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www.falcontraining.com
Session 2
PMI-ACP® EXAMPREP COURSE
www.falcontraining.com
STAKEHOLDER ENGAGEMENT
CHAPTER 317% = ~20 Questions
Overview
Difficulty Memorisation Exam Importance
Low
Medium
High
Introduction
4
▪ Who is a stakeholder for a project?
▪ A stakeholder can be any individual or even a group
▪ Anyone who will be impacted by or has an impact on the
project – PMBOK Guide
▪ Anyone who has an interest in the project
Agile Education
If your stakeholders are new to Agile, they may need a
Agile101 course!
5
Importance of stakeholders
6
▪ Why are stakeholders important?
▪ Getting the right stakeholders on-board for the right
information
▪ Involvement levels of different stakeholder
▪ Frequent discussions of what “done” looks like
▪ Showing progress and capabilities
▪ Allows to discuss trade-offs and early feedback of true rate
of project.
Sharing the Vision
▪ Agile Charter
▪ Wireframes
▪ Personas
▪ User stories/backlogs
▪ Story maps
7
Agile Charter
8
Goal of the Project Charter
Traditional Charters vs Agile Charters
Definition of Done
Defining when work will be considered complete
A way to align expectations across the team
Essential to be done before beginning work on the
story
Can be applied to;
– User Stories
– Releases
– The Project
9
Agile Modelling
10
▪ Quick and easy techniques designed produce and
share knowledge
▪ Usually the value is in producing the model (and
associated conversations), not the end result.
▪ Examples include;
▪ Use Case Diagrams
▪ Process flow maps
▪ Screen designs - Wireframes
Wireframes
11
Movie
Description
Book
Personas
12
▪ Typical description of a user or group of users
▪ Generate focus for the team
▪ Specific and relevant
▪ Generate empathy for the users
▪ Sample Persona on Page 160.
User Stories/Backlogs
13
▪ Business functionality – summarised and meaningful.
“As a <Role>,
I want to <Functionality>,
so that <Business Benefit>.”
Effective User Stories
Independent
Negotiable
Valuable
Estimable
Small
Testable
14
Incorporating Stakeholder Values
15
▪ Ensuring Project priorities are in alignment with
Stakeholder priorities.
▪ Making sure that we do not plan and initiate work that
the stakeholders do not support.
▪ Engage business representative in the prioritization of
the backlog.
▪ Invite stakeholders to retrospective and planning
meetings.
Stakeholder Management
16
▪ Executives and Project Sponsors
▪ Managers
▪ Project Team
▪ The User Community
▪ Supporting Groups
Vendor Management
17
▪ Vendors may or may not need to practice agile
▪ Traditional vendor contracts can be problamatic
▪ Value-Driven Delivery
▪ “Pay as you go” instead of big orders
Communication
18
▪ Communications failure can often lead to project
failure.
▪ Knowledge projects are not tangible
▪ Communication is very important to bring
stakeholders on the same page.
Communications Management
19
▪ Face-to-face (F2F) communications preferred
0 20 40 60 80 100 120
Paper
Voicemail
Phone call
Video call
Face-to-Face
Effectiveness
A Model for Communication
Encode
Decode
Sender
Message
Medium
Feedback - Message
Noise
Noise
Decode
Encode
Receiver
20
Terms to Know
Active Listening: taking active steps to ensure the
message was understood. Provides feedback to
indicate whether or not the message has been
understood
Effective Listening: similar to active listening, also
includes monitoring non-verbal and physical
communication
21
Terms to Know
Non-verbal: body language, posture, etc. Most
communication is non-verbal
Paralingual: vocal but not verbal, includes tone of voice,
pitch and volume – how the words are said rather than
what words are said
22
Information Radiators
23
▪ Highly visible display of information
▪ Task boards
▪ Burn down/up charts
▪ Defect metrics
▪ Story maps
▪ Opposite to the term ‘Information Refrigerator”
▪ Nobody knows what the current state is!
Knowledge Sharing is King!
Agile projects promote and encourage sharing
information
Forces team collaboration
Increases problem solving, commitment, and
ownership
24
Brainstorming
Idea generating – the more the merrier!
Methods
– Quiet Writing
– Round-Robin
– Free-for-all
Once gathered – prioritise!
25
Collaboration Games
A workshop designed for the team to better understand a complex
issue or problem.
