Ace the PMI-ACP® Exam A Quick Reference Guide for the Busy Professional

Including practice quizzes after each chapter, three full-length mock exams, and practical tips and advice, this book is a comprehensive and one-stop guide with 100% coverage of the exam topics detailed in the PMI-ACP Exam content outline. --

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Main Author Boral, Sumanta
Format eBook
LanguageEnglish
Published Berkeley, CA Apress L. P 2016
Apress
Edition1
Subjects
Business analysts
Business Process Management
Business Strategy/Leadership
Certification
Computer Science
Management information systems
Management of Computing and Information Systems
Professional and Applied Computing
Project management
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Abstract Including practice quizzes after each chapter, three full-length mock exams, and practical tips and advice, this book is a comprehensive and one-stop guide with 100% coverage of the exam topics detailed in the PMI-ACP Exam content outline. --
AbstractList Including practice quizzes after each chapter, three full-length mock exams, and practical tips and advice, this book is a comprehensive and one-stop guide with 100% coverage of the exam topics detailed in the PMI-ACP Exam content outline. --
Prepare for the Project Management Institute's (PMI(R)) Agile Certified Practitioner (ACP(R)) exam. Augment your professional experience with the necessary knowledge of the skills, tools, and techniques that are required for passing the examination. This is a comprehensive and one-stop guide with 100% coverage of the exam topics detailed in the PMI-ACP(R) Exam content outline. Rehearse and test your knowledge and understanding of the subject using the practice quizzes after each chapter, three full-length mock exams, and practical tips and advice.You will be able to understand the Agile manifesto, its principles and many facets of Agile project management such as planning, prioritization, estimation, releases, retrospectives, risk management, and continuous improvement. The book covers Agile metrics and means of demonstrating progress. People management aspects such as behavioral traits, servant leadership, negotiation, conflict management, team building, and Agile coaching are explained.Whether you are a beginner or a seasoned practitioner, this book also serves as a practical reference for key concepts in Agile and Agile methodologies such as Scrum, XP, Lean, and Kanban.What you will learn:*The necessary knowledge of the skills, tools, and techniques that are required for passing the PMI-ACP examination*To understand the scope and objectives of the PMI-ACP exam, and gain confidence by taking practice quizzes provided in each chapter and three full-length mock exams*To gain exposure to Agile methodologies such as Scrum, XP, Lean, and Kanban plus various tools and techniques required to conduct Agile projects*The focus is to "Be Agile", rather than "Do Agile"Who this book is for:The audience for this book primarily includes IT professionals who wish to prepare for and pass the Agile Certified Professional (ACP) exam from the Project Management Institute (PMI). The book also is a practical reference book for Agile Practioners.
Author Boral, Sumanta
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Snippet Prepare for the Project Management Institute's (PMI(R)) Agile Certified Practitioner (ACP(R)) exam. Augment your professional experience with the necessary...
Including practice quizzes after each chapter, three full-length mock exams, and practical tips and advice, this book is a comprehensive and one-stop guide...
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askewsholts
springer
proquest
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SubjectTerms Business analysts
Business Process Management
Business Strategy/Leadership
Certification
Computer Science
Management information systems
Management of Computing and Information Systems
Professional and Applied Computing
Project management
SubjectTermsDisplay Business analysts -- Certification.
Business analysts -- Examinations, questions, etc.
Electronic books.
