2023 JUN V2.

BCS FOUNDATION CERTIFICATE

IN AGILE

This professional certification is not

regulated by the following United Kingdom
Regulators - Ofqual, Qualifications Wales,
CCEA or SQA.

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 CONTENTS

INTRODUCTION 05

LEARNING OUTCOMES 05

QUALIFICATION 06

TRAINER CRITERIA 06

SFIA LEVELS 07

SYLLABUS 10

EXAMINATION FORMAT 30

QUESTION WEIGHTING 31

RECOMMENDED READING 32

DOCUMENT CHANGE HISTORY 33

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INTRODUCTION AND
OVERVIEW

4
 INTRODUCTION
This foundation certificate provides a holistic This certification will equip candidates with
appreciation of Agile. knowledge that can be applied in a variety of
situations and promotes effective working with
Candidates will be equipped with the core any Agile team. It does not focus solely on one
foundations that underpin the Agile mindset and specific methodology.
Agile approaches to delivery.

LEARNING OUTCOMES

• Why Agile?

• The Agile Manifesto

• The Agile Mindset

• Roles in Agile Teams

• Common Agile Practices

• The Practical Application of Agile

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QUALIFICATION SUITABILITY
AND OVERVIEW
The BCS Foundation Certificate in Agile is This is a foundation certificate which will:
relevant to anyone requiring an understanding
of the use of Agile or looking to adopt it. This • asses the learners ability to explain and
includes, but is not limited to, organisational describe key concepts with Agile.
leaders and managers, marketing executives and • assess the learners ability to recognise Agile
managers, and/or all professionals working in an concepts and tools.
Agile environment, including software sesters,
• enable learners to progress in their career
developers, business analysts, UX designers,
and professional development.
project management office (PMO), project support
and project coordinators.
Candidates can study for this award by attending
a training course provided by a BCS accredited
Training Provider or through self-study.
There are no formal prerequisites or entry
requirements, however candidates should have a
good standard of written English.

TOTAL QUALIFICATION TIME GUIDED LEARNING HOURS ASSESSMENT TIME

19 hours 18 hours 1 hour

TRAINER
CRITERIA
It is recommended that to deliver this award
effectively, trainers should:

• Hold the Foundation Certificate in Agile

• Have 10 days training experience or a train the
trainer qualification.
• Have a minimum of 2 years practical Agile
experience.

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 SFIA LEVELS
This award provides candidates with the level of knowledge highlighted within the table, enabling them
to develop the skills to operate successfully at the levels of responsibility indicated.

LEVEL LEVELS OF KNOWLEDGE LEVELS OF SKILLS AND RESPONSIBILITY (SFIA)

K7 Set strategy, inspire and mobilise

K6 Evaluate Initiate and influence
K5 Synthesise Ensure and advise
K4 Analyse Enable
K3 Apply Apply
K2 Understand Assist
K1 Remember Follow

This syllabus has been mapped to the SFIA+ knowledge, skills and behaviours required at level 3
for an individual working in “Portfolio, programme and project support”. For further infromation
regarding SFIA+ levels, please visit: https://www.bcs.org/it-careers/sfiaplus-it-skills-framework/

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SFIAPLUS PROF3KSCA7

This syllabus has been linked to A collection of methods, practises, tools and techniques,
the SFIA knowledge, skills and underpinned by the Agile Manifesto, that enable teams to deliver
behaviours required at level high value products and services in small, workable, increments.
3 for an individual working An Agile culture typically encompasses concepts such as Servant-
in Portfolio, programme and Leaders; ceremonies, Stand-Ups, Sprints and Retrospectives; and
project support (PROF). the deployment of tools and techniques such as Backlogs and A/B
Testing.

PROF3KSD17 PROF3KSC84

Principles, methods, techniques Understanding and application of different development

and tools for the effective approaches e.g. iterative/ incremental methodologies (Agile, XP,
management of projects TDD, SCRUM) or traditional sequential methodologies (Waterfall
from initiation through to or V-Model). Irrespective of development methodology a DevOps
implementation. approach may also be taken where development and operational
staff work collaboratively.

PROF3KSB24 PROF3KSD30

Working collaboratively with Automated tools to assist in the project management process,
others to achieve a common by automating mechanical tasks such as scheduling, resource
goal. balancing, and time recording. Tools and techniques for risk
management.

