SAFe® · Kanban® · ICAgile Certified Programs · Enterprise Delivery Capability Partner
31certification programs across SAFe, Kanban University, and ICAgile — plus custom corporate training built around your team's delivery model.
What does it take to scale agile past a single team, without the effort collapsing under its own coordination?
Most organizations don't struggle with agile at the team level. They struggle when ten good teams have to move as one. SAFe gives every role — team member, product owner, release train engineer, executive — a shared operating model for scaling delivery, and a certification path that proves each person can hold up their part of it.
SAFe Release Train Engineer (RTE) certification training for leading Agile Release Trains, with AI woven into PI Planning prep, dependency tracking, and program reporting.
SAFe Lean Portfolio Management (LPM) training — connecting strategy to execution through Lean budgeting, portfolio flow, and continuous funding of value streams.
Book Now
SAFe Scrum Master (SSM) certification training, with practical guidance on using AI tools for sprint reporting, backlog grooming support, and team metrics.
SAFe Product Owner/Product Manager (POPM) certification training, including how AI tools fit into backlog refinement, roadmap prep, and stakeholder communication.
Leading SAFe training and SAFe Agilist (SA) certification, covering the full framework — plus where AI genuinely helps, and where it doesn’t, in a SAFe operating model.
SAFe for Teams certification training for team members and Scrum Masters, including practical use of AI in day-to-day Agile Release Train work.
Advanced SAFe Scrum Master (SASM) certification training, covering facilitation at scale and how AI tools support coaching multiple teams.
SAFe DevOps certification training — building a continuous delivery pipeline across the Agile Release Train.
Our trainers hold advanced SAFe credentials that cover tracks beyond what's listed here — enquire to check availability for a specific role.
Before you speed anything up, can you actually see the work as it moves?
Kanban starts with a simpler question than most agile methods: can you see the work? The queues, the bottlenecks, the item that's been "in progress" for three weeks. Only once that's visible does it make sense to talk about improving it.
Kanban Management Professional training covering Kanban System Design (KMP-1) — visualizing work, mapping workflow, and designing a Kanban system from scratch.
Kanban Management Professional training covering Kanban Systems Improvement (KMP-II) — evolving an existing Kanban system using flow metrics and structured experimentation.
The full Kanban Management Professional (KMP) designation, earned by completing both Kanban System Design and Kanban Systems Improvement.
Book Now
Kanban University Flow Manager certification training — managing flow across multiple Kanban systems and coaching teams on flow-based practice.
Kanban University's Delivery Manager training — coordinating delivery across multiple Kanban teams and systems toward a shared commitment.
Book Now
Team Kanban Practitioner (TKP) is Kanban University's introductory course for team members, covering how to read and work within a Kanban board, visualize work items, and understand WIP limits and flow at the team level.
Scrum Better with Kanban (SBK) is a Kanban University course for teams already running Scrum — it shows how Kanban flow practices (visualizing work, limiting WIP, managing flow) can be layered onto Scrum to make sprints more predictable without abandoning the framework.
Is running the ceremonies the same skill as coaching a team through resistance?
Most agile roles are taught as a set of mechanics: plan this ceremony, fill this board, write this report. Coaching is the harder skill underneath — knowing when to step back, ask a question instead of giving an answer, and let a team work through something on its own.
ICAgile Certified Professional in Agile Coaching (ICP-ACC) — coaching techniques for guiding teams and leaders through real behavioral change, not just ceremony facilitation.
What if none of the above matches how your organization actually works?
Not every delivery problem fits a standard syllabus. Some organizations need a program built around their own tools, their own org chart, their own history of what's already been tried.
Delivery managers are usually trained in one lane and then asked to do a job that needs several. This program covers the complete role, including the parts of the job, like vendor contracts and honest forecasting, that rarely get formal training at all.
Book NowOwning a backlog is only part of the job. The Product Owners who move the needle also know how to validate an idea before it's built, defend a roadmap in commercial terms, and hold their ground inside a crowded portfolio. This program covers the complete role.
Book NowRunning ceremonies is the easy part. The Scrum Masters who actually change how a team works also read a room, read the data, and handle conflict a new meeting format won't fix. This program covers the complete role.
Book NowMost people handed a coaching title were trained on one piece of the job. This program covers the complete role: reading a team's system before prescribing change, sustaining that change past a single team, and the executive facing work that decides whether coaching sticks at all.
Book NowCoordinating delivery across several teams takes more than one playbook. This program covers running the events, reading the data, and keeping governance honest for a program that spans time zones, vendors, and teams that don't work the same way.
Book NowVisualizing work is the easy part. The specialists who actually improve throughput know how to design a system for real constraints, evolve it without disrupting delivery, and prove the improvement with data an executive will trust. This program covers the complete role.
Book NowScaling delivery is not running one team's practices at ten times the size. This program covers the complete role: designing an operating model that fits the organization it serves, coordinating dozens of teams without drowning them in ceremony, and knowing when scaling should stop.
Book NowBeing the best engineer on the team is not the same skill as leading the team. For people promoted for their technical judgment who now need a second skill set nobody taught them.
Book NowMost PMOs weren't built for an organization that ships in sprints. For PMO leads reconciling reporting against teams that have already moved on, without abandoning the governance the business still needs.
Book NowA one day grounding built for executives, not practitioners. Enough real understanding to ask the right questions, fund the right things, and recognize when a transformation is actually working.
Book NowMost change initiatives fail not because people misunderstand the plan, but because someone with real influence quietly decided not to cooperate. Find that person before launch, not after.
Book NowMost transformation gains regress within a year of external teams leaving, not because the ideas were wrong, but because nobody inside the organization was ever handed ownership.
Book NowTen good teams can still ship late if the handoffs between them, and between dev and ops, are left to chance. The practical mechanics of managing dependencies, with no particular tool or method mandated.
Book NowMost teams aren't short on AI tools. They're short on judgment about when to use them for the actual work: code review, test generation, ceremony prep. Built into your team's real workflow, not a chatbot tour.
Book NowYou don't need to run the query to own the decision. You do need to know when a dashboard is telling you something real, and when it's telling you what someone wants you to hear.
Book NowEvery certification program we run, across every track, ordered by the soonest upcoming batch.
Leading SAFe training and SAFe Agilist (SA) certification, covering the full framework — plus where AI genuinely helps, and where it doesn’t, in a SAFe operating model.
ICAgile Certified Professional in Agile Coaching (ICP-ACC) — coaching techniques for guiding teams and leaders through real behavioral change, not just ceremony facilitation.
Team Kanban Practitioner (TKP) is Kanban University's introductory course for team members, covering how to read and work within a Kanban board, visualize work items, and understand WIP limits and flow at the team level.
Scrum Better with Kanban (SBK) is a Kanban University course for teams already running Scrum — it shows how Kanban flow practices (visualizing work, limiting WIP, managing flow) can be layered onto Scrum to make sprints more predictable without abandoning the framework.
Kanban University Flow Manager certification training — managing flow across multiple Kanban systems and coaching teams on flow-based practice.
Kanban Management Professional training covering Kanban System Design (KMP-1) — visualizing work, mapping workflow, and designing a Kanban system from scratch.
Advanced SAFe Scrum Master (SASM) certification training, covering facilitation at scale and how AI tools support coaching multiple teams.
SAFe Scrum Master (SSM) certification training, with practical guidance on using AI tools for sprint reporting, backlog grooming support, and team metrics.
SAFe DevOps certification training — building a continuous delivery pipeline across the Agile Release Train.
SAFe for Teams certification training for team members and Scrum Masters, including practical use of AI in day-to-day Agile Release Train work.
Kanban Management Professional training covering Kanban Systems Improvement (KMP-II) — evolving an existing Kanban system using flow metrics and structured experimentation.
SAFe Product Owner/Product Manager (POPM) certification training, including how AI tools fit into backlog refinement, roadmap prep, and stakeholder communication.
SAFe Release Train Engineer (RTE) certification training for leading Agile Release Trains, with AI woven into PI Planning prep, dependency tracking, and program reporting.
SAFe Lean Portfolio Management (LPM) training — connecting strategy to execution through Lean budgeting, portfolio flow, and continuous funding of value streams.
The full Kanban Management Professional (KMP) designation, earned by completing both Kanban System Design and Kanban Systems Improvement.
Kanban University's Delivery Manager training — coordinating delivery across multiple Kanban teams and systems toward a shared commitment.
Delivery managers are usually trained in one lane and then asked to do a job that needs several. This program covers the complete role, including the parts of the job, like vendor contracts and honest forecasting, that rarely get formal training at all.
Owning a backlog is only part of the job. The Product Owners who move the needle also know how to validate an idea before it's built, defend a roadmap in commercial terms, and hold their ground inside a crowded portfolio. This program covers the complete role.
Running ceremonies is the easy part. The Scrum Masters who actually change how a team works also read a room, read the data, and handle conflict a new meeting format won't fix. This program covers the complete role.
Most people handed a coaching title were trained on one piece of the job. This program covers the complete role: reading a team's system before prescribing change, sustaining that change past a single team, and the executive facing work that decides whether coaching sticks at all.
Coordinating delivery across several teams takes more than one playbook. This program covers running the events, reading the data, and keeping governance honest for a program that spans time zones, vendors, and teams that don't work the same way.
Visualizing work is the easy part. The specialists who actually improve throughput know how to design a system for real constraints, evolve it without disrupting delivery, and prove the improvement with data an executive will trust. This program covers the complete role.
Scaling delivery is not running one team's practices at ten times the size. This program covers the complete role: designing an operating model that fits the organization it serves, coordinating dozens of teams without drowning them in ceremony, and knowing when scaling should stop.
Being the best engineer on the team is not the same skill as leading the team. For people promoted for their technical judgment who now need a second skill set nobody taught them.
Most PMOs weren't built for an organization that ships in sprints. For PMO leads reconciling reporting against teams that have already moved on, without abandoning the governance the business still needs.
A one day grounding built for executives, not practitioners. Enough real understanding to ask the right questions, fund the right things, and recognize when a transformation is actually working.
Most change initiatives fail not because people misunderstand the plan, but because someone with real influence quietly decided not to cooperate. Find that person before launch, not after.
Most transformation gains regress within a year of external teams leaving, not because the ideas were wrong, but because nobody inside the organization was ever handed ownership.
Ten good teams can still ship late if the handoffs between them, and between dev and ops, are left to chance. The practical mechanics of managing dependencies, with no particular tool or method mandated.
Most teams aren't short on AI tools. They're short on judgment about when to use them for the actual work: code review, test generation, ceremony prep. Built into your team's real workflow, not a chatbot tour.
You don't need to run the query to own the decision. You do need to know when a dashboard is telling you something real, and when it's telling you what someone wants you to hear.
