Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

PMP Flashcards > Agile > Flashcards

Agile Flashcards

1
Q

Agile Declaration of Interdependence (DOI)

A

We are a community of project leaders that are highly successful at delivering results.
* We increase return on investment by making continuous flow of value our focus
* We deliver reliable results by engaging customers in frequesent interactions and shared ownership
* We expect uncertainty and manage for it through iterations, anticipation, and adaptation
* We unleash creativity and innovation by recognizing that individuals are the ultimates source of value, and creating an environment where they can make a difference
* We boost peformance through group accountability for results and shared responsibility for team effectiveness
* We improve effectiveness and reliability through situationally specific stategies, processes, and practices

“Agile and adaptive approaches for linking people, projects, and value”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Agile Mindset

A
  • Welcoming change
  • Working in small value increments
  • Using build and feedback loops
  • Learning through discovery
  • Value-driven development
  • Failing fast through learning
  • Continuous delivery
  • Continuous improvement
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What is the Definition of “Done”?

A

A checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use.

Apply to:
* User Stories
* Releases
* Final project deliverables

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What is Agile Modeling?

A

Techniques used to help establish a shared vision between stakeholders

Examples:
* Use Case Diagrams
* Data Models
* Screen Diagrams
* Wireframes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What are Personas?

A

Synthetic biographies of fictitious users of the future product

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What are Information Radiators?

A

Physical displays that provide information to the rest of the organization, enabling timely knowledge sharing

AKA “Big Visible Charts”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What is the Agile approach to communicating with stakeholders?

A
  • Face-to-face Communication
  • Two-way Communication
  • Knowledge sharing
  • Information Radiators
  • Social Media

Test tip: Face-to-face is the correct answer to solve team issues

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

What is a workshop?

A

A meeting where participants get work done

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What are some ways to make workshops more effective?

A
  • Large, diverse groups for open perspectives
  • Round-Robin to ensure no one dominates
  • Encourage everyone to speak up in the first few minutes to stimulate participation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What are the 5 Levels of Conflict?

A
  1. Problem to solve
    Focus: Collaborate and share information
  2. Disagreement
    Focus: Personal protection over resolution
  3. Contest
    Focus: Winning over resolution
  4. Crusade
    Focus: Protecting one’s own group
  5. World War
    Focus: Destroy the other

TEST!

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What are some successful responses to conflict?

A
  1. Problem to solve
    Collaborate and concensus. Win-win
  2. Disagreement
    Support and restore safety through shared vision. Empower the other to resolve the problem.
  3. Contest
    Accommodate and negotiate when possible. Yielding to the other’s view when the relationship is more important than the issue.
  4. Crusade
    Establish safe structures again. Use “shuttle” diplomacy, carrying thoughts from one group to the other until they are able to deescalate and use the tools available at lower levels of conflict.
  5. World War
    SEPARATE! Do whatever is necessary to prevent people from hurting one another.

TEST!

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Participatory Decision Models

A
  • Simple voting
    (For or Against)
  • Thumbs voting
    (Up, Down, Sideways)
  • Fist of Five
    (1 finger = total support, 5 fingers = stop/against)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What is the Constructive Cost Model (COCOMO)?

A

Technique used to determine correlation between project input variables and final cost

Used to estimate future projects

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Generalist vs. Specialist

A
  • Generalist = jack of all trades
  • Specialist = master of one
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What is a Generalized Specialist?

A

An experienced specialist with understanding of cross-functional areas who can share workload to reduce bottlenecks.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What are some attributes of High-Performance Agile Teams?

A
  • Shared vision
  • Realistic goals
  • Fewer than 12 members
  • Sense of team identity
  • Strong leadership
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Team Development Model

What is Shu Ha Ri?

A

A model of skill mastery with
(3) stages:
* Shu: Obey the rules ➔ Fundamentals
* Ha: Detach and break the rules ➔ Understanding
* Ri: Transcend on individual path ➔ Mastery

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Team Development Model

What are the levels of the Dreyfous model?

A
  1. Novice
  2. Advanced Beginner
  3. Competent
  4. Proficient
  5. Expert

Levels of adult skill acquisition

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Team Development Model

What are Tuckman’s 5 Stages of Team Development?

