Agile Project Management

Agile Project Management Summary Certification Abbreviation Prerequisite(s) Classroom Duration Number of CECs Number of Subjects Number of Themes Status ICAgile Certified Expert Agile Project Management ICE-PM ICP (ICAgile Certified Professional) or equivalent TBD 2 (optional) TBD TBD In Progress. ICP-PM is currently available for accreditation. Table of Contents Agile Project Management... 1 Summary... 1 Table of Contents... 1 Purpose... 2 Context... 2 Subjects... 2 Track Development... 3 Certifications... 3 Credit-Only Classes... 4 Learning Objectives... 5 Guidance for Course Designers... 16 Curriculum guidance... 16 Acceptance criteria... 16 Track Structure... 17 Track components... 17 Track component relationships... 17 Roadmap... 18 The ICAgile Roadmap... 18 ICAgile Study Tracks... 19 Certifications... 20 1 Agile Project Management Track ICAgile In Progress 3/10/2013

Purpose The purpose of the Agile Project Management track is to: Explore project management tools and techniques in Agile environments Introduce knowledge needed to apply those skills in real-world situations Provide an understanding of the mindset, role & responsibilities of a leader of Agile projects Context Large, complex organizations with numerous teams that interact in complex ways with the business and the product are increasingly the norm for Agile projects. Project management as a discipline becomes increasingly important, requiring more advanced skills and experience, when the following exist in an organization: Co-located or distributed teams Large or complex projects or initiatives Interconnected teams encountering difficulty in coordination Complex business environment Complex product design Subjects Introduction. Understand that knowledge work tends to be non-linear the stakeholders understanding of the problem, the potential solution design, and the performers capabilities all inform each other as the effort progresses. Understand key aspects of the Agile project and the role of the project manager. Understand facilitation techniques. Initiating. Understand the importance aligning organizational structure and portfolio, program, and project outcomes with organizational strategy and customer and business value. When initiatives are not explicitly aligned with the overall goals as determined by top management it isn t possible to align, prioritize and focus projects. Planning and Estimating. Understand how Agile planning uses relative size-based estimation, combined with historical performance data, to provide visibility into team performance, which enables continuous processes inspection & adaptation. Incorporate the deeper concept of multiple levels of planning, including release and iteration planning. Understand how incremental and iterative planning enables teams to accommodate change more easily and less expensively. Executing. Understand the Agile project manager does not focus on assigning and monitoring individual tasks rather, the focus is on positioning teams for success and supporting the continuous throughput of value. Understand the Agile project manager also focuses on cross-team planning and cross-organization communication, identifies risk and resolves impediments. Understand the use of empirical data to determine the health of the project, rather than depending on pre-determined, self-imposed milestones. Understand the concept of delivering valuable increments of software frequently. Understand how to discover true business value by developing the product incrementally. Monitoring and Responding. Understand how to monitor schedule, budget, scope and risk. Understand how to make use of the skills and collaborative nature of an Agile team, release metrics and team processes and how to make trade-offs and adjustments to maximize the possibility of project success. 2 Agile Project Management Track ICAgile In Progress 3/10/2013

Closing. Understand techniques for closing a project while preparing for the next effort. Understand that Agile projects, with on-going build-release-deploy processes, lead to a DevOps flow in which a tight communication path between the development teams and the production support or Ops teams enables more frequent deployment to production. Track Development The Agile Project Management track is still in development. This document currently includes the first iteration of the track, which covers foundational topics appropriate to project management in organizations that are of medium or lower size and complexity. Organizations that choose to accredit courses against this version of the track should expect to offer significant feedback and re-accredit their courses against the next iteration of the Agile Testing track in Q2-Q3 of 2014. After the track has been used by training organizations and learners throughout the Agile community, we will solicit feedback and modify the track. Certifications Continuing Education Certifications One CEC is currently available in the Agile Project Management track: 1. ICAgile Certified Professional Project Management Fundamentals (ICP-PM) CECs are optional intermediate certifications that recognize student learning as they proceed through tracks of study. In this track, a training organization is permitted to offer a CEC based on: 1. Inclusion of LOs, 2. Class duration, and 3. A sufficient in-class evaluation. Expert Expert certifications cannot be granted by training organizations; individuals must apply to directly ICAgile to receive them. The expert certification in the Agile Project Management track is the ICAgile Certified Expert Agile Project Management (ICE-PM). An individual cannot become an ICAgile Expert through learning alone. A learner is qualified to become an ICE-PM after completing the requirements for the track gate. In all tracks, requirements to become an ICAgile Expert generally include: 1. Receiving credit for all Themes in the track, 2. Obtaining real-life experience, and 3. Completing a competency evaluation. Gate details for this track will be defined and publicly posted Q1 2014. 3 Agile Project Management Track ICAgile In Progress 3/10/2013

