Detecting and Resolving Problems Flashcards
Acceptance
The response to risks that are small or can’t be mitigated/transferred/or avoided
Assignable cause
In a control chart measurements that are out of control are deemed an assignable cause. These are measurements of performance that are out of control; an assignable cause means there’s some reason why a variance happened
Control chart
Shows how the team preformed within the control limits for each increment of a project. This defines the expected performance within control limits, trends, and assignable causes
Control lmits
Are boundaries to operate within. They offer a window of performance and provide a level of expectation for productivity
Cycle time
Is how long something takes to go through a part of the process. Cycle time is a subset of lead time, which is how long something takes to go through the entire process
Defect cycle time
Is the amount fo time between when a defect is discovered and when it’s resolved. The longer the defect cycle time, typically the more expensive that defect will be in the project
Escaped defects
These are defects that slip through testing and into production. They are the most expensive because they get out to the end user
Expected monetary value
Is the financial exposure of the risk. This is found by multiplying the risk probability times the risk impact
Fishbone diagram
Also called the cause and effect diagram and an Ishikawa diagram, is used in root cause analysis to identify the contributing cause of the effect. The diagram can be used to facilitate a conversation to resolve the effect the project is experiencing
Issues
These are risks that have been realized in the project, and their effect must be managed
Lagging metrics
Based on performance to this point of the project. Allow you to look for trends and then, based on what you find, predict the future with some degree of confidence. Lagging trends are proven
Lead time
How long a requirement takes to go through an entire process within the project
Leading metrics
Provide a view into the future. Are trends that you predict will happen. Leading trends have uncertainty and are NOT yet proven.
Maslow’s Hierarchy of Needs
Describes the 5 levels of human needs: physiological, safety, social, esteem, and self-actualization. To be self-actualized means you have a sense of purpose in your work and also take pride/want to do it properly.
Mitigation
Anything we do to reduce the probability or impact of a risk event
Project cycle time
This is the duration of the entire project.
Qualitative analysis
Fast and subjective, isn’t totally reliable. Goal is to decide which risks should go into quant analysis
Quantitative analysis
Quantifies the probability and impact of a risk event. This takes more time to do but is more reliable than qual analysis
Regression testing
Confirms what’s been developed in the past still works when new code has been compiled into the software. Regression testing should happen on all functionality throughout the project.
Risk-adjusted backlog
Adjusts the priority of user stories with a consideration of risks. This approach addresses risks earlier in the project rather than later in the project. Taking on risk project work earlier in the project helps determine if the project is feasible and if the project team can overcome the defined risks without investing too much time and costs into the project
Risk burndown chart
Is a stacked graph, similar to a user story burndown chart, that shows cumulative project risk severity. It charts the risk exposure from the beginning of the project through the end of the project
Risk probability-impact matrix
Is a table of risk events that shows each risk’s probability and impact, and. a risk score or the expected monetary value of the risk event. The risk score is found by multiplying the risk probability times the risk impact
Risk tolerance
Describes a person or organization’s willingness to take on risks in a project. High priority projects generally have a lower risk tolerance than low-priority projects.
Risks
Uncertain events or conditions that can have a negative effect on an agile project
Root cause analysis (RCA)
Is analysis of the problem, the causal factors, and the determination of how the problem may be resolved. RCA defines the root problem, not symptoms that are causing those problems.
Rule of seven
Whenever you have the results of seven consecutive measurements all on one side of the mean in a control chart, that represents a trend and is an assignable cause. That’s called the rule of seven and it’s a non-random event.
Secondary risk
Occurs when one risk is solved but the risk solution inadvertently creates one or more new risks
Special causes of variance
Are unusual occurrences that influence project progress. For example, the power went out for 2 days or 3 team members caught the flu
Swarming
When multiple people, often the entire team, attack a single problem, user story or task
Technical debt
Is the backlog of work that’s caused if the team fails to do regular cleanup on the project code. It’s the maintenance, standardization and refactoring of the code
Transference
Anything you do that transfers the risk to someone else. Usually through a contractual relationship
Trend analysis
Allows you to predict future performance based on what’s happening already in the project.
Zero-sum reward
Means that only one person can win, such as employee of the month. This creates envy and makes the non-winners feel poorly about their work and contribution.
