I Agile Principle and Mindset (16%)

Question 1

Characteristics of knowledge work

Answer 1

• invisible
• changing
• emphasis on changing things (vs. running)
• less structure with more decisions
• focus on right questions
• understand the task (vs define)
• give autonomy
• continuous innovation
• focus on quality
• learn and teach (vs performance to strict standards)
• workers as assets

Question 2

defined and empirical processes

Answer 2

defined:
- define constituent steps
- follow same process each time
- well understood project in an unchanging environment

empirical:

• new uncertain process
• a process of trial and experiment
• iterative and incremental
• frequent reviews and adaption

Question 3

Declaration of Interdependence 
Agile Mindset (examirrelevant)

Answer 3

1. We increase return on investment by making continuous flow of value our focus.
2. We deliver reliable results by engaging customers in frequent interactions and shared ownership.
3. We expect uncertainty and manage for it through iterations, anticipation, and adaption.
4. We unleash creativity by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.
5. We boost performance through group accountability for results and shared responsibility for team effectiveness.
6. We improve effectiveness and reliability through situationally specific strategies, processes, and practices.

Question 4

Agile Triangle (relevant)

Answer 4

inverted triangle of constraints

• agile teams allow scope to vary within the fixed parameters of cost and time
• predictive: scope fixed: time and cost variable

Question 5

Agile Manifesto - 4 values

relevant

Answer 5

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

1) Individuals ans interactions over processes and tools

2) Working software over comprehensive documentation
just enough, just in time - and sometimes, just because

3) Customer collaboration over contract negotiation
4) Reaponding to change over following a plan.

Question 6

12 principles behind the agile manifesto

Answer 6

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

Question 7

Scrum

Three Pillars

Answer 7

Transparency
- Visibility (eg dod)

Inspection
- timely checks looking for deviations

Adaption
- adjusting the process

Question 8

Scrum

5 Values

Answer 8

Focus 
Courage 
Opennness 
Commitment 
Respect

Question 9

Scrum of Scrums

Answer 9

representative of one team reports progress to the representative of the other teams

1) What has your team done since we last met?
2) What will your team do before we meet again?
3) Is anything getting in your teams way?
4) Are you about to put something in another teams way?

not necessarily daily

Question 10

7 Lean core concepts

Answer 10

1) Eliminate Waste
2) Empower the team
no micromgmt, let them make local decisions
3) Deliver fast
4) Optimize the whole
not just the pieces of the project but the whole picture of the organization
5) Build quality in
no quality test at the end, built quality in
6) Defer decisions
balance of early planning and late as possible decisions
7) Amplify learning
early communication, early feedback,

Question 11

xp

difference to scrum

Answer 11

xp focuses on software development best practices (not on project mgmt, priorisation and feedback so much)

Question 12

xp roles

Answer 12

1) coach 
equivalent to scrum master
2) customer 
equivalent to PO
3) developer 
3) tester

Question 13

xp processes

Answer 13

small releases 
2) customer tests 
3) collective code ownership 
4) code standards
5) sustainable pace 
6) metaphor
7) continuous integration
8) refactoring 
9) simple design
9) pair programming 
2 develops work 2gether: 1 writes the other reviews

Question 14

Kanban 5 principles

Answer 14

1) visualize the workflow
2) limit WIP
3) Manage flow
tracking flow of work
4) make process policies explicit
5) Improve collaboratively

Question 15

xp core values

Answer 15

1) Simplicity
reducing extra features and waste
2) communication 
all people know what’s expected 
3) feedback
failing fast
4) courage
5) respect

p.48

Question 16

Kanbans pull system

Answer 16

• differentiates Kanban from Scrum and XP
• teams employ a pull system to move work
• not on timeboxed iterations
• once an item is completed you pull the next one

Question 17

Management Versus Leadership

Answer 17

Warren Bennis
Management is getting people to do what needs to be done. Leadership is getting people to want to do what needs to be done.

mgmt: mechanical focus
leadership: humanistic focus on people and purpose

mgmt vs leadership 
tasks vs people
control vs empowerment 
efficiency vs effectiveness 
doing things right vs doing the right thing 
speed vs direction 
practices vs principles 
command vs communication

Question 18

servant leadership

Answer 18

1) shield the team from interruptions
2) Remove impediments to progress
3) Communicate (and re-communicate) the project vision.
4) Carry food and water.