CAPM MOD 10 Flashcards
PMs want to focus on ___ metrics over ___
leading;lagging
__ steers project based on trends, projections, forward looking forecasts
__ and __ focus on what happened
PM; accountants and auditors
KPIs must be ___
SMART
* Specific - clearly defined
* Measurable – criteria to evaluate progress and results
* Achievable – team has skills and resources for it
* Relevant – accurately measures team’s performance
* Timely – start and end date
SMART =
- Specific - clearly defined
- Measurable – criteria to evaluate progress and results
- Achievable – team has skills and resources for it
- Relevant – accurately measures team’s performance
- Timely – start and end date
main benefits of agile metrics
- Track progress – can spot risks before they occur to avoid it
o Plan next iteration
o Allows forecasting and modeling
o Measure tasks completed, project spend, customer satisfaction
o Real-time metrics and reporting to keep up with fast-paced complex projects - Support decision making – capacity – can do more or less in next iteration
Since requirements change over time in adaptive projects, there is __ emphasis on documentation
However, documenting __ is important
less; control
used to document ___
* Product backlog
* Definition of done (DoD)
* Definition of ready (DoR)
* Kanban board
control
things team works on – describes features, changes, bug fixes, infrastructure changes, or other activities team works on for specific outcome. Won’t be worked on it not on here, but just because it’s on here doesn’t mean it will be delivered
product backlog
criteria that ensures all work is complete and meets necessary quality standards before released (test finished, design approved, customer approved, known defects fixed?)
definition of done DOD
criteria met before user story is ready for development. (INVEST – Independent, negotiable, valuable, estimable, small, testable). Once met, spring transforms items that met DOR into DOD
Definition of ready DOR
visual control for items that shows state, progress, and work in progress items (like SG pipeline). Don’t want too much work in one stage ex: if too many items in “in progress column” there is a bottleneck in task execution. Not tasks finalization since that box is empty and tasks are moved out of pipeline quick once done
kanban board
__ projects __ __ capture lessons learned in __ after __
agile; more frequently; retrospectives; iterations
___ are processed faster than text
visuals
___ ___ is project board people can see to get information without asking questions
Shows info about team being on track, behind, ahead, etc.
information radiator
highlights pending work
o Shows amount of work done in an iteration and the total work remaining
o how quickly team is working through it’s tasks
o Helps team manage time to work at sustainable pace
o Doesn’t separate impact of changes in scope from rates for progress
burndown chart
Adaptive project metrics can be communicated using:
burndown chart
velocity chart
cumulative flow diagram
rate team should work to finish tasks iteration by due date
o Above line – behind schedule
o Below line – ahead of schedule
ideal work line
promised too much, underestimated complexity, overestimated team productivity
missed forecast
sign that work hasn’t been estimated accurately – may lead to defects
sharp drop
average # of incomplete stories over the previous 2-3 sprints
reserve/buffer needed
trigger “interrupt” pattern where you need to replan or abort plan
buffer overflow
= like burn down charts, but only show work that’s been completed
“ Monitor performance and progress
“ See scope increases
“ But don’t show the whole picture - like work in progress or how close team is to completion
Release burn up charts
measure quantity of work done
velocity chart
measure of team’s capacity during each iteration. How much work they can do in a time frame
* Used to project schedules and costs
- Measured in storypoints
- Easy metric to manipulate
- Not easily compared across team – unique to each team
velocity
number of units produced during a specific interval
associated with work in progress. Tasks started by not finished yet.
Limiting # of tasks can ensue better throughput ex: highway laned dedicated to busses
throughput
ways to control cycle and lead times
control chart
lead time
throughput
monitor cycle times and reveal possibly productivity improvements and problems
* Can compare productivity between teams if tasks are similar
control charts
function of how many tasks enter system
Ex: when many tasks enter system at once, lead time for a task will increase since tasks will be waiting for execution. To much lead time needed means system’s capacity for demand is not sufficient
lead time
visualizes task distribution – like kanban board
o Visualize effort overtime
o Analyze stability of work flow
o Understand project issues, cycle times, and completion dates
- Cumulative flow diagram
- Cumulative flow diagram
lagging indicator
trend line of predictor of future performance
leading indicator
amount of time it takes to complete a task
cycle time
duration between start and completion of a process
lead time
Uncertainty emerges from:
- Project
- Stakeholders
- Context
PESTLE
Consider Political, economic, social, technological, legal, environmental, competitive (PESTLE) that can affect project
conditions leading to ___
* Project complexity
* System dynamics
* Time pressure
* Technological novelty
* Uniqueness
Conditions leading to uncertainty:
ways to…
- regular review and feedback sessions with stakeholders
- daily standup
- impediment log
- demo products for feedback more frequently
- test and experiment
ways to track and manage risk in adaptive projects
to identify threats and opportunities/ team cohesion
o share details of work done and planned
o share roadblocks and issues to be logged
daily standups
impact x probability =
risk severity
conditions of __ may produce __
can’t know every possible risk but can be –__ about managing risks
uncertainty; risk; proactive
