Assuring Quality Through Acceptance Testing It is also the business analyst's responsibility to confirm that the resulting solution developed by IT does, in fact, solve the defined problem. This is done first through testing, especially acceptance testing, and then through monitoring of the installed solution in the user community. It is the business analyst's job to define the business problem to be solved by IT. It is also the business analyst's responsibility to confirm that the resulting solution developed by IT does, in fact, solve the defined problem. This is done first through testing, especially acceptance testing, and then through monitoring of the installed solution in the user community. The business analyst is not only concerned with the testing itself, but also with the management and monitoring of the users doing the acceptance testing, and recording, analyzing, and evaluating the results. What you will Learn Upon completion, participants will be able to: Create a set of acceptance test cases Manage and monitor an acceptance test stage where users perform the testing Work with the development team in the systems testing stage Assess the solution once it is in the business environment Foundation Concepts The role of the business analyst An introduction to the BABOK® Guide BA roles and relationships through the project life cycle Introduction to assuring software quality through acceptance testing The Scope of IT Testing Overview of testing stages The testing process Testing documentation Pre-Acceptance Testing The BA's role in testing Early development testing stages (unit and integration) Late development testing stage (system) The Acceptance Test Stage - Part I (Planning, Design, and Development) Overview of user acceptance testing Acceptance test planning Designing user acceptance tests Developing individual user acceptance test cases Building effective user acceptance test scenarios The Acceptance Test Stage - Part II (Execution and Reporting) Operating guidelines Execution Reporting Post-Acceptance Testing Overview Project implementation Project transition (project closure) Production through retirement Testing Commercial Off-the-Shelf (COTS) Software Overview Selecting the software Implementing the software Summary What did we learn and how can we implement this in our work environments?
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Strategic Thinking The goal of this course is to provide you with the building blocks and the motivation to develop the critical skill of strategic thinking. The participants will consider a four-part model that distinguishes strategic thinking from strategic planning and managing. With that understanding, you will investigate the critical components of strategic thinking and how to apply it effectively. What you Will Learn Define strategic thinking and distinguish it from strategic planning and management Explain a high-level approach to gaining strategic thinking skills Integrate other interpersonal skills, such as self-awareness, systems thinking, leadership, constructive conflict, and collaboration, into the fabric of strategic thinking skills Select appropriate techniques to apply strategic thinking in specific situations Recognize and emulate effective strategic thinking behaviors Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Interactive event: Define Strategic Thinking (ST) Interactive event: Discuss relationship of ST with Strategic Planning, Management and Decision Making Strategic Level Framework - Tying it all together Strategic thinking attributes Strategic Thinking Critical Success Factors Strategic Thinking Critical Success Factors - 5-part model Strategic Thinking and the Organization Critical Success Factors Model applied to an organization Tools Introduction (5): Environmental, 5 Forces, SWOT, Value Proposition, Integral Theory of Worldview Video: Fog of War Strategic Thinking and the Individual Critical Success Factors Model applied to an individual Tools Introduction (5): Thinking Styles, Six Thinking Hats, Reverse Thinking, Systems Thinking, Integral Theory of Worldview Strategic Thinking at the Interpersonal and Team Levels Emotional Intelligence - Self Awareness and Working With Others Team Leadership and Trust Constructive Conflict as the Gateway to Collaboration Interactive event: Testing the Models - Challenge Perspective; What's Missing Applying the critical skill of Strategic Thinking Worldview: Team versus client Trusted Advisor Interactive event: Doing what is asked (Case study, wherein participants review the default case scenario prepared for this workshop and add specific details to make the scenario more relevant to their experiences / needs. Teams develop an action plan for applying ST concepts and techniques they have learned here to the situation, then compare and contrast results.)
Leading Cross-Cultural Virtual Teams (In-Person) High-performing teams are a must in this world of intense competition and higher expectations. Global virtual teaming has become a necessity as organizations become increasingly distributed and suppliers and clients actively engage in joint projects. Teams work across geographical and organizational boundaries to deliver solutions and services to global users where distance and differences, both geographic and cultural, amplify the effect of issues and factors that are relatively straightforward when managing a team of people in the same location. This course delivers practical concepts and techniques that participants will start using immediately on their global projects. What you will Learn At the end of this program, you will be able to: Define relationships among foundational concepts (leadership and three dimensions of diversity) and explain their potential impacts on project performance Describe key components of successful project leadership and build selected Transformational Leadership skills Prepare to convert project challenges stemming from personal or cultural diversity into potential competitive advantage Implement selected best practices to meet key challenges facing virtual project teams Foster and grow an environment that supports continued success for CCVTs Getting Started Foundation Concepts Basic definitions Critical success factors for leading cross-cultural virtual teams (CCVTs) A roadmap to success for leading CCVTs Leadership Excellence in Any Project Environment Leading effectively in a global environment Transformational leadership The four components of Transformational Leadership Leveraging Personal Diversity Overview of personal diversity Mind styles The theory of multiple intelligences Connecting Transformational Leadership and personal diversity Embracing Cultural Diversity Introduction to cultural intelligence The impact of culture Cultural Dimensions Theory The Culture Map Managing Virtual Diversity Overview of virtual diversity Virtual time management Virtual processes and technology Virtual leadership Creating an Environment for Success Supporting a cross-cultural virtual-team (CCVT-) friendly environment Building a foundation of trust Developing a team charter Recap and review Summary and Next Steps Personal action plan
Leading Cross-Cultural Virtual Teams: In-House Training High-performing teams are a must in this world of intense competition and higher expectations. Global virtual teaming has become a necessity as organizations become increasingly distributed and suppliers and clients actively engage in joint projects. Teams work across geographical and organizational boundaries to deliver solutions and services to global users where distance and differences, both geographic and cultural, amplify the effect of issues and factors that are relatively straightforward when managing a team of people in the same location. This course delivers practical concepts and techniques that participants will start using immediately on their global projects. What you will Learn At the end of this program, you will be able to: Define relationships among foundational concepts (leadership and three dimensions of diversity) and explain their potential impacts on project performance Describe key components of successful project leadership and build selected Transformational Leadership skills Prepare to convert project challenges stemming from personal or cultural diversity into potential competitive advantage Implement selected best practices to meet key challenges facing virtual project teams Foster and grow an environment that supports continued success for CCVTs Foundation Concepts Basic definitions Critical success factors for leading cross-cultural virtual teams (CCVTs) A roadmap to success for leading CCVTs Leadership Excellence in Any Project Environment Leading effectively in a global environment Transformational leadership The four components of Transformational Leadership Leveraging Personal Diversity Overview of personal diversity Mind styles The theory of multiple intelligences Connecting Transformational Leadership and personal diversity Embracing Cultural Diversity Introduction to cultural intelligence The impact of culture Cultural Dimensions Theory The Culture Map Managing Virtual Diversity Overview of virtual diversity Virtual time management Virtual processes and technology Virtual leadership Creating an Environment for Success Supporting a cross-cultural virtual-team (CCVT-) friendly environment Building a foundation of trust Developing a team charter Recap and review Summary and Next Steps Personal action plan