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.
