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Daniel G had a huge response to his recent announcement of earning his CDAC "... That LinkedIn posting where I announced my accession to CDAC has garnered 12,197 views and counting ..."
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We welcome your feedback and your comments related to Certification, Membership and the evolution of Disciplined Agile.
We are pleased with the number of renewals we receive on a daily basis. Your designation is valid for 2 years from the date earned. To understand the requirements for renewal, please see the overview of our current requirements.
My Agile journey began in the mid-nineties when I was a managing partner for a small video postproduction and multimedia firm. As we began branching out into new areas such as CD-ROM and website development, the nature of our small team of "generalizing specialists" lent itself well to an organic project management and overall development approach which had many of the hallmarks of contemporary Agile … Along came 2009, and with it my first experience of a formal Agile approach - a blend of Scrum and XP … I was soon convinced that here lay a methodology after my own heart, and by 2010 had signed on full time for the adventure … I set about formalizing my understanding of Agility, by obtaining “agile certifications” and becoming an ACP exam instructor; becoming a SAFe Program Consultant, as well as CDAP and CDAI. I delivered Agile training to over 400 practitioners in the Bank in addition to training hundreds more in my roles as PMI-ACP exam prep instructor as well as at McGill University.
The Disciplined Agile Consortium awarded me the CDAC designation in February 2017, and I thus joined the ranks of only a dozen individuals in the world to have achieved this level … see Daniel’s full bio here
Valentin Tudor Mocanu, CDAC, CDAI, DAC Advisory Council
I have worked in software development from late-1990s, and with iterative & Agile approaches from early 2000s. Since then I had various roles: Development and Project Manager, Coach, System Analyst, Software Architect, and Programmer and develop solutions for domains as document management, simulators and retail. Later, I have acted as coach, consultant and trainer for various development practices and Agile methods. I have helped teams and organizations for continuous process & products improvement, eliminating waste, improving their cross-functional-skills and adapting their process to the context. I have built teams & organization level guidance for various areas: process improvement, clean code, products refactoring, development life-cycle, estimation, architecture & design. I have blogged about agile methods, principles, practices and about agile design ... see Valentin's full bio here
Bjorn Gustafsson, CDAC
A software engineer with over 30 years of software industry experience, I help teams and organizations in their process transformation through coaching, mentoring and training. With roots in aerospace systems development, I have worked in most software development roles and disciplines in a variety of domains throughout my career. I bring this experience to the teams that I coach, and I am hoping to be able to relate to their situation at a deeper level and provide hands-on practical coaching as well. As senior consultant at Scott Ambler & Associates (SA+A) I coach teams adopting the Disciplined Agile Delivery DAD framework, and help them to be more effective applying disciplined agile and lean processes within the context of their business. SA+A delivers consulting, mentoring and tailored training programs based upon original research and current industry experience. Scott Ambler + Associates is the thought leader behind the Disciplined Agile Delivery (DAD) framework and its application ... see Bjorn's full bio here
Holley Holland is a business & technology transformation consultancy. Established in 2008, our service offering is what makes Holley Holland different – makes us a strong partner in the evolution and delivery of critical projects. We offer a truly expert, bespoke capability to firms, developing solutions, delivering change or finding the perfect SME. Businesses transform and at Holley Holland we have the ideas, the industry knowledge and the experience to help navigate that transformation, to avoid the pitfalls and to capture the benefits.
Contact Prasad for your training and coaching needs.
AGILE MANIFESTO, FIRST DEFINITION - Agile was defined with this name in the Agile Manifesto, which was born from already existent experience, practices and methods.
AGILE INVENTORY - briefly and simplified:
Other manifestos and principles
Agile Methods, with contained practices
Agile Practices, where many of them are not part of any method
... and many other software engineering practices that could be aggregated in an “agile process”
WHAT IS AGILE, THAT IS THE QUESTION - what is the meaning of this concept? “Agile” it is an interesting name, but it is not self-explaining. Exploring the Manifesto and the “agile inventory”, we can give the first part of the answer. Read More
Power Models and Method Affinity
a.k.a. why are some people SAFe oriented, others DAD biased, yet others LeSS enthusiasts, and not forgetting the DSDM gang, the Nexus collective…and I’m running out of terms.
I’m sure there are a whole host of reasons, but during my time observing people, and knowing a bit about their past and what they’re like, it has led me to form an interesting (to me anyway) hypothesis. It’s to do with power. Read More
Vertical Slicing for a Data Warehouse (DW)/Business Intelligence (BI) Solution
There are several strategies that you can choose to employ with vertically slicing the requirements for a DW/BI solution. These strategies are described in the following table. There are example stories for each strategy as well as some advice for when to apply each strategy. Read More
How “Whole” Are Agile Teams in Practice?
We are often told that agile teams should be whole, that they should have sufficient people, funding, and skills to fulfill their mission. The idea is that this reduces the dependencies that your team has on others, enabling them to make decisions and to collaborate more effectively. But, is this actually happening in practice? Are agile teams truly whole, or do they still need to collaborate with other teams (hopefully productively) to get the job done? Being strong believers in empiricism over rhetoric we decided to look into this issue. Read More
Do Agile Teams Face Regulatory Compliance?
We often hear that agile is great for simple situations but as soon as you face compliancy issues that it doesn’t work. Is it possible to be agile when you face regulatory compliance, such as PCI and FDA compliancy? Is it possible to be agile when you face organizational compliance, such as working in a CMMI regime? Important questions that we decided to look into. Read More
Do Agile Teams Take on Hard Problems?
We often hear that agile software development is fine when you face a simple problem, but that agile isn’t sufficient for more difficult problems. Of course this falsehood is promoted by people who have little or no agile experience, or who have been involved with a failed “agile adoption” (usually these teams adopted ad hoc strategies thinking they were agile). Anyway, we decided to look into whether agile teams are taking on hard domain problems in practice. Read More
Can You Outsource and Still Be Agile?
We often hear that agile software development is fine for small co-located teams, but that you couldn’t possibly take an outsourcing approach with agile. The customer organizations would love to do agile but are convinced that vendors are unable to do so, and the vendor organizations typically say they’d love to be agile but that the customers don’t ask them to work that way. It’s a fair question to ask if agile and outsourcing are being combined in practice, so we decided to look into this issue. Read More
Do Agile Teams Pay Down Technical Debt in Practice?
Technical debt is “a concept in programming that reflects the extra development work that arises when code that is easy to implement in the short run is used instead of applying the best overall solution”. Technical debt can be compared to monetary debt in that if it is not repaid, it can accumulate ‘interest’, making it harder to implement changes later on. Important questions to ask are “How common is it for agile teams to run into technical debt in practice?” and “When they do run into technical debt, are they paying it down?” Read More
7 “Easy” Steps For Convincing Senior Management to Support a Hard Change
We’re often asked how do you convince senior management to accept new agile ideas and strategies. Examples of such ideas include:
For the majority of teams the answer is yes. We ran a survey in February 2017, the 2017 Agile Governance survey, to explore the issues around governance of agile teams. As you can see in the following diagram, 78% of respondents indicated that yes, their agile teams were in fact being governed in some manner. Read More
The Disciplined Agile Consortium (DAC) is for practitioners and supporters of the Disciplined Agile 2.0 process decision framework (DA 2.0). It provides information on curriculum, certification, access to certified members, and resources to support Disciplined Agile activities.