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PMI-ACP - PMI Agile Certified Practitioner - Dump Information

Vendor	:	PMI
Exam Code	:	PMI-ACP
Exam Name	:	PMI Agile Certified Practitioner
Questions and Answers	:	145 Q & A
Updated On	:	January 9, 2018
PDF Download Mirror	:	PMI-ACP Brain Dump
Get Full Version	:	Pass4sure PMI-ACP Full Version

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PMI-ACP Questions and Answers

A full cycle of design-code-verifyrelease practiced by extreme Programming (XP) teams is called:

1. Story
2. Timebox
3. Iteration
4. Burndown

Answer: C

QUESTION: 139

When facilitated and managed well, the primary benefits of a project retrospective should be to:

1. Increase empowerment and enjoyment for the team.
2. Identify the most important issues for the sponsors.
3. Provide an open forum for team member complaints.
4. Allow the team to get ahead on release planning.

Answer: D

QUESTION: 140

In a Lean project environment, visual controls:

1. Can be used by management for communicating specific corrective direction.
2. Are easy to use, reflect the team's progress, and show the team what to do next.
3. Are helpful while the team is forming but are less important for more experienced teams.
4. Should be kept to a minimum to avoid distracting the team from high-value activities.

Answer: A

QUESTION: 141

Which term best describes an Agile project's approach to risk analysis?

1. Regression
2. Pareto
3. Qualitative
4. Monte Carlo

Answer: D

QUESTION: 142

The primary purpose of a Sprint retrospective is for the team to:

1. Review stories planned for the next sprint and provide estimates,
2. Demonstrate completed user stories to the Product Owner.
3. Discuss what went well, what didn't, and ways to improve.
4. Individually provide status updates on user stories in progress.

Answer: C

QUESTION: 143

In a Lean Software Development environment, the Project Leader strives to eliminate:

1. Work in Process (WIP) and bugs.
2. Delays and building what is not needed.
3. Defects and features with low value stream values.
4. Poor requirements and changing scope.

Answer: C

QUESTION: 144

During iteration planning, the team is discussing the design for a user story. A team member states that a design document should be started since the system is complex in nature. Another team member responds that in Agile there is no documentation. How should the ScrumMaster respond?

1. Agree that documentation should be avoided, since it slows the progress of the team.
2. Explain that interactions are valued over documentation, but documentation is not forbidden.
3. Ask the manager if the technical processes mandate that designs be documented.
4. Ask the Product Owner if it is acceptable for the resources to spend time on documentation.

Answer: B

For a "caves and commonroom arrangement, the most appropriate prerequisite is that the people in the room must be working on:

