Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

PMI-ACP - Domains > PMI-ACP > Flashcards

PMI-ACP Flashcards

1
Q

Agile Principles and Mindset Domain

A

9 tasks within domain:

  1. 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.
    *
  2. 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.
    *
  3. 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.
    *
  4. BE TRANSPARENT - Practice visualization by maintaining highly visible information radiators showing real progress and real team performance in order to enhance transparency and trust.
    *
  5. 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.
    *
  6. PROMOTE INNOVATION - Enhance creativity by experimenting with new techniques and
    process ideas in order to discover more efficient and effective ways of working.
    *
  7. ENCOURAGE COLLABORATION- Encourage team members to share knowledge by collaborating
    and working together in order to lower risks around knowledge
    silos and reduce bottlenecks.
    *
  8. 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.
    *
  9. 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.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Value-Driven Delivery Domain

A

4 subdomains; 14 tasks

  1. 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.
  2. 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
  3. 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.
  4. 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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Stakeholder Engagement Domain

A

9 tasks 3 subdomains

  1. 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.
  2. 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.
  3. 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.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Team Performance Domain

A

9 tasks; 3 subdomains

  1. 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.
  2. 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.
  3. 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.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Adaptive Planning Domain

A

10 tasks; 3 subdomains

  1. 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.
  2. 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.
  3. 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.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Problem Detection and Resolution Domain

A

5 tasks

  1. 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.
    *
  2. 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.
    *
  3. 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.
  4. Maintain a visible, monitored, and prioritized list of threats and issues in order to elevate accountability, encourage action, and track ownership and resolution status.
    *
  5. Communicate status of threats and issues by maintaining threat list and incorporating activities into backlog of work in order to provide transparency.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

  1. 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.
    *
  2. Challenge existing process elements by performing a value stream analysis and removing waste in order to increase individual efficiency and team effectiveness.
    *
  3. 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.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

ACP

A

Agile Certified Practitioner

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Accepted Test Driven Development

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Active Listening

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Adaptive Leadership

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Affinity Estimation

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Agile

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Agile Adaption

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Agile Coaching

A

To help achieve goals that is either personal or organizational.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Agile Experimentation

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Agile Manifesto Principles

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Agile Manifesto: Motivated Individuals

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Agile Manifesto: 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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Agile Manifesto: Constant Pace

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Agile Manifesto: Continuous Attention

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Agile Manifesto: Simplicity

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Agile Manifesto: Self-Organization

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Agile Manifesto: Regular Reflection

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Agile Mentoring

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Agile Methodologies

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Agile Practices

A

To make use of the Agile principles through activities.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Agile Projects

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Agile Smells

A

Symptoms of problems that affect Agile teams and projects.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Agile Space

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Agile Themes

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Agile Tooling

A

To increase team morale with software or artifacts.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Analysis

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
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 increment.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

Architectural Spikes

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

.Artifact

A

A process or work output Ex. Document, Code

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

ASD

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

Automated Testing Tools

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

Being Agile

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

Brainstorming

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

Burn-Down Chart

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

Burn Rate

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

Burn-Up Chart

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

CARVER

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

Ceremony

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

Change

A

To change requirements that increase value to the customer.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

Charter

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

Chicken

A

An individual involved but not committed to an Agile project.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

Coach

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

Collaboration

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

Collective Code Ownership

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

Collocation

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

Common Cause

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

Communication

A

To share smooth and transparent information of needs.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

Command & Control

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
64
Q

Compliance

A

To meet regulations, rules, and standards.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
65
Q

Cone of silence

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
66
Q

Conflict

A

Disagreements in certain areas between indivuduals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
67
Q

Conflict Resolution

A

An agreement made after a conflict.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
68
Q

Continuous Integration

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
69
Q

Coordination

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
70
Q

Cost Performance Index (CPI)

