AGILE TERMS 2
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| AGILE & ADAPTIVE APPROACHES FOR LINKING PEOPLE, PROJECTS, & VALUE | AGILE DECLARATION OF INTERDEPENDENCE
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| WHAT SHOULD A SERVANT LEADER PROVIDE? | 1. SHIELD TEAM FROM INTERRUPTIONS
2. REMOVE IMPEDIMENTS
3. COMMUNICATE PROJECT VISION
4. CARRY FOOD & WATER
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| 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
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| 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
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| TYPES OF VALUE-DRIVEN DELIVERY PROJECTS TO GENERATE BUSINESS VALUE | - PRODUCE BENEFIT
- IMPROVE SERVICE
- MARKET DEMAND
- SAFETY COMPLIANCE
- REGULATORY COMPLIANCE
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| AIM TO DELIVER HIGHEST VALUE EARLY TO REDUCE RISK | EARLY VALUE DELIVERY
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| METRICS USED FOR ASSESSING VALUE | - RETURN ON INVESTMENT (ROI)
- INTERNAL RATE OF RETURN (IRR)
- PRESENT VALUE/NET PV (NPV)
- EARNED VALUE MANAGEMENT (EVM)
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| RATIO OF BENEFITS RECEIVED FROM AN INDIVIDUAL TO THE MONEY INVESTED (PERCENTAGE) | RETURN ON INVESTMENT (ROI)
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| INTERNAL RATE NEEDED IN TODAY'S MONEY TO RECEIVE A CERTAIN AMOUNT OF MONEY IN THE FUTURE | INTERNAL RATE OF RETURN (IRR)
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| VALUE OF FUTURE MONEY IN TODAY'S TERMS | NET PRESENT VALUE (NPV)
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| WHAT ARE KPI'S USED FOR? | TO MEASURE PROJECT PROGRESS
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| KEY COMPONENTS OF KPI'S | - RATE OF PROGRESS
- REMAINING WORK
- LIKELY COMPLETION DATE
- LIKELY COST REMAINING
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| HOW SHOULD YOU HANDLE REGULATORY COMPLIANCE? | EITHER BUILD IT INTO PROJECT WORK OR DO IT AFTER PROJECT IS DONE
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| HOW DOES RISK AFFECT AGILE PROJECTS? | IT IS CONSIDERED ANTI-VALUE
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| TOOLS FOR MANAGING AGILE RISK | - RISK-ADJUSTED BACKLOG
- RISK BURNDOWN CHART
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| HOW DO CUSTOMERS CONDUCT VALUE PRIORITIZATION? | FEATURES ARE PRIORITIZED BASED ON BUSINESS VALUE, RISK, & DEPENDENCIES
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| VALUE PRIORITIZATION TECHNIQUES | - SIMPLE SCHEME
- MOSCOW PRIORITIZATION
- MONOPOLY MONEY
- 100-POINT METHOD
- DOT (MULTI-VOTING)
- KANO ANALYSIS
- REQUIREMENTS PRIORITIZATION MODEL
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| SIMPLE SCHEME | IDENTIFY PRIORITIES AS "1", "2", "3", AND SO ON
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| WHY CAN SIMPLE SCHEME BECOME PROBLEMATIC? | BECAUSE MANY ITEMS COULD BECOME FIRST PRIORITY
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| MOSCOW PRIORITIZATION | - MUST HAVE
- COULD HAVE
- SHOULD HAVE
- WOULD LIKE, BUT NOT NOW
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| DOT (MULTI) VOTING | EACH PERSON GETS A CERTAIN AMOUNT OF DOTS TO DISTRIBUTE TO THE REQUIREMENTS
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| MONOPOLY MONEY | GIVE EVERYONE EQUAL AMOUNT OF MONEY, THEN DISTRIBUTE FUNDS TO WHAT'S VALUED MOST
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| 100-POINT METHOD | GIVE EACH PERSON 100 POINTS, THEN USE IT TO DISTRIBUTE TO INDIVIDUAL REQUIREMENTS
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| KANO ANALYSIS | HELPS TO UNDERSTAND CSAT
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| ELEMENTS OF KANO ANALYSIS | - DELIGHTERS/EXCITERS
- SATISFIERS
- DIS-SATISFIERS
- INDIFFERENT
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| DEPLOYING WORKING PARTS OF THE PRODUCT OVER THE LIFE OF THE PROJECT (DELIVER FIRST TO DEV, THEN TEST, THEN PROD ENVIRONMENT) | INCREMENTAL VALUE MANAGEMENT
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| WHAT ARE THE BENEFITS OF INCREMENTAL VALUE MANAGEMENT? | REDUCES AMOUNT OF REWORK BY DISCOVERING ISSUES EARLY & FIXING THEM
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| FUNCTIONALITY THAT IS COMPLETE ENOUGH TO BE USEFUL, BUT SMALL ENOUGH NOT TO BE AN ENTIRE PROJECT | MINIMAL VIABLE PRODUCT
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| WHEN USING COMPUTER MODELS FOR AGILE PROJECTS WHAT PROBLEMS CAN ARISE? | - DATA ACCURACY PERCEPTION INCREASES
- NO STAKEHOLDER INTERACTION
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| LOW-TECH, HIGH-TOUCH TOOLS | - INDEX CARDS, CHARTS, WHITEBOARDS, & WALLS
- PROMOTES COMMUNICATION & COLLABORATION
- SKIP COMPUTER GANTT CHART FOR KANBAN BOARD
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| INFORMATION RADIATOR THAT PROVIDES VISUALS FOR ITERATION BACKLOG & ENSURES EFFICIENT DISCUSSION | KANBAN BOARD (FOCAL POINT OF DAILY MEETINGS)
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| WORK THAT'S BEEN STARTED BUT NOT COMPLETED YET | WORK IN PROGRESS (WIP)
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| CHARACTERISTICS OF LIMITING WIP | - REPRESENTS MONEY SPENT W/OUT RETURN
- HIDES PROCESS BOTTLENECKS
- REPRESENTS RISK AS POTENTIAL RISK
- AIM IS TO LIMIT & OPTIMIZE WIP
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| STACK GRAPHS THAT SHOW HOW WORK IS PROGRESSING | CUMULATIVE FLOW DIAGRAMS (CFD'S)
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| WHAT'S THE RELATIONSHIP BETWEEN WIDENING AREA ACTIVITY & BOTTLENECK ACTIVITIES? | BOTTLENECK IS THE FIRST AREA AFTER WIDENING AREA ACTIVITY
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| HOW DOES AGILE'S FLEXIBILITY AFFECT CONTRACT ACCEPTANCE CRITERIA? | DIFFICULT DUE TO ATTEMPTS TO FIX RESOURCES, TIME, COST, & VARYING FUNCTIONALITY
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| 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
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| CONTRACT ALLOWING CUSTOMER TO CHANGE EXISTING FEATURE OR REPLACE IT | CHANGE FOR FREE CONTRACT
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| 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
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| USED TO MITIGATE RISKS OF UNDER OR OVER ESTIMATING | FIXED PRICE WORK PACKAGES
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| WHAT ONE PERSON DESCRIBES IS OFTEN DIFFERENT FROM HOW ANOTHER INTERPRETS IT | GULF OF EVALUATION
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justin.olive1
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