V roce 2020 bude v České republice možnost nové certifikace IPMA Agile Leadership. Doprovodí tak zbylé dva profesní standardy, Agile PMI a Prince 2 Agile. Při porovnání všech 3 standardů projektového řízení je právě IPMA zaměřena nejvíce na kompetenční znalosti kandidátů a absolventů. PMI stejně jako Prince 2 vnímáme více jako procesní rámec, jak řídit projekty s definicí vstupů, výstupů a nástrojů, jak vstupy přeměnit na výstupy.
Přihlašte se na školení RedTie, které vás připraví na budoucí certifikaci, která vám otevře dveře do mnoha organizací, které se již vydali či vydají směrem agilní transformace.
Bližší informace k nové certifikaci jsou dostupné zde.
Certifikace IPMA Agile Leadership bude založena na následujících tzv. Key Competence Indicators:
Perspektiva
Strategie
| |
IPMA Agile Leader |
| Perspective 1.1 |
Align agile teams with organisational mission and vision |
| Perspective 1.2 |
Identify and exploit opportunities to influence organizational strategy |
| Perspective 1.3 |
Develop and ensure the ongoing validity of the business/organizational justification for the agile approach |
| Perspective 1.4 |
Determine, assess and review critical success factors |
| Perspective 1.5 |
Determine, assess and review key performance indicators |
Governance, Structures and Processes
| |
IPMA Agile Leader |
| Perspective 2.1 |
Know the principles of agile work and the way they are applied. |
| Perspective 2.2 |
Know the principles of agile programme management and the way they are deployed. |
| Perspective 2.3 |
Know the principles of agile portfolio management and the way they are deployed. |
| Perspective 2.4 |
Align the agile work with supporting function |
| Perspective 2.5 |
Align the agile work with the organisation’s decision making and reporting structures and quality requirements |
| Perspective 2.6 |
Align the agile work with human resource processes and functions |
| Perspective 2.7 |
Align the agile work with finance and control processes and functions |
| Perspective 2.8 |
Bridges the principles of plan driven management and agile work. |
Compliance, Standards and Regulations
| |
IPMA Agile Leader |
| Perspective 3.1 |
Identify, and ensure that the agile work complies with all relevant legislation |
| Perspective 3.2 |
Identify, and ensure that the agile work with all relevant health, safety, security and environmental regulations (HSSE) |
| Perspective 3.3 |
Identify, and ensure that the agile work complies with all relevant codes of conduct and professional regulation |
| Perspective 3.4 |
Identify, and ensure that the agile work complies with relevant sustainability principles and goals |
| Perspective 3.5 |
Assess, use and develop professional standards and tools for the agile work |
| Perspective 3.6 |
Assess, benchmark and improve the organisational agile competence |
Power and Interest
| |
IPMA Agile Leader |
| Perspective 4.1 |
Assess the personal ambitions and interests of others and the potential impact of these on the agile work |
| Perspective 4.2 |
Assess the informal influence of agile teams and its potential impact on the project work |
| Perspective 4.3 |
Assess the personalities and working styles of others and employ them to the benefit of the agile work |
Culture and Values
| |
IPMA Agile Leader |
| Perspective 5.1 |
Assess the culture and values of the society and their implications for the agile activities. |
| Perspective 5.2 |
Bridges the agile activities with the formal culture and corporate values of the organisation |
| Perspective 5.3 |
Assess the informal culture and values of the organisation and their implications for the agile activities |
People – Lidé
Self-reflection and Self-management
| |
IPMA Agile Leader |
| People 1.1 |
Identify, and reflect on the ways in which own values and experiences affect the work |
| People 1.2 |
Build self-confidence on the basis of personal strengths and weaknesses |
| People 1.3 |
Identify, and reflect on, personal motivations to set personal goals and keep focus |
| People 1.4 |
Organise personal work depending on the situation and own resources |
| People 1.5 |
Take responsibility for personal learning and development |
Personal Integrity and Reliability
| |
IPMA Agile Leader |
| People 2.1 |
Acknowledge and apply ethical values to all decisions and actions |
| People 2.2 |
Promote the sustainability of outputs and outcomes |
| People 2.3 |
Take responsibility for own decisions and actions |
| People 2.4 |
Act, take decisions and communicate in a consistent way |
| People 2.5 |
Complete tasks thoroughly in order to build confidence with others |
Personal Communication
| |
IPMA Agile Leader |
| People 3.1 |
Provide clear and structured information to others and verify their understanding |
| People 3.2 |
Facilitate and promote open communication |
| People 3.3 |
Choose communication styles and channels to meet the needs of the audience, situation and management level |
| People 3.4 |
Communicate effectively with and within virtual teams |
| People 3.5 |
Employ humour and sense of perspective when appropriate |
Relations and Engagement
| |
IPMA Agile Leader |
| People 4.1 |
Initiate and develop personal and professional relations. |
| People 4.2 |
Build, facilitate and contribute to social networks |
| People 4.3 |
Demonstrate empathy trough listening, understanding and support for change. |
| People 4.4 |
Show confidence and respect by encouraging others to give feedback and to share their opinions or concerns. |
| People 4.5 |
Share own vision and goals in order to gain the engagements and commitment of others. |
| People 4.6 |
Uses the social capital that is present in the network and stimulates its increase. |
Leadership
| |
IPMA Agile Leader |
| People 5.1 |
Initiate actions and proactively offer help and advice |
| People 5.2 |
Take ownership and show commitment |
| People 5.3 |
Provide direction, coaching and mentoring to guide and improve the work of individuals and teams |
| People 5.4 |
Exert appropriate power and influence over others to achieve the goals |
| People 5.5 |
Facilitate, enforce and review decisions |
Teamwork
| |
IPMA Agile Leader |
| People 6.1 |
Facilitates the selection and building of the team |
| People 6.2 |
Promote cooperation and networking between team members |
| People 6.3 |
Support, facilitate and review the development of the team and its members |
| People 6.4 |
Empower teams to determine tasks and responsibilities |
| People 6.5 |
Recognise opportunities to facilitate learning and inspires the team to continuously improve |
Conflict and Crisis
| |
IPMA Agile Leader |
| People 7.1 |
Anticipate and possibly prevent conflicts and crises, be open for and allow new ideas |
| People 7.2 |
Analyse the causes and consequences of conflicts and crises and select appropriate response(s) |
| People 7.3 |
Mediate and resolve conflicts and crises and/or their impact |
| People 7.4 |
Identify and share learning from conflicts and crises in order to improve future practice all over the teams |
Resourcefulness
| |
IPMA Agile Leader |
| People 8.1 |
Stimulate and support an open and creative environment |
| People 8.2 |
Apply conceptual thinking to define situations and strategies |
| People 8.3 |
Apply analytic techniques to analysing situations, financial and organisational data and trends |
| People 8.4 |
Promote and apply creative techniques to find alternatives and solutions |
| People 8.5 |
Promote a holistic view of the project and its context to improve decision-making |
Negotiation
| |
IPMA Agile Leader |
| People 9.1 |
Identify and analyse the interests of all parties involved in the negotiation |
| People 9.2 |
Develop and evaluate options and alternatives with the potential to meet the needs of all parties |
| People 9.3 |
Define a negotiation strategy in line with own objectives that is acceptable to all parties involved |
| People 9.4 |
Reach negotiated agreements with other parties that are in line with own objectives |
| People 9.5 |
Detect and exploit additional selling and acquisition possibilities |
Results orientation
| |
IPMA Agile Leader |
| People 10.1 |
Evaluate all decisions and actions against their impact on customer value and the goals of the organisation |
| People 10.2 |
Balance needs and means to optimise outcomes and success |
| People 10.3 |
Create and maintain a healthy, safe and productive agile work environment |
| People 10.4 |
Promote and ‘sell’ the agile work and its outcomes |
| People 10.5 |
Deliver results and get acceptance |
Practice
Design
| |
IPMA Agile Leader |
| Practice 1.1 |
Acknowledge, prioritise and review success criteria |
| Practice 1.2 |
Review, apply and exchange lessons learned from retrospectives and with other agile teams |
| Practice 1.3 |
Determine complexity and its consequences for the approach |
| Practice 1.4 |
Select and review the overall agile work approach |
| Practice 1.5 |
Design an initial (technical) product architecture |
Goals and requirements
| |
IPMA Agile Leader |
| Practice 2.1 |
Define and develop the goal hierarchy of the agile work |
| Practice 2.2 |
Identify and analyse the stakeholder needs and requirements |
| Practice 2.3 |
Continuously improve the definition of done |
Scope
| |
IPMA Agile Leader |
| Practice 3.1 |
Define the solution or outcome |
| Practice 3.2 |
Ensures the identification of a minimal viable product |
| Practice 3.3 |
Ensures the successive increments |