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
71
Q

Cross-Functional Team

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
72
Q

Crystal Family

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
73
Q

Cumulative Flow Diagram

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
74
Q

Customer

A

The End-user who determines and emphasizes business values.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
75
Q

Customer-Valued Prioritization

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
76
Q

Cycle Time

A

The time needed to complete a feature (user story).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
77
Q

Daily Stand Up

A

A brief meeting where the team shares the previous day’s achievements, plans to make achievements, obstacles, and how to overcome the obstacles.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
78
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
79
Q

DEEP

A

The qualities of a product backlog which include: detailed, estimate-able, emergent, and prioritized.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
80
Q

Deliverables

A

A tangible or intangible object delivered to the customer. Ex. Document, Pamphlet, Report

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
81
Q

Disaggregation

A

To separate epics or large stories into smaller stories.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
82
Q

Dissatisfaction

A

The lack of satisfaction among workers such as, work conditions, salary, and management-employee relationships. Factors known as demotivators.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
83
Q

Distributive Negotiation

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
84
Q

Done

A

When work is complete, and meets the following criteria: complies, runs without errors, and passes predefined acceptance and regression tests.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
85
Q

Dot Voting

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
86
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, and stakeholder collaboration.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
87
Q

Earned Value Management (EVM)

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
88
Q

Emergent

A

Stories that grow and change overtime as other stories reach completion in the backlog.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
89
Q

Emotional Intelligence

A

An individual’s skill to lead and relate to other team members.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
90
Q

Epic Story

A

A large story that spans iterations, then disaggregated into smaller stories.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
91
Q

Escaped Defects

A

Defects reported after the delivery to the customer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
92
Q

Expectancy Theory

A

An individual chooses to behave in a particular way over other behaviors because of the expected results of the chosen behavior.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
93
Q

Exploratory Testing

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
94
Q

Extreme Persona

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
95
Q

eXteme Programming (XP)

A

A methodology in Agile with one-week iterations and paired development.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
96
Q

Feature-Driven Development

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
97
Q

Feature

A

A group of stories that deliver value to the customers.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
98
Q

Feedback

A

Information or responses towards a product or project used to make improvements.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
99
Q

Fibonacci Sequence

A

A sequence of numbers used in Agile estimating 0, 1, 2, 3, 5, 7, 13, 20, 40, 100.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
100
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
101
Q

Fishbone Diagram

A

A root cause diagram.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
102
Q

Five Whys

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
103
Q

Fixed Time Box

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
104
Q

Focus

A

To stay on task, and is facilitated by the scrum master or coach.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
105
Q

Force Field Analysis

A

To analyze forces that encourages or resists change.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
106
Q

Funtionality

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
107
Q

Grooming

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
108
Q

Ground Rules

A

Unwritten rules decided and followed by team members

109
Q

Herzberg’s Hygiene Theory

A

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

110
Q

High-Bandwidth Communication

A

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

111
Q

High Performing Team

A

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
Q

Ideal Time

A

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

113
Q

Incremental Delivery

A

Functionality conveyed in small phases.

114
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.

115
Q

Information Radiator

A

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

116
Q

Information Refrigerator

A

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

117
Q

Innovation Games

A

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

118
Q

Integrative Negotiation

A

To reach an agreement collaboratively that creates more value for both parties by a win-win solution.

119
Q

Interaction

A

Face-to-face communication

120
Q

IRR

A

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
Q

Intraspectives

A

To inspect within, during a meeting with the Agile team to review practices, usually when a problem or issue occurs.

122
Q

Intrinsic Schedule Flaw

A

Poor estimation that occurs at the beginning of iteration.

123
Q

INVEST

A

The benefits of good user stories, which include, Independent, Negotiable, Valuable, Estimate-able, Small, and Testable.

124
Q

Iteration

A

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

125
Q

Iteration backlog

A

Work to complete in a particular iteration.

126
Q

Iteration H

A

Iteration to prepare the launch of software, and to test software.

