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Agile 02
Agile Practice Guide
| Question | Answer |
|---|---|
| Project work ranges from what to what? | Definable work to High-uncertainty (exploratory) work p7 |
| What are Definable projects characterized by? | Clear procedures having proved successful on similar projects in the past p7 |
| Examples of definable projects? | Production of a car, electrical appliance, home-after design is complete p7 |
| In regard to definable projects, how can the production domain and processes be defined? | Production domain & processes are well understood and typically low levels of execution uncertainty and risk p7 |
| Which type of project has a production domain and processes that are well undersood? | Definable work projects p7 |
| Which type of project has a production domain and processes that are typically low levels of execution uncertainty? | Definable work projects p7 |
| Which type of project has a production domain and processes that are typically low levels of execution risk? | Definable work projects p7 |
| What type of project has the characteristic of clear procedures with proved success on similar projects in the past? | Definable work projects p7 |
| What type of project work falls into the category of not-been-done before? | Exploratory //high-uncertainty p7 |
| What are the 3 facts with exploratory project work? | New Design, problem solving, not-done-before work p7 |
| Who is necessary when working w/exploratory project work and why? | Subject matter experts to collaborate and solve problems to create a solution p7 |
| Why are subject matter experts necessary when working with exploratory project work? | To collaborate and solve problems to create a solution p7 |
| What type of work involves New Design, problem solving, not-done-before work? | Exploratory //high-uncertainty p7 |
| Examples of people encountering high-uncertainty work? | Software systems engineers, product designers, doctors, teachers, lawyers, many problem-solving engineers p7 |
| What do companies need to accomplish in order to undertake more high-uncertainty work projects? | When more definable work is Automated - more high-uncertainty work projects project teams can take on p7 |
| What characteristics do high-uncertainty projects have? | Characteristics include High rates of change, complexity, and risk p7 |
| What happens when a traditional predictive approach is used when the characteristics include high rates of change, complexity, and risk and why? | The characteristics can present problems because of the need to determine the bulk of the requirements upfront and control changes through a change request process p7 |
| Why were agile approaches created? | To explore feasibility in short cycles and quickly adapt based on evaluation & feedback p7 |
| Which project approach best handles knowing project requirements in advance that has a change request process? | Predictive approach - Definable work p7 |
| Which project approach best handles the need to explore feasibility in short cycles? | Agile approaches - uncertainty p7 |
| Which project approach best handles the need to quickly adapt based on evaluation and feedback? | Agile approaches - uncertainty p7 |
| Who formalized the agile movement? | Thought leaders in software industry |
| When was the agile movement first made official & what was the result? | 2001 resulting with the publication of the Manifesto for Agile software development p8 |
| Through the Agile Manifesto of 2001, what was the value instead of processes and tools? | Individuals and interactions over processes & tools p8 |
| Through the Agile Manifesto of 2001, what was the value over comprehensive documentation? | Working software over comprehensive documentation p8 |
| Through the Agile Manifesto of 2001, what was the value over contract negotiation? | Customer collaboration over contract negotiation p8 |
| Through the Agile Manifesto of 2001, what was the value over following a plan? | Responding to change over following a plan p8 |
| With the creation of the Agile Manifesto 2001, what is said to be valued more? | Individuals and interactions, working software, customer collaboration, responding to change p8 |
| With the creation of the Agile Manifesto 2001, what is said to have value, but is valued less? | Processes and tools, comprehensive documentation, contract negotiation, following a plan p8 |
| How many clarifying principles in Agile came from the 4 values? | Twelve - Satisfy Customer, Welcome change, Deliver frequently, work together, Motivated individuals support & trust, Face-to-face, Working deliverable, constant pace, excellence & design, Simplicity, self-org teams, reflect-adjust-behave p9 |
| What is the highest Agile priority (principle) & how? | Satisfy the customer through early & continuous delivery of valuable software p9 |
| What is the most efficient & effective method of conveying information to and within a development team? | Face-to-face p9 |
| Define delivering software frequently w/in Agile? | weeks to a few months, but prefer shorter timescale p9 |
| How often should teams work together w/Agile in mind? | Daily throughout project p9 |
| What type of environment should Agile teams work within? | Support they need & trust them to get the job done p9 |
| What is the best measure of progress in Agile? | Working software p9 |
| Agile processes promote what type of development by which team members? | Sustainable development - Sponsors, Developers, Users need to maintain a constant pace indefinitely p9 |
| Within Agile, what enhances agility? | Continuous attention to technical excellence & good design p9 |
| Within Agile, what is maximized that is essential? | Maximize the amount of work not done p9 |
| Within Agile, what emerges from self-organizing teams? | The best architectures, requirements, designs p9 |
| Within Agile, what is done by the team regularly? | Regular intervals, the team reflects on how to become more effective, then tunes & adjusts its behavior accordingly p9 |
| What harnesses a customer's competitive advantage w/in Agile? | Welcoming changing requirements, even late in development p9 |
| What constitutes an Agile approach? | The embodiment of mindset, values, principles define what constitutes Agile approach p10 |
| Do the various Agile approaches today share anything in common? | Yes, all Agile approaches share common roots - it is a mindset, defined by values, guided by principles - manifested/enabled by various practices p10 |
| Within the Agile mindset, how many values are there? | Agile mindset has 4 values p10 |
| Within the Agile mindset, how many principles are there? | Agile mindset has 12 principles p10 |
| What are agile approaches and agile methods considered? | Umbrella terms that cover a variety of frameworks & methods p11 |
| What is Agile considered as a term? | Blanket term referring to any kind of approach, technique, framework, method or practice that fulfills the values & principles of the Agile manifesto p11 |
| What subset does both Agile & Kanban method fall within? | Agile & Kanban method are subsets of Lean thinking p11 |
| Why are Agile & Kanban method a subset of Lean? | Because they are aimed instances of lean thinking that share lean concepts such as: focus on value, small batch sized and elimination of waste p11 |
| What is the overarching Term that includes Kanban and Agile? | Lean p11 |
| Does Kanban overlap any other approaches? | Yes, Kanban is under Lean and partially overlaps Agile p11 |
| What are the subsets to Agile? | Agile subsets = 7: Srumban, Scrum, Crystal, AUP, FDD, DSDM, XP p11 |
| Is Agile an Approach, Method, Practice, Technique, Framework? | Agile can be Any or All of these terms.. The Agile Guide uses the word approach to p11 |
| What 2 strategies fulfill Agile values & principles? | Adopt (1) a formal agile approach intentionally designed & proven to achieve desired results & (2) implement changes to project practices that fits the project context to achieve progress on a core value or principle p12 |
| Before making a change to or tailoring agile approaches, what should be done? | Take time to learn & understand the agile approaches before changing or tailoring them p12 |
| What can occur if an agile approach is changed or tailored without fully taking the time to learn & understand the agile approaches? | Minimize the effects of the approach may occur resulting in limited benefits p12 |
| What can be used to create features in Agile? | Timeboxes is a way to create features p12 |
| Do changes made to specific project need to be part of the organization's format practices? | No, specific practices that work for a project, do not need to change the overarching company's practices p12 |
| What is the end goal of Agile practices? | Deliver a continuous flow of value to customers and achieve better business outcomes p12 |
| What is the relationship among lean, agile, kanban method? | Agile & Kanban Method are descendants of Lean thinking sharing attributes with the two p12 |
| Is Lean thinking a superset of Agile & Kanban method? | Yes, Lean thinking is the superset who shares attributes w/the two p12 |
| Being a superset, what does Lean thinking offer Agile & Kanban method? | Agile & Kanban have similarities w/Lean thinking to include - Focus on delivering value, respect for people, minimize waste, being transparent, adapting to change, continuously improving p12 |
| What is the Kanban method inspired by? | Inspired by the original lean-manufacturing system p12 |
| What is the Kanban method used for specifically? | Used specifically for knowledge work p12 |
| Why was the Kanban method created and when? | Alternative to Agile methods created in mid-2000s p12 |
| What type of approach is the Kanban method known to be? | Kanban method is the original start-where-you-are approach p13 |
| Is Kanban less prescriptive or more prescriptive than other agile approaches? | Kanban method is less prescriptive than other agile approaches p13 |
| Is Kanban more or less disruptive than other agile approaches? | Kanban method is less disruptive than other agile approaches p13 |
| Can the Kanban method be used to start and progress toward other agile approaches? | Yes, a project team can begin applying the Kanban method with relative ease and progress toward other agile approaches p13 |
| The Kanban method was created in the lean manufacturing arena, but where is it being used in todays teams? | Kanban has moved into the Agile settings since its inception in lean manufacturing p13 |
| When uncertainties around project requirements and how to fulfill uncertainties are considerable, what can occur? | Uncertainties in requirements can contribute to high rates of change & project complexity p13 |
| What creates a risk of rework? | When Project uncertainties increase then there is an increased risk of rework p13 |
| What creates the need to use a different approach? | Increasing project uncertainties p13 |
| To mitigate the impact of the risks of rework, what does a team do? | Teams select life cycles that allow them to tackle projects w/high amounts of uncertainty via small increments of work p13 |
| Why would a team move to an approach w/small increments of work? | When the uncertainties increase, the team needs to make quick changes & avoid rework, a different approach that includes small increments of work, so they can verify work & understand the customer requirements faster and more accurately p13 |
| What are the benefits for a team to deliver small increments? | They are better to understand the true customer requirements faster & more accurately than w/a static written specification p 13 |
| When teams can plan & manage projects that are clear & have stable requirements w/clear technical challenges, are these more or less difficult? | Less difficulty p14 |
| What occurs when a project's uncertainty increases? | The likelihood of changes, wasted work, and rework increase while increasing cost and time p14 |
| Who was the Uncertainty and Complexity model inspired by? | Inspired by Stacey Complexity model p14 |
| What does the Uncertainty and Complexity Model show? | Requirements Uncertainty (y axis) vs technical degree of uncertainty (x axis) - low uncertainty to high uncertainty determine simplicity or complexity of a project p14 |
| What type of project is the result of low uncertainty of requirements & low uncertainty of technical? | Simple project p14 |
| What approach works well with Simple projects? | Linear approaches work well when low uncertainty to both requirements & technical p14 |
| What type of project is the result of moderate uncertainty of requirements & moderate uncertainty of technical? | Complicated project p14 |
| What type of project is the result of High uncertainty of requirements & High uncertainty of technical? | Complex project p14 |
| What type of project is the result of very-high uncertainty of requirements & very-high uncertainty of technical? | Chaos project p14 |
| What approach works well with Complicated projects? | Adaptive approaches work well w/Complicated projects p14 |
| What approach works well with Complex projects? | Adaptive approaches work well w/Complicated projects p14 |
| What approach works well with Chaotic projects & what is the main focus to be able to move forward? | Fundamentally risky w/Chaotic projects - one of the uncertainties need to be controlled p14 |
| What is the first step necessary for a chaotic project? | One of the uncertainties need to be controlled p14 |
| What are the benefits of using both the approaches of Requirements iteratively & delivery incrementally w/in the life cycle of a project? | Requirements Iteratively & deliver more often incrementally the teams adapt to changes more easily, reduce waste & rework due to feedback often p15 |
| When adjusting the life cycles of a project and use both the approaches of Requirements iteratively & delivery incrementally, what do these approaches actually use? | These 2 approaches use - (1) very short feedback loops (2) Frequent adaptation of process (3) reprioritization (4) regularly updated plans (5) frequent delivery p15 |
| What type of approach is used when there is little opportunity for interim deliverables or little opportunity for prototyping? | Predictive life cycle approach p15 |
| When a project is not simple and it starts out in the lower left of the Stacey complexity model, what approach is the best & can it move to any other approach? | Low uncertainty in both requirements & technical degree will be managed best by a linear - predictive approach - it has no real means of moving to other approaches p15 |
| What does it mean to have low uncertainties in requirements? | There is high agreement on the requirements & low uncertainty on how the project would proceed until the project started p15 |
| Can a team adapt to what is discovered while using the predictive approach where there is little opportunity for interim deliverables or prototyping? | Yes, the team can adapt to what it discovers, but will not be able to use agile approaches to manage the iterative discovery of requirements or incremental deliverables for feedback p15 |
| What should be assessed to determine the best approach for the life cycle of the project? | Assess requirements and the means of delivery p15 |
| What type of projects work w/the iterative, incremental, agile approaches? | Projects that Involve new or novel tools, techniques, materials, or application domains plus require research & development, have high rates of change, have unclear or unknown requirements, uncertainty /risk, have a final goal that is hard to describe p16 |
| What is the desired project approach for new or novel tools, techniques, materials, or application domains? | Iterative, Incremental, Agile approaches are best p16 |
| What is the desired approach that require reseach & development, have high rates of changes, have unclear or unknown requirements, uncertainty, risk, have a final goal that is hard to describe? | Iterative, Incremental, Agile approaches are best p16 |
| What are the benefits of building a small increment & then testing and reviewing it? | The team can explore uncertainty at a low cost in a short time, reduce risk and maximize business value delivery p16 |
| What are some uncertainty characteristics that help determine approach to use iterative, incremental, agile? | Uncertainty centered on (1) suitability & requirements (is the right product being built) (2) technical feasibility & performance (can this product be built this way) (3) process and people (is this an effective way for the team to work) p16 |
| What 3 characteristics typically have elements of high uncertainty? | (1) Product specification (2) Production capability (3) Process Suitability p16 |
| Do Iterative & Incremental approaches have their limits of applicability? | Yes, when both technology uncertainty & requirements uncertainty are very high (right side top of of Stacey complexity model, the project moves beyond complex to chaotic p16 |
Created by:
Bentley525