Agile Flashcards
AGILE -
PREDICTIVE - PROCESS GROUPS
PREDICTIVE - PROCESS GROUPS
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)
PREDICTIVE - PROCESS GROUPS
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)
PREDICTIVE - PROCESS GROUPS
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)
PREDICTIVE - PROCESS GROUPS
CLOSING:
Close Project or Phase (I)
PREDICTIVE - KNOWLEDGE AREAS
PROJECT MGMT PLANS:
Scope
Resource
Quality
Stakeholder Engagement
Cost
Procurement
Risk
Integration
Communication
Schedule
PREDICTIVE - PROCESS GROUPS
INITIATION:
Develop Charter
Identify Stakeholders
PROJECT DOCUMENTS
Process: Manage Quality
Test and evaluation documents: Used to help evaluate the project deliverables when completed.
PROJECT DOCUMENTS
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
PROJECT DOCUMENTS
Process: Identify Stakeholders
Stakeholder Register: A list of all stakeholders, which can include categorization, impact, and communication requirements
PERFORMANCE -
PROJECT DOCUMENTS
Process: Control Schedule
Schedule Forecasts: A prediction of when the project may be completed based on the current progress of the work.
AGILE - VARIANCE & TREND ANALYSIS
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
AGILE - RISKS
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)
AGILE - CONTROL LIMITS
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.
AGILE - DEFECTS
ESCAPED DEFECTS: DEFECTS THAT MAKES IT TO THE CUSTOMER.
PERFOMANCE - LEAD & CYCLE TIME
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
PERFOMANCE - VELOCITY
Shows how the team has been performing.
PERFOMANCE - BURN UP CHART
Work that has been done
AGILE - RETROSPECTIVES
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)
AGILE - RETROSPECTIVES
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
AGILE - PRE-MORTEMS
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
VALUE STREAM MAP/MAPPING
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
AGILE - PROCESS ANALYSIS & TAILORING
First analyze
Review and diagnose issues
Look for tailoring possibilities to improve
Customize based on need and environment
AGILE - KAIZEN
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)
AGILE - PROBLEM SOLVING
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.
PERFOMANCE - BURN DOWN CHART
Work that remains to be done
Risk Burndown Chart: Chart showing severity of risk over time. (i.e. Fund and resource shortage.)
PROJECT DOCUMENTS
Process: Develop Schedule
Schedule Data: The information that is used to create the schedule such as who made it, assumptions, and constraints
PROJECT DOCUMENTS
Process: Identify Risks
Risk Report: A description of the overall project risks
PROJECT DOCUMENTS
Process: Identify Risks
Risk Register: A list of all positive and negative risks on project, along with responses
PROJECT DOCUMENTS
Process: Acquire Resources
Resource calendars: Show the availability of resources on the project both physical or HR.
PROJECT DOCUMENTS
Process: Estimate activity resources
Resource Breakdown Structure: Categorization and type of the project resources
PROJECT DOCUMENTS
Process: Collect Requirements
Requirements Traceability Matrix: A table that traces the origin of the requirement
PROJECT DOCUMENTS
Process: Collect Requirements
Requirements Documentation: Description of all requirements from project stakeholders
PROJECT DOCUMENTS
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.
PROJECT DOCUMENTS
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.
PROJECT DOCUMENTS
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.
PROJECT DOCUMENTS
Process: Acquire resources
Project Team Assignments: Assigning work activities to project team members.
PROJECT DOCUMENTS
Process: Define Scope
Project Scope Statement: A detailed description of the project or phase deliverables
PROJECT DOCUMENTS
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.
PROJECT DOCUMENTS
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.
PROJECT DOCUMENTS
Process: Manage Communications
Project Communications: Utilize communication plan to manage communications.
PROJECT DOCUMENTS
Process: Develop schedule
Project calendars: a calendar view of what takes place on a day to day basis on the project.
PROJECT DOCUMENTS
Process: Acquire Resources
Physical resource assignments: assignments of physical resources to the activities and work pkgs.
PROJECT DOCUMENTS
Process: Define Activities
Milestone List: Description of milestones on a project.
PROJECT DOCUMENTS
Process: Manage Project Knowledge
Lesson Learned Register: List of all lessons learned during project.
PROJECT DOCUMENTS
Process: Direct and Manage Project Work
Issue Log: List of all issues on the project, including history type, description, priority, status, and resolution.
PROJECT DOCUMENTS
Process: Estimate Activity Durations
Duration Activity: Amt of time needed to complete each activity.
PROJECT DOCUMENTS
Process: Control Costs
Cost Forecasts: A prediction of total project/work costs at completion.
PROJECT DOCUMENTS
Process: Estimate Costs
Cost Estimates: Cost of each activity
PROJECT DOCUMENTS
Process: Perform Integrated Change Control
Change Log: Lists and describes the status of a change request.
PROJECT DOCUMENTS
Process: Estimate activity duration, estimate costs, estimate activity charter
Basis for Estimates: Describes how schedule, cost, and resource estimates were developed.
PROJECT DOCUMENTS
Process: Develop Project Charter
Assumption Log: List of all project assumptions and constraints.
PROJECT DOCUMENTS
Process: Define Activities
Activity List: List of all the activities on projects.
