PMI-ACP Agile free sample from EVOLVE
- 2. PMI-Agile Certified Practitioner Exam Preparation 2020
- 4. 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
- 5. Ground Rules
- 6. What are your Expectations from this Course?
- 7. 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. 3 Objectives of This Course
- 8. 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 8
- 9. Domain1: AgilePrinciples& Mindset Part2 Domain3: StakeholdersEngagement Domain5: AdaptivePlanning Day2 CourseContent Day4 Day6 Introduction toPMI-ACP Domain1: AgilePrinciples& Mindset Part1 Day1 Domain2: ValueDelivery Day3 Domain4: TeamPerformance Day5 Domain6: ProblemDetection & Resolution Day7 Domain7: ContinuousImprovement ExamTips& Tricks Day8 9
- 11. 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 11
- 12. 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
- 13. 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
- 14. PMI-ACP Eligibility & Requirements 14
- 15. 7 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
- 16. Why Agile
- 17. 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”
- 18. 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
- 19. • 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 19 PMI-ACP is not:
- 20. • 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
- 21. • 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
- 22. 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 22
- 23. 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” ? 23
- 25. 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 ? 25
- 26. A B C D Features Planned Features Developed A B C D Waterfall VS. Agile BUDGET 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
- 27. Waterfall VS. Agile BUDGET 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 Dev A B C D Features Developed Features Planned Strategy & Recommendations AI / Wire Fire Visual Design & Copy Development & Coding Testing & Validation Deployment Handoff to Dev A B C D 4 Weeks 4 Weeks
- 28. 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 28
- 29. Waterfall VS. Agile Agile Projects Traditional Projects (Waterfall) Fixed Estimated 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
- 30. 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 30
- 31. 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 31 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
- 32. Value of this PMI-ACP training
- 33. Value of this PMI-ACP training
- 34. 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 34 Learning Agile principles and practices will make you a much stronger project manager even if you are never involved in a pure Agile project
- 35. 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 35
- 36. 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 36
- 37. 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 37
- 38. 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. 38
- 40. 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 40
- 41. Agility Culture 47% Culture preferencefor the ideal Agile team asjudged by+120respondents to the 2010survey Source:CollectiveEdgeCoaching Collaboration “working together” 41% PersonalDevelopment “self-development witha shared and meaningful objective” 3% Control “Command &Control” 9% Skills “be thebest” 41
- 42. 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 42
- 43. 43
- 45. Misleading statements ? Saying “agile is better than waterfall is like saying, “A car is better than a boat” Which approach should we choose ? 45 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
- 46. 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 ? 46 Waterfall is based on Defined Process while Agile is based on Empirical Process
- 47. Fixed Mindset vs Growth Mindset 47
- 48. 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 16
- 49. 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 DevelopmentGame 1990 - Sutherland & Schwaber Scrum Framework DSDN Consortium Dynamic System Development Method 1996 - Beck, Cunningham, Jeffries Extreme Programming Jeff de Luca FeatureDriven Development Alistair Cockburn CrystalMethodologies Robert Charette LeanDevelopment AgileManifesto Taiichi Ohno Toyota Production System Kanban 1943 Hardware 17 1985 Software
- 50. Agile Practices Lean Kanban PMBOK Agile is an umbrella term for a group of iterative and incremental software development methods. 18
- 51. Agile evolved in the late 1990s, The Agile Manifesto was signed in February 2001. by 17 leading software developers. Agile Evolution 51
- 52. Agile Manifesto Practices Values & Principles 52
- 53. 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
- 54. 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 12 Principles Of Agile
- 55. 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. 8 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