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Agile Project Management > Agile Introduction > Flashcards

Agile Introduction Flashcards

Learn the differences between traditional waterfall project management and agile practices, including the agile manifesto, ethics, conduct, techniques and practices.

1
Q

Waterfall or Agile: Scope is fully understood with a lot of up front planning.

A

Waterfall

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2
Q

Waterfall or Agile: Has distinct phases with SMEs performing specific tasks to produce deliverables.

A

Waterfall

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3
Q

Waterfall or Agile: Has sequential advancement to the next phase when the proceeding phase has been reviewed and verified.

A

Waterfall

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4
Q

Waterfall or Agile: Feedback occurs to the end of the process.

A

Waterfall

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5
Q

Waterfall or Agile: ideas are fully formed up front.

A

Waterfall

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6
Q

Waterfall or Agile: Has a lifecycle that includes iteration and timeboxes.

A

Agile

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7
Q

Waterfall or Agile: Life cycle is incremental that increases in size and number in increments focusing on business value.

A

Agile

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8
Q

Waterfall or Agile: Is flexible and responsive to change.

A

Agile

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9
Q

Waterfall or Agile: Is interactive with fast two-way communication.

A

Agile

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10
Q

Waterfall or Agile: Scope changes are beneficial.

A

Agile

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11
Q

Waterfall or Agile: Continually verify reality and adjust the plan accordingly.

A

Agile

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12
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): Birth of PM Approaches

A

Pre-20th

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13
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): Organization of labour based on the established construction Practices

A

Pre-20th

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14
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): Advancement of Technology and innovation = increased complexity of the building products and delivery solutions.

A

Pre-20th

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15
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): Advancements in engine design, assembly, manufacturing and military development (planes, automobiles, tanks)

A

Early 20th

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16
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): Need for improved efficiency

A

Early 20th

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17
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): Deliverable vs. Time concept, using a horizontal bar chart as an illustration of a schedule to plan, coordinate and track specific tasks.

A

Early 20th

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18
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): Energy Advancements and rocket development led to the creation of jet engines.

A

50s - 60s,

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19
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): Importance of Quality leads to the Plan-Do-Check-Act cycle.

A

50s - 60s,

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20
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): Quality needs mean better project planning is required, leading to the development of scheduling tools (Program Evaluation and Review Technique and Critical Path methodology.

A

50s - 60s,

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21
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): Advancement of computers and software, including advancements in telecommunications (e.g., cell phones).

A

70s-90s

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22
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): Increased Market Demand = emphasis on Time to Market (TTM).

A

70s-90s

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23
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): TTM = the need for a more structured approach. The PMBOK is born to support this.

A

70s-90s

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24
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): PMBOK Evolves to meet the needs of technology and Innovation advancements.

A

21st Century

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25
Q

Which era (Pre- 20th, early 20th, 50s - 60s, 70s-90s, 21st Century): Modern approaches are needed to adapt to the continued advancement of Technology and Innovation.

A

21st Century

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26
Q

In terms of project lifecycle, describe the Agile Approach

A

The agile approach will have iterations that include parts of all of the phases that would be typical in each waterfall phase. System requirements and operations phases are typically referred to as the product requirements in agile lifecycles.

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27
Q

In terms of delivery, describe the waterfall approach.

A

Value delivery is typically at the end of the project and can be referred to as big bang.

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28
Q

True or False: Risk increases over time with Agile projects.

A

False: Risk decreases, unlike with waterfall where the risk increases.

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29
Q

In terms of delivery, describe the agile approach

A

Value delivery is an incremental delivery structure with each increment delivering value.

30
Q

Timeboxing is…

A

Establishing fixed-duration time periods (a.k.a., timebox) in which a set of activities or work is undertaken towards completion of a specific goal.

31
Q

True or false: Scope is fixed in agile projects.

A

False, time and cost are fixed. Scope is variable.

32
Q

True or false: Time is fixed in traditional waterfall projects.

A

False - time is variable, along with cost. Scope is fixed.

33
Q

True or False: Agile project management continually verifies and adjusts plans accordingly.

A

True.

34
Q

True or False: Changes to project plans in Waterfall projects are welcome.

A

False. Changes are perceived as negative because the assumption is that the plan is how reality will unfold. This is referred to as plan-driven.

35
Q

Value driven is…

A

delivering the most business and customer value by verifying and adjusting the project plan. Part of agile.

36
Q

True or false: Waterfall accounting means there are stage gates where funding is released for each stage and project team members track their time to specific activities and tasks in each phase and accrued to the project budget.

A

True

37
Q

True or False: Value driven focus prioritized customer value, therefore project accounting is about determining how much investment can be made to maximize the delivery of prioritized value within a fixed timebox.

A

True. If milestone funding is required by accounting groups, agile funding can accommodate by successfully delivered value by increment or timebox.

38
Q

Which one - Agile or waterfall: Requirements are progressively elaborated throughout the project and the team focuses on known project aspects.

A

Agile

39
Q

Which one - Agile or waterfall: increasing level of detail is provided in planning as greater amounts of information and accurate estimates become available.

A

Waterfall

40
Q

Which one - Agile or waterfall: performs only activities necessary to provide value as defined by the customer at any given time.

A

Agile

41
Q

Which one - Agile or waterfall: Progressive elaboration in this type of management occurs as greater amounts of information an more accurate estimates become available throughout the project life cycle.

A

Waterfall

42
Q

Which one - Agile or waterfall: Progressive elaboration in this type of management occurs throughout the project lifecycle and focuses on known project aspects with teams only performing the necessary to provide value.

A

Agile

43
Q

This type of project management has a higher percentage of successful projects, fewer challenged projects and fewer failed projects.

A

Agile

44
Q

Project Context: Which type of project management is conducive to projects where scope, client requirements, technology and work tasks are unknown.

A

Agile

45
Q

What are the four agile values?

A
  1. Individuals and interactions over processes and tools (people drive the development process)
  2. Working software (or solutions) over comprehensive documentation.
  3. Customer collaboration over contract negotiation.
  4. Responding to change over following a plan.
46
Q

Number 1 agile principle

A

Satisfy the customer through early and continuous delivery of valuable software.

47
Q

Think Delta

Number 2 agile principle

A

Welcome changing requirements, even late in the project.

48
Q

Think box.

Number 3 agile principle

A

Deliver working value frequently in shorter time periods (timeboxes)

49
Q

Think collaboration

Number 4 agile principle

A

Business people and developers work together (promote collaboration between business and tech people)

50
Q

Think Motivated Individuals

Number 5 agile principle

A

Build projects around motivated individuals by giving them the support they need and trust them to get the job done.

51
Q

Think active

Number 6 agile principle

A

The most efficient and effective method of conveying information to and within a project team is face-to-face conversation.

52
Q

What is the measure of progress?

Number 7 agile principle

A

Working software is the primary measure of progress.

53
Q

Think infinite

Number 8 agile principle

A

Agile processes promote sustainable development, and sponsors, and team members should be able to maintain a constant pace indefinitely.

54
Q

QA

Number 9 agile principle

A

Continuous attention to technical excellence and good design enhances quality.

55
Q

Think about maximizing

Number 10 agile principle

A

Simplicity - the art of maximizing the amount of work not done - is essential.

56
Q

Think empowerment

Number 11 agile principle

A

Self-organizing teams who are empowered to to take ownership on how to best accomplish their work and make decisions rather than being directed.

57
Q

Think of stop, start…

Number 12 agile principle

A

At regular intervals, the team reflects on how to become more effective and then tunes an adjusts its behaviour accordingly.

58
Q

The servant leadership principle is:

A

Sharing power and puts the needs of others first and allows people to develop and perform.

59
Q

“S” in S.E.R.V.E. stands for:

A

Selflessness: Placing the needs of others and their work ahead of one’s own needs.

59
Q

“E” in S.E.R.V.E. stands for:

A

Empowerment: Nurturing an environment to allow others to self-organize and take responsibility for their work.

60
Q

“R” in S.E.R.V.E. stands for:

A

Resolution: Helping others identify, remove or resolve issues or obstacles that impedes their work progress.

61
Q

“V” in S.E.R.V.E. stands for:

A

Vision: Communicating and focusing on others to work towards and achieve agreed on goals and objectives.

62
Q

The second “E” in S.E.R.V.E. stands for:

A

Encouragement: motivating and inspiring others

63
Q

“G” in Guide stands for:

A

Guardianship: protecting, shielding and defending others from external distractions and interruptions.

64
Q

“U” in Guide stands for:

A

Understanding: Listening and demonstrating empathy with genuine compassion and consideration for others.

65
Q

“I” in Guide stands for:

A

Influence: Facilitating decision making of others through positive contribution, collaboration and consensus.

66
Q

“D” in Guide stands for:

A

Development: Supporting the advancement of others and their work through constructive feedback, training, mentoring and continuous improvement.

67
Q

“E” in Guide stands for:

A

Experience: sharing and applying knowledge of one’s self and others’ past results to help achieve objectives.

68
Q

What are the four areas of conduct in the agile code of ethics?

A

Respect, Honesty, Responsibility, Fairness

69
Q

What are the top three benefits of adopting agile?

A

Ability to manage changing priorities, project visibility, business/IT alignment.

70
Q

What are the top three challenges of adopting agile?

A

Company culture at odds with core agile values, general organizational resistance to change, inadequate management support and sponsorship.

71
Q

The top five agile techniques are:

A

Short iterations, iteration planning, daily stand-ups, iteration review, retrospectives.

Agile Project Management (3 decks)

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