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Agile Proj Managemen
Flash Cards for PMI - ACP
| Term | Definition |
|---|---|
| ACP | Agile Certified Practitioner |
| Active Listening | Focuses on understanding what is said and provides feedback to confirm understanding |
| Affinity Estimation | Technique to rapidly place user stories into similarly-sized groups. |
| Agile Manifesto | Four statements of the values of Agile philosophy |
| Agile Modeling | A representation of the workflow of a process or system that the team can review before it is implemented in code. Stakeholders should be able to understand it. |
| Agile Space | Work area that encourages collaboration, communication, transparency and visibility |
| Agile Tooling | Software or artifacts that increase the sense of team and encourage participation among members (could be version control SF or video conferencing) |
| Analysis | Developing an understanding of potential solutions by studying the problem and underlying need |
| Artifact | The output of a process or work, typically a document, drawing, model, or code. |
| Brainstorming | Method of gathering ideas from a group - elicit a large number of ideas in a short time. |
| Burn-Down Chart | A chart used to communicate progress during and at the end of an iteration (# of stories completed/remaining) - the backlog is "burning down" or lessening throughout the iteration. |
| Burn Rate | The cost of Agile work - the rate that the team consumes resources; cost per iteration. |
| Burn-Up Chart | Chart that shows completed functionality over time. Progress trends up as stories are completed (value accumulated). Does not show work-in-progress, so it is not an accurate way to predict end of project |
| Ceremony | A regular meeting held during an Agile project, since as iteration planning, daily stand-up, iteration review, and iteration retrospective |
| Change | In Agile, this refers to changing requirements that provide additional value to the customer |
| Charter | Document that formally begins the project - created during initiation and include the project's justification, a summary level budget, major milestones, critical success factors, constraints, assumptions, and authorization to do it. |
| Chicken | Someone in an Agile project who is involved but not committed |
| Coach | XP - role that keeps the team focused on learning and the process (delivering value while learning) |
| Collaboration | Working together toward a common goal. |
| Collective Code Ownership | Environment where the entire team is collectively responsible for 100% of code (all members of team can cross maintain code) - discourages specialization |
| Collocation | Having the entire team physically working in one room |
| Communication | Sharing information - in Agile, needs to be transparent and free-flowing |
| Command & Control | Non-Agile principle where decisions are made by individuals higher up on the organizational chart and handed down to the team |
| Compliance | Meeting a regulation (project justification) |
| Cone of silence | Creating an environment free of distractions and interruptions for the team |
| Conflict | Areas of disagreement - some conflict leads to process improvement |
| Conflict Resolution | Coming to an acceptable agreement when areas of conflict arise |
| Continuous Integration | Regularly checking in each team member's work, building and testing the entire system |
| Coordination | Orchestrating their work together with the goal of higher productivity & teamwork |
| Cumulative Flow Diagram | Single chart that shows feature backlog, work-in-progress, and completed features over time |
| Customer | Actual end-user or representative who will define and prioritize business value |
| Cycle Time | The amount of time needed to complete a feature or user story |
| Daily Stand Up | Brief (15 min) meeting where entire team shares what they accomplished yesterday, what they plan to accomplish today, any impediments, and how to resolve the impediment |
| Decide As Late As Possible | Postpone decisions as long as possible to preserve possibilities and make final choice with as much knowledge as possible |
| DEEP | Attributes of a product backlog - Detailed, Estimatable, Emergent, Prioritized |
| Disaggregation | Breaking down epics or large stories into smaller stories (decomposition) |
| Documentation | Highly valued in traditional projects, less valued in Agile (only needs to be barely sufficient) |
| Done | Term that explicitly defines when work is complete - includes criteria like complies, runs without errors, and passes predefined acceptance and regression tests |
| DSDM | Dynamic Systems Development Model (an Agile framework primarily used outside the US) |
| EVM | Earned Value Management - way of measuring and communicating progress and trends at the current point in the project. In Agile projects, works best at iteration |
| Emergent | Characteristic of backlog items - stories should grow and change over time as other stories are completed |
| Emotional Intelligence | Ability to relate to others and lead |
| Epic | A very large story that will span iterations (must be disaggregated into component user stories before they are useful on a tactical level |
| Escaped Defects | Defects that are reported by the customer after delivery - track to identify opportunities to improve processes |
| Extreme Persona | A team-manufactured persona that is strongly exaggerated in order to elicit requirements that standard persona might miss. |
| eXtreme Programming | A highly disciplined Agile methodology that runs one week iterations and uses paired development |
| Feature | A group of stories that delivers value to the customer |
| FDD | Defining an overall model and list of features to be included in the system prior to starting design work |
