CAPM MOD 8 , 9, 10.1-10.3 Flashcards
factors that ___ ___ ___
* Organizational process assets (OPAs)
* Enterprise environmental factors (EEFs)
facilitate adaptive approaches
___ and ___ a project involves
* Managing team and project work
* Managing quality and risk
* Managing communications
* Managing stakeholder engagement
* Managing talent and procurement
Directing and managing
When a change has the potential to impact project baselines, must follow __ ___ ___ ___
integrated change control process
- Listen actively and effectively
- Question and probe to ensure better understanding
- Set and manage expectations
- Motivate to perform an action or to provide encouragement or reassurance
- Coach to improve performance and achieve desired results
- Negotiate to achieve mutually acceptable agreements between parties
- Resolve conflict to prevent disruptive impacts
- Summarize, recap, and identify next steps
critical communication skills
Need to ___, ___, and ___communications
plan, manage, and monitor communications
- Analyze the communication needs of all stakeholders
- Determine communication methods, channels, frequency, and level of detail for all stakeholders
- Communicate project information and updates effectively
- Confirm that communication is understood and feedback is received
key requirements for effective communication
- Emails going to spam/not delivered
- Acronym not expanded
- Big paragraphs that are tough to engage with – text not simplified
- Receiver not attentive – distracted, busy, etc.
- Poor internet connection
examples of communication blockers
- Request email delivery and read receipts of emails
- Expand acronyms on first instance
- Keep message short, simple, precise
- Seek confirmation from reader in writing
how to eliminate blockers
- Cultural difference, language, terminology
- Education difference
- Emotional disfunction
- Talking past each other
- Accepting misinformation as fact
- Resistant mindset
- Interpersonal conflict
communication filters
- Formal written
- Formal verbal
- Informal written
- Informal verbal
communication methods
Use __communication for ___priority info or stakeholders
Use ___communication for ___priority info or stakeholders
push/high; pull/low
- What is being communicated
- How is it being communicated
- Why is it being communicated
- To whom is it being communicated
- When is it being communicated
5 critical questions the communications management plan answers
- List of process deliverables to be included in the project
- List of meetings required
- Communication requirements analysis
- Policies for communication
- Procedures and technologies to be used
- Escalation procedures
- Revision procedures
- Glossary
- Appendix
key elements in the communications management plan
___ ___ ___ ensures
* Get the right info at the right time
* Make the right decisions
* Keep the project on track
determines how communications will flow within a project
communication management plan
PMs spend about ___% of time planning, organizing, executing, and managing project communications
90
___ involves:
* Brainstorming
* Meeting with key stakeholders
* Creating and communicating project document artifacts
* Checking for understanding
* Handling conflicts
* Engaging stakeholders
communication
examples of things included in ___ ___ ___
* Whether hard copies are required
* Virtual communication tools to be used
* Which names stakeholders prefer to be addresses by
* Stakeholder email addresses
communications management plan
method that allows PM to measure work progress beyond cost and schedule reports
Earned value analysis (EVA)
authorized budget assigned to scheduled work. Cumulative expected cost of the project overtime
Planned value (PV)
measure of work performed expressed in terms of authorized budget (value to project has produced).
Earned Value (EV)
realized cost incurred for work performed in a specific time period
Actual cost (AC)
the amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost
Cost variance (CV)
EARNED VALUE – ACTUAL COST
COST VARIANCE
Schedule performance expressed as the difference between the earned value and the planned value
Schedule variance (SV)
tells the amount the project is over budget. It’s the amount of budget surplus or deficit at a given point in time
Schedule variance index
EARNED VALUE – PLANNED VALUE
> 0 = ahead of schedule
0 = on schedule
<0 = behind schedule
SCHEDULE VARIANCE
cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost
<1 = over budget
1 = on budget
>1 under budget
Cost performance index (CPI)
Expected total cost of completing all work expressed as sum of actual cost to date and estimate to complete
Estimate at completion (EAC)
cost incurred + cost anticipated
Final cost
BUDGET AT COMPLETION/COST PERFORMANCE INDEX
ESTIMATE AT COMPLETION
expected cost to finish all the remaining project work. Refers to cost at present moment to the end of the project – does not include any costs before present moment.
