this training programme on agile business strategy and organisational development for sustainable growth focuses on key areas to ensure alignment of business strategy to od strategy.
the world of work is in a constant state of disruption, change and evolution. it’s because of this that agile working has come to the fore.
agile business analysts (agile bas) work with stakeholders to explore and capture their needs so that they can be shared with software developers.
the learning consortium comes to the drucker forum.
agile business modeling is a new, lightweight approach that combines business development with agile principles to build a flexible organization capable of reacting fast to unpredictable changes. the organization also supports itself during the transformation. the modeling approach is iterative and delivers just enough architecture and roadmap to prevent chaos. in simpler terms, agile business […]
a programme that changes mindsets and enables effective results through the mastery of agile methods
business and technology describes the patterns that may be applied to realize business agility by applying safe principles and practices across the enterprise.
discover seven unique tips to merge agile development with business strategy and set your company on the path to success.
certificate the agile business advanced - facilitating the process certificate is a recognized scrum master certificate for people who work agile and scrum in a non-it context. with this certificate you demonstrate that you know and are able to apply the agile and scrum theory. the certificate focuses on the scrum master role within scrum. by obtaining this certificate you demonstrate your expertise as a scrum master in a non-it context. in other words: you know how to facilitate the scrum process in such a way that a team achieves the best performance possible. with this certificate you are interesting for employers who want to introduce or deploy scrum in predominantly non-it teams. target group the agile business advanced - facilitating the process certificate is intended for professionals who have studied agile theory and the scrum master role in a non-it environment. a solid theoretical basis is required to achieve this certification. so, make sure you study the course material well. in addition to a solid theoretical basis, practical experience is an advantage in successfully completing this certification. the certificate offers added value for everyone who: plays the role of scrum master in a non-it team wants to ensure that teams perform as good as they possible can (good results, fast results, happy employees) collaborates in a team and wants to organize this collaboration in a smarter way is a project manager and wants to expand / demonstrate knowledge about agile project management examination below you will find details about the exam: it is an online exam the exam has a time box (45 minutes) in which 60 questions have to be answered 48 questions must be answered correctly in order to pass the exam the exam is in english the agile business body of knowledge is the course material for the exam it is an open book exam so you can review the course material during the exam there are no entry requirements for this exam price the costs for the certification are £149 per attempt. this price includes vat. the certificate has no expiration date and is valid forever. preparation it is not mandatory to attend a training course with one of the official partners of iiabc.org. if you know the course material and feel comfortable taking the exam, you can do it directly online. questions about this certification? you can reach our office via info@iiabc.org.
learn agile software development, agile methodologies and industry best practices from beginner tutorials to advanced topics.
elevate your career and business agility skills through internationally recognized certifications with real-world case studies and proven frameworks taught by industry experts.
this is the official website of agile business institute, inc.
agile business process management is used to improve workflow efficiency in an ever-changing environment. learn more about agile processes with wrike’s guide.
business agility is the ability of an organization to sense changes internally or externally and respond accordingly in order to deliver value to its customers.
certificate the agile business foundation certificate is a recognized certificate for people who work with agile and scrum in a non-it context. the certificate shows that you know the basis of agile and scrum. this distinguishes you from people who cannot prove their expertise with a supporting document. target group the agile business foundation certificate is intended for professionals who have recently started working with agile or scrum in a non-it environment. you do not have to have extensive experience in the application of agile and scrum but will need a firm theoretical basis. so, make sure you study the course material well. the certificate offers added value for everyone who: collaborates in a team and wants to organize this collaboration more intelligently is a project manager and wants to expand / demonstrate knowledge about agile project management examination below you can find details about the exam: it is an online exam the exam has a time box (30 minutes) in which 40 questions have to be answered 32 questions must be answered correctly in order to pass the exam the exam is in english the agile business body of knowledge is the course material for the exam it is an open book exam so you can review the course material during the exam there are no entry requirements for this exam price the costs for the certification are £60 per attempt. this price includes vat. the certificate has no expiration date and is valid forever. preparation it is not mandatory to attend a training course with one of the official partners of the iiabc. if you know the course material and feel comfortable taking the exam, you can do it directly online. questions about this certification? you can reach our office via info@iiabc.org.
