PMI-ACP Flashcards
1
Q
Agile Principles and Mindset Domain
A
9 tasks within domain:
- HAVE A SHARED MINDSET - Model agile principles and discuss agile values in order to develop a shared mindset
across the team as well as between the customer and the team.
* - GENERATE COMMON UNDERSTANDING - Help ensure that everyone has a common understanding of the values and principles of agile and a common knowledge around the agile practices and terminology being used in order to work
effectively.
* - SUPPORT CHANGE - Support change at the system or organization level by educating the organization and influencing processes,
behaviors, and people in order to make the organization more
effective and efficient.
* - BE TRANSPARENT - Practice visualization by maintaining highly visible information radiators showing real progress and real team performance in order to enhance transparency and trust.
* - ALLOW MISTAKES- Contribute to a safe and trustful team environment by allowing everyone to experiment and make mistakes so that each can learn and continuously improve the way he or she works.
* - PROMOTE INNOVATION - Enhance creativity by experimenting with new techniques and
process ideas in order to discover more efficient and effective ways of working.
* - ENCOURAGE COLLABORATION- Encourage team members to share knowledge by collaborating
and working together in order to lower risks around knowledge
silos and reduce bottlenecks.
* - SAFE ENVIRONMENT - Encourage emergent leadership within the team by establishing
a safe and respectful environment in which new approaches
can be tried in order to make improvements and foster self
organization and empowerment.
* - PRACTICE SERVANT LEADERSHIP - Practice servant leadership by supporting and encouraging
others in their endeavors so that they can perform at their highest level and continue to improve.
2
Q
Value-Driven Delivery Domain
A
4 subdomains; 14 tasks
- DEFINE POSITIVE VALUE
1.1. Define deliverables by identifying units that can be produced incrementally in order to maximize their value to stakeholders while minimizing non value added work.
*
1.2. Refine requirements by gaining consensus on the acceptance criteria for features on a just in time basis in order to deliver value.
*
1.3. Select and tailor the team’s process based on project and organizational characteristics as well as team experience in order to optimize value delivery. - AVOID POTENTIAL DOWNSIDES
2.1. Plan for small releasable increments by organizing requirements into minimally marketable
features/minimally viable products in order to allow for the early recognition and delivery of value.
*
2.2. Limit increment size and increase review frequency with appropriate stakeholders in order to identify and respond to risks early on and at minimal cost.
*
2.3. Solicit customer and user feedback by reviewing increments often in order to confirm and enhance business value - PRIORITIZATION
3.1. Prioritize the units of work through collaboration with stakeholders in order to optimize the value of the deliverables.
*
3.2. Perform frequent review and maintenance of the work results by prioritizing and maintaining internal quality in order to reduce the overall cost of incremental development.
*
3.3. Continuously identify and prioritize the environmental, operational, and infrastructure factors in order to improve the quality and value of the deliverables. - INCREMENTAL DEVELOPMENT
4.1. Conduct operational reviews and/or periodic checkpoints with stakeholders in order to obtain feedback and corrections to the work in progress and planned work.
*
4.2. Balance development of deliverable units and risk reduction efforts by incorporating both value producing and risk reducing work into the backlog in order to maximize the total value proposition over time.
*
4.3. Re prioritize requirements periodically in order to reflect changes in the environment and stakeholder needs or preferences in order to maximize the value.
4.4. Elicit and prioritize relevant non functional requirements (such as operations and security) by considering the environment in which the solution will be used in order to minimize the probability of failure.
*
4.5. Conduct frequent reviews of work products by performing inspections, reviews, and/or testing in order to identify and incorporate improvements into the overall process and product/service.
3
Q
Stakeholder Engagement Domain
A
9 tasks 3 subdomains
- UNDERSTAND STAKEHOLDER NEEDS
Identify and engage effective and empowered business stakeholder(s) through periodic reviews in order to ensure that the team is knowledgeable about stakeholders’ interests, needs, and expectations.
*
Identify and engage all stakeholders (current and future) by promoting knowledge sharing early and throughout the project to ensure the unimpeded flow of information and value throughout the lifespan of the project. - ENSURE STAKEHOLDER INVOLVEMENT
Establish stakeholder relationships by forming a working agreement among key stakeholders in order to promote participation and effective collaboration.
*
Maintain proper stakeholder involvement by continually assessing changes in the project and organization in order to ensure that new stakeholders are appropriately engaged.
*
Establish collaborative behaviors among the members of the organization by fostering group decision making and conflict resolution in order to improve decision quality and reduce the time required to make decisions. - MANAGE STAKEHOLDER EXPECTATIONS
Establish a shared vision of the various project increments (products, deliverables, releases, iterations) by developing a high level vision and
supporting objectives in order to align stakeholders’ expectations and build trust.
*
Establish and maintain a shared understanding of success criteria, deliverables, and acceptable trade offs by facilitating awareness among stakeholders in order to align expectations and build trust.
*
Provide transparency regarding work status by communicating team progress, work quality, impediments, and risks in order to help the primary
stakeholders make informed decisions.
*
Provide forecasts at a level of detail that balances the need for certainty and the benefits of adaptability in order to allow stakeholders to plan effectively.
4
Q
Team Performance Domain
A
9 tasks; 3 subdomains
- TEAM FORMATION
Cooperate with the other team members to devise ground rules an internal processes in order to foster team coherence and strengthen team members’ commitment to shared outcomes.
*
Help create a team that has the interpersonal and technical skills needed to achieve all known project objectives in order to create business value with minimal delay. - EMPOWERMENT
Encourage team members to become generalizing specialists in order to reduce team size and bottlenecks, and to create a high performing
cross functional team.
*
Contribute to self organizing the work by empowering others and encouraging emerging leadership in order to produce effective solutions and manage complexity.
*
Continuously discover team and personal motivators and demotivators in order to ensure that team morale is high and team members are motivated and productive throughout the project. - TEAM COLLABORATION AND COMMITMENT
*
Facilitate close communication within the team and with appropriate external stakeholders through co location or the use of collaboration tools in order to reduce miscommunication and rework.
*
Reduce distractions in order to establish a predictable outcome and optimize the value delivered.
*
Participate in aligning project and team goals by sharing project vision in order to ensure the team understands how their objectives fit into the overall goals of the project.
*
Encourage the team to measure its velocity by tracking and measuring actual performance in previous iterations or releases in order for members to gain a better understanding of their capacity and create more accurate forecasts.
5
Q
Adaptive Planning Domain
A
10 tasks; 3 subdomains
- LEVELS OF PLANNING
Plan at multiple levels (strategic, release, iteration, daily) creating appropriate detail by using rolling wave planning and progressive elaboration to balance predictability of outcomes with ability to exploit opportunities.
*
Make planning activities visible and transparent by encouraging participation of key stakeholders and publishing planning results in order to increase commitment level and reduce uncertainty.
*
As the project unfolds, set and manage stakeholder expectations by making increasingly specific levels of commitments in order to ensure common understanding of the expected deliverables. - ADAPTION
Adapt the cadence and the planning process based on results of periodic retrospectives about characteristics and/or the size/complexity/criticality of the project deliverables in order to
maximize the value.
*
Inspect and adapt the project plan to reflect changes in requirements, schedule, budget, and shifting priorities based on team learning, delivery experience, stakeholder feedback, and defects in order to maximize business value delivered. - AGILE SIZING AND ESTIMATION
Size items by using progressive elaboration techniques in order to determine likely project size independent of team velocity and external variables.
*
Adjust capacity by incorporating maintenance and operations demands and other factors in order to create or update the range estimate.
*
Create initial scope, schedule, and cost range estimates that reflect current high level understanding of the effort necessary to deliver the project in order to develop a starting point for managing the project.
*
Refine scope, schedule, and cost range estimates that reflect the latest understanding of the effort necessary to deliver the project in order to manage
the project.
*
Continuously use data from changes in resource capacity, project size, and velocity metrics in order to evaluate the estimate to complete.
6
Q
Problem Detection and Resolution Domain
A
5 tasks
- Create an open and safe environment by encouraging conversation and experimentation, in order to surface problems and impediments that are slowing the team down or preventing its ability to deliver value.
