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Ace the PMI-ACP® exam: A Quick Reference Guide for the Busy Professional 1st ed. [Mīkstie vāki]

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  • Izdošanas datums: 28-Dec-2016
  • Izdevniecība: APress
  • ISBN-10: 1484225252
  • ISBN-13: 9781484225257
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Ace the PMI-ACP® exam: A Quick Reference Guide for the Busy Professional 1st ed.Palielināt
  • Formāts: Paperback / softback, 441 pages, height x width: 254x178 mm, weight: 8931 g, 115 Illustrations, color; 4 Illustrations, black and white; XXXVI, 441 p. 119 illus., 115 illus. in color., 1 Paperback / softback
  • Izdošanas datums: 28-Dec-2016
  • Izdevniecība: APress
  • ISBN-10: 1484225252
  • ISBN-13: 9781484225257
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781484225257.html
Keywords:
Prepare for the Project Management Institutes (PMI®) Agile Certified Practitioner (ACP®) 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® 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 examinationTo 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 examsTo gain exposure to Agile methodologies such as Scrum, XP, Lean, and Kanban plus various tools and techniques required to conduct Agile projectsThe 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.
About the Author xix
Acknowledgments xxi
Introduction xxvii
Chapter 1 Domain I: Agile Principles and Mindset
1(28)
1.1 What Is Agile?
1(1)
1.2 History of Agile
2(1)
1.3 The Agile Manifesto
2(6)
1.3.1 Four Core Values of the Agile Manifesto
4(1)
1.3.2 The Agile Manifesto Explained
4(4)
1.4 The Twelve Agile Principles
8(6)
1.5 The Declaration of Interdependence
14(1)
1.6 Comparison between Waterfall and Agile Methods
15(7)
1.6.1 Waterfall Method
15(1)
1.6.2 Agile Methods
16(4)
1.6.3 The Comparison - Traditional vs. Agile Project Management
20(2)
1.7 Focus Areas for the Exam
22(7)
Quizzes
23(4)
Answers
27(2)
Chapter 2 Domain I Continued: Agile Methodologies
29(48)
2.1 Generic Flavor of Agile
29(2)
2.2 Scrum
31(10)
2.2.1 Origin of Scrum
31(1)
2.2.2 Pillars of Scrum
31(1)
2.2.3 Characteristics of Scrum
32(2)
2.2.4 Scrum Roles
34(1)
2.2.5 Scrum Ceremonies
35(2)
2.2.6 Scrum Artifacts
37(1)
2.2.7 Further Discussion on Scrum
38(3)
2.3 Extreme Programming (XP)
41(10)
2.3.1 Core Values in Extreme Programming
41(1)
2.3.2 XP Roles
42(3)
2.3.3 Core XP Practices
45(5)
2.3.4 XP Success Factors
50(1)
2.4 Lean
51(7)
2.4.1 Origin of Lean
51(1)
2.4.2 Seven Forms of Waste
51(2)
2.4.3 Lean 5S Tool for Improvement
53(1)
2.4.4 Principles of Lean Thinking
54(4)
2.5 Kanban
58(7)
2.5.1 What Is Kanban?
58(1)
2.5.2 Principles in Kanban
58(5)
2.5.3 Kanban Metrics
63(1)
2.5.4 Application of Kanban
63(2)
2.6 Dynamic Systems Development Method (DSDM)
65(1)
2.6.1 What Is DSDM?
65(1)
2.6.2 Phases of DSDM
65(1)
2.6.3 Principles in DSDM
65(1)
2.7 Feature-Driven Development (FDD)
66(1)
2.8 Crystal
67(2)
2.8.1 Principles and Characteristics of Crystal
68(1)
2.8.2 Crystal Processes
68(1)
2.8.3 Members of Crystal Family
68(1)
2.9 Focus Areas for the Exam
69(8)
Quizzes
71(5)
Answers
76(1)
Chapter 3 Domain II: Value-Driven Delivery
77(50)
3.1 The Agile Triangle
77(1)
3.2 Embedding Value-Driven Delivery in Agile Practices
78(2)
3.2.1 Deliver Value in Increments
78(1)
3.2.2 Deliver Value Early
78(1)
3.2.3 Value-Based Analysis
78(1)
3.2.4 Prioritizing Collaboratively
78(1)
3.2.5 Minimizing Non-Value Added Work
79(1)
3.2.6 Frequent Review Based on Stakeholder Priorities
79(1)
3.2.7 Focus on Quality
79(1)
3.2.8 Focus on Nonfunctional Requirements
79(1)
3.2.9 Continuous Improvement
79(1)
3.3 Determining Value at Project Initiation
80(7)
3.3.1 Economic Models for Project Selection
80(2)
3.3.2 Compliance and Regulatory Needs
82(1)
3.3.3 Business Case Development
83(1)
3.3.4 Agile Charters
84(1)
3.3.5 Product Vision and Elevator Pitch
85(2)
3.4 Cycle Time
87(5)
3.4.1 Queueing Theory and Little's Law
87(2)
