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Exam Number : PMI-ACP
Exam Name : PMI Agile Certified Practitioner
Vendor Name : PMI
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PMI-ACP exam Format | PMI-ACP Course Contents | PMI-ACP Course Outline | PMI-ACP exam Syllabus | PMI-ACP exam Objectives


There are 120 questions for the PMI-ACP exam (20 random questions (called as pre-test) from the 120 questions are not to be counted towards the final score)
All questions are multiple-choice questions with 1 correct answer from 4 choices
The PMI-ACP exam lasts for 3 hours
The PMI-ACP exam is computer-based in most cases (i.e. to be answered on a computer in a selected exam centre)

Domain I. Agile Principles and Mindset 16%
Domain II. Value-driven Delivery 20%
Domain III. Stakeholder Engagement 17%
Domain IV. Team Performance 16%
Domain V. Adaptive Planning 12%
Domain VI. Problem Detection and Resolution 10%
Domain VII. Continuous Improvement (Product, Process, People) 9%

DOMAINS AND TASKS

Domain I. Agile Principles and Mindset (9 tasks)
Explore, embrace, and apply agile principles and mindset within the context of the project team and organization.

Domain II. Value-Driven Delivery (4 sub-domains, 14 tasks)
Deliver valuable results by producing high-value increments for review, early and often, based on stakeholder priorities. Have the stakeholders provide feedback on these increments,and use this feedback to prioritize and Boost future increments.

Domain III. Stakeholder Engagement (3 sub-domains, 9 tasks)
Engage current and future interested parties by building a trusting environment that aligns their needs and expectations and balances their requests with an understanding of the cost/effort involved. Promote participation and collaboration throughout the project life cycle and provide the tools for effective and informed decision making.

Domain IV. Team Performance (3 sub-domains, 9 tasks)
Create an environment of trust, learning, collaboration, and conflict resolution that promotes team self-organization, enhances relationships among team members, and cultivates a culture of high performance.

Domain V. Adaptive Planning (3 sub-domains, 10 tasks)
Produce and maintain an evolving plan, from initiation to closure, based on goals, values, risks, constraints, stakeholder feedback, and review findings.

Domain VI. Problem Detection and Resolution (5 tasks)
Continuously identify problems, impediments, and risks; prioritize and resolve in a timely manner; monitor and communicate the problem resolution status; and implement process improvements to prevent them from occurring again.

Domain VII. Continuous Improvement (Product, Process, People) (6 tasks)
Continuously Boost the quality, effectiveness, and value of the product, the process, and the team.

Agile values and principles
=> Agile frameworks and terminology
=> Agile methods and approaches
=> Assessing and incorporating community and stakeholder values
=> Stakeholder management
=> Communication management
=> Facilitation methods
=> Knowledge sharing/written communication
=> Leadership
=> Building agile teams
=> Team motivation
=> Physical and virtual co-location
=> Global, cultural, and team diversity
=> Training, coaching, and mentoring
=> Developmental mastery models (for example, Tuckman, Dreyfus, Shu Ha Ri)
=> Self-assessment tools and techniques
=> Participatory decision models (for example, convergent, shared collaboration)
=> Principles of systems thinking (for example, complex adaptive, chaos)
=> Problem solving
=> Prioritization
=> Incremental delivery
=> Agile discovery
=> Agile sizing and estimation
=> Value based analysis and decomposition
=> Process analysis
=> Continuous improvement
=> Agile hybrid models
=> Managing with agile KPIs
=> Agile project chartering
=> Agile contracting
=> Agile project accounting principles
=> Regulatory compliance
=> PMI's Code of Ethics and Professional Conduct



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PMI Practitioner exam Questions

Most systems engineers and undertaking managers don’t appear to be insane, however many of them seem to be either ignorant or incompetent. | PMI-ACP Free exam PDF and Dumps

One reason for #programs engineers and #task managers repeating the identical activities and expecting diverse results pointed out by way of Niels Malotaux pointed out in his LinkedIn remark became, “lack of understanding or incompetence” (Malotaux, 2021). basically, this observation isn't new. well-nigh 30 years in the past, Deming brought up that 94% of the issues belong to the system (i.e., had been the responsibility of management) (Deming, 1993). Juran, as quoted by using Harrington brought up that management reasons 80 - 85% of all organizational complications (Harrington, 1995) and Cobb’s Paradox stated, “We understand why initiatives fail, they be aware of how to steer clear of their failure, so why do they nevertheless fail?”  (Voyages, 1996).

So, for almost 30 years even if universities have taught lessons in methods engineering and project management as a part of degrees and continuing education; many inner most trainers have offered equivalent working towards and knowledgeable societies have licensed the competency of their practitioners, initiatives have persisted to fail.

The focus on method in techniques engineering in line with US DoD 5000 Guidebook 4.1.1, which states “The a hit implementation of proven, disciplined system engineering procedures consequences in a complete device answer it truly is -mighty to changing technical, production, and working environments; Adaptive to the needs of the person; and balanced among the varied requirements, design considerations, design constraints, and application budgets”. The focal point is on conforming to the system and never on providing an knowing of the context and the capability to tailor the system as changed into referred to as out in MIL-STD-499 (MIL-STD-499, 1969).

