PMI-Agile Certified Practitioner (PMI-ACP) Certification Free Sample: Trainer Materials: Slides, Manuals, Workbooks, Quizzes 2025

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PMI-Agile Certified
Practitioner
(PMI-ACP) Certification
Last Update 2025
Exam Preparation Course 2025
Prepare to Pass with Confidence
!
Free Sample

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?
Introduce yourself

RESPECTFUL LISTENING
Listen and respect others
when
they speak.
ACTIVE PARTICIPATION
Participate actively in
discussions
and activities.
ONE VOICE
One speaks at a time without
interruptions.
DEVICE ETIQUETTE
Silence all electronic devices.
NO SIDE
CONVERSATIONS
No side talks during the
workshop.
EMBRACE DISAGREEMENT
Accept disagreements as
part of the process.
ENJOY THE PROCESS
Have fun while working
together.
OPEN MINDSET
Be open-minded to new ideas
and perspectives.
STAY ON TOPIC
Keep discussions relevant to
the session’s objectives to
maximize productivity.
Class Guidelines for Success

What are your Expectations from this Course?
1
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3
4
5
6
7
8
Free Sample

 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.
3
Objectives of This Course

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
Our Course
It goes beyond passing the exam and provides a base of knowledge and
skills geared towards a high impact, real-world role
8

Domain1 : Agile Principles & Mindset Part 2
Domain3 : Stakeholders Engagement
Domain5 : Adaptive Planning
Day2
Course Content
Day4
Day6
Introduction to PMI-ACP
Domain1 : Agile Principles & Mindset Part 1
Day1
Domain 2 : Value Delivery
Day3
Domain 4 : Team Performance
Day5
Domain6 : Problem Detection & Resolution
Day7
Domain7 : Continuous Improvement
ExamTips & Tricks
Day8
9

 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)
PMI-ACP Eligibility & Requirements
It requires High school
diploma Associates’
Degree or global
equivalent or higher.
2,000 hours working on
project teams These hours
must be earned within the
last 5 years, Active PMP®
or PgMP® will satisfy this
requirement (not
required)
1,500 hours working on Agile
project teams or with Agile
methodologies. This
experience must have been
earned in the last 3 years
21 training contact hours
Must be earned in Agile
practices
11

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
14

7
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

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

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

• A replacement for the PMP®
• PMI’s own flavor of Agile
• Without support from the Agile community
Agile is not:
• Something New
• A silver bullet
• An excuse for little or no planning
• An excuse for little or no documentation
• An excuse for poor quality
• Undisciplined
• Unproven
What the PMI-ACP is not and Agile are Not
19
PMI-ACP is not:
Free Sample

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

 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
22

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!
What is Traditional Approach “Waterfall” ?
23

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.
How Does Agile Overcome The Waterfall Problems ?
25

A
B
C
D
Features Planned Features Developed
A
B
C
D
Waterfall VS. Agile
BUDGET
TIME
Waterfall
Development of the software flow sequentially from start point to the end point.
Strategy &
Recommendations
AI / Wire Fire
Visual Design
& Copy
Development &
Coding
Testing &
Validation
Deployment

Waterfall VS. Agile
BUDGET
TIME
Agile
Agile method proposes and increment and iterative approach to software design.
Features Developed
Features Planned
A
B
C
D
Strategy & Recommendations
AI / Wire Fire
Visual Design & Copy
Development & Coding
Testing & Validation
Deployment
Handoff
to
Dev
A
B
C
D
Features Developed
Features Planned
Strategy & Recommendations
AI / Wire Fire
Visual Design & Copy
Development & Coding
Testing & Validation
Deployment
Handoff
to
Dev
A
B
C
D
4
Weeks
4
Weeks

 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.
28

Waterfall VS. Agile
Agile Projects
Traditional Projects (Waterfall)
Fixed
Estimated
PLAN
DRIVEN
Scope
Costs Time
Part of Contract Flexible
VALUE
DRIVEN
Scope
Costs Time
The plan create cost/ Schedule estimates Software release themes and features determine the time
and cost estimate

 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.
Value of this PMI-ACP training
30

 Agile will have a major impact on the project management
profession.
 It “raises the bar” significantly for project managers.
 This course is not just a PMI-ACP “exam prep” course
 Developing a course that helps you prepare for a real-
world role in addition to preparing for the exam has a lot
more value
31
 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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 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
What Is An Agile Project Manager
34
Learning Agile principles and practices will make you a much
stronger project manager even if you are never involved in a
pure Agile project