Credit Only Classes Training organizations may choose to offer non-certification classes. Non-certification classes (creditonly classes) are valid for transcript credit and satisfy the classwork section of the Expert gate for that track. Additionally, students who attend a class that offers certification but who do not pass the certification evaluation will receive credit for the classwork but they will not receive the class s associated Continuing Education Certification. Students are not required to earn a track s CECs in order to apply for Expert gate evaluation; they are only required to earn class credit. 4 Agile Project Management Track ICAgile In Progress 3/10/2013

Learning Objectives 1. Introduction 1.1 The Agile project 1.1.1 Agile view of a project When requirements are minutely defined at the outset, change is controlled and work is defined with sequential dependency, it is difficult to deliver business value quickly and to respond to market changes. Agile acknowledges that interdependencies and uncertainty exist throughout the life of project, so requirements should develop with more certainty as the project progresses, and work should not be siloed. The purpose of this LO is to introduce the Agile view of a project, including the complex, adaptive, non-linear characteristics of Agile work. It should demonstrate that the stakeholders understanding of the problem, the potential solution design, and the performers capabilities all inform each other as the effort progresses. To be acceptable, this LO should include examples, exercises or discussions that outline clear Agile project characteristics, including common methodologies used for executing Agile projects. 1.1.2 Agile project language As with any specialty, Agile project management includes language specific to its domain. Understanding this language can help the Agile project manager clearly communicate with the project team. The purpose of this LO is to outline and define terminology typically used by an Agile project team. To be acceptable, this LO should include a vocabulary list or link to reference information. 1.1.3 Benefits of Agile Project Management Dealing with change and uncertainty is the new normal for organizations as a whole. Even in the project space, constant adjustment and refinement are necessary. Agile Project Management provides unique benefits to Project Managers, project teams, and the projects stakeholders in learning how to be adaptive to what they discover as they execute their projects. The purpose of this LO is to highlight the key benefits of Agile Project Management. To be acceptable, this LO should include examples, exercises or discussions that outline the benefits to be obtained by implementing Agile Project Management. 5 Agile Project Management Track ICAgile In Progress 3/10/2013

1.2 The Agile project manager 1.2.1 Leadership Agile project managers often serve as leaders in their organizations. The purpose of this LO is to introduce learners to Agile leadership qualities, including the concept of serving the team and giving priority attention to the needs of individuals to help create the opportunity and motivation for each person to contribute to the project outcome. To be acceptable, this LO should include at least one example of proven methods for leading and motivating teams and individuals. 1.2.2 Conflict resolution During the course of a project competing concerns may arise inside of the team or among other stakeholders that can impact project performance. The purpose of this LO is to introduce tools and techniques for conflict resolution and how to minimize the negative impacts of conflict on the project and teams. To be acceptable, this LO should include exercises that demonstrate at least one tool and/or technique a project manager can use to help resolve conflict. 1.2.3 Building community Projects are delivered through the interactions and conversations of the performers of the project. Cost, time and scope are not balanced through assigning and managing individual tasks they are balanced through managing relationships to ensure that effective communication and coordination occurs within the project team and with entities external to the project. The Agile project manager must have an open and ongoing communication channel with the project teams. The purpose of this LO is to show the importance of building a community around an Agile project. To be acceptable, this LO should use exercises, examples or discussion to demonstrate how an Agile project manager can build community to support the learning and adapting that takes place throughout the project. 1.2.4 Facilitating Agile project managers do a lot less directing and a lot more facilitating. The purpose of this LO is to introduce the learner to facilitation methods and demonstrate when to apply them. To be acceptable, this LO should introduce the learner to facilitation methods. More advanced facilitation will be covered in the Program & Portfolio Management section of this track. 6 Agile Project Management Track ICAgile In Progress 3/10/2013

2. Initiating 2.1 Teams 2.1.1 Cross functional teams Cross-functional teams that possess the skills and experience needed to deliver highquality products that are valued by the customer or market are the fundamental building blocks of Agile. However, the reality of many organizations is that project managers are often required to work with different team models. The purpose of this LO is to discuss different team models, the benefits and drawbacks of each, and how to successfully manage a project using different types of teams. To be acceptable, this LO should introduce the learner to different team models and discuss the pros and cons of each, in order to help the learner to make conscious decisions about team structure. 2.1.2 Understanding team dynamics Team performance is influenced by how long the team has been together; team dynamics are strongly related to team member stability. The common, incorrect belief that changing membership of the team and assuming you can just plug and play needs to be revisited. The purpose of this LO is to introduce the learner to inputs that can affect team dynamics, including time, competencies, numbers, location and culture. To be acceptable, this LO should include examples, exercises, external resources or discussion that a learner can use to identify inputs that affect team dynamics and introduce real-world skills to support the learner in working with team dynamics as a project manager. 2.1.3 Developing project team members Agile organizations have an ongoing focus on improving the competence of everyone involved in the project. Actively working to develop individual team members can have an impact on the team s ability to deliver a good product. The purpose of this LO is to understand how a project manager can help individual team members to continuously improve. The learner should understand how to focus on growing expertise and knowledge within an Agile culture and how a project manager helps the organization to build and embrace a culture of continuous improvement. To be acceptable, this LO should include at least one method a project manager can use to help develop competencies enhance project performance and to foster a culture of continuous improvement. 2.1.4 Improving team environment Project managers can influence team environment and interactions. 7 Agile Project Management Track ICAgile In Progress 3/10/2013

2.2 Stakeholders The purpose of this LO is to introduce tools and techniques for improving the competencies, team interaction, and overall team environment to enhance project performance. It should also address how moving people from team to team or adding people late in a project can negatively impact team performance. To be acceptable, this LO should include specific examples of how a project manager can help improve team interaction and overall team environment to enhance project performance. 2.2.1 Customers vs. users One of the most important stakeholders in a successful project team is a knowledgeable customer or designated user representative, who can offer frequent feedback on the incrementally evolving product. A key Agile principle is the inclusion of the customer in the project not only at the project inception but throughout the project, the customer input and feedback is key to the success of an Agile project. The purpose of this LO is to expose learners to the value of and techniques for involving customer interaction throughout the project and demonstrating some approaches for ensuring that customer feedback is incorporated to get an optimal result. Learners must be able to make the critical distinction between the customer and the user of the system. To be acceptable, this LO should use examples or exercises to demonstrate at least one approach for ensuring that customer feedback is received and incorporated. It should include at least one identifying characteristic learners can use to determine when to bring users vs. customers into the picture. 2.2.2 Other stakeholders In any project, stakeholders beyond the customer need to be considered, including support, implementation, operations, etc. The purpose of this LO is to help learners understand the needs of other stakeholders and approaches for ensuring the inclusion of those stakeholders throughout the project, ensuring their needs are addressed in the project. To be acceptable, this LO should include discussion or examples of stakeholders and at least one way to include them throughout the project. 2.3 Organizational Culture 2.3.1 Shared Understanding It is insufficient to rely primarily on documented scope at the beginning of a knowledge project. The purpose of this LO is to explore methods of maintaining shared context on knowledge work projects, including the importance of collaboration, big visible charts, setting context, and frequent communication within the team and to stakeholders external to the core development team. 8 Agile Project Management Track ICAgile In Progress 3/10/2013

