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3 C’s of User Stories- Well Explained

One of the principal values of Agile is people over processes. Scrum embodies this and provides artifacts and features that are customer centric. A user story is one such feature, that enables transparency, is simple to understand, fosters collaboration and makes the process of delivering the sprint goal much easier. In this blog, we attempt to explain the best practices of user stories; also known as the 3C’s of user stories.How do you define a user story?A user story is an informal, general explanation of a software feature written from the perspective of the end user. Its purpose is to articulate how a software feature will provide value to the customer—AtlassianWriting requirements may be easy for those developing the project. But what about customers, who may not always understand technical jargon? Scrum, with its emphasis on customer collaboration, solves this problem with the help of user stories.  Scrum involves breaking down a complex project into smaller chunks. Each chunk, called an epic, is further broken down into smaller units called user stories. A user story, thus, is the smallest unit of work in an agile project. It describes the end goal to be achieved and is always told from the perspective of the user. In other words, user stories are the foundation or the building blocks of larger units within the project—like epics and initiatives.  Since, it is told from the perspective of the user, it is written in a form that is easily understood by the user. Which means, it is written in a simple and informal way and explains what the software feature it represents is supposed to achieve. It is not detailed, rather it is short and not more than a few sentences long. If needed, requirements may be added to the user story as more get chalked out during the course of the development of the feature in the sprint.  So, in other words, a user story describes one specific need or requirement of the user. It may also be called as a scenario. Use stories can be written on index cards, word documents, or even on excel spreadsheets. User stories are also great for estimating the work to be done or the work left to be done. The estimation of the amount of work to be done or the effort required to complete the work is necessary as this will help in determining the schedule, costs and resources required to deliver the requirement.  Some of the methods of estimating using user stories include: Planning Poker T-shirt sizing The Bucket system Affinity mapping Ordering Method, and more When did User stories originate?User Stories are chunks of the desired behavior of a software system. They are widely used in agile software approaches to divide up a large amount of functionality into smaller pieces for planning purposes--– Martin Fowler  So, the question here is, when did we first actually start using user stories? According to Agile Alliance®, user stories first originated in 1989 in Extreme programming, an agile software development framework like Scrum. While originally, at the time of their introduction they were very similar to use cases, over time their detail and scope changed. User stories and use cases may still sound and look very similar, but there are subtle differences between the two. A user story is more about the need or requirement of the user while the use case describes the feature that we build to fit the needs described by the customer. They are a bit more technical and define the interaction of the feature being built with the rest of the system, software or process.  User stories on the other hand are easier to read and understand.  According to Ron Jeffris, who proposed the Card. Conversation, Confirmation model for user stories, use cases are documentary requirement practices while user stories are social requirement practices.Three Cs of User Stories—well explained“Card, Conversation, Confirmation”; this formula (from Ron Jeffries) Captures the components of a User Story—Agile Alliance In 2001, the Card, Conversation, Confirmation model for user stories was proposed by Ron Jeffris for extreme programming, where he states user stories to be critical elements of the XP “Circle of Life”. Let’s look at the three aspects of user stories.1. Card:Where are user stories written? On cards. They are written manually on index cards and this exercise helps keep the user stories concise. The card will not contain all or too much information on the requirement. Instead, the card will have only enough information to identify the requirement and help everyone understand what the story is.  The card represents the requirement and is a great tool for planning. It can also be used to write down some more notes like the priority or the story and the cost involved. The Product Owner, after finalizing the user story to be picked up for the particular sprint, will hand over the user story card to the developers.  The standard format used for writing the user story on the card is as follows: As a [user type], I want / need [goal] so that I can accomplish [justification/business value].2. Conversation:The card is the first step towards formulating the user story, but the requirement needs to be further discussed and refined and communicated to the developers. This is done through conversation. The conversation between developers, Product Owner, Scrum Master and the stakeholders also fosters collaboration between all, thus helping in getting a shared understanding of the requirement and leading to the development of the product.  