Way of providing training, tools which were used duirng the training. Trainer flexability.
Joanna Begier - ABB Business Services Sp. z o.o.
Szkolenia Business Analysis
Business Analysis training
Opinie uczestników
Podkategorie
Plany Szkoleń Business Analysis
| Kod | Nazwa | Czas trwania | Charakterystyka kursu |
|---|---|---|---|
| bpmna | Modelowanie BPMN 2.0 dla Analityków Biznesowych | 14 godz. | Kurs ma na celu przekazanie podstaw praktycznej wiedzy z zakresu BPMN 2.0 oraz nauczenie umiejętności modelowania na poziomie średnio-zaawansowanym i zaawansowanym. Idealnym uczestnikiem szkolenia jest analityk biznesowy, rozumiany jako osoba odkrywająca, identyfikujaca, gromadząca i analizująca wymagania użytkowników wobec systemu informatycznego. - także zaawansowani projektanci aplikacji komputerowych i architekci systemowi zainteresowani biznesowa perspektywą tworzenia procesów systemowych i niesystemowych. Kurs nie porusza zagadnień BPMN 2.0 na poziomie Executable, innymi słowy w czasie szkolenia nie generujmy kodów opartych o XML, rozumianych przez maszynę run-time; nie zajmujemy się XML Schema, XPDL, BPEL etc. Szkolenie jest prowadzone w stopniu dominującym w formie warsztatu komputerowego (~90%), w czasie którego z jednej strony tłumaczymy realne sytuacje biznesowe na BPD, z drugiej natomiast interpretujemy gotowe diagramy oceniając ich użyteczność praktyczną. Kurs jest bardzo intensywnym kursem praktycznym sensu stricto; na szkoleniu nie zajmujemy się w żadnym stopniu teoretycznymi rozważaniami w zakresie BPMN 2.0. Intro Rozpoczęcie procesu Zakończenie procesu Wysyłanie wiadomości Odbieranie wiadomości Zadanie typu SCRIPT Zadanie typu TASK Podprocesy Aktywność wywołująca Podproces ad-hoc Podproces typu TRASACTION Zdarzenia Początkowe Wiadomość Cykliczne rozpoczynanie procesu Sygnał Warunek Rozpoczęcie procesu zdarzeniem 1 z n Wielokrotne zdarzenia początkowe Zdarzenia Końcowe Wiadomość Sygnał Błąd Eskalacja Anulowanie Zakończenie procesu na jednym poziomie Zdarzenia pośrednie Zdarzenia przechwytujące Zdarzenia aktywujące Zdarzenia graniczne Zdarzenie podproces Zdarzenie czasowe w przepływie normalnym Zdarzenie czasowe na granicy aktywności Wiadomość aktywująca Wiadomość przechwytująca w przepływie normalnym Bramka typu zdarzenie Błąd Eskalacja Sygnał Przekazywanie między ścieżkami komunikatów o wyjątkach Konstrukcje łączące i dzielące ścieżki w procesie Podział równoległy Podział wyłączny Podział warunkowy Łączenie ścieżek alternatywnych Łączenie ścieżek równoległych Łączenie ścieżek warunkowych Dyskryminacja ścieżek Tworzenie konstrukcji obsługujących przepływ wyjątkowy Rodzaje wyjątków Wzorce w zakresie obłsugi wyjątków Wielokrotne wykonywanie aktywności Pętla Wieloinstancyjność aktywności Przetwarzanie wsadowe Podproces typu TRANSAKCJA Pojęcie transakcji Kompensowanie aktywności Zdarzenie CANCEL Konstruowanie mechanizmu kompensacji |
| babokiiba | Business Analysis, BABOK V3.0 and IIBA Certification Preparation | 21 godz. | Summary: A business/systems analyst solves business problems by designing information systems which execute the strategy defined by the business. These IT solutions generally achieve one of the following goals for the business: implement a new business process, increase efficiency and productivity of existing business processes, or reduce operating costs of existing processes. This course is intended for Business Analysts including those who may want to go on and prepare for an IIBA Certification (CCBA or CBAP) and is consistent with the framework outlined by the BABOK® Version 3.0 Objectives: Identify the critical principles, activities, tasks, and techniques outlined in the BABOK® V3.0 Understand the core knowledge areas, activities, tasks, deliverables, and their relationships: Key Definitions: BABOK® (Business Analysis Body of Knowledge) Standard for practice of business analysis and serving as a framework describing the tasks that must be performed. CCBA® (Certified of Competency in Business Analysis) A certification offered through the International Institute of Business Analysis (IIBA) requiring passing a test based on the BABOK® only after application approval which is based on education and experience. CBAP®(Certified Business Analysis Professional) A certification offered through the International Institute of Business Analysis (IIBA) requiring passing a test based on the BABOK® only after application approval which is based on education and experience. Introduction to IIBA Certification Overview of certification process & requirements BABOK® Framework Knowledge Areas Business Analysis Planning & Monitoring Overview, Inputs and Outputs Planning the Requirements Approach Identifying and Analysing Stakeholders Deciding how Requirements will be Managed and Traced Estimating BA Activities Planning of BA Communications Determining Requirements Metrics for Monitoring and Reporting Techniques for Planning Requirements Elicitation Overview, Inputs and Outputs Prepare for Elicitation Conduct Elicitation Activity Document Elicitation Results Confirm Elicitation Results Techniques for Elicitation Requirements Management and Communication Overview, Inputs and Outputs Manage Solution Scope and Requirements Manage Requirements Traceability Maintain Requirements for Re-Use Prepare Requirements Package Communicate Requirements Techniques for Requirements Management and Communication Enterprise Analysis Overview, Inputs and Outputs Define Business Need Assess Capability Gaps Determine Solution Approach Define Solution Scope Define Business Case Techniques for Enterprise Analysis Requirements Analysis Overview, Inputs and Outputs Prioritise Requirements Organize Requirements Specify and Model Requirements Define Assumptions and Constraints Verify Requirements Validate Requirements Techniques for Analysis Solution Assessment and Validation Overview, Inputs and Outputs Assess Proposed Solution Allocate Requirements Assess Organizational Readiness Define Transition Requirements Validate Solution Evaluate Solution Performance Techniques for Solution Assessment and Validation Underlying Competencies Analytical Thinking and Problem Solving Behavioural Characteristics Business Knowledge Communication Skills Interaction Skills Software Applications |
| bpmn2funws | BPMN 2 Fundamentals and Workshop | 14 godz. | Audience: Delegates who have an interest in Process Modelling will benefit from attending this business process modeling notation training course including: Business and Process Analysts Process Designers and Implementers Project and Programme Managers Anyone involved with business change and transformation. Day 1 AM Course Introduction Modelling Business Processes - Modelling Notations (BPMN) Introducing BPMN Basic BPMN Notation - Flow Objects Exclusive Gateway Parallel Gateway Exercises PM Inclusive Gateway Exercises Events Pools and Lanes Message Flows Artifacts Data Exercises Day 2 AM Event-Based Gateway Exercises Intermediate Boundary Events Exercises BPMN Diagrams OMG Certification (OCEB) PM Facilitated Workshop Using the acquired BPMN knowledge to undertake exercises based on company process examples |
| UML | Analiza i projektowanie obiektowe za pomocą języka UML | 21 godz. | Szkolenie przeznaczone jest dla analityków, projektantów, programistów, testerów oraz kierowników projektów informatycznych. Stanowi wprowadzenie do modelowania systemu z wykorzystaniem notacji UML. Na przykładzie wybranego systemu realizowane są kolejne etapy modelowania i dokumentowania: od zbierania wymagań, przez modelowanie procesów biznesowych i dokumentowanie wymagań funkcjonalnych i niefunkcjonalnych do utworzenia modelu analitycznego. Kolejnym etapem jest faza projektowa - modelowanie statyczne i dynamiczne z wykorzystaniem klas projektowych i diagramów prezentujących interakcję między elementami systemu. Szkolenie może być podstawą do stworzenia kompleksowej procedury modelowania systemów informatycznych w przedsiębiorstwie, dzięki wykorzystaniu UML we wszystkich fazach tworzenia oprogramowania oraz wskazaniu najlepszych praktyk wynikających z wieloletniego doświadczenia trenerów NobleProg. Wprowadzenie do języka UML Krótka historia UML Przegląd zagadnień z zakresu modelowania obiektowego Specyfikacja UML grupy OMG Przegląd diagramów UML Zarządzanie wymaganiami Podział wymagań Kategorie wymagań wg FURPS Metody zbierania wymagań Modelowanie wymagań z wykorzystaniem notacji UML Macierz zależności wymagań Tworzenie specyfikacji wymagań na podstawie diagramów Modelowanie procesów biznesowych Definicja procesu biznesowego Modelowanie procesów biznesowych w UML Diagram czynności Przepływy decyzyjne i współbieżne Wyjątki i obsługa wyjątków Partycje, tory Modelowanie wymagań niefunkcjonalnych Wykorzystanie diagramów komponentów i wdrożenia Wstępna architektura systemu - logiczna i fizyczna Modelowanie wymagań związanych z bezpieczeństwem, wydajnością, niezawodnością systemu Modelowanie wymagań funkcjonalnych Określanie zakresu systemu Modelowanie funkcjonalności systemu przy pomocy diagramu przypadków użycia Identyfikowanie aktorów i relacji między nimi Rozpoznawanie przypadków użycia Asocjacja "aktor - przypadek użycia" i jej właściwości Relacje między przypadkami użycia: include, extend, generalizacja Tworzenie scenariuszy przypadków użycia i generowanie diagramów na ich podstawie (aktywności, maszyny stanowej) Analityczny model systemu Wykorzystanie diagramu komunikacji do określenia głównych obiektów systemu Rodzaje komunikatów: asynchroniczne, synchroniczne, powrotne Określanie kolejności numerowania komunikatów Kategorie obiektów analitycznych: Boundary, Control i Entity Wstęp do projektu systemu Modelowanie interakcji Modelowanie statyczne Diagram klas i generowanie kodu źródłowego Relacja asocjacji i jej cechy Pozostałe relacje: agregacja, kompozycja, generalizacja, zależność, klasa asocjacyjna Forward/Reverse engineering Generowanie kodu źródłowego na podstawie diagramu Generowanie diagramu na podstawie kodu źródłowego Synchronizowanie kodu i diagramu Diagramy obiektów, struktur połączonych i pakietów Modelowanie dynamiczne Weryfikacja modelu statycznego Doprecyzowanie sygnatur metod Weryfikacja poprawności diagramu klas Modelowanie dynamiczne na poziomie wywołań metod Diagramy: sekwencji, maszyny stanowej, czasu i interakcji |
| reqbf | REQB Foundation - przygotowanie do egzaminu | 21 godz. | Szkolenie przygotowujące do zdobycia certyfikatu REQB Foundation Level. Certyfikat ten potwierdza umiejętności określania i opisywania wymagań oraz przeprowadzania skuteczniej analizy wymagań. Stanowi też potwierdzenie znajomości procesu i procedur inżynierii wymagań oraz zarządzania ryzykiem. Wprowadzenie do wymagań Podstawy Wymaganie Standardy i normy Modele procesu i proces inżynierii wymagań Modele procesu Proces inżynierii wymagań Zarządzanie projektem i ryzykiem Zarządzanie projektem Zarządzanie ryzykiem Odpowiedzialności i role Podstawowe role Zadania inżynierii wymagań Identyfikacja wymagań Klient Wizja i cele projektu Identyfikacja interesariuszy Techniki identyfikacji wymagań Wymagania funkcjonalne i niefunkcjonalne Opis wymagań Specyfikacja wymagań Specyfikacja Procedura Formalizacja Jakość wymagań Analiza wymagań Wymagania i rozwiązania Metody i techniki analizy wymagań Analiza obiektowa Szacowanie kosztów Priorytety Akceptacja wymagań Śledzenie wymagań Śledzenie w projekcie Zarządzanie zmianą Zapewnienie jakości wymagań Czynniki oddziałujące na jakość Weryfikacja wymagań w fazie pozyskiwania Zapewnienie jakości poprzez testowalność Metryki Narzędzia wymagań Korzyści narzędzi Kategorie narzędzi |
| bpmess | BPM Essentials | 21 godz. | This BPM training will teach you how to automate and manage a broad range of business workflows. We will examine the automation steps within a typical process in which work items are passed from one participant to another for action, according to a set of business rules. You will obtain first hand guidance on automated monitoring best practices as well as tips and tricks for efficient governance practices. At course completion,you will be able to: Understand the key terms and concepts in BPM Use major methodologies and techniques for implementing BPM Define the various technologies that support BPM Learn to discriminate between process and rules requirements Map written business cases into process areas and rule sets Understand variations in strategies between rules-centric and process centric approaches Develop business intelligence from process description & rule sets Introduction Course Objectives Why BPM? Topology of a BPM architecture BPM Vendors overview Positioning of vendor tools BPM Overview BPM vs BPMS When to choose a BPMS IT and business must work hand in hand Matching the right technology to your problem Overview of a BPM system Architecture of a BPM System Topology and scalability Design tools Deployment tools Monitoring and management The process engine Process definition repository Transaction manager Connector framework Administering Processes using Process Monitoring Managing a Process Modeling a Process with BPMN Platform Administration Interfacing with BAM (business activity monitoring) Adding a Notification to a Process Notification Channel Core BPMS features and Interfaces Repository support Database support The Adapter SDK The level of required customisation Involvement of development languages Human workflow solutions BPM as enabler of SOA: Key components Application frontends Basic Services The value of an ESB Increased agility for the business Governance and Business strategy The personal perspective Innovation, growth and flexibility The past: data/functions vs objects & services The future: core business logic vs process control logic Design implications for Architects Alignment of Business and IT Business Rules Motivations for BRs Basic Concepts KPI Principles New Roles of Business and I/T The Business Focus in Business Rules When is a BR Approach Appropriate? New Aspects for Scoping a BR Project Key Elements of a BR Project Plan Choosing the right approach Start at the beginning: the business Definition of business competencies Identifying differentiators and overhead From requirements to components What components should be re-usable? Architecture requirements Reaching vendor independence Roadmap to enterprise renovation Continuous improvements |
| soadtbs | Designing SOA using BPM and SoaML | 21 godz. | Objective: Helping Business Analysts, architects and designers to understand how to efficiently specify and realize a Service Oriented Architecture on the basis of their business goals and align it to changing business and user requirements. This 3 day training course aims at helping business analysts, architects and designers to learn how to specify and realize a featured Service Oriented Architecture to better deal with changes on the business and user requirements (changing objectives, strategies, tactics, rules, user interactions,...) while capitalizing on the business capabilities. Introduction Pros and Cons of the current development methodologies to support the Business Agility, Objectives of the SOA, Connections between Business Architecture, TOGAF®, BPM and SOA, Service Definition and Categories, Service Provider and Consumer Components, Service Contract, Metrics Data Transfer Objects vs. Persistence, Service orchestration, Role of the ESB, Top-Down and Bottom-Up approaches, The Layered Logical Architecture The TOGAF® Reference Architecture for SOA, Structure and Typology of Services, Architecture Layers (business, functional, application, technique) in the SOA, Presentation of the main components by layer and traceabilities, Steps for aligning IT to changing business requirements, Business Layer Components of the business layer : objectives Traceability in the Business Modeling using BMM, BPMN and UML standards, From the business goals toward processes using Business Capabilities- the IBM's RUP for SOMA, Alignment of business processes and entities on the changing goals, Service Identification on the basis of Business Capabilities, Case Study : Refinement from the Business Vision toward Processes using goal-driven business capabilities, Language Structures of the BPMN : Good practices, Case Study : BPMN Modeling of the previous business process, From the Business to functional layer : Prepare the Architecture to deal with change using reusable and traceable components, Case Study : Elaborate the business architecture backbone of the Goal-Driven SOA, Functional Layer The role of the functional architecture, Service components of the functional layer : objectives Blocks of an urbanized functional architecture : (zone, square, block) Unit Business Services vs. Composite Services, Service Specification using SoaML « services points » and « request points », Identification and specification of use cases (UC) on the basis of services, Case Study : Complete the business architecture backbone of the Goal-Driven SOA using functional components, Invocation of service and UC components from business process actions, The role of the data transfer objects, Case Study : Propagate change from Business Goals till Components of the Functional Layer, From the functional to application layer, Application Layer Service components of the application layer Building application components on the basis of functional ones, The Business Process Execution Language, BPMN / BPEL Mapping, WebServices: Definition, Soap, WSDL, UDDI, standards XSD generation on the basis of Data Models, WSDL generation on the basis of Service Interfaces, Module and Component Assembly, Case Study : Design Application Use case and Service components on the basis of functional ones, ESB features in SOA, JBI, Services Mix and Integration Patterns, Case Study : Integrate use case and service behaviours into the architecture backbone. Horizontal Aspects QoS, Administration and Supervision, Business Activity Monitoring (BAM), Security and Performance, Agility using SOA Agility: factors and impact analysis, Refactoring, reuse and mutualization (advantages and constraints), Versioning, Governance by Objectives , Benefices of the Goal-Driven SOA, Agility : The Goal-Driven Structure of the SOA to support changes, From the business to IT system capitalizing on Business Objects and Capabilities, Impact of the Changes on Processes and Business Objects, Projection on the IT System : Services and Use Cases to be impacted by the changes, Description of the impact of changes on the Use case and Application Service Component behaviours, Integration of behaviours into the backbone of the Goal-Driven SOA and tests. Conclusion Agility and SOA : synthesis Overview on the steps of the Goal-Driven SOA, Traceability from the BMM's business model structures to IT structures to better deal with changes. Overview on the market products Open Source Products (Service Mix, Mule, Open ESB…), Commercial Products Notice: The above training-mentoring sessions are conducted interactively using Business and IT Modeling tools in order to ensure good level of traceability between business 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. Provided by GooBiz |
| absunu | Analiza biznesowa i systemowa z użyciem notacji UML - warsztat praktyczny dla PO w metodyce Scrum | 21 godz. | Proces biznesowy pojęcie procesu biznesowego modelowanie procesów biznesowych model biznesowy a analityczny - powiązania i elementy Modelowanie procesów biznesowych diagramy związane z procesami biznesowymi mapowanie i dokumentowanie procesów biznesowych Analiza wymagań pojęcie wymagania zbieranie i dokumentowanie wymagań relacje pomiędzy wymaganiami powiązania wymagań z warstwą analityczną Modelowanie rozwiązania rodzaje podejścia do modelowania domeny racjonalizowanie głębokości analizy analiza a ryzyka projektowe Model rozwiązania a metodyki zwinne metodyki zwinne - szanse i zagrożenia korelacja pomiędzy dokumentacją a elementami metodyk zwinnych Techniki weryfikacji poprawności modelu techniki nieformalne weryfikacji poprawności przegląd technik formalnych weryfikacji poprawności procedury weryfikacji poprawności w trakcie prowadzenia projektu Organizowanie dokumentacji projektu dobre praktyki zapewnienie śledzenia zmian aspekty bezpieczeństwa i wersjonowania Osadzenie prac analitycznych w ramach metodyk zarządczych metodyki zarządcze a prace analityczne aspekty wpływu kontrola przebiegu projektu a praca analityczna |
