Agile Project Management

Question 1

Define:

Acceptance Test-Driven Development

Answer 1

A method used to communicate with business customers, developers, and testers before coding begins. Acceptance tests are written first, and then the code is developed to pass the test.

Tests are written with multiple roles to ensure that different perspectives are involved to create robust code, accurate results, and precise test.

Question 2

Define:

Affinity Estimating

Answer 2

This is a user story estimation technique where all stories are estimated by the same types of rules.

In affinity estimating, the product owner, the development team, and the Scrum Master participate.

Question 3

Define:

Agile

Answer 3

A project management approach that focuses on iterative progress, flexibility, collaboration, and customer feedback to deliver value quickly and efficiently. It emphasizes adaptability to change and continuous improvement throughout the project lifecycle.

Question 4

Define:

Agile Adaptation

Answer 4

To adapt the project plan continuously through retrospectives in order to maximize value creation during the planning process.

Question 5

Define:

Agile Charter

Answer 5

This document authorizes the project to exist in the organization. It frames out the high-level goals of the project and acknowledges that change is expected and welcome in the project.

The real value in the Agile charter is in the creation, not in using a standardized template.

Creating the charter from scratch with the project team and key stakeholders builds ownership and buy-in. Ideally, the charter is short, even one page if possible.

Question 6

Define:

Agile Coaching

Answer 6

Guiding and supporting individuals, teams, and organizations in adopting and implementing Agile methodologies.

Agile coaches help teams improve their processes, foster collaboration, and ensure they are delivering value efficiently while embracing continuous improvement and adaptability.

Question 7

Define:

Agile Experimentation

Answer 7

To use the empirical process, observation, and spike introduction while executing a project to influence planning.

Question 8

Define:

Agile Manifesto

Answer 8

A statement that reflects agile philosophy that includes: Individuals and interactions over processes and tools and working software over comprehensive documentation.

This highlights that the Agile approach focus on people, working software, collaboration, and inevitable change, rather than on paperwork.

Question 9

Define:

Agile Manifesto Principles

Answer 9

A document that describes the twelve principles of the Agile Manifesto.

The twelve principles are guiding practices to help support teams with Agile development.

Question 10

Define:

Agile Manifesto: Collocated Team

Answer 10

To have individuals work together daily on a project to implement osmotic communication, focus, and receive instant feedback to achieve a common goal.

Question 11

Define:

Agile Manifesto: Constant Pace

Answer 11

To help team members establish a healthy work-life balance, remain productive, and respond to changes swiftly for progress during a project.

Question 12

Define:

Agile Manifesto: Continuous Attention

Answer 12

To enhance agility and time spent on work requirements in order to retain a well-balanced work environment.

Question 13

Define:

Agile Manifesto: Customer Satisfaction

Answer 13

To satisfy customers through early and continuous delivery of products, to test and receive feedback, to inform customers on progress, and to fulfill the customer’s value by completing priority requirements.

Question 14

Define:

Agile Manifesto: Face-to-Face Conversation

Answer 14

The most efficient and effective way to communicate in order to receive direct feedback and influence osmotic communication.

Question 15

Define:

Agile Manifesto: Frequent Delivery

Answer 15

To deliver software frequently to the customer, allowing for a quicker product release, faster provision of value to the customer and shorter delivery timeframe.

Question 16

Define:

Agile Manifesto: Motivated Individuals

Answer 16

To give individuals the empowerment, environment, support, and trust needed to complete a task successfully.

Question 17

Define:

Agile Manifesto: Regular Reflection

Answer 17

This allows a team to learn how to become more effective, what changes need immediate implementation, and behavior that needs adjustment.

Question 18

Define:

Agile Manifesto: Self-Organization

Answer 18

A team that knows how to complete tasks effectively, has dedication to the project, and is expert on the process and project.

Question 19

Define:

Agile Manifesto: Welcome Changes

Answer 19

To allow quick responses to changes in the external environment, and late in development to maximize the customer’s competitive advantage.

Question 20

Define:

Agile Manifesto: Working Software

Answer 20

Working software enables the measurement of progress, enhance customer satisfaction, and maintain and improve the quality of the software to help support project goals.

Question 21

Define:

Agile Mentoring

Answer 21

To pass on and teach based on experience, knowledge, and skills to other individuals in the team or that work for the organization.

Question 22

Define:

Agile Methodologies

Answer 22

A way to complete a goal effectively and efficiently. Examples of Agile Methodologies include XP, Scrum, and Lean.

Question 23

Define:

Agile Modeling

Answer 23

A workflow depiction of a process or system a team can review before it is turned into code. Stakeholders should understand the model.

Question 24

Define:

Agile Project Management

Answer 24

A flexible approach to project management that relies on iterations of project work to create value in product deliverables for the project customers.

This approach prioritizes requirements throughout the project, and changes can enter the project but have to be prioritized.

Some initial items may get bumped down the requirements list to make room for more important things the stakeholders decide they want.

Question 25

# Define: Agile Smells

Answer 25

Subtle indicators or signs that suggest inefficiencies or potential problems in an Agile process that may need attention or improvement.

Question 26

# Define: Agile Space

Answer 26

A space that allows team members to establish collaboration, communication, transparency, and visibility.

Question 27

# Define: Agile Themes

Answer 27

Themes used to help the team focus on the functions of iteration.

Question 28

# Define: Agile Tooling

Answer 28

Software or tools that support and enhance Agile practices, such as project management, collaboration, and tracking, to help teams deliver projects more efficiently.

Question 29

# Define: Approved Iterations

Answer 29

After the deadline of iteration is reached, the team and stakeholders conduct a meeting for approval. ## Footnote Stakeholders approve the iteration if the backlog used supports the product increment.

Question 30

# Define: Artifact

Answer 30

A process or work output. ## Footnote e.g., documents, code

Question 31

# Define: Atwood’s Duck

Answer 31

Purposefully creating something customers will want removed, called the duck, to satisfy the customers’ desire to persistently change a feature during the product review.

Question 32

# Define: Automated Testing Tools

Answer 32

These tools allow for efficient and strong testing. ## Footnote Examples: Peer Reviews, Periodical Code-Reviews, Refactoring, Unit Tests, Automatic and Manual Testing.

Question 33

# Define: Balanced Matrix Structure

Answer 33

An organization where organizational resources are pooled into one project team, but the functional managers and the project managers share the project power.

Question 34

# Define: Behavior-Driven Development

Answer 34

This approach goes back in time and starts with the user story rather than the code the developers create. It uses the Five Whys approach for each user story. ## Footnote By starting with the user story and questioning all facets of the story, the value of the user story is clearly known to the developers, testers, and customers.

Question 35

# Define: Being Agile

Answer 35

To work in a responsive way to deliver the products or services a customer needs and when they want the products or services.

Question 36

# Define: Bicycle Shedding

Answer 36

Focusing on the bicycle shed materials rather than the construction of the nuclear power plant. The idea is from the law of triviality, where too much time is spent on the trivial, rather than focusing on what’s important.

Question 37

# Define: Burn-Down Chart

Answer 37

A chart used to display progress during and at the end of iteration. ## Footnote “Burning down” means the backlog will lessen throughout the iteration.

Question 38

# Define: Burn-Up Chart

Answer 38

A chart that displays completed functionality. ## Footnote Progress will trend upwards, as stories are completed. Only shows complete functions, it is not accurate at predicting or showing work-in-progress.

Question 39

# Define: Candidate Story

Answer 39

This implies when a person proposes a user story and the value is being considered for project inclusion. ## Footnote These are ideas worth considering but have not yet been fully included in the project requirements.

Question 40

# Define: CARVER

Answer 40

An acronym to measure the goals and mission of the project with each letter meaning: Criticality, Accessibility, Return, Vulnerability, Effect, and Recognizability.

Question 41

# Define: Caves

Answer 41

These are alcoves, tiny offices, or even old phone booths for private conversations, quick meetings, quiet work, or phone calls. ## Footnote They are ideal for quiet concentration and one-on-one conversations.

Question 42

# Define: Caves and Commons

Answer 42

Small nooks (Caves) are used for quiet, focused work by the project team members, such as private conversations, phone calls, and deep thinking. ## Footnote Open workspaces (Commons) are used for face-to-face communication and transparency among the project team.

Question 43

# Define: Ceremony

Answer 43

A meeting conducted during an Agile project that consists of daily stand-up, iteration planning, iteration review, and iteration retrospective.

Question 44

# Define: Charting Performance

Answer 44

This is a quick way to show stakeholders, rather than just tell stakeholders, how things are going in the project. ## Footnote Charts can tell a story, and if you share the story in a public place, you’re making the information transparent, showing honesty on the project performance, and building trust with the project team and the Project stakeholders

Question 45

# Define: Chicken

Answer 45

An individual involved but not committed to an Agile project. ## Footnote The chicken is involved; the pig is committed.

Question 46

# Define: Chief Architect

Answer 46

This is an Feature-Driven Development (FDD) role that designs and models the system and leads planning with other developers.

Question 47

# Define: Chief Programmer

Answer 47

In an Feature-Driven Development (FDD) environment, this role assists the chief architect and development manager and may lead smaller development teams within the project.

Question 48

# Define: Class Owner

Answer 48

This Feature-Driven Development (FDD) role works with the chief programmer and designs, codes, and tests the features of the system.

Question 49

# Define: Coach

Answer 49

A team role that keeps the team focused on learning and the process. ## Footnote The coach isn’t the same as a project manager, but does help coordinate activities among the project and ensures everyone is following the rules and contributing.

Question 50

# List: Coding in XP Project

Answer 50

- A customer role should be available for input. - Establish standards for all coding. - Unit tests are written first. - Programmers utilize paired programming. - Code is frequently integrated, but by only one programming pair at a time. - An integration server is required for project. - All code is collectively owned, and any programmer can review or edit code.

Question 51

# Define: Collective Code Ownership

Answer 51

The entire team together is responsible for 100% of the code.

Question 52

# Define: Collocation

Answer 52

The entire team is physically present, working in one room.

Question 53

# Define: Commitment Point

Answer 53

This is the visualization of work and the intended launch schedule in Kanban.

Question 54

# List: Common PMO Types

Answer 54

* Supportive * Controlling * Directive ## Footnote The Supportive PMO plays a consultancy role, providing project artifacts and best practices. The Controlling PMO dictates what management Methodologies the PM is required to use, tools, and governance frameworks. The Directive PMO manages the project directly. The Project Manager is a part of the PMO.

Question 55

# Define: Commons

Answer 55

The main part of the team space, where everyone works and operates.

Question 56

# Define: Communication Formula

Answer 56

N(N-1)/2, where N represents the number of stakeholders. ## Footnote This is a good example of how larger projects must communicate openly and frequently.

Question 57

# Define: Constitution

Answer 57

Agile team rules define how the team will work together, the collaboration needed in the project, and the team members’ behavior expectations. ## Footnote Some charters may include a code of conduct for the project team or just a general guide to treating each other with respect.

Question 58

# Define: Continuous Improvement

Answer 58

To ensure that self-assessment and process improvement occurs frequently to improve the product.

Question 59

# Define: Continuous Integration

Answer 59

This means that each developer refactors their contribution to the code and openly shares their improvement with others.

Question 60

# Define: Crystal

Answer 60

Agile project management family of practices that are color coded to reflect their risk to human life, size of the project team, and risk within the project.

Question 61

# Define: Crystal Agile Methodologies

Answer 61

Crystal approaches to Agile project management are a family of practices that are color coded to reflect their risk to human life, size of the project team, and risk within the project. ## Footnote For example, a large healthcare software project that directly affects a patient could be coded as Crystal Sapphire or Crystal Diamond, while a software project to find restaurants in your neighborhood could be coded as Crystal Clear.

Question 62

# Define: Crystal Clear

Answer 62

From the Crystal project management approach and used with eight or fewer team members.

Question 63

# Define: Crystal Family

Answer 63

An adaptable approach that focuses on interaction between people and processes, that consists of families that vary based on team size, system criticality, and project priorities.

Question 64

# Define: Crystal Orange

Answer 64

From the Crystal project management approach and used with 20 to 50 team members.

Question 65

# Define: Crystal Red

Answer 65

From the Crystal project management approach and used with 50 to 100 team members.

Question 66

# Define: Crystal Yellow

Answer 66

From the Crystal project management approach and used with 10 to 20 team members.

Question 67

# Define: Cultural Norms

Answer 67

These are norms that describe the culture and the styles of an organization. ## Footnote Cultural norms, such as work ethics, hours, view of authority, and shared values, can affect how the project is managed.

Question 68

# Define: Cumulative Flow Diagram

Answer 68

A chart that displays feature backlog, work-in-progress, and completed features. ## Footnote A cumulative flow diagram can seem overwhelming at first glance, but it’s a simple stack diagram showing the number of tasks in each Kanban column.

Question 69

# Define: Customer

Answer 69

The end-user who determines and emphasizes business values.

Question 70

# Define: Cycle Time

Answer 70

The time needed to complete a feature (user story). ## Footnote The cycle time is the actual work time to create the feature the customer has requested.

Question 71

# Define: Daily Scrum

Answer 71

This is a 15-minute meeting in which each team member describes what they have accomplished since yesterday, what they are working on today, and whether they’ve encountered any impediments. ## Footnote The team usually stands up during the meeting, so sometimes it’s called the daily standup.

Question 72

# Define: Decide as Late as Possible

Answer 72

To postpone decisions to determine possibilities and make the decision when the most amount of knowledge is available.

Question 73

# Define: DEEP

Answer 73

The qualities of a product backlog which include: detailed, estimatable, emergent, and prioritized.

Question 74

# Define: Defect Cycle Time

Answer 74

This is the amount of time between when a defect was discovered and when it was fixed. ## Footnote The longer the defect time, typically the more expensive the defect. The reason why is that when you have an exceptionally long defect time, your team is continuing to develop code.

Question 75

# Define: Defect Rate

Answer 75

This is the amount of escaped defects that make it to production. It is the frequency of defects. ## Footnote If, over time, your defect rate is climbing rather than decreasing or even stabilizing, this is a big problem, and it’ll take time and an in-depth look at the entire process from coding to testing.

Question 76

# Define: Delivery Points

Answer 76

These are the requirements needed before the work item can be released to the customer as illustrated by the Kanban Workflow.

Question 77

# List: Designing an XP Project

Answer 77

- Keep things simple. - Create a system metaphor to quickly explain the project. - Class, responsibilities, and collaboration (CRC) cards help design the system. - Spike iterations are used to address risks. - Don’t add features and functions until they are requested. - Refactor, which means cleaning up the code, happens throughout the project.

Question 78

# Define: Development Manager

Answer 78

This is an FDD role that oversees the daily activity and coaches the development team.

Question 79

# Define: Development Team

Answer 79

This comprises of the cross-functional group of people who are building the product. ## Footnote They are responsible for building, testing, and creating the potentially shippable product.

Question 80

# Define: Devil’s Advocate

Answer 80

This scrum role helps the team think through issues and possible outcomes their decisions may have on the project.

Question 81

# Define: Domain Expert

Answer 81

This is a businessperson, like the product owner role in scrum. This person understands the customers’ needs and what they value in a Feature-Driven Development (FDD) project.

Question 82

# Define: Doomsayer

Answer 82

The doomsayer communicates frequently about the conditions of events that could threaten the project’s success. ## Footnote The doomsayer monitors risk, poor results, and issues with the project. The role’s objective is to be honest and transparent about the health of the project.

Question 83

# Define: Dot Voting

Answer 83

A system of voting where people receive a certain number of dots to vote on the options provided.

Question 84

# Define: Dreyfus Model of Adult Skill Acquisition

Answer 84

This model describes the five stages people move through as they perfect a skill.

Question 85

# Define: Driver

Answer 85

This is a key member of the XP project team in charge of coding. ## Footnote The driver and navigator switch roles every 1.5 to 3 hours.

Question 86

# Define: Dynamic Systems Development Model (DSDM)

Answer 86

A model that provides a comprehensive foundation for planning, managing, executing, and scaling Agile and iterative software development projects based on nine principles that involve business needs/value, active user involvement, empowered teams, frequent delivery, integrated testing, and stakeholder collaboration. ## Footnote This helps prevent scope creep and ensures value for the customer.

Question 87

# List: Eight Characteristics of a High-Performance Team

Answer 87

- self-organizing - empowered - believes they can solve any problem - believes success is the only option - responsible - trusts one another - consensus driven - can agree to disagree with respect

Question 88

# List: Eight Principles of Dynamic Systems Development Model | (DSDM)

Answer 88

- Focus on the business need - Deliver the work on time - Collaborate - Quality cannot be compromised - Build incrementally - Develop iteratively - Communicate continuously, directly, and clearly - Demonstrate control

Question 89

# List: Eight Steps of Lean Problem Solving

Answer 89

- Identify the problem. - Break down the problem. - Establish targets. - Perform root-cause analysis. - Define responses. - Implement countermeasures. - Confirm and test. - Standardize the solution.

Question 90

# Define: Empirical Process Control Theory

Answer 90

This tells us that knowledge of work comes from experience. The theory of scrum is based on this theory. ## Footnote This is simply saying that good code, good art, and good products generally are created based on what we’ve done in the past.

Question 91

# Define: Enterprise Environmental Factors | (EEFs)

Answer 91

Conditions that affect how the project manager may manage the project. ## Footnote These factors will affect your project, influence your decisions, and even direct how you’re allowed to do the project work. They can come from within your organization, such as a policy, or they can come from outside of the organization, such as a law or regulation.

Question 92

# Define: Escaped Defects

Answer 92

This is any problem that go out to the customer along with the increment. ## Footnote When any defect is found, it goes back into the product backlog of what needs to be fixed so you can create a new increment in a new sprint. This process helps keep risk to a minimum.

Question 93

# Define: Exploratory Testing

Answer 93

To inquire how software works with the use of test subjects using the software and asking questions about the software. ## Footnote Exploratory testing is a thinking activity where the tester has to think like the user, experiment with different parts of the system, and play a “what-if” role when testing the solution. Exploratory testing relies on the tester to investigate the solution and discover problems—like a real user would do—with the software.

Question 94

# Define: Extreme Persona

Answer 94

A team-manufactured persona that exaggerates to induce requirements a standard persona may miss.

Question 95

# Define: eXtreme Programming | (XP)

Answer 95

A methodology in Agile with one-week iterations and paired development. ## Footnote XP aims for quality software and a quality of life for the development team. When you think of XP, think of pair programming, in which all code is developed by a pair of programmers—two people, sitting together at the same machine.

Question 96

# Define: Face-to-Face Communication

Answer 96

This is the most effective method to communicate in an Agile project. It has the advantage of nonverbal clues, feedback, and clarity, and we lose the time gap you can have in e-mail approaches. ## Footnote Everyone has experienced the delay of waiting for a response to an e-mail. In Agile, it’s best to get a face-to face conversation going to get the information quickly and without ambiguity.

Question 97

# Define: FDD Chief Architect

Answer 97

Designs and models the system and leads planning with other developers.

Question 98

# Define: FDD Chief Programmer

Answer 98

Assists the chief architect and development manager and may lead smaller development teams within the project.

Question 99

# Define: FDD Class Owner

Answer 99

Works with the chief programmer and designs, codes, and tests the features of the system.

Question 100

# Define: FDD Development Manager

Answer 100

Oversees the daily activity and coaches the development team.

Question 101

# Define: FDD Domain Expert

Answer 101

A businessperson, like the product owner role in scrum. This person understands the customers’ needs and what they value.

Question 102

# List: FDD Five Step Approach to Project Management

Answer 102

- Develop the overall model. - Build a features list. - Plan by feature. - Design by feature. - Build by feature.

Question 103

# Define: FDD Project Manager

Answer 103

Oversees the project as a typical project manager.

Question 104

# Define: Feature

Answer 104

A group of stories that deliver value to the customers.

Question 105

# Define: Feature-Driven Development | (FDD)

Answer 105

A comprehensive model and list of features included in the system before the design work begins. ## Footnote FDD, unlike any other agile approach, skips meetings and utilizes documentation for communication. While this can appear challenging for communication, it’s actually ideal when the project team is large, there are multiple developers that aren’t collocated, and you need a history of documented communication.

