Pmi Acp 2024

Project Management
PMI ACP
Certification
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Agenda
• PMI vs ACP ?
• Requirements for ACP exam
• Guidelines for completing ACP application
• About the ACP exam
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PMI vs ACP
❑ PMI : Project Management Institue
– Non profit organisation based in USA
– Certification program
– Local chapters
❑ ACP : Agile Certified Practionner

– Certification awarded by PMI
– Valid 3 years
– Need PDUs for renew (30 PDU)
➔PRINCE2 Agile (PRojects IN Controlled Environments 2 Agile)
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Overview: All About the PMI-ACP Certification
• Qualifications for the PMI-ACP Exam

• Applying for the PMI-ACP Exam
• Money and the PMI-ACP Exam
• Passing the PMI-ACP Exam
• Preparing a Study Strategy -to Pass!
• What to Expect on Testing Day
• What Your Exam is Based Upon
• PMI-ACP Exam Domains
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Guidelines
Fourth main parts

• Personnal information
• 21 hours of project management education
• 12 months of general project experience within the last 5
years. A current PMP® or PgMP® will satisfy this requirement
but is not required to apply for the PMI-ACP.
• 8 months of agile project experience within the last 3 years
Audit : you will recieve an email … follow instructions…
Exam Fee
Member: US$435.00
Non-member: US$495.00
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About the Exam
• Duration : 180 minutes.
• 120 questions
• 20 question are pre-test question. Not scored
• Agile project Management
• No possibilities break
• The questions on the exam are mostly situational.
• Questions will be in predictive , agile or Hybrid management.
• But there are other types of questions
– Hot Spot : to interact with a digital graphic and use calculations to
estimate specific Data points
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About the Exam
PMI-ACP Exam Domain
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Summary
Chapter 1 : Agile Introduction & Overview

Chapter 2 : Agile Frameworks and Methods
Chapter 3 : Agile Communications Concepts
Chapter 4 : Agile Planning, Monitoring and Adapting
Concepts
Chapter 5 : Agile Estimation Concepts
Chapter 6 : Agile Analysis and Design Concepts
Chapter 7 : Agile Product Quality Concepts
Chapter 8 : Agile Soft Skills Negotiation Concepts
Chapter 9 : Agile Value-Based Prioritization Concepts
Chapter 10 : Agile Risk Management Concepts
Chapter 11 : Agile Metrics Concepts
Chapter 12 : Agile Value Stream Analysis Concepts
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Summary

Concepts
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Chapter 1 :
Agile Introduction &
Overview
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Agile Introduction & Overview
Objectives
• Explain Agile Development

• Descirbe the princliples of Agile Manifesto
• List the core values and principles of Agile
• Explain what is not Agile
• Describe the benefits of Agile methodologies
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Definition of Agile
An iterative and incremental (evolutionary) approach to software development

which is performed in a highly collaborative and evolving manner by self-organizing
teams within an effective governance framework with "just enough" ceremony that
produces high quality solutions in a cost effective and timely manner which meets
the changing needs of its stakeholders.
Scott Ambler - http://www.agilemodeling.com/
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What is Agile
Agile is a famliy of project devlopment processes
Agile emphasis:
• Face-to-face communication;
• Business and developer collaboration
• Working software as the primary
demonstration of progress
• Emphasis of effective engennering technicques
• Ferquent demonstartions of progress and early
return of investment
• Adaptation to business change ; and
• Retrospectives and continuous improvement
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Agile Manifesto Values
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
Source: www.agilemanifesto.org
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Agile Core Principles and practices
Early Delivery of Users Stories reflect

value through Business value and
iterations with Demos priority
Continuous
Accpetance of all
Involvement of the
requirements
customer
Sustainble peace of
Retrospectives
velocity
Communication HighSource: www.agilemanifesto.org

visibility
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What is Not Agile

Agile does not involve
• Big design and requirement gathering up-front;
• Predictions on project completion;
• Use tools that force behaviors , such as , task management tools;
• Top down management /control; and
• Heavy documentation , particularity status report , sfotware requirements
documentation .
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Benefits of Agile
As Agile has rapidely become one of the more popular and effective techniques to
manage projcts , it is imporant to understand the benefits to its adopters
• Emphasis on collaboration , team empowerement , and frequent demonstartions of progress.