A
  1. Forming
    Questioning, socializing, displaying eagerness, focusing on group identity and purpose, and sticking to safe topics
    PM duty: Directing
  2. Storming
    Resistance, lack of participation, conflict, competition, high emotions, and moving towards group norms
    PM duty: Coaching
  3. Norming
    Reconciliation, relief, lowered anxiety, members are engaged and supportive, and developing cohesion
    PM duty: Supporting
  4. Performing
    Interdependence, healthy system, ability to effectively produce as a team, and balance of task and process orientation
    PM duty: Delegating
  5. Adjourning
    Process orientation, task completerion, sadness, and recognition of team and individual efforts
    PM duty: Releasing team
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Training vs. Coaching vs. Mentoring

A
  • Training
    Teaching of skills or knowledge
  • Coaching
    Process that helps a person develop and improve their skills
  • Mentoring
    Professional relationship that can help in fixing issues on an as-needed basis
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Team Space

What are some attributes of a colocated team space?

A
  • Encourages face-to-face interactions
  • Members within 33 ft (10 m) of each other
  • No physical barriers
  • Round tables
  • Caves (space to retreat individually)
  • Commons (space to work together)
  • Low-tech, high-touch tools

TEST!

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

What is Osmotic Communication?

A

The process of unconscious assimilation of ideas or knowledge.

Information that flows in the background of team conversations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

What is Tacit Knowledge?

A

Knowledge acquired through personal experience that is hard to explain but easy to apply.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What are some potential problems of global and culturally diverse teams?

A
  • Time zones
  • Cultures
  • Native languages
  • Communication styles
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Distributed teams

A

Have at least one member working off-site and should try replicate colocated teams benefits.
1. Low-tech, high-touch
2. Digitial Tools
* Video conferencing
* Interactive whiteboards
* IM/VOIP
* Virtual card walls
* Web cams/digital cams

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

What are Burn Up Charts?

A

Graphical representations of project progress over time that shows the amount of work that has been completed

TEST!

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

What are Burn Down Charts?

A

Graphical representations of the remaining work to be completed

TEST!

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

What is a Velocity Chart?

A

Graphical representations of how team is performing that is used to estimate how much work will get done during iteration

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

What is Agile Planning?

A

A flexible way of organizing future projects and adjusting to changing requirements without generating waste.
* Trial and demonstraion through small increments to uncover true requirments via feedback, then replanning
* Ongoing process throughout project rather than just at the start
* Midcourse adjustments are normal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

What are the principles of Agile Planning?

A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

What is Porgressive Elaboration?

A

Adding more detail as information emerges. Includes:
* Plans
* Estimates
* Designs
* Test Scenarios

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

What is Rolling Wave Planning?

A

Planning at multiple points in time as data becomes available

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

What is Value Decomposition?

A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

What are Coarse-grained Requirements?

A

The broad, coarse product requirements that allow for progressive refinement and keep overall design balanced.

Process delays decision on implementation until the “last responsible moment”.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

What is Timeboxing?

A

A time management technique tht allocates various tasks/activities to a specific and limited time slot. Any work that is not completed with the timebox is moved to another timebox.

36
Q

What is Parkinson’s Law?

A

States that work will expand to fill the time allocated to it.

More time = less effort needed
Less time = more effort needed

Beware of Parkinson’s Law when timeboxing

37
Q

What are the features of an Estimation?

A
  • Used to determine which piece of the work can be done within a release or iteration
  • Created by progressing through all the stages of planning
  • Should be stated in ranges
  • Used throughout the project; as more project details are discovered, the estimate will become more refined
  • Determined by team members as they are the esperts in the work
38
Q

What is Ideal Time?

A

An optimistic estimation of the time needed to complete taks with zero interruptions or unplanned problems

39
Q

What is a Theme?

A

Strategic initiative that describes the high-level direction and connects development work to overall goals.

40
Q

What is an Epic?

A

Large body of work often encompassing several user stories that describe major product requirements or areas of functionality that define a user experience.

41
Q

What is a Feature?

A

Specific product capability or enhancement that contributes to an epic.

