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 !Prepare to Pass with Confidence

PMI-Agile Certified
Practitioner
(PMI-ACP) Certification
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Exam Preparation Course 2025
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Last Update 2025

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www.evolvetrainerhub.com
 Introduce yourself

Please Introduce yourself to the group briefly

Name

Department in which s/he works

Role

Background

An achievement your are proud of 

Have you been to previous Project Management training?

Class Guidelines for Success

ACTIVE PARTICIPATION NO SIDE OPEN MINDSET

Participate actively in CONVERSATIONS Be open-minded to new ideas
discussions No side talks during the and perspectives.
and activities. workshop.

RESPECTFUL LISTENING DEVICE ETIQUETTE ENJOY THE PROCESS

Listen and respect others Silence all electronic devices. Have fun while working
when together.
they speak.

ONE VOICE EMBRACE DISAGREEMENT STAY ON TOPIC

One speaks at a time without Accept disagreements as Keep discussions relevant to
interruptions. part of the process. the session’s objectives to
maximize productivity.
 What are your Expectations from this Course?

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 Objectives of This Course

 Understand the structure, format, and key domains of the PMI-ACP certification exam.
 Gain comprehensive knowledge of Agile principles and mindset as defined by PMI.
 Apply tools and techniques from the seven PMI-ACP domains: Agile Principles and Mindset, Value-Driven
Delivery, Stakeholder Engagement, Team Performance, Adaptive Planning, Problem Detection and
Resolution, and Continuous Improvement (Product, Process, People).
 Analyze and respond to scenario-based questions using Agile frameworks such as Scrum, Kanban, Lean,
XP, and Crystal.
 Identify personal knowledge gaps across domains and tailor study strategies accordingly.
 Strengthen test-taking skills and build the confidence needed to pass the PMI-ACP exam.
 Demonstrate the ability to apply Agile practices effectively in real-world project situations aligned with
PMI expectations.

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Elevator vision Statement : Why this “PMI-ACP” Training

For Agile practitioners

Who Want to develop new knowledge and skills to continue

developing their career in the Agile world

The "PMI-ACP" Instructor-led (Classroom & Online) Training

That Provides a very deep knowledge related to Agile mindset and practices
that is based on real-world experience

Unlike Other "PMI-ACP" trainings

It goes beyond passing the exam and provides a base of knowledge and
Our Course skills geared towards a high impact, real-world role

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 Course Content
Introduction to PMI-ACP
Day 1
Domain 1 : Agile Principles & Mindset Part 1

Day 2 Domain 1 : Agile Principles & Mindset Part 2

Day 3 Domain 2 : Value Delivery

Day 4 Domain 3 : Stakeholders Engagement

Day 5 Domain 4 : Team Performance

Day 6 Domain 5 : Adaptive Planning

Day 7 Domain 6 : Problem Detection & Resolution

Domain 7 : Continuous Improvement

Day 8 Exam Tips & Tricks

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Introduction
to PMI-ACP
 PMI-ACP Eligibility & Requirements

 The PMI-ACP is not limited to project managers, Just about anyone

with experience working on Agile project teams can apply (PMs,
Sponsors, Developers, Resource managers, ..etc)

It requires High school 2,000 hours working on 1,500 hours working on Agile 21 training contact hours
diploma Associates’ project teams These hours project teams or with Agile Must be earned in Agile
Degree or global must be earned within the methodologies. This practices
equivalent or higher. last 5 years, Active PMP® experience must have been
or PgMP® will satisfy this earned in the last 3 years
requirement (not
required)

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 PMI-ACP Exam Domain Blueprint

Domain Exam Percentage

Agile Principles and Mindset 16
Value-driven Delivery 20
Stakeholder Engagement 17
Team Performance 16
Adaptive Planning 12
Problem Detection and Resolution 10

Continuous Improvement 9
 PMI-ACP Exam Details

 100 scored test questions

 20 unscored test questions
 120 total questions
 Three hours to complete the exam
 Pre-test tutorial/post-test survey
PMI-ACP Eligibility & Requirements

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 Contents

This introduction contains:

• Why Agile?
• Agile Success Stories
• Project Management Industry Trends
• Value of this PMI-ACP training
• Waterfall vs Agile
• What Is An Agile Project Manager
• PMI-ACP Eligibility & Requirements
• PMI Exam Overview & Contents
• Exam Domains

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Why Agile
 Agile Success Stories

