Agile project management using scrum

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Overview of Agile Project Management Using SCRUM and How to Pass PMI-ACP Certification Exam in a Month

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Agile project management using scrum

  1. 1. Free Seminar/Workshop Series (Free Orientation Seminar) Agile Project Management Using SCRUM + PMI-ACP Certification Exam (How to Pass ACP Certification Exam in a Month)
  2. 2. Agenda  Overview of Agile & SCRUM  Introduction to PMI & PMI-ACP Certification  PMI-ACP Certification Requirements & Exam Fee  PMI-ACP Exam Contents & Reading Materials  Prudential Exam Prep Methodology (Pass PMI-ACP In a Month)  Prudential PMI-ACP Exam Prep Training Workshop  About Prudential Solutions & Its Training Programs PMI®, PMP®, CAPM® and PMBOK® Guide are trademarks of the Project Management Institute, Inc. PMI® has not endorsed & did not participate in the development of this product. Note: Any views OR Opinion OR Techniques presented and showcased in this presentation is solely those of the authors & may not necessary represent those of company.
  3. 3. Name: K. R. Ghori Education: M.Sc (Mathematics) & MS (CS) Experience: 15 Years Professional Certification: PMP, ITIL, CSBA, MCTS, MCSD.NET Profile Highly-motivated information technology management professional with 15 years experience in IS/IT research and development, having strategic vision of enterprise solutions with comprehensive understanding of software development processes and life cycle while proficient in creating and implementing the development standards and methodologies with international compliance standards (i.e PMBOK, BABOK, Agile/SCRUM, CMMI, ITIL) Linkedin Profile: http://pk.linkedin.com/in/krghori Speaker Profile Expertise / Interest − Project Management − PMP® Certification Exam Prep − Business Analysis − CBAP® Certification Exam Prep − Agile PM/SCRUM & PMI-ACP − Microsoft Project/Server 2010 − PMO Setup & Optimization − ITIL V3 Foundation
  4. 4. What is Agile? Agile is the ability to adapt to changes as fast or faster than changes occur. Agile is an umbrella term for a set of values, principals and practices that have been shown to improve the efficiency, productivity, and quality of software delivery. The Agile Manifesto was written  In 2001, a group of 17 “lightweight” methodologists met Including Representative of  eXtreme Programming (XP)  Scrum  DSDM Adaptive Software Development Agile Manifesto
  5. 5. 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
  6. 6. Agile Manifesto – Graphical Representation Individuals and Interactions Processes and Tools Working Software Comprehensive Documentation Customer Collaboration Contract Negotiation Responding to Change Following a Plan "Agile" | | | | | | | | Traditional Agility is a relative term
  7. 7.  Focus on empowered, self-managing teams;  Autonomous teams do not need the day-to-day intervention of management  Management protects team from outside interference  Agile teams are composed of a mix of skills  Agile team members are able to step in for each other as necessary Individuals And Interactions Over Processes And Tools
  8. 8.  Traditionally we measure progress by the percent complete of the functional milestones  Agile teams provide actual working product as a status report, “product review”  Design changes as the system is built, results in outdated documentation  Agile teams prefer face-to-face communication over documentation because it is simpler, faster, and more reliable. Working Software over Comprehensive Documentation
  9. 9.  Contract negotiation, Identify and define everything and spells out the payment and date specifications  Customers become a part of the development process  Writing specs down and throwing them over the fence is simply not effective Customer Collaboration over Contract Negotiation
  10. 10.  It’s much easier to respond to change when the organization and the customer share a clear understanding of the project’s status  In plan-driven environments, all requirements are specified up front, broken down to the task level and estimated  Agile plans follow more of a rolling wave approach using top- down planning Responding to Change over Following a Plan
  11. 11. What is Agile? • An iterative and incremental (evolutionary) approach performed in a highly collaborative manner with just the right amount of ceremony to produce high quality software in a cost effective and timely manner which meets the changing needs of its stakeholders. • Core principles – ―Fits just right‖ process – Continuous testing and validation – Consistent team collaboration – Rapid response to change – Ongoing customer involvement – Frequent delivery of working software
  12. 12. 1. Satisfy the customer through early and continuous delivery 2. Welcome changing requirements 3. Deliver frequently, preferring a shorter timescale 4. Business & technical work together daily 5. Pick the right team & trust them 6. Face-to-Face Communication 7. Working software is the primary measure of progress 8. Sustainable pace 9. Technical excellence and good design enhances agility 10. Simplicity, maximizing the amount of work not done 11. Best results emerge from self- organizing teams 12. The team regularly reflects to become more effective 12 Agile Principles
  13. 13. Research on Agile PM 15
  14. 14. Scrum Process (Deemer, Benefield, Larman, & Vodde, 2010, p.5).
  15. 15. Business Benefits
  16. 16. Incremental over Big Bang • Agile welcomes changes. The product owner has a chance to change the course every sprint. – For a company who develop software products, you can add features in the middle of development for your product to be highly competitive in the market. – For a company who develop in-house software, you can add and prioritize features with high business value • Agile discover issues at earlier stage of the development thus improve quality • Agile ships builds every end of sprints thus create transparency and shortens the feedback loop
  17. 17. Waterfall Vs. Agile Methodology PMI’s framework is based on a waterfall methodology, while the ScrumMaster Certification is based on Agile. Both of these methodologies comprise very different approaches to software development. Waterfall Methodologies • Waterfall Methodologies feature distinct planning, development, and testing phases. • Software development projects are heavily planned during the planning stage, where little to no code is completed • During the build (development, or execution) phase, the product of the project is built. • Any changes to product design are normally handled by change requests to the original project plan • After the build phase is completed, products are tested during a comprehensive testing phase. Clients (or customers) do not normally receive the finished product until all work on the project has been completed and delivered Agile Methodologies • Agile methodologies feature iterative development phases • Product features are gathered and prioritized in a backlog of features • Scrum teams take on development of product features during sprints, where they are designed, constructed, and tested – normally during a two- week period • After the sprint, features emerge as deliverable product • Clients are presented completed features from an individual sprint during a sprint demo • Product changes may not take place during sprints, but they are accepted at any other time, so products are constructed organically
  18. 18. Traditional (Waterfall) Incremental Releases Agile Big Bang Release This is the only time the project visible to the customer S P R I N T S P R I N T S P R I N T S P R I N T Jan Feb Mar AprJan Feb Mar Apr
  19. 19. Increase Business Value • Agile improves the process through regular retrospect • Agile increases customer satisfaction and confidence to the product • Agile builds trust and relationship with customer through regular and open communication • Agile improves the quality of the product • Agile shortens time to market • Agile reduces Risk
  20. 20. Output over Theory • Agile is focused more in communication with the team and the product owner to understand the customer requirements instead of documentation • Agile is focused on bridging the communication gap between team members because feedback loop is much shorter • Agile discovers issues before it strikes • Agile can start the project with minimal documentation
  21. 21. In agile processes, the feedback loop is much shorter and more frequent, so problems get discovered quickly. Communication between the team and product owner is always open.
  22. 22. Faster Delivery Faster ROI • Less Management Overhead • Increase efficiency of the team results to lesser cost • Product Owners could throttle the budget without sacrificing high valued features • Quality output results to low maintenance and downtime • Agile does not recommend Over Time results to low operation cost • Shorten time to market thus increase revenue and help position the product in the market. • Agile increase competitive edge of the product in the market • Agile produces Happy developers = productive developers = less turn over
  23. 23. © Prudential Solutions (Pvt) Ltd. 25
  24. 24. Session 2: Essentials of Scrum
  25. 25. SCRUM is… • Scrum is an agile, lightweight process that can be used to manage and control software and product development using iterative, incremental practices • Wrapping existing engineering practices, including Extreme Programming and RUP, Scrum generates the benefits of agile development with the advantages of a simple implementation • It is adaptive, quick, self-organizing and have few rests ..process framework, not methodology
  26. 26. Why SCRUM It is HOT! • It’s work and simple. • More practical (practical process model). • A rule of thumb or best practices for process inspection and continue adaptation.
  27. 27. Scrum Characteristics • Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time. • Every sprint (two weeks to a month) anyone can see real working software. • The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features. • Requirements are captured as items in a list of product backlog • Product progresses in a series of month-long “sprints” • Activities for the team are captured as tasks in a list of sprint backlog • No specific engineering practices prescribed • One of the ―agile processes‖ Robert de
  28. 28. Product Backlog Sprint Backlog Sprint Review Sprint Retrospective 2 to 4 Weeks 24 Hours PO The Sprint SM SM Sprint Planning Meeting Daily Scrum Meeting Development Team SM Development Team Development Team PO PO Ref: Scrum in One Day - Schematic v1.0 The Basics of Scrum
  29. 29. 5 Events (Ceremonies)3 Roles 3 Artefacts Product Owner Scrum Master Development Team 24 Hours The Sprint The Daily Scrum Sprint Planning Meeting Product Backlog Sprint Backlog Increment Sprint Review Sprint Retrospective Scrum in One Day - Schematic v1.0 enquiries@agilekrc.co.uk +44 (0) 1934 71033
  30. 30. Product Backlog Sprint Backlog Sprint Review Sprint Retrospective 2 to 4 Weeks 24 Hours PO The Sprint SM SM Sprint Planning Meeting Daily Scrum Meeting Development Team SM Development Team Development Team PO PO The Basics of Scrum
  31. 31. Product Owner • Responsible for the overall project vision and goals • Responsible for managing project ROI vs. risk • Responsible for taking all inputs into what the team should produce, and turning it into a prioritized list (the Product Backlog) • Participates actively in Sprint Planning and Sprint Review meetings, and is available to team throughout the Sprint • Determines release plan and communicates it to upper management and the customer
  32. 32. Product Backlog Sprint Backlog Sprint Review Sprint Retrospective 2 to 4 Weeks 24 Hours PO The Sprint SM SM Sprint Planning Meeting Daily Scrum Meeting Development Team SM Development Team Development Team PO PO The Basics of Scrum
  33. 33. Team • 7 people, + or – 2 – Has worked with as high as 15, as few as 3 – Can be shared with other teams (but better when not) – Can change between Sprints (but better when they don’t) – Can be distributed (but better when colocated) • Cross-functional – Possesses all the skills necessary to produce an increment of potentially shippable product – Team takes on tasks based on skills, not just official ―role‖ • Self-managing – Team manages itself to achieve the Sprint commitment
  34. 34. The Basics of Scrum Product Backlog Sprint Backlog Sprint Review Sprint Retrospective 2 to 4 Weeks 24 Hours PO The Sprint SM SM Sprint Planning Meeting Daily Scrum Meeting Development Team SM Development Team Development Team PO PO
  35. 35. The Role of the ScrumMaster • The ScrumMaster does everything in their power to help the team achieve success • This includes: – Serving the team – Protecting the team – Guiding the team’s use of Scrum
  36. 36. What the Scrum Master Does • Serves the team – The Scrum Master takes action to help remove impediments to the team’s effectiveness – The Scrum Master facilitates the team’s group interactions, to help the team achieve its full potential • Protects the team – The Scrum Master protects the team from anything that threatens its effectiveness, such as outside interference or disruption – The Scrum Master will need to confront uncomfortable issues, both inside and outside the team • Guiding the team’s use of Scrum – The Scrum Master teaches Scrum to the team and organization – The Scrum Master ensures that all standard Scrum rules and practices are followed – The Scrum Master organizes all Scrum-related practices
  37. 37. The Basics of Scrum Product Backlog Sprint Backlog Sprint Review Sprint Retrospective 2 to 4 Weeks 24 Hours PO The Sprint SM SM Sprint Planning Meeting Daily Scrum Meeting Development Team SM Development Team Development Team PO PO
  38. 38. Product Backlog Product Owner lists items in descending order of priority (highest priority item is listed first, next-highest is second, etc.) Size estimates are rough estimates (can either be arbitrary “points”, or “ideal days”)
  39. 39. Product Backlog • List of everything that could ever be of value to the business for the team to produce • Ranked in order of priority – Priority is a function of business value versus risk • Product Owner can make any changes they want before the start of a Sprint Planning Meeting – Items added, changed, removed, reordered • How much documentation is up to the team and Product Owner to decide • The farther down the list, the bigger and less defined the items become – ~2 Sprints worth are defined in detail
  40. 40. The Basics of Scrum Product Backlog Sprint Backlog Sprint Review Sprint Retrospective 2 to 4 Weeks 24 Hours PO The Sprint SM SM Sprint Planning Meeting Daily Scrum Meeting Development Team SM Development Team Development Team PO PO
  41. 41. Sprint Planning Meeting • Takes place before the start of every Sprint • Team decides how much Product Backlog it will commit to complete by the end of the Sprint, and comes up with a plan and list of tasks for how to achieve it • What’s a good commitment? – Clearly understood by all – Shared among the team – Achievable without sacrificing quality – Achievable without sacrificing sustainable pace • Attended by Team, Product Owner, ScrumMaster, Stakeholders • May require 1-2 hours for each week of Sprint duration – 2 week Sprint = 2-4 hours, 4 week Sprint = 4-8 hours
  42. 42. The Sprint Backlog
  43. 43. Daily Scrum Meeting • Every weekday • Whole team attends • Everyone stands • Lasts 15 minutes or less • Everyone reports 3 things only to each other – What was I able to accomplish since last meeting – What will I try to accomplish by next meeting – What is blocking me • No discussion, conversation until meeting ends • Product Owner can attend and report • Update of artifacts after standup
  44. 44. Updating the Sprint Backlog • Before or after the Daily Scrum, team members update the hours remaining on the Sprint Backlog
  45. 45. Updating the Sprint Backlog
  46. 46. The Basics of Scrum Product Backlog Sprint Backlog Sprint Review Sprint Retrospective 2 to 4 Weeks 24 Hours PO The Sprint SM SM Sprint Planning Meeting Daily Scrum Meeting Development Team SM Development Team Development Team PO PO
  47. 47. Sprint Review • Purpose of the Sprint Review is – Demo what the team has built – Generate feedback, which the Product Owner can incorporate in the Product Backlog • Attended by Team, Product Owner, ScrumMaster, functional managers, and any other stakeholders • A demo of what’s been built, not a presentation about what’s been built – no Powerpoints allowed! • Usually lasts 1-2 hours • Followed by Sprint Retrospective
  48. 48. The Basics of Scrum Product Backlog Sprint Backlog Sprint Review Sprint Retrospective 2 to 4 Weeks 24 Hours PO The Sprint SM SM Sprint Planning Meeting Daily Scrum Meeting Development Team SM Development Team Development Team PO PO
  49. 49. Sprint Retrospective • What is it? – 1-2 hour meeting following each Sprint Demo – Attended by Product Owner, Team, ScrumMaster – Usually a neutral person will be invited in to facilitate – What’s working and what could work better • Why does the Retrospective matter? – Accelerates visibility – Accelerates action to improve
  50. 50. PMI-ACP Certification Exam Prep Mentoring Seminar Session - 3: PMI-ACP Certification
  51. 51. Are You Agile Ready? • Do you use Agile practices, tools, and techniques in your projects? • Do you belong to an organization that is in the process of adopting or is already implementing projects using the Agile philosophy, methodologies, principles, and practices? • Do you want to demonstrate your expertise in Agile practices, tools, and techniques? • Then you may be ready to take the next step and become a PMI® Agile Certified Practitioner (PMI-ACP) ®. • 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 also apply
  52. 52. Pro ® The world’s leading not-for-profit global professional organization for project management knowledge, information and professionalism
  53. 53. Project Management Institute • Most recognized project management certification organization • Along With Other PM Certification, Agile certification available – PMI Agile Certified Practitioner (PMI-ACP) – Developed by Agile thought leaders • Just completed pilot program – Pilot exams began in October – Pilot ended November 30, 2011 – Results send out January 9, 2012 – PMI-ACP testing begins January 31, 2012
  54. 54. WHY PMI AND AGILE? • 65% of PMI members working on IT projects • 80% of software projects using Agile Strengths – Reputation, penetration in the market – History and credibility Weaknesses – Heritage in Agile methods – Perceptions of the ―Evil Empire‖ that Agile is the solution to • Realities – Created by a committee of Agilists across the Agile umbrella of frameworks
  55. 55. PMI-ACP - Who should apply & Why? • 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. • For practitioners, PMI-ACP® helps: – 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 • For organizations, PMI-ACP® demonstrates a practitioner’s: – Knowledge of Agile practices, which shows the practitioner has greater breadth and depth as a PM
  56. 56. – General Project Management Experience – 2000 hours (12 months) within last 5 years. (If you have an active PMP, you meet this requirement.) – Agile Project Management Experience – 1500 hours ( 8 months) within last 3 years. – Agile Project Management Education – 21 contact hours. – Maintenance – 30 PDU's every 3 years. These hours count towards fulfilling PMP requirements as well. PMI-ACP : Requirements
  57. 57. • Fixed Cost – 435 $ PMI-Members – 495 $ Non Members • Variable Cost – 21 Contact Hour Training : Rs. 20,000 to Rs. 25,000 – Books : 0 to Rs. 10,000 – Retake : 335 $ Cost of Exam & Training
  58. 58. Exam Design Objectives • Test Agile project knowledge and application: – Most projects – Most of the time • Some remote team members Not another Scrum (or XP, FDD) exam • • Combines Agile, Lean, and Kanban Meet Agile Alliance Exam Guidance ―…employers should have confidence only in certifications that are skill-based and difficult to achieve.”
  59. 59. 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) Experience : Domain And Tasks Of PMI-ACP
  60. 60. PMI Exam Content Distribution Tools & Techniques, 50 Knowledge & Skills, 50
  61. 61. Tools & Techniques (50%) Priority Item Question* 1 Communications 10.9 2 Planning, Monitoring, and Adapting 9.8 3 Agile Estimation 8.7 4 Agile Analysis and Design 7.6 5 Product Quality 6.5 6 Soft Skills Negotiation 5.5 7 Value-Based Prioritization 4.4 8 Risk Management 3.3 9 Metrics 2.2 10 Value Stream Analysis 1.1 Total Questions 60
  62. 62. Knowledge & Skills (50%) Level 1: 33% = 40 questions • 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, budget, and cost estimation • Value-based decomposition and prioritization Level 2: 12% = 15 questions • Agile frameworks and terminology • Building high-performance teams • Business case development • Colocation (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) • PMI’s Code of Ethics and Professional Conduct • Process analysis techniques • Self assessment • Value-based analysis Level 3: 5% = 6 questions • 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
  63. 63. Exam Results
  64. 64. • 120 questions, 20 pretest questions that are thrown out • Passing scored not yet published • Duration 3 Hours • No scheduled break • Exam Questions – Developed and Validated by global work group of agile professionals – Referred to the current agile reference list – Monitored through psychometric analysis – Satisfy the Examination Content Outline PMI-ACP Exam
  65. 65. Agile Estimating and Planning Mike Cohn ISBN #0131479415 The Art of Agile Development James Shore ISBN #0596527675 User Stories Applied: For Agile Software Development Mike Cohn ISBN #0321205685 Agile Project Management with Scrum Ken Schwaber ISBN #073561993X Lean-Agile Software Development: Achieving Enterprise Agility Alan Shalloway, Guy Beaver, James R. Trott ISBN #0321532899 Agile Retrospectives: Making Good Teams Great Esther Derby, Diana Larsen ISBN #0977616649 Agile Software Development: The Cooperative Game – 2nd Edition Alistair Cockburn ISBN #0321482751 The Software Project Manager’s Bridge to Agility Michele Sliger, Stacia Broderick ISBN #0321502752 Coaching Agile Teams Lyssa Adkins ISBN #0321637704 Agile Project Management: Creating Innovative Products – 2nd Edition Jim Highsmith ISBN #0321658396 Becoming Agile: ...in an imperfect world Greg Smith, Ahmed Sidky ISBN #1933988258 Exam Prep Challenges - No Single Reference Book. Reading 11 Books looks great idea but looks too much - 21 Contact Hours Agile Education Programs are not available frequently - New certificate difficult to get details / help Official Book Reference
  66. 66. Reference Books
  67. 67. OR PMI-ACP : Recommended Exam Prep Books
  68. 68. How Should You Prepare for the PMI-ACP Exam? • Know your own learning and testing style and use whatever resources and study techniques work best for you • Many people form study groups to provide support and peer pressure • The PMI-ACP is influence by Software industry. The exam includes conceptual, situational, application, and evaluative questions. Be ready for each type • Study the material with eyes of Professional Not Student. Try to relate your experience with knowledge • Study the Selected Material & Process Group/Activity Matrix by Knowledge Area and understand what each activity involves • Start study when decide to attempt exam. • Develop and Focus on Study plan as per your schedule for PMI-ACP • 120 questions are multiple-choice with 4 choices. It is easy to over study, but if you fail, you need to pay to retake the exam
  69. 69. • Create the account at pmi.org • Apply For Membership (Optional) • PMI-ACP® Certification Handbook • Select Category 1 or 2 (College degree or not) • Complete PMI-ACP Application Form • Complete Agile PM Education Form (Get training or train yourself) • Complete PM & Agile Experience Validation Forms • Send Application to PMI • Receive Exam eligibility letter within 10-14 days (Good for 12 months) • Contact Prometric to schedule date for the exam and submit fee • Pass the Exam & Achieve PMI-ACP Certification  PMI Process for PMI-ACP® Certification
  70. 70. Prudential’s PMI-ACP In a Month Methodology Step - 1 Need Assessment Know yourself and assess the need to become PMI-ACP w.r.t experience & knowledge (PMI-ACP Handbook) Step - 2 Get Membership Get Membership Develop and follow you study plan Step - 3 Fill The Application Align your Projects With PMI-ACP Application Requirements Step - 4 Get/Align Trainings Get Agile PM Training of 21 Hrs OR align your post graduate training/Company Training for Agile PM Step - 5 Apply for Exam Now Apply For Exam & Revise Your Study Plan Step - 6 Do Review & Q&A Practice Review Your Study material /Notes and Do Extensive Practice for Exam Q&As (Assess deficiencies after Full-length Exam) Step -7 Exam Readiness Do 3 Full Length Exam for exam readiness if Marks are 75% to 80% then go for exam or go to step - 6 Step -7 Go For PMI- ACP Exam Appear in Exam (If Fail in Exam, Do Assessment for your exam and result. Apply for Re-Exam and go to Step 6 Again)
  71. 71. PRUDENTIAL PMI-ACP® Exam Prep Mentoring & Coaching Program This PMI–ACP training Workshop will prepare you to take the PMI-ACP® exam and become an Agile Certified Practitioner, a certification from the Project Management Institute (PMI)®. The PMI- ACP exam measures professionalism in Agile Project Management, increases versatility in PM methods, validates ability to lead Agile teams and Agile software projects that adapt to change, drive innovation and deliver on–time business value.
  72. 72. Program Overview This 3-day will help participants understand advanced techniques for product and iteration planning, project management and collaboration. The agile project management approach is targeted at projects where fast responsiveness to changing market demands is important and for organizations with innovative cultures. An agile project management approach will help dramatically improve a project team’s ability to cope with change and will improve project success rate. In this program you will learn from Certified PMP® & ACP® of the industry practitioners. They will Also Mentor and Coach you for PMI-ACP Certification achievement & career advancement in the prestigious profession of Agile Project Management. For your PMI-ACP Certification achievement, we work with you that focuses on: – Professional Assessment – Personalized Study Plan – How to document Experience & Application – Agile PM & SCRUM based Training – Exam Cram Sessions & Exam Practice – Exam Tips & Techniques – Online/Phone Mentoring
  73. 73. • We have started 21 Contact Hours Program and unlike other training provide we conduct the program even we get 3 participants • The program covers ACP content outlines • We give reading material to our participants from the point they enroll for it • We provide all relevant study material, candidate may not need to buy anything beyond that. • We recommend reading books based on your work experience, it may vary from 1 to 4 • Our training program is designed by taking reference from all 11 Books • Based in exam content outline we prioritize the reading material Prudential PMI-ACP Exam Prep Program
  74. 74. Prudential’s PMI-ACP Exam Prep Program Process Activity 1 — Assessment of participants individually Activity 2 — Orientation & Mentoring for PMI-ACP® Certification Activity 3 — PMI Registration & Fill The PMI-ACP® Exam Application Activity 4 — Training ―Agile PM & SCRUM‖ Activity 5 — PMI-ACP® Exam Cram Workshop Activity 6 — Application Review & Apply For Exam Activity 7 — Mentoring/Guideline For Exam Study & Exam Cram Activity 8 — Audit Guidance (If Application in Audit) Activity 9 — Full length Exam Simulation for Exam Readiness Activity 10 — Mentoring/Coaching Session Before Exam Day. Activity 11 — If Failed in Exam (Review your Result/Failure Causes, Join our Next Training program With No Tuition Fee, Just Pay Admin Fee) Activity 12 — Help you to Maintain PMI-ACP® Certification (Guidance to Earn 30 PDUs with no Money)
  75. 75. Company Profile Transform your Business Requirements into Prudent Solution for Project and Organizational Success
  76. 76. About Us: Prudential Solutions (Private) Limited is specialized training and consulting company focusing on – Project Management. – Business Analysis. – IT Management. – Project HR Development Prudential Solutions realize that highly skilled professionals and their continues learning can help to bridge the gap for project success and organizational excellence. © Prudential Solutions (Pvt) Ltd. Currently we offering the Prudential learning solutions for professionals and corporate to enhance competencies, productivity to achieve organizational excellence and ensure their project success.
  77. 77. Prudential Learning Solutions Executive Management Training/ Mentoring • Trainings for executive management are an important investment—especially those people, who execute organizational strategies and lead people. • We offer Half-Day to Two-Day Executive Training Workshops for Management Teams, addressing their specific business needs, with focus to solve and overcome tomorrow's business challenges today. Professional Certification Exam Prep Bootcamps • We offer high-class Professional Certification Exam Prep Training Programs, at faster pace and affordable price with GUARANTEE to pass in first attempt. Corporate Training/Coaching/Mentoring Programs • We offer training solutions that reflect organizational specific learning needs, processes, culture & industry. We also help organizations to prepare and conduct custom-design training programs that meet their environment specific requirements. OUR FEATURED TRAININGS Project Management: • Agile Project Management / SCRUM • Effective PM For Engineers & Scientist • Microsoft Project /Project Server 2010 • Professional Certifications Exam Prep (PMP/ PgMP/ PMI-ACP /PMI-SP /PMI-RMP) Business Analysis: • Effective Business Analysis • Business Analysis For Project Manager • BA Certification Exam Prep IT/IS Management: • Effective ITSM With ITIL V3 Framework • IT/IS Strategic Planning & Management • ITIL Certification Exam Prep People/ Soft Skills: People/ Soft Skills For Project Success (For Project Managers, IT Managers, Business Analysts & Project Team Members) Call Us For Complementary Orientation Seminar For Your Organization & TNA.
  78. 78. Some of Our Clients & Participant's Organizations
  79. 79. Contact Us and Follow Us For Trainings & Consulting Thank you for your interest in Prudential Solutions; If you have any query call us or email us. Prudential Office Office # 2, 2nd Floor Huzaifa Center, I-8 Markaz Islamabad Cell: (+92) 0333 – PRUDSOL (7783765) / 0311-8556281 Phone: (+92) 051- 122-000-456 Fax: (+92) 051-4862314 Email: info@prudsol.com trainings@prudsol.com Website: www.prudsol.com

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