniques – white-box, black-box techniques 6.2 Agile Testing Agile Testing Quadrants overview – test strategy, planning Test-driven development Test automation principles – test automation pyramid 6.3 Test Types Technology-facing tests that guide development Unit testing, TDD, smoke tests Business-facing tests that guide development Story tests, examples, acceptance testing Business-facing tests that critique the product Exploratory testing, Alpa/Beta testing, UAT Technology-facing tests that critique the product Performance testing, usability, quality attributes               Module 7:  Traditional Business Analysis 7.1 What is Business Analysis? Business analysis and the business analyst Levels of business analysis – enterprise, project, operational Business Analysis principles 7.2 IIBA BA Book of Knowledge – Knowledge Areas Business Analysis Planning and Monitoring Elicitation and Collaboration Requirements Life Cycle Management Strategy Analysis Requirements Analysis and Design Definition Solution Evaluation Module 8:  Agile Business Analysis 8.1 Agile Business Analysis Considerations Iterative development Cross-functional teams Collaboration between business and technology areas 8.2 Behaviour-Driven Development Overview Origins in TDD and recent developments Definitions – BDD, ATDD, Specification by Example 8.3 BDD Activities Focus on features that deliver business value Derive features collaboratively Keep options open Use concrete examples to illustrate features Write executable specifications Create living documentation 8.4 Agile BA Techniques & Tools Business value definition Personas Impact Mapping Real options User Stories and acceptance criteria Relative estimation Given-When-Then template Tool support for BDD
3587 Managing Projects using Waterfall and Agile Techniques 14 godz. 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
bmam Business Modeling for an Agile Enterprise 14 godz. 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 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 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 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? 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
agiletesting Introduction to Agile Testing 14 godz. Overview This 2-day course provides a brief introduction to Agile software testing. It deals with foundational test concepts, within the context of Agile (Scrum) development and uses Crispin & Gregory’s (More Agile Testing, 2014) Agile Testing Quadrants model as a framework to explore contemporary principles and practices of Agile testing. Intended Audience This course is intended for development teams who want to improve their testing practices in an Agile context. It is also suitable for those intending to pursue testing as a specific career and is a suitable pre-requisite for the iSQI Certified Agile Tester course. Day One Overview of Agile Overview history of Agile methodologies Discussion on Agile Manifesto statements Scrum Framework Scrum roles and responsibilities – Scrum Master, Product Owner, Dev Team Scrum events – Sprint, Sprint Planning, Review, Retrospective, Scrum meeting Scrum artefacts – Product Backlog, Sprint Backlog, Product Increment Agile Testing Distinctives Collaboration over independence The place of documentation in Agile Introduction to Agile Testing Quadrants Test automation Testing Fundamentals The Fundamental Test Process Black-box test design techniques White-box test design techniques Day Two Technology-facing testing that guides development Unit testing and black-box test design Test-driven development Test tools example Business-facing testing that guides development User stories and acceptance testing Behavior-driven development Test tools example Business-facing testing that critiques the product Exploratory testing White-box test design Testing Fundamentals Quality attributes Performance testing Test tools example
agilecat Certified Agile Tester 35 godz. 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.  The course fee includes: iSQI/BCS registration Exam fees Course materials Exam invigilator. 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 & Princples 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 Continous 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
