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PMI-ACP Exam Prep Course Preview

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The document outlines the PMI-ACP training workshop provided by Invensis Learning, emphasizing the importance of Agile methodologies in project management. It covers the course details, certification offerings, and key Agile principles, tools, and techniques necessary for the PMI-ACP exam. The document also discusses the Agile manifesto, adoption challenges, and provides an overview of learning methods and participation guidelines to enhance the training experience.

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Agile Project Management • agile-software-development
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PMI-Agile Certified Practitioner PMI-ACP Prep Workshop PMI-ACP is a registered mark of the Project Management Institute, inc. Course Name : ITIL Service Transition Version : INVL_PMIACP_CW_01_004_1.2 Course ID :PMGT- 108
2 About Invensis Learning Invensis Learning is a leading certification training provider for individuals and enterprises globally. Our expertise in providing globally-recognized IT & Technical certification courses has enabled us to be one of the trusted certification training partners for many Fortune 500 organizations and Government institutions worldwide. Invensis Learning has trained and certified thousands of professionals across a wide-range of categories such as IT Service Management, Project Management, Quality Management, IT Security and Governance, Cloud Computing, DevOps, Agile Project Management, and Digital Courses. Invensis Learning’s certification training programs adhere to global standards such as PMI, TUV SUD, AXELOS, ISACA, DevOps Institute, EXIN, and PEOPLECERT.
3 What We Offer We offer globally-recognized training and certifications in categories such as Project Management, ITSM, Agile, Quality Management, Technology Training, Program Management and IT Security & Governance. ITSM Project Management Quality Management Technology Training Agile & Scrum IT Security & Governance ITIL Foundation PMP Project Rescue Six Sigma Yellow Belt Training Cloud Computing PMI-ACP COBIT5 Foundation ITIL SD CAPM Project Scope Management Six Sigma Green Belt Training Big Data Scrum Training COBIT5 Implementation ITIL SS PRINCE2 Project Time Management Six Sigma Black Belt Training Hadoop DevOps Foundation COBIT5 Assessor ITIL ST PgMP Project Communications and Stakeholder Management Lean Six Sigma Green Belt Training .Net Technologies ISO/IEC 27001 Foundation ITIL SO PMI-RMP Project Cost Management Lean Six Sigma Black Belt Training Data Warehousing ITIL CSI P3O Project Procurement Management Introduction to Lean Training CISSP ITIL RCV MSP Project Leadership Lean Fundamentals Program VC++, MCF ITIL OSA Microsoft Project Change Management Lean Management Training Advanced WCF, WPF ITIL SOA Microsoft Project Server Implementing a Project Management Office Lean Manufacturing Training Advanced JAVA ITIL PPO IT Project Management Managing Conflict in the Workplace Lean Processes and Tools Advanced J2EE ITIL MALC Project Management Fundamentals - Overview Negotiating in a Project Environment Lean Six Sigma in Information Technology ISO 20000 Project Initiation Presentation Skills for Project Personnel Lean Six Sigma in Healthcare Earned Value Management Project Estimating Techniques DFSS Yellow Belt Training Project Risk Management Managing Multiple Projects DFSS Green Belt Training Project Sponsorship DFSS Black Belt Training Team Development MINITAB Training
4 “Live as if you were to die tomorrow. Learn as if you were to live forever.” - Mahatma Gandhi
5 Introductions Let’s introduce ourselves, find out why we’re all at this session  What is your name?  Why are you here?  What is your level of expertise with Agile?
6 Learning Backlog Write your questions on Sticky notes as they occur to you & affix them to our Learning Backlog. Backlog
7 Participation is a Key to Success  We will move quickly, but spend appropriate time on material you find especially useful  I should be asking a lot of questions  The key to success for our session is participation • Share your ideas and learning • Tell me when to move on • Tell me when to go into more detail Approach
8 Course Agenda Exam Content Overview What is the PMI-ACP Domains and Tasks Content Distribution Tools & Techniques Knowledge & Skills Community Guide of the PMI-ACP Agile History Leaders over time Waterfall Agile Manifesto Why Agile? Understanding the basics Agile Methods Lean Kanban Extreme Programming Scrum Risk Burndowns Qualitative vs. Quantitative Implicit vs. Explicit Scrum Basic Understanding Scrum Process Overview Planning Requirements Estimation Roles & Responsibilities Product Owner ScrumMaster The Team The Scrum Process Initial Planning Product Backlog Release Planning Sprint Planning Sprint Backlog Sprint Sprint Review Daily Scrum Sprint Retrospective Simulations and Exercises Command-and-Control Exercise Self-Organization Exercise Batch and Flow Exercise Team Collaboration Exercise Theory of Constraints Exercise User Story Writing Planning Poker Affinity Estimating Iteration 0/Release Planning Sprint Planning Daily Standup Review and Demo Retrospective
What is PMI-ACP?
