Final Flashcards

Question

What are the main roles (for people) in Scrum? What does each person/role do? How are these roles different from the Traditional/Waterfall approach, or are they different?

Answer 1

- Scrum uses small teams to produce small pieces of deliverable software using sprints, or up to 30-day intervals (i.e., 4 weeks), to achieve an appointed goal … in fact, the sprints are often one week or two weeks in length, with a two-week length (probably) being the most common - Under this methodology, (the typical approach is) each day begins or ends with a stand-up meeting of the entire team to share what’s been done, problems encountered, how they were addressed, and what is next … these help w/ coordination for monitoring and controlling the development effort

Answer 2

Valuable: Will customers buy it or users choose to use it? Usable: Can customers/users figure out how to use it? Feasible: Can this be built? Can we build it with the time, skills, and technology that we have? Viable: Can this solution work for the purposes for which it has been built?

Answer 3

Scrum Master ‒ Act as coaches for the team on Scrum practices ‒ Servant leader focused on removing impediments ‒ Tracks team progress Project Manager ‒ Serves as the “Voice of the Product” ‒ Ensures product meets customer needs ‒ Full responsibility and ownership over product deliverable ‒ Intersection of business, technology, and user experience ‒ Looks long-term to assess market changes ‒ Adjusts scope as needed with Product Owner to prioritize key features

Answer 4

Waterfall depicts how the schedule for the project goes while agile gets the product developed.

Answer 5

Is a planning tool designed to help build products that have a great user experience through a focus on feature development.

Answer 6

- Vision: Why are you creating your product? In other words, what is the founding inspiration for your idea? This should typically be one relatively short statement or sentence … or use a template. - Name of the product - Goal is the reason creating the project - Metrics is the measures to determine if the goal has been met. - Target group is the user and the customers with their needs. Personas are a great way to describe the target group. - Big picture is the desired user experience: the user journeys, the product functionality, the visual design, and the nonfunctional properties. Epics, scenarios, storyboards, workflows, design sketches, mock-ups, and constraint stories are helpful techniques. - Product details is the goal of the next iteration with specific actionable items to reach the goal. The items are ordered from one to another and may be captured as detailed user stories.

Answer 7

It is the user and the customers with their needs. Personas are a great way to describe the target group.

Answer 8

A Product Vision is a prerequisite for strategy … your Product Vision should not be a plan that shows you how to reach your goal … it should allow you to pivot as you learn and build while staying consistent with your vision … you don’t know exactly where you are going to be at the end of the product’s development … you will figure that out as you go, and you’’ adjust to new market conditions, to your customers, the environment may change … those things (and others) will cause you to adjust …

Answer 9

Is creating the vision for your product in any way to attract customers and is a prerequisite for strategy.

Answer 10

Fairy Tale Approach is a system of guiding the client to achieve specified outcomes in a set order Generic Approach is purports that an individual-focused approach - emphasizing individuals' unique, diverse intrapsychic and interpersonal processes and needs - can always be initiated later on if necessary, based on a careful screening and referral process.

Answer 11

Your figuring what those items and sequences are. You have a goal in mind but you don’t know what the product will look like. There are things we can do in a perfect or different way. On going evolution of the project.

Answer 12

Is an approach to gain shared understanding of problem we are trying to solve. An approach to keep the objective (desired outcome) at the forefront. 1) List the actors (on the left) 2) Write the ending (on the right) 3) Words / Arrows in between 4) Keep it simple 5) Ask for help & feedback!

Answer 13

Is a graphic organizer that provides the viewer with a high-level view of a project. In Agile software development, a storyboard can help developers quickly get a sense of what work still needs to be completed. As long as the team keeps the storyboard up to date, anyone can see what work has been completed, who's working on what and what work is left to do. This not only provides the product owner with transparency, it also helps the team to visualize the sequence and interconnectedness of user stories. Storyboards can be physical or digital.

