Agile Flashcards
ACP
Agile Certified Practitioner
Acceptance Test-Driven Development
A method used to communicate with business customers, developers, and testers before coding begins.
Active Listening
To focus on what is said and provide feedback to communicate understanding
Adaptive Leadership
A leadership style that helps teams to thrive and overcome challenges throughout a project.
Adaptive Software Development (ASD)
Exhibits continuous adaptation to the project and its processes with characteristics that include: mission-focused, feature-based, iterative, time-boxed, risk-driven, and change tolerant.
Affinity Estimation
A method used to quickly place user stories into a comparable-sized group.
Agile
To develop a goal through periodic experimentation in order to fulfill the need of a complex decision.
Agile Adaption
To adapt the project plan continuously through retrospectives in order to maximize value creation during the planning process.
Agile Certified Practitioner
Acceptance Test-Driven Development
Agile Coaching
To help achieve goals that are either personal or organizational.
Agile Experimentation
To use the empirical process, observation, and spike introduction while executing a project to influence planning.
Agile Manifesto
A statement that reflects Agile Philosophy that includes: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to changes over following a plan.
Agile Manifesto Principles
A document that describes the twelve principles of the Agile Manifesto.
Agile Manifesto: Collocated Team
To have individuals work together daily on a project to implement osmotic communication, focus, and receive instant feedback to achieve a common goal.
Agile Manifesto: Constant Pace
To help team members establish a healthy work-life balance, remain productive, and respond to changes swiftly for progress during a project.
Agile Manifesto: Continuous Attention
To enhance agility and time spent on work requirements in order to retain a well-balanced work environment.
Agile Manifesto: Customer Satisfaction
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.
Agile Manifesto: Face-to-Face Conversation
The most efficient and effective way to communicate in order to receive direct feedback and influence osmotic communication.
Agile Manifesto: Frequent Delivery
To deliver software frequently to the customer, allowing for a quicker product release, faster provision of value to the customer and shorter delivery timeframe.
Agile Manifesto: Motivated Individuals
To give individuals the empowerment, environment, support, and trust needed to complete a task successfully.
Agile Manifesto: Regular Reflection
This allows a team to learn how to become more effective, what changes need immediate implementation, and behavior that needs adjustment.
Agile Manifesto: Self-Organization
A team that knows how to complete tasks effectively, has dedication to the project and is an expert on the process and project.
Agile Manifesto: Simplicity
Allows team members to focus on what is necessary to achieve the requirements needed to create and deliver value to the project and customer.
Agile Manifesto: Welcome Changes
To allow quick responses to changes in the external environment, and late in development to maximize the customer’s competitive advantage.
Agile Manifesto: Working Software
Working software enables the measurement of progress, enhances customer satisfaction, and maintains and improves the quality of the software to help support project goals.
Agile Mentoring
To pass on and teach based on experience, knowledge, and skills to other individuals in the team or that work for the organization.
Agile Methodologies
A way to complete a goal effectively and efficiently. Examples of Agile Methodologies include XP, Scrum, and Lean.
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.
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.
Agile Practices
To make use of the Agile principles through activities.
Agile Projects
A project that occurs based on the Agile Manifesto and Agile Principles.
Agile Smells
Symptoms of problems that affect Agile teams and projects.
Agile Space
A space that allows team members to establish collaboration, communication, transparency, and visibility.
Agile Themes
Themes used to help the team focus on the functions of iteration.
Agile Tooling
To increase team morale with software or artifacts.
Analysis
To develop possible solutions by studying the problem and its underlying need and to understand the information provided.
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.
Architectural Spikes
Spikes that relate to any area of a system, technology, or application domain that is unknown.
Artifact
A process or work output Ex. Document, Code
Automated Testing Tools
These tools allow for efficient and strong testing. Examples: Peer Reviews, Periodical Code-Reviews, Refactoring, Unit Tests, Automatic and Manual Testing.
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.
Brainstorming
An effective and efficient way of gathering ideas within a short period of time from a group.
Burn Rate
The rate of resources consumed by the team; also cost per iteration.
Burn-Down Chart
A chart used to display progress during and at the end of an iteration. “Burning down” means the backlog will lessen throughout the iteration.
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.
CARVER
An acronym to measure the goals and mission of the project with each letter meaning: Criticality, Accessibility, Return, Vulnerability, Effect, and Recognizability.
Ceremony
A meeting conducted during an Agile project that consists of daily stand-up, iteration planning, iteration review, and iteration retrospective.
Change
To change requirements that increase value to the customer.
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 success factors, constraints, assumptions, and authorization to do it.
Chicken
An individual involved but not committed to an Agile project.
Coach
A team role that keeps the team focused on learning and the process.
Collaboration
A method of cooperation among individuals to achieve a common goal.
Collective Code Ownership
The entire team together is responsible for 100% of the code.
Collocation
The entire team is physically present, working in one room.
Command & Control
Decisions created by higher-up individuals in the organization and handed over to the team.
Common Cause
An issue solved through trend analysis because the issue is systematic.
Communication
To share smooth and transparent information of needs.
Compliance
To meet regulations, rules, and standards.
Cone of Silence
An environment for the team that is free of distractions and interruptions.
Conflict
Disagreements in certain areas between individuals.
Conflict Resolution
An agreement made after a conflict.
Continuous Improvement
To ensure that self-assessment and process improvement occurs frequently to improve the product.
Continuous Integration
To consistently examine a team member’s work. To build, and test the entire system.
Coordination
To organize work with the goal of higher productivity and teamwork.
Cost Performance Index (CPI)
To measure the cost spent on a project and its efficiency. Earned Value / Actual Cost = CPI
Cross-Functional Team
Teams that consist of members who can multi-task well and complete various functions to achieve a common goal.
Crystal Family
An adaptable approach that focuses on the interaction between people and processes that consists of families that vary based on team size, system criticality, and project priorities.
Cumulative Flow Diagram
A chart that displays feature backlog, work-in-progress, and completed features.
Customer
The end-user who determines and emphasizes business values.
Customer-Valued Prioritization
To deliver the maximum customer value early in order to win customer loyalty and support.
Cycle Time
The time needed to complete a feature (user story).
Daily Stand Up
A brief meeting where the team shares the previous day’s achievements plans to make achievements, obstacles, and how to overcome the obstacles.
Decide As Late As Possible
To postpone decisions to determine possibilities and make the decision when the most amount of knowledge is available.
DEEP
The qualities of a product backlog include: detailed, estimate-able, emergent, and prioritized.
Deliverables
A tangible or intangible object delivered to the customer. Ex. Document, Pamphlet, Report
Disaggregation
To separate epics or large stories into smaller stories.
Dissatisfaction
The lack of satisfaction among workers such as work conditions, salary, and management-employee relationships. Factors are known as demotivators.
Distributive Negotiation
To reach a deal through tactics so both parties receive the highest amount of value possible.
Done
When work is complete and meets the following criteria: complies, runs without errors, and passes predefined acceptance and regression tests.
Dot Voting
A system of voting where people receive a certain number of dots to vote on the options provided.
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 nine principles that involve business needs/value, active user involvement, empowered teams, frequent delivery, integrated testing, and stakeholder collaboration.
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.
Emergent
Stories that grow and change over time as other stories reach completion in the backlog.
Emotional Intelligence
An individual’s skill to lead and relate to other team members.
Epic Story
A large story that spans iterations then disaggregated into smaller stories.
Escaped Defects
Defects reported after the delivery by the customer.
Expectancy Theory
An individual chooses to behave in a particular way over other behaviors because of the expected results of the chosen behavior.
Exploratory Testing
To inquire how the software works with the use of test subjects using the software and asking questions about the software.
Extreme Persona
A team-manufactured persona that exaggerates to induce requirements a standard persona may miss.
eXtreme Programming (XP)
A methodology in Agile with one-week iterations and paired development.
Feature
A group of stories that deliver value to the customers.
Feature-Driven Development (FDD)
A comprehensive model and list of features included in the system before the design work begins.
Feedback
Information or responses towards a product or project used to make improvements.
Fibonacci Sequence
The traditional Fibonacci sequence is 1, 2, 3, 5, 8, 13, 21, 34, and so on. In Agile projects, this sequence is modified. The modified Fibonacci sequence is 0, 1, 2, 3, 5, 8, 13, 20, 40, 100 - it is used to estimate the relative size of User Stories in terms of Story Points.
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.
Fishbone Diagram
A root cause diagram.
Five Whys
The root causes analysis technique that asks WHY five times. The problem is looked into deeper each time WHY is asked. Toyota developed this technique.
Fixed Time Box
Assigned tasks prioritized for completion based on an estimated number of days. Top priorities are usually completed first.
Focus
To stay on task, and is facilitated by the scrum master or coach.
Force Field Analysis
To analyze forces that encourage or resist change.
Functionality
An action the customer must see and experience from a system, which will add value to the customer.
Grooming
To clean up the product backlog by removal of items, disaggregation of items, or estimation of items.
Ground Rules
Unwritten rules decided and followed by team members.
Herzberg’s Hygiene Theory
A theory that states factors in the workplace create satisfaction and dissatisfaction in relation to the job.
High Performing Team
This team reaches maximum performance by creating of clear, detailed goals, open communication, accountability, empowerment, use of the participatory decision model, and the team consists of twelve dedicated members or fewer.
High-Bandwidth Communication
Face-to-face communication also includes non-verbal communication.
Ideal Time
The amount of time needed to complete an assignment without distractions or interruptions.
Incremental Delivery
Functionality conveyed in small phases.
Incremental Project Releases
To build upon the prior release of a goal, outcome, or product, not all requirements are met, but after all releases, the requirements will be met.
Information Radiator
Artifacts used to help maintain transparency of project status to team members and stakeholders.
Information Refrigerator
Information that is not transparent or useful to the team and stakeholders.
Innovation Games
A practice used to induce requirements from product, owners, users, and stakeholders.
Integrative Negotiation
To reach an agreement collaboratively that creates more value for both parties by a win-win solution. 0
Interaction
Face-to-Face communication
Intraspectives
To inspect within, during a meeting with the Agile team to review practices, usually when a problem or issue occurs.
Intrinsic Schedule Flaw
Poor estimation occurs at the beginning of the iteration.
INVEST
The benefits of good user stories, which include: Independent, Negotiable, Valuable, Estimate-able, Small, and Testable.
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 the potential profitability of project or investment.
Iteration
Work cycle, Scrum uses 2-4 weeks, XP uses 1 week.
Iteration 0
Iteration to complete tasks before the development work occurs, for technical and architectural spikes, and to gather requirements into the backlog.
Iteration Backlog
Work to complete in a particular iteration.
Iteration H
Iteration used to prepare the launch of software and to test software.
Iteration Retrospective
A meeting used in Scrum, the team discusses ways to improve after work is completed.
Just-In-Time
Used to minimize inventory cost by materials delivered before they are required.
Kaizen
Based on Japanese management philosophy, to continuous improvement through small releases.
Kanban
A signal used to advance transparency of work-in-progress, a new task can begin once a previous one is complete.
Kanban Board
A chart that shows workflow stages to locate work-in-progress.
Kano Analysis
An analysis of product development and customer satisfaction based on needs fulfilled/not fulfilled vs. satisfaction/dissatisfaction.
Last Responsible Moment
To make decisions as late as possible in order to preserve all possible options.
Lean Methodology
To eliminate waste, an Agile method derived from manufacturing.
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 value in small batches. Principles of Lean include: elimination of waste, amplify learning, to decide late as possible, deliver as fast as possible, empowerment the team, building integrity, and seeing the whole.
Little’s Law
The law limits work-in-progress efficiently with the development of an appropriate cycle time.
Low Performing Team
This team has a lack of trust, no accountability, fear of conflict, less commitment, and less attention to details and results.
Maslow’s Hierarchy of Needs
This theory suggests the interdependent needs (motivators) of people based on five levels in this order: Physiological, Safety & Security, Social, Esteem, and Self-Actualization.
Metaphor
To explain how a project will be completed successfully to stakeholders by use of real-world examples of systems and components.
Minimal Marketing Feature (MMF)
The smallest feature of a product that provides value to the end-user.
Minimal Viable Product (MVP)
A product with only the essential features delivered to early adopters to receive feedback.
Monopoly Money
To give fake money to business features in order to compare the relative priority of those features.
MoSCoW Analysis
An analysis used to help stakeholders understand the importance of each requirement delivered. MoSCoW is the acronym for Must have, Should have, Could have, and Would like to have.
Negotiation
To reach an agreement between two or more parties to resolve a conflict.
Agile Certified Practitioner abbreviation
ACP
A method used to communicate with business customers, developers, and testers before coding begins.
Acceptance Test-Driven Development
To focus on what is said and provide feedback to communicate understanding
Active Listening
A leadership style that helps teams to thrive and overcome challenges throughout a project.
Adaptive Leadership
Exhibits continuous adaptation to the project and its processes with characteristics that include: mission-focused, feature-based, iterative, time-boxed, risk-driven, and change tolerant.
