ACP Exam Prep Class. based on the Amazon #1 Best Selling Agile Almanac Book 1

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1 GR8PM Traditional Agile Hybrid Training Coaching Consulting ACP Exam Prep Class based on the Amazon #1 Best Selling Agile Almanac Book 1 Copyright, GR8PM, Inc., 2018, all rights reserved. No part of this presentation may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without prior written permission. PMP, PgMP, PfMP, CAPM, PMI-ACP, PMI-SP, PMI-RMP, PMI-BA and PMBOK Guide are registered marks of the Project Management Institute, Inc. 1 Introductions The Fastest Growing Certification in PMI History PMI-ACP has surpassed 22,000 certifications!! Market Demand = Career Opportunity PMP gets you the interview, PMI-ACP gets you the job! 2 1

2 Introductions About the PMI-ACP Certification Basic Information PMI-ACP Certification Exam Original Pilot, Fall 2011 Role delineation study, Fall 2014 Exam re-piloted, Summer 2015 PMBOK Guide Sixth Edition, October 2017 Aligned to Agile Practice Guide, March Introductions About the PMI-ACP Certification Basic Information PMI-ACP Certification Exam Exam results reported across 7 Domains: 1. Agile Principles and Mindset 2. Value-driven Delivery 3. Stakeholder Engagement 4. Team Performance 5. Adaptive Planning 6. Problem Detection and Resolution 7. Continuous Improvement (Product, Process, People) Exam results reported as Proficient, Moderately Proficient, or Below Proficient 4 2

3 Introductions About the PMI-ACP Certification Basic Information PMP credential vs PMI-ACP certification 5 Introductions About the Textbook Amazon #1 Best Seller, December 13, 2015 On-Demand Course, based on the book, was an Amazon #1 Best Seller, September 15,

4 Introductions About the Author John Stenbeck, PMP, PMI-ACP, CSM, CSP, is the Founder and President of GR8PM, and a long time PMI Volunteer Leader having served as President of PMI-San Diego. Amazon #1 Best Seller, December 13, 2015 Amazon #1 Best Seller, October 21, 2017 Agile Almanac, Book 3: Portfolios and Enterprise Scaling coming soon! 7 Introductions About the Author John Stenbeck, PMP, PMI-ACP, CSM, CSP Published, September 15, 2013 Coming August 2018 Coming September

5 Introductions About GR8PM, Inc. Training Coaching Consulting Traditional Agile Hybrid Agile-Organization Support Services: Agile Enterprise Roll-out & PMO Deployment Consulting Agile Coaching, Mentoring and Training Professional Development and Coaching Services: Coaching and Mentoring Corporate On-site Training PMI-ACP Exam Prep classes (On-Demand, Virtual, and Blended) 9 Introductions About GR8PM, Inc. Training Coaching Consulting Traditional Agile Hybrid Partial List of Past Clients Commercial 10 5

6 Introductions About GR8PM, Inc. Training Coaching Consulting Traditional Agile Hybrid Partial List of Past Clients Non-Commercial 11 Introductions Understanding Self-Directed Learning The Class Contains 3 Rank-Ordered Releases Chapter-by-Chapter Q&A Review Create "How to Pass on the 1st Try Roadmap Prepare to Go Live! Solving Your Workplace Challenges You Own the Process and the Results Participate by posting questions, issues and concerns on Skype Participate in group discussion of each Chapter Find a Study Buddy 12 6

7 Module 1: The World of Agile Project Management Understanding The World of Agile & PMs Traditional PM Maturity Culture Agile Maturity Culture Agile Almanac s position Best Practices Thought Leadership Framework Neutral 13 Module 1: The World of Agile Project Management Understanding the World of Agile Understanding The World of Agile Project Management How does this course help Practitioners? Important Highlights The Big 5 Deep Dive Flashcards Agile Certification Choices Agile, PMP s and 1500 Agile Hours 14 7

8 Module 1: The World of Agile Project Management Understanding the World of Agile How does this course help Practitioners? 1. Zero in on The One Best Way 2. Field Preparation Choose the right Best Practice 3. Value of Certification Knowledge vs. Expertise Employers view of validated knowledge 15 Module 1: The World of Agile Project Management Understanding the World of Agile The NEW Baseline: PMBOK Guide Sixth Edition Includes tools, techniques, and practices from EVERY part of the business world. 16 8

