PMI-ACP Agile free sample from EVOLVE

2. PMI-Agile Certified Practitioner Exam Preparation 2020

4. Introduce yourself

5. Ground Rules

6. What are your Expectations from this Course? 1 2 3 4 5 6 7 8

7. Objectives of 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. 3

8. Elevator vision Statement : Why this “PMI-ACP” Training 8

9. Course Content Introduction toPMI-ACP Domain 1 : Agile Principles & Mindset Part1 Day 1 Day 2 Domain 1 : Agile Principles & Mindset Part2 Domain 2 : ValueDelivery Day 3 Domain 3 : StakeholdersEngagement Day 4 Domain 4 : TeamPerformance Day 5 Domain 5 : AdaptivePlanning Day 6 Domain 6 : Problem Detection &Resolution Day 7 Domain 7 : ContinuousImprovement Exam Tips &Tricks Day 8 9

10. Introduction to PMI-ACP

11. PMI-ACP Eligibility & Requirements • 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) 11

12. PMI-ACP Exam Domain Blueprint

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. 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 7

16. Why Agile

17. Agile Success Stories 340% increase in revenue from $500 million to $2.2 billion during her 3 year tenure there 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” Kristen Wolberg was CIO at Salesforce and vice president of technology business operations at PayPal

18. Agile Success Stories “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 Delivered double the value compared to before using Agile frameworks Cut initial planning time by 28%

19. What the PMI-ACP is notand Agile are Not PMI-ACP is not: 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 19

20. Project Management Industry Trends 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.

21. 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.

22. 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 PMP ACP + = 22

23. What is Traditional Approach “Waterfall” ? 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! 23

24. Waterfall vs Agile 24

25. How Does Agile Overcome The Waterfall Problems ? 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. 25

26. D C B A A D C B Development & Coding Visual Design & Copy Testing & Validation Strategy &Recommendations AI / Wire Fire Deployment Features Planned Features Developed WaterfallDevelopment of the software flow sequentially from start point to the end point. BUDGET Waterfall VS. Agile TIME

27. A D C B D C B A B A C D Testing & Validation Deployment Strategy & Recommendations AI / Wire Fire Visual Design & Copy Development & Coding Testing & Validation Development & Coding Deployment Strategy & Recommendations AI / Wire Fire Visual Design & Copy Features Planned Features Developed Features Developed Features Planned 4 Weeks 4 Weeks AgileAgile method proposes and increment and iterative approach to software design. BUDGET Handoff to Dev Handoff to Dev Waterfall VS. Agile TIME

28. Project Management Industry Trends • 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. 28

29. Flexible Part of Contract VALUEDRIVEN PLAN DRIVEN Traditional Projects (Waterfall) Agile Projects Waterfall VS. Agile Scope Costs Time Fixed Estimated Costs Time Scope The plan create cost/ Schedule estimates Software release themes and features determine the time and cost estimate

30. Value of this PMI-ACP training • 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. 30

31. Value of this PMI-ACP training • 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 • 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 31

32. Value of this PMI-ACP training

33. Value of this PMI-ACP training

34. What Is An Agile Project Manager • 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 Learning Agile principles and practices will make you a much stronger project manager even if you are never involved in a pure Agile project 34

35. PMI Exam Overview & Contents • 120 multiple choice questions 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%) Continuous improvement Problem detection and resolution Agile principles and mindset • 20 Pretest (Unscored) Questions • 3 hour duration Adaptive planning Value-driven delivery • Costs 495 USD (Non-members) • Costs 435 USD (members) Team performance Stakeholder engagement 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

39. Domain 1 : Agile Principles &Mindset

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% Collaboration “workingtogether” Control “Command &Control” 3% 41% 9% Skills “be thebest” Personal Development “self-development witha shared and meaningful objective” Culture preference for the ideal Agile team as judged by +120 respondents to the 2010survey Source : Collective EdgeCoaching 41

42. Using Agile Concepts in Non-Agile Projects • 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 42

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44. Organizational Mindset Shift 44

45. Which approach should we choose ? • Misleading statements ? • Saying “agile is better than waterfall is like saying, “A car is better than a boat” 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 45

46. Which Approach Should We Choose ? • 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” Waterfall is based on Defined Process while Agile is based on Empirical Process 46

47. Fixed Mindset vs Growth Mindset 47

48. 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. 16

49. Agile is Not New HirotakaTakeuchi & Ikujiro Nonaka The New New Product DevelopmentGame DSDNConsortium Dynamic System Development Method RobertCharette LeanDevelopment Taiichi Ohno ToyotaProduction System Kanban Jeff de Luca FeatureDriven Development 1943Hardware 1985Software 1995 1997 2000 1950- 1960s 1990 1996 1998 2001 USAF &NASA X-15 hypersonic jet Iterative IncrementalDelivery 1990 - Sutherland & Schwaber ScrumFramework AlistairCockburn CrystalMethodologies 1996 - Beck, Cunningham, Jeffries Extreme Programming AgileManifesto 17

50. Agile Practices PMBOK Lean Kanban Agile is an umbrella term for a group of iterative and incremental software developmentmethods. 18