PMI Agile Certified Practitioner excel with ease
Agile, a topic of growing importance in project management, is an iterative and incremental software developmental methodology that helps organizations to be more flexible to change and to deliver workable software in a shorter span of time. PMI-ACP is the new credential offered by the Project Manag...
| Otros Autores: | , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
New Delhi, India :
Pearson
2012.
|
| Edición: | 1st edition |
| Colección: | Always learning.
|
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009714816106719 |
Tabla de Contenidos:
- Cover
- About the Authors
- Contents
- Foreword
- Preface
- Eight Steps for PMI-ACP® Exam Preparation
- Tips and Tricks for PMI-ACP® Exam
- Chapter 1: Introduction to Project Management
- Introduction
- Project Management Body of Knowledge
- Process
- Project
- Definition
- The Temporary Nature of a Project
- The Unique Nature of a Project
- Outcome of a Project
- Progressive Elaboration: Integrating the Unique and the Temporary
- Projects Versus Operations
- Projects and Strategic Planning
- Environmental Factors that Mandate Projects in Organizations
- Project Management
- The Nine Knowledge Areas of Project Management as Applied to a Training Course
- Discussion Points
- Why do Project Managers Need Interpersonal Relationship Skills?
- Program Management
- Portfolio Management
- Project Management Office
- Enterprise Environmental Factors
- Chapter 2: The Contexts of Project Management
- Project Life Cycle
- Characteristics of a Typical Project Life Cycle
- Project Life Cycle models
- Relationship Between Project Phases
- Stakeholders
- Organizational Influence on Project Management
- Organizational Structure
- Functional Structure
- Projectized Structure
- Matrix Structure
- Strong Matrix
- Weak Matrix
- Balanced Matrix
- Common Success Criteria for Organizational Structures
- Organization Process Assets
- Chapter 3: Introduction to Agile Project Management
- Introduction
- Limitations of Traditional Project Management
- How to Overcome the Limitations of Traditional Project Management?
- What is Agile?
- Agile Manifesto Values and Principles
- Individuals and Interactions over Processes and Tools
- Working Software over Comprehensive Documentation
- Customer Collaboration over Contract Negotiation
- Responding to Change over Following a Plan
- Agile Methodologies
- Examples.
- Agile Principles
- Examples
- Waterfall vs Iterative vs Agile
- Waterfall Model
- Iterative Model
- Agile Frameworks and Terminology
- Sprint
- Agile Roles
- Product Owner
- The Scrum Master
- The Team
- Agile Project Management
- Incremental Delivery
- Prioritization
- Agile Project Life Cycle
- PMBOK vs Agile Project Management
- Are All the Projects Moving from Traditional to Agile Methodology?
- What Kind of Organization Structure Is Best Fit for Agile Project Management?
- Readiness Assessment Test for Agile
- Understanding Agile in the PMBOK Way
- Traditional Project Management Process Groups
- Agile Project Management
- Traditional vs Agile Project Management
- Initiating
- Planning
- Executing (Iterative Cycle Execution)
- Monitoring and Controlling (Iterative Cycle Review, Daily Stand-up)
- Closing (Introspection, Product delivery)
- Project Integration
- Project Initiation
- Elements of Project Charter for Agile Projects
- Contents of a Project Charter
- Project Charter Sign-off
- Constraints and Assumptions
- Who are the Stakeholders of the Project?
- Characteristics of Stakeholders
- Identify Stakeholders
- Stakeholder Register
- Stakeholder Classification Model
- Planning
- Contents of Overall Plan
- Product Visioning
- Product Roadmap
- Release Planning
- Iteration (Cycle) Planning
- Daily Planning
- Work Authorization System
- Iteration (Cycle) Execution
- Direct and Manage Iteration Execution
- Project Management Information Systems
- Configuration Management (Tool)
- Configuration Management Activities
- Work Performance Information
- Monitoring and Control Project Work
- Performance Reports
- Closing
- Chapter 4: Communications
- Communications Management
- Dimensions of Communication
- General Communication Process
- Sending Messages
- Receiving Messages.
- Feedback Techniques
- Levels of Listening
- Active Listening
- Barriers to Communications
- Plan Communications
- Communication Within the Team
- Information Radiator
- Osmotic Communication
- Daily Stand-ups
- Team Space
- Big Visible Charts Should be Present
- Everyone on Your Team is Visible
- The Sprint Backlog is Visible to Everyone
- The Product Backlog to be Visible
- At Least One Big Whiteboard in the Team Space
- Team Space Should be Quiet and Private
- Communication Outside the Team
- Communication Requirements Analysis
- Communication Technology
- Communication Methods
- Communication Management Plan
- Distribute Information
- Information Gathering and Retrieval Systems
- Information-distribution Methods
- Report Performance
- Tips for Building Effective Team Communications
- Rules for Effective Team Meeting
- Collocation/Distributed Team
- Onsite-Off shore Time Overlap
- Agile Tooling
- Usage of Tools
- Continuous Integration
- Summary of the Considerations for Distributed Agile Teams
- Stakeholder Management
- Manage Stakeholder Expectations
- Assessing and Incorporating Community and Stakeholder Values
- Definition of Value
- Define Positive Value
- Value to the Customer
- Value to the End Users
- Value to the Team
- Value to the Organization
- Payback Period
- Net Present Value (NPV)
- Return on Investment (ROI)
- Chapter 5: Planning, Monitoring and Adapting
- Introduction
- What is Adaptive Planning?
- Progressive Elaboration
- Concept of User Story
- Format of User Stories
- User Stories Example
- Types of User Stories
- 3 Cs of User Stories
- How User Stories Fit into the Adaptive Planning Model
- User Stories and Planning
- Product Visioning
- Product Roadmap
- Minimum Marketable Features (MMF)
- Iteration and Release Planning
- Release Planning
- Types of Release Plan.
- Iteration (Cycle) Planning
- Estimate the Tasks
- Time-boxing
- Daily Planning
- Adaptive Planning and Organizational Culture
- Effective Planning
- Agile Contracting Methods
- Agile Project Tracking
- Information Radiators
- Self-assessment
- Burn Charts
- Burn-down Charts
- Release Burn-down
- Cone of Uncertainty Theory
- Burn-up Charts
- Combined Chart
- Cumulative Flow Diagram (Cumulative Chart)
- Lead Time
- Earned Value of Agile Projects
- Task/Kanban Board
- Main Features of the Kanban Board
- WIP Limits
- Retrospectives
- Agile Project Accounting Principles
- Innovation Games
- A Boat for Retrospective Findings
- Process Tailoring
- Chapter 6: Agile Metrics and Estimations
- Relative Sizing
- Story Points
- Story Points Measurement
- Wideband Delphi
- Probe Technique
- Planning Poker
- Ideal Time
- Affinity Diagram and Estimating
- Step 1: Silent Relative Sizing
- Step 2: Editing of Wall
- Step 3: Place Items into Relative Sizing Buckets
- Step 4: Product Owner 'Challenge
- Step 5: Get it into an Electronic Tool
- Velocity
- Cycle Time
- Agile Project Cost Management
- Project Cost Management
- Cost Estimation
- Four Common Estimating Styles
- Types of Costs
- Types of Cost Estimates
- Basis of Costs
- Problems in Estimating Accurate Costs
- Budget
- Project Funding Requirements
- S Curve
- Control Cost
- Forecasting
- Earned Value Management (EVM)
- To Complete Performance Index (TCPI)
- Earned Value of Agile Projects
- Earned Value of at Release Level
- Earned Value of at Sprint Level
- Other Concepts in Costing
- Measuring Progress of Individual Tasks
- Work Performance Measurement
- Budget Forecasts
- Variance and Trend Analysis
- Escaped Defects
- Chapter 7: Agile Analysis and Design
- Introduction
- Product Roadmap
- Backlog
- Product Backlog.
- Product Backlog Updation
- Release Backlog
- Sprint Backlog
- Story Maps
- Collecting and Validating Requirements of Agile Projects
- Interviews
- Focus Groups
- Facilitated Workshops
- Agile Modeling
- Types of Prototype
- Wireframes
- Personas
- Participatory Decision Model
- Styles of Group Decision-making
- Command Style
- Consultative Style
- Consensus Style
- Which Technique to Apply for Collecting Requirement?
- Business Case Development
- Chartering
- Chapter 8: Product Quality
- Introduction
- Cost of Quality
- Frequent Verification and Validation
- Test-Driven Development (TDD)
- Continuous Integration
- Definition of Done
- Acceptance Criteria of the Customer for IncrementalDelivery as Deliverable
- Incremental Delivery
- Feedback Techniques for Product
- Continuous Improvement Process
- Process Improvement Strategy
- Continuous Improvement Model
- PDCA Cycle
- Plan Phase of PDCA Cycle
- Do Phase of PDCA Cycle
- Check Phase of PDCA Cycle
- Act Phase of PDCA Cycle
- Continuous Quality Improvement
- Score Card for Improvement
- Escaped Defect Score Card
- Overtime Card
- Issue Card
- Velocity Improvement
- Balance Score Card
- Financial Perspective
- Internal Service Process Perspective
- Customer Relations Perspective
- Learning, Innovation and Growth Perspective
- Knowledge Sharing
- Productivity Improvement
- Lean 5S Tool for Improvement
- TAKT Time Improvement
- Using Six Sigma for Improvement
- Kaizen
- Process Analysis Techniques
- Kanban, Flow, Cadence for Continuous Improvement
- Other Tools used for Continuous Improvement
- Benchmarking
- Affinity Diagram
- Force Field Analysis
- Quality Checklists
- Process Improvement Plan
- Steps for Process Improvement
- Cause and Effect Diagrams
- Identify the Problem
- Work Out the Major Factors Involved.
- Identify Possible Causes.
