The Agile Certified Practitioner Training Program (PMI-ACP)
- 18 hours on-demand video
- 48 articles
- 287 downloadable resources
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- Certificate of Completion
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- 1. get familiar with the agile approach and learn about agile models and methodologies
- 2. understand agile project management and the adoption of agile practices
- 3. apply scrum management principles and manage the scrum process in action
- 4. practice agile planning and integrate the initiation and requirements gathering activities
- 5. employ activities specific to agile iterations planning and monitoring
- 6. understand agile teams and manage agile team performance
- 7. use tools for active stakeholder engagement
- 8. manage delivery of value and quality
- 9. master agile key concept for the certification exam
- This is a complete course, there are no specific prerequisites
The Agile Certified Practitioner Training Program (PMI-ACP) includes a collection of eight courses aligned with the Agile Certified Practitioner exam objectives developed by the Project Management Institute® and Certified ScrumMaster learning objectives:
Agile Project Management Essentials
Adopting an Agile Approach
The Scrum Development Process
Project Initiating and Requirements Gathering
Planning and Monitoring Iterations
Leading an Agile Team
Managing Stakeholder Engagement
Value and Quality in Agile Projects
Section I - Agile Project Management Essentials
And, the first one will be on what is called The Agile Approach. After completing this part, you will be able to: understand the characteristics of agile project management, and why is this important; distinguish between primary and secondary agile value s, and how this might help you in your work; recognize and apply agile principles in your projects; recognize and use the differences between defined and empirical methodologies; and compare the agile triangle of constraints with that of traditional project management.
The second part of the course will help you understand better the various Agile Models and Methodologies. After completing this part, you will be able to: compare the phases of traditional project management with those of the agile framework, and understand the differences; understand how a project manager's responsibilities will change on an agile project compared with a traditional project; and distinguish between common agile methodologies.
Section 2 - Adopting an Agile Approach
And, it answers to an important question. Would you like to adopt a more agile approach to project management in your company, only you think the change would be too disruptive? Perhaps you believe that Agile is all or nothing, but that's not true. Wise project leaders are able to examine their own situations and determine which agile practices to adopt given the nature of their projects, organizations, and teams.
Guidance on how to take steps towards adopting an agile project management approach for those who currently use a traditional, plan-driven methodology is included. The relevant section discusses some common myths and misconceptions about agile development approaches, identifies factors to consider when deciding whether to adopt agile practices, and explains the general agile practices that a company may want to adopt.
The course provides project leaders with general guidelines on how to develop an agile way of thinking, one of the first steps in transitioning a team. The course also looks at some guidelines for obtaining buy-in from organizational stakeholders so they also embrace agile practices.
Section 3 - The Scrum Development Process
Scrum is one of the most popular agile methodologies to date, with tools and techniques applicable to more than just software development projects. This course will assist prospective Scrum masters, product owners, and team members with the understanding of core Scrum practices. This includes an outline of the roles and responsibilities of members of the Scrum team, the importance of good communication, and the role of project stakeholders.
The course divides the Scrum development process into three major phases: pre-game, game, and post-game. It describes the activities performed in each phase, but particularly examines the activities and tools of the game phase. Scrum basics covered include the use of product and sprint backlogs, the use of iterative development in the form of sprints, performing daily stand-up meetings, the use of sprint reviews and retrospectives, and using Scrum task boards and burn-down charts for monitoring and reporting project progress.
Section 4 - Project Initiating and Requirements Gathering
It provides a look at the agile approach to planning and tasks that agile teams have adopted from methodologies such as Scrum and XP. The focus is on release planning which is the first of three agile planning levels. It emphasizes the importance of a properly established product vision, developed by the product owner and stakeholders prior to developing the project backlog.
During release planning, this product vision is shared with the development team and discussed in detail to ensure the proper requirements, conditions of satisfaction, and priorities are established. The course then moves into the requirements gathering and analysis phase, with the use of high-level user case scenarios. It finishes with instruction and practice on developing user stories, which have become the choice method for many agile teams for clearly defining customer-centric requirements or features.
Section 5 - Planning and Monitoring Iterations
This course focuses on the activities performed during the planning and execution of a project iteration, or sprint. During release planning - the previous phase in the overall agile planning process - the team creates an ordered list of project features in the form of the product backlog. Iteration planning is the process of creating an iteration (sprint) backlog that contains more specific detail regarding work items that have been assigned to the upcoming iteration.
An important section of the course will follow the iteration planning process and the creation of the iteration backlog. It also explores how to create a schedule and use principles of buffering. The last part of the course covers key tools and methods used by agile teams to monitor and report project progress, both at the iteration level and at the overall project or release level.
Section 6 - Leading an Agile Team
And, having a good team and quality leadership is key for the success of any project, but in Agile development it is crucial. This course takes a close look at agile teams and team leadership, including the unique skills and roles of the agile project leader and the characteristics of the team as a whole.
You will see how traditional project managers can adopt a new mindset that allows them to thrive in the agile environment, and to take on a coaching, leading, and facilitating role. Leaders must empower their teams to organize themselves, collaborate, and solve problems. This course provides guidance on how to lead a colocated cross-functional team, as well as a distributed team, and how to boost team performance.
Section 7 - Managing Stakeholder Engagement
This course highlights the importance of stakeholder engagement, collaboration, and communication during agile planning and development projects. It discusses the role of stakeholders and how the ScrumMaster or agile project leader must encourage active involvement to ensure the team has a clear understanding of the project requirements and stakeholder expectations.
Also addressed are common tools used for knowledge sharing throughout the course of the project, which is essential in order to deliver value and keep everyone informed on the status of the project. This course also covers techniques that encourage participation in the feedback and decision-making cycle of release, iteration, and project closing processes.
Section 8 - Value and Quality in Agile Projects
This course covers agile techniques and practices that deal with achieving product value and quality, beginning with agile documentation practices and key points to understand about contract types that are most suitable to the agile environment. It proceeds with an overview of agile risk management and the basics of agile Earned Value Management.
Also covered are factors affecting product quality, including agile strategies that promote quality throughout development, and the incorporation of continuous testing as a practice for improving and verifying the expected level of customer value.
Who is your instructor?
My name is Sorin, and I will be your instructor. I am a trainer and project manager with more than 10 years of experience. Before Udemy, I trained hundreds of people in a classroom environment – civil servants, managers, project workers, aid workers and many more. And I managed projects in the fields of justice, corrections, regional development and human resources development.
How will you benefit?
This course is intended for project managers, program managers, or anyone who wants to efficiently participate in agile projects. It is aligned with the Agile Certified Practitioner exam objectives developed by the Project Management Institute® and Certified ScrumMaster learning objectives.
Training videos, examples, exercices and quizzes will help you learn all about the Managing Stakeholder Engagement. And, if you take your time to go through all the learning materials this will entitle you to claim 40 PDU’s for the PMI certification exams and to maintain your PMI certification.
So, thank you for considering this course! Now, go ahead, and hit that "Take This Course" button. And, see you on the inside.
- Intended for project managers, program managers, or anyone who wants to efficiently participate in agile projects.
- Aligned with the Agile Certified Practitioner exam objectives developed by the Project Management Institute® and Certified ScrumMaster learning objectives
- Will entitle you to claim 40 PDU’s for the PMI certification exams and to maintain your PMI certification
This video will help you understand better the content of the other courses that will form this Agile Project Management - The PMI-ACP (Agile Certified Practitioner) Certification Program.
You might know this. I’m adding it to any course in the introductory section. But, just in case some suggestions to improve your learning.
If you have followed a traditional project management approach and find yourself spending a lot of time fine tuning the design to accommodate changing requirements, you may want to consider a different approach. In this course, you will be introduced to agile project management, including the core values and principles outlined by the Agile Manifesto.
This lesson will be very short and very clear. You are going to learn here what Agile project management means. This we can call the starting point, and with this we begin our course on Agile Project Management Essentials. And, please don’t expect more than the essentials in this course, the other courses that form the mentioned Certification Program will come with the rest of the information.
In 2001, representatives of different agile software development methodologies met to promote the development of the agile approach. They called themselves the Agile Alliance and drafted the Agile Manifesto which outlines basic values for agile development. In turn, these values are underpinned by specific principles.
The authors of the Agile Manifesto are Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, and Dave Thomas.
Twelve agile principles describe the four agile values in more detail. The first six principles are:
- to focus on satisfying the customer
- welcoming change
- delivering working software frequently
- ensuring that business people and developers work together
- motivating the individuals involved in development, and
- using face-to-face communication whenever possible
A development model is a guide to the development process, to help ensure that no important aspects of development are overlooked. Traditionally, development models were highly defined and linear. The trend now is toward more empirical models that include iterative and incremental processes, to provide greater flexibility.
Traditionally, a project plan is a document that helps project managers execute and control the phases of a project. It clarifies a project's objectives and how they can be achieved. Information included in a project plan typically includes the project's scope, cost, and schedule, as well as its activities, deliverables, milestones, and resources.
Highly defined and empirical development methods also differ in their approaches to product inspection, and to the adjustments required in response to customers' reviews of deliverables. Consider the differences between two teams that are developing a cell phone service, each using a different model.
The traditional iron triangle of constraints identifies three main types of constraints on the success of a project - scope, cost, and schedule. Change to any one of these constraints will affect the others. The quality of a project depends on satisfying all three constraints.
Agile development avoids the prescriptive, plan-oriented approach associated with traditional project management, and makes use of self-organizing teams. However, it is a common misconception that agile projects don't require project management.
Project management is still necessary. But, the traditional responsibilities of the project manager may be handled differently and possibly be spread out across members of the agile project team.
You can implement agile project management using different methodologies. Although every agile methodology has different characteristics, they all maintain essential agile principles. Three widely used agile methodologies are:
- Extreme Programming - also known as XP, and
- Lean development
Other agile methodologies include the Crystal family of methodologies, Feature Driven Development, or FDD, Dynamic Systems Development Method - or DSDM - as well as Adaptive Software Development - also known as ASD. The methodology you choose should depend on what will best suit a particular project.
After completing the first part of the course - called The Agile Approach -, you are now able to:
- understand the characteristics of agile project management, and why is this important;
- distinguish between primary and secondary agile values, and how this might help you in your work;
- recognize and apply agile principles in your projects;
- recognize and use the differences between defined and empirical methodologies; and
- compare the agile triangle of constraints with that of traditional project management.
Wise project leaders are able to examine their own situations and determine which agile practices to adopt given the nature of their projects, organizations, and teams.
Organizations across the world are using agile project management to get superior results. But this doesn't mean that the move from traditional to agile project management will be easy. One of the main challenges is overcoming the various myths and misconceptions about what an agile approach involves.
Some project types are more suitable for agile development than others. An agile approach is especially suitable when a project is characterized by a high level of internal uncertainty, a scope that isn't well- defined at the start of a project, and a product that benefits from ongoing customer feedback.
The nature of your organization's industry is an external factor that may affect the suitability of an agile approach. Industries that are relatively stable tend to focus on updating or improving products that have already been tried and tested. They have a steady customer base and know their product and competition.
It's likely to be easier for an organization to adjust to an agile approach if its structure is already collaborative and if its culture encourages trust, openness, responsibility, and adaptability.
It's also likely to be easier if the organization's existing project management processes are informal and flexible, if the project team is small, and if team members are suitably skilled and work in the same location.
Another general agile practice you can adopt is iterative development with incremental delivery. Instead of completing all project work and then delivering the result to the customer for review, you focus on completing regular, short bursts of work and delivering the results to the customer at the end of each cycle.
Agile methodologies don't generally prescribe exactly how you should manage a project. Instead they define principles that you can interpret and implement in your own way. By introducing these principles gradually into your workplace, you can transform the way your project teams operate.
Although lean principles can form the basis of an agile mindset and are generally easy to implement, they're not the only core principles used in an agile approach. Once you've introduced these principles and your team is familiar with them, you can begin introducing other agile principles.
An important step in the process of adopting agile practices is to obtain buy-in from stakeholders in your organization. Switching from a traditional approach to project management to an agile one involves making significant changes – and change can be difficult for people to accept.
When you tell stakeholders about agile project management, you should be open about the risks or pitfalls involved. This gives the message that you're not trying to convince them to use agile practices, but that the organization's interests are a priority and that you want them to make an informed decision.
There are two main parts: one is called Managing a scrum project and the other The Scrum Process in Action.
The term "scrum" originates from the rugby formation, in which a team's players work together to gain possession of the ball. The agile methodology of Scrum borrows this term to describe a framework of project management processes and techniques. Scrum enables project teams to develop complex products quickly and efficiently, to adapt to change, and to regularly deliver value to customers in the form of working products.
In a Scrum team, the Scrum Master is the expert on all Scrum-related issues and ensures that everyone works according to Scrum principles and practices. He or she should also shield the development team from external processes and control, so they can fully concentrate on development. The Scrum Master may be a member of the development team.
The role of Scrum meetings is to ensure communication flows smoothly between the different stakeholders and team members.
There are five types of Scrum meetings – the sprint planning meeting, the daily standup meeting, the Scrum of Scrums, the sprint review meeting, and the sprint retrospective
The core of Scrum, originally referred to as the "game" by its creators, describes how to prepare and run Sprints. While not officially described as such in the Scrum guide, the phases of a Scrum project cycle could be considered and are sometimes described as pre-game, game, and post-game.
The game phase is where the core Scrum practices exist and where the bulk of the work is done. The development team plans each sprint, meets regularly, and creates functioning deliverables.
And at the end of each sprint, it delivers the results to the customer, or a customer representative, for review. The process is iterative, with a product developed incrementally over multiple sprints.
After each sprint review meeting, the Scrum Master conducts a sprint retrospective with the development team to discuss how the sprint went and how it could have been improved.
This helps the team formulate best practices it can apply during the next sprint, in keeping with the agile principle of continuous improvement.
At any point in a project, it's important to know how the project is progressing. That way, team members can make necessary adjustments – and other stakeholders can verify that everything is on track. Scrum teams use various highly visual tools to track their progress during each sprint. These include burndown charts and various progress charts.
As well as burndown charts, a Scrum team may use various progress charts - to track its progress in completing the tasks in each sprint
Both burndown charts and progress charts let you compare actual and estimated values, and both provide a quick, highly visual way to track progress.
When practicing Scrum we can make the sprint backlog visible by putting it on a Scrum task board. Team members update the task board continuously throughout the sprint; if someone thinks of a new task (“Test the snark code on Windows 8.1”), she writes a new card and puts it on the wall.
Welcome to the 4th course of the Agile Project Management - The PMI-ACP (Agile Certified Practitioner) Certification Program. This one is focused on Agile Planning and more precisely on Project Initiating and Requirements Gathering.
Agile project planning is cyclical and ongoing, with different types of planning repeated throughout the project life cycle.
Project planning is usually either date-driven or feature-driven. In a date-driven - or time-boxed - project, the release date is set but the set of features that will be included in the product release is uncertain.
A project team is updating the web site of QuickTravel, an outdoor adventure company. The team's instructions are to change the site's look and feel, and to add search, reservation, and payment tools.
The team knows what to build, but it is not sure why the customer has requested the changes or which functionality is the most important. As a result, the team runs over budget and develops a product that doesn't fully align to the customer's business objectives.
Whereas traditional project management is plan-driven, agile planning is value-driven. Value in this context refers to the financial worth of a project to the customer.
The purpose of a business case is to confirm that a project will create value for the customer right from the start. A business case addresses questions about a proposed project's economic, technical, operational, and political impact on the customer.
For an agile project, a product vision describes how a product can capitalize on the opportunities and fulfill the goals outlined in the business case. It should provide all stakeholders, including developers, with a common understanding of what's required, without limiting the team's creativity in finding solutions.
Some may think that with an agile methodology, the customer can simply take an "I'll know it when I see it" approach to specifying what's required. However, this would make planning and estimation nearly impossible.
Agile teams are highly responsive to changes in customer expectations and market conditions. However, an agile project isn't without boundaries. Time and money, for example, aren't unlimited - so there have to be some limits on what can change, and the changes can't go on forever.
Use cases provide a big-picture overview of a system and of a project's scope. They can, however, be quite detailed and may not be very suitable for use in planning and estimating.
An alternative technique, possibly used in addition to a high-level use case, involves breaking down project requirements into user stories.
Each user story describes a specific, required functionality, which is defined from a user's perspective. Together all the user stories for a project provide a detailed description of the project's requirements.
Welcome! This is the fifth course out of eight of the Agile PMI-ACP (Agile Certified Practitioner) Certification Program. This part is on Planning and Monitoring Iterations on an Agile Project. And, just to give you an overview, the next lecture will briefly present all the sections that form this Program.
Once the high-level release planning for an agile project has been completed, it is time to begin planning project work in more detail. Unlike in a traditional project, this type of planning doesn't occur just once. Instead it takes the form of iteration planning. It's completed before each of multiple iterations begins.
During release planning, an agile team and the project customer create a product backlog, which lists the features or user stories to be developed during a project in order of their priority.
During an iteration planning meeting, the participants determine the team's target velocity and adjust the priorities of user stories. They then identify an iteration goal, select the user stories to develop, split the user stories into tasks, and estimate the effort involved in developing the tasks.
A team's velocity refers to the amount of work, typically represented as story points, it can complete per period, or per iteration.
During an iteration planning meeting, the team creates an iteration backlog. This backlog is an ordered list of the work that the team plans to complete during the coming iteration.
Creating the iteration backlog involves three steps - splitting large user stories, breaking the user stories into development tasks, and estimating the tasks.
The third and final step in creating an iteration backlog is to estimate task durations. During release planning, teams often estimate using story points, which represent fixed amounts of development effort.
A team that has considerable history working and estimating together may be able to estimate a story point with an equivalent average of development time. However, since story point values are relative in nature and unique to a specific team, they shouldn't be translated directly into hourly estimates.
In a traditionally managed project, a project manager estimates task durations before work starts, and aims to ensure that each task is completed in time - resulting in a project that stays on schedule overall.
In an agile project, however, early scheduling provides a general framework, outlining what a project will involve and how many iterations it'll include. Distinct tasks aren't identified until the iteration planning stage, when all team members participate in estimating the effort required to complete them.
You can calculate a project buffer in different ways. First, however, it is important to be familiar with various statistical concepts and practices - including the standard distribution of task durations, estimating at 50% confidence, estimating at 90% confidence, and using both 50% and 90% estimates.
When working with very large projects and multiple teams, it is crucial to have a functional agile scaling model in mind. An agile scaling model provides a way to tailor agile methods to more complex development and delivery scenarios.
When scaling a complex or large project, at least one additional management or planning layer is generally needed to define the product. This level may develop and maintain a product roadmap, in addition to the usual release planning and iteration planning levels.
Although traditional and agile approaches to project management differ, all projects rely on careful monitoring. Success depends on ensuring that team members stay on track and that unexpected challenges are resolved without compromising project objectives.
In a traditionally managed project, the focus of project monitoring is on tracking actual progress against the ideal progress outlined in a project plan. The aim is to minimize all deviations between actual and planned progress.
As well as monitoring progress across each iteration, an agile project team monitors progress at the release level. This is to ensure that together, all the iterations in a project will result in delivery of a product with the required features by the planned release date.
The starting point for project-level or release-level monitoring is the release plan, developed at the start of a project. This plan generally contains a list of high-level project and release goals, unrefined user stories, and priorities at the time the project started. It also includes an estimate of the number of iterations in the project and a date for the project's completion.
The starting point for project-level or release-level monitoring is the release plan, developed at the start of a project. This plan generally contains a list of high-level project and release goals, unrefined user stories, and priorities at the time the project started. It also includes an estimate of the number of iterations in the project and a date for the project's completion.
Tools for tracking and communicating progress at the project or release level include release burn-up and burn-down charts, parking lot charts, and defect reports.
Release burn-down charts are similar to iteration burn-down charts, but they indicate the amount of work outstanding in a full project instead of in a single iteration. A typical release burn-down chart plots the number of story points in a project against the number of iterations.
Welcome! This is the six course out of eight of the Agile PMI-ACP (Agile Certified Practitioner) Certification Program. This part is on Leading an Agile Team.
Teams that use an agile approach adopt a much more flexible and interactive approach to development than those using a purely traditional approach, with all players taking an active role in the process. Accordingly, the project manager fills a different role and has a different focus.
Agile project leaders need a particular mindset. They need to view the customer as a collaborator and embrace the idea of continuous improvement. They need to think of themselves as having two roles - servant-leader and facilitator. And they need to view any project as a complex adaptive system, or CAS.
Although the success of any project depends on an effective project team, the team plays an especially critical role in an agile project. In a traditionally managed project, team members follow through on what has already been planned - but in an agile project, the team drives and shapes the project as work proceeds.
In agile development, it is ideal to have small teams with colocated members, but this may not always be possible. The reality of the work world today is that many companies use multinational teams, with members who are widely distributed geographically. This poses special challenges in terms of managing the agile development process.
Although an agile team may be self-organized and even self-managed, it still requires leadership, support, and encouragement. So coaching plays an important role. This applies especially when a team is new or working on a complex project.
An agile coach focuses on maximizing both team and individual performance, and mentors team members in applying agile practices in their daily work. The coach also models agile values and shares agile experiences with the team.
One of the key responsibilities of an agile project leader is to recognize when a team isn't performing at its best and then help it to boost its performance. As a project leader, you can use several strategies to do this. Among these are to make it clear you expect high performance and technical excellence from the team, quickly identify and fix problems, and ensure that team members are energized.
For an agile team to be highly productive, its members have to be able to identify and fix problems quickly. Various obstacles can prevent this. They include:
- having team members working in isolation,
- a culture of tolerating defects,
- a project leader who tries to solve problems instead of allowing team members to do this themselves.
Another strategy for improving a team's performance is to ensure that its team members are energized. Energized team members are excited, focused, and actively seek opportunities to improve. To remain energized, team members need to maintain a balance, both physically and emotionally
Welcome! This is the seventh course out of eight of the Agile PMI-ACP (Agile Certified Practitioner) Certification Program. This part is on Managing Stakeholder Engagement.
An agile project evolves as it progresses, through a continuous process of inspection and adaptation. For this approach to succeed, stakeholders have to participate actively during the course of the development process.
Rather than simply making plans and then ensuring the plans are followed, they need to shape a project – and the product it delivers – as work proceeds. So it's vital for an agile project to have a highly engaged project community.
The commitment levels of the various stakeholders can vary. Stakeholders may show a high level of engagement throughout a project. Or you may have to deal with stakeholders who are reluctant to commit, or who are enthusiastic only at first, becoming less so as a project progresses. A lack of stakeholder engagement can result in delays – for example, with uncommitted stakeholders failing to review features or making vital decisions too late – and compromise a project's overall success.
In an agile project, one of the project leader's key responsibilities is to keep stakeholders engaged, and to manage the relationship between them and the development team. Actively engaged stakeholders are essential because their contributions help the development team maximize the value a product will have for the customer.
During the initiation phase, the product owner - or other form of customer proxy - is responsible for establishing the product vision, which is a high-level description of the product that a project will deliver. Its aim is to inspire stakeholders and team members, and to ensure that everyone has a common understanding of the product.
A release is a delivery of value to the customer which occurs at the end of a project, or at specific intervals during the course of product development. During the release planning phase, the team plans the project work that needs to be completed in order to develop the product and roughly assigns work items or user stories to iterations, based on a prioritized order defined by the customer.
During the review and adapt phase, the product team, managers, customer, and sometimes end users and developers from other projects take part in product demonstrations and review meetings. They evaluate the working features produced by the development team in terms of their functionality, value to the customer, and overall quality. They may also provide feedback on the team's performance and the project's status.
In a traditional project, most decisions are made during initial project planning. But in an agile project, most decisions are made as a project progresses and understanding of a product evolves. For this reason, agile projects depend on fast, effective decisions. An agile project can't afford slow decision-making, because delays in decisions mean delays in the project.
Once you've framed a decision properly, you need to ensure that everyone you've identified as relevant participates in the decision-making process. For participatory decision-making to work, everyone's opinions first have to be heard and discussed.
This helps ensure that diverse points of view, based on differing areas of expertise, are taken into account – resulting in better final decisions. It also helps build trust in the decision-making process.
According to the Agile Manifesto, agile methodologies emphasize "working products over comprehensive documentation." This means that functional software is valued more than detailed documentation. But it doesn't mean that documentation is considered unnecessary, or that the need for communication between the team and stakeholders is ignored.
An agile approach recognizes that a development team doesn't need that much information to get its job done. So by agile standards, such documentation – which goes beyond what's "just enough" – is excessive.
Agile teams document only the information that will help them complete the required work successfully.
In an agile project, success often depends on accurate information passing from one person to another. Because of this, it's important that access to information is open and free-flowing. Traditional project management involves controlling the flow of information by restricting knowledge to certain people and distributing information on a "need to know" basis.
The main aim of an agile approach to development is to maximize the value that a project delivers to the customer. A project team does this by regularly delivering working software that meets the customer's needs – and by frequently inviting and reacting to feedback from the customer.
An agile team uses specific techniques to gather feedback during release planning, iteration planning, and iteration reviews.
In an agile project, each iteration ends with an iteration review meeting. During the meeting, the team demonstrates what it has developed to managers, customers, and other stakeholders, and then invites their feedback.
The team members speak about their work on the iteration and the results, and stakeholders have the chance to give direct feedback and ask questions. Developers respond to these immediately, and everyone is free to participate in the discussion.
Welcome to the eighth course and the last one of the PMI-ACP (Agile Certified Practitioner) Certification Program.
Documentation effort varies over the length of an agile project, but several documents are crucial to a project's success. Near the start of an agile project, an agile team invests effort in creating the vision statement, project overview, and important requirements documentation.
Contracts help organizations manage their risks and resources, by identifying limits on what they'll provide and specifying what they agree to accept in return. The contract between a customer and the organization performing a project is a formal, legally binding agreement that should protect both parties.
Although fixed-price contracts are problematic for an agile project, a number of other contract options do work well in an agile context. These include the use of a service contract with a series of fixed-price contracts, cost-reimbursable or time-and-materials contracts, not-to-exceed with fixed-fee contracts, and incentive contracts.
Many agile practitioners avoid EVM, considering it too "heavy" for an agile approach and too closely related to traditional project management.
However, with some modifications, EVM can be lightweight and highly effective in an agile context. It can show you how close a team is to meeting initial expectations and enable you to forecast the impact that changes will have.
EVM also uses several other variables and calculations. These include Actual Cost - or AC, Cost Variance - or CV, Schedule Variance - or SV, the Cost Performance Index - or CPI, and the Schedule Performance Index - or SPI.
AC is the total cost actually incurred up to a given point in a project. You obtain this figure by adding up all project spending incurred to date.
In a traditional project, performance metrics may be reported in a chart that plots BAC, PV, EV, and AC.
In this chart, the PV - or baseline - is shown as an S curve. This is because money is spent at a faster rate during the production phase of a project than at the beginning or end of the project.
If a project doesn't meet quality standards, the product it delivers may not be accepted by the customer, and customer satisfaction will suffer. The success, or quality, of a traditionally managed project is defined in terms of how well the project meets time, budget, and scope requirements. In an agile project, however, quality is judged in relation to meeting a customer's needs - and it is recognized that these needs may change over time.
The term "technical debt" was coined in 1992 by Ward Cunningham, who saw parallels between financial debt and the consequences of taking technical shortcuts in projects.
For example, a team that misses steps or takes shortcuts during software design later has to pay "interest," in the form of extra time and effort spent getting the software to work properly.
Refactoring involves restructuring code, without changing its core functionality. An agile team is encouraged regularly to refactor the code it develops, to simplify it and make it easier to maintain and extend. For example, refactoring may involve removing duplication and reusing proven, optimized code instead of newly written code. This saves effort and reduces technical debt.
Prototyping involves creating an inexpensive model of a product or product feature, such as a user interface. A prototype enables a team to simulate how a product works, assess and experiment with a particular design, and obtain feedback from a customer before further time and effort is invested in product development. This can result in a better quality product, as well as saving time and money once development begins.
In a traditionally managed project, most testing occurs after development work finishes and a completed product is passed to testers or quality assurance staff. In an agile project, however, testing is fully integrated in the development process. Agile developers continually write small amounts of code, test it, and adapt their work based on the results.
This course covers the key exam concepts of Kanban, work in progress or WIP, lead time, cycle time, and Little's Law. You'll also learn about Agile Team Spaces, sharing the product vision, and identifying and reducing defects.
In Lean project management waste, or the Japanese term Muda, is defined as any activity or process that doesn't add value to a product but does add cost. Lean's original Seven Forms of Waste include transportation, inventory, motion, waiting, overprocessing, overproduction, and defects. The new eighth form of waste is skills or non-utilized talent.
In order to maintain a stable process with minimal chaos organizations should attempt to minimize work in progress or WIP in their processes. One way to do this is by setting WIP limits. WIP limits help to reduce bottlenecks, improve the rate of throughput, and control the workload levels of project team members.
Stakeholder engagement is a fundamental part of project management. It's important to be able to express the product vision to stakeholders in order to gain support in common understanding about the product requirements. The product owner often collaborates with other key stakeholders to develop a product vision.
Agile teams achieve efficiency by leveraging many of the tools from Lean Management, but also by valuing individuals and interactions.
In this exercise, you'll demonstrate that you can identify characteristics of waste recognize the relationship between PCE variables identify characteristics of Agile environments