(CASP) Certified Agile Scaling Practitioner

This course is right for managers, directors, leaders, and anyone who is part of scaling agile capability to be quicker to market, customer-focused, and more innovative. Make smart decisions about whether to scale in pursuit of your goals and, if so, how to scale.

• Transformation Leads. See the common challenges that lead to failed transformations and learn how to evaluate agile scaling approaches. Supercharge your efforts no matter where your organization is in its journey to scale.
• People Managers. Help your teams scale their agile delivery by guiding people to understand agile principles, values, and practices. 
• Leadership. Drive transformation success, reach your organizational goals, deliver results to your customers, and adapt to a rapidly changing environment.
• Business Analysts. See how a flexible approach to scaling can improve your organization's ability to execute strategy faster and more effectively.
• PMO Leads. Learn and assess methods for scaling agile product delivery across multiple teams and products. See how to apply the principles and patterns underlying various approaches to scaling so you can adopt a flexible approach for your company. 
• Scrum Masters. Be an integral part of an adaptable, sustainable approach to expanding agile across multiple scrum teams. Find out why your scaling efforts may have faltered in the past and how to take a new, tailored approach going forward.
• Agile Coaches and Consultants. Break free from stringent frameworks and leverage the patterns within those frameworks that help your clients realize the benefits of agile teams.
• Team Leads. Find out how you can support multi-team development, with teams working iteratively and incrementally.

Part One: What is scaling?

What is scaling?
1.1 Define ‘scaling’ in the Certified Agile Scaling Practitioner 1 certification.
1.2 Describe the relationship between scaling and business agility.
Why scale?
1.3 Explain the cause for urgency to scale your organization.
1.4 Describe what a future state of your organization might look like from both
a high level vision and goals perspective.
1.5 Summarize how effectively scaling an agile approach can improve
flow/relationships across an organization.
1.6 Summarize how effectively scaling an agile approach can enable better
delivery of work that may be too complex for one team and could enable
more capacity.

The philosophy of this course and scaling: ScalED vs ScalING vs
DEscaling

1.7 Clarify between Principle-led, practice-led (Framework), practice-led
(Methodology), practice-led (toolbox), and pattern-led approaches.
1.8 Analyze the risk of using a methodology-based approach.
1.9 Discuss the difference between a pre-configured, static, scaled approach
and a changing, evolving, and growing one.
1.10 Explain how a static approach can lead to failure, whereas an evolving one
can increase the chance of success.
1.11 Recognize that there is an element of descaling to scaling.
1.12 Describe the “Certified Agile Scaling Practitioner 1” certification philosophy
of scaling.
1.13 Define key terms of this certification as described in the Glossary of Terms.

What makes scaling so challenging?
1.14 Identify the difference between clear, complicated, complex, and chaotic
work in product development.
1.15 Predict the increased risk associated with chaotic work.
1.16 Recognize there are no universally applicable approaches, but there is a
range of context sensitive practices/approaches to scaling.
1.17 Clarify that in areas of large organizations there may be clear work that
may not need an agile mindset or approach.
1.18 Describe how a systems-thinking approach could give a holistic
understanding of the organization, rather than a focus only on possible
sub-optimizations.
1.19 List possible pre-conditions that could catalyze or need to be in place with
scaling agility.

Part Two: Using Patterns to Overcome Challenges at Scale

Patterns defined
2.1 Explain what patterns are.
2.2 Describe why patterns can be beneficial and principles are often not enough.
2.3 Explain how a pattern might be used.
2.4 Identify the common attributes, underlying principles, and advantages and
disadvantages of a pattern.
2.5 List at least one example of a pattern related to scaling.
Anti-patterns defined
2.6 Explain what anti-patterns are.
2.7 Clarify why anti-patterns should be avoided.
Frameworks and their relationship to patterns
2.8 Define an agile framework to help scale.
2.9 Identify the relationship between patterns and frameworks.
2.10 Recognize several limitations of frameworks.

Finding and selecting a pattern
2.11 Identify at least three sources of patterns, both external and internal to an
organization.
2.12 Discuss how to use agile principles to scale agile.
2.13 Explore one or more patterns to use for a specific scaling situation or
scenario.

Logistical scaling challenges
2.14 Classify at least three challenges, from a logistical point of view, that many
organizations face when attempting to implement scaling.
2.15 Predict how logistical challenges increase based on the complexity of
challenges the organization faces.

Examples of applying patterns to overcome scaling challenges
2.16 Identify at least three pain points and challenges encountered when scaling
for a specific scaling scenario.
2.17 Select appropriate patterns to apply in a specific scaling scenario based on
the elements of the patterns.

Part Three: Scaling Successfully and Sustainably

Identifying and prioritizing scaling challenges
3.1 Identify common change management mistakes, challenges, and
anti-patterns when scaling.
3.2 Predict likely scaling challenges within at least one organizational structure.
3.3 Discuss two ways scaling challenges become visible.
3.4 Explore the scaling effort from a value-delivery perspective.

Using scaffolds to work in a safer space
3.5 Define scaffold as a tool in scaling.
3.6 Identify at least three transitional structures that help make an
organizational transformation safer.
3.7 Summarize how good practices, such as scaffolding and patterns, have a
birth, life and death lifecycle in the context of growing and evolving
organizations.

OCM (Organizational Change Management)
3.8 Explain why ignoring Organizational Change Management is a risk.
3.9 Demonstrate how an Iterative and Incremental model with reversible trials
and safe-to-fail experimentation offers advantages.
3.10 Clarify why it is important to measure the success of any organizational
change, including measuring before the change begins.
3.11 Identify aspects that are critical to building the right OCM team, including
leadership coalitions, coaches, and the mass of volunteer change agents
needed.
3.12 Describe the role of agile coaches in scaling.
Worked Examples
3.13 Discuss an example of scaling, moving from a more defined “Agile
Framework” model to one based more on agility.
3.14 Analyze an organizational structure to create a backlog of scaling challenges
to address.​