Topics Flashcards
CARVER Project Goals
Criticality - How Important to be done upfront
Accessibility - Can we work on it immediately
Return - ROI
Vulnerability - How easy to achieve the desired results
Effect - What are the effects on the project
Recognizability - Have the goals been clearly identified
DEEP - Product Backlog
DEEP Is Detailed
Estimate-Able
Emergent
Prioritized
Agile Declaration of Interdependence
Increase ROI Deliver Reliable Results Expect Uncertainty Unleash Creativity and Innovation Boost Performance Improve Effectiveness and Reliability
Automated Testing Tools
Peer Reviews Periodic Code Reviews Refactoring Unit Testing Automated and Manual Tests
TCPI - To Complete
Budget At Completion = BAC - EV / BAC - AC
Estimate to Complete = BAC - EV / EAC - AC
Empirical
Interactive Incremental Change Often Adapt Pass Through Reviews
12 Agile Manifesto Principles
12 Agile Manifesto Principles
TuckMan
Forming
Storming
Performing
Norming
Scrum Pillars
Transparency
Inspection
Adaptation
Dynamic System Development Methodology - DSDM
User involvement and Empower
Business need / value Active user involvement Empowered teams Frequent Delivery Integrated Testing Stakeholder collaboration
Kaizen
Small Releases
Small Improvements
Plan - Develop - Evaluate - Learn
Plan - Do - Check - Act
Lean
Eliminate Waste Empower the Team Deliver Fast Optimize the whole Build Quality In Defer Decisions Amplify Learning
Agile
Periodic Experimentation
Work In progress
Either 0% or 100% - Nothing in between
ESVP
Explorer
Shopper
Vacationer
Prisoner
Interations
Depends on completion date regardless of Velocity
Agile Unified Process
Model Implementation Test Deploy Configuration Management Project Management Environment
Lead Time
From entering READY on Kanban to exiting DONE
Experience and Observation
Empirical
Transparency
Inspection
Adaptation
Fixed Parameters of Cost and Time
Most Value by X Date within X budget
4 core values
People over processes
Working code over documentation
Customer collaboration over negotiation
Responding to change over following a plan
CPI - Cost Performance Index
EV / AC - 1 is bad
SPI - Schedule Performance Index
Expected Value / Planned Value
Estimate at Completion
BAC / CPI
Estimate to Complete
EAC - AC
Kano Analysis - product features
Delighters
Satisfiers
Dis-satisfiers
Indifferent
Littles Law
Duration and Queue Size
DSDM Contracting
Passing Tests Versus Specifications
Values
Focus Courage Openness Commitment Respect
Feature Driven Development
Develop an overall model
Build a feature list
Plan the work
Team moves through design and build iterations
Invest - Good User Stories
Independent Negotiable Valuable Estimate-able Testable
Wide Band Delphi - Estimating Technique
Group of anonymous experts
Parkinsons Law
Work expands to the time allotted
Iteration H
Hardening or Wrap Up
Planning Levels
Strategic
Release
Iteration
Daily
Smart Goals
Specific Measurable Attainable Realistic Temporal
SHU - HA - RI
SHU - Following Rules
RI - Unconsciously moving away from rules
HA - Consciously finding an individual path
Agile Triangle
Value
Quality
Constraints - Cost, Schedule and Scope
Scrum Master
Remove Impediments
Project Manager
Servant Leader - Not Directive
Gives the team time and space to resolve issues
Scrum Master
Remove impediments post haste
Be Directive during Storming
Use Case
Interaction between the customer and a system
Pair Programming discovers defects earlier
Delayed or incomplete stories
SPLIT or Carry Forward
Identify Stories that you won’t be able to finish
Document and estimate the remaining work
Send these stories to the backlog
Take the unfinished stories to the retrospective
Favour Decisions
Paul Hersey - Situational Leadership
Task Relevant and Relationship Relevent
IDEAL Organizational Improvement
Initiating Diagnosing Establishing Acting Learning
EVO - Evolutionary Value Delivery
The original Agile methodology
Focus on delivering measurable, multiple value requirements to stakeholders
Systems Thinking
Consider the implications of making a change
XP = Simple Design
NPV Discount Rate = Opportunity Cost
Clark and Wheelwright - 2 tasks
ROTI - Return on Time Invested
Used in closing stage of iteration retrospectives
Patterns and Shifts - Retrospective
Servant Leaders do not make decisions for the team
Sensitivity Analysis - Risk Analysis Technique
Agile Coach is a Mentor
Retrospectives can be scheduled at various times when the team decides
Priorities are value driven.. Not necessarily $ value
Cross Functional Teams are key to developing and delivering oftern
Story Point Estimates are on the cardinal scale
Order of values and the ability to quantify the difference between them
Ideal time vs. Elapsed time
It is mostly easier to predict the duration of an event in Ideal Time than in elapsed time
Threshold Features
Must be present for the product to be successful - Must Haves
Release Planning does not assign resources to tasks
Next Meeting refers to the Daily Standups
Cumulative Flow Diagram - Analyze Bottlenecks
Measures Cycle Time, Throughput and Work in Progress (Kanban)
S-Curve
Cost Baseline
Wide Band Delphi Estimating
Anonymous - Reach a concensus
Control Limits
Thresholds that determine whether a process is under control
Pillars of Scrum
Transparency
Inspection
Adaptation
Incorporating new features mid sprint
Indicate to the product owner what the impact on other features to develop would be
Little’s Law
WIP / Throughput
Acceptance Test Driven
Re-Factoring after code change
Ideal Time
The time it takes to complete a task without any distractions
Simple and easier for Stakeholders to understand
Cycle Time
Complete a Task from Start to Finish
Production Time / Number of units
Architectural Spike
Architectural - Proof of Concept, Timeboxed
Risk Spike
Risk Based
- Short effort to investigate risk
