New syllabus:
| Domain | Proportion | Equivalent number of questions (approximately) |
| People person | 42% | 76 |
| Process flow | 50% | 90 |
| Business Environment Business Environment | 8% | 14 |
| Total | 100% | 180 |
| project management | Proportion | Equivalent number of questions (approximately) |
| predictive project management | 50% | 90 |
| Agile and hybrid project management approaches | 50% | 90 |
| total | 100% | 180 |
Unit 1: The 5 Process Groups in Adaptive Environments
Adaptive Projects: Initiate Process Group:
1. Frequently review and reaffirm the project charter .
2. In the iterative-based agile method, the initiation process group needs to be executed in each iteration .
3. Ensure that the project advances towards the latest goal under the latest constraints .
4. According to experienced customer representatives, continue to express new needs , and constantly give feedback on the newly formed delivery results.
Adaptive Projects: Planning Process Group:
1. The main difference between adaptive and predictive : how much planning to do and when to do it .
2. Develop a high-level plan based on the initial requirements , and then refine the requirements in each specific planning cycle .
3. Involve team members and relevant parties in the plan , and reduce uncertainty based on more information, judgment, and wisdom.
Adaptive Projects: Executing Process Group:
1. Predictive type : The project manager determines the work content, arranges the work sequence, and assigns work tasks .
2. Adaptive : The project manager clarifies high-level goals and empowers team members to arrange specific work in a way that is most conducive to achieving goals. Motivate the team to complete tasks with their proprietary knowledge .
3. For teams that have just entered the agile environment, they may need to be coached and assigned work in the early stage until they have the ability to self-organize.
Adaptive Project: Monitoring Process Group:
1. Manage progress and performance by maintaining an unfinished item list .
2. The list of unfinished items is in order of priority , including both requirements and changes.
3. Project the schedule, cost, and scope of the project based on the actual progress of the completed iterations .
4. Forecast information should be shared with relevant parties in a timely manner so that they can address problems together, drive improvement, and manage stakeholder expectations.
Adaptive Projects: Closing Process Group:
1. Finishing work needs to be performed at the end of each project or phase or iteration .
2. Adaptive projects prioritize needs and implement the most commercially valuable work first.
3. Even if the project is terminated early, part of the business value has been created and delivered.
4. Predictive projects : Early termination means that almost all inputs become sunk costs.
Unit 2: Overview of Agile
1. Uncertainty of work:
| project work | features | project management method |
| identifiable work | There is a relatively clear process, and the uncertainty and risk of execution are usually low | traditional method |
| highly uncertain job | Rapid changes, high complexity and high risk; Feasibility needs to be explored in a short period of time, and quick adjustments are made based on evaluation and feedback results | agile method |
2. Agile thinking mode:
The four values of the Agile Manifesto:
We're discovering better ways to develop software by developing it ourselves and helping others develop it. Through this work, we began to value:
1. Individuals and interactions rather than processes and tools.
2. Usable software rather than complete and exhaustive documentation
3. Collaborate with customers instead of negotiating contracts
4. Coping with change instead of following a plan
The twelve principles of the Agile Manifesto:
1. Our highest goal is to meet the needs of our customers through the early and continuous delivery of valuable software .
2. Changes to requirements are welcome , even in the later stages of project development. The agile process should be good at utilizing changes in requirements to help customers gain a competitive advantage.
3. Deliver usable software frequently, ranging from weeks to months, and the shorter the better.
4. In the process of project implementation, business personnel and developers must work together .
5. Be good at motivating developers, give them the environment and support they need , and believe that they can complete the task .
6. Whether it is for the development team or within the team, the most effective way to transfer information is face-to-face conversation .
7. Available software is the primary measure of progress .
8. The agile process advocates sustainable development, and project sponsors, developers, and users should be able to maintain a stable pace at all times.
9. The refinement of technology and continuous improvement of design will increase agility.
10. Conciseness , that is, minimizing unnecessary work as much as possible, is an art.
11. The best architectures, requirements, and designs will emerge from self-organizing teams .
12. The team should periodically reflect on how to be more effective and adjust the team's behavior accordingly.
Agile thinking: can be extended to non-software industries:
Agile Methodology: A method that aligns with the values and principles of the Agile Manifesto:
3. Sceum framework
1. All the requirements of the product are in the Product Backlog ( product agent list , product unfinished item list ) on the left . It is a dynamic table with priority order , referred to as PB .
2. After the team members receive the tasks from the PB , put them in the Sprint Backlog ( sprint list ) of our iteration .
3. During our current iteration, we need to perform a daily stand-up meeting (what was completed yesterday, what we plan to do today, and what problems we encountered), and when this iteration is about to be completed, we will take a little time to help the product manager sort it out PB , see which requirements are not too large, and arrange them in order.
4. After our iteration is completed, we have completed this product increment . We need to ask our product manager and related parties to review , provide suggestions and feedback , and update directly to the to-do list if there is any demand or change. inside the list .
5. Finally, a retrospective ( review meeting ) will be held , and this iteration will be over.
3355：
Two strategies for practicing agile:
Strategy 1 : Choose the method suitable for your project from the formal agile methods , deeply understand its essence, and tailor it according to the situation.
Strategy 2 : Under the guidance of the agile charter and principles, adopt the best agile practices to form your own unique agile method.
3. Agile, Lean and Kanban methods:
Lean Production ( Lean Production , LP for short) is the name of Japan's "Toyota ( Just In Time ) production method" praised by experts from the Digital International Automobile Project Organization of the Massachusetts Institute of Technology
Signage method:
1. Start from the same place: do not change the organizational structure .
2. Gradual change, less destructive, less resistance to implementation and practical and effective .
3. The 5 in it means that there can only be up to 5 jobs in my entry . If there are fewer jobs, I will pick them up myself.
4. Stacey Complexity Model
When to use the adaptive method
1. What is an adaptive approach ? Iterative , incremental , agile , change-driven , non-linear .
2. The ultimate goal is difficult to describe .
3. The speed of change is extremely fast .
4. Research and development is required .
5. There are risks and uncertainties .
Unit Three: Lifecycle Selection:
Four life cycles:
| feature | ||||
| method | need | Activity | deliver | Target |
| Predictive | fixed | Execute the entire project only once | one delivery | management cost |
| Iterative | dynamic | Repeat until corrected | one delivery | correctness of the solution |
| Incremental | dynamic | Executes once for the given increment | Delivery in smaller batches | speed |
| Agile | dynamic | Repeat until corrected | Frequent small deliveries | Realize customer value through frequent small-scale delivery and feedback |
Each item finds the most suitable method on a continuous interval:
Characteristics of a predictive life cycle:
1. Other names: plan-driven , waterfall , series , forecast .
2. Definite needs , stable team , low risk .
3. Limit potential changes and follow a strict change control process .
4. Deliver value at the end of the project .
Characteristics of an iterative life cycle:
1. Improve the product through continuous prototyping or proof of concept .
2. Based on feedback , the team may have to repeat some work (rework) in the next iteration .
3. Applicable scenarios: It is used when the relevant parties cannot reach a consensus on the product requirements, the complexity is high, and the requirements change frequently .
4. Disadvantage: It takes longer . Keep learning and keep optimizing .
The characteristics of the incremental life cycle:
1. Benefits: Let customers get value as soon as possible (days/weeks) . Some companies cannot wait for all the projects to be completed, and are willing to accept a part of the overall plan, and then deliver incrementally.
2. Benefits: The follow-up process can be optimized based on the lessons learned from the previous incremental delivery .
3. According to customer feedback , adjust the content of follow-up work to achieve maximum value .
4. Build MVP, display metrics, a continuous learning process, and continue to build based on the level after learning.
Characteristics of an agile life cycle:
1. Combining the characteristics of iteration and increment .
2. Obtain early feedback , provide customers with visibility , adjust in time , and increase customers' control over products .
3. Deliver value as soon as possible, and customers will benefit early .
Characteristics of a hybrid life cycle:
1. According to the needs of the project, comprehensively adopt forecasting, iterative, incremental, agile and other combined methods .
2. It doesn't matter what method is used, the question to be answered is: " How can we make the project most successful? ".
