pmi-acp_copy_20230125221955 Flashcards
Product roadmap
1) planned or proposed product releases2) listing high level functionality or release themes3) usually the target calendar or fiscal quarter4) 2 or 3 significant feature releases into the future.
User stories/backlog
1) very high-level definition of a requirement2) containing just enough information so that the developers can produce a reasonable estimate of the effort to implement it.
Story maps
1) Story Maps are a different way to visualize your Product Backlog2) This is a way of organizing stories that provides richer context and can help with release planning
Progressive elaboration
continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available as the project progresses, and thereby producing more accurate and complete plans that result from the successive iterations of the planning process.
Wireframes
1) It helps the team to communicate better internally as well as with the stakeholders. 2) The key lies in doing just enough and keeping the process lightweight. 3) It is also important that the wireframes are of a decent quality.
Chartering
Creating a charter provides an opportunity for the team to begin demonstrating self-organization by articulating a shared project vision, defining their criteria for success and agreeing the working practices to be used.
Personas
1) reduce waste by ensuring all solutions are aligned from their conception with real end-users needs, goals, capabilities, attitudes and behaviour. 2) act as a sounding board throughout the Agile process with features, information, content, and interaction.
Agile modeling
Agile modeling
Workshops
Workshops
Learning cycle
Learning cycle
Collaboration games
Collaboration games
Features of good user story
IndependentnegotiablevaluableEstimableSmalltestable
3 steps to create story map
1) Build the map2) Validate the map3) Plan the releases
Five steps in progressive elaboration
1) Decide on release time box2) Look the requirements at the high level3) More accurate estimation at each sprint planning meeting4) End of iteration add the new information you have5) Repeat 3 and 4
Personas type includes
Behavior patternsGoalsSkillsAttitudesMotivationEnvironment
T-shirt sizing
Relative estimation| Small, medium, large, extra large, xx large
wide band Delphi
1) consensus-based technique for estimating effort.2) Greater interaction and more communication between those participating3) Coordinator prepares and distributes a summary of the estimates4) Experts fill out forms, again anonymously, after discussing why their estimates differ widely
planning poker
1) Reveal card at the same time2) Avoid bias3) Similar to expert estimation
affinity estimating
1) quickly and easily estimate (in Story Points) a large number of user stories.2) Particularly starting of project3) It’s quick and easy; 4) it feels very natural; and, the entire decision making process is made very visible.
ideal time
time spent exclusively on the task, with no interruptions and in a good work disposition
Agile estimation overview
1) Part of adaptive planning process (increment)2) Estimates uncertain by definition3) Further out, the more inaccurate4) Complex problems cannot fully defined
Cone uncertainity
1) Beginning relatively sized (t shirt)2) Narrow cone uncertainty as project progress 3) Story points and hours
Size units
1) Real time (actual day / time)2) Ideal time (Assumption no interruption)3) Relative sizing (ideal estimation)
Real time
Not realistic| Includes unproductive tasks
Ideal time
100% productive assumption8 ideal hours could equal 2-3 real daysRatio real to ideal not all consistent
Relative sizing
1) How much user story compared to other user story2) Does not equal any specific time3) Story points4) Fibonacci sequence
5 steps in affinity estimating
1) Silent relative sizing2) Wikipedia like editing wall3) Place Items into Relative Sizing Buckets4) Product Owner “Challenge”5) Get it into an Electronic Tool
Affinity size
minimum of 20 user stories to group
Normative methodologies
1) Sequence of steps known to solve the problem
information radiator
Any of a number of handwritten, drawn, printed or electronic displaysHighly visible location, all team members as well as passers-by can see the latest information at a glance
Team space agile tooling
tools for more effective communication (reduce roadblocks for collecting, maintaining and disseminating information)types: low-tech high-touch tools, digital tools
Osmotic communications for co-located and/or distributed teams
Way information flows of background hearingPickup relevant informationTune in or tune out whatever they hear
two-way communications (trustworthy, conversation driven)
Face to Face communication, email and chat
social media–based communication
social media–based communication
Basics of active listening
1) Focus your attention2) Take notes3) Paraphrasing4) Summarizing