This exchange of thoughts and opinions through conversation takes place incrementally over time, starting from story estimation carried out during release planning and then during the sprint planning meeting when the story is picked up for implementation. While the conversations are mostly verbal, documents can be used for support.3. Confirmation:Even with the most in-depth conversation, there is always an element of doubt about the requirement that has to be created. How do we proceed with the user story and ensure that this is what the requirement states? This is done through the third C of the user story— ‘confirmation’. Confirmation is in the form of acceptance tests. The confirmation is the acceptance criteria that captures the essential requirements and helps us test the created product to ensure that it meets the defined criteria.  Acceptance criteria are generally created by the Product Owner and further refined and extended in the backlog refinement. The developers implement the acceptance criteria or acceptance tests. The increment created based on the user story should satisfy the acceptance tests, which confirms that the feature has been implemented correctly. The developers, at the end of the iteration, demonstrate the completion of the story by passing the acceptance criteria. This is confirmation completed. When these three Cs of the user stories are completed and satisfied, the feature created is compete and can be released. User Story Template: The Role, the Action and the BenefitA user story template defines the format that is used while writing user stories. According to Agile Alliance the most common template uses the format, “As a… I want to… So that…” As a (who wants to accomplish something) I want to (what they want to accomplish) So that (why they want to accomplish that thing) A user story is written from the point of view of the user. It describes the role of the user, the action or what the user needs and the why of the story or the benefit that it provides.  Let’s look at each of these components in detail: The role: The role refers to the user who uses the system or for who the feature is being built. The developers are not the users of the feature. The action: The ‘what’ part of the story suggests the action or the behavior of the system. Each story has a unique action.  The benefit: This is the result of the action, which is what the user needs to happen. Examples: As <a user> I want to be able to <search> so that <I can get the products I want> As <a user> I want to able to <add items to cart> so that <I can check out the items> How to Write a Good User Story with INVESTINVEST is an acronym for: Independent Negotiable Valuable Estimable Small Testable A good user story should encompass all these properties. Let’s examine each of these features: Independent: Keeping stories independent of each other helps to prioritize stories on the backlog. If a story is dependent on other stories, then it cannot be taken up till the other stories are completed, even it has a higher priority.   Negotiable: A story is negotiable which means that it can be altered based on the conversation that happens between the developers, Product Owner and the consumers. A collaborative dialogue between the developers and the users for whom the feature is being developed, or the user’s proxy, that is the Product Owner, is a must. All parties must arrive at a common vision and then development must start.  Valuable: The user story must be measurable, which means that it must add value to the overall project. So, a user story must add value not just to the user for who it is being developed but it should also satisfy non-functional requirements.   Estimable: A user story must be estimable so that its value and subsequent priority can be gauged. This helps the product owner decide its priority in the product backlog.  Small: User stories represent the smallest unit of work in Scrum projects and represent a small functionality that the product delivers. If the user stories are large, they must be broken down into smaller units as smaller user units help in faster delivery of the features. Testable: Every user story needs to be testable to confirm that it is working as it should and delivering value to the customer. The acceptance criteria are written for this purpose. When the user story passes the acceptance criteria it is complete and ready to be shipped.  Tips for creating great user storiesRoman Pichler has come up with these tips that will help create fail-safe user stories: Write the user story from the point of view of the user Use personas to create the best user story scenario Ensure collaboration while creating user story Keep stories simple Start with epics Keep refining the stories till they are ready Add acceptance criteria Use paper/index cards for writing down user stories Make sure your stories are visible and accessible Ending notes The success of a Scrum project depends largely on the details and the user story is one such detail that should not be ignored. It’s a tool not just for creating a feature but also to promote collaboration and transparency among team members and the stakeholders. Writing good user stories is a necessity for Scrum projects as they give clarity to requirements and help create features and products that are approved by the customer.  

