Testing of information systems to limit risks

Agile Project Management is a successful and popular method for managing incremental and iterative development of solutions. Requirements and functionality are defined and delivered in small quick steps in consultation with the customer. Agile Project Management has project phases and project roles that cleverly respond to each other. Companies and organizations want to see the added value of their projects faster and faster. Flexible (agile) development methods focus on quickly delivering useful sub-products. But a flexible development approach - aimed at product developers - alone is not enough. How do you give the project management team the maximum freedom needed to excel without losing control of the project as a business responsible manager? The Agile Project Management Foundation training gives you insight into this.

DSDM is an Agile method that has been around since 1995. The most recent version is called DSDM Atern. Agile Project Management (Agile PM) is a project management approach based on DSDM. This approach is described in the Agile Project Management Handbook. This handbook has the same layout, and largely the same text, as the DSDM handbook, but focuses on the project management aspect. DSDM and Agile PM focus on a 'convergent' project approach, based on 'Enough Design UpFront'. This combines the Agile flexibility with the need to stay in control and not to introduce unnecessary risks through the Agile way of working. This is especially important in larger, more formal organizations and / or in larger projects. Agile PM can be used within ISO9001 and CMMI. Agile Project Management is based on DSDM® Atern and can (optionally) be integrated into a broader PRINCE2 approach. Agile Project Management is a flexible method for developing solutions and therefore (but not only) for software development. AgilePM® is ideally suited to combine with Scrum. Scrum does not know the concept of a project and focuses on the work done by and within a team. Agile PM is then used to stay in control at the higher project level. This is particularly useful when several Scrum teams work within a project.

Scrum is one of the 'lightest' Agile methods and therefore less prescriptive than, for example, Atern. Scrum is also more a framework than a method and invites further interpretation. In the first instance, with the implementation of Scrum, it is not necessary to replace all existing functions and artifacts. This allows the framework to be further filled in. By applying the framework, a restructuring is initiated. The new structure that then forms the basis for continuous improvement. The traditional walls between the various disciplines are being demolished by the formation of multidisciplinary teams. Developers, testers, analysts, architects and database administrators are examples of disciplines that can be found in such a multidisciplinary team. By merging all disciplines into a team, the transfer of documents, waiting times and communication problems are reduced. Agile Scrum focuses on achieving the goal through successful collaboration. Agile methods are popular with software development and are increasingly used in other fields. The Scrum way of working involves putting together a multidisciplinary team that organizes itself and that delivers a working product at the end of a sprint The training The Agile Scrum Foundation workshop is a two-day training that prepares the participants for the Agile Scrum Foundation exam of EXIN. The workshop consists of a mix of theory, practical exercises and practical examples. There is a lot of room for exchange of experiences, always going back to the theory. Participants receive handouts, exercises and articles plus a practice exam. EXIN Agile Scrum Foundation (EXIN) is a certification that recognizes knowledge about Agile methods, combined with knowledge about Scrum practice. The EXIN Agile Scrum Foundation exam is part of the EXIN qualification program and has been developed in collaboration with international experts in the field.

ASL2® aims to professionalize the application management course. This is achieved by offering a framework in which the processes of applications management are brought into relationship. In addition, the framework serves as a framework for categorizing developed best practices. In addition to the framework, ASL includes a uniform glossary. By using this terminology, parties involved in the applications management can communicate better with each other. (source: aslbislfoundation.org) The learning objectives for an ASL® training are: Knowledge regarding - The positioning of ASL® in a management organization - The distinction and relationships with other forms of management - The ASL® reference model for management • The context (outside world) • The process clusters • The processes • The relationships - The purpose of the various processes - The activities within the various processes - The relationships between the processes (coherence) Skills regarding - Recognizing ASL® in practice Attitude with regard to - The acceptance of ASL® as a Service Management method - The concepts for certification of ASL®

Business process and IT Within the complexity of the current market, companies can no longer do without properly functioning information and communication technology (ICT). This makes ICT one of the most important instruments to implement the organizational strategy. The most critical points lie with the connection of IT to the business process. This connection is often not optimal. Functional managers and information managers are ultimately responsible for this connection. The purpose of BiSL® BiSL® builds a bridge between IT and business process, and between functional managers and information managers. The BiSL process model provides insight into all main processes in their field, and the relationships between the processes. It offers starting points for improving processes, including through 'best practices' and it provides a uniform terminology. (source: aslbislfoundation.org) The learning objectives for a BISL® training are: Knowledge in the field of - The positioning of BISL® in a management organization - The distinction and relationships with other forms of management - The structure of the BiSL® model - The various processes within BiSL® • Leading processes • Management processes • Executive Processes - The purpose of the various processes - The activities within the various processes - The relationships between the processes (coherence) Skills regarding - Recognizing BiSL® in practice Attitude with regard to - The acceptance of BiSL® as a Service Management method - The concepts for certification of BiSL®