SlideShare a Scribd company logo
1 of 37
Download to read offline
International
Consortium for Agile

THE INTERNATIONAL CONSORTIUM FOR AGILE (ICAGILE) ACCREDITS TRAINING ORGANIZATIONS,
CORPORATIONS, ACADEMIC INSTITUTES AND GOVERNMENT ENTITIES, THEREBY PROVIDING THEIR
MEMBERS WITH OVER 20 KNOWLEDGE-BASED AND COMPETENCY-BASED CERTIFICATIONS TO PURSUE,
BASED ON THE ICAGILE LEARNING ROADMAP CREATED BY EXPERTS FROM AROUND THE WORLD.	
  
15	
  	
  
	
  

years	
  of	
  experience	
  in	
  so@ware	
  
development,	
  management	
  and	
  
delivery	
  

Co-­‐founded	
  

Co-­‐authored	
  

YEARS	
  

Ph.D.	
  in	
  	
  Agile	
  	
  
Transforma;on	
  and	
  	
  
Agility	
  Assessment	
  

on	
  the	
  PMI-­‐ACP	
  	
  
Steering	
  commi3ee	
  

Consulted,	
  trained	
  or	
  coached	
  with	
  	
  
people	
  and	
  teams	
  from	
  …	
  

Program	
  Chair	
  
Agile is a Mindset …
Your	
  mindset	
  is	
  the	
  
established	
  set	
  of	
  
a8tudes	
  and	
  habits	
  
you	
  have	
  about	
  how	
  
to	
  succeed	
  at	
  ge8ng	
  
work	
  done.	
  	
  
Agile	
  is	
  a	
  mindset	
  
[that	
  in	
  the	
  soBware	
  world	
  is]	
  

Established	
  through	
  4	
  values	
  
Grounded	
  by	
  12	
  principles,	
  &	
  
Manifested	
  through	
  many	
  
many	
  different	
  pracKces	
  	
  
A	
  mindset	
  is	
  the	
  established	
  set	
  of	
  
a8tudes	
  held	
  by	
  someone	
  
	
  
• Welcome Change	


•  Failing Early	

•  Build and Feedback loops 	

•  Continuous Delivery 	

• Value-Driven Development 	

•  Small value-add slices	

•  Learn through Discovery	

•  Continuous Improvement
Agile	
  is	
  a	
  mindset	
  
[that	
  in	
  the	
  soBware	
  world	
  is]	
  

Established	
  through	
  4	
  values	
  
Grounded	
  by	
  12	
  principles,	
  &	
  
Manifested	
  through	
  many	
  
many	
  different	
  pracKces	
  	
  

A	
  Value	
  is	
  an	
  established	
  ideal	
  that	
  the	
  
members	
  of	
  a	
  given	
  society	
  regard	
  as	
  
desirable	
  
Individuals	
  and	
  interacKons	
  over	
  processes	
  and	
  tools	
  	
  
Working	
  soBware	
  over	
  comprehensive	
  documentaKon	
  	
  	
  
Customer	
  collaboraKon	
  over	
  contract	
  negoKaKon	
  	
  	
  
Responding	
  to	
  change	
  over	
  following	
  a	
  plan	
  	
  
	
  
Agile	
  is	
  a	
  mindset	
  
[that	
  in	
  the	
  soBware	
  world	
  is]	
  

Established	
  through	
  4	
  values	
  
Grounded	
  by	
  12	
  principles,	
  &	
  
Manifested	
  through	
  many	
  
many	
  different	
  pracKces	
  	
  
1. 

Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software. 	


2. 

Welcome changing requirements, even late in development. Agile processes harness change
for the customer's competitive advantage. 	


3. 

Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale. 	


4. 

Business people and developers must work together daily throughout the project. 	


5. 

Build projects around motivated individuals. Give them the environment and support they
need, and trust them to get the job done. 	


6. 

The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation. 	


7. 

Working software is the primary measure of progress. 	


8. 

Agile processes promote sustainable development. The sponsors, developers, and users
should be able to maintain a constant pace indefinitely. 	


9. 

Continuous attention to technical excellence and good design enhances agility. 	


10. 

Simplicity--the art of maximizing the amount of work not done--is essential.	


11. 

The best architectures, requirements, and designs emerge from self-organizing teams. 	


12. 

At regular intervals, the team reflects on how to become more effective, then tunes and
adjusts its behavior accordingly.
Agile	
  is	
  a	
  mindset	
  
[that	
  in	
  the	
  soBware	
  world	
  is]	
  

Established	
  through	
  4	
  values	
  
Grounded	
  by	
  12	
  principles,	
  &	
  
Manifested	
  through	
  many	
  
many	
  different	
  pracKces	
  	
  
Product	
  visioning	
  
Project	
  chartering	
  
Affinity	
  (relaKve)	
  esKmaKon	
  	
  
Size-­‐based	
  (point)	
  esKmaKon	
  
Planning	
  poker	
  
Group	
  esKmaKon	
  
Value-­‐based	
  documentaKon	
  
PrioriKzed	
  product	
  backlog	
  
User	
  stories	
  
Progressive	
  elaboraKon	
  
Personas	
  
Story	
  maps	
  /	
  MMF	
  
Story	
  slicing	
  
Acceptance	
  tests	
  as	
  requirements	
  
Short	
  iteraKons	
  
WIP	
  Limits	
  	
  
Early	
  and	
  frequent	
  releases	
  
Roadmapping	
  
Velocity-­‐based	
  planning	
  and	
  commitment	
  
IteraKon	
  planning	
  /	
  IteraKon	
  backlog	
  
Release	
  planning	
  /	
  Release	
  backlog	
  
Time	
  boxed	
  iteraKons	
  
AdapKve	
  (mulK-­‐level)	
  planning	
  	
  
Risk	
  backlog	
  
Team	
  structure	
  of	
  VT	
  /	
  DT	
  
Pull-­‐based	
  systems	
  
Slack	
  
Sustainable	
  pace	
  
	
  

Frequent	
  face-­‐to-­‐face	
  
Team	
  chartering	
  
Cross-­‐silo	
  collaboraKve	
  teams	
  
Self-­‐organizing	
  teams	
  
Cross-­‐funcKonal	
  teams	
  	
  
Servant	
  leadership	
  
Task	
  volunteering	
  
Generalizing	
  specialist	
  
	
  Tracking	
  progress	
  via	
  velocity	
  
Burn-­‐up/burn-­‐down	
  charts	
  
Refactoring	
  
Automated	
  unit	
  tests	
  
Coding	
  standards	
  
Incremental/evoluKonary	
  design	
  
Automated	
  builds	
  
Ten-­‐minute	
  build	
  
Monitoring	
  technical	
  debt	
  
Version	
  control	
  
ConfiguraKon	
  management	
  
Test	
  driven	
  development	
  
Pair	
  programming	
  
Spike	
  soluKons	
  
ConKnuous	
  integraKon	
  
Incremental	
  deployment	
  
Simple	
  design
	
  	
  	
  
End-­‐of-­‐iteraKon	
  hands-­‐on	
  UAT	
  
Automated	
  funcKonal	
  tests	
  
Automated	
  developer	
  tests	
  (unit	
  tests)	
  
Exploratory	
  tesKng	
  
SoBware	
  metrics	
  
	
  	
  	
  	
  
Scrum	
  
eXtreme	
  Programming	
  

Your	
  own	
  Agile	
  process	
  

Agile	
  is	
  a	
  mindset	
  
[that	
  in	
  the	
  soBware	
  world	
  is]	
  

Established	
  through	
  4	
  values	
  
Grounded	
  by	
  12	
  principles,	
  &	
  
Manifested	
  through	
  many	
  
many	
  different	
  pracKces	
  	
  
Scrum	
  
eXtreme	
  Programming	
  

Your	
  own	
  Agile	
  process	
  

Agile	
  is	
  a	
  mindset	
  
[that	
  in	
  the	
  soBware	
  world	
  is]	
  

Established	
  through	
  4	
  values	
  
Grounded	
  by	
  12	
  principles,	
  &	
  
Manifested	
  through	
  many	
  
many	
  different	
  pracKces	
  	
  
Agile	
  as	
  a	
  Process	
  and	
  PracKces	
  
Doing	
  Agile	
  

Learning	
  the	
  pracKces	
  and	
  applying	
  
them	
  without	
  know	
  the	
  mindset	
  and	
  
principles	
  to	
  know	
  when	
  to	
  tailor	
  and	
  
how	
  to	
  select	
  the	
  appropriate	
  pracKces	
  

	
  