lbatogafam2 Putting Enterprise Architecture in Practice 21 godz. Putting Enterprise Architecture in Practice Designing and Realizing Entreprise Architectures using TOGAF® and ArchiMate / UML in practice   Designing your Enterprise Architecture in Practice (3 days for Certified Architects or people that are interested in putting EA in practice) Objective : This course aims at helping attendees understand how to put TOGAF® 9.1 in practice using ArchiMate and UML to meet the enterprise business strategies. Concepts and techniques explained during the course are progressively applied by the attendees using a case study and different exercises on it. Putting Enterprise Architecture in Practice Designing and Realizing Entreprise Architectures using TOGAF® and ArchiMate / UML in practice   Designing your Enterprise Architecture in Practice (3 days for Certified Architects or people that are interested in putting EA in practice) Objective : This course aims at helping attendees understand how to put TOGAF® 9.1 in practice using ArchiMate and UML to meet the enterprise business strategies. Concepts and techniques explained during the course are progressively applied by the attendees using a case study and different exercises on it.   Detailed Description :   Essential concepts of TOGAF®  (Reminder) and Introduction to ArchiMate 3.0 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   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. UML and SoaML are trademarks of the Object Management Group (OMG). TOGAF and ArchiMate are trademarks of the Open Group Provided by GooBiz
safeTM03 SAFe® 4.0 for Teams (For onsite delivery as part of a real-world Agile Release Train) 14 godz. This two-day course teaches teams who are part of an Agile Release Train (ART) how to work in an Agile environment using Scrum, Kanban, and XP. The teams will learn how to become Agile Teams, build their backlog, and plan and execute iterations. Agile teams learn about their ART and their role in it, planning, executing, and improving with other teams. This class prepares teams to run a Program Increment (PI), including all meetings at the Team and Program level with a specific focus on the upcoming PI planning. Attending the class prepares participants to take the exam and become a certified SAFe® Practitioner (SP). Learning Goals After this course, you should be able to: Apply SAFe to scale Lean and Agile development in your enterprise Know your team and its role on the Agile Release Train Know all other teams on the train, their roles and the dependencies between the teams Plan iterations Execute iterations, demo value, and improve your process Plan Program Increments Integrate and work with other teams on the train Topics Covered Introducing the Scaled Agile Framework® (SAFe®) Building an Agile Team Planning the Iteration Executing the Iteration Executing the Program Increment  
tcpsm Techniki coachingowe w pracy Scrum Mastera - warsztat praktyczny 21 godz. Model komunikacyjny w biznesie komunikacja jako taka aspekty błędów i braku porozumienia metamodele komunikacji Wartości pracownika a efektywność pracy metamodele i metaprogramy pracownika praca na wartościach definiowanie precyzyjnego celu Techniki motywowania zwinny model motywacyjny budowanie sprawczości Budowanie kompetencji zespołu i jego członków kompetencje - czym są i jak je ocenić? konsekwencje organizacyjne pominięcia aspektu kontroli kompetencji Monitorowanie postępów kontrola postępów w metodykach zwinnych - rys psychologiczny pętla kontroli Interwencje rola interwencji w pracy Scrum Master'a interwencja - opłacalność i konsekwencje cele i skutki interwencji
eaintro1 Introduction to Enterprise Architectures 14 godz. 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.
safeSA02 Leading the Lean-Agile Software Enterprise with the Scaled Agile Framework® - Scaled Agilist Certification (SA) 14 godz. This two-day course teaches the Lean-Agile principles and practices of the Scaled Agile Framework® (SAFe®). You’ll learn how to execute and release value through Agile Release Trains, how to build an Agile Portfolio, and how to lead a Lean-Agile transformation at enterprise scale. You will gain an understanding of the Lean-Agile mindset and how to apply the principles and practices of SAFe to support Agile teams, programs, program portfolio management, and to coordinate large Value Streams. Attending the class prepares you to take the exam and become a certified SAFe® Agilist (SA). Associated Certification: SAFe Agilist (SA) The following individuals will benefit from this course: Executives and Leaders, Managers, Directors, CIOs, and VPs Development QA and Infrastructure Management Program and Project Managers Product and Product Line Management Portfolio Managers, PMO, and Process Leads Enterprise, System and Solution Architects Learning Objectives: After this course, you will understand how to: Apply SAFe to scale Lean and Agile development in your enterprise Support the execution of Agile Release Trains Coordinate large Value Streams Manage a Lean-Agile Portfolio Align the organization to a common process model Configure the Framework for your context Unlock the intrinsic motivation of knowledge workers Support a Lean-Agile transformation in your enterprise Topics Covered Introducing the Scaled Agile Framework (SAFe): Embracing a Lean-Agile Mindset Understanding SAFe Principles Implementing an Agile Release Train Experiencing PI Planning Executing and Releasing Value Building an Agile Portfolio Coordinating Large Value Streams Leading the Lean-Agile Enterprise