* - Identify threats and issues by educating and engaging the team at various points in the project in order to resolve them at the appropriate time and improve processes that caused issues.
* - Ensure issues are resolved by appropriate team members and/or reset expectations in light of issues that cannot be resolved in order to maximize the value delivered.
- Maintain a visible, monitored, and prioritized list of threats and issues in order to elevate accountability, encourage action, and track ownership and resolution status.
* - Communicate status of threats and issues by maintaining threat list and incorporating activities into backlog of work in order to provide transparency.
7
Q
Continuous Improvement Domain
A
6 tasks
(Product, Process, People)
*
1. Tailor and adapt the project process by periodically reviewing and integrating team practices, organizational culture, and
delivery goals in order to ensure team effectiveness within established organizational guidelines and norms.
*
2. Improve team processes by conducting frequent retrospectives and improvement experiments in order to continually enhance the effectiveness of the team, project, and organization.
*
3. Seek feedback on the product by incremental delivery and frequent demonstrations in order to improve the value of the product.
- Create an environment of continued learning by providing opportunities for people to develop their skills in order to develop a more productive team of generalizing specialists.
* - Challenge existing process elements by performing a value stream analysis and removing waste in order to increase individual efficiency and team effectiveness.
* - Create systemic improvements by disseminating knowledge and practices across projects and organizational boundaries in order to avoid re occurrence of identified problems and improve
the effectiveness of the organization as a whole.
8
Q
ACP
A
Agile Certified Practitioner
9
Q
Accepted Test Driven Development
A
A method used to communicate with business customers, developers, and testers before coding begins.
10
Q
Active Listening
A
To focus on what is said and provide feedback to communicate understanding
11
Q
Adaptive Leadership
A
A leadership style that helps teams to thrive and overcome challenges throughout a project.
12
Q
Affinity Estimation
A
A method used to quickly place user stories into a comparable-sized group.
13
Q
Agile
A
To develop a goal through periodic experimentation in order to fulfill the need of a complex decision.
14
Q
Agile Adaption
A
To adapt the project plan continuously through retrospectives in order to maximize value creation during the planning process.
15
Q
Agile Coaching
A
To help achieve goals that is either personal or organizational.
16
Q
Agile Experimentation
A
To use the empirical process, observation, and spike introduction while executing a project to influence planning.
17
Q
Agile Manifesto
A
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.
18
Q
Agile Manifesto Principles
A
A document that describes the twelve principles of the Agile Manifesto.
19
Q
Agile Manifesto: 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 customer’s value by completing priority requirements.
20
Q
Agile Manifesto: Welcome Changes
A
To allow quick responses to changes in the external environment, and late in development to maximize the customer’s competitive advantage.
21
Q
Agile Manifesto: 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 timeframe.
22
Q
Agile Manifesto: 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.
23
Q
Agile Manifesto: Motivated Individuals
A
To give individuals the empowerment, environment, support, and trust needed to complete a task successfully.
24
Q
Agile Manifesto: Face-To-Face Conversation
A
The most efficient and effective way to communicate in order to receive direct feedback and influence osmotic communication.
25
Agile Manifesto: Working Software
Working software enables the measurement of progress, enhance customer satisfaction, and maintain and improve the quality of the software to help support project goals.
26
Agile Manifesto: Constant Pace
To help team members establish a healthy work-life balance, remain productive, and respond to changes swiftly for progress during a project.
27
Agile Manifesto: Continuous Attention
To enhance agility and time spent on work requirements in order to retain a well-balanced work environment.
28
Agile Manifesto: Simplicity
Allows team members to focus on what is necessary to achieve the requirements needed to create and deliver value to the project and customer.
29
Agile Manifesto: Self-Organization
A team that knows how to complete tasks effectively, has dedication to the project, and is expert on the process and project.
30
Agile Manifesto: Regular Reflection
This allows a team to learn how to become more effective, what changes need immediate implementation, and behavior that needs adjustment.
31
Agile Mentoring
To pass on and teach based on experience, knowledge, and skills to other individuals in the team or that work for the organization.
32
Agile Methodologies
A way to complete a goal effectively and efficiently. Examples of Agile Methodologies include XP, Scrum, and Lean.
