ACP Flashcards
1
Q
Acceptance Test Driven Development
A
A method used to communicate with business customers, developers, and testers before coding begins.
2
Q
Active Listening
A
To focus on what is said and provide feedback to communicate understanding
3
Q
Adaptive Leadership
A
A leadership style that helps teams to thrive and overcome challenges throughout a project
4
Q
AFFINITY ESTIMATION
A
A METHOD USED TO QUICKLY PLACE USER STORIES INTO A COMPARABLE-SIZED GROUP
5
Q
AGILE
A
TO DEVELOP A GOAL THROUGH PERIODIC EXPERIMENTATION THIN ORDER TO FULFILL THE NEED OF A COMPLEX DECISION
6
Q
AGILE ADAPTATION
A
TO ADAPT THE PROJECT PLAN CONTINUOUSLY THROUGH RETROSPECTIVES IN ORDER TO MAXIMIZE VALUE CREATION DURING THE PLANNING PROCESS
7
Q
AGILE COACHING
A
TO HELP ACHIEVE GOALS THAT IS EITHER PERSONAL OR ORGANIZATIONAL
8
Q
AGILE EXPERIMENTATION
A
TO USE THE EMPIRICAL PROCESS, OBSERVATION, AND SPIKE INTRODUCTION WHILE EXECUTING A PROJECT TO INFLUENCE PLANNING
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
10
Q
AGILE MANIFESTO PRINCIPLES
A
A DOCUMENT THAT DESCRIBES THE TWELVE PRINCIPLES OF THE AGILE MANIFESTO
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
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
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
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
15
Q
AGILE MANIFESTO: MOTIVATED INDIVIDUALS
A
TO GIVE INDIVIDUALS THE EMPOWERMENT, ENVIRONMENT, SUPPORT, AND TRUST NEEDED TO COMPLETE A TASK SUCCESSFULLY
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
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
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
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
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
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
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
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
24
Q
AGILE METHODOLOGIES
A
A WAY TO COMPLETE A GOAL EFFECTIVELY AND EFFICIENTLY. EXAMPLES OF AGILE METHODOLOGIES INCLUDE XP, SCRUM, AND LEAN
25
AGILE MODELING
A WORKFLOW DEPICTION OF A PROCESS OR SYSTEM A TEAM CAN REVIEW BEFORE IT IS TURNED INTO CODE. STAKEHOLDERS SHOULD UNDERSTAND THE MODEL.
26
AGILE PLANNING
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.
27
AGILE PRACTICES
TO MAKE USE OF THE AGILE PRINCIPLES THROUGH ACTIVITIES
28
AGILE PROJECTS
A PROJECT THAT OCCURS BASED ON THE AGILE MANIFESTO AND AGILE PRINCIPLES
29
AGILE SMELLS
SYMPTOMS OF PROBLEMS THAT AFFECT AGILE TEAMS AND PROJECTS
30
AGILE SPACE
A SPACE THAT ALLOWS TEAM MEMBERS TO ESTABLISH COLLABORATION, COMMUNICATION, TRANSPARENCY, AND VISIBILITY
31
AGILE THEMES
THEMES USED TO HELP THE TEAM FOCUS ON THE FUNCTIONS OF ITERATION
32
AGILE TOOLING
TO INCREASE TEAM MORALE WITH SOFTWARE OR ARTIFACTS
33
ANALYSIS
TO DEVELOP POSSIBLE SOLUTIONS BY STUDYING THE PROBLEM AND ITS UNDERLYING NEED AND TO UNDERSTAND THE INFORMATION PROVIDED
34
APPROVED ITERATIONS
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
35
ARCHITECTURAL SPIKES
SPIKES THAT RELATE TO ANY AREA OF A SYSTEM, TECHNOLOGY, OR APPLICATION DOMAIN THAT IS UNKNOWN
36
ARTIFACT
A PROCESS OR WORK OUTPUT, I.E. DOCUMENT, CODE
37
ASD
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
38
AUTOMATED TESTING TOOLS
THESE TOOLS ALLOW FOR EFFICIENT AND STRONG TESTING. EXAMPLES: PEER REVIEWS, PERIODICAL CODE REVIEWS, REFACTORING, UNIT TESTS, AUTOMATIC AND MANUAL TESTING
39
BEING AGILE
TO WORK IN A RESPONSIVE WAY TO DELIVER THE PRODUCTS OR SERVICES A CUSTOMER NEEDS AND WHEN THEY WANT THE PRODUCTS OR SERVICES
