PMP Agile Flashcards

Question

Manage flow

Answer 1

Kanban principal. Tracking flow of work through a system, pull methodology where sticky notes are moved through the columns until process is finished. 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

To address the debate of Kanban vs. Scrum, let’s compare them side-by-side to see how these two methodologies handle agile development. Kanban is a lightweight methodology that relies on kanban boards to visualize the workflow and track the progress of tasks. It doesn’t have any roles or responsibilities prescribed, and there are no predefined release cycles or due dates. On the other hand, Scrum is a more prescriptive approach that has specific roles, artifacts, and ceremonies. The team works in short bursts called sprints with a fixed amount of time. A Kanban team is constantly adapting to changes in the market and customer demands, regardless of their priority and size. Tasks get pulled to be worked on when enough information is available for them to begin. In contrast, Scrum teams are committed to a certain number of features during each sprint. They have defined goals and can’t change their mind halfway through the sprint. New requirements can be added to the product backlog, but they need to be decided on and estimated during future sprints.

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 (Net Profit / Cost of Investment) x 100.

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, dual 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 gets a cancellation fee In the above product backlog, by delivering features 1-7, we will accomplish 90% of the expected value of the final product. To achieve the remaining 10% of the product value, we must implement features 8 to 10, which will cost $20,000 ($8,000 + $6,000 + $6,000). The buyer might consider closing the contract, knowing that 90% of the product value has been achieved and may not be willing to spend $20,000 to realize the remaining 10%. However, the seller may not be fine with this, as they would lose a potential earning of $20,000, so they must be compensated for the early closure of the contract. In contract terms, this compensation is called a cancellation fee. This compensation amount can be calculated based on the agreed sharing ratio (e.g., 80/20) of the amount saved by the buyer by closing the contract early. In this case, the amount saved is $20,000, so the seller would receive 20% of $20,000, which is $4,000. This $4,000 is often referred to as "money for nothing." "Money for nothing" is also known as the early cancellation option. This option provides a win-win situation because the buyer saves $16,000 in potential expenditures, and the seller earns $4,000 for services no longer required.

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 Change for free allows the buyer to change the scope of the work stated in the contract by replacing certain features with other features of the same net value at pre-determined time in the Contract life cycle. For example, features 8, 9, and 10, which collectively represent 10% of the product value, could be replaced with two features, each representing 5% of the value. This option provides the buyer with the flexibility needed to accommodate the dynamic scope of the project.

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. If you deliver on time, you get paid for hours worked at the standard rate. If you deliver early, you get paid for fewer hours at a higher rate. The customer is happy because he pays less and gets his work accomplished sooner. The contractor is happy because his margin just doubled. However, if you deliver late, you get paid for more hours at a lower rate. This time both parties are unhappy. Every day that goes by, both parties lose money, but at a gradual manageable pace.

Answer 31

Agile contracting method. AKA fixed price increments. Negotiating and assigning a fixed price for each feature. Probably the most used. Mitigate risk of under or over estimating. decomposed each SOW into individual work packages, each with its own fixed price. Then, as each work package is completed, the contractor is given the option to re-estimate the remaining work packages in the SOW, based on new information and new risks. This empowers the customer to make go / no-go decisions on the value of a work package relative to the cost. With this approach to a fixed-price arrangement, the customer retains control over cost and the contractor’s risk is localized to only the work package currently in progress.

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, Norming, performing, adjourning

Answer 43

This is the agile perspective on Tuckman’s ladder. Forming = directing, storming = coaching, norming = supporting, performing = delegating, adjourning. 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

Invest 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. Lead time represents the total time from project initiation to completion, while cycle time focuses on the time spent actively working on a task. Throughput, on the other hand, quantifies the number of completed tasks within a specific timeframe To simplify, lead time and cycle time measure how much (time) while throughput measures how many (number of work items completed in a certain timeframe)

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 A backlog that includes work and actions to address, threats, and opportunities

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 By definition, according to the PMBOK, a retrospective describes how the team can improve and challenge the process in upcoming iterations, and lessons learned is defined as the team determining what they can do better in the future.

