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Agile - Andrew > Agile > Flashcards

Agile Flashcards

1
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AGILE -

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2
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PREDICTIVE - PROCESS GROUPS

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3
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PREDICTIVE - PROCESS GROUPS

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PLANNING:

Develop Project Mgmt Plan (I)

Plan Scope Mgmt (S)
Collect Requirements (S)
Define Scope (S)
Create WBS (S)

Plan Schedule Mgmt (Sc)
Define Activities (Sc)
Schedule Activities (Sc)
Estimate Activity Durations (Sc)
Develop Schedule (Sc)

Plan Cost Mgmt (C)
Estimate Costs (C)
Determine Budget (C)

Plan Quality Mgmt (Q)

Resource Mgmt (R)
Estimate Activity Resources (R)

Plan Communication Mgmt (Com)

Plan Risk Mgmt (R)
Identify Risk (R)
Perform Qualitative Risks Analysis (R)
Perform Quantitative Risks Analysis (R)
Plan Risk Responses (R)

Plan Procurement Mgmt (P)

Plan Stakeholder Engagement (SE)

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4
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PREDICTIVE - PROCESS GROUPS

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EXECUTING:

Direct and Manage Project Work (I)
Manage Project Knowledge (I)
Manage Quality (Q)
Acquire Resources (R)
Develop Team (R)
Manage Team (R)
Manage Communications (Com)
Implement Risk Responses (RM)
Conduct Procurements (P)
Manage Stakeholder Engagement (SE)

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5
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PREDICTIVE - PROCESS GROUPS

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MONITORING & CONTROLLING:

Monitor and Control Project Work (I)
Perform Integrated Change Control (I)
Validate Scope (S)
Control Scope (S)
Control Schedule (Sc)
Control Costs (C)
Control Quality (Q)
Control Resource (R)
Monitor Communications (Com)
Monitor Risks (R)
Control Procurements (P)
Monitor Stakeholder Engagement (SE)

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6
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PREDICTIVE - PROCESS GROUPS

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CLOSING:

Close Project or Phase (I)

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7
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PREDICTIVE - KNOWLEDGE AREAS

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PROJECT MGMT PLANS:

Scope
Resource
Quality
Stakeholder Engagement
Cost
Procurement
Risk
Integration
Communication
Schedule

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8
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PREDICTIVE - PROCESS GROUPS

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INITIATION:

Develop Charter
Identify Stakeholders

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9
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PROJECT DOCUMENTS

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Process: Manage Quality

Test and evaluation documents: Used to help evaluate the project deliverables when completed.

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10
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PROJECT DOCUMENTS

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Process: Plan Resource Mgmt

Team Charter: Guidelines team should follow on a project, includes values, decision-making process, acceptable behavior, code of conduct, and etiquette

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11
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PROJECT DOCUMENTS

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Process: Identify Stakeholders

Stakeholder Register: A list of all stakeholders, which can include categorization, impact, and communication requirements

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12
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PERFORMANCE -

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13
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PROJECT DOCUMENTS

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Process: Control Schedule

Schedule Forecasts: A prediction of when the project may be completed based on the current progress of the work.

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14
Q

AGILE - VARIANCE & TREND ANALYSIS

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VARIANCE: measure of how far apart planned vs actual varies.

TREND ANALYSIS: measure that provides insights into future issues/defects -
LAGGING METRICS: Info on past events
LEADING METRICS: Info on current or future events

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15
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AGILE - RISKS

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How does risk negatively effect your project

Adjusting the backlog for risk -done after risk response (removing/reprioritizing features)

Expected Monetary Value(EMV) =
Impact ($) x Probability (%)
50 X 5 = 2500

Risk Severity
Risk Probability x Risk Impact
Uses a scale of numbers (i.e. 1-5)

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16
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AGILE - CONTROL LIMITS

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Provides guidelines to operate within.

Looks at how many points are being used within an iteration.

Aides in analyzing issues before issues occurs.

When to take needed action, diagnose issues.

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17
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AGILE - DEFECTS

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ESCAPED DEFECTS: DEFECTS THAT MAKES IT TO THE CUSTOMER.