Need for brainstorming
1) level the playing field and discourage dominating personalities2) the process helps increase the level of participation among ALL group members3) it allows all members to participate regardless of level of experience or tenure with the company
XP feedback methods
1) Pair programming2) Unit tests3) Continuous integration
Caves and commons
Common area, private area of working(caves), sharing information
Team space configuration example
Place office furniture in the center of the spaceEmpty wall space availableEasy access to low-tech / high touch tools and suppliesStock all of the team’s required technology
Collaction
Solve problems informally and quicklyCompleting working instead of formal structure processCollaborate and communicate naturally
Distributed teams
Virtual team spaceVirtual high tech/low touch toolsVirtual daily stand-upsVirtual information radiators
Distributed teams challenges
Osmotic communication is not possibleSynchronization is difficultAll must work harder for basic communication and team goverance
Virtual team space
maximize team work productivity and focusGrouped with other virtual team membersWeb based info-sharing solution
Virtual team space best practices
Maintain a metaphor for the project vision| Frequent and multiple scheduled meetings
Distributed team concepts - Impacts
Globalization (Communication/collaboration issues,team sizes, process adjustments)Culture - agile approach differs from current cultureDiversity - (uniqueness of each team individual, independent thinking, creative and unique contributions)
Schneider culture model
Dominant culture in the organizationCollaboration - ScrumControl - kanbanCompetence - agileCultivation - xp and scrum method
Find dominant culture type
Understand values and principlesWhat is important to teamDiscover how people approach workhow people relate to one another
Questions in active listening
1) Prefer open-ended questions2) Clarifying questions3) Ask for more information4) Ask for their opinions and analysis5) When you aren’t getting it, let the speaker know6) Listen all the way to the end
The Nuances in Active Listening
1) Use silence2) Body language3) Acknowledge, and ask about emotions4) Validate concerns5) Verify assumptions
Five Steps to Effective Brainstorming in Agile Projects
Step 1: Who wants to Lead?Step 2: Ready, Set, Goal.Step 3: Got an Idea? Share it.Step 4: Put the Puzzle Together.Step 5: Solve it as a Team.
The Generic Brainstorming Meeting Process
1) Location matters2) Have a specific purpose3) Know what you want, and what to do with it4) Know how to facilitate5) Put the focus on the list6) Comfort is key7) Establish the ground rules8) Postpone criticism
Scrum feedback methods
1) Daily scrum| 2) Sprint
Agile process which supports feedback
1) Code reviews2) Static code analysis3) Automated integration tests4) Automated acceptance tests5) Having the customer and business experts work closely with you throughout the process6) Increasing the frequency of releases tenfold (at least to test environments)
benefits of emotional intelligence
Improved leadershipMore effective handling & resolution of disputesMore effective development of team workingImproved negotiationsMore cost-effective decision makingBetter quality problem-solving & decision-making
Components of Emotional Intelligence
Self AwarenessEmotional ResilienceMotivationInterpersonal SensitivityInfluenceIntuitivenessConscientiousness
adaptive leadership
Being agileDoing AgileAdapting facilitative leadership
servant leadership
servant leadership
Agile negotiation - Key elements
Separate People from the ProblemFocus on Interests, not PositionsInvent Options for Mutual GainUse Objective Criteria
Conflict Resolution Diagram (CRD)
to better understand conflicts between two ideas or two courses of actionmay help to clarify a conflict of idea
Effective collaboration
1) Early involvement and the availability of resources to effectively collaborate2) A culture that encourages teamwork, cooperation and collaboration3) Effective teamwork and team member cooperation4) Defined team member responsibilities based on collaboration5) A defined product development process based on early sharing of information and collaboration6) Collocation or virtual collocation7) Collaboration technology
Four levers of change
Do LessSpeed-to-ValueQualityEngage/Inspire
Adaptive leadership - quality
Managing the technical debt| Incremental investment in addressing the technical debt situation.
Doing Less - Adaptive leadership
1) The project teams should do the simplest thing possible that delights the customer.2) deliver the right features.3) reducing work-in-process (WIP) and multi-tasking (duration/effort). 4) Agile value curve can be used to prioritize features between different projects in an organization to realize agility at the organizational level, not just at project level.