340%
Kristen Wolberg was she spearheaded the “We have over 400 global
CIO at Salesforce and cloud computing teams iterating in 2 week
vice president of company's move sprints and our velocity
technology business from the sequential has increased significantly increase in
operations at PayPal enabling PayPal to release revenue from
Waterfall model to products faster. In the
Agile model $500 million to
past 18 months, we’ve $2.2 billion during
released 58 products,
which is more than the
her 3 year tenure
previous 5 years there
combined”
 Agile Success Stories

“I personally believe we have delivered more

Delivered double value in the two years we’ve been using SAFe
the value Cut initial than we did in the four years prior” Meister
compared to planning time by says. “Our downtime went down and that
before using 28% saved the company about 30 million over the
Agile course of the year. Before, we had done similar
things, but they were not nearly as effective as
frameworks SAFe.”
Tripp Meister, Director of Technology,
PlayStation Network
 What the PMI-ACP is not and Agile are Not

PMI-ACP is not:

• A replacement for the PMP®

• PMI’s own flavor of Agile
• Without support from the Agile community

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Agile is not:
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• Something New
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• A silver bullet Fr
• An excuse for little or no planning
• An excuse for little or no documentation
• An excuse for poor quality
• Undisciplined
• Unproven
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 Project Management Industry Trends

• The world’s technology is dramatically growing everyday, accordingly the project management
industry has been affected significantly by this growth.
• The changes and new updates are happening every day, which impact the business strategies
and the market trends, accordingly customers and users are asking for changes throughout the
project life cycle.
 Project Management Industry Trends

• So in order to compete with this new trend, a new approach is highly demanded to
absorb the rapid changes in requirements the customer is asking for, and here come the
Agile project management.

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• Agile approach is basically built on the Agile mindset, which means we embrace
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flexibility, adaptability, eagerness to learn, helping and developing a healthy working
environment, and many other values and principles.S
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 Project Management Industry Trends

 Project management aims to integrate Agile and traditional Project Management principles and
practices.
 In the not-too-distant future, a Project Manager who only knows how to do plan-driven project
 management will be like a carpenter who only knows how to use a hammer
 For a typical project manager, Agile can involve a significant shift in thinking and a very different mindset

PMP ACP

+ =
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 What is Traditional Approach “Waterfall” ?

What is traditional approach “Waterfall” ?

Attempts to define and stabilize detailed requirements upfront prior to the start of the project
The goal is to try to achieve predictability and control over the project costs and schedule!

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Waterfall vs Agile

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 How Does Agile Overcome The Waterfall Problems ?

How does Agile overcome the waterfall problems ?

Projects are broken up into short intervals to deliver results quickly and incrementally.
Testing is done concurrently with development.
Agile is based on a close partnership with the business users to maximize business value.

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 Waterfall VS. Agile

Waterfall
BUDGET

Development of the software flow sequentially from start point to the end point.

Strategy &
Recommendations

AI / Wire Fire

A Visual Design A
B & Copy B
Features Planned Features Developed
C Development & C
D Coding D
Testing &
Validation

Deployment

TIME
 Waterfall VS. Agile

Agile
BUDGET

Agile method proposes and increment and iterative approach to software design.

Strategy & Recommendations Development & Coding Strategy & Recommendations Development & Coding

Handoff to Dev

Handoff to Dev
AI / Wire Fire Testing & Validation AI / Wire Fire Testing & Validation

Visual Design & Copy Deployment Visual Design & Copy Deployment

A A A
B B B
Features Planned Features Developed Features Planned Features Developed
C C C
D D D
4 4
Weeks Weeks

TIME
 Project Management Industry Trends

 There has been a lot of polarization between the Agile community and the project management
community for a number of years.
 Agile and traditional project management principles and practices have been treated as separate and
independent domains of knowledge with little or no integration between the two.

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 Waterfall VS. Agile

Part of Contract Flexible

Traditional Projects (Waterfall) Agile Projects

Scope Costs Time

Fixed

VALUE
DRIVEN
Estimated

PLAN
DRIVEN

Costs Time Scope

The plan create cost/ Schedule estimates Software release themes and features determine the time
and cost estimate
 Value of this PMI-ACP training

 A Forrester study from 2009 observed that 35% of

organizations in USA used agile.
 Actuation Consulting’s 2013 research shows that
 73.68% have adopted agile to develop products.
 This PMI-ACP training will make you understand the
differences between an Agile approach and a
traditional project management approach and the
benefits and limitations of each.

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 Value of this PMI-ACP training

 Agile will have a major impact on the project management

profession.
 It “raises the bar” significantly for project managers.

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 This course is not just a PMI-ACP “exam prep” course

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 Developing a course that helps you prepare for a real-

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more value Fre
world role in addition to preparing for the exam has a lot

 This training will help you understand the impact of Agile on the project management profession and
adapt your career as necessary to take advantage of the new opportunities it presents

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Value of this PMI-ACP training

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Value of this PMI-ACP training
 What Is An Agile Project Manager

 An Agile Project Manager is not someone who only knows how to

practice Agile.
 An Agile Project Manager understands both traditional plan- driven
project management and Agile principles and practices.
 And he/she knows how to blend them together in the right
proportions to fit a given situation

Learning Agile principles and practices will make you a

much stronger project manager even if you are never
involved in a pure Agile project

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 PMI Exam Overview & Contents

 120 multiple choice questions

Continuous Domain 1 : Agile Principles
improvement Agile principles and Mindset (16%)
and mindset
 20 Pretest (Unscored) Questions Problem Domain 2 : Value-driven
detection and Delivery (20%)
resolution
Domain 3 : Stakeholder
 3 hour duration Engagement (17%)
Domain 4 : Team
Adaptive Value-driven
Performance (16%)
planning delivery
 Costs 495 USD (Non-members) Domain 5 : Adaptive Planning
(12%)

 Costs 435 USD (members) Team Domain 6 : Problem Detection

performance and Resolution (10%)
Stakeholder Domain 7 : Continuous
engagement Improvement (9%)

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 Exam Domains

 Domain 1 : Agile Principles and Mindset (16% of exam, roughly 19 questions)

 Explore, embrace, and apply agile principles and mindset within the
context of the project team and organization
 Domain 2 : Value-driven Delivery (20% of exam, roughly 24 questions)

 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 improve future increments

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 Exam Domains

 Domain 3 : Stakeholder Engagement (17% of exam, roughly 20 questions)

 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 4 : Team Performance (16% of exam, roughly 19 questions)

 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

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 Exam Domains

 Domain 5 : Adaptive Planning (12% of exam, roughly 14 questions)

 Produce and maintain an evolving plan, from initiation to closure, based on
goals, values, risks, constraints, stakeholder feedback, and review findings

 Domain 6 : Problem Detection & Resolution (10% of exam, roughly 12

questions)
 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 7 : Continuous Improvement (9% of exam, roughly 11 questions)

 Continuously improve the quality, effectiveness, and value of the product,
the process, and the team.

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Domain 1 : Agile Principles & Mindset
 Domain Tasks

 Agility Culture
 Using Agile Concepts in Non-Agile Projects
 Organizational Mindset Shift
 Which Approach To Choose
 Fixed Mindset vs Growth Mindset
 Agile Values & Principles
 Agile frameworks and methods
 Practice servant leadership

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 Agility Culture

Collaboration
47% Control
“working
together”
3% “Command &
Control”

Personal Development
“self-development with a 41% 9% Skills
“be the
shared and meaningful best”
objective”

Culture preference for the ideal Agile team as judged by +120 respondents to the 2010 survey
Source : Collective Edge Coaching

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 Using Agile Concepts in Non-Agile Projects

 How can we use Agile concepts in a traditional, plan-driven project ?

• Developing a more collaborative approach with the business users

• Putting more emphasis on maximizing business value

• Taking a more iterative approach

• Reducing unnecessary documentation and overhead

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Organizational Mindset Shift

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 Which approach should we choose ?

 Misleading statements ?

Saying “agile is better than waterfall is like saying, “A car is better than a
boat”

Neither a plan-driven approach nor an Agile approach is inherently good or

bad, but each has advantages and limitations
It isn’t necessarily a binary and mutually-exclusive choice between two extremes

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 Which Approach Should We Choose ?

 What should we choose ?

 Fit the approach (Agile or Waterfall) or Hybrid

 Skills needed for this tailoring.

 Low level of uncertainty calls for “Waterfall”

 High level of uncertainty calls for “Agile”

Waterfall is based on Defined Process while Agile is based on Empirical Process

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Fixed Mindset vs Growth Mindset

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 Agile Manifesto

 On February 11-13, 2001, at Snowbird ski resort, seventeen

 people met to talk, ski, relax, and try to find common ground.
 Representatives from Extreme Programming, SCRUM, DSDM, Adaptive Software Development,

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Crystal, Feature-Driven Development, Pragmatic Programming, and others sympathetic to the

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need for an alternative to documentation driven, heavyweight software development processes

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convened.
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 What emerged from this meeting was a symbolic Manifesto for
 Agile Software Development, signed by all participants.

