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Agile Project Mgmt Methodology > Agile Project Mgmt > Flashcards

Agile Project Mgmt Flashcards

1
Q

What is Agile PM?

A

AGILE is a time boxed, iterative approach that builds to project delivery from the onset rather than delivering everything all at once at the end.

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2
Q

Waterfall Model

A

Linear sequential life cycle model. Each phase must complete before next can begin. Tollgate check at end of each phase. No overlap between phases. Used

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3
Q

Weaknesses of Waterfall

A
  1. Serialized, sequential process- 1 phase must complete before next can begin
  2. Planning far in advance-product may not match market needs by the time it is finally delivered.
  3. Lack of visibility - team may not realize they are behind schedule.
  4. Project timeline - planned at the start. If 1 phase is delayed it impacts all downstream phases.
  5. Static requirements - requirements cannot be changed in middle or end of dev, even though they are wrong 60% of the time.
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4
Q

Strengths of AGILE

A
  1. Serialized process - iterative approach, small increments
  2. Planning - plan based on what we know now & leave room to adjust plan as we know more.
  3. Lack of visibility - teams have constant focus on progress of project
  4. Timeline - Hard timeline that allows dev effort to get customer feedback throughout the project.
  5. Static requirements - scope is never closed. Continual reevaluation of priorities by business
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5
Q

AGILE framework

A

PMBOK - Initiate, Plan, Execute, Control, Close

Agile Project Mgmt (APM) - Envision, Speculate, Explore, Adapt, Close

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6
Q

Envision

A

Create high level project vision, scope, team. Defines beginning of project, kick-off , constraints. Clarity of scope and elevator statement or production vision box. Project vision statement, project data sheet

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7
Q

Speculate

A

Create high level project roadmap scope and translate into backlog requirements, releases, sprints

  1. Vision translated into desired features
  2. Each feature broken into stories
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8
Q

Explore

A

Team begins work on creating & delivering new features based on release
and sprint backlogs. Release and iteration plans.begin delivery

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9
Q

Adapt

A

Incorporate feedback on features delivered into project roadmap, team performance
Product functionality - Product Owner
Product Quality -from tech team perspective
Team Performance -
Project Status -

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10
Q

Close

A

When project delivered or customer has had enough. Features delivered are finalized. Celebrate closures

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11
Q

AGILE framework Umbrella includes

A 
SCRUM (50%)
Lean - Value based
Kanban - AGILE with WIP cap 
Feature Driven Development (FDD)
Extreme PROGRAMMING (XP)
Dynamic Sytems Development Model (DSDM)
Crystal
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12
Q

Lean

A

Maximize customer value by

  1. eliminating waste
  2. Amplify learning
  3. Decide as late as possible
  4. Deliver as fast as possible
  5. Empower the team
  6. Build in integrity
  7. See the whole
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13
Q

Systems thinking

A 
Where do we want to be?
How will we know when we get there?
Where are we now?
How do we get there?
What will or may change in the environment now or in the future?
  1. inputs (today)
  2. Throughputs (the system)
  3. . Outputs (future)
  4. Feedback ( feedback loop)
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14
Q

Empirical Process Control

A

Provides and exercises control through frequent inspection and adaptation for processes that are imperfectly defined and generate unpredictable and unrepeatable results.
EPC-inspection, adaption, transparency

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15
Q

Double Loop Learning

A
  1. Track &I Monitor (feedback)
  2. Compare to rules, strategy, assumptions (feedback, adjustments)
  3. Reflect & adapt rules, strategy, assumptions
  4. Take appropriate action
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16
Q

Traditional vs AGILE PM

A

Focus on plans/artifacts vs customer interaction &‘satisfaction

Respond to change via corrective & preventive actions VS change controlled thru adaptive actions

Typically upfront planning VS progressive elaboration with release & iterative planning

Top-down control VS Self-organizing and cross-functional teams

Scope based delivery VS time boxed delivery

Contract oriented VS customer oriented

17
Q

Scrum

A

Owner creates product backlog, prioritizes backlog, calls Sprint Planning meeting

At sprint planning meeting dev selects items from backlog to include in release/sprint

Sprint backlog expanded into tasks by team

Sprint standup meet every 24 hours for duration of sprint. No changes to duration or deliverables during sprint

When sprint complete hold sprint review (demo new features to client)

Potential product shipment

Sprint retrospective

Next sprint begins

18
Q

5 SCRUM Values

A 
Courage
Respect
Feedback
Communication 
Simplicity
19
Q

Extreme programming

A 
Frequent releases & ever changing. requirements. All code written fully tested before moving on
-Release plan - months
-Iteration plan - 2 Weeks
-Acceptance test- days
-Standup meeting - hours
-Pair negotiation- minutes
-Unit test pair programming - seconds
Release 
Principles
Small releases
Metaphor
Simple design
Testing, 
refactoring
Pair programming - code written by 1 pair of programmers working on same machine
Continuous Intgration
40 hour work week
Customer collaboration
Coding standard
20
Q

Kanban

A

True pull system using queue & card for each task.

