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Ace the PMI-ACP® exam: A Quick Reference Guide for the Busy Professional
Author:
Sumanta Boral
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Apress
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Books / Business
Year:
2016
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Prepare for the Project Management Institutes (PMI) Agile Certified Practitioner (ACP) exam. Augment your professional experience with the necessary knowledge of the skills, tools, and techniques that are required for passing the examination. This is a comprehensive and one-stop guide with 100% coverage of the exam topics detailed in the PMI-ACP Exam content outline. Rehearse and test your knowledge and understanding of the subject using the practice quizzes after each chapter, three full-length mock exams, and practical tips and advice.

You will be able to understand the Agile manifesto, its principles and many facets of Agile project management such as planning, prioritization, estimation, releases, retrospectives, risk management, and continuous improvement. The book covers Agile metrics and means of demonstrating progress. People management aspects such as behavioral traits, servant leadership, negotiation, conflict management, team building, and Agile coaching are explained.

Whether you are a beginner or a seasoned practitioner, this book also serves as a practical reference for key concepts in Agile and Agile methodologies such as Scrum, XP, Lean, and Kanban.

What you will learn:

The necessary knowledge of the skills, tools, and techniques that are required for passing the PMI-ACP examinationTo understand the scope and objectives of the PMI-ACP exam, and gain confidence by taking practice quizzes provided in each chapter and three full-length mock examsTo gain exposure to Agile methodologies such as Scrum, XP, Lean, and Kanban plus various tools and techniques required to conduct Agile projectsThe focus is to Be Agile, rather than Do Agile
Who this book is for:
The audience for this book primarily includes IT professionals who wish to prepare for and pass the Agile Certified Professional (ACP) exam from the Project Management Institute (PMI). The book also is a practical reference book for Agile Practioners.

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Sumanta Boral 2016

Sumanta Boral Ace the PMI-ACP exam 10.1007/978-1-4842-2526-4_1

1. Domain I: Agile Principles and Mindset

Sumanta Boral 1

(1)

Saket, Delhi, India

Cause change and lead;

Accept change and survive;

Resist change and die.

Raymond John Noorda (CEO of Novell between 1982 and 1994)

The PMI-ACP certification recognizes an individuals expertize in Agile practices by putting equal focus on knowledge and skills as well as Agile tools and techniques. The Tools and Techniques area that spans 50% of the exam covers topics like estimation, planning, adapting, quality, metrics, communication, value-based analysis and prioritization to name but a few. The other 50% is dedicated to knowledge and skills. The discussion around these topics will constitute this book. But first and foremost, we need to understand the foundation concepts of the Agile framework; its contrasts with traditional (waterfall-based) project management; and most important, the Agile Manifesto and its guiding principles.

1.1 What Is Agile?

In the realm of software development, Agile is a philosophy. Agility is a mindset.

Agile, by itself, is not a methodology. It embodies practices, tools and a culture that allow the business and the technology team to closely collaborate and thrive in a zone of rapidly changing requirements and to deliver working code in an incremental and iterative manner. As an alternative to traditional project delivery that mostly uses a sequential or waterfall model, Agile uses a timeboxed approach to frequently deliver product increments and seek continuous feedback from the users, thereby being able to refine the system. The Agile philosophy is inherently lightweight and encourages teamwork between a set of cross-functional, self-organized and empowered members to deliver high-quality software.

The popular methodologies that follow the Agile values and principles include Extreme Programming (XP), Scrum, Kanban, Lean, Crystal, Dynamic Systems Development Method (DSDM) and Feature-Driven Development (FDD). These values and principles are stated in the Agile Manifesto, which is explained in detail later in the chapter. And the details of the methodologies themselves are described in Chapter : Agile Methodologies.

1.2 History of Agile

Although this section is not a topic for the exam, it is worthy to observe the evolution of different software development methodologies. The 1990s saw rapid proliferation of demand for software systems to manage evolving business needs. For a pretty long time, teams took the comfort of heavyweight waterfall-based processes to deliver software. But it was quickly realized that the lag between conceiving an idea to the delivery of the product must be reduced to withstand fierce competition in the market.

Most Agile practitioners regard the making of the Agile Manifesto in 2001 as the most important and initial milestone of the Agile journey.

However, that is not the case, as the Agile Manifesto was authored by experts who were advocating various lightweight methodologies for delivering software. And some of them existed several years before the manifesto was crafted.

It started out in 1974, when E. A. Edmonds wrote a paper on the adaptive software development process. And some of the roots can be traced back to Toyotas production system.

The 1990s saw more action.

The Theory of Constraints was published by Goldratt in 1992, which spoke about identifying bottlenecks in a system and targeting all efforts to remove the same.
In the mid-1990s, Jeff Sutherland and Ken Schwaber introduced Scrum to the world. Scrum delivered software through short timeboxes iterations that are preceded by a planning game and ends with a demo and retrospective. Scrum, is arguably, the most prevalent methodology that is followed in the Agile community.
Around the same time, Kent Beck and Ward Cunningham started work on Extreme Programming, commonly referred to as XP. XP, to quote Kent Beck, is a lightweight methodology for small-to-medium-sized teams developing software in the face of vague or rapidly changing requirements.
Also in the mid-1990s other methodologies or frameworks also sprung up namely Unified Framework (the most common adaptation being Rational Unified Process or RUP), Dynamic Systems Development Method (DSDM), Feature-Driven Development (FDD) and Alistair Cockburns Crystal family of methodologies.

What was common between the various flavors was the lightweight, but sufficient practices and emphasis on close collaboration and communication between the delivery teams and business users. Each of them advocated people-centric ideas to frequently deliver valuable software to business. However, the term Agile was only coined in 2001 when a set of these experts came together, represented their areas and wish lists and came up with the Agile Manifesto.

It is now time to look into the Agile Manifesto in detail, the first important topic from the PMI-ACP exam point of view.

1.3 The Agile Manifesto

On February 11-13, 2001, The Lodge at Snowbird ski resort in Utah witnessed a meeting between seventeen advocates of lightweight methodologies, seeking to discuss and identify any common ground for software development.

The meeting was attended by the following:

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	Dave Thomas

During the meeting a few things happened:

The word Agile was chosen to lay emphasis on ways that software development is expected to react to changing business circumstances. Other alternatives considered were lightweight and adaptive.
The seventeen attendees formed a group and christened themselves as The Agile Alliance .
Each of the experts spent time listening to others and presenting their nuggets of wisdom based on their individual experiences that started several years ago before this meeting was decided. There were discussions around Extreme Programming (XP), Adaptive Software Development, Scrum, Feature-Driven Development, Dynamic Systems Development Method (DSDM) and many others.
The Agile Software Development Manifesto emerged. The manifesto had four core values and is discussed in the next section.
Along with the Agile Manifesto, the experts also agreed on twelve detailed statements that further explains agility.

In spite of a variety of experiences and individualism in the meeting, it is to be understood that the experts were not interested in merging all that was discussed and creating a brand new methodology to propose to the external world as a one-size-fits-all model. The real intent was to find an alternative to traditional project management practices that tends to, unfortunately, focus on documentation and the faade of process paraphernalia. The fact that the outcome of the meeting was a set of agreed core values and guiding principles led to discovery of a larger set of Agile practices and as advocated, tailored to meet the necessary but sufficient needs of the domain, business and technology needs of the world.

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