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 SYLLABUS

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 SYLLABUS
1. WHY AGILE?
(7.5%) K2

1.1 Describe a linear development approach, such as Waterfall and V-model.

Indicative content Guidance

a. Waterfall. Candidates should be able to identify and describe

• Requirements, Analysis. Design, Coding, the stages and use of both approaches.
Testing, Operations.
b. V-model.

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 1.2 Explain why linear development approaches are not suitable in a Volatile, Uncertain,
Complex and Ambiguous (VUCA) environment.

Indicative content Guidance

a. Being aware of VUCA forces.

Candidates should understand the meaning of
b. VUCA: VUCA forces and that when a problem is a VUCA
• V = Volatility: the nature and speed of problem, you cannot follow the current plan or
change. analyse your way to a solution using traditional
methods. Traditional linear development
• U = Uncertainty: the lack of predictability.
approaches are not capable of responding to
• C = Complexity: the multiplex of forces and change or the influence of VUCA forces in the
no cause-and-effect chain and confusion manner that Agile can.
that surrounds organisation.
• A = Ambiguity: The potential for misreads,
and the mixed meanings of conditions.

1.3 Explain the origins of Agile.

Indicative content Guidance

a. Created in 2001. The term “Agile” was coined when the Agile
b. An alternative to documentation driven Manifesto was created in 2001 by 17 thought
development. leaders who aimed to find common ground
against the documentation-driven heavyweight
software development processes. The result was
the Manifesto for Agile Software Development with
its 4 values and 12 principles.

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 1.4 Recognise the Agile Manifesto and its principles.

Indicative content • Agile processes promote sustainable

development. The sponsors, developers, and
a. 12 Principles of Agile: users should be able to maintain a constant
pace indefinitely.
• Our highest priority is to satisfy the • Continuous attention to technical excellence
customer through early and continuous and good design enhances agility.
delivery of valuable software. • Simplicity -the art of maximising the
• Welcome changing requirements, even late amount of work not done- is essential.
in development. Agile processes harness • The best architectures, requirements, and
change for the customer’s competitive designs emerge from self-organising teams.
advantage. • At regular intervals, the team reflects on
• Deliver working software frequently, from a how to become more effective, then tunes
couple of weeks to a couple of months, with and adjusts its behaviour accordingly.
preference to the shorter timescale.
• Business people and developers must work Guidance
together daily throughout the project.
• Build projects around motivated individuals.
Give them the environment and support Candidates should recognise and be able to
they need, and trust them to get the job describe the principles of Agile as listed.
done.
• The most efficient and effective method
of conveying information to and within
a development team is face-to-face
conversation.
• Working software is the primary measure of
progress.

1.5 Explain how the Pillars of Scrum underpin Agile thinking.

Indicative content Guidance

a. Pillars of Scrum: Candidates should understand and be able to

• Inspection. explain the three Pillars of Scrum and how they
• Transparency. underpin Agile practises.
• Adaptation. Transparency means that the work being
undertaken is visible to those completing it and
those receiving it. This transparency enables
inspection, which is the monitoring of progress
towards goals, to detect any problems or
variances. The feedback from inspection then
enables adaptation. Adaptation is demonstrated in
the response to feedback.

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 SYLLABUS
2. INDIVIDUALS AND THEIR INTERACTIONS OVER PROCESSES AND TOOLS
(7.5%) K2

2.1 Describe ways that the processes and tools can undermine Agile team performance.

Indicative content Guidance

a. Removes creativity. Candidates should understand that the

b. Less ownership. presence of too many processes can remove the
c. Less independent thought. independent thought of individuals, and stifle both
d. Tool worship. creativity and the ability to respond appropriately
to change. When individuals or teams are relying
on tools to tell them what to do, they risk not
understanding or challenging the task. The
overuse of tools and processes undermines the
self-organising and motivated teams required of
Agile.

2.2 Explain the connection between team motivation and self-organising autonomous
teams.

Indicative content Guidance

a. Autonomy: Provide employees with autonomy Candidates should understand that by taking
over some (or all) of the four main aspects of ownership of their own roles, tasks and purpose,
work:time, technique, team and task. this provides excellent motivation for Agile teams.
They have the ability to respond to feedback
b. Mastery: Allow employees to become better at
and take control of the product or solution being
something that matters to them. developed.
c. Purpose: Take steps to fulfill employees’ natural
desire to contribute to a cause greater and
more enduring than themselves.