42
Q

What is a User Story?

A

Concise description of a functionality from user’s point-of-view tat contribute to a feature.

43
Q

What is a Task?

A

Specific piece of technical work that must be done to complete a user story.

44
Q

What are the 3 Cs of User Stories?

A
  • Card (index card)
  • Conversation
  • Confirmation
45
Q

What criteria should be followed to asses User Stories?

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

INVEST

46
Q

What is the Fibonacci Sequence?

A

A tiled, relative numbering system where each progressive number is equal to the preceding two numbers.

Used in Agile to assign points to user stories.

Modified sequence: 1, 2, 3, 5, 8, 13, 21, 34…

47
Q

What are Story Points?

A

Estimates of effort as influenced by amount of work, complexity, risk, and uncertainty.

Should be defined by teams

48
Q

What is Affinity Estimation?

A

A quick way for teams to estimate by grouping like features into categories or collections

49
Q

What is T-Shirt Sizing?

A

High-level grouping of estimates by the amount of work required

Ex: Small = 4hrs, Medium = 6hrs, Large = 10 hrs

50
Q

What is Wideband Delphi?

A

Group-based estimation approach using anonymous panel of experts.
* Prevents bandwagon effect, groupthink, and HIPPO (Highest-paid person’s opinion) influence

51
Q

What is Planning Poker?

A

A consensus-based estimation technique where team guesses how much time and effort will be needed to complete each backlog initiative.
* Uses wideband delphi
* Uses Fibonacci Sequence cards

AKA Scrum Poker

52
Q

What is Story Mapping?

A

A method of arranging user stories to create a holistic view of how they fit into the overall user experience.
* Serves as product roadmap
* Shows when features will be delivered and what will be included in each release

53
Q

Iteration Types

A
  • Iteration 0: Sets the stage for development efforts for the team without the requirment of builds
  • Development iterations
  • Iteration H (Hardening sprint or release): Done at the end to clean up coding or producing documentation
54
Q

What are Spikes?

A

Time-boxed stories used to identify the ideal approach to developing a particular feature
* Architectural Spike: Pre-iteration time period dedicated to proof a concept
* Risk-Based Spike: Pre-iteration investigation to reduce or eliminate risk

TEST!

55
Q

What is Iteration Planning?

A

Delivery team meeting to discuss which user stories in the backlog will be completed in the iteration and define acceptance criteria.

User stories are broken down into tasks and those tasks are estimated for work effort.

56
Q

What is Release Planning?

A

Stakeholder meeting determine which stories will be done during specific iterations and what features will be in releases.

57
Q

What does Slicing the Story mean?

A

Breaking down stories that are too large to be completed in one iteration.

58
Q

What is Technical Debt?

A

A backlog of work caused by not doing regular cleanup.
* Increases cost of development and makes itharder to implement changes
* Refactoring is the solution to technical debt

TEST!

59
Q

Failure Modes

A
  • Making mistakes
  • Prefering to fail conservatively
  • Inventing rather researching
  • Being a creature of habit
  • Being inconsistent
60
Q

Success Modes

A
  • Being good at looking around
  • being able to learn
  • Being malleable
  • Taking pride in work
61
Q

Success Strategies

A
  • Balance discipline with tolerance
  • Start with something concrete and tangible
  • Copy and alter
  • Watch and listen
  • Support both concentration and communication
  • Match work assignment with the right person
  • Retain the best talent
  • Use rewards that preserve joy and combine rewards
  • Get feedback
62
Q

What is Lead Time?

A

The time it takes something to through an entire process

TEST!

63
Q

What is Cycle Time?

TEST!

A

The time it takes something to go through a certain part of the process. *Closely related to Work-In-Progress (WIP); long cycle time leads to increased WIP

Excessive WIP is associated with:
* Represents money invested with no return on investement yet
* Hides bottlenecks in processes and masks efficiency issues
* Represents risks in the form of rework

64
Q

What is the formula for Cycle Time?

TEST!

A

Work-In-Progress ÷ Throughput

Throughput is the amount of workthat can be done in a time period.

65
Q

What are Defects?

TEST!

A

A type of deficiency, error, gap, or imperfection of some kind that may exist in a specific component within a project

Must be corrected as soon as possible or they may get to the end user. The longer they are left, the more expensive they become to fix.

Defects that get to the end user are known as “Escaped Defects”

66
Q

Types of Trend Analyses

A
  1. Lagging Metrics: Provides measure of past performance
  2. Leading Metrics: Provides predictive measure of future perfomance
67
Q

What are Control Limits?

A

Statistical boundaries that define the acceptable range of variation within a process.

Helps diagnose issues before they occur.

68
Q

What is the Risk Adjusted Backlog?

A

Product backlog where features have been adjusted for risk after risk has been identified.

69
Q

What is Expected Monetary Value (EVM)?

A

Tool that is used to quantify the potential impact of uncertain events.

EVM = Probability (%) x Impact ($)

70
Q

What is Risk Severity?

A

Scale depicting the extent of damage resulting from a risk event occuring.

Risk Severity = Risk Probability x Risk Impact

71
Q

What is a Risk Burndown Chart?

TEST!

A

Chart depicting severity of risk over duration of project

72
Q

What is Kaizan?

A

Philosophy of continuous improvement with focus on the team implenting small, incremental improvements
* Japanese for “good change”
* Usually follows the Plan-Do-Check-Act (PDCA or Deming Cycle)

vs. the Agile method of Plan-Develop-Evaluate-Learn

73
Q

What is the Value Stream Map (VSM)?

A

Visual analysis technique that depicts critical steps in a process to optimize product delivery

*Reduces waste and unnecessary work

74
Q

What the VSM process?

A
  • Identify product or service
  • Create VSM
  • Review and find waste
  • Create new map with desired improvements
  • Develop roadmap to implement improvements
  • Plan to revisit for continuous improvement
75
Q

“Real Life” Process Tailoring

A

The best Agile methodology is the one that delivers value to the customer quickly and cost-effectively.

Amend the methodology to suit the project environment rather than for the sake of change.

TEST! For the PMP test, do NOT amend.

76
Q

What is a Pre-Mortem?

A

Planning stategy where team imagines project failures and works backwards to analyze

77
Q

What is the Retrospective Meeting Process?

A
  1. Set the stage (approx. 6 minutes)
  2. Gather data (approx. 40 minutes)
  3. Generate insights (approx. 25 minutes)
  4. Decide what to do (approx. 20 minutes)
  5. Close retrospective (approx. 20 minutes)

2-hour timebox

78
Q

What are the “setting the stage” activities?

Retrospective Meeting

A
  • Encourage participation early and often
  • check-in
  • focus on/focus off
  • ESVP identification
    Explorer/Shopper/Vacationer/Prisoner
79
Q

Explorer

ESVP

A

Explorers are eager to discover new ideas/insights

80
Q

Shopper

ESVP

A

Shoppers will review available information and take away useful ideas if they find them

81
Q

Vacationer

ESVP

A

Vacationers are not interested in meeting but happy to be away from daily work grind

82
Q

Prisoner

ESVP

A

Prisoners feel forced to attend but would rather be doing something else

83
Q

What are the “gathering data” activities?

Retrospective Meeting

A
  • Timeline
  • Triple Nickels (5 groups, 5 minutes, 5 ideas, 5 times)
  • Happiness radar (mad-sad-glad)
84
Q

What are the “generating insights” activities?

Retrospective Meeting

A
  • Brainstorming
  • 5-why’s
  • Fishbone analysis
  • Prioritize with dots
85
Q

What are the “decide what to do” activities?

Retrospective Meeting

A
  • Short subjects (Stop-Start-Continue-Change)
  • SMART goals (Specific, Measureable, Attainable, Realistic, Timely)
86
Q

What are the “closing retrospective” activities?

Retrospective Meeting

A
  • Plus-Delta Chart
    Plus + side = do more of activity
    Delta Δ side = change activity
87
Q

Solving Problems Test Tip!

TEST!

A
  • Engage the team
  • No matter what, team should solve the problem
  • It is a process of continuous improvement
  • Some problems may not be solvable

PMP Flashcards (8 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions