PMI-ACP® (Agile Certified Practitioner) Training:

Key features

  • 24 hours of instructor-led training
  • 25 hours of high quality e-learning content
  • 1 industry case study and 61 real life examples
  • 102 end-of-chapter quizzes & 4 simulation exams
  • 26 PDUs self paced learning / 28 PDUs instructor-led training

Exam & certification

How will I become a PMI®-Agile Certified Practitioner?

You must take formal training on PMI Agile Certified Practitioner, gain PMI membership and pay the exam fee directly to schedule your exam. Once you pass the exam successfully, you will be awarded the prestigious PMI-ACP certificate from PMI.

 

Disclaimer:

PMI, PMBOK, PMP, PgMP, CAPM, PMI-RMP, PMI-ACP are registered trademarks of the Project Management Institute, Inc.

What are the prerequisites for PMI Agile Certified Practitioner exam?

To apply for the PMI Agile Certified Practitioner certification PMI, you should have:



  • A secondary degree or higher

  • 2000 hours of general project management experience in the last five years

  • At least 1,500 hours of experience working on agile project teams during last three years

Contact Us

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Course Details

Course description

Our PMI® Agile Certified Professional training program is aligned to the 2015 PMI® guidelines and is designed to help you pass your PMI-ACP® exam in the first attempt. The course covers agile methodologies, tools and techniques extensively and provides real-life scenarios plugged in throughout the course.

 

The course covers the seven domains in the same sequence as specified in PMI’s exam content outline, including: 



  • Agile principles and mindset

  • Value driven delivery

  • Stakeholder engagement

  • Team performance

  • Adaptive planning

  • Problem detection and resolution

  • Continuous improvement

This PMI ACP training course will enable you to:



  • Understand the history of agile, including founding, evolution, core concepts and principles

  • Develop a working knowledge of the Agile principles of Scrum, Kanban, XP and TDD

  • Develop the expertise of implementing multi-iterative development models for any scale of projects

  • Develop the ability to deliver high velocity stories and epics

  • Develop the knowledge and skills required to clear the PMI-ACP certification exam along with the requisite 21 PDUs 



The course also provides an introduction to the application process for the certification exam and will show you how to best pass the exam with tips and tricks, strategies and tools.

The PMI Agile Certified Professional training program is a professional requirement across the IT and tech industry for all project management roles around the world. This  PMI Agile Certified Professional training certification is best suited for:



  • Project managers

  • Agile team members

  • Associate/asst. manager - projects

  • Team leads/managers

  • Project executives/engineers

  • Software developers

  • Any professional aspiring to be a project manager



Certified agile practitioners earn more than their uncertified colleagues, often with annual salaries over $100,000.

Project 1: E-commerce Website Functionality Creation

Participants will learn how the three agile roles (Product Owner, Scrum Master, and Scrum Team) complement each other in a real-time project on Jira. This demo of an e-commerce website will let users understand and create backlogs, user stories, tasks, epics and sub-tasks. It will also show them how to manage multiple releases.

 

Project 2: Smart Weather

You will complete two industry-based tasks provided by the product owner of a new technology division. The projects involve creating a portal to provide weather-based services to multiple clients. The portal needs to pull the weather forecast from various public services so that the captured data can be used for various purposes. Implementation of this project should be completed through JIRA. You will choose one of the tasks mentioned below and submit the task screenshots through LMS:

 

Task 1:

BigBucks Café, a leading chain of premium coffee shops, wants you to use weather data to regulate and manage its daily operations. As a Scrum Master, you need to resolve and create a prioritized product backlog for the scrum team.

 

Task 2:

The world’s largest life insurance company, LeViva, wants to launch an app to serve its customers, and they would like to use the weather forecast. As a Scrum Master, you need to resolve and create a prioritized product backlog for the scrum team.