Answer 14

``` Is a fictional group that can function as a description for the Target Group, with attributes, such as: ‒ Name ‒ Job Title ‒ Age, Ethnicity, etc. ‒ Goals and Tasks ‒ Behaviors ```

Answer 15

Is a service or function of the product that delivers business value and fulfils the customer's need. Each feature is broken down into several user stories, as it is usually too big to be worked on directly.

Answer 16

Is the smallest unit of work in an agile framework. It's an end goal, not a feature, expressed from the software user's perspective. A user story is an informal, general explanation of a software feature written from the perspective of the end user or customer.

Answer 17

Is a body of work that can be broken down into specific tasks (called user stories) based on the needs/requests of customers or end-users. Epics are an important practice for agile and DevOps teams. When adopting agile and DevOps, an epic serves to manage tasks.

Answer 18

Is a early sample, model, or release of a product built to test a concept or process or to act as a thing to be replicated or learned from. Prototyping gives everyone on a team a single idea to work from and is a far more effective way to communicate a designer's intent than a group of static screenshots.

Answer 19

Functions as a description for the Target Group, with attributes, such as: ‒ Name ‒ Job Title ‒ Age, Ethnicity, etc. ‒ Goals and Tasks ‒ Behaviors Create Persona Profiles ‒ What fictional character(s) should be created to represent the target users? ‒ What are attributes of these? Personas are synthesized from data collected from interviews with users. They are captured in 1–2-page descriptions that include behavioral patterns, goals, skills, attitudes, with a few fictional personal details to make the persona a realistic character.

Answer 20

They are used to get information from people and they ask certain questions about certain events or topics. The purpose is to get consumers aware of your product and see what feedback they provide to determine if any changes are needed.

Answer 21

It’s a list of all of the features from user stories the product should contain. The list is refined overtime and we need to quickly get to MVP as possible. When we finish the product, we go to the backlog refinement and check any additional details needed to be added.

Answer 22

‒ The slices are often called Features | ‒ This can serve as a way to prioritize and plan releases

Answer 23

It’s a list of all of the features from user stories the product should contain. The list is refined overtime and we need to quickly get to MVP as possible. When we finish the product, we go to the backlog refinement and check any additional details needed to be added.

Answer 24

Is repirotixing the backlog for the next item may not be the top priority.

Answer 25

``` It should convey context needed for the team to deliver an outcome aligned with the value requested. PBIs are often in the form of user stories that include: ‒ Value Proposition ‒ Recipient of Value ‒ Action Needed ‒ Constraints ‒ Test Criteria ```

Answer 26

A unit of measure for expressing an estimate of the overall effort that will be required to fully implement a Product Backlog item (or any other piece of work) ‒ The actual point values do not really matter! … what matters is the relative values or relative weights that are assigned for all of the stories … for example: • a story that is assigned a 2 should require twice as much effort as a story that is assigned a 1 • it should also be two-thirds of a story that is estimated as 3 story points ‒ A team’s estimate must include everything that can affect the effort, including: • The amount of work to do • The complexity of the work • Any risk or uncertainty in doing the work

Answer 27

Complexity -Complexity should also be considered … and reflected in the estimate provided ‒Example: Think back to the earlier example of developing a web page with 100 trivial text fields with no interactions between them •Now think about another web page also with 100 fields … some are date fields with calendar widgets that pop up; some are formatted text fields like phone numbers or Social Security numbers; other fields do checksum validations, as with credit card numbers •This screen also requires interactions between fields... Example: If the user enters a Visa card, a three-digit CVV field is shown; if the user enters an American Express card, a four-digit CVV field is shown. ‒Even though there are still 100 fields on this screen, these fields are harder to implement… they’re more Complex, take more time, and there’s more chance the developer makes a mistake and has to go back and correct it Risk and Uncertainty: ‒The amount of Risk and Uncertainty in a Product Backlog item should affect the story point estimate given to the item ‒Example: If a Product team is asked to estimate a Product Backlog item and the stakeholder (i.e., customer or user) asking for it is unclear about what will be needed, that Uncertainty should be reflected in the estimate ‒Example: If implementing a Feature involves changing a particular piece of old, brittle code that has no automated tests in place, that Risk should be reflected in the estimate ‒Complexity is based on both Risk and Uncertainty Amount of Work: If there is more to do of something, the estimate of effort should be larger … Consider: - A situation where two web pages are being developed. The first page has only one field and a label asking to enter a name; the second page has 100 fields that are also simply be filled with a bit of text - The second page is no more complex... there are no interactions among the fields and each data field is nothing more than a bit of text… i.e., there’s no additional risk on the second example page. The only difference between these two pages is that there is more to do on the second page. - The second page should be given more story points. But it probably shouldn’t get 100 times more points even though there are 100 times as many fields... After all, there are economies of scale and maybe making the second page is only 2 or 3 or 10 times as much effort as making the first page

Answer 28

It is a sample or first (or at least early) model of a product from which more copies are derived and improved upon. It is usually built as a model to test a product concept or process or to act as an example for replication or learning. Benefits include: 1. Fast and effective communication of design ideas 2. Effective validation of design fit, form, and function 3. Greater design flexibility 4. The ability to run quickly through multiple design concepts and corrections 5. Fewer production design flaws and better end-products

Answer 29

‒ Feasibility Prototypes – not typically used in Product Discovery ‒ Low-Fidelity User Prototypes – sketch or wireframe diagrams ‒ High-Fidelity User Prototypes – simulation that looks almost real (aka Functional, Functioning, or Working …) ‒ Live-Data Prototypes – limited implementation of product/system … Not scalable or shippable ‒ Hybrids – can be a blend of any of the others Three additional types to note (… and they may overlap w/ the types listed above) ‒ Proof-of-Concept / Proof of Principle – essentially the same as Feasibility ‒ Selling – can be low- or high-fidelity … high-fidelity ‘works’ better at the selling ‒ Throwaway – similar to Feasibility and Proof-of-Concept