the productivity of software delivery at enterprise organizations falls woefully behind that of the tech giants, and the digital transformations that should be turning the tide are failing to deliver business results. —mik kersten, project to product [1] business agility everything moves fast in the digital age. customer desires, competitive threats, technology choices, business expectations, revenue opportunities, and workforce demands now happen at blistering speeds. today, achieving customer delight at the speed of the market requires validating innovations with customers and then 'pivoting without mercy or guilt' when the hypothesis needs to change. moreover, significant technological advances are unlocking new ways to create this value. for example, ai, big data, cloud, and devops enable enterprises to expand their product lines, modernize their existing offerings, scale to mass markets, make better fact and insight-based decisions, and streamline solution development. competing in the age of software in her book technological revolutions and financial capital, carlota perez [2] explains the evolution of business, society, and financial cycles based on her analysis of five significant technological revolutions over the past three centuries. her research begins with the industrial revolution, leading to the age of steam and railways, the age of steel and heavy engineering, and the present age of software and digital, as illustrated in figure 1. perez concludes that these revolutions lead to massive social change, market disruption, and an all-new economic order. indeed, these are world-shaking disruptions that typically occur once in a generation. we are in the midst of one of those ages now, the deployment period of the age of software and digital. this period is when every business is a software business. put simply, competing in this age requires large-scale software and system development capability that enables true business agility. why organizations struggle to achieve business agility the organizations we created in the 20th century were designed much more for reliability and efficiency than for agility and speed. — john p. kotter, accelerate [3] most leaders in traditional organizations are aware of the digital disruption threat, yet many fail to transition to take their place in the next economy [4]. the question is, why? organizations start as a fast adaptive network as an organizational researcher and author, john kotter illustrates in his book, accelerate: building strategic agility for a faster-moving world, successful enterprises don't start as large and cumbersome. instead, they typically began as a fast-moving, adaptive network of motivated individuals focused on responding to the customer and the new business opportunity. roles and reporting relationships are fluid, and people collaborate organically to identify customer needs, explore potential solutions, and deliver value in any way they can. in other words, it's an adaptive 'entrepreneurial network' of people working to leverage an opportunity (figure 2). hierarchy forms, then grows and grows as the enterprise succeeds, it naturally wants to expand on its success and grow. this growth means that individual responsibilities must become clearer. as a result, the enterprise hires specialists to add expertise, creating new functional areas. policies and procedures ensure legal adherence and compliance, driving repeatable, cost-efficient operations. the business starts to organize functionally to scale, causing silos to form. meanwhile, operating in parallel, the network continues to seek new opportunities to deliver value (figure 3). achieving larger economies of scale requires the hierarchy to grow. and it grows until it conflicts with the entrepreneurial network. the hierarchy and adaptive network collide eventually, the hierarchy collides with the faster-moving, more adaptive network. the result? the adaptive network gets crushed. the focus on the customer is often one of the main casualties (figure 4.) without the entrepreneurial network, the organization lacks the agility to respond when the customer needs shift dramatically or when a disruptive technology or competitor emerges. an urgent crisis erupts, and the company's survival is now at stake. however, the organizational hierarchies built over the last fifty years have provided time-tested structures, practices, and policies. they support the recruiting, retention, and growth of thousands of employees across the globe. simply put, they are still needed. in addressing this dilemma, kotter points out, "the solution is not to trash what we know and start over but instead to reintroduce a more agile, network-like structure" that operates in concert with the hierarchy to create what he calls a 'dual operating system.' this system, illustrated in figure 5 and described in the following section, allows companies to capitalize on rapid-fire strategic challenges and retain their stability [3]. the solution: safe is the second operating system the existing hierarchy, people, and management still have a purpose and largely remain in place. however, safe creates a second virtual operating system organized around development value streams instead of functional silos (or departments) to form the entrepreneurial network. each development value stream creates one or more agile release trains (arts) with a shared business and technology mission. each art plans, commits, develops, and deploys together. they are an integral part of the entrepreneurial network that develops innovative products (solutions and services). although the management reporting structure in the hierarchy may remain largely the same, the teams in an art are self-organizing and self-managing, and they no longer need daily task direction. arts are virtual organizations with the people needed to define, deliver, and operate the solution. this new virtual organization breaks down the traditional functional silos that inhibit flow and innovation. by organizing the second operating system around value streams instead of departments, safe offers a way for organizations to focus on customers, products, innovation, and growth in harmony with their existing hierarchical structure. moreover, this operating system is flexible. it is built on time-tested lean-agile safe practices. it can organize and quickly reorganize without completely disrupting the existing hierarchy, as illustrated in figure 5. that's what business agility demands. responding to market changes and emerging opportunities is vital to surviving in the digital age, where disruption is the norm rather than the exception. technological advances have drastically shifted the dynamics of the competitive game by opening up various ways to win in the market. the ability to respond quickly with innovative business solutions—what we call business agility—is the deciding factor between success and failure. therefore, enabling business agility is a mission-critical goal for every organizational leader. an organization must first understand and then apply the safe business agility value stream (bavs) to deliver value faster to keep today's customers and win new ones. the bavs helps organizations visualize the steps and implement the safe core competencies needed to move from identifying an opportunity to delivering customer value in the shortest possible time. the following sections describe the bavs in greater detail. core competencies of business agility
develop the skills needed to become a proficient agile business analyst.
