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DPBoK Foundation Certification Introduction

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Ashraf Fouad
Ashraf Fouad

This document introduces the DPBoK Foundation's Digital Transformation Body of Knowledge (DPBoK) standard, which outlines 12 competencies needed for digital transformation across four organizational contexts: individual/founder, team, team of teams, and enduring enterprise. Each competency is broken down into 3 sections that provide an overview of the topic, key concepts, and examples. The competencies cover areas like digital fundamentals, infrastructure, application delivery, product management, operations management, coordination/process, investment/portfolio, organization/culture, governance/security, information management, and architecture. The DPBoK is presented as a framework to help organizations succeed in today's digital era by linking the various components of digital transformation.

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DPBoK Foundation A certification linking the dots of Digital Transformation 1
Introduction to DPBoK Standard 2 Business process transformation Customer Engagement & experience Product & Service digitization IT & delivery transformation Organizational culture Strategy Ecosystem & Business Model 7 Levers of change to succeed in today’s digital era
12 Digital Transformation Competencies 3 Digital Fundamentals Digital Infrastructure Application Delivery Product Management Work Management Operations Management Coordination &Process Investment & Portfolio Organization &Culture Governance, Risk, Security & Compliance Information Management Architecture Competency Company Size Founder < $1m 1 – 3 employees Team > $1m 8 – 12 employees Team of Teams > $10m 40 – 70 employees Enduring Enterprise > $50m 350 – 500 employees
Context I: Individual / Founder • Bare minimum requirements of delivering digital value. • Quick & tactical approach. • No process. • No politics. 4
1- Digital Fundamentals • Focus on the digital value that is delivered to customer/consumers. • Discuss well known approaches for understanding product context: • Traditional business case model. • Business Model Canvas. • Lean startup. • Understanding the digital product lifecycle. • Emphasize on the role of DevOps in speeding up the flow of value in the product Lifecyle. 5
2- Digital Infrastructure • Focus on understanding the overall capabilities of digital infrastructure and initial concerns for its effective, efficient, and secure operation. • Understanding of 3 major aspects (Compute, Storage, & Network). • Virtualization and containerization and their benefits. • Cloud computing different models (SaaS, PaaS, IaaS). • Configuration management (Infrastructure as a code, version control, …) • Securing infrastructure & applications (Zoning, Authentication, Encryption, …). 6
3- Application Delivery • Focus on application development activities. • Understanding of the stages of application development. • The failure of Waterfall development approach and recommending Agile as a better approach. • CI/CD pipeline / steps. • Test-Driven development & addressing technical debt. • Benefits of cloud native development. 7
Context II: Team • Product met some success, you need to do more work so you hire few more people forming a team having single mission & cohesive identity. • Not much overhead. • Informal communication is the base, but work increased that needs more organized approach. • Founder started to get busy, so needs a dedicated person as a product owner to handle product development. 8
4- Product Management • Sharing same vision across the whole team including new joiners. • The need for consistent approach to discover, define, design, communicate, and execute a product vision. • Process vs Project vs Product. • Productization as Strategy (Amazon as example). • Promoting strategy driven by empirical and hypothesis approach rather than HiPPO. • Scrum. • Product planning. 9
5- Work Management • Fundamental issue: “How work is tracked?” (What, Who, When, Order, …) • Definition of done. • Work management & Lean concepts: • Queues & Multi-tasking. • Cost of delay (Android, Kindle examples). • Reducing work in process. • Limiting the batch size. • Feedback (Reinforcing/Balancing). • DevOps consensus (Relation between change size, its success, & IT Service availability). 10
6- Operations Management • Focus on running the business. • Concept of SLA. • Environment pipeline (Dev, QA, integration, production). • Different types of monitoring (Simple, User experience, Extended, Specialized, Aggregated). • Capacity & performance management. • Operational response and popular processes. • Site Reliability Engineering. • CAP (Consistency, Availability, Partition-tolerance). • AKF scaling cube (Functionality, horizontal duplication, data partitioning). 11
Context III: Team of Teams • One team can’t cope with increasing complexity and operational demand. • You might have multiple products that you need to manage the interdependency. • Specialization is increasing, tendency of specialists to work in their field rather than the needs of the customer. • Teams needs some level of coordination & sometimes tension arise between teams. • Desire from Stakeholders for control and predictability. • Resources are limited and always in contention. • New experienced joiners expect the company have projects and processes to get the work done. • Advisors and consultants suggest various frameworks for managing the organization. • Main challenge is the coordination problem. 12
7- Coordination and Process • As long as there are dependency, this require coordination. Work without dependency can scale nicely. • Broader goals must be achieved while multiple teams should act jointly. • Consider 3 delivery model 3Ps (Product, Project, Process) along with Program management. • Understanding dependency taxonomy (Knowledge, Task, Resource). • Understanding coordination taxonomy (Structure, Synchronization, Boundary spanning). • Decision rights (RACI). 13
8- Investment and Portfolio • The organization requires strategy for choosing among options & planning in terms of costs and benefits. • Multiple teams are contending for investment. • Vendor relationships continue to expand. • Historical IT financial practices vs next generation IT finance. • Digital sourcing (People, HW, SW, Services) and contracts. • New products & larger scale planning. 14
9- Organization and Culture • Tension between functional depth versus product delivery. • Classic IT organization vs new IT organization forms. • How organization is structured, & teams are grouped? • What is the approach of bringing new people to the organization? • Industry framework (CMMI, ITIL, PMBoK, COBIT, TOGAF). 15
Context IV: Enduring Enterprise • Large scale organization with complex IT based operations, annual budget hundreds of millions. • Main issue is how to operate in this scale and remain Agile. • Scaling up in size also means scaling out in terms of timeframes. 16
10- Governance, Risk, Security, and Compliance • What are laws and regulations that are relevant to IT? • Audits are required. • Security threats increase proportionally to company size. • Clear definition of Governance vs Management. • Assurance and audit. • Security Taxonomy (Threat agent, Threat, Vulnerability, Risk, Asset, Exposure and Safeguard). 17
11- Information Management • Data in general, how to manage it? Wherever & Whatever it is. • Hierarchy of data, information, knowledge. • Enterprise Information Management, and Data Management Association (DAMA). • Data modeling (Conceptual, Logical, Physical). • Reference Data Management. • Analytics (DWH, Business Intelligence). • Agile Information Management. 18
12- Architecture • With scale, management needs decisions to be made across digital operation & increased complexity. • Tight alignment between enterprise architecture and IT portfolio management is a must. • Defining the relation between enterprise architecture and the operating model (Strategy, Portfolio, and operation / infrastructure). • The value of enterprise architecture to the organization. • Architecture and relation with Governance. • Architecture as a management program. • Architecture repository (Catalogs, diagrams, matrices). • The Agile critique of architecture. 19
References • DPBoK standard. 20
Thanks 21