10 What the PMI-ACP and Agile are Not PMI-ACP is not:  A replacement for the PMP®  PMI’s own flavor of Agile  Without support from the Agile community  Going to make you an Agile expert 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 ≠
11 PMI-ACP and Adoption Curve The chasm PMPACP We are here!
12 Knowledge & Skills (50% of exam) Percentage of Knowledge and Skill Content / % of Exam Level 1 (66% / 33%) (18 knowledge/skills) Level 2 (24% / 12%) (12 knowledge/skills) Level 3 (10% / 5%) (13 knowledge/skills) Active listening Agile frameworks and terminology Agile contracting methods Agile Manifesto values & principles Building high-performance teams Agile project accounting principles Assessing and incorporating community and stakeholder values Business case development Applying new Agile practices Brainstorming techniques Colocation (geographic proximity)/distributed teams Compliance (organization) Building empowered teams Continuous improvement processes Control limits for Agile projects Coaching and mentoring within teams Elements of a project charter for an Agile project Failure modes and alternatives Communications management Facilitation methods Globalization, culture, and team diversity Feedback techniques for product (e.g., prototyping, simulation, demonstrations, evaluations) Participatory decision models (e.g., input based, shared collaboration, command) Innovation games Incremental delivery PMI's Code of Ethics and Professional Conduct Principles of systems thinking (e.g., complex adaptive, chaos) Knowledge sharing Process analysis techniques Regulatory compliance Leadership tools and techniques Self assessment Variance and trend analysis Prioritization Value-base analysis Variations in Agile methods and approaches Problem-solving strategies, tools, and techniques Vendor management Project and quality standards for Agile projects Stakeholder management Team motivation Time, budget, and cost estimation Value-based decomposition and prioritization
13 Tools & Techniques (50% of exam) Communications • information radiator, team space, agile tooling, osmotic communications for colocated and/or distributed teams, daily stand-ups Planning, monitoring, and adapting • retrospectives, task/Kanban boards, timeboxing, iteration and release planning, WIP limits, burn down/up charts, cumulative flow diagrams, process tailoring Agile estimation • relative sizing/story points, wide band Delphi/planning poker, affinity estimating, ideal time Agile analysis and design • product roadmap, user stories/backlog, story maps, progressive elaboration, wireframes, chartering, personas, agile modeling Product quality • frequent verification and validation, test-driven development/test first development, acceptance test- driven development, definition of done, continuous integration Soft skills negotiation • emotional intelligence, collaboration, adaptive leadership, negotiation, conflict resolution, servant leadership Value-based prioritization • return on investment (ROI)/net present value (NPV)/internal rate of return (IRR), compliance, customer- valued prioritization, minimally marketable feature (MMF), relative prioritization/ranking Risk management Metrics • risk- adjusted backlog, risk burn down graphs, risk-based spike Metrics Including but not limited to: velocity, cycle time, earned value management (EVM) for agile projects, escaped defects Value stream analysis • value stream mapping
14 Community Guide of the PMI-ACP
Agile History
16 Origin of Agile Origin of Waterfall:  The first formal description of the waterfall model is often cited as a 1970 article by Winston W. Royce. Royce presented this model as an example of a flawed, non-working model.  Page 1: “What we have is an effective fallback position that tends to maximize the extent of early work that is salvageable and preserved.”  …but on Page 2:  “I believe in this concept, but the implementation described above is risky and invites failure” Source: Royce, Winston (1970), Managing the Development of Large Software Systems
17 Agile Manifesto  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.
18 Agile is Not New 1943 1950- 1960s 1985 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 Hardware Software
19 Agile Practices Lean Kanban PMBOK Agile is an umbrella term for a group of iterative and incremental software development methods.
20 Agile Tools Process Tools VersionOne Rally Software JIRA + GreenHopper Team Foundation Server Excel Kanban AgileZen LeanKit Kanban Kanbanery Engineering Tools Continuous Integration http://jenkins-ci.org/ http://hudson-ci.org/ http://cruisecontrol.sourceforge.net/ Engineering Tools Ruby Cucumber for ATDD/BDD: http://cukes.info/ RSpec: http://rspec.info/ Java http://www.junit.org/ http://www.jmock.org/ .Net http://www.nunit.org/ BDD for .NET: http://www.specflow.org/ http://www.nmock.org/
21 Agile Manifesto Values We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals & interactions Processes & toolsover Working software Comprehensive documentationover Customer collaboration Contract negotiationover Responding to change Following a planover That is, while there is value in the items on the right, we value the items on the left more. Source: www.agilemanifesto.org
22 Agile Manifesto Principles Satisfy the Customer Welcome Change Deliver Frequently Collaborate Daily Support & Trust Motivated Teams Promote Face-to-Face Conversations Deliver Working Software Promote Sustainable Pace Promote Technical Excellence Maximize Through Simplicity Have Self-Organized Teams Reflect & Adjust Regularly Source: www.agilemanifesto.org
WhyAgile?
24 Why Agile Source: 2011 The State of Agile Development Survey, VersionOne The most common reason for adopting Agile? Accelerate Time to Market
25 Benefits from Agile Respondents cited that they experienced the greatest benefits from the ability to manage changing priorities.
26 Typical Adoption Challenges Barriers to Agile adoption As with any significant process change, the biggest barrier seen to the adoption of Agile development is the ability to change organizational culture.
