PMI® Authorized Certified Associate in

Project Management (CAPM)®

Exam Prep Course

An Overview of
Adaptive
Frameworks
Agile, Lean, and More

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The Agile Manifesto

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Why Look at
the Agile
Manifesto?

AGILE

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Four Guiding
Principles We value individuals and interactions
over process and tools.

We value working software

over comprehensive documentation.

We value customer collaboration

over contract negotiation.

We value responding to change

www.agilemanifesto.org over following a plan.

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Twelve
Clarifying
Principles

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Principle 1

Our highest priority is to satisfy the customer

through early and continuous delivery
of valuable software

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Principle 2

Welcome changing requirements, even late in

development. Agile processes harness change for
the customer’s competitive advantage.

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Principle 3

Deliver working software frequently,

from a few weeks to a few months,
with a preference to the shorter time scale

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Principle 4

Businesspeople and developers

must work together daily throughout the project.

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Principle 5

Build projects around motivated individuals.

Give them the environment and support they need
and trust them to get the job done.

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Principle 6

The most efficient and effective method

of conveying information to and within a
development team is face-to-face conversation.

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Principle 7

Working software is the

primary measure of progress.

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Principle 8

Agile processes promote sustainable

development. The sponsors, developers,
and users should be able to maintain
a constant pace indefinitely.
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Principle 9

Continuous attention to technical excellence and

good design enhances agility.

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Principle 10

Simplicity—the art of maximizing the amount of

work not done—is essential.

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Principle 11

The best architectures, requirements, and designs

emerge from self-organizing teams.

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Principle 12

At regular intervals, the team reflects on how to

become more effective, then tunes and adjusts its
behavior accordingly.

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Lean

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Roots of Agile

The Agile Manifesto has its roots in the Lean

methodology and approach.

Lean was born in post–World War II Japan and

introduced to the automotive industry in the United
States in the form of the Toyota Production System.

Lean is also the foundation for two other popular agile

frameworks: Scrum and Kanban.

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Features of
Lean

Eliminate waste Build quality Fast delivery

Delay making Empower team Optimize the whole

decisions

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Eliminating
Waste

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Eliminating
Waste

Delay, waiting time, and time spent in queues

with no added value

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Eliminating
Waste

Producing more than is needed

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Eliminating
Waste

Overprocessing

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Eliminating
Waste

Non-value-adding activities

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Eliminating
Waste

Transportation

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Eliminating
Waste

Unnecessary movement or motion

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Eliminating
Waste

Inventory

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Eliminating
Waste

Defects in a product

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Value Stream

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Reducing
Waste
1. Identify Value

5. Perform
2. Study the
Continuous
Value Stream
Improvement

4. Streamline 3. Investigate
Process for Waste in the
Agility Flow

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Iteration-
Based Agile
In iteration-based agile, a team works in timeboxes of
equal duration to deliver features.

Story Points
Sprint 1 Sprint 2 Sprint 3 Sprint 4

Feature A Feature A
Feature B Feature C
Part 1 Part 2

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Two of These
Things Don’t
Belong Sorry. This one Sorry. This one You’re right!
Non-value- Rigid
Types of Waste is a type of
adding activities
is aDelay
type of This one
processes
waste. waste. doesn’t belong.

You’re right!
Centralized Sorry. This one Sorry. This one
This one Inventory Defects
decision making does belong. does belong.
doesn’t belong.

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Scrum

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Components
of Scrum

Accountabilities
(roles)
Events Artifacts

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Scrum Roles

Leadership
Servant
Developers
(development team)
Product owner Scrum master

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Scrum Framework

Product Sprint Sprint Daily

Sprint
Vision Planning Backlog Scrum

Sprint Sprint
Review Retrospective
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Scrum Events
and Artifacts

Events Artifacts
Sprint
Sprint planning Product backlog: product goal
Daily scrum Sprint backlog: Sprint goal
Sprint review Increments: Definition of done
Sprint retrospective

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Agile Scrum Approach Vision
statement
and goal

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Agile Scrum Approach List of Vision
Product product statement
roadmap features and goal

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 Agile Scrum Approach List of Vision
Product product statement
roadmap features and goal

Product
backlog

Release
planning

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 Agile Scrum Approach List of Vision
Product product statement
roadmap features and goal

Product Sprint Sprint

backlog planning backlog

Release
planning

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 Agile Scrum Approach List of Vision
Product product statement
roadmap features and goal

Product Sprint Sprint Daily

Sprint
backlog planning backlog Scrum
Release
planning

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 Agile Scrum Approach List of Vision
Product product statement
roadmap features and goal

Product Sprint Sprint Daily

Sprint
backlog planning backlog Scrum
Release
planning

Sprint
review

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 Agile Scrum Approach List of Vision
Product product statement
roadmap features and goal

Product Sprint Sprint Daily

Sprint
backlog Planning Backlog Scrum
Release
planning

Sprint
Review
Sprint
Retrospectiv
e
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Scrum
Core Values

Courage Respect Openness

Focus Commitment

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Timeboxing
Planning
8 hours for a 1-month sprint; 2 hours or less for a 1-week sprint

Sprint
Cadence of 1 to 4 weeks

Daily Scrum
15 minutes

Sprint Review
1 hour for every week of sprint length

Sprint Retrospective
45 minutes for every week of sprint length

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Disadvantages
of Scrum

Organizational structure Scope creep

Struggling to transition Turnover

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Consider: The Product Owner’s Role

The product owner’s role is to coach, train, and motivate the development team to meet
the goals during each sprint.

Yes No
That’s incorrect. The product owner is the That’s correct. It’s actually the scrum
key decision maker representing the master’s responsibility to coach, train, and
customer as well as the business. It’s the motivate the development team. The product
scrum master who leads and motivates the owner is the key decision maker who
team to reach the goals of each sprint.
represents the customer and the business.

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Kanban

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Kanban
The Japanese word Kanban is translated as “card you can see,”
( 看板 )
“visual board,” or “sign.”

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What Is a Kanban Board?

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Suitability of
Flexibility
the Kanban
Method
Focus on continuous delivery

Focus on increased efficiency

Focus on team members

Variability in the workload

Reduction of waste

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Workflow
By making all work visible, Kanban boards help reduce
Focus
bottlenecks, improve efficiency, increase quality, and boost
overall throughput.

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 Comparing Kanban and Scrum

Factor Kanban Scrum

Team management Within existing hierarchical structures Self-management
Process improvement Process changes can be made anytime, Process improvements are generally made
and immediate modifications are actively after the sprint retrospective
encouraged
Productivity measurement Uses cycle time, lead time, and work in Uses velocity and burndown rates to
progress to assess productivity assess productivity
Life cycle Flow-based agile Iteration-based agile
Time focus The primary focus is on cycle time and Sprints are typically 1 to 4 weeks in length,
lead time rather than on meeting due and a product increment or a version of the
dates; it is flow-oriented on continuous product is delivered at the end of each
deliveries. sprint.
Commonalities • Both encourage process improvement
• Both break projects into smaller processes that are iterated
• Both encourage team collaboration

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Dynamic
Systems
Development Cost Time
Fixed
Model:
Constraint-
Driven Quality
Delivery

Variable
Functionality

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Next:
Measurement, Tracking,
and Managing
Uncertainty

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