1. Whatever they choose.
2. Individual projects.
3. The same set of multiple projects,
4. The same project.

Answer: D

PMI PMI-ACP Exam (PMI Agile Certified Practitioner) Detailed Information

PMI Agile Certified Practitioner (PMI-ACP)
If you’re experienced using agile approaches, have good collaboration skills, eagerly embrace complexity and thrive on rapid response times, then your talents are in demand.
The PMI Agile Certified Practitioner (PMI-ACP)® formally recognizes your knowledge of agile principles and your skill with agile techniques. It will make you shine even brighter to your employers, stakeholders and peers.
The PMI-ACP® is our fastest growing certification, and it’s no wonder. Organizations that are highly agile and responsive to market dynamics complete more of their projects successfully than their slower-moving counterparts — 75 percent versus 56 percent — as shown in our 2015 Pulse of the Profession® report.
The PMI-ACP spans many approaches to agile such as Scrum, Kanban, Lean, extreme programming (XP) and test-driven development (TDD.) So it will increase your versatility, wherever your projects may take you.
Apply for PMI-ACP Certification
Register and log in to get started
APPLY NOW
PMI-ACP Exam Guidance
Review tips, resources and FAQs to help you prepare.
Downloads
Exam Content Outline
Handbook
Who Should Apply?
If you work on agile teams or if your organization is adopting agile practices, the PMI-ACP is a good choice for you. Compared with other agile certifications based solely on training and exams, the PMI-ACP is evidence of your real-world, hands-on experience and skill.
Gain and Maintain Your PMI-ACP
The certification exam has 120 multiple-choice questions and you have three hours to complete it.
To maintain your PMI-ACP, you must earn 30 professional development units (PDUs) in agile topics every three years.
Prerequisites
2,000 hours of general project experience working on teams. A current PMP® or PgMP® will satisfy this requirement but is not required to apply for the PMI-ACP.
1,500 hours working on agile project teams or with agile methodologies. This requirement is in addition to the 2,000 hours of general project experience.
21 contact hours of training in agile practices.
PMI-ACP® EXAM CONTENT OUTLINE
The PMI-ACP® examination will consist of 100 scored items and 20 unscored (pre-test)
items. The unscored items will not be identified and will be randomly distributed throughout the
exam. The allocation of questions will be as follows:
Domain
Percentage
of Items on
Test
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%
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
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 improve 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 improve the quality, effectiveness, and value of the product, the process, and
the team.
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
TASKS
Domain I Agile Principles and Mindset
Task 1 Advocate for agile principles by modeling those principles and
discussing agile values in order to develop a shared mindset across
the team as well as between the customer and the team.
Task 2 Help ensure that everyone has a common understanding of the
values and principles of agile and a common knowledge around the
agile practices and terminology being used in order to work
effectively.
Task 3 Support change at the system or organization level by educating the
organization and influencing processes, behaviors, and people in
order to make the organization more effective and efficient.
Task 4 Practice visualization by maintaining highly visible information
radiators showing real progress and real team performance in order
to enhance transparency and trust.
Task 5 Contribute to a safe and trustful team environment by allowing
everyone to experiment and make mistakes so that each can learn
and continuously improve the way he or she works.
Task 6 Enhance creativity by experimenting with new techniques and
process ideas in order to discover more efficient and effective ways
of working.
Task 7 Encourage team members to share knowledge by collaborating and
working together in order to lower risks around knowledge silos and
reduce bottlenecks.
Task 8 Encourage emergent leadership within the team by establishing a
safe and respectful environment in which new approaches can be
tried in order to make improvements and foster self-organization and
empowerment.
Task 9 Practice servant leadership by supporting and encouraging others in
their endeavors so that they can perform at their highest level and
continue to improve.
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
Domain II Value-Driven Delivery
Define Positive Value
Task 1 Define deliverables by identifying units that can be produced
incrementally in order to maximize their value to stakeholders while
minimizing non-value added work.
Task 2 Refine requirements by gaining consensus on the acceptance criteria
for features on a just-in-time basis in order to deliver value.
Task 3 Select and tailor the team’s process based on project and
organizational characteristics as well as team experience in order to
optimize value delivery.
Avoid Potential Downsides
Task 4 Plan for small releasable increments by organizing requirements into
minimally marketable features/minimally viable products in order to
allow for the early recognition and delivery of value.
Task 5 Limit increment size and increase review frequency with appropriate
stakeholders in order to identify and respond to risks early on and at
minimal cost.
Task 6 Solicit customer and user feedback by reviewing increments often in
order to confirm and enhance business value.
Prioritization
Task 7 Prioritize the units of work through collaboration with stakeholders in
order to optimize the value of the deliverables.
Task 8 Perform frequent review and maintenance of the work results by
prioritizing and maintaining internal quality in order to reduce the
overall cost of incremental development.
Task 9 Continuously identify and prioritize the environmental, operational,
and infrastructure factors in order to improve the quality and value of
the deliverables.
Incremental Development
Task 10 Conduct operational reviews and/or periodic checkpoints with
stakeholders in order to obtain feedback and corrections to the work
in progress and planned work.
Task 11 Balance development of deliverable units and risk reduction efforts
by incorporating both value producing and risk reducing work into
the backlog in order to maximize the total value proposition over
time.
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
Task 12 Re-prioritize requirements periodically in order to reflect changes in
the environment and stakeholder needs or preferences in order to
maximize the value.
Task 13 Elicit and prioritize relevant non-functional requirements (such as
operations and security) by considering the environment in which the
solution will be used in order to minimize the probability of failure.
Task 14 Conduct frequent reviews of work products by performing
inspections, reviews, and/or testing in order to identify and
incorporate improvements into the overall process and
product/service.
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
Domain III Stakeholder Engagement
Understand Stakeholder Needs
Task 1 Identify and engage effective and empowered business
stakeholder(s) through periodic reviews in order to ensure that the
team is knowledgeable about stakeholders’ interests, needs, and
expectations.
Task 2 Identify and engage all stakeholders (current and future) by
promoting knowledge sharing early and throughout the project to
ensure the unimpeded flow of information and value throughout the
lifespan of the project.
Ensure Stakeholder Involvement
Task 3 Establish stakeholder relationships by forming a working agreement
among key stakeholders in order to promote participation and
effective collaboration.
Task 4 Maintain proper stakeholder involvement by continually assessing
changes in the project and organization in order to ensure that new
stakeholders are appropriately engaged.
Task 5 Establish collaborative behaviors among the members of the
organization by fostering group decision making and conflict
resolution in order to improve decision quality and reduce the time
required to make decisions.
Manage Stakeholder Expectations
Task 6 Establish a shared vision of the various project increments
(products, deliverables, releases, iterations) by developing a high
level vision and supporting objectives in order to align stakeholders’
expectations and build trust.
Task 7 Establish and maintain a shared understanding of success criteria,
deliverables, and acceptable trade-offs by facilitating awareness
among stakeholders in order to align expectations and build trust.
Task 8 Provide transparency regarding work status by communicating team
progress, work quality, impediments, and risks in order to help the
primary stakeholders make informed decisions.
Task 9 Provide forecasts at a level of detail that balances the need for
certainty and the benefits of adaptability in order to allow
stakeholders to plan effectively.
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
Domain IV Team Performance
Team Formation
Task 1 Cooperate with the other team members to devise ground rules and
internal processes in order to foster team coherence and strengthen
team members’ commitment to shared outcomes.
Task 2 Help create a team that has the interpersonal and technical skills
needed to achieve all known project objectives in order to create
business value with minimal delay.
Team Empowerment
Task 3 Encourage team members to become generalizing specialists in
order to reduce team size and bottlenecks, and to create a highperforming
cross-functional team.
Task 4 Contribute to self-organizing the work by empowering others and
encouraging emerging leadership in order to produce effective
solutions and manage complexity.
Task 5 Continuously discover team and personal motivators and demotivators
in order to ensure that team morale is high and team
members are motivated and productive throughout the project.
Team Collaboration and Commitment
Task 6 Facilitate close communication within the team and with appropriate
external stakeholders through co-location or the use of collaboration
tools in order to reduce miscommunication and rework.
Task 7 Reduce distractions in order to establish a predictable outcome and
optimize the value delivered.
Task 8 Participate in aligning project and team goals by sharing project
vision in order to ensure the team understands how their objectives
fit into the overall goals of the project.
Task 9 Encourage the team to measure its velocity by tracking and
measuring actual performance in previous iterations or releases in
order for members to gain a better understanding of their capacity
and create more accurate forecasts.
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
Domain V Adaptive Planning
Levels of Planning
Task 1 Plan at multiple levels (strategic, release, iteration, daily) creating
appropriate detail by using rolling wave planning and progressive
elaboration to balance predictability of outcomes with ability to
exploit opportunities.
Task 2 Make planning activities visible and transparent by encouraging
participation of key stakeholders and publishing planning results in
order to increase commitment level and reduce uncertainty.
Task 3 As the project unfolds, set and manage stakeholder expectations by
making increasingly specific levels of commitments in order to
ensure common understanding of the expected deliverables.
Adaptation
Task 4 Adapt the cadence and the planning process based on results of
periodic retrospectives about characteristics and/or the
size/complexity/criticality of the project deliverables in order to
maximize the value.
Task 5 Inspect and adapt the project plan to reflect changes in requirements,
schedule, budget, and shifting priorities based on team learning,
delivery experience, stakeholder feedback, and defects in order to
maximize business value delivered.
Agile Sizing and Estimation
Task 6 Size items by using progressive elaboration techniques in order to
determine likely project size independent of team velocity and
external variables.
Task 7 Adjust capacity by incorporating maintenance and operations
demands and other factors in order to create or update the range
estimate.
Task 8 Create initial scope, schedule, and cost range estimates that reflect
current high level understanding of the effort necessary to deliver the
project in order to develop a starting point for managing the project.
Task 9 Refine scope, schedule, and cost range estimates that reflect the
latest understanding of the effort necessary to deliver the project in
order to manage the project.
Task 10 Continuously use data from changes in resource capacity, project
size, and velocity metrics in order to evaluate the estimate to
complete.
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
Domain VI Problem Detection and Resolution
Task 1 Create an open and safe environment by encouraging conversation
and experimentation, in order to surface problems and impediments
that are slowing the team down or preventing its ability to deliver
value.
Task 2 Identify threats and issues by educating and engaging the team at
various points in the project in order to resolve them at the
appropriate time and improve processes that caused issues.
Task 3 Ensure issues are resolved by appropriate team members and/or
reset expectations in light of issues that cannot be resolved in order
to maximize the value delivered.
Task 4 Maintain a visible, monitored, and prioritized list of threats and
issues in order to elevate accountability, encourage action, and track
ownership and resolution status.
Task 5 Communicate status of threats and issues by maintaining threat list
and incorporating activities into backlog of work in order to provide
transparency.
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
Domain VII Continuous Improvement
(Product, Process, People)
Task 1 Tailor and adapt the project process by periodically reviewing and
integrating team practices, organizational culture, and delivery goals
in order to ensure team effectiveness within established
organizational guidelines and norms.
Task 2 Improve team processes by conducting frequent retrospectives and
improvement experiments in order to continually enhance the