27 Do Software Projects Deliver Value? Rates of Feature Usage in Software Projects: Always 7% Often 13% Sometimes 16% Rarely 19% Never 45% Always or Often Used 20% Never or Rarely Used 64% Standish Group Study Reported at XP2002 by JimJohnson, Chairman Clippy was voted as one of the top 50 worst inventions by Time magazine
Understanding the Basics
29 Flipping the Iron Triangle Features Cost Date Cost Date Features Source: DSDM Plan- Driven Value- Driven $
30 Reducing the Cost of Change Agile methods support experimentation & adaptation by reducing the cost of change. This is done by employing many concurrent, rapid feedback loops to surface and address risks early. Source: Examining the Cost of the Agile Change Curve by Scott Ambler
31 Common Understanding  A document can’t generate the meaning in others that conversations can.  There is a reason “Individuals and Interactions” is first in the Agile Manifesto. We don’t need an accurate document, we need a shared understanding - Jeff Patton / Agile 2012 ? ? !
32 Collaboration and Feedback Loops Traditional methods only work for so long because…  No or little feedback before delivery.  Change not expected. Why are agile methods being considered?  Constant feedback loops.  Change is expected.
33 Agile is Discipline w/o Undue Burden Process Burden or Lack of Discipline  Historically development teams have faced a false choice in respect to process • Overly complex and burdensome • Or, undisciplined with no controls  Agile Provides a lightweight, but disciplined approach for speeding time to market, improving quality, and increasing predictability
34 Exercise – Batch vs Flow Throughput Four volunteers, please! Time is set at 2 minutes | Estimate throughput Round 1 (measure first and last delivery time)  First person flips 50 coins  When done with entire batch, pass to next person Round 2  First person flips one coin of highest value and passes to next person  Keep flipping and passing until done Round 3  Each table creates their own rules to maximize coin flow/throughput in least amount of time Retrospective
35 Agile Principles Compared Key Agile Principles Traditional Waterfall Focus on Highest Value First Align project, product and team visions by prioritizing by business needs, and using well architected code, to deliver better quality products faster and cheaper. All or nothing Tight coupling & bias toward building out internals in a breadth first fashion means that nothing can be delivered in isolation, even if it’s valuable. Responding to Change Acknowledge uncertainty & adapt to both external (market) and internal changes, by modifying plans & approach. Use engineering principles to make code base easy to modify. Baseline & Change Control Constrain or even completely eliminate any significant change other than dropping features. Work to initial plans, even when they are proven to be invalid. Iterative Use short time boxes to provide a rhythm, continually flow of value to the customer, and refine deliverables over time. Phased No rhythm as project is executed using long phases. Feedback & Continuous Improvement Use continual feedback to inform plans and modify approach. Lessons Learned at the End Feedback is rarely given in time for it to be applied towards improving processes and project execution. Small, Integrated Teams A small team size, and overlap in skills sets, simplifies communications, allows everyone to see the big picture, creates self discipline and provides flexibility. Silo Teams with Handoffs Staff works in functional oriented groups, throwing documentation and code over the wall. Technical Excellence / Bake Quality In Use TDD , ATDD, refactoring, and other strong engineering principles to ensure quality. Inspection Attempt to ensure quality by after the fact inspection.
36 Agile is Empirical, Not Definitive  Agile assumes that baselines may change significantly during the project.  In such an unpredictable environment, empirical methods should be used to monitor progress and direct change, rather than using definitive methods to try and predict progress and stop change.
37 Agile Uses Rolling Wave Planning Rolling Wave Planning, used in Agile processes, embraces the Lean ideal of making decisions at the last responsible moment, when the most possible information is available. This maximizes flexibility and planning accuracy. Level of Planning Planning Approach Strategic product line goals Strategic Planning Strategic product goals Product Planning Specific problems to solve Lean / Six Sigma Large functional goals Release Planning Small, defined work items Iteration Planning Tactical organization & execution Daily Standup
38 Layers of Product Planning Product / Project What business objectives will the product fulfill? Product Goals Product Charter Elevator Pitch Release How can we release value incrementally? What subset of business objectives will each release achieve? What user constituencies will the release serve? What general capabilities (big stories) will the release offer? Release Roadmap Release Plan Iteration / Sprint What specifically will we build? (User Stories) How will this iteration move us toward release objectives? Iteration Plan Development Tasks Story (Backlog Item) What user or stakeholder need will the story serve? How will it specifically look and behave? How will I determine if it’s completed? Story Details Acceptance Tests