9 Module 1: The World of Agile Project Management Understanding the World of Agile The NEW Baseline: PMBOK Guide Sixth Edition 17 Module 1: The World of Agile Project Management Understanding the World of Agile The NEW Baseline: PMBOK Guide Sixth Edition Correlating Products and Projects 18 9

10 Module 1: The World of Agile Project Management Understanding the World of Agile The NEW Baseline: PMBOK Guide Sixth Edition Purpose of Schedules: Manage Stakeholder Expectations 19 Module 1: The World of Agile Project Management Understanding the World of Agile Understanding The World of Agile Project Management How does this course help Practitioners? Important Highlights The Big 5 Deep Dive Flashcards Agile Certification Choices Agile, PMP s and 1500 Agile Hours 20 10

11 Module 1: The World of Agile Project Management Understanding the World of Agile Understanding The World of Agile Project Management How does this course help Practitioners? Important Highlights The Big 5 Deep Dive Flashcards Agile Certification Choices Agile, PMP s and 1500 Agile Hours 21 Module 1: The World of Agile Project Management Understanding the World of Agile Key Question: Why is Agile important to you? 22 11

12 Module 2: The Agile Perspective PMP Perspective on the World of Agile Agile s Lineage TPS & W. Edwards Deming Lean & Eliyahu M. Goldratt Agile Keys Eliminate Waste Continuous Improvement Traditional Practices Rolling Wave Planning Progressive Elaboration Decomposition 23 Module 2: The Agile Perspective PMP Perspective on the World of Agile Jigsaw Puzzles Define the objective Traditional Project Charter Agile Product Vision Define the work Traditional WBS Agile Tasks Synchronize Traditional Status Meeting Agile Stand-up Meeting 24 12

13 Module 2: The Agile Perspective PMP Perspective on the World of Agile Construction Industry Architect creates blueprints Traditional Rolling Wave Planning Agile Iterations Permits and Approvals Traditional Decomposition Agile Review Meetings Construction Grand Opening Traditional Punch List Agile Backlog Grooming 25 Module 2: The Agile Perspective PMP Perspective on the World of Agile What Makes Planning Agile Agile balances resource consumption against the absolute certainty that the plan is going to change Agile embraces change driven by two factors the acquisition of new knowledge or to avoid problems 26 13

14 Module 2: The Agile Perspective PMP Perspective on the World of Agile Before Agile, Before PMI, and before some of us were born Apollo and the Moon President John F. Kennedy made a proclamation Traditional Project Charter Agile Vision Statement NASA used Iterations with Test-Driven Development to achieve Incremental Progress End of the decade was an unmistakable Condition of Satisfaction 27 Module 2: The Agile Perspective PMP Perspective on the World of Agile Myth #1 Agile is completely separate from and outside the PMBOK Guide Myth #2 Agile is a revolution Myth #3 Agile is easily scalable to large programs and enterprise portfolios Myth #4 Agile can meet its stated goal of changing the world of work while ignoring the needs of the Organization 28 14

15 Module 2: The Agile Perspective PMP Perspective on the World of Agile Core Purpose of Project Management and Agile Aid and support stakeholder decision-making! Agile Value Proposition in a Nutshell! Systematic innovation Sustainable advantage

16 Module 3: Agile & Lean Principles Agile Basics & the Agile Manifesto Methodologies Frameworks Processes We Value Individuals and Interactions Working Software Customer Collaboration Responding to Change over over over over Processes and Tools Comprehensive Documentation Contract Negotiation Following a Plan 31 Module 3: Agile & Lean Principles Agile Micro-Dynamic Workflow 32 16

17 Module 3: Agile & Lean Principles Micro-Dynamic Environment Micro-Dynamic Roles Stakeholders and Sponsors Product Owner or Customer-Proxy or Voice of the Customer Scrum Master Development Team or Team or SMEs Exam Note: Agile Practitioner 33 Module 3: Agile & Lean Principles Micro-Dynamic Environment Micro-Dynamic Roles 34 17

