Chapter 2 Flashcards
(34 cards)
Adaptive Project Management
An iterative and flexible approach to managing projects that emphasizes the need for continuous adaptation and evolution in response to changing circumstances, customer feedback, and emerging requirements. It is a project management methodology that prioritizes collaboration, communication, and agility, enabling teams to quickly adapt to new challenges and opportunities as they arise.
Agile Project Management
A flexible approach to project management that relies on iterations of project work to create value in product deliverables for the project customers. Agile is change-driven, and work is based on a prioritized product backlog. Agile projects are knowledge work projects, such as software development.
Balanced Matrix Structure
An organizational structure in which organizational resources are pooled into one project team, but the functional managers and the project managers share the project power.
Disciplined Agile (DA)
An agile methodology that provides a flexible and pragmatic approach to software development, with a focus on customer value, simplicity, pragmatism, and continuous improvement. It emphasizes a process goal-driven approach, as well as scaling Agile to the enterprise level.
Enterprise Environmental Factor (EEF)
A condition that affects how the project manager may manage the project. EEFs may be internal to the organization, such as a policy, or may be external to the organization, such as a law or regulation. See also external enterprise environmental factors and internal enterprise environmental factors.
External Enterprise Environment Influences
Influences external to the organization that can enhance, constrain, or have a neutral influence on project outcomes. Examples are state of the economy and changes in government policies.
Extreme Programming (XP)
Agile project management approach that uses iterations, pair programming, collective code ownership, and an XP coach to complete the user stories of the product backlog. XP also utilizes test-first programming, where tests are created and then the code is written to pass the recently created test.
Functional Structure
An organization that is divided into functions, where each employee has one clear functional manager. Each department acts independently of the other departments. A project manager in this structure has little to no power and may be called a project coordinator.
Hybrid Agile Approach
Choosing the best parts of several different agile approaches and melding them together into a new homegrown version of Agile that works for the organization. A hybrid agile approach enables an organization to build a customized approach to project management. Hybrid can include traditional methodologies, such as planning in detail up front, and can then implement Scrum, Kanban, Lean, or XP practices thereafter.
Hybrid Structure
An organization that creates a blend of the functional, matrix, and project-oriented structures. The most common types of hybrid structures are a combination of functional and divisional structures, or a matrix structure with elements of both functional and project-oriented organization structures.
Internal Enterprise Environment Influences
Influences internal to the organization that can arise from the organization itself, a portfolio, a program, another project, or a combination of these. They include artifacts, practices, and internal knowledge, such as lessons learned and completed artifacts from previous projects.
Kanban
A framework to show the backlog of work items and the flow of the items through columns to the delivery point. Kanban aims to be transparent and to limit the work in progress (WIP), and it is known as a pull system because work is pulled from the left into the workflow on the right.
Kanban Method
Visualizes project work on a Kanban board, which enables the team to see the progress of the work and pull the work through the flow. As new work items are needed, they are added to the “to-do” column in the board. Any team member who is available and competent can start a work task, and the task flows through the system and is documented on the Kanban board.
Lean
A project management methodology originally used in manufacturing environments that has been adapted into agile software production environments. IT teams work in a three-phase cycle of building, measuring, and learning. This approach creates a partnership mentality between the development team and the customers to ensure that the work being done is in constant alignment with the business value goals of the customers. Lean aims to reduce waste and boost productivity.
Lean Product Development (LPD)
A methodology for product development that emphasizes waste reduction, continuous improvement, and customer satisfaction. The goal of LPD is to develop products that meet the needs of the customer while minimizing waste and unnecessary costs.
Minimum Viable Product (MVP)
A product development strategy used in agile methodologies to deliver a functional product with the minimum set of features required to meet the needs of early adopters or early customers. It is a process that involves creating and releasing a product with basic functionalities to gather feedback and validate assumptions before investing significant resources in further development.
Organizational Knowledge Repository
The databases, files, and historical information that project managers can use to help better plan and manage their projects. This organizational process asset is created internally by an organization through the ongoing work of operations and other projects.
Organizational Process Assets (OPAs)
Organizational processes, policies, procedures, and items from a corporate knowledge base. OPAs are grouped into two categories: processes, policies, and procedures; and organizational knowledge repositories. OPAs are always internal to the organization.
Organizational System
A system in which multiple components are used to create things that the individual components could not create if they worked alone. The structure of the organization and the governance framework create constraints that affect how the project manager makes decisions within the project. The organizational system directly affects how the project manager utilizes their power, influence, leadership, and even political capital, to get things done in the environment.
Pair Programming
XP approach where developers work in pairs; one person codes while the other checks the code. The pair switches roles periodically. See also Extreme Programming (XP).
Predictive, Plan-Based Project Management
A traditional project management approach that plans and predicts everything that is to occur within the project. Predictive, plan-based project management is based on a clearly defined project scope and project plan and is resistant to change. Predictive, plan-based is sometimes called plan-driven or described as a traditional (waterfall) approach.
Project-Oriented Structure
An organizational structure that assigns a project team to one project for the duration of the project life cycle. The project manager has high to almost complete project power.
Scrum
An agile approach to project management whereby the development team accomplishes prioritized work in defined iterations, called sprints, and then the work is reviewed and demonstrated before moving on to the next sprint. Its goal is to deliver value as quickly as possible to the project customers.
Strong Matrix Structure
An organizational structure in which organizational resources are pooled into one project team and the functional managers have less project power than the project manager.
