PMI-ACP Knowledge And Skills: Level 2

PMI-ACP Knowledge And Skills: Level 2

[PMI-ACP® Exam Study Notes] Level 2 PMI-ACP® Knowledge And Skills group is one of the three Knowledge and Skills groups for the PMI-ACP® exam. The “Knowledge And Skills” accounts for a total of 50% of all the questions to be found on the exam paper. According to the PMI-ACP® exam content outline, Level 2 Knowledge and Skills includes 12 knowledge / skills.

PMI-ACP® Exam Importance: around 14 questions (~12% of all questions)

PMI-ACP® Exam : Level 2 Knowledge And Skills

  • 12 knowledge / skills (Level 2) for the PMI-ACP® Exam with around 0-2 questions on each knowledge / skills (in alphabetical order):
    • Agile frameworks and terminology
      • SCRUM
        • meetings: Sprint Planning, Sprint Review, Sprint Retrospective, Daily Scrum
        • roles: Product Owner (i/c product backlog), Scrum Master, Members (Developers)
        • artifacts: Product Backlog, Sprint Backlog, Burn-down Charts
        • characteristics: everything time-boxed, short sprint (= iteration) around 2-4 weeks, self-managing team, potentially shippable increments
      • Extreme Programming (XP)
        • meetings: Release Planning, Iteration Planning, Daily Stand Up
        • roles: Tracker, Customer, Programmer, Coach, Manager, Tester
        • artifacts: Vision, User Story, Customer Test, Release Plan, Metaphor (System of Names), Iteration Plan, Coding Standard, Unit Test, Production Code, Build
        • valuessimplicity, communication, feedback, courage
        • key practices: planning game, small releases, customer acceptance tests, simple design, pair programming, test-driven development, refactoring, continuous integration, collective code ownership, coding standards, system metaphor and sustainable pace
        • characteristics: disciplined, frequent interval around 1-3 weeks, for software only
      • Lean Software Development
        • artifacts: Kanban Board
        • principles: eliminating waste, amplifying learning (continuous improvement), deferring commitment, delivering fast, respecting people / empowering the team, building quality in, optimizing the whole
        • characteristics: focus on value stream, just-in-time, work-in-process (WIP) limits
      • Dynamic Systems Development Method (DSDM)
        • for planning, managing, executing, and scaling agile and iterative software development projects
        • “fitness for business purpose” as the primary criteria for delivery and acceptance
        • 80% of the system that can be deployed in 20% of the time
      • Feature Driven Development (FDD)
        • model-driven, short iterations, design by feature – build by feature, features need to be “useful in the eyes of the client”
      • Crystal
        • lightweight, adaptable, a family of methodologies to be tailored based on team size, system criticality and project priorities
    • Building high-performance teams
      • a team is “a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable” ~Jon Katzenbach and Douglas Smith
      • establish the team – vision, mission, values, goals, ground rules
      • maximize performance by
        • clear and realistic goals
        • building trust
        • open and honest communication – even in case of disputes or conflicts
        • taking ownership, empowered, self-organizing
        • coaching and mentoring
        • choose teammates with complementary skills to perform all tasks
        • sense of belonging (identity)
        • limiting each team to have 12 members or below, break down the team if needed
        • make decisions through consensus (participatory decision model)
        • full-time, dedicated members
      • low performing teams are:
        • absence of trust
        • fear of conflict
        • lack of commitment
        • avoidance of accountability
        • inattention to results
    • Business case development
      • to justify the project for the resources and capital investment
      • includes: high-level requirements, resource needs, funding sources, timeline, risks and opportunities, expected returns (early benefits realization opportunities), assumptions and recommendations, etc.
      • states values in terms of IRR, ROI, NPV, etc.
    • Co-location (geographic proximity)/distributed teams
      • co-location: ideal for team communication and performance
        • Caves and common
          • caves – private spaces for private calls or quiet time
          • common – the common space to work together
        • Osmotic Communication
          • pick up on things unintentionally through overhearing others’ conversations
        • Tacit Knowledge
          • tacit knowledge is unwritten collective group knowledge
          • since documentations are not encouraged, co-located teams can share tacit knowledge more readily
      • distributed teams:
        • distributed teams making use of Agile project management have greater chance of success owing to the nature of Agile projects (e.g. close collaboration, short iterations)
