ITS ALL ABOUT … The Agile

BEING Approach
Structure, Roles
AGILE Values and Skills
Before …
DOING
AGILE!
NOVEMBER 2020
Manual
All you need to know to being & doing agile
 Together Everyone Achieves More .
We listen, respect , leverage on, adjust
I TEAM MANUAL CONTRIBUTION
flexibly & value each others input . We
Spread it around to shape healthy,
collaborative & winning . . .

MANUAL INITIATION MANUAL PROOFREAD MANUAL SKIM-THROUGH

CONTENT CREATOR, RESEARCH & COMPILE CONTENT & STRUCTURE VALIDATION INSIGHTS ADD-ON POINTS
LENA REYAD AMR ELSSAMADISY SHADY S. RIZKALLAH
DEVELOPMENT & CULTURE TRANSFORMATION DEVSQUADS FOUNDER & EXEC. AGILE COACH SCRUM MASTER PRACTITIONER

I MANUAL CONTENT RESOURCES

I MANUAL GLOBAL REFERENCE SMEs

Geoff Watts Mark Shead

THE
AGILE
PUBCAST

100+ AGILE PODCAST

EPISODES BY GEOFF
WATTS & PAUL GODDARD
Michael Seibel Henrik Kniberg
VIDEO RESOURCES
AUTHORIZED REUSABLE VIDEOS

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 1. AGILE KEY CONCEPTS PAGE #
o KEY CONCEPTS AND DEFINITIONS pg. 4 , pg. 5.

o TRADITIONAL VS. AGILE APPROACH pg. 6

THE AGILE APPROACH o /

AGILE IS NOT A METHODOLOGY pg. 7

TO ORGANIZATIONAL DESIGN & ROLES

2. AGILE SCRUM STRUCTURE

E
o TRIBE, SQUAD AND CHAPTER pg. 8

o SCRUM ROLES AND DESCRIPTION pg. 9 , pg. 10

o SCRUM ROLES DESIRED CHARACTERISTICS pg.11

o SERVANT LEADERSHIP ROLE AND PRINCIPLES pg. 12 , pg.13

o SCRUM FRAMEWORK [WORKFLOW/PROCESS] pg. 14

o CX, UX AND WHY DESIGN THINKING IS SO SPECIAL pg. 15 , pg.16

ANNEX pg. 20 3. THE AGILE MANIFESTO

o AGILE TERMS IN A GLOSSARY pg. 21
o AGILE MIND-SET IN AN INFOGRAPGH pg. 22 o THE AGILE 4 VALUES AND 12 PRINCIPLES pg. 17
o AGILE ERGONOMICS IN WORKPLACE pg. 23
o AGILE COMPETENCIES pg. 18
o AGILE LEARNINGS IN CHANNEL pg. 24 , pg. 25
o AGILE COACH IN AN APP pg. 26 o AGILE CAPABILITIES BUILD PHASES pg. 19
o SCRUM METHODOLOGY IN A PAGE pg. 27
THIS IS YOUR
o SCRUM LEARNING IN A CERTIFICATION pg. 28 HOMEPAGE

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 I KEY CONCEPTS Being Agile & Doing Agile
Underpinning agile is a set of values
and principles, that require a shift in
“ We cannot solve our problems with
“
the same thinking we used when
we createdthem
What is Agile? the mindset, from delegating to doing,
from arguing to negotiating. Still mindset
Agile is about working incrementally, alone is not enough, practice helps Albert Einstein
in cross-functional teams in order to teams deeply understand agile
recognize & respond to change
effectively (get feedback quickly and
adapt to it), in order to continually meet
the needs of swiftly changing customer The Agile Mindset...
needs. Don't Leave Home Without it! - Michael Sahota

Why is Agile relevant to our

work?
Demands change at pace, applying
agile ensures products and services
are adaptive, while risk is reduced
through iterative product (MVP)
development

Where did Agile come from?

