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ACP Flashcards

1
Q

Acceptance Test Driven Development

A

A method used to communicate with business customers, developers, and testers before coding begins.

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2
Q

Active Listening

A

To focus on what is said and provide feedback to communicate understanding

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3
Q

Adaptive Leadership

A

A leadership style that helps teams to thrive and overcome challenges throughout a project

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4
Q

AFFINITY ESTIMATION

A

A METHOD USED TO QUICKLY PLACE USER STORIES INTO A COMPARABLE-SIZED GROUP

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5
Q

AGILE

A

TO DEVELOP A GOAL THROUGH PERIODIC EXPERIMENTATION THIN ORDER TO FULFILL THE NEED OF A COMPLEX DECISION

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6
Q

AGILE ADAPTATION

A

TO ADAPT THE PROJECT PLAN CONTINUOUSLY THROUGH RETROSPECTIVES IN ORDER TO MAXIMIZE VALUE CREATION DURING THE PLANNING PROCESS

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7
Q

AGILE COACHING

A

TO HELP ACHIEVE GOALS THAT IS EITHER PERSONAL OR ORGANIZATIONAL

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8
Q

AGILE EXPERIMENTATION

A

TO USE THE EMPIRICAL PROCESS, OBSERVATION, AND SPIKE INTRODUCTION WHILE EXECUTING A PROJECT TO INFLUENCE PLANNING

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9
Q

AGILE MANIFESTO

A

A STATEMENT TAHT 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

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10
Q

AGILE MANIFESTO PRINCIPLES

A

A DOCUMENT THAT DESCRIBES THE TWELVE PRINCIPLES OF THE AGILE MANIFESTO

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11
Q

AGUKE MANIFESTO: CUSTOMER SATISFACTION

A

TO SATISFY CUSTOMERS THROUGH EARLY AND CONTINUOUS DELIVERY OF PRODUCTS, TO TEST AND RECEIVE FEEDBACK, TO INFORM CUSTOMERS ON PROGRESS, AND TO FULFILL THE CUSTOMER’S VALUE BY COMPLETING PRIORITY REQUIREMENTS

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12
Q

AGILE MANIFESTO: WELCOME CHANGES

A

TO ALLOW QUICK RESPONSES TO CHANGES IN THE EXTERNAL ENVIRONMENT, AND LATE IN DEVELOPMENT TO MAXIMIZE THE CUSTOMER’S COMPETITIVE ADVANTAGE

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13
Q

AGILE MANIFESTO: FREQUENT DELIVERY

A

TO DELIVER SOFTWARE FREQUENTLY TO THE CUSTOMER, ALLOWING FOR A QUICKER PRODUCT RELEASE, FASTER PROVISION OF VALUE TO THE CUSTOMER AND SHORTER DELIVERY TIMEFRAME

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14
Q

AGILE MANIFESTO: COLLOCATED TEAM

A

TO HAVE INDIVIDUALS WORK TOGETHER DAILY ON A PROJECT TO IMPLEMENT OSMOTIC COMMUNICATION, FOCUS, AND RECEIVE INSTANT FEEDBACK TO ACHIEVE A COMMON GOAL

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15
Q

AGILE MANIFESTO: MOTIVATED INDIVIDUALS

A

TO GIVE INDIVIDUALS THE EMPOWERMENT, ENVIRONMENT, SUPPORT, AND TRUST NEEDED TO COMPLETE A TASK SUCCESSFULLY

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16
Q

AGILE MANIFESTO: FACE TO FACE CONVERSATION

A

THE MOST EFFICIENT AND EFFECTIVE WAY TO COMMUNICATE IN ORDER TO RECEIVE DIRECT FEEDBACK AND INFLUENCE OSMOTIC COMMUNICATION

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17
Q

AGILE MANIFESTO: WORKING SOFTWARE

A

WORKING SOFTWARE ENABLES THE MEASUREMENT OF PROGRESS, ENHANCE CUSTOMER SATISFACTION, AND MAINTAIN AND IMPROVE THE QUALITY OF SOFTWARE TO HELP SUPPORT PROJECT GOALS

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18
Q

AGILE MANIFESTO: CONSTANT PACE

A

TO HELP TEAM MEMBERS ESTABLISH A HEALTHY WORK-LIFE BALANCE, REMAIN PRODUCTIVE, AND RESPOND TO CHANGES SWIFTLY FOR PROGRESS DURING A PROJECT

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19
Q

AGILE MANIFESTO: CONTINUOUS ATTENTION

A

TO ENHANCE AGILITY AND TIME SPEND ON WORK REQUIREMENTS TO ORDER TO RETAIN A WELL-BALANCED WORK ENVIRONMENT

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20
Q

AGILE MANIFESTO: SIMPLICITY

A

ALLOWS TEAM MEMBERS TO FOCUS ON WHAT IS NECESSARY TO ACHIEVE THE REQUIREMENTS NEEDED TO CREATE AND DELIVER VALUE TO THE PROJECT AND CUSTOMER

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21
Q

AGILE MANIFESTO: SELF-ORGANIZATION

A

A TEAM THAT KNOWS HOW TO COMPLETE TASKS EFFECTIVELY, HAS DEDICATION TO THE PROJECT, AND IS EXPERT ON THE PROCESS AND PROJECT

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22
Q

AGILE MANIFESTO: REGULAR REFLECTION

A

THIS ALLOWS A TEAM TO LEARN HOW TO BECOME MORE EFFECTIVE, WHAT CHANGES NEED IMMEDIATE IMPLEMENTATION, AND BEHAVIOR THAT NEEDS ADJUSTMENT

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23
Q

AGILE MENTORING

A

TO PASS ON AND TEACH BASED ON EXPERIENCE, KNOWLEDGE, AND SKILLS TO OTHER INDIVIDUALS IN THE TEAM OR THAT WORK FOR THE ORGANIZATION

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24
Q

AGILE METHODOLOGIES

A

A WAY TO COMPLETE A GOAL EFFECTIVELY AND EFFICIENTLY. EXAMPLES OF AGILE METHODOLOGIES INCLUDE XP, SCRUM, AND LEAN

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25
Q

AGILE MODELING

A

A WORKFLOW DEPICTION OF A PROCESS OR SYSTEM A TEAM CAN REVIEW BEFORE IT IS TURNED INTO CODE. STAKEHOLDERS SHOULD UNDERSTAND THE MODEL.