Adaptive Software Development (ASD)
A method used to quickly place user stories into a comparable-sized group.
Affinity Estimation
To develop a goal through periodic experimentation in order to fulfill the need of a complex decision.
Agile
To adapt the project plan continuously through retrospectives in order to maximize value creation during the planning process.
Agile Adaption
Acceptance Test-Driven Development
Agile Certified Practitioner
To help achieve goals that are either personal or organizational.
Agile Coaching
To use the empirical process, observation, and spike introduction while executing a project to influence planning.
Agile Experimentation
A statement that reflects Agile Philosophy that includes: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to changes over following a plan.
Agile Manifesto
A document that describes the twelve principles of the Agile Manifesto.
Agile Manifesto Principles
To have individuals work together daily on a project to implement osmotic communication, focus, and receive instant feedback to achieve a common goal.
Agile Manifesto: Collocated Team
To help team members establish a healthy work-life balance, remain productive, and respond to changes swiftly for progress during a project.
Agile Manifesto: Constant Pace
To enhance agility and time spent on work requirements in order to retain a well-balanced work environment.
Agile Manifesto: Continuous Attention
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.
Agile Manifesto: Customer Satisfaction
The most efficient and effective way to communicate in order to receive direct feedback and influence osmotic communication.
Agile Manifesto: Face-to-Face Conversation
To deliver software frequently to the customer, allowing for a quicker product release, faster provision of value to the customer and shorter delivery timeframe.
Agile Manifesto: Frequent Delivery
To give individuals the empowerment, environment, support, and trust needed to complete a task successfully.
Agile Manifesto: Motivated Individuals
This allows a team to learn how to become more effective, what changes need immediate implementation, and behavior that needs adjustment.
Agile Manifesto: Regular Reflection
A team that knows how to complete tasks effectively, has dedication to the project and is an expert on the process and project.
Agile Manifesto: Self-Organization
Allows team members to focus on what is necessary to achieve the requirements needed to create and deliver value to the project and customer.
Agile Manifesto: Simplicity
To allow quick responses to changes in the external environment, and late in development to maximize the customer’s competitive advantage.
Agile Manifesto: Welcome Changes
Working software enables the measurement of progress, enhances customer satisfaction, and maintains and improves the quality of the software to help support project goals.
Agile Manifesto: Working Software
To pass on and teach based on experience, knowledge, and skills to other individuals in the team or that work for the organization.
Agile Mentoring
A way to complete a goal effectively and efficiently. Examples of Agile Methodologies include XP, Scrum, and Lean.
Agile Methodologies
A workflow depiction of a process or system a team can review before it is turned into code. Stakeholders should understand the model.
Agile Modeling
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.
Agile Planning
To make use of the Agile principles through activities.
Agile Practices
A project that occurs based on the Agile Manifesto and Agile Principles.
Agile Projects
Symptoms of problems that affect Agile teams and projects.
Agile Smells
A space that allows team members to establish collaboration, communication, transparency, and visibility.
Agile Space
Themes used to help the team focus on the functions of iteration.
Agile Themes
To increase team morale with software or artifacts.
Agile Tooling
To develop possible solutions by studying the problem and its underlying need and to understand the information provided.
Analysis
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.
Approved Iterations
Spikes that relate to any area of a system, technology, or application domain that is unknown.
Architectural Spikes
A process or work output Ex. Document, Code
Artifact
These tools allow for efficient and strong testing. Examples: Peer Reviews, Periodical Code-Reviews, Refactoring, Unit Tests, Automatic and Manual Testing.
Automated Testing Tools
To work in a responsive way to deliver the products or services a customer needs and when they want the products or services.
Being Agile
An effective and efficient way of gathering ideas within a short period of time from a group.
Brainstorming
The rate of resources consumed by the team; also cost per iteration.
Burn Rate
A chart used to display progress during and at the end of an iteration. “Burning down” means the backlog will lessen throughout the iteration.
Burn-Down 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.
Burn-Up Chart
An acronym to measure the goals and mission of the project with each letter meaning: Criticality, Accessibility, Return, Vulnerability, Effect, and Recognizability.
CARVER
A meeting conducted during an Agile project that consists of daily stand-up, iteration planning, iteration review, and iteration retrospective.
Ceremony
To change requirements that increase value to the customer.
Change
A document created during initiation that formally begins the project. The document includes the project’s justification, a summary level budget, major milestones, critical success factors, constraints, assumptions, and authorization to do it.
Charter
An individual involved but not committed to an Agile project.
Chicken
A team role that keeps the team focused on learning and the process.
Coach
A method of cooperation among individuals to achieve a common goal.
Collaboration
The entire team together is responsible for 100% of the code.
Collective Code Ownership
The entire team is physically present, working in one room.
Collocation
Decisions created by higher-up individuals in the organization and handed over to the team.
Command & Control
An issue solved through trend analysis because the issue is systematic.
Common Cause
To share smooth and transparent information of needs.
Communication
To meet regulations, rules, and standards.
Compliance
An environment for the team that is free of distractions and interruptions.
Cone of Silence
Disagreements in certain areas between individuals.
Conflict
An agreement made after a conflict.
Conflict Resolution
To ensure that self-assessment and process improvement occurs frequently to improve the product.
Continuous Improvement
To consistently examine a team member’s work. To build, and test the entire system.
Continuous Integration
To organize work with the goal of higher productivity and teamwork.
Coordination
To measure the cost spent on a project and its efficiency. Earned Value / Actual Cost = CPI
Cost Performance Index (CPI)
Teams that consist of members who can multi-task well and complete various functions to achieve a common goal.
Cross-Functional Team
An adaptable approach that focuses on the interaction between people and processes that consists of families that vary based on team size, system criticality, and project priorities.
Crystal Family
A chart that displays feature backlog, work-in-progress, and completed features.
Cumulative Flow Diagram
The end-user who determines and emphasizes business values.
Customer
To deliver the maximum customer value early in order to win customer loyalty and support.
Customer-Valued Prioritization
The time needed to complete a feature (user story).
Cycle Time
A brief meeting where the team shares the previous day’s achievements plans to make achievements, obstacles, and how to overcome the obstacles.
Daily Stand Up
To postpone decisions to determine possibilities and make the decision when the most amount of knowledge is available.
Decide As Late As Possible
The qualities of a product backlog include: detailed, estimate-able, emergent, and prioritized.
DEEP
A tangible or intangible object delivered to the customer. Ex. Document, Pamphlet, Report
Deliverables
To separate epics or large stories into smaller stories.
Disaggregation
The lack of satisfaction among workers such as work conditions, salary, and management-employee relationships. Factors are known as demotivators.
Dissatisfaction
To reach a deal through tactics so both parties receive the highest amount of value possible.
Distributive Negotiation
When work is complete and meets the following criteria: complies, runs without errors, and passes predefined acceptance and regression tests.
Done
A system of voting where people receive a certain number of dots to vote on the options provided.
Dot Voting
A model that provides a comprehensive foundation for planning, managing, executing, and scaling agile and iterative software development projects based on nine principles that involve business needs/value, active user involvement, empowered teams, frequent delivery, integrated testing, and stakeholder collaboration.
Dynamic Systems Development Model (DSDM)
Earned Value Management, works well at iteration. It is a method to measure and communicate progress and trends at the current stage of the project.
Earned Value Management (EVM)
Stories that grow and change over time as other stories reach completion in the backlog.
Emergent
An individual’s skill to lead and relate to other team members.
Emotional Intelligence
A large story that spans iterations then disaggregated into smaller stories.
Epic Story
Defects reported after the delivery by the customer.
Escaped Defects
An individual chooses to behave in a particular way over other behaviors because of the expected results of the chosen behavior.
Expectancy Theory
To inquire how the software works with the use of test subjects using the software and asking questions about the software.
Exploratory Testing
A team-manufactured persona that exaggerates to induce requirements a standard persona may miss.
Extreme Persona
A methodology in Agile with one-week iterations and paired development.
eXtreme Programming (XP)
A group of stories that deliver value to the customers.
Feature
A comprehensive model and list of features included in the system before the design work begins.
Feature-Driven Development (FDD)
Information or responses towards a product or project used to make improvements.
Feedback
The traditional Fibonacci sequence is 1, 2, 3, 5, 8, 13, 21, 34, and so on. In Agile projects, this sequence is modified. The modified Fibonacci sequence is 0, 1, 2, 3, 5, 8, 13, 20, 40, 100 - it is used to estimate the relative size of User Stories in terms of Story Points.
Fibonacci Sequence
Tasks must be finished in all iterations to meet the “Definition of Done” requirements as a way to track progress and allow frequent delivery.
Finish Tasks One by One
A root cause diagram.
Fishbone Diagram
The root causes analysis technique that asks WHY five times. The problem is looked into deeper each time WHY is asked. Toyota developed this technique.
Five Whys
Assigned tasks prioritized for completion based on an estimated number of days. Top priorities are usually completed first.
Fixed Time Box
To stay on task, and is facilitated by the scrum master or coach.
Focus
To analyze forces that encourage or resist change.
Force Field Analysis
An action the customer must see and experience from a system, which will add value to the customer.
Functionality
To clean up the product backlog by removal of items, disaggregation of items, or estimation of items.
Grooming
Unwritten rules decided and followed by team members.
Ground Rules
A theory that states factors in the workplace create satisfaction and dissatisfaction in relation to the job.
Herzberg’s Hygiene Theory
This team reaches maximum performance by creating of clear, detailed goals, open communication, accountability, empowerment, use of the participatory decision model, and the team consists of twelve dedicated members or fewer.
High Performing Team
Face-to-face communication also includes non-verbal communication.
High-Bandwidth Communication
The amount of time needed to complete an assignment without distractions or interruptions.
Ideal Time
Functionality conveyed in small phases.
Incremental Delivery
To build upon the prior release of a goal, outcome, or product, not all requirements are met, but after all releases, the requirements will be met.
Incremental Project Releases
Artifacts used to help maintain transparency of project status to team members and stakeholders.
Information Radiator
Information that is not transparent or useful to the team and stakeholders.
Information Refrigerator
A practice used to induce requirements from product, owners, users, and stakeholders.
Innovation Games
To reach an agreement collaboratively that creates more value for both parties by a win-win solution. 0
Integrative Negotiation
Face-to-Face communication
Interaction
To inspect within, during a meeting with the Agile team to review practices, usually when a problem or issue occurs.
Intraspectives
Poor estimation occurs at the beginning of the iteration.
Intrinsic Schedule Flaw
The benefits of good user stories, which include: Independent, Negotiable, Valuable, Estimate-able, Small, and Testable.
INVEST
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 the potential profitability of project or investment.
IRR
Work cycle, Scrum uses 2-4 weeks, XP uses 1 week.
Iteration
Iteration to complete tasks before the development work occurs, for technical and architectural spikes, and to gather requirements into the backlog.
Iteration 0
Work to complete in a particular iteration.
Iteration Backlog
Iteration used to prepare the launch of software and to test software.
Iteration H
A meeting used in Scrum, the team discusses ways to improve after work is completed.
Iteration Retrospective
Used to minimize inventory cost by materials delivered before they are required.
Just-In-Time
Based on Japanese management philosophy, to continuous improvement through small releases.
Kaizen
A signal used to advance transparency of work-in-progress, a new task can begin once a previous one is complete.
Kanban
A chart that shows workflow stages to locate work-in-progress.
Kanban Board
An analysis of product development and customer satisfaction based on needs fulfilled/not fulfilled vs. satisfaction/dissatisfaction.
Kano Analysis
To make decisions as late as possible in order to preserve all possible options.
Last Responsible Moment
To eliminate waste, an Agile method derived from manufacturing.
Lean Methodology
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 value in small batches. Principles of Lean include: elimination of waste, amplify learning, to decide late as possible, deliver as fast as possible, empowerment the team, building integrity, and seeing the whole.
Lean Software Development (LSD)
The law limits work-in-progress efficiently with the development of an appropriate cycle time.
Little’s Law
This team has a lack of trust, no accountability, fear of conflict, less commitment, and less attention to details and results.
Low Performing Team
This theory suggests the interdependent needs (motivators) of people based on five levels in this order: Physiological, Safety & Security, Social, Esteem, and Self-Actualization.
Maslow’s Hierarchy of Needs
To explain how a project will be completed successfully to stakeholders by use of real-world examples of systems and components.
Metaphor
The smallest feature of a product that provides value to the end-user.
Minimal Marketing Feature (MMF)
A product with only the essential features delivered to early adopters to receive feedback.
Minimal Viable Product (MVP)
To give fake money to business features in order to compare the relative priority of those features.
Monopoly Money
An analysis used to help stakeholders understand the importance of each requirement delivered. MoSCoW is the acronym for Must have, Should have, Could have, and Would like to have.
MoSCoW Analysis
To reach an agreement between two or more parties to resolve a conflict.
Negotiation