Engage/Inspire - Adaptive leadership
Agile leadership should encourage and promote the concept of self organizing teams that have autonomy, mastery, and purpose
Speed-to-Value: Adaptive leadership
Agile triangle - Value (releasable product), Quality (reliable, adaptable product) and Constraints (cost, schedule, scope)Need to be managed properly to realize the value.
Adaptive Leadership Behaviors
agile leader focuses on adapting successfully to inevitable changesadaptable versus predictableEnvision-Explore approach rather than a Plan-Do approachFacilitative in nature and encourage a collaborative engagement
Conflict Resolution Strategies
Get connected….how are you feeling?Own your it….what are the facts around your “it”?Make your decision….are you willing to release your “it”?Opt for action….Let it go!
Colloboration Process
1) Parallel performance of activities which require early sharing of information and feedback2) Deliverables that require input, review and approval by other team members3) Early supplier involvement and less formal procedures that enhance collaboration4) Defined responsibilities (e.g., responsibility matrix) that require multiple team members involvement in activities and deliverables
General Colloboration Tools and Technology
Email exchange of drawings, models and project information (asynchronous)Teleconferencing and videoconferencing (synchronous)Web-hosted meetings (synchronous)Project hosting tools to create one pool of all released project documentation, with email alerts for updates (asynchronous)Drawing viewing sites (intranet and web-based) with view and mark-up capabilities (asynchronous)CAD collaboration sessions (synchronous)Workflow and groupware software (asynchronous)Product data management, product information management, collaborative product commerce (generally asynchronous)
Overview of velocity
Extremely simple, powerful method for accurately measuring the rate at which teams consistently deliver business value. Simply add up the estimates of the features (user stories, requirements, backlog items, etc.) successfully delivered in an iteration.
Throughput
Throughput
productivity
productivity
cycle time
1) time between two successive deliveries2) 34 enters the Deployed stage on day 11, then two days after, the next story– Story 37–enters the Deployed stage; cycle time equals 2 days (day 13 – day 11).
lead time
1) time between the initiation and delivery of a User Story2) Story enters the Deployed stage minus the time the story has entered the Backlog stage.3) Story 34 has entered the Backlog in day 4, and enters the Deployed stage on day 11; lead time equals 7 days (day 11- day 4).
EVM for agile projects
1) Establish baseline2) Measure progress at defined boundaries3) Current iteration number.4) Number of story points actually completed.5) Number of story points added to or removed from the release.6) Actual Cost in dollars or hours. It is critical that the actual cost amount used reflects the cost needed to generate the completed story points.
Escaping defects
1) should then be treated as ranked backlog work items2) Watch the defect backlog as part of the project metrics3) A growing defect backlog is a key indicator that the team is taking on more new work than it can handle4) requiring more collaboration between Dev and Quality Engineers and early testing5) Drop the number of new items the team works on until the escaping defects are well managed or eliminated.
Approved iterations
approved iterations
work in progress
work in progress
Why is Velocity Important in Agile
After you do a few iterations, you will become better at estimating and your velocity should start to stabilize. With a stable velocity, planning releases and iterations becomes much easier. Management and the business are also loads happier as you are delivering standard size iterations with less surprises.
How is the first iteration’s velocity estimated?
1) one-third of available time if estimating in ideal programmer time2) If underestimated, velocity in the first iteration will rise as new features are included; 3) if overestimated, velocity will decrease as features are removed.
Should velocity be accumulated across teams or projects?
1) Velocity is very much a localized measure2) different team members with different team ‘personalities’, projects typically possess unique characteristics in terms of estimating techniques, detail process, technology, customer involvement
What if velocity fluctuates?
1) Velocity will typically fluctuate within a reasonable range, which is perfectly fine. 2) If velocity fluctuates widely for more than one or two iterations, the team may need to re-estimate and/or renegotiate the release plan.
How do I estimate velocity if project teams change size?
1) Velocity relies on team consistency in order to be most valuable. 2) It will only take the length of the next iteration to understand better what the team can deliver and thus their new velocity.
Does maximum velocity mean maximum productivity?