Agile initially started in software
development, but it has quickly spread to
other areas of business across industries. One
of the biggest inherent advantages of initiating
the Agile approach was for the management
of uncertainty in Agile projects

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 I DOING & BEING

p r a c t i c e s m a n i f e s t o

Agile transformation happen

when people start focusing on
delivering value to customers.
This happens by going over and
above of just Doing Agile, to start
also Being Agile

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 I KEY CONCEPTS
Traditional Ways of Agile Ways of Development Model
Working: Working:
Focus
Traditional project Agile rejects these
management as an traditional methodologies Management
example (AKA waterfall) is being restrictive, and
a linear approach where unsuitable for the new Customer Involvement
all the phases of a era of speed. Agile
process occur in a project management is Developers
sequence, dependent on iterative and aims at
tools & experience. It constantly incorporating Technology
follows this life cycle: user feedback and
plan, design, build, test, continuous releases with Product Features
production, support every iteration of software
development project. Testing
The entire project is
planned upfront without Every task output is a Documentation
any scope for changing product sold to
requirements, assuming stakeholders. Here, QUALITY ASSURANCE

Workflow
that time and cost are Teams and work PLAN CREATE DEPLOY
RELEASE
DEFINE & DEVELOP
variables and structures are designed CREATE QUALITY ASSURANCE

requirements are fixed. around creating things REVIEW CREATE

DEFINE & DEVELOP
DEPLOY
RELEASE
AGILE
RELEASE METHODOLOGY
This is the reason why that are directly useful DESIGN

traditional ways of working to the customer Agile vs Waterfall

AGILE
METHODOLOGY
DESIGN
faces budget and timeline Methodology BRAINSTORM

PLAN
NEXT ITERATION

issues. NEXT ITERATION

REVIEW

BRAINSTORM
REVIEW

PLAN

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 I IS NOT A METHODOLIGY!
AGILE COULD BE THOUGHT OF AS A
PRACTICING AGILE SCRUM
TREE THAT ENCOMPASSES MANY
Agile is rather a practice that provides A process in agile methodology which is a
combination of the iterative model and METHODS, WHICH HAVE THEIR ROOTS
guidance on how to choose methods and
the incremental model. GROUNDED IN THE LEAN APPROACH
procedures , the most popular amongst
these methods are: Scrum & Kanban -
which are the most popular 2 - watch this video
All these methods focus on lean software
development and help in building better
“incrementing”, builds a bit at a time
software effectively and efficiently.

LEAN
A philosophy that focuses on waste
reduction. “iterating” builds a rough version, validates it, then slowly builds up quality
A leaner process means faster delivery
and less effort wasted in tasks which MVP - MINIMUM VIABLE PRODUCT
don’t help to achieve the team goals. This
a version of a new product which allows a
helps to optimize every step team to collect the maximum amount of
incrementally. validated learning about customers with the
In a nut-shell it aims at rooting out & least effort
eliminating any red-tape, bottle necks,
etc. in any process and/or team(s)
An illustrative video
interaction, communication, ..etc. will be explaining each
Making sense of MVP method & the process
1 2 3 4
as a recap
click here to watch

1 2 3 4 5 Michael Seibel - How to Plan an MVP

LEAN
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 I STRUCTURE
The Tribe is …
Usually, 10-12 people

“
o
o The organizational maximum in one squad, all
The squad is the basic grouping of cross- fully dedicated
functional squads, working
delivery unit within a towards a common purpose
SQUAD 1 SQUAD 2 SQUAD 3

o Composition of a squad
tribe, with cross can be changed over time
Tribe lead (primary) and
functional disciplines & o
Tech Lead are considered
to match its evolving mission
functional expertise on it the Tribes leadership levels o When the squad executes
the mission, it may be
The squad as a unit is set disbanded
Scrum & non-scrum
based on specific principles
roles across tribes play “ which make it modular and o Members of a squad work
an integral part to together in one place, and
effective usually the Product Owner
deliver the squad’s & o Autonomy and self- is considered squads
tribe’s overall mission. steering leadership level.

