Agile Project Management - An introduction to Agile and the new PMI-ACP

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-ACPs 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 Software1. Our highest priority is to satisfy the customer through 7. Working software is the primary measure ofearly and continuous delivery of valuable software. progress.2. Welcome changing requirements, even late in 8. Agile processes promote sustainabledevelopment. Agile processes harness change for the development. The sponsors, developers, and userscustomers competitive advantage. should be able to maintain a constant pace indefinitely.3. Deliver working software frequently, from a couple ofweeks to a couple of months, with a preference to the 9. Continuous attention to technical excellence andshorter timescale. good design enhances agility.4. Business people and developers must work together 10. Simplicity--the art of maximizing the amount ofdaily throughout the project. work not done--is essential.5. Build projects around motivated individuals. Give them 11. The best architectures, requirements, andthe environment and support they need, and trust them designs emerge from self-organizing teams.to get the job done. 12. At regular intervals, the team reflects on how to6. The most efficient and effective method of conveying become more effective, then tunes and adjusts itsinformation to and within a development team is face-to- behavior accordingly.face conversation. 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 quality10. keep it simple11. self-organize12. 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 (roles, activities & artifacts) MorePrescriptive Adaptive 120+ 13 9 6 0 RUP XP Scrum Kanban Do WhateverSource: Kanban and Scrum, making the most of both. Henrik Kniberg & Mattias Skarin

Prescriptive vs. Adaptive Waterfall Agile Predictive Process Adaptive Process ScopeConstraints Cost Time (requirements) Value/Vision Plan Driven Driven ScopeEstimates Cost Time (features) The plan creates cost The vision creates and schedule estimates feature estimates

Sequential vs. Overlapping development Requirements Design Code Test Rather than doing all of Agile teams do one thing at a a little of time... 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 Analysis Design Design Code Time Code Test Test 50% complete? 25% complete 0% usable 100% usable

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 DO PLAN 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-ACPs 6 major domains of practiceDomain 1: Value-driven delivery ● define positive value ● incremental development ● avoid potential downsides ● prioritizationDomain 2: Stakeholder engagement ● stakeholder needs, involvement and expectationsDomain 3: Boosting team performance practices ● team formation, empowerment, collaboration and commitmentDomain 4: Adaptive planning ● levels of planning ● adaptation ● estimation ● velocity/throughput/cycle timeDomain 5: Problem detection and resolutionDomain 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 anopportunity to demonstrate your knowledge of agile practices. The PMI-ACP is not limited to projectmanagers or Project Management Professional (PMP)® credential holders; individuals withexperience 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 Description General Project Management Experience 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. Agile Project Management Training 21 contact hours; hours must be earned in agile project management topics Examination Tests knowledge of agile fundamentals

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

Agile tools and techniques - 50% Agile knowledge and skills - 50%Communications Level 1 (33%)information radiator, team space, agile tooling, osmotic Active listening, Agile Manifesto value and principles, Assessing andcommunications for collocated and or distributed teams, daily stand- incorporating community and stakeholder values, Brainstormingups techniques, Building empowered teams, Coaching and mentoringPlanning, monitoring and adapting within teams, Communications management, Feedback techniquesretrospectives, task/kanban boards, time-boxing, Iteration and release for product (e.g. prototyping, simulation, demonstrations,planning, WIP limits, burn down/up charts, cumulative flow diagrams, evaluations), Incremental delivery, Knowledge sharing, Leadershipprocess tailoring tools and techniques, Prioritization, Problem-solving strategies,Agile estimation tools, and techniques, Project and quality standards for Agilerelative sizing/story points, wide band Delphi/planning poker, affinity projects, Stakeholder management, Team motivation, Time, budge,estimating, ideal time and cost estimation, Value-based decomposition and prioritizationAgile analysis and designproduct road map, user stories/backing, story maps, progressive Level 2 (12%)elaboration, wire-frames, chartering, persona, agile modeling Agile frameworks and terminology, Building high-performanceProduct quality teams, Business case development, Co-location (geographicfrequent verification and validation, test-driven development/test first proximity)/distributed teams, Continuous improvement processes,development, definition of done, continuous integration Elements of a project charter for an Agile project, FacilitationSoft skills negotiation methods, Participatory decision models (e.g., input-based. Sharedemotional intelligence, collaboration, adaptive leadership, negotiation, collaboration, command), PMI’s Code of Ethics and Professionalconflict resolution, servant leadership Conduct, Process analysis techniques, Self assessment, Value-Value-based prioritization based analysisreturn on investment (ROI)/net present value (NPV)/internal rate ofreturn (IRR), compliance, customer-valued prioritization, minimally Level 3 (5%)marketable feature (MMF), relative prioritization/ranking Agile contracting methods, Agile project accounting principles,Risk management Applying new Agile practices, Compliance (organization), Controlrisk-adjusted backlog, risk burn down graphs, risk-based spike limits for Agile projects, Failure modes and alternatives,Metrics Globalization, culture, and team diversity, Innovation games,velocity, cycle time, earned value management (EVM) for agile Principles of systems thinking (e.g. complex adaptive, chaos),projects, escaped defects Regulatory compliance, Variance and trend analysis, Variations inValue stream analysis Agile methods and approaches, Vendor management,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-ACPAgile Estimating and Agile Retrospectives: Agile Software Agile ProjectPlanning Making Good Teams Great Development: The Management: CreatingMike Cohn Esther Derby, Diana Larsen, Cooperative Game – 2nd Innovative Products – 2ndISBN #0131479415 Ken Schwaber Edition Edition ISBN #0977616649 Alistair Cockburn Jim Highsmith ISBN #0321482751 ISBN #0321658396

Reference Materials for PMI-ACPAgile Project Management Becoming Agile: ...in an Coaching Agile Teams Lean-Agile Softwarewith Scrum imperfect world Lyssa Adkins Development: AchievingKen Schwaber Greg Smith, Ahmed Sidky ISBN #0321637704 Enterprise AgilityISBN #073561993X ISBN #1933988258 Alan Shalloway, Guy Beaver, James R. Trott ISBN #0321532899

Reference Materials for PMI-ACP The Art of Agile The Software Project User Stories Applied: For Development Manager’s Bridge to Agile Software James Shore Agility Development ISBN #0596527675 Michele Sliger, Stacia Mike Cohn Broderick ISBN #0321205685 ISBN #0321502752

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

This presentation was inspired by the work of many people and we have done our very best to attribute allauthors of texts and images, and recognize any copyrights. If you think that anything in this presentationshould be changed, added or removed, please contact us. http://creativecommons.org/licenses/by-nc-nd/3.0/

http://www.torak.com	2060
http://torak.com	123
http://www.linkedin.com	4

Agile Project Management - An introduction to Agile and the new PMI-ACP

by Dimitri Ponomareff on Oct 06, 2011

Accessibility

Categories

Upload Details

Usage Rights

3 Embeds 2,187

Statistics

Agile Project Management - An introduction to Agile and the new PMI-ACP Presentation Transcript