Agile Certified Practitioner Terminology

Daily Stand-up Meeting

+ Forum for team updates. + Time boxed to 15 minutes. 1 - What have I done since last daily? 2 - What do i plan to do today? 3 - Are there any impediments? Prod Owner can attend, but typically observes

Scrum Framework

-Roles: Product Owner, Scrum Master, Team -Ceremonies: Sprint Planning, Sprint Review, Sprint Retrospective, Daily Scrum meeting -Artifacts: Product Backlog, Sprint Backlog, Burndown Charts Lots of Rules

Agile Unified Process

A Simplistic and understandable approach to developing business application software using agile techniques and concepts. It is a simplifies version of the Rational Unified Process (RUP).

Behavior-Driven Development (BDD)

A System design and validation practice that uses test-first principles and English-like scripts.

Framework

A basic system or structure of ideas or facts that support an approach.

Daily Scrum

A brief, daily collaboration meeting in which the team reviews progress from the previous day. declares intentions for the current day, and highlights any obstacles encountered or anticipated. Also Known as Daily Standup.

Crystal Family of Methodologies

A collection of lightweight agile software development methods focused on adaptability to a particular circumstance.

DevOps

A collection of practices for creating a smooth flow of delivery by improving collaboration between development and operation staff.

Hybrid Approach

A combination of two or more agile and non-agile elements, having a non-agile end result.

increment

A functional, tested, and accepted deliverable that is a subset of the overall project outcome.

Burndown Chart

A graphical representation of project work left to do versus time to do it.

Burnup Chart

A graphical representation of the work completed toward the release of a product.

Anti-Pattern

A known, flawed pattern of work that is not advisable.

Feature-Driven Development (FDD)

A lightweight agile software development method driven from the perspective of features valued by clients.

Acceptance Test-Driven Development (ATDD)

A method of collaboratively creating acceptance test criteria that are used to create acceptance test before delivery begins.

Agile Practitioner (Agilist)

A person embracing the agile mindset who collaborates with like-minded colleagues in cross-functional teams. Also referred to as agilist.

Continuous Integration

A practice in which each team member's work products are frequently integrated and validated with one another.

Continuous Delivery

A practice of delivering feature increments immediately to customers, often through the use of small batched of work and automation technology.

Backlog

A prioritized list of features or user stories to add to a program

Disciplined Agile (DA)

A process decision framework that enables simplified process decisions around incremental and iterative solution delivery.

double-loop learning

A process that challenges underlying values and assumptions in order to better elaborate root causes and devise improved countermeasures rather than focusing only on symptoms

Fit for Purpose

A product that is suitable for its intended purpose.

Fit for Use

A product that is usable in its current from to achieve its intended purpose.

Collective Code Ownership

A project acceleration and collaboration technique whereby any team member is authorized to modify any project work product or deliverable. thus emphasizing team-wide ownership and accountability.

cadence

A rhythm of execution. (See also Timebox)

Functional Requirement

A specific behavior that a product or service should perform.

Functional Specification

A specific function that a system or application is required to perform. Typically represented in a functional specification document.

Impact Mapping

A strategic planning technique that act as a roadmap to the organization while building new products.

Hoshin Kanri

A strategy or policy deployment method.

Cross-Functional Team

A team that includes practitioners with all the skills necessary to deliver valuable product increments.

Definition of Ready (DoR)

A team's checklist for a user-centric requirement that has all the information the team needs to be able to be begin working on it.

Definition of Done (DoD)

A team's checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use.

Mobbing

A technique in which multiple team members focus simultaneously and coordinate their contributions on a particular work item.

Agile Methodology

A term used to describe a mindset of values and principles as set forth in the Agile Manifesto.

Iteration

A timeboxed cycle of development on a product or deliverable in which all of the work that is needed to deliver value is performed.

Information Radiator

A visible, physical display that provides information to the rest of the organization enabling up-to-the-minute knowledge sharing without having to disturb the team.

Kanban Board

A visualization tool that enables improvements to the flow of work by making bottlenecks and work quantities visible.

A3

A way of thinking and a systematic problem-solving process that collects the pertinent information on a single A3-size sheet of paper.

Agile Mindset

A way of thinking and behaving underpinned by the four values and twelve principles of the Agile Manifesto. Agile Mindset> Move from "doing" Agile to "being"Agile.

Agile Stakeholders

Agile Stakeholders must: Be willing to try agile approach, Be convinced on values, experience quick ROI and eat dessert first

Agile Team Philosophy

Agile Team MUST - see the value of agile approach, experience benefits and achieve quick victories

Concept of Customer Collaboration over Contracts

Agile is flexible and contracts must accommodate change. Difference between being right and doing the right thing.

Agile Principle 7

Agile processes promote sustainable development. Ability to maintain a constant pace indefinitely

Concept of responding to change over following a plan

Agile welcomes change - and lots of it. Can't plan everything up front (predictive), agile projects have uncertainty up front.

Agile Coach

An Individual with n=knowledge and experience in agile who can train, mentor, and guide organizations and teams through their transformation.

Kanban Method

An agile method inspired by the original Kanban inventory control system and used specifically for knowledge work.

Dynamic Systems Development Method (DSDM)

An agile project delivery framework.

eXtreme Programming (XP)

An agile software development method that leads to higher quality software. a greater responsiveness to changing customer requirements, and more frequent releases in shorter cycles

Iteration Life Cycle

An approach that allows feedback for unfinished work to improve and modify that work.

Agile Life Cycle

An approach that is both iterative and incremental to refine work items and deliver frequently

Incremental Life Cycle

An approach that provides finished deliverables that the customer may be able to use immediately.

impediment

An obstacle that prevents the team from achieving its objectives. Also known as blocker.

IDEAL

An organizational improvement model that is named for the five phases it describes: initiating, diagnosing, establishing, acting, and learning.

Agile Approaches

Approaches and agile methods are umbrella terms for a variety of frameworks and methods.

Agile Principle 11

At regular intervals, the team reflects on how to become more effective, then tunes/adjust accordingly.

Agile Principle 12

Build projects around motivated individuals; give them the environment and support they need and trust them to get the job done.

Agile Principle 4

Business people and developers must work together daily

Agile Principle 8

Continuous attention to technical excellence and good design enhances agility.

Agile Manifesto Value 3/4

Customer collaboration over contract negotiation

Agile Principle 3

Deliver working software frequently (couple of weeks to couple months) shorter the better

Managing Distributed Teams

Distributed teams are: virtual teams NOT the same as outsourced Short iterations help face challenges storming & norming face to face kick-offs often needed EXAM TIP: -use frequent communication Intensified facilitation Keep calls on track, document, keep it fair, moving, interactive

Kaizen Events

Events aimed at improvement of the system.

Concept of Individuals over Processes & Tools

Focus on people 1st. Individuals & interactions are most important. Projects are delivered by people, not processes and tools

Agile Principle 1

Highest priority is to satisfy the customer through early and continuous delivery of valuable software

Agile Manifesto Value 1/4

Individuals & Interactions OVER processes and tools

Agile lifecycle & goals

Iterative - correctness of solution Incremental -speed Agile - customer value

Iterative vs. Incremental Approaches

Iterative = continuous work but deliver at the end Incremental - deliver small chunks continuously

Large Scale Scrum (LeSS)

Large-Scale Scrum is a product development framework that extends Scrum with scaling guidelines while preserving the original of Scrum.

Lean Software Development (LSD)

Lean Software Development is an adaptation of lean manufacturing principles and practices for achieving quality, speed, and customer alignment.

Business Requirements Document (BRD)

Listing of all requirements for a specific project.

Evolutionary Value Delivery (EVO)

Openly credited as the first agile method that contains a specific component no other methods have: the focus on delivering multiple measurable value requirements to stakeholders.

Agile PM

PM must embrace agile mindset, understand the principles and sell the idea. Expect naysayers

Scrum Roles

Product Owner Scrum Master Development Team

Iterative and Incremental Approaches

Reduce waste and rework because of feedback: short feedback loops, frequent adaption of process, reprioritization, regularly updated plans, frequent delivery.

I-Shaped

Refers to a person with a single deep area of specialization and no interest or skill in the rest of the skills required by the team. See also T-Shaped and Broken Comb.

Broken Comb

Refers to a person with various depth of specialization in multiple skills required by the team. Also known as Paint Drip. (See also T-shaped and I-shape)

Agile Manifesto Value 4/4

Responding to change over following a plan

Agile Principle 9

Simplicity - the art of maximizing the amount of work not done - is essential.

Sprint Planning Meeting

The PO and the Scrum Dev team will agree to the Sprint goals and negotiate which items from the product backlog will be committed to the sprint backlog. 4 hours time box to plan a 2 weeks sprint. 8 hours time box to plan a 4 weeks sprint List of tasks necessary to complete the committed PBIs. Committed PBIs---Split into tasks----Tasks assigned to individuals-sprint goal Scrum Master- Check if eveyone is committed to the PBIs even if it requires different tasks. Scrum Master commits to keep the team away from other work. PO will guarantee availability during during the sprint to finalize on requirements questions. And would volunteer to be available during the Daily Scrum. Sprint commitment is now called Sprint Forecast according to the scrum guide. Prioritizing techniques: All these techniques are used because they focus more on quality than quantity. 1. MoSCoW(Must, Should, Could or Won't) It works with story cards. 2. Kano model: Customer Satisfaction with the level of functionality that is being provided. Value, Quality and Innovation. a) Satisfaction b) Execution Three types of requirements: a) Performance requirements b) Basic Requirements c) Excitement Requirements Excitement today=expected tomorrow=will be asked for later d) Reverse Requirements: Increase satisfaction when they are missing. e) Indifferent- Doesn't make a difference to people. 3. Value Stream Mapping- Uses flow charts to illustrate the flow of information needed to complete the process. This process can help find non value added elements. 4. QFD (Quality Function Deployment)

Backlog Refinement

The Progressive elaboration project requirements and/or the ongoing activity in which the team collaboratively reviews, updates, and writes requirements to satisfy the need of the customer request.

Agile Principle 10

The best architecture, requirements and designs emerge from self-organizing teams. "Generalized specialists"

Flow Master

The coach for a team and service request manager working in a continuous flow or Kanban contect Equivalent to Scrum Master.

Agile Principle 5

The most effective method of communication is face-to-face conversation

Agile Manifesto

The original and official definition of agile's 4 values and 12 principles.

Organizational Bias

The preferences of an organization on a set of scales characterized by the following core values: exploration versus execution, speed versus stability, quantity versus quality, and flexibility versus predictability. 152page

Life Cycle

The process through which a product is imagined, created, and put into use.

Automated Code Quality Analysis

The scripted testing of code base for bugs and vulnerabilities.

Agile Principles

The twelve principles of agile project delivery as embodied in the Agile Manifesto.

Scrum Pillars

Three pillars uphold every implementation of empirical process control: TRANSPARENCY - Giving visibility to those responsible INSPECTION - Timely checks of progress and deviation ADAPTATION - Adjusting team process to minimize issues

Scrum Sprint

Timebox (fixed duration) iteration (1-4 weeks) No changes that would affect the goal of the sprint A sprint can be cancelled if they change in the project goals Only the Product Owner can cancel a sprint

Blended Agile

Two or more agile frameworks, methods, elements, or practices used together such as Scrum practiced in combination with XP and Kanban Method.

Concept of working software over documentation

Want documentation that is barely sufficient, done just in time. Unless required organizationally or mandated regulatory, etc.

core principles of agile

Welcome change work in small, value-added increments use build and feedback loops learn through discovery value driven development continuous delivery continuous improvement

Agile Principle 2

Welcome changing requirements, even late in development, harness for competitive advantage

Agile Principle 6

Working software is the primary measure of success

Agile Manifesto Value 2/4

Working software over comprehensive documentation

Tailoring

discuss the changes and trial before committing

Predictive Life Cycle

fixed requirements single delivery goal - manage costs

Blocker

tends to be negativistic or stubbornly resistant, opposing beyond reason or maintaining issues the group has rejected

Backlog Grooming

the process of adding new user stories to the backlog, re-prioritizing existing stories as needed, creating estimates, and deconstructing larger stories into smaller stories or tasks Includes sizing because there's only so much capacity per sprints.