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Interesting Deck > Agile Principles and Mindset > Flashcards

Agile Principles and Mindset Flashcards

1
Q

Describe a defined process.

Describe an empirical process.

Which of these would benefit most from an agile approach?

A

“In a defined process, we can define upfront the steps that need to be done and the best way to do them.

In an empirical process, there is much uncertainty in both the risks and possible solutions. We have to follow a process of experiment and adaptation to determine what works, surface issues, and incrementally build on small successes.

Empirical processes would benefit most from an agile approach.

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2
Q

What is the difference between “being agile” and “doing agile”

Which one is the correct way to adopt agile practices?

A
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3
Q

What is the agile triangle and what does it show?

A

An upside-down reversal of the traditional triangle of constraints that depicts how agile teams allow scope to vary within fixed parameters of cost and time

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4
Q

List the four values outlined in the Agile Manifesto.

A
  1. Individuals and interactions over processes and tools
  2. Working software over comprehensive documentation
  3. Customer collaboration over contract negotiation
  4. Responding to change over following a plan
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5
Q

List the 12 values outlined in the Agile Manifesto.

A
  1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
  2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
  3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
  4. Business people and developers must work together daily throughout the project.
  5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
  6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
  7. Working software is the primary measure of progress.
  8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely
  9. Continuous attention to technical excellence and good design enhances agility.
  10. Simplicity the art of maximizing the amount of work not done- is essential.
  11. The best architectures, requirements, and designs emerge from self-organizing teams.
  12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
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6
Q

List seven agile methodologies.

A

• Scrum
• Extreme Programming (XP)
• Lean software development
• Kanban development
• Feature-Driven Development (FDD)
• Dynamic Systems Development
Method (DSDM)
• Crystal

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7
Q

What are the three pillars of Scrum?

A

• Transparency
• Inspection
• Adaptation

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8
Q

What is a sprint?

What is the generic agile term for a sprint?

A

A sprint is a timeboxed (time-limited) iteration of one month or less in which the team builds a product increment a potentially releasable portion of the product they are building.

The Scrum term “sprint” is equivalent to the generic agile term “iteration.”

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9
Q

What is the sequence of activities within each sprint?

A
  1. Sprint planning meeting
  2. Development period that includes daily scrums
  3. Sprint review meeting
  4. Sprint retrospective meeting
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10
Q

How does the sequence of activities in a Scrum sprint differ in generic agile?

A

In generic agile, only the names of the activities are different:
• Iteration planning meeting
• Development period that includes daily stand-ups
• Iteration review meeting
• Iteration retrospective meeting

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11
Q

What are the three roles of the participants on a Scrum team?

A

• Development team
• ScrumMaster
• Product owner

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12
Q

On a Scrum team, what is the development team responsible for?

How do the members of a Scrum team share responsibility for the work?

A

• Building the product increments
• Organizing their own work
Scrum teams include all the skills needed to complete an increment of the product.

Teams are cross-functional, so each team member can perform multiple tasks needed to complete the work.

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13
Q

On a Scrum team, what is the product owner responsible for?

A

• Maximizing the value of the product
• Managing the product backlog
• Prioritizing the product backlog
• Making sure the business and the team have a shared understanding of the project vision and goals

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14
Q

On a Scrum team, what is the ScrumMaster responsible for?

A

• Ensuring that Scrum practices are understood and used effectivelv
• Acting as a servant leader to the development team
• Removing impediments to the team’s progress
• Helping the product owner manage the backlog
• Communicating the project vision to the team

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15
Q

List the four planned opportunities for
Inspection and Adaptation within the Scrum framework.

A

• Sprint planning meetings
• Daily scrums
• Sprint reviews
• Sprint retrospectives

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16
Q

List the five defined activities in the Scrum process.

What are two older terms for the Scrum “activities”?

A

• Product backlog refinement
• Sprint planning meetings
• Daily scrums
• Sprint reviews
• Sprint retrospectives

Scrum activities have also been called
“events” or “ceremonies.”

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17
Q

What happens in the “backlog refinement” activity?

What is another term for “backlog refinement”?

A

Everyone involved in the project gathers to update the backlog items, add more detail to them, and refine the estimates.

Grooming the backlog.

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18
Q

What happens in a sprint planning meeting?

A

Everyone gathers to determine what will be delivered in the upcoming sprint and how that work will be achieved:
• The product owner presents the updated backlog.
• The group discusses the backlog items to ensure the have a shared understanding.
• The development team defines the sprint goal and how they will deliver it.

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19
Q

What three questions are answered in a daily scrum?

Who answers these questions, and who are they speaking to?

A
  1. What have I done since the last daily scrum?
  2. What do I plan to do today?
  3. Are there any impediments to my progress?

The team members who are doing the work answer the three questions, speaking to each other in order to synchronize their work and keep each other informed about their progress toward the sprint goal.

20
Q

Explain the term “scrum of scrums.”
What is its purpose?

