PMI-ACP Course

Domain I. Agile Principles and Mindset

16% of the exam (19 questions)

YouTube channel
Eng. Mahmoud Nassar
IBM Agile Coach, Kanban Agile Coach
PMP®, PMI-ACP®, CSM®, 6Sigma yellow belt
Domain I. Outline
1. Domain I. Tasks (9 Tasks)
2. Waterfall vs Agile
3. Agile Manifesto Overview
4. Agile Manifesto values and principles
5. Agile fundamentals
6. Agile methodologies
7. The characteristics of Agile servant leadership
8. Questions
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.

1- Promote shared Agile mindset

2- Ensure shared understanding of Agile
3- Influence and support change through education
4- Enhance trust through transparency
5- Establish an environment that encourages learning and continuous improvement
6- Experiment with more effective and efficient ways working
7- Reduce knowledge silos through collaboration
8- Encourage and empower self-organization and leadership
9- Support the team through servant-leadership
Waterfall vs Agile
Definable Work vs. High-Uncertainty Work

Definable work
• Definable work projects are characterized by clear procedures that have
proved successful on similar projects in the past.

• The production of a car, electrical appliance, or home after the design is

complete are examples of definable work.
Definable Work vs. High-Uncertainty Work

High-Uncertainty Work
• High-uncertainty projects have high rates of change, complexity, and risk.
• Agile approaches were created to explore feasibility in short cycles and
quickly adapt based on evaluation and feedback.
 Project Life Cycles

Predictive Life Cycle

Iterative Life Cycle

Incremental Life Cycle

Agile Life Cycle

Predictive Life Cycles
Iterative Life Cycles
Incremental Life Cycles
Agile Life Cycles
Characteristics of Four Categories of Life Cycle
Hybrid Agile
Approach
The Agile Triangle Model
 Agile Manifesto Overview

• Created in Feb 2001 by a group of agile methodology pioneers

• Outlines 4 values and 12 principles, not just software

development

• Everyone is responsible for a portion of the work, but one

member’s work is not deemed more “essential” than another.
Agile Manifesto
We are uncovering better ways of developing software by doing it and helping others to do it.

Through this work we have come to:

Agile Values

Individual and Interactions Over Process and Tools

Working Software Over Comprehensive Documentation

Customer Collaboration Over Contract Negotiation

Responding to change Over Following a plan

 Agile Principles

1. Our highest priority is to satisfy the

customer through early and continuous
delivery of valuable software.
 Agile Principles

2. Welcome changing requirements, even late in

development. Agile processes harness change
for the customer's competitive advantage.
Agile Principles

3. Deliver working software frequently, from

a couple of weeks to a couple of months,
with a preference to the shorter timescale.
Agile Principles

4. Business people and developers must work

together daily throughout the project.
Agile Principles

5. Build projects around motivated individuals.

Give them the environment and support they
need, and trust them to get the job done.
 Agile Principles

6. The most efficient and effective method of

conveying information to and within a development
team is face-to-face conversation.
 Agile Principles

7. Working software is the primary

measure of progress.
 Agile Principles

8. Agile processes promote sustainable development.

The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
 Agile Principles

9. Continuous attention to technical

excellence and good design enhances agility.
Agile Principles

10. Simplicity--the art of maximizing the

amount of work not done--is essential.
Agile Principles

11. The best architectures, requirements, and

designs emerge from self-organizing teams.
 Agile Principles

12. At regular intervals, the team reflects on

how to become more effective, then tunes and
adjusts its behavior accordingly.
 It’s All
About…

Change! © 2015 IBM Corporation 31

Agile is a way of working based on:

Values Principles Practices

Agile Methodologies
 Scrum

- Most common agile method. Around 60% of companies follow scrum.

- It has three pillars: Transparency (no surprises, done is done), Inspection (How well we are doing), Adoption (Agile).
 Scrum Roles

Product Owner

• Responsible for the product success

• Pickup features
• Guide the project correct “direction”
• Provide the vision & goal
Scrum Roles

Scrum Master

• Remove obstacles in the way of scrum Team

• Enforce scrum ceremonies and processes
• Doesn’t have a project manager rule
Scrum Roles

Delivery / Development Team

• Team (IT, Analyst, testers, SMEs, Rest of team)

• Self organized team and Self-directed
• Is cross-functional
• Providing the user stories estimation
• Responsible for delivering the agreed result on time with great quality
 Are also known as events or
ceremonies. There are five scrum
ceremonies:
Scrum • Product backlog refinement
Activities • Sprint planning
• Daily scrum
• Sprint review
• Sprint retrospective
Backlog Refinement / Grooming the Backlog
 Sprint Planning

Project team needs to discuss the Team discusses how the work will be
goals of the upcoming sprint accomplished

The development team is self-

organized
 Daily Scrum

• The daily scrum is also known as a stand-up meeting

• ِ15-minute timeboxed meeting
 Sprint Review

• Team demonstrates completed work

• Product Owner accepts or rejects output
• Stakeholders attend
 Sprint Retrospective

• At the end of every sprint

• This is a meeting to inspect an adapt
• Lessons learned and opportunities for improvement
• Look for ways to improve
 • The product increment is the
outcome of an iteration

Product
• The product increment is a chunk of
Increment the project work

• The development team and the

product owner must be an agreement
of what done means for an increment
 • The product backlog is the source for all
product requirements
• The product owner sorts and prioritizes
the backlog items
• The development team always works on
Product the most important items based on the
prioritized items in the product backlog
Backlog • The backlog is always prioritized before the
current sprint
• Backlog refinement is done by both the
product owner and the
• development team working in harmony
• The team estimates their capacity to attack
the items in the product backlog
 • Like the product backlog the sprint
backlog is a prioritization of the
product
• The sprint backlog is a subset of the
product backlog
Sprint Backlog • The sprint backlog serves as the goal
for the current iteration
• The sprint backlog is a view into the
work to be accomplished in the current
sprint
• The sprint backlog is updated and
refined by the development team