• Lightweight , relies on whiteboards , index cards and facilitation techniques .
• Very appeling to developers with its developement focus.
• Idea of time-to-market opportunities and driving the fatures of the development lifecycle.
• Agile focus on pull instead of push.
• Simple and easy to understand.
• Contemporary.
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Quiz
Quest 1 : what does the Agile manifesto principle « Build projects around motivated
Individuals » mean?
o Only engage in projects that motivate individuals
o The best Architecture emerge from self-organizing teams
o Trust the team to get the job done
o Do projects that will ‘ exite‘ the job customer
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Response
Quiz
Quest 1 : what does the Agile manifesto principle « Build projects around motivated
Individuals » mean?
o Only engage in projects that motivate individuals
o The best Architecture emerge from self-organizing teams
o Trust the team to get the job done
o Do projects that will ‘ exite‘ the job customer
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Quiz
Quest 2 : Which of the following is not seen as a benefit of Agile ?
o Emphasis on collaboration , team empowerment , frequent demonstartions of progress
o Accurate predictions of project completion
o Lightweight , relies on whiteboards , index cards and facilitation techniques
o Implicity focus on pull vs push
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Response
Quiz
Quest 2 : Which of the following is not seen as a benefit of Agile ?
o Emphasis on collaboration , team empowerment , frequent demonstartions of progress
o Accurate predictions of project completion
o Lightweight , relies on whiteboards , index cards and facilitation techniques
o Implicity focus on pull vs push
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Quiz
Quest 3 : why doesn’t Agile recommand Big Design up-front ?
o Too much emphasis on design limits the amount of requirements gathering.
o The best design emerge from code overtime.
o Agile does not recommand design as it constraints development velocity.
o Designing up front wastes time that can be better spent on other activities
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Quiz
Response
Quest 3 : why doesn’t Agile recommand Big Design up-front ?
o Too much emphasis on design limits the amount of requirements gathering.
o The best design emerge from code overtime.
o Agile does not recommand design as it constraints development velocity.
o Designing up front wastes time that can be better spent on other activities
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Quiz
Quest 4 : why is continous integration seen as valuable ?
o Integration is hard and often delayed just before the final build ; if code is
continuously compiled and checked. Conflicts can be identified when they are easy to
manage
o It is part of the techniqye called kaizen that emphassizes continuous improvement
o It ensures that srcum of scrum projects can deliver a potentially implementable
o By using a continuous integration approch , a project can oflload many core
development processes to an automated server.
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Quiz
Response
Quest 4 : why is continous integration seen as valuable ?
o Integration is hard and often delayed just before the final build ; if code is
continuously compiled and checked. Conflicts can be identified when they are easy to
manage
o It is part of the techniqye called kaizen that emphassizes continuous improvement
o It ensures that srcum of scrum projects can deliver a potentially implementable
o By using a continuous integration approch , a project can oflload many core
development processes to an automated server.
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Quiz
Quest 5 : which of the following Agile Manifesto values is incorrect ?
o Working software over comprehension documentation

o Responding to change over reacting to change
o Individuals and interactions over processes and tools
o Customer collaboration over contract negotiation
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Quiz
Response
Quest 5 : which of the following Agile Manifesto values is incorrect ?
o Working software over comprehension documentation

o Responding to change over reacting to change
o Individuals and interactions over processes and tools
o Customer collaboration over contract negotiation
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Summary
• Agile Techniques to deal with changing requirements and improve quality

• Agile Manifesto captured values and principles of the agile movement
• Agile Manifesto highlights 12 principles
• As lightweight project management approach , Agile avoids big design,
• Heavy documentation , and top down management or control.
• Agole emphasizes collaboration , team empowerment and frequent
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Summary

Concepts
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Chapter 2 :
Agile Frameworks
&
Methods
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Agile Frameworks & Methods
Objective
• Explain some of the Agile Methodologies & techniques
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Agile Methodolgies , Framework and process
The PMI ACP certification references several core methodologies
Extreme
Scrum programming Lean Kanban
Dynamic System Feature Driven

Crystal Development Method Development
« DSDM » « FDD »
Agile Project Source: www.agilemanifesto.org

OpenUP
Management
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Scrum
Scrum is one of the leading Agile techniques developed in the 1990 by ken
shwaber and jeff sutherland
Features that make scrum popular :

o Simplicity and proven results
o Emphases small tems and team empowrement
o Welcomes changes to requirements
o Allows working from a single source of prioritized work items
o Daily status meetings
o Team commitment to a potentially shippable increment during a « sprint »
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Advantages of Agile/Scrum
Many studies and surveys have outlined the advantages of Agile development.
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Agile Methods Deliver Value Faster
This chart illustrates how Agile methods deliver value faster than expensive, traditional methods.
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Scrum Values
C-FORC abbreviates the values of Scrum.
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Scrum Values
The Scrum roles are an important feature of Scrum.Scrum defines three roles:
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Scrum Events and Artifacts
Scrum Life Cycle

Sprint Scrum Events and Artifacts

Sprint Planning
Sprint Planning helps decide the tasks that the team has committed to achieve the Sprintgoal.
The team should make an informed commitment about what will deliver. A typical Sprint
Planning Meeting takes anywhere between one and two hours per week of Sprint.
Daily Scrum/Standup Meeting
The Daily Scrum is a meeting of the team, by the team, and for the team.
Sprint Review
Sprint Review is a demonstration of the deliverables of the Sprint.

Sprint Retrospective
Sprint Retrospective is a continuous improvement mechanism in a Scrum Team. It helps discuss

what is working, what is not, and what could be better.
Backlog
Backlog item refers to any work done by the team that adds value to the customer.
Product Backlog
Product Backlog items may be feature requests, bug fixes, technical tasks, and so on.
Definition of Done
“Definition of Done” is a checklist of items to be verified before marking something as Done.
Usually prepared by the Scrum Master in consultation with the Team

For example, a user story would be called Done if:
The story is fully implemented or code completed as described
Automated unit tests have been developed with at least 80% code coverage
Automated unit tests and the acceptance tests in the story are passing; no Severity has
one or two defects
High-priority test cases have been automated and added to the regression suite
Evolves as the team maturity increases
Extreme Programming
Other (XP)
Agile Frameworks
Extreme Programming is a system of practices to develop high-quality software.

XP Practices
Here are some of the well-known XP practices:

Other Agile Frameworks

XP Practices
XP Teams
The common characteristics of XP Teams are as follows:


XP Teams
Here are the role descriptions for different types of XP Team members:

Crystal Method
Crystal is a family of methodologies invented by Alastair Cockburn. Following are the seven
properties of Crystal Project:
Dynamic Systems Development Method (DSDM)
Dynamic Systems Development Method (DSDM) is

a comprehensive methodology which was first
published in 1994.
A revised version of DSDM, also known as Atern,

was published in 2007.
This technique is popular in UK. Following are the

basic concepts of Atern:
Planning Philosophy in DSDM
Conventional Planning vs. DSDM Planning

DSDM Techniques
Iterative Development
Time-Boxing
MoSCoW Prioritization
MUST
SHOULD
COULD
WON’T
Facilitated Workshops
Modeling

Lean
Lean originated from the Toyota Production System in 1950.

This technique focuses on the elimination of waste by creating the value stream map for the process.
Lean software development is trying to adopt the following principles for software development:
Different Forms of Waste
Waste constitutes over 90% of a process. We must constantly look for it and for ways to eliminate it.
kanban
A “pull system” to manage the flow of work
Invented by Taichi Ohno in the Toyota Production System

Manages a process based on “pull” principle in which work is pulled by the succeeding step, not
pushed by the preceding step
Only a minimal buffer is maintained to ensure continuity of the process by employing Just-In-Time
(JIT) principles
Many software teams employ Kanban systems, especially for maintenance or repetitive tasks
Steps to set up a Kanban System:
oVisualize the workflow.
oCreate flow by minimizing the “work-in-progress”
oContinuously improve the system by applying Kaizen principles
DevOps
DevOps enables faster delivery of value created by Agile into operations.

This is a system without efficient DevOps:
DevOps
DevOps enables faster delivery of value created by Agile into operations. This is a system with
efficient DevOps:
Agile and IT Service Management

Integrating Agile and ITIL roles
There must be close co-ordination between several roles in an Agile team and an IT team.
Quiz
What is the meaning of osmotic communication ?
o Communication with remote team members
o Communication with stakeholders outside the team
o Communication that is formal and written
o Communication that flowws through currents and overhearing

Quiz
Response
What is the meaning of osmotic communication ?
o Communication with remote team members
o Communication with stakeholders outside the team
o Communication that is formal and written
o Communication that flowws through currents and overhearing

Quiz
wich of these XP practices is enabled through pair programming ?
o Collective code owenership
o Test development driven
o Continous integration
o Ubiquitous language
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Quiz
Response
wich of these XP practices is enabled through pair programming ?
o Collective code owenership
o Test development driven
o Continous integration
o Ubiquitous language
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Key Takeaways
There are many techniques and methodologies to choose from under the Agile umbrella.
The Waterfall method is logical, however, it’s expensive to change.
Crystal is strong on communication, Dynamic Systems Development Method (DSDM), or Atern, is
good at timeboxing and prioritization, and XP has good guidance on engineering practices.
Agile and Scrum techniques have to be complementary to DevOps processes to ensure that the
value developed can be deployed quickly and seamlessly.
Agile and Scrum should also link to IT Service Management because products are ultimately tied to
business services that are supported by IT Operations.
Summary

Concepts
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Chapter 3 :
Agile
Communication
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Agile Communication
Objectives
• Define Project communication

• Deiffrentiate between various types of project communication
• Desciribe Agile tooling
Agile Communication
Project Communication
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Agile Communication
Information Radiators
An information radiator displays information in a

place where passerby can see it
information radiators enable team members to

view the current state and its progress
Most Agile teams implement it to some degree in

their processes.
Most popular information radiators are :
o Task boards
o Big visible charst ( includes burdown

charts)
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Agile Communication
Information Radiators
Effective information radiator should be :

• Simple : Bried and concise.
• Stark : Errors should not be marked , rather should be to improve work and performance
• Current : information diplayed should be the latest
• Transition : once the problem has been rectified , it should be taken off from the chart
• Influential : Empowers the team to take decisions.
• Highly visible : Easy to see and understand
• Minimal in nimber : Not so many that they drown out oher information
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Agile Communication
Caves and Commons Layout

Agile Communication
Task board
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Agile Communication
Co-located Team vs distributed Team
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Agile Communication
Osmotic Communication
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Summary

Concepts
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Chapter 4 :
Agile Planning,
Monitoring and
Adopting
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Agile Planning, Monitoring and Adopting
Agile Estimating, Planning, Monitoring, and Control
After completing this lesson, you will be able to:
Explain how to write a user story and epics.
Carry out planning at the roadmap, release, and Sprint level.
Express estimates in story points or ideal time and explain the pros
and cons.
Perform Agile estimation using Planning Poker and Affinity
Estimation techniques.
Make progress visible using Burn Down Charts and other forms.
Make use of the information to keep the project on track.

Planning Onion
Planning happens at multiple levels:

Planning happens at multiple levels:
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Aligning Agile projects to portfolios and programs
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User Stories
User Stories describe anything of value that the team can produce for the customer.
A user story is a lightweight mechanism to

Quickly capture requirements . It acts as
An agreement between customers and team
Member to discuss detailed requirements
During an iteration.
User story provides a medium for the following:
o Gathering basic information about stories

o Recording high level requirements
o Developing work estimates
o Defining acceptance tests
User Stories : 3 C
Three component of user stories are :
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User Stories : Attributes
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Good User Stories

Story Card
Story Card : Example
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Theme
Theme is a set of related user stories

That combined and treated as a single
Entity fo either estimating or release
planning
Epics
Epics are large user stories with lower

Priority. They are too big to
implement In a single iteration and
therefore they need to be
disaggregated into smaller User
stories at some point.
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Timeboxing
Timeboxing is setting a fixed time limit to activities

o It lets other characteristics , such as scope , vary
o If something can not be accomplished in a
timeboxed Period , it is deferred to the next
period.
o Timeboxing allows velocity to be determined
Between itarations and sprints.
o Timeboxing is often applied to meetings like
Scrums , sprint planning , sprint and iterations.
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Advantage of Timeboxing
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Roadmap/Release Planning
Prioritize high-level epics and determine goals of releases.
Establish goals of releases based on market demand, regulatory needs, or customer

expectations.
For each release:
Estimate the target stories.
Repeat until target stories are assigned:
Select an iteration length
Estimate velocity
Assign stories to iteration
Iterate until the stories and release date meet conditions of satisfaction.
Try not to pack too much into a release backlog.
Output
Agileof ReleasePlanning,
Estimating, Planning
Monitoring, and Control
At the end of release planning, this is what you will see:

Iteration plan
An iteration plan is a low of view of the product where the team

takes a more focused an detailed look at what will be necessary to
implement.
Only those user stories , that have been selected for the iteration.
Each ietration follows The same consistent pattern
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Iteration plan
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Commitment driven iteration planning
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Iteration
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Iteration plan vs release Plan
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Tracking Releases
Burn Down Bar Chart:

Tracking Sprints
Burn Down Line Style:

Tracking Sprints or release
Burn down Bart chart
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Staying in Control
Use Burn Up and Burn Down Charts for forecasting.

Cumulative Flow Diagram
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Work in progress
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Physical Progress Chart
The simplest form of the Kanban Board:

Kanban Boards
Kanban board or a task board has

three columns
o To DO
o In progress
o Done
Tasks are represented by cards and
status of
The cards are posted under one the
three columns
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Key Takeaways
The starting point of planning is the definition of user stories. Good user stories follow the
INVEST model and 3 C’s.
Prioritize stories based on Return On Investment (ROI) and Risk.
Get an understanding of the Team’s Velocity.
Use this information to plan at various levels for Roadmap, Release, and Sprint.
Express estimates as Ideal Time or Story Points.
Planning Poker and Affinity are simple, fun approaches to estimation.
Use Burn Down Charts and other indicators to track projects and stay in control.
Summary

Concepts
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Chapter 5 :
Agile Estimation
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Agile Estimation
Objectives
o Explain the concepts relative Sizing or Story Points

o List the various methods used for estimation
o Explain the concept of ideal days and the factors affecting ideal days
o Describe the agile planning poker technique
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Agile Estimation
Measure of size
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Agile Estimation
Estimation
Principles behind Estimation:

Agile Estimation
Ideal Time
Ideal Time is the amount of actual work time.

Agile Estimation
StoryAgile Estimating, Planning, Monitoring, and Control

Points
Absolute measure of size; relative to each other.

Story Point is an analogous estimation technique.
Establish a benchmark and compare others to it:

o Ideally, you should have more than one benchmark or triangulation like Small may
be 1, Medium may be 5, and Large may be 13.
o Benchmark works because human beings are better at comparisons than absolutes.
Points are for the entire work.
Use non-linear scale to pick values:
o Modified Fibonacci: 1, 2, 3, 5, 8, 13, 20, …
o Doubling scale: 1, 2, 4, 8, 16, …
Agile Estimation
StoryAgile Estimating, Planning, Monitoring, and Control

Points
Agile Estimation
Comparing Ideal Time

Agile Estimating, to Story
Planning, Pointsand Control
Monitoring,
Comparison between two units of size:

Agile Estimation
Splitting Stories
Stories need to be split if they are too large, won’t fit into the Sprint, or for more reliable estimation.
Agile Estimation
Determining Value or Return on Investment (ROI)
There are four ways in which work will provide value:

Agile Estimation
Prioritization Models
Before we begin planning, the backlog must be prioritized.

Agile Estimation
Velocity
Velocity of the Team helps understand the productivity of the Team.

Agile Estimation
Planning
AgilePoker
Estimating, Planning, Monitoring, and Control
A fast, fun team approach to estimation.

Agile Estimation
Advantages of Planning Poker
Planning Poker works because of the following reasons:

Agile Estimation
AffinityAgile
Estimation
Estimating, Planning, Monitoring, and Control
Useful when you want quick, reliable estimates for a large number of stories at a time
Agile Estimation
From Product to Sprint Backlog
Agile Estimation
Tracking Work in a Sprint
Agile Estimation
Velocity Calculation
Agile Estimation
Defining Key Metrics in Agile
Agile Estimation
Planning Releases
Agile Estimation
Artifacts
Agile Estimation
Wideband delphi
Wideband Delphi Technique is a consensus-based estimation technique for

estimating effort. Useful when estimating time to do a task. Participation of
experienced people and they individually estimating would lead to reliable
results. People who would do the work are making estimates thus making valid
estimates
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Agile Estimation
Wideband delphi - process
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Agile Estimation
Affinity estimation
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Summary

Concepts
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Chapter 6 :
Agile
Analysis & Design
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Agile Analysis & Design
Objectives
• Explain product and Iteration/Sprint Backlogs

