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Agile - Andrew > Agile > Flashcards

Agile Flashcards

1
Q

AGILE -

A
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2
Q

PREDICTIVE - PROCESS GROUPS

A
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3
Q

PREDICTIVE - PROCESS GROUPS

A

PLANNING:

Develop Project Mgmt Plan (I)

Plan Scope Mgmt (S)
Collect Requirements (S)
Define Scope (S)
Create WBS (S)

Plan Schedule Mgmt (Sc)
Define Activities (Sc)
Schedule Activities (Sc)
Estimate Activity Durations (Sc)
Develop Schedule (Sc)

Plan Cost Mgmt (C)
Estimate Costs (C)
Determine Budget (C)

Plan Quality Mgmt (Q)

Resource Mgmt (R)
Estimate Activity Resources (R)

Plan Communication Mgmt (Com)

Plan Risk Mgmt (R)
Identify Risk (R)
Perform Qualitative Risks Analysis (R)
Perform Quantitative Risks Analysis (R)
Plan Risk Responses (R)

Plan Procurement Mgmt (P)

Plan Stakeholder Engagement (SE)

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4
Q

PREDICTIVE - PROCESS GROUPS

A

EXECUTING:

Direct and Manage Project Work (I)
Manage Project Knowledge (I)
Manage Quality (Q)
Acquire Resources (R)
Develop Team (R)
Manage Team (R)
Manage Communications (Com)
Implement Risk Responses (RM)
Conduct Procurements (P)
Manage Stakeholder Engagement (SE)

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5
Q

PREDICTIVE - PROCESS GROUPS

A

MONITORING & CONTROLLING:

Monitor and Control Project Work (I)
Perform Integrated Change Control (I)
Validate Scope (S)
Control Scope (S)
Control Schedule (Sc)
Control Costs (C)
Control Quality (Q)
Control Resource (R)
Monitor Communications (Com)
Monitor Risks (R)
Control Procurements (P)
Monitor Stakeholder Engagement (SE)

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6
Q

PREDICTIVE - PROCESS GROUPS

A

CLOSING:

Close Project or Phase (I)

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7
Q

PREDICTIVE - KNOWLEDGE AREAS

A

PROJECT MGMT PLANS:

Scope
Resource
Quality
Stakeholder Engagement
Cost
Procurement
Risk
Integration
Communication
Schedule

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8
Q

PREDICTIVE - PROCESS GROUPS

A

INITIATION:

Develop Charter
Identify Stakeholders

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9
Q

PROJECT DOCUMENTS

A

Process: Manage Quality

Test and evaluation documents: Used to help evaluate the project deliverables when completed.

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10
Q

PROJECT DOCUMENTS

A

Process: Plan Resource Mgmt

Team Charter: Guidelines team should follow on a project, includes values, decision-making process, acceptable behavior, code of conduct, and etiquette

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11
Q

PROJECT DOCUMENTS

A

Process: Identify Stakeholders

Stakeholder Register: A list of all stakeholders, which can include categorization, impact, and communication requirements

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12
Q

PERFORMANCE -

A
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13
Q

PROJECT DOCUMENTS

A

Process: Control Schedule

Schedule Forecasts: A prediction of when the project may be completed based on the current progress of the work.

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14
Q

AGILE - VARIANCE & TREND ANALYSIS

A

VARIANCE: measure of how far apart planned vs actual varies.

TREND ANALYSIS: measure that provides insights into future issues/defects -
LAGGING METRICS: Info on past events
LEADING METRICS: Info on current or future events

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15
Q

AGILE - RISKS

A

How does risk negatively effect your project

Adjusting the backlog for risk -done after risk response (removing/reprioritizing features)

Expected Monetary Value(EMV) =
Impact ($) x Probability (%)
50 X 5 = 2500

Risk Severity
Risk Probability x Risk Impact
Uses a scale of numbers (i.e. 1-5)

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16
Q

AGILE - CONTROL LIMITS

A

Provides guidelines to operate within.

Looks at how many points are being used within an iteration.

Aides in analyzing issues before issues occurs.

When to take needed action, diagnose issues.

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17
Q

AGILE - DEFECTS

A

ESCAPED DEFECTS: DEFECTS THAT MAKES IT TO THE CUSTOMER.

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18
Q

PERFOMANCE - LEAD & CYCLE TIME

A

LEAD TIME: Time it takes to go through the entire process to delivery requirements.

CYCLE TIME: Subset of LEAD TIME - HOW LONG something takes to go through part of the process.

WIP, should be shorter time frame. (i.e. Design, gathering requirements, etc). Money invested w/o currently ROI)

Cycle Time = WIP/Throughput

Throughput = Amt of work that can be done in a time period

60 points total work /5 points per day = 12 days

120 miles/60miles per hour = 2 hours

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19
Q

PERFOMANCE - VELOCITY

A

Shows how the team has been performing.

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20
Q

PERFOMANCE - BURN UP CHART

A

Work that has been done

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21
Q

AGILE - RETROSPECTIVES

A

Set the stage:
1. Check-in
2. Get team focused
3. Encourage participation
4. Outline approach and topics for discussion
5. Focus on/Focus off
6. ESVP (Explorer, shopper, vacationer or prisoner)

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22
Q

AGILE - RETROSPECTIVES

A

Occurs after Sprint Review
Adds immediate value
Looks at continuous improvements
Inspect and improve methods and how team works
2 hr time limit.

Steps:
1. Set the stage
2. Gather data
3. Generate insights
4. Decide what to do
5. Close Retrospective

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23
Q

AGILE - PRE-MORTEMS

A

Team meeting that looks at things that can cause failures during a project before they take place

List possible failures

List causes or reasons that may cause failures

Review Project Plan to determine what can be done to reduce or remove the reasons for failure

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24
Q

VALUE STREAM MAP/MAPPING

A

Look at process

Allows optimization of process or flow of information or materials to complete a process

Reduce waste or unnecessary work

Steps:
Identify product or service
Create a “as is” value stream map of what it currently is
Review to find waste
Create a new map w/improvements (to be)
Develop a road map to implement the fixes
Plan to revisit and analyze for new improvements

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25
Q

AGILE - PROCESS ANALYSIS & TAILORING

A

First analyze
Review and diagnose issues
Look for tailoring possibilities to improve
Customize based on need and environment

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26
Q

AGILE - KAIZEN

A

Continuous Improvement

Focus on team to implement small incremental improvements

AGILE CYCLE: Plan - Develop - Evaluate - Learn (PDEL)

(PDCA) Cycle: Plan - Do - Check - Act
(Deaman Cycle)

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27
Q

AGILE - PROBLEM SOLVING

A

ALWAYS HAVE TEAM TO SOLVE PROBLEMS

GET CONSENSUS FROM TEAM WHO HAS BROAD KNOWLEDGE

APPROACH AS CONTINUOUS IMPROVING PROCESS

SOME PROBLEMS AREN’T WORTH SOLVING AND SOME DON’T HAVE A SOLUTION.

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28
Q

PERFOMANCE - BURN DOWN CHART

A

Work that remains to be done

Risk Burndown Chart: Chart showing severity of risk over time. (i.e. Fund and resource shortage.)

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29
Q

PROJECT DOCUMENTS

A

Process: Develop Schedule

Schedule Data: The information that is used to create the schedule such as who made it, assumptions, and constraints

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30
Q

PROJECT DOCUMENTS

A

Process: Identify Risks

Risk Report: A description of the overall project risks

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31
Q

PROJECT DOCUMENTS

A

Process: Identify Risks

Risk Register: A list of all positive and negative risks on project, along with responses

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32
Q

PROJECT DOCUMENTS

A

Process: Acquire Resources

Resource calendars: Show the availability of resources on the project both physical or HR.

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33
Q

PROJECT DOCUMENTS

A

Process: Estimate activity resources

Resource Breakdown Structure: Categorization and type of the project resources

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34
Q

PROJECT DOCUMENTS

A

Process: Collect Requirements

Requirements Traceability Matrix: A table that traces the origin of the requirement

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35
Q

PROJECT DOCUMENTS

A

Process: Collect Requirements

Requirements Documentation: Description of all requirements from project stakeholders

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36
Q

PROJECT DOCUMENTS

A

Process: Manage Quality

Quality Report: A report which generally includes information about quality issues on the project and recommendations on how to improve the processes on the project.

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37
Q

PROJECT DOCUMENTS

A

Process: Plan Quality Mgmt

Quality Metrics: An attribute that will be used to measure the project or deliverable to verify that it has met the quality requirements and/or standards.

38
Q

PROJECT DOCUMENTS

A

Process: Control Quality

Quality Control Measurements: Results of the activities done in the “control quality” process to determine if the quality standards or policies were met.

39
Q

PROJECT DOCUMENTS

A

Process: Acquire resources

Project Team Assignments: Assigning work activities to project team members.

40
Q

PROJECT DOCUMENTS

A

Process: Define Scope

Project Scope Statement: A detailed description of the project or phase deliverables

41
Q

PROJECT DOCUMENTS

A

Process: Sequence Activities

Project Schedule Network Diagram: A sequencing diagram that shows the relationships amongst the activities and the sequence that will be performed, and shown on the critical path.

42
Q

PROJECT DOCUMENTS

A

Process: Develop Schedule

Project Schedule: A detail breakdown of the work that needs to be done in order to complete the project.

Utilizing bar chart, milestone chart, and project network diagram.

43
Q

PROJECT DOCUMENTS

A

Process: Manage Communications

Project Communications: Utilize communication plan to manage communications.

44
Q

PROJECT DOCUMENTS

A

Process: Develop schedule

Project calendars: a calendar view of what takes place on a day to day basis on the project.

45
Q

PROJECT DOCUMENTS

A

Process: Acquire Resources

Physical resource assignments: assignments of physical resources to the activities and work pkgs.

46
Q

PROJECT DOCUMENTS

A

Process: Define Activities

Milestone List: Description of milestones on a project.

47
Q

PROJECT DOCUMENTS

A

Process: Manage Project Knowledge

Lesson Learned Register: List of all lessons learned during project.

48
Q

PROJECT DOCUMENTS

A

Process: Direct and Manage Project Work

Issue Log: List of all issues on the project, including history type, description, priority, status, and resolution.

49
Q

PROJECT DOCUMENTS

A

Process: Estimate Activity Durations

Duration Activity: Amt of time needed to complete each activity.

50
Q

PROJECT DOCUMENTS

A

Process: Control Costs

Cost Forecasts: A prediction of total project/work costs at completion.

51
Q

PROJECT DOCUMENTS

A

Process: Estimate Costs

Cost Estimates: Cost of each activity

52
Q

PROJECT DOCUMENTS

A

Process: Perform Integrated Change Control

Change Log: Lists and describes the status of a change request.

53
Q

PROJECT DOCUMENTS

A

Process: Estimate activity duration, estimate costs, estimate activity charter

Basis for Estimates: Describes how schedule, cost, and resource estimates were developed.

54
Q

PROJECT DOCUMENTS

A

Process: Develop Project Charter

Assumption Log: List of all project assumptions and constraints.

55
Q

PROJECT DOCUMENTS

A

Process: Define Activities

Activity List: List of all the activities on projects.

56
Q

PROJECT DOCUMENTS

A

Process: Define Activities

Activity Attributes: Detailed information about each individual activity

57
Q

PREDICTIVE - PROCESS GROUPS

A

CLOSING: The project/phases are brought to a formal close.

Closing Vendor Contracts
Closing Administrative Duties
Transition the deliverables to sponsors/customers
Updating/Archiving Project Records (Lessons Learned)
Reassigning the Project Team Members

1 Process: Close and Project/Phase

58
Q

PREDICTIVE - PROCESS GROUPS

A

MONITORING & CONTROLLING: Project Performance is monitored and measured to ensure successfully delivery of requirements.

Ensuring Quality Control
Providing Scope Verification
Implementing Scope Change Control
Managing Cost Control
Enforcing Schedule Control
Monitoring Risk Response
Ensure Performance Reporting
Getting Deliverables Verified and Accepted
Double Checking Project Work

12 Processes:
Monitor & Control Work
Perform Integrated Control
Control Scope
Validate Scope
Control Schedule
Control Cost
Control Quality
Control Resources
Monitor Communication
Monitor Risk
Control Procurement
Monitor Stakeholder Engagement

59
Q

PREDICTIVE - PROCESS GROUPS

A

EXECUTING: The project is executed w/approved resources.

Authorize/Start Working
Begin Vendor Solicitation
Determine Vendor Source
Ensure Team Development
Quality Assurance

10 Processes/Output:
Direct & Manage Work
Manage Project Work
Manage Quality
Acquire Resources
Develop Team
Manage Team
Manage Communications
Implement Risk Responses
Conduct Procurement
Manage Stakeholder Engagement

60
Q

PREDICTIVE - PROCESS GROUPS

A

PLANNING: Project objectives, approach and contraints are determined.

