PMP Agile Flashcards

Question

Manage flow

Answer 1

Kanban principal. Tracking flow of work through a system, poor methodology, where sticky notes are moved through the columns until process is finished. Or not limited to four columns (tasks, in progress, testing, done) – can have more specific columns if desired

Answer 2

Cycle times are proportional to queue lengths. We can predict completion times based on queue size.

Answer 3

Agile links, people, projects, and value. We increase ROI by making continuous flow of value our focus. We expect uncertainty, unleashed, creativity and innovation, boost performance through group, accountability, and shared responsibility

Answer 4

Welcome, change, working and small value increments, using build, and feedback, loops, learning to discovery, value, driven development, failing fast with learning, continuous slavery, continuous improvement

Answer 5

Leader provides what the team needs: shield team from interruptions, removing impediments to progress, communicate project vision, continuously, carry food and water

Answer 6

Learn the team member needs, learn the project requirements, act for simultaneous welfare of team and project, create environment of functional accountability, have a vision of completed project, use project vision to drive your behavior, serve as central figure in successful project team development, Recognize team conflict as a positive step, manage with an eye towards ethics, ethics is critical, take time to reflect on project, think backwards (retrospective)

Answer 7

Is this a methodology by itself or his con describing the board that’s being used that is more like a tool?

Answer 8

Stakeholder satisfaction. Shows understanding of stakeholders needs, that they are engaged, and builds confidence of stakeholders in team.

Answer 9

Partially done work, extra processes, extra features, Waiting, defects

Answer 10

The ratio of the benefits received from an investment to the money investment. usually a percentage

Answer 11

Financial metric for assessing value. This is the interest rate you will need to get in today’s money to receive a certain amount of money in the future.

Answer 12

A financial metric for assessing value. This is the Value of future money in today’s terms.

Answer 13

A financial metric for assessing value. These are formulas that monitor the value of the project as it progresses.

Answer 14

Return on investment, internal rate of return, net present value, earned value management

Answer 15

Risk, a K a threats

Answer 16

Risk adjusted backlog and risk burn down chart

Answer 17

Simple scheme, MoSCoW, monopoly, money, 100 point method, do voting or multi voting, Kano analysis, requirements prioritization model

Answer 18

Method of prioritizing features. This is just a flat list provided by the customer listing out Priority one priority two, priority three, etc. Could be problematic as many items become the first priority.

Answer 19

Feature prioritization technique. Must have, should have, could have, would like to have, but not this time. A tool used to prioritize tasks if prioritization is unclear

Answer 20

Feature prioritization technique. Each person gets a certain number of dots to distribute to the requirements or features

Answer 21

Feature prioritization technique. Give everyone equal monopoly money and they distribute the funds to what is most valuable.

Answer 22

Feature prioritization technique. Each person is given 100 points that is then used to distribute amongst individual requirements or features.

Answer 23

Feature prioritization technique. Helps to understand the customers satisfaction: delighters/exciters, satisfiers, dissatisfiers, indifferent

Answer 24

Describes the principle of costs increasing and change becoming more expensive as the product gets closer to production and eventually is deployed to production

Answer 25

This is a term/metaphor used to describe the importance of a Kanban or task board because the information is constantly surrounding and in front of and in the attention sphere of the team

Answer 26

A stack graph that shows how work is progressing. This graph is tied to the.Theory of Constraints, which involves detecting bottleneck activity. Your test may ask you too identify the bottleneck, which is the area below the growing shaded area

Answer 27

Agile contracting method. contract states 20 features will be delivered, 15 are delivered and company doesn’t see any value in continuing the project so closes the project and the seller keeps the money

Answer 28

Money for nothing, change for free, graduated, fixed, price, contract, fixed price work packages. Fixed price work packages probably most used. Can use a combination of any of these methods.

Answer 29

Agile contracting method. Buyer can remove and replace features interchangeably with no penalty

Answer 30

Agile contracting method. Buyer and seller share and risk and rewards. Different hourly rates based on early finish, finish on time, finish late.

Answer 31

Agile contracting method. Negotiating and assigning a fixed price for each feature. Probably the most used. Mitigate risk of under or over estimating.

Answer 32

What one person describes is often different from how others interpret. Think of a game of telephone.

Answer 33

Resolve problems as soon as possible and don’t let little problems grow overtime

Answer 34

Visually shows how users would use an application.

Answer 35

Quiet writing – give people five minutes to write their ideas, round robin – pass a token around to ensure everyone will speak, free for all – people shout out thoughts, but environment must be supportive

Answer 36

Remember the future, prune the product tree, speedboat or sailboat

Answer 37

A type of collaboration game. Ask stakeholders to imagine that an upcoming release was successful and to elaborate on why it was successful. It’s like a play on words, where you are remembering why something was successful, but you’re looking through the lens of a future deployment. Gets a better understanding of how the stakeholder would define success. Outlines how we can accomplish that success for them.

Answer 38

A type of collaboration game. Draw a tree and ask stakeholders to add their features to it. Use sticky notes to have them place new features on the tree. Group features on the trunk. Features that depend on other features are higher up in the tree. Let’s everyone understand priorities of development.

Answer 39

Type of collaboration game. Draw a waterline and a boat moving. Explain the boat is moving toward the goals of the project. Ask them to use sticky notes to show what can make the boat move (wind) and what can stop it (anchors). Allows stakeholders to identify threats and opportunities.