PMI Exam Overview & Contents
Domain 1 : Agile Principles
and Mindset (16%)
Domain 2 : Value-driven
Delivery (20%)
Domain 3 : Stakeholder
Engagement (17%)
Domain 4 : Team
Performance (16%)
Domain 5 : Adaptive Planning
(12%)
Domain 6 : Problem Detection
and Resolution (10%)
Domain 7 : Continuous
Improvement (9%)
 120 multiple choice questions
 20 Pretest (Unscored) Questions
 3 hour duration
 Costs 495 USD (Non-members)
 Costs 435 USD (members)
Value-driven
delivery
Agile principles
and mindset
Stakeholder
engagement
Team
performance
Adaptive
planning
Continuous
improvement
Problem
detection and
resolution
35

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
36

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
37

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.
38

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
40

Agility Culture
47%
Culture preference for the ideal Agile team asjudged by +120 respondents to the 2010 survey
Source: Collective Edge Coaching
Collaboration
“working
together”
41%
Personal Development
“self-development with a
shared and meaningful
objective”
3%
Control
“Command &
Control”
9% Skills
“be the
best”
41

 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
Using Agile Concepts in Non-Agile Projects

Organizational Mindset Shift
44

 Misleading statements ?
Saying “agile is better than waterfall is like saying, “A car is better than a
boat”
Which approach should we choose ?
45
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

 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”
Which Approach Should We Choose ?
46
Waterfall is based on Defined Process while Agile is based on Empirical Process

Fixed Mindset vs Growth Mindset
47

 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,
Crystal, Feature-Driven Development, Pragmatic Programming, and others sympathetic to the
need for an alternative to documentation driven, heavyweight software development processes
convened.
 What emerged from this meeting was a symbolic Manifesto for
 Agile Software Development, signed by all participants.
Agile Manifesto
16
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Agile is Not New
1950-
1960s
1990
1995
1996
1997
1998
2000
2001
USAF & NASA
X-15 hypersonic jet
Iterative Incremental
Delivery
Hirotaka Takeuchi &
Ikujiro Nonaka The
New New Product
Development Game
1990 - Sutherland &
Schwaber
Scrum Framework
DSDN Consortium
Dynamic System
Development
Method
1996 - Beck,
Cunningham, Jeffries
Extreme Programming
Jeff de Luca
Feature Driven
Development
Alistair Cockburn
Crystal Methodologies
Robert Charette
Lean Development
Agile Manifesto
Taiichi Ohno Toyota
Production System
Kanban
1943 Hardware
17
1985 Software

Agile Practices
Lean
Kanban
PMBOK
Agile is an umbrella term for a group of iterative and
incremental software development methods.
18

 Agile evolved in the late 1990s,
 The Agile Manifesto was signed in February 2001. by 17
leading software developers.
Agile Evolution
51

Agile Manifesto
Practices
Values & Principles
52

We are uncovering better ways of developing software by doing it and helping others do it.
The Agile Manifesto
Individual and Interactions
Working Software
Customer Collaboration
Responding to Change
Over Processed and Tools
Over Comprehensive
Documentation
Over Contract Negotiation
Over Following a Plan

12 Principles Behind the Agile Manifesto
The Agile Manifesto - 12 Principles
Measure Of Progress
Through Working Product
Promote Sustainable
Development
Continuous Attention To
Technical Excellence
Regularity Reflect On
Continuously Improving
Self-organizing Teams
Simplicity Is Essential
Satisfy
The Customer
Welcome Changing
Requirements
Deliver Working Software Frequently
Face-to-face Conversation
Motivated Individuals
Collaborate Daily
12
Principles
Of Agile

12 Principles Behind the Agile Manifesto
The Agile Manifesto - 12 Principles
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
1
Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive
advantage
2
Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
3
Business people and developers must work together daily
throughout the project.
4
Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done.
5
The most efficient and effective method of conveying information
to and within a development team is face-to-face conversation.
6
Working software is the primary measure of progress.
7
Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
8
Continuous attention to technical excellence and good design
enhances agility.
9
Simplicity--the art of maximizing the amount of work not done--is
essential.
10
The best architectures, requirements, and designs emerge from
self-organizing teams.
11
At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.
12

Uncertainty
and
complexity
Model
inspired by
the stacey
Complexity
Model

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.
Agile Values
57

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.
Agile Values
58

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.
Agile Values
59

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..
Agile Values
60

PMI-Agile Certified Practitioner (PMI-ACP) Certification Free Sample: Trainer Materials: Slides, Manuals, Workbooks, Quizzes 2025

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