Answer 30

1. Fast and effective communication of design ideas 2. Effective validation of design fit, form, and function 3. Greater design flexibility 4. The ability to run quickly through multiple design concepts and corrections 5. Fewer production design flaws and better end- products

Answer 31

- Walt Disney Concert Hall, Los Angeles, CA Designed by Frank Gehry - Dyson’s Cyclonic Separation (i.e., bag-less) Vacuum Cleaner - IPhone - In the movie “The Founder”, McDonald’s did multiple prototypes on a shuffleboard surface with chalk and after revising the order process to remain fast and quick food. They found their layout for future restaurants to build upon. - Kiva robotic system was made by a company called Kiva Systems which can lift a shelf with items weighing around 40 to 60 pounds and move it from one end of the warehouse to the other. Amazon acquired the company in 2011.

Answer 32

It is what the Designer Creates and What the User Expects. With the goal of a much greater overlap between these two ‘perspectives’ than what is shown / implied here! ‒ Key Participants – Product Owner, User Experience Designer, Target Customers/Users ‒ Techniques – There are several common techniques in use … • Landing Page & Fake Door • Kickstarter / Crowdfunding • A/B Testing • Contextual interviews, focus groups, and surveys • Research (market, competition) • Observation / Shadowing ‒ Output – User feedback to assess the value and usability of the product

Answer 33

Is a stand-alone web page created specifically for a marketing or advertising campaign, often with a Call-to-Action (CTA) component... It’s where a visitor ‘lands’ after they click on a link (in an email, or ads from Google, Bing, YouTube, Facebook, Instagram, Twitter, or similar places on the web) … typically contains on a single (or very few) action(s) available on the page.

Answer 34

aka ‘Split Testing’, it is a randomized experimentation process where two (or more) versions of a variable (e.g., web page, page layout, color schemes, shapes of elements or icons, etc.) are shown to different segments of website visitors at the same time to determine which version generates the greatest impact and drives business metrics.

Answer 35

Is an easy, yet very powerful approach to measure interest in a product (or a new feature) without actually coding and implementing the product itself … Steps: 1. Create a landing page where you explain the purpose of the service. It can be a fully featured landing page, or it can be a short “beta” version 2. You drive traffic to this landing page. The best way to do so is using paid advertisements. (e.g., Facebook, LinkedIn, Twitter, or Reddit ads)

Answer 36

- Project timeline: Nov 2004 – June 2007 - Original goal was just to make ‘a really cool phone’ that worked well … - “What’s the killer app? The killer app is making phone calls. It’s amazing how hard it is to make calls on most phones.” Steve Jobs, Keynote Address - It would fit comfortably in your hand and in your pocket - Make ‘good’ phones calls (that would not get dropped) - Mostly an iTunes phone - Many designers/engineers also saw it as an opportunity to build a new kind of mobile computer … but Jobs didn’t (at least not initially) - Even the larger screens really did not come along until just after Jobs’ death (late 2011) from pancreatic cancer

Answer 37

MVP stands for Minimum Value Product and is to is the first version of a product that can be released to users ‒ Provides core functionality without any addition features ‒ A way to see how customers ‘feel’ about a product or idea ‒ Based on customer’s responses the feedback can be used to develop the next iteration (i.e., version) of the product

Answer 38

Is business goal is a measurement of progress and can be written in the form of Objectives & Key Results (e.g., OKRs) to create and assess alignment between the strategy and the execution throughout an entire organization. The idea came from Intel Objective – What you want to achieve ‒ Significant, concrete, and action-oriented Key Results – How you know if you’ve met your objective ‒ 3 ways to measure + 1 ‒ Helps to benchmark and monitor progress

Answer 39

Objective – (Can be) Qualitative and (should be) Inspirational (i.e., be audacious) – Get people to jump out of bed with excitement. Key Result is Quantitative. Time Bound – Specification; Doable in a month, quarter, 8 sprints, etc. Actionable – The objective has to be ‘yours’ to achieve ... Dependencies can make this a challenge! Simply stated – should fit on one line

Answer 40

12 Key Results more or less means your team has only 1 week to deliver a Key Result. Any more than 12 and you risk losing focus. We have seen that 12 is the maximum a team is able to achieve consistently.