| 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 |
| badsp | Introduction to Business Analysis: Defining Successful Projects | 21 godz. | This course will show you how to: Perform key functions of the business analyst by applying a solid business analysis framework Conduct a business needs analysis to elicit stakeholder requirements Apply business analysis techniques to identify key problems and potential opportunities in your enterprise Create effective requirements and communication plans Analyse and specify requirements using industry best practices Manage solution assessment and validation Defining Business Analysis Overview of the business analysis discipline Key roles and responsibilities Distinguishing between business analysis and other related disciplines Introducing the business analysis framework The framework and the Business Analysis Body of Knowledge® (BABOK®) Industry best practice from the International Institute of Business Analysis (IIBA®) Capturing Business Requirements through Elicitation Gathering business needs at the organisational or department levels Performing needs analysis Choosing the best elicitation technique Soliciting enterprise-level contextual analysis using strategic, tactical and operational tools Identifying the nine elicitation techniques Verifying the necessary steps to gather information Recording and confirming elicitation results Conducting Enterprise Analysis Analysing the business landscape Categorizing and prioritizing business needs and issues using affinity diagrams Assessing business capabilities and gaps Detecting problems and finding opportunities Exposing root causes of problems Finding opportunities for growth Identifying elements of the initial solution scope Developing action-oriented business initiatives to address business needs and opportunities Measuring the feasibility of options 2x2 analysis grid Prioritization matrices Anticipating project benefits and costs Documenting critical project parameters Building SMART project objectives Specifying critical project elements and deliverables Planning and Monitoring the Business Analysis Process Planning for requirements analysis Documenting assumptions, ground rules and templates Producing a requirements development plan to guide and manage the process Building the communication plan Performing stakeholder analysis Identifying key stakeholders Analysing the impact stakeholders have on a project Developing a change management process Baselining your plan Following the defined change management process Managing the change control process Managing and Communicating Requirements Analysing requirements Verifying, prioritising and organising requirements Specifying the requirements document Identifying key relationships using traceability Executing the communication plan Addressing common pitfalls typically encountered during requirements development Validating the requirements document with key stakeholders Managing stakeholder agreement and conflict Assessing and Validating Solutions Allocating requirements Optimising business value Evaluating dependencies between the individual requirements Assessing organisational readiness Identifying organisational capability gaps Defining business and technical organisational impacts Developing Business Analysis Competencies Going beyond the mechanics of analysis Applying the IIBA® Business Analysis Competency framework |
| 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 |
| bprca | Business Process Re-engineering for Competitive Advantage | 21 godz. | The course will cover how to: Select, organise and implement a business re-engineering project Achieve competitive advantage by capitalising on technology and the use of UML tools Maximise customer satisfaction by matching process design to customer needs Identify typical symptoms of business process dysfunction Redesign workflow and structure successfully within the business Ensure best practice through the application of business patterns Introduction and Overview The what and why of business process re-engineering (BPR) Maximising competitive advantage through radical redesign The need for re-engineering Determining what re-engineering is and is not Focusing on the business process Achieving cost reduction and revenue generation goals Applying the proven CLAMBRE/UML framework for re-engineering Modelling standards: UML and BPMN Customers vs. stakeholders Identifying activities and information structure Creative right-brain thinking Targeting the Customer Exploring the customer interface Expanding customer roles with aggregation Refining customer types using generalisation Establishing an accurate customer profile Documenting customer values and needs Service provision vs. product supply Evaluating customer satisfaction: quality, flexibility, speed, cost, service Categorising customer relationships using the PRIDE checklist Assessing how effectively the business process meets customer needs Modelling the Business Process Pinpointing processes for re-engineering Uncovering core business processes Choosing suitable metrics to assess process performance Detecting business process antipatterns Presenting findings to senior management Describing worker roles and responsibilities Identifying anomalies in worker roles using cross-reference matrices Mapping a business process using UML activity diagrams Partitioning activities between roles Analysing the Business Process Detailing business processes Selecting appropriate UML tools Scoping the process with UML use case diagrams Pinpointing key business actors Modelling alternative workflows Capturing ineffective business activities Exploring the business structure Revisiting organisation infrastructure Mapping information using class diagrams UML business stereotypes Designating process architecture with communication diagrams Removing restrictive structures Redesigning the Business Process Maximising the benefits of information technology Web-enabled technology Interaction through social spaces Designing future-proof business systems Business intelligence solutions Enterprise Information Systems Redefining customer-process boundaries Adapting the business process to benefit specific customer types Integrating and capitalising on technology opportunities Personalising the process Meeting and exceeding customer expectations Creating the new process using best business practice Incorporating business patterns Resolving process anomalies Comparing strategic alternatives Ensuring durable, reliable information management Rolling Out the Re-engineered Process Re-educating the workforce Linking metrics with customer satisfaction Supporting ongoing process improvement Monitoring and measuring results Demonstrating success |
| 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 |
| 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. |
| bplanbmm | Business Plan building with Business Motivation Model | 14 godz. | Attendees will learn the principals behind the modeling of business strategy, and the specifics of doing so using the Business Motivation Model from the OMG. Delegates will build a company business plan during the course complying to the BMM standard The Business Motivation Model Overview Key Ideas in the Business Motivation Model Business Perspective Motivation Reaction to Change Separation of Concerns Decomposition Metrics Overview of BMM Structure End Means Course of Action Directive Influencers Assessments Externally-referenced Business Model Elements Organization Unit Business Process Business Rule Associations between Externally-referenced Concepts Common Business Vocabulary Processes Supported by the Business Motivation Model Business Motivation Model Structure Business Planing Process Preparing Vision Market analysis Creating Ends and Means Business Process mapping Executing the model |
| processmining | Process Mining | 21 godz. | Process mining, or Automated Business Process Discovery (ABPD), is a technique that applies algorithms to event logs for the purpose of analyzing business processes. Process mining goes beyond data storage and data analysis; it bridges data with processes and provides insights into the trends and patterns that affect process efficiency. Format of the course The course starts with an overview of the most commonly used techniques for process mining. We discuss the various process discovery algorithms and tools used for discovering and modeling processes based on raw event data. Real-life case studies are examined and data sets are analyzed using the ProM open-source framework. Audience Data science professionals Anyone interested in understanding and applying process modeling and data mining Overview Discovering, analyzing and re-thinking your processes Types of process mining Discovery, conformance and enhancement Process mining workflow From log data analysis to response and action Other tools for process mining PMLAB, Apromoro Commercial offerings Closing remarks |
| 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. |