predicts extra cost to finish the project with current progress and budget
Estimate to complete (ETC)
ESTIMATE AT COMPLETION – ACTUAL COST
ESTIMATE TO COMPLETE
amount of budget deficit or surplus expressed as the difference between budget at completion and the estimate at completion
Variance at completion
BUDGET AT COMPLETION – ESTIMATE AT COMPLETION
<0 = over budget
>0 = under budget
VARIANCE AT COMPLETION
- Plan risk management
- Identify risks
- Perform qualitative risk analysis
- Perform quantitative risk analysis
- Plan risk responses
- Implement risk responses
- Monitor risks
Seven processes associated with project risk management
- Description of each identified risk
- Its impact on project objectives
- Prevention or mitigation strategy
- Any new secondary risk caused by risk response plan?
Risk response plan steps
- Avoid – take action to eliminate or protect from the risk
- Transfer – shift ownership of the risk to another party to manage or to bear the risk
- Mitigate – take action to reduce it’s probability
- Accept – acknowledge existence but decide it’s not worth doing anything about it
- Escalate – when project team or sponsor think risk is outside of project scope or response would exceed your authority
Ways to deal with threats
- Exploit – acts to ensure it can extract all value from the opportunity
- Escalate - when project team or sponsor think opportunity is outside of project scope or response would exceed your authority
- Share – allocating portion or all of opportunity of part that can best take advantage of the opportunity
- Enhance – increase probability or occurrence of an opportunity
- Accept - acknowledge existence but decide it’s not worth doing anything about it
ways to seize opportunities
- Ensure implemented risk responses are effective
- See if overall level or project risk has changed
- Check on status of identified individual project risks to see if they’ve changed
- See if new individual project risks have arisen
- See if risk management approach is still appropriate
- Ensure project assumptions are still valid
- Ensure risk management policies and procedures are being followed
- See if contingency reserves for cost or schedule require modification
- See if the project strategy is still valid
steps of continuous risk monitoring
- Identify issue and put in issue log
- Assign owner to the issue who is responsible for the resolution
- Some issues may be more complex and have multiple tasks, but owner oversees the process
- Learning - link issues to original risks to help learn and improve in the future
how to address issues
how well project meets its requirements
quality
Plan quality management = involves the principle of planning quality rather than performing inspections for quality. Addresses what quality standards are relevant to a project and how those standards will be met
Manage quality = carrying out and executing planned quality activities. Auditing the project performance to ensure it meets standards.
Control quality = monitoring project results to ensure that they meet the relevant quality standards and work on fixing unsatisfactory results
Three processes associated with quality management
involves the principle of planning quality rather than performing inspections for quality. Addresses what quality standards are relevant to a project and how those standards will be met
Plan quality management
carrying out and executing planned quality activities. Auditing the project performance to ensure it meets standards.
manage quality
monitoring project results to ensure that they meet the relevant quality standards and work on fixing unsatisfactory results
control quality
managing quality process
leveraging expertise
shared responsibility
key elements of quality management plan
- Design product with clear guidelines
- Do audits/ Confirm proper use of quality processes
- Enhance efficiency and stakeholder satisfaction
steps in managing quality process
- Collaborate with organization’s quality assurance for tasks like failure analysis, experiments, and quality improvement
leveraging expertise
- Team effort involving PM, team, sponsor, organization management, and even customer
shared responsibility
- Define problem (data, research, critical thinking, etc.)