Being	
  Agile	
  

Internalizing	
  the	
  Mindset,	
  values,	
  and	
  
principles	
  then	
  applying	
  the	
  right	
  
pracKces	
  and	
  tailoring	
  them	
  to	
  
different	
  situaKons	
  as	
  they	
  arise	
  

	
  

Agile	
  as	
  a	
  Mindset	
  and	
  Culture	
  
Coaching	
  and	
  
FacilitaKon	
  

Learning	
  	
  
ObjecKves	
  

The Agile Mindset to Disciplines
inside Software Development

Leadership	
  

Learning	
  	
  
ObjecKves	
  

Value	
  
Management	
  
and	
  BA	
  

Learning	
  	
  
ObjecKves	
  
Education verses Training

A view of the Doing of Agile vs the Being of Agile
9-­‐10	
  

10-­‐11	
  

11-­‐12	
  

12-­‐1	
  

1-­‐2	
  

2-­‐3	
  

3-­‐4	
  

4-­‐5	
  

Day	
  1	
  
Day	
  2	
  
Day	
  3	
  
Day	
  4	
  
Day	
  5	
  
Day	
  6	
  
Day	
  7	
  
Day	
  8	
  
Day	
  9	
  
Day	
  10	
  
Other	
  

IteraKon	
  Planning	
  
Stand-­‐up	
  
Demo	
  
RetrospecKve	
  
Release	
  Planning	
  
22%
Of people’s time is consumed by “doing agile
practices” – what about the rest?
1	
  

2	
  

3	
  

4	
  

5	
  

6	
  

7	
  

8	
  

9	
  

10	
  

11	
  

12	
  

13	
  

14	
  

15	
  

16	
  

17	
  

18	
  

19	
  

20	
  

21	
  

22	
  

23	
  

24	
  

25	
  

26	
  

27	
  

28	
  

29	
  

30	
  

31	
  

32	
  

33	
  

34	
  

35	
  

36	
  

37	
  

38	
  

39	
  

40	
  

41	
  

42	
  

43	
  

44	
  

45	
  

46	
  

47	
  

48	
  

49	
  

50	
  

51	
  

52	
  

53	
  

54	
  

55	
  

56	
  

57	
  

58	
  

59	
  

60	
  

61	
  

62	
  

63	
  

64	
  

65	
  

66	
  

67	
  

68	
  

69	
  

70	
  

71	
  

72	
  

73	
  

74	
  

75	
  

76	
  

77	
  

78	
  

79	
  

80	
  
ICAgile’s Roadmap

The Agile Mindset to Disciplines
inside Software Development
Enterprise Agility

Culture	
  
Why	
  

Ecosystem	
  
How	
  

Habits	
  
What	
  

Enterprise	
  Agile	
  is	
  a	
  culture	
  
based	
  on	
  the	
  values	
  and	
  
principles	
  of	
  Agile,	
  supported	
  
by	
  the	
  organiza1onal	
  
ecosystem	
  and	
  manifested	
  
through	
  personal	
  and	
  
organiza1onal	
  habits	
  (how	
  
work	
  really	
  gets	
  done	
  around	
  
here).	
  

An	
  OrganizaKonal	
  Ecosystem	
  consists	
  of	
  its:	
  
Leadership,	
  Strategy,	
  Structure,	
  Processes	
  and	
  People	
  
The Organizational Ecosystem

Leadership

Strategy

(Goals,)Measures)of)Success,)Rewards)
)

(Roles)and)Responsibili?es,)Decisions,)Organiza?on)
)

)
Process

(Value)Chain,)Policies,)Opera?ons,)Business)Processes)
)

People

(Values,)Beliefs,)A.tudes,)Norms,)Habits)
)

Culture'

'

Structure

re
ltu
Cu

Cu
ltu
re

'

(Style,)Values,)Habits)
)
When Agile is Just a Process
Unsustainable Agility

Leadership

Cu
ltu
re

'

(Style,)Values,)Habits)
)

Strategy

(Goals,)Measures)of)Success,)Rewards)
)

Cu
ltu
re

'

Structure

(Roles)and)Responsibili?es,)Decisions,)Organiza?on)
)

)

Change	
  

Process

(Value)Chain,)Policies,)Opera?ons,)Business)Processes)
)

People

(Values,)Beliefs,)A.tudes,)Norms,)Habits)
)

Culture'
Basic Elements of the Sustainable Agility
Human Elements	
  

Non-Human Elements	
  

Measurements	
  
Basic Elements of the Sustainable Agility
The Human Elements:	
  

A	
  common	
  educa;on	
  journey	
  (not	
  training)	
  to	
  change	
  how	
  people	
  
work	
  and	
  illustrate	
  how	
  to	
  live	
  the	
  Agile	
  Mindset	
  in	
  their	
  job	
  
Leadership	
  Coaching	
  (how	
  to	
  inspire	
  performance	
  not	
  mandate	
  it)	
  
Mentoring	
  and	
  Coaching	
  on	
  an	
  individual	
  and	
  team	
  level.	
  	
  

• 
• 
• 

Non-Human Elements:	
  

Designing	
  and	
  ImplemenKng	
  a	
  mulK-­‐stage	
  roadmap	
  to	
  agility	
  that	
  
changes	
  all	
  three	
  of	
  these	
  element	
  in	
  synergy	
  and	
  harmony	
  	
  
A	
  combinaKon	
  of	
  consulKng,	
  mentoring,	
  organizaKonal	
  coaching,	
  
business	
  process	
  re-­‐engineering	
  and	
  organizaKonal	
  change	
  
management	
  to	
  roll-­‐out	
  the	
  changes	
  across	
  the	
  organizaKon	
  	
  

• 
• 

Measurements:	
  
• 
• 
• 

Establishing	
  a	
  measurement	
  system	
  that	
  is	
  consistently	
  monitoring	
  the	
  
alignment	
  of	
  the	
  culture	
  	
  
Primary	
  measure	
  of	
  progress	
  is	
  the	
  mindset	
  shiB	
  and	
  the	
  
transformaKon	
  of	
  personal	
  and	
  organizaKonal	
  work	
  habits	
  
ReporKng	
  progress,	
  as	
  a	
  funcKon	
  of	
  culture	
  change	
  not	
  process	
  change,	
  
nor	
  structure	
  change.	
  	
  
Coaching	
  and	
  
FacilitaKon	
  

Learning	
  	
  
ObjecKves	
  

Create a Common
Educational Journey
Based on Agile and Agility
(not Scrum and Process)

Leadership	
  

Learning	
  	
  
ObjecKves	
  

Value	
  
Management	
  
and	
  BA	
  

Learning	
  	
  
ObjecKves	
  
ICAgile’s Roadmap

The Agile Mindset to Disciplines
inside Software Development
International
Consortium for Agile

	
  
Promote	
  sustainable	
  agility	
  by	
  providing	
  a	
  
complete	
  educaKonal	
  roadmap	
  designed	
  to	
  
introduce	
  everyone	
  in	
  an	
  organizaKon	
  to	
  a	
  
different	
  way	
  of	
  approaching	
  their	
  work	
  that	
  
is	
  appropriate	
  for	
  the	
  non-­‐linear	
  nature	
  of	
  
knowledge	
  work..	
  
22	
  
International
Consortium for Agile

1.  Defines what to learn by engaging agile experts to
create learning objectives for each discipline
2.  Ensure quality education by accrediting courses for
training organizations, corporations, academic
institutes and governments.
3.  Recognizing the education and motivating people to
deepen their knowledge and competency through 3
levels of certifications (Professional, Expert, Master)
23	
  
Defines what to learn by
engaging agile experts to
create learning objectives for
each discipline

Ahmed	
  Sidky	
  	
  
Alex	
  Kell	
  	
  
Alistair	
  Cockburn	
  	
  
Ben	
  Butler	
  	
  
Bob	
  Galen	
  	
  
Brian	
  Corrales	
  	
  
Chris	
  Turner	
  	
  
ChrisKan	
  Hargraves	
  	
  
Cindy	
  Shelton	
  	
  
Claire	
  Moss	
  	
  
Curt	
  Hibbs	
  	
  

Dan	
  Mezick	
  	
  
Dennis	
  Stevens	
  	
  
Derek	
  Huether	
  	
  
Elisabeth	
  Hendrickson	
  	
  
Eric	
  Jacobson	
  	
  
Erin	
  Beierwaltes	
  	
  
Gerard	
  Meszaros	
  	
  
Jeff	
  "Cheezy”	
  Morgan	
  	
  
Jeff	
  Nielsen	
  	
  
Jeffery	
  Payne	
  	
  
Jennifer	
  Stone	
  	
  