40
BRAINSTORMING
AN EFFECTIVE AND EFFICIENT WAY OF GATHERING IDEAS WITHIN A SHORT PERIOD OF TIME FROM A GROUP
41
BURN-DOWN CHART
AN EFFECTIVE AND EFFICIENT WAY OF GATHERING IDEAS WITHIN A SHORT PERIOD OF TIME FROM A GROUP
42
BURN RATE
THE RATE OF RESOURCES CONSUMED BY THE TEAM; ALSO COST PER ITERATION
43
BURN-UP CHART
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
44
CARVER
AN ACRONYM TO MEASURE THE GOALS AND MISSION OF THE PROJECT WITH EACH LETTER MEANING: CRITICALITY, ACCESSIBILITY, RETURN, VULNERABILITY, EFFECT, AND RECOGNIZEABILITY
45
CEREMONY
A MEETING CONDUCTED DURING AN AGILE PROJECT THAT CONSISTS OF DAILY STAND-UP, ITERATION PLANNING, ITERATION REVIEW, AND ITERATION RETROSPECTIVE
46
CHANGE
TO CHANGE REQUIREMENTS THAT INCREASE VALUE TO THE CUSTOMERS
47
CHARTER
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
48
CHICKEN
AN INDIVIDUAL INVOLVED BUT NOT COMMITTED TO AN AGILE PROJECT
49
COACH
A TEAM ROLE THAT KEEPS THE TEAM FOCUSED ON LEARNING AND THE PROCESS
50
COLLABORATION
A METHOD OF COOPERATION AMONG INDIVIDUALS TO ACHIEVE A COMMON GOAL
51
COLLECTIVE CODE OWNERSHIP
THE ENTIRE TEAM TOGETHER IS RESPONSIBLE FOR 100% OF THE CODE
52
COLLOCATION
THE ENTIRE TEAM IS PHYSICALLY PRESENT, WORKING IN ONE ROOM
53
COMMON CAUSE
AN ISSUE SOLVED THROUGH TREND ANALYSIS BECAUSE THE ISSUE IS SYSTEMIC
54
COMMUNICATION
TO SHARE SMOOTH AND TRANSPARENT INFORMATION OF NEEDS
55
COMMAND & CONTROL
DECISIONS CREATED BY HIGHER UP INDIVIDUALS IN THE ORGANIZATION AND HANDED OVER TO THE TEAM
56
COMPLIANCE
TO MEET REGULATIONS, RULES, AND STANDARDS
57
CONE OF SILENCE
AN ENVIRONMENT FOR THE TEAM THAT IS FREE OF DISTRACTIONS AND INTERRUPTIONS
58
CONFLICT
DISAGREEMENTS IN CERTAIN AREAS BETWEEN INDIVIDUALS
59
CONFLICT RESOLUTION
AN AGREEMENT MADE AFTER A CONFLICT
60
CONTINUOUS IMPROVEMENT
TO ENSURE THAT SELF-ASSESSMENT AND PROCESS IMPROVEMENT OCCURS FREQUENTLY TO IMPROVE THE PRODUCT
61
CONTINUOUS INTEGRATION
TO CONSISTENTLY EXAMINE A TEAM MEMBER’S WORK. TO BUILD, AND TEST THE ENTIRE SYSTEM
62
COORDINATION
TO ORGANIZE WORK WITH THE GOAL OF HIGHER PRODUCTIVITY AND TEAMWORK
63
COST PERFORMANCE INDEX (CPI)
TO MEASURE THE COST SPENT ON A PROJECT AND ITS EFFICIENCY.
EARNED VALUE/ACTUAL COST = CPI
64
CROSS-FUNCTIONAL TEAM
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
65
CRYSTAL FAMILY
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
66
CUMULATIVE FLOW DIAGRAM
A CHART THAT DISPLAYS FEATURE BACKLOG, WORK IN PROGRESS, AND COMPLETED FEATURES
67
CUSTOMER
THE END-USER WHO DETERMINES AND EMPHASIZES BUSINESS VALUES
68
CUSTOMER-VALUED PRIORITIZATION
TO DELIVER THE MAXIMUM CUSTOMER VALUE EARLY IN ORDER TO WIN CUSTOMER LOYALTY AND SUPPORT
69
CYCLE TIME
THE TIME NEEDED TO COMPLETE A FEATURE (USER STORY).
70
DAILY STANDUP
A BRIEF MEETING WHERE THE TEAM SHARES THE PREVIOUS DAY’S ACHIEVEMENTS, PLANS TO MAKE ACHIEVEMENTS, OBSTACLES, AND HOW TO OVERCOME THE OBSTACLES
71
DECIDE AS LATE AS POSSIBLE
TO POSTPONE DECISIONS TO DETERMINE POSSIBILITIES AND MAKE THE DECISION WHEN THE MOST AMOUNT OF KNOWLEDGE IS AVAILABLE
72
DEEP
THE QUALITIES OF A PRODUCT BACKLOG WHICH INCLUDE: DETAILED, ESTIMATE-ABLE, EMERGENT, AND PRIORITIZED
73
DELIVERABLES
A TANGIBLE OR INTANGIBLE OBJECT DELIVERED TO THE CUSTOMER: I.E. DOCUMENT, PAMPHLET, REPORT
74
DISAGGREGATION
TO SEPARATE EPICS OR LARGE STORIES INTO SMALLER STORIES
75
DISSATISFACTION
THE LACK OF SATISFACTION AMONG WORKERS SUCH AS, WORK CONDITIONS, SALARY, AND MANAGEMENT-EMPLOYEE RELATIONSHIPS. FACTORS KNOWN AS DEMOTIVATORS.