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 Agile is Not New
Hirotaka Takeuchi & DSDN Consortium
Ikujiro Nonaka The Dynamic System
Robert Charette
New New Product Development
Taiichi Ohno Toyota Lean Development
Development Game Method Jeff de Luca
Production System
Kanban Feature Driven
Development

1943 Hardware 1985 Software 1995 1997 2000

1950- 1990 1996 1998 2001

1960s
USAF & NASA
X-15 hypersonic jet
Iterative Incremental 1990 - Sutherland & Alistair Cockburn
Delivery Schwaber Crystal Methodologies
1996 - Beck,
Scrum Framework
Cunningham, Jeffries Agile Manifesto
Extreme Programming

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 Agile Practices

PMBOK

Lean

Kanban

Agile is an umbrella term for a group of iterative and

incremental software development methods.
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 Agile Evolution

 Agile evolved in the late 1990s,

 The Agile Manifesto was signed in February 2001. by 17

leading software developers.

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 Agile Manifesto

Practices

Values & Principles

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 The Agile Manifesto
We are uncovering better ways of developing software by doing it and helping others do it.

Individual and Interactions Over Processed and Tools

Over Comprehensive
Working Software
Documentation

Customer Collaboration Over Contract Negotiation

Responding to Change Over Following a Plan

 The Agile Manifesto - 12 Principles
12 Principles Behind the Agile Manifesto

Satisfy Measure Of Progress

The Customer Through Working Product

Welcome Changing Promote Sustainable

Requirements Development

Continuous Attention To
Deliver Working Software Frequently
12 Technical Excellence

Principles
Collaborate Daily Of Agile Simplicity Is Essential

Motivated Individuals Self-organizing Teams

Regularity Reflect On
Face-to-face Conversation
Continuously Improving
 The Agile Manifesto - 12 Principles
12 Principles Behind the Agile Manifesto

Our highest priority is to satisfy the customer through early and

1 continuous delivery of valuable software.
7 Working software is the primary measure of progress.

Welcome changing requirements, even late in development. Agile Agile processes promote sustainable development. The sponsors,
2 processes harness change for the customer's competitive 8 developers, and users should be able to maintain a constant pace
advantage indefinitely.

Deliver working software frequently, from a couple of weeks to a Continuous attention to technical excellence and good design
3 couple of months, with a preference to the shorter timescale.
9 enhances agility.

Business people and developers must work together daily Simplicity--the art of maximizing the amount of work not done--is
4 throughout the project. 10 essential.

Build projects around motivated individuals. Give them the

The best architectures, requirements, and designs emerge from
environment and support they need, and trust them to get the job
5 done.
11 self-organizing teams.

The most efficient and effective method of conveying information At regular intervals, the team reflects on how to become more
6 to and within a development team is face-to-face conversation.
12 effective, then tunes and adjusts its behavior accordingly.
Uncertainty
and
complexity
Model
inspired by
the stacey
Complexity
Model
 Agile Values

1. Individuals and Interactions Over Processes & Tools :

Does not mean that there are no processes and tools in an agile project.
People who work on the projects are more valuable than processes and tools because they create
solutions, ensure quality, and deliver value. Agile emphasizes on individuals in the project and
interactions among them.

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 Agile Values

2. Working Solution Over Comprehensive Documentation :

Documentation is required to track the project baseline, however it does not demonstrate any
progress or value. Hence, the emphasis is on the working product, which the business can see and
work on. It delivers real value to the project.

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 Agile Values

3. Customer Collaboration Over Contract Negotiation :

Agile emphasizes organizations to be flexible and accommodating rather than following definitions of
contracts.
Customers may request for changes to gain competitive advantage. Hence, it is necessary to
collaborate with customers to accommodate such changes, even if it is late in the development cycle.

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 Agile Values

4. Responding To Change Over Following A Plan :

Plans help improve predictability, hence it is recommended to plan upfront. However, also be aware
that the needs of the business can change quickly.
Always be responsive to change and refine the plan to bring the project back on track, instead of
5. putting all the efforts to sticking to the original plan..

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