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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

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2
Q

Agile Benefits (5)

A

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

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3
Q

Agile Declaration of Independence (6 pillars)

A

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

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4
Q

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

A

Time & Cost;
Scope

The opposite is true in traditional

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5
Q

Agile Manifesto Values

A

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

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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
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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
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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)

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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

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10
Q

Product Backlog

A
  • Project requirements from the stakeholders
    -Prioritized by Product Owner
    -Dynamic, ever evolving
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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

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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

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13
Q

Retrospective

A

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

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14
Q

Product Increment/Partial Completed Product

A
  • Customers Demo the product and provides feedback. This feedback adjust the next Sprint priorities
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15
Q

Release

A
  • Several Sprints worth of work directed to operations for possible rollout and testing
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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

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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)

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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

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19
Q

XP Core Values (5)

A

Simplicity
Communication
Feedback
Courage
Respect

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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)

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21
Q

Customer

A

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

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22
Q

Programmers

A

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

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23
Q

Testers

A

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

(XP)

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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)

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25
Q

Iteration Planning

A

AKA Sprint Planning in Scrum
-Conducted at start of every iteration, or every two weeks
- Developers break functionality into tasks and estimate work

(XP)

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26
Q

XP Practices (12)

A

-Planning
-Small Releases
-Customer Tests
-Collective Code Ownership
-Code Standards
-Sustainable Pace
-Metaphors
-Continuous Integration
-TFF
-Pair Programming
-Simple Design
-Refactoring

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27
Q

Test -Driven Development (TDD)

A

-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

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28
Q

Refactoring

A

-Remove redundancy, eliminate unused functionality, and rejuvenate obsolete designs
-Done throughout project
-Keeps code clean and concise

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29
Q

Lean Software Development

A

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

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30
Q

Lean - 7 Domains

A

-Eliminate Waste
-Empower the Team
-Deliver Fast
-Optimize the whole
-Build Quality In
-Defer Decisions
-Amplify learning

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31
Q

7 Wastes of Lean

A
  1. Partially done work
  2. Extra Processes
  3. Extra features
  4. Task switching
  5. Waiting
  6. Motion
  7. Defects
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32
Q

Kanban Development

A

Kanban development is derived from the lean production system used at
Toyota. Visually buckets project status

Japanese for Signboard.

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33
Q

Kanban 5 Core Principles

A

-Visualize Workflow
-Limit WIP
-Manage Flow
-Make process policies explicit
-Improve collaboration

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34
Q

Little’s Law

A

Cycle times are proportional to queue lengths. We can predict completion times based on queue size

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35
Q

Servant Leadership

(does 4 things)

A

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

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36
Q

12 Agile Principles (1-6)

A
  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
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37
Q

12 Agile Principles (7-12)

A
  1. Serve as the central figure in successful
    project team development
  2. team conflict = positive step
  3. Manage with ethics
  4. ethics is not an afterthought
  5. Take time to reflect on the project
  6. think backwards
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38
Q

Value Driven Delivery

A

Projects undertaken to generate business value
-Produce Benefit
-Improve Service
-Market Demand
-Safety Compliance
-Regulatory Compliance

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39
Q

Internal rate of return (IRR)

A

Interest rate you will need to get in today’s money to receive a certain amount of money in the future

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40
Q

Present Value/Net Present value (NPV)

A

Value of future money in today’s terms

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41
Q

Agile Accounting

A

-delivers value as quickly as possible
-uses minimal viable product
-leads to more opportunity for funding

42
Q

Risk Management

A

-Risk is closely related to value
-Considered as anti-value
-Usually has the potential to reduce value with threat

43
Q

Value Prioritization

A

-Core practice in agile planning
-Features are prioritized on the basis of business value, risk and dependencies

44
Q

Simple Scheme Prioritization

A

Buckets items into prio 1, 2, 3. Can be conflicting across a lot of tasks

45
Q

MoSCoW prioritization

A

Must have
Should have
Could have
Would like to have, but not this time

46
Q

Dot Voting or Multi-voting

A

Each person gets a certain number of
dots to distribute to the requirements

47
Q

Monopoly Money

A

Give everyone equal monopoly money
They then distribute the funds to what
they value the most

48
Q

100-point method

A

Each person is given 100 points, They then use that to distribute to individual requirements

49
Q

Kano Analysis

A

Helps to understand the customers
satisfaction
ම Delighters/Exciters
ම Satisfiers
ම Dissatisfiers
ම Indifferent

50
Q

Minimal Viable Product (MVP)

A

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
Q

Why Limit WIP (Work in Progress)?

A

-Represents money spent with no return
-Hides process bottlenecks that slow the
processes
-Represents risk in form of potential risk

52
Q

Cumulative Flow Diagrams (CFD’s)

A

Showcase bottlenecks & theory of constraints

shows work over time

53
Q

Graduated Fixed Price Contract

A

-Buyer / Seller share in risks and rewards
-Different hourly rates based on:
-Finish early, Finish on time, Finish late

54
Q

Fixed Price Work Packages

benefit

A

-Mitigate risks of under/over estimating

55
Q

Gulf of Evaluation

A

What one person describes is often different from how another interprets

56
Q

Agile Chartering

A

-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
Q

Wireframes

A

Clarify what “done” looks like
Validate approach prior to execution

58
Q

Personas

A

-Quick guides or reminders of key stakeholders and interests
-Help team focus on valuable features to users

59
Q

Information Radiators

A

-Things that are highly visible
-Used to display information
-Usually includes charts, graphs and boards

60
Q

Green Zone/Red Zone

A

Red Zone: defensive, threatened, conflict, views others as problem, doesn’t listen

Green Zone: takes responsibility, persuasive, welcomes feedback, excellence > victory

61
Q

Prune the Product Tree

A

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
Q

Speedboat(Sailboat)

A

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
Q

Levels of Active Listening

A

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
Q

Levels of Conflict

A

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
Q

COCOMO

A

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
Q

Generalizing Specialists

A

-members that can do different
tasks
-Members skilled in more than one area
-Share work reduce bottleneck

67
Q

High-Performance Agile Teams

A

-shared vision
-Realistic goals
-Fewer than 12 members
-sense of team identity
-strong leadership

68
Q

Shu-Ha-Ri Model of Skill Mastery

A

Shu- Obey,
Ha – Moving away,
Ri – finding individual paths

69
Q

Dreyfus Model of Adult Skill Acquisition
(5 levels)

A

Novice,
Advanced Beginner,
Competent,
Proficient,
Expert

70
Q

Caves and Common

A

Caves: space team members can retreat to individually
Common: space team members can work as group

71
Q

Burnup Chart

A

Line graph, Shows work that has been done

72
Q

Burndown Chart

A

Line graph, Shows works that remains to be done

73
Q

Velocity Charts

A

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
Q

Adaptive Planning

A

-Ongoing process, proactively updating plan
-Focus on value
-Uncertainty -> replanning
-high rates of change as issues discovered

75
Q

How do Agile planning vary from traditional
planning?

A
  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
Q

Rolling wave planning

A

Form of progressive elaboration
-Planning at multiple points in time as data becomes available

77
Q

Value-Base Analysis

A

Assessing and prioritizing the business
value of work items, and then plan
accordingly.

78
Q

“Coarse-Grained” Requirements

A

-Keep Requirements “coarse” then
progressively refine them
-Helps keeps the overall design
balanced
-Delays decision on implementation
until the last responsible moment

79
Q

Parkinson’s Law

A

Work tends to expand to fill the time given

80
Q

Decomposing Requirements

A

epics -> features -> stories -> tasks

81
Q

User Stories

A

-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
Q

User Story Structure

statement

A

As a <user> , I <want to/need, etc.> goal , So that <value></value></user>

“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
Q

Three C’s of Stories

A

Have users write the stories on index
cards ; used to help conversate

-Cards
-Conversation
-Confirmation

84
Q

User Stories - INVEST

A

Independent
Negotiable
Valuable
Estimatable
Small
Testable

85
Q

Wideband Delphi

A

Group-based estimation approach done by Panel of experts, anonymously

Prevents: bandwagon effect, HIPPO decision making, Groupthink

86
Q

Product Roadmap

A

Shows when features will be delivered
and what is included in each release
Can convert the story map into a
product roadmap

87
Q

Iteration 0

A

-Set the stage for development efforts
-Doesn’t build anything

88
Q

Development Iteration

A

Builds the product increment

89
Q

Iteration H

A

-hardening sprint or release
-Done at the end to clean up codes or producing documentation

90
Q

Architectural spike

A

Period of time dedicated to proof of concept

91
Q

Risk-Based Spike

A

Team investigate to reduce or eliminate risk

92
Q

Cost of Change

A

Increases over time

93
Q

Technical Debt

A

-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
Q

Failure Modes

A
  1. Making mistakes
  2. Preferring to fail conservatively
  3. Inventing rather than researching
  4. Being creatures of habit
  5. Being inconsistent
95
Q

Success Modes

A
  1. Being good at looking around
  2. Being able to learn
  3. Being malleable
  4. Taking pride in work
96
Q

Cycle Time

A

-Measure of how long it takes to get things done
-Closely related to WIP
-part of lead time
-Formula = WIP / Throughput

97
Q

Expected Monetary Value

formula

A

Impact($) x Probability(%)

98
Q

Risk Severity

formula & scale

A

Risk Probability x Risk Impact
Uses a scale of numbers (E.g 1-5)

99
Q

Kaizen

A

-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
Q

Agile Cycle

A

Plan
Develop
Evaluate
Learn

101
Q

Value Stream Map

A

-Optimize the flow of information or
materials to complete a process
-Reduce waste (waiting times) or
unnecessary work

102
Q

Retrospective Stages (5)

A
  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)

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