Agile Practitioner: PMI-ACP and ScrumMaster Aligned

Transcription

1 Agile Practitioner: PMI-ACP and ScrumMaster Aligned The PMI Agile Certified Practitioner (PMI-ACP) ScrumMaster credential validates your ability to understand agile principles, agile concepts, and establishes a baseline of the agile philosophy, including core concepts and general agile practices. This course helps you prepare for the PMI-ACP exam. What Students Learn Agile project management essentials Adopting an agile approach to project management Agile methodologies Scrum development process Agile planning o o Project initiating and requirements gathering Estimates and completion of the release plan Planning and monitoring iterations on an agile project Lead an agile team Manage stakeholder engagement on an agile project Ensure delivery of value and quality in agile projects Core PMI values and ethical standards Who Needs to Attend Managers and members of project teams who currently use or plan to adopt agile techniques Existing PMPs who wish to add on the PMI-ACP to demonstrate their knowledge and ability to lead both traditional and agile projects Individuals who have general project management experience and are using agile practices in their projects 1

2 Prerequisites To be eligible for the PMI-ACP certification, you must meet specific education and/or experience requirements and agree to adhere to a code of professional conduct. Follow-On Courses There are no follow-ons for this course. Certification Programs and Certificate Tracks This course is part of the following programs or tracks: PMI-ACP - PMI Agile Certified Practitioner Course Outline 1. Agile Project Management Essentials Characteristics of agile project management Primary vs. secondary agile values Agile principles Defined vs. empirical methodologies Comparing the agile triangle of constraints to that of traditional project management Compare agile to the traditional approach of project management Compare the phases of traditional project management with those of the agile framework Changing a project manager's responsibilities on an agile project Common agile methodologies 2. Adopting an Agile Approach to Project Management Correct common misconceptions about agile project management Should your organization adopt agile practices? Factors to consider when deciding whether to adopt agile practices Key principles of agile practices Best approach to take in adopting agile practices for a project 2

3 Principles behind an agile mindset Steps for obtaining buy-in from stakeholders to implement agile practices Communicating with members of a project team that they will be adopting agile practices 3. Agile Methodologies Principles of XP Matching XP practices with corresponding descriptions Principles of Lean development Purpose of tools used in Lean software development Activities carried out in the Crystal development process Principles and tools of the Crystal method Steps of the Feature Driven Development (FDD) process Tools used during FDD Characteristics of the Dynamic Systems Development Method (DSDM) Activities taking place during the phases of the Agile Unified Process methodology Comparing principles and tools of XP, Lean, and Crystal methodologies FDD, DSDM, and AUP methodologies 4. Scrum Development Process Matching Scrum team roles with their corresponding responsibilities Guidelines for effective stakeholder communication Matching project activities with their corresponding phases in the Scrum development process Various members of a Scrum team Activities that various Scrum team members will carry out during a given project Activities taking place during the pre-game phase of a Scrum project Activities that take place during a sprint Characteristics of the charts used in Scrum to track progress Matching Scrum tracking metrics with corresponding descriptions 3

4 Carrying out pre-game activities Carrying out activities related to an initial sprint Using metrics to track progress on a Scrum project 5. Agile Planning: Project Initiating and Requirements Gathering Levels of agile planning Benefits of having a plan for an agile project Activities that take place during the different phases of agile planning Essential elements of a business case Elements of product vision Use case and user stories Initiating an agile project Gathering requirements for an agile project 6. Agile Planning: Doing Estimates and Completing the Release Plan Activities carried out when using the planning poker technique Ideal days estimation technique Estimating velocity for a given team Factors that can negatively impact the velocity of an agile team Using the MoSCoW model to create a prioritized user story backlog Various factors' influence on the prioritization of user stories and the guidelines for splitting and combining user stories Planning iterations based on calculations using velocity and iteration length Estimating user story size and velocity for a given project Assigning prioritized user stories to iterations for a given project Analyzing survey data using the Kano model Plotting examples of features on a graph using the Kano model Prioritizing user stories using cost, value, and risk information Priority level of user stories in a priority matrix 4

5 7. Planning and Monitoring Iterations on an Agile Project Activities that take place during an iteration planning meeting Outputs of the iteration planning meeting Steps for creating an iteration backlog Calculating the buffer for a given set of project tasks Appropriate actions to take when planning iterations for a complex project Creating an iteration backlog for a given project Creating an iteration schedule that includes appropriate buffers Using tools to monitor progress during an iteration Project information that should be updated in a release plan Interpreting project release information using various types of charts Using charts to monitor and report progress during an iteration Using charts to report release status 8. Leading an Agile Team Role of project manager differs between traditional and agile project management Practices that reflect the mindset of an agile project leader and the characteristics of an agile team Causes of problems on agile teams Assessing the agility of members of an agile project team Strategies for overcoming challenges faced by dispersed agile teams Matching iteration phases with corresponding coaching activities Strategies for boosting team performance Coaching an agile team that is exhibiting signs of poor performance 9. Managing Stakeholder Engagement on an Agile Project Categorizing members of a project community according to stakeholder types Strategies for ensuring stakeholder engagement Activities that engage stakeholders throughout the phases of an agile project 5

6 Assessing the level of stakeholder engagement on a given project and make recommendations for improvement Concept of decision framing Using a decision gradient to lead a group in making a decision Appropriate level of knowledge sharing on an agile project and strategies for gathering stakeholder feedback Using tools and strategies to actively involve stakeholders during the life of a project 10. Ensuring Delivery of Value and Quality in Agile Projects Distinguish between valid and invalid reasons for documentation on an agile project Meeting the criteria for agile documentation Labeling examples of contracts according to their types Fixed-price contracts are not appropriate for agile projects Agile practices for managing project risk Determining which risk management tool a team should use given its situation and the health of an Agile project using earned value management (EVM) calculations Calculating the earned value for a given project and cost and schedule performance indicators for a given project Appropriate documentation and contract for a given agile project Reporting earned value information for a given agile project Agile practices that promote quality, strategies for ensuring quality on an agile project, and appropriate agile testing strategies Applying agile quality practices to a given project 11. Core PMI Values and Ethical Standards Mandatory vs. aspirational standards Classifying the types of actions a project manager might take that uphold the aspirational or mandatory standards associated with responsibility Classifying standards related to the core value of responsibility as being aspirational or mandatory 6

7 Integrating ethical standards into a project Creating an ethical environment in multicultural contexts Steps to take when addressing ethical dilemmas Making ethical decisions based on the values and standards in the PMI Code of Ethics and Professional Conduct 7