- Analyze root cause (root cause analysis, cause and effect diagram, brainstorming and mind mapping, problem solving workshops)
- Generate solutions (brainstorming and mind mapping, problem solving meetings or workshops, stakeholder collaboration, testing)
- Select the best solution (pareto principle, multicriteria analysis, Moscow analysis, decision making and voting)
- Implement the solution – change request, rework, backlog refinement or reprioritization
- Verify the result – testing
problem solving steps
prevention costs
appraisal costs
internal failure costs
external failure costs
cost of quality methodology
costs to keep defects and failures away. Planned and incurred before actual operation. Associated with design, implementation, and maintenance of quality management system
prevention costs
incurred to determine conformance to quality requirements. Help measure and monitor quality related activities. Associated with evaluation of purchased materials, processes, products, and services to ensure they conform to specifications
appraisal costs
help with finding and correcting defects before customer receives the product. Costs of when results of work fail to reach design quality standards
internal failure costs
help with correcting errors found after product was sent to customer. Must thinking about the product’s future in operation for months and years – not just the handover date
external failure costs
management reviews, walkthroughs, inspections
cause-effect/fishbone/isikawa diagram
pareto principle/ 80/20 rule
control chart
six sigma
quality management tools
- applies data driven approach
- Sets processes to eliminate defects
- using empirical and statistical quality management methods
- minimize variability in business processes
six sigma
data analysis tool to capture behavior overtime to affirm stability of process, indicate if process is delivering acceptable performance, and signal unpredictability if hitting above or below expected parameters
control chart
pareto/ 80/20 rule
80% of consequences arise due to 20% of root causes. If you address 20% of the core causes of problems. You can achieve an 80% improvement in quality.
helps find root cause of problem
Cause-effect/fishbone/Ishikawa diagrams
you or a technical objective expert can inspect/examine the product
Management reviews, walkthroughs and inspections
helps find root cause of problem
Cause-effect/fishbone/Ishikawa diagrams
80% of consequences arise due to 20% of root causes. If you address 20% of the core causes of problems. You can achieve an 80% improvement in quality.
Pareto principle/8/20 rule
data analysis tool to capture behavior overtime to affirm stability of process, indicate if process is delivering acceptable performance, and signal unpredictability if hitting above or below expected parameters
control chart
- applies data driven approach
- Sets processes to eliminate defects
- using empirical and statistical quality management methods
- minimize variability in business processes
Six Sigma
- Review customer acceptance of deliverables
- Ensure smooth transition to the customer
- Inform organizational stakeholders and update relevant processes
- Prepare final project report
- Address legal, regulatory, and contractual obligations
- Archive project information
- Release and reallocate resources as needed
Parts of closing a project
- Business analyst will identify benefits owner for the project at the beginning
- Create a plan for transitioning the project
- Collaborate with business partners to execute plan
- Include necessary training and documentation
- Ensure successful transition of the product/service
- Focus on realizing project benefits for the business
Parts of transition and benefits realization
- Gather technical and tactical knowledge
- Document team skill improvements
- Collect valuable insights for current and future teams
- Conduct a lessons learned meeting
- Ensure active participation and share experience from all team members
Parts of knowledge capture and transfer
PM = ensure compliance with closure process and activities
Team members = help prepare documentation for the project archive
stakeholders = acknowledge receipt of deliverables and satisfaction of requirements
business analyst = integrate deliverables back into the business
business owner = track and measure how project outcomes deliver value to business
roles in closing project
- Identify stakeholders: create stakeholder register and rate them for their pos and neg impact on project
- Develop plan to keep stakeholders engaged and involved
- Monitor and manage stakeholder engagement – put plan into action
Stakeholder management process
steps of __ __
create stakeholder register
determine power and influence of each stakeholder
Identify stakeholders
develop plan for keeping stakeholders engaged and involved
understand unique interests of stakeholders
Plan stakeholder engagement
review and update stakeholder management plan
address any stakeholder issues
manage and monitor stakeholder engagement
unaware, resistant, neutral, supportive, leading
levels of stakeholder engagement
matrix with columns for indicating level of support for each stakeholder
Stakeholder engagement assessment matrix (SEAM):
high level power, low interest stakeholders are in ___ quadrant
keep satisfied
high level power, high interest stakeholders are in ___ quadrant
manage closely
low level power, high interest stakeholders are in ___ quadrant
keep informed
low level power, low interest stakeholders are in___ quadrant
monitor
- Engaging stakeholders - getting them interested in the project
- Incentivizing stakeholders - giving some kind of reward to reluctant stakeholders to encourage participation
- Isolating stakeholders - separating stakeholder group that’s being the most difficult
solutions for managing stakeholders
value individuals and interactions over processes and tools
value working software over comprehensive documentation
value customer collaboration over contract negotiation
value responding to change over following a plan
Agile manifesto 4 guiding principles
o If just blinding following protocols - might implement process or use tool just because protocol says to, not because the project needs it or its the best way to go about it
- Value individuals and interactions over processes and tools
o Documentation is important, but too much can be time-consuming and may not all be valuable
o Will shift focus from the deliverable
o Want to implement lean management where record keeping and authorization is only used when needed
- Value working software over comprehensive documentation
o Constantly using contracts changing them may slow process and act as barrier and lead to conflicts/ loss of trust
o Want to collaborate, focus on needs, define requirements, and provide quality deliverables
- Value customer collaboration over contract negotiation
o Some projects don’t have clear scope at beginning so trying to make detailed plan will hurt value creation and delivery
o Plans should have broad direction instead of small details
o Use organizational learning process to properly manage changes
- Value responding to change over following a plan
continuous delivery
changing requirements
frequent delivery
daily collaboration
motivated individuals
face-to-face conversation
working software
sustainable development
high quality and design
simplicity
self-organizing teams
continuous improvement
Agile working principles
fast development cycles with high levels of experimentation - “fail fast” approach
* Use some agile framework and principles
* Shorter iterations
* An evolving product based on stakeholder feedback
doing agile
dopting agile mindset and advocating for adoption of mindset
* Not every project needs agile approach, but everyone in project can have agile mindset
* Adopt flexible, change-friendly behavior way of thinking
* Understand purpose of agile practices
* Select and implement appropriate practices based on context
* Internalize agile values, mindsets, and behaviors
being agile
- Open communication
- Share understanding
- Shared ownership
- Trust collaboration
- Adaptability
- Resilience
- Empowerment
- Recognition
- Colocation
- Limited team size
- Experienced members
what characteristics agile teams need
benefit of having ___ ____
* Collaborate better
* Define more stable project goals
* Make reliable predictions
* Finish valuable work more efficiently
* Apply previous lessons learned
* Communicate better within team and stakeholders
* Identify and evaluate central project risks
Benefit of experienced members
characteristics of __ __
* Understand nuances and visions of the clients
* Political structure of org
* Significance of strategic value from project deliverables
* Work processes and techs involved
* History of prior development in a given area
experienced team members
culture of __ __
hierarchical, centralized, management leadership
Activities are shared among team and the members are responsible for completing the work
Predictive projects culture
culture of __ __
distributed management and leadership
Project team may self-organize to complete project
Team member may be facilitator to enable communication, collaboration, and engagement
adaptive projects
principles of __ __ __
- Value based prioritization - know how to prioritize work in limited time. Know what should and shouldn’t be done
Delivery cadence - timeboxing - rhythm to timing of delivery - Iterative and incremental delivery- can check if initial scope and requirements should be adjusted
- Self-organization - empowered to drive change, react to opportunities and challenges quickly
Core principles that support value driven approaches:
PM provides these when doing __ ___
* Resources
* Support
* Political assistance
* Coching
* Fostering collaboration
* Understanding team members’ needs
* Maximize team performance
- Remove obstacles
- Shield time from diversions
- Encourage and develop team
servant leadership
scope is elaborated through
scope statement; product backlog
use this to identify major deliverables for a project and the acceptance criteria for each deliverable
scope statement
contains all features and user stories for the product
product backlog
___ can elaborate scope as they are broken down into __ ___ ___
themes;epics;features;user stories
logical containers for user story that is to big to fit in an iteration. Further broken down into features
epics
set of related requirements described as a short phrase or function. They represent specific behaviors of a product. Each one has multiple user stories
features
clear concise description of a requirement as seen from the end user’s perspective. Details of it are fleshed out in the end to avoid wasteful planning
user stories
ways to describe is component or project is complete and ready for delivery
acceptance or completion criteria
definition of done
document all criteria that should be met before customer accepts deliverable or before project is considered complete in a scope statement.
Acceptance or completion criteria:
used with adaptive approaches. A checklist of all criteria required to be met so that a deliverable can be considered ready to use.
Definition of done
a timeboxed cycle of development on a product or deliverable in which all work that is needed to deliver value is performed.
iteration
___ and ___ are the logical steps that need to be completed within an iteration.
user stories and tasks
clarified in __ or __ ___
* Backlog items: ordered list of user-centric requirements that a team maintains for a product
- Acceptance criteria
- Work effort for upcoming iteration
Story point estimating = project team members may assign relative points of effort required to implement user story. Gives idea how difficult a story is in terms of complexity, effort involved, and risk.
iteration or sprint planning
ordered list of user-centric requirements that a team maintains for a product
backlog items
project team members may assign relative points of effort required to implement user story. Gives idea how difficult a story is in terms of complexity, effort involved, and risk.
story point estimating
pros of ____
* Provide quick feedback on
o Product design
o Required changes
o Technical feasibility
- Allow proactive exploration of risk areas
pros of iterations
cons of ___
* Require ongoing business rep. involvement
* Difficult to chunk and evaluate some problem domains in small increments
- Requires psycho. Safety for teams to share and receive feedback on incomplete increments of work to be effective.
Iterations
lessons learned meeting to explore and improve both process and product. Determine if improvements can be made by running experiments or process tailoring. It improved team performance and ensures high quality processes and the product.
retrospective meeting
Miro/whiteboard
Start/stop or retrospective wheel
tools used during retrospective
tool used to add items under categories, make decisions based on recent iteration
miro/whiteboard
tool used to categorize work processes, evaluate product development
Start/stop or retrospective wheel
- Held at end of iteration to review progress and work done during that iteration
- Interpret feedback from stakeholders
- Product owner may update product backlog for next iteration
iteration review
- Can include demo
- Held at end of sprint
- Attended by team members, product owners, stakeholders
- Includes customer feedback to adapt product
usually used in scrum
sprint review
questions to ask to decide __ __
o Are the requirements complex, uncertain, or unlikely to change?
May need to try out novel design and analyze how it will work
o Do you need early feedback from customers?
Can release some features to customers to gain their reactions and perspectives
o Is the organization receptive to the necessary flexibility for an adaptive approach
Leadership and team members should be willing to cultivate, adapt, and change to an adaptive mindset and approach
Key questions to ask to decide whether to use an adaptive approach:
- Product, service, or result – use attributes of expected outputs to help make your choice
o Delivery options
o Scope stability
o Ease of change
o Risk - Project - use attributes of project management configuration to help make your choice
o Stakeholders
o Schedule constraints
o Funding availability - Organization - use attributes of organizational contact of project to help make your choice
o Culture
o Capacity
o Organizational structure
o Project team, size, and location
Adaptive/predictive selection criteria
use attributes of expected outputs to help make your choice on adaptive/predictive approach
o Delivery options
o Scope stability
o Ease of change
o Risk
product/service/result
use attributes of expected outputs to help make your choice on adaptive/predictive approach
o Stakeholders
o Schedule constraints
o Funding availability
project
use attributes of expected outputs to help make your choice on adaptive/predictive approach
o Culture
o Capacity
o Organizational structure
o Project team, size, and location
organization
want to consider __ and ___ when deciding on adaptive/predictive
constraints and variables
___ projects have
* Use less formal life cycles and processes
* Require minimal documentation and procedures
* Have similar steps to predictive projects
* Focus on iterations and delivery
adaptive
concept
construct and deliver
working increments delivered to customer periodically
close
basic steps of adaptive project
project charter
product vision
high level requirements
product roadmap
team is created to work on project
artifacts of concept portion of adaptive project
product release plan
user stories
product backlog
iteration plan
daily task plan
demonstration results
retrospective results
control charts
minimum viable product
artifacts of construct and deliver portion of adaptive project
final product
artifacts of close portion of adaptive project
concept part of adaptive project includes two important docs: __ __ and __ __
vision statement; product roadmap
summarized, high level description of the expectations for a product such as target market, users, major benefits, and what differentiates the product from others in the market
- Summarizes project
- Describes best achievable outcome
- Creates common, cohesive picture in project team members minds
- Inspires passion for outcome
vision statement
A __ __ should
* List major benefits
* What differentiates the product from others in the market
* A project summary with a powerful phrase or short description
Vision statement
elevator statement
press release __ statement
product vision board/product data sheet
three most common formats of vision statement
high level timeline that depicts such things as milestones, significant events, reviews, and decision points
* Live, evolving tool to plan, organize, and deliver a product
* Product owner provides product related info for the product roadmap
* Team uses roadmap as guide for daily work and to explore future product functionality
- Product releases must be easy to understand and abstracted from detail
- must be flexible
- If product owner seeks to introduce product releases out of order, that should be possible
- Features targeted for a certain release should be able to be moved around
- Each release should be able to be don by different teams working simultaneously if it becomes necessary to compress the project timeline
product roadmap
parts of __ and ___ portion of adaptive plan
* Release planning
