CAPM MOD 8 , 9, 10.1-10.3 Flashcards by Cristina Valdivia

factors that ___ ___ ___
* Organizational process assets (OPAs)
* Enterprise environmental factors (EEFs)

facilitate adaptive approaches

How well did you know this?

Not at all

Perfectly

___ and ___ a project involves
* Managing team and project work
* Managing quality and risk
* Managing communications
* Managing stakeholder engagement
* Managing talent and procurement

Directing and managing

How well did you know this?

Not at all

Perfectly

When a change has the potential to impact project baselines, must follow __ ___ ___ ___

integrated change control process

How well did you know this?

Not at all

Perfectly

Listen actively and effectively
Question and probe to ensure better understanding
Set and manage expectations
Motivate to perform an action or to provide encouragement or reassurance
Coach to improve performance and achieve desired results
Negotiate to achieve mutually acceptable agreements between parties
Resolve conflict to prevent disruptive impacts
Summarize, recap, and identify next steps

critical communication skills

How well did you know this?

Not at all

Perfectly

Need to ___, ___, and ___communications

plan, manage, and monitor communications

How well did you know this?

Not at all

Perfectly

Analyze the communication needs of all stakeholders
Determine communication methods, channels, frequency, and level of detail for all stakeholders
Communicate project information and updates effectively
Confirm that communication is understood and feedback is received

key requirements for effective communication

How well did you know this?

Not at all

Perfectly

Emails going to spam/not delivered
Acronym not expanded
Big paragraphs that are tough to engage with – text not simplified
Receiver not attentive – distracted, busy, etc.
Poor internet connection

examples of communication blockers

How well did you know this?

Not at all

Perfectly

Request email delivery and read receipts of emails
Expand acronyms on first instance
Keep message short, simple, precise
Seek confirmation from reader in writing

how to eliminate blockers

How well did you know this?

Not at all

Perfectly

Cultural difference, language, terminology
Education difference
Emotional disfunction
Talking past each other
Accepting misinformation as fact
Resistant mindset
Interpersonal conflict

communication filters

How well did you know this?

Not at all

Perfectly

Formal written
Formal verbal
Informal written
Informal verbal

communication methods

How well did you know this?

Not at all

Perfectly

Use __communication for ___priority info or stakeholders
Use ___communication for ___priority info or stakeholders

push/high; pull/low

How well did you know this?

Not at all

Perfectly

What is being communicated
How is it being communicated
Why is it being communicated
To whom is it being communicated
When is it being communicated

5 critical questions the communications management plan answers

How well did you know this?

Not at all

Perfectly

List of process deliverables to be included in the project
List of meetings required
Communication requirements analysis
Policies for communication
Procedures and technologies to be used
Escalation procedures
Revision procedures
Glossary
Appendix

key elements in the communications management plan

How well did you know this?

Not at all

Perfectly

___ ___ ___ ensures
* Get the right info at the right time
* Make the right decisions
* Keep the project on track

determines how communications will flow within a project

communication management plan

How well did you know this?

Not at all

Perfectly

PMs spend about ___% of time planning, organizing, executing, and managing project communications

How well did you know this?

Not at all

Perfectly

___ involves:
* Brainstorming
* Meeting with key stakeholders
* Creating and communicating project document artifacts
* Checking for understanding
* Handling conflicts
* Engaging stakeholders

communication

How well did you know this?

Not at all

Perfectly

examples of things included in ___ ___ ___
* Whether hard copies are required
* Virtual communication tools to be used
* Which names stakeholders prefer to be addresses by
* Stakeholder email addresses

communications management plan

How well did you know this?

Not at all

Perfectly

method that allows PM to measure work progress beyond cost and schedule reports

Earned value analysis (EVA)

How well did you know this?

Not at all

Perfectly

authorized budget assigned to scheduled work. Cumulative expected cost of the project overtime

Planned value (PV)

How well did you know this?

Not at all

Perfectly

measure of work performed expressed in terms of authorized budget (value to project has produced).

Earned Value (EV)

How well did you know this?

Not at all

Perfectly

realized cost incurred for work performed in a specific time period

Actual cost (AC)

How well did you know this?

Not at all

Perfectly

the amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost

Cost variance (CV)

How well did you know this?

Not at all

Perfectly

EARNED VALUE – ACTUAL COST

COST VARIANCE

How well did you know this?

Not at all

Perfectly

Schedule performance expressed as the difference between the earned value and the planned value

Schedule variance (SV)

How well did you know this?

Not at all

Perfectly

tells the amount the project is over budget. It’s the amount of budget surplus or deficit at a given point in time

Schedule variance index

EARNED VALUE – PLANNED VALUE >0 = ahead of schedule 0 = on schedule <0 = behind schedule

SCHEDULE VARIANCE

cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost <1 = over budget 1 = on budget >1 under budget

Cost performance index (CPI)

Expected total cost of completing all work expressed as sum of actual cost to date and estimate to complete

Estimate at completion (EAC)

cost incurred + cost anticipated

Final cost

BUDGET AT COMPLETION/COST PERFORMANCE INDEX

ESTIMATE AT COMPLETION

expected cost to finish all the remaining project work. Refers to cost at present moment to the end of the project – does not include any costs before present moment. predicts extra cost to finish the project with current progress and budget

Estimate to complete (ETC)

ESTIMATE AT COMPLETION – ACTUAL COST

ESTIMATE TO COMPLETE

amount of budget deficit or surplus expressed as the difference between budget at completion and the estimate at completion

Variance at completion

BUDGET AT COMPLETION – ESTIMATE AT COMPLETION <0 = over budget >0 = under budget

VARIANCE AT COMPLETION

* Plan risk management * Identify risks * Perform qualitative risk analysis * Perform quantitative risk analysis * Plan risk responses * Implement risk responses * Monitor risks

Seven processes associated with project risk management

* Description of each identified risk * Its impact on project objectives * Prevention or mitigation strategy * Any new secondary risk caused by risk response plan?

Risk response plan steps

* Avoid – take action to eliminate or protect from the risk * Transfer – shift ownership of the risk to another party to manage or to bear the risk * Mitigate – take action to reduce it’s probability * Accept – acknowledge existence but decide it’s not worth doing anything about it * Escalate – when project team or sponsor think risk is outside of project scope or response would exceed your authority

Ways to deal with threats

* Exploit – acts to ensure it can extract all value from the opportunity * Escalate - when project team or sponsor think opportunity is outside of project scope or response would exceed your authority * Share – allocating portion or all of opportunity of part that can best take advantage of the opportunity * Enhance – increase probability or occurrence of an opportunity * Accept - acknowledge existence but decide it’s not worth doing anything about it

ways to seize opportunities

* Ensure implemented risk responses are effective * See if overall level or project risk has changed * Check on status of identified individual project risks to see if they’ve changed * See if new individual project risks have arisen * See if risk management approach is still appropriate * Ensure project assumptions are still valid * Ensure risk management policies and procedures are being followed * See if contingency reserves for cost or schedule require modification * See if the project strategy is still valid

steps of continuous risk monitoring

* Identify issue and put in issue log * Assign owner to the issue who is responsible for the resolution * Some issues may be more complex and have multiple tasks, but owner oversees the process * Learning - link issues to original risks to help learn and improve in the future

how to address issues

how well project meets its requirements

quality

Plan quality management = involves the principle of planning quality rather than performing inspections for quality. Addresses what quality standards are relevant to a project and how those standards will be met Manage quality = carrying out and executing planned quality activities. Auditing the project performance to ensure it meets standards. Control quality = monitoring project results to ensure that they meet the relevant quality standards and work on fixing unsatisfactory results

Three processes associated with quality management

involves the principle of planning quality rather than performing inspections for quality. Addresses what quality standards are relevant to a project and how those standards will be met

Plan quality management

carrying out and executing planned quality activities. Auditing the project performance to ensure it meets standards.

