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Exam ID : PMI-ACP
Exam Title : PMI-Agile Certified Practitioner
Questions : 120
Exam Type : Multiple Choice
To earn the PMI-Agile Certified Practitioner (PMI-ACP)® certification, you must meet the experience and education requirements, and pass the PMI-ACP exam, a 120-question, multiple-choice exam
Domain I. Agile Principles and Mindset 16%
Domain II. Value-driven Delivery 20%
Domain III. Stakeholder Engagement 17%
Domain IV. Team Performance 16%
Domain V. Adaptive Planning 12%
Domain VI. Problem Detection and Resolution 10%
Domain VII. Continuous Improvement (Product, Process, People) 9%
Domain I. Agile Principles and Mindset (9 tasks)
Explore, embrace, and apply agile principles and mindset within the context of the project team and organization.
Domain II. Value-Driven Delivery (4 sub-domains, 14 tasks)
Deliver valuable results by producing high-value increments for review, early and often, based on stakeholder priorities. Have the stakeholders provide feedback on these increments, and use this feedback to prioritize and Excellerate future increments.
Domain III. Stakeholder Engagement (3 sub-domains, 9 tasks)
Engage current and future interested parties by building a trusting environment that aligns their needs and expectations and balances their requests with an understanding of the cost/effort involved. Promote participation and collaboration throughout the project life cycle and provide the tools for effective and informed decision making.
Domain IV. Team Performance (3 sub-domains, 9 tasks)
Create an environment of trust, learning, collaboration, and conflict resolution that promotes team self-organization, enhances relationships among team members, and cultivates a culture of high performance.
Domain V. Adaptive Planning (3 sub-domains, 10 tasks)
Produce and maintain an evolving plan, from initiation to closure, based on goals, values, risks, constraints, stakeholder feedback, and review findings.
Domain VI. Problem Detection and Resolution (5 tasks)
Continuously identify problems, impediments, and risks; prioritize and resolve in a timely manner; monitor and communicate the problem resolution status; and implement process improvements to prevent them from occurring again.
Domain VII. Continuous Improvement (Product, Process, People) (6 tasks)
Continuously Excellerate the quality, effectiveness, and value of the product, the process, and the team.
Domain I Agile Principles and Mindset
Task 1 Advocate for agile principles by modeling those principles and discussing agile values in order to develop a shared mindset across the team as well as between the customer and the team.
Task 2 Help ensure that everyone has a common understanding of the values and principles of agile and a common knowledge around the agile practices and terminology being used in order to work effectively.
Task 3 Support change at the system or organization level by educating the
organization and influencing processes, behaviors, and people in
order to make the organization more effective and efficient.
Task 4 Practice visualization by maintaining highly visible information
radiators showing real progress and real team performance in order
to enhance transparency and trust.
Task 5 Contribute to a safe and trustful team environment by allowing
everyone to experiment and make mistakes so that each can learn
and continuously Excellerate the way he or she works.
Task 6 Enhance creativity by experimenting with new techniques and
process ideas in order to discover more efficient and effective ways
Task 7 Encourage team members to share knowledge by collaborating and
working together in order to lower risks around knowledge silos and
Task 8 Encourage emergent leadership within the team by establishing a
safe and respectful environment in which new approaches can be
tried in order to make improvements and foster self-organization and
Task 9 Practice servant leadership by supporting and encouraging others in
their endeavors so that they can perform at their highest level and
continue to improve.
Domain II Value-Driven Delivery
Define Positive Value
Task 1 Define deliverables by identifying units that can be produced
incrementally in order to maximize their value to stakeholders while
minimizing non-value added work.
Task 2 Refine requirements by gaining consensus on the acceptance criteria
for features on a just-in-time basis in order to deliver value.
Task 3 Select and tailor the teams process based on project and
organizational characteristics as well as team experience in order to
optimize value delivery.
Avoid Potential Downsides
Task 4 Plan for small releasable increments by organizing requirements into
minimally marketable features/minimally viable products in order to
allow for the early recognition and delivery of value.
Task 5 Limit increment size and increase review frequency with appropriate
stakeholders in order to identify and respond to risks early on and at
Task 6 Solicit customer and user feedback by reviewing increments often in
order to confirm and enhance business value.
Task 7 Prioritize the units of work through collaboration with stakeholders in
order to optimize the value of the deliverables.
Task 8 Perform frequent review and maintenance of the work results by
prioritizing and maintaining internal quality in order to reduce the
overall cost of incremental development.
Task 9 Continuously identify and prioritize the environmental, operational,
and infrastructure factors in order to Excellerate the quality and value of
Task 10 Conduct operational reviews and/or periodic checkpoints with
stakeholders in order to obtain feedback and corrections to the work
in progress and planned work.
Task 11 Balance development of deliverable units and risk reduction efforts
by incorporating both value producing and risk reducing work into
the backlog in order to maximize the total value proposition over
Task 12 Re-prioritize requirements periodically in order to reflect changes in
the environment and stakeholder needs or preferences in order to
maximize the value.
Task 13 Elicit and prioritize relevant non-functional requirements (such as
operations and security) by considering the environment in which the
solution will be used in order to minimize the probability of failure.
Task 14 Conduct frequent reviews of work products by performing
inspections, reviews, and/or testing in order to identify and
incorporate improvements into the overall process and
Domain III Stakeholder Engagement
Understand Stakeholder Needs
Task 1 Identify and engage effective and empowered business
stakeholder(s) through periodic reviews in order to ensure that the
team is knowledgeable about stakeholders interests, needs, and
Task 2 Identify and engage all stakeholders (current and future) by
promoting knowledge sharing early and throughout the project to
ensure the unimpeded flow of information and value throughout the
lifespan of the project.
Ensure Stakeholder Involvement
Task 3 Establish stakeholder relationships by forming a working agreement
among key stakeholders in order to promote participation and
Task 4 Maintain proper stakeholder involvement by continually assessing
changes in the project and organization in order to ensure that new
stakeholders are appropriately engaged.
Task 5 Establish collaborative behaviors among the members of the
organization by fostering group decision making and conflict
resolution in order to Excellerate decision quality and reduce the time
required to make decisions.
Manage Stakeholder Expectations
Task 6 Establish a shared vision of the various project increments
(products, deliverables, releases, iterations) by developing a high
level vision and supporting objectives in order to align stakeholders
expectations and build trust.
Task 7 Establish and maintain a shared understanding of success criteria,
deliverables, and acceptable trade-offs by facilitating awareness
among stakeholders in order to align expectations and build trust.
Task 8 Provide transparency regarding work status by communicating team
progress, work quality, impediments, and risks in order to help the
primary stakeholders make informed decisions.
Task 9 Provide forecasts at a level of detail that balances the need for
certainty and the benefits of adaptability in order to allow
stakeholders to plan effectively.
Domain IV Team Performance
Task 1 Cooperate with the other team members to devise ground rules and
internal processes in order to foster team coherence and strengthen
team members commitment to shared outcomes.
Task 2 Help create a team that has the interpersonal and technical skills
needed to achieve all known project objectives in order to create
business value with minimal delay.
Task 3 Encourage team members to become generalizing certified in
order to reduce team size and bottlenecks, and to create a highperforming
Task 4 Contribute to self-organizing the work by empowering others and
encouraging emerging leadership in order to produce effective
solutions and manage complexity.
Task 5 Continuously discover team and personal motivators and demotivators
in order to ensure that team morale is high and team
members are motivated and productive throughout the project.
Team Collaboration and Commitment
Task 6 Facilitate close communication within the team and with appropriate
external stakeholders through co-location or the use of collaboration
tools in order to reduce miscommunication and rework.
Task 7 Reduce distractions in order to establish a predictable outcome and
optimize the value delivered.
Task 8 Participate in aligning project and team goals by sharing project
vision in order to ensure the team understands how their objectives
fit into the overall goals of the project.
Task 9 Encourage the team to measure its velocity by tracking and
performance in previous iterations or releases in
order for members to gain a better understanding of their capacity
and create more accurate forecasts.
Domain V Adaptive Planning
Levels of Planning
Task 1 Plan at multiple levels (strategic, release, iteration, daily) creating
appropriate detail by using rolling wave planning and progressive
elaboration to balance predictability of outcomes with ability to
Task 2 Make planning activities visible and transparent by encouraging
participation of key stakeholders and publishing planning results in
order to increase commitment level and reduce uncertainty.
Task 3 As the project unfolds, set and manage stakeholder expectations by
making increasingly specific levels of commitments in order to
ensure common understanding of the expected deliverables.
Task 4 Adapt the cadence and the planning process based on results of
periodic retrospectives about characteristics and/or the
size/complexity/criticality of the project deliverables in order to
maximize the value.
Task 5 Inspect and adapt the project plan to reflect changes in requirements,
schedule, budget, and shifting priorities based on team learning,
delivery experience, stakeholder feedback, and defects in order to
maximize business value delivered.
Agile Sizing and Estimation
Task 6 Size items by using progressive elaboration techniques in order to
determine likely project size independent of team velocity and
Task 7 Adjust capacity by incorporating maintenance and operations
demands and other factors in order to create or update the range
Task 8 Create initial scope, schedule, and cost range estimates that reflect
current high level understanding of the effort necessary to deliver the
project in order to develop a starting point for managing the project.
Task 9 Refine scope, schedule, and cost range estimates that reflect the
latest understanding of the effort necessary to deliver the project in
order to manage the project.
Task 10 Continuously use data from changes in resource capacity, project
size, and velocity metrics in order to evaluate the estimate to
Domain VI Problem Detection and Resolution
Task 1 Create an open and safe environment by encouraging conversation
and experimentation, in order to surface problems and impediments
that are slowing the team down or preventing its ability to deliver
Task 2 Identify threats and issues by educating and engaging the team at
various points in the project in order to resolve them at the
appropriate time and Excellerate processes that caused issues.
Task 3 Ensure issues are resolved by appropriate team members and/or
reset expectations in light of issues that cannot be resolved in order
to maximize the value delivered.
Task 4 Maintain a visible, monitored, and prioritized list of threats and
issues in order to elevate accountability, encourage action, and track
ownership and resolution status.
Task 5 Communicate status of threats and issues by maintaining threat list
and incorporating activities into backlog of work in order to provide
Domain VII Continuous Improvement
(Product, Process, People)
Task 1 Tailor and adapt the project process by periodically reviewing and
integrating team practices, organizational culture, and delivery goals
in order to ensure team effectiveness within established
organizational guidelines and norms.
Task 2 Excellerate team processes by conducting frequent retrospectives and
improvement experiments in order to continually enhance the
effectiveness of the team, project, and organization.
Task 3 Seek feedback on the product by incremental delivery and frequent
demonstrations in order to Excellerate the value of the product.
Task 4 Create an environment of continued learning by providing
opportunities for people to develop their skills in order to develop a
more productive team of generalizing specialists.
Task 5 Challenge existing process elements by performing a value stream
analysis and removing waste in order to increase individual
efficiency and team effectiveness.
Task 6 Create systemic improvements by disseminating knowledge and
practices across projects and organizational boundaries in order to
avoid re-occurrence of identified problems and Excellerate the
effectiveness of the organization as a whole.
TOOLS AND TECHNIQUES
Toolkit The examples illustrate the breadth of the toolkit, but are NOT
meant to provide an exhaustive list of all techniques and tools in the toolkit Agile Analysis and Design Including but not limited to:
- product roadmap
- user stories/backlog
- story maps
- progressive elaboration
- agile modeling
- learning cycle
- collaboration games
Agile Estimation Including but not limited to:
- relative sizing/story points/T-shirt sizing
- wide band Delphi/planning poker
- affinity estimating
- ideal time
Communications Including but not limited to:
- information radiator
- team space agile tooling
- osmotic communications for co-located and/or distributed teams
- two-way communications (trustworthy, conversation driven)
- social media–based communication
- active listening
- feedback methods
- Toolkit The examples illustrate the breadth of the toolkit, but are NOT
- meant to provide an exhaustive list of all techniques and tools in the toolkit
Interpersonal skills Including but not limited to:
- emotional intelligence
- adaptive leadership
- servant leadership
- conflict resolution
Metrics Including but not limited to:
- cycle time
- lead time
- EVM for agile projects
- defect rate
- approved iterations
- work in progress
- Planning, Monitoring, and Adapting
Including but not limited to:
- Kanban board
- task board
- iteration and release planning
- variance and trend analysis
- WIP limits
- daily stand ups
- burn down/up charts
- cumulative flow diagrams
- backlog grooming/refinement
- product-feedback loop
- Toolkit The examples illustrate the breadth of the toolkit, but are NOT
- meant to provide an exhaustive list of all techniques and tools in the toolkit
Process Improvement Including but not limited to:
- the Five WHYs
- retrospectives, intraspectives
- process tailoring/hybrid models
- value stream mapping
- control limits
- pre-mortem (rule setting, failure analysis)
- fishbone diagram analysis
Product Quality Including but not limited to:
- frequent verification and validation
- definition of done
- continuous integration
- testing, including exploratory and usability
- Risk Management Including but not limited to:
- risk adjusted backlog
- risk burn down graphs
- risk-based spike
- architectural spike
Including but not limited to:
- customer valued prioritization
- requirements reviews
- minimal viable product (MVP)
- minimal marketable feature (MMF)
- relative prioritization/ranking
- Kano analysis
KNOWLEDGE AND SKILLS
Each statement is preceded implicitly by Knowledge of or Skill in
=> Agile values and principles
=> Agile frameworks and terminology
=> Agile methods and approaches
=> Assessing and incorporating community and stakeholder values
=> Stakeholder management
=> Communication management
=> Facilitation methods
=> Knowledge sharing/written communication
=> Building agile teams
=> Team motivation
=> Physical and virtual co-location
=> Global, cultural, and team diversity
=> Training, coaching, and mentoring
=> Developmental mastery models (for example, Tuckman, Dreyfus, Shu Ha Ri)
=> Self-assessment tools and techniques
=> Participatory decision models (for example, convergent, shared collaboration)
=> Principles of systems thinking (for example, complex adaptive, chaos)
=> Problem solving
=> Incremental delivery
=> Agile discovery
=> Agile sizing and estimation
=> Value based analysis and decomposition
=> Process analysis
=> Continuous improvement
=> Agile hybrid models
=> Managing with agile KPIs
=> Agile project chartering
=> Agile contracting
=> Agile project accounting principles
=> Regulatory compliance
=> PMI's Code of Ethics and Professional Conduct
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I wrote a piece of writing just a few months ago in regards to the value of securing contingency reserves, so I failed to expect to come back to this subject so quickly. although, prior this week a discussion thread on Projectmanagement.com induced me to write down one more.
In that thread, the contributor asked which methods may well be used to fulfill milestone dates when all agenda contingency had been stripped out by using a consumer. The project supervisor is well aware of the hazards of continuing devoid of contingency, however the client is adamant.
Contingency exists to protect a assignment's success criteria from the affects of realized terrible hazards. In any venture schedule, the chance that each recreation mendacity on the critical direction for attaining a milestone will be on time or early gets progressively smaller as the variety of actions and parallel non-vital community paths increases.
here is the rationale assisting Rule #74 in 100 suggestions for NASA project Managers: "All issues are solvable in time, so make sure you have got adequate agenda contingency, if you don't, the subsequent assignment supervisor that takes your region will."
So when whatever thing goes wrong with a kind of critical activities and it seems that the milestone date can't be accomplished, what can they do then?
If it isn't feasible to negotiate a reduced scope with the client, the schedule compression options of crashing or quickly monitoring may well be regarded assuming they have ample discretionary dependencies, effort-driven actions exist, or funding is obtainable to attempt one or both of these strategies. but they need to remember that there is all the time a price associated with such options, both in terms of improved fees or improved chance.
here's closing the barn door after your prize-successful stallion has raced off into the sunset.
Being unable to cozy schedule contingency is only one illustration of risk management failure. it's additionally an illustration of project administration weak point as described by way of Neal Whitten basically twenty-five years ago.
nevertheless it goes beyond this.
Practitioners have argued in regards to the should recognize assignment administration as a occupation. if so, a core require is knowledgeable responsibility on the part of practitioners of a occupation which is why PMI identifies responsibility as one of the four values within its Code of Ethics.
when they knowingly accept an motion from a consumer or sponsor which places their projects in harms method, is that this demonstrating responsibility? Is it adequate to merely have the hazards added through this motion captured in a chance register, communicated to stakeholders and even signed off by way of the right governance their bodies? possibility acceptance is a legitimate risk response strategy, however is it applicable when faced with a high chance, high influence possibility?
If they want to demonstrate professional accountability, as soon as they have have exhausted their makes an attempt to have an effect on the client, they should Excellerate to a suitable authority who will assist us in doing the right thing. And if no such assist is inclined or available, they deserve to come to a decision whether continuing towards their more suitable judgment is a bridge too some distance.
If they don't draw a line within the sand when it comes to the values and principles of a PM position, will they deserve to have venture administration considered a true profession?
published by means of
Being a professional #projectmanager skill having the braveness to preserve your contingency reserves!
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