PMI-Agile Certified Practitioner Exam Preparation
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Transcript of PMI-Agile Certified Practitioner Exam Preparation
PMI-Agile Certified Practitioner
Exam Preparation 2020
Please Introduce yourself to the group briefly
Name
Department in which s/he works
Role
Background
An achievement your are proud of Have you been to previous Project Management training?
Introduce yourself
Ground Rules
What are your Expectations from this Course?
After completing this course you will be able to:
• Describe Agile principles and mindset
• Explain how value-driven delivery is accomplished in Agile projects
• Describe the best practices involved in stakeholder engagement
• Discuss the approaches to improve team performance
• Describe the concepts under Adaptive Planning
• Discuss various problem detection and resolution techniques
• Explain the principles of continuous improvement
• Pass the PMI-ACP exam.
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Objectives of This Course
Elevator vision Statement : Why this “PMI-ACP” Training
For
Agile practitioners
Who Want to develop new knowledge and skills to continue developing
their career in the Agile world
The
"PMI-ACP" Instructor-led (Classroom & Online) Training
That Provides a very deep knowledge related to Agile mindset and practices
that is based on real-world experience
Unlike
Other "PMI-ACP" trainings
Our Course
It goes beyond passing the exam and provides a base of knowledge and skills
geared towards a high impact, real-world role
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Domain 1 : Agile Principles & Mindset Part 2
Domain 3 : Stakeholders Engagement
Domain 5 : Adaptive Planning
Day 2
Course Content
Day 4
Day 6
Introduction to PMI-ACP Domain 1 : Agile Principles & Mindset Part 1
Day 1
Domain 2 : Value Delivery Day 3
Domain 4 : Team Performance Day 5
Domain 6 : Problem Detection & Resolution Day 7
Domain 7 : Continuous Improvement Exam Tips & Tricks Day 8
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Introduction
to PMI-ACP
The PMI-ACP is not limited to project managers, Just about anyone
with experience working on Agile project teams can apply (PMs,
Sponsors, Developers, Resource managers, ..etc)
PMI-ACP Eligibility & Requirements
It requires High school diploma Associates’ Degree or global equivalent or higher.
2,000 hours working on project teams These hours must be earned within the last 5 years, Active PMP® or PgMP® will satisfy this requirement (not required)
1,500 hours working on Agile project teams or with Agile methodologies. This experience must have been earned in the last 3 years
21 training contact hours Must be earned in Agile practices
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PMI-ACP Exam Domain Blueprint
Domain Exam Percentage
Agile Principles and Mindset 16
Value-driven Delivery 20
Stakeholder Engagement 17
Team Performance 16
Adaptive Planning 12
Problem Detection and Resolution 10
Continuous Improvement 9
PMI-ACP Exam Details
100 scored test questions
20 unscored test questions
120 total questions
Three hours to complete the exam
Pre-test tutorial/post-test survey
PMI-ACP Eligibility & Requirements
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Contents
This introduction contains:
• Why Agile?
• Agile Success Stories
• Project Management Industry Trends
• Value of this PMI-ACP training
• Waterfall vs Agile
• What Is An Agile Project Manager
• PMI-ACP Eligibility & Requirements
• PMI Exam Overview & Contents
• Exam Domains
Why Agile
Agile Success Stories
340% increase in revenue from $500 million to $2.2 billion during her 3 year tenure there
Kristen Wolberg was CIO at Salesforce and vice president of technology business operations at PayPal
she spearheaded the cloud computing company's move from the sequential Waterfall model to Agile model
“We have over 400 global teams iterating in 2 week sprints and our velocity has increased significantly enabling PayPal to release products faster. In the past 18 months, we’ve released 58 products, which is more than the previous 5 years combined”
Agile Success Stories
Delivered double the value compared to before using Agile frameworks
Cut initial planning time by 28%
“I personally believe we have delivered more value in the two years we’ve been using SAFe than we did in the four years prior” Meister says. “Our downtime went down and that saved the company about 30 million over the course of the year. Before, we had done similar things, but they were not nearly as effective as SAFe.”
Tripp Meister, Director of Technology, PlayStation Network
• A replacement for the PMP®
• PMI’s own flavor of Agile
• Without support from the Agile community
Agile is not:
• Something New
• A silver bullet
• An excuse for little or no planning
• An excuse for little or no documentation
• An excuse for poor quality
• Undisciplined
• Unproven
What the PMI-ACP is not and Agile are Not
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PMI-ACP is not:
• The world’s technology is dramatically growing everyday, accordingly the project management
industry has been affected significantly by this growth.
• The changes and new updates are happening every day, which impact the business strategies and the
market trends, accordingly customers and users are asking for changes throughout the project life
cycle.
Project Management Industry Trends
• So in order to compete with this new trend, a new approach is highly demanded to absorb
the rapid changes in requirements the customer is asking for, and here come the Agile
project management.
• Agile approach is basically built on the Agile mindset, which means we embrace flexibility,
adaptability, eagerness to learn, helping and developing a healthy working environment, and
many other values and principles.
Project Management Industry Trends
Project management aims to integrate Agile and traditional Project Management principles and practices.
In the not-too-distant future, a Project Manager who only knows how to do plan-driven project
management will be like a carpenter who only knows how to use a hammer
For a typical project manager, Agile can involve a significant shift in thinking and a very different mindset
Project Management Industry Trends
PMP
+ = ACP
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What is traditional approach “Waterfall” ?
Attempts to define and stabilize detailed requirements upfront prior to the start of the project The goal is to try to achieve predictability and control over the project costs and schedule!
What is Traditional Approach “Waterfall” ?
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Waterfall vs Agile
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How does Agile overcome the waterfall problems ?
Projects are broken up into short intervals to deliver results quickly and incrementally. Testing is done concurrently with development. Agile is based on a close partnership with the business users to maximize business value.
How Does Agile Overcome The Waterfall Problems ?
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A
B
C
D
Features Planned Features Developed
A
B
C
D
Waterfall VS. Agile B
UD
GE
T
TIME
Waterfall
Development of the software flow sequentially from start point to the end point.
Strategy &
Recommendations
AI / Wire Fire
Visual Design
& Copy
Development &
Coding
Testing &
Validation
Deployment
Waterfall VS. Agile B
UD
GE
T
TIME
Agile
Agile method proposes and increment and iterative approach to software design.
Features Developed Features Planned
A
B
C
D
Strategy & Recommendations
AI / Wire Fire
Visual Design & Copy
Development & Coding
Testing & Validation
Deployment Handoff
to D
ev
A
B
C
D
Features Developed Features Planned
Strategy & Recommendations
AI / Wire Fire
Visual Design & Copy
Development & Coding
Testing & Validation
Deployment Handoff
to D
ev
A
B
C
D
4
Weeks
4
Weeks
There has been a lot of polarization between the Agile community and the project management community for a
number of years.
Agile and traditional project management principles and practices have been treated as separate and
independent domains of knowledge with little or no integration between the two.
Project Management Industry Trends
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Waterfall VS. Agile
Agile Projects Traditional Projects (Waterfall)
Fix
ed
Estim
ate
d
PLAN
DRIVEN
Scope
Costs Time
Part of Contract Flexible
VALUE
DRIVEN
Scope
Costs Time
The plan create cost/ Schedule estimates Software release themes and features determine the time
and cost estimate
A Forrester study from 2009 observed that 35% of
organizations in USA used agile.
Actuation Consulting’s 2013 research shows that
73.68% have adopted agile to develop products.
This PMI-ACP training will make you understand the
differences between an Agile approach and a
traditional project management approach and the
benefits and limitations of each.
Value of this PMI-ACP training
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Agile will have a major impact on the project management
profession.
It “raises the bar” significantly for project managers.
This course is not just a PMI-ACP “exam prep” course
Developing a course that helps you prepare for a real- world
role in addition to preparing for the exam has a lot more
value
Value of this PMI-ACP training
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This training will help you understand the impact of Agile on the project management profession and adapt
your career as necessary to take advantage of the new opportunities it presents
Value of this PMI-ACP training
Value of this PMI-ACP training
An Agile Project Manager is not someone who only knows how to
practice Agile.
An Agile Project Manager understands both traditional plan- driven
project management and Agile principles and practices.
And he/she knows how to blend them together in the right
proportions to fit a given situation
What Is An Agile Project Manager
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Learning Agile principles and practices will make you a much stronger project manager even if you are never involved in a
pure Agile project
PMI Exam Overview & Contents
Domain 1 : Agile Principles and Mindset (16%)
Domain 2 : Value-driven Delivery (20%)
Domain 3 : Stakeholder Engagement (17%)
Domain 4 : Team Performance (16%)
Domain 5 : Adaptive Planning (12%)
Domain 6 : Problem Detection and Resolution (10%)
Domain 7 : Continuous Improvement (9%)
120 multiple choice questions
20 Pretest (Unscored) Questions
3 hour duration
Costs 495 USD (Non-members)
Costs 435 USD (members)
Value-driven delivery
Agile principles and mindset
Stakeholder engagement
Team performance
Adaptive planning
Continuous improvement
Problem detection and resolution
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Exam Domains
Domain 1 : Agile Principles and Mindset (16% of exam, roughly 19 questions)
Explore, embrace, and apply agile principles and mindset within the
context of the project team and organization
Domain 2 : Value-driven Delivery (20% of exam, roughly 24 questions)
Deliver valuable results by producing high-value increments for review, early and often, based
on stakeholder priorities.
Have the stakeholders provide feedback on these increments, and use this feedback to prioritize
and improve future increments
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Exam Domains
Domain 3 : Stakeholder Engagement (17% of exam, roughly 20 questions)
Engage current and future interested parties by building a trusting environment that aligns their needs and
expectations and balances their requests with an understanding of the cost/effort involved.
