Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

PMP Study Guide 2024 > Agile Principles & Mindset > Flashcards

Agile Principles & Mindset Flashcards

1
Q

Agile Project Management

A

-Umbrella term that is used to refer to
different types of iterative development
-Developed for software projects, but can be used in all project types
-Scrum = most common type

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

Agile Benefits (5)

A

-Customers involved throughout
-Customer interaction w/ stakeholders
-Constant feedback
-Greater value upfront
-Change welcomed

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

Agile Declaration of Independence (6 pillars)

A

-increase ROI
-deliver reliable results
-expect uncertainty
-unleash creativity + innovation
-boost performance
-improve effectiveness + reliability

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

In agile _____ & ______ are fixed ; while _____ is variable.

A

Time & Cost;
Scope

The opposite is true in traditional

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

Agile Manifesto Values

A

-Individuals & interactions > Process & Tools
-Working Software > Documentation
-Customer Collaboration > Contract Negotiation
-Responding to Change > Following a plan

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

Agile Guiding Principles (1-6)

A
  1. Satisfy customer early & continuously
  2. Welcome change
  3. Deliver frequently
  4. Work together daily
  5. Build around motivated individuals
  6. Utilize face-to-face convos
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Agile Guiding Principles (7-12)

A
  1. Working software = measure of progress
  2. Sustainable pace & workload
  3. Continuous attention to good & tech design
  4. simplicity is key
  5. best results from self-organizing teams
  6. Regularly adjusts and adapts
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Product Owner

A

Designated person that represents the customer on the project
-Owns Product vision
-Defines features, decides on release date and content
-Responsible for market success
-Prioritizes features according to market value
-Can change features and priorities every Sprint
(scrum)

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

Scrum Master

A

Agile PM; manages the project
(scrum)
-facilitates process
-focuses team
-looks for ways to enhance productivity
-assists product owner in leveraging Scrum

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

Product Backlog

A
  • Project requirements from the stakeholders
    -Prioritized by Product Owner
    -Dynamic, ever evolving
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Sprint Backlog

A

-Work the team selects from Product Backlog to get done in the next sprint
-Accompanied by sprint plan to achieve outlined goals
Output of Sprint Planning Meeting

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

Sprint Review

A

An inspection done at the end of the sprint by the customers. Team demonstrates work that was completed during the sprint

time boxed: 1 hr per week of sprint

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

Retrospective

A

Meeting done to determine what went wrong during the sprint and what when right. Lesson learned for the sprint.

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

Product Increment/Partial Completed Product

A
  • Customers Demo the product and provides feedback. This feedback adjust the next Sprint priorities
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Release

A
  • Several Sprints worth of work directed to operations for possible rollout and testing
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Scrum

A

-Agile methodology; set of team guidance practices, roles, events, artifacts, and rules
-Based on three pillars of Transparency, Inspection, and Adaptation

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

Development Team

A

-Small group containing all necessary project skills
-Focuses on steady delivery of high quality
features
-Generates options for delivery
-Manages own work within Sprints
(scrum)

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

Extreme Programming (XP)

A

-Software development centric agile method
-Focuses on software development good practices
-Scrum at the project management level focuses on
prioritizing work and getting feedback

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

XP Core Values (5)

A

Simplicity
Communication
Feedback
Courage
Respect

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

Coach

A

Acts as a mentor, guiding the process and helping the team stay on track. Is a facilitator helping the team become effective.

AKA the PM/ScrumMaster
(XP)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Customer

A

Business representative who provides the requirements, priorities, and drives the business direction for the project.
(XP)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Programmers

A

Developers who build the product. Writes the codes.
(XP)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Testers

A

Helps the customer define and write the acceptance tests for the user stories.

(XP)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Release Planning

A

-Push of new functionality all the way to the production user
-Customer outlines the functionality required
-Developers estimate difficult build
(XP)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Iteration Planning
AKA Sprint Planning in Scrum -Conducted at start of every iteration, or every two weeks - Developers break functionality into tasks and estimate work (XP)
26
XP Practices (12)
-Planning -Small Releases -Customer Tests -Collective Code Ownership -Code Standards -Sustainable Pace -Metaphors -Continuous Integration -TFF -Pair Programming -Simple Design -Refactoring
27
Test -Driven Development (TDD)
-The team writes tests prior to developing the new code. -If the tests are working correctly, the initial code that is entered will fail the tests -The code will pass the test once it is written correctly
28
Refactoring
-Remove redundancy, eliminate unused functionality, and rejuvenate obsolete designs -Done throughout project -Keeps code clean and concise
29
Lean Software Development
Lean was started by Toyota as manufacturing method that was applied to software development. Principles: -Visual Management Tools -Identifying customer-defined value -Building in learning & continuous improvement
30
Lean - 7 Domains
-Eliminate Waste -Empower the Team -Deliver Fast -Optimize the whole -Build Quality In -Defer Decisions -Amplify learning
31
7 Wastes of Lean
1. Partially done work 2. Extra Processes 3. Extra features 4. Task switching 5. Waiting 6. Motion 7. Defects
32
Kanban Development
Kanban development is derived from the lean production system used at Toyota. Visually buckets project status Japanese for Signboard.
33
Kanban 5 Core Principles
-Visualize Workflow -Limit WIP -Manage Flow -Make process policies explicit -Improve collaboration
34
Little's Law
Cycle times are proportional to queue lengths. We can predict completion times based on queue size
35
Servant Leadership | (does 4 things)
Leader provides what the team needs 1. Shield team from interruptions 2. Remove impediments to progress 3. (Re)Communicate project vision 4. Carry food and water
36
12 Agile Principles (1-6)
1. Learn the team members needs 2. Learn the project requirements 3. Act for the welfare of the team & the project 4. Create an environment of functional accountability 5. Have a vision of the completed project 6. Use the project vision to drive your own behavior
37
12 Agile Principles (7-12)
7. Serve as the central figure in successful project team development 8. team conflict = positive step 9. Manage with ethics 10. ethics is not an afterthought 11. Take time to reflect on the project 12. think backwards
38
Value Driven Delivery
Projects undertaken to generate business value -Produce Benefit -Improve Service -Market Demand -Safety Compliance -Regulatory Compliance
39
Internal rate of return (IRR)
Interest rate you will need to get in today’s money to receive a certain amount of money in the future
40
Present Value/Net Present value (NPV)
Value of future money in today’s terms
41
Agile Accounting
-delivers value as quickly as possible -uses minimal viable product -leads to more opportunity for funding
42
Risk Management
-Risk is closely related to value -Considered as anti-value -Usually has the potential to reduce value with threat
43
Value Prioritization
-Core practice in agile planning -Features are prioritized on the basis of business value, risk and dependencies
44
Simple Scheme Prioritization
Buckets items into prio 1, 2, 3. Can be conflicting across a lot of tasks
45
MoSCoW prioritization
Must have Should have Could have Would like to have, but not this time
46
Dot Voting or Multi-voting
Each person gets a certain number of dots to distribute to the requirements
47
Monopoly Money
Give everyone equal monopoly money They then distribute the funds to what they value the most
48
100-point method
Each person is given 100 points, They then use that to distribute to individual requirements
49
Kano Analysis
Helps to understand the customers satisfaction ම Delighters/Exciters ම Satisfiers ම Dissatisfiers ම Indifferent
50
Minimal Viable Product (MVP)
Refers to a set of functionality that is complete to be useful, but small enough not to be an entire project (ie module in a software)
51
Why Limit WIP (Work in Progress)?
-Represents money spent with no return -Hides process bottlenecks that slow the processes -Represents risk in form of potential risk
52
Cumulative Flow Diagrams (CFD’s)
Showcase bottlenecks & theory of constraints | shows work over time
53
Graduated Fixed Price Contract
-Buyer / Seller share in risks and rewards -Different hourly rates based on: -Finish early, Finish on time, Finish late
54
Fixed Price Work Packages | benefit
-Mitigate risks of under/over estimating
55
Gulf of Evaluation
What one person describes is often different from how another interprets
56
Agile Chartering
-High-level (uses the W5H) -Agreement -Authority to proceed -Focuses on how project will be conducted -Allows for flexibility and ability to deal with change -Project specific processes outlined -May use project Tweet
57
Wireframes
Clarify what “done” looks like Validate approach prior to execution
58
Personas
-Quick guides or reminders of key stakeholders and interests -Help team focus on valuable features to users
59
Information Radiators
-Things that are highly visible -Used to display information -Usually includes charts, graphs and boards
60
Green Zone/Red Zone
Red Zone: defensive, threatened, conflict, views others as problem, doesn't listen Green Zone: takes responsibility, persuasive, welcomes feedback, excellence > victory
61
Prune the Product Tree
Sticky notes w/ product features put on a tree visual -Features that are depending on other features would be higher up the tree -Lets everyone understand the priorities of development
62
Speedboat(Sailboat)
On a boat visual, Ask them to use sticky notes to show what can make the boat move (wind) and what can stop it (anchors)
63
Levels of Active Listening
Level 1: Internal – how is it going to affect me Level 2: Focused – put ourselves in the mind of the speaker Level 3: Global – builds on level with body language
64
Levels of Conflict
Level 1: Problem to solve – sharing info Level 2: Disagreement – Personal Protection Level 3: Contest – Must win Level 4: Crusade – Protecting one’s group Level 5: World War – Must destroy the other
65
COCOMO
Constructive Cost Model -Determine correlation between project input variables and final cost to use to estimate future projects -People factors has a score of 33 (11x > tools and processes)
66
Generalizing Specialists
-members that can do different tasks -Members skilled in more than one area -Share work reduce bottleneck
67
High-Performance Agile Teams
-shared vision -Realistic goals -Fewer than 12 members -sense of team identity -strong leadership
68
Shu-Ha-Ri Model of Skill Mastery
Shu- Obey, Ha – Moving away, Ri – finding individual paths
69
Dreyfus Model of Adult Skill Acquisition (5 levels)
Novice, Advanced Beginner, Competent, Proficient, Expert
70
Caves and Common
Caves: space team members can retreat to individually Common: space team members can work as group
71
Burnup Chart
Line graph, Shows work that has been done
72
Burndown Chart
Line graph, Shows works that remains to be done
73
Velocity Charts
Bar + Line graph, Shows how the team is performing. Output at each time parameter (iteration, wk, day, etc) Use avg velocity to identify how long it will take to do X amount of work
74
Adaptive Planning
-Ongoing process, proactively updating plan -Focus on value -Uncertainty -> replanning -high rates of change as issues discovered
75
How do Agile planning vary from traditional planning?
1. Trial and demonstration uncover true requirements, which then require replanning 2. less upfront effort, done more throughout the project 3. Midcourse adjustments are the norm
76
Rolling wave planning
Form of progressive elaboration -Planning at multiple points in time as data becomes available
77
Value-Base Analysis
Assessing and prioritizing the business value of work items, and then plan accordingly.
78
“Coarse-Grained” Requirements
-Keep Requirements “coarse” then progressively refine them -Helps keeps the overall design balanced -Delays decision on implementation until the last responsible moment
79
Parkinson’s Law
Work tends to expand to fill the time given
80
Decomposing Requirements
epics -> features -> stories -> tasks
81
User Stories
-Business functionality within a feature that involves 1-3 days of work. -Agreement between customers & dev team -every requirement is a user story & every story has value
82
User Story Structure | statement
As a , I goal , So that “As an payroll clerk, I want to be able to view a report of all payroll taxes, so that I can pay them on time”
83
Three C’s of Stories
Have users write the stories on index cards ; used to help conversate -Cards -Conversation -Confirmation
84
User Stories - INVEST
Independent Negotiable Valuable Estimatable Small Testable
85
Wideband Delphi
Group-based estimation approach done by Panel of experts, anonymously Prevents: bandwagon effect, HIPPO decision making, Groupthink
86
Product Roadmap
Shows when features will be delivered and what is included in each release Can convert the story map into a product roadmap
87
Iteration 0
-Set the stage for development efforts -Doesn’t build anything
88
Development Iteration
Builds the product increment
89
Iteration H
-hardening sprint or release -Done at the end to clean up codes or producing documentation
90
Architectural spike
Period of time dedicated to proof of concept
91
Risk-Based Spike
Team investigate to reduce or eliminate risk
92
Cost of Change
Increases over time
93
Technical Debt
-Backlog of work caused by not doing regular cleanup -If not done will lead the increase cost of development and make it harder to implement changes -Refactoring is the solution
94
Failure Modes
1. Making mistakes 2. Preferring to fail conservatively 3. Inventing rather than researching 4. Being creatures of habit 5. Being inconsistent
95
Success Modes
1. Being good at looking around 2. Being able to learn 3. Being malleable 4. Taking pride in work
96
Cycle Time
-Measure of how long it takes to get things done -Closely related to WIP -part of lead time -Formula = WIP / Throughput
97
Expected Monetary Value | formula
Impact($) x Probability(%)
98
Risk Severity | formula & scale
Risk Probability x Risk Impact Uses a scale of numbers (E.g 1-5)
99
Kaizen
-Japanese process of continuous improvement -Focus on the team to implement small incremental improvement -Usually follows the Plan-Do-Check-Act (PDCA) cycle by Edwards Deming
100
Agile Cycle
Plan Develop Evaluate Learn
101
Value Stream Map
-Optimize the flow of information or materials to complete a process -Reduce waste (waiting times) or unnecessary work
102
Retrospective Stages (5)
1. Set Stage – 6 Minutes 2. Gather Data – 40 Minutes 3. Generate Insights – 25 Minutes 4. Decide What to Do – 20 Minutes 5. Close Retrospective – 20 Minutes

PMP Study Guide 2024 (10 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions