Course Taxonomy: Enterprise & Product Agility

Design Thinking Boot Camp

Posted on October 17, 2020 by -

Part 1: Introduction – What do we mean by design…and what are we thinking?

  1. Design thinking overview
  2. How structure and process apply to creativity
  3. The need to solve problems
  4. Types of problems, types of solutions
  5. Components of design thinking
  6. Human centrism: The importance of your users, customers, & consumers

Exercise: Who has the problem? Defining the user or customer

Part 2: Framing Problems

  1. What’s the problem, really?
  2. Discovering problems
  3. Technology problems and products
  4. OODA loops and backlogs
  5. Distinguishing symptoms, problems, and root causes
  6. Refining problem definition
  7. Repeatably finding “a-ha” moments

Exercise: Select a problem candidate

Exercise: Root cause analysis for isolating and defining a specific problem

Part 3: Divergent Ideation

  1. What is divergent thinking?
  2. Generating raw material
  3. Iterating on divergence
  4. Your north star: Human-centric solutions
  5. Using divergence to refine the problem space

Group exercise: Rapid ideation

Part 4: Convergent Ideation

  1. What is convergent thinking?
  2. Refinement and synthesis
  3. Defining a future state for solution paths
  4. Selecting solution candidates

Exercise: Revisiting your user persona and choosing the solution

Part 5: Testing Solution Candidates

  1. Agility overview
  2. Advice on prototyping
  3. How to prototype rapidly
  4. Collecting data
  5. Variables
  6. Rapid testing
  7. Iterating on tests

Exercise: Modeling a testing cycle and group critique

Part 6: Iterating on Solutions

  1. The feedback cycle
  2. Agile practices for iteration
  3. Measuring value
  4. OODA loops again
  5. Evolving solutions

Exercise: Walking through the iteration

Part 7: Teaming for Design and Solution Building

  1. Applying design thinking in the typical enterprise
  2. Product, service, system, or solution?
  3. Teams in the problem space
  4. Design collaboration
  5. Prioritizing the design portfolio

Part 8: Obstacles to Design Thinking in Organizations

  1. Cultural obstacles
  2. Overcoming silos
  3. Defining value correctly
  4. Keeping human qualities at the center of the design
  5. Applying design thinking to non-traditional roles
  6. Engineering hurdles
  7. The challenge of scale

Exercise: Preparing for scalability challenges and transitioning from discovery to delivery

Part 9: Class Conclusion – Charting Your Course

  1. Expert Q&A
  2. Discussion: Is your solution useful?
  3. Your action items when the class is over

ICAgile Team Facilitation (ICP-ATF)

Posted on October 17, 2020 by -

Part 1: Welcome, Introductions, and Course Logistics

A Team Facilitator is someone who helps a group identify common objectives and then offers group processes to achieve defined outcomes. A skilled facilitator consciously embodies self-awareness, self-management, and bias management, while conveying openness and enthusiasm. An Agile Team Facilitator (ATF) is about more than just meetings. An ATF facilitates participation, collaboration, engagement, and team growth.

  1. Introductions and Housekeeping
  2. Course Objectives and Agenda
  3. ICAgile Certification Overview

Part 2: Development Path for Agile Coaching

The Agile Team Facilitator is on the development path to becoming an Agile Coach. To be effective, the Agile Coaching path requires that we take our development one step at a time, obtaining competence at each step along the way. We will review the development path and transition from Agile Team Facilitator to Agile Coach.

  1. Development Path for Agile Team Facilitators
  2. Competencies of an Agile Coach
  3. Your Extended Team
  4. Knowing When to Call on Help

Part 3: The Agile Team Facilitator Mindset

Becoming an Agile Team Facilitator requires a certain mindset to lead and serve the team. Learn the mindset required for the Agile Team Facilitator and gain an understanding of the paradigm shift that must occur to be successful in this collaborative environment. Understand how the Agile Team Facilitator is a role model for the team by exemplifying the Agile principles. Review the strategies required to be a servant leader and models for achieving self-awareness.