33
Agile Modeling
A workflow depiction of a process or system a team can review before it is turned into code. Stakeholders should understand the model.
34
Agile Planning
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.
35
Agile Practices
To make use of the Agile principles through activities.
36
Agile Projects
A project that occurs based on the Agile Manifesto and Agile Principles.
37
Agile Smells
Symptoms of problems that affect Agile teams and projects.
38
Agile Space
A space that allows team members to establish collaboration, communication, transparency, and visibility.
39
Agile Themes
Themes used to help the team focus on the functions of iteration.
40
Agile Tooling
To increase team morale with software or artifacts.
41
Analysis
To develop possible solutions by studying the problem and its underlying need and to understand the information provided.
42
Approved Iterations
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.
43
Architectural Spikes
Spikes that relate to any area of a system, technology, or application domain that is unknown.
44
.Artifact
A process or work output Ex. Document, Code
45
ASD
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.
46
Automated Testing Tools
These tools allow for efficient and strong testing. Examples: Peer Reviews, Periodical Code-Reviews, Refactoring, Unit Tests, Automatic and Manual Testing.
47
Being Agile
To work in a responsive way to deliver the products or services a customer needs and when they want the products or services.
48
Brainstorming
An effective and efficient way of gathering ideas within a short period of time from a group.
49
Burn-Down Chart
A chart used to display progress during and at the end of iteration. “Burning down” means the backlog will lessen throughout the iteration.
50
Burn Rate
The rate of resources consumed by the team; also cost per iteration.
51
Burn-Up Chart
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.
52
CARVER
An acronym to measure the goals and mission of the project with each letter meaning: Criticality, Accessibility, Return, Vulnerability, Effect, and Recognizeability.
53
Ceremony
A meeting conducted during an Agile project that consists of daily stand-up, iteration planning, iteration review, and iteration retrospective.
54
Change
To change requirements that increase value to the customer.
55
Charter
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.
56
Chicken
An individual involved but not committed to an Agile project.
57
Coach
A team role that keeps the team focused on learning and the process.
58
Collaboration
A method of cooperation among individuals to achieve a common goal.
59
Collective Code Ownership
The entire team together is responsible for 100% of the code.
60
Collocation
The entire team is physically present, working in one room.
61
Common Cause
An issue solved through trend analysis because the issue is systematic.
62
Communication
To share smooth and transparent information of needs.
63
Command & Control
Decision created by higher up individuals in the organization and handed over to the team.
64
Compliance
To meet regulations, rules, and standards.
65
Cone of silence
An environment for the team that is free of distractions and interruptions.
66
Conflict
Disagreements in certain areas between indivuduals.
67
Conflict Resolution
An agreement made after a conflict.
68
Continuous Integration
To consistently examine a team member's work. To build, and test the entire system.
69
Coordination
To organize work with the goal of higher productivity and teamwork.
70
Cost Performance Index (CPI)
To measure the cost spent on a project and its efficiency. Earned Value / Actual Cost = CPI
71
Cross-Functional Team
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.
72
Crystal Family
An adaptable approach that focuses on interaction between people and processes that consist of families that vary based on team size, system criticality, and project priorities.
73
Cumulative Flow Diagram
A chart that displays feature backlog, work-in-progress, and completed features.
74
Customer
The End-user who determines and emphasizes business values.
75
Customer-Valued Prioritization
To deliver the maximum customer value early in order to win customer loyalty and support.
76
Cycle Time
The time needed to complete a feature (user story).
77
Daily Stand Up
A brief meeting where the team shares the previous day’s achievements, plans to make achievements, obstacles, and how to overcome the obstacles.
78
Decide As Late As Possible
To postpone decisions to determine possibilities and make the decision when the most amount of knowledge is available.
79
DEEP
The qualities of a product backlog which include: detailed, estimate-able, emergent, and prioritized.
80
Deliverables
A tangible or intangible object delivered to the customer. Ex. Document, Pamphlet, Report
81
Disaggregation
To separate epics or large stories into smaller stories.
82
Dissatisfaction
The lack of satisfaction among workers such as, work conditions, salary, and management-employee relationships. Factors known as demotivators.
83
Distributive Negotiation
To reach a deal through tactics so both parties receive the highest amount of value possible.
84
Done
When work is complete, and meets the following criteria: complies, runs without errors, and passes predefined acceptance and regression tests.
85
Dot Voting
A system of voting where people receive a certain number of dots to vote on the options provided.
86
Dynamic Systems Development Model (DSDM)
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, and stakeholder collaboration.
87
Earned Value Management (EVM)
Earned Value Management, works well at iteration. It is a method to measure and communicate progress and trends at the current stage of the project.
88
Emergent
Stories that grow and change overtime as other stories reach completion in the backlog.
89
Emotional Intelligence
An individual's skill to lead and relate to other team members.
90
Epic Story
A large story that spans iterations, then disaggregated into smaller stories.
91
Escaped Defects
Defects reported after the delivery to the customer
92
Expectancy Theory
An individual chooses to behave in a particular way over other behaviors because of the expected results of the chosen behavior.
93
Exploratory Testing
To inquire how software works with the use of test subjects using the software and asking questions about the software.
94
Extreme Persona
A team-manufactured persona that exaggerates to induce requirements a standard persona may miss.
95
eXteme Programming (XP)
A methodology in Agile with one-week iterations and paired development.
96
Feature-Driven Development
A comprehensive model and list of features included in the system before the design work begins.
97
Feature
A group of stories that deliver value to the customers.
98
Feedback
Information or responses towards a product or project used to make improvements.
99
Fibonacci Sequence
A sequence of numbers used in Agile estimating 0, 1, 2, 3, 5, 7, 13, 20, 40, 100.
100
Finish Tasks One by One
Tasks must be finished in all iterations to meet the "Definition of Done" requirements as a way to track progress and allow frequent delivery.
101
Fishbone Diagram
A root cause diagram.
102
Five Whys
The Root causes analysis technique that asks WHY five times. The problem is looked into deeper each time WHY is asked. Toyota developed this technique.
103
Fixed Time Box
Assigned tasks prioritized for completion based on an estimated number of days. Top priorities are usually completed first.
104
Focus
To stay on task, and is facilitated by the scrum master or coach.
105
Force Field Analysis
To analyze forces that encourages or resists change.
106
Funtionality
An action the customer must see and experience from a system, which will add value to the customer.
107
Grooming
To clean up the product backlog by removal of items, disaggregation of items, or estimation if items.
108
Ground Rules
Unwritten rules decided and followed by team members
109
Herzberg's Hygiene Theory
A theory that states factors in the workplace create satisfaction and dissatisfaction in relation to the job.
110
High-Bandwidth Communication
Face-to-face communication that also includes non-verbal communication.
111
High Performing Team
This team reaches maximum performance by creation of clear, detailed goals, open communication, accountability, empowerment, use of the participatory decision model, and the team consists of twelve dedicated members or less.
112
Ideal Time
The amount of time needed to complete an assignment without distractions or interruptions.
113
Incremental Delivery
Functionality conveyed in small phases.
114
Incremental Project Releases
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.
115
Information Radiator
Artifacts used to help maintain transparency of a project status to team members and stakeholders.
116
Information Refrigerator
Information that is not transparent or useful to the team and stakeholders.
117
Innovation Games
Practice used to induce requirements from product, owners, users, and stakeholders.
118
Integrative Negotiation
To reach an agreement collaboratively that creates more value for both parties by a win-win solution.
119
Interaction
Face-to-face communication
120
IRR
Internal Rate of Return - 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 project or investment.
121
Intraspectives
To inspect within, during a meeting with the Agile team to review practices, usually when a problem or issue occurs.
122
Intrinsic Schedule Flaw
Poor estimation that occurs at the beginning of iteration.
123
INVEST
The benefits of good user stories, which include, Independent, Negotiable, Valuable, Estimate-able, Small, and Testable.
124
Iteration
Work cycle, Scrum uses 2-4 weeks, XP uses 1 week.
125
Iteration backlog
Work to complete in a particular iteration.
126
Iteration H
Iteration to prepare the launch of software, and to test software.
