PMI-ACP Exam Prep Course Preview

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

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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.

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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

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“Live as if you were to die tomorrow. Learn as if you
were to live forever.”
- Mahatma Gandhi

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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?

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Learning Backlog
Write your questions on Sticky notes
as they occur to you & affix them to
our Learning Backlog.
Backlog

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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

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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

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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
≠

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PMI-ACP and Adoption Curve
The
chasm
PMPACP
We are here!

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Knowledge & Skills (50% of exam)
Percentage of Knowledge and Skill Content / % of Exam
Level 1 (66% / 33%)
(18 knowledge/skills)
Level 2 (24% / 12%)
Level 3 (10% / 5%)
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

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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

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Community Guide of the PMI-ACP

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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

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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.

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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

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Agile Practices
Lean
Kanban
PMBOK
Agile is an umbrella term for a group of iterative and incremental software
development methods.

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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/

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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

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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

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Why Agile
Source: 2011 The State of Agile Development Survey, VersionOne
The most common reason for adopting Agile?
Accelerate Time to Market

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Benefits from Agile
Respondents cited that they experienced the greatest benefits from the ability
to manage changing priorities.

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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.

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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

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Flipping the Iron Triangle
Features Cost Date
Cost Date Features
Source: DSDM
Plan-
Driven
Value-
Driven
$

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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

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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
? ?
!

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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.

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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

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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

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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.

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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.

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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

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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

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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

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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

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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/

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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

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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

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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
$$$
Analyze
Design
Code
Test
Deploy
Document
Analyze
Design
Code
Test
Deploy
Document
Analyze
Design
Code
Test
Deploy
Document
$ $$

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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

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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).

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To know more about our PMI-ACP Exam Prep Training
please visit www.invensislearning.com

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CONTACT INVENSIS LEARNING
Email Us:
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is a registered trademark of Invensis Technologies Pvt Ltd.
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