WIP limit imposed to reflect team’s output capacity

21
Q

Crystal

A

Clear, yellow, orange, red

  1. Team size
  2. System criticality
  3. Project priorities
  4. 6 = Size of team

L6= loss of life
E6= loss of essential $
D6 loss of discretionary $
c6= loss of comfort

22
Q

Feature Driven Dev (FDD)

A 
Workflow
Dev overall model - object model
Build feature list - categorized list
Plan by feature - dev plan
Design by feature - design package
Build by feature- client valued function
23
Q

DSDM

A

Focus on solutions delivery

  • Pre-project - feasibility & business studies
  • Functional model
  • Design & build
  • Implementation
  • Post-project
24
Q

Product Backlog Item Types

Units of work. These are vertical slices of functionality, like then layers of a slice of cake. You want thin slice containing all layers of related functionality for that unit of work. Layers are: analysis/definition, Design, Build, Test, Verify. Slices should be small enough to complete in 1-2 days.

A 
Story
Bug
Chore
Epic - group of related stories
Prototype
Feature
Theme Spike
25
Q

Sample user story

Business requirement stated in simple conversational voice. States what is needed and why it is needed.

Invest: independent, negotiable, valuable, estimable, sized appropriately, testable

3C’s: Card (3x5, written using marker), Conversation, Confirmation

Estimates for work on all stories must include all dev phases (design, build, test, verify) and should be small enough to complete in 2 days.

A 
As a (role),
I want (what)
So that I can (benefit)I
26
Q

Scrum meetings

A

Daily Scrum
15 min, same time everyday
Standing at task board
3? = what did you do yesterday, what will you do today, any impediments?
Make a note of questions & go backs& address after meeting
Only for Scrum team (pigs)

Daily Scrum of Scrum - Same as daily Scrum, but used when there is a dependency or interdependencies on multiple Scrum teams. Same rules as daily, but more high level. Includes only “right” representative for each area of the teams.

Sprint Review - ends every sprint and is where PO gives official OK to deliver. Team presents accomplishments: demo software, discuss research findings, walk-thru new Doc’s
Good idea to have end customer present also

Program Review - Higher level Sprint review that includes rep from every team. PO.
High level of detail.
Collect metrics
Celebrate success

Retrospective Review (lessons learned)
Scrum ONLY
What went well, what went wrong, how to approve
Transparent, honest, fun, play games = bonding experience

27
Q

Agile/Scrum = High Transparency

A

Sprints
Release period
Potentially ship able increments
Stories committed
Stretch goals
Capacity -how much bandwidth the team has
Velocity - how much work can be done (throughput)
- if we completed tasks worth 20 points in this sprint, we know our velocity for this sprint = 20. If we complete all tasks in our next sprint and it is worth 25 points. This means average velocity is now 23. This will be used for future estimation & release planning.

28
Q

Sprint
-Tracked for every sprint & compared across sprints
-Also used to track PSI (metrics for all combined scrums)
-Used to determine cadence (projected output)
-Burndown chart - planned vs actual story points consumed
during sprints
Predictability Measure
-needed to determine how predictable scrum is
- if scrum unpredictable, estimates mean nothing
-Burnup chart - opposite of burndown shows value delivered so far. Plot against backlog
-Feature Progress Report - shows progress made against total stories for a single related large group of stories. Daily report, variance between actual and total to complete.

A 
Functionality
-Planned velocity
-Actual velocity 
#Stories Planned
-#Stories Accepted
-% Stories Accepted
Quality
-%,Unit test coverage 
-# defects
# new test cases
# new test cases automated
Total tests
Total test % automated
# refactors
29
Q

When will my story be completed?

A

If story ABC is #125 in backlog and estimate is 5 points
If team velocity is currently 46
If backlog already represents 565 points
Then ABC= 570 points (565+5)
Therefore 570/46 yields 13
ABC should be completed in 13 sprints if everything remains
constant
13 sprints X 2 weeks/sprint = 26 weeks
Based on current cadence, next sprint begins 6/21 and there is a release every Thursday and team is 87% predictable, SO
STORY ABC will be released on or about 12/19 with 87% confidence

Agile Project Mgmt Methodology (1 decks)

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