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 Exam Eligibility
 Exam Pattern
 Pre requisites
 Content Distribution
 Tools and Techniques
 Domains and Tasks for Agile Certification

(PMI®-ACP) Agile Certified

Practitioner
 General PM Agile PM
Category Education PM education
Experience
Experience

21 contact 1500 hrs

One Bachelors 2000 hrs
Hours (Last 2 Years)

High 21 contact 1500 hrs

Two 4000 hrs
School Hours (Last 2 Years)

(PMI®-ACP) Agile Certified

Practitioner
 No of Questions : 120
 Duration : 3 hours

Part Percent age

Agile Tools and
50%
Techniques
Agile Knowledge and
50%
Skills

(PMI®-ACP) Agile Certified

Practitioner
(PMI®-ACP) Agile Certified
Practitione
r
(PMI®-ACP) Agile Certified
Practitione
r
(PMI®-ACP) Agile Certified
Practitioner
“Fail early, fail often, revise &
learn”
In February 2001, 17 software developers They published the Agile Manifesto for
met to discuss lightweight development Software Development to define the
methods. approach now known as agile
software development

(PMI®-ACP) Agile Certified

Practitioner
 Group of software development methods based on Iterative and incremental
development
Requirements and solutions evolve through collaboration between self-organizing,
Cross-functional teams
Promotes adaptive planning, evolutionary development and delivery. Time-boxed
iterative approach

Encourages rapid and flexible response to change

It is a conceptual framework that promotes foreseen interactions throughout the
development cycle. The Agile Manifesto introduced the term in 2001.

(PMI®-ACP) Agile Certified

Practitioner
 Lightweight agile software development methods evolved in the mid-1990s
as a reaction against the Heavyweight waterfall -oriented methods.

1994 1995 1996 1997

RUP Scrum, DSDM Crystal Clear -light Weight Methodology ASD - Adaptive software development
Rationali Uniifed Process Dynamic systems development method XP - Extreme programming FDD - Feature-driven development

These are now collectively referred to as agile methodologies

(PMI®-ACP) Agile Certified

Practitioner
 Agile practices are gaining in popularity

Survey Respondent
26% Forrester Study shows 74% of respondents
claim a mature adoption of agile (“How Agile is
Claim
Your Organization?, April 30,2013)
Mature
74% Adoption

Agile provides a great way for software development organizations to deliver quality
software in a predictable fashion
Many organizations use a combination of agile and waterfall techniques depending on
goals.

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Traditional Software Development Agile
Software Development
Requirements are analyzed Requirements are translated into User
Stories and become the product backlog
Architecture and Design are created
Requirements are implemented, Usable chunks (high Value Stories) of
software are developed in short periods
tested and delivered of time (sprints, iterations, etc.)
Months (or longer) occur before usable Customer works with the team and
software for customer to evaluate reviews software regularly

Priorities may shift from iteration to iteration

Agile teams expect and embrace change

14
 Traditional Project Management Agile Project Management
Planning given importance Execution given importance than planning

Scope is fixed. Time and cost are Time and cost are fixed. Scope is derived
derived
Delivering within triple constraint is a Delivering business value is the success of
success the project
Scope once fixed follows change control Scope is flexible and change is
Process and customer charged for every accommodative
change Team controls the project and team is
Project manager controls the project and
self organizing to take care of the project
Controls the team
Documents are interim deliverables and Incremental product is delivered to
Final product is delivered at the end of Customer frequently
the phase

(PMI®-ACP) Agile Certified

Practitioner
Give me all requirements, otherwise it
will cost you!
13
(PMI®-ACP) Agile Certified
Practitioner
 Roe
l
Scrum
framework
Roles
•Product owner
•ScrumMaster
•Team Ceremonies
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts
•Product backlog
•Sprint backlog
•Burndown charts
 Roe
l
Scrum
Roles
framework
•Product owner
•ScrumMaster
•Team Ceremonies
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts
•Product backlog
•Sprint backlog
•Burndown
charts
 Product
owner
• Define the features of the
product
• Decide on release date and
content
• Be responsible for the
profitability of the product
(ROI)
• Prioritize features
according to market
value
• Adjust features and priority
 The
• TheScrumMaster
Scrum Master is a servant-leader for the
Scrum Team
• Responsible for enacting Scrum values and
practices
• Removes impediments for the team
• Ensure that the team is fully functional and
productive
• Enable close cooperation across all roles and
functions
• Shield the team from external interferences
• Coaching the Development Team in self-organization
and cross-functionality
• Helping the Development Team to create high-value
products
• Ensures that the Product owner knows how to
prioritize product backlog items
 The Development
team