Jon	
  Stahl	
  	
  
Kevin	
  Steffensen	
  	
  
Larry	
  Cooper	
  	
  
Laurie	
  Reuben	
  	
  
Lyssa	
  Adkins	
  	
  
Marsha	
  Acker	
  	
  
Michael	
  "Doc"	
  Norton	
  	
  
Michael	
  Spayd	
  	
  
Michi	
  Tyson	
  	
  
Mike	
  Burrows	
  	
  
Mike	
  Griffiths	
  	
  

Olav	
  Maassen	
  	
  
Paul	
  Mahoney	
  	
  
Pete	
  Behrens	
  	
  
Randy	
  Rice	
  	
  
Richard	
  Turner	
  	
  
Sally	
  Elapa	
  	
  
Shane	
  HasKe	
  
Sharon	
  Robson	
  	
  
Venkat	
  Subramanian	
  
and	
  many	
  more	
  …	
  
The Learning Objectives
Learning Objectives for Every Track

>	
  60	
  

>	
  70	
  
>	
  65	
  

>	
  60	
  

>	
  60	
  

>	
  25	
  
>	
  30	
  	
  

>	
  25	
  

Over 400 Learning Objectives
How Many do you have ?
Ensure Quality Education by Accrediting Courses for
Training Organizations And Universities and Corporations

Over	
  25	
  AcKve	
  Members	
  of	
  the	
  ConsorKum	
  of	
  Internal	
  or	
  External	
  Accredited	
  Courses	
  
The Accreditation Process
ICAgile Accredits courses for training companies,
corporations and universities
Status towards
Expert Level

Selected
Learning
Tracks

Learning
Objective
Completed

Certifications
Completed

Progress
within
Tracks

Learning
Objective Not
Yet Completed
ICAgile’s Learning Roadmap
ICAgile’s Learning Roadmap

KEY	
  
Professional	
  Level	
  CerKficaKon	
  
CerKficaKon	
  for	
  Intent	
  to	
  learn	
  Agile	
  
ICAgile’s Learning Roadmap

KEY	
  
Expert	
  Level	
  CerKficaKons	
  	
  
CerKficaKon	
  for	
  demonstraKon	
  of	
  Competency	
  
Professional	
  Level	
  CerKficaKon	
  
CerKficaKon	
  for	
  Intent	
  to	
  learn	
  Agile	
  
ICAgile’s Learning Roadmap

KEY	
  
Master	
  Level	
  CerKficaKon	
  	
  
CerKficaKon	
  for	
  demonstraKon	
  of	
  Proficiency	
  	
  
Expert	
  Level	
  CerKficaKons	
  	
  
CerKficaKon	
  for	
  demonstraKon	
  of	
  Competency	
  
Professional	
  Level	
  CerKficaKon	
  
CerKficaKon	
  for	
  Intent	
  to	
  learn	
  Agile	
  
ICAgile’s Learning Roadmap

KEY	
  
Master	
  Level	
  CerKficaKon	
  	
  
CerKficaKon	
  for	
  demonstraKon	
  of	
  Proficiency	
  	
  
Expert	
  Level	
  CerKficaKons	
  	
  
CerKficaKon	
  for	
  demonstraKon	
  of	
  Competency	
  
Professional	
  Level:	
  ConKnuing	
  Learning	
  CerKficaKons	
  	
  
CerKficaKon	
  for	
  assessment	
  of	
  Knowledge	
  Acquisi;on	
  
Professional	
  Level	
  CerKficaKon	
  
CerKficaKon	
  for	
  Intent	
  to	
  learn	
  Agile	
  
3. Becoming an ICAgile Certified Expert

5	
  

Apply	
  for	
  ICAgile	
  
CerKfied	
  Expert	
  (ICE)	
  
CerKficaKon	
  

4	
  

Apply	
  and	
  PracKce	
  
and	
  Develop	
  
Competency	
  

Once	
  you	
  have	
  completed	
  all	
  the	
  learning	
  needed	
  
for	
  a	
  track	
  and	
  developed	
  sufficient	
  competency	
  
contact	
  ICAgile	
  to	
  apply	
  for	
  the	
  ICAgile	
  CerKfied	
  
Expert	
  cerKficaKon.	
  	
  

ICAgile Certified
Expert in Agile
Coaching and Facilitation

The	
  ICAgile	
  CerKfied	
  Expert	
  (ICE)	
  cerKficaKon	
  requires	
  a	
  
demonstraKon	
  of	
  competency.	
  Make	
  sure	
  you	
  have	
  pracKced	
  
the	
  things	
  you	
  have	
  learned	
  and	
  have	
  become	
  competent	
  in	
  
those	
  skills	
  before	
  applying	
  for	
  the	
  ICE	
  
These	
  learning	
  objecKves	
  are	
  covered	
  by	
  compleKng	
  all	
  the	
  
ConKnuing	
  Learning	
  CerKficaKons	
  (CLCs)	
  defined	
  within	
  the	
  
track.	
  There	
  are	
  typically	
  1-­‐3	
  CLCs	
  per	
  track.	
  Instructors	
  will	
  
assess	
  students	
  during	
  the	
  class	
  before	
  granKng	
  CLCs.	
  

3	
  

Obtain	
  all	
  
ConKnuing	
  Learning	
  
CerKficaKon	
  (CLCs)	
  
within	
  a	
  track	
  

2	
  

Select	
  Discipline(s)	
  
of	
  Study	
  

Each	
  track	
  of	
  study	
  (discipline)	
  has	
  a	
  set	
  of	
  learning	
  
objecKves	
  the	
  professional	
  must	
  cover	
  to	
  apply	
  for	
  
the	
  ICAgile	
  CerKfied	
  Expert	
  cerKficaKon.	
  	
  

1	
  

Obtain	
  	
  
ICAgile	
  CerKfied	
  
Professional	
  (ICP)	
  
CerKficaKon	
  

Apend	
  an	
  Accredited	
  ICAgile	
  Fundamentals	
  
Course	
  by	
  any	
  of	
  our	
  Member	
  OrganizaKons	
  or	
  
transfer	
  equivalent	
  cerKficaKons	
  (PMI-­‐ACP…	
  etc.)	
  

✔	
  
✔	
  

ICAgile Certified
Professional
Knowledge	
  Based	
  CerKficaKons	
  	
  

ICAgile Certifications
1. 
	
  
2. 
3. 
4. 
5. 
6. 
7. 
8. 
9. 
10. 
11. 
12. 
13. 

ICAgile	
  CerKfied	
  Professional	
  
ICAgile	
  CerKfied	
  Professional	
  in	
  Agile	
  Team	
  FacilitaKon	
  
ICAgile	
  CerKfied	
  Professional	
  in	
  Agile	
  Coaching	
  
ICAgile	
  CerKfied	
  Professional	
  in	
  Agile	
  Project	
  Management	
  
ICAgile	
  CerKfied	
  Professional	
  in	
  Agile	
  Program	
  Management	
  	
  
ICAgile	
  CerKfied	
  Professional	
  in	
  Agile	
  Programming	
  
ICAgile	
  CerKfied	
  Professional	
  in	
  Agile	
  SoBware	
  Design	
  
ICAgile	
  CerKfied	
  Professional	
  in	
  Agile	
  TesKng	
  
ICAgile	
  CerKfied	
  Professional	
  in	
  Test	
  AutomaKon	
  
ICAgile	
  CerKfied	
  Professional	
  in	
  Business	
  Value	
  Analysis	
  
ICAgile	
  CerKfied	
  Professional	
  in	
  Business	
  Porsolio	
  Management	
  
ICAgile	
  CerKfied	
  Professional	
  in	
  Agile	
  Enterprise	
  Coaching	
  
ICAgile	
  CerKfied	
  Professional	
  in	
  Agile	
  ExecuKve	
  Leadership	
  

Fundamentals	
  
1	
  
2	
  
3	
  
4	
  
5	
  

ConKnuing	
  
Learning	
  
CerKficaKons	
  
	
  
7	
  Different	
  
Specialty	
  
Tracks	
  	
  

6	
  
7	
  

Competency	
  Based	
  
CerKficaKons	
  	
  

Applying	
  the	
  Knowledge	
  and	
  Developing	
  Experience	
  and	
  Competency	
  	
  
	
  
14. 
15. 
16. 
17. 
18. 
19. 
20. 