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26
Q

AGILE PLANNING

A

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.

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27
Q

AGILE PRACTICES

A

TO MAKE USE OF THE AGILE PRINCIPLES THROUGH ACTIVITIES

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28
Q

AGILE PROJECTS

A

A PROJECT THAT OCCURS BASED ON THE AGILE MANIFESTO AND AGILE PRINCIPLES

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29
Q

AGILE SMELLS

A

SYMPTOMS OF PROBLEMS THAT AFFECT AGILE TEAMS AND PROJECTS

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30
Q

AGILE SPACE

A

A SPACE THAT ALLOWS TEAM MEMBERS TO ESTABLISH COLLABORATION, COMMUNICATION, TRANSPARENCY, AND VISIBILITY

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31
Q

AGILE THEMES

A

THEMES USED TO HELP THE TEAM FOCUS ON THE FUNCTIONS OF ITERATION

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32
Q

AGILE TOOLING

A

TO INCREASE TEAM MORALE WITH SOFTWARE OR ARTIFACTS

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33
Q

ANALYSIS

A

TO DEVELOP POSSIBLE SOLUTIONS BY STUDYING THE PROBLEM AND ITS UNDERLYING NEED AND TO UNDERSTAND THE INFORMATION PROVIDED

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34
Q

APPROVED ITERATIONS

A

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

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35
Q

ARCHITECTURAL SPIKES

A

SPIKES THAT RELATE TO ANY AREA OF A SYSTEM, TECHNOLOGY, OR APPLICATION DOMAIN THAT IS UNKNOWN

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36
Q

ARTIFACT

A

A PROCESS OR WORK OUTPUT, I.E. DOCUMENT, CODE

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37
Q

ASD

A

EXHIBITS CONTINUOUS ADAPTION TO THE PROJECT AND ITS PROCESSES WITH CHARACTERISTICS THAT INCLUDE: MISSION FOCUSED, FEATURE BASED, ITERATIVE, TIME-BOXED, RISK DRIVEN, AND CHANGE TOLERANT

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38
Q

AUTOMATED TESTING TOOLS

A

THESE TOOLS ALLOW FOR EFFICIENT AND STRONG TESTING. EXAMPLES: PEER REVIEWS, PERIODICAL CODE REVIEWS, REFACTORING, UNIT TESTS, AUTOMATIC AND MANUAL TESTING

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39
Q

BEING AGILE

A

TO WORK IN A RESPONSIVE WAY TO DELIVER THE PRODUCTS OR SERVICES A CUSTOMER NEEDS AND WHEN THEY WANT THE PRODUCTS OR SERVICES

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40
Q

BRAINSTORMING

A

AN EFFECTIVE AND EFFICIENT WAY OF GATHERING IDEAS WITHIN A SHORT PERIOD OF TIME FROM A GROUP

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41
Q

BURN-DOWN CHART

A

AN EFFECTIVE AND EFFICIENT WAY OF GATHERING IDEAS WITHIN A SHORT PERIOD OF TIME FROM A GROUP

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42
Q

BURN RATE

A

THE RATE OF RESOURCES CONSUMED BY THE TEAM; ALSO COST PER ITERATION

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43
Q

BURN-UP CHART

A

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

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44
Q

CARVER

A

AN ACRONYM TO MEASURE THE GOALS AND MISSION OF THE PROJECT WITH EACH LETTER MEANING: CRITICALITY, ACCESSIBILITY, RETURN, VULNERABILITY, EFFECT, AND RECOGNIZEABILITY

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45
Q

CEREMONY

A

A MEETING CONDUCTED DURING AN AGILE PROJECT THAT CONSISTS OF DAILY STAND-UP, ITERATION PLANNING, ITERATION REVIEW, AND ITERATION RETROSPECTIVE

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46
Q

CHANGE

A

TO CHANGE REQUIREMENTS THAT INCREASE VALUE TO THE CUSTOMERS

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47
Q

CHARTER

A

A DOCUMENT CREATED DURING INITIATION THAT FORMALLY BEGINS THE PROJECT. THE DOCUMENT INCLUDES THE PROJECT’S JUSTIFICATION, A SUMMARY LEVEL BUDGET, MAJOR MILESTONES, CRITICAL SUCESS FACTORS, CONSTRAINTS, ASSUMPTIONS, AND AUTHORIZATION TO DO IT

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48
Q

CHICKEN

A

AN INDIVIDUAL INVOLVED BUT NOT COMMITTED TO AN AGILE PROJECT

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49
Q

COACH

A

A TEAM ROLE THAT KEEPS THE TEAM FOCUSED ON LEARNING AND THE PROCESS

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50
Q

COLLABORATION

A

A METHOD OF COOPERATION AMONG INDIVIDUALS TO ACHIEVE A COMMON GOAL

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51
Q

COLLECTIVE CODE OWNERSHIP

A

THE ENTIRE TEAM TOGETHER IS RESPONSIBLE FOR 100% OF THE CODE

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52
Q

COLLOCATION

A

THE ENTIRE TEAM IS PHYSICALLY PRESENT, WORKING IN ONE ROOM

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53
Q

COMMON CAUSE

A

AN ISSUE SOLVED THROUGH TREND ANALYSIS BECAUSE THE ISSUE IS SYSTEMIC

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54
Q

COMMUNICATION

A

TO SHARE SMOOTH AND TRANSPARENT INFORMATION OF NEEDS

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55
Q

COMMAND & CONTROL

A

DECISIONS CREATED BY HIGHER UP INDIVIDUALS IN THE ORGANIZATION AND HANDED OVER TO THE TEAM

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56
Q

COMPLIANCE

A

TO MEET REGULATIONS, RULES, AND STANDARDS

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57
Q

CONE OF SILENCE

A

AN ENVIRONMENT FOR THE TEAM THAT IS FREE OF DISTRACTIONS AND INTERRUPTIONS

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58
Q

CONFLICT

A

DISAGREEMENTS IN CERTAIN AREAS BETWEEN INDIVIDUALS

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59
Q

CONFLICT RESOLUTION

A

AN AGREEMENT MADE AFTER A CONFLICT

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60
Q

CONTINUOUS IMPROVEMENT

A

TO ENSURE THAT SELF-ASSESSMENT AND PROCESS IMPROVEMENT OCCURS FREQUENTLY TO IMPROVE THE PRODUCT

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61
Q

CONTINUOUS INTEGRATION

A

TO CONSISTENTLY EXAMINE A TEAM MEMBER’S WORK. TO BUILD, AND TEST THE ENTIRE SYSTEM

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62
Q

COORDINATION

A

TO ORGANIZE WORK WITH THE GOAL OF HIGHER PRODUCTIVITY AND TEAMWORK

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63
Q

COST PERFORMANCE INDEX (CPI)

A

TO MEASURE THE COST SPENT ON A PROJECT AND ITS EFFICIENCY.

