ACP Exam Prep Class · 2018-08-03 · 8/2/2018 2 3 PMI-ACP®Exam Prep Seminar Introductions About...

8/2/2018

1

1

GR8PMTraditional Agile HybridTraining Coaching Consulting

ACP Exam Prep Classbased on the Amazon #1 Best Selling

Agile Almanac – Book 1

PMP, PgMP, PfMP, CAPM, PMI-ACP, PMI-SP, PMI-RMP, PMI-BA andPMBOK Guide are registered marks of the Project Management Institute, Inc.

Copyright, GR8PM, Inc., 2018, all rights reserved. No part of this presentation may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise,

except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without prior written permission.

2PMP® gets you the interview, PMI-ACP® gets you the job!

The Fastest Growing Certification in PMI HistoryPMI-ACP® has surpassed 22,000 certifications!!

Market Demand = Career Opportunity

PMI-ACP® Exam Prep SeminarIntroductions

8/2/2018

2

3


About the PMI-ACP® CertificationBasic Information

PMI-ACP® Certification Exam

• Original Pilot, Fall 2011

• Role delineation study, Fall 2014

• Exam re-piloted, Summer 2015

• PMBOK® Guide Sixth Edition, October 2017

• Aligned to Agile Practice Guide, March 2018

4



PMI-ACP® Certification Exam

• Exam results reported across 7 Domains:1. Agile Principles and Mindset2. Value-driven Delivery3. Stakeholder Engagement4. Team Performance5. Adaptive Planning6. Problem Detection and Resolution7. Continuous Improvement (Product, Process, People)

• Exam results reported as Proficient, Moderately Proficient, or

Below Proficient

8/2/2018

3

5



PMP ® credential vs PMI-ACP® certification

6

About the Textbook


Amazon #1 Best Seller, December 13, 2015

On-Demand Course, based on the book, was an Amazon #1 Best Seller, September 15, 2016

8/2/2018

4

7

About the Author


John Stenbeck, PMP, PMI-ACP, CSM, CSP, is the Founder and President of GR8PM, and a long time PMI Volunteer Leader having served as President of PMI-San Diego.

Agile Almanac, Book 3: Portfolios and Enterprise Scaling… coming soon!

Amazon #1 Best Seller, December 13, 2015

Amazon #1 Best Seller, October 21, 2017

8

About the Author


John Stenbeck, PMP, PMI-ACP, CSM, CSP

Published, September 15, 2013

Coming August 2018

ComingSeptember 2018

8/2/2018

5

9


• PMI-ACP Exam Prep classes (On-Demand, Virtual, and Blended)

• Agile-Organization Support Services:• Agile Enterprise Roll-out & PMO Deployment Consulting

• Agile Coaching, Mentoring and Training

About GR8PM, Inc.Training Coaching ConsultingTraditional Agile Hybrid

• Professional Development and Coaching Services:• Coaching and Mentoring

• Corporate On-site Training

10

Partial List of Past Clients – Commercial



8/2/2018

6

11

Partial List of Past Clients – Non-Commercial



12

Understanding Self-Directed Learning

• The Class Contains 3 Rank-Ordered Releases

• Chapter-by-Chapter Q&A Review

• Create "How to Pass on the 1st Try” Roadmap

• Prepare to Go Live! Solving Your Workplace Challenges

• You Own the Process and the Results

• Participate by posting questions, issues and concerns on Skype

• Participate in group discussion of each Chapter

• Find a “Study Buddy”


8/2/2018

7

13

Understanding The World of Agile & PMs

• Traditional PM

• Maturity

• Culture

• Agile

• Maturity

• Culture

• Agile Almanac’s position

• Best Practices

• Thought Leadership

• Framework Neutral

PMI-ACP® Exam Prep SeminarModule 1: The World of Agile Project Management

14

Understanding the World of Agile

• Understanding The World of Agile Project Management

• How does this course help Practitioners?

• Important Highlights

• The “Big 5” Deep Dive• Flashcards

• Agile Certification Choices

• Agile, PMP®s and 1500 Agile Hours


8/2/2018

8

15



1. Zero in on “The One Best Way”

2. Field Preparation

• Choose the right Best Practice

3. Value of Certification

• Knowledge vs. Expertise

• Employers’ view of validated knowledge


16

PMBOK® Guide Sixth Edition

Includes tools, techniques, and practices from EVERY part of

the business world.

The NEW Baseline:



8/2/2018

9

17

The NEW Baseline: PMBOK® Guide Sixth Edition



18

• Correlating Products and Projects




8/2/2018

10

19

• Purpose of Schedules: Manage Stakeholder Expectations




20









8/2/2018

11

21









22

Key Question: Why is Agile important to you?



8/2/2018

12

23

PMP Perspective on the World of Agile

• Agile’s Lineage

• TPS & W. Edwards Deming

• Lean & Eliyahu M. Goldratt

• Agile Keys

• Eliminate Waste

• Continuous Improvement

• Traditional Practices

• Rolling Wave Planning

• Progressive Elaboration

• Decomposition

PMI-ACP® Exam Prep SeminarModule 2: The Agile Perspective

24

Jigsaw Puzzles

• Define the objective

• Traditional Project Charter

• Agile Product Vision

• Define the work

• Traditional WBS

• Agile Tasks

• Synchronize

• Traditional Status Meeting

• Agile Stand-up Meeting



8/2/2018

13

25

Construction Industry

• Architect creates blueprints

• Traditional Rolling Wave Planning

• Agile Iterations

• Permits and Approvals

• Traditional Decomposition

• Agile Review Meetings

• Construction

• Grand Opening

• Traditional Punch List

• Agile Backlog Grooming



26

• What Makes Planning Agile

• Agile balances resource consumption against the absolute

certainty that the plan is going to change

• Agile embraces change driven by two factors – the acquisition

of new knowledge or to avoid problems



8/2/2018

14

27

• Apollo and the Moon

• President John F. Kennedy made a proclamation

• Traditional Project Charter

• Agile Vision Statement

• NASA used Iterations with Test-Driven Development to

achieve Incremental Progress

• “End of the decade” was an unmistakable Condition of

Satisfaction

Before Agile, Before PMI, and before some of us were born…



28

• Myth #1 – Agile is completely separate from and outside the PMBOK® Guide

• Myth #2 – Agile is a revolution

• Myth #3 – Agile is easily scalable to large programs and enterprise portfolios

• Myth #4 – Agile can meet its stated goal of “changing the world of work” while ignoring the needs of the Organization



8/2/2018

15

29

Core Purpose of Project Management … and Agile

• Aid and support stakeholder decision-making!

Agile Value Proposition … in a Nutshell!

• Systematic innovation

• Sustainable advantage



30

8/2/2018

16

31

PMI-ACP® Exam Prep SeminarModule 3: Agile & Lean Principles

• Methodologies

• Frameworks

• Processes

Agile Basics & the Agile Manifesto

We Value…

Individuals and InteractionsWorking Software

Customer CollaborationResponding to Change

Processes and ToolsComprehensive Documentation

Contract NegotiationFollowing a Plan

overoveroverover

32


Agile Micro-Dynamic Workflow

8/2/2018

17

33


Micro-Dynamic Environment

• Micro-Dynamic Roles

• Stakeholders and Sponsors

• Product Owner or Customer-Proxy or Voice of the Customer

• Scrum Master

• Development Team or Team or SMEs

• Exam Note: Agile Practitioner

34



• Micro-Dynamic Roles

8/2/2018

18

35


• Cone of Uncertainty


PROBLEMS

SOLUTIONS

36


• Micro-Dynamic Work Practices

• Stakeholders and Minimal Marketable Features (MMF)

Minimum Marketable Features are defined as the smallest set

of features providing enough functionality to fulfill the

customer’s expectations and create a desired level of

engagement (i.e., consumer purchases or constituent votes).


8/2/2018

19

37


• Micro-Dynamic Work Practices

• Value-Driven Deliverables

Value Stream Mapping is a process that analyzes, and

potentially redesigns, the flow of materials and information

used to deliver a product or service to the customer in order to

reduce the total time required from beginning to end of the

production stream without taking shortcuts at the expense of

future opportunities.


38


Micro-Dynamic Practices

• Test-Driven Development (TDD)

FAILTEST

TDD PROCESS FLOW

CREATE WELL-DEFINED TEST

TAKE TEST

DO SOMETHING

TAKE TEST

PASS TEST; DEFINE NEXT TEST

FAIL TEST

PASS TEST; DEFINE NEXT TEST

ALL TESTS PASSED;

RELEASE TO PRODUCTION

8/2/2018

20

39



• Product and Iteration Backlogs

• Product Backlogs

• Iteration Backlogs

• Backlog Grooming Refinement

40



• Empirical Process Control

• Transparency

• Inspection

• Adaptation

8/2/2018

21

41


Ceremonies and Meetings

Operational Ceremonies

• Project Kick-off Meeting

• Elevator Statement

• Iteration Planning

• Definition of Done

• Daily Stand-up Meeting

• Review Meeting

• Retrospective Meeting

42


Reporting

• Actionable Reports

• Information Radiator

• Visual Controls

• Burn Down Chart

• Burn Up Chart

• Feature, Function & Capability (FFC) Board

• Story Board

• Task Board

8/2/2018

22

43


Communication and Leadership

• Osmotic Communication

• Servant Leadership

• Personal Safety

• Emotional Intelligence

• Rules of Engagement

• Participatory Decision Making

• Knowledge Workers

• The Right Team

• Pre-Assignment

44

8/2/2018

23

45

PMI-ACP® Exam Prep SeminarModule 4: Scrum Deep Dive

Syllabus / Overview

• (Scrum) Basics

• Roles

• Workflow

• Ceremonies

• Artifacts

Names worth knowing:

• Jeff Sutherland

• Ken Schwaber

• Mike Cohn

46

Scrum Basics

• Scrum Alliance

The largest User Group in the Agile space.

Certifications include:

• Certified ScrumMaster® (CSM, A-CSM, CSP-SM)

• Certified Scrum Product Owner® (CSPO, A-CSPO, CSP-PO)

• Certified Scrum Developer® (CSD, A-CSD, CSP-D)

• Certified Scrum Professional® (CSP)

• Certified Agile Leadership® (CAL I, CAL II)

• Certified Scrum Trainer® (CST, CEC, CTC, CSC)


8/2/2018

24

47

Scrum Roles

• Roles

• Product Owner

• Scrum Master

• Development Team

• Scrum Team


48

• Workflow – Scrum specific terminology


Scrum Workflow

8/2/2018

25

49

• Ceremonies

• Sprint Planning

• Daily Scrum

• Sprint Review

• Sprint Retrospective


Scrum Ceremonies

50

• Artifacts

• Product Backlog

• Sprint Backlog

• Increment

• Done (Terminology Alert)


Scrum Artifacts

8/2/2018

26

51

PMI-ACP® Exam Prep SeminarModule 5: eXtreme Programming (XP) Deep Dive

Syllabus / Overview

eXtreme Programming (XP) Basics

• Basics

• Roles

• Workflow

• Ceremonies

• Artifacts


• Kent Beck

• Ron Jeffries

52

eXtreme Programming (XP) Basics

One key XP assumption is that a unified client viewpoint exists. When correct XP is productive. Otherwise it is risky at best.

“No Big Design Up Front” and “The simplest thing that could possibly work” philosophy. Critics claim this results in constant re-designing as requirements emerge.

Extreme Programming Refactored: The Case Against XP by Matt Stephens and Doug Rosenberg argues that XP's practices are interdependent and because few organizations adopt all of them, XP fails entirely.


8/2/2018

27

53

• Architect

• Coach

• Customer

• Interaction Designer

• Product Manager

• Programmer

• Project Manager

• Tester

• Tracker

• Batman

XP Roles


54

XP Workflow, Feedback Loops

Monthly view = Release goals.

Weekly view = Iteration specific

step of progress towards the goal.

Daily view = Stories and

Acceptance Tests.

Hour-to-Hour view = Pair

Programming, Unit Testing and

Code Delivery.