        • meet in person face-to-face at least at the kick-off of the project (better also for the first and second iterations)
        • tools that helps communication
          • make use of video conferencing (webcams)
          • interactive whiteboards
          • web-based collaboration
          • pull-based information sharing websites (wikis)
          • instant messaging / chat for effective communication
        • maintain a metaphor of the project / goal
        • intensify facilitation through asking more questions, repeating others’ views, etc.
    • Continuous improvement processes
      • processes are continually evaluated (with feedback from process/team) and improved for performance / value gains (to reduce wastes)
      • an ongoing approach to enhance project output / approach
        • continuous process improvement – plan, develop, evaluate, learn
        • continuous product improvement – review and improve the product incrementally
      • responsible by the whole team
    • Elements of a project charter for an Agile project
      • the 1st document for the project
      • a formal document to authorize the official kickoff of the project with barely sufficient information
        • Background, objectives, vision (why) and mission (what), stakeholders of the project
        • Preliminary direction, scope
        • High-level budget, timeline
        • High-level risk and constraints
        • Communication plan
        • Success criteria
      • Agile charters address more about the “How” instead of “What” of the project
      • can make use of the Project Elevator Statement
        • For – (target customers)
        • who – (need to do what)
        • , the – (product / service)
        • is a – (product category)
        • that – (key benefits)
        • . Unlike – (competitive products)
        • , we – (primary differentiation)
      • progressive elaborated
    • Facilitation methods
      • used to run effective workshops and meetings
      • need to establish goals, rules, timing and assist all participants to have equal opportunities to voice their opinion
    • Participatory decision models
      • encourage / empower team members to participate in organizational decision-making process
      • trying to reach a consensus rather than imposing a top-down decision
      • Agile encourages team / stakeholder participation in decision making by
        • simple voting
        • thumbs up / down / sideways
        • Jim Highsmith’s Decision Spectrum – express feeling of a decision on a spectrum ranging from “in favour”, “OK with reservation” to “veto” to help them express their concerns / feelings
        • fist-of-five voting – give 1 to 5 fingers (1 – totally support, 5 – object completely)
    • PMI’s Code of Ethics and Professional Conduct
      • emphasizes on responsibility, respect, fairness and honesty
      • around 1 – 2 questions on the PMI-ACP® Exam
    • Process analysis techniques
      • a process is a series of actions or steps taken in order to turn certain inputs into particular outputs
      • process analysis is to closely study the process actions to improve performance and eliminate wastes and bottlenecks by making use of process mapping tools
        • closely related to process tailoring and principles of system thinking
    • Self assessment
      • self assessment is the continuous improvement process on the people (individual and team)
      • through self assessment, rooms for improvement are identified and action plans are created to implement them
        • Tabaka’s model for high-performing team
          • self-organization
          • empowered to make decision
          • belief in vision and success
          • committed team
          • trust each other
          • participatory decision making
          • consensus-driven
          • construction disagreement
    • Value-based analysis

Summary: PMI-ACP® Exam Level 2 Knowledge And Skills

This PMI-ACP® Exam Study notes covers 12 knowledge and skills from the Level 2 group of Knowledge and Skills for the PMI-ACP® exam syllabus. This group is less important for the PMI-ACP® exam as it accounts for 12% of all the exam questions. Agile frameworks and terminology should be the emphasis here.


Most Popular PMI-ACP Certification Articles

Support website running for FREE, thanks!

If you find this post helpful and if you are thinking of buying from Amazon, please support the running cost of this website at no extra cost to you by searching and buying through the search box below. Thank you very much for your help!

Edward Chung

Edward Chung aspires to become a full-stack web developer and project manager. In the quest to become a more competent professional, Edward studied for and passed the PMP Certification, ITIL v3 Foundation Certification, PMI-ACP Certification and Zend PHP Certification. Edward shares his certification experience and resources here in the hope of helping others who are pursuing these certification exams to achieve exam success.

You may also like...

Leave a Reply

Your email address will not be published. Required fields are marked *