Answer 40

Level one (internal) – how is this story I’m listening to going to affect me. If you don’t wanna be a level one listener. Level two (focused) – put ourselves in the mind of the speaker. This is good, but body language is important, which is why level three is better. Level three (global) – builds on level two with body language

Answer 41

Shu-Ha-Ri - a model of skill mastery. shu = obey (at first learning, you obey everything) Ha = moving away (as you gain experience, you experiment with methods based on your understanding.) Ri = finding individual paths Dreyfus model of adult skill acquisition – novice, advanced, beginner, competent, proficient, expert

Answer 42

Forming, storming, Noring, performing, adjourning

Answer 43

This is the agile perspective on Tuckman’s ladder. Forming = directing, storming = coaching, norming = supporting, performing = delegating, journey. The latter descriptions are the agile terms. Adjourning has no direct agile term.

Answer 44

Part of the team space concept where the benefit is to have a shared team space where you can see each other. People who overhear conversations can learn things and apply them without directly being involved in the conversation.

Answer 45

Burn up is tracking the work completed or done, burn down is tracking the work that remains to be done

Answer 46

Used to estimate the amount of work a team can get done in an iteration

Answer 47

This is a planning concept where more detail is added, as more information is uncovered It is the iterative process of increasing the level of detail in a project management plan has greater amounts of information and more accurate estimates become available

Answer 48

The amount of time it would take to complete a task given zero interruptions or unplanned problems

Answer 49

User stories must be independent, negotiable, valuable, estimateable, sizable, test

Answer 50

Bandwagon, HIPPO (highest paid persons opinion, groupthink. Wideband Delphi combats these things by performing anonymous estimation and sizing

Answer 51

Iteration zero is the first sprint of a project where no coding takes place and the team agrees upon things like technical stack and coding language, etc. iteration H is the ending sprint where code cleanup is supposed to happen.

Answer 52

Part of work done before starting of project/iterations. Period of time dedicated to a POC.

Answer 53

Part of work before starting a project/iterations. Team investigates to determine how to reduce risk.

Answer 54

When a story is too big to fit in an iteration (1-4 weeks)

Answer 55

Lead time – how long something takes to go through the entire process Cycle time – how long something takes to go through a part of the process. It is a section within lead time. A measurement of how long it takes to get things done.

Answer 56

Cycle time = WIP/Throughput Throughput is the amount of work that can be done in a time period. Sample question: what is cycle time if your feature is 60 story points and your team can do 5 story points a day? Cycle time = 12 days.

Answer 57

Increased amounts of WIP

Answer 58

A bug that makes it to the customer. More costly to fix. Goal is to fix defects asap.

Answer 59

Measure of how far apart things are (or vary)

Answer 60

Provides guidelines to operate within. If the amount of work done is outside the expected story point range (average 15 points plus or -3 points) then your work done for that iteration falls outside the control limits and you should look into what you are doing poorly or very well.

Answer 61

Re-prioritizing the backlog to account for risk

Answer 62

A way to define a monetary value for things such as risk. Helps rank risk. Equation: Impact in dollars times probability percentage equals EMV

Answer 63

Expected monetary value and risk severity. To calculate risk severity use a numbering system and multiply risk probability times the severity weight (for example weight can be severity one, two, three, four, five)

Answer 64

Shows you the severity of risk overtime. Insert details. Insert image.

Answer 65

Continuous improvement. People improve products and services. Small incremental over time is paramount.

Answer 66

Plan, develop, evaluate, learn

Answer 67

Measure that provides insight into future issues. Lagging metrics provide information on something that has already happened. Leading metrics provides information on occurring events or is about to occur.

Answer 68

Optimize the flow of information or materials to complete a process. Reduce waste (waiting times) or unnecessary work. Six steps to creating: 1. Identify the product or service. 2. Create a value stream map. 3. Review to find waste. 4. Create a new map with the desired improvement. 5. Develop a roadmap to implement fixes. 6. Plan to revisit again.

Answer 69

Team meeting that looks at possible things that can cause failure during a project before they take place. This is like a low tech high touch risk assessment. Steps include: Think what the failures might be Create a list of reasons that can cause the failures Review the project plan to determine what can be done to reduce or remove the reasons for failure

Answer 70

Short subjects – team decides what actions to take in the next iteration (start doing, stop doing, do more of, do less) SMART goals - specific, measurable, attainable, relevant, timely

Answer 71

Set stage, general insights, collect data, decide what to do, close retrospective

Answer 72

Obstacle removal, diversion shield (protect from internal and external diversions that redirect the project team from current objectives), encouragement and development opportunities

Answer 73

Diverge and converge pattern. Stakeholders and project team members provide individual estimates/alternatives/approaches (diverge), then the project team converses on a preferred solution. Examples include Roman voting, wide band Delphi estimating, and fist of five voting. These aim to engage individual input while voting at the same moment, which minimizes group think.

Answer 74

Work that is unique, significant, risky, or novel can be prioritized to reduce the uncertainty associated with project scope at the start of the project before significant investment has taken place. Project teams plan routine work based on the concept of last responsible moment. This approach refers a decision to allow the project team to consider multiple options until the cost of further delay would exceed the benefit. It reduces waste by not expanding time in developing plans for work that may change or may not be needed.

Answer 75

A form of relative estimating. The team performing the work, comes to a consensus on the effort that is necessary to deliver value. Relative estimation is often preferred in Agile environments where tasks are complex or uncertain, as it focuses on the relative complexity of work rather than precise time estimations. Absolute estimation is used when the need for detailed, accurate estimates is crucial