XP Workflow


8/2/2018

28

55

• Organizing Ceremonies – Whole

Team, Planning Game, TDD

• Team Ceremonies – Incremental

Architectural Design, Pair

Programming, Collective Code

Ownership

• Technical Ceremonies – Small

Releases, Continuous Integration,

10-Minute Build


XP Ceremonies

56

• Artifacts

XP Artifacts are tangible or intangible output of

development and production processes such as

printed vision statements, elevator statements and

team agreements or completed code files archived

in a system repository.

XP Artifacts


8/2/2018

29

57

PMI-ACP® Exam Prep SeminarModule 6: Lean Software Development (LSD) Deep Dive

Syllabus / Overview

• Basics

• Roles

• Workflow

• Ceremonies

• Artifacts


• Mary and Tom Poppendieck

58

LSD Roles

• Analyst

• Customers

• Developer

• Support

• Tester


8/2/2018

30

59

• Optimize the Whole

• Defer Commitment

• Last Responsible Moment

• Deliver Fast

• Eliminate Waste

• Build Quality In

• Empower Team Learning


LSD Workflow

60

• Ceremonies

In common with other Agile Frameworks, LSD uses

Release and Iteration planning ceremonies.

LSD’s only other ceremony is Customer Feedback.

It is an ad hoc, mostly informal, ceremony that can be

held as often as hourly where the Developer and Customer

meet and see, test and use the system changes to decide if

they solve the problem or need additional fine-tuning.

LSD Ceremonies


8/2/2018

31

61

• Artifacts

Artifacts include the Product Vision, Roadmap and Release

Plans, User Stories, Code, Tests, Configuration Scripts, and

Customer Reviews and Approvals.

Even though many of the artifacts are intangible and may

have a short lifespan, they are still important. They should be

captured and maintained in a version control system with a

central repository providing a history of changes.

LSD Artifacts


62

8/2/2018

32

63

PMI-ACP® Exam Prep SeminarModule 7: Kanban Basic Practices Deep Dive

Syllabus / Overview

• Kanban Basics

• Roles

• Workflow

• Ceremonies

• Artifacts


• W. Edwards Deming

• Eliyahu M. Goldratt

• (Modern) Anderson, Garber, Benson, Ladas

64

Kanban Basic Practices Overview

• Kanban’s “core practices” are referred to as: • Visualize• Limit Work in Progress • Manage Flow• Make Process Policies Explicit• Implement Feedback Loops• Improve Collaboratively, Evolve Experimentally

These core practices aren’t carved in stone as Marcus Hammarberg and Joakim Sunden state in their book Kanban in Action.


8/2/2018

33

65

• Roles

Unlike other Agile Frameworks that prescribe roles

Kanban makes existing roles and responsibilities explicit

and visible so they can be improved.

Kanban seeks to be minimally invasive using

visualization tools to catalyze incremental changes to

existing roles and responsibilities when the Team decides

it is necessary.


Kanban Basic Practices Overview

66

Kanban Workflow

• Visualize the Workflow

• It is not important that work fit in predefined categories.

• It is very important that it flows!

• Arbitrarily fracturing work to fit a predefined time

sequence has a negative impact on work completion.

• Having proper process flow has a positive impact on defect

reduction and total throughput.

• The goal is to visualize the workflow as it actually takes

place now, then incrementally improve it over time.

• Best practice is “low-tech, high-touch.”


8/2/2018

34

67

Kanban Workflow


• Visualization Steps

• Define the Boundaries – What workflow is being visualized

• Name the Phases – Phases become column titles on Boards

• Validate the Activities – Capture actual workflow

• Define Buffers, Queues, and WIP

• Buffers – External (parts, supplies, sources)

• Queues – Internal (labor, assemblies, schedules)

• WIP – Work In Progress

68


Kanban Workflow

8/2/2018

35

69

• Create and Manage the Kanban Board

• Daily Standup Meeting

• Queue and Buffer Replenishment Meetings

• Replenishment Drives Prioritization

• Queues, Internal, Stakeholder Meeting

• Buffers, External, Product Owner

• Release Planning Meeting

• The “After” Meeting

• Triage

Kanban Ceremonies


70

• Cumulative Flow Diagram

Kanban Artifacts


8/2/2018

36

71

PMI-ACP® Exam Prep SeminarModule 8: Hybrid Project Management Deep Dive

Syllabus / Overview

• Hybrid Basics

• Roles

• Workflow

• Ceremonies

• Artifacts

Additional topics:

• Earned Value Management

• Agile Mindset

72

Hybrid Project Management Basics

• Hybrid projects are managed with a combination of Traditional and Agile practices or with a combination of practices from multiple Agile frameworks.

• Hybrid Project Management is an Agile Framework where a selected combination of techniques and practices, including those from one or more Agile Frameworks, are used to manage projects in order to best meet the needs of the organization and customer.

• Hybrid fills the absence of two key elements required for scalability in every Agile Framework. They are budgeting and sophisticated scheduling.


8/2/2018

37

73

Hybrid Roles

• Hybrid applies any useful convention from other defined Agile Frameworks to structure roles and responsibilities.

• Hybrid does not prescribe roles or describe a new or different set of them.

• Hybrid tailors roles to the needs of the Team and the Organization. The Team decides the roles and responsibilities that are necessary.


74

Hybrid Workflow


• Hybrid includes whatever enables delivery of desirable results while everything else gets excluded.

• Tailoring the workflow practices can be at the team-level, which is within the focus of this class.

• It can also be at a higher business level.

8/2/2018

38

75

Hybrid Ceremonies


• Hybrid includes whatever enables the system to deliver optimized results while everything else gets excluded.

• Hybrid’s only unique ceremonies focus on budgeting and sophisticated scheduling.

• One highly recommended best practice is to use Earned Value Management (EVM).

• EVM’s core assumption – only counting work that is completed (Done-Done) – aligns exactly with Agile Project Management.

76

Hybrid Artifacts


• Hybrid includes whatever enables the system to deliver optimized results while everything else gets excluded.

• Those artifacts usually include information radiators focused on budgeting and scheduling status.

8/2/2018

39

77


Earned Value Management

EVM:

Define project scope

Assemble team

Decompose work

Outline project schedule

Estimate work package budgets

Specify time-phased budget

Agile-EVM:

Create Roadmap and Release plans

Assemble team

Document Stories

Define Releases and Iterations

Estimate story/feature budgets

Specify Iteration budgets

78



Schedule

Schedule

Cost

Cost

Variance

Index

Variance

Index

=

=

=

=

EV

EV

EV

EV

–

/

–

/

PV

PV

AC

AC

8/2/2018

40

79



Cost

Cost

Variance

Index

=

=

EV

EV

–

/

AC

AC

Schedule

Schedule

Variance

Index

=

=

ES

ES

–

/

AT

AT

• Earned Schedule

• Actual Time

80

Agile Mindset


Creating an Agile culture means committing to

learning and to continuous improvement to

incrementally evolve the organization into the

most Agile expression of itself.

It is popular in to express this idea with three kanji, Japanese characters, and pronounced,

“Shu Ha Ri.”

8/2/2018

41

81

Deceptive sophistication = Must be taught and re-taught

INVEST mnemonic

• Independent

• Negotiable

• Valuable

• Estimate-able

• Small

• Testable

Bill Wake, author of Extreme Programming Explored and Refactoring Workbook, created the mnemonic INVEST.

PMI-ACP® Exam Prep SeminarModule 9: User Stories

82

User Story Definition


• User Stories are a multifaceted device with tangible and intangible aspects referred to as the “Three Cs” – the Card, Commitment and Criteria.

• The Three Cs are:

• a tangible Card representing customer requirements

• an intangible Commitment to have meaningful conversations

• a collection of Criteria that demonstrate when a Story is complete.

8/2/2018

42

83


User Story Description

As a: Frequent Flyer

I want: To recall past itineraries

So that: I can quickly rebooked flights to regular clients

Acceptance Criteria

Given: I am logged into my airline account

When: I select My Itineraries

Then: All previous flights are displayed

84

Non-functional stories are “architectural” or “engineering” or “system” requirements, such as:

• Performance

• Portability

• Reusability

• Maintainability

•Accuracy (of data or reports)

•Adequacy (of data or reports)

• Security

• Interoperability


8/2/2018

43

85


User Story Description

As a: Chief Technology Officer

I want: Guaranteed system uptime of 99.999%

So that: I can meet Sarbanes-Oxley audit requirements

Acceptance Criteria

Given: Our auditors are reviewing performance logs

When: They calculate system uptime

Then: 90- and 180-day uptime shows 99.999%+

86

8/2/2018

44

87

Planning Poker

• Planning Poker optimizes the development of appropriate, vital information with planning-level accuracy.

• Planning Poker minimizes resources spent on estimating and planning while increasing clarity and granularity to aid decision-making.

• Planning Poker efficiently assesses the development work required to deliver desirable project outcomes.

PMI-ACP® Exam Prep SeminarModule 10: Planning Poker

88

Planning Poker Science

• Uses multiple, independent sources of Expert Judgment

• Independent analysis of relative complexity, effort and uncertainty

• Inclusion of outlier data

• Adequate sample size

• Laughter to release brain chemistry in the prefrontal cortex

• A Fibonacci (non-linear) sequence mimics reality


8/2/2018

45

89

Mathematics, Human Physiology and Reality


TIME: T T+30 T+60 T+90 T+120 T+180

1,2,3…5,8,13…

21,34…55,89…

144,∞…

90

8/2/2018

46

91

Estimating and Derived Schedules Overview

• User Stories provide flexibility and support tracking measurable and manageable progress.

• User Stories create a shared understanding of expectations.

• User Stories can be broken down into Tasks so the Team can allocate its work.

• Derived Schedules optimize development progress and manage stakeholder expectations.

• When combined with Traditional tools like Logic Networks it is possible to create the most powerful techniques in existence.

PMI-ACP® Exam Prep SeminarModule 11: Estimating and Derived Schedules

92

Principle #1The core purpose of planning is to support decision making; nothing more, nothing less!

Principle #2“It is better to be roughly right… than precisely wrong!”

John Maynard Keynes (British economist, 1883-1946)

Principle #3Derived schedules “auto-magically” correct estimation bias!

Estimating and Derived Schedules Principles


8/2/2018

47

93

• Agile defines work in User Stories.

• Agile estimates Size and calculates (derives) the Schedule.

• Schedule Duration is planned and managed using Velocity.

• Velocity is a simple way to plan and measure progress towards Customer Value.

• Forecast Velocity can be estimated and/or calculated.

Estimating and Derived Schedules Concepts


94

Estimating and Derived Schedules Concepts


ITERATION

ST

OR

Y P

OIN

TS

CO

MP

LE

TE

D

LOWAVG

=18

HIGHAVG

=26

AVGOF 10 = 22

REMAINING WORK= 184 STORY POINTS

BEST CASE = 7.1 ITERATIONS

AVG. CASE =8.4 ITERATIONS

WORSE CASE =10.4 ITERATIONS

8/2/2018

48

95

Proper Preparation Prevents Poor Performance

PMI-ACP® Exam Prep SeminarModule 12: How to Pass the Exam on the 1st Try

96

Completing the Application: Use your new vocabulary

Traditional:Graphical WBS

Objective

Phase 1 Phase 2

WorkPackage 1

WorkPackage 2

WorkPackage 1

WorkPackage 2

Activity 1 Activity 2 Activity 3

Task 1 Task 2 Task 3

Agile / Scrum:Feature Structure

Product

Theme 1 Theme 2

Epic 1 Epic 2 Epic 3 Epic 4

Story1

Story2

Story3

Task 1 Task 2 Task 3


8/2/2018

49

97

Completing the Application: Use your new vocabulary

Traditional:• Stakeholders & Sponsor

Agile / Scrum:• Stakeholders & Sponsor

• Program or Sr. Project Manager

• Jr. PM or Team Lead

• Team and SME’s

• Everybody else

• Product Owner

• Scrum Master

• Team and SME’s

• Everybody else


98

GR8PM, Inc.Training Coaching Consulting

Traditional Agile Hybrid

Connect with GR8PM

via email at:

[email protected]

ACP Exam Prep Class · 2018-08-03 · 8/2/2018 2 3 PMI-ACP®Exam Prep Seminar Introductions About...

Documents

Transcript of ACP Exam Prep Class · 2018-08-03 · 8/2/2018 2 3 PMI-ACP®Exam Prep Seminar Introductions About...