PMI-ACP® Certification Training
- By Eduficent
- 28 Hours
- 2759 Ratings
As a PMI-ACP® (Agile Certified Practitioner), you will gain confidence in your ability to work with a wide range of agile methodologies. PMI’s Agile certified professional (ACP) program has recently been revised to include the Agile Practice Guide in the PMI-ACP exam.
PMI-ACP® Course Key Features
- 28 contact hours/PDUs
- 3 days Intensive Training Program
- 3 simulation test papers (200 questions each)
- Accredited & Approved PMI-ACP Study Material
- PMI-ACP Study Guide - PMBOK® 7th Edition
Eligibility
- 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
Core Syllabus
- Course Introduction
- Eligibility Requirements
- Certification Fees and Renewal
- About Our Exam
- 1.01 Agile Principles and Mindset - Part One
- 1.02 Introduction to Agile
- 1.03 Agile Engineering Practices
- 1.04 The Agile Manifesto
- 1.05 Agile Manifesto Explained
- 1.06 Principles of Agile Manifesto
- 1.07 Applying the Principles of Agile Manifesto
- 1.08 Agile Core Principles and Practices
- 1.09 Benefits of Agile
- 1.10 Project Life Cycle Characteristics
- 1.11 Key Takeaways
- Knowledge Check
- 2.01 Agile Principles and Mindset - Part Two
- 2.02 Agile Methodologies
- 2.03 Agile Mindset
- 2.04 Where to Apply Agile
- 2.05 Meaning of Scrum
- 2.06 Features of Scrum
- 2.07 Three Pillars of Scrum
- 2.08 Scrum Roles
- 2.09 Key Terms of Scrum
- 2.10 Scrum Meetings
- 2.11 Scrum: An Empirical Process
- 2.12 Extreme Programming
- 2.13 Extreme Programming Practices - Part A
- 2.14 Extreme Programming Practices - Part B
- 2.15 Roles in Extreme Programming
- 2.16 Process Diagram of XP
- 2.17 Crystal Method
- 2.18 Properties of Crystal Method
- 2.19 Key Categories of Crystal Method - Part A
- 2.20 Key Categories of Crystal Method - Part B
- 2.21 Dynamic Systems Development Method (DSDM)
- 2.22 Basic Principles of Atern
- 2.23 Planning Philosophy in DSDM
- 2.24 DSDM Techniques
- 2.25 DSDM Phases
- 2.26 Feature-Driven Development
- 2.27 Agile Project Management
- 2.28 Key Takeaways
- Knowledge Check
- 3.01 Value-Driven Delivery - Part One
- 3.02 Quantifying Customer Value
- 3.03 Time Value of Money
- 3.04 Time Value of Money: Example
- 3.05 The Financial Feasibility of Projects
- 3.06 Return on Investment ROI
- 3.07 Net Present Value (NPV)
- 3.08 Net Present Value (NPV): Example
- 3.09 Internal Rate of Return (IRR)
- 3.10 Payback Period
- 3.11 Payback Period: Example
- 3.12 Prioritization of Functional Requirements
- 3.13 MoSCoW
- 3.14 Kano Model
- 3.15 Relative Weighting
- 3.16 Prioritization of Non-Functional Requirements
- 3.17 Risk Management in Agile
- 3.18 Key Takeaways Knowledge Check
- 4.01 Value-Driven Delivery - Part Two
- 4.02 Minimal Viable Product
- 4.03 Project Planning Using MVP
- 4.04 Agile Compliance
- 4.05 Key Drivers of Agile Compliance
- 4.06 Incremental Delivery
- 4.07 Review and Feedback
- 4.08 Earned Value Management
- 4.09 Earned Value Metrics
- 4.10 Earned Value Metrics: Example
- 4.11 Agile Contracts: Components
- 4.12 Agile Contracting Methods
- 4.13 Fixed-Price or Fixed-Scope Contract
- 4.14 Time and Materials (T and M) Contract
- 4.15 T and M with Fixed Scope and Cost Ceiling
- 4.16 T and M with Variable Scope and Cost Ceiling
- 4.17 Bonus or Penalty Clauses
- 4.18 Rolling Agile Contracts
- 4.19 Terms Used in Agile Contracts
- 4.20 Key Takeaways
- Knowledge Check
- 5.01 Stakeholder Engagement - Part One
- 5.02 Stakeholder Management
- 5.03 Project Charter
- 5.04 Understanding Stakeholder Needs
- 5.05 Agile Wireframes
- 5.06 User Story
- 5.07 Story Card Information
- 5.08 Agile Personas
- 5.09 Theme and Epic
- 5.10 Agile Story Maps
- 5.11 Community and Stakeholder Values
- 5.12 Key Takeaways
- Knowledge Check
- 6.01 Stakeholder Engagement - Part Two
- 6.02 Community Management
- 6.03 Communication and Knowledge Sharing
- 6.04 Social Media Communication
- 6.05 Information Radiators
- 6.06 Burnup and Burndown Charts
- 6.07 Kanban or Task Board
- 6.08 Impediment Logs
- 6.09 Characteristics of Information Radiators
- 6.10 Agile Modeling
- 6.11 Active Listening
- 6.12 Key Elements of Active Listening
- 6.13 Globalization Diversity and Cultural Sensitivity
- 6.14 Cultural Diversity Issues: Recommendations
- 6.15 Agile Facilitation Methods
- 6.16 Agile Negotiation and Conflict Management
- 6.17 Five Levels of Conflict
- 6.18 Key Takeaways
- Knowledge Check
- 7.01 Team Performance - Part One
- 7.02 Features and Composition of Agile Teams
- 7.03 Stages of Agile Team Formation
- 7.04 High Performance Teams
- 7.05 Generalizing Specialist
- 7.06 Team Responsibility
- 7.07 Self-Organization
- 7.08 Key Takeaways
- Knowledge Check
- 8.01 Team Performance - Part Two
- 8.02 Agile Leadership
- 8.03 Best Practices of Agile Leadership
- 8.04 Management vs Leadership
- 8.05 Servant Leadership
- 8.06 Coaching and Mentoring
- 8.07 Agile Coaching
- 8.08 Agile Emotional Intelligence
- 8.09 Team Motivation
- 8.10 Maslow’s Theory
- 8.11 Frederick Herzberg's Theory
- 8.12 McClelland's Theory
- 8.13 Boehm's Theory
- 8.14 Team Space
- 8.15 Co-Located Teams
- 8.16 Distributed Teams
- 8.17 Co-Located vs. Distributed Teams
- 8.18 Osmotic Communication
- 8.19 Team Collaboration and Coordination
- 8.20 Collaboration Technology
- 8.21 Communication Gap-Example One
- 8.22 Communication Gap-Example Two
- 8.23 Brainstorming Sessions
- 8.24 Team Velocity
- 8.25 Velocity-Example One
- 8.26 Velocity-Example Two
- 8.27 Sample Velocity Chart
- 8.28 Agile Tools
- 8.29 Key Takeaways
- Knowledge Check
- 9.01 Adaptive Planning - Part One
- 9.02 Planning Philosophy
- 9.03 Aligning Agile Projects
- 9.04 Rolling Wave Planning
- 9.05 Timeboxing
- 9.06 Best Practices of Timeboxing
- 9.07 Advantages of Timeboxing
- 9.08 Agile Estimation
- 9.09 Story Points
- 9.10 Assigning Story Points
- 9.11 Story Points Estimation
- 9.12 Story Points Estimation Scale: Example
- 9.13 Value Points
- 9.14 Ideal Days
- 9.15 Story Points vs. Ideal Days
- 9.16 Wideband Delphi Technique
- 9.17 Planning Poker
- 9.18 Planning Poker: Example
- 9.19 Affinity Estimation
- 9.20 Key Takeaways
- Knowledge Check
- 10.1 Adaptive Planning - Part Two
- 10.2 Project Size Estimation
- 10.3 Release Plan
- 10.4 Release Plan: Example
- 10.5 Iteration Plan
- 10.6 Types of Iteration Planning
- 10.7 Iteration Lifecycle: Example
- 10.8 Release Plan vs. Iteration Plan
- 10.9 Agile Product Roadmap
- 10.10 Backlog Refinement - Part Two
- 10.11 Value-Based Analysis and Decomposition
- 10.12 Agile Cone of Uncertainty
- 10.13 Velocity Variations
- 10.14 Sprint Reviews
- 10.15 Sprint Retrospectives
- 10.16 Mid-Course Corrections
- 10.17 Key Takeaways
- Knowledge Check
- 11.1 Problem Detection and Resolution - Part One
- 11.2 Agile Problem Detection
- 11.3 Problem Detection Techniques
- 11.4 Fishbone Diagram
- 11.5 Five Whys Technique
- 11.6 Control Charts
- 11.7 Lead Time and Cycle Time
- 11.8 Kanban
- 11.9 Kanban Process
- 11.10 Example of Kanban Board
- 11.11 Work In Progress
- 11.12 Managing Constraints
- 11.13 Little’s Law
- 11.14 Escaped Defects
- 11.15 Agile Problem Solving
- 11.16 Key Takeaways
- Knowledge Check
- 12.1 Adaptive Planning
- 12.2 Metrics and Measures
- 12.3 Benefits of Metrics
- 12.4 Examples of Metrics
- 12.5 Baseline Metrics
- 12.6 Variance and Trend Analysis
- 12.7 Risk Management Life Cycle
- 12.8 Step One-Risk Identification
- 12.9 Step Two-Risk Assessment
- 12.10 Step Three-Risk Response Strategies
- 12.11 Step Four-Risk Review
- 12.12 Risk Log
- 12.13 Risk Burndown Chart
- 12.14 Risk Profile Graph
- 12.15 Spike
- 12.16 Agile Failure Modes
- 12.17 Agile Coach Failure Modes
- 12.18 Troubleshooting Guidelines
- 12.19 Key Takeaways
- Knowledge Check
- 13.1 Continuous Improvement - Part One
- 13.2 Kaizen
- 13.3 Kaizen in Agile
- 13.4 Lean
- 13.5.Defining Waste Manufacturing and Software Development
- 13.6 A Five Step Process to Becoming Lean
- 13.7 Value Stream Mapping
- 13.8 Agile Retrospectives
- 13.9 Cargo Smells
- 13.10 Conducting a Retrospective
- 13.11 Brainstorming Techniques
- 13.12 Process Analysis Techniques
- 13.13 Agile Process Tailoring
- 13.14 Project Factors That Influence Tailoring
- 13.15 Key Takeaways
- Knowledge Check
- 14.1 Continuous Improvement - Part Two
- 14.2 Quality in Agile
- 14.3 Best Practices for Quality in Agile
- 14.4 Best Practice One-Verification and Validation
- 14.5 Best Practice Two-Exploratory Testing
- 14.6 Best Practice Three-Usability Testing
- 14.7 Best Practice Four-Test-Driven Development
- 14.8 Test-Driven Development Advantages
- 14.9 Acceptance Test-Driven Development Cycle (ATDD)
- 14.10 Best Practice Five: Continuous Integration
- 14.11 Best Practice Six: Definition of Done
- 14.12 Testing Pyramid and Quadrant
- 14.13 Checklist for Story Completion
- 14.14 Agile Flowchart
- 14.15 Agile Spaghetti Diagram
- 14.16 Organizational Self Assessment
- 14.17 Key Takeaways
- Knowledge Check
Training Schedules
Online Live Virtual Class
Physical Classroom
FAQ
PMP® stands for Project Management Professional® Certification. This is an exam offered by PMI® (Project Management Institute, USA) for practicing Project Managers. The PMP® Exam is a globally recognized Exam that is well respected in the industry. A Certificate is issued on passing this worldwide recognized designation. There are currently about 300,000 certified PMP®s globally. Through 2020, 1.57 million new Project Management jobs will be created annually around the world, according to PMI’s Project Management Talent Gap Report.
The Project Management Institute was founded in 1969. The goal of the PMI® is continual growth and development of the Project Management discipline. PMI® initiated and implemented the PMP® exam in 1984. PMI® offers four types of services/products. These are; Project Management Professional®, Project Management Research and Standards, Project Management Professional® Development Programs, and Project Management Publications.
PMI® now offers 5 different Exams related to the discipline of Project Management. These are:
- PgMP®: Program Management Professional
- PMP®: Project Management Professional®
- CAPM®: Certified Associate Project Manager
- PMI® -SP®: PMI® Scheduling Professional
- PMI® -RMP®: PMI® Risk Management Professional
- PMI® Agile Certified Practitioner (PMI-ACP)®
Among these, PMP® Certification is the most popular. This site focuses on PMP® Certification. PMI® provides a handbook for each of the above exams.
The certificate requires that you have at least 4,500 hours of experience in Project Management. Also, the candidate should have attended at least 35 Contact Hours of classroom training on Project Management. PMI® explains the eligibility criteria in detail in the PMP® certification handbook on the website PMI.org.
1. Attend the 35 Contact Hours Project Management Training Program.
2. We provide you with an Attendance Certificate which certifies that you have completed 35 Contact Hours of Training – This is one of the prerequisites for the PMP® Exam.
3. (Optional) Apply for your PMI® Membership online through the PMI® website – The Fee Total is $139.00 (Payments accepted through Credit Card).
4. Apply for the PMP® Exam Online through PMI® Website. Complete offline support is provided by us.
5. PMI® will send you an approval email confirming that your application has been approved (please note that it may still go through an audit process). You have a one year window, from the date of approval, to appear for the PMP® Exam. When you are ready to take the exam, return to the PMI® Website, log in with the ID and password provided to you and simply make your online payment.
6. Next is to locate a PROMETRIC CENTER near you. You can go to www.2test.com and find the nearest PROMETRIC CENTER to you. Register which day you would like to appear for the exam, along with the 4-hour time slot.
7. Finally, on Exam day, go to the PROMETRIC CENTER AND TAKE THE EXAM – RESULTS ARE GIVEN IMMEDIATELY AFTER THE EXAM. There are 200 questions out of which 25 are Pre-test Questions. Scoring will be done on only 175 questions. Questions are multiple-choice and there is no negative marking. Good Luck!
The PMP® exam is a computer-based exam conducted in Prometric Centers. The exam has 200 multiple-choice questions. Each question has exactly one correct answer. You will get 4 hours to answer questions. Most people find 4 hours to be more than sufficient time for the exam. Out of these 200 questions, 25 questions are pre-test questions. These are randomly placed throughout the exam and are used for research purposes. These questions are not evaluated while computing exam results. You will only be evaluated on the basis of 175 questions.
To pass the PMP® examination, you must answer a minimum of 106 of the 175 scored questions correctly. After you finish and submit the exam, in the Prometric Center you will immediately receive the overall mark-sheet for the exam.
No, there is no negative marking/grading. Unanswered questions are treated as wrong questions. The Exam is preceded by a 15-minute computer tutorial on the format of the exam.
After passing the exam, you will receive your PMP® certificate by mail within 6-8 weeks. Examination scores are confidential. Our Participants have a 96% pass rate on their first attempt
You can view your PMP® credential status on https://www.pmi.org/certapp/default.aspx. You can also view the certification status of other individuals on https://www.pmi.org/CertApp/Registry.aspx.
The exam costs $405 for PMI® members and $555 for non-members. Since the annual fee for PMI® membership is $139, it makes sense to become a member and then apply for the exam.
The program is mainly based on the PMBOK® Guide – 7th Edition. PMBOK® stands for Project Management Book of Knowledge. When you become a member of PMI®, you receive the PMBOK® Guide – 7th Edition on a CD. PMBOK® is very short and concise. Many people find it difficult to read. The current exam is based on the 7th Edition of PMBOK®. The approach that we suggest is:-
- Read one, or more, of the recommended books.
- Read The PMBOK® Guide – 6th Edition.
- Read the tutorial on preparepm.com.
- Take a few mock/simulation exams.
- Revise sections of the books and PMBOK® Guide – 6th Edition in which you are not scoring well.
When you start scoring above 80% in the mock exams, you are ready to visit a Prometric Center for the exam.
Exam Tips:
Two important tips that we would like to suggest:
- Sleep well the night before the exam. Try to get 7-8 hours of good sleep. Sounds simple but not always observed by candidates.
- After you enter the examination room, spend the first few minutes (5-10 mins) writing down key notes and formulas on a rough sheet of paper, before you actually start the exam. These notes can include Earned Value Management (EVM) and other such formulas, list of processes and their inputs, outputs, and tools and techniques. Later in the exam, these notes can act as a great quick reference guide!
The amount of time it will take you to prepare for the PMP® Certification Exam depends on how much experience you have as a Project Manager, your familiarity with PMI®’s terminology, and which books you use to prepare. Sitting for any exam is stressful, time-consuming, as well as costly, therefore, give yourself enough time to study so that you feel comfortable. We suggest that you should plan to spend a minimum of 4-8 weeks, preparing for a couple of hours every day, before taking the exam.
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