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Programming > Agile Software Development: Frameworks > Flashcards

Agile Software Development: Frameworks Flashcards

1
Q

What does “Do not force Agile frameworks unnecessarily” mean?

A

If it works, don’t fix it

Do not force Agile unnecessarily; Teams that are already performing well can be gradually introduced to additional Agile practices based on a specific Agile Framework

Need to balance Agile frameworks with the Organizational context.

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2
Q

What are Agile frameworks?

A

Enablers that Bring to Fruition the Value of Agile

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3
Q

How can we focus on the Right individuals and interactions?

A

Recruit and retain the right skilled resources

Cultivate a collaborative and value-driven environment

Cultivate a Team-oriented mindset

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4
Q

The P.O’s job is to ensure that User Stories are refined, but it is NOT their job to …

A

identify technical solutions. That is the job of the agile team members.

Excessive PO intrusion will kill the fire of innovation.

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5
Q

What helps the team not over-commit to what can be accomplished within a single itteration

A

Product backlog

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6
Q

Process Tailoring

A

Process tailoring refers to adapting the implementation of a specific Agile Framework to better fit an organization’s environment.

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7
Q

Name the Agile Frameworks

A 
Scrum 
Kanban
Extreme Programming
Disciplined Agile Delivery
Large Scale Scrum
Dynamic Systems Development Methodology
Scrum@scale
Crystal Clear
Scaled Agile Framework
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8
Q

5 keys to every agile framework

A

Deliver Value: an absolutely key driver behind anything Agile is to deliver value.

Continual Improvement: Agile promotes incremental improvement to minimize resistance from all who are involved.

Flexibility: flexibility is one of the foundations of any Agile Framework.

Trust and Respect: Agile Frameworks promote trust and respect because such trust and respect motivate Agile teams.

Cultivate Mastery: this built-in structure for Agile team members to hone their skills further motivates the Agile team.

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9
Q

What is Scrum

A

Scrum Guide CoverScrum is a framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.

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10
Q

Three pillars of SCRUM

A

Transparency - Transparency builds trust and openness both within the Agile Team, as well as with those stakeholders outside the Agile Team.

Inspection - Inspection involves the business users reviewing the Agile Team’s progress towards the defined goals.

Adaptation - Agile Teams adjust and adapt based on opportunities for improvement that are identified either by the Agile Team themselves or through feedback from others outside the team.

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11
Q

5 Scrum Values

A

Focus
- Everyone in the Team focuses on the work to be completed in order to deliver the Sprint goals.

Courage

  • Members of the Team need to have the courage to do what is right to ensure the Sprint goals are met.
  • Dig deep into challenging problems to work through them

Openness

  • The Team and its stakeholders agree to a culture of openness.
  • Ensures everyone will be comfortable to openly discuss work

Commitment

  • Commitments build trust within the Agile Team members, as well as with the business users and leaders.
  • Every team member commits to accomplishing the goals

Respect

  • Respect is a key in Scrum for a high-achieving team.
  • Elevates Agile team’s participation by including them in ceremonies and planning
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12
Q

When does SCRUM not make sense?

A

Not a magical solution for chaos, cannot bring value to and environment, when there is no clear vision or roadmap

When there is no need for iterative learning and adaption, like with predictable products

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13
Q

Sprint

A

Sprint: A Sprint in Scrum is a repeatable fixed time-box iteration during which a minimum shippable product is delivered

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14
Q

Most common SCRUM ceremonies

A 
Project Vision
Daily Stand Up
Sprint Planning
Sprint Retrospective
Release Planning
Sprint Review/Demo
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15
Q

What are SCRUM Ceremonies

A

Focused meetings with a specific purpose

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16
Q

SCRUM Ceremony: Project Vision

A

Purpose:
-Business leaders identify the business need

Agenda:

  • Discuss Project Goals
  • Identify Sponsor
  • Share Success Criteria
  • Identify Assumptions, Constraints, and Risks

Timing

  • Once per project
  • Timeboxed to one hour

Expected Outcomes

  • To craft a desired future state statement
  • Layout a high-level path to accomplish objectives
  • Clarify the business value
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17
Q

Scrum Ceremony: Daily Stand Up

A

Purpose:
- Synchronize activities and create a short term plan fo the next 24 hours

Agenda:

  • To strictly only address the following questions by each member:
  • What did I do since the last time we met?
  • What do I plan to accomplish today?
  • What impediments am I encountering?