| busiana | Business Analysis | 21 godz. | A business/systems analyst solves business problems by designing information systems which execute the strategy defined by the business. These IT solutions generally achieve one of the following goals for the business: implement a new/novel business process, increase efficiency and productivity of existing business processes, or reduce operating costs of existing processes. This course is intended for those who are moving into the Business Analysis profession and who may, after any pre-requisites are met, be interested in taking the CBAP certification examination by IIBA (www.theiiba.org). Who should attend? Entry-level IT Business Analysts Self-taught IT Business Analysts wanting to fill in the gaps and put all the pieces together Systems Analysts and programmers interested in expanding their role into the business area What is Business Analysis? Business Analysis Planning and Monitoring Requirements Elicitation – Gathering Information Requirements Management and Communication – Defining the process Enterprise Analysis – Defining the problem Requirements Analysis and Documentation – Defining the Solution Model Solution Assessment and Validation – Supporting the Balance of the Product Life Cycle Underlying Competencies for BA - soft skills Techniques for Requirement gathering process UML modelling and prototyping (Rational Rose, Visio, Erwin, Visual paradigm, Enterprise Architect). Project management (procurement management, Risk management, proposal writing). SDLC (Traditional methodologies and Agile methodologies) models, Quality standards (ISO, CMMI) and Testing (Manual and Automation). Different domains introductions (eg Telecom, Banking, E-Gov, Travel and hospitality, Health care, BPO, Engineering services). |
| agileba | Agile Business Analysis | 14 godz. | This course focuses on the business analyst role to be successful on Agile projects. Course participants will learn how to cooperate with the Team, Product Owner, Scrum Master as well as with the Customer to facilitate the development process. Participants will go through a mock project practising common stations.Agile/Scrum Principles Goals and Agile/Scrum suitability Other Agile methologies Scrum Process Scrum Roles BA Role in Scrum Roles and suitable personality charater Initiating a Scrum Project Initial Meeting Milestone Estimations BA activities on a Scrum project Exrecie: Mock Initial Meeting Product Baclog management Who can modify product backlog User Stories, Theme, Epics and Stories Groups Exercie: User stories Selecting user stotires to go into interation Focusing on releasing usable funcaltiy in a single interation Exercices Scrum Process BA meetings involvment Scrum Estimation and Planning Daily Scrum Meeting Presentation Meeting Retrospection Meeting BA and user acceptance tests Roles of Automated Testing, Domain Driven Desgin, etc... Dealing with non-functional requirements Exercies Roles Relations BA vs PO BA vs Scrum Master BA invovment with team members |
| 68615 | Microsoft Office Excel - moduł Business Intelligence | 14 godz. | Kurs przeznaczony jest dla osób, które chciałyby się zapoznać oraz nauczyć korzystać z nowej funkcjonalności MS Excel 2013, przeznaczonego dla Business Inteligence. Wstęp nowe możliwości Excela w Business Inteligence czym jest Power Query czym jest PowerPivot czym jest Power View czym jest Power Map czym jest Power Inquire czym jest Solver instalacja dodatków Dodatek Power Query import i transformacje źródeł plikowych import i transformacja źródeł internetowych Wprowadzenie do PowerPivot i praca z danymi omówienie kontrolek slicer filtrowanie danych formatowanie komórek zmiana typu danych dostosowanie arkusza danych Pobieranie danych z różnych źródeł do PowerPivot pobieranie danych z baz danych pobieranie danych z MS Excel pobieranie danych z plików TXT pobieranie danych typu Copy-Paste tworzenie tabel linkowanych Tworzenie tabel przestawnych korzystających z PowerPivot tworzenie tabeli przestawnej reorganizowanie tabeli przestawnej dodawanie miar wyliczanych do tabeli przestawnej zmiana rodzaju funkcji tabel przestawnych Tworzenie wykresów przestawnych korzystających z PowerPivot tworzenie wykresu przestawnego reorganizowanie wykresu przestawnego Odświeżanie danych w arkuszu PowerPivot Tworzenie i zarządzanie relacjami w PowerPivot Wprowadzenie do wyrażeń DAX (Data Analysis Expressions) omówienie DAX rodzaje funkcji operatory kolumny wyliczane oraz miary obsługa błędów Arkusze Power View tabele: sortowanie filtrowanie wykresy mapy Dodatek Solver problemy, które można rozwiązać dzięki dodatkowi omówienie konfiguracji narzędzia przykłady optymalizacyjne Dodatek Inquire omówienie koncepcji dodatku przegląd projektu arkuszy |
| ISAM1 | ISTQB CTFL | 21 godz. | ISTQB CFTL 70% theory + 30% practice SW testing fundamentals Testing throughout the life cycle Static techniques Test design techniques Test management Tool support for testing |
| designpat | Design Patterns | 14 godz. | There are plenty of tried and tested patterns widely available to everyone. Sometimes it is a matter of changing the names and implementing the pattern in a specific technology. It can saves hundreds of hours, which otherwise would be spent on design and testing. Training Goals This course has two goals: first, it allows you to reuse widely-known patterns, second, it allows you to create and reuse patterns specific to your organization. It helps you to estimate how patterns can reduce costs, systematize the design process and generate a code framework based on your patterns. Audience Software designers, business analysts, project managers, programmers and developers as well as operational managers and software division managers. Course Style The course focuses on use cases and their relationship with a specific pattern. Most of the examples are explained in UML and in simple Java examples (the language can change if the course is booked as a closed course). It guides you through the sources of the patterns as well as showing you how to catalogue and describe patterns which can be reused across your organization. Introductions Patterns and tiered architectures Pattern description Design patterns and design Finding and selecting design patterns Design pattern implementation Well-known patterns Object Creation Factory Builder Factory Method Prototype Singleton Structural Patterns Adapter Bridge Composite Decorator Facade Flyweight Proxy Behavioural Patterns Chain of Responsibility Command Interpreter Iterator Mediator Memento Observer State Strategy Template Method Visitor Observer Creating Patterns To pattern or not to pattern Formal pattern description Organizing the pattern catalogue Particular goal and abstracted goal Publishing your patterns to a pattern community |
| ubpmbpmn2 | Understanding Business Process Modeling with BPMN 2.0 | 14 godz. | This training course aims at helping business analysts to learn to model efficiently their business processes using BPMN as well as resources that are handled by their activities. Being conducted by an agile enterprise framework, business analysts learn during this course how to use appropriate BPMN notations and business extensions of UML in order to deal with their "business requirements" and coherently drive underlying design level activities. 1 Introduction 1.1 Total Quality Management (TQM) 1.2 Business Process Reengineering (BPR) 1.3 Six Sigma 1.4 Business process management (BPM) 1.5 The Process Perspective 1.6 Process Management 1.7 Process Modeling Analysis & Design 1.7.1 BPM Lifecycle 1.7.1.1 BPM Lifecycle 1.7.1.2 BPM Lifecycle 1.8 Stakeholders in the BPM Lifecycle 1.8.1 Ownership of Processes 1.8.1.1 Process Owner Responsibilities 1.8.1.2 Process Owner Skills & Capabilities 1.9 BPMN Elements 1.9.1 The five basic categories of elements 1.9.2 Flow Objects 1.9.3 Data 1.9.4 Connecting Objects 1.9.5 Swimlanes 1.9.6 Artifacts 1.10 Business Process Management Systems (BPMS) 1.10.1 BPMS Key Drivers and Objectives 1 1.10.2 BPMS Key Drivers and Objectives 2 1.10.3 Processing Modeling 1.10.4 The BPM Technology Continuum 1.10.5 The BPM Stack 1.10.6 The BPM Stack 2 Business Process 2.1 Process Logic 2.2 Conformance 2.3 Sub-models within an end-to-end BPMN model 2.4 BPMN and WSBPEL 2.5 BPMN 2.0 compared to BPMN 1.2 2.6 BPMN Sub-models 2.7 Private (Internal) Business Process 2.8 Public Process 2.9 Collaboration 2.10 Choreography 2.11 Conversation 2.12 Levels of BPMN Process Modelling 2.12.1 Descriptive modeling 2.13 BPMN Activity 2.14 Types of Activities 2.15 Types of Sub-Processes 2.16 Sequence Flow 2.17 Token 2.18 Sequence Flow Splitting 2.19 Basic BPMN Flow Objects 2.20 Quiz 3 BPMN Concepts for Analysts 3.1 Gateways 3.1.1 Exclusive Gateway 3.1.2 Exclusive Gateway Example 3.1.3 Merging (exclusive) 3.1.4 Parallel Gateway 3.1.5 Parallel Gateway Example 1 3.1.6 Parallel Gateway Example 2 3.1.7 Inclusive Gateway 3.1.8 Inclusive Gateway Example 1 3.1.9 Inclusive Gateway Example 2 3.2 Gateways Quiz 3.3 Events 3.3.1 Events Example 3.3.2 None Events 3.4 Pool and Participant 3.5 Message Flows 3.5.1 Demonstration 3.6 4 Basic Message Events 3.6.1 Message Events Example 3.7 Timer Events 3.7.1 Timer Example 1 3.7.2 Timer Example 2 3.8 Interrupting vs. Non-Interrupting 3.9 Event-Based Exclusive Gateway 3.9.1 Example 3.9.2 Example 3.9.3 Event-Based Gateway Starts a Process 3.10 Artifacts 3.10.1 Group 3.10.2 Text Annotation 3.11 Types of Tasks 3.11.1 Receive Task 3.11.2 Send Task 3.11.3 Service Task 3.11.4 User Task 3.11.5 Manual Task 3.11.6 Business Rule Task 3.11.7 Script Task 3.11.8 Asynchronous Communication - tasks 3.11.9 Asynchronous Communication - events 3.11.10 Synchronous Communication 3.12 Parallel Event-Based Gateway 3.13 Complex Gateway 3.14 Data Modeling 3.14.1 Data Objects 3.14.2 Data Input, Data Output 3.14.3 Data Store 3.15 Link Events 3.15.1 Link Events Example 3.15.2 Link Events as Off-Page Connector 3.16 Signal Events 3.16.1 Signal Event Example 1 3.16.2 Signal Event Example 2 3.17 Error Events 3.17.1 Error Events Example 1 3.17.2 Error Events Example 2 3.17.3 Error Events Example 3 3.18 Escalation Events 3.18.1 Escalation Example 3.19 Compensation 3.19.1 Compensation handler 3.19.2 Compensation Using Event Sub-Process 3.20 Transaction 3.20.1 Transaction in BPMN 3.20.2 Collapsed Transaction Sub-Process 3.20.3 Cancel Events 3.21 Loops and multi-instance 3.21.1 Standard Loop 3.21.2 Multi-Instance Activity 3.21.3 Multi-Instance Activity Example 3.22 Global Task and Global Process 3.22.1 Call Activity 3.23 Events Quiz 3.24 Artifacts Quiz 3.25 Process, Collaboration, Choreography and Conversation