* Project execution
* Monitoring new work and changes
o Decomposing requirements
o Estimating effort
o Ordering requirements into a prioritized backlog
o Determining a timetable for delivering iterations
construct and deliver
where team logs are the work flowing into the team
o __ __ prioritizes this
product backlog; product owner
teams will pull work they plan to do into
iteration backlog
timebox around the teams work - where the team completes the work
usually 1-4 weeks
iteration
o Iteration team usually meets for __ __ which helps them coordinate and work in quick, informal way
Should be quick – more detailed discussion about stuff brought up should happen offline
daily standup or daily scrum
when team showcases work they did in the iteration
o Focus on value delivered and stakeholder feedback
demo
reviewing the product and the process and learn about evolving requirements
iteration review
Iterative or incremental projects are broken down into __and __, which are broken down into __, which are then broken down into __ __
themes and epics; features; user stories
the ___ ___ drives the __ __ which establishes ___
The product roadmap drives the release plan, which establishes iterations
__ __ __ take place at the beginning of each iteration
iteration planning meeting
during ___ ___ meeting:
* indicates the features to be included in each release
* helps team review upcoming requirements based on the user stories associated with those features
* Review and update user stories
Iteration planning session
When the __ __associated with the iteration are confirmed the development team breaks those requirements into smaller __, assigns hourly estimates for each task which becomes __ __
user stories; ; tasks; task backlog
happens __ iteration planning:
* Select key features for a release
* Decompose high level theme into a feature
before
happens __ iteration planning:
* Review upcoming requirements
* Review and update user stories
during
These are ___ ___ for features:
simple
MoSCoW
Dot voting/multi voting
buy a feature
kano model
stack ranking
Prioritization schemes for features
These project artifacts need to be___:
product backlog
release backlog
iteration/sprint backlog
scrum tasks
prioritized
rank priority by using simple numbers
o Ex: feature X is priority 1; Feature Y is priority 2
simple prioritization
– like simple scheme but more granular
o Won’t have is something they want but It won’t happen in this iteration; out of scope for this project
MoSCoW prioritization scheme
more votes an item gets, the higher it’s priority; can also do with numbers to decide which should be prioritized and how much effort it should get
- Dot voting or multi voting
same concept of dot voting, but each voter gets money and people get to decide how much they want to invest in that feature and set priority on the one with the highest amount of money
buy a feature prioritization
potential features analyzed over two variables functionality and customer satisfaction. Consider features from a customer view point so team can determine importance for future state
o Basic: expected to be present by default; not much thought required from stakeholders
o Reverse: increase satisfaction of stakeholders when excluded from final product and decrease when included
o Delighters: differentiate product from competition and provide lots of satisfaction to stakeholders
o Performance: what stakeholders consciously desire and use to evaluate final solution
o Indifferent: don’t satisfy or dissatisfy stakeholders
kano model
feature expected to be present by default; not much thought required from stakeholders
basic on kano model
increase satisfaction of stakeholders when excluded from final product and decrease when included
reverse on kano model
differentiate product from competition and provide lots of satisfaction to stakeholders
delighters on kano model
what stakeholders consciously desire and use to evaluate final solution
performance on kano model
features don’t satisfy or dissatisfy stakeholders
indifferent on kano model
compare user stories with each other and rank them based on that
o Can also compare stories based on criteria like Value added by feature, urgency, level of effort required, risk, etc. and rank them based on that criteria
stack ranking prioritization
product owner develops this at the product level. PO identifies high-value user stories and team includes selected features in the first release
o Long term list of what features should be in product
product backlog
product owner identifies features to be implemented for a release then team discusses different features, then product owner prioritizes features to build minimum viable product which goes into release backlog
o Breaks down product backlog into smaller, more manageable chunks to deliver more valuable features in earlier releases
release backlog
subset of product backlog. In iteration plan, team establishes priority of work items
o Interdependent items can constrain priority order; ex: if feature X contains component of feature Y, feature Y needs to be higher priority since other features are dependent on it
- Iteration/ Sprint backlog
developers have freedom to sequence their daily tasks in a chosen order
scrum tasks
__ __ prioritizes product backlog
product owner
__ __ and __ prioritizes release backlog
product owner and team
__ __ and __ prioritizes iteration backlog
product owner and team
Defines scope of the first release of a solution to customers by identifying the fewest numbers of features or requirements that would deliver value
Release this then get feedback to improve future versions
Minimum Viable product (MVP)
these are __ to __ ___ ___
absolute
relative
story points
Methods to estimate adaptive projects:
___ estimate
= explicit actual quantities ex: prototype will take 120 hours to complete
Absolute
___ estimate
in comparison to other estimates and only have meaning within a given context
Relative Estimate
Not an actual unit of measurement. It is used to compare values for relative estimation
Story point
___ meeting where you talk about
lessons learned meeting to explore and improve both process and product. Determine if improvements can be made by running experiments or process tailoring. It improved team performance and ensures high quality processes and the product.