39 Principle - Self-Organized and Empowered  Top level goal(s) must be communicated to all levels of the organization  Members of the organization offer candid information up the management ladder.  Leaders/Managers offer guidance (why and what ≠ how) info guide info guide info guideinfo guide
40 Some Basic Terminology Scrum Extreme Programming (XP) Definition Sprint Iteration Fixed-length period of time (timebox) Release Small Release Release to production Sprint/Release Planning Planning Game Agile planning meetings Product Owner Customer Business representative to project Retrospective Reflection “Lessons learned”-style meeting ScrumMaster Coach Agile project manager Development Team Team Empowered Cross-Functional team Daily Scrum Daily Standup Brief daily status meeting
41 Some More Agile Terminology Term Definition Spike Something cannot be estimated until a development team runs a timeboxed investigation. The spike itself is a throw-away. Can include risk, architectural, or any unknown. Tracer Bullet An experimental solution that cuts through all the "layers" of the architecture. It is not necessarily time-boxed. It is not intended to be thrown away. Kaizen Continual improvement of all areas of a company not just quality. Value Stream An end-to-end business process which delivers a product or service More terms… Go to the Community Guide of the PMI-ACP at http://agile.vc.pmi.org/
42 Meetings Summarized Session Purpose Timing/Duration Attendees Iteration 0 Orient Team to project’s business value and analytical background, the process, and one another. Start of project Approximately 1-3 weeks of 2-4 hr workshops Team, PO, SM, Key Stakeholders & users Release Planning Determine what a Release should include and when it should be delivered. Start of Release 2-4 hours PO, SM, Key Stakeholders, optionally Team Daily Standup Facilitate rapid coordination between Team members, and with PO. Daily 10-15 minutes Team, SM, PO Iteration Planning Elaborate, estimate and prioritize highest- value Product Backlog items for an Iteration. Start of each Iteration 2-4 hours Team, SM, PO Iteration Retrospective Reflect on project & process issues and take action as appropriate. End of each Iteration 30-45 minutes Team, SM, PO Iteration Review Demonstrate completed functionality to interested stakeholders & users to show progress and gain feedback. End of each Iteration 1-1½ hours Team, PO, SM, Key Stakeholders & users
43 How does Agile Work?  Small Teams with everything needed to deliver an increment of value  Backlog prioritized by value being delivered incrementally  At scale, the backlog and products for these teams need to be coordinated and technical practices must address the challenges of integration
44 Incremental Value Delivery Deploy Document $ Agile Concurrent Development • Fund incrementally – opt to extend, redirect or cancel at a very granular level • Deliver & realize value steadily • Validate designs with users & customers • Continuously adapt to risk and change • Integrate early & often Waterfall Serial Development Invest up front, only realize value at end, assuming value proposition hasn’t changed Test Code Design Analyze $$$ Analyze Design Code Test Deploy Document Analyze Design Code Test Deploy Document Analyze Design Code Test Deploy Document $ $$
45 Incremental and Iterative Delivery Incrementing is more about delivery. 1 2 3 4 5 1 2 3 4 5 Iterating allows you to move from vague idea to realization. Going from rough to polished Image Credit: Jeff Patton
46 Iterations  Iterations are regularly scheduled, pre-planned, recurring time boxes. Provide a cadence / rhythm that provides predictability and synchronization points for planning. The more mature your process, the shorter the iterations.  Things we time-box: • Sprints (or Iterations) - length of time in which work is done • Releases - Production and Maintenance • Working Sessions - Release Planning, Sprint Planning, Sprint Review, Retrospective  Iterations facilitate incremental development (but incremental development doesn’t require iterations).
47 To know more about our PMI-ACP Exam Prep Training please visit www.invensislearning.com
48 CONTACT INVENSIS LEARNING Email Us: © Copyright 2018 Invensis Learning. Invensis® is a registered trademark of Invensis Technologies Pvt Ltd. www.invensislearning.com support@invensislearning.com USA +1-910-726-3695 | IND +91-96-2020-0784 UK +44 2033-223-280 | Germany +49 2119-5987-989 Switzerland +41-22-518-2042 | Hong Kong +852-5803-9039

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PMI-ACP Exam Prep Course Preview

  • 1. PMI-Agile Certified Practitioner PMI-ACP Prep Workshop PMI-ACP is a registered mark of the Project Management Institute, inc. Course Name : ITIL Service Transition Version : INVL_PMIACP_CW_01_004_1.2 Course ID :PMGT- 108
  • 2. 2 About Invensis Learning Invensis Learning is a leading certification training provider for individuals and enterprises globally. Our expertise in providing globally-recognized IT & Technical certification courses has enabled us to be one of the trusted certification training partners for many Fortune 500 organizations and Government institutions worldwide. Invensis Learning has trained and certified thousands of professionals across a wide-range of categories such as IT Service Management, Project Management, Quality Management, IT Security and Governance, Cloud Computing, DevOps, Agile Project Management, and Digital Courses. Invensis Learning’s certification training programs adhere to global standards such as PMI, TUV SUD, AXELOS, ISACA, DevOps Institute, EXIN, and PEOPLECERT.
  • 3. 3 What We Offer We offer globally-recognized training and certifications in categories such as Project Management, ITSM, Agile, Quality Management, Technology Training, Program Management and IT Security & Governance. ITSM Project Management Quality Management Technology Training Agile & Scrum IT Security & Governance ITIL Foundation PMP Project Rescue Six Sigma Yellow Belt Training Cloud Computing PMI-ACP COBIT5 Foundation ITIL SD CAPM Project Scope Management Six Sigma Green Belt Training Big Data Scrum Training COBIT5 Implementation ITIL SS PRINCE2 Project Time Management Six Sigma Black Belt Training Hadoop DevOps Foundation COBIT5 Assessor ITIL ST PgMP Project Communications and Stakeholder Management Lean Six Sigma Green Belt Training .Net Technologies ISO/IEC 27001 Foundation ITIL SO PMI-RMP Project Cost Management Lean Six Sigma Black Belt Training Data Warehousing ITIL CSI P3O Project Procurement Management Introduction to Lean Training CISSP ITIL RCV MSP Project Leadership Lean Fundamentals Program VC++, MCF ITIL OSA Microsoft Project Change Management Lean Management Training Advanced WCF, WPF ITIL SOA Microsoft Project Server Implementing a Project Management Office Lean Manufacturing Training Advanced JAVA ITIL PPO IT Project Management Managing Conflict in the Workplace Lean Processes and Tools Advanced J2EE ITIL MALC Project Management Fundamentals - Overview Negotiating in a Project Environment Lean Six Sigma in Information Technology ISO 20000 Project Initiation Presentation Skills for Project Personnel Lean Six Sigma in Healthcare Earned Value Management Project Estimating Techniques DFSS Yellow Belt Training Project Risk Management Managing Multiple Projects DFSS Green Belt Training Project Sponsorship DFSS Black Belt Training Team Development MINITAB Training
  • 4. 4 “Live as if you were to die tomorrow. Learn as if you were to live forever.” - Mahatma Gandhi
  • 5. 5 Introductions Let’s introduce ourselves, find out why we’re all at this session  What is your name?  Why are you here?  What is your level of expertise with Agile?
  • 6. 6 Learning Backlog Write your questions on Sticky notes as they occur to you & affix them to our Learning Backlog. Backlog
  • 7. 7 Participation is a Key to Success  We will move quickly, but spend appropriate time on material you find especially useful  I should be asking a lot of questions  The key to success for our session is participation • Share your ideas and learning • Tell me when to move on • Tell me when to go into more detail Approach
  • 8. 8 Course Agenda Exam Content Overview What is the PMI-ACP Domains and Tasks Content Distribution Tools & Techniques Knowledge & Skills Community Guide of the PMI-ACP Agile History Leaders over time Waterfall Agile Manifesto Why Agile? Understanding the basics Agile Methods Lean Kanban Extreme Programming Scrum Risk Burndowns Qualitative vs. Quantitative Implicit vs. Explicit Scrum Basic Understanding Scrum Process Overview Planning Requirements Estimation Roles & Responsibilities Product Owner ScrumMaster The Team The Scrum Process Initial Planning Product Backlog Release Planning Sprint Planning Sprint Backlog Sprint Sprint Review Daily Scrum Sprint Retrospective Simulations and Exercises Command-and-Control Exercise Self-Organization Exercise Batch and Flow Exercise Team Collaboration Exercise Theory of Constraints Exercise User Story Writing Planning Poker Affinity Estimating Iteration 0/Release Planning Sprint Planning Daily Standup Review and Demo Retrospective
  • 10. 10 What the PMI-ACP and Agile are Not PMI-ACP is not:  A replacement for the PMP®  PMI’s own flavor of Agile  Without support from the Agile community  Going to make you an Agile expert 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 ≠
  • 11. 11 PMI-ACP and Adoption Curve The chasm PMPACP We are here!
  • 12. 12 Knowledge & Skills (50% of exam) Percentage of Knowledge and Skill Content / % of Exam Level 1 (66% / 33%) (18 knowledge/skills) Level 2 (24% / 12%) (12 knowledge/skills) Level 3 (10% / 5%) (13 knowledge/skills) Active listening Agile frameworks and terminology Agile contracting methods Agile Manifesto values & principles Building high-performance teams Agile project accounting principles Assessing and incorporating community and stakeholder values Business case development Applying new Agile practices Brainstorming techniques Colocation (geographic proximity)/distributed teams Compliance (organization) Building empowered teams Continuous improvement processes Control limits for Agile projects Coaching and mentoring within teams Elements of a project charter for an Agile project Failure modes and alternatives Communications management Facilitation methods Globalization, culture, and team diversity Feedback techniques for product (e.g., prototyping, simulation, demonstrations, evaluations) Participatory decision models (e.g., input based, shared collaboration, command) Innovation games Incremental delivery PMI's Code of Ethics and Professional Conduct Principles of systems thinking (e.g., complex adaptive, chaos) Knowledge sharing Process analysis techniques Regulatory compliance Leadership tools and techniques Self assessment Variance and trend analysis Prioritization Value-base analysis Variations in Agile methods and approaches Problem-solving strategies, tools, and techniques Vendor management Project and quality standards for Agile projects Stakeholder management Team motivation Time, budget, and cost estimation Value-based decomposition and prioritization
  • 13. 13 Tools & Techniques (50% of exam) Communications • information radiator, team space, agile tooling, osmotic communications for colocated and/or distributed teams, daily stand-ups Planning, monitoring, and adapting • retrospectives, task/Kanban boards, timeboxing, iteration and release planning, WIP limits, burn down/up charts, cumulative flow diagrams, process tailoring Agile estimation • relative sizing/story points, wide band Delphi/planning poker, affinity estimating, ideal time Agile analysis and design • product roadmap, user stories/backlog, story maps, progressive elaboration, wireframes, chartering, personas, agile modeling Product quality • frequent verification and validation, test-driven development/test first development, acceptance test- driven development, definition of done, continuous integration Soft skills negotiation • emotional intelligence, collaboration, adaptive leadership, negotiation, conflict resolution, servant leadership Value-based prioritization • return on investment (ROI)/net present value (NPV)/internal rate of return (IRR), compliance, customer- valued prioritization, minimally marketable feature (MMF), relative prioritization/ranking Risk management Metrics • risk- adjusted backlog, risk burn down graphs, risk-based spike Metrics Including but not limited to: velocity, cycle time, earned value management (EVM) for agile projects, escaped defects Value stream analysis • value stream mapping
  • 14. 14 Community Guide of the PMI-ACP
  • 16. 16 Origin of Agile Origin of Waterfall:  The first formal description of the waterfall model is often cited as a 1970 article by Winston W. Royce. Royce presented this model as an example of a flawed, non-working model.  Page 1: “What we have is an effective fallback position that tends to maximize the extent of early work that is salvageable and preserved.”  …but on Page 2:  “I believe in this concept, but the implementation described above is risky and invites failure” Source: Royce, Winston (1970), Managing the Development of Large Software Systems
  • 17. 17 Agile Manifesto  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.
  • 18. 18 Agile is Not New 1943 1950- 1960s 1985 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 Hardware Software
  • 19. 19 Agile Practices Lean Kanban PMBOK Agile is an umbrella term for a group of iterative and incremental software development methods.
  • 20. 20 Agile Tools Process Tools VersionOne Rally Software JIRA + GreenHopper Team Foundation Server Excel Kanban AgileZen LeanKit Kanban Kanbanery Engineering Tools Continuous Integration http://jenkins-ci.org/ http://hudson-ci.org/ http://cruisecontrol.sourceforge.net/ Engineering Tools Ruby Cucumber for ATDD/BDD: http://cukes.info/ RSpec: http://rspec.info/ Java http://www.junit.org/ http://www.jmock.org/ .Net http://www.nunit.org/ BDD for .NET: http://www.specflow.org/ http://www.nmock.org/
  • 21. 21 Agile Manifesto Values We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals & interactions Processes & toolsover Working software Comprehensive documentationover Customer collaboration Contract negotiationover Responding to change Following a planover That is, while there is value in the items on the right, we value the items on the left more. Source: www.agilemanifesto.org
  • 22. 22 Agile Manifesto Principles Satisfy the Customer Welcome Change Deliver Frequently Collaborate Daily Support & Trust Motivated Teams Promote Face-to-Face Conversations Deliver Working Software Promote Sustainable Pace Promote Technical Excellence Maximize Through Simplicity Have Self-Organized Teams Reflect & Adjust Regularly Source: www.agilemanifesto.org
  • 24. 24 Why Agile Source: 2011 The State of Agile Development Survey, VersionOne The most common reason for adopting Agile? Accelerate Time to Market
  • 25. 25 Benefits from Agile Respondents cited that they experienced the greatest benefits from the ability to manage changing priorities.
  • 26. 26 Typical Adoption Challenges Barriers to Agile adoption As with any significant process change, the biggest barrier seen to the adoption of Agile development is the ability to change organizational culture.
  • 27. 27 Do Software Projects Deliver Value? Rates of Feature Usage in Software Projects: Always 7% Often 13% Sometimes 16% Rarely 19% Never 45% Always or Often Used 20% Never or Rarely Used 64% Standish Group Study Reported at XP2002 by JimJohnson, Chairman Clippy was voted as one of the top 50 worst inventions by Time magazine
  • 29. 29 Flipping the Iron Triangle Features Cost Date Cost Date Features Source: DSDM Plan- Driven Value- Driven $
  • 30. 30 Reducing the Cost of Change Agile methods support experimentation & adaptation by reducing the cost of change. This is done by employing many concurrent, rapid feedback loops to surface and address risks early. Source: Examining the Cost of the Agile Change Curve by Scott Ambler
  • 31. 31 Common Understanding  A document can’t generate the meaning in others that conversations can.  There is a reason “Individuals and Interactions” is first in the Agile Manifesto. We don’t need an accurate document, we need a shared understanding - Jeff Patton / Agile 2012 ? ? !
  • 32. 32 Collaboration and Feedback Loops Traditional methods only work for so long because…  No or little feedback before delivery.  Change not expected. Why are agile methods being considered?  Constant feedback loops.  Change is expected.
  • 33. 33 Agile is Discipline w/o Undue Burden Process Burden or Lack of Discipline  Historically development teams have faced a false choice in respect to process • Overly complex and burdensome • Or, undisciplined with no controls  Agile Provides a lightweight, but disciplined approach for speeding time to market, improving quality, and increasing predictability
  • 34. 34 Exercise – Batch vs Flow Throughput Four volunteers, please! Time is set at 2 minutes | Estimate throughput Round 1 (measure first and last delivery time)  First person flips 50 coins  When done with entire batch, pass to next person Round 2  First person flips one coin of highest value and passes to next person  Keep flipping and passing until done Round 3  Each table creates their own rules to maximize coin flow/throughput in least amount of time Retrospective
  • 35. 35 Agile Principles Compared Key Agile Principles Traditional Waterfall Focus on Highest Value First Align project, product and team visions by prioritizing by business needs, and using well architected code, to deliver better quality products faster and cheaper. All or nothing Tight coupling & bias toward building out internals in a breadth first fashion means that nothing can be delivered in isolation, even if it’s valuable. Responding to Change Acknowledge uncertainty & adapt to both external (market) and internal changes, by modifying plans & approach. Use engineering principles to make code base easy to modify. Baseline & Change Control Constrain or even completely eliminate any significant change other than dropping features. Work to initial plans, even when they are proven to be invalid. Iterative Use short time boxes to provide a rhythm, continually flow of value to the customer, and refine deliverables over time. Phased No rhythm as project is executed using long phases. Feedback & Continuous Improvement Use continual feedback to inform plans and modify approach. Lessons Learned at the End Feedback is rarely given in time for it to be applied towards improving processes and project execution. Small, Integrated Teams A small team size, and overlap in skills sets, simplifies communications, allows everyone to see the big picture, creates self discipline and provides flexibility. Silo Teams with Handoffs Staff works in functional oriented groups, throwing documentation and code over the wall. Technical Excellence / Bake Quality In Use TDD , ATDD, refactoring, and other strong engineering principles to ensure quality. Inspection Attempt to ensure quality by after the fact inspection.
  • 36. 36 Agile is Empirical, Not Definitive  Agile assumes that baselines may change significantly during the project.  In such an unpredictable environment, empirical methods should be used to monitor progress and direct change, rather than using definitive methods to try and predict progress and stop change.
  • 37. 37 Agile Uses Rolling Wave Planning Rolling Wave Planning, used in Agile processes, embraces the Lean ideal of making decisions at the last responsible moment, when the most possible information is available. This maximizes flexibility and planning accuracy. Level of Planning Planning Approach Strategic product line goals Strategic Planning Strategic product goals Product Planning Specific problems to solve Lean / Six Sigma Large functional goals Release Planning Small, defined work items Iteration Planning Tactical organization & execution Daily Standup
  • 38. 38 Layers of Product Planning Product / Project What business objectives will the product fulfill? Product Goals Product Charter Elevator Pitch Release How can we release value incrementally? What subset of business objectives will each release achieve? What user constituencies will the release serve? What general capabilities (big stories) will the release offer? Release Roadmap Release Plan Iteration / Sprint What specifically will we build? (User Stories) How will this iteration move us toward release objectives? Iteration Plan Development Tasks Story (Backlog Item) What user or stakeholder need will the story serve? How will it specifically look and behave? How will I determine if it’s completed? Story Details Acceptance Tests
  • 39. 39 Principle - Self-Organized and Empowered  Top level goal(s) must be communicated to all levels of the organization  Members of the organization offer candid information up the management ladder.  Leaders/Managers offer guidance (why and what ≠ how) info guide info guide info guideinfo guide
  • 40. 40 Some Basic Terminology Scrum Extreme Programming (XP) Definition Sprint Iteration Fixed-length period of time (timebox) Release Small Release Release to production Sprint/Release Planning Planning Game Agile planning meetings Product Owner Customer Business representative to project Retrospective Reflection “Lessons learned”-style meeting ScrumMaster Coach Agile project manager Development Team Team Empowered Cross-Functional team Daily Scrum Daily Standup Brief daily status meeting
  • 41. 41 Some More Agile Terminology Term Definition Spike Something cannot be estimated until a development team runs a timeboxed investigation. The spike itself is a throw-away. Can include risk, architectural, or any unknown. Tracer Bullet An experimental solution that cuts through all the "layers" of the architecture. It is not necessarily time-boxed. It is not intended to be thrown away. Kaizen Continual improvement of all areas of a company not just quality. Value Stream An end-to-end business process which delivers a product or service More terms… Go to the Community Guide of the PMI-ACP at http://agile.vc.pmi.org/
  • 42. 42 Meetings Summarized Session Purpose Timing/Duration Attendees Iteration 0 Orient Team to project’s business value and analytical background, the process, and one another. Start of project Approximately 1-3 weeks of 2-4 hr workshops Team, PO, SM, Key Stakeholders & users Release Planning Determine what a Release should include and when it should be delivered. Start of Release 2-4 hours PO, SM, Key Stakeholders, optionally Team Daily Standup Facilitate rapid coordination between Team members, and with PO. Daily 10-15 minutes Team, SM, PO Iteration Planning Elaborate, estimate and prioritize highest- value Product Backlog items for an Iteration. Start of each Iteration 2-4 hours Team, SM, PO Iteration Retrospective Reflect on project & process issues and take action as appropriate. End of each Iteration 30-45 minutes Team, SM, PO Iteration Review Demonstrate completed functionality to interested stakeholders & users to show progress and gain feedback. End of each Iteration 1-1½ hours Team, PO, SM, Key Stakeholders & users
  • 43. 43 How does Agile Work?  Small Teams with everything needed to deliver an increment of value  Backlog prioritized by value being delivered incrementally  At scale, the backlog and products for these teams need to be coordinated and technical practices must address the challenges of integration
  • 44. 44 Incremental Value Delivery Deploy Document $ Agile Concurrent Development • Fund incrementally – opt to extend, redirect or cancel at a very granular level • Deliver & realize value steadily • Validate designs with users & customers • Continuously adapt to risk and change • Integrate early & often Waterfall Serial Development Invest up front, only realize value at end, assuming value proposition hasn’t changed Test Code Design Analyze $$$ Analyze Design Code Test Deploy Document Analyze Design Code Test Deploy Document Analyze Design Code Test Deploy Document $ $$
  • 45. 45 Incremental and Iterative Delivery Incrementing is more about delivery. 1 2 3 4 5 1 2 3 4 5 Iterating allows you to move from vague idea to realization. Going from rough to polished Image Credit: Jeff Patton
  • 46. 46 Iterations  Iterations are regularly scheduled, pre-planned, recurring time boxes. Provide a cadence / rhythm that provides predictability and synchronization points for planning. The more mature your process, the shorter the iterations.  Things we time-box: • Sprints (or Iterations) - length of time in which work is done • Releases - Production and Maintenance • Working Sessions - Release Planning, Sprint Planning, Sprint Review, Retrospective  Iterations facilitate incremental development (but incremental development doesn’t require iterations).
  • 47. 47 To know more about our PMI-ACP Exam Prep Training please visit www.invensislearning.com
  • 48. 48 CONTACT INVENSIS LEARNING Email Us: © Copyright 2018 Invensis Learning. Invensis® is a registered trademark of Invensis Technologies Pvt Ltd. www.invensislearning.com [email protected] USA +1-910-726-3695 | IND +91-96-2020-0784 UK +44 2033-223-280 | Germany +49 2119-5987-989 Switzerland +41-22-518-2042 | Hong Kong +852-5803-9039

Editor's Notes

  • #2: (This course is designed to have a game at the start and/or end of each day. Coin game (around slide 33) is near start of day 1. Day 1 ends with airplane game (around #74), or start day 2 with it. Where, or with what exercise, does day 2 end?)
  • #8: Pay attention to the guy scratching his head with the lightbulb. Pages that have that at the top left should be memorized because there is something on that page that will be on the test.
  • #10: WHO IS USING and WHY
  • #11: Next: When to Use Lean-Agile
  • #12: (this is a marketing slide – from a pmi perspective, this just explains the market position of acp in relationship with PMP. ACP is new.) You don’t need to be a pmi member or pmp to get the acp certification, but it might cost you more if you aren’t a pmi/pmp. What are the requirements for ACP cert? http://www.pmi.org/Certification/New-PMI-Agile-Certification.aspx
  • #13: On this slide and the next, explain the %’s and the levels. Level 3 is 10% of this section but only 5% of the exam. Focus on level 1 and 2. 60-70% of the exam is scrum and xp. Re “PMI's Code of Ethics and Professional Conduct” is in italics because Derek doesn’t know anyone who has gotten tested on that. If you focus on level 1 and industry standard tools and practices, you’ll pass the exam. (ex. Level 3 is only 5% of the exam, so don’t obsess over the level 3 stuff – you might get only 1-3 questions on whole exam covering that.) This course covers almost all of level 1 and 2 and much of level 3.
  • #15: Instead of a PMI Agile-BOK, we have a community driven wiki behind a pmi-agile member login. This is a resource people will want to be aware of.
  • #16: WHO IS USING and WHY
  • #21: This stuff is just FYI.
  • #24: WHO IS USING and WHY
  • #37: These hurricane plots are a bunch of models/predictions for a certain hurricane. This is about the cone of uncertainty. The further out in time the broader the uncertainty. Use historical empirical info to adjust where we think we will be.
  • #40: Theory x vs Theory Y, McGregor  Under the right conditions of trust Theory-Y assumptions are: Want to work Self motivated to realize full potential Seek and accept responsibility Possess creativity and ingenuity if allowed Mastery describes the pleasure we get from doing what we love and following our passion. This can be seen when someone is so absorbed in a task that they are in the zone. Autonomy means giving people control over how they work. Purpose describes tapping into people’s belief that there should be more to work than just making money and being successful. Instead aligning company goals with individual’s aspirations for doing good and meeting a higher guiding principle.
  • #42: Note: tracer may very likely be on the exam. An example could be of a count service that exercises all layers of architecture, code from end-to-end, to do nothing more than increment a counter in the db and display it.
  • #43: The correct answer on the exam regarding time will be “it’s relative to the length of the sprint.” You won’t find anything on the exam about time other than the standup 15 minutes. (AF: 30-45 minutes is way too short for a 2 week sprint)
  • #44: (AF: derek and I don’t know what these tool/gear icons mean. They have no meaning that we know of.)
  • #46: AF: What this slide fails to show is how to put iterative and incremental together. It implies that they are alternatives. It confuses the time scales: In each half of the slide, are 1-5 Iterations in a release? Are 1-5 releases? In the bottom, are 1-5 increments in a release? In a scrum iteration, might we build an increment of the painting to ship? Building an increment does NOT assume we know what we want. I want to build an increment and get some feedback from the market.