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Agile Hybrid Project
Agile Hybrid Project Pro certification prep class
| Question | Answer |
|---|---|
| conflict management | process of managing and assuaging the negative components of a conflict while increasing the positive aspects of a conflict can be used to build understanding and trust and increase effectiveness or performance |
| change management | an organized, systematic application of the knowledge, tools, and resources of change that provides organizations with a key process to achieve their business strategy |
| one-on-one discussions | can be beneficial to understand any unique needs your team has and to see how differences can be leveraged in a positive way |
| emotional intelligence | the capacity to be aware of, control, and express one's emotions, and handle interpersonal relationships judiciously and empathetically |
| active listening | listening to the speaker in a dedicated process that involves processing what they say, how they say it, and the behavioral aspects observable when they say it |
| empathy | the ability to understand and share the feelings of another |
| project charter | a document formally authorizing the existence of a project and provides the project manager with the authority to apply organizational resources to project activities never changes communicates why the project is initiated and the project outcomes |
| diversity awareness | a person's ability to recognize and respect the unique qualities of every person regardless of gender, race, or demographic |
| behavior modeling | process of setting an example using your own behavior as a guiding force |
| remove impediments | removing impediments in a project involves using your influences first, resources second, and authority third to ensure the project team has what it needs to progress in its work |
| impediments log | records, prioritizes, publishes, addresses and communicates impediments in a project the project manager manages this log |
| impediments Kanban board | an action board based in a Kanban methodology |
| challenge the status quo | the way things have always been done does not mean they are unchangeable challenging the way things were or are being done refines processes and approaches can introduce new ideas and perspectives |
| influence matrices and power grids | two-dimensional grids that enable you to group stakeholders based on two factors use a classification for documenting stakeholder analysis results |
| influence matrices and power grids | classify stakeholders in terms of power, influence, and impact for use for communications and engagement |
| power / interest grid | group stakeholders based on their levels of authority and interest in the project |
| power / influence grid | group stakeholders based on their levels of authority and involvement in the project |
| salience model | a classification model that groups stakeholders based on their level of authority, immediate needs, and how appropriate their involvement is in terms of the project |
| leadership styles | common project manager leadership styles include transformational, charismatic, transactional, interactional, laissez-faire, and servant leader |
| benchmarking | a process by which best in class external parties, processes, or products are identified and studied in hope that their methodology, if appropriate, can be implemented or leveraged |
| ground rules | a set of rules set by the team to establish a code of conduct for all team members |
| value stream map | a visual representation of a process and the actions in each step to detect deficiencies and wasteful efforts |
| value stream map | an organizational construct that focuses on the flow of value to customers through the delivery of specific products or services |
| value stream mapping | a Lean enterprise technique used to document, analyze, and improve the flow of information or materials required to produce a product or service for a customer |
| pairing and mentoring | augmented training by pairing team members or creating mentoring situations to ensure the learning is transferred appropriately into performance |
| retrospective | time specifically set aside to reflect on team performance and practices, identify and solve problems, and identify specific proposed improvements for working together more efficiently |
| lessons learned log | used to record knowledge gained during a project that can be used to improve that team's project performance and potentially other teams and projects |
| retrospective | Agile team ceremony that captures lessons learned |
| Activity Cost Estimates | Each task is assigned a budget, and the aggregate of these estimates results in the project budget. includes labor, materials, equipment, and fixed cost items like contractors, services, facilities, financing costs, etc. |
| Agile Estimating | Agile estimating technique in Agile to help plan a project appropriately from the beginning to ensure ability to focus on the quality of each deliverable. |
| Agile Manifesto | core values of Agile software development as stated by the Agile Manifesto |
| Backlog | a prioritized list of features with descriptions of functionality that is often used in agile practice. |
| Benefits Management Plan | a document that describes how and when the benefits of a project will be derived and measured. |
| Brainstorming | a simple technique used to generate a fist of ideas. |
| Burndown Charts | A graphical representation of work left to do versus time. The outstanding work (or backlog) is often on the vertical axis, with time along the horizontal |
