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PMI - ACP > PMI - ACP > Flashcards

PMI - ACP Flashcards

1
Q

Adaptive Leadership

A

A leadership style that helps teams thrive and overcome challenges throughout the project

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2
Q

Agile

A

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

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3
Q

Agile Adaptation

A

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

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4
Q

Acceptance Test Driven Development

A

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

Writing acceptance tests before coding

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5
Q

Agile Coaching

A

To help achieve goals that is either personal or organizational

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6
Q

Agile Experimentation

A

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

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7
Q

Agile Manifesto

A

Individuals and interactions over process and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

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8
Q

Agile Manifesto Principles

A

12 principles

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9
Q

Customer Satisfaction

A

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

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10
Q

Welcome Changes

A

To allow quick responses to changes in the external environment, and late in development to maximize the customers competitive edge

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11
Q

Frequent Delivery

A

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

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12
Q

Collocated TEam

A

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

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13
Q

Motivated individuals

A

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

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14
Q

Face to Face Conversation

A

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

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15
Q

Working Software

A

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

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16
Q

Constant Pace

A

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

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17
Q

Continuous Attention

A

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

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18
Q

Simplicity

A

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

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19
Q

Self Organization

A

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

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20
Q

Regular Reflection

A

This allows a team to learn how to become more effective, what changes need immediate implementation and behaviour that needs adjustments

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21
Q

Agile Methodologies

A

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

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22
Q

Agile Modeling

A

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

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23
Q

Agile Planning

A

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

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24
Q

Agile Practices

A

To make use of the Agile principles through activities

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25
Q

Agile Projects

A

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

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26
Q

Agile Smells

A

Symptoms of problems that affect Agile Teams and Projects

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27
Q

Agile Themes

A

Themes used to help the team focus on the functions of iterations

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28
Q

Agile Tooling

A

To increase team morale with software and artifacts

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29
Q

Analysis

A

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

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30
Q

Approved Iterations

A

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 increments

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31
Q

Architectural Spikes

A

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

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32
Q

Automated Testing Tools

A 
These tools allow for efficient and strong testing.  
Peer Reviews
Periodical Code Reviews
Refactoring
Unit Tests
Automated and Manual Testing
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33
Q

Being Agile

A

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

Starts with internalizing the agile mindset, then using that understanding to select and implement correct practices

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34
Q

Burn Down Chart - Backlog

A

A chart used to display progress during and at the end of an iteration. ‘burning down’ means the backlog will lessen throughout the iteration

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35
Q

Burn Rate

A

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

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36
Q

Burn-Up Chart - Completed Functionality

A

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.

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37
Q

CARVER - Goals and Missions of the Project

A

An acronym to measure the goals and missions of the project with each letter meaning

Criticality
Accessibility
Return
Vulnerability
Effect 
Recognizability
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38
Q

Ceremony

A

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

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39
Q

Change

A

To change requirements that increase value to the customer

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40
Q

Chicken

A

An individual involved but not committed to an Agile project

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41
Q

Coach

A

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

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42
Q

Collaboration

A

A method of cooperation among individuals to achieve a common goal

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43
Q

Collective Code Ownership

A

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

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44
Q

Common Cause

A

An issue solved through trend analysis because the issue is systematic

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45
Q

Command and Control

A

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

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46
Q

Cone of Silence

A

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

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47
Q

Conflict Resolution

A

An agreement made after a conflict

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48
Q

Continuous Improvement

A

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

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49
Q

Continuous Integration

A

To consistently examine a team members work. To build, and test the entire system

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50
Q

Coordination

A

To organize work with the goal of higher productivity and teamwork

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51
Q

Test Driven Development (TDD)

A

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

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52
Q

Extreme Programming (XP)

A

A methodology in Agile with one week iterations and paired development

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53
Q

Adaptive Software Development

A

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

Enable teams to quickly and effectively adapt to changing requirements or market needs by evolving their products with lightweight planning and continuous learning.

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54
Q

Feature Driven Development (FDD)

A

A comprehensive model and list of features included in the system before the design work begins

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55
Q

Dynamic Systems Development Model (DSDM)

A

A model that provides a comprehensive foundation for planning, managing, executing and scaling agile and iterative software development projects based on nine principles that involve:

Business needs/value
Active user involvement
Empowered teams
Frequent delivery
Integrated testing
Stakeholder collaboration
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56
Q

Crystal Family - Alistair Cockburn

A

Focuses on individuals and interaction, rather than processes and tools

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.

Each methodology is customized

Low criticality, small teams = Crystal Clear
Teams of 10 - 20 = Crystal Yellow
Teams of 20 - 50 = Crystal Orange
Teams of 50 + = Crystal Red

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57
Q

Cross Functional Team

A

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

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58
Q

Cumulative Flow Diagram

A

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

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59
Q

Customer Valued Prioritization

A

To deliver the maximum customer value early in order to win customer loyalty and support

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60
Q

Cycle Time - Feature

A

The time needed to complete a feature (user story)

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61
Q

Decide as late as possible

A

To postpone decisions to determine possibilities and make the decision when the most amount of knowledge is available

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62
Q

DEEP - Product Backlog

A 
The qualities of a product backlog which include: 
detailed, 
estimate-able, 
emergent 
prioritized
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63
Q

Disaggregation

A

To separate epics or large stories into smaller stories

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64
Q

Distributive Negotiation

A

To reach a deal through tactics so both parties receive the highest amount of value possible

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65
Q

Done

A

When work is complete and meets the following criteria:

Compiles, runs without errors, and passes predefined acceptance and regression tests

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66
Q

Dot Voting

A

A system of voting where people receive a certain number of dots to vote on the options provided

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67
Q

Emergent

A

Stories that grow and change over time as other stories reach completion in the backlog

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68
Q

Emotional Intelligence

A

An individuals skill to lead and relate to other team members

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69
Q

Epic Story

A

A large story that spans iterations that is disaggregated into smaller stories

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70
Q

Escaped Defects

A

Defects reported by the customer after the delivery

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71
Q

Expectancy Theory

A

An individual chooses to behave in a particular way over other behaviours because of the expected results of the chosen behaviour

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72
Q

Exploratory Testing

A

To inquire how the software works with the use of test subjects using the software and asking questions about the software

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73
Q

Extreme Persona

A

A team manufactured persona that exaggerates to induce requirements a standard persona may miss

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74
Q

Feature

A

A group of stories that deliver value to the customer

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75
Q

Finish Tasks One by One

A

Tasks must be finished in all iterations to meet the ‘definition of done’ requirements as a way to track progress and allow frequent delivery

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76
Q

Fishbone Diagram

A

A root cause diagram

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77
Q

Five Whys - Toyota

A

The root cause analysis technique that asks WHY five times. The problem is looked into deeper each time WHY is asked.

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78
Q

Fixed Time Box

A

Assigned tasks prioritized for completion based on an estimated number of days. Top priorities usually completed first.

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79
Q

Focus

A

To stay on task and is facilitated by scrum master of coach

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80
Q

Force Field Analysis

A

To analyze forces that encourage or resist change

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81
Q

Functionality

A

An action the customer must see and experience from a system, which will add value to the customer

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82
Q

Grooming

A

To clean up the product backlog by removal of items, disaggregation of items or estimation of items

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83
Q

Ground Rules

A

Unwritten rules decided and followed by team members

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84
Q

Herzberg’s Hygiene theory

A

A theory that states factors in the workplace create satisfaction and dissatisfaction in relation to the job

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85
Q

High Bandwidth Communication

A

Face-to-face communication that also includes non verbal communciation

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86
Q

High Performance Team

A

This team reaches maximum performance by creation of crystal clear,
detailed goals,
open communication,
accountability,
empowerment, use of the participatory decision model,

and the team consists of twelve or less dedicated members

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87
Q

Ideal Time

A

The amount of time needed to complete an assignment without distractions or interruptions

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88
Q

Incremental Delivery

A

Functionality conveyed in small phases

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89
Q

Incremental Project Releases

A

To build upon the prior release of a goal, outcome, or product.

Not all requirements are met, but after all releases, the requirements will be met

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90
Q

Information Radiator

A

Artifacts used to help maintain transparency of a project status to team members and stakeholders

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91
Q

Information Refrigerator

A

Information that is not transparent or useful to the team and stakeholders

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92
Q

Innovation Games

A

Practice used to induce requirements from product, owners, users and stakeholders

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93
Q

Integrative Negotiation - Win Win

A

To reach an agreement collaboratively that creates more value for both parties

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94
Q

Intraspectives

A

To inspect within, during a meeting with the agile team to review practices, usually when a problem occurs

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95
Q

Intrinsic Schedule Flaw

A

Poor estimation that occurs at the beginning of an iteration

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96
Q

INVEST - Good User Stories

A 
The benefits of good user stories
Independent
Negotiable
Valuable
Estimate-able
Small
Testable
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97
Q

Iteration

A

Work cycle, Scrum uses 2 - 4 weeks, XP uses 1 week

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98
Q

Iteration backlog

A

Work to complete in a particular iteration

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99
Q

Iteration H - Launch or Test

A

Iteration used to prepare the launch of software and to Test software

100
Q

Iteration 0

A

Iteration to complete tasks before development work occurs, for technical and architectural spikes and to gather requirements into the backlog

101
Q

Iteration Retrospective

A

A meeting used in Scrum the team discusses ways to improve after work is completed

102
Q

Just in Time

A

Used to minimize inventory cost by materials delivered before they are required

103
Q

Kaizan - continuous improvement

A

Based on Japanese Management philosophy - to continue improvement through small releases

104
Q

Kanban

A

A signal used to advance transparency of work in progress, a new task can begin once a previous one is complete

105
Q

Kano Analysis - product development and customer satisfaction

A

An analysis of product development and customer satisfaction based on fulfilled vs. not fulfilled needs as it relates to satisfaction and dissatisfaction

prioritizing features on a product roadmap based on the degree to which they are likely to satisfy customers.

Delighters/Exciters - deliver unexpected, novel or new high value benefits
Satisfiers - The more the better, these features bring value to the customer
Dissatisfiers -Cause a user to dislike the product if they are not there
Indifferent - No impact on the customer

106
Q

Last responsible moment

A

To make decisions as late as possible in order to preserve all possible options

107
Q

Lean Methodology

A

To eliminate Waste, an agile methodology derived from manufacturing

Eliminate Waste
Empower the team
Deliver fast
Optimize the whole
Build quality in
Defer decisions
Amplify learning
108
Q

Little’s Law - Limit WIP.

A

The law that limits work in progress efficiently with development of an appropriate cycle time

the more things that you work on at any given time (on average) the longer it is going to take for each of those things to finish (on average)

109
Q

Low performing team

A

This team has a lack of trust, no accountability, fear of conflict, less commitment and less attention to details and results

110
Q

Lean Software Development

A

This methodology focuses on the ‘value stream” to deliver value to customers. The goal is to eliminate waste by focusing on valuable features of a system to deliver the value in small batches. Principles of lean include:

Elimination of waste
Amplify Learning
Decide as late as possible
Deliver as fast as possible
Empowerment of the team
Build in integrity
See the whole
111
Q

Maslow hierarchy of needs

A

This theory suggests the interdependent needs (motivators) of people based on five levels in order:

Physiological
Safety and Security
Social
Esteem
Self Actualization
112
Q

Metaphor

A

Explain how a project will be completed successfully to stakeholders by use of real world examples of systems and components

113
Q

Minimal Viable Product

A

A product with only the essential features delivered to early adopters to receive feedback

114
Q

Minimal Marketing feature - MMF

A

The smallest feature of a product that provides value to the end user

115
Q

Fibonacci Sequence

A

A sequence of number used in Agile estimating, 0,1,2,3,5,8,13,20,40, 100

116
Q

Planning Poker

A

A tool used to estimate team effort on user stories

117
Q

Monopoly money

A

To give fake money to business features in order to compare the relative priority of those features

118
Q

Wide Band Delphi Estimating

A

An estimation technique for user stories. The PO presents user stories and discusses challenges.

Each story’s estimates plotted, and then the team comes to an agreement on the range of points

Anonymous forms with experts and group discussion of estimates

119
Q

Affinity Estimation

A

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

120
Q

100 Point Method

A

A method that allows customers to score different features - Total = 100 points

121
Q

MoSCoW Analysis

A

An analysis to help stakeholders understand the importance of each requirement delivered.

Must Have
Should Have
Could Have
Would like to have

122
Q

Osmotic Communication

A

Communicate by sharing an environment

123
Q

Pair Programming

A

When developers work together in XP practice

124
Q

Pareto Principle

A

Known as 80/20 rule. For Agile projects this means that 80% of all development should be spent on the top 20% of features that the customer needs

125
Q

Parking Lot

A

A storage place for ideas that distract from the main goal during a meeting

126
Q

Participatory Decision Models

A

To have stakeholders involvement in decision making with techniques such as a simple vote

127
Q

Persona

A

A depiction of the customer of the system with applicable details about usage

128
Q

Pig

A

A committed individual impacted by outcome

129
Q

Plan - Do - Check - Act

A

Work cycle in smaller, quicker iterations than traditional

130
Q

Planning game

A

To prioritize work and estimate efforts required by creation of a release plan in XP

131
Q

Positive Value

A

To maximize value through incremental work in order to gain competitive edge

132
Q

Pre-Mortem

A

Team members asked to define reasons of a project’s failure and to identify causes of failure missed in previous analysis

133
Q

Process Tailoring

A

To perfect agile processes for a particular project and environment

134
Q

Productivity

A

The effectiveness of production, usually measured with output per unit of input

135
Q

Productivity Variation

A

The difference between the planned and actual performance

136
Q

Product Backlog

A

The known features for a project

137
Q

Product Road Map

A

An artifact that displays planned project functionality

138
Q

Product Vision

A

A document that describes what the product is, who will use the product, why the product will be used and how the product supports the strategy of a company

139
Q

Product Vision Statement

A

A statement that defines the purpose and value of the product

140
Q

Progressive Elaboration

A

An approach for planning that occurs in cycles instead of upfront, which happens frequently.

141
Q

Project

A

An enterprise planned and designed to create a product, service or result

142
Q

Prototyping

A

A model used to perfect requiremetns

143
Q

Qualitative

A

Descriptive data used for analysis

144
Q

Quality

A

The specifications and requirements of a product or service measured against the standard product or service in the industry

145
Q

Quantitative

A

Numerical data used for analysis

146
Q

Refactoring

A

To adjust working code to improve functionality and conservation

147
Q

Relative Prioritization

A

A list of all user stories and features ordered by highest priority to the lowest priority

148
Q

Relative Sizing

A

To estimate the size of a story in comparison with another story

149
Q

Release

A

Iteration outcomes delivered to the customers

150
Q

Release Plan

A

A document that describes the timeline of a product release

151
Q

Requirements at a high level

A

Requirements are in the form of user stories, and collected at a high level to estimate a budget

152
Q

Requirements Prioritization Model

A

A model to rate each feature with the calculation of weighted formula defined by the team

153
Q

Requirements Review

A

To review the requirements so they fulfill the needs and priorities of stakeholders

154
Q

Risk

A

The uncertainty of an unwanted outcome related to the project

155
Q

Risk Adjusted Backlog

A

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

156
Q

Risk Based Spike

A

The spike helps the team remove major risks, and if the spike fails every approach possible, the project is defined as a “Fast Failure”

157
Q

RIsk Burn Down Chart

A

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

158
Q

Risk Impact

A

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

159
Q

Risk Probability

A

The likelihood that a risk will occur

160
Q

Risk Severity

A

How much the risk’s consequences will influence the success or failure of a project.

Risk Probability (%) x Risk Impact ($) = Risk Severity

161
Q

Rolling Wave Planning

A

To divide the planning phase into stages

162
Q

Root Cause Analysis

A

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

163
Q

Root Cause Diagram

A

A diagram that correlates different factors and the symptom

164
Q

Cost Performance Index (CPI)

A

To measure the cost spent on a project and its efficiency

Earned Value/Actual Cost = CPI

165
Q

Schedule Performance Index - SPI

A

The ratio of earned value to planned value

EV/PV = SPI

A value of 1 shows that the project operates in line with the planned schedule.

If the SPI exceeds 1, the project is ahead of the plan while a value below 1 indicates that it is behind schedule

166
Q

Earned Value Management

A

EVM works well at iteration. It is a method to measure and communicate progress and trends at the current stage of the project

167
Q

Present Value

A

A way of calculating the time value of money

168
Q

NPV - Net Present Value

A

A value that compares the amount invested today to the present value of future cash receipts from the investment

NPV - Sum of the discounted net cash flows

169
Q

ROI

A

Return on Investment - The return an organization makes on an investment expressed by a percentage %

ROI = Return - Cost - Investment / Investment

170
Q

IRR - Internal Rate of Return

A

Internal Rate of Return is a discount rate that makes the net present value of all cash flows from a project equal to zero. Used to determine potential profitability of a project or investment

IRR is uniform for investments of varying types and, as such, can be used to rank multiple prospective investments or projects on a relatively even basis.

The internal rate of return (IRR) is the annual rate of growth that an investment is expected to generate.

171
Q

Scope Creep

A

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

172
Q

Scrum Master

A

The leader that helps the team to follow Scrum methodology

173
Q

Software Development Life Cycle

A

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

174
Q

Self-Directing Team

A

This team has the capability to make their own decisions

Empowerment
Mutual accountability
Collective ownership

Which leads them to be more productive and efficient

175
Q

Self-Organizing Team

A

Naturally formed teams that interact with minimal management supervision

176
Q

Servant Leadership

A

Leaders collaborate with the team and do anything for the team to get what they need

177
Q

Shu-Ha-Ri Model - Learning and Mastery

A

Originated in Japan as a way to understand learning and mastery

Shu - Obeying the rules
Ha- Consciously moving away from the rules
Ri - Consciously finding an individual path

178
Q

Social Media Based Communication

A

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

179
Q

Special Cause

A

A cause that occurs once because of special reasons

180
Q

Specification Breakdown

A

This occurs when requirements for the specification are incomplete or conflicting

181
Q

Spike

A

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

182
Q

Sprint

A

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

183
Q

Sprint Plan

A

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

184
Q

Sprint Retrospective

A

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

185
Q

Sprint Review

A

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

186
Q

Stakeholder

A

An individual with an interest in the outcome

187
Q

Stakeholder Management

A

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

188
Q

Story Card

A

An index card that displays the user story

189
Q

Story Map

A

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

190
Q

Story Point

A

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

191
Q

Sustainability

A

A maintainable pace of work that is intense yet steady

192
Q

Swarming

A

When the team collaborates to focus on a single user story

193
Q

Tabaka’s Model - Team Values

A

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
Construction disagreement
194
Q

Tasks

A

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

195
Q

Team

A

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

196
Q

Teamwork

A

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

197
Q

Team Empowerment

A

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

198
Q

Team Formation

A

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

199
Q

Team Participation

A

When the team discusses the requirements that will fulfill the customers needs

200
Q

Team Velocity

A

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

201
Q

Technical Debt

A

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

202
Q

Tester

A

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

203
Q

Theme

A

A group of stories, iteration or releases idea determined by the customer and the team agrees with the idea

204
Q

Time-boxing

A

To set a fixed delivery date for a project or release

205
Q

Tracker

A

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

206
Q

Traditional Management

A

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

207
Q

Transparency

A

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

208
Q

Trend Analysis

A

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

209
Q

Two Way Communication

A

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

210
Q

Unit Testing

A

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

211
Q

Usability Testing

A

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

212
Q

Users Involvement

A

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

213
Q

User Story

A

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

214
Q

Validation

A

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

215
Q

Value

A

The worth of a product, project or service

216
Q

Value Based Prioritization

A

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

217
Q

Value Driven Delivery

A

To realize the values need to deliver a project

218
Q

Value Stream Mapping

A

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

219
Q

Variance

A

The measurement of how far apart data is from each other

220
Q

Velocity

A

Sum of story points completed in an iteration

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

221
Q

Verification

A

To ensure the product meets requirements and specifications

222
Q

Visibility

A

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

223
Q

Waterfall

A

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

224
Q

WIP Limits

A

To limit work in progress. Stories that have started, which are displayed in workflows to show progress and what still needs to be completed

225
Q

Workflow

A

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

226
Q

Agile Declaration of independence

A 
Six Rules:
Increase ROI
Deliver reliable results
Expect uncertainty
Unleash creativity and innovation
Boost performance
Improve effectiveness and reliability
227
Q

Empirical Process - Based on experience and observation

A 
Interactive
Incremental
Change Often
Adapt 
Pass through reviews
228
Q

Knowledge Work Projects are Different

A

Work is invisible
Work is changing
Continuous innovation, learning and teaching
Workers are assets, not costs

229
Q

Agile Mindset

A

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

230
Q

TCPI - To complete Performance Index - Efficiency

A

The future cost performance of a project

To Achieve Original Budget
BAC - EV / BAC - AC

To Achieve the Estimate at Completion
BAC - EV / EAC - AC

231
Q

Work in Progress

A

WIP Consumes investment capital and delivers no ROI
WIP hides bottlenecks that slow overall workflow and masks efficiency issues
WIP presents risk in the form of potential rework

232
Q

Scrum Pillars

A

Transparency
Inspection
Adaptation

233
Q

Parkinsons Law

A

Work tends to expand to fill the time available

234
Q

Tuckman Model of Team Formation and Development

A 
Forming = Directing
Storming = Coaching
Performing = Delegating
Norming = Supporting
235
Q

Average Velocity

A

Sum of story points completed from n interations/n

236
Q

Throughput

A

Throughput is a measure of the number of work items completed during an iteration or another period of time

237
Q

Defect Rate

A

Defect rate = Number of defects/number of items

238
Q

Lead Time

A

Lead Time = Time of completion - time of adding an item to the board

From entering the board at the ready stage to exiting the completion stage

239
Q

Work in Queue

A

Number of features for which work has not yet started

240
Q

Earned Value

A

The portion of the approved budget or story points that are allocated to a completed item

241
Q

Planned Value

A

The budget or story point value of items that were planned to be completed at a point in time

242
Q

Actual Cost

A

The amount of cost consumed at a point in time

243
Q

Cost Variance

A

The difference between the earned value and the actual cost at a point in time

Cost Variance = Earned Value - Actual Cost

244
Q

Estimate At Completion

A

Budget at Completion BAC / CPI

$100,000 / ,67 = $149,253

245
Q

Agile Unified Process

A

Model - Understand the business and Identify solutions
Implementation - Transform the model into executable code
Test - Perform and objective evaluation
Deployment - Plan for the delivery
Configuration Management - Manage access to project artifacts
Project Management
Environment - Support the project

246
Q

ESVP - Participation evaluation and personas

A

Explorer - Hear new ideas and engage
Shopper - Looking for new insights that add value to themselves
Visitor - Looking for a distraction from work
Prisoner - Would rather be somewhere else but were forced to attend

PMI - ACP (2 decks)

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