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Project Management
PMI-ACP
Business
PMI Agile Certified Practitioner (PMI-ACP)
40 PDU PMI ACP Certificate Exam Prep by the Agile Practice Guide (PMI - APG)
4.5
(1896)
11223 enrolled on this course
Last updated 11/2021
Sorin Dumitrascu
Description
Are you determined to redefine your career with the transformative power of Agile methodologies? Take the leap with The Agile Certified Practitioner Training Program (PMI-ACP)! This innovative course, sculpted meticulously in alignment with PMI’s Agile guidelines, stands as your beacon to Agile mastery. Here's what sets this trailblazing program apart:
Unravel Agile's Essence
: Dive deep into the Agile universe, ensuring expertise in today’s Agile best practices. Not only will you gain comprehensive insights into Agile's foundational principles, but you'll also master the diverse methodologies, from Scrum to Kanban.
Gear up for PMI-ACP Certification
: Whether an Agile novice or an experienced practitioner, this program is precision-engineered to prepare you for the PMI-ACP certification exam. It offers holistic coverage of Agile's tools, techniques, and knowledge domains.
From Concepts to Real-World Mastery
: This course doesn’t stop at theoretical knowledge. Experience the tangible translation of Agile concepts into actionable strategies, ensuring readiness to address real-world Agile project challenges.
Dynamic Course Content
: Immerse in over 40 hours of on-demand video content, challenge yourself with 2 practice tests, embark on enlightening assignments, sift through 44 insightful articles, and access 419 invaluable resources. Learn your way with the flexibility of mobile and TV access and the privilege of lifetime course entry.
Guidance from Agile Aficionados
: Absorb wisdom from Agile mavens, carrying a rich tapestry of experiences. Harness their hands-on expertise, invaluable advice, and tactical strategies to thrive in Agile environments.
Be Part of a Vibrant Agile Ecosystem
: This course shines brightly with more than 1,600 5-star reviews. Join an expansive network of over 11,000 learners, all fueled by a shared passion for Agile. Engage, exchange, and evolve with peers.
Seize this unparalleled opportunity to amplify your Agile acumen, earn a globally renowned certification, and springboard into promising Agile roles. Enlist today and embark on a transformative journey towards PMI-ACP certification success!
Who this course is for:
Project managers aiming to integrate Agile methodologies into their toolkit.
Individuals eager to formalize their understanding of Agile practices.
Those driving team collaboration and seeking more adaptive project approaches.
Professionals transitioning into dynamic, Agile-centric roles.
Individuals targeting the PMI-ACP to enhance their career trajectory.
Anyone passionate about modern project management and Agile transformations.
What you'll learn
Understand core Agile methodologies, frameworks, and their applications.
Learn best practices for building high-performing Agile teams.
Master techniques to prioritize, deliver, and review maximum value increments.
Develop effective strategies to collaborate and communicate with stakeholders.
Grasp iterative planning processes and respond to evolving project needs.
Equip for the PMI-ACP exam, covering Agile tools, techniques, and knowledge areas.
Requirements
- You will need a copy of Adobe XD 2019 or above. A free trial can be downloaded from Adobe.
- No previous design experience is needed.
- No previous Adobe XD skills are needed.