• Prioritize Backlogs and determine Minimal Marketable Fatures
• Create Agile Personas and wireframes
• Develop an agile charter
• Identify best practices for Agile Modeling
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Agile product roadmap
• The visualization of product features

• The product roadmap equates to the
product division as a whole
• This is done and owned by the product
owner
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product backlog
• The visualization of product features

• The product roadmap equates to the
product division as a whole
• This is done and owned by the product
owner
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Agile story Map
A user story map is a powerful tool that enable an agile team to groom their
product backlog and plan the product releases more effectively. A user story map
captures the journey a customer takes with the product including activities and
tasks they perform with the system.
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Agile wireframes
Wireframes clarify the picture in your head of what you're building and allow you to
picture its use. This process is helpful in providing the details that the developers want
in order to building it.
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Agile Project charter
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Agile Persona is a central element of Alan cooper’s interaction design . A persona is

Imaginary representation of a user role and a natural extension to user roles.
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PMI-ACP Lesson 05 Agile Analysis and Design
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Summary

Concepts
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Chapter 7 :
Product Quality
concepet
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Product Quality Concepts
Objectives
o Explain Agile embeds quality throughout the project lifecycle

o Describe Agile Test-First Development and its processes
o Explain Agile acceptance Test Driven development and its stages
o Define the criteria for Done in Agile
o Identify the best practices of continous Integration
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Quality in Agile
Quality is defined as « Conformance to requirements and fintess of use ».
Quality classified into th following categories
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Agile Frequent verification and validation
The target of interation is to produce product « near releasable » or potentially shipable »
This requires to have passed through verification and validation steps.
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Test First Devlopment
Test First Devlopment (TFD) is also known by

Test Driven Devlopment or test first
programming
o It is an evolutionary (iterative and

incremental) approcha to programming
where Agile sofware must first write a test
before they write wode to make the test pass
o This develops a rich collection of tests for all

code developed.
o These tests are executed by the integration

Server every time a code is compiled
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Test First Devlopment Process
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Acceptance test–driven development (ATDD)
Acceptance test–driven development (ATDD) is

a development methodology based on communication between the
business customers, the developers, and the testers.
ATDD is closely related to test-driven development (TDD). It differs by the

emphasis on developer-tester-business customer collaboration. ATDD
encompasses acceptance testing, but highlights writing acceptance tests
before developers begin coding.
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Acceptance test–driven development (ATDD)
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Effectiveness of test–driven development (TDD)
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Definition of Done
“Definition of Done” is a checklist of items to be verified before marking something as Done.
Usually prepared by the Scrum Master in consultation with the Team

For example, a user story would be called Done if:
The story is fully implemented or code completed as described
Automated unit tests have been developed with at least 80% code coverage
Automated unit tests and the acceptance tests in the story are passing; no Severity has
one or two defects
High-priority test cases have been automated and added to the regression suite
Evolves as the team maturity increases
Checklist for story completion
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Continuos integration
Continuous integration is an agile and DevOps best practice of routinely

integrating code changes into the main branch of a repository, and testing
the changes, as early and often as possible. Ideally, developers will integrate
their code daily, if not multiple times a day.
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Summary

Concepts
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Chapter 8 :
Soft skills
Negotiation
concepets
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Soft skills Negotiation concepets
Objectives
o Describe the importance of emotional intelligence for Agile managers

o List the collaboration technology choices
o Identify the ‘doing agile ‘ tools
o Identify five conflict modes
o Describes the chracteristics of Agile servant leadership
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Emotional intelligence
Daniel Goleman, one of the psychologists who popularized emotional intelligence, describes
it in terms of five main components:
• Empathy: Sensing the emotions of other persons.
• Self-regulation: redirecting or Controlling one’s emotions; anticipating consequences

before making action
• Emotional self-awareness: Knowing what one is feeling at any time and

understanding the impact those moods have on others person.
• Motivation: Utilizing emotional factors to achieve targets and goals.
• Social skills: Managing relationships, inspiring other perons and inducing desired
responses from them.
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Emotional intelligence
20/11/2024 164
Teamwork and Collaboration
o Teamwork and collaboration is working together toward a common goal.

o Building consensus is part of that.
o Making a decision quickly and identify any outliers.
o Getting a buy-in from everyone on the team.
o team members need to feel that their input has value.
20/11/2024 165
Collaboration Technology
20/11/2024 166
Adptative leadership
20/11/2024 167
Agile Negotiation
Negotiation is a process in which two or more entities in conflict may embark on a

Process to discover a mutually acceptable resolution to the conflict
20/11/2024 168
Agile Negotiation & conflict Management
20/11/2024 169
Five level of conflict
20/11/2024 170
Servant leadership principles
20/11/2024 171
Summary

Concepts
20/11/2024 172
Chapter 9 :
Agile value
Based priorisation
20/11/2024 173
Agile value Based priorisation
Objectives
o Explain the concept of time value of money

o Take project decisions based on NPV , IRR, ROI and pay back of period
20/11/2024 174
Agile Forecasting
o They are based on estimates instead of historical data.

o They are deterministic, i.e. they point to an exact date or an
exact amount of hours.
o When forecasts are used, they are based on averages.
o Estimates are compared to actual data to validate them.
20/11/2024 175
Time value of money
20/11/2024 176
Present value vs Future value
20/11/2024 177
Business case
A business case provides justification for undertaking a project, programme or

portfolio. It evaluates the benefit, cost and risk of alternative options and
provides a rationale for the preferred solution
20/11/2024 178
Return of investment
Return on Investment (ROI) is defined as the amount of money gained or lost on

an investment relative to the amount of money invested. ROI expected is a very
important deciding factor in adopting a particular technique of software
development. ... Agile's potential to deliver superior Return on Investment (ROI)
20/11/2024 179
Net present value
Net present value is the present value of the cash flows at the required rate of
return of your project compared to your initial investment,” says Knight.
20/11/2024 180
Payback period
The payback period is the length of time it takes to recover the cost of
an investment or the length of time an investor needs to reach a
breakeven point. Shorter paybacks mean more attractive investments, while
longer payback periods are less desirabl
20/11/2024 181
Priorization Factors
20/11/2024 182
Prioritizing requirement - Moscow
MoSCoW (Must Have, Should Have,

Could Have, Won't Have this time)
is primarily used to prioritise
requirements, although the practice is
also useful in many other areas.
20/11/2024 183
Kano Model
20/11/2024 184
Kano Model – 4 categories
20/11/2024 185
Agile Customer valued priorisation
20/11/2024 186
Minimum Marketable Feature (MMF)
A minimum marketable feature (MMF) is the smallest set of functionality in a

product that must be provided for a customer to recognize any value. In this
context, a feature is something within the product that is individually perceived
as having value by the user.
20/11/2024 187
Determine the MMF
20/11/2024 188
Introduce Slack
One way to introduce slack into

your iterations would be to schedule
no work on the last day or two of
your iteration. This would give you
slack, but it would be pretty
wasteful.
A better approach would be to

schedule useful, important work
that isn't time-critical—work you
can set aside in case of an
emergency
20/11/2024 189
Summary

Concepts
20/11/2024 190
Chapter 10 :
Agile Risk
Management
20/11/2024 191
Agile Risk Management
Objectives
o Explain adjusted product backlog in agile

o Identify the steps involved in Agile risk management
o Describes various risk identification , assessment , response and review strategies
o List the steps in progressive risk reduction
o Determine the use of Agile risk based spike
20/11/2024 192
Risk are managed in agile projects by associating user stories to themes and
ensuring that risks are prioritized early in the project’s iterations. The goal of each
iteration should be to progressively ‘de-risk’ the project
20/11/2024 193
The risk management is repeated

Every iteration.
A part of the iteration Restrospective ,

the remaining risks can Be reviewed
and the probabilities and Impacts
validated.
The team can be asked to identify

new risks The ramaining features that
continue To carry risk would be
identified for selection In the next
iteration
20/11/2024 194
Risk Management life cycle
o Identification risk
o Assess risk
o Risk Response
o Risk review
20/11/2024 195
Risk identification opportunities
20/11/2024 196
Risk Assessment
20/11/2024 197
Risk Burn down chart
20/11/2024 198
Risk Response Strategies
20/11/2024 199
Risk Review
20/11/2024 200
Progressive Risk review
20/11/2024 201
Risk Based spike
20/11/2024 202
Summary

Concepts
20/11/2024 203
Chapter 11 :
Agile Metrics
Concepts
20/11/2024 204
Agile Metrics
Objectives
20/11/2024 205
Agile Metrics
20/11/2024 206
Agile Metrics
Types of Metrics
20/11/2024 207
Agile Metrics
Velocity
20/11/2024 208
Agile Metrics
Sample Velocity chart
20/11/2024 209
Agile Metrics
Burn dwon chart - line style
20/11/2024 210
Agile Metrics
Burn dwon chart - Bar style
20/11/2024 211
Agile Metrics
Cycle Time
20/11/2024 212
Agile Metrics
Earned value Management
20/11/2024 213
Agile Metrics
Earned value Metrics
20/11/2024 214
Agile Metrics
Planning parameters
20/11/2024 215
Agile Metrics
Earned value Management for Agile
20/11/2024 216
Agile Metrics
Baseline Metrics
20/11/2024 217
Agile Metrics
EVM Metrics
20/11/2024 218
Agile Metrics
Result interpretation
20/11/2024 219
Summary

Concepts
20/11/2024 220
Chapter 12 :
Agile value
Streaming
20/11/2024 221
Agile Value Streaming
Objectives
20/11/2024 222
Value Streaming Mapping
20/11/2024 223
20/11/2024 224
20/11/2024 225
Mapping seven waste
20/11/2024 226
Mapping seven waste
20/11/2024 227
Chapter 13 :
PMI code of ethics
20/11/2024 228
PMI code of ethics
20/11/2024 229
PMI code of ethics
Agile contracts
20/11/2024 230
PMI code of ethics
Control limits for Agile contracts
20/11/2024 231
Thank you for your assistance
Are there any others Questions ?
20/11/2024 232

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Project Management

❑ ACP : Agile Certified Practionner

➔PRINCE2 Agile (PRojects IN Controlled Environments 2 Agile)

• Qualifications for the PMI-ACP Exam

Fourth main parts

Audit : you will recieve an email … follow instructions…

Chapter 1 : Agile Introduction & Overview

Chapter 1 : Agile Introduction & Overview

• Explain Agile Development

An iterative and incremental (evolutionary) approach to software development

Scott Ambler - http://www.agilemodeling.com/

Agile Manifesto Values

That is, while there is value in the items on the right,

Early Delivery of Users Stories reflect

Communication HighSource: www.agilemanifesto.org

What is Not Agile

• Emphasis on collaboration , team empowerement , and frequent demonstartions of progress.

o Only engage in projects that motivate individuals

o The best Architecture emerge from self-organizing teams

o Trust the team to get the job done

o Do projects that will ‘ exite‘ the job customer

o Only engage in projects that motivate individuals

o The best Architecture emerge from self-organizing teams

o Trust the team to get the job done

o Do projects that will ‘ exite‘ the job customer

o Emphasis on collaboration , team empowerment , frequent demonstartions of progress

o Accurate predictions of project completion

o Lightweight , relies on whiteboards , index cards and facilitation techniques

o Implicity focus on pull vs push

o Emphasis on collaboration , team empowerment , frequent demonstartions of progress

o Accurate predictions of project completion

o Lightweight , relies on whiteboards , index cards and facilitation techniques

o Implicity focus on pull vs push

o Too much emphasis on design limits the amount of requirements gathering.

o The best design emerge from code overtime.

o Agile does not recommand design as it constraints development velocity.

o Too much emphasis on design limits the amount of requirements gathering.

o The best design emerge from code overtime.

o Agile does not recommand design as it constraints development velocity.

o Working software over comprehension documentation

Quest 5 : which of the following Agile Manifesto values is incorrect ?

o Working software over comprehension documentation

• Agile Techniques to deal with changing requirements and improve quality

Chapter 1 : Agile Introduction & Overview

• Explain some of the Agile Methodologies & techniques

Agile Methodolgies , Framework and process

The PMI ACP certification references several core methodologies

Dynamic System Feature Driven

Agile Project Source: www.agilemanifesto.org

Features that make scrum popular :

C-FORC abbreviates the values of Scrum.

Scrum Life Cycle

Sprint Scrum Events and Artifacts

Daily Scrum/Standup Meeting

Sprint Review is a demonstration of the deliverables of the Sprint.

Sprint Retrospective is a continuous improvement mechanism in a Scrum Team. It helps discuss

“Definition of Done” is a checklist of items to be verified before marking something as Done.

Usually prepared by the Scrum Master in consultation with the Team

Extreme Programming is a system of practices to develop high-quality software.

Here are some of the well-known XP practices: