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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

10. Introduction
to PMI-ACP

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

24. Waterfall vs Agile
24

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

39. Domain1:AgilePrinciples& 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%
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

44. Organizational Mindset Shift
44

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