Introduction to the International Consortium for Agile (ICAgile)
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Transcript of 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
Established through 4 values
[that in the soBware world is]
Grounded by 12 principles, &
Manifested through many many different pracKces
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
Established through 4 values
[that in the soBware world is]
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
Established through 4 values
[that in the soBware world is]
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
Agile is a mindset
Established through 4 values
[that in the soBware world is]
Grounded by 12 principles, &
Manifested through many many different pracKces
Scrum
eXtreme Programming
Your own Agile process
Agile is a mindset
Established through 4 values
[that in the soBware world is]
Grounded by 12 principles, &
Manifested through many many different pracKces
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
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
22% Of people’s time is consumed by “doing agile
practices” – what about the rest?
The Agile Mindset to Disciplines inside Software Development
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)
The Agile Mindset to Disciplines inside Software Development
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
Consortium for Agile
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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)
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
ICAgile’s Learning Roadmap
Professional Level CerKficaKon CerKficaKon for Intent to learn Agile
KEY
ICAgile’s Learning Roadmap
Professional Level CerKficaKon CerKficaKon for Intent to learn Agile
KEY
Expert Level CerKficaKons CerKficaKon for demonstraKon of Competency
ICAgile’s Learning Roadmap
Professional Level CerKficaKon CerKficaKon for Intent to learn Agile
Expert Level CerKficaKons CerKficaKon for demonstraKon of Competency
Master Level CerKficaKon CerKficaKon for demonstraKon of Proficiency
KEY
ICAgile’s Learning Roadmap
Professional Level CerKficaKon CerKficaKon for Intent to learn Agile
Expert Level CerKficaKons CerKficaKon for demonstraKon of Competency
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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Apply for ICAgile CerKfied Expert (ICE)
CerKficaKon
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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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