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Course Outline
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 for government
- 1.2 Strawman Waterfall
- Dr Winston Royce’s Waterfall model
- Benefits of Waterfall for controlling projects in the public sector
- Royce’s “Inherent risks” and their implications for government workflows
- 1.3 V-Model
- Early verification and validation processes
- Benefits of the V-model in ensuring accountability and governance
- 1.4 Incremental Models
- Example of Rational Unified Process for government
- Incremental delivery strategies
- Breaking down scope and managing risk in public sector projects
- 1.5 When to Use Waterfall
- Defined process control for government initiatives
Module 2: Prince2 Overview
- 2.1 What is Prince2?
- Definition and origins of the methodology
- Prince2 Certifications: Foundation, Practitioner, Agile for government professionals
- Benefits of Prince2 in enhancing project management for government
- 2.2 Prince2 Methodology
- Roles – Project manager, customer, user, supplier, project board in a government context
- Management Techniques – Project assurance and support for public sector projects
- Scope - Interaction with contracts and contractual management for government
- Controlling Change – Risk, quality, and change management strategies for government projects
- 2.3 Prince2 Process Model
- Directing a project in the public sector
- Starting up a project for government
- Initiating a project with government-specific considerations
- Managing stage boundaries in government projects
- Controlling a stage to ensure compliance and accountability
- Managing product delivery for government stakeholders
- Closing a project with final evaluations and documentation for government
- Planning processes tailored for government needs
Module 3: Agile Overview
- 3.1 Historical Overview
- Timeline of evolution of ‘Agile’ ideas from the 90s to present for government applications
- Early Agile approaches – Scrum, XP, DSDM and their relevance to government projects
- Agile Developments – Kanban, BDD, DevOps, Scaling in the public sector
- 3.2 The Agile Manifesto
- Background to creating the Manifesto for government
- Agile Manifesto overview
- Individuals and interactions over processes and tools in government projects
- Working software over comprehensive documentation for government deliverables
- Customer collaboration over contract negotiation in the public sector
- Responding to change over following a plan in government initiatives
Module 4: Agile Principles
- 4.1 The 12 Agile Principles
- Group discussion on each principle and its application for government projects
- 4.2 Summary of Agile concepts
- Iterative planning and development for government initiatives
- Continuous improvement in public sector workflows
- Continuous learning to enhance government project outcomes
- Collaboration and face-to-face communication for effective government teamwork
- Collective accountability in government projects
- Cross-functional teams in the public sector
Module 5: Agile Project Management with Scrum
- 5.1 The Scrum Framework
- Overview – Scrum Guide 2016 for government applications
- Scrum roles and responsibilities – Scrum Master, Product Owner, Team in a government context
- Scrum events – Sprint, Sprint Planning, Review, Retrospective, Daily Scrum for government projects
- Scrum artefacts – Product Backlog, Sprint Backlog, Product Increment for government deliverables
- 5.2 Agile Project Management Principles
- Empirical Process Control in government projects
- Iterative planning and reporting for government initiatives
- Continuous Improvement and retrospection in the public sector
- Resource management and teams in government settings
Module 6: Software Testing
- 6.1 Testing Fundamentals
- The Fundamental Test Process
- Planning, Analysis & Design, Execution, Evaluation, Closure for government projects
- Test levels – unit, integration, system, user acceptance in the public sector
- Test approaches – requirements-based, risk-based, experience-based for government applications
- Test design techniques – white-box, black-box techniques for government testing
- The Fundamental Test Process
- 6.2 Agile Testing
- Agile Testing Quadrants overview – test strategy, planning for government projects
- Test-driven development in the public sector
- Test automation principles – test automation pyramid for government initiatives
- 6.3 Test Types
- Technology-facing tests that guide development
- Unit testing, TDD, smoke tests in the public sector
- Business-facing tests that guide development
- Story tests, examples, acceptance testing for government projects
- Business-facing tests that critique the product
- Exploratory testing, Alpha/Beta testing, UAT in the public sector
- Technology-facing tests that critique the product
- Performance testing, usability, quality attributes for government initiatives
- Technology-facing tests that guide development
Module 7: Traditional Business Analysis
- 7.1 What is Business Analysis?
- Business analysis and the role of the business analyst in government
- Levels of business analysis – enterprise, project, operational for government initiatives
- Business Analysis principles for effective governance
- 7.2 IIBA BA Book of Knowledge – Knowledge Areas
- Business Analysis Planning and Monitoring for government projects
- Elicitation and Collaboration in the public sector
- Requirements Life Cycle Management for government deliverables
- Strategy Analysis for government initiatives
- Requirements Analysis and Design Definition for government applications
- Solution Evaluation in a government context
Module 8: Agile Business Analysis
- 8.1 Agile Business Analysis Considerations
- Iterative development for government projects
- Cross-functional teams in the public sector
- Collaboration between business and technology areas in government initiatives
- 8.2 Behaviour-Driven Development Overview
- Origins in TDD and recent developments for government applications
- Definitions – BDD, ATDD, Specification by Example in a government context
- 8.3 BDD Activities
- Focus on features that deliver business value for government
- Derive features collaboratively with government stakeholders
- Keep options open in government projects
- Use concrete examples to illustrate features in the public sector
- Write executable specifications for government initiatives
- Create living documentation for government projects
- 8.4 Agile BA Techniques & Tools
- Business value definition for government deliverables
- Personas in the public sector context
- Impact Mapping for government initiatives
- Real options in a government setting
- User Stories and acceptance criteria for government projects
- Relative estimation techniques for government applications
- Given-When-Then template for government testing
- Tool support for BDD in the public sector
14 Hours
Testimonials (2)
I enjoyed all of Day 1.
Peter
Course - Contemporary Development Principles and Practices
Very informative and gave a nice overall summary of the course outline.
