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Session 1
PMI-ACP® EXAMPREP COURSE
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INTRODUCTION
Falcon Training
Welcome!
Falcon Training provides project management delivery
and training services.
– PMP and CAPM
– PMI-ACP
– Introduction to Project Management
– Tailored offerings
The Course
Three days
Based on;
– The PMI-ACP Exam Content Outline
– PMI-ACP Exam Prep by Mike Griffiths
Tutor:
– Mike Roberts, PMP, CAPM, PMI-ACP
Some additional revision is required outside of the course
4
The Textbook
The Student Guide
Contains summary of all the relevant course information
Includes the Domain Tasks game for you to refer to.
Any Questions?
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INTRODUCTION TO
PMI, PMBOK and PMI-ACP
Project Management Institute (PMI)
World’s leading project management association
Approximately 700,000 members and credential
holders in over 200 countries
“Making project management indispensable for
business results”
PMINZ
Active and growing New Zealand chapter
Active and growing South Island, Central and Northern
branches
www.pmi.org or www.pmi.org.nz for full details
The PMBOK® Guide
Standard reference from the PMI for managing projects
Collection of 5 processes and 10 knowledge areas
Generally accepted as best practice in project
management
Internationally recognized standard and aligns with
ISO21500
PMI-ACP
Global recognition of expertise in Agile practices
The only Agile certification that requires a combination
of training, experience and an exam.
It bridges Agile approaches such as SCRUM, XP,
LEAN and Kanban. It doesn’t focus on just one.
PMI-ACP
PMI-ACP certification does not expire if you keep in
good standing
The exam is based on the results of an Agile Job
Analysis
The exam covers 7 Domain Areas.
You must earn at least 30 professional development
units (PDUs) over three years to retain the credential
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THE PMI-ACP® EXAM
PMI-ACP® Exam
120 multi-choice questions (of which 100 are scored)
3 hours total (90 seconds per question!)
Pass mark is a bit of a mystery
It is not an easy exam
If you don’t study, you won’t pass
Exam Results
You will be told whether you pass or fail
You will not be given a percentage score
In each of the 7 domains, you will be told whether you
are;
– Proficient
– Moderately Proficient
– Below Proficient
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PREPARING FOR AND PASSING
THE PMI-ACP ® EXAM
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BEST PRACTICE STUDY
TECHNIQUES
10%
20%
30%
50%
80%
90%
Read Hear Read & Hear Discuss Experience Teach
How Much Do We Remember?
How you will learn on this course
If we could implant the information directly
into your brain we would – but we can’t so instead we have the following:
– Trainer knowledge and presentation
– Slides
– Notes
– Mock exams
– Text books
– Games
– Self study
How you will learn on this course
This course will focus on teaching you:
• The content and knowledge needed to answer
exam questions
• How to read and answer a typical question
The course isn’t designed to teach Agile project
management but it’s a wonderful by-product.
Effective Learning Takes Time
Learning takes time and you will go through the
following steps:
– Accumulation
– Incubation
– Inspiration
To make best use of your time, spread study over
several weeks
Study Tips
Take brief breaks (5–10 min) after 50 minutes study
Vary tasks and topics during lengthy study periods
Find one special place for studying, and use only for
that
Try to eliminate distractions in this location
If you’re daydreaming, walk away for a few minutes
Study Tips
Avoid ‘escape’ syndrome of fretting and talking more
about studying than actually studying
Make a realistic appraisal of priorities:
– What has to be done
– How much time there is to do it
– When it will be done
– Then … just do it!
Memorising
Mix your styles of study as much as you can
Retention of information improves dramatically if you
touch each concept at least 3 times
Go over each concept at least once before, once during,
and once after class
Your brain retains information better if repeated within
24 hours and then again within 7 days
Memorising
Study big ideas first. Understand the big picture, then fit
in the details.
– Easier to remember details if they can be fitted into a
framework
Memorise formulas and terms which will be needed on
the exam
Test Yourself
Think of questions that might be on the exam
– Find a variety of ways to test yourself as you review
– Act of formulating questions helps discriminate
between important and less important information
– During this course, we will ask you to create your own
questions and try to stump your colleagues
– Creating exam questions keeps you alert and thinking
actively
Be a Teacher
Reciting is most powerful way to learn and remember
– Constantly practice restating, repeating, putting into
your own words
Learning Styles
Everyone learns differently. Be aware of the way you
learn best and follow it
Homework: visit www.vark-learn.com and do the
survey
VARK and this Course
• Text book
• Slide text
• Sharing stories
• Trainer talking
• Talking with others
• Diagrams
• Charts
• Pictures
Visual Aural
ReadingKinaesthetic
The proven best learning technique . . .
Is simply hard work . . .