  1. What is an Agile Team Facilitator
  2. Team Facilitator Guiding Principles
  3. Agile Team Facilitator Mindset
  4. Self-Awareness/Self-Management
  5. Servant Leadership

Part 4: Foundational Facilitation Skills

One of the essential skills for the Agile Team Facilitator is helping teams identify and achieve common objectives. The ATF facilitates the team events to ensure they are productive and move the team forward. This starts with understanding the purpose and expected outcomes of the various team events. A flow must be created to achieve those goals and ensure participation.

  1. Arc of Facilitation
  2. Understanding Purpose
  3. Gather Planning and Design Information
  4. Designing Meeting Flow for Collaboration

Part 5: Conducting a Facilitated Session

When facilitating a session, the facilitator is the holder of the process and the team holds the content. The facilitator must maintain neutrality to not unduly influence team decisions. They must make sure that the event is organized to encourage collaboration. This includes the physical setup, meeting organization tools, and driving collaborative conversations.

  1. Maintaining Neutrality
  2. Using Meeting Organization Tools and Interactive Facilitation Techniques
  3. Facilitating Collaborative Conversations and Team Decision-Making
  4. Managing Dysfunctional Behaviors
  5. Reading the Room and Capturing Information

Part 6: Facilitating Collaborative Meetings

Facilitating typical Agile framework meetings is a requirement for the Agile Team Facilitator. We must plan these events and keep them engaging. To do so, the ATF must understand the purpose and underlying principles and values of the ceremonies. In this section, we will go through the ceremonies for an agile framework and design meetings to facilitate achievement of the desired outcomes. We will specifically design common sessions such as Retrospectives and Daily Stand-Ups. We will also look at the design of other key ceremonies.

  1. Agile Framework Meetings
  2. Facilitating Retrospectives and Daily Stand-Ups
  3. Facilitating Other Agile Meetings

Part 7: Skillfully Facilitating Agile Practices

Teams will move in and out of patterns of behavior. The ATF needs to recognize team patterns and know when a team may need more, or less, intervention. We will look at how our styles need to change based on the team current state of knowledge and self-sufficiency.

  1. Team Levels of Maturity
  2. Changing Style Based on Team Phase
  3. Levels of Team Intervention

Part 8: Active Facilitation

This section is devoted to putting our training into action! The ability to neutrally facilitate a session must be practiced. Attendees will have an opportunity to design and facilitate a team session based on scenarios from agile framework meetings.

  1. Design an Agile Meeting
  2. Facilitate an Agile Practice
  3. Give and Receive Feedback

Part 9: Summary

Summarize key takeaways from the course and pull it all together.

  1. Review Facilitation Tools
  2. Review ICAgile Learning Objectives and Video
  3. Survey Information

Introduction to Agile

Posted on October 17, 2020 by -

Part 1: Why Agile

  • What are the factors driving business turbulence and need for agility.
  • Understanding the changing mindset
  • What a Burning Platform is and how it ties to the need for change.
  • Why change may be needed.
  • The difference between traditional delivery and Agile delivery.
  • Why implementing Agile provides benefits beyond traditional delivery.
  • Benefits of adopting Agile.

Part 2: Agile Foundations

  • The 4 Agile Values in the Agile Manifesto.
  • The 12 Agile Principles that guide how we do our work.
  • The Agile Mindset.

Part 3: Agile Teams

  • That an Agile team is a system.
  • Scrum Team Roles.
  • Levels of Team Maturity

Part 4: Agile Methodologies

  • The value of Lean and the relationship to Agile.
  • Differences between iterative and continuous flow work.
  • The work drives the method.
  • How Agile teams embrace Continuous Planning.
  • Products, Product visions and users
  • Key Scrum events for planning and execution.
  • Review User Stories
  • Understanding Minimum Viable Product
  • The 3 core Scrum artifacts: Product Backlog, Sprint Backlog, Product Increment.
  • The importance of adapting and continuous improvement.
  • The benefits of conducting a Review at the end of each Sprint.
  • The Retrospective, your most powerful agile tool.
  • Differences between Scrum and Kanban, and complimentary capabilities.
  • The benefits of limiting the Work in Progress.
  • Stop starting and start finishing!

Part 5: Agile Adoption

  • Barriers to agile adoption.
  • Thinking about knowledge growth using Shu Ha Ri.
  • Realizing a suitable agile culture
  • Kotter Framework for organization change.
  • Ways to scale agile across large projects and portfolios.