- Reduce or eliminate through mitigation
- Good for new Technology and early in the project
High Level Planning - Visioning
Done prior to the 1st release Map out the overall project effort Goals of the release Release date RANGE OF Variance Coarse grained
Sprint Planning
Team is self organizing
Increment = a piece of the product
Releases - combine increments
Release Planning Meeting
All stakeholders are represented
Happens before each release
Find out which stories will be done in which iterations for the release
Also defines future iterations for future releases
Assess prioritized backlog
Review story sizing
Sort the stories by release
Define the initial roadmap for the releases
Slice stories as needed for the planned release
Compound stories
Have other independent stories within
Epics
One large complicated story usually does not fit in one iteration
Iteration Planning
Meeting for and facilitated by the delivery team
Confirms goal for the current iteration
Discuss the user stories in the backlog
Select the user stories for the iteration
Define the acceptance criteria and write the acceptance tests for the stories
Breakdown the user stories into tasks
Estimate the tasks
Decide who does the work
Initial Velocity Expectations
1/3 of Available Time
Estimate in Ideal Days
Change in requirements in the middle of an iteration
- Team should never incorporate any changes during an ongoing iteration
- Team can always take up the changes and extend the iteration duration if needed
- Team has to exchange stories if the Scrum Master conveys the criticality of the changes
- Team may take up the changes in flight after discussing the overall impact with the product owner
Agile Coach
Responsible for helping the management of an organization to understand the advantages of Agile practices, tools and techiques
Incremental
Each successive version of the product is usable, and each builds upon the previous version
Locate Strengths
A strengths based retrospective
Discovering strengths then defining actions that use them
Release Burn Down Chart
Not good at predicting project completion
Varies because of imperfect estimates
Lead Time as it relates to user stories
Including more stories in the iteration plan will not reduce lead time
Response time
Time an item is idling in the ready stage before the work is started
High Risk and High Value
Do First
Single Loop Learning
Practice of attempting to solve problems by just using specific pre-defined methods, without challenging the methods in light of experience
Kanban
Visual Sign
Points counting towards Velocity are only related to completed stories
Assign 2 independent tasks to maximize time spent on value added tasks
Triple Nickels
5 people, 5 ideas, 5 minutes
Iteration Based Agile
Team demonstrates all completed work at the end of the iteration
Progressive Elaboration
Further refining requirements as the project progresses
Swarming - 2 or more team members working on the same story
Mobbing - Entire team working on the same story
COCOMO
Algorithm.. Uses previous project costs to estimate the costs of future projects
Stakeholder view on progress
Refer them to project burndown and burn up charts
Servant Leaders clear impediments
Story map
Represents the characteristics of a product
Data Model
Data models are used on agile projects to capture designs at a high level and often help to describe the complexity of designs
Agile Team Charter
Why are we doing this project?
Who benefits and how?
What does done mean for the project?
How are we going to work togetherÉ
Agile Measurement
Agile favours empirical and value-based measurements instead of predictive measurements.
Agile measures what the team delivers, not what the team predicts it will deliver.
Prioritizing work items
Product owner does this before the refinement of the backlog
Kanban teams employ a pull system
Behaviour driven development
Testing code based on the expected behaviour of the software is a method of writing user stories
Given, When, Then
Given a certain situation, When something happens, then we want this to happen
Iterative Methods
Dynamic Requirements
Repeated with feedback until they are correct
But delivered only once
Sprint Reviews
For Product Demonstrations
Incremental Approach
Dynamic requirements performed once for a given increment, in frequent deliveries
Continuous integration
Designed to merge all changes made to the software and test them automatically, discovering any defects or issues on a daily basis
Crystal
Factors such as:
of people involved
Money involved
Comfort level
WIP Limits
Focuses on one main thing at a time and avoids the time cost of switching tasks
Burnup Chart
Tool to chart how much work has been completed
Cumulation of tested and working features over time
Retrospective
- Set the stage
- Gather data
- Generate Insights
- Decide what to do
- Close the retrospective
Look out for Never, Always and Must
3 C’s of User Stories
Card, Conversation and Confirmation
Test Driven Development
Red, Green, Refactor
The process of writing a test that initially fails, adding code until the test passes and then refactoring code
Everything is TEAM
Lagging Metrics
Measuring things that already occurred
Lead Time - From Request to Delivery
Time when a feature request is made by the customer until the complete feature is delivered
System Metaphor
XP - To represent a shared technical vision
XP = Automated Testing
Decision Gradients make for better discussions and more effective sustainable decisions
Remember the Future vs. Project Pre-mortem
Pre-Mortem - Identify possible failure points on a project before they happen
Remember the future - Thinking about all of the steps that would have made the project a success even before the project has started
Avoid using EVM metrics at the iteration level