o Has end to end The Chapter is …

responsibility for
realization of a certain o The functional grouping of
mission connected with professionals, usually 10-15
service of the client members that work in various
squads inside one tribe
o Squads are multi-
functional –representative o A Chapter Lead is the most
of various competences/ senior & professionally CENTERS OF EXCELLENCE

functions work together in a technical who manages chapter

squad members performance & to
whom they can revert to.
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 I SCRUM CORE ROLES There are 3 core roles in scrum: Product Owner, Scrum Master
& together they are called the Scrum / Development Team
© SCRUMstudy.com

PRODUCT OWNER SCRUM MASTER SCRUM TEAM

RESPONSIBILITIES: RESPONSIBILITIES: RESPONSIBILITIES:

Defines product vision & Ensures Scrum theory & practices Deliver the chosen backlog items
communicates what team works on are well understood
Manages & maintains the product Removes impediments if a team Attend the required Scrum meetings
backlog member is blocked

Liaise with & answers questions of Ensures rules of Scrum are not Be part of a self- organization team
the Tech teams broken
Oversees product development, Coaches team members to self- Be transparent & share progress
ensures highest value items are organize
worked on
Works with other Scrum masters Help other team members
Understands & prioritizes needs of all across squads/tribes
stakeholders

The Product Owner optimizes ROI by analyzing product The Scrum Master helps the development team to learn & The Scrum Team creates the commodity that the Product Owner requires
aspects, converting these into a priority-wise list to decide on apply Scrum skills to achieve business value. The Scrum to go ahead. The Team in Scrum is “cross-functional” – so that they can
which should be at the top of the list for the next Sprint, & Master help the Team, Product Owner & the organization contribute accordingly as per the increment which is required to come with
continuously changing the priority based on analysis & with their knowledge, skills & by whatever means to the product. As the team is cross-functional, so they promote multiple
recreating the list. The Product Owner is responsible for profit & become more & more successful. The Scrum Master is not learning. Each person in the team has some specialization & keep on
loss of the product, supposing it is a retail product. In case of an the leader of the Team members, nor are they a project learning other specialties as well as that might be required for the project.
internal operation, the Product Owner is not accountable for manager or team representative. However, the Scrum The Team should be available throughout the project. They shouldn’t split
ROI unlike in the case of commercial product (which generates Master’s job is to serve the Team. They help to remove their time to other projects while handling this project. Their responsibility
revenue); however, they are still accountable for maximizing barriers to project, protect the Team from any outside is to self–organize themselves to achieve each goal & creating the product
ROI. The Product Owner & the customer might be the same conflict, & help the Team to adopt modern development as per each sprint plan. Once the product owner makes a complete list of
person in few cases. practices. things to be done, the development team members foretell how much they
can do in one sprint, & they further decide how they will accomplish it.

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 Tribe leads report to Chief Digital Officer, owning the tribe targets cascading it down to POs

I ROLES & DESCRIPTION who report directly to them. Chapter Leads manage and evaluate the squad’s performance
holding relevant squad's performance discussions

Tech lead reports to Chief Technology Officer , where Tech Chapter Leads
manage & evaluate performance of IT & tech within squads
DESCRIPTION ROLE SQUAD 1 SQUAD 2 SQUAD 3

Leads tribe & coordinates between squads & other tribes. Is accountable for tribe’s
TRIBE LEAD
targets
Depends on
Leads all senior IT professionals & tech-related work within the tribe, counsel tribe scope,
lead & POs, oversees tech chapters, shares ownership of targets with tribe lead, TECH LEAD
capacity and
responsible for IT platforms integrity & mid-term evolution WHAT
organization
Responsible for
maturity/need.
Prioritizes backlog of tasks, collects requirements & inputs, estimates impact to
PRODUCT OWNER building the right
maximize value & manages stakeholders thing

