Agile Project Management

An introduction to Agile and the new PMI-ACP

About Dimitri Ponomareff

Agile Coach & Trainer
Wolters Kluwer (Data-warehouse) Apriva (Mobile) Choice Hotels International (Web) First Things First / AZ ECDH (Data-warehouse) JDA Software Group (Software) Insight Enterprises (Web)

Facilitator of The 7 Habits of Highly Effective People Project Manager

Project Management Professional (PMP) Agile Certified Practitioner (PMI-ACP) Certified ScrumMaster (CSM) Certified Scrum Practitioner (CSP)

IT Professional
Vice President of Communications - PMI Phoenix Chapter Director of Web Technologies - I-ology E-Commerce Manager - Insight Canada

Agile Overview
Agile Manifesto Flavors of Agile and timeline Prescriptive vs. Adaptive Sequential vs. Overlapping Envision / Explore cycles Scaled Agile Framework - Big Picture Project noise level Why, What and How PDCA Visualizing the work Empowerment & self-organization PMI-ACP's 6 major domains of practice

The Agile Manifesto

We are uncovering better ways of developing software by doing it and helping others do it.

Individuals and interactions over processes and tools 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.
Source: www.agilemanifesto.org

12 Principles of Agile Software

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-toface conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Source: www.agilemanifesto.org

1. satisfy the customer 2. welcome change 3. deliver frequently 4. work as a team 5. motivate people 6. communicate face-to-face 7. measure working software 8. keep a sustainable pace 9. excell at quality 10. keep it simple 11. self-organize 12. reflect and adjust regularly

Flavors of Agile
Dynamic System Development Method (DSDM)
Dane Faulkner

Extreme Programming (XP)

Kent Beck

Feature Driven Development (FDD)

Jeff DeLuca

Scrum
Ken Schwaber

Lean Software Development

Mary Poppendieck

Adaptive Software Development (ASD)

Jim Highsmith

Crystal Clear
Allistair Cockburn

Behavior driven development (BDD)

Agile Timeline
1970 1980 1990 2000

Waterfall
Predictive: phases, documentation-centric, functional handoffs, get it right the first time

Spiral, RAD, RUP

Iterative: process framework, phases, tool driven, artifact heavy

Scrum, XP
Adaptive: iterative, self-organizing teams, value driven, transparent

Prescriptive vs. Adaptive

More Prescriptive

(roles, activities & artifacts)

More Adaptive

120+
0 Do Whatever

13
RUP XP

9
Scrum

6
Kanban

Source: Kanban and Scrum, making the most of both. Henrik Kniberg & Mattias Skarin

Prescriptive vs. Adaptive

Waterfall Predictive Process Constraints Scope (requirements) Cost Agile Adaptive Process Time

Plan Driven

Value/Vision Driven

Estimates

Cost

Time

Scope (features) The vision creates feature estimates

The plan creates cost and schedule estimates

Sequential vs. Overlapping development

Requirements Design Code Test

Rather than doing all of one thing at a time...

Agile teams do a little of everything all the time.

Source: The New New Product Development Game by Takeuchi and Nonaka. Harvard Business Review, January 1986.

Software development process

Traditional Agile
Time

Analysis Design Code Test

50% complete? 0% usable

Analysis Design Code Test

25% complete 100% usable

Time

Envision / Explore cycles

Constant User Interactions

Scaled Agile Framework - Big Picture

Project noise level

Why, What & How

WHY are we doing this?

Voice of the stakeholder (Stakeholders)

WHAT needs to be done?

Voice of the user (Product Owner, Subject Matter Expert)

HOW do we build it?

Voice of the developer (Scrum Team)

PDCA - Plan, Do, Check, Act

PLAN DO

PDCA Cycle

ACT

CHECK

Continuous Improvements

Visualizing the work

Empowerment & self-organization

leadership and management are two very different things set your own rules - do what works best in your environment identify and remove bottlenecks focus on continuous improvements achieve your full potential be agile (adaptive, iterative)

PMI-ACP's 6 major domains of practice

Domain 1: Value-driven delivery
define positive value incremental development avoid potential downsides prioritization

Domain 2: Stakeholder engagement

stakeholder needs, involvement and expectations

Domain 3: Boosting team performance practices

team formation, empowerment, collaboration and commitment

Domain 4: Adaptive planning

levels of planning adaptation estimation velocity/throughput/cycle time

Domain 5: Problem detection and resolution Domain 6: Continuous improvement (product, process, people)

What you need to know about the PMI-ACP

Who should apply? Eligibility requirements

Experience Training Examination

Tips to help you prepare for the exam Reference materials

PMI-ACP - Who should apply?

If you are working in organizations using agile to manage projects, the PMI-ACP can provide an opportunity to demonstrate your knowledge of agile practices. The PMI-ACP is not limited to project managers or Project Management Professional (PMP) credential holders; individuals with experience working on agile project teams can apply.

Practitioners who are seeking to:

Demonstrate to employers their level of professionalism in agile practices of project management Increase their professional versatility in both Waterfall and agile techniques Hold a certification that is more credible than existing entry-level, training or exam-only based offerings

PMI-ACP Eligibility Requirements

Designed for practitioners who utilize Agile approaches to project management in their projects

Requirement
General Project Management Experience

Description
2,000 hours working on project teams. These hours must be earned within the last 5 years. Note: for those holding a PMP credential, PMI has already verified that the candidate has exceeded these requirements. Thus, a PMP will be accepted to fulfill these requirements.