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2.3 Describe how Agile teams interact.

Indicative content Guidance

a. Always aim for face-to-face communication. Agile teams will always aim for face-to-face
b. Adapt where necessary – logistics, time zones, collaborative working. In environments where this
etc. is not possible, then the next best/closest method
to face-to-face should be used. Agile teams believe
that the fastest way to find solutions is through
face-to-face communication.

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 SYLLABUS
3. WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
SYLLABUS
(7.5%) K2

3.1 Describe how working software means more than just code.

Indicative content Guidance

a. Definition of done. Candidates should recognise that to be considered

b. Deployable. working software, a solution must meet the agreed
c. Supported with documentation. Definition of Done and be deployable. There must
d. Adequate resource in place. also be adequate resource and documentation in
place to support this.

3.2 Explain how Agile can be applied to non-software products.

Indicative content Guidance

a. Smaller deliverables. Candidates should explain that an Agile approach

b. Early and frequent feedback. can be applied in other environments, by
c. Transparency, inspection, adaptation. applying the same principles and practises. This
usually means that in place of using a waterfall
development approach with a final big bang
deployment style, smaller deliverables (which are
useful in their own right) are agreed and delivered
incrementally.

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3.3 Explain how the Seven Wastes of Lean (Software Development) relates to
comprehensive documentation.

Indicative content Guidance

a. 7 Wastes of Lean (of Software Development) Candidates should explain how the seven wastes
• Inventory. of lean are reflected in the Agile values, such as
• Overproduction. ensuring that documentation is free from too
• Extra-processing. much detail, to avoid relearning things that are
• Transportation. already known, unnecessary work being done or
• Waiting. work being done at the wrong time.
• Motion.
• Defects.

AGILE PRACTICES DON’T HAVE TO BE LIMITED TO

SOFTWARE PRODUCTS. THE WAYS OF WORKING,
IDEAS AND DYNAMICS CAN BE APPLIED TO A
RANGE OF OTHER AREAS.

BCS COURSEWARE

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 SYLLABUS
4. CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
(7.5%) K2

4.1 Describe the Agile team’s relationship with its customers.

Indicative content Guidance

a. Direct to customer or end user. Agile teams stive to simplify processes, and for
b. Removal of blockers. this reason, prefer to communicate directly with
c. No extra steps. their customers and end users. The removal of
blockers or additional steps between the Agile
team and their customers is necessary.

4.2 Describe how Agile teams use time boxes and iterations to decide what work to commit
to.

Indicative content Guidance

a. Timebox: A fixed, maximum unit of time at the Agile teams use timeboxes to commit to delivering
end of which an objective shall be met. a given objective. Within this time, each team
b. Sprint: A fixed amount of time reserved for member will commit to tasks which they can
development. deliver and shall reflect on the success of this
c. Delivering value as fast as possible. and the volume of task before the next timebox or
sprint. The goal is to deliver maximum value within
each specified unit of time.

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4.3 Describe the Product Owner role and their responsibilities.

Indicative content Guidance

a. Value maximiser. Candidates shall be able to identify and describe

b. Clearly expressing Product Backlog items. the role of the Product Owner, and the tasks and
c. Ordering the items in the Product Backlog to items they are responsible for, as listed.
best achieve goals and missions.
d. Optimising the value of the work the
Development Team performs.
e. Ensuring that the Product Backlog is visible,
transparent, and clear to all, and shows what
the Scrum Team will work on next.
f. Ensuring the Development Team understands
items in the Product Backlog to the level
needed.

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 SYLLABUS
5. RESPONDING TO CHANGE OVER FOLLOWING A PLAN
(10%) K2

5.1 Explain how regular feedback helps Agile teams respond to change.

Indicative content Guidance

a. Feedback loops. Feedback is used to help plan the next sprint and
b. Sprint retrospectives. to identify features or requirements which need
improvement. Constant feedback loops and the
completion of sprint retrospectives both ensure
that change is expected, and treated as business
as usual in an Agile environment.

