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PMI-ACP - PMI Agile Certified Practitioner - Braindumps Information

Vendor : PMI
Exam Code : PMI-ACP
Exam Name : PMI Agile Certified Practitioner
Questions and Answers : 145 Q & A
Updated On : May 18, 2018
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PMI-ACP Questions and Answers

PMI-ACP PMI Agile Certified Practitioner

Article by Killexams PMI Certification Experts


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PMI Agile Certified Practitioner

Pass4sure <a href="http://www.artistesinternational.co.uk/certs.php?exam=exam-list">PMI</a>-ACP dumps | Killexams <a href="http://www.artistesinternational.co.uk/certs.php?exam=exam-list">PMI</a>-ACP real questions | [HOSTED-SITE]

PMI-ACP">Episode 405.2: The PMI-ACP examination is altering in 2018 | killexams.com real questions with brain dumps

Cornelius Fichtner aid you along with your PMP examination Prep (https://www.mission-management-prepcast.com) as well as earn free PDUs (www.pm-podcast.com/pdu). Passing the PMP examination is complicated, however maintaining your PMP Certification alive is only as challenging. making ready for the exam requires an in-depth analyze of the PMBOK guide and committed study self-discipline. And when you are PMP licensed, you then are required to earn 60 knowledgeable building units (PDUs) each three years to maintain your certification alive. Let me support you are making this experience more convenient with advice and hints on the way to prepare for and move the examination as well as correctly incomes your PDUs when you are licensed.

About this blog RSS recent Posts

Episode 406: main projects without Authority

Episode 405.2: The PMI-ACP exam is changing in 2018

Episode 405.1: The PMP examination is altering in 2018

Episode 404: building believe using digital communique

Episode 403: superior Product nice Planning

(click on to down load MP3...)

Alicia Burke, Global Product Manager <a href=PMI-ACP" src="http://www.project-management-podcast.com/images/guests/alicia_burke.jpg" class="c15" title="Alicia Burke, Global Product Manager PMI-ACP"/>

The Agile follow guide was released along with A book to the assignment management body of knowledge (PMBOK® e book) – Sixth version in September 2017. due to this fact the venture management Institute (PMI)® wil put in force a "lexicon replace" to the PMI Agile licensed Practitioner (PMI-ACP)® exam om 26 March 2018. here's to make sure that examination lexicon is per the new book.

This interview with Alicia Burke (LinkedIn Profile) become not recorded at the grand PMI world conference 2017 in Chicago, Illinois as a result of we had scheduling conflicts. So we recorded it by way of Skype after the convention. We talk about the how, what, why and when of the adjustments which are coming to the PMI-ACP examination.

youngsters the PMI-ACP isn't a verify of the Agile apply e book, it'll turn into one of the crucial references for the exam. This potential that college students getting ready to take the examination after the exchange can are expecting to look lexicon adjustments and terminology used inside the exam to be consistent with the e book. students planning to take the exam after the change are suggested to use PMI-ACP exam prep substances which are updated to the new e book.

(This interview become firstly posted on The assignment administration Podcast.)

Posted on: November 28, 2017 12:30 AM | Permalink

PMI-ACP">learn the way to earn a six-determine profits as an Agile and Scrum project expert for below $30 | killexams.com real questions with brain dumps

With the want for qualified challenge managers best expanding throughout the company panorama, practitioners steeping in the techniques of Agile task management have develop into the go-to leaders powering utility building industrywide.

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PMI-ACP">studying Tree Introduces a new direction: making ready for the PMI-Agile licensed Practitioner (PMI-ACP) exam | killexams.com real questions with brain dumps

RESTON, Va.--(enterprise WIRE)--learning Tree international (NASDAQ: LTRE) has introduced the introduction of a new Agile certification direction entitled preparing for the PMI-Agile licensed Practitioner (PMI-ACP)(SM)exam. through a series of individual practice workshops and PMI-ACP(SM)-style observe checks, this course gives contributors the Agile practising and skills they need to achieve PMI® certification in Agile.

“Agile methodologies are more and more well-known in today’s business atmosphere. basically, the undertaking administration Institute has introduced a new certification to handle this increase: PMI-Agile certified Practitioner (PMI-ACP) certification. gaining knowledge of Tree has developed a new path, making ready for the PMI-Agile licensed Practitioner (PMI-ACP) exam, to assist valued clientele navigate the equipment and thoughts examination sections as well as the abilities and expertise exam areas. route contributors also gain knowledge of to align their Agile journey with the PMI domains of practice,” observed Jennifer Urick, vice chairman of Product development for discovering Tree foreign.

preparing for the PMI-Agile certified Practitioner (PMI-ACP) exam in this Agile training exam guidance route, participants gain knowledge of essential Agile terminology, equipment and principles. through apply exams, workshops and in a single day study, this route teaches contributors the talents and competencies they should receive the PMI certificates that acknowledges their event as Agile practitioners.

Workshops encompass:

• day by day PMI-ACP-trend apply checks

• cross-referencing Agile recommendations to PMI's advised reference substances

• growing assorted consumer convergence on priorities

• setting up the Definition of performed for best assurance

• developing a personalized exam education plan and study e book

studying Tree will begin featuring getting ready for the PMI-Agile certified Practitioner (PMI-ACP) exam at its education centers in March 2012. The present schedule includes right here:

Washington, DC (Reston, VA)—March 7-9, 2012New York, new york—April 18-20, 2012Washington, DC (Rockville, MD)—April 25-27, 2012Washington, DC (Alexandria, VA)—may 9-eleven, 2012

There are three ways for participants to attend this course:

1. In-classification, at a discovering Tree education core

2. live, on-line by way of studying Tree AnyWare™ —our instructor-led training birth answer that enables individuals to be a part of this path from their domestic, office or anyplace there's web access

three. On-site as a private, custom-made adventure, delivered by using researching Tree at a shopper facility of alternative

For more tips and the newest direction dates and locations, name 1-888-THE-TREE (1-888-843-8733) or discuss with us on-line.

About getting to know Tree international

gaining knowledge of Tree overseas is a leading world issuer of totally effective palms-on training to managers and advice know-how specialists. considering the fact that 1974, over 65,000 groups have relied on getting to know Tree to boost the expert talents of more than 2.1 million employees. gaining knowledge of Tree develops, markets and grants a broad, proprietary library of teacher-led classes focused on individuals and project administration, leadership and enterprise expertise, internet development, operating techniques, databases, networking, IT safety and software construction. lessons are introduced at getting to know Tree education facilities determined globally, on website at client facilities, and are available by way of learning Tree AnyWare™, our proprietary live, online teacher-led training start option that connects online members to actual school rooms. For greater information about our items and services, name 1-888-THE-TREE (1-888-843-8733), visit www.learningtree.com, observe @LearningTree on Twitter, or seek advice from learning Tree overseas’s facebook fan web page.

you could also request an investor suggestions packet right here »

PMI is a registered mark of undertaking administration Institute, Inc.