Subtitle A Quick Reference Guide for the Busy Professional
TableOfContents 2.3 Extreme Programming (XP) -- 2.3.1 Core Values in Extreme Programming -- 2.3.1.1 Communication -- 2.3.1.2 Simplicity -- 2.3.1.3 Feedback -- 2.3.1.4 Courage -- 2.3.1.5 Respect -- 2.3.2 XP Roles -- 2.3.2.1 The Whole Team -- 2.3.2.2 XP Coach -- 2.3.2.3 On-Site Customers -- 2.3.2.4 Programmer -- 2.3.2.5 Testers -- 2.3.2.6 XP Tracker -- 2.3.2.7 Sponsor -- 2.3.3 Core XP Practices -- 2.3.3.1 Planning Game -- 2.3.3.2 Simple Design -- 2.3.3.3 Test-Driven Development (TDD) -- 2.3.3.4 Coding Standards -- 2.3.3.5 Refactoring -- 2.3.3.6 Pair Programming -- 2.3.3.7 Collective Code Ownership -- 2.3.3.8 Continuous Integration -- 2.3.3.9 Small Releases -- 2.3.3.10 System Metaphor -- 2.3.3.11 On-Site Customer -- 2.3.3.12 Sustainable Pace -- 2.3.4 XP Success Factors -- 2.4 Lean -- 2.4.1 Origin of Lean -- 2.4.2 Seven Forms of Waste -- 2.4.3 Lean 5S Tool for Improvement -- 2.4.4 Principles of Lean Thinking -- 2.4.4.1 Eliminate Waste -- 2.4.4.2 Amplify Learning -- 2.4.4.3 Decide as Late as Possible -- 2.4.4.4 Deliver as Fast as Possible -- 2.4.4.5 Empower the Team -- 2.4.4.6 Build Integrity In -- 2.4.4.7 Optimize the Whole -- 2.5 Kanban -- 2.5.1 What Is Kanban? -- 2.5.2 Principles in Kanban -- 2.5.2.1 Visualize Work -- 2.5.2.2 Limit WIP -- 2.5.2.3 Manage Workflow -- 2.5.2.4 Make Process Policies Explicit -- 2.5.2.5 Implement Feedback Loops -- 2.5.2.6 Improve Collaboratively, Evolve Experimentally -- 2.5.3 Kanban Metrics -- 2.5.4 Application of Kanban -- 2.6 Dynamic Systems Development Method (DSDM) -- 2.6.1 What Is DSDM? -- 2.6.2 Phases of DSDM -- 2.6.3 Principles in DSDM -- 2.7 Feature-Driven Development (FDD) -- 2.8 Crystal -- 2.8.1 Principles and Characteristics of Crystal -- 2.8.2 Crystal Processes -- 2.8.3 Members of Crystal Family -- 2.8.3.1 Crystal Clear -- 2.8.3.2 Crystal Orange -- 2.8.3.3 Crystal Red -- 2.9 Focus Areas for the Exam -- Quizzes -- Answers
5.5.2.1 Fixed Price, but with Provision for Change in Scope in Future Iterations
3.8 Agile Metrics and KPI's -- 3.8.1 Planned versus Actual Velocity -- 3.8.2 Release Burndown charts -- 3.8.3 Burnup charts -- 3.8.4 Combined Burnup and Burndown Charts -- 3.8.5 Iteration Burndown Charts -- 3.8.6 Parking Lot Chart -- 3.8.7 Kanban board / Task Board -- 3.8.8 Cycle Time and Lead time -- 3.8.9 Throughput -- 3.8.10 Takt Time -- 3.8.11 Cumulative Flow Diagrams (CFD's) -- 3.8.12 Nightly Builds Passed -- 3.8.13 Earned Value Management (EVM) -- 3.8.14 Quality - Test Cases Written and Passed -- 3.8.15 Escaped Defects -- 3.8.16 Compliance to Deadlines -- 3.9 Focus Areas for the Exam -- Quizzes -- Answers -- Chapter 4: Domain III: Stakeholder Engagement -- 4.1 Understanding Stakeholder Needs -- 4.1.1 Identifying Stakeholders -- 4.1.2 Analyzing Stakeholders Based on Power and Interest -- 4.1.3 Analyzing Stakeholders Based on Engagement Levels -- 4.1.4 Stakeholder Modeling Using Personas, Prototypes and Wireframes -- 4.1.5 Agile Modeling -- 4.1.6 Seek User Proxies Where Real Users Are Unavailable -- 4.1.7 Soliciting Feedback -- 4.2 Ensuring Stakeholder Involvement -- 4.2.1 Educating Stakeholders about Agile -- 4.2.2 Establish