Retrospective meeting
tools used in __ __
Miro/whiteboard = add items under categories, make decisions based on recent iteration
Start/stop or retrospective wheel = categorize work processes, evaluate product development
retrospective meeting
common __ frameworks
* Lean
* Scrum
* Kanban
* Extreme programming (XP)
* Feature driven
* Dynamic
* Crystal
adaptive
a mindset for increasing efficiency in production processes and reducing waste by using techniques like reducing lead time or response times from suppliers and vendors
lean
steps for __ __
- Identify value = from the client point of view
- Study value stream = all actions taken to deliver product from initiation to launch
- Investigate waste in flow = remove non-value adding steps
- Streamline process for agility = consider customer priorities to optimize delivery
- Perform continuous improvement = evaluate flow and activities constantly
eliminating waste
popular agile with simple structure that addresses need for collaboration.
o approach with three components:
o Accountabilities = (roles) participants who create project outputs
Developers – create product
Product owners – propose features to be implemented
Scrum master – coach/leader to guide team towards goals, resolve issues
o Events = actions to be carried out by the roles ex: sprint review
o Artifacts = documents developed by roles during execution of product ex: product backlog
scrum
in scrum
(roles) participants who create project outputs
accountabilities
in scrum
people who create product
developers
in scrum
propose features to be implemented
product owners
in scrum
coach/leader to guide team towards goals, resolve issues
scrum master
in scrum
actions to be carried out by the roles ex: sprint review
events
in scrum
documents developed by roles during execution of product ex: product backlog
artifacts
__ approach steps
o Product vision
o Product roadmap
o Product backlog
o Spring planning
o Daily scrum
o Sprint review
o Sprint retrospective
scrum
a team works in timeboxed iterations of equal duration to deliver features.
o For this to work, the features being developed need to be of equal size.
o Features can be measured by story points
o For instance, to determine which features can be accommodated within any given sprint. Let’s look at an example: Let us assume that Iterations 1–4 are each 20 story points (SPs).
If we also assume that one deliverable, Feature A, is defined at 40 SPs, we can then separate Feature A into two product increments: Part 1 to be done during Iteration 1, and Part 2 to be done during Iteration 2.
Features B and C—with approximately 20 SPs—fit into a single Iteration each.
iteration based agile
team pulls features from the backlog based on its capacity, not on an iteration-based schedule.