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18
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PERFOMANCE - LEAD & CYCLE TIME

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LEAD TIME: Time it takes to go through the entire process to delivery requirements.

CYCLE TIME: Subset of LEAD TIME - HOW LONG something takes to go through part of the process.

WIP, should be shorter time frame. (i.e. Design, gathering requirements, etc). Money invested w/o currently ROI)

Cycle Time = WIP/Throughput

Throughput = Amt of work that can be done in a time period

60 points total work /5 points per day = 12 days

120 miles/60miles per hour = 2 hours

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19
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PERFOMANCE - VELOCITY

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Shows how the team has been performing.

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20
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PERFOMANCE - BURN UP CHART

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Work that has been done

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21
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AGILE - RETROSPECTIVES

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Set the stage:
1. Check-in
2. Get team focused
3. Encourage participation
4. Outline approach and topics for discussion
5. Focus on/Focus off
6. ESVP (Explorer, shopper, vacationer or prisoner)

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22
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AGILE - RETROSPECTIVES

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Occurs after Sprint Review
Adds immediate value
Looks at continuous improvements
Inspect and improve methods and how team works
2 hr time limit.

Steps:
1. Set the stage
2. Gather data
3. Generate insights
4. Decide what to do
5. Close Retrospective

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23
Q

AGILE - PRE-MORTEMS

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Team meeting that looks at things that can cause failures during a project before they take place

List possible failures

List causes or reasons that may cause failures

Review Project Plan to determine what can be done to reduce or remove the reasons for failure

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24
Q

VALUE STREAM MAP/MAPPING

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Look at process

Allows optimization of process or flow of information or materials to complete a process

Reduce waste or unnecessary work

Steps:
Identify product or service
Create a “as is” value stream map of what it currently is
Review to find waste
Create a new map w/improvements (to be)
Develop a road map to implement the fixes
Plan to revisit and analyze for new improvements

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AGILE - PROCESS ANALYSIS & TAILORING
First analyze Review and diagnose issues Look for tailoring possibilities to improve Customize based on need and environment
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AGILE - KAIZEN
Continuous Improvement Focus on team to implement small incremental improvements AGILE CYCLE: Plan - Develop - Evaluate - Learn (PDEL) (PDCA) Cycle: Plan - Do - Check - Act (Deaman Cycle)
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AGILE - PROBLEM SOLVING
ALWAYS HAVE TEAM TO SOLVE PROBLEMS GET CONSENSUS FROM TEAM WHO HAS BROAD KNOWLEDGE APPROACH AS CONTINUOUS IMPROVING PROCESS SOME PROBLEMS AREN'T WORTH SOLVING AND SOME DON'T HAVE A SOLUTION.
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PERFOMANCE - BURN DOWN CHART
Work that remains to be done Risk Burndown Chart: Chart showing severity of risk over time. (i.e. Fund and resource shortage.)
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PROJECT DOCUMENTS
Process: Develop Schedule Schedule Data: The information that is used to create the schedule such as who made it, assumptions, and constraints
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PROJECT DOCUMENTS
Process: Identify Risks Risk Report: A description of the overall project risks
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PROJECT DOCUMENTS
Process: Identify Risks Risk Register: A list of all positive and negative risks on project, along with responses
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PROJECT DOCUMENTS
Process: Acquire Resources Resource calendars: Show the availability of resources on the project both physical or HR.
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PROJECT DOCUMENTS
Process: Estimate activity resources Resource Breakdown Structure: Categorization and type of the project resources
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PROJECT DOCUMENTS
Process: Collect Requirements Requirements Traceability Matrix: A table that traces the origin of the requirement
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PROJECT DOCUMENTS
Process: Collect Requirements Requirements Documentation: Description of all requirements from project stakeholders
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PROJECT DOCUMENTS
Process: Manage Quality Quality Report: A report which generally includes information about quality issues on the project and recommendations on how to improve the processes on the project.
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PROJECT DOCUMENTS
Process: Plan Quality Mgmt Quality Metrics: An attribute that will be used to measure the project or deliverable to verify that it has met the quality requirements and/or standards.
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PROJECT DOCUMENTS
Process: Control Quality Quality Control Measurements: Results of the activities done in the "control quality" process to determine if the quality standards or policies were met.
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PROJECT DOCUMENTS
Process: Acquire resources Project Team Assignments: Assigning work activities to project team members.
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PROJECT DOCUMENTS
Process: Define Scope Project Scope Statement: A detailed description of the project or phase deliverables
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PROJECT DOCUMENTS
Process: Sequence Activities Project Schedule Network Diagram: A sequencing diagram that shows the relationships amongst the activities and the sequence that will be performed, and shown on the critical path.
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PROJECT DOCUMENTS
Process: Develop Schedule Project Schedule: A detail breakdown of the work that needs to be done in order to complete the project. Utilizing bar chart, milestone chart, and project network diagram.
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PROJECT DOCUMENTS
Process: Manage Communications Project Communications: Utilize communication plan to manage communications.
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PROJECT DOCUMENTS
Process: Develop schedule Project calendars: a calendar view of what takes place on a day to day basis on the project.
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PROJECT DOCUMENTS
Process: Acquire Resources Physical resource assignments: assignments of physical resources to the activities and work pkgs.
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PROJECT DOCUMENTS
Process: Define Activities Milestone List: Description of milestones on a project.
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PROJECT DOCUMENTS
Process: Manage Project Knowledge Lesson Learned Register: List of all lessons learned during project.
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PROJECT DOCUMENTS
Process: Direct and Manage Project Work Issue Log: List of all issues on the project, including history type, description, priority, status, and resolution.
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PROJECT DOCUMENTS
Process: Estimate Activity Durations Duration Activity: Amt of time needed to complete each activity.
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PROJECT DOCUMENTS
Process: Control Costs Cost Forecasts: A prediction of total project/work costs at completion.
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PROJECT DOCUMENTS
Process: Estimate Costs Cost Estimates: Cost of each activity
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PROJECT DOCUMENTS
Process: Perform Integrated Change Control Change Log: Lists and describes the status of a change request.
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PROJECT DOCUMENTS
Process: Estimate activity duration, estimate costs, estimate activity charter Basis for Estimates: Describes how schedule, cost, and resource estimates were developed.
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PROJECT DOCUMENTS
Process: Develop Project Charter Assumption Log: List of all project assumptions and constraints.
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PROJECT DOCUMENTS
Process: Define Activities Activity List: List of all the activities on projects.
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PROJECT DOCUMENTS
Process: Define Activities Activity Attributes: Detailed information about each individual activity
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PREDICTIVE - PROCESS GROUPS
CLOSING: The project/phases are brought to a formal close. Closing Vendor Contracts Closing Administrative Duties Transition the deliverables to sponsors/customers Updating/Archiving Project Records (Lessons Learned) Reassigning the Project Team Members 1 Process: Close and Project/Phase
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PREDICTIVE - PROCESS GROUPS
MONITORING & CONTROLLING: Project Performance is monitored and measured to ensure successfully delivery of requirements. Ensuring Quality Control Providing Scope Verification Implementing Scope Change Control Managing Cost Control Enforcing Schedule Control Monitoring Risk Response Ensure Performance Reporting Getting Deliverables Verified and Accepted Double Checking Project Work 12 Processes: Monitor & Control Work Perform Integrated Control Control Scope Validate Scope Control Schedule Control Cost Control Quality Control Resources Monitor Communication Monitor Risk Control Procurement Monitor Stakeholder Engagement
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PREDICTIVE - PROCESS GROUPS
EXECUTING: The project is executed w/approved resources. Authorize/Start Working Begin Vendor Solicitation Determine Vendor Source Ensure Team Development Quality Assurance 10 Processes/Output: Direct & Manage Work Manage Project Work Manage Quality Acquire Resources Develop Team Manage Team Manage Communications Implement Risk Responses Conduct Procurement Manage Stakeholder Engagement
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PREDICTIVE - PROCESS GROUPS
PLANNING: Project objectives, approach and contraints are determined. Dev PM Plan Create a Scope Statement Plan Scope Collect Requirements Define Scope Recruit the Project Team Create WBS Complete Risk Assessment Plan Risk ID Risks Perform Qualitative Risks Perform Quantitative Risks Plan Risk Responses Plan Cost Mgmt Complete Estimates Estimate Costs Determine Budget Complete Project Budget Create Project Schedule Define Activities Sequence Activities Estimate Activity Durations Create Network Diagram Create Quality Mgmt Plan Complete Stakeholder Analysis Create Communication Plan Complete Project Plan
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PREDICTIVE - PROCESS GROUPS
INITIATION: The project is authorized. 1. Identify Needs of Project 2. Create Feasibility Study 3. Create Product Description 2 Processes/Output: Create Charter, Identify Stakeholders
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PREDICTIVE - PROCESS GROUPS
1. Initiation - (2 KA) 2. Planning - (24 KA) 3. Execution - (10 KA) 4. Monitor & Controlling - (12 KA) 5. Closing - (1 KA)
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AGILE - TECHNICAL DEBT
Backlog of work caused by not doing regular code cleanup. Increase cost for future development, due to bad code Harder to implement changes REFACTORING is the solution - standardize and simplify coding standards
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AGILE - COST OF CHANGE
1.Length of feedback cycle 2. Peer Programming/TDD - Identify and fix defects as code is being written 2. Continuous integration 3. AGILE MODEL Storming 4. Inspection / Review of Product 5. Feedback from stakeholders COST OF CHANGE STAGES: 1. REQUIREMENTS/ACCEPTANCE TESTING 2. ANALYSIS & DESIGN 3. CODING - LESS COSTLY if defects found at this stage 4. UAT/REQUIREMENTS 5. DESIGN DEFECTS/SYSTEM TESTING - COSTLY if defects found at this stage 6. PRODUCTION - COSTLY if defects found at this stage
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AGILE - RELEASE PLANNING
1. Mtg w/stakeholders to determine which stories will be completed in which iterations for the upcoming release 2. Utilizing VELOCITY points to measure work completed in iteration(s) 3. SLICING/Breaking down stories too large to complete in 1 story
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AGILE - ITERATION/ SPRINT PLANNING
1. Meetings run by Dev Team 2. Discuss user stories in background 3. Select user stories for iteration 4. Define acceptance criteria 5. Breakdown user stories into tasks 6. Estimate work to complete the task
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AGILE - SPIKES
SPIKES: Few hrs of work before iterations are completed 1. ARCHITECURAL SPIKE - periods of time dedicated for proof of concept, research. i.e. Will Programming method work. 2. RISK-BASED SPIKE - investigates whether a method should be used to reduce or eliminate risk. i.e Does a function work better.
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AGILE - TYPES OF ITERATIONS
ITERATION "0" 1. Sets the stage for development efforts 2. Doesn't build anything 3. Team getting familiar with work to be done DEVELOPMENT ITERATION 1. Builds the PRODUCT INCREMENT ITERATION "H" 1. Hardening SPRINT or RELEASE 2. Performed at the end to clean up code or to produce documentation EXAMPLE OF FLOW: ITERATION "0" > DEV ITERATION(S) > ITERATION H
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AGILE - STORY MAPS / PRODUCT ROADMAP
1. High level planning tool 2. Stakeholders map out the project priorities early in planning 3. Converts a "STORY MAP" into "PRODUCT ROADMAP" 4. Shows when features will be delivered and in what RELEASE
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AGILE - USER STORY / PLANNING POKER
1. Use CARDS W/points assigned by FIBONACCI SEQUENCE 2. FAST, COLLABORATIVE process 3. Advantages of WIDEBAN DELPHI 4. Facilitator reads user story for group to assign points
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AGILE - USER STORY WIDEBAND DELPHI ESTIMATION TECHINQUE
1. Group based estimation approach 2. Panel of experts 3. Estimations conducted anonymously Used to prevent: 1. Bandwagon effect 2. HIPPO (Highest paid Person's Opinions) decision making 3. Groupthink
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AGILE - USER STORY SIZING & ASSIGNING POINTS
1. Estimates/Point size should be relative to work 2. Assign points to a story using relative numbers 3. Team should own the definition of story points 4. Should be all inclusive: complexity, work effort (hrs), and risk should be included in estimate FIBONACCI SEQUENCE: relative numbering system used to assign points 1,2,3,5,8,13,21,35 AFFINITY ESTIMATION: Group estimates into categories or collections by FIBONACCI SEQUENCE, etc. T-SHIRT SIZING Place stories in sizes of t-shirts (high-level features) LARGE, MEDIUM, SMALL
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AGILE - USER STORY BACKLOG (PRODUCT BACKLOG)
1. Used to prioritize requirements/work items 2. Used to refine/ groom / update requirements PRODUCT BACKLOG feeds into the SPRINT BACKLOG SPRINT BACKLOG used to prioritize work for sprint
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AGILE - USER STORIES / INVEST
I : Must be independent so it can be PRIORITIZED & REPRIORITIZED N: Negotiable for tradeoffs based on COST & FUNCTION V: Have a stated VALUE E: Should be ESTIMATABLE S: Should be SMALL increments of work (4-40) hrs T: Should be TESTABLE to ensure acceptance
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AGILE - 3 C'S OF USER STORY
3 C'S OF USER STORY: 1. WRITE ON CARD 2. Conversation about requirement 3. Confirmation of desired VALUE
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AGILE - USER STORY / BACKLOG
1. Breakdown of the functionality (how the customer want the product/service to work) 2. Involves 1-3 days of work 3. Acts as agreement between customer and development team 4. is a PRODUCT/SERVICE REQUIREMENT 5. Represents stated VALUE EXAMPLE: "AS A , I , SO THAT
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AGILE - DECOMPOSING REQUIREMENTS
EFST - 1. EPICS - large # of features combined/Entire product 2. FEATURES - Particular pieces of functionality 3. STORIES - Breakdown of the functionality (how the customer want the product/service to work) 4. TASKS - Actual work to be done
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AGILE ESTIMATIONS for BACKLOG - IDEAL TIME
Time it takes to complete a task w/o interruptions or unplanned problems. Optimistic #
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ESTIMATION - AGILE
Determine what work should be completed in next iteration or release Allows teams to conduct planning throughout project Should be stated in ranges
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TIMEBOXING
Short-fixed duration of time to complete work EXAMPLES: DAILY STANDUP -15MINS RETROSPECTIVES - 2HRS SPRINTS - 1-4 WKS PARKINSONS LAW - work expands to fill allotted time
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COARSE REQUIREMENTS - AGILE REQUIREMENTS
Delays decision on implementation until ready to do work Basic requirements that can be refined
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Value-Based Analysis & Decomposition
Assess and prioritize value of work items, then plan Consider payback frequency & dependencies Value-based decomposition: 1. Breaks down requirement and prioritizes them 2. Design the PRODUCT BOX - customer designs an actual product box w/highest priority value/features
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Agile/Traditional - Progression Elaboration
Adding more detail as info emerges: 1. Plans 2. Estimates 3. Designs 4. Test Scenarios Rolling wave Planning: Planning at multiple points in time as new data becomes available.
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Agile Planning Principles
Plan at multiple levels Engage team and customers in planning processes Manage expectations by frequent demonstrations Tailor processes to project's characteristics Update plans based on priorities Estimate that includes risks, team availability, research, level of uncertainty Base projections on completion rates Factor in outside work, diversion
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Agile vs Traditional Planning
Trial & Demonstration to uncover true requirements Readjusting product based on constant feedback Planning per sprint Replanning/Midcourse Adjustments Less upfront effort, more done throughout
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Agile - Adaptive Planning
Ongoing adding to scope Proactively update plans Planning in small increments Focus on Value Delivery Uncertainty drives planning Scope unknown until end of project High rates of change Minimize Waste Frequently discover issues
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PROJECT DOCUMENTS
Process: Manage Quality Test and evaluation documents: Used to help evaluate the project deliverables when completed.
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PROJECT DOCUMENTS
Process: Manage Quality Test and evaluation documents: Used to help evaluate the project deliverables when completed.
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PERFORMANCE -
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PERFORMANCE -

Agile - Andrew (1 decks)

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