Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Agile Project Management > Agile Lean and Kanban > Flashcards

Agile Lean and Kanban Flashcards

1
Q

What is the core objective of lean?

A

To maximize customer value and minimize waste.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What is the origin of Lean?

A

Automobile mass manufacturing (Henry Ford or “The Ford System”)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Who developed Just-In-Time (JIT) material delivery?

A

Toyoda and Ohno for Toyota manufacturing (later changed to Toyota Production System TPS).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Who wrote “The Machine that Changed the World” and also “Lean Thinking”

A

James Womack and Daniel Jones.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What is the first core lean principle?

A

Identify Customer Value

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What is the second lean core principle?

A

Map Value Streams

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What is the third lean core value?

A

Create Flow

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

What is the fourth lean core value?

A

Establish pull systems (steps in the value stream that are pulled by resources available to perform the work)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What is the fifth lean core principle?

A

Continuously improve. (so that the number of steps, time, information and effort to deliver value continually diminishes)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Whose books/Theories impacted lean software development?

A

Mary and Tom Poppendieck

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

In software development Mary and Tom Poppendieck mapped lean manufacturing to these six Lean software development principles.

A

Solution information
Customer Feedback
Expectations
Measuring Progress
Work Focus
Co-located teams.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What are the two goals of Agile Lean?

A

Deliver performance efficiency and effectiveness through free flowing meaningful communication, self-organized teams and commitment to success.

Integrate change control and continuous improvement.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What are the nine Lean Agile benefits?

A

Improved: Quality, Visual Management (transparency of work), employee morale and work environment.
Increased: Efficiency, Total company involvement (increased collaboration and engagement), and ease of management (cross functional teams with well defined work).
Decreased: Errors and space.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

According to Poppendieck et. al, what are the seven Lean Agile Core Principles?

A
  1. Eliminate Waste
  2. Build in Quality
  3. Create Knowledge
  4. Defer Commitment
  5. Deliver Quickly
  6. Respect People
  7. Optimize the whole
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Explain the Lean Agile Principle of “Eliminate Waste”.

A

To ensure that there is little work that has no value, for example:
* building wrong features,
* mismanage the backlog,
* rework,
* knowledge loss, and
* ineffective communication.

To eliminate, allow teams to self-organize.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Explain the Lean Agile Principle of “Build in Quality”.

A

Teams should work iteratively to complete work, validate work and allow for ability to fix issues and then iterate. Examples include:
* automation,
* incremental development, and
* minimizing wait states.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Explain the Lean Agile Principle of “Create Knowledge”.

A
  • Learning is essential, and
  • iterative development helps teams discover what stakeholders really need.

For example through reviews, documentation, knowledge sharing or training.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Explain the Lean Agile Principle of “Defer Commitment”.

A

Flexible architectures that are change tolerant and schedule irreversible decisions to the last possible moment. For example, not planning excessive details in advance, or committing to ideas or projects without a full understanding of business requirements.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Explain the Lean Agile Principle of “Deliver Quickly”.

A

Limiting the work to the team capacity to enable a reliable and repeatable flow of work, not demanding more that what a team is capable of.

For example:
* simple solutions, and
* getting it in front of customers.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Explain the Lean Agile Principle of “Respect People”.

A

Focus on motivating and enabling teams.

Demonstrate by listening attentively, having empathy, allowing responsibility to conduct work. Proactive communication.

21
Q

Explain the Lean Agile Principle of “Optimize the Whole”.

A

Teams need the ability to manage programs of interrelated systems so they can deliver a complete product.

22
Q

What does D.O.W.N.T.I.M.E. stand for

A

D - defects
O - overproduction
W - waiting
N - non-utilized talent
T - transportation
I - inventory
M - motion
E- excess Processing

23
Q

D.O.W.N.T.I.M.E.: Give examples of Defects

A

Products are out of specification, not fit for use or don’t meet client needs, mistakes or errors.

For example: Incorrect or missing info, Incomplete functionality, Errors, failed acceptance test.

24
Q

D.O.W.N.T.I.M.E.: Give examples of Overproduction

A

The act of producing more or faster that what the market demands.

For example:
* making more of a product than can be sold,
* rarely or never used functionality,
* producing reports no-one reads or needs,
* making extra copies, just-in-case, and
* entering repetitive information.

25
Q

D.O.W.N.T.I.M.E.: Give examples of Waiting

A

A period of delay spent while expecting something to happen or ready for something to happen.

For example, attendees late for a meeting, slow system response, delays in receiving information, waiting for approvals.

26
Q

D.O.W.N.T.I.M.E.: Give examples of “Non-utilized Talent”

A

People’s skills, abilities or knowledge is not effectively, appropriately or optimally used.

For example: placing staff in a position below their qualifications, Problem-solving by experts without the input/feedback from the team, poorly trained staff, unbalanced work distribution.

27
Q

D.O.W.N.T.I.M.E.: Give examples of “Transportation”.

A

Impacts of moving people or information, tools or inventory more than necessary to perform a process.

For example, excessive filing, multiple handoffs or approvals, moving product in and out of storage, shuffling between buildings to attend meetings.

28
Q

D.O.W.N.T.I.M.E.: Give examples of “Inventory”.

A

Related to increases in costs by consuming extra space required to maintain excess inventory and the people obligated to handle it.

For example: items waiting to be worked on, customers waiting for service, unused items in a database, obsolete items, excessive supplies.

29
Q

D.O.W.N.T.I.M.E.: Give examples of “Motion”.

A

Deals with people, equipment or information making unnecessary motion due to workspace layout, ergonomic issues, or searching for misplaced items.

For example: Walking to and from office equipment, looking for items without a defined space, searching for files on a computer, not working to a standard method, sorting through materials.

30
Q

D.O.W.N.T.I.M.E.: Give examples of “Excess-Processing”.

A

Having more work, or more components than required.

For example: creating a more complex solution than needed, adding extra details or functionality, human error resulting in extra work, double data entry and duplicated data, performing the same process again instead of “right the first time”.

31
Q

Define Systems thinking

A

All systems are made from interconnected parts. All parts affect the behaviour of another part. The structure of a system determines its behaviour (how the system is organized) and systems are emergent, meaning the behaviour cannot be determined by inspection of it’s parts and structure; it is adaptive, self-organizing and uses feedback loops.

32
Q

Describe the systems thinking mindset.

A

By observing events or data, we can identify patterns of behaviour overtime and surface underlying structures. This will expand the choices available to create more customer valued and long term solutions.

33
Q

Define value stream.

A

A value stream identifies the key value-adding steps supported by systems thinking. It is a sequence of activities required to design, produce and provide a specific good or service along which information, materials and worth flows. It facilitates the visualization of processes that can be broken down into activities and further down into steps.

34
Q

What is the objective of Value Stream Mapping?

A

To identify and remove or reduce “waste” in value streams, thereby increasing the efficiency and value of a given value stream. It improves process by visualizing value adding and non-value adding steps.

35
Q

Define cost of delay

A

Cost of delay is a way of communicating the impact of time on expected value delivery. By minimizing cost of delay, we minimize waste and increase value delivery.

36
Q

Describe the CD3 Score.

A

Using units of cost and time, to calculate the the cost of delay over a given time period. This can be used to prioritize work to minimize the overall cost of delay. So:

CD3 = Cost of delay /duration

37
Q

Define Kanban

A

Kanban is a Japanese term that means visual board or sign board, and it is a means to design, manage and improve flow systems for knowledge work.

38
Q

Provide an overview of a Kanban Board.

A

A Kanban board is a visual workflow tool that consists of multiple columns. Each column, represents a different stage in the workflow process. Columns represent the different processing state where work is pulled from one state to the next state. It is not reset at the beginning of each iteration.

39
Q

What are the six key objectives of a Kanban Board>

A
  1. Making workflow visible.
  2. Limiting work in progress.
  3. Implementing a workflow pull system.
  4. Improving processes by implementing feedback loops.
  5. Supporting and making processes and policies explicit.
  6. Improving collaboratively and evolving experimentally within small and continuous incremental changes.
40
Q

What is Work in Progress?

A

Work in Progress (WIP) is a set of unfinished items being developed or waiting in the backlog which, by definition, produce no value until finished.

A prioritized backlog that focuses on prioritizing the items that can provide the most value can support not having too much work in progress.

41
Q

What are WIP limits?

A

WIP limits restrict the maximum amount of work items in the different stages of the workflow in the Kanban columns.

42
Q

What are the benefits to WIP limits?

A

WiP limits can greatly improve the flow of work to a completed done state by:
- reducing multitasking and distracting task switching.
- Creating a regular flow of work with more delivery predictability.
- Measures real amount of work done at a given time.
- Receive feedback to limit waste due to rework.
- Avoids teams being discouraged by the workload.

43
Q

What is lead time and cycle time?

A

Lead time measures how long work takes to go through the entire process. Cycle time is a subset of lead time measuring how long work takes to go through part of the process for example from dev to test.

44
Q

Why are long cycle times undesirable?

A

There is less opportunity for change, a deterioration of clarity regarding the users needs and there are more opportunities for errors and failures.

45
Q

What is a cumulative flow diagram?

A

A cumulative flow diagram visually depicts work in progress and how greater amounts of work in progress results in increased cycle time.

The stacked area graph displays the number of features (Y-axis) and time in weeks (X-axis) and displays the work that is “to do”, “in progress” and “done”. This helps to understand the number of work items (e.g., features or WIP) and time to complete them or cycle time.

46
Q

Describe Throughput

A

An average amount of work that can get done in a time period.

47
Q

Describe productivity.

A

Represents the rate of efficiency at which the work is done.

48
Q

What is Little’s Law?

A

Little’s law emphasizes the importance to limit WIP to reduce Cycle time and get to done faster.

It delineates and proves the relationship between Cycle time, WIP and Throughput.

Calculation:
Cycle time = WIP / Throughput

Agile Project Management (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions