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360PMO 
About Agile 
& 
PMI-ACP Certification Overview 
Aleem Khan 
Principal Consultant
360PMO 
About Aleem Khan 
 Principal consultant, coach and trainer 
 17 years experience in project management field 
 Led multiple Agile transformation project 
 M.S, PMP, CSM, PMI-ACP Certified 
 Co-author of “Agile Case Studies” 
2 
@tweetaleem 
http://ca.linkedin.com/in/aleemkhan/
360PMO 
Agenda 
 Why Agile? 
 What is Agile? 
 Agile Methodologies comparison 
 Project noise and method selection 
 Traditional vs. Agile approach 
 Certification bodies in Agile world 
 PMI-ACP® certification overview 
o Eligibility Requirements, Certification Process and Exam 
Information 
 360PMO Agile workshop details 
 Q/A 
3
360PMO 
Why Agile 
4 
Accelerate time to 
market 
Managing change 
priorities 
Better align 
IT/Business 
Increase productivity 
Enhance software 
quality 
Reduce cost 
Enhance software 
maintainability 
Improve team morale 
Improve/increase 
engineering discipline 
Project visibility 
Reduce risk 
Simplify process
360PMO 
What is Agile? 
5 
Methodology? 
Framework? 
No 
Documentation ! 
No 
Design… 
Process? 
Approach? 
No Discipline 
No Planning! Iterative 
Another Fad 
…Silver 
Bullet
Agile is a an approach of 
Definition 
building products or services by 
EMPOWERING and 
TRUSTING people, acknowledging 
CHANGE AS NORM, and promoting 
CONSTANT FEEDBACK. 
* Shuh, Peter (2005). Integrating Agile Development in the Real World. 
6 360PMO
Agile is a MINDSET…… 
Definition 
established through 4 VALUES, 
grounded by 12 PRINCIPLES & 
manifested through many DIFFERENT PRACTICES 
7 *Ahmed Sidky 
360PMO
360PMO 
Agile Values 
 Individuals and interactions over processes and tools 
 Working products 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. 
8
360PMO 
12 Principles of Agile Manifesto 
1. Our highest priority is to satisfy the customer through early and continuous delivery of 
valuable software. 
2. Welcome changing requirements, even late in development. Agile processes harness 
change for the customer's competitive advantage. 
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a 
preference to the shorter timescale. 
4. Business people and developers must work together daily throughout the project. 
5. Build projects around motivated individuals. Give them the environment and support they 
need, and trust them to get the job done. 
6. The most efficient and effective method of conveying information to and within a 
development team is face-to-face conversation. 
7. Working software is the primary measure of progress. 
8. Agile processes promote sustainable development. The sponsors, developers, and users 
should be able to maintain a constant pace indefinitely. 
9. Continuous attention to technical excellence and good design enhances agility. 
10. Simplicity--the art of maximizing the amount of work not done--is essential. 
11. The best architectures, requirements, and designs emerge from self-organizing teams. 
12. At regular intervals, the team reflects on how to become more effective, then tunes and 
adjusts its behavior accordingly. 
9
4 AGILE VALUE 
12 AGILE 
PRINCIPLES 
1. Individuals and interactions over processes and tools 
2. Working software over comprehensive documentation 
3. Customer collaboration over contract negotiation 
4. Responding to change over following a plan 
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's 
competitive advantage. 
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter 
timescale. 
4. Business people and developers must work together daily throughout the project. 
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get 
the job done. 
6. The most efficient and effective method of conveying information to and within a development team is face-to-face 
conversation. 
7. Working software is the primary measure of progress. 
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a 
constant pace indefinitely. 
9. Continuous attention to technical excellence and good design enhances agility. 
10. Simplicity--the art of maximizing the amount of work not done--is essential. 
11. The best architectures, requirements, and designs emerge from self-organizing teams. 
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 
• Time-boxing 
• Retrospective 
• Spike Solution 
• Planning Poker 
• Backlog Prioritization 
• Progress Elaboration 
• Minimal marketable Features 
• Personas 
• Story Mapping 
• User Stories 
• Product Backlog 
• Visualize Workflow 
• Wireframe 
• Daily Stand-up 
• Exploratory Testing 
• Definition of Done 
• Theory of Constraint 
• Mindfulness 
• Limit Work in Progress (WIP) 
• Avoid Waste 
• Short Iterations 
• Sprint Goals 
• Servant Leader 
• Self -organization 
• Team Agreements 
• Release Goals 
• Release Plan 
• Project Chartering 
• Quality Assurance 
• Refactoring 
• Relative Sizing 
• Product Vision 
• Backlog Grooming 
• Increment 
• Exploration 
• Dot Voting 
Being Agile…… 
Doing Agile…… 
• Pair Programming 
• Face to Face Conversation 
• Osmotic Communication 
• Test Driven Development (TDD) 
• Velocity 
• Unit Testing 
• Test First Development 
• Technical Debt 
• Task board 
• Swarming 
• Regression Test 
• Minimum Viable Product 
• Last Responsible Moment (LRM) 
• Just in Time 
• Acceptance Criteria 
• Fast Feedback 
• Burn-up/Burn-down 
• …….. 
MANY AGILE 
PRACTICES 
10 360PMO
360PMO 
Agile Umbrella 
11 
Scrum 
eXtreme Programming 
DSDM 
Lean 
FDD Crystal Kanban
PRESCRIPTIVE (more rules to follow) (fewer rules to follow) ADAPTIVE 
360PMO 
Prescriptive vs. Adaptive Methods 
12 
RUP 
• 3 roles; 
• 20 activities; and, 
• Over 70 artifacts. 
Extreme Do whatever 
Programming (XP) 
• Scrum + number 
of engineering 
practices e.g. pair 
programming, test 
first development 
Scrum 
• 3 pillars; 
• 3 roles; 
• 4 ceremonies; 
• 3 artifacts. 
Kanban 
• Visualize workflow; 
• Limit WIP.
Project Noise and Method Selection 
Known/Certain Unknown/Uncertain 
Technology 
Requirement 
Known Unknown 
13 360PMO
360PMO 
Operating Model of Agile teams 
Project 
Manager 
14 
Functional Silos Agile Teams 
• Team organized around the work 
• Empowered 
• Self organize / Self managed 
• Team pulls the task from queue /backlog 
• Cross functional 
• Intensely collaborative 
 Work is organized around the team 
 Tasks are assigned (most of the time by the PM) 
 Functional silos 
Coach/Facilitator 
Business Analyst 
Testers/QA 
Customer 
Product Owner 
Product 
Manager 
Developer 
Support 
Engineer 
Cross 
functional 
Teams
360PMO 
Traditional Project Phases 
15 
Requirements 
Analysis 
Design 
Coding 
Integration 
Testing 
Deployment 
Operations and 
Maintenance 
Time 
Final Product
360PMO 
Incremental delivery 
16 
Final Product 
Product 
Increments 
Product 
Increments 
Product 
Increments 
Feedback Loops 
Review and Adjust 
Inspect & Adapt 
Analysis 
Design 
Code 
Integrate 
Test 
Deploy 
Analysis 
Design 
Code 
Integrate 
Test 
Deploy 
Time 
Adapts to frequent feedback by delivering working & tested product
360PMO 
Traditional Approach 
17
360PMO 
Agile Approach 
18 
Team Pull 
the work 
Work Queue Agile Teams
360PMO 
Crossing the Chasm 
19 Geoffrey Moore's "Crossing the Chasm' diagram
Envisioning Speculate Explore | Adapt Close 
360PMO 
Process Overview 
20 
Iteration n 
Iteration 3 
Iteration 2 
Feasibility 
Project Visioning 
Initiation Release Planning 
Iteration 1 
Close Out 
NPV, IRR, ROI 
Business Case with 
High level Estimates 
Project 
Charter 
Product 
Backlog 
High level estimating 
using affinity 
Product Roadmap 
Epic 
Theme 
Stories 
Stories 
Estimating Using 
Planning Poker 
L 
M 
S 
X 
L 
Release Plan 
Final 
Product 
Increment 
• Testing Agreement 
• Team Environment 
• Architecture approach 
• Dependencies 
• Risks 
Iteration 
Backlog 
Go back to Release Planning for 
another release, or if final release, 
go to project closeout 
Backlog To Do In Progress Done 
Task Board 
Iteration 
Planning 
Release 
Daily stand-up, Development, 
Testing, deployment, etc. 
