The International Consortium for Agile (ICAgile) provides over 20 certifications aimed at enhancing knowledge and competencies in Agile methodologies. It emphasizes an Agile mindset characterized by values such as customer satisfaction, welcoming change, and teamwork, which are embodied in various practices and principles. The organization also focuses on sustainable agility through education, accreditation, and a comprehensive roadmap tailored for diverse learning paths and organizational environments.

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
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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
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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

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. 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
…

25. The Learning Objectives

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

29. Status towards
Expert Level
Selected
Learning
Tracks
Learning
Objective
Completed
Certifications
Completed
Progress
within
Tracks
Learning
Objective Not
Yet Completed

30. ICAgile’s Learning Roadmap

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