agiletdd Agile TDD 7 godz. Szkolenie skierowany jest dla osób pracujących w grupach odpowiedzialnych za rozwój i dostarczanie produktów. Ze względu na specyfikę metodyk zwinnych tematy poruszane podczas szkolenia mają na celu polepszenie współpracy działu biznesowego i IT. Agile i wzorce wytwarzania produktu Główne założenia Agile Rola testów i Test Driven Developement Redukcja i unikanie powstawania długu technologicznego Testowanie - podstawy Test jako miara oceny hipotezy Testy "Czarnej skrzynki" i "Białej skrzynki" Co i jak testować? Rola testów Testy w procesie ciągłej integracji Testy jako czynnik jakości Testy jako dokumentacja wymagań Dlaczego TDD jest mocno związane z metodykami zwinnymi Możliwości testowania oprogramowania, Rodzaje testów i narzędzia Wybór narzędzia Testy jednostkowe Testy funkcjonalne Testy behawioralne i BDD Testy akceptacyjne Testy regresyjne Antywzorce testowania Niepoprawne podejście do testowania Nieodpowiedni dobór testów Najczęstsze problemy Niezrozumienie dziedziny problemu TDD w Scrum Miejsce testów w etapach Scrum Określanie i dokumentacja wymagań User Story Dlaczego testy to zbędny koszt? Gdy czas nagli... Najczęstsze sytuacje z końca sprintu Symulacja projektu: czasu, zysku i kosztów Scrum bez TDD Mity i nieporozumienia
bitsas Business and IT System Agility using Standards 7 godz. Objective: This introduction seminar provides you with an overview of the digital business models, business and enterprise architecture frameworks as well as methodologies that are used by the organizations to increase their agility facing the digital age disruptions. In particular, this seminar aims at helping you to understand frameworks that are used worldwide to align digital business models, organization and IT architectures with changing competitive landscape.  Wprowadzenie Plusy i minusy obecnych metod wspierania biznesu i IT w ujęciu Agile Architektura biznesowa : "Brakujące ogniwo pomiędzy strategią biznesową a architektruą biznesową" (OMG), Połączenia pomiędzy Architekturą Korporacyjną (TOGAF, Zachman), Architekturą Biznesową, BPM, IT i Architekturą Systemową. Struktury zorientowane na cel w Business Motivation Model (wizja biznesowa, cele, zadania, misje, strategie, taktyki, reguły biznesowe) Uszczegółowienie wizji w kierunku procesów biznesowych Kroki wyrównania IT do ewolucji potrzeb biznesowych Od biznesu do IT i systemów Przygotowanie architektury korporacyjnej i systemowej do wspierania zmian: struktury zorientowane na cel od biznesu do warstw systemu IT Fundamenty  Service Architecture (architektury zorientowanej na usługi) Jak modelować zmiany celów, strategii i zasad, W jaki sposób propagować zmiany od wymagań biznesowych poprzez komponenty IT Wpływ zmian na procesy biznesowe i obiekty biznesowe BPM: Wyrównywanie procesów biznesowych, odpowiedzialności uczestników i obiektów biznesowych w zgodzie ze zmianami strategicznymi, Integracja modyfikacji do komponentów procesów biznesowych. Wpływ na elementy systemu IT Struktury zorientowane na cel w systemie, które wspierają zarządzanie zmianami Jak rozpoznać usługi (lub funkcje systemu) oraz przypadki użycia, które muszą reagować  na zmiany Jak opisywać wpływ zmiany na zachowanie usługi (lub funkcji sytemu) i elementów przypadku użycia Integracja zmian od SOA w celu przygotowania przypadków testowych Wnioski Kroki efektywnego przedsiębiorstwa w ujęciu Agile / System Architecture Development Methodology, Możliwość śledzenia wymagań biznesowych wobec struktur systemu IT w celu lepszego zarządzania nimi w obliczu zmian.
scrumess Scrum Essentials Workshop 14 godz. This course is very much structered towards a workshop approach to enable delegates an opportunity to practise the Scrum and Agile skills. Day 1 Morning Agile principles & Scrum overview Day 1 Afternoon Release planning exercise – including definition of done, Product Backlog creation, prioritisation, estimation and refining Simulation Sprint 1 (all Sprints will include: Sprint Planning, creating/implementing Sprint Backlog, Review) Retrospective on Sprint 1 Day 2 Morning Backlog refining exercise – focus on estimation, story points and velocity Simulation Sprint 2 - focus on relationships with other stakeholders, burndown charts, Review meeting Retrospective on Sprint 2 Day 2 Afternoon Simulation Sprint 3 – focus on team dynamics Retrospective on Sprint 3 Simulation Sprint 4 Retrospective on Sprint 4