It seems to me that they aren't presenting the students with the capacity they need in the office. As but one example, A 2003 US DoD report on the acquisition of national safety house courses stated that, “inadequate systems engineering within the early design and definition tiers of a mission has historically been the cause of predominant program technical, charge, and schedule problems”. The specifications for techniques engineering, which form the basis for a lot of process-concentrated classes (Mil-STD-499 (and subsequent models A, B and the draft for C) (MIL-STD-499, 1969; MIL-STD-499A,1974; MIL-STD-499B, 1992; MIL-STD-499C,1993) the American country wide specifications Institute (ANSI)/electronic Industries Alliance (EIA)-632 (EIA-632,1994) and the IEEE 1220 (IEEE 1220, 1998) commonplace don't cover the entrance conclusion of “the early design and definition tiers of a assignment”.

while DoD 5000 does call out the ‘evaluation of feasible options’ subset of actions, these activities take place earlier than the DoD 5000.2-R methods engineering procedure starts off (DOD 5000.2-R, 2002).

In my adventure, my tasks succeeded once I did not (blindly) follow the procedure, but focused on creating the system the consumer needed.

as an instance, when I first joined academia and had to create a postgraduate direction on programs engineering, my methods engineering event prompted me to ask for the requirements for the path. i used to be astonished to discover that there weren’t any. youngsters, courses existed and had been being delivered, however I had no reference against which to test the expertise component. I started discovering this condition greater than twenty years in the past, and located most effective two associations had a group of requirements delivering bespoke classes to specific shoppers. The analysis basically produced a group of necessities in keeping with the literature, workplace scenarios and, whereas instructing postgraduate classes in programs and application, the experiential skills i used to be teaching after I heard myself telling college students that “you received’t discover this [knowledge] in the textbooks. engineering and undertaking management. throughout this research, I also noticed that:

  • grasp’s levels in programs engineering gave the impression to have a course on the methods engineering system, one on requirements, one on architectures and one other on testing, and the rest of the courses provided appeared to be what the tutorial staff might teach. however within the final few years a route on model primarily based systems Engineering has been added.
  • textual content books coated a similar set of common and distinct skills.
  • a number of of the programs engineering lecturers I knew in my opinion didn't appear to have in mind what they were instructing and taught the publication.
  • courses in undertaking administration focused on planning and developing the venture and contained very little about a way to definitely control the assignment as soon as it had begun.
  • The educational gadget could be idea of as comprising of a body of potential, a beginning equipment for transferring the body of capabilities to the student, and the final guide programs to be certain the physique of capabilities is latest, the researching experience is maximized and the materials needed to supply the training and training can be found.

    on account that tasks continue to fail, the tutorial gadget has failed which capacity that the physique of capabilities may also no longer be proper (one failure), or there could be whatever incorrect with the delivery mode and the students aren't getting to know what they're being taught (second failure), or both programs have failed.

    more than twenty years of research has identified one of the vital failures in each device and easy methods to mitigate them.

    meanwhile, if you took a course in programs engineering or project administration between 5 and two years ago, pondering returned for your adventure within the workplace seeing that the direction ended, please answer one or greater of those 4 questions.

    1.      What had been the most positive thing(s) you learnt?

    2.      What were the least advantageous aspect(s) you had been taught?

    three.      What do hope the path had taught you?

    four.      What years did the course cover?

    EIA 632, "EIA 632 general: strategies for engineering a gadget", 1994.

    W. E. Deming, the new Economics for industry, executive, education, MIT middle for superior Engineering study, 1993.

    DOD 5000.2-R, mandatory techniques for main defense Acquisition courses (MDAPS) and primary automated assistance system (MAIS) Acquisition courses, US branch of protection, 2002.

    H. J. Harrington, total development administration the next era in efficiency growth, web page 198, McGraw-Hill, 1995.

    IEEE 1220, "commonplace 1220 IEEE regular for software and management of the methods Engineering procedure," 1998.

    N. Malotaux, LinkedIN remark, Dec 10, 2021, https://www.linkedin.com/feed/replace/urn:li:ugcPost:6874807283222761472?commentUrn=urnpercent3Alip.c3Acommentpercent3Ap.c28ugcPostpercent3A6874807283222761472p.c2C6874809823079211008percent29

    MIL-STD-499, Mil-STD-499 methods Engineering management, united states department of protection (USAF), 1969.

    MIL-STD-499A, Mil-STD-499A Engineering management, u.s. branch of defense (USAF), 1974.

    MIL-STD-499B, Mil-STD-499B techniques Engineering, u.s. department of defense, 1992.

    MIL-STD-499C, Draft MIL-STD-499C, techniques Engineering, united states branch of protection, 1993.

    VOYAGES, Unfinished Voyages, A follow as much as the CHAOS record, 1996, http://www.pm2go.com/sample_research/unfinished_voyages_1.asp, closing accessed January 21, 2002.




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