• Typically 3-9 people (excluding product owner and scrum master

• Cross-functional:
– Programmers, testers, user experience designers, etc.
– No specific titles. Every member is a developer
– Self Organizing
– No External specialists
• Members should be full-time
• May be exceptions (e.g., database administrator)
 Roe
l
Scrum
framework
Roles
•Product owner
•ScrumMaster
•Team
Ceremonies
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts
•Product backlog
•Sprint backlog
•Burndown
charts
Team
Sprint planning
capacit meeting
y Sprint prioritization

Produc • Analyze and evaluate product Sprin

t backlog t
backlog • Select sprint goal goal

Business
condition Sprint planning
s • Decide how to achieve sprint goal
Curren (design)
Sprint
t • Create sprint backlog (tasks) from backlo
product product backlog items (user stories g
/ features)
Technolog • Estimate sprint backlog in hours
y
 Sprint
•
planning
Team selects items from the product backlog they can commit to
completing
• Sprint backlog is created
– Tasks are identified and each is estimated (1-16 hours)
– Collaboratively, not done alone by the ScrumMaster
• High-level design is considered
• 8 hours / month sprint
•• Definition
The of Owner
Product done agreed
can help to clarify the selected Product
make trade-
Backlog items and
offs
As a vacation Code the middle tier (8
planner, I want hours) Code the user
to see photos of interface (4) Write test
fixtures (4)
the hotels. Code the foo class (6)
Update performance tests
(4)
 Definition of
done
• DoD is a checklist of acceptance criteria
required to produce software
• DoD can be agreed at different levels
• Definition of Done for a feature (story or product
backlog item)
• Definition of Done for a sprint (collection of
features developed within a sprint)
• Definition of Done for a release (potentially
shippable state)
 The sprint
• goal
A short statement of what the work will be
focused on during the sprint
Life Sciences
Support features necessary for
Database population genetics studies.
Application
Make the application run on SQL
Server in addition to Oracle.
F
i
n
a
n
c
i
a
 The daily
• scrum
Parameters
– Daily
– 15-minutes
– Stand-up
• Not for problem solving
– Whole world is invited
– Only team members, ScrumMaster, product
owner, can talk
• Helps avoid other unnecessary meetings
Everyone answers
3questions 1
What did you do yesterday?

2
What will you do today?

3
Is anything in your way?
• These are not status for the
ScrumMaster
– They are commitments in front of peers
 The sprint
•
•
review
Team presents what it accomplished during the sprint
Typically takes the form of a demo of new features or underlying
architecture
• Whole team participate
• 4 hours/month sprint
• Attendees include the Scrum Team and key stakeholders
invited by the Product Owner;
• The Product Owner explains what Product Backlog items have
been “Done” and what has not been “Done”;
• The Development Team discusses what went well during the
Sprint, what problems it ran into, and how those problems
were solved;
• The Development Team demonstrates the work that it has
“Done” and answers questions about the Increment;
 Sprint
• retrospective
Periodically take a look at what is
and is not working
• 3 hours/
• Done after every sprint
• Whole team participates
– ScrumMaster
– Team
– Possibly Product owner
 Start / Stop /
• Continue
Whole team gathers and discusses
what they’d like to:

Start doing

Stop doing
This is just
of
one
do
many ways Continue
to a sprint
retrospective
.
doing
 Scrum
Rolesframework
•Product owner
•ScrumMaster
•Team Ceremonies
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts
•Product backlog
•Sprint backlog
•Burndown charts
 Product
backlog • The requirements
• A list of all desired
work on the project
• Ideally expressed such
that each item has
value to the users or
customers of the
product
• Prioritized by the
product owner
• Reprioritized at the
This is the start of each sprint
product
backlog
A sample product
backlog Backlog item Estimate
Allow a guest to make a reservation 3
As a guest, I want to cancel a reservation. 5
As a guest, I want to change the dates of
3
a reservation.
As a hotel employee, I can run RevPAR
8
reports (revenue-per-available-room)
Improve exception handling 8
... 30
... 50
 Managing the sprint
backlogsign up for work of their own
• Individuals
choosing
– Work is never assigned
• Estimated work remaining is updated daily
• Any team member can add, delete or
change the sprint backlog
• Work for the sprint emerges
• If work is unclear, define a sprint backlog
item with a larger amount of time and
break it down later
• Update work remaining as more becomes
known
 A sprint
backlog
Tasks Mon Tues We Thu Fri
d r
Code the user interface 8 4 8
Code the middle tier 16 12 10 4
Test the middle tier 8 16 16 11 8
Write online help 12
Write the foo class 8 8 8 8 8
Add error logging 8 4
 Spri
nt
• A sprint (or iteration) is the basic unit of
development in Scrum. The sprint is a
timeboxed effort; that is, it is restricted to a
specific duration. The duration is fixed in
advance for each sprint and is normally
between one week and one month, with
two weeks being the most common
• Sprint represents one developmental
lifecycle
Business Project Project
Case Charter
Objective

Product Product
Backlog
Roadmap
Relea
ses
Release Release Release Release
1 2 3 4
Iterati
ons
I1 I2 I3 I4 I5 I6 I7 I8 I9 I1 I1 I1
0 1 2
Story
Maps/Themes
Agile Project Management
Snapshot
 Product Road
Map
25th Aug
15
2nd Distributed
Game – Brickyard
A product roadmap shows how the product (Multi User)
will evolve over the next three to four releases
or some period of calendar time, typically
quarters. It’s a high-level representation of 18th Jul
what features or themes are to be delivered 15 Distributed Game
First
in each release – Road Rage (Multi User)

22nd May
15
First Two Game available –
Road Rage & Brickyard (Single
User)

10th May
15
Game1 Demo –
Proof of Viability on new
platform
• Individuals and over processes and tools
interactions
• Working software over comprehensive
documentation
• Customer collaboration over contract negotiation

• Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

(PMI®-ACP) Agile Certified

Practitioner
• Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
• Welcome changing requirements, even late in development. Agile processes
harness change for the customer’s competitive advantage
• Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale
• Business people and developers must work together daily throughout the
project
• Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
• The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.

(PMI®-ACP) Agile Certified

Practitioner
• Working software is the primary measure of progress.
• Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace indefinitely.
• Continuous attention to technical excellence and good design enhances agility.
• Simplicity - the art of maximizing the amount of work not done is essential.
• The best architectures, requirements, and designs emerge from self-organizing
teams.
• At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.

(PMI®-ACP) Agile Certified

Practitioner
  These are frameworks and processes which are based on Agile
manifesto and principles.

 XP
 DSDM
 Scrum
 Agile Modeling
 AUP
 Agile Data Method

 Essential Unified Process

 FDD
 Open UP

 Lean software Development

 Crystal Methods

(PMI®-ACP) Agile Certified

Practitioner
Far from Simple = easily knowable.
Agreeme
Complicated = not simple, but still
nt knowable
Requiremen

Complex = not fully knowable, but

reasonably predictable.

Chaotic = neither knowable nor

ts

predictable

Close to
Agreeme
nt Close to
Technology Far from Certainty
Certain When you manage a system, you need to know whether it is either
ty predictable or complex.
Ifyou’re
you take theblow-drying
either wrong approach to building
your pizza, or managing
or microwaving such
your a
dog
system, (PMI®-ACP) Agile Certified
Practitioner
 Plan

Speculate
Initiate Execut e Mr. Jim Highsmith
Coauthor : Agile Manifesto, Declaration of
Interdependence for project leaders
Envision Explore Close Author: Adaptive Software Dev. (Jolt Award
2000), APM Framework
Founding Member : Agile Alliance, Agile
Project Leadership Network
Adapt
Current: Director of “Cutter
Consortium”
Monitoring and Control

(PMI®-ACP) Agile Certified Practitioner

 Our First Product: Paper Airplanes
How good can your team get at making paper
airplanes?
Acceptance Criteria Definition of “Done”
 Airplane is made from ¼  Airplane meets all the
sheet of A4 paper acceptance criteria
 Airplane has wings  Airplane has passed all tests
 Airplane has a blunt tip successfully
 Airplane can fly 3m on the
first attempt

Airplanes are only allowed to fly in the test area

Only one fold per person at a time. (After 1 fold, you must pass
the airplane to someone else on your team.)
48
(PMI®-ACP) Agile Certified Practitioner
 APM Framework  Envision
(Envision) ◦ Objectives
 Things to Know ◦ Activities
 Requirement Gathering
 Organize Features
 Accounting Risk

(PMI®-ACP) Agile Certified

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