scrumstep Scrum - Step by Step 14 godz. Szkolenie przeznaczone jest zarówno dla uczestników początkujących, jak i zaawansowanych. W trakcie szkolenia będzie przekazana wiedza obejmująca zakres egzaminu Professional Scrum Master I (http://www.scrum.org/psmoverview). Każdy z uczestników będzie miał szansę zapoznać się z formą egzaminu, podczas próbnej sesji testowej. Forma zajęć: dyskusja + ćwiczenia praktyczne. SCRUM jest obecnie najbardziej popularną metodą zarządzania procesem wytwórczym oprogramowania, zaliczanym do metodyk zwinnych. Kurs ma na celu zapoznać uczestników z metodyką SCRUM krok po kroku. Wprowadzenie do Metod Zwinnych - Agile Podejście Klasyczne - Waterfall Lean Management Agile Manifesto Scrum Historia Sruma Inspekcja, Adaptacja i Transparentność Scrum Master Product Owner Zwrot z Inwestycji (Return of Investment - ROI) Całkowity Koszt Realizacji (Total Cost of Ownership - TCO) Zespół deweloperów Samoorganizacja Dług techniczny TDD - Test Driven Development Sprint Spotkania w Scrumie Daily Scrum Planowanie Retrospektywa Review Product Backlog Tworzenie User Stories Estymacja Planning Poker Sprint Backlog Burndown chart Definition of Done Skalowalność Scruma Ćwiczenia praktyczne: Samoorganizacja Inspect & Adapt Grupowa estymacja - Planning Poker Sesja Testowa Tworzenie Product Backlogu
scrumintro Introduction to Scrum 14 godz. Introduction to Scrum What is Agile? What is SCRUM? Why SCRUM?  Challenges 2 Artifacts / 3 Roles / 4 Events Case Study Online references / Study Material Scrum Ceritification Guidelines  
agilesofttesto Agile Software Testing Overview 7 godz. Testing Foundations Artefacts and terminology Fundamental test process  Testing Principles Testing quadrants and test types Collaboration & QA Test automation Tests that guide development Unit testing  Functional testing & acceptance criteria Test-driven approaches Tests that critique the product Exploratory testing  Non-functional testing Test design techniques 
agileess Agile Essentials 14 godz. 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
bddfornonprogrammers BDD for Non-Programmers: Live workshop 14 godz. BDD, or Behavior Driven Development, is an Agile software development technique that encourages collaboration among developers, quality assurance teams and non-technical business people throughout the planning, development and testing cycle of a software project. The workshop begins with an introduction to BDD, what it is and how it is used by companies to promote good software design, development and testing. We do this from a non-engineering point-of-view, with an eye on the end-users, their requirements, language, and way of thinking. We also address the communication challenges that business stakeholders are likely to encounter as they work closer with their technical-minded peers. By the end of this training, participants will know how to: Write succinct user stories that capture the usage patterns of real users of the software Translate their user stories into the behavioral language of BDD (Given, When, Then) Derive test cases from these stories, for use by engineers to implement and test Understand the relationship between product requirements, acceptance criteria, and test cases Demystify the technical jargon that impedes communication and understanding Install and use great tools for writing BDD feature files Understand and appreciate what happens once the work is handed to engineers Play a more active role in the iterative development cycle Audience Product owners and managers Business analysts Manual testers End-users of a software product or system Non-engineers and non-coders involved in product design Format of the course A interactive, instructor-led workshop with lots of activities and hands-on practice. Notes The workshop includes cases and software samples from the instructor's own experience. To customize the materials to your company's product and situation, please contact us to arrange. Our aim is to make the learning as practical and relevant for all participants! ============== Day 01 ===================== Introduction     Why BDD?     BDD as an extension of Agile     Agenda for Day 01 Applying BDD at different stages in the software development cycle     Before development     During development     After development One language to rule them all     Engineers and non-engineers speak different languages     Bridging the gap through BDD     A preview of the BDD language: Gherkin The different roles of BDD     BDD as product requirements (for product owner)     BDD as acceptance criteria (for developers)     BDD as test cases (for testers)     BDD as a description of the product (for other statke holders) Back to Agile: it all starts with User Stories     Overview of the Agile development cycle     The role of User Stories in Agile development Q&A session and discussion Quiz Creating a good User Story     Using the right language         Role, Action, Outcome     A sample User Story Activity - Writing a User Story     Writing your first User Story - individual activity     Tightening your User Stories - team activity     Delivering your User Story - team activity User Stories in real projects     Team dynamics     Tools and techniques     User Stories in the software development cycle On to BDD     Extending the User Story     Introducing the Feature File     Capturing the expected behavior of software     Imagining what "unexpected" behavior looks like Creating a good Feature File     Using the right language (Gherkin)         Given, When, Then     A sample Feature File Activity - Writing a Feature File - PART 01     Writing your first Feature File - individual activity         Feature section         Scenario section     Tightening your Feature File - team activity     Delivering your Feature File - team activity Feature Files in real projects     Team dynamics     Tools and techniques     User Stories in the software development cycle Q&A session and discussion Quiz Setting up your environment     Making Gherkin pretty     The joy of productivity Activity - Writing a Feature File - PART 02     Writing your Feature File - individual activity         Passing multiple arguments to your Scenario         Scenario Outline section     Tightening your Feature File - team activity     Delivering your Feature File - team activity Q&A session and discussion Quiz Closing remarks ============== Day 02 ===================== Introduction     Recap of previous day     Agenda for Day 02 Your own product - an introspection     Describing your product     Drawing a picture of your product Extending test coverage     Usability of the system     Business requirements     Business processes Activity - Writing a Feature File - PART 03     Writing your Feature File - individual activity         Examples section         Reusing data and scenarios         Organizing features and scenarios with tags     Tightening your Feature File - team activity     Delivering your Feature File - team activity Q&A session and discussion Quiz The Feature File - what to leave out     What to leave to the engineers         Low-level functionality (unit tests)         Exhaustive cross-component functionality (integration and API testing) Q&A session and discussion Quiz Your own product - an introspection     How usable is your product?     How usable is your product to outside users? Communication with people outside your team Closing remarks
istqbate ISTQB - Agile Tester Extension - Exam Preparation 21 godz. This is preparation course for Agile Tester Extension Exam by ISTQB. The price of the exam is not included the the price of the course. Agile Software Development The Fundamentals of Agile Software Development Aspects of Agile Approaches Fundamental Agile Testing Principles, Practices, and Processes The Differences between Testing in Traditional and Agile Approaches Status of Testing in Agile Projects Role and Skills of a Testiner in an Agile Team Agile Testing Methods, Techniques, and Tools Agile Testing Methods Assessing Quality Risks and Estimating Test Effort Techniques in Agile Projects Tools in Agile Projects
orangescrum Agile Project Management with OrangeScrum 14 godz. OrangeScrum is an open-source, web-based project management and collaboration tool for managing projects, teams and tasks in one place. It includes bug tracking, email integration, and issue management, among other features. In this instructor-led, live training participants will learn how to implement Agile and Scrum methodologies using OrangeScrum. By the end of this training, participants will be able to: Set up and configure OrangeScrum on their own premises (optional) Identify and implement key Scrum principles and practices, including the product backlog, sprint burndown chart, task boards, and more. Use OrangeScrum to organize tasks, communicate with a team effectively and keep project documents under control Audience IT professionals Project managers Team leaders Developers Format of the course Part lecture, part discussion, exercises and heavy hands-on practice Notes If you are interested in installing and administering an onsite instance of OrangeScrum, contact us to arrange. To request a customized course outline for this training, please contact us.
agilesofttestci Agile Software Testing with Continuous Integration 28 godz. 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
agiletdds Agile, TDD and Swift 35 godz. This 5 day course is for developers who wish to write high quality iOS applications in Swift. This is a hands on course which involves writing a number of increasingly complex high quality applications. Delegates will need to have an Apple copmputer with the latest version of OS X and Xcode installed. Delegates wishing to run applications on real devices, rather than emulators, will need to be registered with Apple as iOS developers and have their devices registered.Agile Why Agile Product Owner The Sprint Scrum Master Finishing a Sprint Writing User Stories Swift Swift Language Memory Management Using Xcode Swift Playgrounds TDD and Continuous Integration OO Refresher Test Driven Development Xcode and XCTest Swift TDD Continuous Integration Xcode Server Adaptive Layout Xcode Adaptive Layout View Controllers Linking controls with IBOutlet More Swift Timers Table Views Data Storage Multiple View Controllers Advanced Features Manipulating Images Animations Mapds Geolocation Workshop Workshop to write a Swift application either individually or in small groups.