a Shared Understanding of the Domain and the Product -- 4.2.3 Release Planning -- 4.2.4 Co-Location -- 4.2.5 Choice of Iteration Length -- 4.2.6 Definition of Done -- 4.2.7 Estimation -- 4.2.8 Prioritization -- 4.2.9 Information Radiators -- 4.3 Managing Stakeholders -- 4.3.1 Managing Communication -- 4.3.2 Managing Vendors -- 4.3.3 Managing Distributed Teams -- 4.3.3.1 Agile Tooling -- 4.3.3.2 Other Practices to Manage Distributed Teams -- 4.4 Interpersonal Skills for Managing Stakeholders -- 4.4.1 Emotional Intelligence -- 4.4.2 Collaboration -- 4.4.3 Motivating -- 4.4.4 Active Listening -- 4.4.4.1 Level I - Internal Listening -- 4.4.4.2 Level II - Focused Listening -- 4.4.4.3 Level III - Global Listening
Intro -- Contents at a Glance -- Contents -- About the Author -- Acknowledgments -- Foreword -- Introduction -- Chapter 1: Domain I: Agile Principles and Mindset -- 1.1 What Is Agile? -- 1.2 History of Agile -- 1.3 The Agile Manifesto -- 1.3.1 Four Core Values of the Agile Manifesto -- 1.3.2 The Agile Manifesto Explained -- 1.3.2.1 Individuals and Interactions over Processes and Tools -- 1.3.2.2 Working Software over Comprehensive Documentation -- 1.3.2.3 Customer Collaboration over Contract Negotiation -- 1.3.2.4 Responding to Change over Following a Plan -- 1.4 The Twelve Agile Principles -- 1.5 The Declaration of Interdependence -- 1.6 Comparison between Waterfall and Agile Methods -- 1.6.1 Waterfall Method -- 1.6.1.1 Application of Waterfall Method -- 1.6.1.2 Limitations of Waterfall Method -- 1.6.2 Agile Methods -- 1.6.2.1 Application of Agile Methods -- 1.6.2.2 Benefits of Using Agile -- 1.6.2.3 Limitations of Agile Methods -- 1.6.3 The Comparison - Traditional vs. Agile Project Management -- 1.7 Focus Areas for the Exam -- Quizzes -- Answers -- Chapter 2: Domain I Continued: Agile Methodologies -- 2.1 Generic Flavor of Agile -- 2.2 Scrum -- 2.2.1 Origin of Scrum -- 2.2.2 Pillars of Scrum -- 2.2.2.1 Transparency -- 2.2.2.2 Inspection -- 2.2.2.3 Adaptation -- 2.2.3 Characteristics of Scrum -- 2.2.4 Scrum Roles -- 2.2.4.1 Product Owner (PO) -- 2.2.4.2 Scrum Master -- 2.2.4.3 Development Team -- 2.2.5 Scrum Ceremonies -- 2.2.5.1 Sprint Planning -- 2.2.5.2 Daily Scrum Meeting -- 2.2.5.3 Sprint Review -- 2.2.5.4 Sprint Retrospective -- 2.2.6 Scrum Artifacts -- 2.2.6.1 Product Backlog -- 2.2.6.2 Sprint Backlog -- 2.2.6.3 Definition of Done -- 2.2.6.4 Product Increment -- 2.2.6.5 Burndown Charts -- 2.2.7 Further Discussion on Scrum -- 2.2.7.1 Difference between a Project Manager and Scrum Master -- 2.2.7.2 Scaling Scrum
4.4.5 Negotiation -- 4.4.5.1 Example of Negotiation -- 4.4.5.2 Negotiation Tactics -- 4.4.5.3 Steps for Negotiation -- 4.4.6 Conflict Management -- 4.4.6.1 Reasons for Conflict -- 4.4.6.2 Levels of Conflict -- 4.4.6.3 Conflict Resolution Techniques -- 4.4.7 Group Decision-Making Techniques -- 4.4.7.1 Styles of Group Decision-Making -- 4.4.7.2 Methods of Reaching a Decision -- 4.4.7.3 Thumbs Up/Down/Sideways -- 4.4.7.4 Fist-of-Five Voting -- 4.5 Agile Leadership Styles -- 4.5.1 Servant Leadership -- 4.5.2 Adaptive Leadership -- 4.5.3 Participative Leadership -- 4.6 Focus Areas for the Exam -- Quizzes -- Answer -- Chapter 5: Domain IV: Team Performance -- 5.1 Team Formation -- 5.1.1 Team Selection - Cross-Functional and Generalizing Specialists -- 5.1.1.1 Technical Skills -- 5.1.1.2 Interpersonal Skills -- 5.1.2 Optimal Team Size -- 5.1.3 Bruce Tuckman's Stages of Team Building -- 5.1.4 Shu-Ha-Ri Model -- 5.1.5 Dreyfus Model -- 5.1.6 Situational Leadership Model -- 5.2 Team Empowerment -- 5.3 Team Collaboration and Commitment -- 5.3.1 Self-Organizing Teams -- 5.3.2 High-Performing Teams -- 5.3.3 Team Culture -- 5.3.4 Communication within the Team -- 5.3.5 Systems Thinking -- 5.3.6 Ground Rules -- 5.3.7 Meeting Etiquette -- 5.3.8 Brainstorming -- 5.3.9 BART Analysis of Team -- 5.4 Communication in Agile Teams -- 5.4.1 Basic Communication Model -- 5.4.2 Channels of Communication -- 5.4.3 Choice of Technology in Communication -- 5.4.4 Richness of Communication -- 5.4.5 Information Radiator -- 5.4.6 Osmotic Communication for Co-Located Teams -- 5.4.7 Tacit Knowledge -- 5.4.8 Expert in Earshot -- 5.4.9 Cone of Silence -- 5.4.10 Caves and Commons -- 5.4.11 Seating Arrangement -- 5.4.12 Virtual Teams -- 5.5 Agile Contracting -- 5.5.1 Contract Types for Traditional Projects -- 5.5.2 Contract Types in Agile Projects
Chapter 3: Domain II: Value-Driven Delivery -- 3.1 The Agile Triangle -- 3.2 Embedding Value-Driven Delivery in Agile Practices -- 3.2.1 Deliver Value in Increments -- 3.2.2 Deliver Value Early -- 3.2.3 Value-Based Analysis -- 3.2.4 Prioritizing Collaboratively -- 3.2.5 Minimizing Non-Value Added Work -- 3.2.6 Frequent Review Based on Stakeholder Priorities -- 3.2.7 Focus on Quality -- 3.2.8 Focus on Nonfunctional Requirements -- 3.2.9 Continuous Improvement -- 3.3 Determining Value at Project Initiation -- 3.3.1 Economic Models for Project Selection -- 3.3.1.1 Present Value (PV) -- 3.3.1.2 Net Present Value (NPV) -- 3.3.1.3 Payback Period -- 3.3.1.4 Internal Rate of Return (IRR) -- 3.3.1.5 Return on Investment (ROI) or Benefit Cost Ration (BCR) -- 3.3.2 Compliance and Regulatory Needs -- 3.3.3 Business Case Development -- 3.3.4 Agile Charters -- 3.3.5 Product Vision and Elevator Pitch -- 3.4 Cycle Time -- 3.4.1 Queueing Theory and Little's Law -- 3.4.2 How Do We Reduce Cycle Time? -- 3.4.3 Limiting WIP -- 3.4.4 Cumulative Flow Diagram (CFD) -- 3.4.4.1 Observations from a CFD -- 3.5 Value Stream Mapping -- 3.5.1 Steps to Create a Value Stream Map -- 3.5.2 Example of a Value Stream Map -- 3.5.3 Computing the Lead Time -- 3.5.4 How Do We Compress the Value Stream? -- 3.6 Value-Based Prioritization Techniques -- 3.6.1 Numerical Assignment -- 3.6.2 Analytical Hierarchical Process (AHP) -- 3.6.3 100 point or Cumulative Voting Method -- 3.6.4 Monopoly Money -- 3.6.5 MoSCoW -- 3.6.6 Kano Analysis Model -- 3.6.7 Wiegers' Method -- 3.6.8 Requirements Prioritization Framework -- 3.6.9 Balancing Risk and Value -- 3.7 Product Backlog -- 3.7.1 Backlog Grooming or Refinement -- 3.7.2 DEEP Attributes of Product Backlog -- 3.7.2.1 Detailed Appropriately -- 3.7.2.2 Estimable -- 3.7.2.3 Emergent -- 3.7.2.4 Prioritized -- 3.7.3 Risk Adjusted Backlog
Title Ace the PMI-ACP® Exam
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