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58 Cards in this Set
- Front
- Back
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What is a FIshbowl Window? |
Long-lived video conferencing links between the various location in which the team is disperesed People start the link at the beginning of a workday, and close it at the end |
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Some techniques to managing communication in dispersed teams: |
- Fishbowl Window - Remote Pairing |
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What is remote pairing? |
Using virtual conferencing tools to share screens, including voice and video links Effective use for face-to-face pairing |
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What is ATDD? |
Acceptance Test-Drivendevelopment: team creates the tests, which allows the team to write just enough code and automated tests to meet the criteria |
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What is a Spike? |
Timeboxed research or experiments to help the team learn something technical or functional |
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What is the difference between facilitating collaboration and managing coordination |
Facilitators help everyone do their best thinking and work Managing dictates the work |
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What are the two key factors that motivate the use of change management in Agile? |
- Changes associated with accelerated delivery - Changes associated with agile approaches |
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What is Response Time? |
- Used in Flow-based agile teams (Kanban) - time that an item waits until work starts |
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What kind of measurements does Agile Projects favour? |
Empirical Value based |
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What does the Agile approach try to solve? |
- high rates of change - uncertainty - complexity on projects |
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What is Velocity? |
Sum of story poit sizes for the feature actually completed in the iteration |
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What is Lead time? |
- Used in flow-based agile teams (Kanban) - total time it takes to deliver an item - measured from the time it is added to the board to the moment it is completed |
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What is Cycle Time? |
- Used in Flow-based agile teams (Kanban) - time required to process an item - used to measure bottlencks and delays, not necessarily inside the team |
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What is a follow-the-sun development process? |
Process where work is handed off at the end of every day from one site to next, many time zones away in order to speed up product development |
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What is the Agile Triangle |
Cost <-> Time [Fixed] \ / Scope [Variable] |
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What is the Four Values |
1. Individuals and interactions over process and tools 2. Working software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan |
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3 Pillars of SCRUM |
1. Transparency 2. Inspection 3. Adaptation |
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SCRUM Team Roles |
- Development team - Product Owner - ScrumMaster |
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Scrum Activities |
- Backlog Refinement - Sprint Planning Meeting - Daily Scrum - Sprint Review - Sprint Retrospective |
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3 Questions asked in a Daily Stand-up |
1. What have I done yesterday 2. What do I plan to do today 3. Are there any impediments to my progress |
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SCRUM Artifacts |
- Product Increment - Product Backlog - Sprint Backlog |
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Extreme Programming Core Values |
- Simplicity - Communication - Feedback - Courage - Respect |
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XP Team Roles |
- Coach - Customer - Programmers - Testers |
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13 XP Core Practices |
01. Whole Team 02. Planning Games 03. Small Releases 04. Customer Tests 05. Collective Code Ownership 06. Code Standards 07. Sustainable Pace 08. Metaphor 09. Continuous Integration 10. Test-Driven Development 11. Refactoring 12. Simple Design 13. Pair Programming |
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7 Lean Core Concepts |
1. Eliminate Waste 2. Empower the Team 3. Deliver fast 4. Optimize the whole 5. Build quality in 6. Defer decisions 7. Amplify learning |
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7 Wastes of Lean |
1. Partially done work 2. Extra processes 3. Extra features 4. Task switching 5. Waiting 6. Motion 7. Defects |
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5 Principles of Kanban |
1. Visualize the workflow 2. Limit WIP 3. Manage flow 4. Make process policies explicit 5. Improve Collaboratively |
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Four Primary Duties of Servant Leadership |
1. Shield the team from interruptions 2. Remove impediments to progress 3. Communicate (and re-communicate) the project visions 4. Carry food and water |
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12 Principles for Leading Agile Projects |
01. Learn the team members needs 02. Learn the project's requirements 03. Act for the simultaneous welfare of the team and the project 04. Create an environment of functional accountability 05. Have a vision of the completed project 06. Use the project vision to drive your own behaviour 07. Serve as the central figure in successful project team development 08. Recognize team conflict as a positive step 09. Manage with an eye toward ethics 10. Remember that ethics is not an afterthought, but an integral part of our thinking 11. Take time to reflect on the project 12. Develop the trick of thinking backwards |
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12 Principles of Agile Manifesto |
01. Highest priority is to satisfy the customer through early and continuous delivery of valuable software 02. Welcome changing requirements, even late in development. Agile processes harness hange for the customer's competitive advantage 03. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale 04. Business people and developers must work together daily throughout the project 05. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done 06. Most efficient and effective method of conveying information to and within a development team is face-to-face conversation 07. Working software is the primary measure of progress 08. Agile processes promote sustainable development. The sponsors, developers and users should be able to maintain a constant pace indefinitely 09. Continuous attention to technical excellence and good design enhances agility 10. SImplicity - the art of maxmizing the amount of work not done - is essential 11. The best architectures, requirements, and designs emerge from self-organizing teams 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjust its behavior accordingly |
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Iterative, Incremental, and agile approaches work well for what kind of projects |
- Require research and development - Have high rates of change - Have unclear or unknown requirements, uncertainty, or risk - Have a final goal that is hard to describe |
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4 Types of Life Cycles |
1. Predictive Life Cycle 2. Iterative Life Cycle 3. Incremental Life Cycle 4. Agile Life Cycle |
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Characteristics of Predictive Approach |
Requirements - Fixed Activities - Performed once for the entire project Delivery - Single delivery Goal - Manage Cost |
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Characteristics of Iterative Approach |
Requirements - Dynamic Activities - Repeated until correct Delivery - Single delivery Goal - Correctness of solution |
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Characteristics of Incremental Approach |
Requirements - Dynamic Activities - Performed once for a given increment Delivery - Frequent smaller deliveries Goal - Speed |
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Characteristics of Agile Approach |
Requirements - Dynamic Activities - Repeated until correct Delivery - Frequent small deliveries Goal - Customer value via frequent deliveries and feedbacks |
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Advantage of Predictive Life Cycles |
Take advantage of things that are known and proven. This reduces uncertainty and complexity allows teams to segment work into a sequence of predictable groupings |
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Advantages of Iterative Life Cycles |
Allow feedback on partially completed or unfinished work to improve and modify that work |
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Advantages of Incremental Life Cycles |
Provide finished deliverables that the customer may be able to use immediately |
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Advantages of Agile Life Cycles |
Leverage both the aspects of iterative and incremental characteristics. When teams use agile approaches, they iterate over the product to create finished deliverables. The team gains early feedback and provides customer visibility, confidence, and control of the product. Because the team can release earlier, the project may provide an earlier return on investment because the team delivers the highest value work first. |
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How does Servant Leaders approach project work |
- Purpose - People - Process |
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Characteristics of Servant Leadership |
- Promoting self-awareness - Listening - Serving those on the team - Helping people grow - Coaching vs Controlling - Promoting safety, respect, and trust - Promoting the energy and intelligence of others |
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Servant Leadership Responsibilities |
- manage relationships - build communication and coordination within the teams and across the organization - remove impediments - facilitates the team to streamline its processes - understand agile and practice specific approach to agile |
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Risk is also known as.. |
Anti-value |
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Types of Workshop |
- Retrospective - Estimation Session - Planning Session - User Story Workshops |
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Brainstorming Methods |
- Quiet Writing - Round Robin - Free-for-All |
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Emotional Intelligence Associations |
Self-Awareness -->> Self-Confidence Self-Management -->> Self-Control Social Awareness -->> Empathy Social Skills -->> Influence |
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Levels of Active Listening |
Level 1: Internal Listening Level 2: Focus Listening Level 3: Global Listening |
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Level(s) of Conflict |
Level 1: Problem to Solve Level 2: Disagreement Level 3: Contest Level 4: Crusade Level 5: World War |
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Stages of Dreyfus Model of Adult Skill Acquisition |
Stage 1: Novice Stage 2: Advanced Beginner Stage 3: Competent Stage 4: Proficient Stage 5: Expert |
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Skin's Guide to One-on-One Coaching |
- Meet them half-step ahead - Guarantee Safety - Partner with Manager - Create Positive Regard |
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What is Tacit Knowledge |
The unwritten information that is collectively known by the group |
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The 3 C's |
Card Conversation Confirmation |
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Characteristics of Effective User Stories ~ INVEST |
I - Independent N - Negotiable V - Valuable E - Estimatable S - Small T - Testable |
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Cockburn's Failure modes |
- We make mistakes - We prefer to fail conservatively - We prefer to invent rather than research - We are creatures of habit - We are inconsistent |
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Cockburn's Success Modes |
- We are good at looking around - We are able to learn - We are malleable - We take pride in our work |
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Cockburn's Success Strategy |
- Balance discipline with tolerance - Start with something concrete and tangible - Copy and alter - Watch and listen - Support both concentration and communication - Match work assignments with the person - Retain the best talent - Use rewards that preserve joy - Combine rewards - Get feedback |
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Steps in Value Stream Mapping |
1. Identify the product or service to be analyzed 2. Create a value stream map of the current process, identifying steps, queues, delays, and information flow 3. Review the map to find delays, waste, and constraints 4. Create a new value stream map of the desired future state of the process, optimized to remove or reduce delays, waste, and constraints 5. Develop a roadmap for creating the optimized state 6. Plan to revisit the process in the future to continually refine and optimize it |