Course Content
27 sections • 95 lectures
Expand All Sections
1.1-A day in the life of an agile project manager
1.2-Course Choice, Skill Development and Prior Knowledge
1.3-Program overview
1.4-Effective Learning
1.5-Placement Test
1.6-Agile Manifesto and Agile Principles
1.7-FAQs
2.1-Section overview
2.2-The Science of Better Learning
2.3-Defining agile project management
2.4-Predictive, iterative, incremental and agile project life-cycles
2.5-Agile characteristics
2.6-Individuals and Interactions versus Processes and Tools
2.7-Benefits of agile management
2.8-The relationship between Agile Manifesto, Values, Principles and Common Practice
2.9-Primary and secondary agile values
2.10-Why agile values are important
2.11-Agile principles
2.12-Traditional project opportunity for change
2.13-The evolution of agile models
2.14-Defined and empirical models
2.15-The role of the project plan
2.16-Inspection and adjustment
2.17-The agile triangle of constraints
2.18-Agile History
2.19-Traditional and agile approaches
2.20-Agile vs Traditional project management
2.21-Traditional and agile project phases
2.22-Agile project management
2.23-Scrum, XP, and Lean
2.24-Other agile methodologies
2.25-Agile project management essentials
2.26-Agile Project Management Essentials
3.1-Section overview
3.2-Common misconceptions about agile
3.3-Combining traditional and agile models
3.4-Contrasting Historical Project Management with Agile Project Management
3.5-Agile documentation
3.6-Identifying Useful Documentation
3.7-Applications for agile
3.8-Agile project planning
3.9-Agile project management
3.10-Factors to consider
3.11-Alignment of the agile transition team
3.12-Project type
3.13-Organizational structure and culture
3.14-Agile Pain Points and Troubleshooting Possibilities
3.15-Existing processes and the team
3.16-Industry and customer
3.17-Adopting agile practices
3.18-Application of Agile in PMBOK Knowledge Areas
3.19-General agile practices
3.20-Requirements definition
3.21-Iterative development
3.22-Team and customer communication
3.23-Lean principles
3.24-Using additional agile principles
3.25-Getting buy-in from stakeholders
3.26-Communicating the need for change
3.27-Explaining benefits
3.28-Agile practices statistics
3.29-Explaining risks
3.30-Application of Agile in PMBOK Knowledge Areas
3.31-Adopting Agile Management
3.32-Adopting an Agile Approach
4.1-Section overview
4.2-Defining scrum
4.3-The scrum approach
4.4-The product owner
4.5-The scrum master
4.6-The development team
4.7-Agile project team, scrum team, and development team
4.8-The scrum team in practice
4.9-Communicating with stakeholders
4.10-Scrum meetings
4.11-Sprints are recurring processes
4.12-The pre-game phase
4.13-The game phase
4.14-The post-game phase
4.15-A scrum task board on a wall or whiteboard
4.16-Pre-game planning
4.17-Developing a high-level design
4.18-Sprint planning
4.19-Sample sprint backlog
4.20-Daily standup meetings
4.21-Unit tests and sprint reviews
4.22-Sprint retrospectives and closure
4.23-Burndown charts
4.24-A burndown chart
4.25-Progress charts
4.26-The scrum task board
4.27-Using tracking metrics
4.28-Agile transition roadmap
4.29-The scrum development process
4.30-The Scrum Development Process
5.1-Section overview
5.2-Benefits of planning
5.3-Initial Backlog Ranked for Changes
5.4-Levels of agile planning
5.5-Roadmap to Value
5.6-Agile planning activities
5.7-Planning an agile project
5.8-Uncertainty and Compelxity Model
5.9-Creating a business case
5.10-Relationship between change management and agile
5.11-Elements of a product vision
5.12-Defining project scope
5.13-Developing use cases
5.14-Formatting user stories
5.15-User story and acceptance criteria
5.16-Project Initiating and Requirements Gathering
5.17-Initiation and Requirements Gathering
6.1-Section overview
6.2-Introduction to iteration planning
6.3-Iteration planning activities
6.4-Iterative Life Cycle
6.5-Key outputs
6.6-Creating the user backlog and splitting large stories
6.7-Breaking stories into tasks
6.8-Estimating tasks
6.9-Types of scheduling buffers
6.10-Calculating a project buffer
6.11-Iteration planning for complex projects
6.12-Monitoring agile projects
6.13-Monitoring tools
6.14-Updating release plans
6.15-Interpreting project release information
6.16-Planning and monitoring iterations
6.17-Concepts, Insights and Inquiries
6.18-Planning and Monitoring Iterations
7.1-Section overview
7.2-The role of project leader
7.3-Agile Team Roles
7.4-The mindset of an agile project leader
7.5-Characteristics of an agile team
7.6-Attributes of Successful Agile Teams
7.7-Causes of problems in agile teams
7.8-Email versus face-to-face conversation
7.9-Strategies for overcoming challenges
7.10-Agile coaching
7.11-Expect high performance
7.12-Identify and fix problems
7.13-Energize team members
7.14-Leading an Agile Team
7.15-Leading an Agile Team
8.1-Section overview
8.2-Stakeholder types and responsibilities
8.3-Strategies for stakeholder engagement
8.4-The APM model
8.5-Initiation phase
8.6-Release planning phase
8.7-Development phase
8.8-Review and adapt phase
8.9-Close phase
8.10-Decision framing
8.11-Using a decision gradient
8.12-Knowledge sharing in agile projects
8.13-Documentation
8.14-Assessing Organisational Culture
8.15-Interaction
8.16-Open access to information
8.17-Release and iteration planning
8.18-Iteration reviews and testing
8.19-Managing Stakeholder Engagement
8.20-Managing Stakeholder Engagement
9.1-Section overview
9.2-Reasons for documentation
9.3-Quality feedback in an agile project
9.4-Crucial documentation
9.5-Guidelines for documentation
9.6-Fixed-price contracts
9.7-Other contract types
9.8-Risk management practices
9.9-Testing within sprints
9.10-Risk management tools
9.11-Agile Project Risk Management Tools
9.12-Calculating earned value
9.13-Calculating performance
9.14-Determining project health
9.15-Agile quality processes
9.16-Earned Value in an Agile Context
9.17-Quality principles and practices
9.18-Technical debt
9.19-Refactoring
9.20-Prototyping
9.21-Agile testing
9.22-Improving agile quality
9.23-Example: Agile Software
9.24-Ensuring delivery of value and quality in agile projects
9.25-Value and Quality in Agile Projects
9.26-Practical Activity: Agile Documentation and Quality Management
10.1-The Agile Practice Guide 1
10.2-The Agile Practice Guide 2
10.3-Introduction
10.4-Agile based learning
10.5-Why an Agile Practice Guide? 1
10.6-Why an Agile Practice Guide? 2
10.7-Disruptive technologies and change management
10.8-In-Scope and Out-of-Scope Items 1
10.9-In-Scope and Out-of-Scope Items 2
10.10-In-Scope and Out-of-Scope Items 3
10.11-The Agile Practice Guide
11.1-A review of Agile concepts 1
11.2-A review of Agile concepts 2
11.3-Definable work vs. High-uncertainty work
11.4-The agile manifesto and mindset
11.5-Twelve Agile principles
11.6-Agile Manifesto Values, Principles, and Common Practices
11.7-Agile approaches and agile methods
11.8-Lean and the Kanban method
11.9-Uncertainty, risk, and life cycle selection
11.10-A review of Agile concepts
12.1-Life cycle selection
12.2-What to call non-agile approaches?
12.3-Characteristics of project life cycles
12.4-Planning is always there
12.5-Characteristics of iterative life cycles
12.6-Characteristics of incremental life cycles
12.7-Characteristics of Agile life cycles
12.8-Example of a hybrid life cycle project
12.9-Characteristics of hybrid life cycle
12.10-Combined Agile and predictive approaches
12.11-Predominantly predictive approach with some agile components
12.12-A largely agile approach with a predictive component
12.13-Hybrid life cycles as fit-for-purpose
12.14-Hybrid life cycles as transition strategy
12.15-Blending approaches
12.16-Project factors that influence tailoring
12.17-Life cycle selection
13.1-Implementing agile: creating an agile environment
13.2-Servant leadership empowers the team
13.3-Servant leader responsibilities
13.4-Servant leaders facilitate
13.5-Servant leaders remove organizational impediments
13.6-Interpersonal skills versus technical skills
13.7-Servant leaders pave the way for others' contribution
13.8-Servant leaders pave the way for others' contribution
13.9-Consider these servant leader responsibilities
13.10-Role of the project manager in an Agile environment
13.11-Project managers use servant leadership
13.12-Team composition
13.13-Agile teams
13.14-Agile roles
13.15-I-Shaped people and T-Shaped people
13.16-Generalizing specialists
13.17-Team structures
13.18-Dedicated team members
13.19-Team workspaces
13.20-Overcoming organizational silos
13.21-Implementing agile: creating an agile environment
14.1-Implementing Agile - Delivering in an Agile environment
14.2-Common Agile Practices - Retrospectives
14.3-Backlog preparation
14.4-Backlog refinement
14.5-Daily standups
14.6-Demonstration reviews
14.7-Planning for iteration-based Agile
14.8-Execution practices that help teams deliver value
14.9-How iterations and increments help deliver working product
14.10-Troubleshooting agile project challenges
14.11-Measurements in Agile projects
14.12-Agile teams measure results
14.13-Burndown and Burnup Charts
14.14-Kanban Boards
14.15-Feature Charts
14.16-Product Backlog
14.17-Earned Value in an Agile Context
14.18-Cumulative Flow Diagrams
14.19-Implementing Agile - Delivering in an Agile environment
15.1-Organizational considerations for project agility
15.2-Organizational change management
15.3-Drivers for change management
15.4-Readiness for change
15.5-Organizational culture
15.6-Assessing culture
15.7-Procurement and contracts
15.8-Business practice
15.9-Multiteam coordination and dependencies (scaling)
15.10-Frameworks
15.11-Considerations
15.12-Agile and the project management office (PMO)
15.13-An Agile PMO is value-driven
15.14-An Agile PMO is invitation-oriented
15.15-An Agile PMO is multidisciplinary
15.16-Organizational structure
15.17-Evolving the organization
15.18-A call to action
15.19-Organizational considerations for project agility
16.1-PMBOK Guide Mapping
16.2-Agile Project Integration Management
16.3-Agile Project Scope Management
16.4-Agile Project Schedule Management
16.5-Agile Project Cost Management
16.6-Agile Project Quality Management
16.7-Agile Project Resource Management
16.8-Agile Project Communications Management
16.9-Agile Project Project Risk Management
16.10-Agile Project Procurement Management
16.11-Agile Project Stakeholder Management
16.12-PMBOK Guide Mapping
17.1-Agile Manifesto Mapping
17.2-Individuals and interactions over processes and tools
17.3-Working software over comprehensive documentation
17.4-Customer collaboration over contract negotiation
17.5-Responding to change over following a plan
17.6-Satisfy the customer
17.7-Welcome changing requirements
17.8-Deliver working software
17.9-Work together daily
17.10-Build projects around motivated individuals
17.11-Face-to-face conversation
17.12-Working software
17.13-Sustainable development
17.14-Technical excellence
17.15-Simplicity
17.16-Self-organizing teams
17.17-Become more effective
17.18-Agile Manifesto Mapping
18.1-Overview of Agile and Lean Frameworks
18.2-Selection criteria for the Agile Practice Guide
18.3-Scrum
18.4-Extreme programing
18.5-Kanban method
18.6-Crystal methods
18.7-Scrumban
18.8-Feature-driven development
18.9-Dynamic systems development method
18.10-Agile unified process
18.11-Scrum of scrum
18.12-Large scale scrum
18.13-Enterprise scrum
18.14-Disciplined Agile
18.15-Agile and Lean Frameworks
19.1-Attributes that influence tailoring
19.2-Shu-Ha-Ri
19.3-Beware of taking things away
19.4-Use the tailoring guidelines table
19.5-Very large project teams
19.6-Dispersed teams
19.7-Additional documentation
19.8-Stable requirements and execution process
19.9-Functional silos
19.10-Transparency can cause fear
19.11-Technical domain knowledge
19.12-Lack of executive buy-in
19.13-Agile terms and language
19.14-Attributes that influence tailoring
20.1-Agile suitability filter tools
20.2-Overview of the model
20.3-Complete the questionnaire as a group
20.4-Score the questions from 1 to 10
20.5-Sustainability filter questions - Buy-in to approach
20.6-Sustainability filter questions - Trust in team
20.7-Sustainability filter questions - Decision-making powers of team
20.8-Sustainability filter questions - Team size
20.9-Sustainability filter questions - Experience levels
20.10-Sustainability filter questions - Access to customer/business
20.11-Sustainability filter questions - Likelihood of change
20.12-Sustainability filter questions - Criticality of product or service
20.13-Sustainability filter questions - Incremental delivery
20.14-Agile suitability filter tools
21.1-Section Overview
21.2-Waste Types
21.3-The Kanban Pull System
21.4-Kanban Boards
21.5-Determining Lead Time and Cycle Time
21.6-Process Cycle Efficiency
21.7-Little's Law
21.8-Communicating the Product Vision
21.9-Defining the Agile Team's Physical Space
21.10-Exercise - Key Agile Exam concepts
21.11-Agile Key Exam Concepts
21.12-Agile Glossary
21.13-Agile Key Exam Concepts
21.14-PMI Certification Info
22.1-Course Overview
23.1-Section Overview
23.2-Agile Software Development and the Agile Manifesto
23.3-The Twelve Principles of the Agile Manifesto
23.4-The Whole Team Approach
23.5-Early and Frequent Feedback
23.6-Extreme Programming (XP)
23.7-Scrum
23.8-Kanban
23.9-Collaborative User Stories
23.10-Creation of User Stories
23.11-Retrospectives
23.12-Continuous Integration
23.13-Release and Iteration Planning
23.14-Agile Testing and Development Activities
23.15-Agile Project Work Products
23.16-Agile Test Levels
23.17-Agile Testing and Configuration Management
23.18-Agile and Independent Testing
23.19-Communicating Test Status and Product Quality
23.20-Managing Risk Regression
23.21-Skills of an Agile Tester
23.22-Role of an Agile Tester
23.23-Agile Software Testing - Methodologies and Approaches
23.24-Agile Software Testing - Methodologies and Approaches
24.1-Section Overview
24.2-Test-driven and Behavior-driven Development
24.3-Test Levels
24.4-A Scrum Tester
24.5-Quality Risks in Agile Projects
24.6-Estimation of Testing Effort
24.7-Test Basis in Agile Projects
24.8-Definition of Done
24.9-Acceptance Test-driven Development
24.10-Functional and Nonfunctional Black Box Test Design
24.11-Exploratory Testing
24.12-Task Management and Tracking Tools
24.13-Communication and Information-sharing Tools
24.14-Test Development and Configuration Tools
24.15-Key Concepts, Software Testing Methodologies, Techniques and Tools
24.16-Agile Software Testing - Techniques and Tools
24.17-Agile Software Testing - Techniques and Tools
25.1-Section Overview
25.2-PMBOK7 Structure
25.3-Principles
25.4-Stewardship
25.5-Team
25.6-Stakeholders
25.7-Value
25.8-Systems thinking
25.9-Leadership
25.10-Tailoring
25.11-Quality
25.12-Navigate complexity
25.13-Risk
25.14-Adaptability
25.15-Change
25.16-Performance domains
25.17-Stakeholder
25.18-Team
25.19-Development approach and life cycle
25.20-Planning
25.21-Project work
25.22-Delivery
25.23-Measurement
25.24-Uncertainty
25.25-Project Management Professional Certification Program (PMI - PMP) (PMBOK7)
25.26-Project Management Professional Certification Program (PMI - PMP) (PMBOK7)
25.27-Takeaways, Practical Applications and Endorsements
25.28-PMI ACP Sample Exam Questions
25.29-PMI Certification Info
25.30-Ready to ace the PMI-ACP exam?
25.31-What's next?
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