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Agile Practitioner

GK# 400164

Course Overview

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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.

For self-paced learning, you will have access to this course for 12 months from the purchase date.

What You'll Learn

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  • Agile project management essentials
  • Adopting an agile approach to project management
  • Agile methodologies
  • Scrum development process
  • Agile planning
    • 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

Outline

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Viewing outline for:

Self-Paced 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
  • 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
  • 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

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
  • 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
  • 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

Who Should Attend

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  • Managers and members of project teams who currently use or plan to adopt agile techniques
  • Existing PMP®s 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
Course Delivery

This course is available in the following formats:

Self-Paced

Recordings, hands-on labs and expert instructors empower you to train on your own schedule.



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