EARNED VALUE/ACTUAL COST = CPI

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64
Q

CROSS-FUNCTIONAL TEAM

A

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

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65
Q

CRYSTAL FAMILY

A

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

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66
Q

CUMULATIVE FLOW DIAGRAM

A

A CHART THAT DISPLAYS FEATURE BACKLOG, WORK IN PROGRESS, AND COMPLETED FEATURES

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67
Q

CUSTOMER

A

THE END-USER WHO DETERMINES AND EMPHASIZES BUSINESS VALUES

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68
Q

CUSTOMER-VALUED PRIORITIZATION

A

TO DELIVER THE MAXIMUM CUSTOMER VALUE EARLY IN ORDER TO WIN CUSTOMER LOYALTY AND SUPPORT

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69
Q

CYCLE TIME

A

THE TIME NEEDED TO COMPLETE A FEATURE (USER STORY).

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70
Q

DAILY STANDUP

A

A BRIEF MEETING WHERE THE TEAM SHARES THE PREVIOUS DAY’S ACHIEVEMENTS, PLANS TO MAKE ACHIEVEMENTS, OBSTACLES, AND HOW TO OVERCOME THE OBSTACLES

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71
Q

DECIDE AS LATE AS POSSIBLE

A

TO POSTPONE DECISIONS TO DETERMINE POSSIBILITIES AND MAKE THE DECISION WHEN THE MOST AMOUNT OF KNOWLEDGE IS AVAILABLE

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72
Q

DEEP

A

THE QUALITIES OF A PRODUCT BACKLOG WHICH INCLUDE: DETAILED, ESTIMATE-ABLE, EMERGENT, AND PRIORITIZED

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73
Q

DELIVERABLES

A

A TANGIBLE OR INTANGIBLE OBJECT DELIVERED TO THE CUSTOMER: I.E. DOCUMENT, PAMPHLET, REPORT

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74
Q

DISAGGREGATION

A

TO SEPARATE EPICS OR LARGE STORIES INTO SMALLER STORIES

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75
Q

DISSATISFACTION

A

THE LACK OF SATISFACTION AMONG WORKERS SUCH AS, WORK CONDITIONS, SALARY, AND MANAGEMENT-EMPLOYEE RELATIONSHIPS. FACTORS KNOWN AS DEMOTIVATORS.

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76
Q

DISTRIBUTIVE NEGOTATIONS

A

TO REACH A DEAL THROUGH TACTICS SO BOTH PARTIES RECEIVE THE HIGHEST AMOUNT OF VALUE POSSIBLE

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77
Q

DONE

A

WHEN WORK IS COMPLETE, AND MEETS THE FOLLOWING CRITERIA:

  • COMPILES
  • RUNS WITHOUT ERRORS
  • PASSES PREDEFINED ACCEPTANCE CRITERIA AND REGRESSION TESTS
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78
Q

DOT VOTING

A

A SYSTEM OF VOTING WHERE PEOPLE RECEIVE A CERTAIN NUMBER OF DOTS TO VOTE ON THE OPTIONS PROVIDED

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79
Q

DYNAMIC SYSTEMS DEVELOPMENT MODEL (DSDM)

A

A MODEL THAT PROVIDES A COMPREHENSIVE FOUNDATION FOR PLANNING, MANAGING, EXECUTING, AND SCALING AGILE AND ITERATIVE SOFTWARE DEVELOPMENT PROJECTS BASED ON 9 PRINCIPLES THAT INVOLVE:

  • BUSINESS NEEDS/VALUE
  • ACTIVE USER INVOLVEMENT
  • EMPOWERED TEAMS
  • FREQUENT DELIVERY
  • INTEGRATED TESTING
  • STAKEHOLDER COLLABORATION
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80
Q

EARNED VALUE MANAGEMENT (EVM)

A

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

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81
Q

EMERGENT

A

STORIES THAT GROW AND CHANGE OVERTIME AS OTHER STORIES REACH COMPLETION IN THE BACKLOG

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82
Q

EMOTIONAL INTELLIGENCE

A

AN INDIVIDUAL’S SKILL TO LEAD AND RELATE TO OTHER TEAM MEMBERS

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83
Q

EPIC STORY

A

A LARGE STORY THAT SPANS ITERATIONS, THEN DISAGGREGATED INTO SMALLER STORIES

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84
Q

ESCAPED DEFECTS

A

DEFECTS REPORTED AFTER THE DELIVERY BY THE CUSTOMER

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85
Q

EXPECTANCY THEORY

A

AN INDIVIDUAL CHOOSES TO BEHAVE IN A PARTICULAR WAY OVER OTHER BEHAVIORS BECAUSE OF THE EXPECTED RESULTS OF THE CHOSEN BEHAVIOR

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86
Q

EXPLORATORY TESTING

A

TO INQUIRE HOW SOFTWARE WORKS WITH THE USE OF TEST SUBJECTS USING THE SOFTWARE AND ASKING QUESTIONS ABOUT THE SOFTWARE

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87
Q

EXTREME PERSONA

A

A TEAM-MANUFACTURED PERSONA THAT EXAGGERATES TO INDUCE REQUIREMENTS A STANDARD PERSONA MAY MISS

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88
Q

EXTREME PROGRAMMING (XP)

A

A METHODOLOGY IN AGILE WITH ONE WEEK ITERATIONS AND PAIRED DEVELOPMENT

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89
Q

FEATURE-DRIVEN DEVELOPMENT (FDD)

A

A COMPREHENSIVE MODEL AND LIST OF FEATURES INCLUDED IN THE SYSTEM BEFORE THE DESIGN WORK BEGINS

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90
Q

FEATURE

A

A GROUP OF STORIES THAT DELIVER VALUE TO THE CUSTOMERS

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91
Q

FEEDBACK

A

INFORMATION OR RESPONSES TOWARDS A PRODUCT OR PROJECT USED TO MAKE IMPROVEMENTS

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92
Q

FIBONACCI SEQUENCE

A

A SEQUENCE OF NUMBERS USED IN AGILE ESTIMATING: 0,1,2,3,5,8, 13, 20, 40, 100

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93
Q

FINISH TASKS ONE BY ONE

A

TASKS MUST BE FINISHED IN ALL ITERATIONS TO MEET THE DEFINITION OF DONE REQUIREMENTS AS A WAY TO TRACK PROGRESS AND ALLOW FREQUENT DELIVERY

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94
Q

FISHBONE DIAGRAM

A

A ROOT CAUSE DIAGRAM

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95
Q

FIVE WHYS

A

THE ROOT CAUSE ANALYSIS TECHNIQUE THAT ASKS WHY FIVE TIMES. THE PROBLEM IS LOOKED INTO DEEPER EACH TIME WHY IS ASKED. TOYOTA DEVELOPED THIS TECHNIQUE

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96
Q

FIXED TIME BOX

A

ASSIGNED TASKS PRIORITIZED FOR COMPLETION BASED ON ESTIMATED NUMBER OF DAYS. TOP PRIORITIES ARE USUALLY COMPLETED FIRST

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97
Q

FOCUS

A

TO STAY ON TASK, AND IS FACILITATED BY THE SCRUM MASTER OR COACH

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98
Q

FORCE FIELD ANALYSIS

A

TO ANALYZE FORCES THAT ENCOURAGES OR RESISTS CHANGE

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99
Q

FUNCTIONALITY

A

AN ACTION THE CUSTOMER MUST SEE AND EXPERIENCE FROM A SYSTEM, WHICH WILL ADD VALUE TO THE CUSTOMER

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100
Q

GROOMING

A

TO CLEAN UP THE PRODUCT BACKLOG BY REMOVAL OF ITEMS, DISAGGREGATION OF ITEMS, OR ESTIMATION OF ITEMS

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101
Q

GROUND RULES

A

UNWRITTEN RULES DECIDED AND FOLLOWED BY TEAM MEMBERS

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102
Q

HERZBERG’S HYGIENE THEORY

A

A THEORY THAT STATES FACTORS IN THE WORKPLACE CREATE SATISFACTION AND DISSATISFACTION IN RELATION TO THE JOB

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103
Q

HIGH-BANDWIDTH COMMUNICATION

A

FACE TO FACE COMMUNICATION THAT ALSO INCLUDES NON-VERBAL COMMUNICATION

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104
Q

HIGH PERFORMING TEAM

A

THIS TEAM REACHES MAXIMUM PERFORMANCE OF CLEAR, DETAILED GOALS, OPEN COMMUNICATION, ACCOUNTABILITY, EMPOWERMENT, USE OF THE PARTICIPATORY DECISION MODEL, AND THE TEAM CONSISTS OF TWELVE DEDICATED MEMBERS OR LESS

105
Q

IDEAL TIME

A

THE AMOUNT OF TIME NEEDED TO COMPLETE AN ASSIGNMENT WITHOUT DISTRACTIONS OR INTERRUPTIONS

106
Q

INCREMENTAL DELIVERY

A

FUNCTIONALITY CONVEYED IN SMALL PHASES

107
Q

INCREMENTAL PROJECT RELEASES

A

TO BUILD UIPON THE PRIOR RELEASE OF A GOAL, OUTCOME, OR PRODUCT, NOT ALL REQUIREMENTS ARE MET, BUT AFTER ALL RELEASES, THE REQUIREMENTS WILL BE MET

108
Q

INFORMATION RADIATOR

A

ARTIFACTS USED TO HELP MAINTAIN TRANSPARENCY OF A PROJECT STATUS TO TEAM MEMBERS AND STAKEHOLDERS

109
Q

INFORMATION REFRIGERATOR

A

INFORMATION THAT IS NOT TRANSPARENT OR USEFUL TO THE TEAM AND STAKEHOLDERS

110
Q

INNOVATION GAMES

A

PRACTICE USED TO INDUCE REQUIREMENTS FROM PRODUCT OWNERS, USERS, AND STAKEHOLDERS

111
Q

INTEGRATIVE NEGOTIATION

A

TO REACH AN AGREEMENT COLLABORATIVELY THAT CREATES MORE VALUE FOR BOTH PARTIES BY A WIN-WIN SOLUTION

112
Q

INTERACTOIN

A

FACE TO FACE COMMUNICATION

113
Q

IRR

A

INTERNAL RATE OF RETURN - A DISCOUNT RATE THAT MAKES THE NET PRESENT VALUE OF ALL CASH FLOWS FROM A PROJECT EQUAL TO ZERO. USED TO DETERMINE POTENTIAL PROFITABILITY OF PROJECT OR INVESTMENT

114
Q

INTRASPECTIVES

A

TO INSPECT WITHIN, DURING A MEETING WITH THE AGILE TEAM TO REVIEW PRACTICES, USUALLY WHEN A PROBLEM OR ISSUE OCCURS

115
Q

INTRINSIC SCHEDULE FLAW

A

POOR ESTIMATION THAT OCCURS AT THE BEGINNING OF ITERATION

116
Q

INVEST

A

THE BENEFITS OF GOOD USER STORIES, WHICH INCLUDE: INDEPENDENT, NEGOTIABLE, ESTIMATE-ABLE, SMALL, AND TESTABLE

117
Q

ITERATION

A

WORK CYCLE, SCRUM USES 2-4 WEEKS, XP USES 1 WEEK

118
Q

ITERATION BACKLOG

A

WORK TO COMPLETE IN A PARTICULAR ITERATION

119
Q

ITERATION H

A

ITERATION USED TO PREPARE THE LAUNCH OF SOFTWARE, AND TO TEST SOFTWARE

120
Q

ITERATION 0

A

ITERATION TO COMPLETE TASKS BEFORE THE DEVELOPMENT OCCURS, FOR TECHNICAL AND ARCHITECTURAL SPIKES AND TO GATHER REQUIREMENTS INTO THE BACKLOG

121
Q

ITERATION RETROSPECTIVE

A

A MEETING USED IN SCRUM, THE TEAM DISCUSSES WAYS TO IMPROVE AFTER WORK IS COMPLETED

122
Q

JUST-IN-TIME

A

USED TO MINIMIZE INVENTORY COST BY MATERIALS DELIVERED BEFORE THEY ARE REQUIRED

123
Q

KAIZEN

A

BASED ON JAPANESE MANAGEMENT PHILOSOPHY, TO CONTINUE IMPROVEMENT THROUGH SMALL RELEASES

124
Q

KANBAN

A

A SIGNAL USED TO ADVANCE TRANSPARENCY OF WORK-IN-PROGRESS, A NEW TASK CAN BEGIN ONE A PREVIOUS ONE IS COMPLETE

125
Q

KANBAN BOARD

A

A CHART THAT SHOWS WORKFLOW STAGES TO LOCATE WORK IN PROGRESS

126
Q

KANO ANALYSIS

A

AN ANALYSIS OF PRODUCT DEVELOPMENT AND CUSTOMER SATISFACTION BASED ON NEEDS FULFILLED/NOT-FULFILLED VS. SATISFACTION/DISSATISFACTION

127
Q

LAST RESPONSIBLE MOMENT

A

TO MAKE DECISIONS AS LATE AS POSSIBLE IN ORDER TO PRESERVE ALL POSSIBLE OPTIONS

128
Q

LEAN METHODOLOGY

A

TO ELIMINATE WASTE, AN AGILE METHOD DERIVED FROM MANUFACTURING

129
Q

LITTLE’S LAW

A

THE LAW THAT LIMITS WORK IN PROGRESS EFFICIENTLY WITH DEVELOPMENT OF AN APPROPRIATE CYCLE TIME

130
Q

LOW PERFORMING TEAM

A

THIS TEAM HAS A LACK OF TRUST, NO ACCOUNTABILITY, FEAR OF CONFLICT, LESS COMMITMENT, AND LESS ATTENTION TO DETAILS AND RESULTS

131
Q

LEAN SOFTWARE DEVELOPMENT (LSD)

A 
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
TO SEE THE WHOLE
132
Q

MASLOW’S HIERARCHY OF NEEDS

A

THIS THEORY SUGGESTS INTERDEPENDENT NEEDS (MOTIVATORS) OF PEOPLE BASED ON FIVE LEVELS IN THIS ORDER:

  • PHYSIOLOGICAL
  • SAFETY & SECURITY
  • SOCIAL
  • ESTEEM
  • SELF-ACTUALIZATION
133
Q

METAPHOR

A

TO EXPLAIN HOW A PROJECT WILL BE COMPLETED SUCCESSFULLY TO STAKEHOLDERS BY USE OF REAL-WORLD EXAMPLES OF SYSTEMS AND COMPONENTS

134
Q

MINIMAL VIABLE PRODUCT (MVP)

A

A PRODUCT WITH ONLY THE ESSENTIAL FEATURES DELIVERED TO EARLY ADOPTERS TO RECEIVE FEEDBACK

135
Q

MINIMAL MARKETING FEATURE (MMF)

A

THE SMALLEST FEATURE OF A PRODUCT THAT PROVIDES VALUE TO THE END-USER

136
Q

MONOPOLY MONEY

A

TO GIVE FAKE MONEY TO BUSINESS FEATURES IN ORDER TO COMPARE THE RELATIVE PRIORITY OF THOSE FEATURES

137
Q

MOSCOW ANALYSIS

A

AN ANALYSIS USED TO HELP STAKEHOLDERS UNDERSTAND THE IMPORTANCE OF EACH REQUIREMENT DELIVERED. MOSCW IS THE ACRONYM FOR:

  • MUST HAVE
  • SHUOLD HAVE
  • COULD HAVE
  • WOULD LIKE TO HAVE
138
Q

NEGOTIATION

A

TO REACH AN AGREEMENT BETWEEN TWO OR MORE PARTIES TO RESOLVE A CONFLICT

139
Q

NEGOTIABLE

A

ANYTHING OPENED TO DISCUSSION

140
Q

NPV

A

NET PRESENT VALUE - A VALUE THAT COMPARES THE AMOUNT INVESTED TODAY TO THE PRESENT VALUE OF FUTURE CASH RECEIPTS FROM THE INVESTMENT

141
Q

OSMOTIC COMMUNICATION

A

TO COMMUNICATE BY SHARING AN ENVIRONMENT

142
Q

PAIR PROGRAMMING

A

WHEN DEVELOPERS WORK TOGETHER IN XP PRACTICE

143
Q

PARETO PRINCIPLE

A

KNOWN AS THE 80/20 RULE. FOR AGILE PROJECTS, IT MEANS THAT 8-% OF ALL DEVELOPMENT SHOULD BE SPENT ON THE TOP 20% OF THE FEATURES THE CUSTOMERS NEED

144
Q

PARKING LOT

A

A STORAGE PLACE FOR IDEAS THAT DISTRACT FROM THE MAIN GOAL DURING A MEETING

145
Q

PARTICIPATORY DECISION MODELS

A

TO HAVE STAKEHOLDERS INVOLVEMENT IN DECISION MAKING WITH TECHNIQUES SUCH AS A SIMPLE VOTE

146
Q

PERSONA

A

A DEPICTION OF THE CUSTOMER OF SYSTEM WITH APPLICABLE DETAILS ABOUT USAFE

147
Q

PERSONNEL LOSS

A

WHEN AN EMPLOYER FACES THE LOSS OF A HUMAN RESOURCE THROUGH DEATH, INJURY, OR DISABILITY OF AN EMPLOYEE

148
Q

PIG

A

A COMMITTED INDIVIDUAL IMPACTED BY THE OUTCOME

149
Q

PLAN DO CHECK ACT

A

WORK IN SMALLER, QUICK ITERATIONS THAN TRADITIONAL

150
Q

PLANNING GAME

A

TO PRIORITIZE WORK AND ESTIMATE EFFORT REQUIRED BY CREATION OF A RELEASE PLAN IN XP

151
Q

PLANNING POKER

A

A TOOL USED TO ESTIMATE TEAM EFFORT ON USER STORIES

152
Q

PMBOK GUIDE

A

A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE

153
Q

PMI

A

PROJECT MANAGEMENT INSTITUTE

154
Q

POSITIVE VALUE

A

TO MAXIMIZE VALUE THROUGH INCREMENTAL WORK IN ORDER TO GAIN COMPETITIVE ADVANTAGE

155
Q

PRE-MORTEN

A

TEAM MEMBERS ASKED TO DEFINE REASONS OF A PROJECT’S FAILURE AND TO IDENTIFY CAUSES OF FAILURE MISSED IN PREVIOUS ANALYSES