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

Answer 76

involves supplementing an existing internal team with external talent to address specific skill gaps or project needs. It's essentially a flexible outsourcing model where you bring in experts for a temporary period to enhance your team's capabilities Customer has full control over scope variation and cost without exposing suppliers to risk

Answer 77

Collect all requirements first, then all design, then all testing. Should happen concurrently.

Answer 78

Approach to resolve when buyer and seller enter into a dispute of execution of work defined in a contract

Answer 79

Approach to resolve when buyer and seller enter into a dispute of execution of work defined in a contract

Answer 80

Information radiator used to manage product and sprint backlogs and show the flow of work and it’s bottlenecks

Answer 81

In XP, planning is carried out on a weekly and quarterly basis Also XP geared towards single small colocated cross functional team.

Answer 82

The Crystal Method is an agile project management framework that emphasizes people and their interactions over processes and tools. It's a family of methodologies, including Crystal Clear, Crystal Yellow, and Crystal Orange, each tailored to different project sizes and complexities. Crystal Clear: For very small teams (1-6 members), it's the simplest Crystal Crystal Yellow: For teams of 7-20, it introduces more structured roles and processes. Crystal Orange: For teams of 21-40, it includes more complex organizational structures and processes

Answer 83

The A3 method uses a single sheet of paper to capture the problem, analysis, solutions, and implementation plan, promoting clear communication and shared understanding

Answer 84

Designed to offer a balance between popular methods that are too narrow (scrum) or too broad (AgileUP) Disciplined Agile (DA) is a process-decision toolkit that provides guidance to individuals, teams, and enterprises on how to optimize their way of working (WoW). It's a flexible, agnostic toolkit that helps organizations choose, customize, and evolve their WoW, rather than prescribing a rigid framework. DA focuses on helping teams tailor their agile approaches based on their unique needs and situation

Answer 85

A method to transition from scrum to Kanban, but can also be used as a hybrid wear scrum is the framework and Kanban is for process improvement

Answer 86

Agile team simplified cost calculations, alternative to traditional budget In Agile development, run rate, often referred to as velocity, is a measure of the amount of work a team completes in a specific sprint or iteration, typically expressed in story points. It's a key metric for tracking progress, forecasting future work, and understanding team capacity

Answer 87

Collaborative approach to defining requirements and tests using requirements from realistic examples

Answer 88

PIPS People, information, process, system Use these as the bone trees for the main categories to decompose problems into root cause

Answer 89

DOWNTIME Defects, overproduction, waiting, non-effective use of time or talent, transport, inventory, motion, excessive processing

Answer 90

T shaped resources with many general skills and one deep specialty. Building an actual team you want to try to bring in all members so you don’t have any part-time and have them be cross functional

Answer 91

Iterative and incremental approaches. Iterative means continuous feedback and short loops, incremental means delivering value and small increments. Thus ensuring the team is on the right path or can course correct quickly.

Answer 92

Transparency, inspection, and adaptation

Answer 93

Have similar sizes and types of work items Explicit work policies Limiting work in progress Building in Slack or buffers where needed Using Slack from other areas were needed Keeping external resources close to the team (whole team approach)

Answer 94

PMI change management, ADKAR, 8 steps to change, Virginia Satir change model, Bridges Transition Model

Answer 95

Awareness-announce change ahead of time, explain why, get feedback Desire-get change champions, monitor feedback, showcase benefits Knowledge-offer training, resources, address skill gaps Ability-practice runs, monitor change, set realistic goals and tweak processes as needed Reinforcement-monitor, use positive feedback & encourage

Answer 96

8 steps - create urgency, form a powerful coalition, create vision, communicate vision, remove obstacles, create short wins, build on change, anchor changes in culture

Answer 97

steps: status quo (business as usual), foreign element, chaos, transforming idea, practice and integration, new status quo

Answer 98

change management model; steps: ending, losing and letting go, the neutral zone, the new beginning

Answer 99

Process of continuously refining and detailing project plans as more info becomes available. Rolling wave planning is a type of progressive elaboration where planning is done in waves with detailed planning for near future and high level planning for distant work (i.e. T shirt size Epics)

Answer 100

Form of planning and backlog organization. also called User Story mapping. Orders product by customer's steps (left to right) and User stories to complete (top to bottom)

Answer 101

Estimating technique that uses data from a similar project, feature or user story (like an analogy). Generally faster and less costly, but also less accurate.

Answer 102

is the present value (PV) of a future stream of payments, minus the initial investment cost. The idea is we want a cash rate that outpaces inflation, so if inflation is 3%, then we want our investment to outpace inflation. You want an amount greater than zero (higher the better)

Answer 103

Complicated formula. Just know the higher the better.

Answer 104

ROI. Divides net profit (or loss) by its cost. The higher ROI the better. ROI = (Return - Investment) / Investment * 100

Answer 105

Kanban methodology term. Same as sprint planning for Scrum.

Answer 106

The average time of customer arrival * average time to complete the order = long-term average of customers in store Ideally want 1:1, equation can be used for User Stories as well.

Answer 107

average number of user stories completed in a specific time period. The maximum number of WIP items should not exceed your throughput. Not limited to User Stories. Could be X user stories per day, Y features per month, etc.) This is different from velocity because velocity measures story points completed on average per sprint or time period, well throughput is the number of stories (not points)

Answer 108

OKR. Objectives: a written objective to deliver (i.e. increase active users). Key Results: how we will measure (i.e. increase sign-ups by 20% and reduce customer churn by 30%)

Answer 109

Number of story points completed in each Sprint. User stories should be small so that they are easier to size and reduces risk of spill over into next Sprint.

Answer 110

the amount of time it takes to complete a specific task from start to finish (i.e. analysis, development, testing, etc.

Answer 111

time from the customer order to the customer deliver (i.e. a feature added to backlog until release). In manufacturing, the time from the customer order to customer delivery

Answer 112

Can be measured by "First time right" or "first pass yield".

Answer 113

PV - at a given point in time, shows the work that should have been completed by that time. EV - what we have actually completed at a given point in time AC (actual cost)- what we have actually spent at that point in time BAC - total PV at the end of the project; this is almost always fixed in an agile project

Answer 114

a meeting similar to swarming around problem with just the necessary people to problem solve a specific or ongoing issue often mentioned in stand-up.

Answer 115

Error, proofing, or mistake proofing in Japanese. Purpose is to reduce defects, which reduces rework.

Answer 116

Muda - "Waste" means activities that do not add value to the customer Mura - "Unevenness" - imbalances in line charts due to constraints. Solve by keeping tasks small and continuously improving Muri - "Overburden" - keep a sustainable pace by matching work to velocity, reducing WIP, and minimizing multitasking. Do not get stuck in cycle of hurry-up-and-wait

Answer 117

Helps identify risk. Helps find out what could go wrong before it happens. What could go wrong, what might challenge us, what can we do better for this project. Basically a retro in reverse.

Answer 118

Risk assessment method, similar to SWOT. Political, Environmental, Social, Technology, Economic, Legal

Answer 119

Prioritizes our risk responses against the value we are delivering. Cards can be created for the risk and prioritized along with other work items (feature work, SPIKE cards, etc.). The highest cost of the risk can be determined using a tornado chart and can help prioritize.

Answer 120

an anonymous brainstorming technique to help avoid others influencing our decisions. The team silently writes down ideas, then they share ideas and categorize if needed, then the team discuss, vote and rank the ideas.

Answer 121

withdrawl/avoid, smooth/accommodate, compromise/reconcile, force/direct, collaborate/problem solve

Answer 122

a type of conflict resolution approach. retreating from a conflict situation (actual or potential), postponing the issue to be better prepared or to be resolved by others

Answer 123

a type of conflict resolution approach. emphasizing areas of agreement or conceding your position to maintain harmony and relationships. This can result in a lose-win situation.

Answer 124

a type of conflict resolution approach. Searching for solutions that bring satisfaction to all parties in order to resolve the conflict. This approach occasionally results in a lose-lose situation

Answer 125

a type of conflict resolution approach. pushing your viewpoint at the expense of others; usually enforced through a power position to resolve an emergency. Often results to a win-lose situation.

Answer 126

a type of conflict resolution approach. incorporating multiple viewpoints and insights from differing perspectives; This requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This approach can result in a win-win situation.

Answer 127

Creating future problems to realize short term gains. As the Team completes more features, the work may slow down and sizing may get larger. This is a good indicator of technical debt caused by complexity of code. Prioritize maintenance, refactoring, and whatever else to simplify code.

Answer 128

1. Teach Agile values and principles 2. respond to complexity 3. determine your approach 4. establish feedback loops and their types 5. tailor your approach 6. charter the project and team 7. engage stakeholders 8. create a team space 9. define value and product metrics 10. establish a process to update metrics

Answer 129

1. create a high level model 2. analyze customer needs 3. define increments and their goals (align business priorities) 4. add feature requirements 5. Priorize backlog items 6. decompose backlog 7. size backlog items 8. Identity risk 9. communicate the vision often

Answer 130

1. refine user stories 2. fill the sprint backlog 3. match work wo velocity of throughput 4. use slack for refactoring 5. create a risk adjusted backlog 6. perform sprint planning

Answer 131

1. Hold the daily stand-up 2. visualize the work 3. limit WIP 4. collaboration techniques to break silos 5. testing 6. continuous integration 7. find constraints 8. use spikes 9. motivate team members 10. manage conflict 11. coach and mentor to develop capability

Answer 132

1. check that deliverables meet acceptance criteria 2. demonstrate the increments of value 3. share knowledge continuously

Answer 133

1. Create an environment for continuous learning 2. Kaizen 3. Hold a retro 4. use self-assessment tools 5. Intraspectives Problem solve and find root causes

Answer 134

1. Evaluate customer satisfaction 2. Measure the delivery of value 3. Adapt to product needs based on feedback

Answer 135

evaluation tool. can be used in situations like an agile assessment during initiation process. How familiar are you with Agile values and Principles?

Answer 136

1. individuals and interactions over processes and tools 2. working software over comprehensive documentation 3. customer collaboration over contract negotiation 4. Responding to chase over following a plan

Answer 137

12 - see attached

Answer 138

A method to respond to complexity. Measures requirements uncertainty and Technical uncertainty to determine level of complexity and what project delivery framework will work (agile vs waterfall)

Answer 139

A method to respond to complexity. Volatility, uncertainty, complexity, ambiguity. High degree of volatility - use alternative analysis to discover different ways to meet objective. Use estimating ranges and ensure you have reserves.

Answer 140

Use VUCA to manage complexity. When something is not known, or known but not certain, use methods: 1. gather info (research, experts, analyze, experiments), 2. Prepare for multiple outcomes 3. set-based design (prototypes) 4. build in resilience - respond positively to changing conditions and recovering quickly

Answer 141

A way to respond to complexity. 1. System based - ecouple or disconnect parts to simplify. Use a simulation of different scenarios that might occur. 2. reframing - use diversity to view system from different perspectives. Use wide-band delphi. Balance lagging and leading indicators where possible 3. Process-based - build iteratively or incrementally, engage stakeholders, build in a fail safe (version control)

Answer 142

Real, close, and personal. Demonstrating real products over reports. Talking and problem solving over emails and documents. Transparent, visual, pull communication.

Answer 143

Defects become more expensive to fix as they get closer-to or into Production. Preventative costs occur before reaching dev. Appraisal costs occur when defects get to Dev. Internal failure costs occur during testing. External failure costs occur after release.

Answer 144

life (L), Essential money (E), Discretionary money (D), Comfort (C).

Answer 145

can categorize and track stakeholders' level of influence and impact of change (how much a feature impacts them) in order to determine level of engagement/communication.

Answer 146

Categorize stakeholders so Team knows who to engage with the most. Documents their current and desired engagement states.

Answer 147

Measure of how likely you would recommend to a friend. NPS = # of Promoters - # of Detractors, where promoters are 9 and 10, and Detractors are 1-6 Above zero is good

Answer 148

Net present value Internal rate of return Return on investment Payback period Benefit-Cost Ratio

Answer 149

A visual model that defines the flow of a customer as they use the product. This is a visual map of the business.

Answer 150

A visual model of the system, typically represented as more linear than a context diagram, that shows how the system interacts with it's different components, both front and backend.

Answer 151

A visual model of the system, typically represented as more free-floating (less linear) than a sequence diagram, that shows how the system interacts with it's different components, both front and backend.

Answer 152

Used to identify problems and create solutions. A group diverges to brainstorm and discover many ideas about the problem, then converges to define the root cause. Next, the diverge to brainstorm and develop many solutions, then converge to select and deliver a core solution(s).

Answer 153

A prioritization method when determining backlog ranking of features. CoD = value (i.e. profit) / duration. The rank should be highest cost of delay to lowest.

Answer 154

A prioritization method when determining backlog ranking of features. Similar to Cost of Delay. Ranks many features by different criteria, using a scale of 1-5, then determining average.

Answer 155

Analogous - top down estimating, using a previous similar job/feature to estimate (analogy) Parametric - statistical calculation 3-point estimating = (R+O+P)/3 Bottom-up estimating - most accurate Wideband Delphi / Planning poker Affinity - Groups stories by size/complexity

Answer 156

A tool to gauge confidence in an estimate. Fewer than three fingers affords the person the opportunity to discuss objections

Answer 157

Looking ahead to assess risks that could happen for a new project. Can also use brainstorming or future-looking retrospective (what could go wrong, what might challenge us)

Answer 158

Create risk breakdown structure

Answer 159

Probability and impacts

Answer 160

A matrix that ranks the likelihood (using numbers) and impact (using colors). Could switch number vs color.

Answer 161

A way to track identified risks. Includes a unique id, risk description, caused by and consequences, owner, probability, Impact, and rating.

Answer 162

Avoid - team acts to eliminate (so it can be avoided) Escalate Transfer - shifting ownership to a third party Mitigate - take action to reduce probability and impact Accept - acknowledge, but no proactive action is planned

Answer 163

Exploit - act to ensure opportunity occurs Escalate - Share - shift ownership to 3rd party Enhance - take action to increase probability and impact Accept - acknowledge but take no proactive action

Answer 164

Extreme Programming (XP) practice. A collaborative process, involving both customers and developers, to define project scope and priorities. It's a lightweight, iterative planning method, divided into release planning and iteration planning, to manage and adapt to changing requirements 2 main sessions (continuous): Release Planning: Focuses on the overall project scope, prioritizing features for releases, and setting delivery timelines. Iteration Planning: Focuses on the tasks and activities within a specific iteration (typically 1-2 weeks), often without direct customer involvement.

Answer 165

This is a ceremony used in Scrum where the work is shown to customers and stakeholders for feedback and acceptance. XP does NOT use Sprint Review, and I'm not sure other ceremonies are used either...

Answer 166

WIP create longer lead times as people switched tasks, which leads to decreased capacity. WIP also creates longer lead times and a 30 fold increase in defects.

Answer 167

Finding the Team's throughput for a given timeframe (i.e. an iteration) and setting that as the WIP limit.

Answer 168

Setting aside time (like a card of 5 points) to enable continuous improvement, such as addressing technical debt, system maintenance, or risk responses.

Answer 169

WIP Limits, Lead time for customer features, throughput for a given timeframe

Answer 170

Start with what you do now initially respect current processes, roles and job titles Agree to pursue evolutionary change Encourage acts of leadership at every level

Answer 171

(N * (N-1))/2, so 10 people = 45 communication channels.

Answer 172

Develop a high level model Develop a Features list Plan by feature Design by feature Build by feature

Answer 173

In Feature Driven Development, the Project Manager has ultimate say on scope, schedule and staffing levels within the project, enables the team to work (doesn't force them to work), and shields them from distractions by outside forces.

Answer 174

In Feature Driven Development, Domain experts are Users, clients, sponsors, business analysts, or anyone with deep knowledge of the business. They must explain in detail the tasks the system must perform. They need good verbal, written and presentation skills.

Answer 175

1. Small, and Client Valued, 2. Complete, including UI, Data storage or anything else needed, 3. Expressed as Features typically come from a Senior User or customer - they might come from an executive, but they don't have to.

Answer 176

The beginning process of FDD. it uses a technique like a Context Diagram or UML Sequence Diagram to show the current state of the system, and how each object interacts. It breaks the system down to make it easier to see and manage - a form of Decomposition. Including the proposed features would be the "Future State", not the current state.

Answer 177

In Feature Driven Development, Class Ownership means that: 1. Each class or group of code is assigned responsibility to a single owner. 2. It ensures there is an expert available to explain how that piece of code works. 3. The code owner can implement an enhancement faster than someone unfamiliar with that piece of code. This is different to XP, which recommends that anyone can make a change to any part of the code at anytime, and is helped by team-members pairing together.

Answer 178

Feature Driven Development recommends inspections because each downstream error can cost between five and 80 hours to fix, compared to one when inspecting the code. They also serve as knowledge transfer and help conformance to coding standards.

Answer 179

In Feature Driven Development, a Regular Build Schedule asks that At regular intervals, we take all of the source code for the features that we’ve completed, and the libraries and components on which it depends, and we build the complete system. This helps highlight errors early, and ensures there is always an up-to-date system that can be demonstrated to the client.

Answer 180

Refers to version Control - it is a history of changes to classes as Feature Teams enhance them, including all the source code for features that have been completed to date.

Answer 181

Alistair changed how much quality assurance (and other checks) were needed based on the Project Size, and its Criticality. These were measured by Crystal Colour and Crystal Hardness (i.e. Sapphire or Diamond).

Answer 182

Alistair Cockburn noted the three stages of learning also applied to martial arts (Aikido) or to medieval trades (Apprentice, Journeyman, Master). "Shu" is where we follow an existing process. "Ha" is where we detach from that process, and find more. "Ri" is where we know enough to choose any method depending on the situation, as long as it works.

Answer 183

Alistair Cockburn noted in Crystal that anything goes in the team's way-of-work, as long as: Software gets delivered, there is low admin overhead, and the team is content to work in that way again (or they adjust in the Reflection Workshop).

Answer 184

Crystal's version of the Scrum Retrospective. The reflection workshop results in their conclusions shown on an information radiator in the team area, such as: “Things we should keep”, “Things to try”, “Ongoing problems”.

Answer 185

The team may have meetings, requests to give demos or fix bugs that take them away from their work. It typically takes at least 20 minutes to regain your train of thought after one of these interruptions (many studies believe more).

Answer 186

Alistair Cockburn recommended the "Use case" method when outlining acceptance criteria, in the form of Actor, Goal and the steps required to get there.

Answer 187

Side-by-Side programming asks that two programmers sit close together, but at different workstations. This allows them the benefit of close communication, but also their own work. They can easily peer review, help with code, run a test, or anything else quickly.

Answer 188

Customer Centric, Continuous Improvement Towards Perfection, Systems Thinking, Lean Thinking, Queuing Theory, Empirical Process Control, Transparency, and a Whole Product Focus.

Answer 189

SAFe recommends the Double Diamond from Human Centred Design for discovering new product features, first diverging with lots of ideas, and converging on a small amount to proceed with.

Answer 190

Velocity is a team measure, to keep a sustainable pace. Beware executives using this as a "beating stick". At the Sponsor level, we want to show delivered feature timeframes, and the best way to do this is with feature Lead time. PMI's ACP Exam Content Outline: "Determine which metrics are appropriate for a given audience." (Delivery, Task 2: Manage Agile Metrics).

Answer 191

A Value Stream Map shows the team process and identifies Value Added and Non-Value Added activities (Waste). PMI's ACP Exam Content Outline: "Use metrics, tools and feedback loops to identify waste." (Delivery, Task 4: Recognize and eliminate waste).

Answer 192

Lead time measures the increments of value we release to our customer. Things that do not communicate value delivered over time: Velocity is team productivity measure. NPS is a customer satisfaction measure. Agile projects have fixed cost and scehdule, and a vairable scope. PMI's ACP Exam Content Outline: "Measure the delivery of value." (Product, Task 2: Manage Increments).

Answer 193

Scrum - Sprint Planning XP - Planning Game Kanban - Queue Replenishment Meeting

Answer 194

Velocity equates to the number of story points finished in a spring, and throughput measures the number of individual stories completed in a Sprint. The stories must be similarly sized for throughput to be meaningful.

Answer 195

Technical debt is fixing problems that were introduced to the code and will affect application in the future. Refactoring is restructuring the code to improve it's operation without changing it's functionality.

Answer 196

Pair or side-by-side programming, co-location, peer review, demonstrations, swarming or mobbing, ceremonies

Answer 197

Time-boxed research for things such as architecture or system solution ideas, or risk-based ideas to mitigate things that might impact our project in the futre.

Answer 198

1. Self awareness 2. Self management 3. Social awareness 4. Social skill

Answer 199

Define the problem Identify the root cause Generate possible solutions Choose the best solution Verify solution effectiveness

Answer 200

Human centered design (double diamond) PDCA - Plan, do, check, act DMAIC - Six Sigma - Define, Measure, Analyze, Improve, Control

Answer 201

A type of coaching methodology where you analyze the person's skill and will, then act accordingly.

Answer 202

Maslow's Hierarchy of Needs - physiological (food and water), safety, love/belonging, esteem, self actualization Herzberg's Theory of Motivation - Hygiene factors (job security, salary fairness) need to exist to avoid dissatisfaction, but providing won't give motivation. Motivation provided by things like recognition, personal growth, responsibility. Cannot exist until Hygiene factors met MacGregor's Theory X and Y - X is micromanaging b/c people are perceived to dislike working, Y is people are naturally motivated to work Ouchie's Theory Z - increasing employee loyalty to the company by providing a job for life, with a strong focus on the well-being of the employee, both on and off the job. Parkinson's Law - people will fill the time given to complete the work

Answer 203

“Go look, go see” Genchi Genbutsu is the Japanese principle of going to and directly observing a location and its conditions in order to understand and solve any problems faster and more effectively. At the “Gemba”, which is the “actual place” where the work is done. We want real data – not just opinions.

Answer 204

5 Why's Ichikawa (fishbone) diagram PDCA - plan, do, check, act DMAIC - define problem, measure, analyze, improve, control (ensure it embeds) Process mapping (visio with decision nodes) Value stream mapping (looks for non-value added activities)

Answer 205

Toyota Production System. The "heart beat" of the process, where value can be created only as fast as the slowest part of the process. Reduce that time and the whole process improves.

Answer 206

Fosters an environment where: 1. A Product Owner can order the work for a complex problem into a Product Backlog. 2. The Scrum team can turn part of this into an increment of value during a Sprint. 3. The team and customers inspect the results, and adjust. 4. Repeat until done.

Answer 207

Transparency, Inspection, Adaptation

Answer 208

- **Commitment** To our achieving our goal, and supporting each other. - **Focus** on the work of the sprint to make the best possible progress towards our goal. - **Openness** about the work and the challenges. - **Respect** each team member as independent and capable. - **Courage** to do the right thing, and to work on tough problems.

Answer 209

Scope - How much of a problem must be solved to be valuable in Production? The business person knows how much is enough. Priority Composition of release - How much, or how little needs to be done before the business is better off with the software than without it? Dates of release

PMP Agile Flashcards

(235 cards)