Detecting and Resolving Problems

Question 1

Acceptance

Answer 1

The response to risks that are small or can’t be mitigated/transferred/or avoided

Question 2

Assignable cause

Answer 2

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

Question 3

Control chart

Answer 3

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

Question 4

Control lmits

Answer 4

Are boundaries to operate within. They offer a window of performance and provide a level of expectation for productivity

Question 5

Cycle time

Answer 5

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

Question 6

Defect cycle time

Answer 6

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

Question 7

Escaped defects

Answer 7

These are defects that slip through testing and into production. They are the most expensive because they get out to the end user

Question 8

Expected monetary value

Answer 8

Is the financial exposure of the risk. This is found by multiplying the risk probability times the risk impact

Question 9

Fishbone diagram

Answer 9

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

Question 10

Issues

Answer 10

These are risks that have been realized in the project, and their effect must be managed

Question 11

Lagging metrics

Answer 11

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

Question 12

Lead time

Answer 12

How long a requirement takes to go through an entire process within the project

Question 13

Leading metrics

Answer 13

Provide a view into the future. Are trends that you predict will happen. Leading trends have uncertainty and are NOT yet proven.

Question 14

Maslow’s Hierarchy of Needs

Answer 14

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.

Question 15

Mitigation

Answer 15

Anything we do to reduce the probability or impact of a risk event

Question 16

Project cycle time

Answer 16

This is the duration of the entire project.

Question 17

Qualitative analysis

Answer 17

Fast and subjective, isn’t totally reliable. Goal is to decide which risks should go into quant analysis

Question 18

Quantitative analysis

Answer 18

Quantifies the probability and impact of a risk event. This takes more time to do but is more reliable than qual analysis

Question 19

Regression testing

Answer 19

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.

Question 20

Risk-adjusted backlog

Answer 20

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

Question 21

Risk burndown chart

Answer 21

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

Question 22

Risk probability-impact matrix

Answer 22

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

Question 23

Risk tolerance

Answer 23

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.

Question 24

Risks

Answer 24

Uncertain events or conditions that can have a negative effect on an agile project

Question 25

Root cause analysis (RCA)

Answer 25

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.

Question 26

Rule of seven

Answer 26

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.

Question 27

Secondary risk

Answer 27

Occurs when one risk is solved but the risk solution inadvertently creates one or more new risks

Question 28

Special causes of variance

Answer 28

Are unusual occurrences that influence project progress. For example, the power went out for 2 days or 3 team members caught the flu

Question 29

Swarming

Answer 29

When multiple people, often the entire team, attack a single problem, user story or task

Question 30

Technical debt

Answer 30

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

Question 31

Transference

Answer 31

Anything you do that transfers the risk to someone else. Usually through a contractual relationship

Question 32

Trend analysis

Answer 32

Allows you to predict future performance based on what’s happening already in the project.

Question 33

Zero-sum reward

Answer 33

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.