127
Iteration 0
Iteration to complete tasks before the development work occurs, for technical and architectural spikes and to gather requirements into the backlog.
128
Iteration Retrospective
A meeting used in Scrum, the team discusses ways to improve after work is completed.
129
Just-In-Time
Used to minimize inventory cost by materials delivered before they are required.
130
Kaizen
Based on Japanese management philosophy, to continue improvement through small releases.
131
Kanban
A signal used to advance transparency of work in progress, a new task can begin once a previous one is complete.
132
Kanban Board
A chart that shows workflow stages to locate work in progress.
133
Kano Analysis
An analysis of product development and customer satisfaction based on needs fulfilled/not fulfilled vs. satisfaction/dissatisfaction.
134
Last Responsible Moment
To make decisions as late as possible in order to preserve all possible options.
135
Lean Methodology
To eliminate waste, an Agile method derived from manufacturing.
136
Little's Law
The law that limits work in progress efficiently with development of an appropriate cycle time.
137
Low Performing Team
This team has a lack of trust, no accountability, fear of conflict, less commitment, and less attention to details and results.
138
Lean Software Development (LSD)
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 and to deliver the value in small batches. Principles of Lean include: elimination of waste, amplify learning, to decide late as possible, deliver as fast as possible, empowerment of the team, to build in integrity, and to see the whole.
139
Maslow's Hierarchy of Needs
This theory suggests the interdependent needs (motivators) of people based on five levels in this order: Physiological, Safety & Security, Social, Esteem, and Self-Actualization.
140
Metaphor
To explain how a project will be completed successfully to stakeholders by use of real-world examples of systems and components.
141
Minimum Viable Product (MVP)
A product with only the essential features delivered to early adopters to receive feedback.
142
Minimal Marketing Feature (MMF)
The smallest feature of a product that provides value to the end user.
143
Monopoly Money
To give fake money to business features in order to compare the relative priority of those features.
144
MoSCoW Analysis
An analysis used to help stakeholders understand the importance of each requirement delivered. MoSCoW is the acronym for Must have, Should have, Could have, and Would like to have.
145
Negotiation
To reach an agreement between two or more parties to resolve a conflict.
146
Negotiable
Anything opened to discussion
147
NPV
Net Present Value - A value that compares the amount invested today to the present value of future cash receipts from the investment.
148
Osmotic Communication
To communicate by sharing an environment
149
Pair Programming
When developers work together in XP Practice
150
Pareto Principle
Known as the 80/20 rule. For Agile projects, it means 80% of all development should be spent on the top 20% of the features the customers need.
151
Parking Lot
A storage place for ideas that distract from the main goal during a meeting.
152
Participatory Decision Models
To have stakeholders involvement in decision making with techniques such as simple vote.
153
Persona
A depiction of the customer of system with applicable details about usage.
154
Personnel Loss
When an employer faces the loss of a human resource through death, injury or disability of an employee.
155
Pig
A committed individual impacted by the outcome.
156
Plan-Do-Check-Act
Work cycle in smaller, quick iterations than traditional.
157
Planning Game
To Prioritize work and estimate effort required by creation of a release plan in XP.
158
Planning Poker
A tool used to estimate team effort on user stories.
159
PMBOK Guide
A guide to the Project Management Body of Knowledge
160
PMI
Project Management Institute
161
Positive Value
To maximize value through incremental work in order to gain competitive advantage.
162
Pre-Mortem
Team members asked to define reasons of a project's failure and identify causes of failure missed in previous analyses.
163
Present Value
A way to calculate the time and value of money.
164
Process Tailoring
To perfect agile processes for a particular project and environment.
165
Productivity
The effectiveness of production, usually measured with output per unit of input.
166
Productivity Variation
The difference between the planned and actual performance.
167
Product Backlog
The known features for a project.
168
Product Road Map
An Artifact that displays planned product functionality.
169
Product Vision
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.
170
Product Vision Statement
A statement that defines the purpose and value of the product.
171
Programmer
The role of a team member that writes the code, a role used in XP.
172
Progressive Elaboration
An approach for planning that occurs in cycles instead of upfront, which happens frequently.
173
Project
An enterprise planned and designed to create a product, service or result.
174
PMP
Project Management Professional credential
175
Prototyping
A model used to perfect requirements
176
Qualitative
Descriptive data used for analysis
177
Quality
The specification and requirements of product or service measured against the standard product or service in the industry.
178
Quantitative
Numerical data used for data analysis
179
Refactoring
To adjust working code to improve functionality and conservation.
180
Relative Prioritization
A list of all user stories and features ordered by highest priority to the lowest priority.
181
Relative Sizing
To estimate the size of a story in comparison with another story.
182
Release
Iteration outcomes delivered to customers (end-users).
183
Release Plan
A document that describes the timeline of a product release.
184
Requirements at a High Level
Requirements are in the form of user stories, and collected at a high level to estimate a budget.
185
Requirements Prioritization Model
A model to rate each feature with the calculation of weighted formula defined by the team.
186
Requirement Review
To review the requirements so they fulfill the needs and priorities of stakeholders.
187
ROI
Return on Investment - The return an organization makes on an investment expressed by a percentage.
188
Risk
The uncertainty of an unwanted outcome related to the project.
189
Risk Adjusted Backlog
A product backlog adjusted to help balance the risk and value factors of product.
190
Risk Based Spike
This spike helps the team remove major risks, and if the spike fails every approach possible, the project is defined as "fast failure".
191
Risk Burn Down
A chart that displays risk and success with feature vs. time.
192
Risk Impact
To analyze the consequences of the risk if they occur based on their probablity.
193
Risk Probability
The likelihood that the risk will occur.
194
Risk Severity (formula)
How much the risk' consequences will influence the success or failure of the project.
Risk Probability (%) x Risk Impact ($) =Risk Severity
195
Role
A person's description that includes their function in an Agile project.
196
Rolling Wave Planning
To divide the planning phase into stages.
197
Root Cause Analysis
To investigate beyond the symptoms of the problem and to understand the root cause of the problem.
198
Root Cause Diagram
A diagram that correlates different factors and the symptom.
199
Satisfaction
The feeling of workers when their needs are fulfilled. Known as motivators.
200
Schedule Performance Index (formula)
The ratio of earned value to planned value.
EV/PV=SPI
201
Scope Creep
The uncontrolled changes of growth in a projects scope which goes beyond the initial agreement.
202
Scrum
A popular Agile Methodology
203
Scrum of Scrums
Meetings used to organize large projects with Scrum masters from different teams
204
Scrum Master
The leader that helps the team to follow the Scrum methodology.
205
Software Development Life Cycle (SLDC)
This cycle tends to be long and requires a lot of advance planning.
206
Self Directing Team
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.
207
Self Organizing Team
Naturally formed team that interact with minimal management supervision.
208
Servant Leadership
Leaders collaborate with the team and do anything the team does when needed.
209
Shu-Ha-Ri Model
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.
210
Silo
Work that is isolated
211
Social Media Based Communication
Communication used conveniently to receive instant feedback, ideas, and requirements from a particular community.
212
Special Cause
A cause that occurs once because of special reasons.
213
Specification Breakdown
This occurs when requirements for the specification are incomplete or conflicting.
214
Spike
An experiment that helps a team answer a particular question and determine future questions.
215
Sprint
A consistent iteration that lasts from one week to one month in order to measure velocity in Scrum.
216
Sprint Plan
A document that explains sprint goals, tasks, and requirements and how the tasks will reach completion.
217
Sprint Retrospective
A team-member meeting that occurs after each sprint to evaluate the product and process to improve efficiency and effectiveness.
218
Sprint Review
A meeting that occurs after each sprint to show the product or process to stakeholders for approval and to receive feedback.
219
Stakeholder
An individual with an interest in the outcome.
220
Stakeholder Management
To ensure stakeholders remain informed and that the achievement of their needs are met.
221
Standardized Test
A curved test used to measure knowledge and understanding, but constructed so the same test-taker will perform similarly each time.
222
Story Card
An index card that displays the user story.
223
Story Map
A prioritization tool that backlogged stories made smaller and organized by user functionality.
224
Story Point
A unit of measurement to estimate the difficulty of a user story.
225
Sustainability
A maintainable pace of work that is intense yet steady.
