Agile Flashcards
1
Q
ACP
A
Agile Certified Practitioner
2
Q
Acceptance Test-Driven Development
A
A method used to communicate with business customers, developers, and testers before coding begins.
3
Q
Active Listening
A
To focus on what is said and provide feedback to communicate understanding
4
Q
Adaptive Leadership
A
A leadership style that helps teams to thrive and overcome challenges throughout a project.
5
Q
Adaptive Software Development (ASD)
A
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.
6
Q
Affinity Estimation
A
A method used to quickly place user stories into a comparable-sized group.
7
Q
Agile
A
To develop a goal through periodic experimentation in order to fulfill the need of a complex decision.
8
Q
Agile Adaption
A
To adapt the project plan continuously through retrospectives in order to maximize value creation during the planning process.
9
Q
Agile Certified Practitioner
A
Acceptance Test-Driven Development
10
Q
Agile Coaching
A
To help achieve goals that are either personal or organizational.
11
Q
Agile Experimentation
A
To use the empirical process, observation, and spike introduction while executing a project to influence planning.
12
Q
Agile Manifesto
A
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.
13
Q
Agile Manifesto Principles
A
A document that describes the twelve principles of the Agile Manifesto.
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: 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.
16
Q
Agile Manifesto: Continuous Attention
A
To enhance agility and time spent on work requirements in order to retain a well-balanced work environment.
17
Q
Agile 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.
18
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.
19
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.
20
Q
Agile Manifesto: Motivated Individuals
A
To give individuals the empowerment, environment, support, and trust needed to complete a task successfully.
21
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.
22
Q
Agile Manifesto: Self-Organization
A
A team that knows how to complete tasks effectively, has dedication to the project and is an expert on the process and project.
23
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.
24
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.
25
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.
26
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.
27
Agile Methodologies
A way to complete a goal effectively and efficiently. Examples of Agile Methodologies include XP, Scrum, and Lean.
28
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.
29
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.
30
Agile Practices
To make use of the Agile principles through activities.
31
Agile Projects
A project that occurs based on the Agile Manifesto and Agile Principles.
32
Agile Smells
Symptoms of problems that affect Agile teams and projects.
33
Agile Space
A space that allows team members to establish collaboration, communication, transparency, and visibility.
34
Agile Themes
Themes used to help the team focus on the functions of iteration.
35
Agile Tooling
To increase team morale with software or artifacts.
36
Analysis
To develop possible solutions by studying the problem and its underlying need and to understand the information provided.
37
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.
38
Architectural Spikes
Spikes that relate to any area of a system, technology, or application domain that is unknown.
39
Artifact
A process or work output Ex. Document, Code
40
Automated Testing Tools
These tools allow for efficient and strong testing. Examples: Peer Reviews, Periodical Code-Reviews, Refactoring, Unit Tests, Automatic and Manual Testing.
41
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.
42
Brainstorming
An effective and efficient way of gathering ideas within a short period of time from a group.
43
Burn Rate
The rate of resources consumed by the team; also cost per iteration.
44
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.
45
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.
46
CARVER
An acronym to measure the goals and mission of the project with each letter meaning: Criticality, Accessibility, Return, Vulnerability, Effect, and Recognizability.
47
Ceremony
A meeting conducted during an Agile project that consists of daily stand-up, iteration planning, iteration review, and iteration retrospective.
48
Change
To change requirements that increase value to the customer.
49
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.
50
Chicken
An individual involved but not committed to an Agile project.
51
Coach
A team role that keeps the team focused on learning and the process.
52
Collaboration
A method of cooperation among individuals to achieve a common goal.
53
Collective Code Ownership
The entire team together is responsible for 100% of the code.
54
Collocation
The entire team is physically present, working in one room.
55
Command & Control
Decisions created by higher-up individuals in the organization and handed over to the team.
56
Common Cause
An issue solved through trend analysis because the issue is systematic.
57
Communication
To share smooth and transparent information of needs.
58
Compliance
To meet regulations, rules, and standards.
59
Cone of Silence
An environment for the team that is free of distractions and interruptions.
