Why Get Disciplined Agile Certified

Getting Disciplined Agile Certified

As a Agile coach, I believe it is my responsibility to provide the best guidance to the organizations and teams that I work with to him them gain mastery of agile practices.  In most of my engagements, the first step is to provide initial training to the team  to help them gain the knowledge they need to apply techniques such as Scrum, XP, DAD, SAFe SPC, Lean and Continuous Delivery (sometimes referred to as DevOps).

Why get certified?

While certifications are no guarantee that a coach such as myself as the appropriate knowledge or experience to help, obtaining certifications along with the ability to demonstrate projects and programs where the agile techniques learned have helped is often a great way to ensure this.  As such, since 2008 I have embarked on a continuous learning journey to improve my skills and experience through certifications. Presently, I hold certifications as CSM, PMP, SAFe and am in the process of obtaining my DAD certifications.

People who are learning and attempting to mastering new skills often pass through three quite different stages of behavior: followingdetaching, and fluent.  The Disciplined Agile Consortium recently has established a certified approach based on a principled, Shu-Ha-Ri strategy.

Shu-Ha-Ri

Shu-Ha-Ri is a way of thinking about how you learn a technique. The name comes from Japanese martial arts (particularly Aikido), and Alistair Cockburn introduced it as a way of thinking about learning techniques and methodologies for software development.

The word “Shuhari” roughly translates to “first learn, then detach, and finally transcend.”  

In this approach, the consortium has established four certification levels:

  1. Disciplined Agilist-White Belt(Shu)
  2. Disciplined Agilist-Yellow Belt(Shu)
  3. Disciplined Agilist-Green Belt(Ha)
  4. Disciplined Agilist-Black Belt (Ri)

References

About the Author

Reedy has over 20 years of experience in Solution Architecture, and  IT/software development where he has worked in a variety of roles such as Business Analyst, Tester, Development Project Manager, Consultant and Agile Coach.   He provides thought leadership and coaching that focus on helping medium and large companies achieve organizational agility using a combination of Lean, Agile, DevOps and Business Continuous Delivery practices.

Opinions represent those of the author and not of any other organization.  The content  shared on this site does not imply endorsement of specific agile or lean methods or practices beyond those described on the official IBM websites.

 

 

 

 

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