CAPM Exam Prep Workshop: 23 Contact Hours, PMBOK 7th (2024)

Explore project management foundations, defining a temporary, unique product, service, or result, value delivery, deliverables, and objectives, while applying PMBOK-guided processes to drive organizational change.

Explains how projects, programs, portfolios, and operations align with strategy, detailing when a project stands alone, joins a program, or fits a portfolio, with governance and prioritization driving strategic objectives.

Explore the project lifecycle and its phases, including predictive and adaptive models, and understand phase gates, deliverables, and the alignment with the project management plan.

Explore how teams collect and analyze work performance data, turn it into information, and share it as reports—illustrating the data life cycle across the project.

Discover how the project business documents, the business case and the benefits management plan, are developed pre-project, maintained through the life cycle, and aligned with the project charter and plan.

Identify how enterprise environmental factors and organizational process assets influence projects, as internal or external inputs that shape planning, execution, and governance through culture, tools, and knowledge assets.

Explore how the project management office standardizes governance, shares resources, and enforces methodologies and templates across projects, with supportive, controlling, and directive types and varying levels of control.

Develop project manager competencies across technical project management, leadership, and strategic business management to tailor traditional and agile tools, plan thoroughly, and maximize business value for stakeholders.

Learn how the project life cycle is governed by project management processes, with inputs, tools, techniques, and outputs that link activities across traditional and agile approaches.

Explore the five process groups: initiating, planning, executing, monitoring and controlling, and closing; and the ten knowledge areas that organize project management processes for project success.

Explore the PMI Guide to Business Analysis within the CAPM exam prep to see how mature practices improve organizational success and project outcomes.

Master common business analysis vocabulary, including business analysis, product, product information, and product requirements types. See how stakeholders collaborate to elicit, analyze, specify, and manage requirements to deliver value.

Learn how products evolve through projects, how product and project life cycles drive development, maintenance, and retirement, and how business analysis, needs assessment, and solution evaluation guide CAPM insights.

Discover how business analysis aligns portfolio, program, and project management with organizational strategy, starting in the pre-project phase to define problems, elicit requirements, and deliver value and benefits.

Define business value as the net quantifiable benefit from a business endeavor, tangible or intangible, and show how portfolio, program, and project management optimize its realization through measurable objectives.

Explore the PMI guide to business analysis, mapping 35 processes across six knowledge areas and six process groups from needs assessment to solution evaluation for CAPM prep.

Clarify the business analyst role, competencies, and stakeholder relationships, emphasizing product-focused delivery and collaboration with project managers. Develop analytical thinking, communication, leadership, and tool knowledge.

Identify problems or opportunities and assess current and future states to determine an optimal solution that delivers business value and guides investment decisions with a structured business case and charter.

Identify and analyze stakeholders, plan engagement and communication, and prepare for transition to future state to ensure effective business analysis and stakeholder collaboration.

Plan and prepare for elicitation, conduct elicitation activities, and confirm results to draw out stakeholder needs and product information using the appropriate techniques, stakeholders, and organizational assets.

Perform the nine analysis processes to reflect stakeholder needs and business objectives. Create models, define acceptance criteria, verify, validate, prioritize requirements, and assess design options and risks.

Learn how to establish traceability and monitor product requirements across the project lifecycle, linking dependencies, evaluating change impact, and approving adaptations to align with business goals.

Assess solution performance, determine the evaluation approach, verify acceptance criteria, address defects, and obtain solution acceptance to release the solution to the operational team.

Explore the agile development life cycle, its history and manifesto, and how flexibility and iterative delivery differentiate it from traditional SDLC in IT projects, including Scrum, XP, and Kanban.

Identify when to use agile versus traditional project management by comparing definable work with high-uncertainty projects. Rely on expert judgment and trial-and-error, guided by agile values and practices.

Compare agile and traditional (waterfall) project management, explaining when to use each from defined versus empirical processes and knowledge work versus industrial work, with iterative delivery of customer value.

Explore the agile manifesto's four values and twelve principles guiding individuals and interactions, working software, customer collaboration, and responding to change across methods like Scrum and Extreme Programming.

Explore the characteristics of the agile lifecycle, contrasting iteration-based and flow-based approaches with time-boxed iterations, feedback, product backlog, Kanban flow, and governance in Scrum and Extreme Programming.

Learn how agile teams optimize value through dedicated, cross-functional, co-located groups guided by servant leaders, with roles like product owner and team facilitator, and practices like iterations, backlogs, and reviews.

Learn the scrum framework as a lightweight, empirical process for delivering value through transparency, inspection, and adaptation. Embrace its five values—commitment, courage, focus, openness, and respect—and apply incremental practice.

Clarify the three scrum roles—the product owner, the scrum master, and the development team—and their responsibilities. Emphasize a self-organized, cross-functional team that optimizes the product backlog and delivers potentially releasable increments.

Master the five scrum events—the sprint itself as container, sprint planning, daily scrum, sprint review, and sprint retrospective—within a timeboxed sprint, aligning backlog, increments, and the definition of done.

Explore extreme programming (xp) within agile methods, focusing on core values—simplicity, communication, feedback, courage, respect—roles, and practices like pair programming, test-driven development, continuous integration, and frequent small releases.

Apply the Kanban method to an existing process, visualizing flow, limiting work in progress, managing flow, and implementing explicit policies, feedback loops, and collaborative improvement.

Explore value driven delivery in agile projects by applying ROI, present value, and IRR to prioritize the product backlog and deliver incremental releases of the minimum viable product.

Agile teams verify and validate delivered value through frequent feedback loops, pair programming, unit tests, and customer collaboration, while exploring edge cases with exploratory and usability testing.

Explore generalizing specialists and t-shaped capabilities within agile, cross-functional, self-organizing teams. Learn how breadth alongside depth—i-shaped vs t-shaped—boosts flow, throughput, and rapid feature delivery via collaboration and small batch work.

Discover how agile team workspaces use caves and common areas, co-location, information radiators, task boards, and burndown charts to boost collaboration, transparency, and remote pairing in distributed and in-person teams.

Compare agile and non agile planning, highlighting adaptive, ongoing, iterative planning; backlog prioritization for high business value, and rolling wave planning with mid-course adjustments.

Apply progressive elaboration to develop high-level plans early and refine them as new information emerges, using rolling wave planning and agile iterations.

Engage in value based analysis to prioritize backlog items, balance business value against development costs, and plan agile delivery for maximum customer value. Support vision with product box design.

Explore how story maps drive agile adaptive planning, turning a backbone and walking skeleton into a product roadmap and release plan, with iterations, the minimum viable product, and hardening sprints.

Plan releases and iterations with stakeholders, prioritize the backlog, and slice stories into iterations to deliver a product increment and roadmap, using story points and velocity.

Explore agile estimation techniques such as relative estimation, heuristic data, and parametric methods, and learn how sizing, estimating, and planning yield ranges amid uncertainty and progressive elaboration.

Define user stories as short, user-centered requirements guiding planning and prioritization. Explore epics and themes, the three C's—card, conversation, confirmation—and Invest criteria linking work to the product roadmap.

Define the product backlog as an ordered, dynamic list of everything to build, maintained by the product owner, and refine it through grooming and prioritization.

Learn how relative sizing and story points quantify user stories, estimate effort, and predict velocity within a project, using a benchmark, planning poker, and other agile estimation techniques.

Learn two agile estimation techniques: t-shirt sizing and planning poker, using relative sizing, story points, and a structured six-step process to reach consensus on effort.

Discover the velocity concept, a simple method to measure a team's rate of delivering value by summing completed story point estimates per iteration; use stable velocity for planning and prediction.

Identify and diagnose threats and issues in agile development, apply root cause analysis, and prevent delay, waste, and rework that can derail project schedules.

Detect problems early in agile projects by applying cycle time, lead time, variance analysis, trend analysis, and control limits, and monitoring defect cycle time and defect rate.

Explore how agile teams treat risks as anti value, and balance value delivery with risk reduction using risk adjusted backlog, risk severity, and risk burndown charts.

Identify and resolve potential issues early in agile projects through team-based problem solving using spikes, five whys, and fishbone diagrams during iteration reviews and retrospectives.

Explore how Agile uses continuous reflection and retrospectives to capture and apply lessons learned in each iteration, driving ongoing improvement.

Learn value stream mapping, a lean technique to document and optimize process flow, distinguish value-added from non-value-added steps, remove waste, and improve cycle efficiency via current and future state maps.

Explore how Agile retrospectives drive continuous improvement by reflecting on the sprint, applying a five-step framework (setting stage, gathering data, generating insights, deciding, closing) and techniques like chicken and SVP.

Explore agile team self-assessments to drive continuous improvement. Use James Shore’s scoring model across thinking, collaborating, releasing, planning, and developing, visualized in a radar diagram, and Jane Tobacco’s eight-area criteria.