Few days back I got this email from Tierra.
"Hi Varun, words, cannot express how thankful and blessed I am to have come across your
page on YouTube. Thank you so much for giving me the confidence I needed to pass this PMP
Exam. You are what a PMP would call a servant leader." I get emails like these on a daily
basis, but there is a special reason why I'm sharing this email with you. On January 2nd,
2021, new PMP tests started including 50% Agile PMP questions. Now you may be wondering
that you have no clue about agile. You don't practice agile. Then how can you solve the
real PMP situational questions on agile? Or you're actually thinking the other way around,
which is you are a CSM or you are a CSPO and you think that solving these agile questions
in PMP exam would be a cakewalk. Then I'm so sorry. You are mistaken. PMP exam is difficult
and you have to wear that PMI hat in order to solve the PMP situational questions and
agile. Hey guys, I am the founder of EduHubSpot. In this video, I'll give you a brief introduction
about agile in PMP exam and solve some scenario based PMP exam questions to see whether you
are able to apply the concepts in real PMP exam or not. So grab a pen and paper, or your
laptop, and let's dive right into it. Before I even start talking about the agenda
items for this particular video, I want to tell you one thing, please make sure that
you are listening to each and every concept in detail. The reason why, because I will
be asking you real multiple choice questions after the end of each topic, which will of
course come later in the part. So if you don't understand the concepts in the beginning,
then you won't be able to answer the questions. Getting the PMP concept is one thing. Anyone
can teach you, I can you or anyone else. But the real point is that are you able to apply
those PMP concepts in solving the PMP questions or not? This is what I will teach you. I teach
you a concept and then I will teach you the exam questions. What I will be discussing,
I'll be discussing about the agile, of course, the introduction to agile, agile manifesto,
some of the agile teams and agile leadership, both the adaptive and servant leadership,
then I will give you a brief on some of the popular agile methodologies, like scrum XP,
lean, and Kanban development. And finally, the triangle of constraints. After each of
these topics, once again, please make sure that you are solving, applying the concepts
and solving the PMP exam questions. So let's see, first of all, what is agile?
Ability to be flexible, ability to move quickly, easily and adapt. So there was a problem in
the predictive world, the predictive lifecycle basically, the waterfall model, whatever you
say. If you want to make a change, if not impossible, but it's very, very expensive.
People want to see the product in their hands early as possible. That's what customer expects.
And that is what agile did. They were flexible. They embrace change. They wanted to make sure
that you understand that changes are okay. And that's what Agile did it for us.
Let's see what is the definition of agile? And a lot of times, when I ask my students,
whenever I'm delivering my PMP courses, live PMP courses, I ask my students, what do they
think is agile? People will say it's incremental. It's iterative,
it's fast, we don't need any planning or some people even go further and tell me that no
documentation, no design and more importantly, no management at all. However, this is not
totally true. And of course I will guide you with that how it is not totally true. But
before that, I will tell you what agile manifesto is. Individuals and interactions over processes
and tools in your PMP exam. If you see it was all about the 49 processes, 10 knowledge
areas, 5 process groups, Agile doesn't say that, Agile says that of course, processes
and tools are there. There is definitely an importance of those, but you give more importance
to individuals, people like you and I, this interaction what I'm doing with you, I'm pretty
sure you're watching this video, but I'm sitting miles and miles away from you, but still you
are able to understand, that's agile. Working software over comprehensive documentation.
If I give you this slide and I say, read it yourself. Of course you will read it. And
I'm pretty sure that you may get 10%, 20%, 40%, but what is this video? This is a working
software. I'm showing it to you. I'm giving it to you so that you can understand. You
can relate to it. Customer collaboration over contract negotiation.
When we did our procurement management, what do we do? Buyer seller, someone is buying.
Someone is selling, ultimately the goal is that it's a win-win in PMI's world language,
win-win for both buyer and seller. However, it's not about negotiation. Negotiation is
one of the tools in your procurement management. Agile is all about customer collaboration.
That's what we will do. Responding to change over following a plan.
What is the next step you will do? You will many times in your PMP exam, get questions
like these. What is the next step? As a project manager what should you do next? But Agile
is not about just following a plan , where your answer is, update the project management
plan or update the requirements document or something. It's all about how quickly you
respond to a change. Remember Agile embraces change.