| Fibonacci Sequence | Sequence of numbers used in Agile estimating - 0, 1, 2, 3, 5, 8, 13, 20, 40, 100 |
| Fishbone Diagram | A root cause diagram |
| Five Whys | A root cause analysis technique used at Toyota - why asked 5 times, each time looking at a deeper level of the problem |
| Focus | Team discipline to stay on task - maintaining focus is the scrum master or coach's role |
| Force Field Analysis | Technique for analyzing the forces that encourage or resist change (and relative strength) |
| Functionality | Action that system performs to add value to the customer - if the user can't see or experience it, it doesn't count as functionality |
| Grooming | Cleaning up the product backlog by removing items, disaggregating them, or estimating them |
| Ground Rules | Unwritten rules that apply to all team members |
| High-Bandwidth Communication | Face-to-face; includes non-verbal |
| Ideal Time | The amount of time an assignment would take if there were no interruptions or disruptions |
| Incremental Delivery | Functionality should be delivered in small stages. |
| Information Radiator | Artifacts used to communicate project status to the team and stakeholders (help maintain visibility) |
| Information Refrigerator | Information not readily visible or useful to the team |
| Innovation Games | Exercises used to elicit requirements from product owners, users, and stakeholders |
| Interaction | Face-to-face communication; in contrast to processes/tools |
| IRR | Internal Rate of Return - express profit as an earned interest rate. Bigger is better when weighing comparative benefits |
| INVEST | Acronym describing benefits of good user stories (Independent, Negotiable, Valuable, Estimate-able, Small, and Testable) |
| Iteration | work cycle (multiple iterations go into a release) - Scrum uses 2-4 weeks, XP uses 1 week |
| Iteration Backlog | Work needed to be performed in a given iteration (contrast to product backlog) |
| Iteration Retrospective | Scrum "Ceremony" where team discusses completed work and processes to improve |
| Kaizen | Japanese management philosophy of continuous improvement through small incremental releases |
| Kanban | Japanese for signal - used to promote visibility of work-in-progress while limiting it (team member can't take a new task until the previous one is complete) |
| Kanban Board | Chart showing work flow stages - used to see at a glance what work is in progress and where it is |
| Last Responsible Moment | Term reminding us to make decisions as late as possible in order to preserve all options for as long as possible |
| Lean Methodology | An Agile methodology taken from manufacturing - eliminate waste, amplify learning, etc. |
| Metaphor | The practice of using real-world examples for systems and components to describe how a project will be completed to stakeholders |
| MMF | Minimal Marketable Feature - the smallest feature that can deliver value to users |
| Negotiable | Part of INVEST (user stories) - stories are not set in stone and must be challenged and changed as they go from cards to complete code |
| NPV | Net Present Value - a way of determining the time value of money to calculate a project's worth to the business |
| Osmotic Communication | Absorbing communication by sharing an environment |
| Pair Programming | XP practice where developers work together (one driving keyboard and one looking) |
| Parking Lot | Place to store ideas that might distract from the primary goal during a meeting - particularly used in requirements gathering |
| Persona | An imaginary representation of the end user of a system that includes relevant details about usage |
| Pig | Agile - someone who is fully committed and impacted by the outcome (contrast to Chicken) |
| Plan-Do-Check-Act | Work cycle (Deming) - similar to traditional, but in smaller, faster iterations |
| Planning Game | Used in XP to create a release plan by estimating effort required and prioritizing work ("game" in econ sense - decisions and trade-offs made with stakeholders) |
| Planning Poker | Tool to estimate team effort on user stories |
| PMBOK | PMP Body of Knowledge |
| PMI | Project Management Institute |
| Present Value | A way of factoring in the time value of money - similar to net present value |
| Process tailoring | Refining agile processes to fit the project and environment - process should serve project |
| Product Backlog | All known features for a project, regardless of iteration or release |
| Product Road Map | Artifact showing planned product functionality - less detail than a release plan |
| Programmer | XP term for role that writes the code while the other half of the pair observing and advising |
| Progressive Elaboration | Iterative approach where planning occurs in cycles rather than upfront |
| Project | Temporary undertaking to create a product, service, or result |
| PMP | Project Management Professional credential - traditionally waterfall |
| Prototyping | Modeling used to refine requirements |
| Qualitative | Descriptive factors not measured numerically |
| Quality | Conformance to specifications or requirements |
| Quantitative | Factors measured numerically |
| Refactoring | Reorganizing working code to improve functionality and maintenance - should not affect functionality or performance |
| Relative Sizing | Estimating the size of a story in comparison with another story (most difficult to least, without specific points) |
| Release | A group of iteration outcomes designed to be delivered to end users |
| ROI | Return on Investment - percentage showing the return an organization makes by investing in a project |
| Risk | Uncertainty that could affect project |
| Risk Burn Down | Chart showing risk to success associated with each feature vs time - should burn down or lessen as the project goes along |
| Role | Description of how a person functions within an Agile project. Roles have different names in different methods |
| Root Cause Analysis | Technique to look beneath the symptoms of a problem to understan the fundamental problem that caused it |
| Root Cause Diagram | Ishikawa, Fishbone, or Cause/Effect - illustrate how different factors relate to the symptom |
| Scrum | A popular Agile methodology |
| Scrum of Scrums | Meeting with multiple scrum masters from different teams, used to coordinate very large projects |
| Scrum Master | Responsible for helping the team follow Scrum methodology |
| SDLC | System or Software Development Life Cycle - non-Agile approach with long cycles and lots of upfront planning |
| Self-organizing Team | Agile concept for teams that form organically and interact without a lot of management oversight |
| Servant Leadership | Agile concept contrasted with command and control - leaders work with the team and should be willing to do anything they ask the team to do |
| Silo | Isolated work; not Agile |
| Smells | Symptoms of problems affecting Agile teams and projects - i.e., Smell Test |
| Spike | Quick experiment used to help the team answer a specific question and determine path forward |
| Sprint | Iteration in Scrum (usually 1 week to 1 month); should be consistent to measure velocity |
| Stakeholder | Anyone who has an interest in the project outcome |
| Stakeholder Management | The process of keeping stakeholders informed and meeting their needs. Agile believes in engaging stakeholders to harness their expertise and energy |
| Standardized Test | Test constructed so that the same test-taker will perform similarly each time taking the exam; designed on a curve; used to measure knowledge and understanding |
| Story Card | An index card that holds the user story - small format to limit detail |
| Story Map | Group of backlogged stories that are broken down and organized by user functionality; used to prioritize |
| Story Point | Unit of measure expressing the estimated difficulty (effort) of a user story. |
| Sustainability | Pace of work/velocity that can be maintained indefinitely. Agile teams strive to avoid the crunch at the end of a project by keeping up an intense but steady pace |
| Swarming | Collaboration technique where the entire team is focused on a single user story - useful for particularly challenging story but can be used for the entire backlog |
| Team | Empowered group of individuals, collectively responsible for delivering value on the project |
| Technical Debt | Technical decisions that the team chooses not to implement at this time, but will become obstacles if not done. |
| TDD | Test-driven development - Agile practice where the acceptance test for a module is written. The code is built around passing the tests so that it should include the correct performance (Test-first Development) |
| Tester | XP role - assists the customer in defining acceptance tests, then regularly measures the product against the tests and communicates the results |
| Theme | The purpose behind a group of stories, an iteration, or a release. PO or Customer determines, and the team agrees on it (e.g., Reporting) |
| Timeboxing | Constraining a project or release by setting a firm delivery date and them working to get as much value & functionality in |
| Tracker | XP Role - measures the team's progress (against the iteration plan, the release plan, test, etc.) and radiates the info to the team. |
| Traditional Management | In contrast to Agile, top-down approach to heavily planning, longer cycles, and less customer involvement |
| Transparency | Agile value implemented by showing every member's progress to the whole team |
| User Story | One or more business requirements that will add value for the user. Relatively small, always focuses on user |
| Validation | The process of ensuring that the product is acceptable to the customer |
| Value | Worth the project delivers to the business - this is the core value |
| Value Stream Mapping | Lean - Tool for analyzing a chain of processes with the goal of eliminating waste. |
| Value-based Prioritization | A practice of letting the PO or Customer determine which functionality is implemented first based on the value it delivers (may also be applied to project justification) |
| Velocity | The number of features or user stories that a team delivers in a fixed iteration |
| Verification | The process of ensuring that the product conforms to specifications |
| Virtual Team | A geographically distributed group - more difficult for Agile |
| Visibility | The Agile concept that each team member's work and progress should be transparent to all stakeholders |
| War Room | A dedicated space where the entire team can work - helps facilitate communication and a sense of team and avoid silos |
| Waterfall | Traditional approach resistant to change with lots of planning and sequential |
| Wide-band Delphi Estimating | Estimating technique - PO presents user stories & discuss challenges. Estimates for each story are plotted (no names), then the team reaches a consensus on the range of points. |
| WIP Limits | Limiting Work in Progress so that the team maintains focus on completing work, maintaining quality, and delivering value. |
| Wireframe | A lightweight non-functional UI design that shows the Customer the major elements and how they would interact - prior to coding |
| WIP | Work in Progress - stories that have been started, displayed on an information radiator so progress through the workflow is shown |
| Workflow | Series of agreed-upon stages the team follows - to do, coding, done, Dev tested, etc. |
Created by:
Perthenia
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