Also known as ‘Innovation Games’
Examples;
– Remember the Future
– Prune the Product Tree
– Speedboat / Sailboat
26
Emotional Intelligence
Our ability to assess and influence the emotions of
ourselves and those around us
Always looking to improve on knowledge worker teams
2 components;
– Recognise first, Regulate second
– Look at ourselves first, Others second
PMI-ACP® Exam Prep page 179
27
Meeting Facilitation
Tips for effective meetings;
– Clear goal
– Set ground-rules
– Effective time management
– Appropriate facilitation
– Document outcomes
28
Conflict Management
At least one exam question requires you to know these:
1. Problem Solving/Collaborate
2. Compromise/Reconcile
3. Force/Direct
4. Smoothing/Accommodate
5. Withdrawal/Avoiding
29
Problem Solving/Collaboration
Solve the actual problem
Incorporating multiple viewpoints if necessary
Best method according to the PMBOK® Guide
Confront the PROBLEM, not the PERSON
30
Compromise/Reconcile
Getting participants to search for solutions
Can be win-win
Can also be lose-lose
31
Force/Direct
Pushing one viewpoint on others
Worst method according to the PMBOK® Guide
Doesn’t help underlying problems; reduces team morale
32
Smooth/Accommodate
Minimises problem to ease tensions and reduce conflict
Doesn’t solve problems
33
Withdrawal/Avoid
Avoids problem altogether
Not effective
34
Escalation of ConflictLevel Name Description Response
Level 1 Problem to Solve
Differing opinions exist –without being emotional or personal
Let the team handle in the first instance.Focus on the facts to try and bring collaboration
Level 2 Disagreement The disagreementbecomes more direct.People are focused on protecting themselves.
Let the team handle in the first instance.Provide the empowerment required for the team members to resolve themselves.
Level 3 Contest The aim is shifted to wining the argument. Finger pointing occurs
Let the team handle in the first instance.Look for ways to compromise efforts, but not team values.
Level 4 Crusade Winning no longer meets the needs to those involved. People start to be objectified.
Communication has largely broken down. Focus on de-escalating issues with a neutral third party
Level 5 World War! Destroy! Parties must be separated. There is no hope for resolution
35
Participatory Decision Models
Simple Voting
Thumbs Up/Down/Sideways
Fist-of-Five Voting
Highsmith’s Decision Spectrum
36
Favour Ok Hmm Veto
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BOOSTING TEAM PERFORMANCE
CHAPTER 416% = ~19 Questions
Overview
Difficulty Memorisation Exam Importance
Low
Medium
High
Introduction
39
▪ Getting the most out of the Agile Team
▪ Has a direct reflection on the value being created
▪ Leadership, coaching, collaboration and performance
tracking
Team Roles
Development Team
Product Owner/Customer
ScrumMaster/Coach/Team Leader/Project Manager
Project Sponsor
Exercise on Page 201
40
Agile Teams…
41
▪ Are small – 12 or fewer members
▪ Have complementary skills and are cross functional
▪ Focusing on everyone becoming generalised specialists!
▪ Work towards a common goal
▪ Are empowered to do what needs to be done
▪ Are responsible for the work and the outcome of the
project
Models of Team Development
Cockburn’s Shu-Ha-Ri model
Dreyfus’ model of Skill Acquisition
Tuckman’s model of team development
42
Cockburn’s Shu-Ha-Ri model
Japanese terms
1. Shu: “to keep, protect, or maintain”
2. Ha: “to detach or break free”
3. Ri: “to go beyond or transcend”
When mastering a new skill, progress through the
following 3 stages;
1. Follow the rules like a recipe book
2. Work without need to refer to instructions – as they are now second
nature
3. Now you have a thorough understanding of why the rules exist, you
can now apply knowledge and build on them or create new rules.
43
Dreyfus’ model of Skill Acquisition
New skills are learned over 5 stages;
44
Novice
Advanced Beginner
Competent
ProficientExpert
Tuckman 5 stage model of team
development
45
Time
Performance
Performing
Norming
Storming
Forming
Adjourning
Blanchard and Hersey
Situational Leadership Styles
What is your natural style of leadership?
– Directing
– Coaching
– Supporting
– Delegating
46
Blanchard and Hersey
Situational Leadership Styles
Leadership
Style
Project Timeline
Autocratic
Participative
Early
Phases
Late
Phases
Directing Leader
Coaching Leader
Supporting Leader
Delegating Leader
47
Team Motivation
48
▪ Each team member will have varying personal
motivations;
▪ Understand what works for them individually. This will
help motivate the team as a whole.
▪ Ensure you factor in time and costs for team
celebrations!
▪ Money
▪ Achievement/Growth
▪ Power/Respect/Responsibility
▪ Job-for-life
▪ Affiliation
Training v Coaching v Mentoring
49
What is the difference?....
Training v Coaching v Mentoring
Training Coaching Mentoring
• Teaching a concept or skill
• Planned and delivered by the Teacher
• Student is a participant rather than holding a contributing role
• Improves the Coachee’s performance
• Often hands on and structured
• Usually ongoing over a period of time
• Focused more on the relationship rather than the transfer of knowledge
• Planned by the Mentee.
• Format is entirely dependant on the relationship
Teaching someone how to use a new software application.
Coaching an Agile Team to understand and tune Scrum Practices.
Personal development of a new Project Manager who is wanting to discuss their work with an experienced professional.
50
Collaborative Team Environments
51
▪ Co-located teams win – hands down!
▪ If this is not possible, the manager should focus on
making the barriers of communication as minimal as
possible
▪ Know the difference between
Physical Co-location and Virtual Co-location
Physical Co-location
Team Space – aka ‘War Room’
Team members are within 10 metres of each other
Information Radiators decorate the walls
Whiteboards and post-it notes are common place
May need access to quiet rooms;
– ‘Caves and Commons’
52
Key Term: Tacit Knowledge
Tacit Knowledge refers to the unwritten information,
that is usually difficult to transfer to others.
Team members pick this up by working tightly with
their pairs and coaches
Eg;
– Leadership skills
– Emotional Intelligence
– Attitudes
53
Key Term: Osmotic Communication
Background information or conversations that occur –
that may be of value
People can tune in or out depending on the topic and
the relevance to them
Information is shared with little disturbance of the team
The closer your are, the higher the osmosis!
54
Virtual Co-location
55
▪ Also known as Distributed Teams
▪ Increasingly becoming the norm
▪ Requires the use to technology to minimise
communication barriers.
▪ Hold a face-to-face kickoff meeting together followed
by 2 iterations, before returning to separate offices
Communication Technologies
Video conferencing
Phone calls/conferencing
Interactive Task boards
– Physical or virtual or both!
Instant Messaging
Presence
Project Management
software
Digital Cameras
Wiki sites
56
Tracking Team Performance
57
▪ Used to understand how the team is tracking
compared to the plan
▪ Methods include;
▪ Burndown Charts
▪ Burnup Charts
▪ Velocity
Burndown Charts
0
50
100
150
200
250
300
Iteration1
Iteration2
Iteration3
Iteration4
Iteration5
Iteration6
Iteration7
Iteration8
Iteration9
Iteration10
Iteration11
Iteration12
Ideal Progress Actual Progress
58
Burnup Charts
59
0
100
200
300
400
500
600
700
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Completed Total
Cumulative Flow Diagrams
60
0
100
200
300
400
500
600
700
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Completed In Progress Total
Velocity
A measure of the team’s capacity per iteration
61
0
10
20
30
40
50
60
70
Iteration 1
Iteration 2
Iteration 3
Iteration 4
Iteration 5
Iteration 6
Iteration 7
Iteration 8
Iteration 9
Iteration 10
Iteration 11
Projected Actual
Practice Questions…
PMI-ACP® Exam Prep pages 235
62
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ADAPTIVE PLANNING
CHAPTER 512% = ~14 Questions
Overview
Difficulty Memorisation Exam Importance
Low
Medium
High
Introduction
65
▪ Traditional vs Agile planning approaches
▪ Plan when it is right to plan – not too early!
▪ Agile estimation techniques
▪ Accounting for Risk in our plans.
Adaptive Planning
66
▪ Plan to re-plan
▪ Early plans are relatively inaccurate – our knowledge
improves with time.
▪ Reflects the concept of Progressive elaboration
Traditional Project Planning
Process Groups Interact in a Traditional Project
Level of
Process
Interaction
Time
Start Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring and
Controlling
Process Group
Closing
Process
Group
67
Agile Project Planning
Process Groups Interact in an Agile Project
Level of
Process
Interaction
Time
Start Finish
Initiating
Planning
Executing
Monitoring and
Controlling
Closing
68
Value Based Analysis
69
Comparing the value of work items in order to make an
appropriate decision on their priority
Must take into account;
– Business Benefit ($)
AND….
– Cost/effort to build ($ or story point)
– Dependency on other activities
– One off or repetitive value?
Timeboxing
70
▪ Short, fixed duration to complete a defined set of
activities – E.g;
▪ Sprint.= 2-4 weeks
▪ Stand-up = 15 minutes
▪ Retro = 2 hours
▪ Agile projects themselves are usually timeboxed
Estimation
71
▪ Estimating Knowledge Worker projects is difficult.
▪ Complexities and unknowns meant that estimates are
seldom accurate.
▪ Exam tips for Project-Level estimating:
▪ Provide a range rather than an exact figure
▪ Know that early estimates hold the greatest range of
inaccuracy. They improve over time.
▪ Estimate in Ideal time or Real time – not both!
Estimation
72
Standard practice or perhaps common sense?
Size Estimate Plan
EPICs v User Stories v Tasks
EPIC
User Story
Task 1
Task 2
Task 3
Task 4
User Story
Task 1
Task 2
EPIC
User Story
Task 1
User Story
Task 1
Task 2
73
User Stories
Make up the product backlog
Created by the entire team, not just the Product Owner
“As a <role>, I want <functionality, so that <benefit>”
or
“Given, When, Then”
3 C’s – Card, Conversation, Confirmation
I N V E S T
74
Product Backlog
A list of all outstanding user stories on the project.
Reflects the overall ‘ideal’ scope of the project
Owned by the Product Owner
Sorted by priority
Is added to and removed from over the course of the
project. Existing stories may also be further broken
down as well.
75
Relative Sizing / Story Points
76
▪ Relative estimates are perfect for User Stories
▪ Quick and easy
▪ Allowing the team to spend their time building rather than
estimating!
▪ Fibonacci Sequence (loosely)
▪ 0, ½ , 1, 2, 3, 5, 8, 13, 20, 40, 100, 200, ?
Affinity Estimating
0 ½ 1 2 3 5 8 13 20 40 100
77
X-Small Small Medium Large X-Large XX-Large
Contact Us Page
Web Gallery Home Page Client Login Area
Shopping Cart
Interactive Designer
T-Shirt Sizing
78
X-Small Small Medium Large X-Large XX-Large
Contact Us Page
Web Gallery Home Page Client Login Area
Shopping Cart
Interactive Designer
T-Shirt Sizing
79
Story Maps
80
▪ Indication of customer’s prioritization of value.
▪ Allows everyone to see what release will include what
User Stories
▪ Comparable to a traditional project’s Gantt chart
- but easier to comprehend!
Product Roadmap
81
A visual representation of the product’s main
components and releases – grouped logically.
Story Maps (Jeff Patton – See Page 285)
- The Backbone
- The Walking Skeleton
- Less More Optional
82
Delphi
83
▪ Delphi vs Wideband Delphi
Planning Poker
Uses the concept of Wideband Delphi – but quicker
and cheaper!
Uses planning poker cards loosely based on the
Fibonacci sequence
84
Iteration and Release Planning
85
▪ Iterations
▪ Short
▪ Timeboxed
▪ 1 to 4 weeks
Project
Release 1
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7
Release 2
Iteration 8 Iteration 9Iteration
10
▪ Release
▪ Deploying the value
achieved from multiple
iterations
Iteration Zero
Optional iteration at the start of the project
‘Putting down the foundation’ for your project
– Ensure the Product Backlog has been qualified
– Design high-level system architecture
– Set up the development environment
– Unit the team
May not produce any deliverables
86
Spikes
87
▪ A short-term activity designed to quickly determine the
answer to a question.
▪ Usually used to validate a concept or approach, and
is in the form of a Proof of Concept.
▪ Known as ‘Architectural Spikes’ and ‘Risk-Based
Spikes’
Project/High Level Planning
88
▪ Identify and roughly size the product features and
known user stories.
▪ Use ‘coarse-grained’ estimates
▪ Affinity, T-Shirt sizing, Story Maps, Product Roadmap etc
▪ Includes;
▪ Product Owner
▪ Sponsor
▪ Key development team members and stakeholders
Release Planning
Determine the focus of the next release;
– Define the release goal
– Allocate and prioritise the stories (MoSCoW)
and by iteration if possible
– Set dates
Held before the start of a release.
Involves everyone – to encourage buy-in
89
Iteration Planning
Determine the focus of the next iteration;
– Define the iteration goal
– Involves detailed planning
Scheduled at the start of each Iteration
Involves the Delivery team, Product Owner, and
possibly some key stakeholders
90
Iteration Planning
Part One:
– Product Owner discusses with the team the work they would
like achieved, and their acceptance criteria
– Product Owner has the final say on priority
– Delivery Team has the final say on the number of stories to
take on
Part Two:
– The Delivery Team breaks the work down into ‘Tasks’
– Assign tasks to team members and estimate in real time (hrs)
91
Question
Project Maximus is being estimated in ideal days;
– Assuming 8hrs/day, 5days/week
There are 8 people in the delivery team
They are working on the project 20hrs/week.
How many ideal days’ worth of work can they commit
to deliver in their next 15 day iteration?
92
Daily Stand-Ups
The team re-groups once per day.
Same time, same place.
Ideally 15 minutes max.
3 key questions;
– What have you worked on since the last meeting?
– What do you plan to finish today?
– Are there any impediments to your progress?
93
Practice Questions…
PMI-ACP® Exam Prep pages 313
94
Practice Exam
This mock exam covers everything we have gone over
today
You have 50 questions
Mark each one as A, B, C, or D
You have 45 minutes to answer as many as possible –
in the exam you would have 1 hour
GOOD LUCK!
95
Next Session
We will look at;
– Problem Detection & Resolution
– Continuous Improvement
Please write your own PMI-ACP® style questions
96
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