156
Q

PRESENT VALUE

A

A WAY TO CALCULATE THE TIME VALUE OF MONEY

157
Q

PROCESS TAILORING

A

TO PERFECT AGILE PROCESSES FOR A PARTICULAR PROJECT AND ENVIRONMENT

158
Q

PRODUCTIVITY

A

THE EFFECTIVENESS OF PRODUCTION, USUALLY MEASURED WITH OUTPUT PER UNIT OF INPUT

159
Q

PRODUCTIVITY VARIATION

A

THE DIFFERENCE BETWEEN THE PLANNED AND ACTUAL PERFORMANCE

160
Q

PRODUCT BACKLOG

A

THE KNOWN FEATURES FOR A PROJECT

161
Q

PRODUCT ROAD MAP

A

AN ARTIFACT THAT DISPLAYS PLANNED PROJECT FUNCTIONALITY

162
Q

PRODUCT VISION

A

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

163
Q

PRODUCT VISION STATEMENT

A

A STATEMENT THAT DEFINES THE PURPOSE AND VALUE OF THE PRODUCT

164
Q

PROGRAMMER

A

THE ROLE OF A TEAM MEMBER THAT WRITES THE CODE, A ROLE USED IN XP

165
Q

PROGRESSIVE ELABORATION

A

AN APPROACH FOR PLANNING THAT OCCURS IN CYCLES INSTEAD OF UPFRONT, WHICH HAPPENS FREQUENTLY

166
Q

PROJECT

A

AN ENTERPRISE PLANNED AND DESIGNED TO CREATE A PRODUCT, SERVICE, OR RESULT

167
Q

PROTOTYPING

A

A MODEL USED TO PERFECT REQUIREMENTS

168
Q

QUALITIATIVE

A

DESCRIPTIVE DATA USED FOR ANALYSIS

169
Q

QUALITY

A

THE SPECIFICATIONS AND REQUIREMENTS OF PRODUCT OR SERVICE MEASURED AGAINST THE STANDARD PRODUCT OR SERVICE IN THE INDUSTRY

170
Q

QUANTITATIVE

A

NUMERICAL DATA USED FOR ANALYSIS

171
Q

REFACTORING

A

TO ADJUST WORKING CODE TO IMPROVE FUNCTIONALITY AND CONSERVATION

172
Q

RELATIVE PRIORITIZATION

A

A LIST OF ALL USER STORIES AND FEATURES ORDERED BY HIGHEST PRIORITY TO THE LOWEST PRIORITY

173
Q

RELATIVE SIZING

A

TO ESTIMATE THE SIZE OF A STORY IN COMPARISON WITH ANOTHER STORY

174
Q

RELEASE

A

ITERATION OUTCOMES DELIVERED TO CUSTOMERS (END-USERS)

175
Q

RELEASE PLAN

A

A DOCUMENT THAT DESCRIBES THE TIMELINE OF A PRODUCT RELEASE

176
Q

REQUIREMENTS AT A HIGH LEVEL

A

REQUIREMENTS ARE IN THE FORM OF USER STORIES, AND COLLECTED AT A HIGH LEVEL TO ESTIMATE A BUDGET

177
Q

REQUIREMENTS PRIORITIZATION MODEL

A

A MODEL TO RATE EACH FEATURE WITH THE CALCULATION OF WEIGHTED FORMULA DEFINED BY THE TEAM

178
Q

REQUIREMENTS REVIEW

A

TO REVIEW THE REQUIREMENTS SO THEY FULFILL THE NEEDS AND PRIORITIES OF STAKEHOLDERS

179
Q

ROI

A

RETURN OF INVESTMENT - THE RETURN AN ORGANIZATION MAKES ON AN INVESTMENT EXPRESSED BY PERCENTAGE

180
Q

RISK

A

THE UNCERTAINTY OF AN UNWANTED OUTCOME RELATED TO THE PROJECT

181
Q

RISK-ADJUSTED BACKLOG

A

A PRODUCT BACKLOG ADJUSTED TO HELP BALANCE THE RISK AND VALUE FACTORS OF PRODUCT

182
Q

RISK-BASED SPIKE

A

THIS SPIKE HELPS THE TEAM REMOVE MAJOR RISKS, AND IF THE SPIKE FAILS EVERY APPROACH POSSIBLE, THE PROJECT IS DEFINED AS “FAST FAILURE”

183
Q

RISK BURN DOWN

A

A CHART THAT DISPLAYS RISK AND SUCCESS WITH FEATURE VS. TIME

184
Q

RISK IMPACT

A

TO ANALYZE THE CONSEQUENCES OF THE RISK IF THEY OCCUR BASED ON THEIR PROBABILITY

185
Q

RISK PROBABILITY

A

THE LIKELIHOOD THAT THE RISK WILL OCCUR

186
Q

RISK SEVERITY

A

HOW MUCH THE RISK’S CONSEQUENCE WILL INFLUENCE THE SUCCESS OR FAILURE OF A PROJECT.

RISK PROBABILITY (%) X RISK IMPACT ($) = RISK SEVERITY

187
Q

ROLE

A

A PERSON’S DESCRIPTION THAT INCLUDES THEIR FUNCTION IN AN AGILE PROJECT

188
Q

ROLLING WAVE PLANNING

A

TO DIVIDE THE PLANNING PHASE INTO STAGES

189
Q

ROOT CAUSE ANALYSIS

A

TO INVESTIGATE BEYOND THE SYMPTOMS OF THE PROBLEM AND TO UNDERSTAND THE ROOT CAUSE OF THE PROBLEM

190
Q

ROOT CAUSE DIAGRAM

A

A DIAGRAM THAT CORRELATES DIFFERENT FACTORS AND THE SYMPTOM

191
Q

SATISFACTION

A

THE FEELING OF WORKERS WHEN THEIR NEEDS ARE FULFILLED. KNOWN AS MOTIVATORS

192
Q

SCHEDULE PERFORMANCE INDEX

A

THE RATIO OF EARNED VALUE TO PLANNED VALUE.