A

If there are multiple Scrum teams working on the same project, they may use “scrum of scrums” meetings to coordinate their work. In these meetings, a representative from each team reports their progress to the representatives of the other teams, similar to a daily scrum.

21
Q

What is a scrum of scrums of scrums?

A

A “scrum of scrum of scrums” is a third-level scrum in which a representative from each scrum of scrums attends to coordinate the work across a larger set of teams.

22
Q

What happens in a sprint review meeting?

A

The team demos the product increment they built in the sprint to the product owner.

The product owner inspects the work to see whether it is acceptable deciding if it is “done” or explaining what is missing.

The team and the product owner discuss the remaining items in the product backlog, update the backlog, and decide what to work on next.

23
Q

What happens in a sprint retrospective?

A

The members of the development team gather lessons learned and look for opportunities for improvement in anything that occurred during the sprint (including people, process, and product).
They explore what went well, look for opportunities for improvement, and decide what changes to implement in the next sprint.

24
Q

List the three Scrum artifacts.

A

• Product increment
• Product backlog
• Sprint backlog

25
Q

What tells the team when they are done building the product increment?

A

The shared definition of done that was agreed upon by the team and the product owner in the sprint planning meeting

26
Q

What differentiates Extreme Programming (XP) from other agile methodologies?

A

The XP methodology focuses on software development best practices.

27
Q

What are the five core values of XP?

A

• Simplicity
• Communication
• Feedback
• Courage
• Respect

28
Q

What are iterations as defined in XP

A

Short (usually one- or two-week) iterative development cycles, during which developers work in pairs to write code

29
Q

What are the XP team roles?

A

• Coach
• Customer
• Programmers
• Testers

30
Q

What are the thirteen core practices of XP?

A

• Whole team
• Metaphor
• Planning games
• Continuous integration
• Small releases
• Test-driven development
• Customer tests
• Refactoring
• Collective code ownership
• Pair programming
• Code standards
• Simple design
• Sustainable pace

31
Q

What is the “whole team” practice of XP?

A

The idea that all the participants (team roles) in an XP project sit together in the same location, working together as members of a single team

32
Q

Describe a release, as defined in the XP core practices.

A

A push of new functionality all the way to the production user

33
Q

Describe a release, as defined in the XP core practices.

A

A push of new functionality all the way to the production user

34
Q

What is pair programming, as defined in XP, and what are some of its benefits?

A

Code is written by two developers working as a pair. While one person writes the code, the other one reviews the code as it is being written, and the two change roles frequently.
• Saves time because issues can be caught right away
• Produces better code because the two coders will have a larger knowledge base
• Helps distribute knowledge about the system throughout the team

35
Q

What differentiates lean product development from other agile methodologies?

A

This methodology is based on a set of manufacturing principles that are closely aligned with agile values and have been applied to software development and other kinds of knowledge work.

36
Q

List the seven core concepts of lean.

A

• Eliminate waste
• Empower the team
• Deliver fast
• Optimize the whole
• Build quality in
• Defer decisions
• Amplify learning

37
Q

What are the seven wastes of lean?

A

• Partially done work
• Extra processes
• Extra features
• Task switching
• Waiting
• Motion
• Defects

38
Q

What are the five principles of Kanban?

A

• Visualize the workflow
• Limit WIP
• Manage flow
• Make process policies explicit
• Improve collaboratively

39
Q

What is Kanban’s pull system? Explain how it works.

A

Kanban teams use the “pull system” to move work through the development process, rather than planning their work in timeboxed iterations.

When an item of work completes a given stage of the process, this triggers a “pull” for the team to bring another item of work into that stage.
This continuously pulls work from the left side of the Kanban board to the right side.

40
Q

What are WIP limits and where are they recorded?

A

A WIP limit is a cap on the number of work items that can be in a given stage of the development process.
These numbers are recorded on the team’s Kanban board in the top row of the column for each stage of development.

41
Q

What relationship does Little’s Law prove mathematically?

Explain what this means in practice.

A

The duration of a work queue (how long it will take to complete the work) is proportional to its size (how much work is in progress).
When a team limits their WIP they will get their work done faster.

42
Q

Explain the difference between management and leadership.

Which of these approaches is favored by agile leaders?

A

• Management is concerned with the mechanics of tasks, control, and speed.
• Leadership focuses on people and purpose and emphasizes empowerment, effectiveness, and doing the right things.

Agile leaders use a combination of both approaches to amplify team productivity.

43
Q

What is servant leadership?

A

A model of leadership that redefines the leader’s role in relation to the team based on the recognition that it is the team members who actually get the work done and achieve the business value

44
Q

List the four primary duties of a servant leader

A

• Shield the team from interruptions.
• Remove impediments to progress.
• Communicate and recommunicate the project vision.
• Carry food and water (i.e., provide training, encouragement, and support).

45
Q

What leadership practices can help an agile leader create a productive project environment?

A

• Modeling desired behavior
• Communicating the project vision
• Enabling stakeholders to act
• Being willing to challenge the status quo

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