Review Retrospective 
Burn up/down 
Iteration 0 
Next Iteration 
Higher 
Priority 
Lower 
Priority 
Increment 
Iteration 
Task
360PMO 
Certification Bodies 
 Project Management Institute (PMI) 
o Agile Certified Practitioner (PMI-ACP) 
 Scrum Alliance 
o Certified ScrumMaster 
o Certified Product Owner 
o Certified Developer 
o Certified Scrum Professional 
 Project Management Association of Canada (PMAC) 
o Certified Agile Project Manager 
 APMG International 
o AgilePM -Foundation and practitioner 
21
360PMO 
PMI-ACP® Overview 
 PMI-ACP® Official testing began in January 31, 2012 
 6,668 PMI-ACP® Certified Professionals as of October, 2014 
 Certification is designed to: 
o Demonstrate to employers the practitioner’s level of 
professionalism in Agile practices 
o Increase the practitioner’s versatility in project management tools 
and techniques 
o Show that the practitioner has the capacity to lead basic Agile 
project teams, or basic knowledge to be a member of an Agile 
team and 
o Provide a framework for Agile training and professional 
development initiatives 
22
Requirement Description 
Educational Background • Secondary degree (high school diploma, associate’s degree of 
360PMO 
Eligibility requirement 
23 
global equivalent 
General Project Experience • 2,000 hours working on project teams 
• These hours must be earned within the last 5 years 
• Active PMP® or PgMP® will satisfy this requirement 
Agile Project Experience • 1500 hours working on agile project teams or with agile 
methodologies 
• These hours are in addition to the 2,000 hours required in 
“general project experience” 
• These hours must be earned within the last 3 years 
Training in Agile Practices • 21 contact hours 
• Hours must be earned in agile practices 
Examination • Tests knowledge of agile fundamentals 
Fees (CBT) • US$435 for members and US$495 for non-members
Application Submission Application Completeness Review 
360PMO 
Certification process 
24 
YOU PMI 
(10 Days) 
No 
Yes 
Submit Payment 
Schedule Exam 
(1 Year up to 3 times) 
Provide Audit Material 
(90 Days) 
Application Selected for Audit 
Review Documents 
(7 Days) 
Schedule Exam 
(1 Year up to 3 times) 
If Accepted
360PMO 
Exam Information 
25 
Number of Scored Questions 100 
Number of Pretest (Un-scored) Questions 20 
Total Examination Questions 120 
Allotted Examination Time 3 hours
360PMO 
Exam Content Outline 
26 
Tools and 
Techniques 
50% 
• Communications 
• Planning, monitoring, and 
adapting 
• Agile estimation 
• Agile analysis and design 
• Product quality 
• Soft skills negotiation 
• Value-based prioritization 
• Risk management 
• Metrics 
• Value stream analysis 
Level 1 
18 skills 
33% 
Level 2 
12 skills 
12% 
Level 3 
13 skills 
5% 
Knowledge 
& Skills 
50%
Communications Information radiator, team space, agile tooling, osmotic communications for co-located 
360PMO 
Tools and techniques (50% of exam) 
27 
and/or distributed teams, daily stand-ups 
Planning, Monitoring, and 
Adapting 
Retrospective, task/Kanban boards, time-boxing, iteration and release planning, WIP 
limits, burn down/up charts, cumulative flow diagrams, process tailoring 
Agile Estimation Relative sizing/story points, wide band Delphi/planning poker, affinity estimating, 
ideal time 
Agile Analysis & Design Product roadmap, user stories, backlog, story maps, progressive elaboration, 
wireframes, chartering, personas, agile modeling 
Product Quality Frequent verification and validation, test-driven development/test first development, 
acceptance test-driven development, definition of done, continuous integration 
Soft Skills Negotiation Emotional Intelligence, collaboration, adaptive leadership, negotiation, conflict 
resolution, servant leadership 
Value-Based Prioritization Return on investment(ROI)/net present value(NPV)/internal rate of return(IRR), 
compliance, customer-valued prioritization, customer-valued prioritization, minimally 
marketable feature(MMF), relative prioritization/ranking 
Risk Management Risk Adjusted backlog, risk burn down graphs, risk-based spike 
Metrics Velocity, cycle time, earn value management(EVM) for agile projects, escaped defects 
Value Stream Analysis Value stream mapping
360PMO 
Knowledge & Skills (50% of exam) 
28 
Level 1 Skills 
Active Listening 
Agile Manifesto value and principles 
Assess 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, demonstration, 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 Skills 
Agile framework and terminology 
Building high-performance teams 
Business case development 
Colocation (geographical proximity) / 
distributed teams 
Continuous improvement process 
Elements of a project charter for an 
Agile projects 
Facilitation methods 
Participatory decision models 9e.g. 