orgmantes Organizacja i zarządzanie testowaniem 14 godz. Cel szkolenia: Zdobycie umiejętności planowania, nadzorowania i sterowania testowaniem w projekcie informatycznym. Grupa docelowa: Osoby kierujące zespołami testowymi lub zarządzające testowaniem w ramach innej roli w projekcie IT. Także kierownicy projektów, właściciele produktów, analitycy biznesowi. Blok 1: Testowanie, a inne metody zapewnienia jakości – co wybrać? Warsztat 1 – sposoby zapobiegania typowym trudnościom w projektach IT Krzywa Boehma – lepiej zapobiegać niż znajdować błędy Krzywa Rybera – zapobieganie bywa bardzo kosztowne Zasady Deminga, Kolawy oraz czy jakość jest za darmo? Blok 2: Organizacja testowania w projekcie Warsztat 2 – kto powinien zajmować się testowaniem? Testować powinny osoby mające kompetencje – rodzaje testów, testy akceptacyjne Testowanie własnej pracy Testowanie parami Agile – testowanie odpowiedzialnością całego zespołu Zespól testowy Outsourcing testów „Tester nie jest odkurzaczem” Blok 3: Proces testowy Warsztat 3 – porównanie przykładów rozmaitych praktyk organizacji czynności testowania Proces testowy w różnych modelach cyklu życia i wytwarzania oprogramowania Zasady dobrego procesu testowego niezależnie od modelu cyklu życia Blok 4: Praktyka organizacji i dokumentacji testów Warsztat 4 – stworzenie systemu dokumentacji testów przy pomocy narzędzia Accompa Przypadki, instrukcje i scenariusze testowe Testowanie bez specyfikacji Rejestracja wyników testów Zgodność testów z wymaganiami – śledzenie powiązań lub scenariusze akceptacyjne w procesach agile scrum Zgłaszanie błędów (incydentów) i niezgodności Raporty testów, miary pokrycia testowego, kryteria zakończenia (w agile: DoD) Blok 5: Udoskonalanie procesu testowania i metoda TPI Next ®
8525 Testowanie w Agile 7 godz. Cel szkolenia: Zdobycie umiejętności w zakresie testowania w projektach realizowanych w ramach Agile Scrum. Grupa docelowa: Osoby uczestniczące w zespołach scrum, lub przynajmniej znające zasady framework’u Agile Scrum. Specyfika testowania w Agile Scrum Mitologia rzekomej zasadniczej odmienności testowania w Agile Kwadranty testowe Agile Testy techniczne a testy biznesowe Testy krytyczna a testy wspomagające Testy jednostkowe w Agile Znaczenie testów jednostkowych Cele TDD Realizacja TDD Narzędzia TDD (na przykładzie JUnit) Testowanie akceptacyjne w Agile Specyfika kryteriow (scenariuszy) akceptacyjnych, jako przypadków testowych ATDD - automatyzacja testów akceptacyjnych FitNesse i Cucumber - popularne ramy narzędziowe ATDD Organizacja i odpowiedzialność za testowanie w zespole Agile Scrum Organizacja zbiorczych testow akceptacyjnych: w ramach przebiegu lub poza przebiegiem Uwzględnienie kosztów testowania przy szacowaniu pracochłonności: Kwadrant ryzyka Poker ryzyka Organizacja naprawiania defektów po zakończeniu przebiegu – różne metody Testy właściwości (niefunkcjonalne) a kryteria DoD w Agile Scrum
pazzitsa Psychologiczne aspekty zarządzania zespołem IT – psychologia zespołu Scrum agile 14 godz. Cel szkolenia Poznanie oraz zdobycie wprawy w stosowaniu praktycznych metod pozwalających lepiej niż dotąd radzić sobie w sytuacjach, w których czynniki psychologiczne oraz interpersonalne mają decydujące znaczenie dla skuteczności działań w projektach IT. Przez większą część czasu szkolenia uczestnicy wykonują zadania warsztatowe oraz biorą udział w odgrywaniu scenek, odpowiadających typowym sytuacjom występującym w projektach IT. W szczególności, możliwe jest realizowanie scenariuszy charakteryzujących wydarzenia z działania zespołu agile scrum (zależy od składu i potrzeb uczestników szkolenia). Grupa docelowa Uczestnicy projektów IT lub zespołów scrumowych, tak kierownicy, jak