76
DISTRIBUTIVE NEGOTATIONS
TO REACH A DEAL THROUGH TACTICS SO BOTH PARTIES RECEIVE THE HIGHEST AMOUNT OF VALUE POSSIBLE
77
DONE
WHEN WORK IS COMPLETE, AND MEETS THE FOLLOWING CRITERIA:
- COMPILES
- RUNS WITHOUT ERRORS
- PASSES PREDEFINED ACCEPTANCE CRITERIA AND REGRESSION TESTS
78
DOT VOTING
A SYSTEM OF VOTING WHERE PEOPLE RECEIVE A CERTAIN NUMBER OF DOTS TO VOTE ON THE OPTIONS PROVIDED
79
DYNAMIC SYSTEMS DEVELOPMENT MODEL (DSDM)
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
80
EARNED VALUE MANAGEMENT (EVM)
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
81
EMERGENT
STORIES THAT GROW AND CHANGE OVERTIME AS OTHER STORIES REACH COMPLETION IN THE BACKLOG
82
EMOTIONAL INTELLIGENCE
AN INDIVIDUAL’S SKILL TO LEAD AND RELATE TO OTHER TEAM MEMBERS
83
EPIC STORY
A LARGE STORY THAT SPANS ITERATIONS, THEN DISAGGREGATED INTO SMALLER STORIES
84
ESCAPED DEFECTS
DEFECTS REPORTED AFTER THE DELIVERY BY THE CUSTOMER
85
EXPECTANCY THEORY
AN INDIVIDUAL CHOOSES TO BEHAVE IN A PARTICULAR WAY OVER OTHER BEHAVIORS BECAUSE OF THE EXPECTED RESULTS OF THE CHOSEN BEHAVIOR
86
EXPLORATORY TESTING
TO INQUIRE HOW SOFTWARE WORKS WITH THE USE OF TEST SUBJECTS USING THE SOFTWARE AND ASKING QUESTIONS ABOUT THE SOFTWARE
87
EXTREME PERSONA
A TEAM-MANUFACTURED PERSONA THAT EXAGGERATES TO INDUCE REQUIREMENTS A STANDARD PERSONA MAY MISS
88
EXTREME PROGRAMMING (XP)
A METHODOLOGY IN AGILE WITH ONE WEEK ITERATIONS AND PAIRED DEVELOPMENT
89
FEATURE-DRIVEN DEVELOPMENT (FDD)
A COMPREHENSIVE MODEL AND LIST OF FEATURES INCLUDED IN THE SYSTEM BEFORE THE DESIGN WORK BEGINS
90
FEATURE
A GROUP OF STORIES THAT DELIVER VALUE TO THE CUSTOMERS
91
FEEDBACK
INFORMATION OR RESPONSES TOWARDS A PRODUCT OR PROJECT USED TO MAKE IMPROVEMENTS
92
FIBONACCI SEQUENCE
A SEQUENCE OF NUMBERS USED IN AGILE ESTIMATING: 0,1,2,3,5,8, 13, 20, 40, 100
93
FINISH TASKS ONE BY ONE
TASKS MUST BE FINISHED IN ALL ITERATIONS TO MEET THE DEFINITION OF DONE REQUIREMENTS AS A WAY TO TRACK PROGRESS AND ALLOW FREQUENT DELIVERY
94
FISHBONE DIAGRAM
A ROOT CAUSE DIAGRAM
95
FIVE WHYS
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
96
FIXED TIME BOX
ASSIGNED TASKS PRIORITIZED FOR COMPLETION BASED ON ESTIMATED NUMBER OF DAYS. TOP PRIORITIES ARE USUALLY COMPLETED FIRST
97
FOCUS
TO STAY ON TASK, AND IS FACILITATED BY THE SCRUM MASTER OR COACH
98
FORCE FIELD ANALYSIS
TO ANALYZE FORCES THAT ENCOURAGES OR RESISTS CHANGE
99
FUNCTIONALITY
AN ACTION THE CUSTOMER MUST SEE AND EXPERIENCE FROM A SYSTEM, WHICH WILL ADD VALUE TO THE CUSTOMER
100
GROOMING
TO CLEAN UP THE PRODUCT BACKLOG BY REMOVAL OF ITEMS, DISAGGREGATION OF ITEMS, OR ESTIMATION OF ITEMS
101
GROUND RULES
UNWRITTEN RULES DECIDED AND FOLLOWED BY TEAM MEMBERS
102
HERZBERG’S HYGIENE THEORY
A THEORY THAT STATES FACTORS IN THE WORKPLACE CREATE SATISFACTION AND DISSATISFACTION IN RELATION TO THE JOB
103
HIGH-BANDWIDTH COMMUNICATION
FACE TO FACE COMMUNICATION THAT ALSO INCLUDES NON-VERBAL COMMUNICATION
104
HIGH PERFORMING TEAM
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
IDEAL TIME
THE AMOUNT OF TIME NEEDED TO COMPLETE AN ASSIGNMENT WITHOUT DISTRACTIONS OR INTERRUPTIONS
106
INCREMENTAL DELIVERY
FUNCTIONALITY CONVEYED IN SMALL PHASES
107
INCREMENTAL PROJECT RELEASES
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
INFORMATION RADIATOR
ARTIFACTS USED TO HELP MAINTAIN TRANSPARENCY OF A PROJECT STATUS TO TEAM MEMBERS AND STAKEHOLDERS
109
INFORMATION REFRIGERATOR
INFORMATION THAT IS NOT TRANSPARENT OR USEFUL TO THE TEAM AND STAKEHOLDERS
110
INNOVATION GAMES
PRACTICE USED TO INDUCE REQUIREMENTS FROM PRODUCT OWNERS, USERS, AND STAKEHOLDERS
111
INTEGRATIVE NEGOTIATION
TO REACH AN AGREEMENT COLLABORATIVELY THAT CREATES MORE VALUE FOR BOTH PARTIES BY A WIN-WIN SOLUTION
112
INTERACTOIN
FACE TO FACE COMMUNICATION
113
IRR
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
INTRASPECTIVES
TO INSPECT WITHIN, DURING A MEETING WITH THE AGILE TEAM TO REVIEW PRACTICES, USUALLY WHEN A PROBLEM OR ISSUE OCCURS
115
INTRINSIC SCHEDULE FLAW
POOR ESTIMATION THAT OCCURS AT THE BEGINNING OF ITERATION
116
INVEST
THE BENEFITS OF GOOD USER STORIES, WHICH INCLUDE: INDEPENDENT, NEGOTIABLE, ESTIMATE-ABLE, SMALL, AND TESTABLE
117
ITERATION
WORK CYCLE, SCRUM USES 2-4 WEEKS, XP USES 1 WEEK
118
ITERATION BACKLOG
WORK TO COMPLETE IN A PARTICULAR ITERATION
119
ITERATION H
ITERATION USED TO PREPARE THE LAUNCH OF SOFTWARE, AND TO TEST SOFTWARE
120
ITERATION 0
ITERATION TO COMPLETE TASKS BEFORE THE DEVELOPMENT OCCURS, FOR TECHNICAL AND ARCHITECTURAL SPIKES AND TO GATHER REQUIREMENTS INTO THE BACKLOG
121
ITERATION RETROSPECTIVE
A MEETING USED IN SCRUM, THE TEAM DISCUSSES WAYS TO IMPROVE AFTER WORK IS COMPLETED
122
JUST-IN-TIME
USED TO MINIMIZE INVENTORY COST BY MATERIALS DELIVERED BEFORE THEY ARE REQUIRED
123
KAIZEN
BASED ON JAPANESE MANAGEMENT PHILOSOPHY, TO CONTINUE IMPROVEMENT THROUGH SMALL RELEASES
124
KANBAN
A SIGNAL USED TO ADVANCE TRANSPARENCY OF WORK-IN-PROGRESS, A NEW TASK CAN BEGIN ONE A PREVIOUS ONE IS COMPLETE
125
KANBAN BOARD
A CHART THAT SHOWS WORKFLOW STAGES TO LOCATE WORK IN PROGRESS
126
KANO ANALYSIS
AN ANALYSIS OF PRODUCT DEVELOPMENT AND CUSTOMER SATISFACTION BASED ON NEEDS FULFILLED/NOT-FULFILLED VS. SATISFACTION/DISSATISFACTION
127
LAST RESPONSIBLE MOMENT
TO MAKE DECISIONS AS LATE AS POSSIBLE IN ORDER TO PRESERVE ALL POSSIBLE OPTIONS
128
LEAN METHODOLOGY
TO ELIMINATE WASTE, AN AGILE METHOD DERIVED FROM MANUFACTURING
129
LITTLE’S LAW
THE LAW THAT LIMITS WORK IN PROGRESS EFFICIENTLY WITH DEVELOPMENT OF AN APPROPRIATE CYCLE TIME
130
LOW PERFORMING TEAM
THIS TEAM HAS A LACK OF TRUST, NO ACCOUNTABILITY, FEAR OF CONFLICT, LESS COMMITMENT, AND LESS ATTENTION TO DETAILS AND RESULTS
131
LEAN SOFTWARE DEVELOPMENT (LSD)
```
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
MASLOW’S HIERARCHY OF NEEDS
THIS THEORY SUGGESTS INTERDEPENDENT NEEDS (MOTIVATORS) OF PEOPLE BASED ON FIVE LEVELS IN THIS ORDER:
- PHYSIOLOGICAL
- SAFETY & SECURITY
- SOCIAL
- ESTEEM
- SELF-ACTUALIZATION
133
METAPHOR
TO EXPLAIN HOW A PROJECT WILL BE COMPLETED SUCCESSFULLY TO STAKEHOLDERS BY USE OF REAL-WORLD EXAMPLES OF SYSTEMS AND COMPONENTS
134
MINIMAL VIABLE PRODUCT (MVP)
A PRODUCT WITH ONLY THE ESSENTIAL FEATURES DELIVERED TO EARLY ADOPTERS TO RECEIVE FEEDBACK
135
MINIMAL MARKETING FEATURE (MMF)
THE SMALLEST FEATURE OF A PRODUCT THAT PROVIDES VALUE TO THE END-USER
136
MONOPOLY MONEY
TO GIVE FAKE MONEY TO BUSINESS FEATURES IN ORDER TO COMPARE THE RELATIVE PRIORITY OF THOSE FEATURES
137
MOSCOW ANALYSIS
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
NEGOTIATION
TO REACH AN AGREEMENT BETWEEN TWO OR MORE PARTIES TO RESOLVE A CONFLICT
139
NEGOTIABLE
ANYTHING OPENED TO DISCUSSION
140
NPV
NET PRESENT VALUE - A VALUE THAT COMPARES THE AMOUNT INVESTED TODAY TO THE PRESENT VALUE OF FUTURE CASH RECEIPTS FROM THE INVESTMENT
141
OSMOTIC COMMUNICATION
TO COMMUNICATE BY SHARING AN ENVIRONMENT
142
PAIR PROGRAMMING
WHEN DEVELOPERS WORK TOGETHER IN XP PRACTICE
143
PARETO PRINCIPLE
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
PARKING LOT
A STORAGE PLACE FOR IDEAS THAT DISTRACT FROM THE MAIN GOAL DURING A MEETING
145
PARTICIPATORY DECISION MODELS
TO HAVE STAKEHOLDERS INVOLVEMENT IN DECISION MAKING WITH TECHNIQUES SUCH AS A SIMPLE VOTE
146
PERSONA
A DEPICTION OF THE CUSTOMER OF SYSTEM WITH APPLICABLE DETAILS ABOUT USAFE
147
PERSONNEL LOSS
WHEN AN EMPLOYER FACES THE LOSS OF A HUMAN RESOURCE THROUGH DEATH, INJURY, OR DISABILITY OF AN EMPLOYEE
148
PIG
A COMMITTED INDIVIDUAL IMPACTED BY THE OUTCOME
149
PLAN DO CHECK ACT
WORK IN SMALLER, QUICK ITERATIONS THAN TRADITIONAL
150
PLANNING GAME
TO PRIORITIZE WORK AND ESTIMATE EFFORT REQUIRED BY CREATION OF A RELEASE PLAN IN XP
151
PLANNING POKER
A TOOL USED TO ESTIMATE TEAM EFFORT ON USER STORIES
152
PMBOK GUIDE
A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE
153
PMI
PROJECT MANAGEMENT INSTITUTE
154
POSITIVE VALUE
TO MAXIMIZE VALUE THROUGH INCREMENTAL WORK IN ORDER TO GAIN COMPETITIVE ADVANTAGE
155
PRE-MORTEN
TEAM MEMBERS ASKED TO DEFINE REASONS OF A PROJECT’S FAILURE AND TO IDENTIFY CAUSES OF FAILURE MISSED IN PREVIOUS ANALYSES
156
PRESENT VALUE
A WAY TO CALCULATE THE TIME VALUE OF MONEY
157
PROCESS TAILORING
TO PERFECT AGILE PROCESSES FOR A PARTICULAR PROJECT AND ENVIRONMENT
158
PRODUCTIVITY
THE EFFECTIVENESS OF PRODUCTION, USUALLY MEASURED WITH OUTPUT PER UNIT OF INPUT
159
PRODUCTIVITY VARIATION
THE DIFFERENCE BETWEEN THE PLANNED AND ACTUAL PERFORMANCE
160
PRODUCT BACKLOG
THE KNOWN FEATURES FOR A PROJECT
161
PRODUCT ROAD MAP
AN ARTIFACT THAT DISPLAYS PLANNED PROJECT FUNCTIONALITY
162
PRODUCT VISION
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
PRODUCT VISION STATEMENT
A STATEMENT THAT DEFINES THE PURPOSE AND VALUE OF THE PRODUCT
164
PROGRAMMER
THE ROLE OF A TEAM MEMBER THAT WRITES THE CODE, A ROLE USED IN XP
165
PROGRESSIVE ELABORATION
AN APPROACH FOR PLANNING THAT OCCURS IN CYCLES INSTEAD OF UPFRONT, WHICH HAPPENS FREQUENTLY
166
PROJECT
AN ENTERPRISE PLANNED AND DESIGNED TO CREATE A PRODUCT, SERVICE, OR RESULT
167
PROTOTYPING
A MODEL USED TO PERFECT REQUIREMENTS
168
QUALITIATIVE
DESCRIPTIVE DATA USED FOR ANALYSIS
169
QUALITY
THE SPECIFICATIONS AND REQUIREMENTS OF PRODUCT OR SERVICE MEASURED AGAINST THE STANDARD PRODUCT OR SERVICE IN THE INDUSTRY
