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ACP > Glossary of Agile Terms > Flashcards

Glossary of Agile Terms Flashcards

1
Q

A method used to communicate with business customers, developers, and testers before coding begins

A

Acceptance Test Driven Development

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2
Q

To focus on what is said and provide feedback to communicate understanding

A

Active Listening

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3
Q

A leadership style that helps teams to thrive and overcome challenges throughout a project.

A

Adaptive Leadership

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4
Q

A method used to quickly place user stories into a comparable-sized group

A

Affinity Estimation

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5
Q

To develop a goal through periodic experimentation in order to fulfill the need of a complex decision.

A

Agile

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6
Q

To adapt the project plan continuously through retrospectives in order to maximize value creation during the planning process

A

Agile Adaption

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7
Q

To help achieve goals that is either personal or organizational.

A

Agile Coaching

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8
Q

To use the empirical process, observation, and spike introduction while executing a project to influence planning

A

Agile Experimentation

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9
Q

A statement that reflects Agile Philosophy that includes: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to changes over following a plan.

A

Agile Manifesto

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10
Q

A document that describes the twelve principles of the Agile Manifesto.

A

Agile Manifesto Principles

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11
Q

To satisfy customers through early and continuous delivery of products, to test and receive feedback, to inform customers on progress, and to fulfill the customer’s value by completing priority requirements.

A

Agile Manifesto: Customer Satisfaction

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12
Q

To allow quick responses to changes in the external environment, and late in development to maximize the customer’s competitive advantage.

A

Agile Manifesto: Welcome Changes

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13
Q

To deliver software frequently to the customer, allowing for a quicker product release, faster provision of value to the customer and shorter delivery timeframe.

A

Agile Manifesto: Frequent Delivery

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14
Q

To have individuals work together daily on a project to implement osmotic communication, focus, and receive instant feedback to achieve a common goal.

A

Agile Manifesto: Collocated Team

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15
Q

To give individuals the empowerment, environment, support, and trust needed to complete a task successfully.

A

Agile Manifesto: Motivated Individuals

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16
Q

The most efficient and effective way to communicate in order to receive direct feedback and influence osmotic communication

A

Agile Manifesto: Face-to-Face Conversation

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17
Q

Working software enables the measurement of progress, enhance customer satisfaction, and maintain and improve the quality of the software to help support project goals.

A

Agile Manifesto: Working Software

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18
Q

To help team members establish a healthy work-life balance, remain productive, and respond to changes swiftly for progress during a project.

A

Agile Manifesto: Constant Pace

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19
Q

To enhance agility and time spent on work requirements in order to retain a well-balanced work environment.

A

Agile Manifesto: Continuous Attention

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20
Q

Allows team members to focus on what is necessary to achieve the requirements needed to create and deliver value to the project and customer.

A

Agile Manifesto: Simplicity

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21
Q

A team that knows how to complete tasks effectively, has dedication to the project, and is expert on the process and project.

A

Agile Manifesto: Self-Organization

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22
Q

This allows a team to learn how to become more effective, what changes need immediate implementation, and behavior that needs adjustment.

A

Agile Manifesto: Regular Reflection

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23
Q

To pass on and teach based on experience, knowledge, and skills to other individuals in the team or that work for the organization.

A

Agile Mentoring

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24
Q

A way to complete a goal effectively and efficiently. Examples of Agile Methodologies include XP, Scrum, and Lean.

A

Agile Methodologies

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25
Q

A workflow depiction of a process or system a team can review before it is turned into code. Stakeholders should understand the model.

A

Agile Modeling

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26
Q

The most important aspect of the Agile project. Planning happens at multiple levels such as strategic, release, iteration, and daily. Planning must happen up-front and can change throughout the project.

A

Agile Planning

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27
Q

To make use of the Agile principles through activities.

A

Agile Practices

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28
Q

A project that occurs based on the Agile Manifesto and Agile Principles.

A

Agile Projects

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29
Q

Symptoms of problems that affect Agile teams and projects.

A

Agile Smells

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30
Q

A space that allows team members to establish collaboration, communication, transparency, and visibility.

A

Agile Space

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31
Q

Themes used to help the team focus on the functions of iteration.

A

Agile Themes

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32
Q

To increase team morale with software or artifacts.

A

Agile Tooling

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33
Q

To develop possible solutions by studying the problem and its underlying need and to understand the information provided.

A

Analysis

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34
Q

After the deadline of iteration is reached, the team and stakeholders conduct a meeting for approval. Stakeholders approve the iteration if the backlog used supports the product increment.

A

Approved Iterations

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35
Q

Spikes that relate to any area of a system, technology, or application domain that is unknown.

A

Architectural Spikes

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36
Q

A process or work output Ex. Document, Code

A

Artifact

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37
Q

Exhibits continuous adaptation to the project and its processes with characteristics that include: mission focused, feature based, iterative, time-boxed, risk driven, and change tolerant.

A

ASD

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38
Q

These tools allow for efficient and strong testing. Examples: Peer Reviews, Periodical Code-Reviews, Refactoring, Unit Tests, Automatic and Manual Testing.

A

Automated Testing Tools

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39
Q

To work in a responsive way to deliver the products or services a customer needs and when they want the products or services.

A

Being Agile

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40
Q

An effective and efficient way of gathering ideas within a short period of time from a group.

A

Brainstorming

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41
Q

A chart used to display progress during and at the end of iteration. “Burning down” means the backlog will lessen throughout the iteration.

A

Burn-Down Chart

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42
Q

The rate of resources consumed by the team; also cost per iteration.

A

Burn Rate

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43
Q

A chart that displays completed functionality. Progress will trend upwards, as stories are completed. Only shows complete functions, it is not accurate at predicting or showing work-in-progress

A

Burn-Up Chart

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44
Q

An acronym to measure the goals and mission of the project with each letter meaning: Criticality, Accessibility, Return, Vulnerability, Effect, and Recognizeability.

A

CARVER

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45
Q

A meeting conducted during an Agile project that consists of daily stand-up, iteration planning, iteration review, and iteration retrospective.

A

Ceremony

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46
Q

To change requirements that increase value to the customer.

A

Change

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47
Q

A document created during initiation that formally begins the project. The document includes the project’s justification, a summary level budget, major milestones, critical success factors, constraints, assumptions, and authorization to do it.

A

Charter

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48
Q

An individual involved but not committed to an Agile project

A

Chicken

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49
Q

A team role that keeps the team focused on learning and the process

A

Coach

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50
Q

A method of cooperation among individuals to achieve a common goal.

A

Collaboration

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51
Q

The entire team together is responsible for 100% of the code.

A

Collective Code Ownership

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52
Q

The entire team is physically present, working in one room.

A

Collocation

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53
Q

An issue solved through trend analysis because the issue is systematic.

A

Common Cause

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54
Q

To share smooth and transparent information of needs.

A

Communication

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55
Q

Decisions created by higher up individuals in the organization and handed over to the team.

A

Command & Control

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56
Q

To meet regulations, rules, and standards.

A

Compliance

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57
Q

An environment for the team that is free of distractions and interruptions.

A

Cone of Silence

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58
Q

Disagreements in certain areas between individuals.

A

Conflict

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59
Q

An agreement made after a conflict.

A

Conflict Resolution

60
Q

To ensure that self-assessment and process improvement occurs frequently to improve the product.

A

Continuous Improvement

61
Q

To consistently examine a team member’s work. To build, and test the entire system.

A

Continuous Integration

62
Q

To organize work with the goal of higher productivity and teamwork.

A

Coordination

63
Q

To measure the cost spent on a project and its efficiency. Earned Value / Actual Cost = CPI

A

Cost Performance Index (CPI)

64
Q

Teams that consist of members who can complete various functions to achieve a common goal. Team members are able to do more than one role in a project.

A

Cross-Functional Team

65
Q

An adaptable approach that focuses on interaction between people and processes that consists of families that vary based on team size, system criticality, and project priorities.

A

Crystal Family

66
Q

A chart that displays feature backlog, work-in-progress, and completed features.

A

Cumulative Flow Diagram

67
Q

A method that allows customers to score (total 100 points) different features of a product.