in BPMN 2.0 3.25.1 Process - again 3.25.1.1 Types of BPMN Processes 3.25.2 Collaboration 3.25.3 Choreography 3.25.3.1 Choreography Example 1 3.25.3.2 Choreography Task 3.25.3.3 Choreography Task with a Message 3.25.3.4 Two-way Choreography Task 3.25.3.5 Sequence Flow 3.25.3.6 Gateways 3.25.3.7 Exclusive Gateway Example 3.25.3.8 Choreography Example 2 from spec 3.25.3.9 Choreography Example 2 from spec 3.25.4 Conversations 3.25.4.1 Conversation Example 4 Workflow Patterns 4.1 Workflow (Control Flow) Patterns 4.2 Workflow (Control Flow) Patterns 4.3 New Control-Flow Patterns 4.4 Basic Patterns: Sequence 4.5 Basic Patterns: Parallel Split 4.6 Basic Patterns: Synchronization 4.7 Basic Patterns: Exclusive Choice 4.8 Basic Patterns: Simple Merge 4.9 Basic Patterns: Multi-Choice 4.10 Basic Patterns: Structured Synchronizing Merge 4.11 Basic Patterns: Multi-Merge 4.12 Basic Patterns: Structured Discriminator 4.13 Basic Patterns: WCP-10 Arbitrary Cycles 5 Structural Patterns 5.1 Basic Patterns: Implicit Termination 5.2 Basic Patterns: Multiple Instances without Synchronization 5.3 Basic Patterns: Multiple Instances with a priori Design-Time Knowledge 5.4 Basic Patterns: Multiple Instances with a priori Run-Time Knowledge 5.5 Basic Patterns: Multiple instances without a priori run-time knowledge 5.6 Basic Patterns: Deferred Choice 5.7 Basic Patterns: Interleaved Parallel Routing 5.8 Basic Patterns: Milestone 5.9 Basic Patterns: Cancel Activity 5.10 Basic Patterns: Cancel Case 6 Simulate and Execute BPMN Models 6.1 Process Models Simulation 6.2 Correspondences BPMN and UML 6.3 BPMN tools 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. |
| umlad | UML Analysis and Design | 21 godz. | This course has been created for software architects, programmers, software developers, project managers, analysts and anyone interested in understanding analysis and designing in UML. The course shows how to analyse clients' needs, formalize them in UML diagrams, create a model and ultimately design the implementation of the software. This is a general course covering all aspects of UML. Please browse our catalogue to see more specific courses. This course uses the newest version of the standard (http://www.omg.org/spec/UML) and is taught by an OMG Certified UML Professional (OCUP) trainer. There are no specific tools for this course, each of the delegates can use their favourite tool. By default, Sparx Enterprise Architect is used. Introduction to Modelling Models and Modelling Idea of meta-modelling UML documentation Inheritance Analysis and Design Actors and Use Cases Class and Object Diagrams Classes, objects, types of relations Object and Class Relationships Association, Aggregation, Composition Inheritance Dependency Interaction Communication diagram Interaction overview diagram Sequence diagram Timing diagrams Activity Diagrams State Diagrams Packages Component and Deployment Workshop From Analysis to Implementation Introduction to design patterns |
| 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 |
| softengret | Software Engineering, Requirements Engineering and Testing | 63 godz. | Software Engineering 5 days Day 1: Project Management Project versus line management and maintenance and support Project definition and project forms Management – general rules and project management Management styles What is special for IT projects? Basic project process Iterative, incremental, waterfall, agile and lean project process Project phases Project roles Project documentation and other artefacts Soft factors and peopleware PRINCE 2, PMBOK, PMI, IPMA and other project standards Day 2: Business Analysis and Requirements Engineering Fundamentals Defining business goals Business analysis, business process management, business process improvement The boundary between business and system analysis System stakeholders, system users, system context and system boudaries Why are requirements necessary? What us requirements engineering The boundary between requirements engineering and architectural design Where is requirements engineering often hidden? Requirements engineering in iterative, lean, and agile development and in continuous integration – FDD, DDD, BDD, TDD Basic requirements engineering process, roles and artefacts Standards and certifications: BABOK, ISO/IEEE 29148, IREB, BCS, IIBA Day 3: Architecture and Development Fundamentals Programming languages – structural and object-oriented paradigms Object-oriented development – how much is history, how much is the future Modularity, portability, maintainability and scalability of architectures Definition and type of software architectures Enterprise architecture and system architecture Programming styles Programming environments Programming mistakes and how to avoid and prevent them Modelling architecture and components SOA, Web Services and micro-services Automatic build and continuous integration How much architecture design is there on a project? Extreme programming, TDD and re-factoring Day 4: Quality Assurance and Testing Fundamentals Product quality: what is it? ISO 25010, FURPS etc. Product quality, user experience, Kano Model, customer experience management and integral quality User-centred design, personas and other ways to make quality individual Just-enough quality Quality Assurance and Quality Control Risk strategies in quality control The components of quality assurance: requirements, process control, configuration and change management, verification, validation, testing, static testing and static analysis Risk-based quality assurance Risk-based testing Risk-driven development Boehm’s curve in quality assurance and in testing The four testing schools – which suits your need? Day 5: Process Types, Maturity and Process Improvement The evolution of IT process: from Alan Turing through Big Blue to lean startup Process and process-oriented organization The history of processes in crafts and industries Process modelling: UML, BPMN and more Process management, process optimization, process re-engineering and process management systems Innovative process approaches: Deming, Juran, TPS, Kaizen Is (process) quality free? (Philip Crosby) The need and history of maturity improvement: CMMI, SPICE and other maturity scales Special types of maturity: TMM, TPI (for testing), Requirements Engineering Maturity (Gorschek) Process maturity versus product maturity: any correlation? any causal relationship? Process maturity versus business success: any correlation? any causal relationship? A forsaken lesson: Automated Defect Prevention and The Next Leap in Productivity Attempts: TQM, SixSigma, agile retrospectives, process frameworks Requirements Engineering - 2 days Day 1: Requirements Elicitation, Negotiation, Consolidation and Management Finding requirements: what, when and by whom Stakeholder classification Forgotten stakeholders Defining system context – defining requirements sources Elicitation methods and techniques Prototyping, personas, and requirements elicitation through testing (exploratory and otherwise) Marketing and requirements elicitation – MDRA (“Market-Driven Requirements Engineering”) Prioritising requirements: MoSCoW, Karl Wiegers and other techniques (including agile MMF) Refining requirements – agile “specification by example” Requirements negotiation: types of conflicts, conflict-solving methods Solving internal incongruence between some types of requirements (e.g. security versus ease of use) Requirements traceability – why and how Requirements status changes Requirements CCM, versioning and baselines Product view and project view on requirements Product management and requirements management in projects Day 2: Requirements Analysis, Modelling, Specification, Verification and Validation Analysis is the thinking and re-thinking you do between elicitation and specification Requirements process is always iterative, even in sequential projects Describing requirements in natural language: risks and benefits Requirements modelling: benefits and costs The rules for using natural language for requirements specification Defining and managing requirements glossary UML, BPMN and other formal and semi-formal modelling notations for requirements Using document and sentence templates for requirements description Verification of requirements – goals, levels and methods Validation – with prototyping, reviews and inspections, and testing Requirements validation and system validation Testing - 2 days Day 1: Test Design, Test Execution and Exploratory Testing Test design: after risk-based testing, choosing the optimum way to use the time and resources available Test design “from infinity to here” – exhaustive testing is not possible Test cases and test scenarios Test design on various test levels (from unit to system test level) Test design for static and for dynamic testing Business-oriented and technique-oriented test design (“black-box” and “white-box”) Attempting to break the system (“negative testing”) and supporting the developers (acceptance testing) Test design to achieve test coverage – various test coverage measures Experience-based test design Designing test cases from requirements and system models Test design heuristics and exploratory testing When to design test cases? – traditional and exploratory approach Describing test cases – how much detail? Test execution – psychological aspects Test execution – logging and reporting Designing tests for “non-functional” testing Automatic test design and MBT (Model-Based Testing) Day 2: Test Organization, Management and Automation Test levels (or phases) Who does the testing, and when? – various solutions Test environments: cost, administration, access, responsibility Simulators, emulators and virtual test environment Testing in agile scrum Test team organization and role Test process Test automation – what can be automated? Test execution automation – approaches and tools |
| baess | Business Analysis Essentials | 21 godz. | Audience: Business consultants, Business analysts, Project Managers, IT professionals. Introduction Why do you need business models? Modeling skills Defining the Scope of Modeling What is a business model? Separating textual and diagrammatic elements Contrasting scope with level of detail Crafting a process to develop a business model Applying the steps: elicit, analyze, document, validate Iterating the steps Facilitating requirements workshops Mapping models to deliverables Charting the multidimensional aspects of a business model Applying the five Ws approach: who, what, where, when, why and how Selecting the right modeling approach Employing CASE tools and simulation Mapping the Business Landscape Analyzing the enterprise Exploring the enterprise architecture Decomposing the architecture into its components Usage of a Component Business Model Applying business rules Documenting the constraints: operative and structural Representing rules with decision tables Scoping Business Functions Initiating the process with functional decomposition Determining the functional hierarchies Distinguishing between functions and processes Drawing UML use case diagrams Defining scope and boundary Identifying the actors Refining the use cases Documenting business use cases Selecting the appropriate level of detail Specifying preconditions and post-conditions Modeling Business Processes Applying process modeling techniques Workflows Events Activities Decisions Sequencing Messaging Roles Leveraging Business Process Modeling Notation (BPMN) Benefits from a standardized approach Sequencing and classifying activities Categorizing events Emulating a Business Process Refining business process diagrams Choosing the right gateway: decisions, forks and joins Mapping the processes to swim lanes and pools Supplementing the model with artifacts Analyzing the Enterprise Structure Establishing the business domain Documenting the workers and organization units Modeling systems, documents, information and tools Structuring the enterprise with UML class diagrams Determining object attributes Generalizing and specializing relationships Constructing associations between the classes Packaging for domains and functional units Finalizing the Business Model Achieving complete coverage with matrices Prioritizing features Cross-referencing requirements Correlating behavior with roles Contextualizing the model with perspectives Documenting business interfaces Mapping from means into ends Capturing time parameters Communicating the Model to Key Stakeholders Knowing your audience Selecting the right level of detail Choosing the right model for your audience Converting business models into user requirements Delivering your models |
| 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. |
| hadoopba | Hadoop for Business Analysts | 21 godz. | Apache Hadoop is the most popular framework for processing Big Data. Hadoop provides rich and deep analytics capability, and it is making in-roads in to tradional BI analytics world. This course will introduce an analyst to the core components of Hadoop eco system and its analytics Audience Business Analysts Duration three days Format Lectures and hands on labs. Section 1: Introduction to Hadoop hadoop history, concepts eco system distributions high level architecture hadoop myths hadoop challenges hardware / software Labs : first look at Hadoop Section 2: HDFS Overview concepts (horizontal scaling, replication, data locality, rack awareness) architecture (Namenode, Secondary namenode, Data node) data integrity future of HDFS : Namenode HA, Federation labs : Interacting with HDFS Section 3 : Map Reduce Overview mapreduce concepts daemons : jobtracker / tasktracker phases : driver, mapper, shuffle/sort, reducer Thinking in map reduce Future of mapreduce (yarn) labs : Running a Map Reduce program Section 4 : Pig pig vs java map reduce pig latin language user defined functions understanding pig job flow basic data analysis with Pig complex data analysis with Pig multi datasets with Pig advanced concepts lab : writing pig scripts to analyze / transform data Section 5: Hive hive concepts architecture SQL support in Hive data types table creation and queries Hive data management partitions & joins text analytics labs (multiple) : creating Hive tables and running queries, joins , using partitions, using text analytics functions Section 6: BI Tools for Hadoop BI tools and Hadoop Overview of current BI tools landscape Choosing the best tool for the job |
| oobdp | Object Oriented Design using Design Patterns | 14 godz. | Objective: Helping Technical Analysts and Designers to understand how to go through software implementation of the requirements, ensuring traceability between business specifications and the software code. This 2 day training course aims at assisting technical analysts and designers in designing specifications described by the business analysts. After transformation into software component representations, the resulting system components trace system requirements toward software component structures. Finally, these technical specifications are implemented in software code and tested upon component basis. The resulting software components provide good level of reactivity to changes as they allow to trace separately toward the implementation level the system behaviours layer by layer (from the user interfaces toward business objects layer through the application components where the usage choices of the actors are stored. Introduction What is the System Analysis and Design Process? Place of the Analysis and Design activities in the Unified Process (RUP) A panorama of UML 2 diagrams used in the system analysis and design Frameworks for tracing requirements toward software implementation and tests How to transform requirements into component based analysis specifications? Traceability between requirements and system analysis Advanced notions for representing the system structure and dynamics Refinement of the requirements on both axis Toward the system design using operation contracts Case Study : Definition of the analysis component model of the system How to transform analysis specifications into design level ones? Traceability between system analysis and design Design Patterns for loose coupling and high cohesion of components Definition of the Design level Architectural Backbone of the system (components, ports, interfaces, exchange objects) Design level interaction diagrams to implement operation contracts Case Study : Updating design level component diagram with architectural choices Implementing technical specifications and testing on a component basis Generating design level specifications into an object oriented programming language Deployment of Components on the Physical Nodes Integration and Acceptance tests on the basis of the previous specifications Conclusion Steps of the system analysis and design processes Patterns for ensuring traceability between requirements and the software code Testing requirements on the system architecture Notice: The above training-mentoring sessions are conducted interactively using Requirement Engineering and Modeling tools in order to ensure good level of traceability between requirements and underlying solutions. Concepts are explained first using basic examples and are then followed by solution drafts to your own issues. After this session, we can accompany you by reviewing and validating your solutions depending on your needs. |
| datama | Data Mining and Analysis | 28 godz. | Objective: Delegates be able to analyse big data sets, extract patterns, choose the right variable impacting the results so that a new model is forecasted with predictive results. Data preprocessing Data Cleaning Data integration and transformation Data reduction Discretization and concept hierarchy generation Statistical inference Probability distributions, Random variables, Central limit theorem Sampling Confidence intervals Statistical Inference Hypothesis testing Multivariate linear regression Specification Subset selection Estimation Validation Prediction Classification methods Logistic regression Linear discriminant analysis K-nearest neighbours Naive Bayes Comparison of Classification methods Neural Networks Fitting neural networks Training neural networks issues Decision trees Regression trees Classification trees Trees Versus Linear Models Bagging, Random Forests, Boosting Bagging Random Forests Boosting Support Vector Machines and Flexible disct Maximal Margin classifier Support vector classifiers Support vector machines 2 and more classes SVM’s Relationship to logistic regression Principal Components Analysis Clustering K-means clustering K-medoids clustering Hierarchical clustering Density based clustering Model Assesment and Selection Bias, Variance and Model complexity In-sample prediction error The Bayesian approach Cross-validation Bootstrap methods |
| sysmlmd | Applying SysML with MAGICDRAW | 21 godz. | This is a 3-day training covering principles of modeling, UML, SysML and use of MagicDraw following a case study, which demonstrates a typical model-based systems engineering approach. The course: Includes lectures and hands-on practice in using MagicDraw for systems modeling using SysML; Explains major SysML concepts and diagrams; Provides hands-on experience building system model examples; Shows how to trace model elements in different views; Explains how to use MagicDraw features efficiently; Is based on a consistent modeling case study. Audience: System architects, system engineers, software architects and other stakeholders who will create and use models. Methods: Presentations, discussions, and case study-based practical assignments. Course Materials: Slides, case study model, and practical assignment descriptions. Certificates: Each participant receives No Magic and NobleProg certificates indicating that he attended the training. Introduction Trainer and Participant Introductions Introduction to modeling Introduction to SysML Introduction to MagicDraw A Case Study Definition Structural System Decomposition Package Diagram Notation Decomposing System into Packages Modeling Package Dependencies Practical Assignment: Modeling Package Structure Analyzing User Needs Use Case Diagram Notation Identifying Actors Identifying Use Cases Use Case Relationships Practical Assignment: Modeling Use Cases Defining System Requirements From Use Cases to System Requirements Requirements Diagram Notation Specifying Requirements Defining Requirements Structure Verifying Requirements with Test Cases Requirements Relationships Practical Assignment: Modeling Requirements Defining Structural Blocks (Black Box View) Block Definition Diagram Notation Structural Blocks Modeling Block Properties Defining Relationships between Blocks Defining System Data Dictionary Practical Assignment: Modeling Black Box View of a System Modeling Block Structure (White Box View) Internal Block Diagram Visualizing Block Parts Linking Parts with Connectors Defining Ports Defining Item Flows and Interface Blocks Practical Assignment: Modeling White Box View of a System Modeling System Constraints Defining Constraint Blocks Binding Constraint Properties with Value Properties Executing Parametrics Practical Assignment: Modeling Parametrics Designing State-Based System Behavior State Machine Diagram Notation Identifying States Defining State Transition Events Specifying Signals Specifying Effects Executing State Machines Practical Assignment: Modeling Statemachines Designing Control and Data Flows Activity Diagram Defining Activities Specifying Parameters Defining Actions Modeling Control Flows Modeling Data Flows Executing Activities Executing Activities in Combination with State Machines and Parametrics Practical Assignment: Modeling Activities Designing Communications Sequence Diagram Notation Modeling Lifelines Modeling Messages Decomposing Interactions Using References Applying Interaction Fragments Defining Timing Constraints Practical Assignment: Modeling Interactions Modeling Cross-Cutting Constructs Logical and Physical Architectures Allocation relationship Allocations Display Options Identifying Types of Allocations Allocation Matrix Practical Assignment: Building Allocation Matrix Wrap up Summarizing Training Discussing Remaining Questions |
| bpmn2ba | BPMN 2.0 dla Analityków Biznesowych | 21 godz. | Szkolenie zostało przygotowane dla analityków biznesowych, którzy chcą wykorzystywać notację BPMN 2.0 w swoich projektach. W trakcie zajęć głowny nacisk jest położony na praktyczne aspekty specyfikacji BPMN 2.0 jak również implementację popularnych struktur języka. Szkolenie na formę warsztatową: krótkie wykłady są uzupełniane ćwiczeniami - diagramami do samodzielnego stworzenia na podstawie opisu problemu. Po zakończeniu każdego z ćwiczeń następuje dyskusja, porównanie i ocena rozwiązań przez grupę oraz trenera. Kurs nie obejmuje zagadnień dotyczących wykonywania diagramów BPMN, koncentruje się na analizie i modelowaniu procesów w BPMN 2.0. BPMN 2.0 w kontekście zarządzania procesami biznesowymi Definicja procesu biznesowego Sposoby modelowania procesów biznesowych Typy procesów Choreografia Współpraca Konwersacja Proces (Orchestration) Private non-executable (internal) business process Private executable (internal) business process Public processes Podstawowe symbole BPMN Aktywności Bramki Zdarzenia Przepływ sekwencyjny Komunikaty Artefakty Diagram współpracy Basen = Uczestnik Tory Przepływ komunikatu Różne sposoby na modelowanie przepływu komunikatów Projektowanie procesu Czynności Czynność a zadanie Zadania wykonywane przez ludzi Typy zadań Podproces Czynność wywoływana Pętle i wiele instancji Dane Modelowanie danych Zdarzenia Koncepcja zdarzeń Zdarzenia początkowe i końcowe Zdarzenia pośrednie Trigger Najczęściej używane typy zdarzeń Komunikat Zdarzenie czasowe Błąd Eskalacja Anulowanie Kompensacja Łącze Bramki Rozdzielanie i łączenie ścieżek Bramka XOR Bramka OR Bramka AND Bramka sterowana zdarzeniami Równoległa bramka sterowana zdarzeniami Bramka złożona Kompensacja Czynność obsługująca kompensację Wyzwalanie kompensacji Obsługa wyjątków a kompensacja Transakcje Definicja transakcji Wyniki transakcji sukces błąd anulowanie Choreografia Choreografia a proces Przepływ sekwencyjny Sequence Flow Zdarzenia Bramki Konwersacje Uczestnik Łącze konwersacji |
| activitidev | Modelowanie procesów biznesowych z wykorzystaniem Activity dla Deweloperów | 28 godz. | This course is created for people who will be responsible for executing process with Activity. BPMN 2.0 Introduction What is BPMN? Defining a process BPMN 2.0 Constructs Events Event Definitions Timer Event Definitions Error Event Definitions Signal Event Definitions Message Event Definitions Start Events None Start Event Timer Start Event Message Start Event Signal Start Event Error Start Event End Events None End Event Error End Event Cancel End Event Boundary Events Timer Boundary Event Error Boundary Event Signal Boundary Event Message Boundary Event Cancel Boundary Event Compensation Boundary Event Intermediate Catching Events Timer Intermediate Catching Event Signal Intermediate Catching Event Message Intermediate Catching Event Intermediate Throwing Event Intermediate Throwing None Event Signal Intermediate Throwing Event Compensation Intermediate Throwing Event Sequence Flow Description Graphical notation XML representation Conditional sequence flow Default sequence flow Gateways Exclusive Gateway Parallel Gateway Inclusive Gateway Event-based Gateway Tasks User Task Script Task Java Service Task Web Service Task Business Rule Task Email Task Mule Task Camel Task Manual Task Java Receive Task Shell Task Execution listener Task listener Multi-instance (for each) Compensation Handlers Sub-Processes and Call Activities Sub-Process Event Sub-Process Transaction subprocess Call activity (subprocess) Transactions and Concurrency Asynchronous Continuations Exclusive Jobs Process Initiation Authorization Data objects Activiti Introduction Very short introduction to BPMS License Downloading and Installing Activiti Modeler Table-driven definition (Activiti Kickstart) Model editing Importing existing models Convert deployed definitions to a editable model Export model to BPMN XML Deploy model to the Activiti Engine Activiti Explorer Process diagram Tasks Start process instances My instances Administration Reporting Changing the database The Activiti API The Process Engine API and services Exception strategy Working with the Activiti services Deploying the process Starting a process instance Completing tasks Suspending and activating a process Query API Expressions Unit testing Debugging unit tests The process engine in a web application Eclipse Designer Installation Activiti Designer editor features Activiti Designer BPMN features Activiti Designer deployment features Extending Activiti Designer Deployment Business archives Deploying programmatically Deploying with Activiti Explorer Versioning of process definitions Providing a process diagram Generating a process diagram Category Forms Form properties External form rendering History Querying history HistoricProcessInstanceQuery HistoricVariableInstanceQuery HistoricActivityInstanceQuery HistoricDetailQuery HistoricTaskInstanceQuery History configuration History for audit purposes REST API General Activiti REST principles Deployment Process Definitions Models Process Instances Executions Tasks History Forms Database tables Engine Runtime Jobs Users Groups Legacy REST - General Usage Repository Engine Processes Tasks Identity Management Integration Integration strategies and frameworks |
| bpaumlbpmn | Modelowanie procesów biznesowych z wykorzystaniem UML i BPMN | 14 godz. | Uczestnicy Managerowie, konsultanci i analitycy biznesowi, analitycy systemowi oraz każdy, kto jest zaangażowany w analizę i modelowanie procesów biznesowych. Cele szkolenia Nabycie umiejętności tworzenia wysokiej jakości diagramów procesów Poznanie sposobów modelowania w notacji BPMN Nabycie umiejętności modelowania procesów "as-is" Poznanie sposobów na uproszczenie skomplikowanych procesów Definicja procesu biznesowego UML Diagram przypadków użycia Modelowanie biznesowe Biznesowy diagram przypadków użycia Aktor biznesowy Diagram aktywności Biznesowy diagram klas BPMN BPMN Activity Rodzaje czynności Podstawowe symbole BPMN Rodzaje Podprocesów Sequence Flow Token Rozdzielenie przepływu Bramki (Gateways) Exclusive Gateway Exclusive Gateway Example Parallel Gateway Inclusive Gateway Events Pool and Participant Artifacts Przepływ komunikatu (Message Flow) Podstawowe zdarzenia komunikatów Typy zadań Receive Task Send Task Service Task User Task Manual Task Business Rule Task Script Task Zdarzenia czasowe Interrupting vs. Non-Interrupting Zdarzenia warunkowe Event-Based Exclusive Gateway Event-Based Gateway Starts a Process Process design best practices |