Timing

  • Timebound to 15 minutes
  • Held every day at the same time
  • Preferably in the morning and in the same location

Expected Outcome

  • Cultivates transparency
  • conversation remains focused
  • No Problem Solving
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18
Q

Scrum Ceremony: Sprint Planning

A

Purpose
- Agile team self-organizes and plans out the work to be performed in the Sprint

Agenda

  • What are we committing to deliver? (PO)
  • How will we complete the required work?
  • What are the estimates?

Timing

  • Timeboxed to 8 hours or less for a one month sprint (2 hours per week)
  • More than one session
  • Scrum Master ensures the timebox is not exceeded

Expected Outcomes

  • PO prioritizes backlog items in the backlog
  • Agile Team decides how to carry out the work
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19
Q

SCRUM Ceremony: Sprint Review Demo

A

Purpose
-Generate feedback and nurture collaboration

Agenda

  • Demonstrate the sprints work
  • Discuss accomplishments
  • Identify remaining items in the backlog

Timing

  • Once at the end of each sprint
  • Timeboxed to 4 hours for a 1-month Sprint
  • 2 hours for a 2-week sprint

Expected Outcome

  • PO determines if deliverables are acceptable based on Acceptance Criteria and Definition of Done
  • Marketplace changes are considered
  • PO and TEAM make adjustments
20
Q

Scrum Ceremony: Sprint Retrospective

A

Purpose:
- Agile team self-inspects and identifies opportunities for process improvement

Agenda

  • Create a plan for improvements
  • discuss what went well, and what otto continue doing

Timing

  • after the sprint review
  • Timeboxed to 3 hours

Expected Outcome

  • POS feedback from sprint review is considered
  • Improvements to process tools and people are discussed
21
Q

SCRUM Ceremony: Release Planning

A

Purpose
- Agile Team develops a release plan

Agenda

  • Discuss critical dates and milestones
  • Coordinate with other teams
  • Balance business value vs quality

Timing

  • only when there is a release
  • Timeboxed to 20 minutes

Expected Outcome

  • The release date for delivery of the feature to the customer base
  • Based on input from the business units or users
22
Q

3 SCRUM ROLES

A

Product Owner, who is the voice of the customer.

Scrum Master, who is the key facilitator.

Agile Team, also known as the Scrum Team sometimes.

23
Q

3 Core Scrum Artifacts

A

Product Increment clarifies what is being delivered in each increment at the end of each Sprint.

The Product Backlog is the prioritized list of work to be delivered by the Team.

The Sprint Backlog contains the prioritized items that the PO has designated for the Sprint.

24
Q

Product Increment Artifact

A

Clarfies what is included in a sprint

PO and Agile Team agree on Definition of Done

PO oulines the Acceptance Criteria

25
Q

Product Backlog Artifact

A

A prioritized list of work to be delivered

PO prioritizes the Product Backlog

Backlog items are dynamic and evolving

26
Q

Sprint Backlog Artifact

A

Prioritized items for the Sprint

A portion of the product backlog items are included

Agile team is given a clear sprint goal by PO

27
Q

Burndown Chart

A

Burndown Chart: A visual representation of work left to do versus time in an iteration

28
Q

Burnup Chart

A

Burnup Chart: A visual representation of work completed versus time in an iteration

29
Q

Ceremonies

A

Ceremonies: Meetings that are leveraged to ultimately ensure that everyone associated with the project is in-sync

30
Q

Definition of done

A

Definition of Done: The agreed-upon deliverables that must be completed before a user story can be completed

31
Q

Product backlog

A

Product Backlog: A prioritized list of Features that an Agile team needs to work on to achieve a specific outcome

32
Q

Product Increment

A

Product Increment: The collection of backlog items to be completed during an iteration

33
Q

Velocity Charl

A

Velocity Chart: A chart that shows what the team has delivered in each iteration

34
Q

Lean Principles of Kanban

A

Eliminate Waste

  • Anything that does not add value to the customer.
  • Does no improve quality
  • Unnecessarily increases time or effort

Build-in Quality
- Lean focuses on good practices to ensure the integrity and prevent defects.

Create Knowledge

  • Lean encourages both training and peer to peer knowledge transfer.
  • Do a little, show a little, learn a little

Defer Commitment

  • Lean recommends the Agile Team wait until the “last responsible moment” to make a decision, which allows for additional time to innovate.
  • Allows for Agile team to remain agile and have a stretch of innovation

Deliver Fast

  • Lean encourages the Agile Team to create and deliver the product incrementally.
  • build only what is needed
  • release product earlier to get feedback

Respect People
- The Team must feel trusted and valuable to think and solve problems for themselves.

Optimize the Whole
- Lean encourages decreasing barriers to increase efficiencies by decreasing the number of hand-offs and reducing WIP.

35
Q

5 principles of Kanban

A
  1. Visualize the flow
  2. Limit Work in Progress
  3. Manage Flow
  4. Make Policies Explicit
  5. Improve Collaboratively
36
Q

Kanban Board

A

A board that articulates work items in various stages of product development like backlog, in Progress, and Done

37
Q

4 Kanban Ceremonies

A

1 Project Vision

  1. Daily Stand-up
  2. Review/Demo
  3. Release planning
38
Q

When does Kanban Make Sense?

A

Projects that involve a large number of small activities

Suitable for ad-hoc work

39
Q

Kanban Core Roles

A

PO
Facilitator
Agile team

40
Q

2 key Kanban Artifacts

A

Kanban board

Cumulative flow diagram

41
Q

Pros and Cons of Kanban compared to SCRUM

A

Pros

Kanban allows team members to pick up work as capacity allows,

Kanban is more flexible, less process heavy

kanban is focused on continuous delivery

Great for teams with many requests from many different stakeholders

Cons

Kanban can be harder to plan out and project larger release initiatives

May result in poor productivity due to lack of timebox

Can be difficult to manage different priorities/ influx of work

42
Q

Pros and Cons of SCRUM compared Kanban

A

Pros

SCRUM creates accountability

Clear definition of results

Accommodates change to plans

Allows for the planning of large initiatives / better metrics

Better use of time and money

Cons

Can lead to scope creep

Harder to manage in large teams

Changes in team structure can create large impacts

Requires team buy-in, which in turn can cause frustration if the full team is not aligned with the approach

Velocity can be easily skewed depending on team and product variables

43
Q

XP Core values

A

Simplicity - XP encourages reducing unnecessary complexity when building a solution to avoid waste.

Communication - All team members have transparency in being aware of what is expected of them in terms of deliverables, as well as being aware of what others in the team are contributing towards.

Feedback - Feedback in every iteration is taken seriously in XP. It provides an opportunity to demonstrate working results early and often.

Courage - Courage allows a team to bravely tell the truth about progress, estimates and any impediments to value delivery. It also gives the necessary fuel to adopt technical best practices.

Respect - Respect is key foundational element in XP for a high achieving Team.

44
Q

XP Roles

A

Customer- Somewhat like the PO; customer is the business representative.

Tester- Primarily responsible for quality assurance.

Coach- Acts as a mentor for team; also a Facilitator for the team.

Programmers- Developers who build the product.

45
Q

XP Ceremonies

A
  1. Project Vision
  2. Itteration Planning
  3. Daily Standup
  4. Iteration Review/Demo
  5. Iteration Retrospective
  6. Release Planning

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