Course Preview

  • Getting started with PMI-ACP® Certification
  • 1 Course Overview
  • 2 Objectives
  • 3 Value of PMI-ACP® Certification to the Professional
  • 4 Value of PMI-ACP® Certification to the Organization
  • 5 PMI-ACP® Eligibility Requirements
  • 6 PMI-ACP® Timeline
  • 7 PMI-ACP® Certification Fees
  • 8 PMI-ACP® Certification Maintenance and Renewal
  • 9 PMI-ACP® Exam Information
  • 10 Domains and Tasks
  • 11 Domains Covered
  • 12 PMI-ACP® Exam Blueprint
  • 13 Practice Questions
  • 14 Sources of Information
  • 15 Conclusion
  • 1 Agile Principles and Mindset
  • 2 Objectives
  • 3 Agile
  • 4 Agile-Best Practices
  • 5 Agile Evolution
  • 6 Agile Manifesto
  • 7 Principles of the Agile Manifesto
  • 8 Agile-Less Engineering, More Enabling
  • 9 Agile Core Principles and Practices
  • 10 What Agile is Not
  • 11 Benefits of Agile
  • 12 Agile-Real Life Example
  • 13 Quiz
  • 14 Summary
  • 15 Conclusion
  • 1 Agile Principles and Mindset
  • 2 Objectives
  • 3 Agile Methodologies, Frameworks, and Processes
  • 4 Scrum
  • 5 Three Pillars of Scrum
  • 6 Scrum Roles
  • 7 Scrum Vocabulary
  • 8 Scrum Meetings
  • 9 Project Using Scrum - Example
  • 10 Scrum Roles - Key Points
  • 11 Extreme Programming
  • 12 Five Core Principles of XP
  • 13 XP Practices
  • 14 XP Process Diagram
  • 15 Success of XP Methodology - Example
  • 16 Crystal Methodology
  • 17 Crystal Methodology - Key Principles
  • 18 Crystal Methodology - Key Categories
  • 19 Dynamic Systems Development Method
  • 20 Principles of DSDM Atern
  • 21 Phases of DSDM
  • 22 Feature Driven Development
  • 23 Agile Project Management
  • 24 APM Framework
  • 25 APM and PMBOK® Guide
  • 26 Lean Software Development
  • 27 Lean Principles
  • 28 Kanban
  • 29 Kanban Method - Case Study
  • 30 Lean Kanban Method
  • 31 OpenUP
  • 32 OpenUP - Phases
  • 33 Information Radiators
  • 34 Effective Information Radiators
  • 35 Examples of Information Radiators
  • 36 Knowledge Sharing
  • 37 Knowledge Sharing (contd.)
  • 38 Knowledge Sharing Contexts
  • 39 Servant Leadership
  • 40 Characteristics of a Servant Leader
  • 41 Agile Servant Leadership
  • 42 Quiz
  • 43 Summary
  • 44 Conclusion
  • 1 Value - Driven Delivery
  • 2 Objectives
  • 3 Value
  • 4 Forecasting Value
  • 5 Time Value of Money
  • 6 Time Value of Money - Terminologies
  • 7 Future Value and Present Value - Formulas
  • 8 Calculation of Future Value - Example
  • 9 Financial Feasibility of Projects
  • 10 Return on Investment
  • 11 Net Present Value
  • 12 Net Present Value - Example
  • 13 Internal Rate of Return
  • 14 Internal Rate of Return - Example
  • 15 Payback Period
  • 16 NPV, ROI, and Payback Period - Example
  • 17 Prioritization
  • 18 Factors in Prioritization
  • 19 Agile Customer - Value Prioritization
  • 20 Prioritization Techniques
  • 21 Prioritization Techniques - MoSCoW
  • 22 MoSCoW Technique - Example
  • 23 Prioritization Techniques - Kano Model
  • 24 Kano Model - Categories
  • 25 Kano Model - Example
  • 26 Prioritization Techniques - Relative Weighting
  • 27 Relative Weighting - Example
  • 28 Risk Management in Agile
  • 29 Risk Adjusted Product Backlog
  • 30 Risk Adjusted Product Backlog - Example
  • 31 Non - Functional Requirements
  • 32 Prioritization of Non - Functional Requirements
  • 33 Quiz
  • 34 Summary
  • 35 Conclusion
  • 1 Value-Driven Delivery
  • 2 Objectives
  • 3 Minimum Marketable Feature
  • 4 Kanban Boards
  • 5 Kanban Cards
  • 6 Simple Kanban Board
  • 7 Detailed Kanban Board
  • 8 Kanban and JIT
  • 9 Siemens Health Services- -Example
  • 10 Incremental Delivery
  • 11 Reviews and Feedback Techniques
  • 12 Benefits of Review and Feedback
  • 13 Reprioritization or Relative Prioritization
  • 14 Prioritization List
  • 15 Agile Compliance
  • 16 Earned Value Management for Agile
  • 17 EVM Terminologies
  • 18 Earned Value Metrics with Formulae
  • 19 Earned Value - Planning Parameters
  • 20 EVM for Agile
  • 21 Agile Earned Value Metrics - Example
  • 22 Agile Contracts
  • 23 Agile Contracting Methods
  • 24 Quiz
  • 25 Summary
  • 26 Conclusion
  • 1 Stakeholder Engagement
  • 2 Objectives
  • 3 Stakeholder Management
  • 4 Principles of Stakeholder Management
  • 5 Project Charter
  • 6 Project Charter (contd.)
  • 7 Components of Agile Project Charter
  • 8 Business Case
  • 9 Understanding Stakeholder Needs
  • 10 Agile Wireframes
  • 11 Agile Wireframes - Real Life Example
  • 12 User Story
  • 13 User Story - Card, Conversation, and Confirmation
  • 14 User Story-Attributes
  • 15 Story Card Information
  • 16 User Story Card-Example
  • 17 User Story - Examples
  • 18 Agile Personas
  • 19 Creating Agile Personas - Example
  • 20 Creating Agile Personas - Example (contd.)
  • 21 Theme and Epic
  • 22 Theme and Epic Example
  • 23 Product Backlog
  • 24 Agile Story Maps
  • 25 Assessing and Incorporating Community and Stakeholder Values
  • 26 Assessing and Incorporating Community and Stakeholder Values (contd.)
  • 27 Real Life Example
  • 28 Quiz
  • 29 Summary
  • 30 Conclusion
  • 1 Stakeholder Management-2
  • 2 Objectives
  • 3 Communication Management
  • 4 Agile Communication
  • 5 Social Media Communication
  • 6 Information Radiators
  • 7 Information Radiators (contd.)
  • 8 Visible Charts
  • 9 Agile Modeling
  • 10 Agile Modeling contd
  • 11 Best Practices of Agile Modeling
  • 12 Active Listening
  • 13 Key Elements of Active Listening
  • 14 Globalization Culture and Team Diversity
  • 15 Cultural Diversity Issues-Recommendations
  • 16 Agile Facilitation Methods
  • 17 Agile Participatory Decision-Making
  • 18 Agile Participatory Decision-Making Models
  • 19 Agile Negotiation
  • 20 Agile Negotiation and Conflict Management
  • 21 Five Levels of Conflict
  • 22 Agile Conflict Resolution
  • 23 Quiz
  • 24 Summary
  • 25 Conclusion
  • 1 Team Performance
  • 2 Objectives
  • 3 Team Formation Stages
  • 4 Building High - Performance Teams
  • 5 HPT - Generalizing Specialist
  • 6 Attributes of High - Performance Agile Teams
  • 7 Building Empowered Teams
  • 8 Setting and Managing Expectations
  • 9 Daily Stand - Up Meeting
  • 10 Introduction to Agile Leadership
  • 11 Leadership Best Practices
  • 12 Adaptive Leadership
  • 13 Adaptive Leadership - ‘Doing Agile’ Tools
  • 14 Management vs. Leadership
  • 15 Coaching and Mentoring Within Teams
  • 16 Agile Coaching
  • 17 Coaching at Levels
  • 18 Skills of an Agile Coach
  • 19 Agile Emotional Intelligence
  • 20 EI and ScrumMastersAgile Project Managers
  • 21 EI Skills Assessment Framework
  • 22 Benefits of EQ
  • 23 Quiz
  • 24 Summary
  • 25 Conclusion
  • 1 Team Performance (2)
  • 2 Objectives
  • 3 Agile Team Motivation
  • 4 Team Space
  • 5 Signs of Bad Team Space
  • 6 Co - Located Teams
  • 7 Distributed Teams
  • 8 Co - Located vs Distributed Teams
  • 9 Osmotic Communication
  • 10 Collaboration and Coordination
  • 11 Collaboration Technology
  • 12 Communication Gap Examples
  • 13 Agile Brainstorming Session
  • 14 Setting up an Effective Brainstorming Session
  • 15 Brainstorming Session - Steps
  • 16 Velocity
  • 17 Velocity-Example 1
  • 18 Velocity-Example 2
  • 19 Unit of Measure for Velocity
  • 20 Sample Velocity Chart
  • 21 Agile Tools
  • 22 Quiz
  • 23 Summary
  • 24 Conclusion
  • 1 Adaptive Planning
  • 2 Objectives
  • 3 Multiple Levels of Planning
  • 4 Aligning Agile Projects to Programs and Portfolios
  • 5 Rolling Wave Planning or Progressive Elaboration
  • 6 Rolling Wave Planning or Progressive Elaboration (contd.)
  • 7 Timeboxing
  • 8 Timeboxing - Best Practices
  • 9 Timeboxing - Advantages
  • 10 Estimation
  • 11 Accuracy vs. Precision
  • 12 Measures of Project Size
  • 13 Relative Sizing
  • 14 Story Points
  • 15 Story Points (contd.)
  • 16 Story Points Estimation - Steps
  • 17 Story Points - Estimation by Analogy
  • 18 Value Points
  • 19 Ideal Days
  • 20 Ideal Days (contd.)
  • 21 Story Points and Ideal Days
  • 22 Estimation Scale
  • 23 Wideband Delphi
  • 24 Wideband Delphi Process
  • 25 Wideband Delphi Technique-Planning Poker
  • 26 Planning Poker - Example
  • 27 Affinity Estimation
  • 28 Affinity Estimation Process
  • 29 Estimation Using T - Shirt Sizing
  • 30 Determining Project Size
  • 31 Project Size Estimation - Real Life Example
  • 32 Project Size Estimation - Explanation
  • 33 Quiz
  • 34 Summary
  • 35 Conclusion
  • 1 Adaptive Planning
  • 2 Objectives
  • 3 Release Plan
  • 4 Steps in Planning a Release
  • 5 Release Planning - Example
  • 6 Release Planning - Example Illustration
  • 7 Agile Product Roadmap
  • 8 Iteration Plan
  • 9 Iteration Length Selection
  • 10 Length of Iterations - Example
  • 11 Velocity - Driven Iteration Planning
  • 12 Commitment - Driven Iteration Planning
  • 13 Iteration Lifecycle
  • 14 Release Plan vs. Iteration Plan
  • 15 Value - Based Analysis and Decomposition
  • 16 Determining Initial Schedule and Cost Range Estimates
  • 17 Determining Initial Schedule and Cost Range Estimates - Example
  • 18 Cone of Uncertainty
  • 19 Agile Cone of Uncertainty
  • 20 Velocity Variations
  • 21 Sprint Reviews
  • 22 Importance of Sprint Reviews
  • 23 Sprint Retrospection
  • 24 Backlog Grooming or Refinement
  • 25 Backlog Grooming or Refinement - Illustration
  • 26 Mid - Course Corrections
  • 27 Mid - Course Corrections - Inspect and Adapt
  • 28 Release Burndown Chart
  • 29 Agile Games
  • 30 Quiz
  • 31 Summary
  • 32 Conclusion
  • 1 Problem Detection and Resolution
  • 2 Objectives
  • 3 Agile Problem Detection
  • 4 Problem Detection Techniques
  • 5 Fishbone Diagram
  • 6 Fishbone Diagram Analysis
  • 7 5 Whys Tool
  • 8 Control Charts
  • 9 Lead Time and Cycle Time
  • 10 Escaped Defects
  • 11 Work In Progress
  • 12 Work In Progress (contd.)
  • 13 Cumulative Flow Diagrams
  • 14 Cumulative Flow Diagrams (contd.)
  • 15 CFD-Little’s Law
  • 16 Work In Progress-Detailed
  • 17 CFD with Bottleneck
  • 18 Agile Problem-Solving
  • 19 Agile Problem-Solving-Best Practices
  • 20 Quiz
  • 21 Summary
  • 22 Conclusion
  • 1 Problem Detection and Resolution
  • 2 Objectives
  • 3 Metric and Measure
  • 4 Benefits of Metrics
  • 5 Types of Metrics
  • 6 Baseline Metrics
  • 7 Actual Metrics or Actuals
  • 8 Best Practices
  • 9 Burn Charts
  • 10 Variance Analysis
  • 11 Trend Analysis
  • 12 Variance and Trend Analysis
  • 13 Risk Management in Agile
  • 14 Risk Management Lifecycle
  • 15 Step 1-Risk Identification
  • 16 Risk Identification Opportunities
  • 17 Step 2-Risk Assessment
  • 18 Risk Assessment-Risk Census
  • 19 Step 2-Risk Assessment
  • 20 Step 3-Risk Response Strategies
  • 21 Step 4-Risk Review
  • 22 Risk Log
  • 23 Risk Burndown Chart
  • 24 Risk Profile Graphs
  • 25 Progressive Risk Reduction
  • 26 Spike
  • 27 Agile Failure Modes
  • 28 Agile Coach Failure Modes
  • 29 Quiz
  • 30 Summary
  • 31 Conclusion
  • 1 Continuous Improvement 1
  • 2 Objectives
  • 3 Kaizen - Introduction
  • 4 Kaizen - Introduction (contd.)
  • 5 Kaizen - Key Aspects
  • 6 Retrospectives
  • 7 Retrospectives-Agenda
  • 8 Importance of Retrospectives
  • 9 Conducting a Retrospective-Factors
  • 10 Conducting a Retrospective - Steps
  • 11 Techniques to Conduct Retrospectives
  • 12 Brainstorming Techniques
  • 13 Process Analysis Technique
  • 14 Agile Process Tailoring
  • 15 Agile Process Tailoring - ShuHaRi
  • 16 Quality in Agile
  • 17 Project and Quality Standards for Agile Projects
  • 18 Quality in Agile - Best Practices
  • 19 Quality Best Practices - Frequent Verification and Validation
  • 20 Quality Best Practices - Frequent Verification and Validation (contd.)
  • 21 Quality Best Practices - Exploratory Testing
  • 22 Quality Best Practices - Exploratory Testing (contd.)
  • 23 Quality Best Practices - Usability Testing
  • 24 Quality Best Practices - Test - Driven Development
  • 25 Quality Best Practices - Test - Driven Development (contd.)
  • 26 Test - Driven Development - Advantages
  • 27 Quality Best Practices - Acceptance Test - Driven Development
  • 28 Acceptance Test - Driven Development Cycle
  • 29 Effectiveness of TDD - Experiment 1
  • 30 Quality Best Practices - Continuous Integration
  • 31 Best Practices of Continuous Integration
  • 32 Quality Best Practices - Definition of Done
  • 33 Checklist for Story Completion
  • 34 Quiz
  • 35 Summary
  • 36 Conclusion
  • 1 Continuous Improvement
  • 2 Objectives
  • 3 Value Stream Mapping
  • 4 Value Stream Mapping - Stages
  • 5 Value Stream Mapping-Steps
  • 6 Value Stream Mapping - Example
  • 7 Value Stream Mapping Example - Solution
  • 8 Value Stream Mapping Example - Outcome
  • 9 Seven Forms of Waste
  • 10 Agile Flowcharts
  • 11 Flowchart Symbols
  • 12 Flowchart Sample
  • 13 Agile Spaghetti Diagrams
  • 14 Spaghetti Diagrams - Steps
  • 15 Benefits of Spaghetti Diagram
  • 16 Self - Assessment
  • 17 Organizational Self - Assessment
  • 18 Written Communication in Agile
  • 19 Facilitated Workshops
  • 20 Workshop Facilitator
  • 21 Principles of System Thinking
  • 22 Principles of System Thinking (contd.)
  • 23 Quiz
  • 24 Summary
  • 25 Conclusion
  • The Next Step
  • Final Words
  • 1 The Strategic Approach x264
  • 2 The Strategic Approach
  • 3 Question Strategies
  • 4 Pairwise Connections
  • 5 Memorization Chart
  • 6 Leveraging Practice Exams x264
  • 7 How to Use your Tutorial Time
  • 8 Exam Strategies
  • 9 Exam Application Process