input-based, shared collaboration, 
command) 
PMI’s Code of Ethics and Professional 
Conduct 
Process analysis techniques 
Self assessment 
Value-based analysis 
Level 3 Skills 
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 system 
thinking (e.g. complex, 
adaptive, chaos) 
Regulatory compliance 
Variance and trend analysis 
Verifications in Agile 
methods and approaches 
Vendor management
360PMO 
360PMO PMI-ACP Workshop 
29 
Lectures 
- PowerPoint 
Slides 
Activities 
Exercises 
Learning 
Objectives 
Lesson Review 
(questions) 
Discussion Topics 
Study Guide 
Workbook 
Reference 
Cards 
Practice Exam 
Full length 
120 Questions 
Learning Games 
Key Agile 
Terms
Q&A 
30 360PMO
Established in 2011, 360PMO Project Management Consulting Inc. is a successful provider of 
worldwide project management training and consulting. 
Our mission is to enhance project management practices in the industry, and help professionals and 
organizations to achieve their goals through our comprehensive offerings. 
360PMO Project Management Consulting, Inc. 
Agile Training and Consulting 
Email: contactus@360pmo.com 
360PMO 
Web: www.360pmo.com 
Our services include: 
• Agile adoption consulting 
• PMO construction and methodology development 
• Project and program strategy consulting 
• Onsite & online training

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About Agile & PMI Agile Certified Practitioner (PMI-ACP) Overview

  • 1. 360PMO About Agile & PMI-ACP Certification Overview Aleem Khan Principal Consultant
  • 2. 360PMO About Aleem Khan  Principal consultant, coach and trainer  17 years experience in project management field  Led multiple Agile transformation project  M.S, PMP, CSM, PMI-ACP Certified  Co-author of “Agile Case Studies” 2 @tweetaleem http://ca.linkedin.com/in/aleemkhan/
  • 3. 360PMO Agenda  Why Agile?  What is Agile?  Agile Methodologies comparison  Project noise and method selection  Traditional vs. Agile approach  Certification bodies in Agile world  PMI-ACP® certification overview o Eligibility Requirements, Certification Process and Exam Information  360PMO Agile workshop details  Q/A 3
  • 4. 360PMO Why Agile 4 Accelerate time to market Managing change priorities Better align IT/Business Increase productivity Enhance software quality Reduce cost Enhance software maintainability Improve team morale Improve/increase engineering discipline Project visibility Reduce risk Simplify process
  • 5. 360PMO What is Agile? 5 Methodology? Framework? No Documentation ! No Design… Process? Approach? No Discipline No Planning! Iterative Another Fad …Silver Bullet
  • 6. Agile is a an approach of Definition building products or services by EMPOWERING and TRUSTING people, acknowledging CHANGE AS NORM, and promoting CONSTANT FEEDBACK. * Shuh, Peter (2005). Integrating Agile Development in the Real World. 6 360PMO
  • 7. Agile is a MINDSET…… Definition established through 4 VALUES, grounded by 12 PRINCIPLES & manifested through many DIFFERENT PRACTICES 7 *Ahmed Sidky 360PMO
  • 8. 360PMO Agile Values  Individuals and interactions over processes and tools  Working products 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. 8
  • 9. 360PMO 12 Principles of Agile Manifesto 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 9
  • 10. 4 AGILE VALUE 12 AGILE PRINCIPLES 1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. • Time-boxing • Retrospective • Spike Solution • Planning Poker • Backlog Prioritization • Progress Elaboration • Minimal marketable Features • Personas • Story Mapping • User Stories • Product Backlog • Visualize Workflow • Wireframe • Daily Stand-up • Exploratory Testing • Definition of Done • Theory of Constraint • Mindfulness • Limit Work in Progress (WIP) • Avoid Waste • Short Iterations • Sprint Goals • Servant Leader • Self -organization • Team Agreements • Release Goals • Release Plan • Project Chartering • Quality Assurance • Refactoring • Relative Sizing • Product Vision • Backlog Grooming • Increment • Exploration • Dot Voting Being Agile…… Doing Agile…… • Pair Programming • Face to Face Conversation • Osmotic Communication • Test Driven Development (TDD) • Velocity • Unit Testing • Test First Development • Technical Debt • Task board • Swarming • Regression Test • Minimum Viable Product • Last Responsible Moment (LRM) • Just in Time • Acceptance Criteria • Fast Feedback • Burn-up/Burn-down • …….. MANY AGILE PRACTICES 10 360PMO
  • 11. 360PMO Agile Umbrella 11 Scrum eXtreme Programming DSDM Lean FDD Crystal Kanban
  • 12. PRESCRIPTIVE (more rules to follow) (fewer rules to follow) ADAPTIVE 360PMO Prescriptive vs. Adaptive Methods 12 RUP • 3 roles; • 20 activities; and, • Over 70 artifacts. Extreme Do whatever Programming (XP) • Scrum + number of engineering practices e.g. pair programming, test first development Scrum • 3 pillars; • 3 roles; • 4 ceremonies; • 3 artifacts. Kanban • Visualize workflow; • Limit WIP.