ICAgile	
  CerKfied	
  Expert	
  in	
  Agile	
  FacilitaKon	
  and	
  Coaching	
  
ICAgile	
  CerKfied	
  Expert	
  in	
  Agile	
  Project	
  Management	
  
ICAgile	
  CerKfied	
  Expert	
  in	
  SoBware	
  Design	
  and	
  Development	
  
ICAgile	
  CerKfied	
  Expert	
  in	
  Agile	
  TesKng	
  
ICAgile	
  CerKfied	
  Expert	
  in	
  Business	
  Value	
  Management	
  
ICAgile	
  CerKfied	
  Expert	
  in	
  Enterprise	
  Coaching	
  
ICAgile	
  CerKfied	
  Expert	
  in	
  Agile	
  ExecuKve	
  Leadership	
  

21.  ICAgile	
  CerKfied	
  Master	
  Agilist	
  

1	
  
2	
  
3	
  
4	
  
5	
  
6	
  
7	
  

Track	
  
CompleKon	
  
CerKficaKon	
  
	
  
Competency	
  
Assessment	
  
Proficiency	
  
Thank you
Questions?
Ahmed	
  Sidky,	
  Ph.D.	
  
Twiper:	
  @asidky	
  
	
  
	
  
asidky@icagile.com	
  

www.icagile.com	
  

More Related Content

What's hot

Enterprise Agile Transformation Strategies
Enterprise Agile Transformation StrategiesEnterprise Agile Transformation Strategies
Enterprise Agile Transformation StrategiesMike Cottmeyer
 
The Synergistic Nature of PI Objectives
The Synergistic Nature of PI ObjectivesThe Synergistic Nature of PI Objectives
The Synergistic Nature of PI ObjectivesCharlene Cuenca
 
What is Agile Project Management? | Agile Project Management | Invensis Learn...
What is Agile Project Management? | Agile Project Management | Invensis Learn...What is Agile Project Management? | Agile Project Management | Invensis Learn...
What is Agile Project Management? | Agile Project Management | Invensis Learn...Invensis Learning
 
Agile Project management
Agile Project managementAgile Project management
Agile Project managementBabu Appat
 
Webinar On Scaled Agile Framework (SAFe) | iZenBridge
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeWebinar On Scaled Agile Framework (SAFe) | iZenBridge
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
 
10 steps to a successsful enterprise agile transformation global scrum 2018
10 steps to a successsful enterprise agile transformation   global scrum 201810 steps to a successsful enterprise agile transformation   global scrum 2018
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
 
Change Management Implementation Checklist Powerpoint Presentation Slides
Change Management Implementation Checklist Powerpoint Presentation SlidesChange Management Implementation Checklist Powerpoint Presentation Slides
Change Management Implementation Checklist Powerpoint Presentation SlidesSlideTeam
 
An Introduction to Scaled Agile Framework (SAFe)
An Introduction to Scaled Agile Framework (SAFe)An Introduction to Scaled Agile Framework (SAFe)
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
 
Agile Basics / Fundamentals
Agile Basics / FundamentalsAgile Basics / Fundamentals
Agile Basics / Fundamentalssparkagility
 
Introduction to SAFe, the Scaled Agile Framework
Introduction to SAFe, the Scaled Agile FrameworkIntroduction to SAFe, the Scaled Agile Framework
Introduction to SAFe, the Scaled Agile Frameworksrondal
 
Portfolio Management in an Agile World - Rick Austin
Portfolio Management in an Agile World - Rick AustinPortfolio Management in an Agile World - Rick Austin
Portfolio Management in an Agile World - Rick AustinLeadingAgile
 
The Secret, Yet Obvious, Ingredient to Sustainable Agility
The Secret, Yet Obvious, Ingredient to Sustainable AgilityThe Secret, Yet Obvious, Ingredient to Sustainable Agility
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
 
Agile Mindset For Executives
Agile Mindset For ExecutivesAgile Mindset For Executives
Agile Mindset For ExecutivesMichael Tarnowski
 
Agile DevOps Transformation Strategy
Agile DevOps Transformation StrategyAgile DevOps Transformation Strategy
Agile DevOps Transformation StrategySatish Nath
 
Agile Assessment Version 1.0
Agile Assessment Version 1.0Agile Assessment Version 1.0
Agile Assessment Version 1.0Ciprian Mester
 
Adoption & Change Management Overview
Adoption & Change Management OverviewAdoption & Change Management Overview
Adoption & Change Management OverviewPerficient, Inc.
 

What's hot (20)

Enterprise Agile Transformation Strategies
Enterprise Agile Transformation StrategiesEnterprise Agile Transformation Strategies
Enterprise Agile Transformation Strategies
 
The Synergistic Nature of PI Objectives
The Synergistic Nature of PI ObjectivesThe Synergistic Nature of PI Objectives
The Synergistic Nature of PI Objectives
 
What is Agile Project Management? | Agile Project Management | Invensis Learn...
What is Agile Project Management? | Agile Project Management | Invensis Learn...What is Agile Project Management? | Agile Project Management | Invensis Learn...
What is Agile Project Management? | Agile Project Management | Invensis Learn...
 
Agile Project management
Agile Project managementAgile Project management
Agile Project management
 
Agile Mindset Shifting: Agile For All
Agile Mindset Shifting: Agile For AllAgile Mindset Shifting: Agile For All
Agile Mindset Shifting: Agile For All
 
Webinar On Scaled Agile Framework (SAFe) | iZenBridge
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeWebinar On Scaled Agile Framework (SAFe) | iZenBridge
Webinar On Scaled Agile Framework (SAFe) | iZenBridge
 
10 steps to a successsful enterprise agile transformation global scrum 2018
10 steps to a successsful enterprise agile transformation   global scrum 201810 steps to a successsful enterprise agile transformation   global scrum 2018
10 steps to a successsful enterprise agile transformation global scrum 2018
 
Change Management Implementation Checklist Powerpoint Presentation Slides
Change Management Implementation Checklist Powerpoint Presentation SlidesChange Management Implementation Checklist Powerpoint Presentation Slides
Change Management Implementation Checklist Powerpoint Presentation Slides
 
Agile Methodology
Agile MethodologyAgile Methodology
Agile Methodology
 
An Introduction to Scaled Agile Framework (SAFe)
An Introduction to Scaled Agile Framework (SAFe)An Introduction to Scaled Agile Framework (SAFe)
An Introduction to Scaled Agile Framework (SAFe)
 
Agile Basics / Fundamentals
Agile Basics / FundamentalsAgile Basics / Fundamentals
Agile Basics / Fundamentals
 
Introduction to SAFe, the Scaled Agile Framework
Introduction to SAFe, the Scaled Agile FrameworkIntroduction to SAFe, the Scaled Agile Framework
Introduction to SAFe, the Scaled Agile Framework
 
Portfolio Management in an Agile World - Rick Austin
Portfolio Management in an Agile World - Rick AustinPortfolio Management in an Agile World - Rick Austin
Portfolio Management in an Agile World - Rick Austin
 
The Challenges of Agile Adoption
The Challenges of Agile AdoptionThe Challenges of Agile Adoption
The Challenges of Agile Adoption
 
The Secret, Yet Obvious, Ingredient to Sustainable Agility
The Secret, Yet Obvious, Ingredient to Sustainable AgilityThe Secret, Yet Obvious, Ingredient to Sustainable Agility
The Secret, Yet Obvious, Ingredient to Sustainable Agility
 
Agile Mindset For Executives
Agile Mindset For ExecutivesAgile Mindset For Executives
Agile Mindset For Executives
 
Scaling Agile
Scaling Agile Scaling Agile
Scaling Agile
 
Agile DevOps Transformation Strategy
Agile DevOps Transformation StrategyAgile DevOps Transformation Strategy
Agile DevOps Transformation Strategy
 
Agile Assessment Version 1.0
Agile Assessment Version 1.0Agile Assessment Version 1.0
Agile Assessment Version 1.0
 
Adoption & Change Management Overview
Adoption & Change Management OverviewAdoption & Change Management Overview
Adoption & Change Management Overview
 

Viewers also liked

Agile Coaching -ICP-ACC- Certificate
Agile Coaching -ICP-ACC- CertificateAgile Coaching -ICP-ACC- Certificate
Agile Coaching -ICP-ACC- CertificateMichael Burnett
 
Scaling Agile – different approaches for different businesses by Anders Sixte...
Scaling Agile – different approaches for different businesses by Anders Sixte...Scaling Agile – different approaches for different businesses by Anders Sixte...
Scaling Agile – different approaches for different businesses by Anders Sixte...Bosnia Agile
 
Do you really need an agile coach
Do you really need an agile coachDo you really need an agile coach
Do you really need an agile coachSunil Mundra
 
About Agile & PMI Agile Certified Practitioner (PMI-ACP) Overview
About Agile & PMI Agile Certified Practitioner (PMI-ACP) OverviewAbout Agile & PMI Agile Certified Practitioner (PMI-ACP) Overview
About Agile & PMI Agile Certified Practitioner (PMI-ACP) OverviewAleem Khan
 
Agile from the executive floor - defining agility in business terms - Agile P...
Agile from the executive floor - defining agility in business terms - Agile P...Agile from the executive floor - defining agility in business terms - Agile P...
Agile from the executive floor - defining agility in business terms - Agile P...Yuval Yeret
 
Joshua Kerievsky (Industrial Logic)
Joshua Kerievsky (Industrial Logic)Joshua Kerievsky (Industrial Logic)
Joshua Kerievsky (Industrial Logic)AgileNZ Conference
 
Model participatieladder-powerpointpresentatie
Model participatieladder-powerpointpresentatieModel participatieladder-powerpointpresentatie
Model participatieladder-powerpointpresentatieGert Jan Schop
 
Model teamontwikkeling tuckman_powerpointpresentatie
Model teamontwikkeling tuckman_powerpointpresentatieModel teamontwikkeling tuckman_powerpointpresentatie
Model teamontwikkeling tuckman_powerpointpresentatieGert Jan Schop
 
Beyond the Scrum Master - Becoming an Agile Coach
Beyond the Scrum Master - Becoming an Agile CoachBeyond the Scrum Master - Becoming an Agile Coach
Beyond the Scrum Master - Becoming an Agile CoachCprime
 
Hiring or Growing Right Agile Coach by Lyssa Adkins and Michael Spayd
Hiring or Growing Right Agile Coach by Lyssa Adkins and Michael SpaydHiring or Growing Right Agile Coach by Lyssa Adkins and Michael Spayd
Hiring or Growing Right Agile Coach by Lyssa Adkins and Michael SpaydAgile Software Community of India
 
Becoming an Agile Coach
Becoming an Agile CoachBecoming an Agile Coach
Becoming an Agile CoachGrowing Agile
 
How agile coaches help us win the agile coach role @ Spotify
How agile coaches help us win   the agile coach role @ SpotifyHow agile coaches help us win   the agile coach role @ Spotify
How agile coaches help us win the agile coach role @ SpotifyBrendan Marsh
 
Agile Project Management for PMP's
Agile Project Management for PMP'sAgile Project Management for PMP's
Agile Project Management for PMP'sVersionOne
 
Overview of SDLC - Waterfall, Agile, and more
Overview of SDLC - Waterfall, Agile, and moreOverview of SDLC - Waterfall, Agile, and more
Overview of SDLC - Waterfall, Agile, and moreSteve Gladstone
 
Agile vs Traditional Project Management
Agile vs Traditional Project ManagementAgile vs Traditional Project Management
Agile vs Traditional Project ManagementSaqib Javed John
 
Impact Maps and Story Maps: delivering what really matters
Impact Maps and Story Maps: delivering what really mattersImpact Maps and Story Maps: delivering what really matters
Impact Maps and Story Maps: delivering what really mattersChristian Hassa
 

Viewers also liked (19)

Ahmed Sidky (Keynote)
Ahmed Sidky (Keynote)Ahmed Sidky (Keynote)
Ahmed Sidky (Keynote)
 
Agile Coaching -ICP-ACC- Certificate
Agile Coaching -ICP-ACC- CertificateAgile Coaching -ICP-ACC- Certificate
Agile Coaching -ICP-ACC- Certificate
 
Scaling Agile – different approaches for different businesses by Anders Sixte...
Scaling Agile – different approaches for different businesses by Anders Sixte...Scaling Agile – different approaches for different businesses by Anders Sixte...
Scaling Agile – different approaches for different businesses by Anders Sixte...
 
Do you really need an agile coach
Do you really need an agile coachDo you really need an agile coach
Do you really need an agile coach
 
About Agile & PMI Agile Certified Practitioner (PMI-ACP) Overview
About Agile & PMI Agile Certified Practitioner (PMI-ACP) OverviewAbout Agile & PMI Agile Certified Practitioner (PMI-ACP) Overview
About Agile & PMI Agile Certified Practitioner (PMI-ACP) Overview
 
Agile from the executive floor - defining agility in business terms - Agile P...
Agile from the executive floor - defining agility in business terms - Agile P...Agile from the executive floor - defining agility in business terms - Agile P...
Agile from the executive floor - defining agility in business terms - Agile P...
 
Joshua Kerievsky (Industrial Logic)
Joshua Kerievsky (Industrial Logic)Joshua Kerievsky (Industrial Logic)
Joshua Kerievsky (Industrial Logic)
 
Model participatieladder-powerpointpresentatie
Model participatieladder-powerpointpresentatieModel participatieladder-powerpointpresentatie
Model participatieladder-powerpointpresentatie
 
Ahmed Sidky (ICAgile)
Ahmed Sidky (ICAgile)Ahmed Sidky (ICAgile)
Ahmed Sidky (ICAgile)
 
Model teamontwikkeling tuckman_powerpointpresentatie
Model teamontwikkeling tuckman_powerpointpresentatieModel teamontwikkeling tuckman_powerpointpresentatie
Model teamontwikkeling tuckman_powerpointpresentatie
 
Beyond the Scrum Master - Becoming an Agile Coach
Beyond the Scrum Master - Becoming an Agile CoachBeyond the Scrum Master - Becoming an Agile Coach
Beyond the Scrum Master - Becoming an Agile Coach
 
Hiring or Growing Right Agile Coach by Lyssa Adkins and Michael Spayd
Hiring or Growing Right Agile Coach by Lyssa Adkins and Michael SpaydHiring or Growing Right Agile Coach by Lyssa Adkins and Michael Spayd
Hiring or Growing Right Agile Coach by Lyssa Adkins and Michael Spayd
 
Agile Mindset
Agile MindsetAgile Mindset
Agile Mindset
 
Becoming an Agile Coach
Becoming an Agile CoachBecoming an Agile Coach
Becoming an Agile Coach
 
How agile coaches help us win the agile coach role @ Spotify
How agile coaches help us win   the agile coach role @ SpotifyHow agile coaches help us win   the agile coach role @ Spotify
How agile coaches help us win the agile coach role @ Spotify
 
Agile Project Management for PMP's
Agile Project Management for PMP'sAgile Project Management for PMP's
Agile Project Management for PMP's
 
Overview of SDLC - Waterfall, Agile, and more
Overview of SDLC - Waterfall, Agile, and moreOverview of SDLC - Waterfall, Agile, and more
Overview of SDLC - Waterfall, Agile, and more
 
Agile vs Traditional Project Management
Agile vs Traditional Project ManagementAgile vs Traditional Project Management
Agile vs Traditional Project Management
 
Impact Maps and Story Maps: delivering what really matters
Impact Maps and Story Maps: delivering what really mattersImpact Maps and Story Maps: delivering what really matters
Impact Maps and Story Maps: delivering what really matters
 

Similar to Introduction to the International Consortium for Agile (ICAgile)

Solit 2014, Agile ValueTeam, учимся понимать Scrum, Семенченко Антон
Solit 2014, Agile ValueTeam, учимся понимать Scrum, Семенченко АнтонSolit 2014, Agile ValueTeam, учимся понимать Scrum, Семенченко Антон
Solit 2014, Agile ValueTeam, учимся понимать Scrum, Семенченко Антонsolit
 
IndigoCube Digital training catalogue
IndigoCube Digital training catalogue IndigoCube Digital training catalogue
IndigoCube Digital training catalogue IndigoCube
 
Ewan developing the agile mindset for organizational agility
Ewan   developing the agile mindset for organizational agilityEwan   developing the agile mindset for organizational agility
Ewan developing the agile mindset for organizational agilityMagneta AI
 
A Practical Approach to Agile Adoption - Case Studies from Egypt by Amr Noama...
A Practical Approach to Agile Adoption - Case Studies from Egypt by Amr Noama...A Practical Approach to Agile Adoption - Case Studies from Egypt by Amr Noama...
A Practical Approach to Agile Adoption - Case Studies from Egypt by Amr Noama...Agile ME
 
Agile = scrum = no Project Managers!
Agile = scrum = no Project Managers!Agile = scrum = no Project Managers!
Agile = scrum = no Project Managers!Darren Wilmshurst
 