PROJECT DOCUMENTS
Process: Define Activities
Activity Attributes: Detailed information about each individual activity
PREDICTIVE - PROCESS GROUPS
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
PREDICTIVE - PROCESS GROUPS
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
PREDICTIVE - PROCESS GROUPS
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
PREDICTIVE - PROCESS GROUPS
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
PREDICTIVE - PROCESS GROUPS
INITIATION: The project is authorized.
- Identify Needs of Project
- Create Feasibility Study
- Create Product Description
2 Processes/Output:
Create Charter, Identify Stakeholders
PREDICTIVE - PROCESS GROUPS
- Initiation - (2 KA)
- Planning - (24 KA)
- Execution - (10 KA)
- Monitor & Controlling - (12 KA)
- Closing - (1 KA)
AGILE - TECHNICAL DEBT
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
AGILE - COST OF CHANGE
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:
- REQUIREMENTS/ACCEPTANCE TESTING
- ANALYSIS & DESIGN
- CODING - LESS COSTLY if defects found at this stage
- UAT/REQUIREMENTS
- DESIGN DEFECTS/SYSTEM TESTING - COSTLY if defects found at this stage
- PRODUCTION - COSTLY if defects found at this stage
AGILE - RELEASE PLANNING
- Mtg w/stakeholders to determine which stories will be completed in which iterations for the upcoming release
- Utilizing VELOCITY points to measure work completed in iteration(s)
- SLICING/Breaking down stories too large to complete in 1 story
AGILE - ITERATION/ SPRINT PLANNING
- Meetings run by Dev Team
- Discuss user stories in background
- Select user stories for iteration
- Define acceptance criteria
- Breakdown user stories into tasks
- Estimate work to complete the task
AGILE - SPIKES
SPIKES: Few hrs of work before iterations are completed
- ARCHITECURAL SPIKE - periods of time dedicated for proof of concept, research. i.e. Will Programming method work.
- RISK-BASED SPIKE - investigates whether a method should be used to reduce or eliminate risk. i.e Does a function work better.
AGILE - TYPES OF ITERATIONS
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
AGILE - STORY MAPS / PRODUCT ROADMAP
- High level planning tool
- Stakeholders map out the project priorities early in planning
- Converts a “STORY MAP” into “PRODUCT ROADMAP”
- Shows when features will be delivered and in what RELEASE
AGILE - USER STORY / PLANNING POKER
- Use CARDS W/points assigned by FIBONACCI SEQUENCE
- FAST, COLLABORATIVE process
- Advantages of WIDEBAN DELPHI
- Facilitator reads user story for group to assign points
AGILE - USER STORY
WIDEBAND DELPHI ESTIMATION TECHINQUE
- Group based estimation approach
- Panel of experts
- Estimations conducted anonymously
Used to prevent:
1. Bandwagon effect
2. HIPPO (Highest paid Person’s Opinions) decision making
3. Groupthink
AGILE - USER STORY
SIZING & ASSIGNING POINTS
- Estimates/Point size should be relative to work
- Assign points to a story using relative numbers
- Team should own the definition of story points
- 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
AGILE - USER STORY BACKLOG (PRODUCT BACKLOG)
- Used to prioritize requirements/work items
- Used to refine/ groom / update requirements
PRODUCT BACKLOG feeds into the SPRINT BACKLOG
SPRINT BACKLOG used to prioritize work for sprint
AGILE - USER STORIES / INVEST
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
AGILE - 3 C’S OF USER STORY
3 C’S OF USER STORY:
1. WRITE ON CARD
2. Conversation about requirement
3. Confirmation of desired VALUE
AGILE - USER STORY / BACKLOG
- Breakdown of the functionality (how the customer want the product/service to work)
- Involves 1-3 days of work
- Acts as agreement between customer and development team
- is a PRODUCT/SERVICE REQUIREMENT
- Represents stated VALUE
EXAMPLE:
“AS A <USER>, I <WANT TO/NEED>, SO THAT <VALUE></VALUE></USER>
AGILE - DECOMPOSING REQUIREMENTS
EFST -
- EPICS - large # of features combined/Entire product
- FEATURES - Particular pieces of functionality
- STORIES - Breakdown of the functionality (how the customer want the product/service to work)
- TASKS - Actual work to be done
AGILE ESTIMATIONS for BACKLOG - IDEAL TIME
Time it takes to complete a task w/o interruptions or unplanned problems.
Optimistic #
ESTIMATION - AGILE
Determine what work should be completed in next iteration or release
Allows teams to conduct planning throughout project
Should be stated in ranges
TIMEBOXING
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
COARSE REQUIREMENTS - AGILE REQUIREMENTS
Delays decision on implementation until ready to do work
Basic requirements that can be refined
Value-Based Analysis & Decomposition
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
Agile/Traditional - Progression Elaboration
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.
Agile Planning Principles
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
Agile vs Traditional Planning
Trial & Demonstration to uncover true requirements
Readjusting product based on constant feedback
Planning per sprint
Replanning/Midcourse Adjustments
Less upfront effort, more done throughout
Agile - Adaptive Planning
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
PROJECT DOCUMENTS
Process: Manage Quality
Test and evaluation documents: Used to help evaluate the project deliverables when completed.
PROJECT DOCUMENTS
Process: Manage Quality
Test and evaluation documents: Used to help evaluate the project deliverables when completed.
PERFORMANCE -
PERFORMANCE -