226
Swarming
When the team collaborates to focus on a single user story.
227
Tabaka's Model
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.
228
Tasks
The smaller jobs to fulfill a user story, usually divided among team members.
229
Team
A group of individuals charges with the responsibility of delivery and value of a project.
230
Teamwork
Team members function in a way that is collaborative to complete tasks and reach a common goal, mostly achieved with strong communication.
231
Team Empowerment
A team that is empowered has collaboration, responsibility, and self-sufficiency.
232
Team Formation
Formation happens when a team creates ground rules and processes to build bonds and shared goals.
233
Team Participation
When the team discusses the requirements that will fulfill the customer’s needs.
234
Team Space
An area for team members to collocate, usually a physical location, in some cases a virtual location is created.
235
Team Velocity
The number of story points completed during iteration, and used to determine the planned capacity.
236
Technical Debt
Technical decisions a team chooses to not implement currently, but must do so or face difficulty in the future.
237
Test Driven Development (TDD)
A written acceptance test for a module with the code built to pass the tests in order to ensure correct performance.
238
Tester
Explains acceptance test to the customers then consistently measures the product against the test and records results for the team. (XP Role)
239
Theme
A group of stories, iteration, or release’s idea determined by the customer and the team agrees with the idea.
240
Time-Boxing
To set a fixed delivery date for a project or release.
241
Tracker
A role in XP that measures the team’s progress, and communicates the measurements to the team.
242
Traditional Management
A top-down approach that consists of long cycles, heavy planning, and minimal customer involvement.
243
Transparency
To sho everyone's involvement and progress to the entire team.
244
Trend Analysis
This analysis provides trends that will occur in the future to help control and implement continuous improvement.
245
Two Way Communication
To allow communication between parties so their concerns and perspectives are given for effective feedback.
246
Unit Testing
These Tests are used for continuous feedback to achieve quality improvement and assurance.
247
Usability Testing
An exploratory test which uses a test subject to understand the usability of software.
248
Users Involvement
The active involvement of users in the development cycle of a project so team members can receive feedback about the user’s requirements.
249
User Story
At least one business requirement that increases the value for the user.
250
Validation
The way to make sure that the product is acceptable to the customer.
251
Value
The worth of a product, project, or service.
252
Value-Based Prioritization
To allow the PO or customer determine which function to implement first based on the value it delivers.
253
Value-Driven Delivery
To realize the values needed to deliver a project.
254
Value Stream Mapping
A tool used to analyze a chain of processes with the desired outcome of eliminating waste.
255
Variance
The measurement of how far apart data is from each other.
256
Velocity
The total number of features that a team delivers in iteration.
257
Verification
To ensure the product meets requirements and specifications.
258
Virtual Team
A geographically distributed group that does not meet physically.
259
Visibility
The team;s work and progress must be transparent to all stakeholders.
260
War Room
A space where the team can work and collaborate effectively.
261
Waterfall
Resistant to change that requires heavy planning and sequential, traditional approach.
262
Wide Band Delphi Estimating
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.
263
WIP Limits
To limit work-in-progress so a team can do the following: maintain focus on completing work, maintaining quality, and delivering value.
264
Wireframe
A lightweight non-functional UI design that shows the customer the vital elements and how they will interact before coding.
265
Workflow
A series of phases or stages the team has agreed to execute for a project.
266
WIP
Work-In-Progress- Stories that have started, which are displayed in workflows to show progress and what still needs to be completed.
267
100 Point Method
A method that allows customers to score (total 100 points) different features of a product.
268
Overview of Domain I: Agile Principles
and Mindset
1. Defining Agile Values for Projects
*
2. Embracing the Agile Mindset
*
3. Exploring the Declaration Of Interdependence
*
4. Doing Agile Project Management
*
5. Reviewing the Agile Manifesto
*
6. Twelve Principles of Agile
*
7. Comparing Agile Project Management Approaches
*
8. Leading an Agile Project
*
9. Management and Leadership in Agile
*
10. Practice Visualization to Enhance Transparency
*
11. Experiment to Find Efficient And Effective Ways Of Working
*
12. Encourage Emergent Leadership
269
*