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[OPTIONAL-CONTENTS-5]

Killexams PMI-ACP Real Questions Sample



PMI-ACP Certification Brain Dumps Source : PMI Agile Certified Practitioner

Test Code : PMI-ACP
Test Name : PMI Agile Certified Practitioner
Vendor Name : PMI
Q&A : 145 Real Test Questions/Answers


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PMI-ACP

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Episode 405.2: The PMI-ACP examination is altering in 2018 | killexams.com real questions with brain dumps

Cornelius Fichtner assist you along with your PMP exam Prep (https://www.task-administration-prepcast.com) in addition to earn free PDUs (www.pm-podcast.com/pdu). Passing the PMP examination is hard, however keeping your PMP Certification alive is just as difficult. getting ready for the exam requires an in-depth analyze of the PMBOK book and committed analyze discipline. And once you are PMP certified, then you definately are required to earn 60 professional development devices (PDUs) every 3 years to preserve your certification alive. Let me assist you are making this experience more straightforward with information and hints on how to prepare for and circulate the exam as well as efficiently incomes your PDUs once you are licensed.

About this weblog RSS recent Posts

Episode 406: main tasks with out Authority

Episode 405.2: The PMI-ACP examination is altering in 2018

Episode 405.1: The PMP examination is changing in 2018

Episode 404: building trust the use of digital communication

Episode 403: superior Product first-class Planning

(click to down load MP3...)

Alicia Burke, Global Product Manager PMI-ACP

The Agile follow e-book changed into launched together with A guide to the undertaking management physique of knowledge (PMBOK® e book) – Sixth edition in September 2017. because of this the mission management Institute (PMI)® wil implement a "lexicon replace" to the PMI Agile certified Practitioner (PMI-ACP)® exam om 26 March 2018. here's to be sure that examination lexicon is in step with the new book.

This interview with Alicia Burke (LinkedIn Profile) become now not recorded at the grand PMI international conference 2017 in Chicago, Illinois as a result of we had scheduling conflicts. So we recorded it by means of Skype after the convention. We focus on the how, what, why and when of the adjustments which are coming to the PMI-ACP exam.

besides the fact that children the PMI-ACP isn't a examine of the Agile apply e book, it will develop into one of the most references for the examination. This potential that students making ready to take the examination after the exchange can are expecting to see lexicon adjustments and terminology used in the examination to be in line with the e book. students planning to take the examination after the alternate are advised to make use of PMI-ACP exam prep materials which are updated to the new guide.

(This interview turned into originally published on The venture management Podcast.)

Posted on: November 28, 2017 12:30 AM | Permalink

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we are the statistics Platform expertise crew within Visa. We collaborate with each other group at Visa to bring on our huge mandate of information systems that are secure, potent, and advantageous. To achieve this, we always and proactively mirror, gain knowledge of, and commit to enhance our platform, our tactics, and our americans.

we're actively trying to find a few proficient and versatile Technical task Managers (I6 or I7 stage) to join our team!  

  • responsible for the conclusion-to-end planning and execution of one or greater tasks and/or Agile groups. Lead and negotiate, scope, schedule, funds, risks, deployments and communications for tasks and initiatives.

  • Lead project stage retrospectives, post-mortems, and RCAs (Root trigger analysis) with clear subsequent steps, action objects, and observe-up.

  • coach multiple teams throughout the software building life cycle using Agile, Scrum, and Lean practices and work go-functionally during the business to be certain tasks are developed and deployed with first-rate and timely beginning into our production techniques. 

  • Ask thoughtful inquiries to aid our purchasers, product homeowners, and product managers to maximise ROI and meet company goals. have in mind product method and advantages of key deliverables in area of responsibility.

  • book agencies through approaches that support them come to solutions and make decisions.

  • As a metamorphosis agent, discover alternatives for process improvements, pilot and then force on a larger scale.

  • put into effect Visa PMM required assignment gates and artifacts. In parallel, partner to enhance our interior tools and approaches with an agile approach.

  • Champion the adoption of key engineering practices like Reflection, discovering, Code review, and continuous Integration.

  • Take initiative to create and grow our researching neighborhood, and be an Agile and management Champion within the organization.


  • management 3.0 FAQ | killexams.com real questions with brain dumps

    right here we've created a spot to reply your entire frequently asked questions about management 3.0. on every occasion new questions crop up, we’ll maintain adding to them. in the meantime, we love to hear from our fellow administration changemakers on social media, so make certain to observe us by the use of the buttons on the bottom of the web page! And don’t forget register for the administration 3.0 publication!

    what is management three.0?

    management 3.0 is a sequence of management and group collaboration workshops, a ebook, and a global stream. it's the perception that management is too vital to be left to the managers, and that all and sundry together can improve work existence, employee empowerment and results. it's a consider that more can also be realized in half an hour of a online game than a month of conferences. right here that you can gain knowledge of all about administration 3.0 and its strategies.

    Will management 3.0 make me a better chief?

    No. That’s all on you. Don’t feel you can stroll out of a path or read one in all our books and you'll suddenly are aware of it all. YOU ought to do it. every thing we do with management three.0 is to offer you employe engagement workouts and games so that you can are attempting with your group correct away. With everything you ask yourself, “What am i able to do the following day?” we're very lots in regards to the purposeful – so your success as a pacesetter comes from you putting our highest quality practices into follow.

    How do I register for a administration three.0 experience?

    visit our event time table web page to discover links to sign in directly to events. Don’t see one soon near you? An experience request kind will pop up. or you can contact one in every of our facilitators directly.

    management30-action-shot2

    When will management 3.0 come to my nation? When is Jurgen coming to my town?

    The spirit of management 3.0 is in all places, any time somebody is attempting to have an effect on wonderful alternate of their company, and the in-person management 3.0 workshops are already in eighty nations. here is the record of upcoming workshops run by our greater than one hundred fifty fabulous facilitators. if you don’t see one the place or in case you desire it, effectively fill within the request form and we will have a native facilitator contact you or you can prefer a facilitator to contact at once.

    if you are looking to develop into a facilitator but can’t attend a workshop in your enviornment, that you would be able to additionally go for a certificate of apply for you to help you also access a facilitators’ license, enabling you to be the first to convey management 3.0 to your area.

    Jurgen Appelo doesn’t do management 3.0 workshops anymore but you can consult with his site to study how he might do a keynote. we now have more than 150 proficient facilitators able to work with you!

    am i able to have a distinct management 3.0 Workshop at my office? Do you offer deepest on-web site trainings?

    completely! It’s top-quality to birth with the place you wish to hang the workshop and look for a facilitator that offers workshops in that enviornment. (Many are chuffed to go back and forth.) Facilitators are happy to adapt workshops for each neighborhood’s wants.