Build products independently. They are fluent on both front (FE) and back end
(BE) languages and frameworks but also on servers, network and hosting;
FULL-STACK DEVELOPERS
the full stack of technical knowledge that helps build a website or a product, able
to build the T-shape, and integrate APIs
HOW
Responsible
Creates the visual language & defines the UI design UX DESIGNER for building a
great thing

Brings in additional functional or product expertise FUNCTION/PRODUCT SPECIALIST *

Provides insights on customer service & business perspective SUBJECT MATTER EXPERT *

Responsible
Coaches squad to scrum & agile practices. Manages workflow & team dynamics.
SCRUM MASTER ** for building
Potential Agile Coach * it right

Supports 3-4 squads facilitating e2e value flow by coaching on agile practices,
roadblocks and gradually increasing team velocity
AGILE COACH *

Functional expert, manages performance of squad members in the chapter,

CHAPTER LEAD ***
coordinates knowledge sharing & leads functional excellence

* Depends on scope of role, and if only needed given capacity & maturity of squads/organization All roles are independent and don’t report to each other, rather circular org structure and not
** Optimizes customer experience based on user testing [CXX Expert, or Scum Master]] triangular, whereas chapter leads manage performance across as mentioned above
*** Coordinates roles to improve interaction between similar chapters within/cross tribe(s)

MARKETING DATA SCIENTISTS SOLUTION ARCHITECTS

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 Desired
Desired Product Desired Scrum Master Scrum/Development Team
Owner Characteristics Characteristics Characteristics

o Responsibility to make o Servant leadership & o Versatile & willing to work cross-
decisions facilitation ability functionally.

o Availability to work with the o Approach with the pursuit of o Ability to plan a sprint & self-
team to answer questions continuous improvement manage around that plan.

o Knowledge (to answer the o A good relationship with the o Ability to understand the
team’s questions & to team & a certain degree of product requirements &
organize work appropriately) influence provide effort estimates.

o Business Acumen o A breadth of product, market, o Ability to provide technical

& domain knowledge advice to the PO so that PO can
o Ability to coordinate understand the complexity of
effectively with multiple requirements & make
stakeholders and appropriate decisions.
reach/challenge group
agreements o Ability to respond to
circumstances & adjust
processes, standards, & tools to
optimize performance.

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 I SERVANT LEADERSHIP ABILITY

Why People Use Scrum? But being a great Scrum Master, one who
truly embodies the principles of servant-
Scrum is an agile way of working that helps leadership and helps move teams to high-
streamline your product development process performance levels possible with Scrum
and harnesses the power of your teams. way of working- this is much harder and
much more elusive.
A Scrum Master plays an integral role to
ensure that agile teams are more responsive,
productive, and collaborative! click on below book for a 3-pager summarizing the
Good to Great Scrum Masters. Listen also to Geoff’s
Geoff Watts - one of the most experienced PUBCAST episode on What Servant Leadership Is
and respected Scrum coaches in the world -
introduces the ‘servant leadership’
principle, demonstrating it in his latest book:
Scrum Mastery: Good to Great Scrum Master
A good Scrum Master, simply facilitates the
Scrum process and removes impediments.

THE
AGILE
PUBCAST

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 I SERVANT LEADERSHIP COMPETENCIES

Click on below video, & get to know the 8 Servant-Leadership Competencies

Servant Leadership
A participative form of leadership that shares some
of the characteristics of transformational leadership.

It blends a concern for transformation at an

organizational level with individualized consideration
& emphasizes the need to replace self-interest with
service to others as the basis for using power.

Servant Leadership is opposed to the command-

and-control type of autocratic leadership. There is
now a clear consensus among modern management
theorists that autocratic leadership needs to be
replaced by leadership that empowers teams.