  • 13. Project Noise and Method Selection Known/Certain Unknown/Uncertain Technology Requirement Known Unknown 13 360PMO
  • 14. 360PMO Operating Model of Agile teams Project Manager 14 Functional Silos Agile Teams • Team organized around the work • Empowered • Self organize / Self managed • Team pulls the task from queue /backlog • Cross functional • Intensely collaborative  Work is organized around the team  Tasks are assigned (most of the time by the PM)  Functional silos Coach/Facilitator Business Analyst Testers/QA Customer Product Owner Product Manager Developer Support Engineer Cross functional Teams
  • 15. 360PMO Traditional Project Phases 15 Requirements Analysis Design Coding Integration Testing Deployment Operations and Maintenance Time Final Product
  • 16. 360PMO Incremental delivery 16 Final Product Product Increments Product Increments Product Increments Feedback Loops Review and Adjust Inspect & Adapt Analysis Design Code Integrate Test Deploy Analysis Design Code Integrate Test Deploy Time Adapts to frequent feedback by delivering working & tested product
  • 18. 360PMO Agile Approach 18 Team Pull the work Work Queue Agile Teams
  • 19. 360PMO Crossing the Chasm 19 Geoffrey Moore's "Crossing the Chasm' diagram
  • 20. Envisioning Speculate Explore | Adapt Close 360PMO Process Overview 20 Iteration n Iteration 3 Iteration 2 Feasibility Project Visioning Initiation Release Planning Iteration 1 Close Out NPV, IRR, ROI Business Case with High level Estimates Project Charter Product Backlog High level estimating using affinity Product Roadmap Epic Theme Stories Stories Estimating Using Planning Poker L M S X L Release Plan Final Product Increment • Testing Agreement • Team Environment • Architecture approach • Dependencies • Risks Iteration Backlog Go back to Release Planning for another release, or if final release, go to project closeout Backlog To Do In Progress Done Task Board Iteration Planning Release Daily stand-up, Development, Testing, deployment, etc. Review Retrospective Burn up/down Iteration 0 Next Iteration Higher Priority Lower Priority Increment Iteration Task
  • 21. 360PMO Certification Bodies  Project Management Institute (PMI) o Agile Certified Practitioner (PMI-ACP)  Scrum Alliance o Certified ScrumMaster o Certified Product Owner o Certified Developer o Certified Scrum Professional  Project Management Association of Canada (PMAC) o Certified Agile Project Manager  APMG International o AgilePM -Foundation and practitioner 21
  • 22. 360PMO PMI-ACP® Overview  PMI-ACP® Official testing began in January 31, 2012  6,668 PMI-ACP® Certified Professionals as of October, 2014  Certification is designed to: o Demonstrate to employers the practitioner’s level of professionalism in Agile practices o Increase the practitioner’s versatility in project management tools and techniques o Show that the practitioner has the capacity to lead basic Agile project teams, or basic knowledge to be a member of an Agile team and o Provide a framework for Agile training and professional development initiatives 22
  • 23. Requirement Description Educational Background • Secondary degree (high school diploma, associate’s degree of 360PMO Eligibility requirement 23 global equivalent General Project Experience • 2,000 hours working on project teams • These hours must be earned within the last 5 years • Active PMP® or PgMP® will satisfy this requirement Agile Project Experience • 1500 hours working on agile project teams or with agile methodologies • These hours are in addition to the 2,000 hours required in “general project experience” • These hours must be earned within the last 3 years Training in Agile Practices • 21 contact hours • Hours must be earned in agile practices Examination • Tests knowledge of agile fundamentals Fees (CBT) • US$435 for members and US$495 for non-members
  • 24. Application Submission Application Completeness Review 360PMO Certification process 24 YOU PMI (10 Days) No Yes Submit Payment Schedule Exam (1 Year up to 3 times) Provide Audit Material (90 Days) Application Selected for Audit Review Documents (7 Days) Schedule Exam (1 Year up to 3 times) If Accepted
  • 25. 360PMO Exam Information 25 Number of Scored Questions 100 Number of Pretest (Un-scored) Questions 20 Total Examination Questions 120 Allotted Examination Time 3 hours
  • 26. 360PMO Exam Content Outline 26 Tools and Techniques 50% • Communications • Planning, monitoring, and adapting • Agile estimation • Agile analysis and design • Product quality • Soft skills negotiation • Value-based prioritization • Risk management • Metrics • Value stream analysis Level 1 18 skills 33% Level 2 12 skills 12% Level 3 13 skills 5% Knowledge & Skills 50%
  • 27. Communications Information radiator, team space, agile tooling, osmotic communications for co-located 360PMO Tools and techniques (50% of exam) 27 and/or distributed teams, daily stand-ups Planning, Monitoring, and Adapting Retrospective, task/Kanban boards, time-boxing, iteration and release planning, WIP limits, burn down/up charts, cumulative flow diagrams, process tailoring Agile Estimation Relative sizing/story points, wide band Delphi/planning poker, affinity estimating, ideal time Agile Analysis & Design Product roadmap, user stories, backlog, story maps, progressive elaboration, wireframes, chartering, personas, agile modeling Product Quality Frequent verification and validation, test-driven development/test first development, acceptance test-driven development, definition of done, continuous integration Soft Skills Negotiation Emotional Intelligence, collaboration, adaptive leadership, negotiation, conflict resolution, servant leadership Value-Based Prioritization Return on investment(ROI)/net present value(NPV)/internal rate of return(IRR), compliance, customer-valued prioritization, customer-valued prioritization, minimally marketable feature(MMF), relative prioritization/ranking Risk Management Risk Adjusted backlog, risk burn down graphs, risk-based spike Metrics Velocity, cycle time, earn value management(EVM) for agile projects, escaped defects Value Stream Analysis Value stream mapping
  • 28. 360PMO Knowledge & Skills (50% of exam) 28 Level 1 Skills Active Listening Agile Manifesto value and principles Assess 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, demonstration, 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 Skills Agile framework and terminology Building high-performance teams Business case development Colocation (geographical proximity) / distributed teams Continuous improvement process Elements of a project charter for an Agile projects Facilitation methods Participatory decision models 9e.g. input-based, shared collaboration, command) PMI’s Code of Ethics and Professional Conduct Process analysis techniques Self assessment Value-based analysis Level 3 Skills 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 system thinking (e.g. complex, adaptive, chaos) Regulatory compliance Variance and trend analysis Verifications in Agile methods and approaches Vendor management
  • 29. 360PMO 360PMO PMI-ACP Workshop 29 Lectures - PowerPoint Slides Activities Exercises Learning Objectives Lesson Review (questions) Discussion Topics Study Guide Workbook Reference Cards Practice Exam Full length 120 Questions Learning Games Key Agile Terms
  • 31. Established in 2011, 360PMO Project Management Consulting Inc. is a successful provider of worldwide project management training and consulting. Our mission is to enhance project management practices in the industry, and help professionals and organizations to achieve their goals through our comprehensive offerings. 360PMO Project Management Consulting, Inc. Agile Training and Consulting Email: contactus@360pmo.com 360PMO Web: www.360pmo.com Our services include: • Agile adoption consulting • PMO construction and methodology development • Project and program strategy consulting • Onsite & online training