127
Q

Iteration 0

A

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

128
Q

Iteration Retrospective

A

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

129
Q

Just-In-Time

A

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

130
Q

Kaizen

A

Based on Japanese management philosophy, to continue improvement through small releases.

131
Q

Kanban

A

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

132
Q

Kanban Board

A

A chart that shows workflow stages to locate work in progress.

133
Q

Kano Analysis

A

An analysis of product development and customer satisfaction based on needs fulfilled/not fulfilled vs. satisfaction/dissatisfaction.

134
Q

Last Responsible Moment

A

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

135
Q

Lean Methodology

A

To eliminate waste, an Agile method derived from manufacturing.

136
Q

Little’s Law

A

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

137
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.

138
Q

Lean Software Development (LSD)

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 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
Q

Maslow’s Hierarchy of Needs

A

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
Q

Metaphor

A

To explain how a project will be completed successfully to stakeholders by use of real-world examples of systems and components.

141
Q

Minimum Viable Product (MVP)

A

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

142
Q

Minimal Marketing Feature (MMF)

A

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

143
Q

Monopoly Money

A

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

144
Q

MoSCoW Analysis

A

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
Q

Negotiation

A

To reach an agreement between two or more parties to resolve a conflict.

146
Q

Negotiable

A

Anything opened to discussion

147
Q

NPV

A

Net Present Value - A value that compares the amount invested today to the present value of future cash receipts from the investment.

148
Q

Osmotic Communication

A

To communicate by sharing an environment

149
Q

Pair Programming

A

When developers work together in XP Practice

150
Q

Pareto Principle

A

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
Q

Parking Lot

A

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

152
Q

Participatory Decision Models

A

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

153
Q

Persona

A

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

154
Q

Personnel Loss

A

When an employer faces the loss of a human resource through death, injury or disability of an employee.

155
Q

Pig

A

A committed individual impacted by the outcome.

156
Q

Plan-Do-Check-Act

A

Work cycle in smaller, quick iterations than traditional.

157
Q

Planning Game

A

To Prioritize work and estimate effort required by creation of a release plan in XP.

158
Q

Planning Poker

A

A tool used to estimate team effort on user stories.

159
Q

PMBOK Guide

A

A guide to the Project Management Body of Knowledge

160
Q

PMI

A

Project Management Institute

161
Q

Positive Value

A

To maximize value through incremental work in order to gain competitive advantage.

162
Q

Pre-Mortem

A

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

163
Q

Present Value

A

A way to calculate the time and value of money.

164
Q

Process Tailoring

A

To perfect agile processes for a particular project and environment.

165
Q

Productivity

A

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

166
Q

Productivity Variation

A

The difference between the planned and actual performance.

167
Q

Product Backlog

A

The known features for a project.

168
Q

Product Road Map

A

An Artifact that displays planned product functionality.

169
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.

170
Q

Product Vision Statement

A

A statement that defines the purpose and value of the product.

171
Q

Programmer

A

The role of a team member that writes the code, a role used in XP.

172
Q

Progressive Elaboration

A

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

173
Q

Project

A

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

174
Q

PMP

A

Project Management Professional credential

175
Q

Prototyping

A

A model used to perfect requirements

176
Q

Qualitative

A

Descriptive data used for analysis

177
Q

Quality

A

The specification and requirements of product or service measured against the standard product or service in the industry.

178
Q

Quantitative

A

Numerical data used for data analysis

179
Q

Refactoring

A

To adjust working code to improve functionality and conservation.

180
Q

Relative Prioritization

A

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

181
Q

Relative Sizing

A

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

182
Q

Release

A

Iteration outcomes delivered to customers (end-users).

183
Q

Release Plan

A

A document that describes the timeline of a product release.

184
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.

185
Q

Requirements Prioritization Model

A

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

186
Q

Requirement Review

A

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

187
Q

ROI

A

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

188
Q

Risk

A

The uncertainty of an unwanted outcome related to the project.