manage quality

monitoring project results to ensure that they meet the relevant quality standards and work on fixing unsatisfactory results

control quality

managing quality process leveraging expertise shared responsibility

key elements of quality management plan

* Design product with clear guidelines * Do audits/ Confirm proper use of quality processes * Enhance efficiency and stakeholder satisfaction

steps in managing quality process

* Collaborate with organization’s quality assurance for tasks like failure analysis, experiments, and quality improvement

leveraging expertise

* Team effort involving PM, team, sponsor, organization management, and even customer

shared responsibility

* Define problem (data, research, critical thinking, etc.) * Analyze root cause (root cause analysis, cause and effect diagram, brainstorming and mind mapping, problem solving workshops) * Generate solutions (brainstorming and mind mapping, problem solving meetings or workshops, stakeholder collaboration, testing) * Select the best solution (pareto principle, multicriteria analysis, Moscow analysis, decision making and voting) * Implement the solution – change request, rework, backlog refinement or reprioritization * Verify the result – testing

problem solving steps

prevention costs appraisal costs internal failure costs external failure costs

cost of quality methodology

costs to keep defects and failures away. Planned and incurred before actual operation. Associated with design, implementation, and maintenance of quality management system

prevention costs

incurred to determine conformance to quality requirements. Help measure and monitor quality related activities. Associated with evaluation of purchased materials, processes, products, and services to ensure they conform to specifications

appraisal costs

help with finding and correcting defects before customer receives the product. Costs of when results of work fail to reach design quality standards

internal failure costs

help with correcting errors found after product was sent to customer. Must thinking about the product’s future in operation for months and years – not just the handover date

external failure costs

management reviews, walkthroughs, inspections cause-effect/fishbone/isikawa diagram pareto principle/ 80/20 rule control chart six sigma

quality management tools

* applies data driven approach * Sets processes to eliminate defects * using empirical and statistical quality management methods * minimize variability in business processes

six sigma

data analysis tool to capture behavior overtime to affirm stability of process, indicate if process is delivering acceptable performance, and signal unpredictability if hitting above or below expected parameters

control chart

pareto/ 80/20 rule

80% of consequences arise due to 20% of root causes. If you address 20% of the core causes of problems. You can achieve an 80% improvement in quality.

helps find root cause of problem

Cause-effect/fishbone/Ishikawa diagrams

you or a technical objective expert can inspect/examine the product

Management reviews, walkthroughs and inspections

helps find root cause of problem

Cause-effect/fishbone/Ishikawa diagrams

80% of consequences arise due to 20% of root causes. If you address 20% of the core causes of problems. You can achieve an 80% improvement in quality.

Pareto principle/8/20 rule

control chart

* applies data driven approach * Sets processes to eliminate defects * using empirical and statistical quality management methods * minimize variability in business processes

Six Sigma

* Review customer acceptance of deliverables * Ensure smooth transition to the customer * Inform organizational stakeholders and update relevant processes * Prepare final project report * Address legal, regulatory, and contractual obligations * Archive project information * Release and reallocate resources as needed

Parts of closing a project

* Business analyst will identify benefits owner for the project at the beginning * Create a plan for transitioning the project * Collaborate with business partners to execute plan * Include necessary training and documentation * Ensure successful transition of the product/service * Focus on realizing project benefits for the business

Parts of transition and benefits realization

* Gather technical and tactical knowledge * Document team skill improvements * Collect valuable insights for current and future teams * Conduct a lessons learned meeting * Ensure active participation and share experience from all team members

Parts of knowledge capture and transfer

PM = ensure compliance with closure process and activities Team members = help prepare documentation for the project archive stakeholders = acknowledge receipt of deliverables and satisfaction of requirements business analyst = integrate deliverables back into the business business owner = track and measure how project outcomes deliver value to business

roles in closing project

* Identify stakeholders: create stakeholder register and rate them for their pos and neg impact on project * Develop plan to keep stakeholders engaged and involved * Monitor and manage stakeholder engagement – put plan into action

Stakeholder management process

steps of __ __ create stakeholder register determine power and influence of each stakeholder

Identify stakeholders

develop plan for keeping stakeholders engaged and involved understand unique interests of stakeholders

Plan stakeholder engagement

review and update stakeholder management plan address any stakeholder issues

manage and monitor stakeholder engagement

unaware, resistant, neutral, supportive, leading

levels of stakeholder engagement

matrix with columns for indicating level of support for each stakeholder

Stakeholder engagement assessment matrix (SEAM):

high level power, low interest stakeholders are in ___ quadrant

keep satisfied

high level power, high interest stakeholders are in ___ quadrant

manage closely

low level power, high interest stakeholders are in ___ quadrant

keep informed

low level power, low interest stakeholders are in___ quadrant

monitor

* Engaging stakeholders - getting them interested in the project * Incentivizing stakeholders - giving some kind of reward to reluctant stakeholders to encourage participation * Isolating stakeholders - separating stakeholder group that’s being the most difficult

solutions for managing stakeholders

value individuals and interactions over processes and tools value working software over comprehensive documentation value customer collaboration over contract negotiation value responding to change over following a plan

Agile manifesto 4 guiding principles

o If just blinding following protocols - might implement process or use tool just because protocol says to, not because the project needs it or its the best way to go about it

* Value individuals and interactions over processes and tools

o Documentation is important, but too much can be time-consuming and may not all be valuable o Will shift focus from the deliverable o Want to implement lean management where record keeping and authorization is only used when needed

* Value working software over comprehensive documentation

o Constantly using contracts changing them may slow process and act as barrier and lead to conflicts/ loss of trust o Want to collaborate, focus on needs, define requirements, and provide quality deliverables

* Value customer collaboration over contract negotiation

o Some projects don’t have clear scope at beginning so trying to make detailed plan will hurt value creation and delivery o Plans should have broad direction instead of small details o Use organizational learning process to properly manage changes

* Value responding to change over following a plan

continuous delivery changing requirements frequent delivery daily collaboration motivated individuals face-to-face conversation working software sustainable development high quality and design simplicity self-organizing teams continuous improvement

Agile working principles

fast development cycles with high levels of experimentation - “fail fast” approach * Use some agile framework and principles * Shorter iterations * An evolving product based on stakeholder feedback

doing agile

dopting agile mindset and advocating for adoption of mindset * Not every project needs agile approach, but everyone in project can have agile mindset * Adopt flexible, change-friendly behavior way of thinking * Understand purpose of agile practices * Select and implement appropriate practices based on context * Internalize agile values, mindsets, and behaviors

being agile

* Open communication * Share understanding * Shared ownership * Trust collaboration * Adaptability * Resilience * Empowerment * Recognition * Colocation * Limited team size * Experienced members

what characteristics agile teams need

benefit of having ___ ____ * Collaborate better * Define more stable project goals * Make reliable predictions * Finish valuable work more efficiently * Apply previous lessons learned * Communicate better within team and stakeholders * Identify and evaluate central project risks

Benefit of experienced members

characteristics of __ __ * Understand nuances and visions of the clients * Political structure of org * Significance of strategic value from project deliverables * Work processes and techs involved * History of prior development in a given area

experienced team members

culture of __ __ hierarchical, centralized, management leadership Activities are shared among team and the members are responsible for completing the work

Predictive projects culture

culture of __ __ distributed management and leadership Project team may self-organize to complete project Team member may be facilitator to enable communication, collaboration, and engagement

adaptive projects

principles of __ __ __ * Value based prioritization - know how to prioritize work in limited time. Know what should and shouldn’t be done Delivery cadence - timeboxing - rhythm to timing of delivery * Iterative and incremental delivery- can check if initial scope and requirements should be adjusted * Self-organization - empowered to drive change, react to opportunities and challenges quickly

Core principles that support value driven approaches:

PM provides these when doing __ ___ * Resources * Support * Political assistance * Coching * Fostering collaboration * Understanding team members’ needs * Maximize team performance * Remove obstacles * Shield time from diversions * Encourage and develop team

servant leadership

scope is elaborated through

scope statement; product backlog

use this to identify major deliverables for a project and the acceptance criteria for each deliverable

scope statement

contains all features and user stories for the product

product backlog

___ can elaborate scope as they are broken down into __ ___ ___

themes;epics;features;user stories

logical containers for user story that is to big to fit in an iteration. Further broken down into features

epics

set of related requirements described as a short phrase or function. They represent specific behaviors of a product. Each one has multiple user stories

features

clear concise description of a requirement as seen from the end user’s perspective. Details of it are fleshed out in the end to avoid wasteful planning

user stories

ways to describe is component or project is complete and ready for delivery

acceptance or completion criteria definition of done

document all criteria that should be met before customer accepts deliverable or before project is considered complete in a scope statement.

Acceptance or completion criteria:

used with adaptive approaches. A checklist of all criteria required to be met so that a deliverable can be considered ready to use.

Definition of done

a timeboxed cycle of development on a product or deliverable in which all work that is needed to deliver value is performed.

iteration

___ and ___ are the logical steps that need to be completed within an iteration.

user stories and tasks

clarified in __ or __ ___ * Backlog items: ordered list of user-centric requirements that a team maintains for a product * Acceptance criteria * Work effort for upcoming iteration Story point estimating = project team members may assign relative points of effort required to implement user story. Gives idea how difficult a story is in terms of complexity, effort involved, and risk.

iteration or sprint planning

ordered list of user-centric requirements that a team maintains for a product

backlog items

project team members may assign relative points of effort required to implement user story. Gives idea how difficult a story is in terms of complexity, effort involved, and risk.

story point estimating

pros of ____ * Provide quick feedback on o Product design o Required changes o Technical feasibility * Allow proactive exploration of risk areas

pros of iterations

cons of ___ * Require ongoing business rep. involvement * Difficult to chunk and evaluate some problem domains in small increments * Requires psycho. Safety for teams to share and receive feedback on incomplete increments of work to be effective.

Iterations

lessons learned meeting to explore and improve both process and product. Determine if improvements can be made by running experiments or process tailoring. It improved team performance and ensures high quality processes and the product.

retrospective meeting

Miro/whiteboard Start/stop or retrospective wheel

tools used during retrospective

tool used to add items under categories, make decisions based on recent iteration

miro/whiteboard

tool used to categorize work processes, evaluate product development

Start/stop or retrospective wheel

* Held at end of iteration to review progress and work done during that iteration * Interpret feedback from stakeholders * Product owner may update product backlog for next iteration

iteration review

* Can include demo * Held at end of sprint * Attended by team members, product owners, stakeholders * Includes customer feedback to adapt product usually used in scrum

sprint review

questions to ask to decide __ __ o Are the requirements complex, uncertain, or unlikely to change?  May need to try out novel design and analyze how it will work o Do you need early feedback from customers?  Can release some features to customers to gain their reactions and perspectives o Is the organization receptive to the necessary flexibility for an adaptive approach  Leadership and team members should be willing to cultivate, adapt, and change to an adaptive mindset and approach

Key questions to ask to decide whether to use an adaptive approach:

* Product, service, or result – use attributes of expected outputs to help make your choice o Delivery options o Scope stability o Ease of change o Risk * Project - use attributes of project management configuration to help make your choice o Stakeholders o Schedule constraints o Funding availability * Organization - use attributes of organizational contact of project to help make your choice o Culture o Capacity o Organizational structure o Project team, size, and location

Adaptive/predictive selection criteria

use attributes of expected outputs to help make your choice on adaptive/predictive approach o Delivery options o Scope stability o Ease of change o Risk

product/service/result

use attributes of expected outputs to help make your choice on adaptive/predictive approach o Stakeholders o Schedule constraints o Funding availability

project

use attributes of expected outputs to help make your choice on adaptive/predictive approach o Culture o Capacity o Organizational structure o Project team, size, and location

organization

want to consider __ and ___ when deciding on adaptive/predictive

constraints and variables

___ projects have * Use less formal life cycles and processes * Require minimal documentation and procedures * Have similar steps to predictive projects * Focus on iterations and delivery

adaptive

concept construct and deliver working increments delivered to customer periodically close

basic steps of adaptive project

project charter product vision high level requirements product roadmap team is created to work on project

artifacts of concept portion of adaptive project

product release plan user stories product backlog iteration plan daily task plan demonstration results retrospective results control charts minimum viable product

artifacts of construct and deliver portion of adaptive project

final product

artifacts of close portion of adaptive project

concept part of adaptive project includes two important docs: __ __ and __ __

vision statement; product roadmap

summarized, high level description of the expectations for a product such as target market, users, major benefits, and what differentiates the product from others in the market * Summarizes project * Describes best achievable outcome * Creates common, cohesive picture in project team members minds * Inspires passion for outcome

vision statement

A __ __ should * List major benefits * What differentiates the product from others in the market * A project summary with a powerful phrase or short description

Vision statement

elevator statement press release __ statement product vision board/product data sheet

three most common formats of vision statement

high level timeline that depicts such things as milestones, significant events, reviews, and decision points * Live, evolving tool to plan, organize, and deliver a product * Product owner provides product related info for the product roadmap * Team uses roadmap as guide for daily work and to explore future product functionality * Product releases must be easy to understand and abstracted from detail * must be flexible * If product owner seeks to introduce product releases out of order, that should be possible * Features targeted for a certain release should be able to be moved around * Each release should be able to be don by different teams working simultaneously if it becomes necessary to compress the project timeline

product roadmap

parts of __ and ___ portion of adaptive plan * Release planning * Project execution * Monitoring new work and changes o Decomposing requirements o Estimating effort o Ordering requirements into a prioritized backlog o Determining a timetable for delivering iterations

construct and deliver

where team logs are the work flowing into the team o __ __ prioritizes this

product backlog; product owner

teams will pull work they plan to do into

iteration backlog

timebox around the teams work - where the team completes the work usually 1-4 weeks

iteration

o Iteration team usually meets for __ __ which helps them coordinate and work in quick, informal way  Should be quick – more detailed discussion about stuff brought up should happen offline

daily standup or daily scrum

when team showcases work they did in the iteration o Focus on value delivered and stakeholder feedback

demo

reviewing the product and the process and learn about evolving requirements

iteration review

Iterative or incremental projects are broken down into __and __, which are broken down into __, which are then broken down into __ __

themes and epics; features; user stories

the ___ ___ drives the __ __ which establishes ___

The product roadmap drives the release plan, which establishes iterations

__ __ __ take place at the beginning of each iteration

iteration planning meeting

during ___ ___ meeting: * indicates the features to be included in each release * helps team review upcoming requirements based on the user stories associated with those features * Review and update user stories

Iteration planning session

When the __ __associated with the iteration are confirmed the development team breaks those requirements into smaller __, assigns hourly estimates for each task which becomes __ __

user stories; ; tasks; task backlog

happens __ iteration planning: * Select key features for a release * Decompose high level theme into a feature

before

happens __ iteration planning: * Review upcoming requirements * Review and update user stories

during

These are ___ ___ for features: simple MoSCoW Dot voting/multi voting buy a feature kano model stack ranking

Prioritization schemes for features

These project artifacts need to be___: product backlog release backlog iteration/sprint backlog scrum tasks

prioritized

rank priority by using simple numbers o Ex: feature X is priority 1; Feature Y is priority 2

simple prioritization

– like simple scheme but more granular o Won’t have is something they want but It won’t happen in this iteration; out of scope for this project

MoSCoW prioritization scheme

more votes an item gets, the higher it’s priority; can also do with numbers to decide which should be prioritized and how much effort it should get

* Dot voting or multi voting

same concept of dot voting, but each voter gets money and people get to decide how much they want to invest in that feature and set priority on the one with the highest amount of money

buy a feature prioritization

potential features analyzed over two variables functionality and customer satisfaction. Consider features from a customer view point so team can determine importance for future state o Basic: expected to be present by default; not much thought required from stakeholders o Reverse: increase satisfaction of stakeholders when excluded from final product and decrease when included o Delighters: differentiate product from competition and provide lots of satisfaction to stakeholders o Performance: what stakeholders consciously desire and use to evaluate final solution o Indifferent: don’t satisfy or dissatisfy stakeholders

kano model

feature expected to be present by default; not much thought required from stakeholders

basic on kano model

increase satisfaction of stakeholders when excluded from final product and decrease when included

reverse on kano model

differentiate product from competition and provide lots of satisfaction to stakeholders

delighters on kano model

what stakeholders consciously desire and use to evaluate final solution

performance on kano model

features don’t satisfy or dissatisfy stakeholders

indifferent on kano model

compare user stories with each other and rank them based on that o Can also compare stories based on criteria like Value added by feature, urgency, level of effort required, risk, etc. and rank them based on that criteria

stack ranking prioritization

product owner develops this at the product level. PO identifies high-value user stories and team includes selected features in the first release o Long term list of what features should be in product

product backlog

product owner identifies features to be implemented for a release then team discusses different features, then product owner prioritizes features to build minimum viable product which goes into release backlog o Breaks down product backlog into smaller, more manageable chunks to deliver more valuable features in earlier releases

release backlog

subset of product backlog. In iteration plan, team establishes priority of work items o Interdependent items can constrain priority order; ex: if feature X contains component of feature Y, feature Y needs to be higher priority since other features are dependent on it

* Iteration/ Sprint backlog

developers have freedom to sequence their daily tasks in a chosen order

scrum tasks

__ __ prioritizes product backlog

product owner

__ __ and __ prioritizes release backlog

product owner and team

__ __ and __ prioritizes iteration backlog

product owner and team

Defines scope of the first release of a solution to customers by identifying the fewest numbers of features or requirements that would deliver value Release this then get feedback to improve future versions

Minimum Viable product (MVP)

these are __ to __ ___ ___ absolute relative story points

Methods to estimate adaptive projects:

___ estimate = explicit actual quantities ex: prototype will take 120 hours to complete

Absolute

___ estimate in comparison to other estimates and only have meaning within a given context

Relative Estimate

Not an actual unit of measurement. It is used to compare values for relative estimation

Story point

___ meeting where you talk about lessons learned meeting to explore and improve both process and product. Determine if improvements can be made by running experiments or process tailoring. It improved team performance and ensures high quality processes and the product.

Retrospective meeting

tools used in __ __ Miro/whiteboard = add items under categories, make decisions based on recent iteration Start/stop or retrospective wheel = categorize work processes, evaluate product development

retrospective meeting

common __ frameworks * Lean * Scrum * Kanban * Extreme programming (XP) * Feature driven * Dynamic * Crystal

adaptive

a mindset for increasing efficiency in production processes and reducing waste by using techniques like reducing lead time or response times from suppliers and vendors

lean

steps for __ __ * Identify value = from the client point of view * Study value stream = all actions taken to deliver product from initiation to launch * Investigate waste in flow = remove non-value adding steps * Streamline process for agility = consider customer priorities to optimize delivery * Perform continuous improvement = evaluate flow and activities constantly

eliminating waste

popular agile with simple structure that addresses need for collaboration. o approach with three components: o Accountabilities = (roles) participants who create project outputs  Developers – create product  Product owners – propose features to be implemented  Scrum master – coach/leader to guide team towards goals, resolve issues o Events = actions to be carried out by the roles ex: sprint review o Artifacts = documents developed by roles during execution of product ex: product backlog

scrum

in scrum (roles) participants who create project outputs

accountabilities

in scrum people who create product

developers

in scrum propose features to be implemented

product owners

in scrum coach/leader to guide team towards goals, resolve issues

scrum master

in scrum actions to be carried out by the roles ex: sprint review

events

in scrum documents developed by roles during execution of product ex: product backlog

artifacts

__ approach steps o Product vision o Product roadmap o Product backlog o Spring planning o Daily scrum o Sprint review o Sprint retrospective

scrum

a team works in timeboxed iterations of equal duration to deliver features. o For this to work, the features being developed need to be of equal size. o Features can be measured by story points o For instance, to determine which features can be accommodated within any given sprint. Let’s look at an example: Let us assume that Iterations 1–4 are each 20 story points (SPs).  If we also assume that one deliverable, Feature A, is defined at 40 SPs, we can then separate Feature A into two product increments: Part 1 to be done during Iteration 1, and Part 2 to be done during Iteration 2.  Features B and C—with approximately 20 SPs—fit into a single Iteration each.

iteration based agile

team pulls features from the backlog based on its capacity, not on an iteration-based schedule.

flow based agile

types of __ o Delay, wait time o Over production o Over processing o Non-value adding activities o Transportation o Unnecessary movement or motion o Inventory o Defects in a project

waste

o Helps manage work in progress and improve workflow o Reduce bottlenecks, improve efficiency, increase quality o Queue = where things wait before moving to the next step o Criteria needs to be met to be able to move into each queue  Can help see where to allocate staff if some queues are busier than others

kanban

o Iterative, incremental, time-boxed o Involves customers, collocated team, user stories, standups o Pair programming = productivity increases and defects reduce when 2 developers work on single task or machine o Refactoring = reuse and reorganize existing code, remove duplicate code, and increase cohesion o Continuous integration = early integration helps spot defects early and prevents loss of time and effort o Collective code ownership = every developer can improve or amend any code

extreme programming XP

productivity increases and defects reduce when 2 developers work on single task or machine

pair programming

reuse and reorganize existing code, remove duplicate code, and increase cohesion

refactoring

= early integration helps spot defects early and prevents loss of time and effort

continuous integration

every developer can improve or amend any code

collective code ownership

o Pair programming - 2 people share task o Colocation - all in one location o Informative workspace - promote transparent communication o Sustainable pace = avoid excessive stress o User stories = requirements from customer perspectives o Weekly iterations - weekly cycles build incremental design o Quarterly planning - team plans ahead for upcoming release o 10-minute build - team automates build process to execute in less than 10 minutes o Slack - allocate time to other activities not related to deliverables o Test first - before coding, create test to prove that unit of work is correct o Continuous integration - increments integrated continuously so no one increment can cause product failure

* Core practices of XP:

software development framework that focuses on implementing features in larger, lengthy projects. o Supports agile. o Goal is to deliver “features” first/client valued functionality

* Feature driven development (FDD)

o Enterprise friendly o Users iterative methods o Scalable for any project size in any business sector o Focuses on constraint driven delivery – sets fixed time, costs, quality at outset

* Dynamic systems development method (DSDM) = vendor independent agile project delivery framework

o Focus on business need o Deliver on time o Collaborate o Never compromise quality o Build incrementally from firm foundations o Develop iteratively o Communicate continuously and clearly o Demonstrate control

* DSDM principles:

methodology based on color codes based on characteristics like team size and criticality

crystal

* Ambiguity – contradictory or missing info, conflict, or changes to scope, timeline, team, or stakeholder expectations * Complexity – project is difficult to understand, forsee, and keep under control even with reasonably complete information about the project system o Emerging tech o Regulatory affairs o Enviornmental considerations o Multiple suppliers * Volatility – project changes quickly and in unpredictable ways. Usually affects project cost and schedule

Conditions leading to uncertainty:

contradictory or missing info, conflict, or changes to scope, timeline, team, or stakeholder expectations

ambiguity

project is difficult to understand, forsee, and keep under control even with reasonably complete information about the project system o Emerging tech o Regulatory affairs o Enviornmental considerations o Multiple suppliers

complextity

project changes quickly and in unpredictable ways. Usually affects project cost and schedule

volatility

Dealing with __ * Unclear requirements o design __ – to get early feedback to confirm approach or surface any misunderstandings * Unsure of best technical option o ___ __ __ – test technical feasibility through __ prototype * Unclear of market preference o __ - test audience responses via A/B testing

Dealing with ambiguity * Unclear requirements o design prototypes – to get early feedback to confirm approach or surface any misunderstandings * Unsure of best technical option o Proof of concept (POC) – test technical feasibility through POC prototype * Unclear of market preference o experiments - test audience responses via A/B testing

Dealing with complexity * System bases o __ – break complex system into subsystems o __ – use simulations to identify best configurations * Reframing o __ – create alternate system perspectives o __ – create diverse data set * Process based o __– build in incremental steps o __ – engage stakeholders o __ – build system redundancy

Dealing with complexity * System bases o Decoupling – break complex system into subsystems o Simulation – use simulations to identify best configurations * Reframing o Diversity – create alternate system perspectives o Balance – create diverse data set * Process based o Iteration – build in incremental steps o Engagement – engage stakeholders o Failsafe – build system redundancy

Dealing with volatility * Changing requirements o __ ___ - to approve changes * Changing priorities o __ – plan for cost and schedule reserves

Dealing with volatility * Changing requirements o change control board or product owner – appoint group or person to vet and approve suggested changes * Changing priorities o Reserves – plan for cost and schedule reserves

1. Understand the problem – clearly state problem 2. Measure the problem – assess impact and identify root causes 3. Devise a plan – obtain data and insight to solve problem, develop plan to manage problem 4. Resolve the problem – use plan to resolve problem 5. Check the resolution – measure effectiveness of plan and if problem has been resolved. Regularly check in to make sure it’s still working

5 steps to solve problem

CAPM MOD 8 , 9, 10.1-10.3 Flashcards

(208 cards)