The problem this training solves
Project managers are usually the people who feel an agile transition first and are supported through it least. The organisation adopts new ways of working at team level, then keeps asking the same questions upward: when will it be done, what will it cost, and what happens if it slips. The project manager is left holding a governance model built for fixed scope while working with teams that no longer operate that way.
The answer is not to abandon planning. It is to plan differently: forecasting with ranges rather than single dates, managing dependencies and risk continuously rather than at stage gates, and giving stakeholders a credible answer that does not require pretending to certainty nobody has. That is the capability this training builds.
What it covers
Planning and forecasting under change
Producing forecasts that hold up when scope moves. This covers estimating in ranges, using actual delivery data rather than optimism, and communicating a forecast that is honest about uncertainty without becoming useless to the person who has to make a commitment.
Dependencies and risk
In most organisations delivery is not limited by how fast a team can build, but by what it is waiting for. This covers mapping dependencies across teams, sequencing to reduce them rather than just tracking them, and handling risk continuously instead of at gate reviews.
Governance that does not slow delivery
Reporting and assurance that satisfies the organisation without forcing teams back into a stage gate model. This matters most in regulated sectors, where the governance requirement is real and cannot simply be removed.
Portfolio and funding
At portfolio level the question changes from how to deliver this project to which work should exist at all. Lean portfolio management covers funding value streams rather than projects, setting explicit criteria for stopping work, and making investment decisions on evidence rather than annual planning ritual.
Who this is for
- Project and programme managers in organisations moving to adaptive delivery who need to stay credible with both teams and sponsors.
- Delivery managers and delivery leads accountable for flow across several teams.
- PMO staff redesigning governance so it reports on outcomes rather than task completion.
- Portfolio owners and funding decision makers who want investment decisions to reflect evidence rather than the calendar.
How the programmes are delivered
Both certifications are led by founder Prashant Shinde, an ICAgile Authorised Instructor and HRD Corp Accredited Trainer with more than 20 years of delivery experience. Agile Visa programmes have reached 75,000+ professionals across 140+ countries since 2017.
Delivery is live and instructor-led, either online to your regional timezone or on-site at your premises, and both formats earn the same lifetime credential. For a single employer we run private in-house cohorts using your own delivery constraints and governance model as the case material, which tends to matter more here than in other capability areas because governance is so organisation-specific. Certification is based on participation and applied work rather than a written exam.
The two certifications and who each suits
This is a deliberately focused capability area. We teach two certifications here rather than a long ladder, because these two cover the delivery and portfolio questions that actually come up. Both are lifetime credentials with no renewal fee.
| Certification | Best suited to | Typical focus |
|---|---|---|
| ICP-APM | Project managers and delivery leads | Planning, delivery and risk under change |
| ICP-LPM | Portfolio owners and funding decision makers | Aligning funding and strategy to outcomes |
Where to start
If you are accountable for delivering specific work, start with ICP-APM. If you are accountable for deciding which work gets funded at all, start with ICP-LPM. People who do both, which is common in smaller organisations, usually take ICP-APM first because it is closer to the daily problem.
Delivery problems are frequently not delivery problems. If work stalls because priorities keep changing, the constraint is usually product rather than delivery, and product management training addresses it more directly. If decisions escalate and stall above the delivery layer, the constraint is structural and sits with leadership. If teams themselves are the bottleneck, agile coaching is the better investment.
Frequently asked questions
Is this a replacement for PMP or PRINCE2?
No, and it is not positioned as one. Traditional project management credentials certify planning and control practice in a predictive context. This training builds the capability to deliver and govern when scope and priorities change during the work. Many participants hold a traditional credential already and take this to handle the adaptive side, rather than to replace what they have.
Why only two certifications in this area?
Because these two cover the actual questions. ICP-APM addresses delivering work under change, and ICP-LPM addresses deciding which work should be funded. We would rather be straightforward that this is a focused area than pad it out with adjacent courses that do not add capability for a delivery professional.
Do I need agile experience before taking ICP-APM?
No formal prerequisite applies. Most participants have worked alongside agile teams even if they have not been trained themselves, which is usually the reason they are taking it. If you have no exposure at all, Agile Fundamentals (ICP) first gives a shared vocabulary, but it is not required.
Does this training work in a regulated environment?
Yes, and that is a common context for it. Governance requirements in regulated sectors are real and cannot be removed, so the training deals with satisfying assurance and audit needs without forcing teams back into stage gates. Private cohorts work particularly well here because we can use your actual governance model as the case material.
What is the difference between delivery management and project management?
In practice, project management tends to be organised around a defined piece of work with a start and end, while delivery management is organised around a continuing flow of work through one or more teams. The capabilities overlap heavily, and ICP-APM covers both framings. Job titles vary far more than the underlying work does.
Do these certifications expire?
No. ICAgile certifications are lifetime credentials with no renewal fee. Once earned, the credential is permanent, which means a PMO certifying its delivery staff does not carry a recurring per-person cost.
How long does each certification take?
Each is typically around 14 hours of live, instructor-led training delivered across multiple sessions. There is no written exam. Certification is granted on participation, applied case work and demonstrated competency during the sessions.
Last reviewed: 26 July 2026 by Prashant Shinde, Founder, ICAgile accredited and HRD Corp Accredited Trainer. 75,000+ professionals trained across 140+ countries since 2017.
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