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PMI - ACP Key Topics > Topics > Flashcards

Topics Flashcards

1
Q

CARVER Project Goals

A

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

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2
Q

DEEP - Product Backlog

A

DEEP Is Detailed
Estimate-Able
Emergent
Prioritized

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3
Q

Agile Declaration of Interdependence

A 
Increase ROI
Deliver Reliable Results
Expect Uncertainty
Unleash Creativity and Innovation
Boost Performance
Improve Effectiveness and Reliability
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4
Q

Automated Testing Tools

A 
Peer Reviews
Periodic Code Reviews
Refactoring
Unit Testing
Automated and Manual Tests
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5
Q

TCPI - To Complete

A

Budget At Completion = BAC - EV / BAC - AC

Estimate to Complete = BAC - EV / EAC - AC

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6
Q

Empirical

A 
Interactive
Incremental
Change Often
Adapt
Pass Through Reviews
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7
Q

12 Agile Manifesto Principles

A

12 Agile Manifesto Principles

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8
Q

TuckMan

A

Forming
Storming
Performing
Norming

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9
Q

Scrum Pillars

A

Transparency
Inspection
Adaptation

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10
Q

Dynamic System Development Methodology - DSDM

User involvement and Empower

A 
Business need / value
Active user involvement
Empowered teams
Frequent Delivery
Integrated Testing
Stakeholder collaboration
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11
Q

Kaizen

A

Small Releases
Small Improvements
Plan - Develop - Evaluate - Learn
Plan - Do - Check - Act

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12
Q

Lean

A 
Eliminate Waste
Empower the Team
Deliver Fast
Optimize the whole
Build Quality In
Defer Decisions
Amplify Learning
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13
Q

Agile

A

Periodic Experimentation

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14
Q

Work In progress

A

Either 0% or 100% - Nothing in between

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15
Q

ESVP

A

Explorer
Shopper
Vacationer
Prisoner

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16
Q

Interations

A

Depends on completion date regardless of Velocity

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17
Q

Agile Unified Process

A 
Model
Implementation 
Test
Deploy
Configuration Management
Project Management
Environment
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18
Q

Lead Time

A

From entering READY on Kanban to exiting DONE

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19
Q

Experience and Observation

A

Empirical
Transparency
Inspection
Adaptation

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20
Q

Fixed Parameters of Cost and Time

A

Most Value by X Date within X budget

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21
Q

4 core values

A

People over processes
Working code over documentation
Customer collaboration over negotiation
Responding to change over following a plan

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22
Q

CPI - Cost Performance Index

A

EV / AC - 1 is bad

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23
Q

SPI - Schedule Performance Index

A

Expected Value / Planned Value

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24
Q

Estimate at Completion

A

BAC / CPI

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25
Q

Estimate to Complete

A

EAC - AC

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26
Q

Kano Analysis - product features

A

Delighters
Satisfiers
Dis-satisfiers
Indifferent

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27
Q

Littles Law

A

Duration and Queue Size

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28
Q

DSDM Contracting

A

Passing Tests Versus Specifications

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29
Q

Values

A 
Focus
Courage
Openness
Commitment
Respect
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30
Q

Feature Driven Development

A

Develop an overall model
Build a feature list
Plan the work
Team moves through design and build iterations

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31
Q

Invest - Good User Stories

A 
Independent
Negotiable
Valuable
Estimate-able
Testable
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32
Q

Wide Band Delphi - Estimating Technique

A

Group of anonymous experts

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33
Q

Parkinsons Law

A

Work expands to the time allotted

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34
Q

Iteration H

A

Hardening or Wrap Up

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35
Q

Planning Levels

A

Strategic
Release
Iteration
Daily

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36
Q

Smart Goals

A 
Specific
Measurable
Attainable
Realistic
Temporal
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37
Q

SHU - HA - RI

A

SHU - Following Rules
RI - Unconsciously moving away from rules
HA - Consciously finding an individual path

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38
Q

Agile Triangle

A

Value
Quality
Constraints - Cost, Schedule and Scope

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39
Q

Scrum Master

A

Remove Impediments

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40
Q

Project Manager

A

Servant Leader - Not Directive

Gives the team time and space to resolve issues

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41
Q

Scrum Master

A

Remove impediments post haste

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42
Q

Be Directive during Storming

A
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43
Q

Use Case

A

Interaction between the customer and a system

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44
Q

Pair Programming discovers defects earlier

A
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45
Q

Delayed or incomplete stories

A

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

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46
Q

Favour Decisions

A
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47
Q

Paul Hersey - Situational Leadership

A

Task Relevant and Relationship Relevent

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48
Q

IDEAL Organizational Improvement

A 
Initiating
Diagnosing
Establishing
Acting
Learning
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49
Q

EVO - Evolutionary Value Delivery

A

The original Agile methodology

Focus on delivering measurable, multiple value requirements to stakeholders

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50
Q

Systems Thinking

A

Consider the implications of making a change

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51
Q

XP = Simple Design

A
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52
Q

NPV Discount Rate = Opportunity Cost

A
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53
Q

Clark and Wheelwright - 2 tasks

A
54
Q

ROTI - Return on Time Invested

A

Used in closing stage of iteration retrospectives

55
Q

Patterns and Shifts - Retrospective

A
56
Q

Servant Leaders do not make decisions for the team

A
57
Q

Sensitivity Analysis - Risk Analysis Technique

A
58
Q

Agile Coach is a Mentor

A
59
Q

Retrospectives can be scheduled at various times when the team decides

A
60
Q

Priorities are value driven.. Not necessarily $ value

A
61
Q

Cross Functional Teams are key to developing and delivering oftern

A
62
Q

Story Point Estimates are on the cardinal scale

A

Order of values and the ability to quantify the difference between them

63
Q

Ideal time vs. Elapsed time

A

It is mostly easier to predict the duration of an event in Ideal Time than in elapsed time

64
Q

Threshold Features

A

Must be present for the product to be successful - Must Haves

65
Q

Release Planning does not assign resources to tasks

A
66
Q

Next Meeting refers to the Daily Standups

A
67
Q

Cumulative Flow Diagram - Analyze Bottlenecks

A

Measures Cycle Time, Throughput and Work in Progress (Kanban)

68
Q

S-Curve

A

Cost Baseline

69
Q

Wide Band Delphi Estimating

A

Anonymous - Reach a concensus

70
Q

Control Limits

A

Thresholds that determine whether a process is under control

71
Q

Pillars of Scrum

A

Transparency
Inspection
Adaptation

72
Q

Incorporating new features mid sprint

A

Indicate to the product owner what the impact on other features to develop would be

73
Q

Little’s Law

A

WIP / Throughput

74
Q

Acceptance Test Driven

A

Re-Factoring after code change

75
Q

Ideal Time

A

The time it takes to complete a task without any distractions
Simple and easier for Stakeholders to understand

76
Q

Cycle Time

A

Complete a Task from Start to Finish

Production Time / Number of units

77
Q

Architectural Spike

A

Architectural - Proof of Concept, Timeboxed

78
Q

Risk Spike

A

Risk Based

  • Short effort to investigate risk
  • Reduce or eliminate through mitigation
  • Good for new Technology and early in the project
79
Q

High Level Planning - Visioning

A 
Done prior to the 1st release
Map out the overall project effort
Goals of the release
Release date RANGE OF Variance
Coarse grained
80
Q

Sprint Planning

A

Team is self organizing
Increment = a piece of the product
Releases - combine increments

81
Q

Release Planning Meeting

A

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

82
Q

Compound stories

A

Have other independent stories within

83
Q

Epics

A

One large complicated story usually does not fit in one iteration

84
Q

Iteration Planning

A

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

85
Q

Initial Velocity Expectations

A

1/3 of Available Time

Estimate in Ideal Days

86
Q

Change in requirements in the middle of an iteration

A
  1. Team should never incorporate any changes during an ongoing iteration
  2. Team can always take up the changes and extend the iteration duration if needed
  3. Team has to exchange stories if the Scrum Master conveys the criticality of the changes
  4. Team may take up the changes in flight after discussing the overall impact with the product owner
87
Q

Agile Coach

A

Responsible for helping the management of an organization to understand the advantages of Agile practices, tools and techiques

88
Q

Incremental

A

Each successive version of the product is usable, and each builds upon the previous version

89
Q

Locate Strengths

A

A strengths based retrospective

Discovering strengths then defining actions that use them

90
Q

Release Burn Down Chart

A

Not good at predicting project completion

Varies because of imperfect estimates

91
Q

Lead Time as it relates to user stories

A

Including more stories in the iteration plan will not reduce lead time

92
Q

Response time

A

Time an item is idling in the ready stage before the work is started

93
Q

High Risk and High Value

A

Do First

94
Q

Single Loop Learning

A

Practice of attempting to solve problems by just using specific pre-defined methods, without challenging the methods in light of experience

95
Q

Kanban

A

Visual Sign

96
Q

Points counting towards Velocity are only related to completed stories

A
97
Q

Assign 2 independent tasks to maximize time spent on value added tasks

A
98
Q

Triple Nickels

A

5 people, 5 ideas, 5 minutes

99
Q

Iteration Based Agile

A

Team demonstrates all completed work at the end of the iteration

100
Q

Progressive Elaboration

A

Further refining requirements as the project progresses

101
Q

Swarming - 2 or more team members working on the same story

A

Mobbing - Entire team working on the same story

102
Q

COCOMO

A

Algorithm.. Uses previous project costs to estimate the costs of future projects

103
Q

Stakeholder view on progress

A

Refer them to project burndown and burn up charts

104
Q

Servant Leaders clear impediments

A
105
Q

Story map

A

Represents the characteristics of a product

106
Q

Data Model

A

Data models are used on agile projects to capture designs at a high level and often help to describe the complexity of designs

107
Q

Agile Team Charter

A

Why are we doing this project?
Who benefits and how?
What does done mean for the project?
How are we going to work togetherÉ

108
Q

Agile Measurement

A

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.

109
Q

Prioritizing work items

A

Product owner does this before the refinement of the backlog

110
Q

Kanban teams employ a pull system

A
111
Q

Behaviour driven development

A

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

112
Q

Iterative Methods

A

Dynamic Requirements
Repeated with feedback until they are correct
But delivered only once

113
Q

Sprint Reviews

A

For Product Demonstrations

114
Q

Incremental Approach

A

Dynamic requirements performed once for a given increment, in frequent deliveries

115
Q

Continuous integration

A

Designed to merge all changes made to the software and test them automatically, discovering any defects or issues on a daily basis

116
Q

Crystal

A

Factors such as:

of people involved
Money involved
Comfort level

117
Q

WIP Limits

A

Focuses on one main thing at a time and avoids the time cost of switching tasks

118
Q

Burnup Chart

A

Tool to chart how much work has been completed

Cumulation of tested and working features over time

119
Q

Retrospective

A
  1. Set the stage
  2. Gather data
  3. Generate Insights
  4. Decide what to do
  5. Close the retrospective
120
Q

Look out for Never, Always and Must

A
121
Q

3 C’s of User Stories

A

Card, Conversation and Confirmation

122
Q

Test Driven Development

A

Red, Green, Refactor

The process of writing a test that initially fails, adding code until the test passes and then refactoring code

123
Q

Everything is TEAM

A
124
Q

Lagging Metrics

A

Measuring things that already occurred

125
Q

Lead Time - From Request to Delivery

A

Time when a feature request is made by the customer until the complete feature is delivered

126
Q

System Metaphor

A

XP - To represent a shared technical vision

127
Q

XP = Automated Testing

A
128
Q

Decision Gradients make for better discussions and more effective sustainable decisions

A
129
Q

Remember the Future vs. Project Pre-mortem

A

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

130
Q

Avoid using EVM metrics at the iteration level

A

PMI - ACP Key Topics (1 decks)

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