And Exam Prep APPENDICES - GR8PM PMI-ACP Exam Prep
Agile Almanac – Book 1:Single-Team ProjectsandExam PrepAPPENDICESJohn G. Stenbeck, PMP, PMI-ACP, CSM, CSPFirst EditionLa Mesa, CA1
Agile Almanac – Book 1:Single-Team Projects and Exam PrepJohn G. Stenbeck, PMP, PMI-ACP, CSM, CSPPublished by:GR8PM, Inc.1818 W. Francis Ave. #228, Spokane, WA 99205 USA(619) 890-5807custserv@gr8pm.com; http://www.gr8pm.com/All rights reserved. No part of this book may be reproduced or transmitted in any form orby any means, electronic or mechanical, including photocopying, recording or by anyinformation storage and retrieval system without written permission by the author, exceptfor the inclusion of brief quotations in a review.Copyright 2015 by GR8PM, Inc.ISBN Edition: 978-0-9846693-5-6Manufactured in the United States of America.This book includes material based on the Project Management Institute, A Guide to theProject Management Body of Knowledge, (PMBOK Guide) – Fifth Edition, ProjectManagement Institute, Inc. 2012.The book also contains many references to other registered terms such as PMP , PgMP ,CAPM , PMI-SP , PMI-RMP , or PMI-ACP , which are registered marks of the ProjectManagement Institute, Inc.This book expresses the views and opinions of its author. The information contained inthis book is provided without any express, statutory, or implied warranties. The author,GR8PM, Inc., its resellers, and distributors disclaim any liability for any damages causedor alleged to have caused either directly or indirectly by this book.2
ContentsAPPENDICES . 4APPENDIX 1: CERTIFICATION CHOICES . 5Obtaining the Certified ScrumMaster Certification . 6Obtaining the PMI-ACP Certification . 6PMP s and 1500 Hours of Agile Experience . 7APPENDIX 2: EXAM PREP “PRE-GAME” QUICK NOTES . 8Chapter 2: Agile From a PMP ’s Perspective . 8Chapter 3: Agile Project Management and Lean Principles . 9Agile Lexicon – Methodologies, Frameworks and Processes . 9Agile Manifesto and The 12 Principles . 9Principles Behind the Agile Manifesto . 9Agile Micro-Dynamic Workflow . 11Micro-Dynamic Environment . 11Micro-Dynamic Work Practices . 11Chapter 4: Scrum . 15Overview of Scrum . 15Chapter 5: eXtreme Programming (XP) . 18Workflow . 19Chapter 6: Lean Software Development (LSD). 22Workflow . 22Chapter 7: Kanban Basic Practices . 24Ceremonies . 25Chapter 8: Hybrid Project Management . 27Earned Value Management (EVM) . 27Agile Mindset. 27Chapter 9: Estimating and Derived Schedules. 29Chapter 10: Planning Poker . 30Chapter 11: User Stories . 313
APPENDICESThese Appendices provide information for practitioners considering pursuing recognitionas a Certified ScrumMaster (CSM ) or Agile Certified Professional (PMI-ACP ).For those undertaking the PMI-ACP exam they also serve as a final “pre-game warmup” reference just before walking into the testing center.They are updated as changes are made by the Scrum Alliance or PMI.There are two primary Agile certification choices with over 90% combined market-share.The Scrum Alliance offers the Certified Scrum Master (CSM). PMI offers the AgileCertified Professional (PMI-ACP ). The dozens of other certifications offered byvirtually unrecognized groups aren’t worth pursuing so they are not covered.Appendix 1 covers the prerequisites required for each certification as well as the processfor applying, passing the exam, and receiving and maintaining them.Appendix 2 provides “Quick Notes” for that final “pre-game warm-up.”4
APPENDIX 1: CERTIFICATION CHOICESSeveral years ago when “PMI-ACP and Certified Scrum Professional Exam Prep andDesk Reference” was published, GR8PM thought it would do well but never imagined itwould achieve over 1 million in sales in 26 months. However, two things were obviousfrom very early on. First, the PMI-ACP was going to be very popular. Second, PMIwould recognize that trend and invest in improving the PMI-ACP certification. Ourprediction was validated in the Fall of 2014 when PMI conducted an Agile RoleDelineation Study and revised the PMI-ACP exam in 2015.To begin, know that there are two primary certification choices of interest to 98% oftechnical professionals and Project Managers.The Scrum Alliance offers the Certified Scrum Master (CSM). If you are in a jobtransition, or expect to be at the time of this writing (December 2015), you shouldconsider adding the CSM to your resume. Likewise, if you are in software developmentand never intend to work outside the software industry, then the CSM is fine and shouldbe added to your resume.The Project Management Institute, PMI, offers the Agile Certified Professional (PMIACP ) certification and it has become the fastest growing certification in PMI history.For any serious technical professional or Project Manager, adding this to their resume isnot a matter of “if” but only a question of “when”. As we have explained to audiencesacross the country, PMI’s brand recognition and implied credibility among Fortune 2000companies and most public entities is dramatically higher than any of its competitors,including the Scrum Alliance.That is so, in part, because of the objective rigor that is required to obtain any of thevarious PMI certifications. As we began predicting three years ago, PMI has taken thenext step to improve the PMI-ACP by conducting a Role Delineation Study in the Fallof 2014 and re-piloting a new, more stringent exam in July 2015.That means that the career paths of serious technical professionals and Project Managersare on a direct collision course with the rising expectations of hiring managers. Thatmash-up will intersect at a point where the PMI-ACP is a threshold requirement. As it isnow with the PMP being a threshold requirement for any valuable Project Manager jobor promotion, so it will be with the PMI-ACP in the very near future. This fact is drivenby an organizational need for Agile leaders who can foster and manage the innovationthat defines success or failure on the battlefield for consumer dollars or taxpayer funding.And since it is only a question of “when”, most intelligent professionals are interpretingthe recent investment by PMI to improve the certification and make the examinationmore challenging as a trigger to do it sooner and save themselves from additional futuregrief.5
Along that same line, one additional GR8PM prediction is worth noting. We believe thatthe improvements being done to the PMI-ACP now by PMI are a precursor to the finalstep of fully integrating Agile best practices into the PMBOK Guide. Core Agile contentalready exists in the PMBOK Guide (Fifth Edition, Project Management Institute, Inc.2012) and we believe that the next edition of the PMBOK Guide will make that contenteven more clear and robust. Once that is done, we believe, the PMI-ACP exam will bebased on content in the PMBOK Guide and the need for a separate external list of bookswill be gone.As organizations pursue competitive advantage by leveraging Agile to deliver innovation,it will translate into hiring demands that will be a significant boon to PMI as it advocatesfor training in multiple Agile Frameworks. Conversely, significant challenges will likelyemerge for the Scrum Alliance as it advocates for training in a single Framework. That isbecause organizations want the right answer, customized to their needs, resources, andconstraints. They consider getting the right answer more important than dogmaticallegiance to any particular Framework.Therefore, acquiring the PMI-ACP certification will likely provide many careeropportunities. Being a PMI-ACP could give you the chance to lead dream teams onprojects of a lifetime. Additionally, if you feel like your job or your future is at risk,having the PMI-ACP could keep you from getting passed over instead of promoted, atthe next opportunity.All that’s left now is for you to decide when the time is right for you to add it to yourresume.Obtaining the Certified ScrumMaster CertificationAccording to the Scrum Alliance website, the requirements to become ScrumMastercertified include: Take a CSM course from a Certified Scrum Trainer. The classes are only allowedto be provided in an Instructor-led format and must be to days.Pass an online CSM test. Some CSM classes include time at the end for the entiregroup of students to log into the website and take the exam together as a group.A passing score requires correct answers to 24 out of 35 questions.After passing the CSM test, acceptance of the Scrum Alliance LicenseAgreement as well as completion of a Scrum Alliance membership profile areboth required.All of the information can be found on the Scrum Alliance website. Also available on thewebsite are the CSM Content Outline and Learning Objectives for potential students andthe CSM Validation Report for Scrum Alliance Members.Obtaining the PMI-ACP Certification6
