PMI-ACP Exam Flashcards
A method used to communicate with business customers, developers, and testers before coding begins.
Team members with different perspectives (customer, development, testing) collaborating to write acceptance tests in advance of (before) implementing the corresponding functionality (coding).
Acceptance Test Driven Development
To focus on what is said and provide feedback to communicate understanding. After hearing what someone is saying to you, summarizing in your own words what they said, confirming what was stated to make sure everyone is on the same page.
Active Listening
A leadership style that helps teams to thrive and overcome challenges throughout a project. Includes learning to adapt your leadership style to the situation.
Adaptive Leadership
A method used to quickly place user stories into a comparable-sized group. A quick way to visualize your Product Backlog into groupings of relative sizes.
Affinity Estimation
To adapt the project plan continuously through retrospectives in order to maximize value creation during the planning process.
Agile Adaption
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.
Agile Manifesto
To pass on and teach based on experience, knowledge, and skills to other individuals in the team or that work for the organization.
Agile Mentoring
A way to complete a goal effectively and efficiently. Examples of Agile Methodologies include XP, Scrum, and Lean.
Agile Methodologies
A workflow depiction of a process or system a team can review before it is turned into code. Stakeholders should understand the model.
Agile Modeling
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.
Agile Planning
To make use of the Agile principles through activities.
Agile Practices
A project that occurs based on the Agile Manifesto and Agile Principles.
Agile Projects
Symptoms of problems that affect Agile teams and projects.
Agile Smells
A space that allows team members to establish collaboration, communication, transparency, and visibility.
Agile Space
Themes used to help the team focus on the functions of iteration.
Agile Themes
To increase team morale with software or artifacts.
Agile Tooling
To develop possible solutions by studying the problem and its underlying need and to understand the information provided.
Analysis
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.
Approved Iterations
Spikes that relate to any area of a system, technology, or application domain that is unknown.
Architectural Spikes
A process or work output Ex. Document, Code
Artifact
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.
ASD
These tools allow for efficient and strong testing. Examples: Peer Reviews, Periodical Code-Reviews, Refactoring, Unit Tests, Automatic and Manual Testing.
Automated Testing Tools
To work in a responsive way to deliver the products or services a customer needs and when they want the products or services.
Being Agile
An effective and efficient way of gathering ideas within a short period of time from a group.
Brainstorming
A chart used to display progress during and at the end of iteration. “Burning down” means the backlog will lessen throughout the iteration.
Burn-Down Chart
The rate of resources consumed by the team; also cost per iteration.
Burn Rate
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.
Burn-Up Chart
An acronym to measure the goals and mission of the project with each letter meaning: Criticality, Accessibility, Return, Vulnerability, Effect, and Recognizeability.
CARVER
A meeting conducted during an Agile project that consists of daily stand-up, iteration planning, iteration review, and iteration retrospective.
Ceremony
To change requirements that increase value to the customer.
Change
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.
Charter
An individual involved but not committed to an Agile project.
Chicken
A team role that keeps the team focused on learning and the process.
Coach
A method of cooperation among individuals to achieve a common goal.
Collaboration
The entire team together is responsible for 100% of the code.
Collective Code Ownership
The entire team is physically present, working in one room.
Collocation
An issue solved through trend analysis because the issue is systematic.
Common Cause
To share smooth and transparent information of needs.
Command & Control
To meet regulations, rules, and standards.
Compliance
An environment for the team that is free of distractions and interruptions.
Cone of Silence
Disagreements in certain areas between individuals.
Conflict
An agreement made after a conflict.
Conflict Resolution
To ensure that self-assessment and process improvement occurs frequently to improve the product.
Continuous Improvement
To consistently examine a team member’s work. To build, and test the entire system.
Continuous Integration
To organize work with the goal of higher productivity and teamwork.
Coordination
To measure the cost spent on a project and its efficiency. Earned Value / Actual Cost = CPI
Cost Performance Index (CPI)
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.
Cross-Functional Team
An adaptable approach that focuses on interaction between people and processes that consists of families that vary based on team size, system criticality, and project priorities.
Crystal Family
A chart that displays feature backlog, work-in-progress, and completed features.
Cumulative Flow Diagram
The end-user who determines and emphasizes business values.
Customer
To deliver the maximum customer value early in order to win customer loyalty and support.
Customer-Valued Prioritization
The time needed to complete a feature (user story). Work in progress / throughput.
Cycle Time
A brief meeting where the team shares the previous day’s achievements, plans to make achievements, obstacles, and how to overcome the obstacles.
Daily Stand Up
To postpone decisions to determine possibilities and make the decision when the most amount of knowledge is available.
Decide As Late As Possible
The qualities of a product backlog which include: detailed, estimate-able, emergent, and prioritized.
DEEP
A tangible or intangible object delivered to the customer. Ex. Document, Pamphlet, Report
Deliverables
To separate epics or large stories into smaller stories.
Disaggregation
The lack of satisfaction among workers such as, work conditions, salary, and management-employee relationships. Factors known as demotivators.
Dissatisfaction
To reach a deal through tactics so both parties receive the highest amount of value possible.
Distributive Negotiation
When work is complete, and meets the following criteria: complies, runs without errors, and passes predefined acceptance and regression tests.
Done
A system of voting where people receive a certain number of dots to vote on the options provided.
Dot Voting
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.
Dynamic Systems Development Model (DSDM)
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.
Earned Value Management (EVM)
Stories that grow and change overtime as other stories reach completion in the backlog.
Emergent
An individual’s skill to lead and relate to other team members.
Emotional Intelligence
A large story that spans iterations, then disaggregated into smaller stories.
Epic Story
Defects reported after the delivery by the customer.
Escaped Defects
An individual chooses to behave in a particular way over other behaviors because of the expected results of the chosen behavior.
Expectancy Theory
To inquire how software works with the use of test subjects using the software and asking questions about the software.
Exploratory Testing
A team-manufactured persona that exaggerates to induce requirements a standard persona may miss.
Extreme Persona
A methodology in Agile with one-week iterations and paired development.
eXtreme Programming (XP)
A comprehensive model and list of features included in the system before the design work begins.
Feature-Driven Development (FDD)
A group of stories that deliver value to the customers.
Feature
Information or responses towards a product or project used to make improvements.
Feedback
A sequence of numbers used in Agile estimating, 0, 1, 2, 3, 5, 8, 13, 20, 40, 100.
Fibonacci Sequence
Tasks must be finished in all iterations to meet the “Definition of Done” requirements as a way to track progress and allow frequent delivery.
Finish Tasks One by One
A root cause diagram. Useful in performing cause and effect analysis.
Fishbone Diagram
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.
Five Whys
Assigned tasks prioritized for completion based on an estimated number of days. Top priorities are usually completed first.
Fixed Time Box
To stay on task, and is facilitated by the scrum master or coach.
Focus
To analyze forces that encourages or resists change.
Force Field Analysis
An action the customer must see and experience from a system, which will add value to the customer.
Functionality
To clean up the product backlog by removal of items, disaggregation of items, or estimation of items.
Grooming
Unwritten rules decided and followed by team members.
Ground Rules
A theory that states factors in the workplace create satisfaction and dissatisfaction in relation to the job.
Herzberg’s Hygiene Theory
Face-to-face communication that also includes non-verbal communication.
High-Bandwidth Communication
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.
High Performing Team
The amount of time needed to complete an assignment without distractions or interruptions.
Ideal Time
Functionality conveyed in small phases.
Incremental Delivery
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.
Incremental Project Releases
Artifacts used to help maintain transparency of a project status to team members and stakeholders.
Information Radiator
Information that is not transparent or useful to the team and stakeholders.
Information Refrigerator
Practice used to induce requirements from product, owners, users, and stakeholders.
Innovation Games
To reach an agreement collaboratively that creates more value for both parties by a win-win solution.
Integrative Negotiation
Face-to-Face communication
Interaction
Interest rate you will need to get in today’s money to receive a certain amount of money in the future. Used to determine potential profitability of project or investment.
Internal rate of return (IRR)
To inspect within, during a meeting with the Agile team to review practices, usually when a problem or issue occurs.
Intraspectives