programiści oraz testerzy. Każdy z poniższych tematów przerobimy w czterech krokach: Krok 1. Scenka z projektu IT [realizowanego metodą agile], rozegrana z udziałem uczestników warsztatu. Krok 2. Mini-wykład na temat mechanizmów, które zadziałały podczas scenki. Krok 3. Ponowne rozegranie scenki z wykorzystaniem nowych umiejętności i wzorców. Krok 4. Praca w grupach i dyskusja na temat tego, jak przepracowane mechanizmy mogą objawiać się w sytuacjach w projektach. Skutecznie porozumiewanie się: Mechanizmy komunikacji Kwadrat komunikacyjny Shulza von Thuna Sztuka zadawania pytań: otwarte czy zamknięte? Informacja zwrotna w komunikacji interpersonalnej Mechanizmy motywowania Psychologiczne podstawy motywacji Różne rodzaje motywacji Wpływ motywacji na skuteczność działania Typy osobowości a sposoby motywacji - model Thomas International Dynamika grupowa Formalna i nieformalna struktura grupy Typy osobowości a rola w strukturze grupy Komunikacja w grupie Niebezpieczne zjawiska w sytuacjach grupowych Zarządzanie czasem Osobiste zarządzanie czasem Planowanie i elastyczność w działaniu Likwidowanie czynników obniżających skuteczność Wpływ czynników zewnętrznych Negocjacje Style i scenariusze negocjacyjne Emocje w negocjacjach Mediacje Porozumienie bez przemocy Asertywność Style nie-asertywne: podporządkowanie, agresja, styl bierno - agresywny Korzyści asertywności Nauka asertywności Rola kierownika w problemach wynikających z braku asertywności w zespole Zarządzanie doświadczeniem klienta (CEM) CEM, nie CRM! Od czego zależy doświadczenie klienta MMR oraz tworzenie, negocjowanie i podział opowieści użytkownika w kontekście CEM Model Kano, użyteczność i doświadczenie klienta Podejmowanie decyzji Psychologiczne mechanizmy podejmowania decyzji Różne strategie podejmowania decyzji Decyzje indywidualne a decyzje grupowe Kreatywność Burza mózgów Mapa umysłu Sześć kapeluszy de Bono Mechanizmy kreatywności Radzenie sobie ze stresem Optymalny poziom motywacji Optymalny poziom stymulacji - różnice indywidualne Zadowolenie z pracy - zjawisko przepływu Uważność (mindfullness) metodą redukcji stresu

Najbliższe szkolenia

SzkolenieData KursuCena szkolenia [Zdalne / Stacjonarne]
Psychologiczne aspekty zarządzania zespołem IT – psychologia zespołu Scrum agile - Łódź, ul. Tatrzańska 11pon., 2017-10-09 09:006000PLN / 2600PLN
Managing Agile Projects with Lean and Kanban - Poznań, Garbary 100/63pon., 2017-10-09 09:0010760PLN / 3861PLN
Introduction to Agile Testing - Opole, Władysława Reymonta 29śr., 2017-10-11 09:008610PLN / 3509PLN
Business and IT System Agility using Standards - Gdynia, ul. Ejsmonda 2pon., 2017-10-16 09:004000PLN / 2250PLN

Other regions

Szkolenie Agile, Agile boot camp, Szkolenia Zdalne Agile, szkolenie wieczorowe Agile, szkolenie weekendowe Agile , Kursy Agile, kurs zdalny Agile,Kurs Agile, wykładowca Agile , Trener Agile, instruktor Agile, e-learning Agile, edukacja zdalna Agile, nauczanie wirtualne Agile, lekcje UML, nauka przez internet Agile

Kursy w promocyjnej cenie

Szkolenie Miejscowość Data Kursu Cena szkolenia [Zdalne / Stacjonarne]
Visual Basic for Applications (VBA) w Excel - poziom zaawansowany Warszawa, ul. Złota 3/11 pon., 2017-09-25 09:00 3069PLN / 1623PLN
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Java Performance Tuning Wrocław, ul.Ludwika Rydygiera 2a/22 pon., 2017-09-25 09:00 9801PLN / 3000PLN
Tworzenie i zarządzanie stronami WWW Poznań, Garbary 100/63 pon., 2017-09-25 09:00 5841PLN / 2298PLN
Techniki DTP (InDesign, Photoshop, Illustrator, Acrobat) Katowice ul. Opolska 22 pon., 2017-09-25 09:00 5940PLN / 3730PLN
SQL in Microsoft Access Kraków, ul. Rzemieślnicza 1 wt., 2017-09-26 09:00 10266PLN / 3911PLN