| Practice 3.4 |
Establish and maintain scope configuration (i.e. backlog; user stories; story maps; or equivalent) |
Time
| |
IPMA Agile Leader |
| Practice 4.1 |
Define the activities required to deliver the agile work |
| Practice 4.2 |
Determine the work effort and duration of activities |
| Practice 4.3 |
Decide on release schedule approach |
| Practice 4.4 |
Sequence backlog items and plan iterations (e.g. sprints) |
| Practice 4.5 |
Monitor outcomes against the schedule and respond to change |
Organisation and Information
| |
IPMA Agile Leader |
| Practice 5.1 |
Assess and determine the needs of stakeholders relating to information and documentation |
| Practice 5.2 |
Define the structure, roles and responsibilities within the agile work |
| Practice 5.3 |
Establish infrastructure, processes and systems for information flow |
| Practice 5.4 |
Implement, monitor and maintain the organisation of the agile work |
Quality
| |
IPMA Agile Leader |
| Practice 6.1 |
Develop, monitor the implementation of, and revise quality rules and goals for agile work |
| Practice 6.2 |
Review the agile work and its deliverables to ensure that they continue to meet the requirements of the quality rules and goals |
| Practice 6.3 |
Verify the achievement of quality goals and recommend any necessary improvements |
| Practice 6.4 |
Plan and organise the validation of the outcomes of the agile work |
| Practice 6.5 |
Ensure quality throughout the agile activities |
Finance
| |
IPMA Agile Leader |
| Practice 7.1 |
Estimate costs |
| Practice 7.2 |
Establish the budget |
| Practice 7.3 |
Helps to secure funding |
| Practice 7.4 |
Develop, establish and maintain a financial management and reporting system |
| Practice 7.5 |
Encourages the detection and elimination of waste in order to stay within budget. |
Resources
| |
IPMA Agile Leader |
| Practice 8.1 |
Develop strategic resource plan to facilitate the agile work |
| Practice 8.2 |
Define the quality and quantity of resources required |
| Practice 8.3 |
Identify the potential sources of resources and negotiate their acquisition |
| Practice 8.4 |
Allocate and distribute resources according to defined need |
| Practice 8.5 |
Evaluate resource usage and take any necessary corrective actions |
Procurement
| |
IPMA Agile Leader |
| Practice 9.1 |
Agree on procurement needs, options and processes |
| Practice 9.2 |
Contribute to the evaluation and selection of suppliers and partners |
| Practice 9.3 |
Contribute to the negotiation and agreement of contractual terms and conditions that meet the goals of the agile work |
| Practice 9.4 |
Supervise the execution of contracts, address issues and seek redress where necessary |
Plan and Control
| |
IPMA Agile Leader |
| Practice 10.1 |
Start the agile activities and develop and get agreement on the MVP; Release planning; and the team rules |
| Practice 10.2 |
Initiate and manage the transition to a new release |
| Practice 10.3 |
Control agile work performance against the customer value and take any necessary remedial actions |
| Practice 10.4 |
Report on progress by using information radiators. Invites executives to ‘go and see’ |
| Practice 10.5 |
Welcomes changing requirements when they benefits the customers competitive advantage |
| Practice 10.6 |
Close and evaluate a release, a sprint or the complete agile work |
Risk and Opportunity
| |
IPMA Agile Leader |
| Practice 11.1 |
Tailor the risk management frameworks for the agile work |
| Practice 11.2 |
Identify risks and opportunities |
| Practice 11.3 |
Assess the probability and impact of risks and opportunities |
| Practice 11.4 |
Select strategies and implement response plans to address risks and opportunities |
| Practice 11.5 |
Evaluate and monitor risks, opportunities and implemented responses |
Stakeholders
| |
IPMA Agile Leader |
| Practice 12.1 |
Identify stakeholders and analyse their specific interests and influence |
| Practice 12.2 |
Develop and maintain a stakeholder strategy and communication plan |
| Practice 12.3 |
Engage with the executive, sponsors and higher management to gain commitment and to manage interests and expectations |
| Practice 12.4 |
Engage with team members, users, partners and suppliers to gain their cooperation and commitment |
| Practice 12.5 |
Organise and maintain networks and alliances |
Change and Transformation
| |
IPMA Agile Leader |
| Practice 13.1 |
Assess the adaptability to change of the organisation(s) |
| Practice 13.2 |
Identify change requirements and transformation opportunities |
| Practice 13.3 |
Develop change or transformation strategy |
| Practice 13.4 |
Implement change or transformation management strategy |
Veronika Blechová
