Introduction to the International Consortium for Agile (ICAgile)

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.

International

Consortium for Agile

15 YEARS

on the PMI-‐ACP Steering commi3ee

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

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

Co-‐founded Co-‐authored

Consulted, trained or coached with people and teams from …

Program Chair

Your mindset is the established set of a8tudes and habits you have about how to succeed at ge8ng

work done.

Agile is a Mindset …

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

Established through 4 values

[that in the soBware world is]

Grounded by 12 principles, &

Manifested through many many different pracKces

Agile is a mindset





Individuals and interacKons over processes and tools Working soBware over comprehensive documentaKon Customer collaboraKon over contract negoKaKon Responding to change over following a plan

A Value is an established ideal that the members of a given society regard as desirable

Agile is a mindset





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





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

Agile is a mindset





Scrum

eXtreme Programming

Your own Agile process

Agile is a mindset





Scrum

eXtreme Programming

Your own Agile process

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 Process and PracKces

Agile as a Mindset and Culture

Coaching and FacilitaKon

Leadership Va

lue

Managem

ent

and BA

Learning ObjecKves

Learning ObjecKves Le

arning

ObjecKves

The Agile Mindset to Disciplines inside Software Development

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

Education verses Training A view of the Doing of Agile vs the Being of Agile

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73 74 75 76 77 78 79 80

22% Of people’s time is consumed by “doing agile

practices” – what about the rest?


ICAgile’s Roadmap

Enterprise Agility

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).

Why How What Habits Ecosystem Culture

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

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

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

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

)

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

Leadership (Style,)Values,)Habits))

Culture' Culture'

Culture'

The Organizational Ecosystem

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

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

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

)

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

Leadership (Style,)Values,)Habits))

Culture'

Culture'

Culture'

Change

When Agile is Just a Process Unsustainable 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.

Basic Elements of the Sustainable Agility

Coaching and FacilitaKon

Leadership Va

lue

Managem

ent

and BA

Learning ObjecKves

Learning ObjecKves Le

arning

ObjecKves

Create a Common Educational Journey

Based on Agile and Agility (not Scrum and Process)


ICAgile’s Roadmap

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


23

International


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)

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

Over 400 Learning Objectives How Many do you have ?

Learning Objectives for Every Track

> 30

> 70

> 65

> 60

> 25

> 60

> 60

> 25

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

Certifications Completed Status towards

Expert Level

Progress within Tracks

Learning Objective Completed Learning

Objective Not Yet Completed

Selected Learning Tracks

ICAgile’s Learning Roadmap


Professional Level CerKficaKon CerKficaKon for Intent to learn Agile

KEY



KEY

Expert Level CerKficaKons CerKficaKon for demonstraKon of Competency




Master Level CerKficaKon CerKficaKon for demonstraKon of Proficiency

KEY




Master Level CerKficaKon CerKficaKon for demonstraKon of Proficiency

Professional Level: ConKnuing Learning CerKficaKons CerKficaKon for assessment of Knowledge Acquisi;on

KEY

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.)

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.

Obtain all ConKnuing Learning CerKficaKon (CLCs)

within a track

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.

Apply and PracKce and Develop Competency

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

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2

3

Apply for ICAgile CerKfied Expert (ICE)

CerKficaKon

4

5 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.

3. Becoming an ICAgile Certified Expert

ICAgile Certified Professional

✔

✔

ICAgile Certified Expert in Agile Coaching and Facilitation

Fundamentals

ConKnuing Learning

CerKficaKons

7 Different Specialty Tracks

Track CompleKon CerKficaKon

Competency Assessment

Proficiency

Know

ledge Ba

sed Ce

rKficaK

ons

Compe

tency Ba

sed

CerKficaK

ons

1.  ICAgile CerKfied Professional 2.  ICAgile CerKfied Professional in Agile Team FacilitaKon 3.  ICAgile CerKfied Professional in Agile Coaching 4.  ICAgile CerKfied Professional in Agile Project Management 5.  ICAgile CerKfied Professional in Agile Program Management 6.  ICAgile CerKfied Professional in Agile Programming 7.  ICAgile CerKfied Professional in Agile SoBware Design 8.  ICAgile CerKfied Professional in Agile TesKng 9.  ICAgile CerKfied Professional in Test AutomaKon 10.  ICAgile CerKfied Professional in Business Value Analysis 11.  ICAgile CerKfied Professional in Business Porsolio Management 12.  ICAgile CerKfied Professional in Agile Enterprise Coaching 13.  ICAgile CerKfied Professional in Agile ExecuKve Leadership

14.  ICAgile CerKfied Expert in Agile FacilitaKon and Coaching 15.  ICAgile CerKfied Expert in Agile Project Management 16.  ICAgile CerKfied Expert in SoBware Design and Development 17.  ICAgile CerKfied Expert in Agile TesKng 18.  ICAgile CerKfied Expert in Business Value Management 19.  ICAgile CerKfied Expert in Enterprise Coaching 20.  ICAgile CerKfied Expert in Agile ExecuKve Leadership

21.  ICAgile CerKfied Master Agilist

Applying the Knowledge and Developing Experience and Competency

ICAgile Certifications

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6 7

6 7

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2 3

1

Thank you Questions?

Ahmed Sidky, Ph.D. Twiper: @asidky [email protected]

www.icagile.com

Introduction to the International Consortium for Agile (ICAgile)

Education

ensure quality education

scrum extreme programming

icagile cerked expert

create learning objectives

engaging agile experts

agile process agile

training organizations

icagiles roadmap