Course Description
The Designing and Implementing a Server 2012 Infrastructure (20413) is a 5-day instructor-led course that provides you with the skills and knowledge needed to plan, design, and deploy a physical and logical Windows Server 2012 Active Directory Domain Services (AD DS) infrastructure. The course also provides the skills to perform name resolution, application integration, optimization of automate remediation and maintenance of network services.
ObjectivesLesson objectives help you become comfortable with the course, and also provide a means to evaluate learning. Upon successful completion of the Designing and Implementing a Server 2012 Infrastructure (20413) training course, you will be able to:
• Implement server upgrade and migration.
• Design an automated server installation strategy.
• Plan and implement a server deployment infrastructure.
• Plan and implement file and storage services.
• Design and implement a Dynamic Host Configuration Protocol (DHCP) solution.
• Design a name resolution solution strategy.
• Design and manage an IP address management solution.
• Design a VPN and DirectAccess solution.
• Implement a scalable remote access solution.
• Design a network protection solution.
• Implement a network protection solution.
• Design a forest and domain infrastructure.
• Implement a forest and domain infrastructure.
• Design an Active Directory permission model and sites topology
• Design a domain controller strategy.
• Design and implement a branch office infrastructure.
Agenda
SYSTEM/SOFTWARE QUALITY AND QUALITY ASSURANCE Exercise: What is quality, quality assurance Quality in the project manager’s triangle Quality is free, cost of poor quality What we, others mean by quality Need for positive common quality definition Quality factors and quality dimensions Engineered Deliverable Quality Quality assurance vs. quality control SQA in IEEE Stds. 12207 and 730 Proactive SQA changes in IEEE Std. 730 Not just ‘traffic cop’ compliance
SYSTEM/SOFTWARE PROCESSES REAL vs. Presumed processes, silos Exercise: Your software process Defect injection, detection, ejection metrics Economics of quality problems in life cycle Making the business case for SQA Life cycle concepts, waterfall vs. iterative Process capability, variation, improvement Project, process, product measures Direct and indirect process evaluation SEI Process Capability Maturity Models
QUALITY ASSURANCE CONCEPTS Exercise: Why SQA groups so often fail SQA groups’ changes over time Common SQA interpretations, issues Quality control (QC) testing ‘QA Test’ Document and procedure compliance ‘QA Reviews’ and toll gates Standards and procedures manuals Staffing and organizational influence Reasons for resistance to SQA SQA needs broader view of quality Proactive SQA™ for effectiveness Assuring processes vs. doing it all 6 functions of effective software QA QA Plans, quality reviews of deliverables Exercise: Managing SQA tasks, resources Engineering standards, conventions Quality controls at all key points Project control Configuration management, checkpoints Recordkeeping and auditing Metrics and analysis for improvement Exercise: Key product and process metrics Promoting awareness and recognition
ACTIVE STATIC TESTING Role of requirements in producing quality Exercise: ‘Established Requirements’ issues Exercise: Reviewing Requirements Unrecognized weaknesses of “Regular Way” Why review of requirements fails Formal technical reviews, procedures Review approaches, formality Often overlooked walkthrough limitations Why reviews so economically find defects Foundation technique, topic guidelines Evaluating requirements form, testability REAL, business vs. system requirements Finding overlooked, incorrect requirements Reviewing design suitability and content Four powerful design review CAT-Scans Exercise: Reviews and Software Process
QA HOW TESTING CAN CUT EFFORT & TIME Testing for correctness vs. testing for errors Developer views of testing Reactive testing—out of time, but not tests Proactive Testing Life Cycle model CAT-Scan Approach to find more errors Dynamic, passive and active static testing V-model and objectives of each test level Developer vs. independent test group testing Strategy—create fewer errors, catch more Four keys to effective testing Need for testing sampling Written vs. not written benefits and issues Test activities that save the developer’s time The “we don’t have time” fallacy
TEST PLANNING VALUE NOT BUSYWORK Risk elements, relation to testing Proactive vs. reactive risk analysis IEEE Standard for Test Documentation Benefits of the structure Enabling manageability, reuse, selectivity Test plans vs. test designs, cases, procedures Exercise: Anticipating showstoppers Risk-based way to define test units Letting testing drive development Preventing major cause of overruns Master Test Plan counterpart to project plan Approach, use of automated tools Entry/exit criteria, anticipating change
DETAILED TEST PLANNING IEEE Standard on Unit Testing Functional (Black Box) testing strategy 3-level top-down test planning and design Exercise: Functionality matrix Detailed Test Plan technical document White box structural testing coverage Use cases, revealing overlooked conditions Exercise: Defining use case test coverage
INTEGRATION/SYSTEM TEST PLANNING Graphical technique to simplify integrations Integration test plans prevent schedule slips Smoke tests; system and special testing Daily, top- and bottom-down builds strategy
DESIGNING AND WRITING TEST CASES Exercise: Your challenges and issues Exercise: Disciplined brainstorming Checklists find more overlooked conditions Data formats, data and process models Business rules, decision tables and trees Equivalence classes and boundary values Formal, informal Test Design Specifications Leveraging reusable test designs Test Case Specifications vs. test data values Writing test cases, script/matrix Embedding keystroke-level procedural detail Exploratory testing applied most effectively
MEASURING AND MANAGING TESTING Estimating Defect isolation Defect reporting, categories and analysis Defect reports that prompt suitable action Exercise: Measures for managing testing Common measures of test status, issues Exercise: Test status report audiences Projecting when software is good enough Exercise: Measuring testing effectiveness Exercise: Post-Implementation Review
Comments
Office Policy: In fairness to all participants, anyone arriving more than 30 minutes late will be rescheduled for another class date.
Cancellation Policy: No Shows: If you are registered for a class and do not attend and fail to contact our office to cancel or reschedule, a fee equivalent to your daily rate will be applied.
Rescheduling: Productivity Point reserves the right to cancel or reschedule any training course.Should we reschedule a course, a full credit will be applied to the rescheduled course. Productivity Point cannot assume responsibility for any other costs to the student (i.e.non-refundable airline tickets). Class credits are redeemable for up to 1 years.
Cancellations: There is no charge for cancellations that are made Ten (10) or more business days prior to the scheduled training date. Cancellations that are made nine (9) business days or less of the scheduled training date are considered “late cancellations” and the full price of the class will be charged.All training cancelled within 10 or more business days' notice will have a credit on account in the full amount of purchase. This credit can be applied to any Productivity Point products or services for up to 1 year from the date of original transaction. There are no refunds.