3. In order to transition to true agile, we may need to go through a " mixed mode " period.
4. The real agile is not a proprietary agile method , but a customized method suitable for the enterprise .
Unit 4: Creating an Agile Environment
Servant Leader
1. Empower the team.
2. Lead the team by serving the team.
3. Understand and pay attention to the needs and development of team members.
4. Enable the team to achieve high performance .
Servant leadership concerns:
1. Purpose: To promote all personnel to work together for the purpose of the project .
2. People: Everyone is encouraged to contribute to the project .
3. Process: There is no perfect process or process, focus on the result . Through continuous thinking, optimize the process .
Servant leadership style:
Project managers in an agile environment:
1. Project managers are needed, and project managers can create important value .
2. Need to adopt servant leadership style .
Agile teams:
1. Contains three roles: cross-functional team member , product owner , and team facilitator .
2. At the beginning of agile implementation, it may be necessary to hire a team facilitator from outside .
Agile Team Characteristics:
1. 3-9 people.
2. Centralized office.
3. 100% full-time staff; limit WIP work in progress, one person should not take multiple jobs at the same time.
4. Self-management, the team decides what to do in the next stage.
5. Grow with servant leadership.
6. The team has generalists and specialists.
7. The team collectively has all the skills needed to complete the project - cross-functional teams.
Team structure:
1. Proposition: centralized office .
2. Other methods include distributed teams and distributed teams .
a. Distributed teams: Different locations, each with a cross-functional team .
b. Distributed team: A cross-functional team with members scattered in different places .
Virtual team:
1. There is a centralized place for holding regular meetings and posting icons .
2. Establish a virtual shared space , such as the fish tank window (always open the screen) and remote pairing (share the screen).
Dedicated team members:
1. Advocacy: 100% dedicated full-time members .
2. Other ways: only invest 25% or 50%, multitasking switching will lose 20-40% efficiency . As the number of tasks increases, the loss increases exponentially.
Generalist Specialist:
1. "I" type talents refer to people who are very specialized in one major but not so good in other majors .
2. "T"-shaped talents refer to those who are deep in one major, have a certain grasp of other majors , and can help people when needed.
3. A team has more T-shaped talents , which can make the team's collaboration more flexible .
4. Teams adopting agile methods hope that most of the team members are T-shaped talents .
Overcome organizational silos:
Organizational silos mean that departments work in silos , members report to functional managers , functional managers evaluate member performance , and functional managers focus on team metrics.
How to overcome this situation? Servant leadership is needed to educate, persuade, build relationships, and seek collaboration . Project managers at this time are more like politicians , diplomats , and lobbyists .
Unit 5: Delivering in an Agile Environment
Project charter:
1. Project Vision: Why do we want to do this project ?
2. Who will benefit from it? How to benefit?
3. What conditions are met to indicate the success of the project?
4. How do people collaborate? What is the expected workflow?
5. Servant leadership guides the formulation process of the charter, and the team participates in the formulation .
Team Charter:
1. Team values (for example: sustainable development speed).
2. Work agreement (for example: the definition of DoR, DoD, time box, WIP, etc.).
3. Basic rules (for example: meeting rules).
4. Team norms (such as: time concept, communication methods, etc.).
5. A team charter is a social contract that dictates the pattern of interactions between people . This model must conform to the agile environment, allowing everyone to give full play to their abilities.
Common agile practices:
1. Review
2. Compilation of to-do lists
3. Refine the to-do list
4. Daily stand-up meeting
5. Display/evaluation
6. Planning Iterative Agile
7. Others
1. Review:
1. Agile principle: The team should regularly reflect on how to be more effective and adjust the team's behavior accordingly .
2. Time points for review: completion of an increment , an iteration/sprint , when problems arise , and other milestones .
3. Retrospective attention: people, relationships, processes, tools, etc.; subjective data, objective data, etc.
4. The output of the review: find out the improvement items and sort them, the items that need to be implemented, and determine how to measure the improvement effect.
2. Compilation of the to-do list:
1. An ordered list of all jobs .
2. Presented in the form of a story .
3. Progressive details .
4. The person in charge of the product is responsible .
5. The product owner prepares a product roadmap showing the chronological order of expected deliverables. The roadmap is subject to modification .
3. Refinement of the to-do list:
1. In the middle of the iteration, the product manager and the team meet to refine and prepare for the next iteration.
2. Process-based agility: timely refinement .
3. Iteration-based agile: one hour.
4. It is necessary to encourage multiple parties to collaborate and discuss together. The story is detailed enough, equal to less than 8 hours .
4. Daily stand-up meeting:
1. Make promises, find problems, and ensure smooth progress.
2. 15 minutes.
3. Kanban or task board
4. Anyone can be a moderator.
5. Main Discussion: What have I accomplished? What am I planning to accomplish? What block am I running into?
6. Process-based Agile: Teams evaluate Kanban boards from right to left . answer the questions:
a. What do we need to do to promote a certain work?
b. Is there someone doing work that is not on the Kanban board?
c. What do we need to do as a team?
d. What is the bottleneck in the current workflow?
Anti-patterns for standups:
1. The stand-up meeting became a status report meeting.
2. Only speak up when the problem becomes obvious.
3. Solve the problem at the stand-up meeting (should be placed in the parking lot)
4. Focus on commitments, not status reports .
5. Demonstration/evaluation:
1. After presentation, the Product Owner accepts or rejects the story .
2. Iteration -based agile: happens at the end of an iteration .
3. Process- based agile: When completing a coherent functional portfolio .
4. Frequency: Display at least once every two weeks.
6. Planning iteration-based agile:
1. Work: Stories from the to-do list .
2. Resources: Team.
3. A balance should be found between team capabilities and workload .
4. Agile teams: continuous planning .
Metrics for agile teams:
1. Substitution principle (bad) : refers to how much the task has been completed, for example: 90%.
2. Empirical indicators/empirical indicators : It is only necessary to say that the specific data has been completed, and there is no need to say the percentage completed.
3. Watermelon project (bad) : the surface is green , the inside is red , and it is not finished at all.
4. 0/100 rule : To avoid watermelon items , use the 0/100 rule. If the task is not completed, the performance is 0 .
Indicator 1: Burndown chart
Indicator 2: Ignition Chart
Indicator 3: Functional diagram (ignition + burnout)
Indicator Four: Kanban Panel
Indicator 5: Product Backlog Ignition Chart
Indicator 6: Earned Value Analysis 4 Lines in Agile
Indicator 7: Cumulative traffic graph of completed functions
Unit 6: Organizational Factors for Agile Projects
Agile project, how to sign the contract?
1. Is Agile only applicable to internal R&D? Client projects are also suitable, but modify the way the contract is signed.
2. If you are working on a project for a client, embrace change, and adjust demand at any time, how do you control the cost and construction period? Internal projects also need to control costs and schedules .
How to sign an agile contract?
Unit price method:
1. According to the function (user story) . Complete a set of functions and pay for a set of functions.
2. According to man and nature . The number of man-days used to complete the work assigned by the customer will be calculated for the number of man-days.
3. Incentive measures: set a delivery deadline, deliver in advance, and the person-day rate will rise. On the contrary, float down .
Total price method:
1. Determine the total working hours or budget in the contract.
2. Requirements can be increased and modified, but the number of man-hours or budget spent cannot exceed the contract amount .
Change of payment method:
1. The original: by node . Down payment, outline design, detailed design, preliminary acceptance, final inspection.
2. Now: by delivered function . I use the function to generate benefits (value), and I will pay you.
Implementation changes:
1. It turns out that the scope signed in the contract must be fully completed .
2. Now: Customers can stop in the middle . Because he thinks that the functions that have been completed are enough, and the rest are not needed. (Remember to ask for a termination compensation)
Changes in subcontracting:
1. The original: design a package, purchase a package, develop a package, install a package.
2. Now: cut vertically . A package has an MVP , who is responsible for the design, procurement, development and installation of a certain functional group, end-to-end.
Agile contract summary:
1. Multi-layer structure, which divides the contract into two parts.
2. Dynamic range scheme .
3. Fixed time and materials (no more than labor hours) .
4. Total price increment (specify the price of each small delivery package/function combination).
5. Team expansion.
6. Progressive time and materials.
7. Focus on value delivery. Instead of being paid by milestones, you are now paid by delivery method increments .
8. Cancellation of the plan in advance .
9. Support all-round suppliers .
10. 1, 2 and 3 belong to the dynamic total price , 4, 5 and 6 belong to the dynamic unit price , and 7, 8 and 9 belong to the contract method .