I actually think this may be a good thing. Taking thousands of people who attend a Scrum course and simply branding them with a CSM achieves nothing. If a certification is to be valued by employers, it should have….well….value.

The CSP from AgileAlliance is a step towards validating one practices Agile, however that is a written application submitted to the AA and they can’t validate whether the author is fabricating their experience or not.

I think the ICAgile group is simply evolving this process in line with the more respected project management certifications such as PMP.

A little “trust by verification” is a good thing.

I rushed into my boss’ office Monday morning to deliver the good news. My manager was furious! He commanded an immediate and complete halt to all work and instead demanded we document how every other department in the building had caused us to be late.

I realized then he was right to be angry. DaimlerChrysler was not run on innovative new car designs, it was run on blame. My manager had come to realize during his decades with the company that a successful project produces no blame, no corporate capital. The best way to get ahead was to bludgeon the other managers back with blame for a failed project.

Pete

Thanks for sharing!
I saw a very early version of APO what may have been years ago now…
This video leaves me wanting a demo of the latest version!
Nice!

DawnM, PMP
PMThink.com
Project Management Thought Leadership

Thanks for your comments.

Pete

There are very many project teams and software groups out there that have only managed to adopt agile practices within their own limited context. This is, I’m afraid, local optimisation. Often this can be detrimental to the effectiveness of the end-to-end business value stream (concept to consumption to retirement). Increasing the pace of the software development activities only to build an inventory of functionality waiting for user acceptance test and deployment does not result in a more satisfied end-consumer. No value is derived until the software is deployed and the services it enables are put into use.

It is good to find someone else making the case for a new mindset. Not just within the software community, but across the organisation that they serve.

Actually, I go further. If we apply the principles of lean systems thinking and flow production to the entire end-to-end value stream, there is not much use for the concept of ‘project’. Instead, we find we have a culture of continuous development, where the complex adaptive system that is the organisation senses the stakeholders’ demand (with respect to the nature of the requirements, and the volume & pace) and responds by delivering exactly what the stakeholders desire, on time, in the right place, at the right price, getting everything correct first time. Something of a challenge. But what we ought to aim for.

To achieve and sustain such a capability to deliver to customer demand, all the contributors to the organisation must work together, smoothly, avoiding batch & queue processing. Developing and deploying in 2-4 sprints is just a step on the Rightshifting Journey.

Best regards,
Grant (PG) Rule