3.4.2 How Do We Reduce Cycle Time?
89(1)
3.4.3 Limiting WIP
89(1)
3.4.4 Cumulative Flow Diagram (CFD)
90(2)
3.5 Value Stream Mapping
92(4)
3.5.1 Steps to Create a Value Stream Map
92(1)
3.5.2 Example of a Value Stream Map
93(1)
3.5.3 Computing the Lead Time
94(1)
3.5.4 How Do We Compress the Value Stream?
95(1)
3.6 Value-Based Prioritization Techniques
96(9)
3.6.1 Numerical Assignment
96(1)
3.6.2 Analytical Hierarchical Process (AHP)
96(1)
3.6.3 100 point or Cumulative Voting Method
97(1)
3.6.4 Monopoly Money
98(1)
3.6.5 MOSCOW
98(1)
3.6.6 Kano Analysis Model
99(3)
3.6.7 Wiegers' Method
102(1)
3.6.8 Requirements Prioritization Framework
103(1)
3.6.9 Balancing Risk and Value
104(1)
3.7 Product Backlog
105(3)
3.7.1 Backlog Grooming or Refinement
105(1)
3.7.2 DEEP Attributes of Product Backlog
106(2)
3.7.3 Risk Adjusted Backlog
108(1)
3.8 Agile Metrics and KPI's
108(12)
3.8.1 Planned versus Actual Velocity
109(1)
3.8.2 Release Burndown charts
110(2)
3.8.3 Burnup charts
112(1)
3.8.4 Combined Burnup and Burndown Charts
113(1)
3.8.5 Iteration Burndown Charts
114(1)
3.8.6 Parking Lot Chart
114(1)
3.8.7 Kanban board / Task Board
115(1)
3.8.8 Cycle Time and Lead time
115(1)
3.8.9 Throughput
115(1)
3.8.10 Takt Time
116(1)
3.8.11 Cumulative Flow Diagrams (CFD's)
116(1)
3.8.12 Nightly Builds Passed
116(1)
3.8.13 Earned Value Management (EVM)
117(2)
3.8.14 Quality - Test Cases Written and Passed
119(1)
3.8.15 Escaped Defects
119(1)
3.8.16 Compliance to Deadlines
120(1)
3.9 Focus Areas for the Exam
120(7)
Quizzes
121(5)
Answers
126(1)
Chapter 4 Domain III: Stakeholder Engagement
127(40)
4.1 Understanding Stakeholder Needs
127(6)
4.1.1 Identifying Stakeholders
127(1)
4.1.2 Analyzing Stakeholders Based on Power and Interest
128(1)
4.1.3 Analyzing Stakeholders Based on Engagement Levels
129(1)
4.1.4 Stakeholder Modeling Using Personas, Prototypes and Wireframes
130(1)
4.1.5 Agile Modeling
131(1)
4.1.6 Seek User Proxies Where Real Users Are Unavailable
131(2)
4.1.7 Soliciting Feedback
133(1)
4.2 Ensuring Stakeholder Involvement
133(4)
4.2.1 Educating Stakeholders about Agile
133(1)
4.2.2 Establish a Shared Understanding of the Domain and the Product
134(1)
4.2.3 Release Planning
134(1)
4.2.4 Co-Location
134(1)
4.2.5 Choice of Iteration Length
134(1)
4.2.6 Definition of Done
135(1)
4.2.7 Estimation
135(1)
4.2.8 Prioritization
135(1)
4.2.9 Information Radiators
136(1)
4.3 Managing Stakeholders
137(4)
4.3.1 Managing Communication
137(2)
4.3.2 Managing Vendors
139(1)
4.3.3 Managing Distributed Teams
139(2)
4.4 Interpersonal Skills for Managing Stakeholders
141(14)
4.4.1 Emotional Intelligence
141(2)
4.4.2 Collaboration
143(1)
4.4.3 Motivating
143(1)
4.4.4 Active Listening
144(2)
4.4.5 Negotiation
146(3)
4.4.6 Conflict Management
149(4)
4.4.7 Group Decision-Making Techniques
153(2)
4.5 Agile Leadership Styles
155(6)
4.5.1 Servant Leadership
156(2)
4.5.2 Adaptive Leadership
158(1)
4.5.3 Participative Leadership
159(2)
4.6 Focus Areas for the Exam
161(6)
Quizzes
162(4)
Answer
166(1)
Chapter 5 Domain IV: Team Performance
167(34)
5.1 Team Formation
167(7)
5.1.1 Team Selection - Cross-Functional and Generalizing Specialists
168(1)
5.1.2 Optimal Team Size
169(1)
5.1.3 Bruce Tuckman's Stages of Team Building
169(2)
5.1.4 Shu-Ha-Ri Model
171(1)
5.1.5 Dreyfus Model
171(1)
5.1.6 Situational Leadership Model
172(2)
5.2 Team Empowerment
174(1)
5.3 Team Collaboration and Commitment
174(6)
5.3.1 Self-Organizing Teams
175(1)
5.3.2 High-Performing Teams
175(1)
5.3.3 Team Culture
176(1)
5.3.4 Communication within the Team
176(1)
5.3.5 Systems Thinking
177(1)
5.3.6 Ground Rules
177(1)
5.3.7 Meeting Etiquette
177(1)
5.3.8 Brainstorming
178(1)
5.3.9 BART Analysis of Team
179(1)
5.4 Communication in Agile Teams
180(4)
5.4.1 Basic Communication Model
180(1)
5.4.2 Channels of Communication
181(1)
5.4.3 Choice of Technology in Communication
182(1)
5.4.4 Richness of Communication
182(1)
5.4.5 Information Radiator
183(1)
5.46 Osmotic Communication for Co-Located Teams
184(4)
5.4.7 Tacit Knowledge
185(1)
5.4.8 Expert in Earshot
185(1)
5.4.9 Cone of Silence
185(1)
5.4.10 Caves and Commons
186(1)
5.4.11 Seating Arrangement
186(1)
5.4.12 Virtual Teams
187(1)
5.5 Agile Contracting
188(4)
5.5.1 Contract Types for Traditional Projects
188(1)
5.5.2 Contract Types in Agile Projects
189(3)
5.6 Agile PMO
192(2)
5.7 Focus Areas for the Exam
194(7)
Quizzes
195(4)
Answer
199(2)
Chapter 6 Domain V: Adaptive Planning
201(62)
6.1 Aspects of Agile Planning
201(12)
6.1.1 Deming's Plan-Do-Check-Act (PDCA) Cycle
202(1)
6.1.2 Bursting the Myth - "Agile teams don't need plans"
202(1)
6.1.3 Progressive Elaboration/Rolling-wave Planning
203(1)
6.1.4 Cone of Uncertainty
204(2)
6.1.5 Just-in-time Planning
206(1)
6.1.6 Timeboxing
206(1)
6.1.7 Iterative and incremental delivery
207(1)
6.1.8 Levels of Planning - The Planning Onion
208(3)
6.1.9 Choosing an Iteration Length
211(2)
6.2 User stories
213(19)
6.2.1 User Story Format
213(1)
6.2.2 Card, Conversation and Confirmation
214(1)
6.2.3 Hierarchy of Epics, Features, Themes and User stories
215(2)
6.2.4 Attributes of User Stories
217(2)
6.2.5 SMART Stories
219(1)
6.2.6 Story-gathering Techniques
220(6)
6.2.7 Innovation Games
226(3)
6.2.8 Few More Best Practices for User Stories
229(3)
6.3 Agile Estimation
232(10)
6.3.1 Estimation Comes With an Effort
232(1)
6.3.2 When do we Estimate?
232(2)
6.3.3 Units of Estimation
234(3)
6.3.4 Estimation techniques
237(5)
6.4 Velocity
242(6)
6.4.1 Computation of Velocity
242(1)
6.4.2 Computing Initial Velocity of the Team
243(1)
6.4.3 Deciding Sprint Backlog based on Velocity
244(1)
6.4.4 Ways to Improve Velocity
245(1)
6.4.5 Schedule and Budget Estimation (Agile accounting) with the Help of Velocity
245(2)
6.4.6 Some Important notes about velocity
247(1)
6.4.7 Significance of the velocity trend
247(1)
6.5 Release Planning
248(6)
6.5.1 Types of release Planning
249(2)
6.5.2 Story Maps, walking skeleton and minimally marketable features (MMF)
251(1)
6.5.3 Release burndown charts
252(2)
6.6 Focus areas for the exam
254(9)
Quizzes
255(6)
Answers
261(2)
Chapter 7 Domain VI: Problem Detection and Resolution
263(38)
7.1 Risk management
263(15)
7.1.1 Risk definition
264(1)
7.1.2 Risk identification
264(2)
7.1.3 Risk analysis
266(4)
7.1.4 Risk responses
270(1)
7.1.5 Risk monitoring
271(7)
7.2 Quality control practices in Agile
278(15)
7.2.1 Embedding quality principles
278(1)
7.2.2 Test automation
279(4)
7.2.3 Exploratory testing
283(1)
7.2.4 Usability testing
284(1)
7.2.5 Shift-left testing
284(2)
7.2.6 Test-Driven Development (TDD)
286(3)
7.2.7 Acceptance-driven development (ATDD)
289(1)
7.2.8 Continuous Integration (CI)
290(3)
7.3 Problem resolution
293(1)
7.3.1 Process of problem solving
293(1)
7.3.2 Techniques for problem solving
294(1)
7.4 Focus areas for the exam
294(7)
Quizzes
296(4)
Answers
300(1)
Chapter 8 Domain VII: Continuous Improvement (Product, Process, People)
301(32)
8.1 Product improvement
302(2)
8.1.1 Continuous improvement of product quality and effectiveness
302(1)
8.1.2 Dissemination of knowledge
303(1)
8.2 Process improvement
304(6)
8.2.1 Kaizen
304(1)
8.2.2 Process analysis
304(1)
8.2.3 Lean 5S technique
305(1)
8.2.4 Kanban Kata
305(1)
8.2.5 5 Why's technique
305(1)
8.2.6 Fishbone diagram
306(1)
8.2.7 Pareto Diagrams (80-20 rule)
307(1)
8.2.8 Control charts
308(2)
8.3 Retrospectives
310(7)
8.3.1 Styles of retrospectives
310(1)
8.3.2 Comparisons between lessons learned and retrospectives
311(1)
8.3.3 Steps of a retrospective
312(4)
8.3.4 Process tailoring
316(1)
8.3.5 Pre-mortem / pre-failure analysis
316(1)
8.4 People
317(5)
8.4.1 Feedback methods
317(1)
8.4.2 Self-Assessment
317(1)
8.4.3 Failure modes and alternatives
318(1)
8.4.4 Agile coaching and mentoring
318(4)
8.5 Agile adoption
322(3)
8.5.1 Agile hybrid models
322(1)
8.5.2 Sidky Agile Maturity Index
323(1)
8.5.3 Adopting Agile in an organization - Virginia Satir change model
324(1)
8.6 Focus areas for the exam
325(8)
Quizzes
327(4)
Answer
331(2)
Chapter 9 PMI® Code of Ethics and Professional Conduct
333(8)
9.1 Purpose of the Code
333(1)
9.2 For Whom Does the Code Apply?
334(1)
9.3 Structure of the Code
334(1)
9.4 Four Core Values of the Code
334(2)
9.4.1 Responsibility
334(1)
9.4.2 Respect
335(1)
9.4.3 Fairness
335(1)
9.4.4 Honesty
336(1)
9.5 Core Values in Agile Perspective
336(1)
9.6 Focus Areas for the Exam
337(4)
Quizzes
338(2)
Answer
340(1)
Appendix
341(90)
Advice, tips and tricks
341(8)
Before the exam
342(1)
During the exam
343(1)
After the exam
344(2)
Acronyms at a glance
346(2)
Formulae in a page
348(1)
Mock Exam I
349(26)
Mock Exam II
375(26)
Mock Exam III
401(26)
Answers
427(4)
Answers - Mock Exam I
427(1)
Answers - Mock Exam II
428(1)
Answers - Mock Exam III
429(2)
References and Bibliography 431(4)
Index 435
Sumanta is a passionate and ardent evangelist of Agile practices, who has played all roles ranging from development, technical leadership, Scrum Master, Coach and Mentor for teams of various sizes and in various geographies. He has about 16 years of professional experience in successful implementation of technology based solutions and complex projects in the domains of telecom, finance, securities, investment banking and commercial banking. During this tenure he has served global giants like Royal Bank of Scotland, Fidelity Investments, State Street Corporation, Lucent, Ericsson, AT&T, Epson and Wipro Technologies. The author holds a few Agile certifications namely Agile Certified Practitioner (PMI-ACP) from PMI and Certified Scrum Practitioner (CSP), Certified Scrum Master (CSM) from Scrum Alliance.During his spare time, the author also provides freelance and corporate trainings on Agile and Project Management Professional (PMP) certification.r>