189
Q

Risk Adjusted Backlog

A

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

190
Q

Risk Based Spike

A

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

191
Q

Risk Burn Down

A

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

192
Q

Risk Impact

A

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

193
Q

Risk Probability

A

The likelihood that the risk will occur.

194
Q

Risk Severity (formula)

A

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

195
Q

Role

A

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

196
Q

Rolling Wave Planning

A

To divide the planning phase into stages.

197
Q

Root Cause Analysis

A

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

198
Q

Root Cause Diagram

A

A diagram that correlates different factors and the symptom.

199
Q

Satisfaction

A

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

200
Q

Schedule Performance Index (formula)

A

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

201
Q

Scope Creep

A

The uncontrolled changes of growth in a projects scope which goes beyond the initial agreement.

202
Q

Scrum

A

A popular Agile Methodology

203
Q

Scrum of Scrums

A

Meetings used to organize large projects with Scrum masters from different teams

204
Q

Scrum Master

A

The leader that helps the team to follow the Scrum methodology.

205
Q

Software Development Life Cycle (SLDC)

A

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

206
Q

Self Directing Team

A

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
Q

Self Organizing Team

A

Naturally formed team that interact with minimal management supervision.

208
Q

Servant Leadership

A

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

209
Q

Shu-Ha-Ri Model

A

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
Q

Silo

A

Work that is isolated

211
Q

Social Media Based Communication

A

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

212
Q

Special Cause

A

A cause that occurs once because of special reasons.

213
Q

Specification Breakdown

A

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

214
Q

Spike

A

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

215
Q

Sprint

A

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

216
Q

Sprint Plan

A

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

217
Q

Sprint Retrospective

A

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

218
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.

219
Q

Stakeholder

A

An individual with an interest in the outcome.

220
Q

Stakeholder Management

A

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

221
Q

Standardized Test

A

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

222
Q

Story Card

A

An index card that displays the user story.

223
Q

Story Map

A

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

224
Q

Story Point

A

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

225
Q

Sustainability

A

A maintainable pace of work that is intense yet steady.

226
Q

Swarming

A

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

227
Q

Tabaka’s Model

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, and construction disagreement.

228
Q

Tasks

A

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

229
Q

Team

A

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

230
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.

231
Q

Team Empowerment

A

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

232
Q

Team Formation

A

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

233
Q

Team Participation

A

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

234
Q

Team Space

A

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

235
Q

Team Velocity

A

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

236
Q

Technical Debt

A

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

237
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.

238
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)

239
Q

Theme

A

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

240
Q

Time-Boxing

A

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

241
Q

Tracker

A

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

242
Q

Traditional Management

A

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

243
Q

Transparency

A

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

244
Q

Trend Analysis

A

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

245
Q

Two Way Communication

A

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

246
Q

Unit Testing

A

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

247
Q

Usability Testing

A

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

248
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.

249
Q

User Story

A

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

250
Q

Validation

A

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

251
Q

Value

A

The worth of a product, project, or service.

252
Q

Value-Based Prioritization

A

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

253
Q

Value-Driven Delivery

A

To realize the values needed to deliver a project.

254
Q

Value Stream Mapping

A

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

255
Q

Variance

A

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

256
Q

Velocity

A

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

257
Q

Verification

A

To ensure the product meets requirements and specifications.

258
Q

Virtual Team

A

A geographically distributed group that does not meet physically.

259
Q

Visibility

A

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

260
Q

War Room

A

A space where the team can work and collaborate effectively.

261
Q

Waterfall

A

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

262
Q

Wide Band Delphi Estimating

A

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
Q

WIP Limits

A

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

264
Q

Wireframe

A

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

265
Q

Workflow

A

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

266
Q

WIP

A

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

267
Q

100 Point Method

A

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

268
Q

Overview of Domain I: Agile Principles
and Mindset

A
  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
Q

*

A

PMI-ACP - Domains (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions