Charles Betz

IT management is strongly influenced by the major process frameworks ITIL®, COBIT®, and CMMI®. 1 However, these frameworks are inconsistent with important tenets of Business Process Management thinking. Examples of this inconsistency are provided, including an analysis of ITIL®’s Value Network advocacy. Implications and consequences and an alternate approach are discussed.

Digital transformation requires new approaches to curricula and instruction. New delivery approaches such as Agile development, Lean Product Management, Site Reliability Engineering, DevOps, and related trends require an updated educational response. A survey of educational and business professionals on workforce needs related to Agile, DevOps, and other topics inform this report, which identifies five competency areas IT, IS, and computing educators should consider in designing next-generation curricula:
-  Dynamic infrastructure and operations
-  Continuous delivery
- Product management
- Resource and execution management
- Organization and culture
These areas are elaborated with definitions, categories, competencies, and sample learning objectives, with references. Recommendations for adapting existing courses and practical guidance on developing digital labs and simulations are also included.

IT management is strongly influenced by the major process frameworks ITIL®, COBIT®, and CMMI®. 1 However, these frameworks are inconsistent with important tenets of Business Process Management thinking. Examples of this inconsistency are provided, including an analysis of ITIL®'s Value Network advocacy. Implications and consequences and an alternate approach are discussed.

... Architecture and Patterns for IT Service Management, Resource Planning, and Governance Making Shoes for the Cobbler's Children Charles T ... Chain: A Process Foundation 35 2.1 Frameworks, Frameworks Everywhere 36 2.2 A Value Chain Framework 42 2.3 ...

NOTE: Direct work on this has ceased. See https://www.academia.edu/29807815/Renewing_the_IT_Curriculum_Responding_to_Agile_DevOps_and_Digital_Transformation....

The use and importance of information technology is accelerating throughout the economy, a movement known as " digital transformation. " New delivery techniques are emerging, oriented around a core of Agile software development. Agile as a movement has extended its reach into product management, operations, IT infrastructure, and many other aspects of management information systems, notably in the recent movement termed " DevOps. " Older practices such as waterfall software development, project management, and IT process frameworks are falling into disfavor. Workforce requirements are shifting, and there is a need for an updated educational response more consistent with digital trends. A new learning progression based on a " scaling " narrative is proposed as a basis for reference curricula.

NOTE: Book is published by The Open Group Press, freely available on line at http://pubs.opengroup.org/opengrouppress/managing-digital/. PDF can be downloaded from https://publications.opengroup.org/g183. The book is also the basis for a forthcoming (Q4 2019) standard, The Digital Practitioner Body of Knowledge (DPBoK). These publications are developed using a collaborative, git-based approach. An open source governance process is under development with the sponsorship of The Open Group. Contact the author.

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The first general survey of IT management written from an Agile and Lean IT perspective. Suitable for an MIS or IT introductory course. Covers Cloud-native and DevOps practices and their implications for higher-order IT management concerns (operations, portfolio, process management, governance, architecture, etc). Based on a unique "emergence model," a thought experiment taking the student through individual human/computer interaction, to small team, to "team of teams," to enterprise.

This document is the Digital Practitioner Body of Knowledge™ Standard, a standard of The Open Group, also known as the DPBoK™ Standard. It has been developed by The Open Group Digital Practitioners Work Group (DPWG).

This document is intended to assist individuals and organizations who wish to create and manage product offerings with an increasing digital component, or lead their organization through Digital Transformation. It provides guidance for the Digital Practitioner, whether based in a traditional "IT" organization, manufacturing unit, sales, customer support, or embedded in a cutting-edge integrated product team.

The high-level structure of the document is as follows:

Chapter 1, Introduction includes the objectives and overview, conformance requirements, and terminology definitions
Chapter 2, Definitions includes the terms and definitions for this document
Chapter 3, Digital Transformation describes the key concept of Digital Transformation
Chapter 4, Principles of the DPBoK Standard describes the principles by which the document will evolve and be maintained, and how Digital Practitioner competencies will be defined
Chapter 5, Structure of the Body of Knowledge describes how the Body of Knowledge is structured
Chapter 6, The Body of Knowledge contains the Body of Knowledge, divided into four stages, called Contexts, which correspond to the stages of evolution of a digital practice (see below)
Appendices contains the list of abbreviations used in this document
The stages are explained in Chapter 6 in the section on Context Summaries, and are summarized as follows:

Context I: Individual/Founder
Foundational drivers of, and technical capabilities for, delivering digital value
Context II: Team
The critical product management, collaboration, and operational skills necessary for producing digital value
Context III: Team of Teams
Key capabilities for partitioning investments and ensuring coherence, alignment, and joint execution across multiple teams
Context IV: Enduring Enterprise
Steering, managing risk, and assuring performance at scale and over increasing time horizons and increasingly complex ecosystems