Implementing SAFe® with Certified SAFe® Practice Consultant (SPC)

Posted on October 17, 2020 by -

Leading SAFe® – Days 1 and 2

  • Introducing the Scaled Agile Framework (SAFe)
  • Embracing a Lean-Agile Mindset
  • Understanding SAFe Principles
  • Experiencing Program Increment (PI) Planning
  • Exploring, executing, and releasing value
  • Leading a Lean-Agile Enterprise
  • Empowering a Lean Portfolio
  • Building Large Solutions

Implementing SAFe® – Days 3 and 4

  • Reaching the SAFe Tipping Point
  • Designing the Implementation
  • Launching an ART
  • Coaching ART Execution
  • Extending to the Portfolio
  • Sustaining and Improving
  • Becoming a SAFe 6 Practice Consultant (SPC)

Leading SAFe® with Certified SAFe® Agilist (SA)

Posted on October 17, 2020 by -

Digital Age & Business Agility

  • Thriving in the digital age
  • SAFe© as an Operating System for Business Agility
  • Core competencies of Business Agility

Lean-Agile Leaders

  • Lean-Agile Mindset
  • SAFe Core Values
  • SAFe Lean-Agile Principles

Team and Technical Agility

  • Cross-functional Agile Teams
  • Built-in Quality
  • Organizing around value with ARTs

Agile Product Delivery

  • Customer-centric culture
  • Design Thinking
  • ART Backlog and WSJF
  • PI Planning
  • Develop on Cadence; Release on Demand
  • Continuous Delivery Pipelines with DevOps

Lean Portfolio Management

  • SAFe Portfolio
  • Strategic Themes
  • Portfolio canvas
  • Epic hypothesis statements
  • Traditional and Lean budgeting approaches
  • Portfolio Kanban

Leading the Change 

  • Lead by example
  • Lead the change
  • SAFe Implementation Roadmap 

Fundamentals of Software Testing

Posted on October 17, 2020 by -

Part 1: Introduction and Overview

Establishes a foundation for the course, provides a workable definition of software quality and shows how testing fits into the overall quality process.

Part 2: What to Test and How to Test it — The Universal Testing Method

Testers follow the same basic process that scientists use; we follow the principles of experimentation and measurement. In this course, we map your testing method back to those principles and show how, at each step in your testing, you’re making complex decisions about what to test and how to test it. Utilizing a combination of skills, tactics, practices, and tools – this section helps build a base that testers in any context (of any skill level) can apply to solve testing problems.

  1. Model the Testing Space. Compose, describe and work with visual models of the software to identify relevant dimensions, variables, and dynamics so you can develop an effective test strategy.
  2. Determine Test Coverage. Understand a variety of common measures of test coverage and choose the most appropriate ones for each project; determine the scope of testing; establish a structure to track test coverage
  3. Determine Test Oracles. Identify the sources of truth to determine whether the application has passed or failed tests; review common formal and heuristic oracles 
  4. Determine Test Procedures. Define what test procedures and test cases are; identify common test procedure types; learn how to document test procedures in a practical, efficient manner
  5. Configure the Test System. See how to ensure you have everything needed to support testing; discuss common challenges to test configuration; consider test lab requirements and realities
  6. Operate the Test System. Learn how to manage tester contact with the application under test (AUT); discuss different methods of interaction with the system to address different testing objectives; identify common artifacts and practices related to test operation
  7. Observe the Test System. Learn what empirical data to capture about the application under test and how to preserve testing interactions for review and reproducibility; consider common tools used to assist with test observation; identify common problems and human tendencies related to observation
  8. Evaluate Test Results. Discuss possibilities and probabilities related to test results (not every test failure is a bug!); identify typical test result evaluation tasks; consider performance test results interpretation; learn key factors related to defect communications
  9. Report Test Results. Learn how to make credible, professional reports of testing results and testing progress that address the varied needs of your target audiences; identify guiding principles for report design; review best practices and examples for defect reporting, progress status reporting, and quality statistics reporting

Part 3: Test Case Strategies

The heart of good testing is coming up with good test cases.  In this section, we will define what makes test cases “good”, and discuss these strategies for identifying test cases in specific contexts:

  1. White Box strategies
  2. Black Box strategies
  3. Input and data-based strategies
  4. User interface oriented strategies
  5. Business Process flow strategies
  6. Strategies based on your personal and organizational experiences

Part 4: Common Phases of Testing

Different testing activities take place as the software progresses through its life cycle. (Agile testers perform these same testing activities, even though they are not project phases.) This section explains the common phases of software testing, including the purpose of each, who normally performs it, and the typical types of tests that are done.

Test phases or types discussed:

  1. Unit and Software
  2. Integration
  3. System and System Integration
  4. Product Readiness
  5. Regression
  6. User Acceptance

Part 5: Approaches to Testing

Different approaches to testing are used to address different testing objectives and different project conditions. Some approaches are more formal, lengthy, traceable, and reproducible. Others are more free-form, quicker, less traceable, and less reproducible. The range of such approaches forms a continuum from which testers select the optimal combination for a given project. The best selection of approaches addresses the needs for both positive and negative testing.

  1. The Testing Approach Continuum
  2. Scripted Testing
  3. Freestyle Testing
  4. Middle-Ground (Charters, Checklists, Scenarios)

Part 6: Non-Functional Testing

Without question, functional testing is a must-have for software quality. However, there’s more to the picture than that. This section describes several key types of non-functional testing and identifies, what their scope is, and what techniques or best practices apply. 

  1. Performance
  2. Usability
  3. Accessibility
  4. Security
  5. Portability
  6. Localization

Part 7: Platform Specialization

Software is not just on the desktop—it runs on numerous platforms, and it all needs to be tested. This section takes multiple platforms into consideration and identifies each platform’s unique challenges, and the best testing approaches for each given platform.

  1. Web-Based
  2. Mobile
  3. SOA (Service-Oriented Architecture)
  4. Telephony and Voice
  5. DW/BI (Data Warehouse and Business Intelligence)
  6. COTS/MOTS – Package Implementations (COTS)

Part 8: Test Automation — Bonus Section

There have been many organizations that have set out to implement automation testing in their projects, and many of them have failed. This section identifies the different types of tools and practices that fall into the “automation” category and helps set realistic expectations and goals for automated testing. Learn how to optimize your automation testing investment and plan properly for long-term success. This is a bonus section that is discussed as time permits.

  1. Automated Test Tools
  2. System Monitor Tools
  3. File/Database Comparison Tools
  4. Static Analysis Tools

Part 9: Behavior Driven Development (BDD) & Test Driven Development (TDD) — Bonus Section

BDD and TDD are related approaches to software development that came out of the Agile movement and have proven to have a significant positive impact on software quality. This section provides an introduction to the concepts so testers can be prepared to adopt them together with developers and other project members using iterative development methods. This is a bonus section that is discussed as time permits.

  1. Test-Driven Development activities
  2. Behavior-Driven Development activities
  3. Tools for Different Languages

Part 10: Managing Testing Projects

Whether you lead a team of testers or work as the lone tester on a project, effectively managing the testing work is key to your ability to successfully test the software on time with the resources at hand.  In this section, we will address the basics of managing your work in a way that is relevant to individual contributors and lead leads alike.

  1. Planning for Testing (Universal Testing Method Steps 1-4)
  2. Requirements Traceability
  3. Test Resource Needs
  4. Testing Risks and Issues
  5. Testing Entry and Exit Criteria
  6. Measuring Testing Progress

Fundamentals of Secure Application Development

Posted on October 17, 2020 by -

Part 1: Secure Software Development

  1. Assets, Threats & Vulnerabilities
  2. Security Risk Analysis (Bus & Tech)
  3. Secure Dev Processes (MS, BSI…)
  4. Defense in Depth
  5. Approach for this course

Introductory Case Study

Part 2: The Context for Secure Development

  1. Assets to be protected
  2. Threats Expected
  3. Security Imperatives (int&external)
  4. Organization's Risk Appetite
  5. Security Terminology
  6. Organizational Security Policy
  7. Security Roles and Responsibilities
  8. Security Training for Roles
  9. Generic Security Goals & Requirements

Exercise: Our Own Security Context

Part 3: Security Requirements

  1. Project-Specific Security Terms
  2. Project-Related Assets & Security Goals
  3. Product Architecture Analysis
  4. Use Cases & MisUse/Abuse Cases
  5. Dataflows with Trust Boundaries
  6. Product Security Risk Analysis
  7. Elicit, Categorize, Prioritize SecRqts
  8. Validate Security Requirements

Exercise: Managing Security Requirements

Part 4: Designing Secure Software

  1. High-Level Design
    1. Architectural Risk Analysis
    2. Design Requirements
    3. Analyze Attack Surface
    4. Threat Modeling
    5. Trust Boundaries
    6. Eliminate Race Objects
  2. Detail-Level Design
    1. Secure Design Principles
    2. Use of Security Wrappers
    3. Input Validation
    4. Design Pitfalls
    5. Validating Design Security
    6. Pairing Mem Mgmt Functions
    7. Exclude User Input from format strings
    8. Canonicalization
    9. TOCTOU
    10. Close Race Windows
    11. Taint Analysis

​Exercise: A Secure Software Design, Instructor Q and A

Part 5: Writing Secure Code

  1. Coding
    1. Developer guidelines & checklists
    2. Compiler Security Settings (per)
    3. Tools to use
    4. Coding Standards (per language)
    5. Common pitfalls (per language)
    6. Secure/Safe functions/methods
      1. Stack Canaries
      2. Encrypted Pointers
      3. Memory Initialization
      4. Function Return Checking (e.e. malloc)
      5. Dereferencing Pointers
    7. Integer type selection
      1. Range Checking
      2. Pre/post checking
    8. Synchronization Primitives
  2. Early Verification
    1. Static Analysis (Code Review w/tools)
    2. Unit & Dev Team Testing
    3. Risk-Based Security Testing
    4. Taint Analysis

Exercise: Secure Coding Q and A

Part 6: Testing for Software Security

  1. Assets to be protected
  2. Threats Expected
  3. Security Imperatives (int&external)
  4. Organization's Risk Appetite
  5. Static Analysis
  6. Dynamic Analysis
  7. Risk-Based Security testing
  8. Fuzz Testing (Whitebox vs Blackbox)
  9. Penetration Testing (Whitebox vs Blackbox)
  10. Attack Surface Review
  11. Code audits
  12. Independent Security Review

Exercise: Testing Software for Security

Part 7: Releasing & Operating Secure Software

  1. Incident Response Planning
  2. Final Security Review
  3. Release Archive
  4. OS Protections:
    1. Address Space Layout Randomization
    2. Non-Executable Stacks
    3. W^X
    4. Data Execution Prevention
  5. Monitoring
  6. Incident Response
  7. Penetration Testing

Exercise: A Secure Software Release

Part 8: Making Software Development More Secure

  1. Process Review
  2. Getting Started
  3. Priorities

Exercise: Your Secure Software Plan

Docker Containerization Boot Camp

Posted on October 17, 2020 by -

Students should bring laptops to class. This 3-day Docker training workshop is conducted as a continuous hands-on lab. From the initial install to the multi-container application stack, you will learn Docker through real-world practice.

Part 1: Introduction

  1. What can you use Docker for?
  2. A logical segregation of duties
  3. The relationship between Docker and SOA
  4. How Docker fits into the development lifecycle
  5. How Docker ensures consistency from development through UAT and staging, and on to production
  6. Example use cases of Docker in the real world

Part 2: The components of Docker

  1. Underlying technology
  2. Docker client and server
  3. Filesystem images
  4. Registries
  5. Containers
  6. Networking

Part 3: Getting set up to start using Docker

  1. Getting set up on Windows
  2. Getting set up on the Mac
  3. Trying out our first container
  4. Getting set up for production on Linux
  5. Tweaking your production environment for best performance
  6. User interfaces for Docker management

Part 4: Container management

  1. Container naming
  2. Starting and stopping containers
  3. Attaching to a container
  4. Seeing what is happening in a container
  5. Running a process inside a container
  6. Daemonizing a container
  7. Automatic container restarts
  8. Deleting containers when we are finished with them

Part 5: Docker images and repositories

  1. Docker images explained
  2. How Docker images work
  3. Getting a list of images
  4. Searching for images on a repository
  5. Pulling an image
  6. Creating our own image
  7. Specify an image in a Dockerfile
  8. Building Dockerfile images
  9. Using the build cache for templating
  10. Viewing the image we have created
  11. Launching a container using our new image

Part 6: Registries

  1. What is the Docker hub?
  2. Pushing images to the Docker hub
  3. Running your own internal Docker registry
  4. Testing the internal registry

Part 7: A simple use case

  1. A single container static website
  2. Setting up a container running Nginx
  3. Launching our static site
  4. Updating our static site from git or bitbucket

Part 8: Continuous integration with Docker

  1. How Docker enables and supports CI
  2. Getting set up for Jenkins and Docker
  3. A basic Jenkins job
  4. Multi-configuration jobs
  5. Drone
  6. Shippable

Part 9: A more complex use case: Multi container application stacks

  1. A container for our NodeJS application
  2. A base image for our Redis containers
  3. Creating our Redis back-end cluster
  4. Capturing logs
  5. Managing containers

Part 10: Docker orchestration and service discovery

  1. Getting set up with Fig
  2. Configuring the fig.yml file
  3. How to use Fig
  4. Console
  5. Running a Console cluster

Part 11: Integrating with configuration management

  1. Managing your Docker hosts with Chef / Puppet / Ansible
  2. Building containers using configuration management tools
  3. Managing running containers with configuration management

Part 12: Docker and DevOps

  1. Enabling collaboration with Docker
  2. Using Docker to streamline workflow
  3. Using Docker's version control capabilities to enable experimentation and learning
  4. Docker's role in the overall IT value chain
  5. Creating value and quality with Docker
  6. Enabling smoother flow of work

Part 13: Course conclusion, open discussion, and Q&A

  1. Going back to work with a plan
  2. What was not covered in this class
  3. Q&A with the instructor
  4. Goodbyes

DevOps Implementation Boot Camp (ICP-FDO)

Posted on October 17, 2020 by -

Part 1: Introduction

1.      DevOps Defined

  • DevOps (Then and Now)
  • CI/CD
  • Infrastructure as Code
  • BizDevOps
  • DevSecOps
  • AIOps
  • DataOps

2.     High-Performance IT Organizations

  • Elite Performers
  • Use of the Cloud
  • Work-Life Balance
  • Optimized Change Review

3.     Origins and History of DevOps

  • The Quality Movement and W Edwards Deming
  • The Lean Movement and the Toyota Production System
  • The Agile Movement – Mindset, Value, Principles & Practices
  • The Continuous Delivery Movement

4.     Argument for DevOps

  • Business Value of DevOps
  • Net Effect of DevOps
  • Exercise: Argue for the value of DevOps in your organization

Part 2: Maturing a DevOps Practice in the Enterprise

1.      CALMS – The 5 DevOps Principles

2.     The 5 Cultural Challenges

3.     5 Cultural Dimensions

4.     Value Stream Mapping

  • Value Stream Definition and Examples
  • Exercise: Choose and Map a Case Study Value Stream
  • Analyze: Value Stream Lead Time, Quality, Involvement
  • Exercise: Analyze a Value Stream

Part 3: Your DevOps Journy – Optimize Flow

1.      Principles of Flow

  • 6 Principles of Flow from the DevOps Handbook
  • 8 Principles of Continuous Delivery from the Continuous Delivery book
  • Exercise: Apply Principles to your Case Study Value Stream

2.     Infrastructure as Code

3.     Infrastructure & Application Configuration Management

  • Configuration Management Tools
  • Exercise: Configuration Management in your Case Study Value Stream

4.     Deployment Pipeline

  • Deployment Pipeline Stages and Tools
  • Deployment Orchestration Tools
  • Deployment Pipeline: Everything in Version Control
  • Exercise: Deployment Pipeline in your Case Study Value Stream

5.     DevOps Quality Management

  • Quality Foundations
  • Quality Principles
  • Quality Practices
  • Test Automation Architecture
  • Test Automation Pyramid
  • Strategies for Managing Test Data
  • Code Analysis Tools
  • Automated Testing Tools
  • Exercise: DevOps Quality Management in your Case Study Value Stream

6.     CI/CD

  • Continuous Integration
  • Continuous Delivery
  • Exercise: CI/CD in your Case Study Value Stream

7.     Database Continuous Integration (DBCI)

  • Exercise: DBCI in your Case Study Value Stream

8.     Application Management Strategies

9.     Application Architecture – SOA, Microservices, Strangler Pattern

10.  Infrastructure Architecture – Virtualization & The Cloud

11.    Containerization

12.  Exercise: Optimize Flow in Your Case Study Value Stream

Part 4: Your DevOps Journey – Amplify Feedback

1.      Objective & Principles of Feedback

2.     Telemetry Definitions & Concepts

  • Telemetry Principles
  • Exercise: Telemetry Principles in your Case Study Value Stream
  • Integrating Security into Production Telemetry
  • Telemetry Layers & Levels
  • Ensuring Effective Alerts
  • System Monitoring, Log Agregation, and Alerting Tools
  • DevOps Metrics

3.     Advanced uses of Telemetry

  • Using Telemetry to Anticipate Problems
  • Feedback for Safe Deployment of Code
  • Developers Follow Their Apps Downstream
  • Hypothesis-Driven Development and A/B Testing
  • Exercise: Telemetry in your Case Study Value Stream

4.     Change Review and Coordination

5.     Exercise: Amplify Feedback in Your Case Study Value Stream

Part 5: Your DevOps Journey – Continual Learning & Experimentation

1.      Learning Culture

  • Blameless Postmortems
  • Responses to Failure
  • Blameless Postmortems

2.     Knowledge Sharing

3.     Innovation Culture

  • Institutionalize the Improvement of Daily Work
  • Encouraging Experimentation
  • Holding Learning and Improvement Events (Hackathons, Kaizen Blitzes, Rehearsing Large-Scale Failures, Fault Injection)

4.     Role of Leadership

5.     Exercise: Learning & Innovation Culture in your organization

Part 6: Planning Your DevOps Journey

1.      Cultural challenges

2.     Organizational challenges

3.     Transformation Patterns You Can Follow

  • Lean Startup Teams
  • Collaboration Tools
  • Automate Everything You Can
  • Reserve Time for Improvement

4.     Planning DevOps Transformation

5. Exercise: Your DevOps Action Plan

Certified ScrumMaster®(CSM®)

Posted on October 17, 2020 by -

Part 1: Scrum Theory

  • Empiricism and the three empirical pillars
  • Benefits of an Iterative and Incremental approach
  • The Scrum Framework
  • Scrum Values
  • Scrum alignment to the Agile Manifesto

 

Part 2: The Scrum Team

  • The responsibilities of the Scrum Team
  • The responsibilities of the Product Owner, Developers, and Scrum Master
  • Single Product Owners
  • Product Owners own the Product Backlog
  • Delivering an Increment
  • Benefits of a cross-functional and self-managing Scrum Team

 

Part 3: Scrum Events and Activities

  • Benefits of Timeboxing
  • Purpose of a Sprint
  • Define and perform Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective
  • Product Backlog Refinement
  • Inspecting and Adapting events
  • When to cancel a sprint
  • Daily Scrum is not a status meeting

 

Part 4: Scrum Artifacts and Commitments

  • Purpose of the Product Backlog, Sprint Backlog, Increment
  • The commitments of Product Goals,Sprint Goals, Definition of Done
  • Product Backlog emergence
  • Attributes of a Product Backlog
  • Sprint and Increment relationship
  • Evolution of a Definition of Done
  • Multiple Teams working on one Product Backlog

 

Part 5: Scrum Master Core Competencies

  • Facilitation
  • Facilitating decision making
  • Teaching
  • Coaching
  • Mentoring

 

Part 6: Service to Scrum Team, Product Owner and Organization

  • How does a Scrum Master serve the Scrum Team
  • Explaining Technical Debt
  • Understanding development practices to improve quality and reduce technical debt
  • Supporting the Product Owner
  • Organizational impediments that affect Scrum Teams
  • Techniques for resolving impediments
  • Why are there no Project managers in Scrum?