Answer 41

Objective is what you want to achieve‒ Significant, concrete, and action-oriented. It (Can be) Qualitative and (should be) Inspirational (i.e., be audacious) – Get people to jump out of bed with excitement. Key Result is Quantitative

Answer 42

Key Results – How you know if you’ve met your objective ‒ 3 ways to measure + 1 ‒ Helps to benchmark and monitor progress Time Bound – Specification; Doable in a month, quarter, 8 sprints, etc. Actionable – The objective has to be ‘yours’ to achieve ... Dependencies can make this a challenge! Simply stated – should fit on one line

Answer 43

Two to five key results

Answer 44

Do’s: ‒ Make your OKRs visible ‒ Ensure alignment with management and the team ‒ Make sure there is stretch in the OKR ‒ Focus on the outcome Don’ts: ‒Use OKRs as a task list ‒Go overboard with the # of OKRs (3-5 is generally enough!) ‒Cascade from the top of the organization down ‒‘Sandbag’ so you can hit your OKRs each quarter ‒Focus on the output ‒Write your OKR to encompass everything your team works on pendencies across teams

Answer 45

- Align and connect your employees to your corporate goals - Give clear direction to every team and individual - Increase productivity through focus on goals - Track regular progress towards goals - Make more effective and informed decisions - Achieve measurement, accountability, and transparency - Use regular weekly updates to gain vision and insights - See how goal progress aligns with the company’s vision, strategy, and top priorities - Be effective in setting clear and specific goals - Manage achievement and execution with greater accountability and transparency - Boost individuals’ engagement and empowerment through your goal-setting process - Increase insight and transparency across the organization for top-level executives - Analyze root causes of why objectives are not achieved - Improve resource allocation and management - Capture cross-functional dependencies across teams

Answer 46

I will (Objective) as measured by (this set of key results). A proper goal has to describe both what you will achieve and how you are going to measure its achievement. The key words here are “as measured by,” since measurement is what makes a goal a goal. Without it, you have desire not a goal.

Answer 47

Vision: Why are you creating your product? What is the founding inspiration? -> Objective: What is the value that you are delivering with each activity? -> Key Results: What is the key result you want to derive from each activity?

Answer 48

Time Savings, Performance, Quality, Satisfaction, Compliance, and Money

Answer 49

``` (One Source for Story Points Values) General Formula Previous Second Term + Previous Sum = New Sum 0 + 1 = 1 1 + 1 = 2 1 + 2 = 3 ```

Answer 50

Velocity in Agile is not meant to be used as a goal or benchmark to strive for because it is measured relatively depending on what makes the most sense for the team measuring it. While maintaining consistency is ideal, Agile velocity is meant to be used mainly as a planning tool. Velocity in Agile is a simple calculation measuring units of work completed in a given timeframe. Units of work can be measured in several ways, including engineer hours, user stories, or story points.

Answer 51

‒ Focused on themes, outcomes, or key milestones that show progression towards the product vision, not the details ‒ Allows flexibility in the Features included in each theme based on the needs of the customer

Answer 52

Now: - What are the top 3-4 items you are currently working on? - This priority should drive your Backlog creation and prioritization. Next: - What is coming in the 3-6 month window? - There can be more items, but don’t overfill this. Be sure to bounce these ideas against your team so they can help you with a sanity check (i.e., do these items fit in the box?). Later: - Looking past 6 months, what's on the horizon? - Avoid putting in too much detail. Things that require more lead time and coordination may be good candidates. It focuses on themes, outcomes, or key milestones that show progression towards the product vision, not the details. Allows flexibility in the Features included in each theme based on the needs of the customer

Answer 53

Do’s: ‒ Look forward, but not too far (12-14 months) ‒ Utilize “Now, Next, Later” style ‒ Reference Outcomes/value to the customer ‒ Keep it maintained (review quarterly when reviewing OKRs) Don’ts: ‒ Create too far out into the future (18 month max) ‒ Commit your team to dates ‒ Put in details/output (i.e., don’t lock team into a specific solution) ‒ Create and forget

Answer 54

Now: 1-3 months Next: 3-6 months Later: 6-12 months

Answer 55

From the mapping exercise completed earlier, pick a slice and break it down further. ‒ The slices are often called Features ‒ This can serve as a way to prioritize and plan releases

Answer 56

Your trying to thin slice to figure out what needs to be done to get to MVP status. We need much of the functioning product ready for MVP and refine it for the next MVP.

Answer 57

Goldilocks wants the feature that is just right after she ruined the other features

Answer 58

Features: Should connect to the OKR and help make progress on one or more of your Key Results. User stories: Based on a feature and helps achieve the goal

Answer 59

‒ Can come from a larger initiative (Epic, Capability, etc.) - “A rose by any other name…” ‒ Can originate at a product level and not come from a higher power ‒ Should connect to the OKR and help make progress on one or more of your Key Results ‒ Includes ‘Acceptance Criteria’ and context so we know when we can say it’s “done”

Answer 60

They are part of an Agile approach that helps shift the focus from writing about requirements to talking about them. All Agile User Stories include a written sentence or two and, more importantly, a series of conversations about the desired functionality. They are simple descriptions of a Feature told from the perspective of the person who desires the new capability, usually a user or customer of the system. ‒ Often written by the development team, but can be written by anyone ‒ Based on a feature and helps achieve the goal ‒ Can also stand-alone and originate out of each other ‒ Written from the perspective of the benefactor ‒ Has information that helps everyone know when it’s done (Acceptance Criteria) … a ‘Definition of Done’ also helps • Acceptance criteria provides the details of the Story from a testing point of view • Acceptance criteria is created by the Team and the PO • DoD is more common NFRs and ‘rules’ that span all or most user stories and technical enablers.

Answer 61

- As A… - I need… - So that… - Acceptance Criteria

Answer 62

It’s trying to specify as a user type, I want these characteristics and the conversation is clarifying what features should be in the product.

Answer 63

* Acceptance criteria provides the details of the Story from a testing point of view * Acceptance criteria is created by the Team and the PO * DoD is more common NFRs and ‘rules’ that span all or most user stories and technical enablers.

Answer 64

– Card – Conversation: 95% of attention goes there. – Confirmation

Answer 65

The acronym INVEST should help you to remember a widely accepted set of criteria, or checklist, to assess the quality of a user story. If the story fails to meet one of these criteria, the team may want to (i.e., should) reword it, or even consider a rewrite (which often translates into physically tearing up the old story card and writing a new one). A good user story should be: ‒ “I” ndependent (of all others) ‒ “N” egotiable (not a specific contract for features) ‒ “V” aluable (or vertical) ‒ “E” stimable (to a good approximation) ‒ “S” mall (so as to fit within an iteration) ‒ “T” estable (in principle, even if there isn’t a test for it yet)

Answer 66

“Definition of Done”: The most common use of DoD is on the delivery team level. Done on this level means the Product Owner reviewed and accepted the user story. Once accepted, the “done” user story will contribute to the team velocity. You must meet all of the defined criteria or the user story isn't done. “Only demo what meets the ‘Definition of Done’?”: demo the product that has been done for a particular user story

Answer 67

The persona is a representation of a person or group that needs a product based off their requirements and the user story does work with that explains the persona further.

Answer 68

The user story states that the persona needs a product based off on specific requirements.

Answer 69

- Myth: The Product Manager accepts the user story - - Myth: Anyone can write a user story for the backlog - Myth: User stories tell the team how the functionality should be built

Answer 70

3 Roles - Product owner: voice of the customer, vision, and known stable interface - Scrum master: stable process, continuous improvement - Team: competency, knowledge, and value 5 Events - Sprint: fixed duration, container for events - Sprint planning: spring backlog - Daily scrum: re-plan - Sprint review: product increment, velocity, feedback - Retrospective: Kaizen 3 Artifacts - Product backlog: vision, priorities - Sprint backlog: known work, capacity - Product increment: sum of completed work, “done”

Answer 71

The development team members self-organize to determine the best way possible to meet the sprint goal. The ScrumMaster coaches, facilitates, and removes any impediments that block or slow the team's progress.

Answer 72

``` Provide a clear breakdown of the work the scrum team has carried out. Track how fast the team as a whole and individual members are working. Clear out obstacles to the work that'll be carried out that day. Schedule tasks to be carried out quickly—all in 15 minutes daily. Issues: 1. What did you achieve yesterday? 2. What will you do today? 3. Are there any obstacles in your way? ```

Answer 73

‒Product Owner – Key stakeholder of the project (often with a business background, as in not IT or not only IT) who conveys the vision of the end product to the team and guides the team on the priority of features to deliver (including as the vision and related requirements evolve) ‒Scrum Master – A facilitator who aids the Scrum team in being effective … not really an individual who has authority over the team ‒Scrum Team – team of 5-7 cross-functional members who are jointly responsible for delivering the product on time and at the expected quality at the end of each sprint ‒Servant Leader – An individual who focuses on serving the team and helping the team members succeed by listening, coaching, and facilitating collaboration w/in the team, between the teams, and across the organization

Answer 74

Backlog Refinement (formerly known as Backlog Grooming) – Review of the Items on the Backlog by the Product Owner and some/all of the Team • To ensure the appropriate items are in the Backlog • That the items have been prioritized • That items at the top of the Backlog are ready for delivery • Occurs regularly Benefits: • Not all User Stories need to be broken down to a fine-grained level at the start of the project • Important that at any moment a ‘sufficient’ number of Stories should be ready for scheduling in the next few iterations (i.e., Sprints) • Agile projects CAN be subject to “scope creep” • User Stories that were thought to be “good ideas at the time” may not really yield substantial value when reviewed • Some Stories are recorded in the Backlog to make sure they are not forgotten … these should be revisited for importance and value • If Backlog ‘inflation’ is not managed, it can result in (the well-known pathologies of) schedule and budget overruns

