Digital Practitioner Body of Knowledge Standard

Table of Contents
Digital Practitioner Body of Knowledge™ Standard
	Preface
		The Open Group
		This Document
		Background and Intended Value of this Work
		Sources of Material
		Relationship to Prior Publications
		Curation Approach
			Relationship of this Document to Other Bodies of Knowledge
			Interpretive Aspects
			Evidence of Notability
	Trademarks
	Acknowledgments
	Referenced Documents
		Normative References
		Informative References
	Chapter 1. Introduction
		1.1. Objective
		1.2. Overview
		1.3. Conformance
		1.4. Terminology
		1.5. Future Directions
	Chapter 2. Definitions
	Chapter 3. Digital Transformation
		3.1. Example Scenario
		3.2. Digital Transformation as Strategy
		3.3. What is Digital?
		3.4. Seven Levers of Change
	Chapter 4. Principles of the DPBoK Standard
		4.1. Guiding Concepts
		4.2. Comprehensiveness
		4.3. Currency
		4.4. Capability-Based
		4.5. Verifiability
		4.6. Fine-Grained and Clinical Terminology
		4.7. Compatibility with Other Frameworks
		4.8. Compatibility with Agile Principles
		4.9. Compatibility with Enterprise Architecture
		4.10. A Learning Artifact
		4.11. Developed as a Digital Product
		4.12. Competency-Based Content
		4.13. Scaling Model as Learning Progression
	Chapter 5. Structure of the Body of Knowledge
		5.1. Models for Learning Progression
		5.2. Four Contexts
		5.3. Context Summaries
	Chapter 6. The Body of Knowledge
		6.1. Context I: Individual/Founder
			6.1.1. Digital Fundamentals
				6.1.1.1. Digital Context
				6.1.1.2. Digital Value Methods
				6.1.1.3. The Digital Stack
				6.1.1.4. The Digital Lifecycle
			6.1.2. Digital Infrastructure
				6.1.2.1. Computing and Information Principles
				6.1.2.2. Virtualization
				6.1.2.3. Cloud Services
				6.1.2.4. Configuration Management and Infrastructure as Code
				6.1.2.5. Securing Infrastructure
			6.1.3. Application Delivery
				6.1.3.1. Application Basics
				6.1.3.2. Agile Software Development
				6.1.3.3. DevOps Technical Practices
				6.1.3.4. APIs, Microservices, and Cloud-Native
				6.1.3.5. Securing Applications and Digital Products
			6.1.4. Context I Conclusion
				6.1.4.1. Architectural View
		6.2. Context II: Team
			6.2.1. Product Management
				6.2.1.1. Product Management Basics
				6.2.1.2. Product Discovery
				6.2.1.3. Product Design
				6.2.1.4. Scrum and Other Product Team Practices
				6.2.1.5. Product Planning
			6.2.2. Work Management
				6.2.2.1. Work Management and Lean
				6.2.2.2. Lean Product Development
				6.2.2.3. Work Management Capabilities and Approaches
				6.2.2.4. Towards Process Management
				6.2.2.5. Systems Thinking and Feedback
			6.2.3. Operations Management
				6.2.3.1. Defining Operations Management
				6.2.3.2. Monitoring and Telemetry
				6.2.3.3. Operational Response
				6.2.3.4. Operations-Driven Product Demand
			6.2.4. Context II Conclusion
				6.2.4.1. Context II Architectural View
		6.3. Context III: Team of Teams
			6.3.1. Coordination and Process
				6.3.1.1. Coordination Principles and Techniques
				6.3.1.2. Coordination, Execution, and the Delivery Models
				6.3.1.3. Process Management
				6.3.1.4. Process Control and Continuous Improvement
			6.3.2. Investment and Portfolio
				6.3.2.1. Financial Management of Digital and IT
				6.3.2.2. Digital Sourcing and Contracts
				6.3.2.3. Portfolio Management
				6.3.2.4. The Digital Product or Service Catalog
				6.3.2.5. Project Management
			6.3.3. Organization and Culture
				6.3.3.1. Structuring the Organization: Product and Function
				6.3.3.2. IT Human Resources Management
				6.3.3.3. Why Culture Matters
				6.3.3.4. Industry Frameworks
			6.3.4. Context III Conclusion
				6.3.4.1. Context III Architectural View
		6.4. Context IV: Enduring Enterprise
			6.4.1. Governance, Risk, Security, and Compliance
				6.4.1.1. Governance
				6.4.1.2. Implementing Governance
				6.4.1.3. Risk and Compliance Management
				6.4.1.4. Assurance and Audit
				6.4.1.5. Security
				6.4.1.6. Digital Governance
			6.4.2. Information Management
				6.4.2.1. Information and Value
				6.4.2.2. Enterprise Information Management
				6.4.2.3. Analytics
				6.4.2.4. Agile Information Management
				6.4.2.5. Information Management Topics
			6.4.3. Architecture
				6.4.3.1. Why Architecture?
				6.4.3.2. Architecture Practices
				6.4.3.3. Architecture Domains
				6.4.3.4. Agile and Architecture
				6.4.3.5. Architecture, Digital Strategy, and Portfolio
			6.4.4. Context IV and DPBoK Conclusion
				6.4.4.1. Context IV Architectural View
	Appendices
		Appendix A: Abbreviations
	Index