170
QUANTITATIVE
NUMERICAL DATA USED FOR ANALYSIS
171
REFACTORING
TO ADJUST WORKING CODE TO IMPROVE FUNCTIONALITY AND CONSERVATION
172
RELATIVE PRIORITIZATION
A LIST OF ALL USER STORIES AND FEATURES ORDERED BY HIGHEST PRIORITY TO THE LOWEST PRIORITY
173
RELATIVE SIZING
TO ESTIMATE THE SIZE OF A STORY IN COMPARISON WITH ANOTHER STORY
174
RELEASE
ITERATION OUTCOMES DELIVERED TO CUSTOMERS (END-USERS)
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RELEASE PLAN
A DOCUMENT THAT DESCRIBES THE TIMELINE OF A PRODUCT RELEASE
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REQUIREMENTS AT A HIGH LEVEL
REQUIREMENTS ARE IN THE FORM OF USER STORIES, AND COLLECTED AT A HIGH LEVEL TO ESTIMATE A BUDGET
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REQUIREMENTS PRIORITIZATION MODEL
A MODEL TO RATE EACH FEATURE WITH THE CALCULATION OF WEIGHTED FORMULA DEFINED BY THE TEAM
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REQUIREMENTS REVIEW
TO REVIEW THE REQUIREMENTS SO THEY FULFILL THE NEEDS AND PRIORITIES OF STAKEHOLDERS
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ROI
RETURN OF INVESTMENT - THE RETURN AN ORGANIZATION MAKES ON AN INVESTMENT EXPRESSED BY PERCENTAGE
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RISK
THE UNCERTAINTY OF AN UNWANTED OUTCOME RELATED TO THE PROJECT
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RISK-ADJUSTED BACKLOG
A PRODUCT BACKLOG ADJUSTED TO HELP BALANCE THE RISK AND VALUE FACTORS OF PRODUCT
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RISK-BASED SPIKE
THIS SPIKE HELPS THE TEAM REMOVE MAJOR RISKS, AND IF THE SPIKE FAILS EVERY APPROACH POSSIBLE, THE PROJECT IS DEFINED AS “FAST FAILURE”
183
RISK BURN DOWN
A CHART THAT DISPLAYS RISK AND SUCCESS WITH FEATURE VS. TIME
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RISK IMPACT
TO ANALYZE THE CONSEQUENCES OF THE RISK IF THEY OCCUR BASED ON THEIR PROBABILITY
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RISK PROBABILITY
THE LIKELIHOOD THAT THE RISK WILL OCCUR
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RISK SEVERITY
HOW MUCH THE RISK’S CONSEQUENCE WILL INFLUENCE THE SUCCESS OR FAILURE OF A PROJECT.
RISK PROBABILITY (%) X RISK IMPACT ($) = RISK SEVERITY
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ROLE
A PERSON’S DESCRIPTION THAT INCLUDES THEIR FUNCTION IN AN AGILE PROJECT
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ROLLING WAVE PLANNING
TO DIVIDE THE PLANNING PHASE INTO STAGES
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ROOT CAUSE ANALYSIS
TO INVESTIGATE BEYOND THE SYMPTOMS OF THE PROBLEM AND TO UNDERSTAND THE ROOT CAUSE OF THE PROBLEM
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ROOT CAUSE DIAGRAM
A DIAGRAM THAT CORRELATES DIFFERENT FACTORS AND THE SYMPTOM
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SATISFACTION
THE FEELING OF WORKERS WHEN THEIR NEEDS ARE FULFILLED. KNOWN AS MOTIVATORS
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SCHEDULE PERFORMANCE INDEX
THE RATIO OF EARNED VALUE TO PLANNED VALUE.