18 Module 3: Agile & Lean Principles Micro-Dynamic Environment Cone of Uncertainty PROBLEMS SOLUTIONS 35 Module 3: Agile & Lean Principles Micro-Dynamic Environment Micro-Dynamic Work Practices Stakeholders and Minimal Marketable Features (MMF) Minimum Marketable Features are defined as the smallest set of features providing enough functionality to fulfill the customer s expectations and create a desired level of engagement (i.e., consumer purchases or constituent votes)

19 Module 3: Agile & Lean Principles Micro-Dynamic Environment Micro-Dynamic Work Practices Value-Driven Deliverables Value Stream Mapping is a process that analyzes, and potentially redesigns, the flow of materials and information used to deliver a product or service to the customer in order to reduce the total time required from beginning to end of the production stream without taking shortcuts at the expense of future opportunities. 37 Module 3: Agile & Lean Principles Micro-Dynamic Practices Test-Driven Development (TDD) PASS TEST; DEFINE NEXT TEST CREATE WELL- DEFINED TEST PASS TEST; DEFINE NEXT TEST TAKE TEST FAIL TEST DO SOMETHING FAIL TEST TDD PROCESS FLOW TAKE TEST ALL TESTS PASSED; RELEASE TO PRODUCTION 38 19

20 Module 3: Agile & Lean Principles Micro-Dynamic Practices Product and Iteration Backlogs Product Backlogs Iteration Backlogs Backlog Grooming Refinement 39 Module 3: Agile & Lean Principles Micro-Dynamic Practices Empirical Process Control Transparency Inspection Adaptation 40 20

21 Module 3: Agile & Lean Principles Ceremonies and Meetings Operational Ceremonies Project Kick-off Meeting Elevator Statement Iteration Planning Definition of Done Daily Stand-up Meeting Review Meeting Retrospective Meeting 41 Module 3: Agile & Lean Principles Reporting Actionable Reports Information Radiator Visual Controls Burn Down Chart Burn Up Chart Feature, Function & Capability (FFC) Board Story Board Task Board 42 21

22 Module 3: Agile & Lean Principles Communication and Leadership Osmotic Communication Servant Leadership Personal Safety Emotional Intelligence Rules of Engagement Participatory Decision Making Knowledge Workers The Right Team Pre-Assignment

23 Module 4: Scrum Deep Dive Syllabus / Overview (Scrum) Basics Roles Workflow Ceremonies Artifacts Names worth knowing: Jeff Sutherland Ken Schwaber Mike Cohn 45 Module 4: Scrum Deep Dive Scrum Basics Scrum Alliance The largest User Group in the Agile space. Certifications include: Certified ScrumMaster (CSM, A-CSM, CSP-SM) Certified Scrum Product Owner (CSPO, A-CSPO, CSP-PO) Certified Scrum Developer (CSD, A-CSD, CSP-D) Certified Scrum Professional (CSP) Certified Agile Leadership (CAL I, CAL II) Certified Scrum Trainer (CST, CEC, CTC, CSC) 46 23

24 Module 4: Scrum Deep Dive Scrum Roles Roles Product Owner Scrum Master Development Team Scrum Team 47 Module 4: Scrum Deep Dive Scrum Workflow Workflow Scrum specific terminology 48 24

25 Module 4: Scrum Deep Dive Scrum Ceremonies Ceremonies Sprint Planning Daily Scrum Sprint Review Sprint Retrospective 49 Module 4: Scrum Deep Dive Scrum Artifacts Artifacts Product Backlog Sprint Backlog Increment Done (Terminology Alert) 50 25

26 Module 5: extreme Programming (XP) Deep Dive Syllabus / Overview extreme Programming (XP) Basics Basics Roles Workflow Ceremonies Artifacts Names worth knowing: Kent Beck Ron Jeffries 51 Module 5: extreme Programming (XP) Deep Dive extreme Programming (XP) Basics One key XP assumption is that a unified client viewpoint exists. When correct XP is productive. Otherwise it is risky at best. No Big Design Up Front and The simplest thing that could possibly work philosophy. Critics claim this results in constant re-designing as requirements emerge. Extreme Programming Refactored: The Case Against XP by Matt Stephens and Doug Rosenberg argues that XP's practices are interdependent and because few organizations adopt all of them, XP fails entirely

27 Module 5: extreme Programming (XP) Deep Dive XP Roles Architect Coach Customer Interaction Designer Product Manager Programmer Project Manager Tester Tracker Batman 53 Module 5: extreme Programming (XP) Deep Dive XP Workflow XP Workflow, Feedback Loops Monthly view = Release goals. Weekly view = Iteration specific step of progress towards the goal. Daily view = Stories and Acceptance Tests. Hour-to-Hour view = Pair Programming, Unit Testing and Code Delivery

28 Module 5: extreme Programming (XP) Deep Dive XP Ceremonies Organizing Ceremonies Whole Team, Planning Game, TDD Team Ceremonies Incremental Architectural Design, Pair Programming, Collective Code Ownership Technical Ceremonies Small Releases, Continuous Integration, 10-Minute Build 55 Module 5: extreme Programming (XP) Deep Dive XP Artifacts Artifacts XP Artifacts are tangible or intangible output of development and production processes such as printed vision statements, elevator statements and team agreements or completed code files archived in a system repository

29 Module 6: Lean Software Development (LSD) Deep Dive Syllabus / Overview Basics Roles Workflow Ceremonies Artifacts Names worth knowing: Mary and Tom Poppendieck 57 Module 6: Lean Software Development (LSD) Deep Dive LSD Roles Analyst Customers Developer Support Tester 58 29

30 Module 6: Lean Software Development (LSD) Deep Dive LSD Workflow Optimize the Whole Defer Commitment Last Responsible Moment Deliver Fast Eliminate Waste Build Quality In Empower Team Learning 59 Module 6: Lean Software Development (LSD) Deep Dive LSD Ceremonies Ceremonies In common with other Agile Frameworks, LSD uses Release and Iteration planning ceremonies. LSD s only other ceremony is Customer Feedback. It is an ad hoc, mostly informal, ceremony that can be held as often as hourly where the Developer and Customer meet and see, test and use the system changes to decide if they solve the problem or need additional fine-tuning

31 Module 6: Lean Software Development (LSD) Deep Dive LSD Artifacts Artifacts Artifacts include the Product Vision, Roadmap and Release Plans, User Stories, Code, Tests, Configuration Scripts, and Customer Reviews and Approvals. Even though many of the artifacts are intangible and may have a short lifespan, they are still important. They should be captured and maintained in a version control system with a central repository providing a history of changes

32 Module 7: Kanban Basic Practices Deep Dive Syllabus / Overview Kanban Basics Roles Workflow Ceremonies Artifacts Names worth knowing: W. Edwards Deming Eliyahu M. Goldratt (Modern) Anderson, Garber, Benson, Ladas 63 Module 7: Kanban Basic Practices Deep Dive Kanban Basic Practices Overview Kanban s core practices are referred to as: Visualize Limit Work in Progress Manage Flow Make Process Policies Explicit Implement Feedback Loops Improve Collaboratively, Evolve Experimentally These core practices aren t carved in stone as Marcus Hammarberg and Joakim Sunden state in their book Kanban in Action

33 Module 7: Kanban Basic Practices Deep Dive Kanban Basic Practices Overview Roles Unlike other Agile Frameworks that prescribe roles Kanban makes existing roles and responsibilities explicit and visible so they can be improved. Kanban seeks to be minimally invasive using visualization tools to catalyze incremental changes to existing roles and responsibilities when the Team decides it is necessary. 65 Module 7: Kanban Basic Practices Deep Dive Kanban Workflow Visualize the Workflow It is not important that work fit in predefined categories. It is very important that it flows! Arbitrarily fracturing work to fit a predefined time sequence has a negative impact on work completion. Having proper process flow has a positive impact on defect reduction and total throughput. The goal is to visualize the workflow as it actually takes place now, then incrementally improve it over time. Best practice is low-tech, high-touch

34 Module 7: Kanban Basic Practices Deep Dive Kanban Workflow Visualization Steps Define the Boundaries What workflow is being visualized Name the Phases Phases become column titles on Boards Validate the Activities Capture actual workflow Define Buffers, Queues, and WIP Buffers External (parts, supplies, sources) Queues Internal (labor, assemblies, schedules) WIP Work In Progress 67 Module 7: Kanban Basic Practices Deep Dive Kanban Workflow 68 34

35 Module 7: Kanban Basic Practices Deep Dive Kanban Ceremonies Create and Manage the Kanban Board Daily Standup Meeting Queue and Buffer Replenishment Meetings Replenishment Drives Prioritization Queues, Internal, Stakeholder Meeting Buffers, External, Product Owner Release Planning Meeting The After Meeting Triage 69 Module 7: Kanban Basic Practices Deep Dive Kanban Artifacts Cumulative Flow Diagram 70 35

36 Module 8: Hybrid Project Management Deep Dive Syllabus / Overview Hybrid Basics Roles Workflow Ceremonies Artifacts Additional topics: Earned Value Management Agile Mindset 71 Module 8: Hybrid Project Management Deep Dive Hybrid Project Management Basics Hybrid projects are managed with a combination of Traditional and Agile practices or with a combination of practices from multiple Agile frameworks. Hybrid Project Management is an Agile Framework where a selected combination of techniques and practices, including those from one or more Agile Frameworks, are used to manage projects in order to best meet the needs of the organization and customer. Hybrid fills the absence of two key elements required for scalability in every Agile Framework. They are budgeting and sophisticated scheduling

37 Module 8: Hybrid Project Management Deep Dive Hybrid Roles Hybrid applies any useful convention from other defined Agile Frameworks to structure roles and responsibilities. Hybrid does not prescribe roles or describe a new or different set of them. Hybrid tailors roles to the needs of the Team and the Organization. The Team decides the roles and responsibilities that are necessary. 73 Module 8: Hybrid Project Management Deep Dive Hybrid Workflow Hybrid includes whatever enables delivery of desirable results while everything else gets excluded. Tailoring the workflow practices can be at the team-level, which is within the focus of this class. It can also be at a higher business level

38 Module 8: Hybrid Project Management Deep Dive Hybrid Ceremonies Hybrid includes whatever enables the system to deliver optimized results while everything else gets excluded. Hybrid s only unique ceremonies focus on budgeting and sophisticated scheduling. One highly recommended best practice is to use Earned Value Management (EVM). EVM s core assumption only counting work that is completed (Done-Done) aligns exactly with Agile Project Management. 75 Module 8: Hybrid Project Management Deep Dive Hybrid Artifacts Hybrid includes whatever enables the system to deliver optimized results while everything else gets excluded. Those artifacts usually include information radiators focused on budgeting and scheduling status

39 Module 8: Hybrid Project Management Deep Dive Earned Value Management EVM: Define project scope Assemble team Decompose work Outline project schedule Estimate work package budgets Specify time-phased budget Agile-EVM: Create Roadmap and Release plans Assemble team Document Stories Define Releases and Iterations Estimate story/feature budgets Specify Iteration budgets 77 Module 8: Hybrid Project Management Deep Dive Earned Value Management Schedule Variance = EV PV Schedule Index = EV / PV Cost Variance = EV AC Cost Index = EV / AC 78 39

40 Module 8: Hybrid Project Management Deep Dive Earned Value Management Schedule Variance = ES AT Schedule Index = ES / AT Cost Variance = EV AC Cost Index = EV / AC Earned Schedule Actual Time 79 Module 8: Hybrid Project Management Deep Dive Agile Mindset Creating an Agile culture means committing to learning and to continuous improvement to incrementally evolve the organization into the most Agile expression of itself. It is popular in to express this idea with three kanji, Japanese characters, and pronounced, Shu Ha Ri

41 Module 9: User Stories Deceptive sophistication = Must be taught and re-taught INVEST mnemonic Independent Negotiable Valuable Estimate-able Small Testable Bill Wake, author of Extreme Programming Explored and Refactoring Workbook, created the mnemonic INVEST. 81 Module 9: User Stories User Story Definition User Stories are a multifaceted device with tangible and intangible aspects referred to as the Three Cs the Card, Commitment and Criteria. The Three Cs are: a tangible Card representing customer requirements an intangible Commitment to have meaningful conversations a collection of Criteria that demonstrate when a Story is complete

42 Module 9: User Stories User Story Description As a: I want: Frequent Flyer To recall past itineraries So that: I can quickly rebooked flights to regular clients Acceptance Criteria Given: I am logged into my airline account When: I select My Itineraries Then: All previous flights are displayed 83 Module 9: User Stories Non-functional stories are architectural or engineering or system requirements, such as: Performance Portability Reusability Maintainability Accuracy (of data or reports) Adequacy (of data or reports) Security Interoperability 84 42

43 Module 9: User Stories User Story Description As a: Chief Technology Officer I want: Guaranteed system uptime of % So that: I can meet Sarbanes-Oxley audit requirements Acceptance Criteria Given: Our auditors are reviewing performance logs When: They calculate system uptime Then: 90- and 180-day uptime shows %

44 Module 10: Planning Poker Planning Poker Planning Poker optimizes the development of appropriate, vital information with planning-level accuracy. Planning Poker minimizes resources spent on estimating and planning while increasing clarity and granularity to aid decision-making. Planning Poker efficiently assesses the development work required to deliver desirable project outcomes. 87 Module 10: Planning Poker Planning Poker Science Uses multiple, independent sources of Expert Judgment Independent analysis of relative complexity, effort and uncertainty Inclusion of outlier data Adequate sample size Laughter to release brain chemistry in the prefrontal cortex A Fibonacci (non-linear) sequence mimics reality 88 44

45 Module 10: Planning Poker Mathematics, Human Physiology and Reality 1,2,3 21,34 5,8,13 55,89 144, TIME: T T+30 T+60 T+90 T+120 T

46 Module 11: Estimating and Derived Schedules Estimating and Derived Schedules Overview User Stories provide flexibility and support tracking measurable and manageable progress. User Stories create a shared understanding of expectations. User Stories can be broken down into Tasks so the Team can allocate its work. Derived Schedules optimize development progress and manage stakeholder expectations. When combined with Traditional tools like Logic Networks it is possible to create the most powerful techniques in existence. 91 Module 11: Estimating and Derived Schedules Estimating and Derived Schedules Principles Principle #1 The core purpose of planning is to support decision making; nothing more, nothing less! Principle #2 It is better to be roughly right than precisely wrong! Principle #3 John Maynard Keynes (British economist, ) Derived schedules auto-magically correct estimation bias! 92 46

47 Module 11: Estimating and Derived Schedules Estimating and Derived Schedules Concepts Agile defines work in User Stories. Agile estimates Size and calculates (derives) the Schedule. Schedule Duration is planned and managed using Velocity. Velocity is a simple way to plan and measure progress towards Customer Value. Forecast Velocity can be estimated and/or calculated. 93 Module 11: Estimating and Derived Schedules Estimating and Derived Schedules Concepts STORY POINTS COMPLETED LOW AVG = 18 AVG OF 10 = 22 HIGH AVG = 26 REMAINING WORK = 184 STORY POINTS BEST CASE = 7.1 ITERATIONS AVG. CASE = 8.4 ITERATIONS WORSE CASE = 10.4 ITERATIONS ITERATION 94 47

48 Module 12: How to Pass the Exam on the 1 st Try Proper Preparation Prevents Poor Performance 95 Module 12: How to Pass the Exam on the 1 st Try Completing the Application: Use your new vocabulary Traditional: Graphical WBS Objective Agile / Scrum: Feature Structure Product Phase 1 Phase 2 Theme 1 Theme 2 Work Package 1 Work Package 2 Work Package 1 Work Package 2 Epic 1 Epic 2 Epic 3 Epic 4 Activity 1 Activity 2 Activity 3 Story 1 Story 2 Story 3 Task 1 Task 2 Task 3 Task 1 Task 2 Task

49 Module 12: How to Pass the Exam on the 1 st Try Completing the Application: Use your new vocabulary Traditional: Stakeholders & Sponsor Program or Sr. Project Manager Jr. PM or Team Lead Team and SME s Everybody else Agile / Scrum: Stakeholders & Sponsor Product Owner Scrum Master Team and SME s Everybody else 97 GR8PM, Inc. Training Coaching Consulting Traditional Agile Hybrid Connect with GR8PM via at: ops@gr8pm.com 98 49