To be acceptable, this LO should include examples of information radiators commonly used in Agile projects. 2.3.2 Collaboration The level of collaboration in an organization will significantly impact the project manager s role effective Agile organizations have a high level of collaboration. The purpose of this LO is to understand the attributes of collaboration within an Agile culture. To be acceptable, this LO should demonstrate how to identify the level of collaboration within an organization. It should include at least one method an Agile project manager can use to encourage and support collaboration. 2.3.3 Autonomy Organizations have different levels of command and control. Effective Agile organizations support team self-organization, situation specific judgment, and negotiation, while limiting task-level control. The purpose of this LO is to understand how task-level control can impact project performance within an Agile culture and how the project manager can increase autonomy over task-level decisions. To be acceptable, this LO should demonstrate at least one approach a project manager can use to help the project team achieve organizational goals while limiting task-level control. 2.3.4 Safety When organizations nurture collaborative relationships and focus on value-based, team delivery over individual performance, they create a culture that creates individual safety. The purpose of this LO is to understand the attributes of building and nurturing a culture of honesty, transparency, open communication, safety, and an overall focus on value-based delivery. To be acceptable, this LO should include examples of safe vs unsafe cultures. It should use discussions or exercises that demonstrate at least one way to increase safety of team members. 2.4 Vision & Charter 2.4.1 Vision Projects should state a clear organizational vision or goal. The purpose of this LO is for learners to understand how to align projects with the organizational vision or goal for which the project is being undertaken. To be acceptable, this LO should include at least on method for aligning projects to organizational vision. 2.4.2 Charter Projects are more successful when they are launched with a clear charter. 9 Agile Project Management Track ICAgile In Progress 3/10/2013

The purpose of this LO is to define attributes of a project charter and help learners understand when and how a charter should be created. To be acceptable, this LO should include examples, discussion or exercises to demonstrate at least one method for creating a project charter. 2.4.3 Team agreements Agile team members establish social contracts that place team and project success above individual performance. These agreements can be part of the project charter or can be more specific to the internal functioning of a team in the context of a project, iteration, or specific meeting. The purpose of this LO is to define attributes of team level agreements and provide guidance to learners on when and how to develop team agreements. To be acceptable, this LO should include at least one method for facilitating the development of team agreements. 3. Planning & Estimating 3.1 Planning 3.1.1 Release planning Many Agile organizations plan Releases, even when they practice continuous delivery, in order to align with business patterns such as marketing or customer training efforts. Every release should have a focused goal based on business value and an appropriate level of detail based on the initial clarity of the scope. The purpose of this LO is to introduce Release planning, including methodology, scope, constraints and increments of value, such as features or some other increment of value. Distinguish between release to the user and having frequent releases to the business and how to manage away from big bang deliveries to production. To be acceptable, this LO should explain at least one method of Release planning. It should help the learner distinguish between release to the user and having frequent releases or continuous delivery to the business. 3.1.2 Increment planning Many Agile organizations plan Increments, even when they practice continuous delivery or use pull-type methodologies, such as Kanban. The purpose of this LO is to introduce Increment planning. To be acceptable, this LO should explain at least one method of Increment planning. 3.1.3 Decomposing the work Teams need acceptance criteria and sufficient specification in order to meet commitments. 10 Agile Project Management Track ICAgile In Progress 3/10/2013

3.2 Agile Estimation The purpose of this LO is to demonstrate how to ensure work is decomposed sufficiently to more accurately forecast completion. To be acceptable, this LO should include exercises or examples that explain at least one method for decomposing work. 3.2.1 Principles of Agile estimation Estimates in knowledge work are almost never accurate but can assist in planning and forecasting team efforts. The purpose of this LO is to learn when and how estimation can be used for planning and forecasting team efforts. To be acceptable, this LO should include at least one example of Agile estimation techniques, how estimating can help a team plan, and the issues that can arise when a team is held to that forecast in the face of new understanding created as the team works. 3.2.2 Estimation techniques Agile Estimation is based on the relative size of the increments of value under consideration. The purpose of this LO is to introduce learners to the concept of Agile estimation techniques and estimation granularity appropriate for each level of planning. The LO also introduces the concept of Done and how this will change incrementally as teams mature in the Agile development process. To be acceptable, this LO should include hands-on exercises that demonstrate at least 1 common method for estimating and at least one method for resolving estimation conflicts within a team when team members estimates are substantially different. 4. Executing 4.1 Focus on Throughput 4.1.1 Frequent delivery Delivering frequently allows the organization to more effectively respond to change. Frequent delivery can reduce risk, increase response to change, and support trimming the tail when sufficient value has been created. The purpose of this LO is to introduce the concepts of early, frequent, and continuous delivery, link them to project effectiveness, and discuss techniques for achieving this goal. To be acceptable, this LO should include at least one methodology a team can use to deliver frequently or continuously. 11 Agile Project Management Track ICAgile In Progress 3/10/2013

4.1.2 Product demonstration The frequency of internal iterations within an iteration cycle provides teams with continuing demonstrations of progress and the chance to course correct quickly, when needed. The more frequently a team receives feedback, the better. The purpose of this LO is to introduce the concepts of product review or demonstrations with the customer or product owner. This enables the teams to received frequent and focused feedback from the product owner. The demonstrations allows for clear, transparent and open conversation between the team and the product owner. It is extremely beneficial to all involved to ensure the teams are delivering high value product and for the product owner to clarify goals as needed based upon what is demonstrated. To be acceptable, this LO should include an exercise, example or discussion that shows how to set up and conduct product demonstrations. 4.1.3 Team Velocity Team velocity is a measure of how much work of a certain size that the team can complete in a specific timeframe. The purpose of this LO is to introduce learners to the concept of velocity, and to demonstrate how velocity can be used to support team planning. Care should be taken to demonstrate that the velocity of one team does not infer the velocity of other teams, and any change to a team will result in a change in velocity. To be acceptable, this LO should demonstrate to the learner at least one way to determine capacity, and how that can be used to support team planning. 4.2 Governance 4.2.1 Project Governance Defining the scope, tasks and effort up front is ineffective for knowledge work, particularly in an Agile context. The purpose of this LO is to discuss the challenges inherent in trying to determine detailed tasks and effort for each role. This LO should teach empirical methods to monitor progress and direct change, rather than using definitive methods to try to predict progress and stop change. To be acceptable, this LO should use exercises or examples to demonstrate at least 3 typical Agile project metrics that empirically monitor progress, such as number of defects, code coverage, burn-down charts, burn-up charts, automated test coverage, team velocity, sprint and release burn-down charts. 4.2.2 Release governance Releases are used in many Agile organizations, even when they practice continuous delivery, in order to align with business patterns such as marketing or customer training efforts. Release governance sets expectations and creates a common understanding for business and project teams to communicate about work done from a release perspective. 12 Agile Project Management Track ICAgile In Progress 3/10/2013

The purpose of this LO is to define a governance and management framework to ensure releases have a clear vision, are technically feasible, and stay on track to achieve the vision and objectives of the release. To be acceptable, this LO should include an exercise or example that explains at least one method of release governance. 4.2.3 Iteration governance Iteration governance sets expectations and creates a common understanding for business and project teams to communicate about work done from an iteration perspective. The purpose of this LO is to define a governance and management framework to ensure iterations are on track to meet iteration commitments and overall project/program commitments. It should introduce the learner to various options/methods/frameworks for governing at the iteration or team level. These frameworks might include Scrum, XP, Kanban, or other Agile frameworks. To be acceptable, this LO should include an exercise or example that explains at least one method of iteration governance. 5. Monitoring and Responding 5.1 Constraints 5.1.1 Operating within constraints Projects function within the constraints of an organization. Although the details of the constraints are unique to each organization and each project within the organization, general categories of constraints are common to all of them: cost, time and scope. These constraints are tied to each other such that a change to one type of constraint will impact the nature and effect of the others. The purpose of this LO is to explain the constraints that exist for projects around resources, people, cost, time, and scope introducing the concept of adjusting scope to meet time and cost constraints. It should also demonstrate organizational constraints that can be placed on teams, including matrix reporting, team structure (such as feature-based teams vs. component-based teams), and team environment. To be acceptable, this LO should use exercises or examples to demonstrate the interactions between cost, time and scope. It should also show examples or discussion of at least one constraint placed on teams by organizations and how to change or work with them. 5.1.2 Inspecting & adapting Agile projects focus is on reducing the overall lead time and waste in the flow of value rather than optimizing for individual tasks therefore project success is best achieved through inspecting and adapting. 13 Agile Project Management Track ICAgile In Progress 3/10/2013

The purpose of this LO is to explain the concepts of lead time, waste and value in the context of an Agile project, and to demonstrate how inputs can be inspected and adapted to optimize project flow. To be acceptable, this LO should include exercises or examples that offer leaners understanding of these concepts. 5.2 Scope 5.2.1 Developing requirements When requirements are defined in detail up front, there is an increased probability that requirements will change frequently or substantially. As a result, teams can start to churn and productivity can drop. The purpose of this LO is to introduce mechanisms for incrementally and iteratively defining requirements from high level at the start of a project to the detailed as the project teams discover the true business needs of the project and how to meet the needs with a high quality product. To be acceptable, this LO should include exercises, examples or discussion that demonstrates at least one mechanism for iteratively discovering requirements. 5.2.2 Stakeholder engagement Products are collaborative explorations towards functionally and financially acceptable solutions. The purpose of this LO is to stress the importance of seeking and receiving focused input throughout the project, not just at the beginning and end. The customer should provide insights as to the business values of the request product changes or creation; provide answers to questions to the goals and functionality of the product and provide constructive input or feedback during the demonstration and evaluation of new functionalities. To be acceptable, this LO should include examples of at least 1 method for seeking and implementing feedback. 5.2.3 Product quality Good quality must exist at all levels of product development. The Agile project manager should provide guidance to everyone involved in the project to ensure quality is built-in (not tested for) as a philosophy. At the portfolio or program level, quality can be defined as having clear and attainable goals for a release, sustainable pace for the teams, realistic budget and focused resources. At the team level, quality is built in by use of TTD, BDD, ATDD and other processes, such as a quality-focused definition of Done. The purpose of this LO is to introduce mechanisms to build quality into the product and process throughout the project. To be acceptable, this LO should include at least 2 examples for establishing built-in quality evaluation criteria. 14 Agile Project Management Track ICAgile In Progress 3/10/2013

5.3 Risk 5.3.1 Risk identification If something is risky or hard, it should be addressed early. The purpose of this LO is for learners to consider different inputs for identifying project risk, through qualitative and quantitative methods along with inputs from knowledge agents or subject experts with historical knowledge and technology expertise. To be acceptable, this LO should include exercises, discussion or examples that cover at least one method for identifying project risk. 5.3.2 Risk planning & mitigation The team must balance delivering business value with risk reduction. The purpose of this LO is for learners to consider responses for project risks, including classification, escalation and the evaluation and selection of potential resolutions. To be acceptable, this LO should include examples or exercises that outline project risk classification, escalation and evaluation, and at least one method for selecting potential resolutions. 5.3.3 Monitoring risks Risks have different severity and probabilities, so they require different responses. The purpose of this LO is for learners to consider methods of tracking identified risks, monitoring residual risks, executing risk mitigation, and evaluating their effectiveness. To be acceptable, this LO should include examples or exercises that demonstrate at least one method for monitoring risks and evaluating risk mitigation efficacy. 6. Closing 6.1 Customer Acceptance 6.1.1 Acceptance Demonstration of the working product is the primary method for proving the project/release/iteration has met the needs of the customer, with an eye to closing a project or a project phase (i.e., an iterative cycle). The purpose of this LO is for the learner to understand that the customer will only accept deliverables that are demonstrable and satisfy business needs. To be acceptable, this LO should include examples, exercises or discussion that demonstrates methods for demonstrating the working product. 15 Agile Project Management Track ICAgile In Progress 3/10/2013

Guidance for Course Designers Curriculum guidance This document is not a description of a course it is a description of what a learner should encounter in courses, or study to learn, to gain a sound introduction to this track discipline. In each section, watch for concept elements in which a concept is introduced, and technique & application elements in which the learner studies a technique or practice, or reinforces a concept. We encourage instructors to take time both during class and between classes to cover the material, to let the learner embed the learning and gain experience applying the concepts. We find that embedding time is essential to instilling concepts and skills. Acceptable course design should be heavily weighted toward application of the skills taught. The Learning Objectives (LOs) are intended to support any of the Agile methodology variants and apply to individuals and teams with varying skills and backgrounds. Instructors are expected to include group activities of their own design and to incorporate their own, personal, specialties that highlight particular aspects of this track discipline s concepts, mindset, models and techniques. Durations are meant to convey a general sense of how deeply one should go to adequately convey the information. They are not meant to be followed verbatim. However, cutting times dramatically can result in a course not passing the accreditation evaluation because the course will probably not cover the LOs adequately. Acceptance criteria To be acceptable, material covering all learning objectives is expected to be detailed, with a focus on active learning opportunities, such as exercises, games, discussion, and hands-on experience. While lectures, handouts and presentation materials are often necessary aspects of a learning session, we recognize that education is more impactful and long-lasting when a student is actively engaged in the learning process. 16 Agile Project Management Track ICAgile In Progress 3/10/2013

