1750 AR courses in Birmingham

Agile Release Plans: In-House Training While many Agile frameworks provide guidance on a focus on value and iterative development, many do not explain how that value is delivered to the customer. Release Plans have become an accepted and common practice to bridge the gap between the Product Vision and the Product Backlog (Agile requirements). In this course, you will be provided with an introduction to Agile and to Scrum, the most utilized Agile framework. You will also learn how the Vision, Roadmap, and Charter help to establish the Release Plan. The goal of this course is to equip you with the necessary knowledge, skills, and techniques to build Release Plans to ensure you deliver the most value to your customers. What you will Learn At the end of this program, you will be able to: Recall the Scrum framework elements (roles, events, and artifacts) Examine the benefits of Agile Develop a Product Vision and Roadmap Create an Agile Project Charter Prepare a Release Plan Write user stories to support a Product Backlog Foundation Concepts Introduction to Scrum Scrum Overview Agile Benefits Product Definition Business Goals Product Vision Product Roadmap Agile Project Charter Product Scope Project Risks Release Deadlines Sprint Durations Team Norms Release Planning Release Plan Process Select Stories and a Release Date Product Backlog User stories Building the product backlog Product Backlog Refinement Transitioning to the Scrum Team

Effecting Business Process Improvement: In-House Training Business analysts facilitate the solution of business problems. The solutions are put into practice as changes to the way people perform in their organizations and the tools they use. The business analyst is a change agent who must understand the basic principles of quality management. This course covers the key role that business analysts play in organizational change management. What you will Learn You will learn how to: Define and document a business process Work with various business modeling techniques Perform an enterprise analysis in preparation for determining requirements Analyze business processes to discern problems Foundation Concepts Overview of business analysis and process improvement Defining the business process Introducing the proactive business analyst Focusing on business process improvement for business analysts Launching a Successful Business Process Improvement Project Overview of the launch phase Understanding and creating organizational strategy Selecting the target process Aligning the business process improvement project's goals and objectives with organizational strategy Defining the Current Process Overview of current process phase Documenting the business process Business modeling options: work-flow models Business modeling options: Unified Modeling Language (UML) model adaptations for business processes Analyzing the Current Process Process analysis overview Evaluation: establishing the control group Opportunity techniques: multi-discipline problem-solving Opportunity techniques: matrices Building and Sustaining a Recommended Process Overview of the recommended process and beyond Impact analysis Recommended process Transition to the business case Return to proactive state

Agile and Scrum Fundamentals: In-House Training The overall goal of the course is to provide learners with the fundamentals of what Agile and Scrum are, and how to effectively apply Agile methods in your projects. What you will Learn At the end of this program, you will be able to: Describe Agile and Scrum foundation concepts Compare and contrast Agile roles to traditional roles Initiate an Agile project Develop Release Plans Build an Iteration Plan Execute an Iteration Implement Agile in your environment Getting Started Introductions Workshop orientation Expectations Foundation Concepts Project Lifecycles What is Agile? Why Agile? A range of Agile methods Focus on Scrum The People Side of Agile A range of Agile roles Focus on Scrum roles Unique characteristics of Agile Teams Building effective Agile Teams Initiating an Agile Project Conducting Sprint Zero Setting the vision Building the Product Backlog and User Stories Defining Acceptance Criteria Planning Releases Planning releases Estimating user stories Prioritizing user stories Selecting a Sprint length Estimating velocity Creating a release plan Planning an Iteration Conducting the Sprint Planning Meeting Building the Sprint Backlog Creating a Sprint Plan Running an Iteration Executing Sprint activities Using Burn-down and Burn-up Charts Negotiating changes during a Sprint Conducting the Sprint Review Meeting Implementing Agile Conditions of success for implementing Agile and Scrum Implementing Agile Final words

Scrum Master Workshop: In-House Training A Scrum Master helps project teams properly use the Scrum framework, increasing the likelihood of the project's overall success. Scrum Masters understand Scrum values, practices, and applications and provide a level of knowledge and expertise above and beyond that of typical project managers. Scrum Masters act as 'servant leaders', helping the rest of the Scrum Team work together and learn the Scrum framework. Scrum Masters also protect the team from both internal and external distractions. What you will Learn You'll learn how to: Comprehend the Agile Manifesto and mindset Explain the fundamental principles of Scrum Guide the Scrum team in their responsibilities Write requirements in the form of user stories Define Ready and Done Estimate using planning poker and prioritize using MoSCoW Facilitate the team through the 5 Sprint events Fulfill the role of Scrum Master in a Scrum project Create Information Radiators to enable transparency Define the structure of the retrospective Foundation Concepts Agile History, Values, and Mindset Introduction to Scrum Scrum events Scrum artifacts Scrum Roles and Responsibilities Product Owner responsibilities Scrum Master responsibilities The Team responsibilities Cross-functional Teams Building Effective Teams The Product Backlog and User Stories The Product Backlog User Stories Definition of Done Backlog grooming Estimating User Stories Story points, planning poker Prioritizing User Stories The Sprint Team capacity and velocity The Sprint Planning Meeting The Sprint Backlog The Sprint Learning to self-manage, self-organize, self-improve Sprint Review and Retrospective Project Progress and Completion The Daily Scrum The Task Board and The Burndown Chart Information Radiators Closing a Scrum Project Summary and Next Steps Review of course goals, objectives, and content

Preparing for Digital Transformation Organizations today must keep pace with changing technology to stay abreast of the market demand. Keeping pace means a transformation of the entire organization into the digital age. This workshop presents the challenges, benefits, and pitfalls of digital transformation and how it will affect you, and how you can be better prepared and positioned for the upcoming digital transformation. The goal of this course is to enable you to become knowledgeable about the technologies behind a digital transformation in your organization and the driving forces compelling such a transformation. You will learn how to become engaged in the processes of transforming your organization digitally to meet with the growing demands of customers and clients What you will Learn Describe the impact that digital is making on the economy and on customer expectations Examine the nature and drivers of the digital transformation Evaluate new technologies such as Blockchain, Big Data, Artificial Intelligence, and other technologies and see how they work to bring about digital transformation Assess the impact of digital technologies on the current roles and positions in the organization Discuss both the demand that customers have for digital technologies and the impact the digital technologies have on the customer and its relationship with the organization Recognize the new technology trends in the digital transformation and what they mean to the future of the organization Identify how digital transformation will affect all roles and how to be prepared for the upcoming and continuing digital transformation Foundation Concepts Digital transformation versus automation Driving forces behind the digital transformation Learning from digital transformation successes Digital Transformation and Customer Orientation The Digital Customer Customer touch points and the customer journey Omnichannel concept Transform to the customer Digital Technologies and the Organization Relationship Management Big Data: The Basis for it All The Human Factor in Digital Transformations Risks of Digital Transformation Technology Trends Data and Business Analytics Other Major Trends Preview of Coming Attractions Pathway to Digital Transformation

Project Estimating and Scheduling: In-House Training Establishing realistic estimates and goals for projects that support business objectives and meet client expectations is one of the most challenging aspects of project planning. Delivering those results within the agreed-upon time, cost, and quality constraints is also challenging. Attempting to meet impossible deadlines with limited budgets often leads to unplanned product shortfalls, causing long-term support and utilization problems. We have all anguished about this recurring problem, but without having the skills or knowledge to take action, we are unable to break the cycle! The goal of this course is for you to be able to support business objectives and meet client expectations by selecting the right planning approach for realistic and cost effective schedules, as well as project budgets. To achieve that, you will focus on gaining the necessary knowledge, skills, and techniques. What You Will Learn At the end of this program, you will be able to: Use the work breakdown structure (WBS) as the basis for effective estimating of project resources Estimate effort and duration using a variety of techniques Develop preliminary schedules using the critical path method Apply a variety of optimization techniques to refine preliminary schedules Establish realistic schedule and cost baselines, with appropriate contingency reserves Explain how earned value management (EVM) contributes to control time and cost performance Foundation Concepts Project management basic definitions and concepts PES Key driver: competing constraints PES Process and success factors Project Definition and the WBS Project definition overview Work Breakdown Structure (WBS) Decomposition: WBS development technique Resource Planning Resource planning overview Identifying resource requirements Identifying and filling resource gaps Applying resource planning tools Effort and Duration Estimating Estimating overview Estimating perspectives and approaches Estimating techniques Effort and duration estimating best practices Project Scheduling Overview of project scheduling Dependencies and the project network diagram Critical path method (CPM) Optimizing the schedule Budget, Risk, and Contingency Planning Overview of budget, risk, and contingency planning Estimating costs Determining the budget Project risk management processes Planning contingency reserves Project Baseline and Control Overview of project baseline Negotiating and the project baseline Earned value management (EVM) Project variances and actions Project control

Project Accounting and Finance Skills: In-House Training Do you manage both project schedules and budgets, but do not have insight into how actual results relate to the approved budget? Do you desire to have more clarity about the relationship between your project's performance with the accounting and financial systems in your organization? Do you need to understand financial and accounting terminology to bridge the gap between the 'world of finance' and the 'world of project management? Organizations have a need to manage-by-projects, because projects are the means to deliver on strategic goals and objectives. Therefore, the project manager must have an understanding of the financial world of investments to ensure the organization will realize expected business value. This requires a foundation in the principles of accounting and finance to comprehend how the project's contribution provides an organization with a competitive advantage. Learn what you must do to give your organization the assurance it needs that its investment in your project will realize business value. Learn what you must do to give your organization the assurance it needs to know that its investment in your project will realize business value. What You Will Learn At the end of this program, you will be able to: Explain the aspects of classical corporate accounting and finance effects on managing projects Determine how your project fits into the corporate income statement, balance sheet, and cash flow statement Analyze the financial aspects of managing projects Use earned value management as the basis for decision making throughout the project life Recognize the importance of the project manager's financial responsibilities Focus on what PMs do and should be doing, in support of accounting and finance Use financial information within a project environment to meet financial results Track and analyze the project's financial status and forecast with the goal of realizing benefits Generate work performance data to ensure a project's outcome aligns with financial metrics Foundation Concepts Accounting and Finance Terms and Concepts Accounting and Finance Essentials Financial Terms and Concepts Projects as Financial Investments Overview of 'Two Worlds' Project as Investments Accounting and Finance World: Standards, Principles and Practices Accounting and Finance Standards and Principles Accounting and Finance Practices Capital Budgeting Corporate Budgeting Accounting and Finance World: Economic Project Selection Methods Economic Project Selection Methods Economic Project Selection and the Business Case Project Management World Project Management and Financial Controls Project Management and Work Performance Data Project Management and Earned Value Management Project Management and Work Performance Reporting

Use Cases for Business Analysis: In-House Training The use case is a method for documenting the interactions between the user of a system and the system itself. Use cases have been in the software development lexicon for over twenty years, ever since it was introduced by Ivar Jacobson in the late 1980s. They were originally intended as aids to software design in object-oriented approaches. However, the method is now used throughout the Solution Development Life Cycle from elicitation through to specifying test cases, and is even applied to software development that is not object oriented. This course identifies how business analysts can apply use cases to the processes of defining the problem domain through elicitation, analyzing the problem, defining the solution, and confirming the validity and usability of the solution. What you will Learn You'll learn how to: Apply the use case method to define the problem domain and discover the conditions that need improvement in a business process Employ use cases in the analysis of requirements and information to create a solution to the business problem Translate use cases into requirements Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Overview of use case modeling What is a use case model? The 'how and why' of use cases When to perform use case modeling Where use cases fit into the solution life cycle Use cases in the problem domain Use cases in the solution domain Use case strengths and weaknesses Use case variations Use case driven development Use case lexicon Use cases Actors and roles Associations Goals Boundaries Use cases though the life cycle Use cases in the life cycle Managing requirements with use cases The life cycle is use case driven Elicitation with Use Cases Overview of the basic mechanics and vocabulary of use cases Apply methods of use case elicitation to define the problem domain, or 'as is' process Use case diagrams Why diagram? Partitioning the domain Use case diagramming guidelines How to employ use case diagrams in elicitation Guidelines for use case elicitation sessions Eliciting the problem domain Use case descriptions Use case generic description template Alternative templates Elements Pre and post conditions Main Success Scenario The conversation Alternate paths Exception paths Writing good use case descriptions Eliciting the detailed workflow with use case descriptions Additional information about use cases Analyzing Requirements with Use Cases Use case analysis on existing requirements Confirming and validating requirements with use cases Confirming and validating information with use cases Defining the actors and use cases in a set of requirements Creating the scenarios Essential (requirements) use case Use case level of detail Use Case Analysis Techniques Generalization and Specialization When to use generalization or specialization Generalization and specialization of actors Generalization and specialization of use cases Examples Associating generalizations Subtleties and guidelines Use Case Extensions The <> association The <> association Applying the extensions Incorporating extension points into use case descriptions Why use these extensions? Extensions or separate use cases Guidelines for extensions Applying use case extensions Patterns and anomalies o Redundant actors Linking hierarchies Granularity issues Non-user interface use cases Quality considerations Use case modeling errors to avoid Evaluating use case descriptions Use case quality checklist Relationship between Use Cases and Business Requirements Creating a Requirements Specification from Use Cases Flowing the conversation into requirements Mapping to functional specifications Adding non-functional requirements Relating use cases to other artifacts Wire diagrams and user interface specifications Tying use cases to test cases and scenarios Project plans and project schedules Relationship between Use Cases and Functional Specifications System use cases Reviewing business use cases Balancing use cases Use case realizations Expanding and explaining complexity Activity diagrams State Machine diagrams Sequence diagrams Activity Diagrams Applying what we know Extension points Use case chaining Identifying decision points Use Case Good Practices The documentation trail for use cases Use case re-use Use case checklist Summary What did we learn, and how can we implement this in our work environment?

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