Answer 75

Splitting a User Story into multiple, smaller User Stories … it is natural to assume that details are added when the User Story is split. ‒ A User Story should be ‘small enough’ to be completed in an iteration (i.e., Sprint) … ‒ Note that many user stories start out larger than that ‒ “Splitting” consists of breaking up one User Story into two or more smaller ones … ‒ Even after Splitting, each User Story should separately have the property of measurable business value

Answer 76

A sprint retrospective aka ‘Retro’ For the Scrum team ‒Concludes the Sprint … timeboxed to a maximum of three hours for a one-month Sprint (w/ a shorter duration for shorter Sprints) ‒Provides a formal opportunity to focus on inspection and adaptation … to increase quality and effectiveness ‒During the Sprint Retrospective, the team discusses: •What went well in the Sprint (regarding people, relationships, process, & tools, also including Definition of Done) •What could be improved, i.e., what problems were encountered, plus how those problems were (or were not) solved •Create a plan … What will we commit to improve in the next Sprint … Identify the most helpful changes to improve effectiveness ... w / the most impactful improvements being addressed ASAP ‒Note: •Inspected elements often vary •Assumptions (that led them astray) are identified and their origins explored Why do a Retrospective?! Without a true retrospective it is too easy to keep using the same methods, making the same mistakes, continue wasting time, etc., i.e., too easy to retain the same approach and habits that can lead to lower productivity and reduced quality

Answer 77

Is a short, time-boxed period when a scrum team works to complete a set amount of work. Sprints are at the very heart of scrum and agile methodologies, and getting sprints right will help your agile team ship better software with fewer headaches

Answer 78

‒Concludes the Sprint … timeboxed to a maximum of three hours for a one-month Sprint (w/ a shorter duration for shorter Sprints) ‒Provides a formal opportunity to focus on inspection and adaptation … to increase quality and effectiveness ‒During the Sprint Retrospective, the team discusses: •What went well in the Sprint (regarding people, relationships, process, & tools, also including Definition of Done) •What could be improved, i.e., what problems were encountered, plus how those problems were (or were not) solved •Create a plan … What will we commit to improve in the next Sprint … Identify the most helpful changes to improve effectiveness ... w / the most impactful improvements being addressed ASAP

Answer 79

-Conversation between Team and Users/Stakeholders about how to make the product better ‒Revised Product Backlog that defined the probable items for the next sprint

Answer 80

Share what is Done and not Done to Demonstrate working Product Gather User / Stakeholder Reactions, Session is time-boxed to 1 hour for each week of sprint, i.e., a two-week Sprint will have a 2-hour Sprint Review

Answer 81

It is releasing the product with certain features to get information back from users to get to the MVP and the finished product. It’s only partially functioning but completed.

Answer 82

So how do we connect or integrate the outcomes of our Scrum sprints w/ already- existing infrastructure? … this is about how to ‘use’ the “Customer-Ready Product Increment” and move it toward “Incremental Product Release” for each of the multiple teams working in parallel on related Products

Answer 83

‒Product Owner ‒Scrum Master ‒Scrum Team members

Answer 84

At the end of the backlog refinement, and the Sprint Review

Answer 85

Feedback from users may cause the product to shift dramatically and not having a fixed plan.

Answer 86

``` At the End of the Sprint … •Share what is Done and not Done •Demonstrate working Product Gather User / Stakeholder Reactions Session is time-boxed to 1 hour for each week of sprint, i.e., a two-week Sprint will have a 2-hour Sprint Review Who is involved? •Product Owner (facilitator) •Scrum Master •Scrum Team •Users & Stakeholders ```

Answer 87

Backlog Refinement is done before the sprint review and the sprint retrospective. Backlog refinement is done during the end of a sprint.

Answer 88

Is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints. At the end of a Sprint, the new Increment must be “Done,” which means it must be in useable condition and meet the Scrum Team's definition of “Done”.

Answer 89

Something lacking in the product and causes grief to users.

Answer 90

‒ Lack of top-management commitment to the project ‒ Failure to gain user commitment ‒ Misunderstanding the requirements ‒ Lack of adequate user involvement ‒ Failure to manage end-user expectations ‒ Changing scope/objectives (… related to misunderstanding the requirements) ‒ Lack of required knowledge/skills in the project personnel ‒ Lack of frozen requirements (i.e., scope creep or feature creep) ‒ Introduction of new technology (that may not yet be well understood) ‒ Insufficient / inappropriate technology ‒ Conflict between departments (e.g., users & developers)

Answer 91

``` ‒ Be empathetic •Know your audience •Think like a user ‒Be intentional •Use typography wisely •Avoid excessive scrolling •Quality content copy ‒Test & Refine/Adapt the design ‒Keep it simple (KISS!) ```

Answer 92

is a unique five day process for validating ideas and solving big challenges through prototyping and testing ideas with customers. The book “How To Solve Big Problems and Test New Ideas in Just Five Days” (by Jake Knapp) refers to it as: “The ‘greatest hits’ of business strategy, innovation, behavioural science, and more — packaged into a step-by-step process that any team can use.” In five days, the Design Sprint will help you to: Understand. Map out the problem and pick an important area to focus. Ideate. Sketch out competing solutions on paper. Decide. Make decisions and turn your ideas into a testable hypothesis. Prototype. Hack together a realistic prototype. Test. Get feedback from real live users.