    How a whole lot do these workshops can charge? What occurs if a workshop is cancelled? 

    company of the administration 3.0 workshops is decentralized and every management 3.0 facilitator runs issues his or her personal way. Please contact your facilitator directly for any terms, circumstances, location, pricing, scheduling changes or cancellations.

    who're the administration three.0 Facilitators?

    they're a whole lot of men and women all over the world. they are americans just like you who wanted to be alternate agents inside their groups, in order that they took the administration 3.0 direction or tested the administration 3.0 practices on their teams. They influenced change in their personal organizations by using one of the crucial management 3.0 ideal practices and video games. for many of them, management 3.0 is one in every of many trainings they present, commonly together with businesses coaches, agile coaches, lean coaches, corporate culture coaches and greater. they are a diverse group of licensed facilitators, but they definitely share a keenness for making improvements to organizations and lives, realizing the two constantly go together.  Meet the Facilitators right here.

    How can i turn into a administration 3.0 facilitator too? 

    We definitely are looking to spread the administration 3.0 move all over. First, you should attend one in every of our two-day management workshops to experience it for your self as an attendee or you can get a certificates of follow with the aid of applying administration 3.0 Practices at once. Then which you can contact us for more tips on the way to get licensed to develop into a administration three.0 facilitator.

    where can i get administration 3.0 direction materials to make use of at my workplace?

    On our management three.0 online save, you could purchase equipment, video games and exercises used in the workshops, including kudo playing cards, delegation poker, meddlers, improv playing cards, and moving motivators, each and every simplest obtainable in English. We don’t make a income off of any of the video games, however fairly the costs simply cover publishing and transport them. a lot of the other management three.0 exercises are a chance for you and your crew to get artistic, making issues that inspire and encourage. Don’t forget to build your own Kudo field or Happiness Wall!

    Please consider of our birth policies.

    am i able to download games?

    All video games are also available as downloadable PDFs. that you can find these for those who follow the links above. For some of them, we have translated PDFs available as well, to a couple of other languages. and a few of the games pages present hyperlinks to weblog posts and video clips that were submitted to us via practitioners.

    Our downloadable PDF information may also be used devoid of permission for gratis distribution in movements and for advertising applications.

    Delegation poker, kudo cards, and moving motivators are presently purchasable for down load in 14 languages! in case you need to have formally translated versions of the games to yet another language, contact us.

    am i able to resell games?

    if you wish to use our copyrighted texts, designs and images for reselling of (translated) games, you need to contact us to achieve fashioned information and legitimate translations. we can give grasp data (per translation) created by knowledgeable designer for first-rate printing. which you can then produce and resell our respectable card video games, in any method you love.

    The information, and the license-to-print, are supplied at no cost. youngsters, the design of the games will be determined via our group, and any diversifications (other logos, URLs, etc.) don't seem to be allowed.

    am i able to reproduce the games?

    individuals ask us constantly whether they could reuse our online game substances and print their personal emblems on them. The short reply is, “No”. The lengthy answer is: there is copyright on our illustrations, designs and texts. And we insist on these copyrights because we’ve seen some very bad and low-pleasant reproductions. There isn't any trademark on any management three.0 game, which capacity that you simply can make your own edition of the video games, without permission, provided that you don’t use our copyrighted materials. You may also use them in workshops. For us, it is just vital that no person errors any self-made copies for the professional management 3.0 substances.

    Do management 3.0 workshops qualify for PMI PDUs or PMI-ACP credits?

    In a nutshell, yes. All workshop hours qualify for both the mission management Institute’s average assignment construction contraptions, constantly called PMI PDUs, and for the PMI agile licensed practitioner credits, always referred to as PMI-ACP credits. make sure you contact PMI without delay for specific certification.

    be trained greater about our Agile assignment administration workshops.

    study more about our task administration workshops.

    What’s the story of the administration three.0 team? Who is this Melly chica? 

    melly-hates-her-jobadministration three.0 is only one of the outstanding manufacturers beneath the small business network umbrella of chuffed Melly. For greater than 25 years this up to date-art-decrease-public-service-announcement has been on a road nook in Jurgen’s place of birth of Rottendam in the Netherlands. Melly is the notion behind happy Melly, a gaggle of entrepreneurs who're definitely dedicated to creating happiness at work. To gain knowledge of more concerning the transparent approach we run our 100% trust company, try the happy Melly weblog to get the in the back of-the-scenes of management three.0 and friends.

    who is Jurgen Appelo?

    Jurgen Appelo calls himself a creative networker, author, speaker, coach, entrepreneur, illustrator, manager, blogger, reader, dreamer, chief, freethinker, or, comfortably, a Dutch guy. He’s been named a accurate 50 leadership expert by Inc magazine (and #1 in Europe.) he is a large name in the agile administration world and because the creator of three proactive administration texts. Jurgen has founded the management three.0 management methodology and now has licensed like-minded people to aid facilitate it in your enterprise.

    to any extent further questions?

    Contact us directly!

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    PMI PMI-ACP Exam (PMI Agile Certified Practitioner) Detailed Information

    PMI Agile Certified Practitioner (PMI-ACP)
    If you’re experienced using agile approaches, have good collaboration skills, eagerly embrace complexity and thrive on rapid response times, then your talents are in demand.
    The PMI Agile Certified Practitioner (PMI-ACP)® formally recognizes your knowledge of agile principles and your skill with agile techniques. It will make you shine even brighter to your employers, stakeholders and peers.
    The PMI-ACP® is our fastest growing certification, and it’s no wonder. Organizations that are highly agile and responsive to market dynamics complete more of their projects successfully than their slower-moving counterparts — 75 percent versus 56 percent — as shown in our 2015 Pulse of the Profession® report.
    The PMI-ACP spans many approaches to agile such as Scrum, Kanban, Lean, extreme programming (XP) and test-driven development (TDD.) So it will increase your versatility, wherever your projects may take you.
    Apply for PMI-ACP Certification
    Register and log in to get started
    APPLY NOW
    PMI-ACP Exam Guidance
    Review tips, resources and FAQs to help you prepare.
    Downloads
    Exam Content Outline
    Handbook
    Who Should Apply?
    If you work on agile teams or if your organization is adopting agile practices, the PMI-ACP is a good choice for you. Compared with other agile certifications based solely on training and exams, the PMI-ACP is evidence of your real-world, hands-on experience and skill.
    Gain and Maintain Your PMI-ACP
    The certification exam has 120 multiple-choice questions and you have three hours to complete it.
    To maintain your PMI-ACP, you must earn 30 professional development units (PDUs) in agile topics every three years.
    Prerequisites
    2,000 hours of general project experience working on teams. A current PMP® or PgMP® will satisfy this requirement but is not required to apply for the PMI-ACP.
    1,500 hours working on agile project teams or with agile methodologies. This requirement is in addition to the 2,000 hours of general project experience.
    21 contact hours of training in agile practices.
    PMI-ACP® EXAM CONTENT OUTLINE
    The PMI-ACP® examination will consist of 100 scored items and 20 unscored (pre-test)
    items. The unscored items will not be identified and will be randomly distributed throughout the
    exam. The allocation of questions will be as follows:
    Domain
    Percentage
    of Items on
    Test
    Domain I. Agile Principles and Mindset 16%
    Domain II. Value-driven Delivery 20%
    Domain III. Stakeholder Engagement 17%
    Domain IV. Team Performance 16%
    Domain V. Adaptive Planning 12%
    Domain VI. Problem Detection and Resolution 10%
    Domain VII. Continuous Improvement (Product, Process, People) 9%
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    DOMAINS AND TASKS
    Domain I. Agile Principles and Mindset (9 tasks)
    Explore, embrace, and apply agile principles and mindset within the context of the project
    team and organization.
    Domain II. Value-Driven Delivery (4 sub-domains, 14 tasks)
    Deliver valuable results by producing high-value increments for review, early and often,
    based on stakeholder priorities. Have the stakeholders provide feedback on these increments,
    and use this feedback to prioritize and improve future increments.
    Domain III. Stakeholder Engagement (3 sub-domains, 9 tasks)
    Engage current and future interested parties by building a trusting environment that aligns
    their needs and expectations and balances their requests with an understanding of the
    cost/effort involved. Promote participation and collaboration throughout the project life
    cycle and provide the tools for effective and informed decision making.
    Domain IV. Team Performance (3 sub-domains, 9 tasks)
    Create an environment of trust, learning, collaboration, and conflict resolution that promotes
    team self-organization, enhances relationships among team members, and cultivates a
    culture of high performance.
    Domain V. Adaptive Planning (3 sub-domains, 10 tasks)
    Produce and maintain an evolving plan, from initiation to closure, based on goals, values,
    risks, constraints, stakeholder feedback, and review findings.
    Domain VI. Problem Detection and Resolution (5 tasks)
    Continuously identify problems, impediments, and risks; prioritize and resolve in a timely
    manner; monitor and communicate the problem resolution status; and implement process
    improvements to prevent them from occurring again.
    Domain VII. Continuous Improvement (Product, Process, People) (6 tasks)
    Continuously improve the quality, effectiveness, and value of the product, the process, and
    the team.
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    TASKS
    Domain I Agile Principles and Mindset
    Task 1 Advocate for agile principles by modeling those principles and
    discussing agile values in order to develop a shared mindset across
    the team as well as between the customer and the team.
    Task 2 Help ensure that everyone has a common understanding of the
    values and principles of agile and a common knowledge around the
    agile practices and terminology being used in order to work
    effectively.
    Task 3 Support change at the system or organization level by educating the
    organization and influencing processes, behaviors, and people in
    order to make the organization more effective and efficient.
    Task 4 Practice visualization by maintaining highly visible information
    radiators showing real progress and real team performance in order
    to enhance transparency and trust.
    Task 5 Contribute to a safe and trustful team environment by allowing
    everyone to experiment and make mistakes so that each can learn
    and continuously improve the way he or she works.
    Task 6 Enhance creativity by experimenting with new techniques and
    process ideas in order to discover more efficient and effective ways
    of working.
    Task 7 Encourage team members to share knowledge by collaborating and
    working together in order to lower risks around knowledge silos and
    reduce bottlenecks.
    Task 8 Encourage emergent leadership within the team by establishing a
    safe and respectful environment in which new approaches can be
    tried in order to make improvements and foster self-organization and
    empowerment.
    Task 9 Practice servant leadership by supporting and encouraging others in
    their endeavors so that they can perform at their highest level and
    continue to improve.
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    Domain II Value-Driven Delivery
    Define Positive Value
    Task 1 Define deliverables by identifying units that can be produced
    incrementally in order to maximize their value to stakeholders while
    minimizing non-value added work.
    Task 2 Refine requirements by gaining consensus on the acceptance criteria
    for features on a just-in-time basis in order to deliver value.
    Task 3 Select and tailor the team’s process based on project and
    organizational characteristics as well as team experience in order to
    optimize value delivery.
    Avoid Potential Downsides
    Task 4 Plan for small releasable increments by organizing requirements into
    minimally marketable features/minimally viable products in order to
    allow for the early recognition and delivery of value.
    Task 5 Limit increment size and increase review frequency with appropriate
    stakeholders in order to identify and respond to risks early on and at
    minimal cost.
    Task 6 Solicit customer and user feedback by reviewing increments often in
    order to confirm and enhance business value.
    Prioritization
    Task 7 Prioritize the units of work through collaboration with stakeholders in
    order to optimize the value of the deliverables.
    Task 8 Perform frequent review and maintenance of the work results by
    prioritizing and maintaining internal quality in order to reduce the
    overall cost of incremental development.
    Task 9 Continuously identify and prioritize the environmental, operational,
    and infrastructure factors in order to improve the quality and value of
    the deliverables.
    Incremental Development
    Task 10 Conduct operational reviews and/or periodic checkpoints with
    stakeholders in order to obtain feedback and corrections to the work
    in progress and planned work.
    Task 11 Balance development of deliverable units and risk reduction efforts
    by incorporating both value producing and risk reducing work into
    the backlog in order to maximize the total value proposition over
    time.
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    Task 12 Re-prioritize requirements periodically in order to reflect changes in
    the environment and stakeholder needs or preferences in order to
    maximize the value.
    Task 13 Elicit and prioritize relevant non-functional requirements (such as
    operations and security) by considering the environment in which the
    solution will be used in order to minimize the probability of failure.
    Task 14 Conduct frequent reviews of work products by performing
    inspections, reviews, and/or testing in order to identify and
    incorporate improvements into the overall process and
    product/service.
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    Domain III Stakeholder Engagement
    Understand Stakeholder Needs
    Task 1 Identify and engage effective and empowered business
    stakeholder(s) through periodic reviews in order to ensure that the
    team is knowledgeable about stakeholders’ interests, needs, and
    expectations.
    Task 2 Identify and engage all stakeholders (current and future) by
    promoting knowledge sharing early and throughout the project to
    ensure the unimpeded flow of information and value throughout the
    lifespan of the project.
    Ensure Stakeholder Involvement
    Task 3 Establish stakeholder relationships by forming a working agreement
    among key stakeholders in order to promote participation and
    effective collaboration.
    Task 4 Maintain proper stakeholder involvement by continually assessing
    changes in the project and organization in order to ensure that new
    stakeholders are appropriately engaged.
    Task 5 Establish collaborative behaviors among the members of the
    organization by fostering group decision making and conflict
    resolution in order to improve decision quality and reduce the time
    required to make decisions.
    Manage Stakeholder Expectations
    Task 6 Establish a shared vision of the various project increments
    (products, deliverables, releases, iterations) by developing a high
    level vision and supporting objectives in order to align stakeholders’
    expectations and build trust.
    Task 7 Establish and maintain a shared understanding of success criteria,
    deliverables, and acceptable trade-offs by facilitating awareness
    among stakeholders in order to align expectations and build trust.
    Task 8 Provide transparency regarding work status by communicating team
    progress, work quality, impediments, and risks in order to help the
    primary stakeholders make informed decisions.
    Task 9 Provide forecasts at a level of detail that balances the need for
    certainty and the benefits of adaptability in order to allow
    stakeholders to plan effectively.
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    Domain IV Team Performance
    Team Formation
    Task 1 Cooperate with the other team members to devise ground rules and
    internal processes in order to foster team coherence and strengthen
    team members’ commitment to shared outcomes.
    Task 2 Help create a team that has the interpersonal and technical skills
    needed to achieve all known project objectives in order to create
    business value with minimal delay.
    Team Empowerment
    Task 3 Encourage team members to become generalizing specialists in
    order to reduce team size and bottlenecks, and to create a highperforming
    cross-functional team.
    Task 4 Contribute to self-organizing the work by empowering others and
    encouraging emerging leadership in order to produce effective
    solutions and manage complexity.
    Task 5 Continuously discover team and personal motivators and demotivators
    in order to ensure that team morale is high and team
    members are motivated and productive throughout the project.
    Team Collaboration and Commitment
    Task 6 Facilitate close communication within the team and with appropriate
    external stakeholders through co-location or the use of collaboration
    tools in order to reduce miscommunication and rework.
    Task 7 Reduce distractions in order to establish a predictable outcome and
    optimize the value delivered.
    Task 8 Participate in aligning project and team goals by sharing project
    vision in order to ensure the team understands how their objectives
    fit into the overall goals of the project.
    Task 9 Encourage the team to measure its velocity by tracking and