60
Conflict
Disagreements in certain areas between individuals.
61
Conflict Resolution
An agreement made after a conflict.
62
Continuous Improvement
To ensure that self-assessment and process improvement occurs frequently to improve the product.
63
Continuous Integration
To consistently examine a team member’s work. To build, and test the entire system.
64
Coordination
To organize work with the goal of higher productivity and teamwork.
65
Cost Performance Index (CPI)
To measure the cost spent on a project and its efficiency. Earned Value / Actual Cost = CPI
66
Cross-Functional Team
Teams that consist of members who can multi-task well and complete various functions to achieve a common goal.
67
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.
68
Cumulative Flow Diagram
A chart that displays feature backlog, work-in-progress, and completed features.
69
Customer
The end-user who determines and emphasizes business values.
70
Customer-Valued Prioritization
To deliver the maximum customer value early in order to win customer loyalty and support.
71
Cycle Time
The time needed to complete a feature (user story).
72
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.
73
Decide As Late As Possible
To postpone decisions to determine possibilities and make the decision when the most amount of knowledge is available.
74
DEEP
The qualities of a product backlog include: detailed, estimate-able, emergent, and prioritized.
75
Deliverables
A tangible or intangible object delivered to the customer. Ex. Document, Pamphlet, Report
76
Disaggregation
To separate epics or large stories into smaller stories.
77
Dissatisfaction
The lack of satisfaction among workers such as work conditions, salary, and management-employee relationships. Factors are known as demotivators.
78
Distributive Negotiation
To reach a deal through tactics so both parties receive the highest amount of value possible.
79
Done
When work is complete and meets the following criteria: complies, runs without errors, and passes predefined acceptance and regression tests.
80
Dot Voting
A system of voting where people receive a certain number of dots to vote on the options provided.
81
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.
82
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.
83
Emergent
Stories that grow and change over time as other stories reach completion in the backlog.
84
Emotional Intelligence
An individual’s skill to lead and relate to other team members.
85
Epic Story
A large story that spans iterations then disaggregated into smaller stories.
86
Escaped Defects
Defects reported after the delivery by the customer.
87
Expectancy Theory
An individual chooses to behave in a particular way over other behaviors because of the expected results of the chosen behavior.
88
Exploratory Testing
To inquire how the software works with the use of test subjects using the software and asking questions about the software.
89
Extreme Persona
A team-manufactured persona that exaggerates to induce requirements a standard persona may miss.
90
eXtreme Programming (XP)
A methodology in Agile with one-week iterations and paired development.
91
Feature
A group of stories that deliver value to the customers.
92
Feature-Driven Development (FDD)
A comprehensive model and list of features included in the system before the design work begins.
93
Feedback
Information or responses towards a product or project used to make improvements.
94
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.
95
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.
96
Fishbone Diagram
A root cause diagram.
97
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.
98
Fixed Time Box
Assigned tasks prioritized for completion based on an estimated number of days. Top priorities are usually completed first.
99
Focus
To stay on task, and is facilitated by the scrum master or coach.
100
Force Field Analysis
To analyze forces that encourage or resist change.
101
Functionality
An action the customer must see and experience from a system, which will add value to the customer.
102
Grooming
To clean up the product backlog by removal of items, disaggregation of items, or estimation of items.
103
Ground Rules
Unwritten rules decided and followed by team members.
104
Herzberg’s Hygiene Theory
A theory that states factors in the workplace create satisfaction and dissatisfaction in relation to the job.
105
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.
106
High-Bandwidth Communication
Face-to-face communication also includes non-verbal communication.
107
Ideal Time
The amount of time needed to complete an assignment without distractions or interruptions.
108
Incremental Delivery
Functionality conveyed in small phases.
109
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.
110
Information Radiator
Artifacts used to help maintain transparency of project status to team members and stakeholders.
111
Information Refrigerator
Information that is not transparent or useful to the team and stakeholders.
112
Innovation Games
A practice used to induce requirements from product, owners, users, and stakeholders.
113
Integrative Negotiation
To reach an agreement collaboratively that creates more value for both parties by a win-win solution. 0
114
Interaction
Face-to-Face communication
115
Intraspectives
To inspect within, during a meeting with the Agile team to review practices, usually when a problem or issue occurs.
116
Intrinsic Schedule Flaw
Poor estimation occurs at the beginning of the iteration.
117
INVEST
The benefits of good user stories, which include: Independent, Negotiable, Valuable, Estimate-able, Small, and Testable.
118
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.
119
Iteration
Work cycle, Scrum uses 2-4 weeks, XP uses 1 week.
120
Iteration 0
Iteration to complete tasks before the development work occurs, for technical and architectural spikes, and to gather requirements into the backlog.
121
Iteration Backlog
Work to complete in a particular iteration.
122
Iteration H
Iteration used to prepare the launch of software and to test software.
123
Iteration Retrospective
A meeting used in Scrum, the team discusses ways to improve after work is completed.
124
Just-In-Time
Used to minimize inventory cost by materials delivered before they are required.
125
Kaizen
Based on Japanese management philosophy, to continuous improvement through small releases.
126
Kanban
A signal used to advance transparency of work-in-progress, a new task can begin once a previous one is complete.
127
Kanban Board
A chart that shows workflow stages to locate work-in-progress.
128
Kano Analysis
An analysis of product development and customer satisfaction based on needs fulfilled/not fulfilled vs. satisfaction/dissatisfaction.
129
Last Responsible Moment
To make decisions as late as possible in order to preserve all possible options.
130
Lean Methodology
To eliminate waste, an Agile method derived from manufacturing.
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 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.
132
Little’s Law
The law limits work-in-progress efficiently with the development of an appropriate cycle time.
133
Low Performing Team
This team has a lack of trust, no accountability, fear of conflict, less commitment, and less attention to details and results.
134
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.
135
Metaphor
To explain how a project will be completed successfully to stakeholders by use of real-world examples of systems and components.
136
Minimal Marketing Feature (MMF)
The smallest feature of a product that provides value to the end-user.
137
Minimal Viable Product (MVP)
A product with only the essential features delivered to early adopters to receive feedback.
138
Monopoly Money
To give fake money to business features in order to compare the relative priority of those features.
139
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.
140
Negotiation
To reach an agreement between two or more parties to resolve a conflict.
141
Agile Certified Practitioner abbreviation
ACP
142
A method used to communicate with business customers, developers, and testers before coding begins.
Acceptance Test-Driven Development
143
To focus on what is said and provide feedback to communicate understanding
Active Listening
144
A leadership style that helps teams to thrive and overcome challenges throughout a project.
Adaptive Leadership
145
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)
146
A method used to quickly place user stories into a comparable-sized group.
Affinity Estimation
147
To develop a goal through periodic experimentation in order to fulfill the need of a complex decision.
Agile
148
To adapt the project plan continuously through retrospectives in order to maximize value creation during the planning process.
Agile Adaption
149
Acceptance Test-Driven Development
Agile Certified Practitioner
150
To help achieve goals that are either personal or organizational.
Agile Coaching
151
To use the empirical process, observation, and spike introduction while executing a project to influence planning.
Agile Experimentation
152
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
153
A document that describes the twelve principles of the Agile Manifesto.
Agile Manifesto Principles
154
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
155
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
156
To enhance agility and time spent on work requirements in order to retain a well-balanced work environment.
Agile Manifesto: Continuous Attention
157
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
158
The most efficient and effective way to communicate in order to receive direct feedback and influence osmotic communication.
Agile Manifesto: Face-to-Face Conversation
159
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
160
To give individuals the empowerment, environment, support, and trust needed to complete a task successfully.
Agile Manifesto: Motivated Individuals
161
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
162
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
163
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
164
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
165
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
166
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
167
A way to complete a goal effectively and efficiently. Examples of Agile Methodologies include XP, Scrum, and Lean.
Agile Methodologies
168
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
169
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
170
To make use of the Agile principles through activities.
Agile Practices
171
A project that occurs based on the Agile Manifesto and Agile Principles.
Agile Projects
172
Symptoms of problems that affect Agile teams and projects.
Agile Smells
173
A space that allows team members to establish collaboration, communication, transparency, and visibility.
Agile Space
174
Themes used to help the team focus on the functions of iteration.
Agile Themes
175
To increase team morale with software or artifacts.
Agile Tooling
176
To develop possible solutions by studying the problem and its underlying need and to understand the information provided.
Analysis
177
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
178
Spikes that relate to any area of a system, technology, or application domain that is unknown.
Architectural Spikes
179
A process or work output Ex. Document, Code
Artifact
180
These tools allow for efficient and strong testing. Examples: Peer Reviews, Periodical Code-Reviews, Refactoring, Unit Tests, Automatic and Manual Testing.
Automated Testing Tools
181
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
182
An effective and efficient way of gathering ideas within a short period of time from a group.
Brainstorming
183
The rate of resources consumed by the team; also cost per iteration.
Burn Rate
184
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
185
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
186
An acronym to measure the goals and mission of the project with each letter meaning: Criticality, Accessibility, Return, Vulnerability, Effect, and Recognizability.
CARVER
187
A meeting conducted during an Agile project that consists of daily stand-up, iteration planning, iteration review, and iteration retrospective.
Ceremony
188
To change requirements that increase value to the customer.
Change
189
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
190
An individual involved but not committed to an Agile project.
Chicken
191
A team role that keeps the team focused on learning and the process.
Coach
192
A method of cooperation among individuals to achieve a common goal.
Collaboration
193
The entire team together is responsible for 100% of the code.
Collective Code Ownership
194
The entire team is physically present, working in one room.
Collocation
195
Decisions created by higher-up individuals in the organization and handed over to the team.
Command & Control
196
An issue solved through trend analysis because the issue is systematic.
Common Cause
197
To share smooth and transparent information of needs.
Communication
198
To meet regulations, rules, and standards.
Compliance
199
An environment for the team that is free of distractions and interruptions.
Cone of Silence
200
Disagreements in certain areas between individuals.
Conflict
201
An agreement made after a conflict.
Conflict Resolution
202
To ensure that self-assessment and process improvement occurs frequently to improve the product.
Continuous Improvement
203
To consistently examine a team member’s work. To build, and test the entire system.
Continuous Integration
204
To organize work with the goal of higher productivity and teamwork.
Coordination
205
To measure the cost spent on a project and its efficiency. Earned Value / Actual Cost = CPI
Cost Performance Index (CPI)
206
Teams that consist of members who can multi-task well and complete various functions to achieve a common goal.
Cross-Functional Team
207
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
208
A chart that displays feature backlog, work-in-progress, and completed features.
Cumulative Flow Diagram
209
The end-user who determines and emphasizes business values.
Customer
210
To deliver the maximum customer value early in order to win customer loyalty and support.
Customer-Valued Prioritization
211
The time needed to complete a feature (user story).
Cycle Time
212
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
213
To postpone decisions to determine possibilities and make the decision when the most amount of knowledge is available.
Decide As Late As Possible
214
The qualities of a product backlog include: detailed, estimate-able, emergent, and prioritized.
DEEP
215
A tangible or intangible object delivered to the customer. Ex. Document, Pamphlet, Report
Deliverables
216
To separate epics or large stories into smaller stories.
Disaggregation
217
The lack of satisfaction among workers such as work conditions, salary, and management-employee relationships. Factors are known as demotivators.
Dissatisfaction
218
To reach a deal through tactics so both parties receive the highest amount of value possible.
Distributive Negotiation
219
When work is complete and meets the following criteria: complies, runs without errors, and passes predefined acceptance and regression tests.
Done
220
A system of voting where people receive a certain number of dots to vote on the options provided.
Dot Voting
221
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)
222
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)
223
Stories that grow and change over time as other stories reach completion in the backlog.
Emergent
224
An individual’s skill to lead and relate to other team members.
Emotional Intelligence
225
A large story that spans iterations then disaggregated into smaller stories.
Epic Story
226
Defects reported after the delivery by the customer.
Escaped Defects
227
An individual chooses to behave in a particular way over other behaviors because of the expected results of the chosen behavior.
Expectancy Theory
228
To inquire how the software works with the use of test subjects using the software and asking questions about the software.
Exploratory Testing
229
A team-manufactured persona that exaggerates to induce requirements a standard persona may miss.
Extreme Persona
230
A methodology in Agile with one-week iterations and paired development.
eXtreme Programming (XP)
231
A group of stories that deliver value to the customers.
Feature
232
A comprehensive model and list of features included in the system before the design work begins.
Feature-Driven Development (FDD)
233
Information or responses towards a product or project used to make improvements.
Feedback
234
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
235
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
236
A root cause diagram.
Fishbone Diagram
237
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
238
Assigned tasks prioritized for completion based on an estimated number of days. Top priorities are usually completed first.
Fixed Time Box
239
To stay on task, and is facilitated by the scrum master or coach.
Focus
240
To analyze forces that encourage or resist change.
Force Field Analysis
241
An action the customer must see and experience from a system, which will add value to the customer.
Functionality
242
To clean up the product backlog by removal of items, disaggregation of items, or estimation of items.
Grooming
243
Unwritten rules decided and followed by team members.
Ground Rules
244
A theory that states factors in the workplace create satisfaction and dissatisfaction in relation to the job.
Herzberg’s Hygiene Theory
245
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
246
Face-to-face communication also includes non-verbal communication.
High-Bandwidth Communication
247
The amount of time needed to complete an assignment without distractions or interruptions.
Ideal Time
248
Functionality conveyed in small phases.
Incremental Delivery
249
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
250
Artifacts used to help maintain transparency of project status to team members and stakeholders.
Information Radiator
251
Information that is not transparent or useful to the team and stakeholders.
Information Refrigerator
252
A practice used to induce requirements from product, owners, users, and stakeholders.
Innovation Games
253
To reach an agreement collaboratively that creates more value for both parties by a win-win solution. 0
Integrative Negotiation
254
Face-to-Face communication
Interaction
255
To inspect within, during a meeting with the Agile team to review practices, usually when a problem or issue occurs.
Intraspectives
256
Poor estimation occurs at the beginning of the iteration.
Intrinsic Schedule Flaw
257
The benefits of good user stories, which include: Independent, Negotiable, Valuable, Estimate-able, Small, and Testable.
INVEST
258
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
259
Work cycle, Scrum uses 2-4 weeks, XP uses 1 week.
Iteration
260
Iteration to complete tasks before the development work occurs, for technical and architectural spikes, and to gather requirements into the backlog.
Iteration 0
261
Work to complete in a particular iteration.
Iteration Backlog
262
Iteration used to prepare the launch of software and to test software.
Iteration H
263
A meeting used in Scrum, the team discusses ways to improve after work is completed.
Iteration Retrospective
264
Used to minimize inventory cost by materials delivered before they are required.
Just-In-Time
265
Based on Japanese management philosophy, to continuous improvement through small releases.
Kaizen
266
A signal used to advance transparency of work-in-progress, a new task can begin once a previous one is complete.
Kanban
267
A chart that shows workflow stages to locate work-in-progress.
Kanban Board
268
An analysis of product development and customer satisfaction based on needs fulfilled/not fulfilled vs. satisfaction/dissatisfaction.
Kano Analysis
269
To make decisions as late as possible in order to preserve all possible options.
Last Responsible Moment
270
To eliminate waste, an Agile method derived from manufacturing.
Lean Methodology
271
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)
272
The law limits work-in-progress efficiently with the development of an appropriate cycle time.
Little’s Law
273
This team has a lack of trust, no accountability, fear of conflict, less commitment, and less attention to details and results.
Low Performing Team
274
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
275
To explain how a project will be completed successfully to stakeholders by use of real-world examples of systems and components.
Metaphor
276
The smallest feature of a product that provides value to the end-user.
Minimal Marketing Feature (MMF)
277
A product with only the essential features delivered to early adopters to receive feedback.
Minimal Viable Product (MVP)
278
To give fake money to business features in order to compare the relative priority of those features.
Monopoly Money
279
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
280
To reach an agreement between two or more parties to resolve a conflict.
Negotiation