3 C’s of User Stories- Well Explained

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3 C’s of User Stories- Well Explained

One of the principal values of Agile is people over processes. Scrum embodies this and provides artifacts and features that are customer centric. A user story is one such feature, that enables transparency, is simple to understand, fosters collaboration and makes the process of delivering the sprint goal much easier. In this blog, we attempt to explain the best practices of user stories; also known as the 3C’s of user stories.

How do you define a user story?

A user story is an informal, general explanation of a software feature written from the perspective of the end user. Its purpose is to articulate how a software feature will provide value to the customer—Atlassian

Writing requirements may be easy for those developing the project. But what about customers, who may not always understand technical jargon? Scrum, with its emphasis on customer collaboration, solves this problem with the help of user stories 

Scrum involves breaking down a complex project into smaller chunks. Each chunk, called an epic, is further broken down into smaller units called user stories. A user story, thus, is the smallest unit of work in an agile project. It describes the end goal to be achieved and is always told from the perspective of the user. In other words, user stories are the foundation or the building blocks of larger units within the project—like epics and initiatives.  

Since, it is told from the perspective of the user, it is written in a form that is easily understood by the user. Which means, it is written in a simple and informal way and explains what the software feature it represents is supposed to achieve. It is not detailed, rather it is short and not more than a few sentences long. If needed, requirements may be added to the user story as more get chalked out during the course of the development of the feature in the sprint.  

So, in other words, a user story describes one specific need or requirement of the user. It may also be called as a scenario. Use stories can be written on index cards, word documents, or even on excel spreadsheets. 

User stories are also great for estimating the work to be done or the work left to be done. The estimation of the amount of work to be done or the effort required to complete the work is necessary as this will help in determining the schedule, costs and resources required to deliver the requirement.  

Some of the methods of estimating using user stories include: 

  • Planning Poker 
  • T-shirt sizing 
  • The Bucket system 
  • Affinity mapping 
  • Ordering Method, and more 

Why Is It Important to Agile?

When did User stories originate?

User Stories are chunks of the desired behavior of a software system. They are widely used in agile software approaches to divide up a large amount of functionality into smaller pieces for planning purposes--– Martin Fowler  

So, the question here is, when did we first actually start using user stories? According to Agile Alliance®, user stories first originated in 1989 in Extreme programming, an agile software development framework like Scrum. While originally, at the time of their introduction they were very similar to use cases, over time their detail and scope changed. 

User stories and use cases may still sound and look very similar, but there are subtle differences between the two. A user story is more about the need or requirement of the user while the use case describes the feature that we build to fit the needs described by the customer. They are a bit more technical and define the interaction of the feature being built with the rest of the system, software or process.  User stories on the other hand are easier to read and understand.  

According to Ron Jeffris, who proposed the Card. Conversation, Confirmation model for user stories, use cases are documentary requirement practices while user stories are social requirement practices.

Three Cs of User Stories—well explained

Card, Conversation, Confirmation”; this formula (from Ron Jeffries) Captures the components of a User Story—Agile Alliance 

In 2001, the Card, Conversation, Confirmation model for user stories was proposed by Ron Jeffris for extreme programming, where he states user stories to be critical elements of the XP “Circle of Life”. Let’s look at the three aspects of user stories.

1. Card:

Where are user stories written? On cards. They are written manually on index cards and this exercise helps keep the user stories concise. The card will not contain all or too much information on the requirement. Instead, the card will have only enough information to identify the requirement and help everyone understand what the story is.  

The card represents the requirement and is a great tool for planning. It can also be used to write down some more notes like the priority or the story and the cost involved. The Product Owner, after finalizing the user story to be picked up for the particular sprint, will hand over the user story card to the developers.  

The standard format used for writing the user story on the card is as follows: 

As a [user type], I want / need [goal] so that I can accomplish [justification/business value].

2. Conversation:

The card is the first step towards formulating the user story, but the requirement needs to be further discussed and refined and communicated to the developers. This is done through conversation. The conversation between developers, Product Owner, Scrum Master and the stakeholders also fosters collaboration between all, thus helping in getting a shared understanding of the requirement and leading to the development of the product.  

This exchange of thoughts and opinions through conversation takes place incrementally over time, starting from story estimation carried out during release planning and then during the sprint planning meeting when the story is picked up for implementation. While the conversations are mostly verbal, documents can be used for support.

3. Confirmation:

Even with the most in-depth conversation, there is always an element of doubt about the requirement that has to be created. How do we proceed with the user story and ensure that this is what the requirement states? 

This is done through the third C of the user story— ‘confirmation’. Confirmation is in the form of acceptance tests. The confirmation is the acceptance criteria that captures the essential requirements and helps us test the created product to ensure that it meets the defined criteria.  

Acceptance criteria are generally created by the Product Owner and further refined and extended in the backlog refinement. The developers implement the acceptance criteria or acceptance tests. The increment created based on the user story should satisfy the acceptance tests, which confirms that the feature has been implemented correctly. The developers, at the end of the iteration, demonstrate the completion of the story by passing the acceptance criteria. This is confirmation completed. 

When these three Cs of the user stories are completed and satisfied, the feature created is compete and can be released. 

User Story Template: The Role, the Action and the Benefit

User Story Template: Role-Action-Benefit

user story template defines the format that is used while writing user stories. According to Agile Alliance the most common template uses the format, “As a… I want to… So that…” 

  • As a (who wants to accomplish something) 
  • I want to (what they want to accomplish) 
  • So that (why they want to accomplish that thing) 

A user story is written from the point of view of the user. It describes the role of the user, the action or what the user needs and the why of the story or the benefit that it provides.  

Let’s look at each of these components in detail: 

  • The role: The role refers to the user who uses the system or for who the feature is being built. The developers are not the users of the feature. 
  • The action: The ‘what’ part of the story suggests the action or the behavior of the system. Each story has a unique action.  
  • The benefit: This is the result of the action, which is what the user needs to happen. 

Examples: 

As <a user> I want to be able to <search> so that <I can get the products I want> 

As <a user> I want to able to <add items to cart> so that <I can check out the items> 

How to Write a Good User Story with INVEST

How to Write a Good User Story with INVEST

INVEST is an acronym for: 

  • Independent 
  • Negotiable 
  • Valuable 
  • Estimable 
  • Small 
  • Testable 

A good user story should encompass all these properties. Let’s examine each of these features: 

  • Independent: Keeping stories independent of each other helps to prioritize stories on the backlog. If a story is dependent on other stories, then it cannot be taken up till the other stories are completed, even it has a higher priority.   
  • Negotiable: A story is negotiable which means that it can be altered based on the conversation that happens between the developers, Product Owner and the consumers. A collaborative dialogue between the developers and the users for whom the feature is being developed, or the user’s proxy, that is the Product Owner, is a must. All parties must arrive at a common vision and then development must start.  
  • Valuable: The user story must be measurable, which means that it must add value to the overall project. So, a user story must add value not just to the user for who it is being developed but it should also satisfy non-functional requirements.   
  • Estimable: A user story must be estimable so that its value and subsequent priority can be gauged. This helps the product owner decide its priority in the product backlog.  
  • Small: User stories represent the smallest unit of work in Scrum projects and represent a small functionality that the product delivers. If the user stories are large, they must be broken down into smaller units as smaller user units help in faster delivery of the features. 
  • Testable: Every user story needs to be testable to confirm that it is working as it should and delivering value to the customer. The acceptance criteria are written for this purpose. When the user story passes the acceptance criteria it is complete and ready to be shipped.  

Tips for creating great user stories

Roman Pichler has come up with these tips that will help create fail-safe user stories: 

  • Write the user story from the point of view of the user 
  • Use personas to create the best user story scenario 
  • Ensure collaboration while creating user story 
  • Keep stories simple 
  • Start with epics 
  • Keep refining the stories till they are ready 
  • Add acceptance criteria 
  • Use paper/index cards for writing down user stories 
  • Make sure your stories are visible and accessible 

Ending notes 

The success of a Scrum project depends largely on the details and the user story is one such detail that should not be ignored. It’s a tool not just for creating a feature but also to promote collaboration and transparency among team members and the stakeholders. Writing good user stories is a necessity for Scrum projects as they give clarity to requirements and help create features and products that are approved by the customer.  

KnowledgeHut

KnowledgeHut

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KnowledgeHut is an outcome-focused global ed-tech company. We help organizations and professionals unlock excellence through skills development. We offer training solutions under the people and process, data science, full-stack development, cybersecurity, future technologies and digital transformation verticals.
Website : https://www.knowledgehut.com

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This shows the importance of risk management and the emphasis organizations place on qualified risk managers.Benefits of getting PMI-RMP certifiedApply risk management practices for greater competitive advantageIdentify and measure risks in project development and implementationQuantify and create risk response strategies to deliver products that meet stakeholder expectationsUse a proactive and focused approach to preventing problems, rather than dealing with them once they occurIncrease your visibility within the companyAim for greater career growthEarn salaries upto $115,931Top companies that hire PMI-RMP professionalsWhere to take training for certification: Aspirants must train from an Authorized Training Partner (ATP) of PMI.Who should take the training for certificationRisk ManagersRisk Management ProfessionalsProject ManagersProject SponsorsProgram ManagersProject EngineersProject CoordinatorsPlanning ManagersPlanning EngineersProject Cost Control EngineersQuantity SurveyorsCivil EngineersIT Project ManagersProduct ManagersProject AnalystsBusiness AnalystsProject LeadersProject Co-ordinatorsTeam LeadersTeam MembersEligibilityTo apply for the PMI-RMP® Credential, you need to possess a:Secondary degree (high school diploma, associate’s degree, or the global equivalent)4,500 hours of project risk management experience40 hours of project risk management educationORFour-year degree (bachelor’s degree or the global equivalent)3,000 hours of project risk management experience30 hours of project risk management educationExam FormatNo of questions: 170 questions Type: Multiple ChoiceTime: 3.5 hoursDuration to get certifiedApplication fee: For PMI membership: USD $ 129 plus USD $10 for application fee.Course fee for certification: INR12999, USD 999Exam fee for certificationIn U.S.Member: $520Non-member: $670Retake fee for certificationMember: $335Non-member: $4354. PRINCE2® Foundation/PRINCE2 PractitionerThe PRINCE2 (PRojects IN Controlled Environments) Foundation and Practitioner credentials are sought-after offerings from AXELOS. There are a number of credentials offered under PRINCE2 that make it suitable for a wider audience. Axelos keeps the PRINCE2 curriculum regularly updated with the latest industry advances, which makes it suitable for new age project management and intensive, demanding projects.  PRINCE2 Demand: PRINCE2 extends its applicability across industries and sectors. This makes it very popular in the market as it is a one size fits all model. Although PRINCE2 was founded in the UK, it has now firmly established its presence in industries across the world. According to a report in LinkedIn, PRINCE2 is the most popular project management methodology. A professional adept at PRINCE2 and holding the credential is highly valuable and sought after by organizations implementing PRINCE2 for their projects.  Benefits of getting PRINCE2 certifiedGuide projects in their entiretyTailor PRINCE2 to suit the needs of projects and organizationsValidate your commitment to continued excellence and quality Master and demonstrate your proficiency of the PRINCE2® framework Gain project management best practices and grow your career with confidence Work across projects in diverse sectors and industriesShow your ability to work in challenging work environments Command higher salaries (upto $99,012 average) than your non-certified peers Top companies that hire PRINCE2 professionalsShellBPTranspower New ZealandIBMHPAquasoftGetronicsSiemensWhere to take training for certification: Aspirants must undertake training from a Certified Partner of AXELOS and an accredited training organization (ATO) with PeopleCert®.Who should take the training for certification?Project ManagersProject CoordinatorsProject AnalystsProject LeadersProduct ManagersProgram ManagersProject SponsorsTeam LeadersSenior Responsible OwnersProduct Delivery ManagersBusiness Change AnalystsProject and Programme Office PersonnelOperational Line ManagerAnyone who wishes to build up knowledge in project management EligibilityThere are no eligibility requirements for the PRINCE2® Foundation certification exam. To qualify for the PRINCE2 Practitioner exam, you must have at least one of the following certifications: PRINCE2® Foundation or higher (applicable only to certificates obtained after 1 January 2009) Project Management Professional (PMP)® Certified Associate in Project Management (CAPM)® IPMA Level A® (Certified Projects Director) IPMA Level B® (Certified Senior Project Manager) IPMA Level C® (Certified Project Manager) IPMA Level D® (Certified Project Management Associate) Project Management Qualification (PMQ) Project Professional Qualification (PPQ) Exam FormatFoundation ExamDuration: 60 minutes (1 hour) Questions: 60 Multiple choice questions Pass mark: 33 out of 60 available, or 55% Use of textbook: No, it’s a closed book examPractitioner Exam Duration: 150 minutes (2.5 hrs) Questions: 68 Objective type questions Pass mark: 38 out of 68 available, or 55% Use of textbook: Yes, but only the official PRINCE2® manual is permitted. Duration to get certifiedYou will need to attend 32-hours of PRINCE2® Foundation and Practitioner training from an ATO of AXELOS and PeopleCert®, following which you will be required to take the exams to demonstrate your knowledge of PRINCE2 and get certified. The results of your tests are issued within 2 business days from the date of your exam.  Course fee for certification: USD 1999Exam fee for certification: Included in course fee5. PgMP®: Program Management Professional (PgMP)® Certification TrainingAnother project management from the PMI, this credential is more advanced than the PMP and certifies the holder’s ability to manage complex projects that cover functions, organizations, cultures and geographies. The credential mandates holders to be proficient in the six prime focus areas: Governance, Prioritization, Escalation, Resource Management, Benefits Realization, and Stakeholder Management.PgMP Demand: Credentials from the PMI are known for their rigorous standards and testing, which is why they are well accepted in industries across sectors. PgMP holders are better able to promote integration and coordination of multiple projects for the overall benefit of the program. According to PMI’s 2015 Pulse of the Profession® report, an organization’s projects are far more successful with program management than without it — 76 percent compared to 54 percent. This further compounds the demand for PgMP professionals. Benefits of getting PgMP certifiedGet in-depth knowledge of tools and techniques to handle complex multiple related projectsUnderstand Program Lifecycle and its processes, competencies, tools and techniques with practical sample templatesLearn to implement large-scale programs to align with business strategyOpen yourself to lucrative job opportunities and leadership rolesWork in projects across geographiesEarn high salaries, upto $139,000 on averageTop companies that hire PgMP professionalsAmazonGoogleMicrosoftCognizantCapgeminiDeloitteJP Morgan ChaseErnst & YoungWhere to take training for certification: Aspirants must train from an Authorized Training Provider of PMI®Who should take the training for certificationTeam LeadsSponsorsProject DirectorsProgram ManagersPortfolio Managers  Project Management Office (PMO) HeadsEligibilityA Four-year Degree (Bachelor's or Global equivalent), with at least four years of Project Management experience and four years of Program Management experience.ORA Secondary Diploma (High school or Global equivalent), with at least four years of Project Management experience and seven years of Program Management experience. Exam FormatNo of questions: 170 multiple-choice, of which 20 are considered pretest questions which are not scored.Question type: Most questions are scenario based and test a professional's understanding and clarity of thoughts on different Program Management concepts.Time: 4 hoursDifficulty level: DifficultDuration to get certified: You have to complete your 24 hours of training from an Authorized Training Partner (ATP) of PMI. Make a study plan and stick to it religiously. The PgMP is considered to be more difficult than the PMP and requires a fair bit of preparation. Once you pass the 4-hour exam you will be PgMP certified.  Course fee for certification: INR 13,999; USD 1199Application fee for certification: For PMI membership: USD $ 129 plus USD $10 for application fee.Exam fee for certificationIn IndiaMember: ₹46,338.00Non-member: ₹77,230.00In U.S.Member: $800Non-member: $1000Retake fee for certificationMember: $600Non-member: $8006. PMI-ACPPMI-ACP Demand: Agile is a fairly new concept in the context of product development. Though organizations reap immense benefits by adopting Agile, the road to transformation can often turn out to be expensive if not well executed. PMI-ACP professionals are therefore in huge demand as they can bring in project management best practices in Agile environments and ensure project success.  Benefits of getting PMI-ACP certifiedThe shortage of Project Managers has increased job opportunities in the Agile environmentYou will qualify for Agile jobs with expertise in Agile methods like Scrum, FDD, Kanban, etc. which are in demand in the industryEarn salaries in the range of $108,000 on an averageEquips you with knowledge of various Agile methodsMakes you more marketableTop companies that hire PMI-ACP professionalsStandard CharteredOracleIBMVMWareSource: IndeedWhere to take training for certification: Aspirants must train from an Authorized Training Provider of PMI® Who should take the training for certification?Project ManagersProject PlannersQuality Assurance StaffDevelopers/ProgrammersDesigners, TestersProject ControllersProduct OwnersScrum MastersScrum Team MembersEligibilityTo apply for the PMI-ACP®, candidates must meet the following requirements:1. General Project Experience2000 hours of working on project teams within the last 5 years or having an active PMP®/PgMP® credential2. Agile Project Experience1500 hours of working on Agile Project Teams or with Agile Methodologies, in addition to “General Project Experience” above;3. Training in Agile Practices21 contact hours earned in Agile PracticesExam FormatNo of questions: 120 MCQ, of which 20 are pre-testDuration: 3 hoursDuration to get certified: Once you complete the course, you need to schedule the exam date. Exam applications have to be submitted and approved by PMI. Online applications m ay take upto five business days to get processed. Once your application is processed, you can schedule your exam date, and on passing receive the PMI-ACP credential.Course fee for certification: INR 10,999, USD 1099Application fee for certification: For PMI membership: USD $ 129 plus USD $10 for application fee.Exam fee for certificationFor members: $435Non-members: $495Retake fee for certificationMembers: $150Non-members: $200SummaryProject Management is among the most sought after job roles, not only in the tech industry but any industry that executes and manages projects. By 2027, 88 million individuals will need to be skilled in project management-oriented roles. This makes it among the hottest job trends in the coming years, and a credential will go a long way in helping you capitalise on this trend.
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Best Project Management Certifications in 2022

While nothing can replace industry work experience... Read More

Project Management: What’s Trending in 2022

Project management is the practice that is used to initiate, design, execute, control, and close a team's work in order to reach specific objectives and fulfil specific success criteria at the specified time. The main challenge of project management is to achieve all project objectives within the given limits.A decade ago, managing projects was difficult and challenging. It was difficult to set clear goals with less project management tools and projects were being managed by smaller teams with simpler projects.Fast forwarding to 2022, the scenario is completely different as Project Management seems like a phoenix rising from the ashes. The teams are no longer small, nor are the tasks, and the goals are defined with a proper system.The project management industry is quickly evolving, keeping pace with advanced technologies, tools, and the latest trends.Today, we will discuss the top 5 Project Management global trends in 2022.1. Artificial Intelligence (AI) & Automation Will Impact ProjectsArtificial Intelligence has had a very positive impact on projects. According to a PMI report, software development, aerospace, healthcare and financing all implement Artificial Intelligence in their way of managing projects.The first thing project managers need to do is take AI into account in project management and then learn how to utilize it for successfully completing projects.Using AI in automating data will make it easier to handle projects than before. Moreover, you can form positive business relationships with your team members and clients, resulting in proper coordination and transparency.It’s quite common to witness poor estimates and unknown external factors pushing the deadline. Artificial intelligence can calculate the duration, cost and progress of a project properly and predict realistic project schedules.2. More Project Managers Will Incorporate Hybrid Project ManagementEvery project is created differently and differs in methodology and execution. No wonder the concept of hybrid project management is becoming increasingly popular and with every passing day, many Project managers and Scrum masters are combining more than one methodology.According to PMI reports, Hybrid project management aims to combine standard project management techniques with the agile methodology.When the hybrid model, such as combining a traditional approach is implemented with an Agile process, team members from different points of view and work styles will collaborate and achieve more flexibility, dedication, and productivity in their own way.Project managers are inclining to this flexible approach of projects in the current year. A combination of agile and traditional methodologies is best suited in a multi-project environment, where complex parts are executed using agile, and a traditional method is used for the simpler parts.3. Managing Projects Will Become Easier with Emotional Intelligence (EI)It seems strange, but project success is related to humans understanding and realizing emotions. How? According to PMI.org emotional intelligence can strongly predict performance no matter what job you do. It allows clients, team members, sponsors and management to interact with each other with clarity, handle challenges efficiently and make committed choices to act strategically and swiftly. EI is now an essential technology for a successful business outcome.Understanding the emotions of the team members and dealing with different personalities ensures that the project keeps progressing at a smooth and constant pace. This is an invaluable leadership ability for project managers around the world.Therefore, it becomes more important than ever to learn about emotional intelligence and what drives people to predict future project success.4. Remote Working is on the RiseThe trend of working remotely is now extremely common and this will go on in future too. There are a lot of advantages when people work remotely. It offers more flexibility and saves a lot of time as you don’t need to travel to your workplace. The costs to the project and company get further reduced leading to the development of talent. According to the results of a survey by Wrike, 83% of respondents work remotely every day for at least one to two hours. 43% of them reported that they work remotely now, more than they did a couple of years ago.When working remotely, projects will be managed by:Setting up daily, stand-up meetings and calls to stay updated on the progressHaving your team members keep you updated on any project changes or updatesUsing online collaboration tools such as Microsoft Planner to collaborate with team members and never miss out on any changes or updatesDoing quarterly individual assessments in a yearThe future of project management will witness a steep rise in next-gen project managers, project management offices, and more focus stepping up cybersecurity. Project managers should pay attention to these trends to successfully lead their teams.5. More Jobs Will be Available for Project ManagersProject managers are involved in every possible industry. According to ‘The Project Management Institute (PMI) report’ last year, the project management labour force is predicted to grow by 33 percent in over 11 countries by 2027. There will be a wide range of jobs for project management and these are estimated to grow over the next 10 years. Some of them are in industries like: Management and Professional ServicesManufacturingFinance and InsuranceInformation Services and PublishingConstructionUtilitiesOil and GasBy 2027, nearly 88 million professionals will be required in project management-oriented roles. The first in the race to hire are China and India forming more than 75 percent of the total project management-oriented employment.The report further stresses that project managers are key in delivering successful projects and products. Acting otherwise can potentially create a loss of nearly US$208 billion in GDP over the 10 years in the 11 countries examined.With the new trends of 2022, project management will be playing a major role in fastening product development with its new technologies, and in turn, increasing workflow efficiency. Owing to its exponential growth, multiple job opportunities will be created, and staying on top of the latest trends will give one the leverage to make the most of such changes.
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Project Management: What’s Trending in 2022

Project management is the practice that is used to... Read More