During this two-day course, attendees will gain the knowledge necessary to lead a Lean-Agile enterprise by leveraging the Scaled Agile Framework® (SAFe®), and its underlying principles derived from Lean, systems thinking, Agile development, product development flow, and DevOps. They will discuss the five competencies needed to become a Lean Enterprise. They will also learn and practice the skills for supporting and executing PI Planning events, and coordinating multiple Agile Release Trains (ARTs).
Attendees will gain an understanding of the Lean-Agile mindset, why it's so effective in today's adapt-or-die marketplace, and what it means to lead a Lean-Agile transformation. They'll also learn how to build and support Agile teams and programs, empower a Lean Portfolio, build a Continuous Delivery Pipeline and DevOps culture, and coordinate large solutions. They will develop a skillset that's in demand worldwide—and empower their enterprises to succeed in a disruptive marketplace—when they become a SAFe® 4 Agilist (SA).
Attending the class prepares individuals to take the exam and become a certified SAFe® Agilist (SA) Topics Covered:
Le management agile prend son envol en réponse à l'environnement turbulent, complexe et imprévisible. Ce contexte où les changements se succèdent à un rythme effréné, nécessite régulièrement des réactions rapides de la part des organisations.
D'où le big data vient-il ? Combien pèse-t-il dans le monde, en Europe,
en France ? Comment l'État et les entreprises l'appréhendent-ils ?
Quelles perspectives ? Qu'est-ce qu'une approche data centric ?
Big data et analyse prédictive
Comment la veille se remet en question face au big data
Big data et intelligence artificielle
Quelle normalisation pour le big data ?
Développement et perspectives de l'open data en France
Petit panorama d'initiatives open data
Droit : qu'est-ce qu'une donnée ?
Droit : enjeux des données personnelles
Mise en place de stratégies big data dans les entreprises
Les meilleures pratiques big data
Comment ouvrir ses données
Les projets de learning centers
Le marché du big data et ses acteurs
Panorama des acteurs du big data et de la datavisualisation (fiches)
Cette formation est conçue spécifiquement pour les acteurs clés du déploiement de la culture Lean Six Sigma, ou de l'optimisation des processus avec les principes Lean Six Sigma.
Cette formation d'adresse aux gestionnaires, professionnels, leaders de projets et agents d'amélioration.
Interstage Process Analytics provides the next generation of process intelligence to improve business performance and achieve dramatic business results.
Our solution seamlessly integrates Fujitsu's leading technologies for process discovery and business activity monitoring and analytics. The product enables business users to automatically discover and then monitor in real-time business activities and business processes spanning the extended enterprise.
Process Analytics provides unprecedented real-time visibility into end-to-end business activities to optimize business processes and improve efficiency and agility.
Interstage Business Operations Platform (Interstage BOP) is a unified technology platform for developing enterprise-class, process-centric applications and services.
Interstage BOP consists of three vital functions:
- Service-Oriented-Architecture (SOA) based system integration to connect information and data from different sources;
- A full Business Process Management suite for process design, automation and optimization;
- A Composite Application Framework for easy and quick application development and deployment.
Inspired from a book by Mary and Tom Poppendieck, this presentation is an adaptation of the Lean Approach based on the Toyota Production System in the IT domain.
Once the 7 Lean Software Development principles are revisited, 24 imaged viewpoints will provide a different approach to dealing with possible problems encountered in the field of IT.
This training event begins with the presentation of an image synthesizing 40 years of exponential growth of networks and technologies. In this image, it is possible to identify key steps that led to the emergence of new capacities for exchange, storage, processing and communication of information and thus new ways for companies and organizations to achieve their business objectives.
The training event continues by establishing correlations between the emergence of these new capabilities, changing business environments (vertical, horizontal and ecosystems), the evolution of IT environments, and finally the evolution of large approaches to designing IT solutions. Among the many challenges imposed by the exponential growth of networks and technologies for designers, the ability to design IT solutions meeting new business requirements while preserving the heritage and past investments is also addressed in this training.
The third part of the training further develops three main approaches and variations to designing IT solutions known under the names of function-oriented, object-oriented and service-oriented approaches. It presents the reasons for their existence, the problems they address as well as the concepts and principles they convey.
We also discover the similarities and differences and try to understand the strengths and weaknesses of each.
This training event is entirely devoted to the study of the class diagram as defined by the Unified Modeling Language (UML) and certain renowned authors in the field.
It begins with a presentation of the role and scope of class diagrams in an IT solution development context.
The event then presents the key elements of notation in their graphic form as well as in the meaning each of them brings.
The event concludes by highlighting the main pitfalls which await the practitioners responsible for writing and modeling class diagrams and a series of recommendations proposed by various authors.
This training event is entirely devoted to the study of the architecture level process analysis and its three major steps as defined in the ProductivityCentre techniques.
Starting out with owner-level use cases found during the scope determination as well as from the knowledge of the business processes of the area being modeled, this technique targets unit task identification and outlining. The unit task outlines are essential for estimation and planning purposes. The unit tasks will later in the process be analyzed using the detailed use case analysis technique.
A significant part of this training will be focused on a thorough understanding of the break down criteria of various process levels.
This training event is entirely devoted to the study of the activity diagram as defined by the Unified Modeling Language (UML) and certain renowned authors in the field.
It begins with a presentation of the role and scope of activity diagrams in an IT solution development context.
The event then presents the key elements of notation in their graphic form as well as in the meaning each of them brings.
The event concludes by highlighting the main pitfalls which await the practitioners responsible for writing and modeling activity diagrams and a series of recommendations proposed by various authors.
This training event is entirely devoted to the study of the scope determination technique and its three major steps supported by the use case description and notation formalism. It also gives a global picture of the scope evolution throughout the solution implementation path as well as the collaborative techniques involved in the scope determination process.
In fact, establishing the scope of the information system requires input of several techniques. Starting with the definition of the owner-level use cases, the architecture modeling activities therefore takes place in two directions, that is, the comprehension of the system structure (object analysis) and comprehension of its dynamics (process analysis ). Process analysis and object analysis often lead to system scope revisions.
This training event is entirely devoted to the study of the use cases as defined by the Unified Modeling Language (UML) and certain renowned authors in the field.
It begins with a presentation of the role and scope of use cases in an IT solution development context.
The event then presents the expected attributes and a few best practices surrounding the textual writing use cases before continuing with further study of key elements of notation in their graphic form as well as in the meaning each of them brings.
The event concludes by highlighting the main pitfalls which await the practitioners responsible for writing and modeling use cases and a series of recommendations proposed by various authors.
This training event is a short two-part introduction. The first section introduces a few basic concepts associated with the notion of model and modeling activities, while the second part deals specifically with the classification and purpose of each diagram proposed by the unified modeling language known as the UML acronym.
UML diagrams are classified in two diagram categories i.e. structural diagrams and dynamic diagrams.
Structural diagrams are used to highlight the links and relationships between the various system components. The resulting models provide a static view of a particular aspect of a system, that is, they are independent of the timing and behaviour of the system or its parts. Among these diagrams, we find class, object, package, deployment and component diagrams.
Dynamic diagrams are dependent on the time factor and offer a vision of how the system, or one of its parts, operates. Among these diagrams are found the use case, interaction, status and activity diagrams.
The EV3.4 model completes the module series on requirements by presenting the steps of an engineering and requirement management process.
This module not only allows a return on all the concepts presented, but enhances understanding of the process that allows to identify, analyze, document, validate, verify and manage them.
Thus, each step is first introduced in terms of goals and characteristics and then is associated with the main techniques which can be used by practitioners at the event.
Among these techniques, some are briefly described while others are discussed in more detail.
A key concept gaining consensus among several authors is that the requirements must be stated in writing in order to be shared, monitored and managed.
The documentation which results is often associated to the format text. However, as with a deliverable, it can come under different formats: spreadsheet, data base business management tool, among others.
Module EV3.3 begins by presenting 3 types of documents frequently stated in the literature; «Vision and scope» document, «Use case» document and the software requirement specification (SRS) document.
The other sections of the module focus on the challenge of writing requirements by presenting quality characteristics associated to writing a good SRS document as well as those related to writing requirement statements.
A quality model defines a consistent terminology for the quality of the software product by determining the characteristics and sub-characteristics of the internal and external quality as well as the quality of use. The internal quality is the quality of the software itself. It concerns the internal technical problems of the software. The external quality is the quality when the software is activated, which is generally measured and evaluated during the testing phase in a simulated environment with simulated data by using external parameters.
The use quality is the user perception of the quality of the software product when used in a particular environment and in a specific context of use.
Module EV3.2 presents a few of the major software quality models by focusing more on the model defined by the ISO/IEC 9126 standard. This standard is the basis of several modern quality models and a good understanding of the latter facilitates the deepening of the features used in the evaluation of software products in both internal and external perspectives, and their use in a specific context.
The objective of module EV3.1 is to define the terminology and concepts associated to both the problem and solution domains. The first section of the module introduces and positions the problems, stakeholders and needs, as well as the major steps involved in problem and stakeholder analysis.
The second section explains how the transition between the problem and solution domains takes place. It also successively presents characteristics of the solution, business rules, functional and non- functional requirements, transition requirements and constraints, whether these be at the business design or implementation levels.
Training EV2.1-1 progressively presents key concepts conveyed by ProductivityCentre and provides a coherent overview of the deliverable organization and resulting concept structure.
This training demonstrates how the level of details of major deliverables evolves through the phases of the Base Delivery Path and the reason why it is so. This, in turn, leads us to deepen and distinguish the detail and the coverage level concepts defined in ProductivityCentre as well as the simultaneous engineering process and risk management levels.
Lastly, the knowledge shared in both modules sheds light not only on the importance of thoroughly defining the project document structure during the planning and start-up phases, but also on anticipating deliverables identified according to characteristics and particularities of each project.
ProductivityCentre is the Macroscope domain targeting design, implementation and evolution of information solutions.
This training presents the key concepts conveyed by ProductivityCentre and it is important to notice that, in this training, concepts and deliverables are interchangeable.
A concept represents a particular aspect of the information solution, such as an information model, a work process, a task, a component, a software system, a software architecture, an so on.
A deliverable is a tangible and measurable outcome that must be produced to complete a project or a section of it. It is normally used to describe the different dimensions of a particular concept, including its purpose, objectives, characteristics, structure or behaviour.
Throughout the training, we will gradually build the structure of these concepts by positioning each of them as well as presenting their relationships. Understanding how these concepts are organized, not only provides a global overview of the topics covered by ProductivityCentre but establishes the foundation for a thorough understanding of this Macroscope domain.
AGILE software development is a group of software development methodologies based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development and delivery, a time-boxed iterative approach, and encourages rapid and flexible response to change. It is a conceptual framework that promotes foreseen interactions throughout the development cycle. The Agile Manifesto introduced the term in 2001.
Scrum is one of the methods based on the AGILE software development approach. It is an iterative, incremental framework for project management often seen in AGILE software development type of software engineering. Although the Scrum approach was originally suggested for managing product development projects, its use has focused on the management of software development projects, and it can be used to run software maintenance teams or as a general project/program management approach.
This training program was created to develop skills for identifying business opportunities at a customer and helping qualify them. It will also help attendees to manage complaints, enhance the value of a proposal, to close business opportunities and to manage the customer's objections. It's a familiarization event.
The Preliminary Analysis ("PA") phase focuses on feasibility. It guides the team to clarify the business capability that is desired, establish how that capability will contribute toward business value, and then seek answers to all the questions that affect feasibility. It requires a multi-disciplinary team to integrate business perspectives, architectural concerns and organizational change management issues.
This learning event enables the learner to use Macroscope material to configure an optimum approach to feasibility in their own situations.
This course is intended for people having an interest in testing web applications. When this course is complete, you'll be able to write tests that effectively test your applications but also to integrate Selenium in your existing testing processes following the good practices that this tool requires.
The general objective for this learning event is to provide the participants with an overview of the expected skills and behaviors required from all Fujitsu consultants having to share their professional expertise with our valued customers
This event introduces the audience to major business analysis concepts as defined by the Business Analysis Body Of Knowledge (BABOK).
This introduction is part of the PAN-Canadian delivery solutions development program which includes nearly 20 training modules, divided into 7 knowledge domains such as :
• Formalisms and Techniques
These particular topics of interest help the audience gain perspective of the knowledge areas, techniques, skills and roles of Business Analysis.
There are many ways to identify the needs of users, such as usability testing, interviewing users, discussions with business stakeholders, and conducting surveys. However one technique that has grown in popularity and acceptance is the use of personas: the development of archetypal users to direct the vision and design of a web solution.
This article explains what personas are, benefits of using personas, answers to common objections about personas, and practical steps towards creating them.
At the end of the presentation, you will have an overview of:
- the goals of process modeling
- the overall process architecture
- some key concepts of processes
- the concepts of organization; systems; delivrables and external players
- examples of modeling & documentation standards
- an example of the use of processes in an ERP selection context
- an example of the use of processes in a business process architecture context
- various commercially available tools
- a process modeling tool used by Fujitsu practitioners - EPC tool
This book helps you understand what BPM is really all about.
We wrote it because BPM is so useful and so powerful — and
because it is also very accessible. We wrote this book for
you — the individual. You may be a business manager, or an
Information Technology practitioner, or maybe an ambitious
career individual who wants to know what BPM is all about
and how to apply it.
Each year, organizations across the globe face astronomical project failure rates, often wasting millions of dollars per failed project. This paper examines the roots of project failure and centers in on the elusive, often undefined role of the business analyst. In response to research showing that many organizations have not set concrete requirements and job descriptions for their business analysts, this paper provides eight essential competencies necessary for success in this job function. It explores the essential skills, knowledge and abilities inherent to each competency and during each stage of a business analyst's career. The paper concludes with practical tips for using these competencies as guidelines for improving the efficiency of business analysts within your organization.
This online course is an introduction to designing a business management support system using dashboards, based on the Gimpsi method. It clearly explains the principles and fundamentals of the dashboard and decision support IT project.
This introductory course on the Fujitsu Way is designed to reconfirm our strategic direction and the shared values we, as employees of the Fujitsu Group, should uphold. The course covers the history of the Fujitsu Group and the key elements of the Fujitsu Way.
Course code: LBA03000
ProductivityCentre is the Macroscope module covering the System Delivery and Maintenance Life Cycle. This course provides an introduction to the major aspects of the system maintenance and operation support processes of ProductivityCentre.
This paper reviews how two graphical process modeling notations, the BPMN Business Process Diagram from the Business Process Management Initiative (BPMI), and the UML 2.0 Activity Diagram from the Object Management Group (OMG) can represent 21 workflow patterns.