Dev PM Plan

Create a Scope Statement
Plan Scope
Collect Requirements
Define Scope

Recruit the Project Team

Create WBS

Complete Risk Assessment
Plan Risk
ID Risks
Perform Qualitative Risks
Perform Quantitative Risks
Plan Risk Responses

  Plan Cost Mgmt Complete Estimates
  Estimate Costs
  Determine Budget Complete Project Budget

Create Project Schedule
Define Activities
Sequence Activities
Estimate Activity Durations
Create Network Diagram

Create Quality Mgmt Plan
Complete Stakeholder Analysis
Create Communication Plan
Complete Project Plan

61
Q

PREDICTIVE - PROCESS GROUPS

A

INITIATION: The project is authorized.

  1. Identify Needs of Project
  2. Create Feasibility Study
  3. Create Product Description

2 Processes/Output:
Create Charter, Identify Stakeholders

62
Q

PREDICTIVE - PROCESS GROUPS

A
  1. Initiation - (2 KA)
  2. Planning - (24 KA)
  3. Execution - (10 KA)
  4. Monitor & Controlling - (12 KA)
  5. Closing - (1 KA)
63
Q

AGILE - TECHNICAL DEBT

A

Backlog of work caused by not doing regular code cleanup.

Increase cost for future development, due to bad code

Harder to implement changes

REFACTORING is the solution - standardize and simplify coding standards

64
Q

AGILE - COST OF CHANGE

A

1.Length of feedback cycle
2. Peer Programming/TDD - Identify and fix defects as code is being written
2. Continuous integration
3. AGILE MODEL Storming
4. Inspection / Review of Product
5. Feedback from stakeholders

COST OF CHANGE STAGES:

  1. REQUIREMENTS/ACCEPTANCE TESTING
  2. ANALYSIS & DESIGN
  3. CODING - LESS COSTLY if defects found at this stage
  4. UAT/REQUIREMENTS
  5. DESIGN DEFECTS/SYSTEM TESTING - COSTLY if defects found at this stage
  6. PRODUCTION - COSTLY if defects found at this stage
65
Q

AGILE - RELEASE PLANNING

A
  1. Mtg w/stakeholders to determine which stories will be completed in which iterations for the upcoming release
  2. Utilizing VELOCITY points to measure work completed in iteration(s)
  3. SLICING/Breaking down stories too large to complete in 1 story
66
Q

AGILE - ITERATION/ SPRINT PLANNING

A
  1. Meetings run by Dev Team
  2. Discuss user stories in background
  3. Select user stories for iteration
  4. Define acceptance criteria
  5. Breakdown user stories into tasks
  6. Estimate work to complete the task
67
Q

AGILE - SPIKES

A

SPIKES: Few hrs of work before iterations are completed

  1. ARCHITECURAL SPIKE - periods of time dedicated for proof of concept, research. i.e. Will Programming method work.
  2. RISK-BASED SPIKE - investigates whether a method should be used to reduce or eliminate risk. i.e Does a function work better.
68
Q

AGILE - TYPES OF ITERATIONS

A

ITERATION “0”
1. Sets the stage for development efforts
2. Doesn’t build anything
3. Team getting familiar with work to be done

DEVELOPMENT ITERATION
1. Builds the PRODUCT INCREMENT

ITERATION “H”
1. Hardening SPRINT or RELEASE
2. Performed at the end to clean up code or to produce documentation

EXAMPLE OF FLOW:
ITERATION “0” > DEV ITERATION(S)
> ITERATION H

69
Q

AGILE - STORY MAPS / PRODUCT ROADMAP

A
  1. High level planning tool
  2. Stakeholders map out the project priorities early in planning
  3. Converts a “STORY MAP” into “PRODUCT ROADMAP”
  4. Shows when features will be delivered and in what RELEASE
70
Q

AGILE - USER STORY / PLANNING POKER

A
  1. Use CARDS W/points assigned by FIBONACCI SEQUENCE
  2. FAST, COLLABORATIVE process
  3. Advantages of WIDEBAN DELPHI
  4. Facilitator reads user story for group to assign points
71
Q

AGILE - USER STORY
WIDEBAND DELPHI ESTIMATION TECHINQUE

A
  1. Group based estimation approach
  2. Panel of experts
  3. Estimations conducted anonymously

Used to prevent:
1. Bandwagon effect
2. HIPPO (Highest paid Person’s Opinions) decision making
3. Groupthink

72
Q

AGILE - USER STORY
SIZING & ASSIGNING POINTS

A
  1. Estimates/Point size should be relative to work
  2. Assign points to a story using relative numbers
  3. Team should own the definition of story points
  4. Should be all inclusive: complexity, work effort (hrs), and risk should be included in estimate

FIBONACCI SEQUENCE:
relative numbering system used to assign points

1,2,3,5,8,13,21,35

AFFINITY ESTIMATION:
Group estimates into categories or collections by FIBONACCI SEQUENCE, etc.

T-SHIRT SIZING
Place stories in sizes of t-shirts (high-level features)

LARGE, MEDIUM, SMALL

73
Q

AGILE - USER STORY BACKLOG (PRODUCT BACKLOG)

A
  1. Used to prioritize requirements/work items
  2. Used to refine/ groom / update requirements

PRODUCT BACKLOG feeds into the SPRINT BACKLOG

SPRINT BACKLOG used to prioritize work for sprint

74
Q

AGILE - USER STORIES / INVEST

A

I : Must be independent so it can be PRIORITIZED & REPRIORITIZED
N: Negotiable for tradeoffs based on COST & FUNCTION
V: Have a stated VALUE
E: Should be ESTIMATABLE
S: Should be SMALL increments of work (4-40) hrs
T: Should be TESTABLE to ensure acceptance

75
Q

AGILE - 3 C’S OF USER STORY

A

3 C’S OF USER STORY:
1. WRITE ON CARD
2. Conversation about requirement
3. Confirmation of desired VALUE

76
Q

AGILE - USER STORY / BACKLOG

A
  1. Breakdown of the functionality (how the customer want the product/service to work)
  2. Involves 1-3 days of work
  3. Acts as agreement between customer and development team
  4. is a PRODUCT/SERVICE REQUIREMENT
  5. Represents stated VALUE

EXAMPLE:
“AS A <USER>, I <WANT TO/NEED>, SO THAT <VALUE></VALUE></USER>

77
Q

AGILE - DECOMPOSING REQUIREMENTS

A

EFST -

  1. EPICS - large # of features combined/Entire product
  2. FEATURES - Particular pieces of functionality
  3. STORIES - Breakdown of the functionality (how the customer want the product/service to work)
  4. TASKS - Actual work to be done
78
Q

AGILE ESTIMATIONS for BACKLOG - IDEAL TIME

A

Time it takes to complete a task w/o interruptions or unplanned problems.

Optimistic #

79
Q

ESTIMATION - AGILE

A

Determine what work should be completed in next iteration or release

Allows teams to conduct planning throughout project

Should be stated in ranges

80
Q

TIMEBOXING

A

Short-fixed duration of time to complete work

EXAMPLES:
DAILY STANDUP -15MINS
RETROSPECTIVES - 2HRS
SPRINTS - 1-4 WKS

PARKINSONS LAW - work expands to fill allotted time

81
Q

COARSE REQUIREMENTS - AGILE REQUIREMENTS

A

Delays decision on implementation until ready to do work
Basic requirements that can be refined

82
Q

Value-Based Analysis & Decomposition

A

Assess and prioritize value of work items, then plan

Consider payback frequency & dependencies

Value-based decomposition:
1. Breaks down requirement and prioritizes them
2. Design the PRODUCT BOX - customer designs an actual product box w/highest priority value/features

83
Q

Agile/Traditional - Progression Elaboration

A

Adding more detail as info emerges:
1. Plans
2. Estimates
3. Designs
4. Test Scenarios

Rolling wave Planning: Planning at multiple points in time as new data becomes available.

84
Q

Agile Planning Principles

A

Plan at multiple levels
Engage team and customers in planning processes
Manage expectations by frequent demonstrations
Tailor processes to project’s characteristics
Update plans based on priorities
Estimate that includes risks, team availability, research, level of uncertainty
Base projections on completion rates
Factor in outside work, diversion

85
Q

Agile vs Traditional Planning

A

Trial & Demonstration to uncover true requirements
Readjusting product based on constant feedback
Planning per sprint
Replanning/Midcourse Adjustments
Less upfront effort, more done throughout

86
Q

Agile - Adaptive Planning

A

Ongoing adding to scope
Proactively update plans
Planning in small increments
Focus on Value Delivery
Uncertainty drives planning
Scope unknown until end of project
High rates of change
Minimize Waste
Frequently discover issues

87
Q

PROJECT DOCUMENTS

A

Process: Manage Quality

Test and evaluation documents: Used to help evaluate the project deliverables when completed.

88
Q

PROJECT DOCUMENTS

A

Process: Manage Quality

Test and evaluation documents: Used to help evaluate the project deliverables when completed.

89
Q

PERFORMANCE -

A
90
Q

PERFORMANCE -

A

Agile - Andrew (1 decks)

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