Question 106

# Define: Finish Tasks One by One

Answer 106

Tasks must be finished in all iterations to meet the 'Definition of Done' requirements as a way to track progress and allow frequent delivery.

Question 107

# List: Five Approaches to Collaboration in Agile

Answer 107

- Accept the scenario. - Avoid the scenario. - Ameliorate the scenario. - Cover up the problem. - Resolve the problem.

Question 108

# List: Five Components of Dreyfus Model of Adult Skill Acquisition

Answer 108

- Novice - Advanced beginner - Competent - Proficient - Expert

Question 109

# List: Five Components of Exploratory Testing

Answer 109

- Establish classification of software bugs. - Write a test charter. - Define the timebox. - Review the results. - Debrief the team.

Question 110

# List: Five Elements of a Product Vision Statement

Answer 110

- Unambiguous definition of the project. - Clear and simple language. - Alignment with the organization’s value. - Realistic expectations of the project. - Short and direct.

Question 111

# List: Five Levels of Conflict among Stakeholders

Answer 111

- Problem - Disagreement - Contest - Crusade - World war

Question 112

# List: Five Principles of eXtreme Programming | (XP)

Answer 112

* Communication * Simplicity * Feedback * Courage * Respect

Question 113

# List: Five Principles of Lean Product Development

Answer 113

- Define what value means to the customer. - Reduce waste and identify the value stream. - Create flow in the process. - Empower the team. - Learn and improve during the project.

Question 114

# List: Five Steps of Acceptance Test-Driven Development

Answer 114

- Collaborate to write a single unit test. - Run the test, which will fail. - Write the simplest code to pass the test. - Refactor, which is to clean up the code, and continue to pass the test. - Run accumulating unit tests as the project moves forward.

Question 115

# Define: Five Whys

Answer 115

The root causes analysis technique that asks WHY five times. The problem is looked into deeper each time WHY is asked. ## Footnote Toyota developed this technique.

Question 116

# Define: Fixed Time Box

Answer 116

Assigned tasks prioritized for completion based on an estimated number of days. ## Footnote Top priorities are usually completed first.

Question 117

# Define: Four Concepts of Shared Understanding

Answer 117

- Simple Design - System Metaphor - Collective Code Ownership - Coding Standard

Question 118

# List: Four Quadrants of Emotional Intelligence

Answer 118

- Self Management - Self Awareness - Relationship Management - Social Awareness

Question 119

# Define: Functional Structure

Answer 119

An organization divided into functions, with each employee having one clear functional manager. ## Footnote Each department acts independently of the other departments. A project manager in this structure has little to no power and may be called a project coordinator. They do complete projects, but these projects are specific to the function of the department that the project falls into. For example, the IT department could implement new software for the finance department.

Question 120

# Define: Gold Owner

Answer 120

The one who pays for the XP project and is often the project sponsor in an organization.

Question 121

# Define: Governance Framework

Answer 121

This describes the rules, policies, and procedures that people within an organization abide by. Governance framework addresses the organization, but also addresses portfolios, programs, and projects. Regarding portfolios, programs, and projects, the governance framework addresses alignment with organizational vision, risk management, performance factors, and communication. ## Footnote This can be created by the project manager, or the governance framework can be established by the project management office, the department the project is operating within, or the organization itself.

Question 122

# Define: Green Zone

Answer 122

This Agile stakeholder engagement concept represents stakeholders who take responsibility, aren’t defensive when mistakes are pointed out, and do not feel threatened. ## Footnote As a project manager in the green zone, you are looking for both short-term and long-term solutions, but also considering other people’s points of view and avoiding the command and control that’s more likely in a predictive environment. Team members and customers also welcome feedback and understand that conflict is natural. Conflicts among stakeholders in the green zone mean that people don’t get angry but speak calmly and directly about issues.

Question 123

# Define: Grooming

Answer 123

To clean up the product backlog by removal, disaggregation, or estimation of items.

Question 124

# Define: Hierarchical Organizational Chart

Answer 124

A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.

Question 125

# Define: Hybrid Agile Approaches

Answer 125

They are homegrown approaches that enable an organization to build a customized approach to project management. ## Footnote It can include waterfall methodologies, such as detailed planning up front, and implement Scrum practices thereafter.

Question 126

# Define: Hybrid Structure

Answer 126

An organization that creates a blend of functional, matrix, and project-oriented structures.

Question 127

# Define: Increment

Answer 127

A completed and functional portion of the product backlog that may, or may not be, released to the customers. Increments can be released at the end of iteration, after several iterations, or at the end of the project.

Question 128

# Define: Incremental Delivery

Answer 128

Functionality conveyed in small phases.

Question 129

# Define: Incremental Project Releases

Answer 129

To build upon the prior release of a goal, outcome, or product, not all requirements are met, but after all releases, the requirements will be met.

Question 130

# Define: Information Radiator

Answer 130

Artifacts used to maintain transparency of project status to team members and stakeholders.

Question 131

# Define: Information Refrigerator

Answer 131

Information that is not transparent or useful to the team and stakeholders.

Question 132

# Define: Innovation Games

Answer 132

Practice used to induce requirements from product owners and stakeholders.

Question 133

# Define: Interaction

Answer 133

Face-to-face communication.

Question 134

# Define: Intraspectives

Answer 134

To inspect within, during a meeting with the Agile team to review practices, usually when a problem or issue occurs.

Question 135

# Define: INVEST

Answer 135

The benefits of good user stories: Independent, Negotiable, Valuable, Estimatable, Small, and Testable.

Question 136

# List: INVEST Approach to Writing User Stories

Answer 136

- Independent - Negotiable - Value - Estimable - Small - Testable ## Footnote **Independent** - This can be prioritized in any order in the product backlog. **Negotiable** - The team and product owner can make tradeoffs for cost and function. **Value** - The value of the user story action is apparent. **Estimable** - The required effort to create the function can be estimated. **Small** - It should be able to be completed in one iteration. **Testable** - The results can be tested for completion and accuracy.

Question 137

# Define: Iteration

Answer 137

Work cycle; Scrum uses 2-4 weeks, XP uses 1 week.

Question 138

# Define: Iteration 0

Answer 138

Iteration to complete tasks before the development work occurs, for technical and architectural spikes and to gather requirements into the backlog.

Question 139

# Define: Iteration Backlog

Answer 139

Work to complete in a particular iteration.

Question 140

# Define: Iteration H

Answer 140

Iteration used to prepare the launch of software.

Question 141

# Define: Iteration Retrospective

Answer 141

A meeting used in Scrum to discuss ways to improve after work is completed.

Question 142

# Define: Kaizen

Answer 142

Based on Japanese management philosophy, to continue improvement through small releases. ## Footnote The philosophy asserts that small changes over time add up to big results. It is utilized in Lean to implement small changes for consistent improvement and reducing waste.

Question 143

# Define: Kanban

Answer 143

This method visualizes project work on a board, allowing the team to track progress and pull tasks through the workflow. ## Footnote Kanban aims to be transparent and to limit the WIP and is a pull system as work is pulled from the left into the workflow on the right. As new work items are needed, they are added to the “to-do” column in the board. Any team member who is available and competent can start a work task, and the task flows through the system and is documented on the Kanban board.

Question 144

# Define: Kanban Board

Answer 144

A visual tool that displays workflow stages, helping the team track and manage work-in-progress. ## Footnote It shows the flow of work through the system so you can visualize where the team is in the process, how the team delivers work, what work exists, and any limits to the work in progress (WIP).

Question 145

# Define: Lagging Metrics

Answer 145

These are measurements on things that have already happened. ## Footnote Based on lagging metrics, we can explore leading metrics, where we are trying to predict what will happen. From lagging metrics we can play what if games to try to predict performance, problems, or risk.

Question 146

# Define: Last Responsible Moment

Answer 146

To make decisions as late as possible in order to preserve all possible options.

Question 147

# Define: Law of Triviality

Answer 147

From Parkinson’s spoof on management, the time spent on any item of the agenda will be in inverse proportion to the sum of money involved.

Question 148

# Define: Leading Metrics

Answer 148

Metrics used to predict future trends in the project.

Question 149

# Define: Lean

Answer 149

Originally used in manufacturing environments, Lean has been adapted to IT environments. Lean teams work through three phases—building, measuring, and learning—to keep work results aligned with customer expectations. Lean aims to reduce waste and boost productivity.

Question 150

# Define: Lean Methodology

Answer 150

To eliminate waste, an Agile method derived from manufacturing.

Question 151

# Define: Lean Practices

Answer 151

A management approach that is all about reducing waste and boosting productivity. ## Footnote Lean prioritizes work based on customer feedback, but it adds the principles of reducing waste and keeping things simple. The teams work through three phases, building, measuring, and learning; to keep work results aligned with customer expectations.

Question 152

# Define: Lean Product Development

Answer 152

The goal in this product development approach is to get the product right the first time through smaller iterations, prototypes, and open communication with the customers. ## Footnote Lean means less: less resources in the project, less work in progress, less money, and less time.

Question 153

# Define: Lean Software Development | (LSD)

Answer 153

This methodology focuses on the 'Value Stream' to deliver value to customers. The goal is to eliminate waste by focusing on valuable features of a system and to deliver the value in small batches. ## Footnote Principles of Lean include: elimination of waste, amplify learning, to decide late as possible, deliver as fast as possible, empowerment of the team, to build in integrity, and to see the whole.

Question 154

# Define: Low-Tech and High-Touch

Answer 154

Solutions that are easy to use and don’t rely on complex technology or require special skills. ## Footnote Examples include whiteboards, sticky notes, and posters. These solutions eliminate the learning curve associated with more technical options for an Agile team.

Question 155

# Define: Management Horizon

Answer 155

This is the breakeven point of when the solution created by the project equates to the cost of the project.

Question 156

# Define: Metaphor

Answer 156

To explain how a project will be completed successfully to stakeholders by use of real-world examples of systems and components.

Question 157

# Define: Minimal Marketing Feature | (MMF)

Answer 157

The smallest feature of a product that provides value to the end-user.

Question 158

# Define: Minimal Viable Product | (MVP)

Answer 158

A product with only the essential features delivered to early adopters to receive feedback.

Question 159

# Define: Multidivisional Structure

Answer 159

Describe organizations that have duplication of efforts within the organization, but not within each department or division of the organization. ## Footnote The project manager has little authority in this structure, and the functional manager controls the project budget.

Question 160

# Define: Navigator

Answer 160

This is the second programmer in XP that helps catch mistakes, offers improvements, and helps the programmer however is needed. ## Footnote The driver and navigator switch roles every 1.5 to 3 hours.

Question 161

# Define: Negotiable

Answer 161

Anything opened to discussion.

Question 162

# List: Nine Kanban Principles

Answer 162

* Transparency * Balance * Collaboration * Customer focus * Flow * Leadership * Understanding * Agreement * Respect

Question 163

# Define: Organic or Simple Structure

Answer 163

Describes a loosely organized business or organization. ## Footnote There likely are not big formal departments and people work alongside one another regardless of roles and titles. The project manager likely has little control over the project resources and may not be called a project manager.

Question 164

# Define: Organizational Knowledge Repositories

Answer 164

Databases, files, and historical information that can be used to help better plan and manage projects. This is an organizational process asset that is created internally to your organization through the ongoing work of operations and other projects. ## Footnote Examples are: - Project files from past projects - Metrics on data, processes, projects, and products - Issue and defect databases - Lessons learned knowledge repositories - Financial databases from past projects - Configuration management databases for versioning hardware and software, standards, policies, procedures, and project documentation.

Question 165

# Define: Organizational Process Assets | (OPAs)

Answer 165

Organizational processes, policies, procedures, and items from a corporate knowledge base that can be re-used as assets in future projects. ## Footnote Organizational process assets are grouped into two categories to consider: processes, policies, and procedures; and organizational knowledge bases.

Question 166

# List: Organizational Structures

Answer 166

- Organic or simple - Functional (centralized) - Multidivisional - Weak matrix - Balanced matrix - Strong matrix - Project-oriented - Virtual - Hybrid - Project management office (PMO)

Question 167

# Define: Organizational System

Answer 167

A system can create things by working with multiple components that the individual components could not create if they worked alone. The structure of the organization and the governance framework creates constraints that affect how the project manager makes decisions within the project. ## Footnote This system directly affects how the project manager utilizes her power, influence, leadership, and even political capital, to get things done in the environment.

Question 168

# Define: Pair Programming

Answer 168

When developers work together in XP Practice. ## Footnote In this approach, one person writes code while the other person does continuous code review; the pair will switch roles from time to time.

Question 169

# Define: Parallel Development

Answer 169

This is a concept in software development in which two different teams work in unison to develop the code.

Question 170

# Define: Parking Lot

Answer 170

A storage place for ideas that distract from the main goal during a meeting.

Question 171

# Define: Parkinson’s Law of Triviality

Answer 171

This Parkinson's law states that, time spent on any item of the agenda will be in inverse proportion to the sum of money involved.

Question 172

# Define: Pig

Answer 172

A committed individual impacted by the outcome.

Question 173

# Define: Planning Game

Answer 173

To prioritize work and estimate effort required by creation of a release plan in XP. ## Footnote The game now has a goal, rules, and playing pieces. Playing pieces are the user stories and the game's goal is to put as many user stories into production within the game's life. The players in the game are the developers and the customers, who work together to define the user stories and then get the most important user stories out to production.

Question 174

# Define: Pre-Mortem

Answer 174

Team members asked to define reasons of a project’s failure and to identify causes of failure missed in previous analyses. ## Footnote This occurs as the project is in motion, before the project ends

Question 175

# Define: Predictive Project Management

Answer 175

A traditional project management approach that plans and predicts everything that is to occur within the project. ## Footnote The project team and stakeholders work together to define the requirements and create a plan, changes to the project scope are resisted; because any change in scope can skew the entire project.

Question 176

# Define: Prerequisites to Complete Agile EVM

Answer 176

- Actual cost of the release - Estimated product backlog - Product release plan - Assumed velocity

Question 177

# Define: Process-Level Activities

Answer 177

These are the predefined activities in scrum that people new to Agile may wrestle with: sprint planning, the daily scrum, sprint reviews, and sprint retrospectives.

Question 178

# Define: Product Backlog

Answer 178

The known features for a project. ## Footnote A scrum document that lists all of the known requirements for the project, often called user stories. It is simply a big list, or queue, of everything the project could include, depending on how much time and money are available. It is a list of requirements that the product owner, an ambassador for the business people, will prioritize with the development team.

Question 179

# Define: Product Increment

Answer 179

This is a product in usable form that can be released (but doesn’t have to be) to the customer or to the organization. ## Footnote It is the culmination of the work that the team has completed in the past four weeks (or another chosen duration) of the sprint. Feedback is often expected from the customer after the release of each increment.

Question 180

# Define: Product Owner

Answer 180

A scrum team role that is responsible for building, prioritizing, and maintaining the product backlog. ## Footnote The product owner is responsible for the project’s return on investment.

Question 181

# Define: Product Vision Statement

Answer 181

A statement that defines the purpose and value of the product.

Question 182

# Define: Productivity

Answer 182

The effectiveness of production, usually measured with output per unit of input.

Question 183

# Define: Programmer

Answer 183

The role of a team member that writes the code, a role used in XP. ## Footnote Programmers also derive the tasks needed to complete user stories and works on unit testing in the project.

Question 184

# Define: Project Cycle Time

Answer 184

This is the cycle time for the whole project. It’s the total amount of time the team requires to get to the Definition of Done.

Question 185

# Define: Project-Oriented Structure

Answer 185

An organization that assigns a project team to one project for the duration of the project life cycle. The project manager has high-to-almost-complete project power.

Question 186

# Define: Quarterly Cycle

Answer 186

A timed release in an XP project.

Question 187

# Define: Red Zone

Answer 187

This Agile stakeholder engagement concept represents stakeholders who blames others and acts defensively rather than owning mistakes. ## Footnote People feel threatened, hold grudges, and resort to blame, shame, and accusations. Red zone stakeholders often have binary thinking, meaning it’s X or Y or it’s right or wrong, rather than utilizing critical thinking and seeing the problem and solution from a different perspective.

Question 188

# Define: Red-Green-Refactor

Answer 188

This is a refactoring term that translates to; Red means that the code has failed the test. Green means the code has been adjusted to pass the test.

Question 189

# Define: Relationship Management

Answer 189

This is an outward-facing component of emotional intelligence, meaning it is how one interacts with other people and their emotions. ## Footnote Individuals have the ability to influence people, develop people, and inspire others through leadership.

Question 190

# Define: Release

Answer 190

Iteration outcomes delivered to customers (end-users).

Question 191

# Define: Release Burndown Chart

Answer 191

This chart is used to illustrate the timing of the product releases and the likelihood of meeting promised dates in the release plan. ## Footnote The release burndown chart maps out the total story points, expected work hours, or effort on the y-axis. The number of expected sprints in the project is on the x-axis.

Question 192

# Define: Release Plan

Answer 192

A document that describes the timeline of a product release.

Question 193

# Define: Rewards and Recognition System

Answer 193

A part of team development in which the project manager has the authority to reward the project team for work performed.

Question 194

# Define: Risk-Adjusted Backlog

Answer 194

A product backlog adjusted to help balance the risk and value factors of product. ## Footnote Risky items are bubbled to the top of the product backlog to take them on sooner rather than later. By taking it on earlier in the project, the risk doesn’t wreck much work, and the overall threat to the project success is lowered.

Question 195

# Define: Scrum

Answer 195

A popular agile methodology.

Question 196

# Define: Scrum Master

Answer 196

The leader that helps the team to follow Scrum methodology.

Question 197

# Define: Scrum of Scrums

Answer 197

Meetings used to organize large projects with scrum masters from different teams.

Question 198

# Define: Scrum Team

Answer 198

A work team that includes the product owner, the scrum master, and the development team. ## Footnote The typical project management activities are divided among these three roles in a scrum project.

Question 199

# List: Scrum Timebox

Answer 199

- Sprint planning - Daily scrum - Sprint review - Sprint retrospective ## Footnote **Sprint planning** - up to eight hours for a four-week sprint **Daily scrum** - 15 minutes maximum **Sprint review** - up to four hours for a four-week sprint **Sprint retrospective** - up to three hours for a four-week sprint

Question 200

# Define: Self Awareness

Answer 200

This is an inward-facing component of emotional intelligence in which individuals have an understanding of how their behavior affects others. ## Footnote Self-awareness requires an honest assessment of one’s emotions and an understanding of how emotions affect others.

Question 201

# Define: Self-Directing Team

Answer 201

This team has the capability to make their own decisions, empowerment, mutual accountability, and collective ownership of a project, which leads them to be more productive and efficient.

Question 202

# Define: Self-Management

Answer 202

Individuals have self-control, are conscientious of others, can adapt their behavior to the situation, and have some level of drive, ambition, and motivation to accomplish. This is an inward-facing component of emotional intelligence.

Question 203

# Define: Servant Leadership

Answer 203

The leader puts others first and focuses on the needs of the people he serves. ## Footnote Servant leaders provide opportunity for growth, education, autonomy within the project, and the well-being of others. The primary focus of servant leadership is service to others. You get rid of impediments. You get the team the things that they need to move forward. You serve as a shield against distractions and interruptions for the team.

Question 204

# List: Seven Lean Principles

Answer 204

* Eliminate waste * Build quality * Create knowledge * Defer commitment * Deliver fast * Respect people * Optimize the whole

Question 205

# List: Seven Wastes of Lean for Software Projects

Answer 205

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

Question 206

# Define: Shared Understanding

Answer 206

This describes the rules of the XP approach for the organization and what the team will create.

Question 207

# Define: Shu-Ha-Ri Model

Answer 207

Originated in Japan as a way to understand learning and mastery, focusing on the process of following rules, moving beyond the rules, and ultimately finding an individual path. ## Footnote Shu means the person starts by following the rules and best practices. Ha means the guidelines are mastered, and there’s more flexibility surrounding the rules. Ri means the person has mastered the practice and can transcend the rules and best practice.

Question 208

# Define: Sizing Points

Answer 208

They are a representation of the size of the individual requirements that are used to provide a sense of how many requirements can be accomplished in the next sprint. ## Footnote For example, requirements may be sized as extra-large, large, medium, and small.

Question 209

# Define: Slack

Answer 209

This is created in XP by adding some low-level requirements that can be dropped from the weekly cycle if the schedule gets tight. ## Footnote If things are going smoothly, the low-level requirements can be added into the weekly cycle without creating a burden for the project team.

Question 210

# Define: Social Awareness

Answer 210

This outward-facing quadrant describes the empathy one feels toward other people. ## Footnote Understanding the organizational context, the situation, and the protocol to behave in a working environment is social awareness.

Question 211

# Define: Social Skills

Answer 211

This emotional intelligence quadrant includes the ability to influence people, develop others, inspirational leadership, and teamwork. This is an outward-facing component of emotional intelligence, meaning it is how you interact with other people and their emotions.

Question 212

# Define: Software Development Life Cycle | (SDLC)

Answer 212

A structured process used by software developers to design, develop, test, and deploy software, ensuring quality and efficiency throughout each stage.

Question 213

# Define: Special Cause

Answer 213

A cause that occurs once because of special reasons.

Question 214

# Define: Special Causes of Variance

Answer 214

These are anything unusual that causes a problem. ## Footnote For example, the power went out for an afternoon, and the business had to close.

Question 215

# Define: Spike

Answer 215

An experiment that helps a team answer a particular question and determine future actions.

Question 216

# Define: Sprint

Answer 216

A consistent iteration that lasts from one week to one month in order to measure velocity in scrum. ## Footnote They help the development team optimize the predictability of what’s coming, but they’re also used to control risk. Sprints are predetermined in duration at the launch of the project, usually ranging from one to four weeks duration.

Question 217

# Define: Sprint Backlog

Answer 217

The selected user stories from the product backlog that are to be created in a sprint.

Question 218

# Define: Sprint Plan

Answer 218

A document that explains sprint goals, tasks, and requirements and how the tasks will reach completion.

Question 219

# Define: Sprint Planning Duration

Answer 219

The sprint planning meeting, at the start of each sprint, should last up to eight hours for a four-week sprint. Shorter sprints will have shorter planning sessions.

Question 220

# Define: Sprint Planning Meeting

Answer 220

A scrum meeting where the development team determines the amount of work that can be accomplished in the sprint based on the prioritized items in the backlog, the duration of the sprint, the complexity of the work, and the size of prioritized requirements.

Question 221

# Define: Sprint Retrospective

Answer 221

A team-member meeting that occurs after each sprint to evaluate the product and process to improve efficiency and effectiveness. ## Footnote This is intended to be a forum to discuss what did and didn’t work in the project so far, and how the team can improve on any issues. It’s also where the team can discuss the product owner’s feedback from the last iteration and make plans to incorporate those comments and suggestions into the next iteration of the project.

Question 222

# Define: Sprint Review

Answer 222

A meeting that occurs after each sprint to show the product or process to stakeholders for approval and to receive feedback. ## Footnote This is where the team demonstrates their accomplishments from the past four weeks. The participants of the sprint review determine whether the “definition of done”. This definition is often defined by the participants at the beginning of the process. Any incomplete items are returned to the product backlog for possible selection for the next sprint.

Question 223

# Define: Sprint Review Duration

Answer 223

The sprint review, which is a product demo of what’s been completed in the iteration, should last up to four hours for a four-week sprint. Shorter sprints will have shorter sprint review sessions.

Question 224

# Define: Sprint Review Meeting

Answer 224

This is a four-hour meeting for a four-week sprint, where the developers review what’s been completed in the sprint. ## Footnote Only completed items are demonstrated in the sprint review; if the item doesn’t meet the Definition of Done, the item is returned to the product owner for prioritization in the product backlog.

Question 225

# List: Steps for Managing the XP Project

Answer 225

- Collocated teams work in an open workspace. - Establish a sustainable pace of work. - Each day begins with a 15-minute standup meeting (all participants stand). - Project velocity is frequently measured. - Team members are trained in other roles. - Retrospectives help fix problems in XP.

Question 226

# List: Steps for Planning the XP Project

Answer 226

- User stories are written. - A release schedule is created. - Plans for frequent, small releases are developed. - A project is segmented into iterations. - Each iteration begins with an iteration planning session.

Question 227

# Define: Story Card

Answer 227

An index card that displays the user story.

Question 228

# Define: Story Map

Answer 228

A prioritization tool that backlogged stories made smaller and organized by user functionality.

Question 229

# Define: Story Point

Answer 229

A unit of measurement to estimate the difficulty of a user story. ## Footnote A story point is just a way to size the stories we are about to take on, from large to small. This does not mean assigned story points reflect prioritization, but only reflects how big the user stories are.

Question 230

# Define: Strong Matrix Structure

Answer 230

An organization where organizational resources are pooled into one project team, but the functional managers have less project power than the project manager. ## Footnote Project managers in a strong matrix have the following attributes: - A higher level of authority. - Management of a part-time to nearly full-time project team. - Have a full-time role as a project manager. - Have a full-time administrative staff to help expedite the project.

Question 231

# Define: Swarming

Answer 231

When the team collaborates to focus on a single user story. ## Footnote Similar to crashing a project task; it's when many people come together to get the work done.

Question 232

# Define: Swim Lane

Answer 232

This is a risk that occurs in parallel development when the teams don't work in sync with clear boundaries. ## Footnote Redundancy of effort creeps in, and developers begin writing code that conflicts with what other teams are doing. Transparency, collective code ownership, and good communication are needed to avert this risk.

Question 233

# Define: Tabaka’s Model

Answer 233

A model originated in Japan to describe a team with values that include self-organization, empowered to make decisions, belief in vision and success, a committed team, trust, participatory decision making, consensus-driven, and constructive disagreement.

Question 234

# Define: Team Facilitator

Answer 234

The scrum master, coach, team lead, facilitator, or other title that acts as a servant leader to the team, ensures that everyone is following the rules, and teaches others about the Agile approach.

Question 235

# Define: Team Space

Answer 235

An area for team members to collocate, usually a physical location, in some cases a virtual location is created.

Question 236

# Define: Technical Debt

Answer 236

Technical decisions a team chooses to not implement currently, but must do so or face difficulty in the future.

Question 237

# Define: Ten Minute Build

Answer 237

A ten-minute build in XP encourages the team to create an automated build approach, test frequently, and follow continuous integration. ## Footnote This means the system that compiles all the code and to run all the tests can complete the compilation and testing within a ten-minute timeframe.

Question 238

# Define: Test-Driven Development | (TDD)

Answer 238

A written acceptance test for a module with the code built to pass the tests in order to ensure correct performance.

Question 239

# Define: Test-First Programming

Answer 239

This is an XP Practice in which developers create an automated test of the code, which will initially fail because all the code has not been created yet.

Question 240

# Define: Tester

Answer 240

Explains acceptance test to the customers then consistently measures the product against the test and records results for the team. (XP Role) ## Footnote The XP tester runs functional tests on the code the programmers have created. Functional tests are also called integration tests and are more robust than the unit tests the programmers do. The tester role will also document the test results.

Question 241

# Define: Testing in Agile

Answer 241

This is to verify the code created works to satisfy the expectations of the user story and that the code created does not break anything else in the system.

Question 242

# List: Testing in XP Project

Answer 242

- Unit tests are required for all code. - All code must pass the unit test before release. - Bugs in the code require new tests to be created. - Acceptance testing is required, and results are tracked and shared.

Question 243

# Define: The Product Roadmap

Answer 243

This is a map of how the project should move from start to finish with intermittent deliverables to the stakeholders. ## Footnote It’s an ideal document of how the team will get from the start to the end. It answers what the conditions must be met to allow the product owner to do a release, what the components of a release are, and the result of the project.

Question 244

# Define: Theme

Answer 244

A group of stories, iteration, or release’s idea determined by the customer and the team agrees with the idea.

Question 245

# List: Three Cs Approach to Writing User Stories

Answer 245

* Card: A brief description of the user story. (Physical or digital) * Conversation: Discussion to clarify details and expectations. * Confirmation: Customer confirms the user story has been completed.

Question 246

# Define: Tracker

Answer 246

A role in XP that measures the team’s progress, and communicates the measurements to the team. ## Footnote If things aren’t going as expected, the person will work to make certain assignments are going to plan. The tracker also meets with programmers, the coach, and the customer to report on project progress.

Question 247

# Define: Transparency

Answer 247

To show everyone’s involvement and progress to the entire team. ## Footnote Share information clearly and openly, and use plain language

Question 248

# Define: Triangulation

Answer 248

This is the practice of making project decisions based on what you already know from prior experience. It uses at least two points to predict how to get to the third point. ## Footnote For example, you know a tree is 120 yards from where you’re standing, so a statue a bit to the left and behind the tree could be approximately 150 yards. Therefore, you, the tree, and the statue form a little triangle.

Question 249

# Define: Triple Constraints of Project Management

Answer 249

Also known as the Iron Triangle of Project Management. This theory posits that time, cost, and scope are three constraints that affect every project.

Question 250

# Define: Unit Testing

Answer 250

These tests are used for continuous feedback to achieve quality improvement and assurance.

Question 251

# Define: User Stories

Answer 251

A scrum component that is a requirement for the project. It is a story of a role utilizing some functionality to get value from the functionality. ## Footnote User stories follow a formula of role, function, and value. For example, “As a (role), I want (function), so I can realize (value)” User stories are the items in the product backlog, they are a small chunk of functionality, and they generally take up to 40 hours to create. User stories are written on sticky notes or index cards and are sometimes called story cards.

Question 252

# Define: Value Stream Mapping

Answer 252

A tool used to analyze a chain of processes with the desired outcome of eliminating waste. ## Footnote Value stream mapping aims to get rid of the bureaucracy, red tape, and unnecessary processes that clog the value steam and get in the way of the customer getting the solution as efficiently as possible.

Question 253

# Define: Value-Based Prioritization

Answer 253

To allow the product owner or customer to determine which function to implement first based on the value it delivers.

Question 254

# Define: Value-Driven Delivery

Answer 254

To realize the values needed to deliver a project.

Question 255

# Define: Virtual Organization

Answer 255

Uses a network structure to communicate and interact with other groups and departments. ## Footnote A point of contact exists for each department and these department point of contact receive and send all messages for the department.

Question 256

# Define: Virtual Structure

Answer 256

This structure uses a network structure to communicate and interact with other groups and departments. A point of contact exists for each department and they receive and send all messages for the department. ## Footnote The project manager in a virtual organization has low authority over the project team and shares authority over the project budget with the functional manager. The project manager could have part-time or even full-time administrative staff to help with the project management.

Question 257

# Define: Virtual Team

Answer 257

A geographically distributed group that does not meet physically.

Question 258

# Define: Vision Statement

Answer 258

Describes the goals and why the project exists. The vision statement is a simple document that keeps the purpose of the project and the value the project brings in the forefront. It is a quick definition about what the project will create for the organization or the end users of the product.

Question 259

# Define: Visual Signal

Answer 259

In Kanban, each work item is written on a card or sticky note, and it visually signals where that work item is in the workflow.

Question 260

# Define: War Room

Answer 260

A space where the team can work and collaborate effectively.

Question 261

# Define: Weak Matrix Structure

Answer 261

An organization where organizational resources are pooled into one project team, but the functional managers have more project power than the project manager. ## Footnote Project managers in weak matrix organizations have the following attributes: * Limited authority * Management of a part-time project team * Part-time project role * May be known as a project coordinator, project expeditor, project administrator, or team leader * May have part-time administrative staff to help expedite the project

Question 262

# Define: Wide-Band Delphi Estimating

Answer 262

An estimation technique for user stories. ## Footnote The product owner presents user stories & discusses challenges. Each story’s estimates plotted, and then the team comes to an agreement on the range of points.

Question 263

# Define: WIP Limits

Answer 263

To limit work-in-progress so a team can do the following: maintain focus on completing work, maintaining quality, and delivering value.

Question 264

# Define: Work-in-Progress | (WIP)

Answer 264

The allowed amount of work items that may enter a workflow. ## Footnote Often used in Kanban environments to restrict how many work items can reasonably enter a system to avoid overloading the team or creating bottlenecks.

Question 265

# Define: Workflow

Answer 265

A series of phases or stages the team has agreed to execute for a project.

Question 266

# Define: XP Coach

Answer 266

Coaches the team members on the XP approach, keeps things moving, oversees the work of the project, and helps implement process improvements because of team feedback.

Question 267

# Define: XP Customer or Product Owner

Answer 267

Represents the business values and is responsible for writing user stories, prioritizing the requirements, and helping programmers understand the value of user stories.

Question 268

# Define: XP Doomsayer

Answer 268

Monitors risk, poor results, and issues with the project. The doom-sayer communicates frequently about the conditions of events that could threaten the project’s success. The role’s objective is to be honest and transparent about the health of the project.

Question 269

# Define: XP Gold Owner

Answer 269

The person who pays for the project and is often the project sponsor in an organization.

Question 270

# Define: XP Manager

Answer 270

The manager is responsible for communicating status to the project customer, schedules meetings for release planning, and often serves as the doomsayer and tracker roles. ## Footnote The XP manager is responsible for delivering the project as promised.

Question 271

# Define: XP Programmer

Answer 271

Programs the code to satisfy the requirements of the customer. Programmers also derive the tasks needed to complete user stories and works on unit testing in the project.

Question 272

# Define: XP Tester

Answer 272

Runs functional tests on the code the programmers have created. The tester role will also document the test results.

Question 273

# Define: XP Tracker

Answer 273

Has some project management duties to track the work assignments to confirm things are “on track” in the project. The tracker also meets with programmers, the coach, and the customer to report on project progress.