One of the most common questions from PMP s is, “Do I qualify to sit for the PMIACP exam?” Their big concern is always about the requirement of having 1,500 hoursof Agile experience.PMP s and 1500 Hours of Agile ExperienceThat concern among PMP s points to a very big myth about PMP s thinking that theydon’t already use Agile practices. What seems to get missed is that even though the Agilevocabulary is different from the PMBOK Guide, an important number of the coreprinciples are exactly the same.If you take the time to remember back to that first time you opened the PMBOK Guideand started reading it, was your reaction, “Wow this is exactly how we talk at work?” Ofcourse it wasn’t and that thought is ridiculous. Nobody talks that way until after theybecome a PMP . So it shouldn’t surprise you that the Agile vocabulary is unfamiliarwhen you first start investigating it.One example of a core Agile concept can be seen in the graphical Work BreakdownStructure (WBS) that is studied as part of most PMP exam prep classes. The levels ofthe WBS are defined from the top down as Objectives, Phases, Work Packages, Activitiesand Tasks. Similarly, Agile calls the same logical device a Feature Structure, or a FeatureBreakdown Structure (FBS), and though it has a different naming convention, it servesthe same function. The levels of the FBS are most commonly defined from the top downas Product, Theme, Epic, Story and Task.Recognize that what they share in common is that at the highest level they have broaddetails and at the lowest level they have lots of fine granularity. Also, they are botharbitrary, logical devices for bucketing and managing information. Without this logicaldevice, if you try to carry all that information about all your projects around in your headat the task level, your head would explode.So, if you put the names the PMBOK Guide uses next to the names Agile uses for thevarious levels, what you find is that the definitions are virtually the same. Thus, everytime you’ve worked on a WBS, you were doing Progressive Elaboration andDecomposition, which are two core Agile practices.When you decide to pursue the PMI-ACP certification, the Almanac helps by detailing acomplete cross-section of core principles shared by Agile and Traditional projectmanagement.7
APPENDIX 2: EXAM PREP “PRE-GAME” QUICK NOTESThe Quick Notes are an excellent “parking lot” review on the day of the exam. Theycontain summarized content pulled together and condensed for use as a final, quick, andeasily accessible exam prep ritual. You have to know the content because Quick Notesare not a substitute for proper exam preparation, but they are a great, final “pre-gamewarm-up” on exam day.Chapter 2: Agile From a PMP ’s PerspectiveMany Agile best practices available come from the principles of Lean Manufacturing, asoriginally developed in the Toyota Production System with the insight and guidance ofW. Edward Demings1 and extended by Eli Goldratt2 in his seminal work on the Theory ofConstraints and the Critical Chain.Iterations are single cycles of development with a fixed-length that is not varied duringthe Release. Commonly the length is fixed at one to four weeks. It is the basic operationalprocess used in Agile to deliver desired results in small increments. The standardIteration typically delivers new development work that has been subjected to full qualityassurance and user acceptance testing. It begins with the Iteration Planning meeting andconcludes with a Review meeting for interested stakeholders and a Retrospective meetingfor the Team. In Scrum it is called a Sprint.Hybrid projects are projects managed with a combination of Traditional and Agilepractices or with a combination of practices from multiple Agile frameworks.Chapter End Notes1William Edwards Deming (October 14, 1900 – December 20, 1993) is perhaps best known for his work inGoldratt, E. M., Critical Chain. Great Barrington, MA: The North River Press (1997) and Theory ofConstraints. Great Barrington, MA: The North River Press (1999).28
Chapter 3: Agile Project Management and Lean PrinciplesAgile Lexicon – Methodologies, Frameworks and ProcessesFrameworks are context-specific foundations created to support particular industrysettings, such as aerospace or automotive, or particular categories of activities, such assoftware or product development. Frameworks have a set of Processes that are used toexecute work in a defined way.Methodologies provide the philosophical foundation for organizing Frameworks. Inproject management, the two dominant choices are Traditional, as embodied in thePMBOK Guide, and Agile. Methodologies contain and define various Frameworks ascontext-specific logical foundations.Processes are practical “how to” protocols used to direct things like sponsoring,organizing, funding, and controlling solution development projects. The Processes guidework to follow or align with context-specific best practices.Agile Manifesto and The 12 PrinciplesOne of the seminal events in the rise of Agile Project Management occurred in February2001, at the Snowbird resort in Utah, with the signing the Manifesto for Agile SoftwareDevelopment, now commonly referred to as the Agile Manifesto.The group named itself The Agile Alliance and published the Manifesto for AgileSoftware Development. It outlined fundamental beliefs that reinforce Agile softwaredevelopment, a precursor to Agile Project Management.Manifesto for Agile Software Development3We are uncovering better ways of developing software by doing itand helping others do it. Through this work we have come to value:Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a planThat is, while there is value in the items on the right, we value theitems on the left more.Principles Behind the Agile Manifesto9
The Agile Alliance also published the Principles behind the Agile Manifesto, whichstated the following.“We follow these principles:Our highest priority is to satisfy the customer through earlyand continuous delivery of valuable software.Welcome changing requirements, even late in development.Agile processes harness change for the customer’scompetitive advantage.Deliver working software frequently, from a couple ofweeks to a couple of months, with a preference to theshorter timescale.Business people and developers must work together dailythroughout the project.Build projects around motivated individuals. Give them theenvironment and support they need, and trust them to getthe job done.The most efficient and effective method of conveyinginformation to and within a development team is face-toface conversation.Working software is the primary measure of progress.Agile processes promote sustainable development. Thesponsors, developers, and users should be able to maintaina constant pace indefinitely.Continuous attention to technical excellence and gooddesign enhances Agility.Simplicity – the art of maximizing the amount of work notdone – is essential.The best architectures, requirements, and designs emergefrom self-organizing teams.At regular intervals, the team reflects on how to becomemore effective, then tunes and adjusts its behavioraccordingly.”10
Agile Micro-Dynamic WorkflowKnow this process:Micro-Dynamic EnvironmentCone of Uncertainty refers to the concept of how unknown facets of a problem decreaseover time as customers traverse through an unavoidable, ambiguous process wherediscovery and learning occur.The goal is to narrow the Cone of Uncertainty by leveraging discovery and learning.Inspecting and adapting will pivot decision-making towards the solution instead ofcontinuing on the standard trajectory towards the outer limit of the Cone of Uncertainty.Micro-Dynamic Work PracticesMinimum Marketable Features are defined as the smallest set of features providingenough functionality to fulfill the customer’s expectations and create a desired level ofengagement (i.e., consumer purchases or constituent votes).Value Stream Mapping is a process that analyzes, and potentially redesigns, the flow ofmaterials and information used to deliver a product or service to the customer in order toreduce the total time required from beginning to end of the production stream withouttaking shortcuts at the expense of future opportunities.Basic Value Stream Mapping process steps:11
Identify the Value Stream Target Define the Current State Clarify the Current Opportunity Depict the Desired Future StateThe purpose of a value-driven development process is to help stakeholders clarify andarticulate their priorities early in the project management process.4Product Vision Boxes are a graphical expression of the solution that includes whateverimages and narrative content is necessary to convey what the customer expects from theproduct. The content is expressed in end user language and not techno-jargon.Project Data Sheets (PDS) capture a project’s objectives in a one-page summary of thekey objectives, capabilities, and information needed to understand the purpose andprogress of the project. The PDS is a minimalist document.5Flexibility Matrices are a simple tool that help the Customer-Proxy communicate to theTeam how to handle the unavoidable tradeoffs arising during solution development. Thematrix clarifies which constraints are flexible and which are not, hence the name. It is atop-level decision-making tool for guiding tradeoff decisions when resource, time, or costconflicts arise during execution.Test-driven development (TDD) is a four-step process that begins with creating a welldefined test, then invoking an operation to take the test and having a “fail” outcome,followed by doing something to change the operation, and finally invoking the modifiedoperation to take the test and having a “pass” outcome.Product Backlogs are