Please be prepared to put in the time and effort
necessary to be successful
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AGILE PRINCIPLES AND MINDSET
CHAPTER 116% = ~19 Questions
Overview
Difficulty Memorisation Exam Importance
Low
Medium
High
Introduction
Underlying principles behind the concept of agile.
Comparing Agile vs Traditional.
Agile Manifesto, Scrum, Extreme Programming, Lean,
Kanban.
Why Agile Methods?
Agile was created for Knowledge Worker
projects.
Knowledge work is invisible, changing, less
structured and more innovative than traditional
‘industrial’ projects (i.e construction).
The need for a focus on Communication and
Collaboration.
The Agile Triangle
Traditional Projects Agile Projects
Scope Fixed Variable
Time Variable Fixed
Cost Variable Fixed
The Agile Manifesto
The Agile Manifesto sets out the
approach and principles of the agileconcept.
www.agilemanifesto.org
More Important . . . . . . Important
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Guiding Principles
1. Early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in
development.
3. Deliver working software frequently.
4. Business people and developers must work together.
5. Build projects around motivated individuals.
6. Face-to-face conversation is best.
Guiding Principles
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
9. Technical excellence and good design.
10.Simplicity--the art of maximizing the amount of work not
done--is essential.
Guiding Principles
11.The best architectures, requirements, and designs
emerge from self-organizing teams.
12.At regular intervals, the team reflects and adjusts its
behaviour accordingly.
The Declaration of Interdependence
• ‘Be Agile’, don’t just ‘Do Agile’.
• The DOI is not tested within the exam, but it does
accurately reflect the mind-set of being agile.
• See PMI-ACP Exam Prep - Page 22
The Declaration of Interdependence
1. We increase return on investment by making
continuous flow of value our focus.
2. We deliver reliable results by engaging customers in
frequent interactions and shared ownership.
3. We expect uncertainty and manage for it through
iterations, anticipation, and adaptation.
The Declaration of Interdependence
4. We unleash creativity and innovation by recognizing
that individuals are the ultimate source of value, and
creating an environment where they can make a
difference.
5. We boost performance through group accountability for
results and shared responsibility for team effectiveness.
6. We improve effectiveness and reliability through
situationally specific strategies, processes and practices
Agile Methods
Feature Driven Development
Lean
Crystal
Extreme Programming
DSDM
SCRUM
Kanban
Scrum
Three Pillars of Scrum
Transparency
AdaptionInspection
Extreme Programming (XP)
Lean Product Development
Lean
Eliminate Waste
Empower the Team
Deliver Fast
Optimise the
Whole
Build Quality In
Defer Decisions
Amplify Learning
Waste reduces value
Popendieck’s Seven Software-Related Wastes
Waste Description Example
Partially done work Work started, but not complete Code waiting for testing
Requirements specifications
waiting for development
Extra processes Extra work that does not add value Unused Documentation
Unnecessary approvals
Extra features Features that are not required, or thought of as ‘nice-to-
haves”
Gold-plating
Technology features
Task switching Multi-tasking between several different projects People on multiple projects
Waiting Delays waiting for reviews/approvals Waiting for prototype reviews
Waiting for document approvals
Motion The effort required to communicate information.
Increased when teams are not co-located
Distributed teams
Handovers to other teams
Defects Defective documents or software that need correction Requirements defects
Software defects
Kanban Development
Backlog Design
(4)
Develop
(4)
Test
(2)
Accept
(3)
Deploy
Feature Driven Development (FDD)
Develop a high-level
model
Build a feature list
Plan by feature
Design by feature
Build by feature
Dynamic Systems Development Method
(DSDM)
DSDM is centred around 8 principles;
1. Focus on the business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build incrementally from firm foundations
6. Develop iteratively
7. Communicate continuously
8. Demonstrate control
Crystal
L200
E20 E40 E100 E200
D6 D20 D40 D100 D200
C6 C20 C40 C100 C200
Clear Yellow Orange Red
Cri
tica
lity
(def
ect
cau
se lo
ss o
f…)
Number of People Involved
Comfort(C)
DiscretionaryMoney
(D)
EssentialMoney
(E)
Life(L)
1-6 7-20 21-40 41-100 101-200
Magenta
Servant Leadership
Shield the team from interruptions
Remove impediments
Communicate the project vision
Carry food and water
Agile Process Overview Chart
PMI-ACP® Exam Prep page 64
Practice Questions…
PMI-ACP® Exam Prep page 75
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VALUE-DRIVEN DELIVERY
CHAPTER 220% = ~24 Questions
Overview
Difficulty Memorisation Exam Importance
Low
Medium
High
Introduction
Delivering Value is a cornerstone of Agile methods.
Projects are undertaken to provide businesses with
additional value.
Value Driven Delivery is the aim to maximise value
throughout the life of the project
- “Will it make the boat go faster?”
Negative risk reduces or removes value = “Anti-Value”
Assessing Value
There are several mathematical ways to assess value
Return on investment (ROI)
Net present value (NPV)
Internal rate of return (IRR)
Return on Investment (ROI)
A way to consider profits in relation to capital invested. The return gained from money spent.
-3000
-2000
-1000
0
1000
2000
3000
4000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Cumulative Spending Cumulative Income Net Cash Flow
Net Present Value (NPV) Provides a way of calculating the value of a future amount
in today’s terms.
Takes into account the upfront investment and ongoing returns and depicts them in present value terms.
Upfront
CostYear 1 Year 2 Year 3 Year 4 Year 5
-$200K $50K $0 $100K $0 $150K
-$250K $0 $200K $50K $100K $250K
Internal Rate of Return (IRR)
Uses duration and payback information
to calculate a suitable interest rate.
The higher the interest rate, the better
the project is.
Agile Earned Value Management
0
50
100
150
200
250
300
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
Actual Spending Actual Progress
Agile Earned Value
0
50
100
150
200
250
300
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
Actual Spending Actual Progress
Home Screen and Theme Setup
Company Services
Contact and Profiles
Online Store
User Survey
Blog
Analytics
Agile Earned Value
0
50
100
150
200
250
300
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
Actual Spending Planned Spending
Actual Progress Planned Progress
Home Screen and Theme Setup
Company Services
Contact and Profiles
Online Store
User Survey
Blog
Analytics
So how are we performing?
Those PMP’s and CAPM’s in the room may remember
these formulas…
Schedule Variance
(SV)SV = EV - PV
SV = 100 – 90 = 10 points(We’ve created 10 more story points
than what we planned)
Schedule
Performance Index
(SPI)
SPI = EV / PVSPI = 100 / 90 = 1.11(111% of the rate planned)
Cost Variance (CV) CV = EV - ACCV = $100k - $200k = -$100k
(We’ve spent $100K more than what we planned)
Cost Performance
Index (CPI)CPI = EV / AC
CPI = $100k / $200k = 0.5(We are only getting 50c worth of value
for every $1 we spend)
Planning Value
Plan to ensure that the customer receives the most
value at all times.
Value planning is on the forefront of;
- The Product Backlog
- Change Requests
- Risk Management
- Defect Fixes
Customer-Valued Prioritization
Determining what holds the greatest value for our
customers.
MUST involve the customer
Prioritised work packages are arranged in a Product
Backlog (SCRUM) or Feature List (FDD).
Prioritisation Schemes
This is an ongoing process (and relationship!)
Prioritization Schemes
Simple
MoSCoW
Monopoly Money or 100 points
Relative Prioritization/Ranking
Prioritising the backlog from 1-n.
Is Activity A more or less valuable than Activity B?
Incremental Delivery
Build in phases
Simple first, complex second
Confirming Value
www.businessballs.com
Gulf of Evaluation
….the gap between an how something was described
and how it was understood.
Very common issue in Knowledge Worker projects
Confirming Value
Prototypes
SimulationsDemonstrations
Agile Tools
• Low-Tech – High Touch
• Simple and easy to use/update
• Avoids the perception that the outputs from flashy
tools implies accurate data!
Task and Kanban Boards
Backlog Design
(4)
Develop
(4)
Test
(2)
Accept
(3)
Deploy
WIP Limits
Backlog Design
(4)
Develop
(4)
Test
(2)
Accept
(3)
Deploy
Cumulative Flow Diagrams (CFD’s)
0
100
200
300
400
500
600
700
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Completed In Progress Total
A
B
Little’s LawA: Queue Duration
(time)
B: Queue Length(units)
Reduce these as much as possible!
Cumulative Flow Diagrams (CFD’s)
0
50
100
150
200
250
300
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
UAT Test Build Analysis Total
Agile Contracting
Traditional Contracting vs Agile Contracting
Types of Contracts
- Money for Nothing, Change for Free
- Graduated Fixed Price Contract
- Fixed Price Work Package
Frequent Verification and
Validation▪ Validation : Are you building the right thing?
▪ Verification : Are you building it right?
Stand-up Meetings
Iteration Demos
User Stories
Planning Meetings
Pair Programming
Quality Assurance
Continuous Integration
CodeZ
CodeY
CodeX
Developers
SourceControlSystem
FailBuild and Test
Pass
Integration
Fail Pass
Test-Driven Development (TDD)
85
▪ Also known as Test First Development (TFD)
Create Tests Write Code
Refactor
Run
Tests
Run
Tests
Feature
Complete?
(RED)
(CLEAN)
(GREEN)
Acceptance Test-Driven
Development (ATDD)
86
▪ Similar to TDD however with a focus on defining
acceptance criteria with the customer as part of
planning.
Discuss Distill Develop Demo
Practice Questions…
PMI-ACP® Exam Prep pages 139
1 day closer to the exam!
