PMI-ACP Exam Flashcards
(243 cards)
1
Q
A method used to communicate with business customers, developers, and testers before coding begins.
Team members with different perspectives (customer, development, testing) collaborating to write acceptance tests in advance of (before) implementing the corresponding functionality (coding).
A
Acceptance Test Driven Development
2
Q
To focus on what is said and provide feedback to communicate understanding. After hearing what someone is saying to you, summarizing in your own words what they said, confirming what was stated to make sure everyone is on the same page.
A
Active Listening
3
Q
A leadership style that helps teams to thrive and overcome challenges throughout a project. Includes learning to adapt your leadership style to the situation.
A
Adaptive Leadership
4
Q
A method used to quickly place user stories into a comparable-sized group. A quick way to visualize your Product Backlog into groupings of relative sizes.
A
Affinity Estimation
5
Q
To adapt the project plan continuously through retrospectives in order to maximize value creation during the planning process.
A
Agile Adaption
6
Q
A statement that reflects Agile Philosophy that includes: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to changes over following a plan.
A
Agile Manifesto
7
Q
To pass on and teach based on experience, knowledge, and skills to other individuals in the team or that work for the organization.
A
Agile Mentoring
8
Q
A way to complete a goal effectively and efficiently. Examples of Agile Methodologies include XP, Scrum, and Lean.
A
Agile Methodologies
9
Q
A workflow depiction of a process or system a team can review before it is turned into code. Stakeholders should understand the model.
A
Agile Modeling
10
Q
The most important aspect of the Agile project. Planning happens at multiple levels such as strategic, release, iteration, and daily. Planning must happen up-front and can change throughout the project.
A
Agile Planning
11
Q
To make use of the Agile principles through activities.
A
Agile Practices
12
Q
A project that occurs based on the Agile Manifesto and Agile Principles.
A
Agile Projects
13
Q
Symptoms of problems that affect Agile teams and projects.
A
Agile Smells
14
Q
A space that allows team members to establish collaboration, communication, transparency, and visibility.
A
Agile Space
15
Q
Themes used to help the team focus on the functions of iteration.
A
Agile Themes
16
Q
To increase team morale with software or artifacts.
A
Agile Tooling
17
Q
To develop possible solutions by studying the problem and its underlying need and to understand the information provided.
A
Analysis
18
Q
After the deadline of iteration is reached, the team and stakeholders conduct a meeting for approval. Stakeholders approve the iteration if the backlog used supports the product increment.
A
Approved Iterations
19
Q
Spikes that relate to any area of a system, technology, or application domain that is unknown.
A
Architectural Spikes
20
Q
A process or work output Ex. Document, Code
A
Artifact
21
Q
Exhibits continuous adaptation to the project and its processes with characteristics that include: mission focused, feature based, iterative, time-boxed, risk driven, and change tolerant.
A
ASD
22
Q
These tools allow for efficient and strong testing. Examples: Peer Reviews, Periodical Code-Reviews, Refactoring, Unit Tests, Automatic and Manual Testing.
A
Automated Testing Tools
23
Q
To work in a responsive way to deliver the products or services a customer needs and when they want the products or services.
A
Being Agile
24
Q
An effective and efficient way of gathering ideas within a short period of time from a group.
A
Brainstorming
25
A chart used to display progress during and at the end of iteration. “Burning down” means the backlog will lessen throughout the iteration.
Burn-Down Chart
26
The rate of resources consumed by the team; also cost per iteration.
Burn Rate
27
A chart that displays completed functionality. Progress will trend upwards, as stories are completed. Only shows complete functions, it is not accurate at predicting or showing work-in-progress.
Burn-Up Chart
28
An acronym to measure the goals and mission of the project with each letter meaning: Criticality, Accessibility, Return, Vulnerability, Effect, and Recognizeability.
CARVER
29
A meeting conducted during an Agile project that consists of daily stand-up, iteration planning, iteration review, and iteration retrospective.
Ceremony
30
To change requirements that increase value to the customer.
Change
31
A document created during initiation that formally begins the project. The document includes the project’s justification, a summary level budget, major milestones, critical success factors, constraints, assumptions, and authorization to do it.
Charter
32
An individual involved but not committed to an Agile project.
Chicken
33
A team role that keeps the team focused on learning and the process.
Coach
34
A method of cooperation among individuals to achieve a common goal.
Collaboration
35
The entire team together is responsible for 100% of the code.
Collective Code Ownership
36
The entire team is physically present, working in one room.
Collocation
37
An issue solved through trend analysis because the issue is systematic.
Common Cause
38
To share smooth and transparent information of needs.
Command & Control
39
To meet regulations, rules, and standards.
Compliance
40
An environment for the team that is free of distractions and interruptions.
Cone of Silence
41
Disagreements in certain areas between individuals.
Conflict
42
An agreement made after a conflict.
Conflict Resolution
43
To ensure that self-assessment and process improvement occurs frequently to improve the product.
Continuous Improvement
44
To consistently examine a team member’s work. To build, and test the entire system.
Continuous Integration
45
To organize work with the goal of higher productivity and teamwork.
Coordination
46
To measure the cost spent on a project and its efficiency. Earned Value / Actual Cost = CPI
Cost Performance Index (CPI)
47
Teams that consist of members who can complete various functions to achieve a common goal. Team members are able to do more than one role in a project.
Cross-Functional Team
48
An adaptable approach that focuses on interaction between people and processes that consists of families that vary based on team size, system criticality, and project priorities.
Crystal Family
49
A chart that displays feature backlog, work-in-progress, and completed features.
Cumulative Flow Diagram
50
The end-user who determines and emphasizes business values.
Customer
51
To deliver the maximum customer value early in order to win customer loyalty and support.
Customer-Valued Prioritization
52
The time needed to complete a feature (user story). Work in progress / throughput.
Cycle Time
53
A brief meeting where the team shares the previous day’s achievements, plans to make achievements, obstacles, and how to overcome the obstacles.
Daily Stand Up
54
To postpone decisions to determine possibilities and make the decision when the most amount of knowledge is available.
Decide As Late As Possible
55
The qualities of a product backlog which include: detailed, estimate-able, emergent, and prioritized.
DEEP
56
A tangible or intangible object delivered to the customer. Ex. Document, Pamphlet, Report
Deliverables
57
To separate epics or large stories into smaller stories.
Disaggregation
58
The lack of satisfaction among workers such as, work conditions, salary, and management-employee relationships. Factors known as demotivators.
Dissatisfaction
59
To reach a deal through tactics so both parties receive the highest amount of value possible.
Distributive Negotiation
60
When work is complete, and meets the following criteria: complies, runs without errors, and passes predefined acceptance and regression tests.
Done
61
A system of voting where people receive a certain number of dots to vote on the options provided.
Dot Voting
62
A model that provides a comprehensive foundation for planning, managing, executing, and scaling agile and iterative software development projects based on nine principles that involve business needs/value, active user involvement, empowered teams, frequent delivery, integrated testing, and stakeholder collaboration.
Dynamic Systems Development Model (DSDM)
63
Earned Value Management, works well at iteration. It is a method to measure and communicate progress and trends at the current stage of the project.
Earned Value Management (EVM)
64
Stories that grow and change overtime as other stories reach completion in the backlog.
Emergent
65
An individual’s skill to lead and relate to other team members.
Emotional Intelligence
66
A large story that spans iterations, then disaggregated into smaller stories.
Epic Story
67
Defects reported after the delivery by the customer.
Escaped Defects
68
An individual chooses to behave in a particular way over other behaviors because of the expected results of the chosen behavior.
Expectancy Theory
69
To inquire how software works with the use of test subjects using the software and asking questions about the software.
Exploratory Testing
70
A team-manufactured persona that exaggerates to induce requirements a standard persona may miss.
Extreme Persona
71
A methodology in Agile with one-week iterations and paired development.
eXtreme Programming (XP)
72
A comprehensive model and list of features included in the system before the design work begins.
Feature-Driven Development (FDD)
73
A group of stories that deliver value to the customers.
Feature
74
Information or responses towards a product or project used to make improvements.
Feedback
75
A sequence of numbers used in Agile estimating, 0, 1, 2, 3, 5, 8, 13, 20, 40, 100.
Fibonacci Sequence
76
Tasks must be finished in all iterations to meet the “Definition of Done” requirements as a way to track progress and allow frequent delivery.
Finish Tasks One by One
77
A root cause diagram. Useful in performing cause and effect analysis.
Fishbone Diagram
78
The root causes analysis technique that asks WHY five times. The problem is looked into deeper each time WHY is asked. Toyota developed this technique.
Five Whys
79
Assigned tasks prioritized for completion based on an estimated number of days. Top priorities are usually completed first.
Fixed Time Box
80
To stay on task, and is facilitated by the scrum master or coach.
Focus
81
To analyze forces that encourages or resists change.
Force Field Analysis
82
An action the customer must see and experience from a system, which will add value to the customer.
Functionality
83
To clean up the product backlog by removal of items, disaggregation of items, or estimation of items.
Grooming
84
Unwritten rules decided and followed by team members.
Ground Rules
85
A theory that states factors in the workplace create satisfaction and dissatisfaction in relation to the job.
Herzberg’s Hygiene Theory
86
Face-to-face communication that also includes non-verbal communication.
High-Bandwidth Communication
87
This team reaches maximum performance by creation of clear, detailed goals, open communication, accountability, empowerment, use of the participatory decision model, and the team consists of twelve dedicated members or less.
High Performing Team
88
The amount of time needed to complete an assignment without distractions or interruptions.
Ideal Time
89
Functionality conveyed in small phases.
Incremental Delivery
90
To build upon the prior release of a goal, outcome, or product, not all requirements are met, but after all releases, the requirements will be met.
Incremental Project Releases
91
Artifacts used to help maintain transparency of a project status to team members and stakeholders.
Information Radiator
92
Information that is not transparent or useful to the team and stakeholders.
Information Refrigerator
93
Practice used to induce requirements from product, owners, users, and stakeholders.
Innovation Games
94
To reach an agreement collaboratively that creates more value for both parties by a win-win solution.
Integrative Negotiation
95
Face-to-Face communication
Interaction
96
Interest rate you will need to get in today's money to receive a certain amount of money in the future. Used to determine potential profitability of project or investment.
Internal rate of return (IRR)
97
To inspect within, during a meeting with the Agile team to review practices, usually when a problem or issue occurs.
Intraspectives
98
Poor estimation that occurs at the beginning of iteration.
Intrinsic Schedule Flaw
99
The benefits of good user stories, which include: Independent, Negotiable, Valuable, Estimate-able, Small, and Testable.
INVEST
100
Work cycle, Scrum uses 2-4 weeks, XP uses 1 week.
Iteration
101
Work to complete in a particular iteration.
Iteration Backlog
102
Iteration used to prepare the launch of software, and to test software.
Iteration H
103
Iteration to complete tasks before the development work occurs, for technical and architectural spikes and to gather requirements into the backlog.
Iteration 0
104
A meeting used in Scrum, the team discusses ways to improve after work is completed.
Iteration Retrospective
105
Used to minimize inventory cost by materials delivered before they are required.
Just-In-Time
106
Based on Japanese management philosophy, to continue improvement through small releases.
Kaizen
107
A signal used to advance transparency of work-in-progress, a new task can begin once a previous one is complete.
Kanban
108
A chart that shows workflow stages to locate work-in-progress.
Kanban Board
109
An analysis of product development and customer satisfaction based on needs fulfilled/not fulfilled vs. satisfaction/dissatisfaction. A prioritization technique that uses different categories.
Kano Analysis
110
To make decisions as late as possible in order to preserve all possible options.
Last Responsible Moment
111
To eliminate waste, an Agile method derived from manufacturing.
Lean Methodology
112
The law that limits work-in-progress efficiently with development of an appropriate cycle time.
Little’s Law
113
This team has a lack of trust, no accountability, fear of conflict, less commitment, and less attention to details and results.
Low Performing Team
114
This methodology focuses on the “Value Stream” to deliver value to customers. The goal is to eliminate waste by focusing on valuable features of a system and to deliver the value in small batches. Principles of Lean include: elimination of waste, amplify learning, to decide late as possible, deliver as fast as possible, empowerment of the team, to build in integrity, and to see the whole.
Lean Software Development (LSD)
115
This theory suggests the interdependent needs (motivators) of people based on five levels in this order: Physiological, Safety & Security, Social, Esteem, and Self-Actualization.
Maslow’s Hierarchy of Needs
116
To explain how a project will be completed successfully to stakeholders by use of real-world examples of systems and components. Used in XP. Represents shared technical vision.
System Metaphor
117
A product with only the essential features delivered to early adopters to receive feedback. Usually a module in a software.
Minimal Viable Product (MVP)
118
The smallest feature of a product that provides value to the end-user.
Minimal Marketing Feature (MMF)
119
To give fake money to business features in order to compare the relative priority of those features.
Monopoly Money
120
An analysis used to help stakeholders understand the importance of each requirement delivered. MoSCoW is the acronym for Must have, Should have, Could have, and Would like to have.
MoSCoW Analysis
121
To reach an agreement between two or more parties to resolve a conflict.
Negotiation
122
Anything opened to discussion.
Negotiable
123
Value of future money in today's terms
Present Value/Net Present Value (NPV)
124
To communicate by sharing an environment.
Osmotic Communication
125
When developers work together in XP Practice
Pair Programming
126
Known as the 80/20 rule. For Agile projects, it means that 80% of all development should be spent on the top 20% of the features the customers need.
Pareto Principle
127
A storage place for ideas that distract from the main goal during a meeting.
Parking Lot
128
To have stakeholder’s involvement in decision making with techniques such as a simple vote.
Participatory Decision Models
129
A depiction of the customer of system with applicable details about usage.
Persona
130
When an employer faces the loss of a human resource through death, injury, or disability of an employee.
Personnel Loss
131
A committed individual impacted by the outcome.
Pig
132
Work cycle in smaller, quick iterations than traditional.
Plan-Do-Check-Act
133
To prioritize work and estimate effort required by creation of a release plan in XP.
Planning Game
134
A tool used to estimate team effort on user stories.
Planning Poker
135
To maximize value through incremental work in order to gain competitive advantage.
Positive Value
136
Team members asked to define reasons of a project’s failure and to identify causes of failure missed in previous analyses.
Pre-Mortem
137
A way to calculate the time value of money.
Present Value
138
To perfect agile processes for a particular project and environment.
Process Tailoring
139
The effectiveness of production, usually measured with output per unit of input.
Productivity
140
The difference between the planned and actual performance.
Productivity Variation
141
The known features for a project.
Product Backlog
142
An artifact that displays planned project functionality.
Product Road Map
143
A document that describes what the product is, who will use the product, why the product will be used, and how the product supports the strategy of a company.
Product Vision
144
A statement that defines the purpose and value of the product.
Product Vision Statement
145
The role of a team member that writes the code, a role used in XP.
Programmer
146
An approach for planning that occurs in cycles instead of upfront, which happens frequently.
Progressive Elaboration
147
An enterprise planned and designed to create a product, service, or result.
Project
148
Project Management Professional credential.
PMP
149
A model used to perfect requirements.
Prototyping
150
Descriptive data used for analysis.
Qualitative
151
The specifications and requirements of product or service measured against the standard product or service in the industry.
Quality
152
Numerical data used for analysis.
Quantitative
153
To adjust working code to improve functionality and conservation.
Refactoring
154
A list of all user stories and features ordered by highest priority to the lowest priority.
Relative Prioritization
155
To estimate the size of a story in comparison with another story.
Relative Sizing
156
Iteration outcomes delivered to customers (end-users).
Release
157
A document that describes the timeline of a product release.
Release Plan
158
Requirements are in the form of user stories, and collected at a high level to estimate a budget.
Requirements at a High Level
159
A model to rate each feature with the calculation of weighted formula defined by the team.
Requirements Prioritization Model
160
To review the requirements so they fulfill the needs and priorities of stakeholders.
Requirements Review
161
The return an organization makes on an investment, usually expressed as a percentage.
Return on investment (ROI)
162
The uncertainty of an unwanted outcome related to the project. Considered anti-value.
Risk
163
A product backlog adjusted to help balance the risk and value factors of product.
Risk-Adjusted Backlog
164
This spike helps the team remove major risks, and if the spike fails every approach possible, the project is defined as “fast failure”.
Risk-Based Spike
165
A chart that displays risk and success with feature vs. time.
Risk Burn Down
166
To analyze the consequences of the risk if they occur based on their probability.
Risk Impact
167
The likelihood that the risk will occur.
Risk Probability
168
How much the risk’s consequences will influence the success or failure of a project. Risk Probability (%) x Risk Impact ($) = Risk Severity
Risk Severity
169
A person’s description that includes their function in an Agile project.
Role
170
To divide the planning phase into stages.
Rolling Wave Planning
171
To investigate beyond the symptoms of the problem and to understand the root cause of the problem.
Root Cause Analysis
172
A diagram that correlates different factors and the symptom.
Root Cause Diagram
173
The feeling of workers when their needs are fulfilled. Known as motivators.
Satisfaction
174
The ratio of earned value to planned value. EV/PV=SPI.
Schedule Performance Index
175
The uncontrolled changes or growth in a project’s scope which goes beyond the initial agreement.
Scope Creep
176
A popular Agile methodology.
Scrum
177
Meetings used to organize large projects with scrum masters from different teams.
Scrum of Scrums
178
The leader that helps the team to follow Scrum methodology.
Scum Master
179
This cycle tends to be long and requires a lot of advanced planning.
Software Development Life Cycle (SDLC)
180
This team has the capability to make their own decisions, empowerment, mutual accountability, and collective ownership of a project, which leads them to be more productive and efficient.
Self-Directing Team
181
Naturally formed teams that interact with minimal management supervision.
Self-Organizing Team
182
Leaders collaborate with the team and do anything the team does when needed.
Servant Leadership
183
Originated in Japan as a way to understand learning and mastery, Shu – obeying the rules, Ha - consciously moving away from the rules, and Ri – consciously finding an individual path.
Shu-Ha-Ri Model
184
Work that is isolated.
Silo
185
Communication used conveniently to receive instant feedback, ideas, and requirements from a particular community.
Social Media-Based Communication
186
A cause that occurs once because of special reasons.
Special Cause
187
This occurs when requirements for the specification are incomplete or conflicting.
Specification Breakdown
188
An experiment that helps a team answer, a particular question and determine future actions.
Spike
189
A consistent iteration that lasts from one week to one month in order to measure velocity in Scrum.
Sprint
190
A document that explains sprint goals, tasks, and requirements and how the tasks will reach completion.
Sprint Plan
191
A team-member meeting that occurs after each sprint to evaluate the product and process to improve efficiency and effectiveness.
Sprint Retrospective
192
A meeting that occurs after each sprint to show the product or process to stakeholders for approval and to receive feedback.
Sprint Review
193
An individual with an interest in the outcome.
Stakeholder
194
To ensure stakeholders remain informed and that the achievement of their needs are met.
Stakeholder Management
195
A curved test used to measure knowledge and understanding, but constructed so the same test-taker will perform similarly each time.
Standardized Test
196
An index card that displays the user story.
Story Card
197
A prioritization tool that backlogged stories made smaller and organized by user functionality.
Story Map
198
A unit of measurement to estimate the difficulty of a user story.
Story Point
199
A maintainable pace of work that is intense yet steady.
Sustainability
200
When multiple team members focus collectively on resolving a specific impediment. Two or more team members focus on one user story.
Swarming
201
A model originated in Japan to describe a team with values that include self-organization, empowered to make decisions, belief in vision and success, a committed team, trust, participatory decision making, consensus-driven, and construction disagreement.
Tabaka’s Model
202
The smaller jobs to fulfill a user story, usually divided among team members.
Tasks
203
A group of individuals charged with the responsibility of delivery and value of a project.
Team
204
Team members function in a way that is collaborative to complete tasks and reach a common goal, mostly achieved with strong communication.
Teamwork
205
A team that is empowered has collaboration, responsibility, and self-sufficiency.
Team Empowerment
206
Formation happens when a team creates ground rules and processes to build bonds and shared goals.
Team Formation
207
When the team discusses the requirements that will fulfill the customer’s needs.
Team Participation
208
An area for team members to collocate, usually a physical location, in some cases a virtual location is created.
Team Space
209
The number of story points completed during iteration, and used to determine the planned capacity.
Team Velocity
210
Technical decisions a team chooses to not implement currently, but must do so or face difficulty in the future.
Technical Debt
211
A written acceptance test for a module with the code built to pass the tests in order to ensure correct performance.
Test-Driven Development (TDD)
212
Explains acceptance test to the customers then consistently measures the product against the test and records results for the team. (XP Role)
Tester
213
A group of stories, iteration, or release’s idea determined by the customer and the team agrees with the idea.
Theme
214
To set a fixed delivery date for a project or release.
Time-boxing
215
A role in XP that measures the team’s progress, and communicates the measurements to the team.
Tracker
216
A top-down approach that consists of long cycles, heavy planning, and minimal customer involvement.
Traditional Management
217
To show everyone’s involvement and progress to the entire team.
Transparency
218
This analysis provides trends that will occur in the future to help control and implement continuous improvement.
Trend Analysis
219
To allow communication between parties so their concerns and perspectives are given for effective feedback.
Two-Way Communication
220
These tests are used for continuous feedback to achieve quality improvement and assurance.
Unit Testing
221
An exploratory test which uses a test subject to understand the usability of software.
Usability Testing
222
The active involvement of users in the development cycle of a project so team members can receive feedback about the user’s requirements.
Users Involvement
223
At least one business requirement that increases the value for the user.
User Story
224
The way to make sure that the product is acceptable to the customer.
Validation
225
The worth of a product, project, or service.
Value
226
To allow the PO or customer determine which function to implement first based on the value it delivers.
Value-Based Prioritization
227
To realize the values needed to deliver a project.
Value-Driven Delivery
228
A tool used to analyze a chain of processes with the desired outcome of eliminating waste. The set of activities that the team has performed.
Value Stream Mapping
229
The measurement of how far apart data is from each other. Understand tends over time.
Variance
230
The total number of features that a team delivers in iteration.
Velocity
231
To ensure the product meets requirements and specifications.
Verification
232
A geographically distributed group that does not meet physically.
Virtual Team
233
The team’s work and progress must be transparent to all stakeholders.
Visibility
234
A space where the team can work and collaborate effectively.
War Room
235
Resistant to change that requires heavy planning and sequential, traditional approach.
Waterfall
236
An estimation technique for user stories. The PO presents user stories & discusses challenges. Each story’s estimates plotted, and then the team comes to an agreement on the range of points.
Wide-Band Delphi Estimating
237
To limit work-in-progress so a team can do the following: maintain focus on completing work, maintaining quality, and delivering value.
WIP Limits
238
A lightweight non-functional UI design that shows the customer the vital elements and how they will interact before coding.
Wireframe
239
Work-In-Progress- Stories that have started, which are displayed in workflows to show progress and what still needs to be completed.
WIP
240
A series of phases or stages the team has agreed to execute for a project.
Workflow
241
A method that allows customers to score (total 100 points) different features of a product.
100-Point Method
242
Occurs when what one person described is often different from how another interpreted it.
Gulf of Evanluation
243
Agile practice to address inaccurate estimation that reduces story size and makes estimation more accurate and development easier.
Splitting Stories
