Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
AGILE TERMS 2
| Term | Definition |
|---|---|
| AGILE & ADAPTIVE APPROACHES FOR LINKING PEOPLE, PROJECTS, & VALUE | AGILE DECLARATION OF INTERDEPENDENCE |
| WHAT SHOULD A SERVANT LEADER PROVIDE? | 1. SHIELD TEAM FROM INTERRUPTIONS 2. REMOVE IMPEDIMENTS 3. COMMUNICATE PROJECT VISION 4. CARRY FOOD & WATER |
| FIRST 6 PRINCIPLES FOR LEADING AGILE PROJECTS | 1. LEARN TEAM'S NEEDS 2. LEARN PROJECT REQUIREMENTS 3. ACT FOR SIMULTANEOUS WELFARE OF TEAM & PROJECT 4. CREATE ENV OF FUNCTIONAL ACCOUNTABILITY 5. HAVE VISION OF COMPLETED PROJECT 6. USE VISION TO DRIVE YOUR BEHAVIOR |
| LAST 6 PRINCIPLES FOR LEADING AGILE PROJECTS | 7. BE CENTRAL FIGURE IN SUCCESSFUL TEAM DEVELOPMENT 8. RECOGNIZE TEAM CONFLICT AS A POSITIVE STEP 9. MANAGE WITH AN EYE ON ETHICS 10. ETHICS IS INTEGRAL 11. TAKE TIME TO REFLECT ON PROJECT 12. DEVELOP SKILL OF THINKING BACKWARDS |
| TYPES OF VALUE-DRIVEN DELIVERY PROJECTS TO GENERATE BUSINESS VALUE | - PRODUCE BENEFIT - IMPROVE SERVICE - MARKET DEMAND - SAFETY COMPLIANCE - REGULATORY COMPLIANCE |
| AIM TO DELIVER HIGHEST VALUE EARLY TO REDUCE RISK | EARLY VALUE DELIVERY |
| METRICS USED FOR ASSESSING VALUE | - RETURN ON INVESTMENT (ROI) - INTERNAL RATE OF RETURN (IRR) - PRESENT VALUE/NET PV (NPV) - EARNED VALUE MANAGEMENT (EVM) |
| RATIO OF BENEFITS RECEIVED FROM AN INDIVIDUAL TO THE MONEY INVESTED (PERCENTAGE) | RETURN ON INVESTMENT (ROI) |
| INTERNAL RATE NEEDED IN TODAY'S MONEY TO RECEIVE A CERTAIN AMOUNT OF MONEY IN THE FUTURE | INTERNAL RATE OF RETURN (IRR) |
| VALUE OF FUTURE MONEY IN TODAY'S TERMS | NET PRESENT VALUE (NPV) |
| WHAT ARE KPI'S USED FOR? | TO MEASURE PROJECT PROGRESS |
| KEY COMPONENTS OF KPI'S | - RATE OF PROGRESS - REMAINING WORK - LIKELY COMPLETION DATE - LIKELY COST REMAINING |
| HOW SHOULD YOU HANDLE REGULATORY COMPLIANCE? | EITHER BUILD IT INTO PROJECT WORK OR DO IT AFTER PROJECT IS DONE |
| HOW DOES RISK AFFECT AGILE PROJECTS? | IT IS CONSIDERED ANTI-VALUE |
| TOOLS FOR MANAGING AGILE RISK | - RISK-ADJUSTED BACKLOG - RISK BURNDOWN CHART |
| HOW DO CUSTOMERS CONDUCT VALUE PRIORITIZATION? | FEATURES ARE PRIORITIZED BASED ON BUSINESS VALUE, RISK, & DEPENDENCIES |
| VALUE PRIORITIZATION TECHNIQUES | - SIMPLE SCHEME - MOSCOW PRIORITIZATION - MONOPOLY MONEY - 100-POINT METHOD - DOT (MULTI-VOTING) - KANO ANALYSIS - REQUIREMENTS PRIORITIZATION MODEL |
| SIMPLE SCHEME | IDENTIFY PRIORITIES AS "1", "2", "3", AND SO ON |
| WHY CAN SIMPLE SCHEME BECOME PROBLEMATIC? | BECAUSE MANY ITEMS COULD BECOME FIRST PRIORITY |
| MOSCOW PRIORITIZATION | - MUST HAVE - COULD HAVE - SHOULD HAVE - WOULD LIKE, BUT NOT NOW |
| DOT (MULTI) VOTING | EACH PERSON GETS A CERTAIN AMOUNT OF DOTS TO DISTRIBUTE TO THE REQUIREMENTS |
| MONOPOLY MONEY | GIVE EVERYONE EQUAL AMOUNT OF MONEY, THEN DISTRIBUTE FUNDS TO WHAT'S VALUED MOST |
| 100-POINT METHOD | GIVE EACH PERSON 100 POINTS, THEN USE IT TO DISTRIBUTE TO INDIVIDUAL REQUIREMENTS |
| KANO ANALYSIS | HELPS TO UNDERSTAND CSAT |
| ELEMENTS OF KANO ANALYSIS | - DELIGHTERS/EXCITERS - SATISFIERS - DIS-SATISFIERS - INDIFFERENT |
| DEPLOYING WORKING PARTS OF THE PRODUCT OVER THE LIFE OF THE PROJECT (DELIVER FIRST TO DEV, THEN TEST, THEN PROD ENVIRONMENT) | INCREMENTAL VALUE MANAGEMENT |
| WHAT ARE THE BENEFITS OF INCREMENTAL VALUE MANAGEMENT? | REDUCES AMOUNT OF REWORK BY DISCOVERING ISSUES EARLY & FIXING THEM |
| FUNCTIONALITY THAT IS COMPLETE ENOUGH TO BE USEFUL, BUT SMALL ENOUGH NOT TO BE AN ENTIRE PROJECT | MINIMAL VIABLE PRODUCT |
| WHEN USING COMPUTER MODELS FOR AGILE PROJECTS WHAT PROBLEMS CAN ARISE? | - DATA ACCURACY PERCEPTION INCREASES - NO STAKEHOLDER INTERACTION |
| LOW-TECH, HIGH-TOUCH TOOLS | - INDEX CARDS, CHARTS, WHITEBOARDS, & WALLS - PROMOTES COMMUNICATION & COLLABORATION - SKIP COMPUTER GANTT CHART FOR KANBAN BOARD |
| INFORMATION RADIATOR THAT PROVIDES VISUALS FOR ITERATION BACKLOG & ENSURES EFFICIENT DISCUSSION | KANBAN BOARD (FOCAL POINT OF DAILY MEETINGS) |
| WORK THAT'S BEEN STARTED BUT NOT COMPLETED YET | WORK IN PROGRESS (WIP) |
| CHARACTERISTICS OF LIMITING WIP | - REPRESENTS MONEY SPENT W/OUT RETURN - HIDES PROCESS BOTTLENECKS - REPRESENTS RISK AS POTENTIAL RISK - AIM IS TO LIMIT & OPTIMIZE WIP |
| STACK GRAPHS THAT SHOW HOW WORK IS PROGRESSING | CUMULATIVE FLOW DIAGRAMS (CFD'S) |
| WHAT'S THE RELATIONSHIP BETWEEN WIDENING AREA ACTIVITY & BOTTLENECK ACTIVITIES? | BOTTLENECK IS THE FIRST AREA AFTER WIDENING AREA ACTIVITY |
| HOW DOES AGILE'S FLEXIBILITY AFFECT CONTRACT ACCEPTANCE CRITERIA? | DIFFICULT DUE TO ATTEMPTS TO FIX RESOURCES, TIME, COST, & VARYING FUNCTIONALITY |
| CONTRACT WHERE 20 FEATURES ARE PAID FOR & AFTER THE 15TH FEATURE NO VALUE IS LEFT SO CONTRACT IS CUT OFF WITHOUT REFUND | MONEY FOR NOTHING CONTRACT |
| CONTRACT ALLOWING CUSTOMER TO CHANGE EXISTING FEATURE OR REPLACE IT | CHANGE FOR FREE CONTRACT |
| CONTRACT WHERE BUYER/SELLER SHARE IN RISKS & REWARDS (TYPICALLY THERE ARE DIFFERENT HOURLY RATES BASED ON FINISH EARLY, FINISH LATE, & FINISH ON TIME) | GRADUATED FIXED-PRICE CONTRACT |
| USED TO MITIGATE RISKS OF UNDER OR OVER ESTIMATING | FIXED PRICE WORK PACKAGES |
| WHAT ONE PERSON DESCRIBES IS OFTEN DIFFERENT FROM HOW ANOTHER INTERPRETS IT | GULF OF EVALUATION |
Created by:
justin.olive1
Popular Management sets