A

100-Point Method

68
Q

A series of phases or stages the team has agreed to execute for a project

A

Workflow

69
Q

Work-In-Progress- Stories that have started, which are displayed in workflows to show progress and what still needs to be completed.

A

WIP

70
Q

A lightweight non-functional UI design that shows the customer the vital elements and how they will interact before coding.

A

Wireframe

71
Q

To limit work-in-progress so a team can do the following: maintain focus on completing work, maintaining quality, and delivering value.

A

WIP Limits

72
Q

An estimation technique for user stories. The PO presents user stories & discusses challenges. Each story’s estimates plotted, and then the team comes to an agreement on the range of points.

A

Wide-Band Delphi Estimating

73
Q

Resistant to change that requires heavy planning and sequential, traditional approach

A

Waterfall

74
Q

A space where the team can work and collaborate effectively.

A

War Room

75
Q

The team’s work and progress must be transparent to all stakeholders.

A

Visibility

76
Q

A geographically distributed group that does not meet physically.

A

Virtual Team

77
Q

To ensure the product meets requirements and specifications.

A

Verification

78
Q

The total number of features that a team delivers in iteration.

A

Velocity

79
Q

The measurement of how far apart data is from each other.

A

Variance

80
Q

A tool used to analyze a chain of processes with the desired outcome of eliminating waste.

A

Value Stream Mapping

81
Q

To realize the values needed to deliver a project.

A

Value-Driven Delivery

82
Q

To allow the PO or customer determine which function to implement first based on the value it delivers.

A

Value-Based Prioritization

83
Q

The worth of a product, project, or service.

A

Value

84
Q

The way to make sure that the product is acceptable to the customer.

A

Validation

85
Q

At least one business requirement that increases the value for the user.

A

User Story

86
Q

The active involvement of users in the development cycle of a project so team members can receive feedback about the user’s requirements.

A

Users Involvement

87
Q

An exploratory test which uses a test subject to understand the usability of software.

A

Usability Testing

88
Q

These tests are used for continuous feedback to achieve quality improvement and assurance.

A

Unit Testing

89
Q

To allow communication between parties so their concerns and perspectives are given for effective feedback.

A

Two-Way Communication

90
Q

This analysis provides trends that will occur in the future to help control and implement continuous improvement.

A

Trend Analysis

91
Q

To show everyone’s involvement and progress to the entire team.

A

Transparency

92
Q

A top-down approach that consists of long cycles, heavy planning, and minimal customer involvement.

A

Traditional Management

93
Q

A role in XP that measures the team’s progress, and communicates the measurements to the team.

A

Tracker

94
Q

To set a fixed delivery date for a project or release.

A

Time-boxing

95
Q

A group of stories, iteration, or release’s idea determined by the customer and the team agrees with the idea.

A

Theme

96
Q

Explains acceptance test to the customers then consistently measures the product against the test and records results for the team. (XP Role)

A

Tester

97
Q

A written acceptance test for a module with the code built to pass the tests in order to ensure correct performance.

A

Test-Driven Development (TDD)

98
Q

Technical decisions a team chooses to not implement currently, but must do so or face difficulty in the future

A

Technical Debt

99
Q

The number of story points completed during iteration, and used to determine the planned capacity

A

Team Velocity

100
Q

An area for team members to collocate, usually a physical location, in some cases a virtual location is created

A

Team Space

101
Q

When the team discusses the requirements that will fulfill the customer’s needs.

A

Team Participation

102
Q

Formation happens when a team creates ground rules and processes to build bonds and shared goals.

A

Team Formation

103
Q

A team that is empowered has collaboration, responsibility, and self-sufficiency

A

Team Empowerment

104
Q

Team members function in a way that is collaborative to complete tasks and reach a common goal, mostly achieved with strong communication.

A

Teamwork

105
Q

A group of individuals charged with the responsibility of delivery and value of a project.

A

Team

106
Q

The smaller jobs to fulfill a user story, usually divided among team members.

A

Tasks

107
Q

A model originated in Japan to describe a team with values that include self-organization, empowered to make decisions, belief in vision and success, a committed team, trust, participatory decision making, consensus-driven, and construction disagreement.

A

Tabaka’s Model

108
Q

When the team collaborates to focus on a single user story.

A

Swarming

109
Q

A maintainable pace of work that is intense yet steady

A

Sustainability

110
Q

A unit of measurement to estimate the difficulty of a user story.

A

Story Point

111
Q

A prioritization tool that backlogged stories made smaller and organized by user functionality

A

Story Map

112
Q

An index card that displays the user story.

A

Story Card

113
Q

A curved test used to measure knowledge and understanding, but constructed so the same test-taker will perform similarly each time.

A

Standardized Test

114
Q

To ensure stakeholders remain informed and that the achievement of their needs are met.

A

Stakeholder Management

115
Q

An individual with an interest in the outcome

A

Stakeholder

116
Q

A meeting that occurs after each sprint to show the product or process to stakeholders for approval and to receive feedback.

A

Sprint Review

117
Q

A team-member meeting that occurs after each sprint to evaluate the product and process to improve efficiency and effectiveness.

A

Sprint Retrospective

118
Q

A document that explains sprint goals, tasks, and requirements and how the tasks will reach completion.

A

Sprint Plan

119
Q

A consistent iteration that lasts from one week to one month in order to measure velocity in Scrum.

A

Sprint

120
Q

An experiment that helps a team answer, a particular question and determine future actions.

A

Spike

121
Q

This occurs when requirements for the specification are incomplete or conflicting.

A

Specification Breakdown

122
Q

A cause that occurs once because of special reasons

A

Special Cause

123
Q

Communication used conveniently to receive instant feedback, ideas, and requirements from a particular community.

A

Social Media-Based Communication

124
Q

Work that is isolated.

A

Silo

125
Q

Originated in Japan as a way to understand learning and mastery, Shu – obeying the rules, Ha - consciously moving away from the rules, and Ri – consciously finding an individual path.

A

Shu-Ha-Ri Model

126
Q

Leaders collaborate with the team and do anything the team does when needed.

A

Servant Leadership

127
Q

Naturally formed teams that interact with minimal management supervision.

A

Self-Organizing Team

128
Q

This team has the capability to make their own decisions, empowerment, mutual accountability, and collective ownership of a project, which leads them to be more productive and efficient.

A

Self-Directing Team

129
Q

This cycle tends to be long and requires a lot of advanced planning.

A

Software Development Life Cycle (SDLC)

130
Q

The leader that helps the team to follow Scrum methodology.

A

Scum Master

131
Q

Meetings used to organize large projects with scrum masters from different teams.

A

Scrum of Scrums

132
Q

A popular Agile methodology

A

Scrum

133
Q

The uncontrolled changes or growth in a project’s scope which goes beyond the initial agreement.

A

Scope Creep

134
Q

The ratio of earned value to planned value. EV/PV=SPI

A

Schedule Performance Index

135
Q

The feeling of workers when their needs are fulfilled. Known as motivators.

A

Satisfaction

136
Q

A diagram that correlates different factors and the symptom.

A

Root Cause Diagram

137
Q

To investigate beyond the symptoms of the problem and to understand the root cause of the problem.

A

Root Cause Analysis

138
Q

To divide the planning phase into stages.

A

Rolling Wave Planning

139
Q

A person’s description that includes their function in an Agile project

A

Role

140
Q

How much the risk’s consequences will influence the success or failure of a project. Risk Probability (%) x Risk Impact ($) = Risk Severity

A

Risk Severity

141
Q

The likelihood that the risk will occur.

A

Risk Probability

142
Q

To analyze the consequences of the risk if they occur based on their probability.

A

Risk Impact

143
Q

A chart that displays risk and success with feature vs. time.

A

Risk Burn Down

144
Q

This spike helps the team remove major risks, and if the spike fails every approach possible, the project is defined as “fast failure”.

A

Risk-Based Spike

145
Q

A product backlog adjusted to help balance the risk and value factors of product.

A

Risk-Adjusted Backlog

146
Q

The uncertainty of an unwanted outcome related to the project.

A

Risk

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