ICAgile-Accredited Courses

ICAgile-accredited courses meet the highest standard of learning, helping you master skills that are crucial and unique to specific agile disciplines. When you take an ICAgile-accredited class, you can be confident that you are meeting discipline-specific learning outcomes, which were developed in collaboration with worldwide agile thought leaders and practitioners.

Agile Delivery

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In order to succeed with agile approaches, teams and organizations should focus first on “being agile” as a foundation for success in “doing agile.” ICAgile's fundamentals learning outcomes delve into key concepts such as adaptive planning, value-driven development, team collaboration, and frequent feedback for continuous improvement. They also cover the history of the agile movement, the Agile Manifesto, the Agile Principles, and some widely applied frameworks and practices. Course participants come away with a solid understanding of core concepts as they prepare to embark on their agile journey.

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The ICP-ATF is one of two knowledge-based certifications on the Agile Coaching Track. It focuses primarily on the mindset and role of an agile team facilitator, while also providing group facilitation tools and techniques for effectively designing meetings and workshops that both engage the entire audience and drive towards agreed-upon outcomes. Through obtaining this certification, course participants will develop an appreciation for the art of facilitation as key to fostering collaboration and enabling self-organizing teams. In addition, participants will build their facilitator toolkits and gain experience facilitating specific agile practices most relevant to their organizational context.

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The ICP-ACC is one of two knowledge-based certifications on the Agile Coaching track. The certification focuses primarily on the mindset, roles, and responsibilities of an Agile Coach. After finishing the certification, the learner will be able to differentiate between and among mentoring, facilitating, professional coaching, and teaching, and will also gain the skills needed to create a safe environment for meaningful collaboration and healthy conflict resolution within an agile team. This certification introduces participants to foundational team coaching skills and team development concepts for starting and growing teams while focusing on teams and organizations as human systems. A key part of this certification focuses on developing an understanding of the professional coaching skillset and the value of honing these skills to serve individuals on an agile team.

Business Agility

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People at every level and in practically every role in today's organizations are required to focus on customer delight, and bring innovation and continuous improvement into their work. This is a hard challenge and one that requires either building new muscles or limbering up muscles we may not use often. This highly experiential set of learning outcomes equips participants with new knowledge, tools, and techniques to implement immediately. The ICAgile Certified Professional in Business Agility Foundations (ICP-BAF) is intended to jumpstart the organizational and individual transformation towards a more responsive, value-driven reality.

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The nature of leadership has changed. The longstanding top-down, directive style of leadership is not successful in the current, adaptive work environment. These environments require a paradigm shift in leaders and their understanding of what constitutes effective leadership. 

 

This set of Learning Outcomes focuses on developing leaders who are adaptive and agile in their leadership style. This is where leaders learn to lead themselves first and create an environment that will allow agility to thrive.

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For organizations to succeed with business agility, the role of the supervisor or manager must evolve to focus on creating a supportive and empowering environment. This begins with the leader growing their own capabilities as a leader, coach, and mentor before developing the people and teams around them. Agile leaders and managers need to encourage and enable growth while modeling an agile mindset.

 

The ICP-PDV Learning Outcomes focus on the manager and their relationship to people as a leader — not as much on the processes that support “people management.” Those processes are addressed more thoroughly in the Agility in HR (ICP-AHR) Learning Outcomes.

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The ICP-ENT is the first of two knowledge-based certifications on the Enterprise Coaching for Agility Track. This certification focuses on developing an understanding of agility at the enterprise level from structural, process, leadership, and cultural perspectives.

 

The Learning Outcomes include topics such as systems and complexity theory, measuring business performance from an agile perspective, agile frameworks for enterprise scaling, awareness of organizational design and structure, understanding leadership development, and engaging leadership in conversations about organizational culture.

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The ICP-CAT is the second of two knowledge-based certifications on the Enterprise Coaching for Agility Track. This certification focuses on the field of Enterprise Coaching for Agility, explores the core elements of an agile transformation, and links the core enterprise coaching competencies in a way that empowers coaches to act as agents of change in organizations.

 

The Learning Outcomes also delve into the pursuit of professional mastery and the ethical considerations of Enterprise Coaching for Agility. They then look at elements central to agile transitions such as organizational and human change processes, transformation strategies, addressing organizational impediments, and communicating, educating, and facilitating at an organizational level.

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Being successful in today’s state of constant change requires a more responsive approach to setting and implementing organizational strategy. Successful organizations devise and execute adaptive strategies to achieve their desired outcomes. This requires a higher frequency and level of adaptability in strategic planning than what has traditionally been the case. As strategies are implemented, continuous improvement mechanisms and methods to measure what matters should be established early. In more adaptive organizations, strategy definition and ongoing adaptation is a collaborative responsibility, not just incumbent upon the leader.