In today’s environment, command & control

leadership no longer works.

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 I SCRUM FRAMEWORK There are 5 ceremonies in the scrum workflow

Remember The Scrum methodology is based on an iterative

approach to evolving the product, through small incremental actions SM
working with an ethos of continuous improvement Scrum Master

SM
Scrum Master

Watch a full recap explaining

scrum & this workflow in 7
minutes Inputs from Customers, Daily Scrum
Team, Managers,.. Scrum Board 3 Stand-Up
15 min

DAY  Review Progress since last stand up

User Stories, [splitting user stories]  Plan for today
15 Mins Max
PO Business Features, Business Process, Sprint Review  Discuss roadblocks/Impediments
Product Owner Architecture Design
4
SPRINT Sprint  Showcase your achievements
PO 1 - 4 WEEKS Review  Present created features
Product Owner Sprint show & tell  Lead by squad
Retrospective Sprint
Scrum Team Goal
Sprint Backlog
Sprint Planning
2
 Align on sprint goal
Release  Plan/clarify tasks for the sprint backlog
Planning Release: Potentially Shippable Product
 Estimate sprint backlog
Product 1 Update Product Backlog  Commit
Backlog
Scrum Team  Review product backlog
 Update product backlog with new input
 Estimate of sprint backlog
 Clarify of items
5

Scrum Team
 Give open feedback
 Improve the workflow and dynamics for next sprint

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 &

UX
UX IS PART OF CX
CX

WATCH BELOW VIDEOS/WEBINARS TO KNOW MORE ABOUT DESIGN THINKING

AND ITS 5 STEPS PROCESS:
To succeed and lead we must constantly offer a unique & unmatched
customer experience - DESIGN THINKING is a human-centric approach that best
helps with this. The following are ‘MUSTS’:
What Is Design Thinking? An Overview (2020)
• Understand customer journeys across all channels.
• Understand CX is subjective, and therefore interactions & touchpoints must be personalized
• Understand that at any touchpoint there’s always that possibility that customers may leave -
now or in the future - for another competitor The Design Thinking Process
• Understand customer experience directly impacts customers expenditures, buying habits and
patterns
• Initiate and invite customers to participate - as partners - in feedback discussions & collaborate
to provide better customer experience and improved brand loyalty
Idea Lab: Design Thinking for Innovation

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 DESIGN THINKING IN I SOURCES:
1..Service Experience Design TtT & CX Certification, Vodafone UK 2018/2019
2..This is Service Design Thinking | Basics – Tools – Cases (7th printing paperback 2017)

This model below the waterfall graph is known as the ‘DOUBLE DIAMOND’
which allows Agile & CX teams to explore what tools are needed to
understand the customers’ needs.

THE DOUBLE DIAMOND USES 2 THINKING METHODOLOGIES DIVERGENT & DESIGN THINKING IN
CONVERGENT THINKING WATERFALL

DIVERGENT THINKING DESIGN THINKING IN

Think of ALL POSSIBLE WAYS to reach a solution. It AGILE

starts with a QUESTION, within a PROBLEM SPACE,

resulting in several IDEAS

CONVERGENT THINKING
Think of A FINAL SOLUTION. It reaches a point where
you have FACTS, and its time to FOCUS and CONVERGE
into ONE ANSWER - the SOLUTION SPACE

Journey Mapping A Journey mapping virtual

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 I 4 VALUES THE 12 PRINCIPLES
Agile is people centric! It is about trusting the team to deliver how they
want to and trying ideas quickly and failing fast
1 2 3 4
Satisfy the Welcome Deliver Work
Customer Change Frequently Together

5 6 7 8
Trust and Face-to-face Working Products Sustainable
Support Conversation Solutions Development

Click here to watch an animated video explaining the Agile 4

Values from the Agile Manifesto - Knowledge Hut 9 10 11 12

Continuous Maintain Self-Organizing Reflect and

Attention Simplicity Teams Adjust

Click on the laptop, to watch Geoff Watts

debrief video: How Great Teams Stay Click here to watch an animated video explaining the Agile Principles Underpinning the Agile
Great, which he spoke of during October Manifesto – Knowledge Hut
2020 Agile meetup in Singapore.

