Leading Team Performance

Question 1

Burndown chart

Answer 1

Shows the number of requirements remaining in the product backlog as each iteration completes a portion of the requirements.

Question 2

Burnup chart

Answer 2

Illustrates each iteration’s amount of work accomplished. It shows the cumulative total of requirements the team has completed for the whole project and in each iteration.

Question 3

Caves

Answer 3

In a collaborative team space, caves ar eprivate areas for conversations, concentration, and to avoid interruptions.

Question 4

Collaborative team space

Answer 4

Open floor plan that provides line of sight for everyone and provides easy/fast communication

Question 5

Commons

Answer 5

In a collaborative team space, the commons is the big common area in an open floor plan, an open space for team members to interact and collaborate.

Question 6

Dreyfus model of adult skill acquisition

Answer 6

Learners move through 5 stages to acquire skills: novice, competent, proficient, expert, and master.

Question 7

Emergent leadership

Answer 7

Occurs when an individual on the team takes a leadership role. Doesn’t have to be the project manager- can be different at different points of the project.

Question 8

Engagement culture

Answer 8

This encourages people to collaborate, share ideas, and share what they’ve discovered and rewards people for problem solving.

Question 9

Ethnocentrism

Answer 9

Refers to judging another culture based on one’s own culture. Based on assumption that your own culture is better than others.

Question 10

Features chart

Answer 10

Is a combination of a burnup chart and a burndown chart. This chart shows the number of requirements remaining and the number of features that have been completed.

Question 11

Generalizing specialist

Answer 11

An individual on your team who can serve multiple roles, so team members can quickly switch between different roles on your team.

Question 12

Herzberg’s theory of motivation

Answer 12

Describes two types of agents: hygiene and motivating.

Hygiene: job security, paperwork, paycheck
Motivating: Bonuses, opportunity for advancement, appreciation

Need hygiene or motivating means nothing.

Question 13

Osmotic communication

Answer 13

Learning by overhearing others’ conversations in a collaborative team space in osmotic communication

Question 14

Proxy customer

Answer 14

A representative for a large group of project stakeholders

Question 15

Self-organized

Answer 15

Team that’s self organized decides who is going to do what in what order.

Question 16

Shu-ha-ri model of skill mastery

Answer 16

Describes 3 stages

1. Shu you learn the skill by following the guidelines
2. Ha stage you no longer rely on the guidelines and are able to work more intuitively
3. Ri is the stage at which you have fully mastered the skill and can innovate beyond the guidelines.

Question 17

Tacit knowledge

Answer 17

Knowledge a person has gained through their experience and doing work is tacit knowledge.

Question 18

Tuckman’s model of development

Answer 18

5 stages: 
Forming
Storming
Norming 
Performing
Adjourning

Question 19

Value management team

Answer 19

The team is composed of business people looking for return on investment ofr the project work. Look for opportunities to increase value, predict breakeven points, and forecast how the project will contribute to cutting costs in the org.

Question 20

Velocity

Answer 20

Capacity of work the team can complete per iteration. Velocity is defined by how many story points the team can complete in one iteration.