More Related Content

DPBoK Foundation Certification Introduction

  • 1. DPBoK Foundation A certification linking the dots of Digital Transformation 1
  • 2. Introduction to DPBoK Standard 2 Business process transformation Customer Engagement & experience Product & Service digitization IT & delivery transformation Organizational culture Strategy Ecosystem & Business Model 7 Levers of change to succeed in today’s digital era
  • 3. 12 Digital Transformation Competencies 3 Digital Fundamentals Digital Infrastructure Application Delivery Product Management Work Management Operations Management Coordination &Process Investment & Portfolio Organization &Culture Governance, Risk, Security & Compliance Information Management Architecture Competency Company Size Founder < $1m 1 – 3 employees Team > $1m 8 – 12 employees Team of Teams > $10m 40 – 70 employees Enduring Enterprise > $50m 350 – 500 employees
  • 4. Context I: Individual / Founder • Bare minimum requirements of delivering digital value. • Quick & tactical approach. • No process. • No politics. 4
  • 5. 1- Digital Fundamentals • Focus on the digital value that is delivered to customer/consumers. • Discuss well known approaches for understanding product context: • Traditional business case model. • Business Model Canvas. • Lean startup. • Understanding the digital product lifecycle. • Emphasize on the role of DevOps in speeding up the flow of value in the product Lifecyle. 5
  • 6. 2- Digital Infrastructure • Focus on understanding the overall capabilities of digital infrastructure and initial concerns for its effective, efficient, and secure operation. • Understanding of 3 major aspects (Compute, Storage, & Network). • Virtualization and containerization and their benefits. • Cloud computing different models (SaaS, PaaS, IaaS). • Configuration management (Infrastructure as a code, version control, …) • Securing infrastructure & applications (Zoning, Authentication, Encryption, …). 6
  • 7. 3- Application Delivery • Focus on application development activities. • Understanding of the stages of application development. • The failure of Waterfall development approach and recommending Agile as a better approach. • CI/CD pipeline / steps. • Test-Driven development & addressing technical debt. • Benefits of cloud native development. 7
  • 8. Context II: Team • Product met some success, you need to do more work so you hire few more people forming a team having single mission & cohesive identity. • Not much overhead. • Informal communication is the base, but work increased that needs more organized approach. • Founder started to get busy, so needs a dedicated person as a product owner to handle product development. 8
  • 9. 4- Product Management • Sharing same vision across the whole team including new joiners. • The need for consistent approach to discover, define, design, communicate, and execute a product vision. • Process vs Project vs Product. • Productization as Strategy (Amazon as example). • Promoting strategy driven by empirical and hypothesis approach rather than HiPPO. • Scrum. • Product planning. 9
  • 10. 5- Work Management • Fundamental issue: “How work is tracked?” (What, Who, When, Order, …) • Definition of done. • Work management & Lean concepts: • Queues & Multi-tasking. • Cost of delay (Android, Kindle examples). • Reducing work in process. • Limiting the batch size. • Feedback (Reinforcing/Balancing). • DevOps consensus (Relation between change size, its success, & IT Service availability). 10
  • 11. 6- Operations Management • Focus on running the business. • Concept of SLA. • Environment pipeline (Dev, QA, integration, production). • Different types of monitoring (Simple, User experience, Extended, Specialized, Aggregated). • Capacity & performance management. • Operational response and popular processes. • Site Reliability Engineering. • CAP (Consistency, Availability, Partition-tolerance). • AKF scaling cube (Functionality, horizontal duplication, data partitioning). 11
  • 12. Context III: Team of Teams • One team can’t cope with increasing complexity and operational demand. • You might have multiple products that you need to manage the interdependency. • Specialization is increasing, tendency of specialists to work in their field rather than the needs of the customer. • Teams needs some level of coordination & sometimes tension arise between teams. • Desire from Stakeholders for control and predictability. • Resources are limited and always in contention. • New experienced joiners expect the company have projects and processes to get the work done. • Advisors and consultants suggest various frameworks for managing the organization. • Main challenge is the coordination problem. 12
  • 13. 7- Coordination and Process • As long as there are dependency, this require coordination. Work without dependency can scale nicely. • Broader goals must be achieved while multiple teams should act jointly. • Consider 3 delivery model 3Ps (Product, Project, Process) along with Program management. • Understanding dependency taxonomy (Knowledge, Task, Resource). • Understanding coordination taxonomy (Structure, Synchronization, Boundary spanning). • Decision rights (RACI). 13
  • 14. 8- Investment and Portfolio • The organization requires strategy for choosing among options & planning in terms of costs and benefits. • Multiple teams are contending for investment. • Vendor relationships continue to expand. • Historical IT financial practices vs next generation IT finance. • Digital sourcing (People, HW, SW, Services) and contracts. • New products & larger scale planning. 14
  • 15. 9- Organization and Culture • Tension between functional depth versus product delivery. • Classic IT organization vs new IT organization forms. • How organization is structured, & teams are grouped? • What is the approach of bringing new people to the organization? • Industry framework (CMMI, ITIL, PMBoK, COBIT, TOGAF). 15
  • 16. Context IV: Enduring Enterprise • Large scale organization with complex IT based operations, annual budget hundreds of millions. • Main issue is how to operate in this scale and remain Agile. • Scaling up in size also means scaling out in terms of timeframes. 16
  • 17. 10- Governance, Risk, Security, and Compliance • What are laws and regulations that are relevant to IT? • Audits are required. • Security threats increase proportionally to company size. • Clear definition of Governance vs Management. • Assurance and audit. • Security Taxonomy (Threat agent, Threat, Vulnerability, Risk, Asset, Exposure and Safeguard). 17
  • 18. 11- Information Management • Data in general, how to manage it? Wherever & Whatever it is. • Hierarchy of data, information, knowledge. • Enterprise Information Management, and Data Management Association (DAMA). • Data modeling (Conceptual, Logical, Physical). • Reference Data Management. • Analytics (DWH, Business Intelligence). • Agile Information Management. 18
  • 19. 12- Architecture • With scale, management needs decisions to be made across digital operation & increased complexity. • Tight alignment between enterprise architecture and IT portfolio management is a must. • Defining the relation between enterprise architecture and the operating model (Strategy, Portfolio, and operation / infrastructure). • The value of enterprise architecture to the organization. • Architecture and relation with Governance. • Architecture as a management program. • Architecture repository (Catalogs, diagrams, matrices). • The Agile critique of architecture. 19