1) Absolutely not. 2) In an attempt to maximize velocity, a team may in fact achieve the opposite. 3) there will be a negative long-term impact.4) The goal is not maximized velocity, but rather optimal velocity over time, which takes into account many factors including the quality of the end product.
How do we measure velocity if our iteration lengths change?
1) A fixed iteration length helps drive the reliable rhythm of a project. 2) Without this rhythm, you are constant revising, re-estimating, and reconciling, and the ability to predict out in the future is minimized due to inconsistent results3) adapt iteration dates or velocity accordingly
Agile resource utilization
1) Capacity (individual, team) -during iteration planning2) Estimated3) Actual (recorded before standup meeting)4) Performance (compare capacity vs actual)
Estimated utilization
1) Capacity vs Estimated (iteration level)2) E=64 hrs, C = 60hrs3) utilization = E / C = 106.67%
Actual utilization
1) Actual 55hrs2) estimate 64hrs3) capacity 60hrs4) Actual utilization = actual / capacity = 91.67%
three categories of defects
1) Defects found and fixed in the iteration2) defects accepted by PO3) defects that escapted
Defect detection rate
1) No, of defects per project iteration2) correlated with velocity3) drop in velocity & rise in defect detection rate should trigger an alarm4) low rate is not better than a higher one
Defect closure rate
1) amount of defects fixed and closed per iteration2) should be equal to defect detection rate3) if
Total vs closed defects
1) should be as low as possible| 2) indicates velocity and burn rate are reliable indicators
A healthy agile project
1) Stable velocity and burn rate2) high defect detection rate3) low total vs closed defects gap
Agile approved iterations
1) approval is documented2) by PO or customer3) after passing definition of done (before end of iteration)4) sometimes after end of iteration5) document guidelines and criteria
reviews
reviews
Kanban board as information radiator
1) Kanban board2) Burndown charts3) Parking lot charts4) Calendars
timeboxing
Core aspect of rapid application development (RAD) software development processes such as dynamic systems development method (DSDM) and agile software development.
Advantages of iteration
1) Velocity can be measured and scope can be adjusted quickly2) forces work into byte sized chunks where define/build/test cycle has to be concurrent3) More opportunity to succeed or fail early
Challenges with Variance Analysis
Time DelayVariance Source InformationStandard setting
WIP limits
WIP limits
burn down charts
1) A burn-down chart tracks how much work remains on your project and whether you’ll hit your deadline.2) The vertical axis measures work remaining. The horizontal axis marks your iterations
cumulative flow diagrams
1) Graphic depiction of how stories are moving through various statuses on the way to being “Done”2) Total scope of a project, grouped by status, and thus lets us know how much of that scope is in a particular status at a given time
backlog grooming/refinement
backlog grooming/refinement
product-feedback loop
product-feedback loop
Planning initiation concepts
d
Planning overview
1) Work is not predictable, so adapt2) Just in time approach to planning3) Frequent customer involvement4) Success linked directly to proper agile planning
monitoring overview
all members Responsible release level and iteration level monitoringCorrective action implementationMajority monitoring and iteration level
adapting overview
Occurs at all levelIncludes all stakeholdersMinimize what isn’t working and optimize what is workingPerformed continuously throughout project
Project planning initiation tools
1) Project charter2) Business case3) Statement of work4) Project Data Sheet5) Project Kickoff meeting
Project charter
1) Before agile strategic planning2) Includes how to execute the project3) Processes not in Organization’s operating procedures4) Max 2 to 3 pages in length
Kanban
1) card or sign2) standard units or lot sizes with single card attached to each3) New card is pulled into the system only when the work represented by an “in progress” card is completed
Kanban board
1) Visualization tool| 2) Use a card as a token of task, feature and stick them to a timeline(board)
Burndown charts(kanban)
1) Count the number of Kanbans(backlog task) and track it in a timebox2) Shows the trend of work accomplished
Parking lot charts
Summarize the top-level project status
Three viewpoints of Kanban boards
1) Time - Releases to iterations to Days2) Task - Features to stories to tasks3) Team - Manager, customers, developers, business analysts, users, testers and other stakeholders
Kanban board task
1) A feature is a function useful and meaningful to users2) A story is a testable piece of a Feature (described in words of users)3) Task is work unit of story (described in terms used by developers)
Why use time boxing
1) Avoid missing windows of opportunity2) Chunk up a problem3) Deliver incremental results4) Defeat analysis paralysis - switch gears from think mode to execution
Using Timeboxes effectively
1) Identify candidate areas for time boxing2) Identify your objectives3) Identify the appropriate time box4) Execute results with your time box5) Evaluate and adapt
Identify your timebox objectives
1) Meet a deadline2) Show incremental results.3) Make incremental progress on a tough problem.4) Build momentum.
Execute results within your time box
1) Execute within your timebox and stop when you run out of time2) how to stay completely focused3) how to treat time as a limited resource, 4) how to tune your results.
Iteration planning
1) selects and reviews the stories for the current iteration2) defines and estimates the tasks necessary to deliver the increment of work3) tasks are typically estimated in “ideal developer days” or even hours4) details of the requirements are discussed and negotiated
Iteration Planning Guidelines
1) first day of the iteration, first thing in the morning. no more than 4 hours.2) Create task estimates for each story on the basis of ideal effort hours, or points3) at least one story with a demonstrable function included in the iteration4) if a story breaks out into seven or more tasks, consider splitting the story.5) Once the iteration is underway, no change requests by the product manager are allowed
Agile Release Planning
1) Small releases are better2) They provide a constant flow of shippable product increments and generate regular feedback from the end-users3) The logistics and overheads of releasing need to be minimized
Purpose of Agile Release Planning
A goal for the release.A prioritized set of stories that will be developed in the release.A coarse estimate for each story.A date for the release.
Preparing for the Release Planning Meeting
1) Define a goal for the release2) Produce a prioritized wishlist of stories for the release3) Time permitting, have some developers preview the wishlist to ensure they understand the gist of the stories4) Review the wishlist
Purpose of the Release Planning Meeting
1) everyone in the team understand and commit to delivering the agreed release by the agreed date.2) The product owner explains the release goal to the team3) The developers provide their team’s velocity4) In the order of value, the product owner introduces each story to the developers.5) The developers ask enough questions6) The developers assess the technical risk for each story and provide some classification, e.g. high, medium or low.7) the product owner selects the stories from the wishlist to make up the release plan.8) Consensus
Daily standups
1) What was accomplished yesterday2) What is planned to accomplish today3) What issues are blocking progress
Goals of daily standups
GIFTS (Good start, Improvement, Focus, Team, Status)To help start the day wellTo support improvementTo reinforce focus on the right thingsTo reinforce the sense of teamTo communicate what is going on
Burn up charts
1) A burn-up chart tracks how much work is done.| 2) Line showing how much work is in the project as whole (the scope as workload), and this can change
Overview of Cumulative Flow Diagrams
1) Whether or not value is being delivered as the result2) Are stories reaching the final status?3) Where the bottlenecks are in our workflow4) How long it takes something of value to be produced5) Whether the scope of a project is changing
Burndown chart vs Cumulative flow diagram
1) Outstanding work at a particular time vs how we are doing in terms of delivering value2) The cumulative flow graph is not bound by sprint boundaries
Kanban cumulative flow diagram items
1) Backlog2) Priority 33) Priority 24) Priority 15) Working6) The Pen7) Complete8) Archive
Downsides of Cumulative Flow Graph
1) The CFG is information dense, so it is harder for a beginner to understand and interpret.2) CFGs are a lot harder to maintain by hand
Intraspective
1) similar to retrospective2) Discussion of issues3) determine needed process changes4) Intra -> with in (during the sprint)
agile discovery
1) find what customer want2) Listening - build an understanding by listening to customer3) interacting up front4) gaining clarity
discovery team
1) PO put together a team2) progressive elaboration => user story3) Continuous customer engagement4) requirements handed off to delivery team5) discovery continues
agile req review
1) backlog grooming| 2) no formal requirements signoff
Agile tools
1) learn and grow2) collaboration games3) 5 whys4) intraspective meeting
Collaboration
1) leader is not necessary2) members are responsible and accountable3) trust and respect
Collaboration games
1) having fun and learning2) build rapport and accountability3) structured activities4) improved understanding ownership and relationships5) eg. the broken telephone, human knot, one word story telling
Intraspective explained
1) Scrum master (PO not involved)2) Held as necessary3) discuss issue and to identify solution
Kaizen
1) constant improvement of all company functions2) change happens one time or is constant, big or small, as long as it is a change for the better3) making little changes, monitoring the results and then readjusting
the Five WHYs
1) “Why?” five times| 2) it would point us towards a root cause and a solution
retrospectives, intraspectives
1) What worked well for us?2) What did not work well for us?3) What actions can we take to improve our process going forward?
process tailoring
1) Process tailoring is about roles and procedures2) Identifying which individuals perform which roles3) Identifying which individuals do which approvals4) Where each work product is stored.5) Creating project plans with work items that reflect the process.
value stream mapping
1) Value stream maps can be used to map the flow of work from the start of the delivery process (ex: client request) to the end of the delivery process (ex: system delivered to the client). 2) They are similar to process diagrams, but meant to be much less detailed, but getting things into process areas
control limits
1) Three-sigma (σ) limits are generally used for control limits2) probability the false-alarm risk, the α-risk, or the probability of a type 1 error (process really is in control)3) control charts by hand were set up for 25 subgroups
pre-mortem
With a pre-mortem you try to think about everything that might go wrong before it goes wrong
fishbone diagram analysis
1) Agree on a problem statement2) main causes and sub causes leading to an effect (symptom)3) focus attention to places on the chart where ideas are few
hybrid models
Implementing Agile-Waterfall Hybrid allows software teams to work “agile”, while hardware development teams and product managers can use traditional PMP/waterfall approach
Project specific process tailoring
1) Adding/removing work products and tasksChanging milestones, and what work products will be made available at each milestone, and their state of completionTool and/or format used for each work product2) Responsibilities for review and approval3) Detailed procedures for reporting progress, performing measurements, managing requirements, managing change requests, etc.
Process instantiation
1) process instantiation is about specific individuals and specific work products2) Sometimes projects will combine process tailoring and process instantiation3) you can create a RACI table that includes both individuals and roles, and create a table that says not only which work products will be produced, but also where the specific instances will be stored
waterfall-agile hybrid
1) dependency tracking and clarity of Waterfall| 2) flexibility and transparency necessary to adapt to the fast changing requirements of stakeholders
why pre mortem
1) surveys the group and compiles a consolidated list of why the project failed.2) ask everyone in the room to think up one thing that they could do to help the project. 3) Ideally the team is more attuned to what could go wrong and willing to engage in risk management.
focus of value stream mapping
The focus of value stream mapping is on discovering the positive values provided by the activities of the organization, enhancing those values and removing any performance robbing waste.
focus of process mapping
1) The focus of process mapping is on discovering the current processes of an organization, establishing the root cause problems with those processes, and looking for solutions. 2) While improvements can be made using this approach, it is difficult to align the problem/solution pairs so that each cycle of problem/solution implementation builds towards a strategic objective.
agile verification
1) change control mechanisms2) tracking and traceability matrices 3) regression test automation.
done thinking grid column 1
1) User Story Clarity2) Task identified3) Build setup changes4) Product owner approval5) Product backlog updated
continuous integration
1) team integrate their work frequently2) verified by an automated build3) allows a team to develop cohesive software more rapidly
testing, including exploratory and usability
testing, including exploratory and usability
agile validation
1) before any software is released for use by the end user – be it alpha, beta or production code – the results of all this work will have to be validated.2) “Validation shall be performed under defined operating conditions
Steps in agile validation
1) Finalize traceability from PRD to SRS2) Run all unit testing and story level acceptance testing regression tests3) Finalize and execute PRD (system) level feature acceptance tests4) Run all system qualities tests for nonfunctional requirements (reliability, accuracy, security)5) Run any exploratory, usability, and user acceptance tests6) Finalize and update traceability matrices to reflect current state7) Finalize/update risk analysis/hazard mitigation8) Conduct a design review
done thinking grid column 2
1) Environment Ready2) Design Complete3) Unit test cases written4) Documentation5) Pre-Release builds
done thinking grid column 3
1) Code complete2) Unit tests executed3) Refactoring4) Code Checkin5) Code merging & tagging
done thinking grid column 4
1) Automated code review2) peer review3) Code Coverage4) Burndown chart ready5) release build
done thinking grid column 5
1) Functional testing2) Regressing testing3) Performance testing4) Acceptance testing5) Closure
Practices of Continuous Integration
1) Maintain a single source repository2) Automate the build3) Make your build self-testing4) Everyone Commits To the Mainline Every Day5) Every Commit Should Build the Mainline on an Integration Machine6) Keep the Build Fast7) Test in a Clone of the Production Environment8) Make it Easy for Anyone to Get the Latest Executable9) Everyone can see what’s happening10) Automate Deployment
risk adjusted backlog
1) focuses on where investment needs to be undertaken, based on risk2) decreasing list of priorities from the risk calculation3) Potential Consequence x Likelihood4) rectify all high and significant risks
risk burn down graphs
1) Risk Burndown graphs are very useful for seeing if the total project risk is increasing or decreasing over time.2) Whether individual risks are increasing in severity over time and whether new risks are being introduced.
risk-based spike
Spikes are a really good way for teams to figure out stuff that they don’t know and need to know in order to understand the complexity so that it can be properly estimated, or quoted on or simply to find out if something is technically possible or not.
architectural spike
architectural spike
Why use spike
1) basic research to familiarize the team with a new technology of domain2) story may be too big to be estimated appropriately and the team may use a spike to analyze the implied behavior so they can split the story into estimable pieces.3) story may contain significant technical risk and the team may have to do some research or protoryping to gain confidence4) The story may contain significant functional risk, not clear how the system needs to interact with the user to achieve the benefit implied.
Alternatives to Agile Spikes
1) increases the scope of possible error2) For stories that you can’t estimate accurately, an alternative to scheduling a spike story is to provide a high estimate
ROI/NPV/IRR
ROI/NPV/IRR
five major focus of Agile Compliance
1) Information Security Governance policy2) Discover the optimal level of security and compliance without compromising business agility3) Manage human and organizational factors that impede agility and compliance4) (SOA) on compliance5) Find the correct path to secure, agile compliance in your organization
customer valued prioritization
customer valued prioritization
requirements reviews
requirements reviews
minimal viable product (MVP)
minimal viable product (MVP)
minimal marketable feature (MMF)
minimal marketable feature (MMF)
relative prioritization/ranking
relative prioritization/ranking
MoSCoW
MUSTShouldCouldWould like (least priority)
Kano analysis
1) Is the feature mandatory?2) This feature is excitement. It is possible differentiator3) improved a performance of the application. This is valuable.4) this feature is indifferent5) This feature is really questionable6) This feature reverse me to really find a different product
SOA in agile
1) Using SOA as the basic architectural approach helps isolate changes and standardize interfaces. 2) This makes agility more practical as it helps with swapping out pieces, 3) changing the behavior of one service is easier to control and so on
Agile values
- 1 Individuals and interactions over processes and tools.1. 2 Working software over comprehensive documentation.1. 3 Customer collaboration over contract negotiation.1. 4 Responding to change over following a plan.
Agile frameworks and terminology
Agile frameworks and terminology
Agile methods and approaches
Agile methods and approaches
Assessing and incorporating community and stakeholder values
Assessing and incorporating community and stakeholder values
Stakeholder management
Stakeholder management
Communication management
Communication management
Facilitation methods
Facilitation methods
Knowledge sharing/written communication
Knowledge sharing/written communication
Leadership
Leadership
Building agile teams
Building agile teams
Team motivation
Team motivation
Physical and virtual co-location
Physical and virtual co-location
Global, cultural, and team diversity
Global, cultural, and team diversity
Training, coaching, and mentoring
Training, coaching, and mentoring
Developmental mastery models (for example, Tuckman, Dreyfus, Shu Ha Ri)
Developmental mastery models (for example, Tuckman, Dreyfus, Shu Ha Ri)
Self-assessment tools and techniques
Self-assessment tools and techniques
Participatory decision models (for example, convergent, shared collaboration)
Participatory decision models (for example, convergent, shared collaboration)