Answer 93

SAFe, Scrum-Scrum, LeSS, Agile-Scale

Answer 94

Only recently have we started to effectively address scaling Scrum for (i.e., into) the enterprise (including integration into the already-existing IT infrastructure) There are several approaches to scale Agile practices: • LeSS (Large-Scale Scrum • Agile@Scale (Agile at Scale) • Scrum of Scrums (or “Meta-Scrum”) • Scaled Agile Framework (for the Enterprise) (SAFe) SAFe is probably the most popular of these approaches… it consists of a clearly defined toolset, roles and responsibilities, deadlines, and metrics

Answer 95

-What do you do when you have 50, 100, or more, people who need to efficiently collaborate on a Product? … people may be distributed over offices, cities, time zones, even countries, and the teams may be virtual team(s) … move to a Scrum-of-Scrum approach … ‒An Agile approach aiming to connect multiple teams that need to work together to deliver complex solutions ... Can develop and deliver products through inspection, transparency, and adaptation … have a common goal, respect, and trust ‒Team sizing is critical (i.e., 4-6 people) … break a large team into smaller ones … too-large or too-small a team might struggle to deliver complex products ‒Be sure to balance skills and knowledge across teams ‒Prioritization on professional improvement … use retrospective meetings … have a common objective -A Scrum of Scrums is (usually) a virtual team that includes delegates (often called ‘Ambassadors’) with embedded links to the originating teams … to coordinate the smaller, independent teams while also reducing communication paths -The ambassadors from each sub-team meet daily w/ their own Scrum process (e.g., the Daily Standup’s 3 questions, etc.) ‒Goal is a fully integrated Product at the end of each Sprint … each release delivers value to the clients ‒Every Product line can have its own Scrum of Scrums, and some Products have multiple Scrum of Scrums ‒Companies usually apply this approach as an initial step to scale Agile (to the larger organization) and practice the delivery of more complex products

Answer 96

-A popular framework (probably the most popular!) consisting of a clearly defined toolset, roles and responsibilities, deadlines, and metrics … Four Levels: •Team (smallest unit) •Program •Value Stream •Portfolio Level (largest unit) ‒A type of add-on for Scrum … allows the managing of 5 or more interconnected teams while remaining flexible in operation ‒A methodology for the cadence of all teams for planning iterations for 3 months in the future … helps to synchronize delivery, collaboration, and alignment ‒SAFe Implementation Roadmap consists of: System Thinking, Lean Development, and Agile Development … A bit of a compromise between Lean and Agile

Answer 97

Portfolio, Program, and Team

Answer 98

‒When each team has adopted Agile but finds that it is difficult to cooperate w/ other teams and they are (often) facing blockers, delays, and even failures in timely delivery ‒Agile needs to be scaled across the (large) project or entire company, but assigning managerial roles is difficult ‒It is necessary to align teams to a consistent business strategy across multiple, separate business departments ‒Improve time-to-market!

Answer 99

‒A type of add-on for Scrum … allows the managing of 5 or more interconnected teams while remaining flexible in operation ‒A methodology for the cadence of all teams for planning iterations for 3 months in the future … helps to synchronize delivery, collaboration, and alignment

Answer 100

-A technical initiative that has the ability to support development of an organization initiative (i.e., support the development of business). ‒Consist of value-added work objects that allow estimating, obtaining visibility, getting feedback, and exhibiting/demonstrating results ‒Facilitators often play a vital role in assisting your business features, aid in bringing visibility for possible work development, stabilize the architecture and infrastructure, and in maintaining customer needs ‒commonly exist at all four SAFe levels •Enabler Epics @ Portfolio level •Enabler Features @ Program level •Enabler Capabilities @ at Value Stream Level •Enabler stories @ Team Level

Answer 101

Is a rhythmic pattern of events that provides the steady heartbeat of the development process. It makes routine everything that can be routine, so developers can focus on managing the variable part of solution development.