Promote participation and collaboration throughout the project life cycle and provide the tools for effective and
informed decision- making
Domain 4 : Team Performance (16% of exam, roughly 19 questions)
Create an environment of trust, learning, collaboration, and conflict resolution that promotes team self-
organization,
Enhances relationships among team members, and cultivates a culture of high performance
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Exam Domains
Domain 5 : Adaptive Planning (12% of exam, roughly 14 questions)
Produce and maintain an evolving plan, from initiation to closure, based on goals, values, risks, constraints, stakeholder feedback, and review findings
Domain 6 : Problem Detection & Resolution (10% of exam, roughly 12
questions)
Continuously identify problems, impediments, and risks; prioritize and resolve in a timely manner;
Monitor and communicate the problem resolution status; and implement process improvements to prevent them from occurring again
Domain 7 : Continuous Improvement (9% of exam, roughly 11 questions)
Continuously improve the quality, effectiveness, and value of the product, the process, and the team.
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Domain 1 : Agile Principles & Mindset
Domain Tasks
Agility Culture
Using Agile Concepts in Non-Agile Projects
Organizational Mindset Shift
Which Approach To Choose
Fixed Mindset vs Growth Mindset
Agile Values & Principles
Agile frameworks and methods
Practice servant leadership
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Agility Culture
47%
Culture preference for the ideal Agile team as judged by +120 respondents to the 2010 survey
Source : Collective Edge Coaching
Collaboration “working together”
41% Personal Development “self-development with a shared and meaningful
objective”
3% Control “Command & Control”
9% Skills “be the best”
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How can we use Agile concepts in a traditional, plan-driven project ?
• Developing a more collaborative approach with the business users
• Putting more emphasis on maximizing business value
• Taking a more iterative approach
• Reducing unnecessary documentation and overhead
Using Agile Concepts in Non-Agile Projects
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Organizational Mindset Shift
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Misleading statements ?
Saying “agile is better than waterfall is like saying, “A car is better than a boat”
Which approach should we choose ?
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Neither a plan-driven approach nor an Agile approach is inherently good or bad, but each has advantages and limitations It isn’t necessarily a binary and mutually-exclusive choice between two extremes
What should we choose ?
Fit the approach (Agile or Waterfall) or Hybrid
Skills needed for this tailoring.
Low level of uncertainty calls for “Waterfall”
High level of uncertainty calls for “Agile”
Which Approach Should We Choose ?
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Waterfall is based on Defined Process while Agile is based on Empirical Process
Fixed Mindset vs Growth Mindset
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On February 11-13, 2001, at Snowbird ski resort, seventeen
people met to talk, ski, relax, and try to find common ground.
Representatives from Extreme Programming, SCRUM, DSDM, Adaptive Software Development,
Crystal, Feature-Driven Development, Pragmatic Programming, and others sympathetic to the need
for an alternative to documentation driven, heavyweight software development processes convened.
What emerged from this meeting was a symbolic Manifesto for
Agile Software Development, signed by all participants.
Agile Manifesto
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Agile is Not New
1950-
1960s
1990
1995
1996
1997
1998
2000
2001
USAF & NASA X-15 hypersonic jet Iterative Incremental Delivery
Hirotaka Takeuchi & Ikujiro Nonaka The New New Product Development Game
1990 - Sutherland & Schwaber Scrum Framework
DSDN Consortium Dynamic System Development Method
1996 - Beck, Cunningham, Jeffries Extreme Programming
Jeff de Luca Feature Driven Development
Alistair Cockburn Crystal Methodologies
Robert Charette Lean Development
Agile Manifesto
Taiichi Ohno Toyota Production System Kanban
1943 Hardware
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1985 Software
Agile Practices
Lean
Kanban
PMBOK
Agile is an umbrella term for a group of iterative and
incremental software development methods. 18
Agile evolved in the late 1990s,
The Agile Manifesto was signed in February 2001. by 17
leading software developers.
Agile Evolution
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Agile Manifesto
Practices
Values & Principles
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We are uncovering better ways of developing software by doing it and helping others do it.
The Agile Manifesto
Individual and Interactions
Working Software
Customer Collaboration
Responding to Change
Over Processed and Tools
Over Comprehensive
Documentation
Over Contract Negotiation
Over Following a Plan
12 Principles Behind the Agile Manifesto
The Agile Manifesto - 12 Principles
Measure Of Progress
Through Working Product
Promote Sustainable
Development
Continuous Attention To
Technical Excellence
Regularity Reflect On
Continuously Improving
Self-organizing Teams
Simplicity Is Essential
Satisfy
The Customer
Welcome Changing
Requirements
Deliver Working Software Frequently
Face-to-face Conversation
Motivated Individuals
Collaborate Daily
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Principles
Of Agile
12 Principles Behind the Agile Manifesto
The Agile Manifesto - 12 Principles
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software. 1
Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive
advantage
2
Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale. 3
Business people and developers must work together daily
throughout the project. 4
Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done. 5
The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation. 6
Working software is the primary measure of progress. 7
Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
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Continuous attention to technical excellence and good design
enhances agility. 9
Simplicity--the art of maximizing the amount of work not done--is
essential. 10
The best architectures, requirements, and designs emerge from
self-organizing teams. 11
At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly. 12
