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Agile Flash Cards
Terms of Art for Agile Mangement
| Term | Definition |
|---|---|
| Acceptance Testing | Formal testing conducted to determine whether or not a system satisfies its acceptance criteria and to enable the customer to determine whether or not to accept the system. |
| Agile | Collection of incremental and Iterative development methods that provide customer value by resulting in working SW (shippable) at the end of each iteration (Sprint) |
| Agile Manifesto | Four Statement Values: - Individual Integration vs Process / Tools - Working SW vs Comprehensive Documentation - Customer Collaboration vs Contract Negotiation - Change Responsive vs Plan Centric |
| Backlog | An ever-evolving list of product requirements (user stories), prioritized by the customer representative that conveys features to implement. A top level backlog, known as a product backlog or release backlog feeds the iteration or sprint backlog. |
| Backlog Grooming | The process of adding new user stories, re-prioritizing existing stories, creating estimates for previously un-estimated stories, and decomposing large stories. Backlog grooming is both an ongoing process and a meeting aka Story Time. |
| Backlog Item | A unit of work, usually a story or a task, listed on the project backlog. |
| Backlog Item Effort | Vague units to estimate effort of product backlog items, not duration, not to be confused with actual working hours (used for estimating sprint backlog). Common units: ideal engineering days, story points, t-shirt size, etc. |
| Binary Scale | Best for user stories with high degree of variance because the higher the value the greater the gap. Includes the values 0,1,2,4,8,16, 32 |
| Burn Down Chart | Plots units of work that remain to accomplish (Y axis) against units of time (X axis). In Scrum, the Burn Down Chart is a key artifact. |
| Sprint Burndown Chart | A publicly displayed chart that depicts the total daily task hours remaining in the Sprint in relation to achieving the Sprint goals. The X-axis represents days in the sprint, while the Y-axis is effort remaining (usually in ideal engineering hours). |
| Characteristics of Successful Agile | - Small Teams (12 or less) - Collocation - Motivated, seasoned developers; self guiding - Lean Governance; team members are empowered to make decisions - Customer Involved; Engaged Product Owner for continuous feedback and End-of-Sprint Review |
| Chief Programmer | (FDD) Responsible for completing business functionality. Oversees design & development of relevant feature sets |
| Class Owner | (FDD) Developer reporting to the Chief Programmer who designs code, tests, and documents |
| Crystal Methodologies | Highly Flexible and Lightweight people oriented approach, Family of adaptable methodologies; Scalable with 3 main components: Chartering, Delivery cycles, and project wrap up |
| Crystal Clear | 6 or less team members |
| Crystal Yellow | 6 - 20 team members |
| Crystal Orange | 20 - 40 team members |
| Crystal Red | 40 - 80 team members |
| CRUD | Create, read, update and delete approach to classifying operational boundaries |
| Date Drive [Planning] | The release date is fixed and the variables are the features & no of story points that can be reasonably developed. No of Remaining Weeks / No Weeks per Iteration = No of Iterations; No of Iterations * Team Velocity = Total Available Story Point |
| Decomposition | The process of breaking epics and user stories down into a) smaller, more executable user stories or b) tasks. Decomposition is usually performed during backlog grooming and iteration planning, and is an important precursor to story sizing (estimation). |
| Development Manager | (FDD) Coordinates daily activities of the dev team, resource balancing and management |
| Disaggregation | Splitting user stories based on data or operation boundaries, cross-functional features, non-functional performance requirements, or priorities of associated sub stories |
| Distributed Development Team | Refers to development teams that work on the same project but are located across multiple geographic locations or work sites. |
| Domain Expert | Business SME |
| Domain Model | Information model describing the application domain that creates a shared language between business and IT. |
| DSDM Feasibility | Likelihood of meeting customer business requirements and includes: - Suitability of DSDM methodology - Scope - risks - Technical Solutions - Cost Estimating - Timescale (Schedule) - QA Tests |
| Epic | A large, vague user story that is broken down into smaller stories. Often a placeholder for new ideas that require more investigation. Epic stories help agile development teams effectively manage and groom their product backlog. |
| Exploratory 360 Degrees | Executive Sponsors assesses the soundness of the project or business value, requirements, domain model, etc. Used in Crystal Development methodologies |
| Fail-Fast | A property of a system or module with respect to its response to failures. A fail-fast system is designed to immediately report at its interface any failure or condition that is likely to lead to failure. |