    measuring actual performance in previous iterations or releases in
    order for members to gain a better understanding of their capacity
    and create more accurate forecasts.
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    Domain V Adaptive Planning
    Levels of Planning
    Task 1 Plan at multiple levels (strategic, release, iteration, daily) creating
    appropriate detail by using rolling wave planning and progressive
    elaboration to balance predictability of outcomes with ability to
    exploit opportunities.
    Task 2 Make planning activities visible and transparent by encouraging
    participation of key stakeholders and publishing planning results in
    order to increase commitment level and reduce uncertainty.
    Task 3 As the project unfolds, set and manage stakeholder expectations by
    making increasingly specific levels of commitments in order to
    ensure common understanding of the expected deliverables.
    Adaptation
    Task 4 Adapt the cadence and the planning process based on results of
    periodic retrospectives about characteristics and/or the
    size/complexity/criticality of the project deliverables in order to
    maximize the value.
    Task 5 Inspect and adapt the project plan to reflect changes in requirements,
    schedule, budget, and shifting priorities based on team learning,
    delivery experience, stakeholder feedback, and defects in order to
    maximize business value delivered.
    Agile Sizing and Estimation
    Task 6 Size items by using progressive elaboration techniques in order to
    determine likely project size independent of team velocity and
    external variables.
    Task 7 Adjust capacity by incorporating maintenance and operations
    demands and other factors in order to create or update the range
    estimate.
    Task 8 Create initial scope, schedule, and cost range estimates that reflect
    current high level understanding of the effort necessary to deliver the
    project in order to develop a starting point for managing the project.
    Task 9 Refine scope, schedule, and cost range estimates that reflect the
    latest understanding of the effort necessary to deliver the project in
    order to manage the project.
    Task 10 Continuously use data from changes in resource capacity, project
    size, and velocity metrics in order to evaluate the estimate to
    complete.
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    Domain VI Problem Detection and Resolution
    Task 1 Create an open and safe environment by encouraging conversation
    and experimentation, in order to surface problems and impediments
    that are slowing the team down or preventing its ability to deliver
    value.
    Task 2 Identify threats and issues by educating and engaging the team at
    various points in the project in order to resolve them at the
    appropriate time and improve processes that caused issues.
    Task 3 Ensure issues are resolved by appropriate team members and/or
    reset expectations in light of issues that cannot be resolved in order
    to maximize the value delivered.
    Task 4 Maintain a visible, monitored, and prioritized list of threats and
    issues in order to elevate accountability, encourage action, and track
    ownership and resolution status.
    Task 5 Communicate status of threats and issues by maintaining threat list
    and incorporating activities into backlog of work in order to provide
    transparency.
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    Domain VII Continuous Improvement
    (Product, Process, People)
    Task 1 Tailor and adapt the project process by periodically reviewing and
    integrating team practices, organizational culture, and delivery goals
    in order to ensure team effectiveness within established
    organizational guidelines and norms.
    Task 2 Improve team processes by conducting frequent retrospectives and
    improvement experiments in order to continually enhance the
    effectiveness of the team, project, and organization.
    Task 3 Seek feedback on the product by incremental delivery and frequent
    demonstrations in order to improve the value of the product.
    Task 4 Create an environment of continued learning by providing
    opportunities for people to develop their skills in order to develop a
    more productive team of generalizing specialists.
    Task 5 Challenge existing process elements by performing a value stream
    analysis and removing waste in order to increase individual
    efficiency and team effectiveness.
    Task 6 Create systemic improvements by disseminating knowledge and
    practices across projects and organizational boundaries in order to
    avoid re-occurrence of identified problems and improve the
    effectiveness of the organization as a whole.
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    TOOLS AND TECHNIQUES
    Toolkit The examples illustrate the breadth of the toolkit, but are NOT
    meant to provide an exhaustive list of all techniques and tools in
    the toolkit
    Agile Analysis and
    Design
    Including but not limited to:
    product roadmap
    user stories/backlog
    story maps
    progressive elaboration
    wireframes
    chartering
    personas
    agile modeling
    workshops
    learning cycle
    collaboration games
    Agile Estimation Including but not limited to:
    relative sizing/story points/T-shirt sizing
    wide band Delphi/planning poker
    affinity estimating
    ideal time
    Communications Including but not limited to:
    information radiator
    team space agile tooling
    osmotic communications for co-located and/or distributed teams
    two-way communications (trustworthy, conversation driven)
    social media–based communication
    active listening
    brainstorming
    feedback methods
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    Toolkit The examples illustrate the breadth of the toolkit, but are NOT
    meant to provide an exhaustive list of all techniques and tools in
    the toolkit
    Interpersonal skills Including but not limited to:
    emotional intelligence
    collaboration
    adaptive leadership
    servant leadership
    negotiation
    conflict resolution
    Metrics Including but not limited to:
    velocity/throughput/productivity
    cycle time
    lead time
    EVM for agile projects
    defect rate
    approved iterations
    work in progress
    Planning, Monitoring,
    and Adapting
    Including but not limited to:
    reviews
    Kanban board
    task board
    timeboxing
    iteration and release planning
    variance and trend analysis
    WIP limits
    daily stand ups
    burn down/up charts
    cumulative flow diagrams
    backlog grooming/refinement
    product-feedback loop
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    Toolkit The examples illustrate the breadth of the toolkit, but are NOT
    meant to provide an exhaustive list of all techniques and tools in
    the toolkit
    Process Improvement Including but not limited to:
    Kaizen
    the Five WHYs
    retrospectives, intraspectives
    process tailoring/hybrid models
    value stream mapping
    control limits
    pre-mortem (rule setting, failure analysis)
    fishbone diagram analysis
    Product Quality Including but not limited to:
    frequent verification and validation
    definition of done
    continuous integration
    testing, including exploratory and usability
    Risk Management Including but not limited to:
    risk adjusted backlog
    risk burn down graphs
    risk-based spike
    architectural spike
    Value-Based
    Prioritization
    Including but not limited to:
    ROI/NPV/IRR
    compliance
    customer valued prioritization
    requirements reviews
    minimal viable product (MVP)
    minimal marketable feature (MMF)
    relative prioritization/ranking
    MoSCoW
    Kano analysis
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    KNOWLEDGE AND SKILLS
    Each statement is preceded implicitly by Knowledge of or Skill in
     Agile values and principles
     Agile frameworks and terminology
     Agile methods and approaches
     Assessing and incorporating community and stakeholder values
     Stakeholder management
     Communication management
     Facilitation methods
     Knowledge sharing/written communication
     Leadership
     Building agile teams
     Team motivation
     Physical and virtual co-location
     Global, cultural, and team diversity
     Training, coaching, and mentoring
     Developmental mastery models (for example, Tuckman, Dreyfus, Shu Ha Ri)
     Self-assessment tools and techniques
     Participatory decision models (for example, convergent, shared collaboration)
     Principles of systems thinking (for example, complex adaptive, chaos)
     Problem solving
     Prioritization
     Incremental delivery
     Agile discovery
     Agile sizing and estimation
     Value based analysis and decomposition
     Process analysis
     Continuous improvement
     Agile hybrid models
     Managing with agile KPIs
     Agile project chartering
     Agile contracting
     Agile project accounting principles
     Regulatory compliance
     PMI's Code of Ethics and Professional Conduct
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    APPENDIX A: ROLE DELINEATION STUDY (RDS) PROCESS
    Defining the Responsibilities
    The first step in developing a certification examination is to define the responsibilities of the
    recipients of the certification. It must be known what the individuals who perform agile activities
    actually do on the job before a content-valid test can be developed. A valid examination draws
    questions from every important area of the profession and specifies that performance areas
    (domains) considered more important, critical, and relevant be represented by more questions on
    the examination. Defining the role of individuals who serve in an agile capacity occurs in two
    major phases: one in which individuals currently in the role defines the responsibilities and
    another in which the identified responsibilities are validated on a global scale.
    Beginning in 2014, PMI commissioned a global Role Delineation Study (RDS) for the PMI
    Agile Certified Practitioner (PMI-ACP)® certification. The RDS process was led by a steering
    committee, representing PMI’s Certification Governance structure. A project task force
    comprised of various roles that perform agile activities was responsible for the conduct of work
    on the project, with oversight from the steering committee. The task force had global
    representation and diversity in industry, job position, and experience. Others in agile roles were
    also responsible for the independent reviews of the work of the task force and piloting the
    information before surveying a larger sample of agile practitioners.
    Study participants, working under the direction of the Professional Education Service
    (ProExam), reached consensus on the performance domains, a broad category of duties and
    responsibilities that define the role, as well as the tasks required for competence performance and
    the knowledge/skills needed to perform those tasks.
    Validating the Responsibilities Identified by the Panelists
    In order to ensure the validity of the study and content outline developed by the panels, a
    survey requesting feedback on the panel’s work was sent to thousands of agile practitioners
    throughout the world. PMI received a robust set of responses to the survey, with participants
    from various countries and representing most major industries. This provided PMI with the
    statistical significance from which to draw conclusions about the criticality for competent
    performance and frequency of the tasks. Practitioners also rated the knowledge/skills on how
    essential they were to the work of an agile practitioner and when they were acquired.
    Developing a Plan for the Test
    Based on respondent ratings, an examination blueprint, clarifying exactly how many
    questions from each domain and task should be on the examination, was developed. Those
    domains and tasks that were rated as most important, critical, and relevant by survey respondents
    would have the most questions devoted to them on the examination.
    Results of the study indicated that the 100 scorable questions on the test should be distributed
    among the domains as shown in the following table. The remaining 20 questions will be
    dispersed throughout the domains as pretest questions and will not count in the candidates’
    PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
    scores. The pretest items allow PMI to monitor the question performance better, prior to
    including the questions in the final databank of test questions.
    Domain
    Percentage
    of Items on
    Test
    Domain I. Agile Principles and Mindset 16%
    Domain II. Value-driven Delivery 20%
    Domain III. Stakeholder Engagement 17%
    Domain IV. Team Performance 16%
    Domain V. Adaptive Planning 12%
    Domain VI. Problem Detection and Resolution 10%
    Domain VII. Continuous Improvement (Product, Process, People) 9%
    Article by ArticleForge

    Enterprise Resource Planning (ERP) Analyst I, II, III or IV (one position to be filled)

    Requisition: 201600336S

    Occupational Category (Staff Positions Only): Professional

    Hiring Salary: Monthly-Staff

    Department: Enterprise Services

    General Requirements:

    ERP ANALYST I

    Bachelor's degree with a major in computer science, business, or related field from an accredited institution with one year relevant experience desirable, or two years of higher education with two years of related experience required. Professional development certifications preferred. Certification examples include Information Technology Infrastructure Library (ITIL) Foundation, ITIL Intermediate, ITIL Expert, Six Sigma Green Belt, Six Sigma Yellow Belt, Six Sigma Black Belt, International Institute of Business Analysis (IIBA), Certification of Competency in Business Analysis (CCBA), Project Management Institute Certified, Associate in Project Management (PMI CAPM), Project Management Institute Agile Certified Practitioner (PMI ACP), or Project Management Professional (PMP). A combination of education, experience, certifications, and training that would produce the required knowledge and abilities could be considered.

    ERP ANALYST II

    Bachelor's degree with a major in computer science, business, or related field from an accredited institution with two years relevant experience in directly related field or two years of higher education and four years of related experience required. History of professional growth as evidenced by the acquisition of professional development and certification. Certification examples include Information Technology Infrastructure Library (ITIL) Foundation, ITIL Intermediate, ITIL Expert, Six Sigma Green Belt, Six Sigma Yellow Belt, Six Sigma Black Belt, International Institute of Business Analysis (IIBA), Certification of Competency in Business Analysis (CCBA), Project Management Institute Certified Associate in Project Management (PMI CAPM), Project Management Institute Agile Certified Practitioner (PMI ACP), or Project Management Professional (PMP). A combination of education, experience, certifications, and training that would produce the required knowledge and abilities could be considered.

    ERP ANALYST III

    Bachelor's degree with a major in computer science, business, or related field from an accredited institution with three years relevant experience in directly related field. History of professional growth as evidenced by the acquisition of professional development and certification. Certification examples include Information Technology Infrastructure Library (ITIL) Foundation, ITIL Intermediate, ITIL Expert, Six Sigma Green Belt, Six Sigma Yellow Belt, Six Sigma Black Belt, International Institute of Business Analysis (IIBA), Certification of Competency in Business Analysis (CCBA), Project Management Institute Certified Associate in Project Management (PMI CAPM), Project Management Institute Agile Certified Practitioner (PMI ACP), or Project Management Professional (PMP). A combination of education, experience, certifications, and training that would produce the required knowledge and abilities could be considered.

    ERP ANALYST IV

    Bachelor's degree with a major in computer science, business or related field from an accredited institution with four years of relevant experience in directly related field. History of professional growth as evidenced by the acquisition of professional development and certification. Certification examples include Information Technology Infrastructure Library (ITIL) Foundation, ITIL Intermediate, ITIL Expert, Six Sigma Green Belt, Six Sigma Yellow Belt, Six Sigma Black Belt, International Institute of Business Analysis (IIBA), Certification of Competency in Business Analysis (CCBA), Project Management Institute Certified Associate in Project Management (PMI CAPM), Project Management Institute Agile Certified Practitioner (PMI ACP), or Project Management Professional (PMP). A combination of education, experience, certifications, and training that would produce the required knowledge and abilities could be considered.

    Nature & Purpose of PositionUsual Duties:

    ERP ANALYST I

    Assists the Enterprise Resource Planning (ERP) Team by providing basic programming, reporting, integration, and analytical support services for the campus ERP system including Ellucian Banner technologies, other third-party applications, and internal programming.

    ERP ANALYST II

    Assists the Enterprise Resource Planning (ERP) Team by providing complex programming, reporting, integration, and analytical support services for the campus ERP system including Ellucian Banner technologies, other third-party applications, and internal programming.

    ERP ANALYST III

    Provides highly complex programming, reporting, integration, and analytical support services for the campus Enterprise Resource Planning (ERP) system including Ellucian Banner technologies, other third-party applications, and internal programming.

    ERP ANALYST IV

    Provides advanced and highly complex programming, reporting, integration, and analytical support services for the campus Enterprise Resource Planning (ERP) system including Ellucian Banner technologies, other third-party applications, and internal programming.

    Primary Responsibilities (Staff Positions Only):

    ERP ANALYST I

    Designs and implements minor system changes or integrations using third and fourth generation languages (e.g. Java, .Net, PHP), SQL, PLSQL, XML, andor web scripting to build and integrate systems based on defined standards and procedures. Assists with creating technical specifications from functional requirements. Customizes delivered reports and creates enterprise reports using business intelligence tools. Works with data owners, Division of Information Technology staff, and contracted resources regarding upgrading systems and reports to new software versions. Partners with users in testing programs and reports; creates related documentation; and ensures programs and reports function efficiently and securely. Codes, documents, tests, and debugs programs and integrations. Responds to, troubleshoots, and repairs issues with databases objects and associated applications including Banner. Assists other Enterprise Services Staff with defining and documenting business and technical requirements. Implements established timelines to meet the goals of functional areas. Assists with implementing the processes necessary to refresh or otherwise maintain sets of data for testing and development purposes and automates processes when possible. Reviews new programs including database programs, functions, procedures, and packages before they are loaded into production databases and systems. Assists with the development of technical training materials and may assist in the technical training of others. Performs other related duties as assigned.

    ERP ANALYST II

    Designs and implements moderately complex system changes or integrations using third and fourth generation languages (e.g. Java, .Net, PHP), SQL, PLSQL, XML, andor web scripting to build and integrate systems based on defined standards and procedures. Analysis of functional requirements to determine moderate to complex technical requirements. Coordinates and manages meetings and works effectively with internal and external constituents. Coordinates with data owners, Division of Information Technology staff, and contracted resources regarding upgrading technical projects and secures project tasks and resources. Partners with users to execute program and report testing plans. Demonstrates consistency in generating technical documentation. Responds to, troubleshoots, and repairs issues with database objects and associated applications including Ellucian Banner. Develops and implements timelines to meet the goals of functional areas. Reviews new programs including database programs, functions, procedures, and packages before they are loaded into production databases and systems. Develops, implements and refines the processes necessary to refresh or otherwise maintain sets of data for testing and development purposes, converting data and systems, and automating processes when possible. Develops technical training materials and may assist in the technical training of others. Performs other related duties as assigned.

    ERP ANALYST III

    Designs and implements highly complex system changes or integrations using third and fourth generation languages (e.g. Java, .Net, PHP), SQL, PLSQL, XML, andor web scripting to build and integrate systems. Leads meetings with internal and external constituents to identify project resource needs, technical requirements and testing plan needs. Determines technical solutions based upon functionaltechnical requirements. Coordinates with data owners, data custodians, Division of Information Technology staff, and contracted resources to develop resource needs and prioritization. Partners with users in testing programs and reports. Creates related documentation and ensures programs and reports function efficiently and securely. Responds to, troubleshoots, and repairs issues with databases and associated applications including Banner. Implements data loading, migrations, conversions, and scheduled job operations. Writes and maintains specifications, and develops timelines to meet the goals of functional areas. Participates in developing standards and procedures for programming staff along with appropriate technical documentation. Reviews new programs including database programs, functions, procedures, and packages before they are loaded into production databases and systems. Develops and implements the processes necessary to refresh or otherwise maintain sets of data for testing and development purposes, and automates processes when possible and trains others. Performs other related duties as assigned.

    ERP ANALYST IV

    Designs and implements advanced and highly complex system changes or integrations using third and fourth generation languages (e.g. Java, .Net, PHP), SQL, stored procedures (e.g. PLSQL), XML, andor web scripting to build and integrate systems. Leads meetings with internal and external constituents, solicits needed participation, communicates meeting objectives and negotiates action items to meet system improvement and implementation requirements. Coordinates with data owners, data custodians, Division of Information Technology staff, and contracted resources regarding the management of system and software upgrade projects. Partners with users to develop and implement test plans for programs and reports; creates related documentation; and ensures programs and reports function as required. Consults with users to define and document business requirements. Responds to, troubleshoots, and repairs issues with databases and associated applications including Banner. Implements data loading, migrations, conversions, and scheduled job operations. Writes and maintains specifications and assists in developing timelines to meet the goals of functional areas. Develops standards and procedures for programming staff. Reviews new programs including database programs, functions, procedures, and packages before they are loaded into production databases and systems. Develops and implements the processes necessary to refresh or otherwise maintain sets of data for testing and development purposes and automates processes when possible. Evaluates technical training needs, establishes materials, training schedules, and conducts technical training. Performs other related duties as assigned.

    Sam Houston State University is an Equal Employment OpportunityAffirmative Action Plan Employer and SmokeDrug-Free Workplace.

    2016 Internet Employment Linkage, .

    Article by ArticleForge

    PMI Agile Certified Practitioner (">PMI-ACP) ®

    If you’re experienced using agile approaches, have good collaboration skills, eagerly embrace complexity and thrive on rapid response times, then your talents are in demand. 

    The PMI Agile Certified Practitioner (">PMI-ACP)® formally recognizes your knowledge of agile principles and your skill with agile techniques. It will make you shine even brighter to your employers, stakeholders and peers.

    The PMI-ACP® is our fastest growing certification, and it’s no wonder. Organizations that are highly agile and responsive to market dynamics complete more of their projects successfully than their slower-moving counterparts — 75 percent versus 56 percent — as shown in our 2015 Pulse of the Profession® report.

    The ">PMI-ACP spans many approaches to agile such as Scrum, Kanban, Lean, extreme programming (XP) and test-driven development (TDD.) So it will increase your versatility, wherever your projects may take you.

    Article by ArticleForge

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    Article by ArticleForge

    My ">PMI-ACP Exam Experience

    November 8, 2011

    2 Comments

    ExamPMI">PMI-ACPPMP

    Because I wanted to ensure people taking my class were learning things that are actually on the ">PMI-ACP exam, I thought it necessary to actually take the test.  Sure, I was an independent reviewer of the ">PMI-ACP content but I was not part of the team who wrote the exam.  Let me just say, I think those who wrote the exam did us all proud.  I know it sounds sick but I really enjoyed taking this exam. It wasn’t too hard or easy.  For a v1.0 exam, it’s pretty darn good.  If you’ve been leveraging Agile for several years, I think you could pass it (in its current form).  Let me caveat that by saying you’d have to be properly leveraging Lean, XP, and Scrum for several years.  In all seriousness, there are people who still think cowboy coding or having no formal process or documentation makes them “agile”.  This exam pays its respects to the values and principles of agile practices and to those who wrote the Agile Manifesto just 10 years ago.

    Now, considering every exam will be different, you can’t take my testing experience as gospel to prepare.  But, you can focus your attention in certain areas.  I’m pretty certain I won’t upset anyone with this blog post.  I’m not exposing any super-secret strategy to game the exam.  I remember taking the PMP and getting frustrated because I felt like the goal was to trick me, not test me.  Thankfully, the ">PMI-ACP is not crafted like the PMP.  It’s written in a tone an everyday Agilist will understand.

    Here is my bullet list for public consumption.  The rest I will reserve for my ">PMI-ACP classes. (shameless plug)

  • Know the Agile Manifesto Values and Principles.  Understand them.  Don’t just memorize them.
  • Have an end-to-end understanding of Scrum.
  • Know and understand the key roles of Scrum.
  • Know and understand the artifacts of Scrum.
  • Understand what are and why we use big visible charts or information radiators.
  • Be able to read a burndown chart and offer a few scenarios that would explain its appearance.
  • Understand all of the Scrum meetings.  Who is there? Why? What happens and when?
  • Understand Scrum from a ScrumMaster perspective.
  • Understand Scrum from a Product Owner perspective.
  • Understand Scrum from an empowered Team perspective.
  • Know and understand the XP (eXtreme Programming) roles and who does what.
  • Understand Test Driven Development. Know how it works and why it’s valuable.
  • Understand Continuous Integration. Know how it works and why it’s valuable.
  • Understand the Lean Software Development Principles
  • Know what Lean Portfolio Management is and how your organization could benefit from it.
  • Understand what Value Stream Mapping is and how to do it
  • Understand the basics of Kanban
  • Understand what WIP is and why it works.
  • Know what Osmotic Communications is.
  • Understand what makes a Servant Leader and what they do.
  • Understand Velocity and it’s usefulness.
  • Understand Risk Burn Down Charts
  • Know about Risk Audit Meetings
  • Know Agile Estimation techniques
  • Understand the Definition of “Done”
  • Know how to write and identify good User Stories.
  • Know what Personas are and how to use them.
  • Understand why and when you would use AgileEVM (don’t worry about how!)
  • Remember, you have 3 hours to answer 120 questions.

    November 8, 2011

    2 Comments

    ExamPMI">PMI-ACPPMP

    About Derek Huether

    I'm Vice President of Enterprise Engagements at LeadingAgile. I'm super focused on results. But I also take the hand waving out of organizational transformations. I come from a traditional PM background but I don't give points for stuff done behind the scenes. The only thing that counts is what you get done and delivered. of Zombie Project Management (available on Amazon)

  • Article by ArticleForge

    DCG Software Value Announces "The Software Development Productivity Benchmarking Guide"

    DCG Software Value, LEDAmc, and TI Métricas release a guide that enables any company to analyze its software development performance in the context of average market performance and costs, facilitating improved resource and budget management.

    MALVERN, Pa. - Nov. 8, 2016 - PRLog -- Michael D. Harris, President and CEO of the North American-based DCG Software Value, Rafael de la Fuente, founder and CEO of the Spanish company LEDAmc, and Mauricio Aguiar, President and CEO of the Brazilian TI Métricas, three of the most well-known and trusted companies dedicated to the implementation of software development metrics and use of software development benchmarks in Brazil, Europe, and the United States, have announced the release of a joint publication, "The Software Development Productivity Benchmarking Guide."

    The publication contains actionable benchmarking guidance and information, allowing companies to evaluate and compare the productivity of internal and external software development organizations for improved resource and budget management.

    "In order to provide value to an organization, a development team needs to focus on continuous improvement, but tracking improvement requires consistent benchmarks to work against," said Harris. "The benchmarking guide will enable organizations to track their progress both internally and against industry standards to facilitate the creation of high quality software. We're excited to have partnered with industry leaders like LEDAmc and TI Métricas to share our expertise and ensure that IT has a measurable impact on the business."

    The guide is now available to all international software metrics organizations, including IFPUG, ISBSG, NESMA, and COSMIC, as well as to any independent company that is interested in implementing or improving its benchmarking practice.

    All those that use the guide are invited to submit recommendations and propose improvements based on their experiences, all of which will be taken into consideration for future iterations of the publication.

    DCG Software Value is an acknowledged authority in the field of sizing, measurement, and estimation. The company's team members are authors of publications and books used as industry guidelines and references, and they are frequent guest speakers at industry conferences. The team includes Certified Function Point Specialists (CFPS) in IFPUG and COSMIC function points, who participate on the Board of IFPUG and work actively with ISBSG.

    LEDAmc is a leader in software development measurement, having performed software benchmarks for more than seven years in Spain, Europe, and Latin America. It releases an annual market research study that demonstrates the lack of relation between software development rates and actual costs. The company's employees participate on the Board of IFPUG and ISBSG, and are active members of NESMA.

    TI Métricas is a leader in software measurement focusing on sizing, benchmarking, estimation, and acquisition. The company employs over 50 IFPUG-certified full-time specialists, averaging 70,000 function points counted per month. TI Metricas also employs PMP, COSMIC, CSM, ">PMI-ACP, COBIT, ITIL, PSM and other recognized certification holders. The company has been very active in the IFPUG, COSMIC, and ISBSG organizations – including an IFPUG Past President.

    The guide is free and available for download on the following websites:

    ·         DCG Software Value (

    End



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