EV/PV = SPI

193
Q

SCOPE CREEP

A

THE UNCONTROLLED CHANGES OR GROWTH IN A PROJECT’S SCOPE WHICH GOES BEYOND THE INITIAL AGREEMENT

194
Q

SCRUM

A

A POPULAR AGILE METHODOLOGY

195
Q

SCRUM OF SCRUMS

A

MEETING USED TO ORGANIZE LARGE PROJECTS WITH SCRUM MASTERS FROM DIFFERENT TEAMS

196
Q

SCRUM MASTER

A

THE LEADER THAT HELPS THE TEAM TO FOLLOW SCRUM METHODOLOGY

197
Q

SOFTWARE DEVELOPMENT LIFE CYCLE (SDLC)

A

THE CYCLE TENDS TO BE LONG AND REQUIRES A LOT OF ADVANCED PLANNING

198
Q

SELF-DIRECTING TEAM

A

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

199
Q

SELF-ORGANIZING TEAM

A

NATURALLY FORMED TEAMS THAT INTERACT WITH MINIMAL MANAGEMENT SUPERVISION

200
Q

SERVANT LEADERSHIP

A

LEADERS COLLABORATE WITH THE TEAM AND DO ANYTHING THE TEAM DOES WHEN NEEDED

201
Q

SHU-HA-RI MODEL

A

ORIGINATED IN JAPAN AS A WAY TO UNDERSTAND LEARNING AND MASTERY, SHU - OBEYIING THE RULES, HA- CONSCIOUSLY MOVING AWAY FROM THE RULES, AND RI - CONSCIOUSLY FINDING AN INDIVIDUAL PARTH

202
Q

SILO

A

WORK THAT IS ISOLATED

203
Q

SOCIAL MEDIA-BASED COMMUNICATION

A

COMMUNICATION USED CONVENIENTLY TO RECEIVE INSTANT FEEDBACK, IDEAS, AND REQUIREMENTS FROM A PARTICULAR COMMUNITY

204
Q

SPECIAL CAUSE

A

A CAUSE THE OCCURS ONCE BECAUSE OF SPECIAL REASONS

205
Q

SPECIFICATION BREAKDOWN

A

THIS OCCURS WHEN REQUIREMENTS FOR THE SPECIFICATION ARE INCOMPLETE OR CONFLICTING

206
Q

SPIKE

A

AN EXPERIMENT THAT HELPS A TEAM ANSWER, A PARTICULAR QUESTION AND DETERMINE FUTURE ACTIONS

207
Q

SPRINT

A

A CONSISTENT ITERATION THAT LASTA FROM ONE WEEK TO ONE MONTH IN ORDER TO MEASURE VELOCITY IN SCRUM

208
Q

SPRINT PLAN

A

A DOCUMENT THAT EXPLAINS SPRINT GOALS, TASKS, AND REQUIREMENTS, AND HOW THET ASKS WILL REACH COMPLETION

209
Q

SPRINT RETROSPECTIVE

A

A TEAM MEMBER MEETING THAT OCCURS AFTER EACH SPRINT TO EVALUATE THE PRODUCT AND PROCESS TO IMPROVE EFFICIENCY AND EFFECTIVENESS

210
Q

SPRINT REVIEW

A

A MEETING THAT OCCURS AFTER EACH SPRINT TO SHOW THE PRODUCT OR PROCESS TO STAKEHOLDERS FOR APPROVAL AND TO RECEIVE FEEDBACK

211
Q

STAKEHOLDER

A

AN INDIVIDUAL WITH AN INTEREST IN THE OUTCOME

212
Q

STAKEHOLDER MANAGEMENT

A

TO ENSURE STAKEHOLDERS REMAIN INFORMED AND THAT THE ACHIEVEMENT OF THEIR NEEDS ARE MET

213
Q

STORY CARD

A

AN INDEX CARD THAT DISPLAYS THE USER STORY

214
Q

STORY MAP

A

A PRIORITIZATION TOOL THAT BACKLOGGED STORIES MADE SMALLER AND ORGANIZED BY USER FUNCTIONALITY

215
Q

STORY POINT

A

A UNIT OF MEASUREMENT TO ESTIMATE THE DIFFICULTY OF A USER STORY

216
Q

SUSTAINABILITY

A

A MAINTAINABLE PACE OF WORK THAT IS INTENSE YET STEADY

217
Q

SWARMING

A

WHEN THE TAEM COLLABORATE TO FOCUS ON A SINGLE USER

218
Q

TABAKA’S MODEL

A

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

219
Q

TASKS

A

THE SMALLER JOBS TO FULFILL A USER STORY, USUALLY DIVIDED AMONG TEAM MEMBERS

220
Q

TEAM

A

A GROUP OF INDIVIDUALS CHARGED WITH RESPONSIBILITY OF DELIVERY AND VALUE OF A PROJECT

221
Q

TEAMWORK

A

TEAM MEMBERS FUNCTION IN A WAY THAT IS COLLABORATIVE TO COMPLETE TASKS AND REACH A COMMON GOAL, MOSTLY ACHIEVED WITH STRONG COMMUNICATION

222
Q

TEAM EMPOWERMENT

A

A TEAM THAT IS EMPOWERED HAS COLLABORATION, RESPONSIBILITY, AND SELF-SUFFICIENCY

223
Q

TEAM FORMATION

A

FORMATION HAPPENS WHEN A TEAM CREATES GROUND RULES AND PROCESSES TO BUILD BONDS AND SHARED GOALS

224
Q

TEAM PARTICIPATION

A

WHEN THE TEAM DISCUSSES THE REQUIREMENTS THAT WILL FULFILL THE CUSTOMER’S NEEDS

225
Q

TEAM SPACE

A

AN AREA FOR TEAM MEMBERS TO COLLOCATE, USUALLY A PHYSICAL LOCATION, IN SOME CASES A VIRTUAL LOCATION IS CREATED

226
Q

TEAM VELOCITY

A

THE NUMBER OF STORY POINTS COMPLETED DURING ITERATION, AND USED TO DETERMINE THE PLANNED CAPACITY

227
Q

TECHNICAL DEBT

A

TECHNICAL DECISIONS A TEAM CHOOSES TO NOT IMPLEMENT CURRENTLY, BUT MUST DO SO OR FACE DIFFICULTY IN THE FUTURE

228
Q

TEST-DRIVEN DEVELOPMENT (TDD)