EV/PV = SPI
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SCOPE CREEP
THE UNCONTROLLED CHANGES OR GROWTH IN A PROJECT’S SCOPE WHICH GOES BEYOND THE INITIAL AGREEMENT
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SCRUM
A POPULAR AGILE METHODOLOGY
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SCRUM OF SCRUMS
MEETING USED TO ORGANIZE LARGE PROJECTS WITH SCRUM MASTERS FROM DIFFERENT TEAMS
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SCRUM MASTER
THE LEADER THAT HELPS THE TEAM TO FOLLOW SCRUM METHODOLOGY
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SOFTWARE DEVELOPMENT LIFE CYCLE (SDLC)
THE CYCLE TENDS TO BE LONG AND REQUIRES A LOT OF ADVANCED PLANNING
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SELF-DIRECTING TEAM
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
SELF-ORGANIZING TEAM
NATURALLY FORMED TEAMS THAT INTERACT WITH MINIMAL MANAGEMENT SUPERVISION
200
SERVANT LEADERSHIP
LEADERS COLLABORATE WITH THE TEAM AND DO ANYTHING THE TEAM DOES WHEN NEEDED
201
SHU-HA-RI MODEL
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
SILO
WORK THAT IS ISOLATED
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SOCIAL MEDIA-BASED COMMUNICATION
COMMUNICATION USED CONVENIENTLY TO RECEIVE INSTANT FEEDBACK, IDEAS, AND REQUIREMENTS FROM A PARTICULAR COMMUNITY
204
SPECIAL CAUSE
A CAUSE THE OCCURS ONCE BECAUSE OF SPECIAL REASONS
205
SPECIFICATION BREAKDOWN
THIS OCCURS WHEN REQUIREMENTS FOR THE SPECIFICATION ARE INCOMPLETE OR CONFLICTING
206
SPIKE
AN EXPERIMENT THAT HELPS A TEAM ANSWER, A PARTICULAR QUESTION AND DETERMINE FUTURE ACTIONS
207
SPRINT
A CONSISTENT ITERATION THAT LASTA FROM ONE WEEK TO ONE MONTH IN ORDER TO MEASURE VELOCITY IN SCRUM
208
SPRINT PLAN
A DOCUMENT THAT EXPLAINS SPRINT GOALS, TASKS, AND REQUIREMENTS, AND HOW THET ASKS WILL REACH COMPLETION
209
SPRINT RETROSPECTIVE
A TEAM MEMBER MEETING THAT OCCURS AFTER EACH SPRINT TO EVALUATE THE PRODUCT AND PROCESS TO IMPROVE EFFICIENCY AND EFFECTIVENESS
210
SPRINT REVIEW
A MEETING THAT OCCURS AFTER EACH SPRINT TO SHOW THE PRODUCT OR PROCESS TO STAKEHOLDERS FOR APPROVAL AND TO RECEIVE FEEDBACK
211
STAKEHOLDER
AN INDIVIDUAL WITH AN INTEREST IN THE OUTCOME
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STAKEHOLDER MANAGEMENT
TO ENSURE STAKEHOLDERS REMAIN INFORMED AND THAT THE ACHIEVEMENT OF THEIR NEEDS ARE MET
213
STORY CARD
AN INDEX CARD THAT DISPLAYS THE USER STORY
214
STORY MAP
A PRIORITIZATION TOOL THAT BACKLOGGED STORIES MADE SMALLER AND ORGANIZED BY USER FUNCTIONALITY
215
STORY POINT
A UNIT OF MEASUREMENT TO ESTIMATE THE DIFFICULTY OF A USER STORY
216
SUSTAINABILITY
A MAINTAINABLE PACE OF WORK THAT IS INTENSE YET STEADY
217
SWARMING
WHEN THE TAEM COLLABORATE TO FOCUS ON A SINGLE USER
218
TABAKA’S MODEL
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
TASKS
THE SMALLER JOBS TO FULFILL A USER STORY, USUALLY DIVIDED AMONG TEAM MEMBERS
220
TEAM
A GROUP OF INDIVIDUALS CHARGED WITH RESPONSIBILITY OF DELIVERY AND VALUE OF A PROJECT
221
TEAMWORK
TEAM MEMBERS FUNCTION IN A WAY THAT IS COLLABORATIVE TO COMPLETE TASKS AND REACH A COMMON GOAL, MOSTLY ACHIEVED WITH STRONG COMMUNICATION
222
TEAM EMPOWERMENT
A TEAM THAT IS EMPOWERED HAS COLLABORATION, RESPONSIBILITY, AND SELF-SUFFICIENCY
223
TEAM FORMATION
FORMATION HAPPENS WHEN A TEAM CREATES GROUND RULES AND PROCESSES TO BUILD BONDS AND SHARED GOALS
224
TEAM PARTICIPATION
WHEN THE TEAM DISCUSSES THE REQUIREMENTS THAT WILL FULFILL THE CUSTOMER’S NEEDS
225
TEAM SPACE
AN AREA FOR TEAM MEMBERS TO COLLOCATE, USUALLY A PHYSICAL LOCATION, IN SOME CASES A VIRTUAL LOCATION IS CREATED
