The Secret, Yet Obvious, Ingredient to Sustainable Agility

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This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.

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.

ICAgile's Learning 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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  • The hot topic now is not agile for teams but scaling agile and agile transformation, enterprise agileWe want agile beyond teamsWe want it sustainable too.
  • Shu Ha RiShu-Ha-Ri is a learning model that comes from the martial art of Aikido, and Alistair Cockburn (co-author of Agile manifesto) introduced it as a way of thinking about learning techniques and methodologies for software development.Shu: In this beginning stage the student follows the teachings precisely. S/he concentrates on how to do the task, without worrying too much about the underlying theory. If there are multiple variations on how to do the task, s/he concentrates on just the one way being taught.Ha: At this point the student begins to branch out. With the basic practices working s/he now starts to learn the underlying principles and theory behind the technique. S/he also starts learning from others and integrates that learning into his practice.Ri: Now the student isn't learning from other people, but from his/her own practice. S/he creates her/his own approaches and adapts what has been learned to the particular circumstances.So progression moves from obeying the rules (Shu – to Obey), consciously moving away from the rules (Ha – to Break), and finally unconsciously finding an individual path (Ri – to Separate).A good practical illustration to use is the concept of driving. Think about when you are learning to drive a car. You follow the rules by the letter to pass the driving test. You have to think through each operation (moving from drive to reverse, turning on the lights, signaling, etc.) That was Shu. Contrast this with a Ri level, where driving has become second nature, and you are making changes to routes unconsciously based on the conditions you encounter on the road.
  • But before we begin lets set some expectations and understand a little about learning and mastery.Knowledge and skills typically go through 3 stages, and if you try to shortcut these stages unexpected results or failure can occur that delays or stops the whole learning process. You cannot skip these stages.Shu-Ha-Ri is a way of thinking about how you learn a technique. The name comes from Aikido, and Alistair Cockburn introduced it as a way of thinking about learning techniques and methodologies for software development.The idea is that a person passes through three stages of gaining knowledge:Shu: In this beginning stage the student follows the teachings precisely. He concentrates on how to do the task, without worrying too much about the underlying theory. If there are multiple variations on how to do the task, he concentrates on just the one way being taught.Ha: At this point the student begins to branch out. With the basic practices working he now starts to learn the underlying principles and theory behind the technique. He also starts learning from others and integrates that learning into his practice.Ri: Now the student isn't learning from other people, but from his own practice. He creates his own approaches and adapts what he's learned to his own particular circumstances.So progression moves from obeying the rules (Shu – to Obey), consciously moving away from the rules (Ha – to Break), and finally unconsciously finding an individual path (Rei – to Separate).This is a Shu – understanding and following the rules based class. Once you get more experienced at agile and know why all the parts work together, you can start adapting agile to meet project and organizational characteristics, but to begin with we need to learn the basics.
  • We need agility to build the right product because things keep changing a lot around us
  • Emphasize here that Agile is NOT a process, but there are agile processes
  • What are evidences that the shift Is happening Give Examples of the shift at workSo now lets look at trends – what is happening in our world today.So now that we are on the right side of the arrows – what do we do withfinding out what to buildHow to plan for itHow to manage the playersHow to scale this
  • The fixed mindset – MUST have the picture to start the assembly processThe growth mindset – its enough for him to know the context and then learn WITH the client – as the client learn. The goal is to help the client learn Even if they give you the monalisa – what is you level of certainty that there will be no changes – if you believe that there are changes with knowledge work then you will work using the growth mindset
  • Why these 3 things ???Focus on learning not on …Finishing or delivery Lower cost of change so that …we can welcome the learning Deliver value so that we can focus on learning
  • Why now agile?What is happening in the world to drive the creation of agile?Lets invent histroyWhat is people’s thought processThink about what we are buildingThink about how we are building itThink about what are the influences around usPrint out of Lean HistoryPrint out of management history
  • Training is undertaken with the purpose of gaining a specific skill whereas Education is undertaken basically for furthering your individual knowledge and also developing your intellect.Training: Systemic instruction and drill. (Webster) Specific transfer of same skills to similar settings for the purpose of addressing gaps in skills or knowledge learning. (Dr. Simon Priest) Education focuses on learning new skills, knowledge, and attitudes that will equip an individual to assume a new job or to do a different task at some predetermined future time.  (Nadler, p.6)
  • Where is most of the focus on when organizations transform to Agile Human Elements or Non-HumanIs that in-line with the manifesto
  • The Secret, Yet Obvious, Ingredient to Sustainable Agility

    1. 1. The Secret - yet obvious Ingredient to Sustainable Agility International Consortium for Agile An Interactive Session by Ahmed Sidky, Ph.D.
    2. 2. 15 Co-founded Co-authored years of experience in software development, management and delivery YEARS Ph.D. in Agile Transformation and Agility Assessment on the PMI-ACP Steering committee Consulted, trained or coached with people and teams from … Program Chair
    3. 3. Being Agile
    4. 4. Stages of Learning 1. Shu – 2. Ha – 3. Ri Ri Be the Rule Ha Break the Rule Shu Follow the Rule
    5. 5. Stages of Learning 1. Shu (Following Precisely without Modification ) – 2. Ha – 3. Ri
    6. 6. Stages of Learning 1. Shu – 2. Ha (Shifting Between Techniques) – 3. Ri
    7. 7. Stages of Learning 1. Shu – 2. Ha – 3. Ri (New techniques, even unconsciously)
    8. 8. Stages of Learning 1. Shu – 2. Ha – 3. Ri Ri Be the Rule Ha Break the Rule Shu Follow the Rule
    9. 9. What problems are we trying to solve by being Agile?
    10. 10. To Build The Product
    11. 11. Lets align … What is Agile ? What is Agile? No Documentation Process ? Chaos Methodology ? No Architecture Fad? Framework ? Cult? No Planning Approach ? No Discipline
    12. 12. Agile is a Mindset … Your mindset is the established set of attitudes and habits you have about how to succeed at getting work done.
    13. 13. How we Typically build “Stuff” Idea Design / Explore the Output Do Work (Execute / Implement) to produce desired Output Agree on Output (what the customer actually needs) Deliver Output Plan / Procure Get Reward
    14. 14. Not all work is the same … Task Work Knowledge Work
    15. 15. Exact outcome is knowable in advance Outcome based on tangible & physical components Defined Process to realize outcome Exact outcome is not knowable in advance Outcome based on intangible, thoughts, and knowledge Empirical Process to realize outcome Knowledge work Mentality Assembly line mentality Our Mentality Towards Work
    16. 16. Fixed Mindset vs. Growth Mindset Based on the work of Dr. Carol Dweck I believe that my [Intelligence, Personality, Character] is inherent and static. Lockeddown or fixed. My potential is determined at birth. It doesn’t change. I believe that my [Intelligence, Personality, Character] can be continuously developed. My true potential is unknown and unknowable. Fixed Mindset Growth Mindset Avoid failure Desire to Look smart Avoids challenges Stick to what they know Feedback and criticism is personal They don’t change or improve Desire continuous learning Confront uncertainties. Embracing challenges Not afraid to fail Put lots of effort to learn Feedback is about current capabilities
    17. 17. What do you do ? Exact outcome is not knowable in advance Outcome based on intangible, thoughts, and knowledge Empirical Process to realize outcome Fixed Mindset approach to managing uncertainty Reducing uncertainty by “nailing things down.” Looking to fix and confirm things. Agile Mindset approach to managing uncertainty Reducing uncertainty by discovering and learning. Looking to learn and discover in the most efficient way possible.
    18. 18. Fixed Mindset approach to delivery (Assembly Line) Must “nail down” the output in order to start delivery (Liner Thinking) Growth Mindset approach to delivery (Knowledge Work) Discover and learn through valuable output and welcoming change (Circular Thinking – IKIWISI)
    19. 19. Value Based Discovery The Agile Mindset towards Work Deliver value with every step so we can focus on learning Focus on efficient, effective and continuous learning Lower the cost of change so we can welcome the learning
    20. 20. Different Types of Deliverables Effectiveness of feedback to help customers understand what they want Working System or Product On-screen Interactive Prototypes Screen Designs Wireframes Interactive Paper Prototypes Discussions or Reviews Documents No Interactivity Richness of Deliverable ROI from deliverable Experiencing the system End-to-End Working System or Product
    21. 21. 1958: Project Mercury (IID, Iterations, TDD) Gerald Weinberg 1970 Royce Waterfall 1972-1975 Feedback-Driven, Large Government Programs 1980 : Adaptive Programming Gerald Weinberg “ 1960 1976 : EVO Tom Gilb 1980 Dr. Winston Royce We were doing incremental Much of present-day software 1985 : Spiral Model Barry Boehm “ 1986 No Silver Bullet Advantages of IID Fred Brooks developmentprocedure 1957, in Los acquisition as early as rests upon I believe inAngeles, under the direction can the assumption that one of Bernie Dimsdale [at IBM’s Service Bureau specify system of this concept, 1990: ScrumIterations a satisfactorycolleague in but Corporation]. He was a Timeboxed advance, get bids so perhaps he Empirical process control John von Neumann, for its the Jeff Sutherland and Ken Schwaber construction, have it built, and System learned it there,1994: DynamicMethod (DSDM) it as totally or assumed Development implementationinstall it.dothinkRad Practitioner Herb Jacobs is 16 this natural. I I rememberassumption Formalization of RAD (primarily, though we inall participated) described above 1995:/RUP / Unifed process Used mostly Europe and that fundamentally wrong, UML Architecture Centric Use Cases developing a large simulation for many software acquisition isFredWeinberg Motorola, where the technique used risky and Jerry Brooks that fallacy. invites failure. problems spring fromindistinguishable was, as far as I can tell, 1996: Extreme Programming Technical / Engineering Practices from XP. Kent Beck, Ward Cunningham, Ron Jeffries 1986: The New New Product Development Game Hirotaka Takeuchi and Ikujiro Nonaka ” 1990 ”” 1995 1997 Feature Driven Development Value Driven Jeff de Luca 1998: Crystal Family of Methodologies Situational Specific Practices Alistair Cockburn 20
    22. 22. Alistair Cockburn (Crystal) Jeff Sutherland (Scrum) Mike Beedle (Scrum) Jim Highsmith (ASD) James Grenning (XP) Dave Thomas (PP) Jon Kern (FDD) Andrew Hunt (PP) Brian Marick Kent Beck (XP) The Agile Manifesto February 11th 2001 Snowbird, Utah Steve Mellor Ron Jeffries (XP) Ken Schwaber (Scrum) Martin Fowler (XP,+) Arie van Bennekum (DSDM) Ward Cunningham (XP, +) Robert C. Martin (XP) 25
    23. 23. The Agile Manifesto February 11th 2001 We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
    24. 24. How to manage Uncertainty using the Agile Mindset in the Software domain Exact outcome is not knowable in advance Outcome based on intangible, thoughts, and knowledge Empirical Process to realize outcome THE AGILE MANIFESTO We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
    25. 25. Agile is a mindset [that in the software world is] Established through 4 values Grounded by 12 principles, & Manifested through many many different practices A mindset is the established set of attitudes 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
    26. 26. Agile is a mindset [that in the software world is] Established through 4 values Grounded by 12 principles, & Manifested through many many different practices A Value is an established ideal that the members of a given society regard as desirable Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
    27. 27. Agile is a mindset [that in the software world is] Established through 4 values Grounded by 12 principles, & Manifested through many many different practices 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.
    28. 28. Agile is a mindset [that in the software world is] Established through 4 values Grounded by 12 principles, & Manifested through many many different practices Product visioning Project chartering Affinity (relative) estimation Size-based (point) estimation Planning poker Group estimation Value-based documentation Prioritized product backlog User stories Progressive elaboration Personas Story maps / MMF Story slicing Acceptance tests as requirements Short iterations WIP Limits Early and frequent releases Roadmapping Velocity-based planning and commitment Iteration planning / Iteration backlog Release planning / Release backlog Time boxed iterations Adaptive (multi-level) planning Risk backlog Team structure of VT / DT Pull-based systems Slack Sustainable pace Frequent face-to-face Team chartering Cross-silo collaborative teams Self-organizing teams Cross-functional teams Servant leadership Task volunteering Generalizing specialist Tracking progress via velocity Burn-up/burn-down charts Refactoring Automated unit tests Coding standards Incremental/evolutionary design Automated builds Ten-minute build Monitoring technical debt Version control Configuration management Test driven development Pair programming Spike solutions Continuous integration Incremental deployment Simple design End-of-iteration hands-on UAT Automated functional tests Automated developer tests (unit tests) Exploratory testing Software metrics
    29. 29. Scrum eXtreme Programming Your own Agile process Agile is a mindset [that in the software world is] Established through 4 values Grounded by 12 principles, & Manifested through many many different practices
    30. 30. Scrum eXtreme Programming Your own Agile process Agile is a mindset [that in the software world is] Established through 4 values Grounded by 12 principles, & Manifested through many many different practices
    31. 31. Agile as a Process and Practices Doing Agile Learning the practices and applying them without know the mindset and principles to know when to tailor and how to select the appropriate practices Being Agile Internalizing the Mindset, values, and principles then applying the right practices and tailoring them to different situations as they arise Agile as a Mindset and Culture
    32. 32. Coaching and Facilitation Learning Objectives Learning Objectives Learning Objectives The Agile Mindset to Disciplines inside Software Development
    33. 33. 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 Iteration Planning Stand-up Demo Retrospective Release Planning
    34. 34. 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
    35. 35. ICAgile’s Roadmap The Agile Mindset to Disciplines inside Software Development
    36. 36. Meet Jack Company: Future Corp Size: 10,000 people Profession: CIO Size of IT: 3000 People Goal: Transform organization to Agile - ASAP Plan: Something like this 1. 2. 3. 4. 5. 6. 7. Start training across IT – probably on Scrum Picked a star, Stacy, in the IT organization and put her in charge of the transformation – in addition to her day job. Two pilot projects were launched successfully (doing Scrum) ! Memo from the CIO that says we’re moving to an agile/scrum process for all IT projects by the end of the year. The plan is to launch five pilots/teams every quarter. The CIO is meeting monthly with Stacy to track the number of projects who are adopting the agile process. Stacy is procuring an agile tool to help teams be consistent in their agile process.
    37. 37. Enterprise Agility Culture Why Ecosystem How Habits What Enterprise Agile is a culture based on the values and principles of Agile, supported by the organizational ecosystem and manifested through personal and organizational habits (how work really gets done around here). An Organizational Ecosystem consists of its: Leadership, Strategy, Structure, Processes and People
    38. 38. The Organizational Ecosystem Leadership Strategy (Goals, Measures of Success, Rewards) Structure re l tu Cu Cu ltu re (Style, Values, Habits) (Roles and Responsibili es, Decisions, Organiza on) Process (Value Chain, Policies, Opera ons, Business Processes) People (Values, Beliefs, A tudes, Norms, Habits) Culture
    39. 39. When Agile is Just a Process Unsustainable Agility Leadership Cu ltu re (Style, Values, Habits) Cu Strategy (Goals, Measures of Success, Rewards) 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
    40. 40. Culture needs to be Aligned Collins & Porras studied: • 18 “visionary” vs. comparisons Stock Market Performance of Visionary vs. Comparison Companies ($100 invested) 700,000 600,000 Key distinguishing factor: • presence of a Strong, Integrated and Consistent Culture 500,000 400,000 Visionary Most critical differentiating factor: • Alignment – where all elements of the organization work in concert Comparison 300,000 200,000 100,000 0 - Jim Collins & Jerry Porras, Built to Last 1926 1990
    41. 41. 2012 Survey – Barriers to Agile Adoption Ability to change the culture is the #1 barrier to further agile adoption 4 out of the past 6 years Source: 7th Annual VersionOne State of Agile Development Survey
    42. 42. Process Adoption vs Culture Transformation Process Change / Incremental Change Organizational and Culture Transformation Focus on Process and Technology Focus on People Cascading Decisions Shared Vision Training Educating Communication Buy-in Compliance Commitment
    43. 43. Scaling Agile Spectrum Single Team Agile Individual Mindsets and Team (Sub) Cultures need to be aligned with Agile Multiple Team Agile Chasm between Transformation and Adoption Organizational Culture needs to be Aligned with Agile Enterprise Agile
    44. 44. Culture: The Organizational Ecosystem Leadership Strategy (Goals, Measures of Success, Rewards) Structure re l tu Cu Cu ltu re (Style, Values, Habits) (Roles and Responsibili es, Decisions, Organiza on) Process (Value Chain, Policies, Opera ons, Business Processes) People (Values, Beliefs, A tudes, Norms, Habits) Culture
    45. 45. Basic Elements of the Sustainable Agility Human Elements Non-Human Elements Measurements
    46. 46. Basic Elements of the Sustainable Agility The Human Elements: • A common education 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 Implementing a multi-stage roadmap to agility that changes all three of these element in synergy and harmony A combination of consulting, mentoring, organizational coaching, business process re-engineering and organizational change management to roll-out the changes across the organization • Measurements: • • • Establishing a measurement system that is consistently monitoring the alignment of the culture Primary measure of progress is the mindset shift and the transformation of personal and organizational work habits Reporting progress, as a function of culture change not process change, nor structure change.
    47. 47. Coaching and Facilitation Learning Objectives Learning Objectives Learning Objectives Create a Common Educational Journey Based on Agile and Agility (not Scrum and Process)
    48. 48. ICAgile’s Roadmap The Agile Mindset to Disciplines inside Software Development
    49. 49. International Consortium for Agile Promote sustainable agility by providing a complete educational roadmap designed to introduce everyone in an organization to a different way of approaching their work that is appropriate for the non-linear nature of knowledge work.. 53
    50. 50. International Consortium for Agile 1. Defines what to learn by engaging agile experts to create learning objectives for each discipline 1. Ensure quality education by accrediting courses for training organizations, corporations, academic institutes and governments. 2. Recognizing the education and motivating people to deepen their knowledge and competency through 3 levels of certifications (Professional, Expert, Master) 54
    51. 51. 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 Christian 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 Elatta Shane Hastie Sharon Robson Venkat Subramanian and many more …
    52. 52. The Learning Objectives
    53. 53. Learning Objectives for Every Track > 60 > 70 > 65 > 60 > 60 > 25 > 30 > 25 Over 400 Learning Objectives How Many do you have ?
    54. 54. Ensure Quality Education by Accrediting Courses for Training Organizations And Universities and Corporations Over 25 Active Members of the Consortium of Internal or External Accredited Courses
    55. 55. The Accreditation Process ICAgile Accredits courses for training companies, corporations and universities
    56. 56. Status towards Expert Level Selected Learning Tracks Learning Objective Completed Certifications Completed Progress within Tracks Learning Objective Not Yet Completed
    57. 57. ICAgile’s Learning Roadmap
    58. 58. ICAgile’s Learning Roadmap KEY Professional Level Certification Certification for Intent to learn Agile
    59. 59. ICAgile’s Learning Roadmap KEY Expert Level Certifications Certification for demonstration of Competency Professional Level Certification Certification for Intent to learn Agile
    60. 60. ICAgile’s Learning Roadmap KEY Master Level Certification Certification for demonstration of Proficiency Expert Level Certifications Certification for demonstration of Competency Professional Level Certification Certification for Intent to learn Agile
    61. 61. ICAgile’s Learning Roadmap KEY Master Level Certification Certification for demonstration of Proficiency Expert Level Certifications Certification for demonstration of Competency Professional Level: Continuing Learning Certifications Certification for assessment of Knowledge Acquisition Professional Level Certification Certification for Intent to learn Agile
    62. 62. 3. Becoming an ICAgile Certified Expert 5 Apply for ICAgile Certified Expert (ICE) Certification 4 Apply and Practice 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 Certified Expert certification. The ICAgile Certified Expert (ICE) certification requires a demonstration of competency. Make sure you have practiced the things you have learned and have become competent in those skills before applying for the ICE ✔ These learning objectives are covered by completing all the Continuing Learning Certifications (CLCs) defined within the track. There are typically 1-3 CLCs per track. Instructors will assess students during the class before granting CLCs. 3 Obtain all Continuing Learning Certification (CLCs) within a track 2 Select Discipline(s) of Study Each track of study (discipline) has a set of learning objectives the professional must cover to apply for the ICAgile Certified Expert certification. 1 Obtain ICAgile Certified Professional (ICP) Certification Attend an Accredited ICAgile Fundamentals Course by any of our Member Organizations or transfer equivalent certifications (PMI-ACP… etc.) ✔
    63. 63. ICAgile Certifications Knowledge Based Certifications 1. ICAgile Certified Professional 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. ICAgile Certified Professional in Agile Team Facilitation ICAgile Certified Professional in Agile Coaching ICAgile Certified Professional in Agile Project Management ICAgile Certified Professional in Agile Program Management ICAgile Certified Professional in Agile Programming ICAgile Certified Professional in Agile Software Design ICAgile Certified Professional in Agile Testing ICAgile Certified Professional in Test Automation ICAgile Certified Professional in Business Value Analysis ICAgile Certified Professional in Business Portfolio Management ICAgile Certified Professional in Agile Enterprise Coaching ICAgile Certified Professional in Agile Executive Leadership Fundamentals 1 2 3 4 5 Continuing Learning Certifications 7 Different Specialty Tracks 6 7 Competency Based Certifications Applying the Knowledge and Developing Experience and Competency 1. 2. 3. 4. 5. 6. 7. ICAgile Certified Expert in Agile Facilitation and Coaching ICAgile Certified Expert in Agile Project Management ICAgile Certified Expert in Software Design and Development ICAgile Certified Expert in Agile Testing ICAgile Certified Expert in Business Value Management ICAgile Certified Expert in Enterprise Coaching ICAgile Certified Expert in Agile Executive Leadership 8. ICAgile Certified Master Agilist 1 2 3 4 5 6 7 Track Completion Certification Competency Assessment Proficiency
    64. 64. Is your agile learning accredited by … Why not ?
    65. 65. Thank you Questions? Ahmed Sidky, Ph.D. Twitter: @asidky asidky@icagile.com www.icagile.com

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