A

A WRITTEN ACCEPTANCE TEST FOR A MODULE WITH THE CODE BUILT TO PASS THE TESTS IN ORDER TO ENSURE CORRECT PERFORMANCE

229
Q

TESTER

A

EXPLAINS ACCEPTANCE TEST TO THE CUSTOMERS THEN CONSISTENTLY MEASURES THE PRODUCT AGAINST THE TEST AND RECORDS RESULTS FOR THE TEAM (XP ROLE)

230
Q

THEME

A

A GROUP OF STORIES, ITERATION, OR RELEASES’S IDEA DETERMINED BY THE CUSTOMER AND THE TEAM AGREES WITH THE IDEA

231
Q

TIME BOXING

A

TO SET A FIXED DELIVERY DATE FOR A PROJECT OR A RELEASE

232
Q

TRACKER

A

A ROLE IN XP THAT MEASURES THE TEAM’S PROGRESS, AND COMMUNICATES THE MEASUREMENTS TO THE TEAM

233
Q

TRADITIONAL MANAGEMENT

A

A TOP-DOWN APPROACH THAT CONSISTS OF LONG CYCLES, HEAVY PLANNING, AND MINIMAL CUSTOMER INVOLVEMENT

234
Q

TRANSPARENCY

A

TO SHOW EVERYONE’S INVOLVEMENT AND PROGRESS TO THE ENTIRE TEAM

235
Q

TREND ANALYSIS

A

THIS ANALYSIS PROVIDES TRENDS THAT WILL OCCUR IN THE FUTURE TO HELP CONTROL AND IMPLEMENT CONTINUOUS IMPROVEMENT

236
Q

TWO-WAY COMMUNICATION

A

TO ALLOW COMMUNICATION BETWEEN PARTIES SO THEIR CONCERNS AND PERSPECTIVES ARE GIVEN FOR EFFECTIVE FEEDBACK

237
Q

UNIT TESTING

A

THESE TESTS ARE USED FOR CONTINUOUS FEEDBACK TO ACHIEVE QUALITY IMPROVEMENT AND ASSURANCE

238
Q

USABILITY TESTING

A

AN EXPLORATORY TEST WHICH USES A TEST SUBJECT TO UNDERSTAND THE USABILITY OF SOFTWARE

239
Q

USERS INVOLVEMENT

A

THE ACTIVE INVOLVEMENT OF USERS IN THE DEVELOPMENT CYCLE OF A PROJECT SO TEAM MEMBERS CAN RECEIVE FEEDBACK ABOUT THE USER’S REQUIREMENTS

240
Q

USER STORY

A

AT LEAST ONE BUSINESS REQUIREMENT THAT INCREASES THE VALUE FOR THE USER

241
Q

VALIDATION

A

THE WAY TO MAKE SURE THAT THE PRODUCT IS ACCEPTABLE TO THE CUSTOMER

242
Q

VALUE

A

THE WORTH OF A PRODUCT, PROJECT, OR SERVICE

243
Q

VALUE-BASED PRIORITIZATION

A

TO ALLOW THE PO OR CUSTOMER DETERMINE WHICH FUNCTION TO IMPLEMENT FIRST BASED ON THE VALUE IT DELIVERS

244
Q

VALUE-DRIVEN DELIVERY

A

TO REALIZE THE VALUS NEEDED TO DELIVER A PROJECT

245
Q

VALUE STEAM MAPPING

A

A TOOL USED TO ANALYZE A CHAIN OF PROCESSES WITH THE DESIRED OUTCOME OF ELIMINATING WASTE

246
Q

VARIANCE

A

THE MEASUREMENT OF HOW FAR APART DATA IS FROM EACH OTHER

247
Q

VELOCITY

A

THE TOTAL NUMBER OF FEATURES THAT A TEAM DELIVERS IN ITERATION

248
Q

VERIFICATION

A

TO ENSURE THE PRODUCT MEETS REQUIREMENTS AND SPECIFICATIONS

249
Q

VIRTUAL TEAM

A

A GEOGRAPHICALLY DISTRIBUTED GROUP THAT DOES NOT MEET PHYSICALLY

250
Q

VISIBILITY

A

THE TEAM’S WORK AND PROGRESS MUST BE TRANSPARENT TO ALL STAKEHOLDERS

251
Q

WAR ROOM

A

A SPACE WHERE THE TEAM CAN WORK AND COLLABORATE EFFECTIVELY

252
Q

WATERFALL

A

RESISTANT TO CHANGE THAT REQUIRES HEAVY PLANNING AND SEQUENTIAL, TRADITIONAL APPRACH

253
Q

WIDE-BAND DELPHI ESTIMATING

A

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

254
Q

WIP LIMITS

A

TO LIMIT WORK-IN-PROGRESS SO A TEAM CAN DO THE FOLLOWING:

  • MAINTAIN FOCUS ON COMPLETING WORK
  • MAINTAINING QUALITY
  • DELIVERING VALUE
255
Q

WIREFRAME

A

A LIGHTWEIGHT NON-FUNCTIONAL UI DESIGN THAT SHOWS THE CUSTOMER THE VITAL ELEMENTS AND HOW THEY WILL INTERACT BEFORE CODING

256
Q

WIP

A

WORK IN PROGRESS- STORIES THAT HAVE STARED, WHICH ARE DISPLAYED TO SHOW PROGRESS AND WHAT STILL NEEDS TO BE COMPLETED

257
Q

WORKFLOW

A

A SERIES OF PHASES OR STAGES THE TEAM HAS AGREED TO EXECUTE FOR A PROJECT

258
Q

100-POINT METHOD

A

A METHOD THAT ALLOWS CUSTOMERS TO SCORE (TOTAL 100 POINTS) DIFFERENT FEATURES OF A PRODUCT

PMI ACP (1 decks)

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