effectiveness of the team, project, and organization.
Task 3 Seek feedback on the product by incremental delivery and frequent
demonstrations in order to improve the value of the product.
Task 4 Create an environment of continued learning by providing
opportunities for people to develop their skills in order to develop a
more productive team of generalizing specialists.
Task 5 Challenge existing process elements by performing a value stream
analysis and removing waste in order to increase individual
efficiency and team effectiveness.
Task 6 Create systemic improvements by disseminating knowledge and
practices across projects and organizational boundaries in order to
avoid re-occurrence of identified problems and improve the
effectiveness of the organization as a whole.
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
TOOLS AND TECHNIQUES
Toolkit The examples illustrate the breadth of the toolkit, but are NOT
meant to provide an exhaustive list of all techniques and tools in
the toolkit
Agile Analysis and
Design
Including but not limited to:
product roadmap
user stories/backlog
story maps
progressive elaboration
wireframes
chartering
personas
agile modeling
workshops
learning cycle
collaboration games
Agile Estimation Including but not limited to:
relative sizing/story points/T-shirt sizing
wide band Delphi/planning poker
affinity estimating
ideal time
Communications Including but not limited to:
information radiator
team space agile tooling
osmotic communications for co-located and/or distributed teams
two-way communications (trustworthy, conversation driven)
social media–based communication
active listening
brainstorming
feedback methods
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
Toolkit The examples illustrate the breadth of the toolkit, but are NOT
meant to provide an exhaustive list of all techniques and tools in
the toolkit
Interpersonal skills Including but not limited to:
emotional intelligence
collaboration
adaptive leadership
servant leadership
negotiation
conflict resolution
Metrics Including but not limited to:
velocity/throughput/productivity
cycle time
lead time
EVM for agile projects
defect rate
approved iterations
work in progress
Planning, Monitoring,
and Adapting
Including but not limited to:
reviews
Kanban board
task board
timeboxing
iteration and release planning
variance and trend analysis
WIP limits
daily stand ups
burn down/up charts
cumulative flow diagrams
backlog grooming/refinement
product-feedback loop
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
Toolkit The examples illustrate the breadth of the toolkit, but are NOT
meant to provide an exhaustive list of all techniques and tools in
the toolkit
Process Improvement Including but not limited to:
Kaizen
the Five WHYs
retrospectives, intraspectives
process tailoring/hybrid models
value stream mapping
control limits
pre-mortem (rule setting, failure analysis)
fishbone diagram analysis
Product Quality Including but not limited to:
frequent verification and validation
definition of done
continuous integration
testing, including exploratory and usability
Risk Management Including but not limited to:
risk adjusted backlog
risk burn down graphs
risk-based spike
architectural spike
Value-Based
Prioritization
Including but not limited to:
ROI/NPV/IRR
compliance
customer valued prioritization
requirements reviews
minimal viable product (MVP)
minimal marketable feature (MMF)
relative prioritization/ranking
MoSCoW
Kano analysis
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
KNOWLEDGE AND SKILLS
Each statement is preceded implicitly by Knowledge of or Skill in
 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
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
APPENDIX A: ROLE DELINEATION STUDY (RDS) PROCESS
Defining the Responsibilities
The first step in developing a certification examination is to define the responsibilities of the
recipients of the certification. It must be known what the individuals who perform agile activities
actually do on the job before a content-valid test can be developed. A valid examination draws
questions from every important area of the profession and specifies that performance areas
(domains) considered more important, critical, and relevant be represented by more questions on
the examination. Defining the role of individuals who serve in an agile capacity occurs in two
major phases: one in which individuals currently in the role defines the responsibilities and
another in which the identified responsibilities are validated on a global scale.
Beginning in 2014, PMI commissioned a global Role Delineation Study (RDS) for the PMI
Agile Certified Practitioner (PMI-ACP)® certification. The RDS process was led by a steering
committee, representing PMI’s Certification Governance structure. A project task force
comprised of various roles that perform agile activities was responsible for the conduct of work
on the project, with oversight from the steering committee. The task force had global
representation and diversity in industry, job position, and experience. Others in agile roles were
also responsible for the independent reviews of the work of the task force and piloting the
information before surveying a larger sample of agile practitioners.
Study participants, working under the direction of the Professional Education Service
(ProExam), reached consensus on the performance domains, a broad category of duties and
responsibilities that define the role, as well as the tasks required for competence performance and
the knowledge/skills needed to perform those tasks.
Validating the Responsibilities Identified by the Panelists
In order to ensure the validity of the study and content outline developed by the panels, a
survey requesting feedback on the panel’s work was sent to thousands of agile practitioners
throughout the world. PMI received a robust set of responses to the survey, with participants
from various countries and representing most major industries. This provided PMI with the
statistical significance from which to draw conclusions about the criticality for competent
performance and frequency of the tasks. Practitioners also rated the knowledge/skills on how
essential they were to the work of an agile practitioner and when they were acquired.
Developing a Plan for the Test
Based on respondent ratings, an examination blueprint, clarifying exactly how many
questions from each domain and task should be on the examination, was developed. Those
domains and tasks that were rated as most important, critical, and relevant by survey respondents
would have the most questions devoted to them on the examination.
Results of the study indicated that the 100 scorable questions on the test should be distributed
among the domains as shown in the following table. The remaining 20 questions will be
dispersed throughout the domains as pretest questions and will not count in the candidates’
PMI Agile Certified Practitioner (PMI-ACP)® Examination Content Outline
scores. The pretest items allow PMI to monitor the question performance better, prior to
including the questions in the final databank of test questions.
Domain
Percentage
of Items on
Test
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%

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Enterprise Resource Planning (ERP) Analyst I, II, III or IV (one position to be filled)

Requisition: 201600336S
Occupational Category (Staff Positions Only): Professional
Hiring Salary: Monthly-Staff
Department: Enterprise Services
General Requirements:
ERP ANALYST I
Bachelor's degree with a major in computer science, business, or related field from an accredited institution with one year relevant experience desirable, or two years of higher education with two years of related experience required. Professional development certifications preferred. Certification examples include Information Technology Infrastructure Library (ITIL) Foundation, ITIL Intermediate, ITIL Expert, Six Sigma Green Belt, Six Sigma Yellow Belt, Six Sigma Black Belt, International Institute of Business Analysis (IIBA), Certification of Competency in Business Analysis (CCBA), Project Management Institute Certified, Associate in Project Management (PMI CAPM), Project Management Institute Agile Certified Practitioner (PMI ACP), or Project Management Professional (PMP). A combination of education, experience, certifications, and training that would produce the required knowledge and abilities could be considered.
ERP ANALYST II
Bachelor's degree with a major in computer science, business, or related field from an accredited institution with two years relevant experience in directly related field or two years of higher education and four years of related experience required. History of professional growth as evidenced by the acquisition of professional development and certification. Certification examples include Information Technology Infrastructure Library (ITIL) Foundation, ITIL Intermediate, ITIL Expert, Six Sigma Green Belt, Six Sigma Yellow Belt, Six Sigma Black Belt, International Institute of Business Analysis (IIBA), Certification of Competency in Business Analysis (CCBA), Project Management Institute Certified Associate in Project Management (PMI CAPM), Project Management Institute Agile Certified Practitioner (PMI ACP), or Project Management Professional (PMP). A combination of education, experience, certifications, and training that would produce the required knowledge and abilities could be considered.
ERP ANALYST III
Bachelor's degree with a major in computer science, business, or related field from an accredited institution with three years relevant experience in directly related field. History of professional growth as evidenced by the acquisition of professional development and certification. Certification examples include Information Technology Infrastructure Library (ITIL) Foundation, ITIL Intermediate, ITIL Expert, Six Sigma Green Belt, Six Sigma Yellow Belt, Six Sigma Black Belt, International Institute of Business Analysis (IIBA), Certification of Competency in Business Analysis (CCBA), Project Management Institute Certified Associate in Project Management (PMI CAPM), Project Management Institute Agile Certified Practitioner (PMI ACP), or Project Management Professional (PMP). A combination of education, experience, certifications, and training that would produce the required knowledge and abilities could be considered.
ERP ANALYST IV
Bachelor's degree with a major in computer science, business or related field from an accredited institution with four years of relevant experience in directly related field. History of professional growth as evidenced by the acquisition of professional development and certification. Certification examples include Information Technology Infrastructure Library (ITIL) Foundation, ITIL Intermediate, ITIL Expert, Six Sigma Green Belt, Six Sigma Yellow Belt, Six Sigma Black Belt, International Institute of Business Analysis (IIBA), Certification of Competency in Business Analysis (CCBA), Project Management Institute Certified Associate in Project Management (PMI CAPM), Project Management Institute Agile Certified Practitioner (PMI ACP), or Project Management Professional (PMP). A combination of education, experience, certifications, and training that would produce the required knowledge and abilities could be considered.
Nature & Purpose of PositionUsual Duties:
ERP ANALYST I
Assists the Enterprise Resource Planning (ERP) Team by providing basic programming, reporting, integration, and analytical support services for the campus ERP system including Ellucian Banner technologies, other third-party applications, and internal programming.
ERP ANALYST II
Assists the Enterprise Resource Planning (ERP) Team by providing complex programming, reporting, integration, and analytical support services for the campus ERP system including Ellucian Banner technologies, other third-party applications, and internal programming.
ERP ANALYST III
Provides highly complex programming, reporting, integration, and analytical support services for the campus Enterprise Resource Planning (ERP) system including Ellucian Banner technologies, other third-party applications, and internal programming.
ERP ANALYST IV
Provides advanced and highly complex programming, reporting, integration, and analytical support services for the campus Enterprise Resource Planning (ERP) system including Ellucian Banner technologies, other third-party applications, and internal programming.
Primary Responsibilities (Staff Positions Only):
ERP ANALYST I
Designs and implements minor system changes or integrations using third and fourth generation languages (e.g. Java, .Net, PHP), SQL, PLSQL, XML, andor web scripting to build and integrate systems based on defined standards and procedures. Assists with creating technical specifications from functional requirements. Customizes delivered reports and creates enterprise reports using business intelligence tools. Works with data owners, Division of Information Technology staff, and contracted resources regarding upgrading systems and reports to new software versions. Partners with users in testing programs and reports; creates related documentation; and ensures programs and reports function efficiently and securely. Codes, documents, tests, and debugs programs and integrations. Responds to, troubleshoots, and repairs issues with databases objects and associated applications including Banner. Assists other Enterprise Services Staff with defining and documenting business and technical requirements. Implements established timelines to meet the goals of functional areas. Assists with implementing the processes necessary to refresh or otherwise maintain sets of data for testing and development purposes and automates processes when possible. Reviews new programs including database programs, functions, procedures, and packages before they are loaded into production databases and systems. Assists with the development of technical training materials and may assist in the technical training of others. Performs other related duties as assigned.
ERP ANALYST II
Designs and implements moderately complex system changes or integrations using third and fourth generation languages (e.g. Java, .Net, PHP), SQL, PLSQL, XML, andor web scripting to build and integrate systems based on defined standards and procedures. Analysis of functional requirements to determine moderate to complex technical requirements. Coordinates and manages meetings and works effectively with internal and external constituents. Coordinates with data owners, Division of Information Technology staff, and contracted resources regarding upgrading technical projects and secures project tasks and resources. Partners with users to execute program and report testing plans. Demonstrates consistency in generating technical documentation. Responds to, troubleshoots, and repairs issues with database objects and associated applications including Ellucian Banner. Develops and implements timelines to meet the goals of functional areas. Reviews new programs including database programs, functions, procedures, and packages before they are loaded into production databases and systems. Develops, implements and refines the processes necessary to refresh or otherwise maintain sets of data for testing and development purposes, converting data and systems, and automating processes when possible. Develops technical training materials and may assist in the technical training of others. Performs other related duties as assigned.
ERP ANALYST III
Designs and implements highly complex system changes or integrations using third and fourth generation languages (e.g. Java, .Net, PHP), SQL, PLSQL, XML, andor web scripting to build and integrate systems. Leads meetings with internal and external constituents to identify project resource needs, technical requirements and testing plan needs. Determines technical solutions based upon functionaltechnical requirements. Coordinates with data owners, data custodians, Division of Information Technology staff, and contracted resources to develop resource needs and prioritization. Partners with users in testing programs and reports. Creates related documentation and ensures programs and reports function efficiently and securely. Responds to, troubleshoots, and repairs issues with databases and associated applications including Banner. Implements data loading, migrations, conversions, and scheduled job operations. Writes and maintains specifications, and develops timelines to meet the goals of functional areas. Participates in developing standards and procedures for programming staff along with appropriate technical documentation. Reviews new programs including database programs, functions, procedures, and packages before they are loaded into production databases and systems. Develops and implements the processes necessary to refresh or otherwise maintain sets of data for testing and development purposes, and automates processes when possible and trains others. Performs other related duties as assigned.
ERP ANALYST IV
Designs and implements advanced and highly complex system changes or integrations using third and fourth generation languages (e.g. Java, .Net, PHP), SQL, stored procedures (e.g. PLSQL), XML, andor web scripting to build and integrate systems. Leads meetings with internal and external constituents, solicits needed participation, communicates meeting objectives and negotiates action items to meet system improvement and implementation requirements. Coordinates with data owners, data custodians, Division of Information Technology staff, and contracted resources regarding the management of system and software upgrade projects. Partners with users to develop and implement test plans for programs and reports; creates related documentation; and ensures programs and reports function as required. Consults with users to define and document business requirements. Responds to, troubleshoots, and repairs issues with databases and associated applications including Banner. Implements data loading, migrations, conversions, and scheduled job operations. Writes and maintains specifications and assists in developing timelines to meet the goals of functional areas. Develops standards and procedures for programming staff. Reviews new programs including database programs, functions, procedures, and packages before they are loaded into production databases and systems. Develops and implements the processes necessary to refresh or otherwise maintain sets of data for testing and development purposes and automates processes when possible. Evaluates technical training needs, establishes materials, training schedules, and conducts technical training. Performs other related duties as assigned.
Sam Houston State University is an Equal Employment OpportunityAffirmative Action Plan Employer and SmokeDrug-Free Workplace.
2016 Internet Employment Linkage, .
Article by ArticleForge

PMI Agile Certified Practitioner (">PMI-ACP) ®

If you’re experienced using agile approaches, have good collaboration skills, eagerly embrace complexity and thrive on rapid response times, then your talents are in demand. 
The PMI Agile Certified Practitioner (">PMI-ACP)® formally recognizes your knowledge of agile principles and your skill with agile techniques. It will make you shine even brighter to your employers, stakeholders and peers.
The PMI-ACP® is our fastest growing certification, and it’s no wonder. Organizations that are highly agile and responsive to market dynamics complete more of their projects successfully than their slower-moving counterparts — 75 percent versus 56 percent — as shown in our 2015 Pulse of the Profession® report.
The ">PMI-ACP spans many approaches to agile such as Scrum, Kanban, Lean, extreme programming (XP) and test-driven development (TDD.) So it will increase your versatility, wherever your projects may take you.
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More information Project Management (PMI Based)
Training Services ITIL, Cobit, ISOIEC 20000, Project Management, Information Security, Business Continuity, Risk Management, Cloud Computing and Green-IT Project Management (PMI Based) Project Management
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PMP - Project Professional 35 Hours Comprehensive Training Program Designed on the basis of Project Body of Knowledge (PMBOK Guide) Family Computer Centre Ground Floor, Al Rayyan Complex P. O Box:
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Project Management Framework Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, . Points to Note Please
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Box 27009 Washington DC. 20038 United States infopm4devm Leadership in Project Management Leadership skills are perhaps the greatest determinant of project success. Project managers must demonstrate
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My ">PMI-ACP Exam Experience

November 8, 2011

2 Comments

ExamPMI">PMI-ACPPMP
Because I wanted to ensure people taking my class were learning things that are actually on the ">PMI-ACP exam, I thought it necessary to actually take the test.  Sure, I was an independent reviewer of the ">PMI-ACP content but I was not part of the team who wrote the exam.  Let me just say, I think those who wrote the exam did us all proud.  I know it sounds sick but I really enjoyed taking this exam. It wasn’t too hard or easy.  For a v1.0 exam, it’s pretty darn good.  If you’ve been leveraging Agile for several years, I think you could pass it (in its current form).  Let me caveat that by saying you’d have to be properly leveraging Lean, XP, and Scrum for several years.  In all seriousness, there are people who still think cowboy coding or having no formal process or documentation makes them “agile”.  This exam pays its respects to the values and principles of agile practices and to those who wrote the Agile Manifesto just 10 years ago.
Now, considering every exam will be different, you can’t take my testing experience as gospel to prepare.  But, you can focus your attention in certain areas.  I’m pretty certain I won’t upset anyone with this blog post.  I’m not exposing any super-secret strategy to game the exam.  I remember taking the PMP and getting frustrated because I felt like the goal was to trick me, not test me.  Thankfully, the ">PMI-ACP is not crafted like the PMP.  It’s written in a tone an everyday Agilist will understand.
Here is my bullet list for public consumption.  The rest I will reserve for my ">PMI-ACP classes. (shameless plug)

Know the Agile Manifesto Values and Principles.  Understand them.  Don’t just memorize them.

Have an end-to-end understanding of Scrum.

Know and understand the key roles of Scrum.

Know and understand the artifacts of Scrum.

Understand what are and why we use big visible charts or information radiators.

Be able to read a burndown chart and offer a few scenarios that would explain its appearance.

Understand all of the Scrum meetings.  Who is there? Why? What happens and when?

Understand Scrum from a ScrumMaster perspective.

Understand Scrum from a Product Owner perspective.

Understand Scrum from an empowered Team perspective.

Know and understand the XP (eXtreme Programming) roles and who does what.

Understand Test Driven Development. Know how it works and why it’s valuable.

Understand Continuous Integration. Know how it works and why it’s valuable.

Understand the Lean Software Development Principles

Know what Lean Portfolio Management is and how your organization could benefit from it.

Understand what Value Stream Mapping is and how to do it

Understand the basics of Kanban

Understand what WIP is and why it works.

Know what Osmotic Communications is.

Understand what makes a Servant Leader and what they do.

Understand Velocity and it’s usefulness.

Understand Risk Burn Down Charts

Know about Risk Audit Meetings

Know Agile Estimation techniques

Understand the Definition of “Done”

Know how to write and identify good User Stories.

Know what Personas are and how to use them.

Understand why and when you would use AgileEVM (don’t worry about how!)

Remember, you have 3 hours to answer 120 questions.

November 8, 2011

2 Comments

ExamPMI">PMI-ACPPMP
About Derek Huether

I'm Vice President of Enterprise Engagements at LeadingAgile. I'm super focused on results. But I also take the hand waving out of organizational transformations. I come from a traditional PM background but I don't give points for stuff done behind the scenes. The only thing that counts is what you get done and delivered. of Zombie Project Management (available on Amazon)

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DCG Software Value Announces "The Software Development Productivity Benchmarking Guide"

DCG Software Value, LEDAmc, and TI Métricas release a guide that enables any company to analyze its software development performance in the context of average market performance and costs, facilitating improved resource and budget management.
MALVERN, Pa. - Nov. 8, 2016 - PRLog -- Michael D. Harris, President and CEO of the North American-based DCG Software Value, Rafael de la Fuente, founder and CEO of the Spanish company LEDAmc, and Mauricio Aguiar, President and CEO of the Brazilian TI Métricas, three of the most well-known and trusted companies dedicated to the implementation of software development metrics and use of software development benchmarks in Brazil, Europe, and the United States, have announced the release of a joint publication, "The Software Development Productivity Benchmarking Guide."
The publication contains actionable benchmarking guidance and information, allowing companies to evaluate and compare the productivity of internal and external software development organizations for improved resource and budget management.
"In order to provide value to an organization, a development team needs to focus on continuous improvement, but tracking improvement requires consistent benchmarks to work against," said Harris. "The benchmarking guide will enable organizations to track their progress both internally and against industry standards to facilitate the creation of high quality software. We're excited to have partnered with industry leaders like LEDAmc and TI Métricas to share our expertise and ensure that IT has a measurable impact on the business."
The guide is now available to all international software metrics organizations, including IFPUG, ISBSG, NESMA, and COSMIC, as well as to any independent company that is interested in implementing or improving its benchmarking practice.
All those that use the guide are invited to submit recommendations and propose improvements based on their experiences, all of which will be taken into consideration for future iterations of the publication.
DCG Software Value is an acknowledged authority in the field of sizing, measurement, and estimation. The company's team members are authors of publications and books used as industry guidelines and references, and they are frequent guest speakers at industry conferences. The team includes Certified Function Point Specialists (CFPS) in IFPUG and COSMIC function points, who participate on the Board of IFPUG and work actively with ISBSG.
LEDAmc is a leader in software development measurement, having performed software benchmarks for more than seven years in Spain, Europe, and Latin America. It releases an annual market research study that demonstrates the lack of relation between software development rates and actual costs. The company's employees participate on the Board of IFPUG and ISBSG, and are active members of NESMA.
TI Métricas is a leader in software measurement focusing on sizing, benchmarking, estimation, and acquisition. The company employs over 50 IFPUG-certified full-time specialists, averaging 70,000 function points counted per month. TI Metricas also employs PMP, COSMIC, CSM, ">PMI-ACP, COBIT, ITIL, PSM and other recognized certification holders. The company has been very active in the IFPUG, COSMIC, and ISBSG organizations – including an IFPUG Past President.
The guide is free and available for download on the following websites:
·         DCG Software Value (
End

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