| Feature Driven [Planning] | Planning based on early inclusion of high priority user stories. To calculate estimated completion date: Total No Story Points / Team Velocity = No of Iterations; No of Iterations * Weeks per Iteration = Total No of Weeks (aka Target Date) |
| Fibonacci | Is a series of numbers in which each number is the sum of the previous two numbers. This results in increasingly larger intervals between numbers as the series progresses: 1,2, 3, 5, 8, 13, 21 … |
| Happy Path | Focus is on delivery of fully functional core features, less on bugs, errors, and exception handling, which is captured in the Backlog for a Bug-Fix iteration |
| Hybrid Waterfall | Phased based development method that allows for overlaps |
| Ideal Days | Estimated no of days for a single developer to build, test and release the user story functionality under ideal circumstance. These are NOT actual as they disregard delays, unexpected events, absences, waiting time, distractions, and other commitments. |
| Incremental | Delivery in short release cycles |
| Information Radar | Highly visible representation of project status; e.g. state of user story, % of system tests failed, features removed. Typically a large, visible board |
| Iterative | Repeatable process for developing SW |
| Iteration Burn Down | The point value of work remaining in a Sprint Burn Down chart, which is based on the Team’s velocity and graphed daily. In Scrum, no new work allowed, so the trend line will not rise unlike XP, where work may be added, so the trend line may rise |
| Kanban | A form of Lean Development using a signaling system of cards to control the flow of work and show task status. The board allows work to be "pulled" through based on availability of the successive step in the process rather than "pushed" |
| Kano Model | Graph based tool to objectively survey the customer for requirement priority: Y axis is customer satisfaction (Disappointed to Delighted). X axis is degree of implementation (Poor to Good). Features are distinguished as Must-have, Linear, and Exciters |
| Lean | Set of guiding principles to complement other Agile development methods. Encourages development of only the necessary and discarding non-value add functionality. |
| Linear Scale | The intervals are consistent between the values, e.g. 1,2,3,4. Planners may group values, e.g. 1 -4 and 7-9 for estimating |
| Milestone Table | (FDD) to track the progress (date and percent complete) of each feature or feature set. Include 6 milestones: (1) Domain Walk-thru, (2) Design, (3) Design Inspection, (4) Code, (5) code Inspection, (6) promote to build |
| MoSCoW | A DSDM prioritization scheme; "Must have, Should have, Could Have, Would have" Must = Mission / business essential,; Should = Include if possible / can succeed without; Could = Optional / doesn’t affect the business; Would = only if time / funds permit |
| Osmotic Communications | Crystal principle where collocated team members unconsciously transfer information from one another through the "barrier" of awareness |
| Pair Programming | An Extreme Programming practice, in which two developers work together at one computer doing one programming task. One is typing while the other is watching. It is a continuous real-time peer review. |
| Pair Testing | Pair Testing is an extension of Pair Programming. It works best when using heterogeneous pairing (pairing of unlike people, e.g. pair a developer with a tester. |
| Planning Game | XP planning process; it is a meeting per iteration (weekly) and address iteration / sprint planning and release planning. |
| Planning Poker | A process using cards to represent possible story point numbers for a group to choose, estimate independently , compare, discuss and revise thus arriving at a consensus of the no of required story points. It is an adaptation of wideband Delphi. |
| Pirate Metrics | A set of metrics designed to support LSU analytics and validation. AARRR is short for Acquisition, Activation, Retention, Referral, Revenue |
| Product Owner | Is a role and serves as the primary business representative or “voice of the customer / business” to the sprint team. In larger projects, multiple people can serve as the product owner. However, per The SCRUM Guide - only 1 PO |
| Project Manager | (FDD) Administers all aspects of the project: budget, interim deliverable schedules, reporting, etc. |
| Prototyping | Developing working models of SW at regular intervals to discover potential problems and for user feedback; DSDM core technique |
| Reference Point | An average size story to compare all others (the bread box litmus test) |
| Release | The movement of a software product or system from development into production. An Agile principle is to release SW when a minimum marketable feature set can be delivered, followed by frequent incremental releases. |
| Release Burn Down Chart | The Team’s primary tool for visualizing velocity. The units of work are derived from the Release Backlog, which received estimated point value during Backlog Grooming. |
| Scrum Master | Maintains the Scrum process and the overall team health; assuring it is fully functional and productive; administering the Scrum ceremonies, facilitating its organic self-organization, and removing impediments in the team’s progress. |
| Scrum Master Is NOT | - A task master, since the team is responsible for assigning its own tasks. - A supervisor, as hierarchical relationships may interfere with team self-organization |
| Scrum Team | Small team of developers, engineers, designers, DB Admins, etc. Typically 5 -8 people. (The SCRUM Guide) |
| ScrumBan | Hybrid method of Scrum and Kanban |
| Small User Story | Too small and granular, distracting from overall planning. When possible, merge related, small stories |
| Spike | A story or task (doing some actual work) aimed at answering a question or gathering information, rather than producing shippable product. It is given an estimate and included in the sprint backlog. Is an XP term |
| Stand-Up Meeting | "A short, daily all-hands meeting in which members of an Agile team address three key questions: What did you get done since the last stand-up? What will you do before the next stand-up? What impediments stand in your way? |
| Story Point | A fixed amount of development effort or work. Can be viewed as ratings scale for a particular team as the to the size and complexity of the work (story) in comparison to other stories in the backlog. Not the duration or cost of the work. |
| Task | Tasks are descriptions of the actual work that an individual or pair does in order to complete a story. They are manageable, doable, and trackable units of work. Typically, there are several tasks per story. |
| Task Board | A chart that presents, at minimum, “to do”, “in progress”, and “done” columns for organizing a team’s work; can include backlog, etc. Ideally is physical, but can be an on-line application and is populated with tasks or user stories. |
| Timebox | A time period of fixed length allocated to achieve an objective. In agile development, iterations and sprints are examples of timeboxes that limit work in process and stage incremental progress. Timeboxes are often used to avoid over-estimating. |
| User Story | An Agile requirement, stated as a sentence or two of plain English. A user story is often expressed from the user’s point of view, and describes a unit of desired functionality. |
| Velocity | Measures a team's rate of work / progress (productivity) that can be completed in a time-boxed iteration. Actual Dev Time / Ideal Hours (time) OR story points completed per iteration |
| Visual Modeling | Diagrams and other visual representations to convey to customers an idea of how the SW will function. Used to confirm the business domain is addressed. DSDM core technique |
| Waterfall | Top-down planned, phased based development methodology |
| Workshop | Structured meetings with various stakeholders to gain clarity; DSDM core technique |
| Agile Project Management | The style of project management used to support Agile software development. Essential features include: Iterative dev cycles, Self-organizing teams, Multi-level planning Dynamic scope, Frequent collaboration with customers |
| Planning Poker Values | The "deck" represents the rating scale and it need not be linear. Most common values are ? , 0, 1/2, 1,2,3,5,8,13,20,40,100 and a (infinity) |
| Product Owner Roles | - Establishing and communicating the product vision - Creating and leading the developer team to provide value to the customer - Monitoring the project against its ROI, goals and an investment - Deciding when to create an official release |
| Scrum Master Does | - Proactively anticipates problems, opportunities for improvement, and conducts pre-planning. - Allows the team to focus on delivering its commitments and keeps it honest - Identify opportunities to improve collaboration. |
| Task Attributes | - Description of the work (tech or business) - Time estimate (hours, days) - Owner - Exit criteria and verification method (test or inspection) - Assigned party responsible for the verification |
| Relative Weighting | Prioritization approach for stories, features, or projects that considers the positive benefit of a feature and the impact of its absence |
| Critical Path Method | Network Diagram based project prioritization planning method (PERT); groups essential iterations linearly (Critical Path) and allowing completion of other iterations in parallel |
| Metaphor | XP means to unify a system architecture and provide naming conventions. A simple shared story of how the system works, a metaphor. This story typically involves a handful of classes and patterns that shape the core flow of the system being built |
| Code Refactoring | The process of restructuring existing computer code, without changing its external behavior. Improves nonfunctional SW attributes: readability, simplicity, maintainability, extensibility, etc. |
| CRC | Class, Responsibilities, and Collaboration system design. A CRC session simulates the system through cards. This process step-thru identifies weaknesses and problems. Design alternatives can be proposed and explored quickly within the CRC. |
Created by:
Pazerkat