Agile Network India | Distributed Agile Day @Gurugram | Distributed Agile – N...
Agile Network India | Distributed Agile Day @Gurugram | Distributed Agile – N...Agile Network India | Distributed Agile Day @Gurugram | Distributed Agile – N...
Agile Network India | Distributed Agile Day @Gurugram | Distributed Agile – N...AgileNetwork
 
The Myriad faces of Agile Training & Certification
The Myriad faces of Agile Training & CertificationThe Myriad faces of Agile Training & Certification
The Myriad faces of Agile Training & CertificationSunil Mohal
 
The complexity in the simplicity of Agile? by Arie van Bennekum
The complexity in the simplicity of Agile? by Arie van BennekumThe complexity in the simplicity of Agile? by Arie van Bennekum
The complexity in the simplicity of Agile? by Arie van BennekumAgile ME
 
AGILE2017 Top 10 Takeaways by Synerzip
AGILE2017 Top 10 Takeaways by SynerzipAGILE2017 Top 10 Takeaways by Synerzip
AGILE2017 Top 10 Takeaways by SynerzipSynerzip
 
Final synerzip-agile2017-top10-v1
Final synerzip-agile2017-top10-v1Final synerzip-agile2017-top10-v1
Final synerzip-agile2017-top10-v1Hemant Elhence
 
Scaling agile. Agile across the enterprise
Scaling agile. Agile across the enterpriseScaling agile. Agile across the enterprise
Scaling agile. Agile across the enterpriseDarren Wilmshurst
 
Building a DevOps organization
Building a DevOps organizationBuilding a DevOps organization
Building a DevOps organizationZinnov
 
DevOps maturity models Knowit and DASA
DevOps maturity models Knowit and DASADevOps maturity models Knowit and DASA
DevOps maturity models Knowit and DASAKari Kakkonen
 
DevOps Journey_Distributed_Delivery
DevOps Journey_Distributed_DeliveryDevOps Journey_Distributed_Delivery
DevOps Journey_Distributed_DeliveryJeevan T.M.
 

Similar to Introduction to the International Consortium for Agile (ICAgile) (20)

Solit 2014, Agile ValueTeam, учимся понимать Scrum, Семенченко Антон
Solit 2014, Agile ValueTeam, учимся понимать Scrum, Семенченко АнтонSolit 2014, Agile ValueTeam, учимся понимать Scrum, Семенченко Антон
Solit 2014, Agile ValueTeam, учимся понимать Scrum, Семенченко Антон
 
Failing with agile
Failing with agileFailing with agile
Failing with agile
 
Agile Transformation at Scale
Agile Transformation at ScaleAgile Transformation at Scale
Agile Transformation at Scale
 
Agile transformationatscale
Agile transformationatscaleAgile transformationatscale
Agile transformationatscale
 
Agile Introduction
Agile IntroductionAgile Introduction
Agile Introduction
 
IndigoCube Digital training catalogue
IndigoCube Digital training catalogue IndigoCube Digital training catalogue
IndigoCube Digital training catalogue
 
Ewan developing the agile mindset for organizational agility
Ewan   developing the agile mindset for organizational agilityEwan   developing the agile mindset for organizational agility
Ewan developing the agile mindset for organizational agility
 
A Practical Approach to Agile Adoption - Case Studies from Egypt by Amr Noama...
A Practical Approach to Agile Adoption - Case Studies from Egypt by Amr Noama...A Practical Approach to Agile Adoption - Case Studies from Egypt by Amr Noama...
A Practical Approach to Agile Adoption - Case Studies from Egypt by Amr Noama...
 
Agile = scrum = no Project Managers!
Agile = scrum = no Project Managers!Agile = scrum = no Project Managers!
Agile = scrum = no Project Managers!
 
Agile Network India | Distributed Agile Day @Gurugram | Distributed Agile – N...
Agile Network India | Distributed Agile Day @Gurugram | Distributed Agile – N...Agile Network India | Distributed Agile Day @Gurugram | Distributed Agile – N...
Agile Network India | Distributed Agile Day @Gurugram | Distributed Agile – N...
 
Agile = scrum = no project managers
Agile =  scrum =  no project managersAgile =  scrum =  no project managers
Agile = scrum = no project managers
 
The Myriad faces of Agile Training & Certification
The Myriad faces of Agile Training & CertificationThe Myriad faces of Agile Training & Certification
The Myriad faces of Agile Training & Certification
 
The complexity in the simplicity of Agile? by Arie van Bennekum
The complexity in the simplicity of Agile? by Arie van BennekumThe complexity in the simplicity of Agile? by Arie van Bennekum
The complexity in the simplicity of Agile? by Arie van Bennekum
 
AGILE2017 Top 10 Takeaways by Synerzip
AGILE2017 Top 10 Takeaways by SynerzipAGILE2017 Top 10 Takeaways by Synerzip
AGILE2017 Top 10 Takeaways by Synerzip
 
Final synerzip-agile2017-top10-v1
Final synerzip-agile2017-top10-v1Final synerzip-agile2017-top10-v1
Final synerzip-agile2017-top10-v1
 
Scaling agile. Agile across the enterprise
Scaling agile. Agile across the enterpriseScaling agile. Agile across the enterprise
Scaling agile. Agile across the enterprise
 
Building a DevOps organization
Building a DevOps organizationBuilding a DevOps organization
Building a DevOps organization
 
DevOps maturity models Knowit and DASA
DevOps maturity models Knowit and DASADevOps maturity models Knowit and DASA
DevOps maturity models Knowit and DASA
 
DevOps Journey_Distributed_Delivery
DevOps Journey_Distributed_DeliveryDevOps Journey_Distributed_Delivery
DevOps Journey_Distributed_Delivery
 
Agile Fundamentals for Project Managers.pdf
Agile Fundamentals for Project Managers.pdfAgile Fundamentals for Project Managers.pdf
Agile Fundamentals for Project Managers.pdf
 

Recently uploaded

Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.EnglishCEIPdeSigeiro
 
Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...raviapr7
 
The basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptxThe basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptxheathfieldcps1
 
Education and training program in the hospital APR.pptx
Education and training program in the hospital APR.pptxEducation and training program in the hospital APR.pptx
Education and training program in the hospital APR.pptxraviapr7
 
M-2- General Reactions of amino acids.pptx
M-2- General Reactions of amino acids.pptxM-2- General Reactions of amino acids.pptx
M-2- General Reactions of amino acids.pptxDr. Santhosh Kumar. N
 
The Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsThe Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsEugene Lysak
 
The Singapore Teaching Practice document
The Singapore Teaching Practice documentThe Singapore Teaching Practice document
The Singapore Teaching Practice documentXsasf Sfdfasd
 
CAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptxCAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptxSaurabhParmar42
 
How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17Celine George
 
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptxSandy Millin
 
Patterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptxPatterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptxMYDA ANGELICA SUAN
 
Presentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphPresentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphNetziValdelomar1
 
Philosophy of Education and Educational Philosophy
Philosophy of Education  and Educational PhilosophyPhilosophy of Education  and Educational Philosophy
Philosophy of Education and Educational PhilosophyShuvankar Madhu
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.raviapr7
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfYu Kanazawa / Osaka University
 
How to Solve Singleton Error in the Odoo 17
How to Solve Singleton Error in the  Odoo 17How to Solve Singleton Error in the  Odoo 17
How to Solve Singleton Error in the Odoo 17Celine George
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRATanmoy Mishra
 
5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...CaraSkikne1
 
How to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 SalesHow to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 SalesCeline George
 

Recently uploaded (20)

Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.
 
Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...
 
The basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptxThe basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptx
 
Education and training program in the hospital APR.pptx
Education and training program in the hospital APR.pptxEducation and training program in the hospital APR.pptx
Education and training program in the hospital APR.pptx
 
M-2- General Reactions of amino acids.pptx
M-2- General Reactions of amino acids.pptxM-2- General Reactions of amino acids.pptx
M-2- General Reactions of amino acids.pptx
 
The Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsThe Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George Wells
 
The Singapore Teaching Practice document
The Singapore Teaching Practice documentThe Singapore Teaching Practice document
The Singapore Teaching Practice document
 
CAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptxCAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptx
 
How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17
 
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
 
Patterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptxPatterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptx
 
Presentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphPresentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a Paragraph
 
Finals of Kant get Marx 2.0 : a general politics quiz
Finals of Kant get Marx 2.0 : a general politics quizFinals of Kant get Marx 2.0 : a general politics quiz
Finals of Kant get Marx 2.0 : a general politics quiz
 
Philosophy of Education and Educational Philosophy
Philosophy of Education  and Educational PhilosophyPhilosophy of Education  and Educational Philosophy
Philosophy of Education and Educational Philosophy
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
 
How to Solve Singleton Error in the Odoo 17
How to Solve Singleton Error in the  Odoo 17How to Solve Singleton Error in the  Odoo 17
How to Solve Singleton Error in the Odoo 17
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
 
5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...
 
How to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 SalesHow to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 Sales
 

Introduction to the International Consortium for Agile (ICAgile)

  • 1. International Consortium for Agile THE INTERNATIONAL CONSORTIUM FOR AGILE (ICAGILE) ACCREDITS TRAINING ORGANIZATIONS, CORPORATIONS, ACADEMIC INSTITUTES AND GOVERNMENT ENTITIES, THEREBY PROVIDING THEIR MEMBERS WITH OVER 20 KNOWLEDGE-BASED AND COMPETENCY-BASED CERTIFICATIONS TO PURSUE, BASED ON THE ICAGILE LEARNING ROADMAP CREATED BY EXPERTS FROM AROUND THE WORLD.  
  • 2. 15       years  of  experience  in  so@ware   development,  management  and   delivery   Co-­‐founded   Co-­‐authored   YEARS   Ph.D.  in    Agile     Transforma;on  and     Agility  Assessment   on  the  PMI-­‐ACP     Steering  commi3ee   Consulted,  trained  or  coached  with     people  and  teams  from  …   Program  Chair  
  • 3. Agile is a Mindset … Your  mindset  is  the   established  set  of   a8tudes  and  habits   you  have  about  how   to  succeed  at  ge8ng   work  done.    
  • 4. Agile  is  a  mindset   [that  in  the  soBware  world  is]   Established  through  4  values   Grounded  by  12  principles,  &   Manifested  through  many   many  different  pracKces     A  mindset  is  the  established  set  of   a8tudes  held  by  someone     • Welcome Change •  Failing Early •  Build and Feedback loops •  Continuous Delivery • Value-Driven Development •  Small value-add slices •  Learn through Discovery •  Continuous Improvement
  • 5. Agile  is  a  mindset   [that  in  the  soBware  world  is]   Established  through  4  values   Grounded  by  12  principles,  &   Manifested  through  many   many  different  pracKces     A  Value  is  an  established  ideal  that  the   members  of  a  given  society  regard  as   desirable   Individuals  and  interacKons  over  processes  and  tools     Working  soBware  over  comprehensive  documentaKon       Customer  collaboraKon  over  contract  negoKaKon       Responding  to  change  over  following  a  plan      
  • 6. Agile  is  a  mindset   [that  in  the  soBware  world  is]   Established  through  4  values   Grounded  by  12  principles,  &   Manifested  through  many   many  different  pracKces     1.  Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2.  Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3.  Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4.  Business people and developers must work together daily throughout the project. 5.  Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6.  The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7.  Working software is the primary measure of progress. 8.  Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9.  Continuous attention to technical excellence and good design enhances agility. 10.  Simplicity--the art of maximizing the amount of work not done--is essential. 11.  The best architectures, requirements, and designs emerge from self-organizing teams. 12.  At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  • 7. Agile  is  a  mindset   [that  in  the  soBware  world  is]   Established  through  4  values   Grounded  by  12  principles,  &   Manifested  through  many   many  different  pracKces     Product  visioning   Project  chartering   Affinity  (relaKve)  esKmaKon     Size-­‐based  (point)  esKmaKon   Planning  poker   Group  esKmaKon   Value-­‐based  documentaKon   PrioriKzed  product  backlog   User  stories   Progressive  elaboraKon   Personas   Story  maps  /  MMF   Story  slicing   Acceptance  tests  as  requirements   Short  iteraKons   WIP  Limits     Early  and  frequent  releases   Roadmapping   Velocity-­‐based  planning  and  commitment   IteraKon  planning  /  IteraKon  backlog   Release  planning  /  Release  backlog   Time  boxed  iteraKons   AdapKve  (mulK-­‐level)  planning     Risk  backlog   Team  structure  of  VT  /  DT   Pull-­‐based  systems   Slack   Sustainable  pace     Frequent  face-­‐to-­‐face   Team  chartering   Cross-­‐silo  collaboraKve  teams   Self-­‐organizing  teams   Cross-­‐funcKonal  teams     Servant  leadership   Task  volunteering   Generalizing  specialist    Tracking  progress  via  velocity   Burn-­‐up/burn-­‐down  charts   Refactoring   Automated  unit  tests   Coding  standards   Incremental/evoluKonary  design   Automated  builds   Ten-­‐minute  build   Monitoring  technical  debt   Version  control   ConfiguraKon  management   Test  driven  development   Pair  programming   Spike  soluKons   ConKnuous  integraKon   Incremental  deployment   Simple  design       End-­‐of-­‐iteraKon  hands-­‐on  UAT   Automated  funcKonal  tests   Automated  developer  tests  (unit  tests)   Exploratory  tesKng   SoBware  metrics          
  • 8. Scrum   eXtreme  Programming   Your  own  Agile  process   Agile  is  a  mindset   [that  in  the  soBware  world  is]   Established  through  4  values   Grounded  by  12  principles,  &   Manifested  through  many   many  different  pracKces    
  • 9. Scrum   eXtreme  Programming   Your  own  Agile  process   Agile  is  a  mindset   [that  in  the  soBware  world  is]   Established  through  4  values   Grounded  by  12  principles,  &   Manifested  through  many   many  different  pracKces    
  • 10. Agile  as  a  Process  and  PracKces   Doing  Agile   Learning  the  pracKces  and  applying   them  without  know  the  mindset  and   principles  to  know  when  to  tailor  and   how  to  select  the  appropriate  pracKces     Being  Agile   Internalizing  the  Mindset,  values,  and   principles  then  applying  the  right   pracKces  and  tailoring  them  to   different  situaKons  as  they  arise     Agile  as  a  Mindset  and  Culture  
  • 11. Coaching  and   FacilitaKon   Learning     ObjecKves   The Agile Mindset to Disciplines inside Software Development Leadership   Learning     ObjecKves   Value   Management   and  BA   Learning     ObjecKves  
  • 12. Education verses Training A view of the Doing of Agile vs the Being of Agile 9-­‐10   10-­‐11   11-­‐12   12-­‐1   1-­‐2   2-­‐3   3-­‐4   4-­‐5   Day  1   Day  2   Day  3   Day  4   Day  5   Day  6   Day  7   Day  8   Day  9   Day  10   Other   IteraKon  Planning   Stand-­‐up   Demo   RetrospecKve   Release  Planning  
  • 13. 22% Of people’s time is consumed by “doing agile practices” – what about the rest? 1   2   3   4   5   6   7   8   9   10   11   12   13   14   15   16   17   18   19   20   21   22   23   24   25   26   27   28   29   30   31   32   33   34   35   36   37   38   39   40   41   42   43   44   45   46   47   48   49   50   51   52   53   54   55   56   57   58   59   60   61   62   63   64   65   66   67   68   69   70   71   72   73   74   75   76   77   78   79   80  
  • 14. ICAgile’s Roadmap The Agile Mindset to Disciplines inside Software Development
  • 15. Enterprise Agility Culture   Why   Ecosystem   How   Habits   What   Enterprise  Agile  is  a  culture   based  on  the  values  and   principles  of  Agile,  supported   by  the  organiza1onal   ecosystem  and  manifested   through  personal  and   organiza1onal  habits  (how   work  really  gets  done  around   here).   An  OrganizaKonal  Ecosystem  consists  of  its:   Leadership,  Strategy,  Structure,  Processes  and  People  
  • 17. When Agile is Just a Process Unsustainable Agility Leadership Cu ltu re ' (Style,)Values,)Habits) ) Strategy (Goals,)Measures)of)Success,)Rewards) ) Cu ltu re ' Structure (Roles)and)Responsibili?es,)Decisions,)Organiza?on) ) ) Change   Process (Value)Chain,)Policies,)Opera?ons,)Business)Processes) ) People (Values,)Beliefs,)A.tudes,)Norms,)Habits) ) Culture'
  • 18. Basic Elements of the Sustainable Agility Human Elements   Non-Human Elements   Measurements  
  • 19. Basic Elements of the Sustainable Agility The Human Elements:   A  common  educa;on  journey  (not  training)  to  change  how  people   work  and  illustrate  how  to  live  the  Agile  Mindset  in  their  job   Leadership  Coaching  (how  to  inspire  performance  not  mandate  it)   Mentoring  and  Coaching  on  an  individual  and  team  level.     •  •  •  Non-Human Elements:   Designing  and  ImplemenKng  a  mulK-­‐stage  roadmap  to  agility  that   changes  all  three  of  these  element  in  synergy  and  harmony     A  combinaKon  of  consulKng,  mentoring,  organizaKonal  coaching,   business  process  re-­‐engineering  and  organizaKonal  change   management  to  roll-­‐out  the  changes  across  the  organizaKon     •  •  Measurements:   •  •  •  Establishing  a  measurement  system  that  is  consistently  monitoring  the   alignment  of  the  culture     Primary  measure  of  progress  is  the  mindset  shiB  and  the   transformaKon  of  personal  and  organizaKonal  work  habits   ReporKng  progress,  as  a  funcKon  of  culture  change  not  process  change,   nor  structure  change.    
  • 20. Coaching  and   FacilitaKon   Learning     ObjecKves   Create a Common Educational Journey Based on Agile and Agility (not Scrum and Process) Leadership   Learning     ObjecKves   Value   Management   and  BA   Learning     ObjecKves  
  • 21. ICAgile’s Roadmap The Agile Mindset to Disciplines inside Software Development
  • 22. International Consortium for Agile   Promote  sustainable  agility  by  providing  a   complete  educaKonal  roadmap  designed  to   introduce  everyone  in  an  organizaKon  to  a   different  way  of  approaching  their  work  that   is  appropriate  for  the  non-­‐linear  nature  of   knowledge  work..   22  
  • 23. International Consortium for Agile 1.  Defines what to learn by engaging agile experts to create learning objectives for each discipline 2.  Ensure quality education by accrediting courses for training organizations, corporations, academic institutes and governments. 3.  Recognizing the education and motivating people to deepen their knowledge and competency through 3 levels of certifications (Professional, Expert, Master) 23  
  • 24. Defines what to learn by engaging agile experts to create learning objectives for each discipline Ahmed  Sidky     Alex  Kell     Alistair  Cockburn     Ben  Butler     Bob  Galen     Brian  Corrales     Chris  Turner     ChrisKan  Hargraves     Cindy  Shelton     Claire  Moss     Curt  Hibbs     Dan  Mezick     Dennis  Stevens     Derek  Huether     Elisabeth  Hendrickson     Eric  Jacobson     Erin  Beierwaltes     Gerard  Meszaros     Jeff  "Cheezy”  Morgan     Jeff  Nielsen     Jeffery  Payne     Jennifer  Stone     Jon  Stahl     Kevin  Steffensen     Larry  Cooper     Laurie  Reuben     Lyssa  Adkins     Marsha  Acker     Michael  "Doc"  Norton     Michael  Spayd     Michi  Tyson     Mike  Burrows     Mike  Griffiths     Olav  Maassen     Paul  Mahoney     Pete  Behrens     Randy  Rice     Richard  Turner     Sally  Elapa     Shane  HasKe   Sharon  Robson     Venkat  Subramanian   and  many  more  …  
  • 26. Learning Objectives for Every Track >  60   >  70   >  65   >  60   >  60   >  25   >  30     >  25   Over 400 Learning Objectives How Many do you have ?
  • 27. Ensure Quality Education by Accrediting Courses for Training Organizations And Universities and Corporations Over  25  AcKve  Members  of  the  ConsorKum  of  Internal  or  External  Accredited  Courses  
  • 28. The Accreditation Process ICAgile Accredits courses for training companies, corporations and universities
  • 31. ICAgile’s Learning Roadmap KEY   Professional  Level  CerKficaKon   CerKficaKon  for  Intent  to  learn  Agile  
  • 32. ICAgile’s Learning Roadmap KEY   Expert  Level  CerKficaKons     CerKficaKon  for  demonstraKon  of  Competency   Professional  Level  CerKficaKon   CerKficaKon  for  Intent  to  learn  Agile  
  • 33. ICAgile’s Learning Roadmap KEY   Master  Level  CerKficaKon     CerKficaKon  for  demonstraKon  of  Proficiency     Expert  Level  CerKficaKons     CerKficaKon  for  demonstraKon  of  Competency   Professional  Level  CerKficaKon   CerKficaKon  for  Intent  to  learn  Agile  
  • 34. ICAgile’s Learning Roadmap KEY   Master  Level  CerKficaKon     CerKficaKon  for  demonstraKon  of  Proficiency     Expert  Level  CerKficaKons     CerKficaKon  for  demonstraKon  of  Competency   Professional  Level:  ConKnuing  Learning  CerKficaKons     CerKficaKon  for  assessment  of  Knowledge  Acquisi;on   Professional  Level  CerKficaKon   CerKficaKon  for  Intent  to  learn  Agile  
  • 35. 3. Becoming an ICAgile Certified Expert 5   Apply  for  ICAgile   CerKfied  Expert  (ICE)   CerKficaKon   4   Apply  and  PracKce   and  Develop   Competency   Once  you  have  completed  all  the  learning  needed   for  a  track  and  developed  sufficient  competency   contact  ICAgile  to  apply  for  the  ICAgile  CerKfied   Expert  cerKficaKon.     ICAgile Certified Expert in Agile Coaching and Facilitation The  ICAgile  CerKfied  Expert  (ICE)  cerKficaKon  requires  a   demonstraKon  of  competency.  Make  sure  you  have  pracKced   the  things  you  have  learned  and  have  become  competent  in   those  skills  before  applying  for  the  ICE   These  learning  objecKves  are  covered  by  compleKng  all  the   ConKnuing  Learning  CerKficaKons  (CLCs)  defined  within  the   track.  There  are  typically  1-­‐3  CLCs  per  track.  Instructors  will   assess  students  during  the  class  before  granKng  CLCs.   3   Obtain  all   ConKnuing  Learning   CerKficaKon  (CLCs)   within  a  track   2   Select  Discipline(s)   of  Study   Each  track  of  study  (discipline)  has  a  set  of  learning   objecKves  the  professional  must  cover  to  apply  for   the  ICAgile  CerKfied  Expert  cerKficaKon.     1   Obtain     ICAgile  CerKfied   Professional  (ICP)   CerKficaKon   Apend  an  Accredited  ICAgile  Fundamentals   Course  by  any  of  our  Member  OrganizaKons  or   transfer  equivalent  cerKficaKons  (PMI-­‐ACP…  etc.)   ✔   ✔   ICAgile Certified Professional
  • 36. Knowledge  Based  CerKficaKons     ICAgile Certifications 1.    2.  3.  4.  5.  6.  7.  8.  9.  10.  11.  12.  13.  ICAgile  CerKfied  Professional   ICAgile  CerKfied  Professional  in  Agile  Team  FacilitaKon   ICAgile  CerKfied  Professional  in  Agile  Coaching   ICAgile  CerKfied  Professional  in  Agile  Project  Management   ICAgile  CerKfied  Professional  in  Agile  Program  Management     ICAgile  CerKfied  Professional  in  Agile  Programming   ICAgile  CerKfied  Professional  in  Agile  SoBware  Design   ICAgile  CerKfied  Professional  in  Agile  TesKng   ICAgile  CerKfied  Professional  in  Test  AutomaKon   ICAgile  CerKfied  Professional  in  Business  Value  Analysis   ICAgile  CerKfied  Professional  in  Business  Porsolio  Management   ICAgile  CerKfied  Professional  in  Agile  Enterprise  Coaching   ICAgile  CerKfied  Professional  in  Agile  ExecuKve  Leadership   Fundamentals   1   2   3   4   5   ConKnuing   Learning   CerKficaKons     7  Different   Specialty   Tracks     6   7   Competency  Based   CerKficaKons     Applying  the  Knowledge  and  Developing  Experience  and  Competency       14.  15.  16.  17.  18.  19.  20.  ICAgile  CerKfied  Expert  in  Agile  FacilitaKon  and  Coaching   ICAgile  CerKfied  Expert  in  Agile  Project  Management   ICAgile  CerKfied  Expert  in  SoBware  Design  and  Development   ICAgile  CerKfied  Expert  in  Agile  TesKng   ICAgile  CerKfied  Expert  in  Business  Value  Management   ICAgile  CerKfied  Expert  in  Enterprise  Coaching   ICAgile  CerKfied  Expert  in  Agile  ExecuKve  Leadership   21.  ICAgile  CerKfied  Master  Agilist   1   2   3   4   5   6   7   Track   CompleKon   CerKficaKon     Competency   Assessment   Proficiency  
  • 37. Thank you Questions? Ahmed  Sidky,  Ph.D.   Twiper:  @asidky       asidky@icagile.com   www.icagile.com