| piwa | Podstawy inżynierii wymagań i analizy | 14 godz. | Cel szkolenia Uzyskanie przez uczestników szkolenia podstawowych umiejętności, przydatnych do bezzwłocznego zastosowania w praktyce, w zakresie inżynierii wymagań, analizy biznesowej i analizy systemowej, zarówno jej aspektów organizacyjnych jak i technicznych. Grupa docelowa Analitycy (analitycy biznesowi i analitycy systemowi) oraz inżynierowie wymagań, chcący usystematyzować posiadane wiadomości i umiejętności oraz zdobyć nowe, oraz wszystkie osoby, którym potrzebne są umiejętności skutecznego pozyskiwania, analizy i zarządzania zmianami wymagań użytkowników i biznesu: programiści, kierownicy projektów, testerzy, uczestnicy zespołów scrumowych, a także osoby zamawiające oprogramowanie, które potrzebują umiejętnie przekazać swoje potrzeby działom IT lub zewnętrznym dostawcom. Blok 1: Wymagania bez inżynierii wymagań – praktyki dobre i złe Warsztat 1 – skąd się biorą wymagania tak naprawdę? Inżynieria wymagań czy analiza biznesowa? Inżynieria wymagań ukryta w zarządzaniu projektami Agile, czyli naprawdę doskonała inżynieria wymagań (choć ukryta pod egzotyczną terminologią) Inżynieria wymagań odpowiedzialnością zespołu programistów Jakość to będzie – koszty braku inżynierii wymagań Blok 2: Jak precyzyjne powinny być wymagania? Warsztat 2 – od czego zależy dokładność książki kucharskiej? Staranność wymagań, jako funkcja konsekwencji awarii Staranność wymagań, jako funkcja wielkości i złożoności produktu Staranność wymagań, jako funkcja właściwości organizacji Blok 3: Dobre i złe wymagania Cechy (właściwości) dobrych wymagań Przydatne parametry wymagań oraz ich możliwe wartości Dobre wymagania jako elementy rejestru produktu (product backlog) w agile Blok 4: Sposoby pozyskiwania wymagań Warsztat 3 – poszukiwanie wymagań Wizja biznesowa a wymagania wobec systemu IT Interesariusze: my, oni i ci inni Granica systemu, kontekst systemu i reszta świata Proces pozyskiwania wymagań Techniki pozyskiwania wymagań Walidacja i negocjowanie wymagań Blok 5: opisywanie wymagań Eksploracyjne określanie wymagań Opis wymagań w języku naturalnym – korzyści i zagrożenia, metody pomocnicze Modelowanie wymagań Lekkie użycie niepełnego modelowania Opowieści użytkowników (user stories) Diagramy przepływu kontroli Diagramy torów pływackich Diagramy przepływu danych (kontekstowe) Diagramy związków encji UML: diagramy przypadków użycia UML: diagramy aktywności UML: diagramy przejść stanów UML: diagramy interakcji UML: diagramy strukturalne Opisy wymagań: formaty, wzorce, dokumenty lub narzędzia (ReQtest, DOORS, inne narzędzia) Blok 6: Wymagania i co dalej? Szacowanie pracochłonności na podstawie wymagań Powiązania wymagań z wizją systemu, ze sobą nawzajem, z architekturą systemu, komponentami oraz z testami Jak sobie radzić ze zmianami wymagań |
| irebcpre | Podstawy IREB CPRE | 7 godz. | Cel szkolenia Uzupełnienie wiadomości na temat inżynierii wymagań, na przykład zdobytych na kursie „Podstawy inżynierii wymagań i analizy”, lub w inny sposób, o umiejętności pozwalające na skuteczne zdanie egzaminu na Certyfikat Podstawowy IREB CPRE (IREB CPRE FL). Zdanie egzaminu wymaga radzenia sobie ze specyficznie sformułowanymi pytaniami testowego egzaminu. Grupa docelowa Osoby, które chcą potwierdzić posiadane doświadczenie i wiedzę w zakresie inżynierii wymagań, zdając egzamin na certyfikat IREB CPRE FL. Przegląd sylabusu (planu) wiedzy wymaganej do egzaminu certyfikacyjnego Omówienie tematów nieobjętych programem kursu „Podstawy inżynierii wymagań i analizy”, ale wymaganych do egzaminu, oraz zapoznanie się z terminologią Skąd się biorą, jak odpowiadać na pytania egzaminu próbnego? Wykonanie i omówienie 40 pytań próbnych |
| spnw | Skuteczne pozyskiwanie i negocjowanie wymagań | 14 godz. | Cel szkolenia Poznanie i praktyczne wypróbowanie podczas zajęć warsztatowych sposobów skutecznego określania granic systemu i granic kontekstu systemu, identyfikowania interesariuszy, znajdowania wymagań, prowadzenia rozmów z interesariuszami oraz innych technik poznawania ich potrzeb, priorytetyzacji, walidacji oraz negocjowania wymagań z różnymi grupami interesariuszy. Grupa docelowa Osoby, które do sprawnego wykonywania zadań potrzebują udoskonalić swoje umiejętności w zakresie technik pozyskiwania wymagań, ich walidacji oraz negocjowania z różnymi grupami interesariuszy projektu. Blok 1: Umiejętności i warunki wstępne Umiejętności psychologiczne i społeczne Model komunikacji Schulza von Thuna Asertywność Teoria gier Kultury organizacji zamawiającej i realizującej oprogramowanie Relacja firmy z własnym działem IT Blok 2: Źródła wymagań Identyfikacja i klasyfikacja interesariuszy Zarządzanie dobrymi relacjami z interesariuszami Inżynieria wymagań zorientowana na użytkownika Konstrukcja pomocnicza – persona Poszukiwanie wymagań w dokumentacji: Typowe przydatne dokumenty Zarządzanie informacją znalezioną w dokumentach Wzorce struktur dokumentacji dla różnych rodzajów systemów Blok 3: Techniki pozyskiwania wymagań Właściwości, klasyfikacja i wybór właściwej techniki pozyskiwania wymagań Techniki zadawania pytań Wywiady Ankiety Techniki obserwacyjne Obserwacje Współudział – czeladnictwo Badanie kontekstowe Techniki twórcze Burza mózgów, paradoks burzy mózgów Metoda 635 Sześć kapeluszy DeBono Technika analogii Lista kontrolna Osoborn’a Techniki ponownego użycia Archeologia dokumentacyjna Czytanie z wybranej perspektywy Ponowne użycie wymagań Techniki pomocnicze Prototypowanie Przechadzki użytkowników Scenariusze Krótkie streszczenia celu Pozyskiwanie wymagań zorientowane na cele Wiedza ekspercka Opowieści użytkowników Blok 4. Techniki negocjowania Rodzaje konfliktów Pięć typów konfliktów Model rozwiązywania konfliktów Glasl’a Wybór właściwych technik Metody konwergencji Porozumienie Kompromis Rozwiązanie wariantowe Metody głosowania Sposoby głosowania i techniki obliczania wyników Zwarcie szeregów Metody analityczne Uwzględnienie wszystkich danych (technika CAF) Plus – minus – interesujące (PMI) Analiza kosztów i korzyści |
| pkwcirebcpre | Pozyskiwanie i konsolidacja wymagań, certyfikat IREB CPRE AL | 7 godz. | Cel szkolenia Uzupełnienie wiadomości zdobytych na kursie „Skuteczne pozyskiwanie i negocjowanie wymagań (2 dni)”, lub w inny sposób, o umiejętności pozwalające na skuteczne zdanie egzaminu na Certyfikat Zaawansowany IREB Pozyskiwanie i Konsolidacja Wymagań (IREB CPRE AL. E&C). Zdanie egzaminu wymaga radzenia sobie ze specyficznie sformułowanymi pytaniami testowego egzaminu, czego uczymy podczas tego 1-dniowego kursu. Grupa docelowa Osoby, które chcą uzyskać certyfikat potwierdzający ich wiedzę w zakresie pozyskiwania i negocjowania wymagań. Przegląd sylabusu (planu) wiedzy wymaganej do egzaminu certyfikacyjnego Omówienie tematów nieobjętych programem kursu „Skuteczne pozyskiwanie i negocjowanie wymagań”, ale wymaganych do egzaminu, oraz zapoznanie się z terminologią Skąd się biorą, jak odpowiadać na pytania egzaminu próbnego? Wykonanie i omówienie 40 pytań próbnych |
| mwpm | Modelowanie wymagań – przegląd metod | 14 godz. | Cel szkolenia Poznanie i nabycie umiejętności praktycznego wykorzystania szeregu metod modelowania wymagań (w tym najpopularniejszych – przypadków użycia UML) oraz ćwiczenie procedury doboru najwłaściwszej metody modelowania (lub, w określonych sytuacjach, rezygnacji ze stosowania modelowania). Grupa docelowa Inżynierowie wymagań, analitycy biznesowi i systemowi, architekci oprogramowania, kierownicy zespołów i projektów, programiści tworzący kod na podstawie modeli wymagań. Blok 1: Korzyści oraz koszty modelowania Definicja modelu Korzyści modeli Filtrowanie i selekcja informacji Łatwiejsze rozumienie Możliwości weryfikacji oraz projektowania zmian modelu Ułatwienie zrozumienia i walidacji Automatyczne tworzenie kodu oraz przypadków testowych z modeli wymagań Koszty zastosowania modeli Wymagania dokładności Konieczność nauki Fałszywa pewność Radzenie sobie ze zmianami modeli Lekkie użycie niepełnego modelowania Blok 2: Modele behawioralne Opowieści użytkowników (user stories) Diagramy przepływu kontroli Diagramy torów pływackich Diagramy przepływu danych (kontekstowe) UML: diagramy przypadków użycia UML: diagramy aktywności UML: diagramy przejść stanów UML: diagramy interakcji Blok 3: Modele strukturalne Diagramy związków encji Drzewa klasyfikacji Diagramy składni UML: diagramy strukturalne Klas (class diagram) Obiektów (object diagram) Komponentów (component diagram) Wdrożenia (deployment diagram) Struktur złożonych (composite structure diagram) Pakietów (package diagram) Profili (profile diagram) Oszacowanie kosztów i zysków modelowania |
| zwpagile | Zarządzanie wymaganiami w projektach Agile | 7 godz. | Cel szkolenia Poznanie specyfiki pracy z wymaganiami w projektach realizowanych w trybie agile scrum, zdobycie umiejętności jak najlepszego zarządzania rejestrem produktu (product backlog), współpracy w użytkownikami, podziału i priorytetyzacji wymagań (backlog items), doboru najlepszej metody opisu wymagań dostosowanej do warunków przebiegu (sprint) oraz specyfiki produktu. Szkolenie porusza zagadnienie specyficzne dla inżynierii wymagań w scrumie i nie dotyczy ogólnych sposobów inżynierii wymagań (do tego służą pozostałe kursy inżynierii wymagań, opisane powyżej). Grupa docelowa Uczestnicy projektów agile oraz zleceniodawcy i sponsorzy projektów realizowanych w trybie agile. Blok 1: Agile scrum a inżynieria wymagań Specyfika inżynierii wymagań w agile scrum Szkodliwy mit głoszący, że w agile scrum inżynieria wymagań ;stosowana także w modelu sekwencyjnym traci znaczenie Blok 2: Organizacja inżynierii wymagań w agile scrum Zarządzanie projektem za pomocą wymagań Zarządzanie przebiegiem za pomocą wymagań Oszacowanie pracochłonności zadań na podstawie wymagań Nadzorowanie przebiegu sprintu z perspektywy wymagań Blok 3: Opowieści użytkowników: zalety i ograniczenia Definicje opowieści użytkowników Kiedy stosować opowieści użytkowników, kiedy inne sposoby opisu wymagań? Opowieści użytkowników a kryteria zakończenia i realizacji zadań przebiegu Opisywanie wymagań niefunkcjonalnych w agile scrum Od wizji biznesowej do wymagań szczegółowych przy pomocy opowieści użytkowników Blok 4: Pozyskiwanie oraz analiza wymagań w agile scrum Rola właściciela produktu w pozyskiwaniu wymagań Zaangażowanie użytkowników Rola użytkowników przy określaniu kryteriów akceptacji Wymaganie, MMR praz dostawa Zarządzanie produktem i portfelem produktów w projektach agile |
Najbliższe szkolenia
| Szkolenie | Data Kursu | Cena szkolenia [Zdalne / Stacjonarne] |
|---|---|---|
| BPM Essentials - Kielce, ul. Warszawska 19 | pon., 2017-09-04 09:00 | 9000PLN / 3600PLN |
| Business Plan building with Business Motivation Model - Gdańsk, ul. Powstańców Warszawskich 45 | pon., 2017-09-04 09:00 | 7000PLN / 2833PLN |
| Efficient Requirement Management using Agile Methods and Agile UML Modeling - Olsztyn, ul. Kajki 3/1 | pon., 2017-09-04 09:00 | 15000PLN / 5750PLN |
| Business Analysis Essentials - Gliwice ul. Karola Marksa 11 | pon., 2017-09-04 09:00 | 17980PLN / 6498PLN |
| Hadoop for Business Analysts - Opole, Władysława Reymonta 29 | wt., 2017-09-05 09:00 | 15000PLN / 6350PLN |
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