Agile Project Management

Rice University has partnered with the International Institute for Learning Inc. (IIL), a leading provider of training and course development in Project, Program and Portfolio Management, to bring you online continuing education programs that help you prepare for PMI certification exams. The online format allows you to train when you want and where you want — at your own pace.


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In today’s world of fast paced technology, continually changing requirements and project scope, the need for Agile Project Management has greatly increased. Responding to the demand caused by rapidly evolving technology, Rice University partnered with the Project Management Institute (PMI®) to offer Agile Project Management courses to help you earn the PMI Agile Certified Practitioner (PMI-ACP)® certification. This certification is where Project Management and Agile Practices meet.


Section Instructor Format Schedule start date
Prep Course for PMIs Agile Certified Practitioner (PMI-ACP)® Exam International Institute for Learning, Inc. (IIL) On-demand, Online Access for 180 days after purchase
Agile Development and Project Management International Institute for Learning, Inc. (IIL) On-demand, Online Access for 180 days after purchase
Agile for Non-IT Practitioners International Institute for Learning, Inc. (IIL) On-demand, Online Access for 180 days after purchase
  • 2,000 hours of general project experience working on teams. A current PMP® or PgMP® will satisfy this requirement but is not required to apply for the PMI-ACP.

  • 1,500 hours working on agile project teams or with agile methodologies. This requirement is in addition to the 2,000 hours of general project experience.

  • 21 contact hours of training in agile practices

This course is designed for anyone currently working on Agile-based projects and with wider project experience who wants to become PMI-ACP certified.

Who Should Enroll?

  • Project Managers
  • Team Leaders
  • Business Analysts
  • Technical Coordinators


  • Appreciate the wider aspects of Agile project management tools and techniques
  • Integrate various disciplines within Agile
  • Tailor / customize Agile to suit the needs of different projects
  • Prepare yourself for the PMI-ACP examination


Getting Started
  • Introductions 
  • Agenda 
  • Expectations
Foundation Concepts 
  • Defining “Traditional” Project Management
    • Project management parameters 
    • The “traditional” approach to the parameters 
    • Strengths and weaknesses of a traditional approach 
  • Defining “Agile” Project Management
    • Project management parameters revisited 
    • The “agile” approach to the parameters 
    • Strengths and weaknesses of agile 
  • Managing projects with traditional and agile methods
    • Can the two approaches co-exist? 
    • Leveraging the benefits of both methods 
    • Options for using both methods on a project 
    • Avoiding the elephant traps 
  • Key aspects of the PMI® Agile Certified Practitioner  (PMI-ACP)® Handbook
    • Overview 
    • Eligibility requirements 
    • Exam information 
    • Exam Blueprint 
    • Continuing certification requirements 
  • Key aspects of the PMI Agile Certification Examination Content Outline
    • Introduction 
    • Agile exam content outline 
    • Tools and techniques 
    • Knowledge and skills 
    • Domains and tasks (not examined)   

An Introduction to Agile and Implementing Agile

  • Definable work vs. high-uncertainty work
  • Project factors that influence tailoring
  • The Agile Manifesto and 12 Principles
  • Agile mindset
  • Agile domains and tasks

Agile Tools and Techniques Related to PM “Hard Skills”

  • Planning, monitoring, and adapting
    • The need for planning, monitoring, and adapting
    • The Agile approach to planning and plans
    • The Agile planning tools and techniques
    • The Agile monitoring tools and techniques
    • The Agile approach to adapting
  • Product quality
    • A definition of “product quality”
    • Setting the standard for product quality
    • Agile tools and techniques for achieving product quality
  • Risk management
    • A definition of “risk”
    • What is “at risk”?
    • The acceptability of risks
    • The Agile tools and techniques for managing risks

Agile Tools and Techniques Related to PM “Soft Skills”

  • The difference between PM “hard and soft” skills
  • Communications
    • The importance of communications
    • Forms of agile communications
    • Communications within the project
    • Communications from the project
    • Communications to the project
    • Making communications the cultural norm
  • Interpersonal Skills
    • Defining and understanding management
    • Defining and understanding leadership
    • Defining and understanding servant leadership
    • Delegating vs. empowering
    • Playing to people’s strengths
    • Overcoming the roadblocks

Core Agile Tools and Techniques

  • The philosophy of core Agile tools and techniques
  • Agile estimation
    • Will traditional forms of estimating work for agile?
    • The relationship between estimating and guessing
    • The relationship between estimating and sizing
    • The where, who, and how of agile estimating
  • Agile analysis and design
    • Product analysis and design from a user point of view
    • Product analysis and design from a supplier point of view
    • Product analysis and design from an agile project point of view.

Value-Based Agile Tools and Techniques

  • The role of value-based tools and techniques in bridging traditional PM with Agile
  • Value-based prioritization
    • Value-based prioritization and agile projects
    • Investment appraisal methods
    • Regulatory driven
    • Customer driven
    • Ranking methods (MMF, MoSCoW)
  • Metrics
    • What should we measure / track?
    • Methods of measuring / tracking
    • Adding value with metrics
  • Process Improvement
    • Value-stream analysis
    • Value-stream mapping

Agile Knowledge and Skills

  • Context of Agile Knowledge and Skills vis-à-vis Agile Tools and Techniques
    • Agile Knowledge and Skills
    • Process focused
    • People focused
    • Product focused
    • Project focused

Exam Preparation and Course Closure

  • The application process – where are you now?
  • The “Exam-Focused Journal” – what you still have to do
  • Further preparation – self-study schedule
  • Exam topic review
  • Practice exam
  • Practice exam debrief
  • Course closure

In this course, you will compare and contrast the Agile approach to the continuum of more traditional software development approaches. You will learn to apply selected Agile practices to specific software development situations and how to implement selected Agile leadership principles that enable an Agile approach to project management. 

Who Should Enroll?

  • Developers interested in learning Agile concepts and practices 
  • IT managers who want to know what all the fuss is about 
  • Those involved in the Agile approach who want to refine their techniques or learn some new practices 
  • Project managers interested in leading their software projects with more agility 


  • Compare and contrast the Agile approach to the continuum of more traditional software development approaches. Apply selected Agile practices to specific software development situations. 
  • Explain selected Agile leadership principles that enable an Agile approach to project management, either in or beyond the software development environment. 
  • Define and adapt a process for transforming an existing software development methodology to a more Agile approach.


Getting Started

  • Welcome 
  • Course orientation 
  • Why is this course important? 
  • Participants’ expectations

Foundation Concepts

  • Software Development Environment (SDLCs) Agile approach to software development 
  • Overarching Agile principles (Agile manifesto & its principles & key enablers) 
  • Applying Agile concepts to project management 
  • Journey into Agile territory (topic flow from technical practices to leadership/directional practices to implementation) 

Solution-focused Agile Development Practices (Requirements, Analysis, and Design)

  • From Agile values to Agile practices (translating the Manifesto into specific practices, starting with those that are technical and relate to solving the business problem) 
  • Agile requirements practices 
  • Agile analysis and design practices

Product-focused Agile Development Practices (Development, Testing & Deployment)

  • Agile technical practices continued (introducing the technical practices associated with building the SW product) Agile development 
  • Agile (post-Development) testing 
  • Agile deployment

Process-focused Agile Development Practices (Agility and Project management)

  • Managing Agile projects (introduction to leadership/directional Agile practices, including the debate over the concept of an Agile project manager and the PMI standards used as the basis for comparison) 
  • The Agile environment (Agile analogs to PMI’s Organizational Project Management or Program Management concerns) 
  • Agile initiating (following the PMBOK® Guide structure to explore Agile analogs to the five PM process groups) Agile planning 
  • Agile executing 
  • Agile monitoring and controlling 
  • Agile closing

Implementing Agile Development

  • Trailblazing an Agile path (introduction to alternative approaches to implementing Agile and four major phases involved in getting there, regardless of approach) 
  • To be or not to be Agile? (criteria for determining whether Agile is a viable option given the environment or specific situation) 
  • Implementing Agile practices (starting from the bottom-up approach or easiest path, a few practices at a time) 
  • Implementing Agile projects (exploring bottom-up option to implement an Agile method, project by project) 
  • Influencing beyond our reach (starting from the top down for an Agile method or even a more agile organization, although beyond the purview of participants in the course, what we CAN do to influence the process for better results)

Recap and Closing

  • Review of key concepts 
  • Feedback 

This course will provide guidance on how Agile can be used beyond software development projects, including how it differs from traditional project management. The course also will provide an overview of the Agile Scrum framework, which is one of the most popular Agile methodologies used.

Who Should Enroll?

  • Project Managers (particularly the non-software project PM)
  • Business planning coordinators
  • Technical service and support staff
  • Administrators and managers responsible for coordinating, facilitating or managing Agile projects
  • General managers responsible for projects


  • Describe the Agile project management process and its benefits
  • Use project management vocabulary and terminology
  • Identify the characteristics of a successful project
  • Create an initial project plan
  • Identify and perform the major aspects of project initiation, project control, and close-out
  • Identify and describe organizational change issues in implementing project management


  • Getting Started
  • Course goal and objectives
  • Importance of Agile development and project management
  • What Agile is and is not
  • Faster, better, cheaper
  • Delivers better fit for purpose
  • Agile versus Waterfall and the big paradigm shift
  • Agile characteristics, behaviors, approaches
  • Agile concerns and pitfalls

Introducing Agile

  • Overview of Agile
  • Agile values and principles
  • Overview of Scrum
  • Scrum methodology
  • Scrum terminology

Scrum Framework

  • Scrum roles
  • Scrum meetings
  • Sprints

Requirements and Product Definition

  • User stories
  • Product backlog

Planning Agile

  • Estimating in Scrum
  • Sprint planning session
  • Release planning

Agile Practices

  • Agile development
  • Analysis practices
  • Validation practices
  • Other practices

Running a Sprint

  • Conducting a Sprint
  • Negotiating changes
  • Tracking progress
  • End of Spring meetings
  • Release planning
  • Closing the project


  • What did we learn, and how can we implement this in our work environment?