Agile Project Management Experience

1,500 hours working on agile project teams. These hours are in addition to the 2,000 hours required in general project management experience. These hours must be earned within the last 2 years. 21 contact hours; hours must be earned in agile project management topics Tests knowledge of agile fundamentals

Agile Project Management Training Examination

PMI-ACP Exam
120 questions
100 scored and 20 unscored (randomly distributed)

Agile tools and techniques - 50%

Communications
information radiator, team space, agile tooling, osmotic communications for collocated and or distributed teams, daily standups

Agile knowledge and skills - 50%

Level 1 (33%)
Active listening, Agile Manifesto value and principles, Assessing and incorporating community and stakeholder values, Brainstorming techniques, Building empowered teams, Coaching and mentoring within teams, Communications management, Feedback techniques for product (e.g. prototyping, simulation, demonstrations, evaluations), Incremental delivery, Knowledge sharing, Leadership tools and techniques, Prioritization, Problem-solving strategies, tools, and techniques, Project and quality standards for Agile projects, Stakeholder management, Team motivation, Time, budge, and cost estimation, Value-based decomposition and prioritization

Planning, monitoring and adapting

retrospectives, task/kanban boards, time-boxing, Iteration and release planning, WIP limits, burn down/up charts, cumulative flow diagrams, process tailoring

Agile estimation
relative sizing/story points, wide band Delphi/planning poker, affinity estimating, ideal time

Agile analysis and design

product road map, user stories/backing, story maps, progressive elaboration, wire-frames, chartering, persona, agile modeling

Level 2 (12%)
Agile frameworks and terminology, Building high-performance teams, Business case development, Co-location (geographic proximity)/distributed teams, Continuous improvement processes, Elements of a project charter for an Agile project, Facilitation methods, Participatory decision models (e.g., input-based. Shared collaboration, command), PMIs Code of Ethics and Professional Conduct, Process analysis techniques, Self assessment, Valuebased analysis

Product quality
frequent verification and validation, test-driven development/test first development, definition of done, continuous integration

Soft skills negotiation

emotional intelligence, collaboration, adaptive leadership, negotiation, conflict resolution, servant leadership

Value-based prioritization
return on investment (ROI)/net present value (NPV)/internal rate of return (IRR), compliance, customer-valued prioritization, minimally marketable feature (MMF), relative prioritization/ranking

Level 3 (5%)
Agile contracting methods, Agile project accounting principles, Applying new Agile practices, Compliance (organization), Control limits for Agile projects, Failure modes and alternatives, Globalization, culture, and team diversity, Innovation games, Principles of systems thinking (e.g. complex adaptive, chaos), Regulatory compliance, Variance and trend analysis, Variations in Agile methods and approaches, Vendor management,

Risk management
risk-adjusted backlog, risk burn down graphs, risk-based spike

Metrics
velocity, cycle time, earned value management (EVM) for agile projects, escaped defects

Value stream analysis

value stream mapping

Tips to help you prepare for the exam

Regardless of your experience and education, you should still prepare vigorously for the exam. Successful candidates will typically use multiple study aids including courses, self-study and study groups.

Review the PMI-ACP Handbook Use the PMI-ACP Examination Content Outline to guide your study Review the current PMI-ACP reference list Enroll in a formal study course offered by PMI chapters or Registered Education Providers (R.E.P. s). You can also review self-study books published by R.E.P.s and other reputable training organizations Form a study group with colleagues or friends; you can meet in person or virtually Read the AgileBOK - www.agilebok.org Practice taking the exams - www.agileexams.com

Reference Materials for PMI-ACP

Agile Estimating and Planning Mike Cohn ISBN #0131479415

Agile Retrospectives: Making Good Teams Great Esther Derby, Diana Larsen, Ken Schwaber ISBN #0977616649

Agile Software Development: The Cooperative Game 2nd Edition Alistair Cockburn ISBN #0321482751

Agile Project Management: Creating Innovative Products 2nd Edition Jim Highsmith ISBN #0321658396

Reference Materials for PMI-ACP

Agile Project Management with Scrum Ken Schwaber ISBN #073561993X

Becoming Agile: ...in an imperfect world Greg Smith, Ahmed Sidky ISBN #1933988258

Coaching Agile Teams Lyssa Adkins ISBN #0321637704

Lean-Agile Software Development: Achieving Enterprise Agility Alan Shalloway, Guy Beaver, James R. Trott ISBN #0321532899

Reference Materials for PMI-ACP

The Art of Agile Development James Shore ISBN #0596527675

The Software Project Managers Bridge to Agility Michele Sliger, Stacia Broderick ISBN #0321502752

User Stories Applied: For Agile Software Development Mike Cohn ISBN #0321205685

PMI-ACP - Certification Training (3 days - 21 PDUs)

March 28, 29 and 30, 2012 (Phoenix) May 23, 24 and 25, 2012 (Raleigh-Durham, NC) June 6, 7 and 8, 2012 (Phoenix)

REAL-ILT
Remote Education for Advanced Learning Instructor Led Training
Agile Exams will be included in your PMI-ACP Prep Workshop.

Agile Coaching, Staffing and Training.

Learn more at www.torak.com

Thank You

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