| Capability Maturity Model Integration (CMMI) | a framework for the integration of process improvement for multiple process areas. |
| Change Requests | When a stakeholder requests that the project manager makes changes to the project, a change request form is filled out and filed within the project management plan. |
| Contingency Reserve | A reserve allocated to respond to the "known unknowns." These "known unknowns" are risks in the risk register that have planned responses. |
| Control Charts and Variability Control Charts | charts are used to analyze and communicate the variability of a process or project activity over time. |
| Cost-Benefit Analysis | An analysis that allows project managers to compare if the benefits of an action outweigh the costs or, conversely, if the costs outweigh the benefits. This can be an important criterion in decision making. |
| Daily Standup | One practice used to assess progress and assist with uncovering the impediments impacting the team in a timely manner is a daily standup meeting. |
| Decision Tree Analysis | an assessment of the data obtained using the decision tree method to evaluate various possible outcomes. |
| Decomposition Process | The process of breaking user stories down into smaller, more executable user stories or tasks. |
| Design for X | a set of technical guidelines that may be applied during the design of a product for the optimization of a specific aspect of the design. DfX can control or even improve the product's final characteristics. |
| Engagement Roadmap | a guideline based on the stakeholder analysis that sets forth processes for engaging with stakeholders at current and all future states of the project. |
| Enterprise Environmental Factor (EEF) | any or all environmental factors either internal or external to the Project that can influence the Projects success. EEF includes culture, weather conditions, government regulations, political situation, market conditions. |
| Expected Monetary Value (EMV) | a method of calculating the average outcome when the future is uncertain. Opportunities will have positive values and threats will have negative values. |
| Five Stages of Change Management | 1 Change identification, 2 Change documentation, 3 Analyzing the impact of the change, 4 Course of action, 5 Updating related plans |
| Change identification | Involves identifying the changes that must be made to a project. may positively or negatively impact the planned project deliverables and performance. The requirement can be identified by anyone involved in the project. Change Management Stage 1 |
| Change documentation | Involves documenting the changes in the change control form, initiating a formal request for the change. Change Management Stage 2 |
| Analyzing the impact of the change | Involves identifying and assessing issues that may arise and adversely impact the various aspects of the project. This will usually be done by the project manager or any other requester. Change Management Stage 3 |
| Course of action | Involves coordinating with the appropriate stakeholders to select the necessary actions to be taken and implementing the approved changes. Change Management Stage 4 |
| Updating related plans | Involves updating the project management plan components related to the approved change requests. Change Management Stage 5 |
| Governance | as applied to cost estimates, can be described as managing project phases. |
| Information Radiator | In agile practices, a shared site or location in which valuable information can be shared. |
| Internal Rate of Return (IRR) | the interest rate that makes the net present value of all cash flow equal to zero. |
| Issue Log | a documentation element of project management that contains a list of ongoing and closed issues of the project. can be used to order and organize current issues by type and severity to prioritize issues associated with the current milestone or iteration. |
| Kanban Boards | visual depiction of work at various stages of a process. Cards represent work items and columns to represent each stage of the process, they show progress and help allocate resources and coordinate teams performing the work. |
| Key Performance Indicators (KPIs) | used to align team performance with vision and objectives. KPI metrics help assure the team that they are progressing toward project goals. There are key indicators to let the team and others know that their performance is feeding into project success. |
| Lessons Learned Register | a register used to record knowledge gained during a project that can be used for improving that team's project performance, and potentially other teams and other projects. |
| Management Reserve | A reserve that includes funds that are to be allocated at a high level for the "unknown unknowns." |
| Minimum Viable Product (MVP) | a simplified product released to a limited audience to test the audience's reactions and gain feedback. This feedback may be used to continuously modify and iterate the product before releasing it to the broader market. |
| Organizational Process Assets (OPAs) | processes, products, or artifacts that are used within any given organization and sometimes these are the results of other projects. |
| Pairing and Mentoring | Training augmented by pairing team members or creating mentoring situations to ensure the learning is transferred appropriately into performance. |
| Pareto Chart | a histogram that is used to rank causes of problems in a hierarchical format. The goal is to narrow down the primary causes of variance on a project and focus the energy and efforts on tackling the most significant sources of variance. |
| Present Value (PV) | The current value of a future sum of money or stream of cash flows given a specific rate of return. |
| Process Improvement Plan | A component of the project management plan, this document describes the processes used in the production of the project's deliverables, how they will be monitored, and under what conditions they might be changed. |
| Project Charter | A document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. |
| Project Management Plan | This document outlines how the project will be managed, and includes the project schedule, budget, quality standards, project team requirements, project control, and anything else that is necessary to communicate how the project will be managed. |
| Quality Management Plan | A plan that combines the efforts of quality assurance and quality control to establish, maintain, and evaluate the total quality management of the project, process, and deliverables. |
| Quality Metrics | a document outlining the project or product attributes that will be monitored and controlled, and how the Control Quality process will control them. Often included within the quality or process management plans |
| RACI | an acronym derived from the four key responsibilities most typically used: Responsible, Accountable, Consulted, and Informed. It is used for clarifying and defining roles and responsibilities in cross-functional or departmental projects and processes. |
| Relative Estimating | the process of estimating stories or backlog tasks in relation to each other instead of in units of time. |
| Requirements Traceability Matrix | This is the central part of the requirements management plan. It tracks each requirement to ensure all the small details are addressed and the requirements are satisfied. |
| Return on Investment (ROI) | a financial metric of profitability that measures the gain or loss from an investment relative to the amount of money invested. |
| Request for Proposal (RFP) | a business document that announces and provides details about a project, as well as solicits bids from contractors who will help complete the project. |
| Risk Register | the central planning document for project risk analysis and control, a list of the most important risks to the project's completion. For each risk, identifies likelihood of occurrence, impact to the project, priority, and response plans where applicable. |
| Risk Response Plan | This plan involves reducing and eliminating risks and their potential impacts through appropriate mitigation techniques. |
| Scope Management Plan | a component of the project management plan, which outlines how the project scope will be managed, how scope changes will be addressed, and how the project scope will be monitored and controlled. |
| Scope Statement | detail of project deliverables and the major objectives of a project, including measurable outcomes. |
| Service-Level Agreement (SLA) | an agreement between a service provider and a stakeholder. often a customer. Aspects of the service such as quality, availability, and responsibilities are detailed in this agreement. |
| Skills List | detailed list of all the skills your team possesses. includes interpersonal skills needed to establish and maintain relationships with other people. skills may be irrelevant to the project team or highly relevant to the team goals. |
| Stakeholder Analysis | groups stakeholders by similarities in level of interest, investment, communication needs, and other characteristics to efficiently respond to their needs. |
| Stakeholder Engagement Plan | a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision making and execution. |
| Stakeholder Register | a project document that includes the identification, assessment, and classification of project stakeholders. Stakeholder involvement and management is often documented in a stakeholder register. |
| Statement of Work (SOW) | a document used to describe the project's work. The sow identifies requirements, deliverables, scope, project details, and timelines for delivery. |
| Statistical Sampling | a technique that is used to determine the characteristics of an entire population based on the actual measurement of a representative sample of that population. |
| Story Points | used in agile practice, a method to estimate the amount of time it will take to complete a story item from the project backlog. |
| SWOT Analysis | Strengths, Weaknesses, Opportunities, and Threats. A technique for assessing these four aspects of a business. |
| Team Charter | a document that enables the team to establish its values, agreements, and practices as it performs its work together. |
| Training Gap Analysis | Based on your project's stakeholder analysis, you will need to assess current skills, the required skills based on the project's deliverables, and the changes this will make to customer workflows and roles. |
| Variance Analysis | The project manager may produce different kinds of variance analysis as the team carries out its work, including team estimates, deliveries, and performance. |
| Vision | a desired end state, often described as a set of desired objectives and outcomes. |
| Work-Breakdown Structure (WBS) | a deliverable-oriented breakdown of a project into smaller components. A WBS is a key project deliverable that organizes the team's work into manageable sections. |
| Work Packages | the smallest elements from the work breakdown structure. Each work package is a deliverable within the full project. |
| XP Metaphor | A common Extreme Programming (XP) technique describes a common vision of how a program works, which is called the metaphor. |
| Five Pillars of Compliance | Documentation, Council, Risk, Audit, Responsibilities |
Created by:
sandra.toler816
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