In reality, what is Agile? Of course it is incremental. Of course it is iterative. Now
a lot of people actually ask this question to me. Varun, what is the difference between
incremental and iterative? Now, of course, I will tell you what incremental is and what
iterative is, but this is something I will be discussing in my next video, which is the
types of lifecycle. So stay tuned for that video, but let's first have an introduction
of what agile is. Initially I had told you it is fast, of course,
but results seem faster. What do I mean by that is, the customer, after every iteration
or after every sprint, I'll tell you what sprint is in some time, but after every sprint,
they may be able to see a prototype or they may be able to see the features faster.
No planning. No, it's absolutely wrong. There is planning. There is I would say sprint planning
meeting, release planning meeting, things like that, but you prefer progressive elaboration
or rolling wave planning. Now I know you might be confused on the difference between progressive
elaboration and rolling wave planning, but don't worry. I will be covering that as well.
No documentation. No, that's also wrong. Of course, you only make required needed documentation.
You'll make it, but only if it is needed and whatever it is.
No design. Nope. You have an emergent design. You constantly increment the design. You constantly
come up with a better design. No management, absolutely wrong. There is
management. In fact, there is actually Servant leadership and I will be talking about in
some time, the difference between the adaptive and Servant leadership. And on top of that,
I will be asking you PMP exam question also. Let's see. Agile - as per the Agile alliance,
the ability to balance and be flexible, create and respond to a change. Once again, what
is agile? Create and respond to a change, how quickly you can respond. That is what
agile is. Agile teams. They're self-organizing, what
do I mean by self-organizing? In your traditional predictive world, typically the culture is
that, Hey, can you do this? Can you do that? Okay, can you take care of this?
But in Agile world, it is self-organizing. Teams work collaborative, they self-organize,
they decide, okay, I'll do this, you'll do this. Someone will say, okay, let me pick
up this. That's what it is. It is cross-functional. What does cross-functional means? It means
your team members, typically 3 to 19 members and they are part of different teams. So they
are not just from one team. They are from different teams.
Transparency. That is the most important I would say. And the best feature about agile,
which I personally like is transparency. Everybody knows what you are working on. You are not
working in silos, which traditionally happens. You trust each other, you support each other.
And of course there is a decision-making you don't go to someone senior and say, Hey, can
I do this for each and every little thing. It is wasting time and is unnecessary. In
Agile, you take decision and you move on, but don't quote me for this. There would be
a few scenarios where of course you need the approval from product owner, or you need the
approval from customer or sponsor, but mostly for things you take self decision, and you
move on. Continuous improvement. Since you are showing
a prototype or a product after every two weeks iteration or sprint, this is what you will
continuously seeing an improvement in your plan.
Agile leadership, leadership is of multiple types. It's not just about adaptive or Servant
leadership. There is other leadership types also, which I actually talked about in my
introduction section and where I talked about 5-6, transformational, transactional leadership
and all of those things, but this is specifically covering the agile leadership and let's see,
what are these two. Remember, I will be asking you a question after this topic.
Adaptive leadership is a practical leadership framework that helps individuals to adapt
to changing environment. The name states adaptive. What does adaptive mean? You are adapting
to change. What happened in 2020, because of COVID situation. A lot of small businesses,
a lot of companies, they were not easily adapting to the change. Why? It was new to them. They
were not ready for it. Only those companies survived, which believed in adaptive leadership,
whose leadership was adaptive, who thought that the grocery would come through Amazon
or it would be delivered to your houses through Amazon. I never thought. I never ordered grocery
on Amazon, but now I did. That was the adaptive, that's the change which I embraced to. And
that has come from adaptive leadership. Failure to adapt. If you see Nokia, biggest
example. Now everyone either uses Android like Samsung, Google pixel, or you use the
Apple phones, Blackberry is gone, Compaq gone . Kodak, one of the another examples, gone.
Why? Because they didn't adapt to change. Netflix. Now in the COVID situation, most
of the people spend their time on Netflix. But do you know before Netflix, it was Blockbuster.
I'm pretty sure you might not know about Blockbuster as well. Blockbuster failed to adapt and you
know where it is. You don't even know. Everybody knows Netflix because that's what they do.