business analysis certification: what is the leading certification for agile professionals? what is the top certification for agile practitioners? what is agile business analysis? iiba-aac certification for the agile practitioner strengthens your skills and expertise, focusing on applying an agile business analysis perspective within a business analysis framework. a business analyst supports a product owner by helping them analyze the business domain, stocking the product backlog, and grooming the product backlog.
our business agility canvas helps to shape agile transformations using the 6 enablers of business agility & helps create a plan to succeed.
growth, well-being and performance coaching and training for individuals and teamsbeing agile in business start a conversation find out more about being agile in your business agile introduction & applying agile workshop for teams a simple and straightforward non-technical introduction to the agile mindset and its methods, practices and tools. practical workshop for applying agile
the business agility institute is a fiercely independent research & advocacy organization for the next generation of companies.
learn what does an agile business analyst do? know what are the required skills & ways to build a career in agile ba in order to deliver valuable software to the client.
the agile business consortium is the leading not-for-profit professional body for promoting and enabling business agility worldwide. we work with partners and alliances to promote agile practices, and to develop, curate and share agile resources with the wider world. the direct descendent of the dsdm consortium, we encourage an agnostic and client-centred approach to the use of agile methods and frameworks.
the agile business analyst is your trusted source when it comes to education and trainings that help you in getting proficient in the art of (agile) business...
https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-five-trademarks-of-agile-organizations
learn how to break through the myth of the iron triangle – and to move forward as an agile enterprise that enables innovation and business transformation.
author:gower, bob. book binding:paperback / softback. the feel-good place to buy books. in 2002, world of books was founded on an ethos to do good, protect the planet, and support charities by enabling more goods to be reused.
https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-agile
certificate the agile business expert - agile coach certificate is a recognized certificate for people who work as an agile coach in a non-it context. with this certificate you demonstrate that you know the theory of agile and associated frameworks and are capable of coaching organizations, teams and individuals to work towards being agile. by obtaining this certificate you demonstrate your expertise as an agile coach in a non-it context. you know what agile means, which frameworks can be applied when, how to deal with teams and team dynamics, and how to guide organizations through an agile transformation. with this certificate you are interesting for employers who want to (further) roll out agile ways of working in their organization. target group the agile business expert - agile coach certificate is intended for professionals who have studied the agile coach role in a non-it environment. a solid theoretical basis is required to achieve this certification. so, make sure you study the course material well. in addition to a solid theoretical basis, practical experience is an advantage in successfully completing this certification. the certificate offers added value for everyone who: takes on the role of agile coach in a non-it context wants teams to perform as good as they possibly can (good results, fast results, happy employees) wants to guide organizations in their agile transformation is a coach and wants to expand / demonstrate knowledge about agile examination below you will find details about the exam: it is an online exam the exam has a time box (1 hour) in which 30 questions have to be answered 24 questions must be answered correctly in order to pass the exam the exam is in english the course material for the exam can be found here it is an open book exam so you can review the course material during the exam there are no entry requirements for this exam, but the exam will be easier when you first pass the agile business advanced - facilitating the process examination price the costs for the certification are £195 per attempt. this price includes vat. the certificate has no expiration date and is therefore valid forever. preparation it is not mandatory to attend a training course with one of the official partners of the iiabc. if you know the course material and feel comfortable taking the exam, you can do it directly online. questions about this certification? you can reach our office via info@iiabc.org.
agility is the ability to adapt and respond to change … agile organizations view change as an opportunity, not a threat. —widely attributed to jim highsmith, co-author, agile manifesto organizational agility organizational agility is one of the seven core competencies of business agility, each of which is essential to achieving business agility. each core competency is supported by a specific assessment, which enables the enterprise to assess its proficiency. the measure and grow article presents these core competency assessments and recommended improvement opportunities. why organizational agility? in today’s digital economy, the only truly sustainable competitive advantage is the speed at which an organization can sense and respond to the needs of its customers. its strength is its ability to deliver value in the shortest sustainable lead time, to evolve and implement new strategies quickly, and to reorganize to address emerging opportunities better. organizational agility is critical to respond sufficiently to challenges. unfortunately, most businesses’ organizational structures, processes, and cultures were developed more than a century ago. they were built for control and stability, not innovation, speed, and agility. small incremental changes to how businesses manage, strategize, and execute are insufficient to remain competitive. this requires a leaner and more agile approach which, in turn, requires sweeping changes that have a positive, long-lasting impact on the entire enterprise. the safe approach to addressing the challenge of digital transformation is the ‘dual operating system’ (see business agility). this approach leverages the stability and resources of the existing organizational hierarchy while implementing a value stream network that leverages the entrepreneurial drive still present in every organization. by organizing and reorganizing the enterprise around the flow of value instead of the traditional organizational silos, safe restores the second (network) operating system. it allows organizations to focus on the innovation and growth of new ideas and the execution, delivery, operation, and support of existing solutions. the organizational agility competency is instrumental in bringing the power of the second operating system to support the opportunities and threats of the digital age. this competency is expressed in three dimensions (figure 1): lean-thinking people and agile teams – everyone involved in solution delivery is trained in lean and agile methods and embraces their values, principles, and practices. lean business operations – teams apply lean principles to understand, map, and continuously improve the processes that deliver and support business solutions. strategy agility – the enterprise is agile enough to sense the market and quickly change strategy when necessary. each of these dimensions is described in the sections that follow.
agile business continuity management (bcm) a critical aspect of resilience that demands our attention and one which could save an organization time, effort, energy, and money.
the 2-day agile business consortium scrum product owner focuses on all of these areas to teach students how to maximize the value of software products and systems.
explore 10 agile leadership benefits, setting your organisation apart by empowering it to embrace change, foster collaboration, and navigate complexity.
empowering project professionals through learning
discover who an agile business analyst is and explore their essential skills, roles, and responsibilities. this comprehensive guide provides insights into the agile ba's contribution to successful projects.
discover the current challenges facing the uk economy and our 12 tips to building a resilient and agile business strategy to navigate a dynamic market.
in this blog, we will help you understand the key roles and responsibilities of an agile business analyst (ba) and the skills required to become one.
the agile business consortium is a not-for-profit professional body dedicated to advancing business agility worldwide. we provide resources, frameworks, and events to help individuals and organisations become more adaptive, creative, and resilient.
the agile business consortium is a global leader in promoting business agility, with unrivalled expertise in the field. a not-for-profit organisation, it pio...
elevate your career and business agility skills through internationally recognized certifications with real-world case studies and proven frameworks taught by industry experts.
read our blog for tips, insights, news, and views about project and business success.
coming together is a beginning. keeping together is progress. working together is success. — henry ford achieving business agility with business engagement by charlene m. cuenca, safe fellow note: this article is part of the community contributions series, which provides additional points of view and guidance based on the experiences and opinions of the extended safe community of experts. introduction alignment and transparency are two core values in the framework. for true alignment, we need balanced participation from key functions in the organization. while we generally have heavy engagement from product, engineering, architecture, and delivery, in order to foster true business agility, we need help from those who are responsible for business operations as well. this article provides additional guidance around the role of the business owner and focuses on how to foster and support engagement from our commercial team members who are responsible for the ‘business of the business’. business owners in safe
learn what agile project methodology is, its core principles and benefits for teams, and how to implement and measure agile techniques in your business.
discover who an agile business analyst is and explore their essential skills, roles, and responsibilities. this comprehensive guide provides insights into the agile ba's contribution to successful projects.
discover who an agile business analyst is and explore their essential skills, roles, and responsibilities. this comprehensive guide provides insights into the agile ba's contribution to successful projects.
we take a look at the difference between agile and business agility. commonly used interchangably, they need separately understood.
this course is aimed at experienced business analysts who wish to understand the application of the agile philosophy, principles, tools and techniques to business change projects.
this glomacs training course will focus on the key areas to ensure alignment of business strategy to organisational development (od) strategy to ensure organisation success.
develop the skills needed to become a proficient agile business analyst.
an informative and entertaining video short defining business analysis within agile software development approaches such as scrum and scrum/xp hybrids.
explore agile business operations! learn principles, tools, techniques, overcome challenges, and foresee its future in my guide
find out more about agile methodology and its business benefits. what is this way of working? read more at our blog.
introduction to the agile mindset and business agility for business professionals in any function (non-it). great start for teams and business units!
download our free ebook to discover the secrets behind bjss’ award-winning enterprise agile project management methodology.
course overviewthe agile business analyst practitioner virtual training course is perfect for students who have completed the agile business analyst foundation training. the course will allow you will gain all the skills, knowledge and accreditation required to work as an agile business analyst.our e-careers apgm accredited agile business