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Project Management > Scrum for Agile Project Management > Flashcards

Scrum for Agile Project Management Flashcards

1
Q

Which of the following belong to the cornerstones of the Agile manifesto?
Individuals and interactions over processes and tools

Working software over comprehensive documentation

Management and process over tools and people

Customer collaboration over contract negotiation

Responding to change over following a plan

Incremental delivery over large releases

A

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

Working software over comprehensive documentation

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2
Q

Which of the following main roles are defined by Scrum process?

Development Team

Scrum Tester

Scrum Master

Product Owner

Project Manager

A

Development Team

Scrum Master

Product Owner

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3
Q

The Agile project should______________ to facilitate good communication.

A

Break the project into smaller and cross-functional teams

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4
Q

One of the most compelling stories that capture why and how Agile works is the P-80 Shooting Star, the first jet fighter developed by Lockheed Martin’s Skunkworks team. The success of this project exemplifies the core tenants of Agile. What is not a core tenant of Agile?

Shared vision with fixed scope

Cross-functional teams

Incremental delivery

Continuous integration
correct

A

Shared vision with fixed scope

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5
Q

In the project of Navy Energy, the scope was to build decisions support systems for projects to identify and select $500M in energy investments. As a result, this project brought a fifty-dollar/dollar return on investment (ROI 50) to Navy. What is the key to success of this project?

A

Iterative improvement of the business process for making decisions
correct

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6
Q

Three parts of a Sprint:

A

Sprint Planning
Sprint Development
Sprint Retro & Review

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7
Q

A Sprint is a _____ typically two weeks to a month.

A

timebox

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8
Q

Sprint Planning:

A

Input
Process
Output

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9
Q

Sprint Planning: Input:

A

Product Backlog prioritized by Product Owner.

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10
Q

Sprint Planning: Process:

A

Review and select stories.

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11
Q

Sprint Planning: Output:

A

Sprint Backlog committed to completing by Sprint end.

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12
Q

Sprint Development:

A

Input
Process
Output

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13
Q

Sprint Development: Input:

A

Sprint Backlog

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14
Q

Sprint Development: Process:

A

Daily standup, analyzing, building, testing

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15
Q

Sprint Development: Output:

A

Shippable product increment

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16
Q

Sprint Retro & Review:

A

Input
Process
Output

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17
Q

Sprint Retro & Review: Process:

A

Demonstrations, games for feedback

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17
Q

Sprint Retro & Review: Input:

A

Shippable product increment.

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18
Q

Sprint Retro & Review: Output:

A

Feedback on product direction and actions to improve.

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19
Q

Iron Triangle:

A

Scope, Schedule, Budget

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20
Q

Iron Triangle: Key-point:

A

Constraints and costs to the organization impact project execution.

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21
Q

Iron Triangle: Scope:

A

Technical work.

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22
Q

Iron Triangle: Schedule:

A

Total calendar time.

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23
Q

Iron Triangle: Budget:

A

Total cost in dollars.

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24
Q

Project Management Types:

A

Agile, Traditional, Lean

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25
Q

Agile:

A

Varies scope against fixed budget and schedule.

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26
Q

Traditional:

A

Varies budget against fixed scope and schedule.

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27
Q

Lean:

A

Varies schedule against fixed scope and budget.

28
Q

Goals & Requirements:
Agile:

A

Speed, trust, minimize scope.

29
Q

Goals & Requirements: Traditional:

A

Efficiency, deliver lowest cost on time and budget.

30
Q

Goals & Requirements: Lean:

A

Innovate, minimize delivery time.

31
Q

Agile Implementation:

A

Shared Vision Robust to Change
Whole Teams (customer + cross-functional team)
Incremental Delivery
Continuous Integration & Testing

32
Q

Agile Implementation: Frameworks:

A

Scrum, SAFe, Disciplined Agile provide roles and processes for Agile.

33
Q

Agile Principles:

A

-Small, Strong, Self-Directed, Cross-Functional Teams.
-Collaboration, trust, managed and responded to change.
-Minimize reports, incremental development, and testing.

34
Q

Agile Origin Roots:

A

WWII

35
Q

Total Quality Management (TQM)

A

the continual process of detecting and reducing or eliminating errors in manufacturing.

36
Q

Total Quality Management (TQM): Core Tenets:

A

Improving Quality Decreases Costs.
Continuous Improvement for systems and people.
Pride of Workmanship as a driver of knowledge workers.
Plan-Do-Check-Act (PDCA) cycle for testing complex systems.

37
Q

Total Quality Management (TQM); Proof of Success:

A

Edward Deming turned around Ford Motor Company in 1986 using TQM, transforming losses into profits.

38
Q

Toyota Production System (TPS) - Taichii Ohno; Focus Areas:

A

Eliminate 7 Wastes
Small Batches using a “Pull System” with Kanban.
Continuous Improvement with Key Performance Indicators (KPIs).

39
Q

7 Wastes

A

Movement, Inventory, Motion, Waiting, Overproduction, Over-Processing, Defects.

40
Q

Toyota Production System (TPS) - Taichii Ohno; Proof of Success:

A

Toyota, a top three car manufacturer, with a 70% employee satisfaction rating (double the USA average).

41
Q

Theory of Constraints (TOC) - Eli Goldratt:

A

a process improvement methodology that emphasizes the importance of identifying the “system constraint” or bottleneck.

42
Q

Theory of Constraints (TOC) - Eli Goldratt: Key Principles:

A

Throughput drives cost and revenue.
Constraints limit system throughput.
5 Focusing Steps for Ongoing Improvement (POOGI).

43
Q

Theory of Constraints (TOC) - Proof of Success:

A

TOC used in BP Oil Spill Cleanup, saving over $200M and deploying 10,000 boats efficiently.

44
Q

Waterfall

A

approach that emphasizes a linear progression from beginning to end of a project.

45
Q

Agile

A

approach that involves breaking the project into phases and emphasizes continuous collaboration and improvement.

46
Q

Lean

A

focuses on delivering a manufacturing project with more value and less waste.

47
Q

Waterfall Challenges:

A

Not intended to be linear, often misunderstood.
Ninety-Ninety Rule highlights the challenges in coding and development time.

48
Q

Iterative Methods Overview:

A

Rapid Application Development (RAD)
Dynamic System Design Methodology (DSDM)
Extreme Programming (XP)

49
Q

Rapid Application Development (RAD):

A

Upfront requirements, iterate on design and development.

50
Q

Dynamic System Design Methodology (DSDM):

A

Introduced iteration of requirements, feasibility stage upfront.

51
Q

Extreme Programming (XP):

A

Iterative across all levels, emphasizing pair programming, unit testing, and continuous refinement.

52
Q

Key Tenants of Iterative:

A

Consolidated Up-Front Planning.
Iterate on Designs.
Timeboxes for on-time delivery.
User Stories as standards.
Test-Driven Development (TDD) for exploration and refinement.

53
Q

Agile vs. Traditional:

A

Agile is more successful and less challenged than Traditional.
Agile fails less than half as often as Traditional.

54
Q

The history of Agile is a total quality revolution. What are the three management revolutions that led to the evolution of Agile?

A

Total Quality Management, Toyota Production System, and Theory of Constraints

55
Q

According to the lecture, what are the key tenants of Iterative Development

A

Consolidated up-front planning

Iterative development

Emphasized on-time delivery

Test-driven development

56
Q

In the Netflix case study, Adrian Cockroft points out four things required to turn Netflix from a manufacturing company into a web-centric large-scale business. What are these four important aspects

A

Culture of innovation

Data and analytics

Decentralized decisions

Agile and self-service deploy

57
Q

Culture of Innovation:

A

Culture of Innovation:
Ability to respond to opportunities as they arise.

58
Q

Data Analytics:

A

Utilizing real data for comparing changes and ensuring effectiveness.

59
Q

Decentralized Decisions:

A

Empowering employees to procure resources on-demand.

60
Q

Agile and Self-Service Deployment:

A

Developers deploy and take responsibility for their code.

61
Q

The 18F case study is an example of the application of _____________ breaking the paper design/re-design cycle that can plague system development using __________ .

A

Agile project management, Traditional project management

62
Q

Traditional aims for

A

Predictability

63
Q

Agile aims for

A

Speed

64
Q

Lean aims for

A

Innovation

65
Q

According to the lecture, which of the following development models are usually used in traditional Project Management?

A

Waterfall model

66
Q

Which of the following are the tools used to aid the manager in project schedule control?
PERT and CPM

Kanban and SLAs

Releases and Roadmaps

Burndown Charts

Backlogs

A

PERT and CPM

Kanban and SLAs

Releases and Roadmaps

67
Q

Which of the following tools are used in Lean project management to control budget?
Earned Value Management

Service and Severity Levels

Return on Investment

Key Performance Indicators

Burndown Charts

A

Service and Severity Levels

Key Performance Indicators

Project Management (1 decks)

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