Adaptive leadership. It's not the strongest of the species that survive. Not the most
intelligent that survives. It is the one that is most adaptable to change. That's what agile
is. If you don't change, if you are not okay to change, then you're not going to succeed.
So it helps to gradually and meaningfully adapt to organization changes. Now, if you
are in a waterfall model, if you are in a predictive world and you want to move to Agile,
you need adaptive leadership. It helps to identify the essentials and discard the non-essentials.
A lot of times, I personally as a project manager, I created, worked with my team to
create unnecessary documentation. Nobody read it. So, in Agile, you discard the non-essentials
and you focus only on the essentials. Adaptive leaders helps others by asking the right questions
and challenging the traditional approaches. That's exactly what we do. If you see, before
I even started talking about the introduction to agile, I told you one thing, you have to
wear the PMI hat in order to solve the PMP exam questions. You have to make sure that
you understand. Understanding the concept is one thing, applying that concept in solving
the exam question is totally different, right? You are adapting to a change over here. Employees
become more flexible and more valuable to the employer. That's what adaptive leadership
does. On the other way round. What is a Servant
leadership? Servant leader says that people first, for them it's all about people. They
are. Servants. It begins with the natural feeling that one wants to serve or to serve.
If you remember, I started this video and I told you a story about Tierra. She told
me that what PMP is called? She compared with me servant leader. Why? Because I put her
first, my goal was just to make sure that she passed this exam. And that was what I
was after. That's Servant leadership. It shares power, puts the needs of others first, that's
the most important statement. It helps people to develop and perform as highly as possible.
Personalized management for each diverse member. Typically, I have seen leaders who say that,
Hey, you know what? I don't have time. I am going, I will talk to you. Why don't you talk
to Mr. X? Why don't you talk to your direct supervisor? But there are a few leaders who
put people first, they make sure, and this actually in turn, helps the employees of the
company, because there is a sense of loyalty to them. Workplace productivity rises just
because you have Servant leaders. What are the key characteristics? As I told
you, it puts people first, serves others, empowers team, motivates team, sell ideas,
values diverse opinions. They don't shut down or shoot down all the ideas with the team
member. They accept it, they it. They want you to come up with ideas. It creates a culture
of trust. It develop other leaders. You will see leaders who don't want others to grow,
because it will threaten their position. But servant leader doesn't do that. They want
you to become a leader. They think long-term and actually act with humility.
Now it's time to discuss about us sample question, but before I even go into this, I want to
make sure that you read this question, use the elimination technique, which I will teach
you. Or I've already taught to you through my other videos. And then come up with a conclusion.
Come up with an answer. In the comments section. I want you to write for this first question,
which I am discussing, what is the correct answer? Don't just say it as A, B, C, or D,
please. I'm not here after ABCD. Of course. I'll be telling you those answers as well,
but I want you to give me a reason that why you think A is correct or why you think B
is correct. That's very, very important. As an agile coach, you have been encouraging
your team to keep a regular focus on improving their efficiencies. You frequently ask them
to imagine how much efficiency enhancement they can achieve if they can focus on one
small enhancement every day. What are you trying to do?
So when you see questions like this, you have to do one thing, try to come up with the keywords,
try to see the keywords which are there, because that will help you to understand the question.
So basically I would say the keyword in the question is 'one small enhancement every day.'
That's what they're doing. Let's see, is it improving the team performance? I would say,
if you are doing small enhancements every day, it may improve the team performance.
It may help. B, Guiding the team towards value delivery.
I would say, yeah, if you're doing one small increment per day, it may ultimately guide
the team towards value delivery as well. C, being a servant leader, guide them to identify
and resolve issues. Okay. We just learned the topic about servant leadership. And we
have a question over here. D, Kaizen and continuous improvement.
Now, what is my elimination technique. On a piece of paper, write down these A, B, C,
D. Then I want you to go through each option and start eliminating. Don't tell me A is
correct or C is correct, read it and see whether which one is better. PMP exam question is
all about which answer is better. And it's all about choosing the best answer over here.
So first of all, focus on one small enhancement everyday, is it necessarily improving the
team performance? What is the relation of this by the team performance? It's nowhere
in the question. They're talking about team performance and stuff like that. You are just
an Agile coach and you are focusing the team to focus on improving the efficiency. That's
it. They are nowhere talking about improving the team performance. You can eliminate this
choice. B, guiding the team towards value delivery.
One small enhancement every day does not mean that you are giving value. It may mean that
whatever you made was worthless. It didn't prove what you wanted to make. So it does
not necessarily mean that you are guiding the team towards value delivery. It could
be. It may not. So it's a good option, but not definitely the best answer.
C, being a servant leader, guiding a team to identify and resolve the issues. Now you
have to understand one thing. This topic was about adaptive leadership and servant leadership.
That does not mean the right answer is C. This question I deliberately put it over here
for you to get confused and pick C as the answer. I'm pretty sure most of you would
now be laughing and saying that, Oh, you know what? I thought that C is the correct answer,
but no, in your real PMP exam, you will be solving 180 questions in 230 minutes.
Now it's not telling you that this question is from scope management or this question
is from communication management. All the questions would be mixed together. They will
be all related with each other. And that is where the confusion will lie. Nowhere in that
question, they are saying that you are resolving the issues, they said it nowhere. What they
said that it is about efficiency and they're saying that you are making one small enhancement.
So you are updating. So basically that's your Kaizen and continuous improvements, so you
are continuously improving it. I know I didn't talk about Kaizen right now, but this is something
which I'll be discussing in my future videos. So make sure that you go on my website, www.eduhubspot.com
to understand Kaizen, but don't go now, I'm going to be solving many questions like these
after every topic. So let's continue our journey. So correct answer in this case is D.
Let's move to the next topic, which is What is SCRUM?
A lot of people used to ask me I always used to tell them that agile is the future. People
are going crazy about agile and PMI was realizing that as well. And that was the reason why
PMI introduced agile into their PMP exam, they still have their own agile discipline
where they teach about ACP and other disciplines. Of course, ACP hands down is the most popular
agile certification, but still when I used to talk to people, whenever I used to use
the word agile, the first thing they used to tell me was scrum. Scrum is the most popular
agile methodology. It is adaptive. Iterative, fast and flexible. I wouldn't be able to do
justice if I explain scrum in this video. For this, my next chapter, which is on agile
planning, I have explained scrum in detail. So of course I would be talking about that
in very much detail, the scrum artifacts, the scrum ceremonies, scrum master, Agile
coach, product owner. What is iteration, what is sprints? I will talk in detail, but of
course I would make sure that you at least understand the step by step process of how
scrum works. So let's imagine I to make a website. I wanted
to make a website of my training, my training company. So initially at the very high level,
I would have a business case that why I want to make a website, my main goal to make the
website is to make sure that people like you and I, and other people are able to do professional
certifications. So for that, I will come up with the project vision statement. Vision
statement will clearly explain that this is the vision of your project. So in my case,
the vision of my project is to make a professional website for professionals who want to learn
certifications and grow their career. Now from that vision statement, I will come up
with a list of requirements. In a traditional world, you used to use the word B R D, but
in agile, you use the word product backlog. So product backlog is the list of all the
requirements you want in your product. So you will plan for releases also. You will
say that, okay, in every year we will be doing a quarterly release, a major quarterly release.
So you will have a release planning session, which will clearly say that these are the
list of major deliverables, which you will be launching in these quarters, Q1, Q2, Q3,
Q4. Now this is at the release level, but then
you are doing work also, right? So for that, you will have sprints. Typically sprints are
one to four weeks. And I would say typically they are around two weeks sprints. From that
product backlog, let's say there are a hundred requirements in that product backlog. You
will probably say that, for my next sprint, I will take top 20 requirements, as per your
priority, and you will solve, you will build, you will make those top 20 requirements, user
stories in that particular sprint. So that is what for the next two weeks, the team will
be working on those 20 user flows, use cases. Then after the two weeks cycle, and I'm assuming
it's a two week sprint, you will have a sprint review meeting. The sprint review meeting
will show you the list of things. Basically in sprint review meeting, you have to give
a demo to the customer saying that, okay, these were the things which you asked, and
this is what we did. So this is your first half of your sprint review meeting. The later
half, you will spend it on which are the things which our next sprint will take. Once you
do that, then you have retrospective. If you have heard the term lessons learned in Agile
world, you can kind of compare retrospective and lessons learned together. There is slight
difference, which as I told you, I will explain when I'm explaining scrum in very much detail
in the next chapter but retrospectives are talking about what, what are the things which
went well, what are the things which could have been better.
And then there is a back and forth. If there are a few things in the sprint review meeting,
for instance, we were supposed to do those 20 requirements. Let's say we only did 18.
The remaining two requirements, will go back to the product backlog. They will again be
prioritized and to make sure that they still have the same priority or if their priority
has decreased. So there would be a back and forth between the sprint review, and product
backlog, because that will constantly feed in there.
So now let's talk about a sample question for your topics. I know scrum is a large topic
and I just gave you a brief introduction, but it's a very, very large topic and I will
be discussing that in detail, in the next chapter videos, where I have specifically
dedicated scrum planning, that video is available exclusively on my website, www.eduhubspot.com.
But before you go there, let's do a sample question and see whatever you have learned.
Are you able to apply it or not? Your organization has applied for CMI L 5
certification, which mandates a detailed set of documentation. How would you address this
as a scrum master? Now, many of you would say that, Hey, I have
no clue about what CMI L 5 certification is. Honestly, I also don't know what CMI L 5 certification
is. Would I be able to answer this question? Yes. And I will show you exactly how. These
kinds of things are given just to confuse you. And remember, we have to use our elimination
technique. First reject the documentation requirement as scrum teams believe in just
good enough documents. Now this, you can surely say that, Hey, you know what. Scrum does not
include the documentation, but if you remember, I told you that it's not about no documentation.
It's actually about the necessary documentation. And this question explicitly says 'mandates.'
So this is a mandatory requirement that you have to make a documentation. So you cannot
reject this request. B, talk to the process compliance team and
explain how scrum team focuses on value delivery. Anything else is considered waste, same reason
if it's a mandatory requirement to make detailed set of documentation, and then that's the
project for. So B is gone as well. C, discuss with sponsor and seek her support
in removing the extra documentation requirement for this scrum team. Okay. where in the question
they said that they are talking about extra documentation. How did we come to a conclusion?
Sometimes in your question, the way PMI will phrase the question, you will think that these
are the correct statement, but did anywhere in the question, there was the word extra
or something which implies the word extra. Nope. So C is out as well.
D adapt to organization documentation requirement and prepare them. Exactly. This is a mandatory
requirement, and you have to make sure that you should make it. That's what agile is about.
It's not about no documentation. It's not about that. It's actually about the real,
the necessary documentation. So the correct answer in this case should be D
Next we have is XP. XP is extreme programming. It's another agile methodology, which is very,
very popular in software development. Now for your PMP exam, you really don't need to
go into detail about what extreme programming is. You only just need to know some basic
things. And of course, I will be covering those basic things here. And in future videos,
I'll be talking about extreme programming here and there, but not in a detailed manner.
Okay. Let's see what is extreme. It takes some of the best practices of traditional
software engineering to an extreme level, extensive code reviews, extensive testing
of all the code, doing programming in pairs. Write code only if needed. If you think, Hey,
you know what? I'm from healthcare. Oh, Hey, you know what? I'm from construction. I have
no clue about what coding is. Again. It's okay. It's absolutely fine. I'm not asking
you to learn how to code. This technique is just telling you that you are doing extensive
code reviews. What do I mean by that is you are following the best practices around the
world to make sure your code is perfect. You are using all the features which will make
sure that your code is perfect. It is bug free. It has no issues.
Like programming in pairs, what does that mean? That your two programmers, your two
developers working together and looking at each other's work, learning from each other,
working together, they're not checking each other. Of course, they check each others code
also, just to make sure that the work is done, but not in detail. I mean, they're learning
together, they're working together. That's what it means. And of course if the code is
simple and clear, your end result will definitely be better. So that's your extreme programming.
Now, the difference between extreme programming and scrum is that extreme programming is typically
for engineering background and it's basically about the best practices. Scrum is something
it's all about the sprints, the two weeks sprints, the releases and the grooming sessions
and all those things. So this is much more controlled. If I have to pick one technique
out of extreme programming and scrum, I would definitely hands down, go for scrum. And that
is why scrum is actually the most popular technique also.
Now few other methodologies in agile is lean software development; Kanban. Now, if you
see lean is not a methodology, it's actually a mindset. It's actually a process that how
you approach, how you think about a particular situation and lean came from the manufacturing
principles. So you see how the software industry adapted the best practices from manufacturing
world. And if you know that you're comparing this with lean six Sigma and lean black belt,
green belt, you are absolutely right. This is exactly lean is also an agile. Scrum is
also agile. Lean is all about adding value. It's all about removing waste. So if you see
something which is extra, which is of no value, remove it, that's what lean is all about.
It removes anything which is not adding any value. It looks at the areas which cause problem,
and it improves them. And I am explaining lean at a very basic level right now but there
will be full discussions on lean as well in my later set of videos.
I think it's in my monitoring in agile video chapter where I've talked about lean also,
and there are some mathematical questions also about lean. So make sure you are listening.
You are watching those videos in detail also, but before we do that, let's talk about Kanban.
Now, if I have to pick any one particular methodology after scrum, which is popular,
I will definitely go for Kanban. It's all about visualization, Kanban. Is all about
visual work. Like for instance, I am right now, a very hands-on person. What I do, I
want to see things to understand, like the same way. I was talking about these slides.
If I show you the slides, you will probably read it. You would probably learn it. But
if you notice one thing, my slides have pictures, you know why? Because I'm trying to make sure
I keep it interactive. Why are you watching this video? Why are you listening to me right
now? It's about a hands-on approach. And that is what Kanban did for us. And let me show
you a Kanban board. And this is what typically it is done. It is To do , Doing, Done. That's
how typically it is. Some companies, some projects they say to do, instead of the, word
doing they say 'in progress', then they say a word testing and finally it is done. But
typically it is a three-way I would say "To Do, Doing, Done." So what happens in Kanban
is that you write your user stories on sticky notes and you place those sticky notes in
the To-do column. When you place it on the, To do column, all your team members will come
in and say, Hey, this is a good higher priority. Let me pick this. They will pick. Then someone
else will come in and say, Oh, you know what, let me pick this. So they will take that user
story and they will put it on in progress stage. When they put it on 'in progress stage.'
This means that these are the user stories, which your team members are working on. Once
it is done, completed, then they will pass it to done state. That is your Kanban board,
very important and a lot of techniques. And it just gave you a brief introduction right
now, because this is an introduction video, but I would definitely talk about this in
detail in second chapter, third chapter videos, but I'm covering this in detail.
Okay. So let's see generally lean mindset and principles are applied with Kanban tools.
Again, what was Kanban about? Removing waste. So you apply the lean mindset and you apply
it on the Kanban. Lean teams finds what is not adding value in getting rid of waste.
Exactly. In the Kanban. If you see that something is of no value, you will not even put it on
the Kanban board, or you will just straight away remove them. You use tools like limit
the work in progress, or you use the pull system to improve the efficiency.
Pull system. It is the way I just explained you, you pull the work from that sticky note,
do the work and move on. Limiting the work in progress means that you set a limit so
that team member should not pick more than X amount of user stories at a time. Now you
would think that this is a bad thing. Not really. If you put a limit, then it actually
improves the efficiency. And I'll talk about that in detail at a later stage that how it
improves, but it definitely does. Of course, both lean and Kanban compliment
each other. In fact, they actually both work together. It helps to visualize the whole
system, To do, Doing, Done. That's all about visualization, right? You can see the things.
It is actually an information radiator, something which I will talk in the agile communication.
Information radiator, which means this is something which would be clearly visible to
everyone, Kanban board. It's not small. It's big everyone who's walking by in the office
space would probably see this. For virtual teams, they have online tools. So it's very
visual. Now last topic for the agile introduction
is this triangle of constraints. And once I'm done with that, I will once again solve
some practice questions and see whether you learn these concepts. Are you able to apply
these concepts or not? So let's see triangle off constraints. The traditional predictive
triangle, iron triangle was Scope, Cost, Schedule, in Agile you still have Scope, Cost, Schedule.
But there is a little difference. What does that difference? In your traditional iron
triangle both cost and schedule were fixed, typically you plan for it in the upfront and
of course typically if you ask me, scope is also kind of fixed, but still, you allow changes.
It's not that you completely shut down the scope changes. A Scope can be variable, but
both Cost and schedule are fixed. In agile, only the schedule is fixed. Both
cost and scope are variable. They keep on changing. After every two weeks sprint, you
will see a change. That's the beauty of agile. It embraces change. This is your agile iron
triangle, which actually corresponds to the agile triangle, which is Value, Quality and
Constraints. Constraint is your Scope, Cost Schedule. But technically by embracing the
change, your value, the customer can see the higher priority items early in their hand.
They value it. The quality is improving. Why quality is improving ? Customers can see the
product as early as possible. So this is something which is that rewarding
the value. Predictive is something which actually gives the illusion of control that the work
is going with in a very controlled manner. When in reality it may, or it may not be.
So if you seek quickly, scope cost schedule, how constraints affect the quality of the
outcome. Basically it's about change in one leg may impact at least one of the other two.
That's your traditional iron triangle. In Agile iron triangle, schedule is the primary
driver. Both your scope and cost are something which keeps on changing. You keep on getting
the feedback from the customer. Okay. Let's see if you're able to understand
the concept and are you able to solve this question or not. Always remember, get your
pen and paper and in the comment section, I want you to write the correct answer. Please.
Don't go right into the answer choice. Think through it, use the elimination technique
and in the comment I want you to give me a reasoning why you picked one option over the
other. You can see there are people who will definitely reply to it, but I want to make
sure that I personally reply to each and every question in this video. So let's see what
is this? In the initial sprint, the team focused on
building a base architecture of the system. The system is to be integrated with another
system. So basically you are integrating two systems. The team realized that this integration
doesn't work and they have to change the entire design of the architecture, making previous
work done as a waste. What should the team do?
First of all, is it the problem of the team that they were not able to catch this in the
beginning. I would say not really. Nowhere in the question, it's actually blaming anyone.
Remember in agile, you don't blame each other. It's a team work. It's not about individuals.
It's about team. What should the team do? Grab your pen and paper, or a notepad, whatever
you are using. Write this down. A,B,C,D. A, The team realized that this integration
doesn't work and they have to change the entire design. So the entire design has changed.
Does it make sense to cancel the sprint? I would say not a bad idea. You should, you
can actually cancel the sprint because whatever work you have done is actually a waste.
B, go back to the drawing board. This also makes sense. Canceling the sprint is saying
straight away, just cancel it. Go back to the drawing board is actually kind of resolving
the problem. Always remember in your PMP exam, pick the answer choice, which is resolving
the problem. So it is resolving the problem. So if I have to pick between A and B, I will
definitely go for B. So I'm eliminating A. C, continue with the work. Why would you continue
with the work if you know that your architecture, whatever architecture you did is now a waste,
so C is gone. D, Conduct the root cause analysis. Okay.
This is a very good answer choice. So we are left with B and D. Now you can say that, you
know what, conduct a root cause analysis. That absolutely makes sense. I really want
to know why this happened and things like that. But now did you realize this one thing,
it says the team realized that this integration does not work and they have to change the
entire design of the architecture. So basically, team already did their root cause analysis
and that is when they came to the analysis and the result that these two integrations
will not work. So, root cause analysis is already done. So your best answer choice is
B. Once again remember in your PMP exam question, you have to apply the concept, you have to
pick what is the best answer choice for you. There could be multiple answers for a question
and for those scenarios, they will specifically tell you whether you have to pick one option
or two options. Now, we are the closing stage of this video.
I hoped you like this video but please don't go right away. After this video we have recorded
some behind the scenes and I am pretty sure they are pretty hilarious and you will definitely
laugh on them so please do watch those behind the scenes and also whether you liked them
or not, not just those behind the scenes but the overall video.
So let us see what we discussed. We focused on agile, the definition of agile. We talked
about the agile teams, the leadership; adaptive and servant. We talked about a very basic
scrum, XP, lean and Kanban methodologies and finally we focused on the agile iron triangle,
the traditional triangle and stuff. So stay tuned and watch these behind the scenes now.
Hey guys, I hoped you liked my video. If you did, I have really one small request for you.
Please subscribe to my YouTube channel. I keep on recording these new videos for you
all to make sure that you understand. Watch my next video lesson here which is about types
of project life cycle and watch my favorite video over here. Thank you.