a prioritized collection of short descriptions of features, functionsand capabilities included in the solution being developed.Iteration Backlogs are the specific subset of Product Backlog items the Team hascommitted to develop in a particular timebox period. Once the specific subset of items forthe Iteration Backlog are agreed upon and fully committed to, they are not changed.Backlog grooming, sometimes referred to as Backlog Management, is a process thatprioritizes and clarifies Backlog items as they move from the long-term edge of the timehorizon into a time horizon that is more near-term.Daily Meetings are held primarily to synchronize the Team members’ activities andsecondarily, to provide information for reporting work progress towards the IterationGoal. The Daily Meeting is sometimes referred to as a Daily Stand-up or Scrum meeting.12
Review Meetings are product-centric meetings where any interested stakeholder canoffer insights and concerns about the deliverables, as well as considerations for futureenhancements.Definition of Done is the definition of all the activities to finish and tests to fulfill beforea Story or Task is considered complete. It is an agreement between the Team andCustomer-Proxy appropriate to the context of a project.Retrospective Meetings are process-centric meetings where the Team identifies how itcan improve its process of creating Potentially Shippable Products. Typically, theReview Meeting and the Retrospective Meeting are the first and second halves of a singleday for the Team. The Team and possibly the Customer-proxy, but no one else, attend theRetrospective Meeting.Elevator Statements are an uncomplicated way to define the product vision in a shortstatement using language everyone can understand.Information Radiators are a visible display of the current work status, typically in theproject workspace, that consolidates key information so stakeholders can evaluate it.Visual Controls are a Lean manufacturing practice that uses a visual signal card as a toolfor managing the production process. In Agile, Teams display current work statusinformation as visual control reporting.Burn-down Charts show the work remaining, like number of Story Points in theIteration. Burn-Down Charts are used most often to reflect the results of the Team’sDaily Meeting.Burn-up Charts show the work completed, usually in terms of completed Iterations inthe Release. Burn-up charts are used to show progress completing Features, Functions,and Capabilities so the probability of on-time delivery of the Release can be assessed.Feature, Function & Capability (FFC) Boards contain information, typically acollection of cards, describing attributes and traits with low-level granularity and longtime horizons.Story Boards contain a collection of User Stories describing specific deliverables withmedium-level granularity detailed to support effective Iteration planning.Task Boards hold a collection of cards with high-granularity descriptions of the workthat must be completed in order to develop User Stories committed for completion duringthe current Iteration.Osmotic communication means team members pick up pieces of information fromconversations occurring near them and link that information to insights they cancontribute to the discussion. The name is drawn from the perception that the relevant13
information was acquired in a fashion similar to minerals dissolving into a solution byosmosis.Servant leadership is a philosophy emphasizing awareness, listening, persuasion,relationship building, and commitment to others’ growth as the path to creating value.Servant leadership is embodied in practices such as embracing the energy andintelligence of others, developing colleagues, influencing teams, and inverting the powerpyramid.Personal safety6 is when team members feel support for each individual as they workthrough the productive tension and respectful disagreements that accompany developingsolutions to complex problems when uncertainty is unavoidable.Emotional intelligence is the ability to identify, assess, and manage one’s own emotions,and also the ability to identify, assess, and influence the emotions of others.Rules of engagement establish norms and expectations for team member interactions,and are sometimes referred to as ground rules.Participatory Decision-Making is a creative process for finding effective options andcultivating collective ownership of decisions so that everyone can support thosedecisions.Knowledge workers are persons who combine various forms of structured andunstructured data and use creative thinking to solve mostly non-routine problems. Theyare commonly described as thinking for a living and examples include engineers,architects, scientists and lawyers.Pre-assignment means that someone in the organization has allocated, appointed, ordesignated the specific persons who will make up the Team without the Agile leader’sinvolvement.Chapter End Notes3Copyright 2001 Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham,Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick,Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, and Dave Thomas; this declaration may befreely copied in any form, but only in its entirety through this notice.4Highsmith, J. (2010). Agile project management creating innovative products, Second edition. UpperSaddle River, NJ: Pearson Education.5Ibid.6Cockburn, A. (2007). Agile software development: The cooperative game, Second edition. Upper SaddleRiver, NJ: Addison-Wesley.14
Chapter 4: ScrumOverview of ScrumThe Scrum Alliance is the largest professional user group in the Agile world. Its flagshipcertification is the Certified ScrumMaster (CSM). The Scrum Alliance also offers theCertified Product Owner (CSPO), Certified Scrum Developer (CSD), Certified ScrumProfessional (CSP), Certified Scrum Coach (CSC), and Certified Scrum Trainer (CST) designations.The seeds of Scrum were planted in 1986 when Hirotaka Takeuchi and Ikujiro Nonakawrote about a new approach to product development that increased speed and flexibility.7However, the Scrum name first appeared in 1991 when Peter DeGrace and Leslie Stahlreferred to this as the “Scrum approach” in their book Wicked Problems, RighteousSolutions.8 But Jeff Sutherland, John Scumniotales and Jeff McKenna were the first torefer to it using the single word “Scrum” as the name of the approach they developed atthe Easel Corporation.The Product Owner (PO) is the “voice of the customer” representing the stakeholdersand the business, and setting the logical order of development priorities for Increments.Certified Scrum Product Owner (CPO) is a designation granted by the Scrum Alliance.The Scrum Master (SM) ensures the process is understood and followed, shielding theDevelopment Team from outside interference and removing impediments. CertifiedScrumMaster (CSM) is a designation granted by the Scrum Alliance.The Development Team is a cross-functional group, which creates solutions byanalyzing, designing, developing, testing, and implementing deliverables. It is assumedthat it has all the needed skills, is highly trusted and self-managing.The Scrum framework is intended to be lightweight and contain a minimal set ofpractices and roles. Scrum applies three concepts of Empirical Process Control–transparency, inspection, and adaptation.Transparency is defined as making important aspects of the process visible using anunderstood standard, such as the Definition of Done, for those making decisions aboutthe outcome, such as the Increment, to enable a shared understanding of what hasoccurred.Inspection is defined as frequently examining work products, called Artifacts, to detectundesirable variances that could negatively impact progress toward a desired outcome,such as the Sprint Goal. It is optimal to inspect as near as possible to the point the work isbeing done. Care must be exercised to prevent the frequency from negatively impactingprogress.15
Adaptation is defined as adjusting a process input or the development process to correctunacceptable deviations from the defined standard that were detected during inspection.Adjustment should be done quickly to minimize the negative impact or the occurrence offurther deviation.The Sprint is the core process of Scrum. It uses a timebox with a consistent duration tocreate a cadence or pace for the Development Team throughout development. EachSprint starts immediately following the previous Sprint with a Sprint Planning ceremony.During the Sprint, no scope changes are made and the quality standard that was used forthe Definition of Done is maintained as the Sprint Goal is pursued.Daily Scrums are time-boxed to 15-minutes. The Scrum Master and Development Teamuse them to synchronize activities. The meetings are held at the same time and place eachday. During the meeting, each Development Team member answers the three questionsdescribed in Chapter 3. What did I
The Scrum Alliance offers the Certified Scrum Master (CSM). If you are in a job transition, or expect to be at the time of this writing (December 2015), you should consider adding the CSM to your resume. Likewise, if you are in software development and never intend to work outside the software i
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