Learn more about the S Q U A D VALUES, Remember S Q U A D values is what agile

the challenges faced when going remote & teams see as IMPORTANT, and as an agile
some practical techniques teams can organization see as the air, agile teams MUST
apply to stay great. live, breathe and BE prior to DOING agile

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 EXPERIENCE

I
THE POWER OF AGILITY THROUGH
SKILLS-SET PROCESSES
PEOPLE
SKILLS CAPABILITY BUILD INTERVENTIONS SKILLS CAPABILITY BUILD INTERVENTIONS
 Agile Programming
Agile  Lean and Agile Fundamentals [INHOUSE] Coding  Design Patterns and Evolutionary Design

AI  Deep & Machine Learning Foundation  DevOps Foundation

 Machine Learning with Apache Spark
Dev Ops  DevOps Automation for Practitioners
Deep & Machine Learning
 Agile Programming  Agile Team Facilitation [INHOUSE]
 Design Patterns and Evolutionary Design Facilitation  On-the-Job: Effective Agile Implementation (Uplift visit)
Software Engineering  Agile Product Ownership [INHOUSE]  On-the-Job: Coaching agile teams [INHOUSE SM]
 Testing Automation
 Agile Testing  DevOps Foundation

CI/CD  DevOps Automation for Practitioners
Testing & Evaluation Testing Automation
 Agile Product Ownership [INHOUSE]
 Data Science and Big Data Analytics for Business Automation & Robotics  Testing Automation
Data Analytics & Insights Users

 Cloud Technology Foundation Security  Cyber Security Foundation

Cloud  Professional Cloud Solution Architect
 Information Security Foundation
 Agile Programming Information Security  Information Security Advanced
Architecture & Design  Design Patterns and Evolutionary Design
All highlighted tracks are to be provided inhouse via your
 On-the-Job: Effective Agile Implementation (Uplift visit) Development Team assigning organization’s scrum master
Coaching & Mentoring  On-the-Job: Coaching agile teams [INHOUSE SM] practitioner to deliver & coach agile teams.
o ICAgile virtual certifications: click here
o Scrum alliance virtual certifications: click here
Interested in self funded certified development check the o For tracks details check annex 1 pager click here
tracks in the ‘curious’ side box

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 EXPERIENCE

I IN-HOUSE CAPABILITY BUILD THE POWER OF AGILITY THROUGH

PROCESSES
PEOPLE
BUILD PHASE/SKILL LEVEL CAPABILITY BUILD INTERVENTIONS

Read the Agile Approach Manual Scrum Fundamentals Follow recommended Agile-tube channels & actively
Certification SFC™ use the Agile Coaching App on the job
Watch embedded videos within the manual
Agile Principles Check the Agile Glossary List Engage in discussions with Agile-profiles & groups on
Linkedin

CX Design Thinking Certification [ 2 days] Agile Ways of Working Agile Fundamentals Workshop [inhouse]
Journey Mapping Simulation [1 day] Essentials
Agile Practitioner Self Funded ICAgile Certifications
[light version of the fundamentals - Professional Track
inhouse]
Self Funded Scrum Alliance Certifications

Self Funded ICAgile Certifications Expert Track Tribe Modeling Session Self Funded Scrum Alliance Certified Agile Leadership
Agile Expert CAL - For Leadership Teams
Self Funded Scrum Alliance Certifications

Self-paced and proactive reading on the topic is encouraged

AGILE
On the job application of agile practices
CONTINUOUS
LEARNING

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 AGILE TERMS IN A GLOSSARY

AGILE MINDSET IN AN INFOGRAPH

AGILE ERGONOMICS IN WORKPLACE

AGILE LEARNINGS IN CHANNEL

AGILE COACH IN AN APP

X
SCRUM METHODOLOGY IN A PAGE

SCRUM LEARNING IN A CERTIFICATE

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 I GLOSSARY & IMPORTANT TERMS

CHECK OUT THE FULL AGILE GLOSSARY LIST

© SCRUMSTUDY.COM

1 to 4

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 I MIND-SET IN AN INFOGRAPH

An Agile mindset is the combinations of actions and Agile mind-set adoption of Ahmed Sedky’s
behaviors that result in an agile culture.
Encompasses values, principles, and a disciplined
focused approach to using the agile framework as part
of existing way of working.
It is a shift from linear plan driven ways of working
towards an adaptive, value driven, customer centric
approach.
This mindset is the environment within which agile
teams flourish. It isn’t a prerequisite for an agile
adoption, nor is it required for a functional agile team.
But if this mindset is cultivated and nourished, the & the
organization would experience amazing results – happy
employees delivering great value and making
customers delighted with the results.

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 I ERGONOMICS IN WORKPLACE

Agile seating, agile boards, agile

workspace, .. are all ergonomics that
complement the look and feel, but most
importantly remove barriers that would
hurdle squad teams to effectively
communicate, interact, handle issues on
the spot, work together, ….

Resulting in an environment where

there is less-of back & forth emails,
calls, trying to find each other, conflicts,
and rather collaborative workforce,
sync’d goals, pace, negotiating
mindsets, challenging but bringing in
recommendations & alternatives, and
leveraging on each others' ideas,
positive usage of words and
language that see things always as
‘imPOSSIBLE’ open to try, fail fast &
learn fast, to innovate ..
Give Workers the Power to
Choose: Cave or Commons

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 I LEARN WITH THE COACH I EDUCATIONAL CHANNELS

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 I LEARNING CHANNELS I SCRUM MASTER TOOLBOX

AGILE PRODUCT OWNERSHIP IN A

NUTSHELL

DAILY PODCASTS FOR

SCRUM MASTERS AND
WATCH THE TOP 11 PODCASTS LIKED BY
GEOFF WATTS` AGILE COACHES
CLICK HERE TO CHECK GEOFF WATTS &
PAUL GODDARD PUBCASTS, AND YOU CAN
ALSO FIND THEM ON INSTAGRAM

© InfoWorld.com

HOW THE AGILE METHODOLOGY

REALLY WORKS

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 COACHING
I CARDS APP
WHO NEEDS AN
AGILE COACH
WHEN YOU HAVE ONE
RIGHT THERE IN YOUR POCKET!

Download this wonderful agile coaching toolbox,

and move from Good to Great

WATCH BELOW DEMO AND ENJOY THE EXPERIENCE!

150 cards that are

completely free across
15 card decks.
Including 2 completely free decks

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 SCRUM METHODOLOGY IN A PAGE
© SCRUMstudy.com

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 EXPERIENCE

I
THE POWER OF AGILITY THROUGH
SCRUM TEAM CERTIFICATIONS PROCESSES
PEOPLE
BUSINESS AGILITY LEADERSHIP AGILITY OPERATING WITH AGILITY

AGILE DELIVERY

PROFESSIONAL TRACK EXPERT TRACK

GEOFF WATTS CERTIFICATIONS
Knowledge Based Learning Competency Based Learning
Focus on fulfillment of ICAgile Learning Require considerable field experience and
Outcomes & demonstration of acquired a demonstration of competence in front of
knowledge assessment panel.

THE AGILE APPROACH MANUAL | ALL YOU NEED TO KNOW TO BEING AND DOING AGILE BACK 28 NEXT

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 R E M E M B E R

ITS ALL ABOUT

BEING
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Before …
DOING
AGILE!

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