flow based agile
types of __
o Delay, wait time
o Over production
o Over processing
o Non-value adding activities
o Transportation
o Unnecessary movement or motion
o Inventory
o Defects in a project
waste
o Helps manage work in progress and improve workflow
o Reduce bottlenecks, improve efficiency, increase quality
o Queue = where things wait before moving to the next step
o Criteria needs to be met to be able to move into each queue
Can help see where to allocate staff if some queues are busier than others
kanban
o Iterative, incremental, time-boxed
o Involves customers, collocated team, user stories, standups
o Pair programming = productivity increases and defects reduce when 2 developers work on single task or machine
o Refactoring = reuse and reorganize existing code, remove duplicate code, and increase cohesion
o Continuous integration = early integration helps spot defects early and prevents loss of time and effort
o Collective code ownership = every developer can improve or amend any code
extreme programming XP
productivity increases and defects reduce when 2 developers work on single task or machine
pair programming
reuse and reorganize existing code, remove duplicate code, and increase cohesion
refactoring
= early integration helps spot defects early and prevents loss of time and effort
continuous integration
every developer can improve or amend any code
collective code ownership
o Pair programming - 2 people share task
o Colocation - all in one location
o Informative workspace - promote transparent communication
o Sustainable pace = avoid excessive stress
o User stories = requirements from customer perspectives
o Weekly iterations - weekly cycles build incremental design
o Quarterly planning - team plans ahead for upcoming release
o 10-minute build - team automates build process to execute in less than 10 minutes
o Slack - allocate time to other activities not related to deliverables
o Test first - before coding, create test to prove that unit of work is correct
o Continuous integration - increments integrated continuously so no one increment can cause product failure
- Core practices of XP:
software development framework that focuses on implementing features in larger, lengthy projects.
o Supports agile.
o Goal is to deliver “features” first/client valued functionality
- Feature driven development (FDD)
o Enterprise friendly
o Users iterative methods
o Scalable for any project size in any business sector
o Focuses on constraint driven delivery – sets fixed time, costs, quality at outset
- Dynamic systems development method (DSDM) = vendor independent agile project delivery framework
o Focus on business need
o Deliver on time
o Collaborate
o Never compromise quality
o Build incrementally from firm foundations
o Develop iteratively
o Communicate continuously and clearly
o Demonstrate control
- DSDM principles:
methodology based on color codes based on characteristics like team size and criticality
crystal
- Ambiguity – contradictory or missing info, conflict, or changes to scope, timeline, team, or stakeholder expectations
- Complexity – project is difficult to understand, forsee, and keep under control even with reasonably complete information about the project system
o Emerging tech
o Regulatory affairs
o Enviornmental considerations
o Multiple suppliers - Volatility – project changes quickly and in unpredictable ways. Usually affects project cost and schedule
Conditions leading to uncertainty:
contradictory or missing info, conflict, or changes to scope, timeline, team, or stakeholder expectations
ambiguity
project is difficult to understand, forsee, and keep under control even with reasonably complete information about the project system
o Emerging tech
o Regulatory affairs
o Enviornmental considerations
o Multiple suppliers
complextity
project changes quickly and in unpredictable ways. Usually affects project cost and schedule
volatility
Dealing with __
* Unclear requirements
o design __ – to get early feedback to confirm approach or surface any misunderstandings
* Unsure of best technical option
o ___ __ __ – test technical feasibility through __ prototype
* Unclear of market preference
o __ - test audience responses via A/B testing
Dealing with ambiguity
* Unclear requirements
o design prototypes – to get early feedback to confirm approach or surface any misunderstandings
* Unsure of best technical option
o Proof of concept (POC) – test technical feasibility through POC prototype
* Unclear of market preference
o experiments - test audience responses via A/B testing
Dealing with complexity
* System bases
o __ – break complex system into subsystems
o __ – use simulations to identify best configurations
* Reframing
o __ – create alternate system perspectives
o __ – create diverse data set
* Process based
o __– build in incremental steps
o __ – engage stakeholders
o __ – build system redundancy
Dealing with complexity
* System bases
o Decoupling – break complex system into subsystems
o Simulation – use simulations to identify best configurations
* Reframing
o Diversity – create alternate system perspectives
o Balance – create diverse data set
* Process based
o Iteration – build in incremental steps
o Engagement – engage stakeholders
o Failsafe – build system redundancy
Dealing with volatility
* Changing requirements
o __ ___ - to approve changes
* Changing priorities
o __ – plan for cost and schedule reserves
Dealing with volatility
* Changing requirements
o change control board or product owner – appoint group or person to vet and approve suggested changes
* Changing priorities
o Reserves – plan for cost and schedule reserves
- Understand the problem – clearly state problem
- Measure the problem – assess impact and identify root causes
- Devise a plan – obtain data and insight to solve problem, develop plan to manage problem
- Resolve the problem – use plan to resolve problem
- Check the resolution – measure effectiveness of plan and if problem has been resolved. Regularly check in to make sure it’s still working
5 steps to solve problem