5.2 Describe how Agile teams recognise when change is underway.

Indicative content Guidance

a. Change is BAU. Candidates shall recognise that change is business

b. Retrospectives. as usual for Agile teams, and that they are always
c. Business change. prepared and ready to respond to change. Teams
know when change is planned or underway, as this
comes out in each sprint retrospective. If a more
significant, strategic business change is required,
then this should be communicated via the Scrum
Master.

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 5.3 Describe the different levels of planning that Agile teams use.

Indicative content Guidance

a. Daily stand up. Candidates should be able to describe these three

b. Sprint planning. key levels of planning activites that are used by
c. Backlog refining. Agile teams.

5.4 Explain the risks of detailed, upfront planning.

Indicative content Guidance

a. Less responsive to change. Candidates should explain that too much upfront
b. Unable to react to VUCA forces. planning leaves the team less able to respond to
change. A plan which is too detailed or too specific
does not allow room for flexibility or ability to
action feedback.

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 SYLLABUS
6. THE AGILE MINDSET
(25%) K2

6.1 Explain Servant Leadership.

Indicative content Guidance

a. Encourage. Candidates should understand and recognise

b. Enable. the term Servant Leadership. A Servant Leader
c. Support for development and continuous should should seek to serve first, to help their
improvement. teams become the best they can be, to allow them
to take decisions, make mistakes and learn, for
the team to feel ownership of the problem and
connection to the purpose. They should identify
and remove blockers to the team’s progress. They
should celebrate success as the team’s success,
encouraging and championing them. They
encourage the team to reflect on their progress, to
identify ways they can grow and to use each task
or activity as an opportunity to learn and improve.

6.2 Explain how Agile teams are cross-functional and self-organising.

Indicative content Guidance

a. Self-organising teams: Agile teams are intended to be small, cross-

• Motivated. functional teams with all the skills and authority
• Empowered. needed to create a valuable increment, and they
• Competent. are all focused on the same product. The small
number of team members and the constant
feedback loops allow teams to take ongoing
responsibility for their tasks and organise
themselves effectively.

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 6.3 Explain how the Pillars of Scrum enable continuous improvement.

Indicative content Guidance

a. Transparency – full visibility to stakeholders, Continuous improvement is driven by the

which enables feedback. gathering and application of feedback, and the
b. Inspection – enables feedback internally and three pillars of Scrum enable feedback at all
externally. E.g. during a retrospective, reviews stages. Transparency drives feedback from
own performance to drive CI stakeholders, inspection drives feedback both
c. Adaptation – getting feedback and responding internally and externally through retrospectives,
reviews etc. Adaptation is focused on gathering
and adapting.
and responding to feedback to improve on the next
iteration. All feedback is considered and used to
drive continuous improvement.

6.4 Describe how Agile teams demonstrate transparency.

Indicative content

a. Inviting stakeholders to ceremonies. Guidance

b. Displaying work – information radiator, visibility
of what team is doing. Transparency is key to Agile practises, and is
c. Daily stand-ups. demonstrated by work being visible both to the
team and to external stakeholders. Daily stand-
ups ensure that the team are constantly updated
on progress and there is little room for hiding.

6.5 Explain the importance of maximising the amount of work not done.

Indicative content Guidance

a. Agile teams question everything to ensure it is Candidates should explain that the Agile
useful. team should question that value, purpose and
b. What needs to be done ? usefulness of every task. By identifying tasks or
• Does it add value? processes which are unnecessary or not adding
• Is it necessary? value and removing them, the sprint becomes
• What’s the purpose? more efficient.
c. Where can things be more lean.

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 6.6 Describe how Agile teams maintain sustainable pace.

Indicative content Guidance

a. Estimating and re-estimating. Candidates should describe how Agile teams aim
b. Sprint planning. to work at a pace which they can sustain. This
c. Establish velocity. begins with estimating the backlog, and these
d. Work to established limits. timings are used to help them plan their work. The
e. Sprint review. sprint can then be planned using the prioritised
backlog. Each team member will only commit to
the work they know they can achieve within their
established limits. These limits may change at the
sprint review.

6.7 Recall the critical factors in creating motivated teams.

Indicative content Guidance

a. Autonomy. Candidates should recognise the three key factors

b. Mastery. in intrinsic motivation. Autonomy is the ability
c. Purpose. to have control over your life and work; to have
choices and take decisions on what to do, when
to do it and with whom. Autonomy and freedom
motivate us to think creatively and to experiment.
Mastery is the desire to improve; to be challenged
and to get better at your chosen craft. Purpose
means working towards a meaningful and
purposeful goal. The knowledge of how your work
fits in to a bigger picture.

6.8 Explain the importance of psychological safety for high performing teams.

Indicative content Guidance

a. The belief that one will not be punished Candidates should understand that psychologically
or humiliated for speaking up with ideas, safe teams disagree and challenge one another,
questions, concerns, or mistakes, and that the but they do this in a kind, helpful and constructive
team is safe for interpersonal risk taking. way. They provide ‘tactful challenge’. Psychological
safety allows individuals to share thoughts,
feelings, ideas and mistakes without fear.

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6.9 Explain incremental and iterative delivery.

Indicative content Guidance

a. Many versions. Candidates will be able to explain the meaning

b. Time bound. of incremental and iterative delivey. Agile is
incremental because there are many versions
of the solution, with each version improving on
the last. Crucially, each increment is a version of
the solution that works and can be used by the
customer. It won’t do everything the customer
wants, but it will do some of what they need. Agile
is iterative because value is delivered in a series
of small time-bound chunks – iterations. It takes
many iterations to complete the solution.

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 SYLLABUS
7. ROLES IN AGILE TEAMS
(5%) K2

7.1 Describe the three Scrum roles.

Indicative content Guidance

a. Product Owner. There are only three roles within Scrum.

b. Scrum Master. Candidates should be able to identify and describe
c. Development Team. these roles. The Product Owner is accountable
for maximising the value of the product resulting
from the work of the team. The Scrum Master is
accountable for establishing Scrum as defined in
the Scrum Guide. They do this by helping everyone
understand Scrum theory and practice, within both
the Scrum team and the organisation. Developers
are the people in the team that are committed to
creating any aspect of a usable increment in each
iteration.

7.2 Identify and describe commonly used non-Scrum Agile roles.

Indicative content Guidance

a. Business Sponsor. Candidates should be aware of other roles

b. Coach. which are commonly found in Agile teams.
c. Product Manager. Note that although other roles may exist within
d. Scaled Scrum Master. organisations, candidates can expect to be
examined only on the four roles listed here.
The Business Sponsor may be accountable for
financial aspects or act as the main advocate
for the product. A Coach may provide one-to-
one coaching services and provide an objective,
external perspective. The Product Manager is
useful when there is a portfolio of related products
as they can be accountable for the whole product
set. A Scaled Scrum Master may be in place
where there are several, related teams, each with
their own Scrum Master.
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 SYLLABUS
8. COMMON AGILE PRACTICES
(20%) K2

8.1 Describe the practices of Team Leadership and Organisation in Agile.

Indicative content Guidance

a. Iterations and Timeboxing. Candidates shall be able to describe how each

b. Daily stand-up meetings. of the practises listed are used in Agile to aid
c. Agile board. leadership and organisation.
d. Iteration planning.
e. Iteration review.
f. Retrospective.
g. Agile coaching.
h. Backlog refinement.
i. Limiting work in progress (WIP).

8.2 Describe the use of requirements.

Indicative content
Guidance
a. Product roadmaps.
b. Backlog. Candidates should be able to describe the use
c. User stories. of requirements throughout the development
d. Three C’s (Card, Conversation, Confirmation). process, and the tools used to define and visualise
e. Definitions of Done and Ready. them.

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 8.3 Describe the practise of estimation.

Indicative content Guidance

a. Relative sizing. Candidates should be able to describe the practise

b. The Agile Estimation Game, e.g. Planning of estimation to establish sizing and velocity in
Poker™. Agile teams. Estimation helps Agile teams to plan
c. Story points. their time and to allocate tasks within each sprint.
d. Velocity.

8.4 Describe common software development practices.

Indicative content Guidance

a. Pair Programming and Mob Programming. Candidates should be able to recognise these
b. Test Driven Development (TDD). common software practises used in Agile
c. Behaviour Driven Development (BDD). development.
d. Refactoring.
e. Emergent design.
f. Continuous Integration / Continuous
Deployment (CI/CD).
g. Automated testing.

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 SYLLABUS
9. AGILE IN PRACTICE
(10%) K2

9.1 Describe the following Agile approaches.

Indicative content Guidance

a. Scrum. Candidates shall be able to identify and describe

• Lightweight. the key characteristics of Scrum and Kanban as
• Simple to understand. listed.
• Difficult to master. • Start with what you do now.
b. Kanban.
• Agree to pursue improvement through
• Change management.
evolutionary change.
• Service delivery.
• Encourage acts of leadership at every level.
• Understand and focus on customer needs
and expectations.
• Manage the work, let people self-organise
around it.
• Evolve policies to improve outcomes.

9.2 Explain how the following practices can remove the need to adopt a scaling method.

Indicative content Guidance

a. Scaling methods: Candidates shall recognise the scaling methods

• Scrum of Scrums. listed and recognise the practises which can
• SAFE. prevent the need to use them.
• LeSS.
• Scrum@Scale.
b. Refactoring solution architecture.
c. Decoupling team dependencies.
d. Decomposing into independent goals.
e. Shortening cycle time.

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9.3 Explain why the following metrics are indicators to healthy Agile teams.

Indicative content
Guidance
a. Short lead time from business need to solution
deployment. Healthy Agile teams are continuously using
b. Team is continuously improving. feedback to make improvements to the solution
c. Mean time to restore. being developed, and their own skills. This
continuous improvement should drive the ability
to restore service quickly after incidents and the
ability to implement solutions promptly after a
business need has been identified.

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 EXAMINATION
Adjustments and/or additional time can

FORMAT be requested in line with the

BCS reasonable adjustments policy
for candidates with a disability or other
This award is assessed by completing an special considerations, including English
invigilated online exam that candidates will only as a second language.
be able to access at the date and time they are
registered to attend.

TYPE DURATION
40 MULTIPLE CHOICE 60 MINUTES
QUESTIONS

SUPERVISED OPEN BOOK

YES NO
THIS AWARD WILLT BE (NO MATERIALS CAN
SUPERVISED BE TAKEN INTO THE
EXAMINATION ROOM)

PASSMARK DELIVERY
(65%) ONLINE FORMAT
26/40

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QUESTION WEIGHTING
Each primary subject heading in this syllabus is assigned a percentage weighting. The purpose
of this is:

• Guidance on the proportion of content allocated to each topic area of an accredited course.

• Guidance on the proportion of questions in the exam.

Syllabus Area Weighting Question

Type
1 Why Agile? 7.5%
Multiple choice
7.5% questions.
2 Individuals and Their Interactions Over Processes and Tools

3 Working Software Over Comprehensive Documentation 7.5%

4 Customer Collaboration Over Contract Negotiation 7.5%

5 Responding to Change over Following a Plan 10%

6 The Agile Mindset 25%

7 Roles in Agile Teams 5%

8 Common Agile Practices 20%

9 Agile in Practice 10%

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 RECOMMENDED READING
The following title is suggested reading for anyone undertaking this award.
Candidates should be encouraged to explore other available sources.

TITLE: Agile From First Principles

AUTHOR: Lynda Girvan and Simon Girvan
PUBLISHER: BCS
PUBLICATION DATE: 2022
ISBN: 978-1-78017-5799

USING
BCS BOOKS
Accredited Training Organisations may include
excerpts from BCS books in the course materials.
If you wish to use quotes from the books, you
will need a license from BCS. To request an
appointment, please get in touch with the Head of
Publishing at BCS outlining, the material you wish to
copy and the use to which it will be put.

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DOCUMENT CHANGE
HISTORY
Any changes made to the syllabus shall be clearly documented with a change history log. This shall
include the latest version number, date of the amendment and changes made. The purpose is to identify
quickly what changes have been made.

VERSION NUMBER CHANGES MADE

Version 1.0 Created.

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 For further information please contact:
BCS
The Chartered Institute for IT
3 Newbridge Square
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SN1 1BY
T +44 (0)1793 417 417
www.bcs.org
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Although BCS, The Chartered Institute for IT has used
reasonable endeavours in compiling the document
it does not guarantee nor shall it be responsible for
reliance upon the contents of the document and shall
not be liable for any false, inaccurate or incomplete
information. Any reliance placed upon the contents
by the reader is at the reader’s sole risk and BCS, The
Chartered Institute for IT shall not be liable for any
consequences of such reliance.

Copyright © BCS 2022

BCS Practitioner Award in Business Skills for the IT Professional
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