Introduction to the International Consortium for Agile (ICAgile)

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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.

ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.

The roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.

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Introduction to the International Consortium for Agile (ICAgile)

  1. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 11. Coaching  and   FacilitaKon   Learning     ObjecKves   The Agile Mindset to Disciplines inside Software Development Leadership   Learning     ObjecKves   Value   Management   and  BA   Learning     ObjecKves  
  12. 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. 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. 14. ICAgile’s Roadmap The Agile Mindset to Disciplines inside Software Development
  15. 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  
  16. 16. 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) )
  17. 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. 18. Basic Elements of the Sustainable Agility Human Elements   Non-Human Elements   Measurements  
  19. 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. 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. 21. ICAgile’s Roadmap The Agile Mindset to Disciplines inside Software Development
  22. 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. 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. 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  …  
  25. 25. The Learning Objectives
  26. 26. Learning Objectives for Every Track >  60   >  70   >  65   >  60   >  60   >  25   >  30     >  25   Over 400 Learning Objectives How Many do you have ?
  27. 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. 28. The Accreditation Process ICAgile Accredits courses for training companies, corporations and universities
  29. 29. Status towards Expert Level Selected Learning Tracks Learning Objective Completed Certifications Completed Progress within Tracks Learning Objective Not Yet Completed
  30. 30. ICAgile’s Learning Roadmap
  31. 31. ICAgile’s Learning Roadmap KEY   Professional  Level  CerKficaKon   CerKficaKon  for  Intent  to  learn  Agile  
  32. 32. ICAgile’s Learning Roadmap KEY   Expert  Level  CerKficaKons     CerKficaKon  for  demonstraKon  of  Competency   Professional  Level  CerKficaKon   CerKficaKon  for  Intent  to  learn  Agile  
  33. 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. 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. 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. 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. 37. Thank you Questions? Ahmed  Sidky,  Ph.D.   Twiper:  @asidky       asidky@icagile.com   www.icagile.com  

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