226
TEAM VELOCITY
THE NUMBER OF STORY POINTS COMPLETED DURING ITERATION, AND USED TO DETERMINE THE PLANNED CAPACITY
227
TECHNICAL DEBT
TECHNICAL DECISIONS A TEAM CHOOSES TO NOT IMPLEMENT CURRENTLY, BUT MUST DO SO OR FACE DIFFICULTY IN THE FUTURE
228
TEST-DRIVEN DEVELOPMENT (TDD)
A WRITTEN ACCEPTANCE TEST FOR A MODULE WITH THE CODE BUILT TO PASS THE TESTS IN ORDER TO ENSURE CORRECT PERFORMANCE
229
TESTER
EXPLAINS ACCEPTANCE TEST TO THE CUSTOMERS THEN CONSISTENTLY MEASURES THE PRODUCT AGAINST THE TEST AND RECORDS RESULTS FOR THE TEAM (XP ROLE)
230
THEME
A GROUP OF STORIES, ITERATION, OR RELEASES’S IDEA DETERMINED BY THE CUSTOMER AND THE TEAM AGREES WITH THE IDEA
231
TIME BOXING
TO SET A FIXED DELIVERY DATE FOR A PROJECT OR A RELEASE
232
TRACKER
A ROLE IN XP THAT MEASURES THE TEAM’S PROGRESS, AND COMMUNICATES THE MEASUREMENTS TO THE TEAM
233
TRADITIONAL MANAGEMENT
A TOP-DOWN APPROACH THAT CONSISTS OF LONG CYCLES, HEAVY PLANNING, AND MINIMAL CUSTOMER INVOLVEMENT
234
TRANSPARENCY
TO SHOW EVERYONE’S INVOLVEMENT AND PROGRESS TO THE ENTIRE TEAM
235
TREND ANALYSIS
THIS ANALYSIS PROVIDES TRENDS THAT WILL OCCUR IN THE FUTURE TO HELP CONTROL AND IMPLEMENT CONTINUOUS IMPROVEMENT
236
TWO-WAY COMMUNICATION
TO ALLOW COMMUNICATION BETWEEN PARTIES SO THEIR CONCERNS AND PERSPECTIVES ARE GIVEN FOR EFFECTIVE FEEDBACK
237
UNIT TESTING
THESE TESTS ARE USED FOR CONTINUOUS FEEDBACK TO ACHIEVE QUALITY IMPROVEMENT AND ASSURANCE
238
USABILITY TESTING
AN EXPLORATORY TEST WHICH USES A TEST SUBJECT TO UNDERSTAND THE USABILITY OF SOFTWARE
239
USERS INVOLVEMENT
THE ACTIVE INVOLVEMENT OF USERS IN THE DEVELOPMENT CYCLE OF A PROJECT SO TEAM MEMBERS CAN RECEIVE FEEDBACK ABOUT THE USER’S REQUIREMENTS
240
USER STORY
AT LEAST ONE BUSINESS REQUIREMENT THAT INCREASES THE VALUE FOR THE USER
241
VALIDATION
THE WAY TO MAKE SURE THAT THE PRODUCT IS ACCEPTABLE TO THE CUSTOMER
242
VALUE
THE WORTH OF A PRODUCT, PROJECT, OR SERVICE
243
VALUE-BASED PRIORITIZATION
TO ALLOW THE PO OR CUSTOMER DETERMINE WHICH FUNCTION TO IMPLEMENT FIRST BASED ON THE VALUE IT DELIVERS
244
VALUE-DRIVEN DELIVERY
TO REALIZE THE VALUS NEEDED TO DELIVER A PROJECT
245
VALUE STEAM MAPPING
A TOOL USED TO ANALYZE A CHAIN OF PROCESSES WITH THE DESIRED OUTCOME OF ELIMINATING WASTE
246
VARIANCE
THE MEASUREMENT OF HOW FAR APART DATA IS FROM EACH OTHER
247
VELOCITY
THE TOTAL NUMBER OF FEATURES THAT A TEAM DELIVERS IN ITERATION
248
VERIFICATION
TO ENSURE THE PRODUCT MEETS REQUIREMENTS AND SPECIFICATIONS
249
VIRTUAL TEAM
A GEOGRAPHICALLY DISTRIBUTED GROUP THAT DOES NOT MEET PHYSICALLY
250
VISIBILITY
THE TEAM’S WORK AND PROGRESS MUST BE TRANSPARENT TO ALL STAKEHOLDERS
251
WAR ROOM
A SPACE WHERE THE TEAM CAN WORK AND COLLABORATE EFFECTIVELY
252
WATERFALL
RESISTANT TO CHANGE THAT REQUIRES HEAVY PLANNING AND SEQUENTIAL, TRADITIONAL APPRACH
253
WIDE-BAND DELPHI ESTIMATING
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
WIP LIMITS
TO LIMIT WORK-IN-PROGRESS SO A TEAM CAN DO THE FOLLOWING:
- MAINTAIN FOCUS ON COMPLETING WORK
- MAINTAINING QUALITY
- DELIVERING VALUE
255
WIREFRAME
A LIGHTWEIGHT NON-FUNCTIONAL UI DESIGN THAT SHOWS THE CUSTOMER THE VITAL ELEMENTS AND HOW THEY WILL INTERACT BEFORE CODING
256
WIP
WORK IN PROGRESS- STORIES THAT HAVE STARED, WHICH ARE DISPLAYED TO SHOW PROGRESS AND WHAT STILL NEEDS TO BE COMPLETED
257
WORKFLOW
A SERIES OF PHASES OR STAGES THE TEAM HAS AGREED TO EXECUTE FOR A PROJECT
258
100-POINT METHOD
A METHOD THAT ALLOWS CUSTOMERS TO SCORE (TOTAL 100 POINTS) DIFFERENT FEATURES OF A PRODUCT