Track Structure Track components Track: Information an individual is expected to know in order to be called an Expert in a specific discipline Subject: A collection of related Themes within a Track Theme: A collection of strongly related Learning Objectives Learning Objective: Finest-grain units of learning within a Track Certification: Acknowledgement of learning acquired by a class attendee Gate: Point at which a learner s study, experience and competency are evaluated for Expert standing Track component relationships Track Gate 1. Subject 1.1 Theme 1.1.1 Learning Objective 1. Earn credit for all Themes in Track 2. Gain experience 3. Evaluation (knowledge or competency) 17 Agile Project Management Track ICAgile In Progress 3/10/2013

Roadmap The ICAgile Roadmap Working with experts from around the world, the International Consortium for Agile is creating an education roadmap for all specialties involved in the Agile community. Recognizing that education is a life-long endeavor and that people need recognition as they proceed along the way, ICAgile has broken the journey into meaningful certifications with graduated expectations. ICAgile has also assembled a Roadmap Integration Team. Our Roadmap Integration Team has the responsibility of identifying the flow and interaction of the tracks within the ICAgile Learning Roadmap. The integration team offers guidance to track development teams on positioning tracks within the Roadmap, using shared Themes and presenting Learning Objectives from the perspective of various disciplines. The integration team also helps track chairs develop specific tracks Agile philosophy and perspective, and recommends the development of additional tracks in the Roadmap. 18 Agile Project Management Track ICAgile In Progress 3/10/2013

ICAgile Study Tracks Tracks currently include Executive Leadership, Business Value Management, Agile Project Leadership, Agile Software Design & Development, Agile Testing, Agile Facilitation and Coaching, and Agile Enterprise Coaching. Executive Leadership The Executive Leadership learning track is geared towards the executive and senior leadership levels within an organization. Value Management Business Analysis The Value Management Business Analysis learning track is designed to address the linkage between a coherent vision and strategy and how the strategic goals are achieved through definition and execution of all required programs/portfolios and projects. Agile Project Management The Agile Project Management learning track is designed to introduce learners to Agile Project Management during the first section of the track. Agile program & portfolio subjects are covered in the second section of the track. Agile Software Design & Development The Agile Software Design & Development learning track is designed to help people learn the skills, techniques and mindset needed to effectively design and develop software applications and systems with the known techniques, tools and mindset of good Agile programmers, as many Agile projects will involve some software design and programing. Agile Testing The Agile Testing learning track is designed to give the learner both the vocabulary and principles to be able to effectively perform Agile Testing as part of a whole-team concept from initial test planning, through development iterations, to product release. Agile testing is a key aspect of any Agile Project and may also be a specific role within any Agile Team. Agile Team Facilitation and Coaching The Agile Team Coaching and Facilitation learning track is designed to introduce learners to the concept of facilitating and coaching in the Agile context. It covers the roles and skills needed by an Agile Team Facilitator and an Agile Coach, to appropriately lead and effectively facilitate, coach, mentor and teach Agile teams. Agile Enterprise Coaching The Agile Enterprise Coaching learning track is designed to introduce learners to the concept of coaching an Agile transformation at the Enterprise level. 19 Agile Project Management Track ICAgile In Progress 3/10/2013

Certifications Individual ICAgile tracks offer 2 levels of certification: Professional and Expert. Professional Professional certifications within individual tracks fall under the category of Continuing Education Certification. CECs extend the learner s Professional status into a subset of knowledge within a specific track of learning. CECs are optional in 2 ways. First, training organizations can offer-for credit classes that don t yield a certification. Second, students do not have to receive any or all of a track s CECs in order to qualify for the Expert gate; they are only required to earn class credit. When Professional certifications are offered by a training organization, the CEC evaluation is performed by the trainer, with guidance from ICAgile. Expert Expert certifications cannot be granted by training organizations; individuals must apply to directly ICAgile to receive them. An individual cannot become an ICAgile Expert through learning alone. A learner is qualified to become an ICE after completing the requirements for the track gate. In all tracks, requirements to become an ICAgile Expert generally include: 1. Receiving credit for all Themes in the track, 2. Obtaining real-life experience, and 3. Completing a competency evaluation. 20 Agile Project Management Track ICAgile In Progress 3/10/2013