Visual Basic for Applications (VBA) w Excel dla analityków Poznań, Garbary 100/63 śr., 2017-09-27 09:00 2970PLN / 1590PLN
Certyfikacja OCUP2 UML 2.5 - Przygotowanie do egzaminu OCUP2 Foundation Kraków, ul. Rzemieślnicza 1 śr., 2017-09-27 09:00 6930PLN / 3510PLN
Adobe InDesign Katowice ul. Opolska 22 czw., 2017-09-28 09:00 1881PLN / 1327PLN
Wzorce projektowe w C# Rzeszów, Plac Wolności 13 czw., 2017-09-28 09:00 3861PLN / 2331PLN
Tworzenie aplikacji na platformie Android Łódź, ul. Tatrzańska 11 pon., 2017-10-02 09:00 4455PLN / 3128PLN
Statistical and Econometric Modelling Warszawa, ul. Złota 3/11 pon., 2017-10-02 09:00 20483PLN / 6807PLN
Efektywna komunikacja interpersonalna z elementami asertywności Kraków, ul. Rzemieślnicza 1 wt., 2017-10-03 09:00 5148PLN / 1830PLN
Visual Basic for Applications (VBA) w Excel - wstęp do programowania Szczecin, ul. Sienna 9 pon., 2017-10-09 09:00 3564PLN / 1891PLN
Web Development with Symfony3 Kielce, ul. Warszawska 19 pon., 2017-10-09 09:00 5554PLN / 2483PLN
Analiza biznesowa i systemowa z użyciem notacji UML - warsztat praktyczny dla PO w metodyce Scrum Łódź, ul. Tatrzańska 11 wt., 2017-10-10 09:00 7722PLN / 3474PLN
Access - podstawy Szczecin, ul. Sienna 9 wt., 2017-10-10 09:00 3465PLN / 1550PLN
MS-40361 Software Development Fundamentals MTA Exam 98-361 Gdynia, ul. Ejsmonda 2 śr., 2017-10-11 09:00 6138PLN / 2610PLN
UML Analysis and Design Kraków, ul. Rzemieślnicza 1 śr., 2017-10-11 09:00 8910PLN / 4170PLN
PostgreSQL for Administrators Gdynia, ul. Ejsmonda 2 śr., 2017-10-11 09:00 12326PLN / 4235PLN
Programowanie w języku C++ Łódź, ul. Tatrzańska 11 pon., 2017-10-16 09:00 5445PLN / 3315PLN
Agile w projektach zdalnych Katowice ul. Opolska 22 pon., 2017-10-16 09:00 5049PLN / 1962PLN
Programowanie w języku C++ Bielsko-Biała, Al. Armii Krajowej 220 pon., 2017-10-16 09:00 5445PLN / 3565PLN
PostgreSQL Administration Łódź, ul. Tatrzańska 11 wt., 2017-10-17 09:00 7821PLN / 3807PLN
Nginx konfiguracja i Administracja Wrocław, ul.Ludwika Rydygiera 2a/22 śr., 2017-10-18 09:00 6930PLN / 2700PLN
Programowanie w C# Wrocław, ul.Ludwika Rydygiera 2a/22 śr., 2017-10-18 09:00 4851PLN / 1870PLN
Trening radzenie sobie ze stresem Gdynia, ul. Ejsmonda 2 śr., 2017-10-18 09:00 5148PLN / 1530PLN
Business Analysis Kraków, ul. Rzemieślnicza 1 śr., 2017-10-18 09:00 7722PLN / 3774PLN
Projektowanie stron na urządzenia mobilne Kielce, ul. Warszawska 19 czw., 2017-10-19 09:00 2624PLN / 1305PLN
Adobe InDesign Wrocław, ul.Ludwika Rydygiera 2a/22 pon., 2017-10-23 09:00 1881PLN / 1027PLN
Adobe Premiere Pro Gdynia, ul. Ejsmonda 2 pon., 2017-10-23 09:00 3960PLN / 2480PLN
Administracja systemu Linux Gdynia, ul. Ejsmonda 2 wt., 2017-10-24 09:00 4950PLN / 3225PLN
Microsoft Office Excel - efektywna praca z arkuszem Warszawa, ul. Złota 3/11 czw., 2017-10-26 09:00 2475PLN / 1225PLN
Node.js Olsztyn, ul. Kajki 3/1 czw., 2017-10-26 09:00 3861PLN / 2431PLN
SQL Advanced in MySQL Warszawa, ul. Złota 3/11 czw., 2017-11-02 09:00 1881PLN / 1141PLN
Microsoft Office Excel - analiza statystyczna Warszawa, ul. Złota 3/11 czw., 2017-11-02 09:00 2673PLN / 1291PLN
Java Spring Wrocław, ul.Ludwika Rydygiera 2a/22 pon., 2017-11-06 09:00 14414PLN / 5970PLN
Android - Podstawy Wrocław, ul.Ludwika Rydygiera 2a/22 pon., 2017-11-06 09:00 9801PLN / 4180PLN
Kontrola jakości i ciągła integracja Wrocław, ul.Ludwika Rydygiera 2a/22 wt., 2017-11-07 09:00 2673PLN / 1737PLN
Nagios Core Gdańsk, ul. Powstańców Warszawskich 45 pon., 2017-11-13 09:00 13919PLN / 4968PLN
Oracle 11g - Analiza danych - warsztaty Gdynia, ul. Ejsmonda 2 pon., 2017-11-13 09:00 9900PLN / 4664PLN
ADO.NET 4.0 Development Warszawa, ul. Złota 3/11 wt., 2017-11-14 09:00 20176PLN / 6914PLN

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