Answer 102

Is a long-lived team of Agile teams, which, along with other stakeholders, incrementally develops, delivers, and where applicable operates, one or more solutions in a value stream. align teams to a shared business and technology mission. Each is a virtual organization (typically 50 – 125 people) that plans, commits, develops, and deploys together. ARTs are organized around the Enterprise’s significant Development Value Streams and exist solely to realize the promise of that value by building Solutions that deliver benefit to the end-user. ARTs are cross-functional and have all the capabilities—software, hardware, firmware, and other—needed to define, implement, test, deploy, release, and where applicable, operate solutions. An ART delivers a continuous flow of value

Answer 103

The process becomes easier to embrace, helps in planning a little bit ahead w/out losing control over the ongoing processes, additional layers of oversight, so the dialog with the software development company becomes easier. ‒ Lots of tools available (e.g., Kanban, Gemba, or WSJF (weighted, shortest job first)) ‒ Teams are more confident in providing estimates on the delivery ‒ Participants leverage more options for face-to-face communication and collaboration ‒ Visual boards are great to support focus and promote transparency of the processes (i.e., better informed on what other teams are doing) ‒ Simultaneous and interconnected performance of multiple teams supports intermediate synchronization

Answer 104

A death march is a project which participants believe to be destined for failure, or that requires a stretch of unsustainable overwork. The project marches to its death as its members are forced by their superiors to continue the project, against their better judgment. Agile death march is project that is stretched out over time. You can stop agile death March by Stop Estimating and Use Cycle Time, Experiment with Collaboration, and Start Collaborating

Answer 105

Although Agile development methodologies were first proposed for product development in 2001 and gained popularity for software development in the mid-2000s, corporate enterprises have only recently begun to embrace the Agile approach. However, Agile development is not well-suited to all products and organization structures, often necessitating an approach that combines Agile with more traditional Waterfall practices. Doing this effectively without simply ending up with the worst of both worlds is challenging, but leads to strong outcomes when done well.

Answer 106

It is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more product / project objectives.

Answer 107

It is an event or situation that has happened and has a negative effect on one or more project objectives. Therefore, specific actions or work-arounds are needed to address the issue and ensure that the project stays on track.

Answer 108

It is potential for loss, damage, or destruction of an asset as a result of a threat exploiting a vulnerability. We conduct a Risk Assessment which then goes to determine the Actions to Reduce Risk. Then we revise to determine which risks have the most impact before making the changes to reduce risk.

Answer 109

- Lack of top-management commitment to the project ‒ Failure to gain user commitment ‒ Misunderstanding the requirements ‒ Lack of adequate user involvement ‒ Failure to manage end-user expectations ‒ Changing scope/objectives (… related to misunderstanding the requirements) ‒ Lack of required knowledge/skills in the project personnel ‒ Lack of frozen requirements (i.e., scope creep or feature creep) ‒ Introduction of new technology (that may not yet be well understood) ‒ Insufficient / inappropriate technology ‒ Conflict between departments (e.g., users & developers)

Answer 110

New technology can increase risk New Technologies + (Inadequate) Resource Base -> Increased Project Risk -> Increased Corporate Risk For example … − Developing new business ideas − Starbucks crowd-sourced: MyStarbucksIdea − May need to build and manage various new technologies for which they do not currently have the skills or technology infrastructure

Answer 111

``` ‒ Plan Risk Management ‒ Identify Risks ‒ Perform Qualitative Risk Analysis ‒ Perform Quantitative Risk Analysis ‒ Plan Risk Responses ‒ Implement Risk Responses ‒ Monitor Risks ```

Answer 112

Crashed into Mars (or was ‘lost’ and assumed to have crashed into the planet) due to a data entry error that created incorrect computation results on the probes location as it approached Mars … used Imperial measure data (i.e., pounds, miles, etc.) instead of metric data (Newtons, meters, etc.), causing the probe to be 105 miles closer to the planet than intended

Answer 113

A single character (i.e., a hyphen … really an ‘overbar’ in the formula) was incorrectly typed (or translated) into the program code … The most detailed and consistent account was that the error was in the hand transcription of a mathematical symbol in the program specification for the guidance system, in particular, a missing overbar. The error had occurred when a symbol was being transcribed by hand in the specification for the guidance program. The writer missed the superscript bar (which was meant to mean "the n-th smoothed value of the time derivative of a radius R." Since the smoothing function indicated by the bar was left out of the specification for the program, the implementation treated normal minor variations of velocity as if they were serious, causing spurious corrections that sent the rocket off course. It was then destroyed by the range safety officer.

Answer 114

Flash fire in the capsule during a ‘plugs-out,’ pre-launch training session in a pressurized, pure-oxygen environment

Answer 115

The Challenger exploded 73 seconds after launch killing all of its occupants. The cause of the disaster that two redundant O-ring seals in a joint in the Space Shuttle's right solid rocket booster (SRB) failed in record-low temperatures of the launch reduced the elasticity of the rubber O-rings, reducing their ability to seal the joints. Investigation reveal organizational culture at NASA contributed to the accident as they knew for nine years before the disaster.

Answer 116

The shuttle disintegrated during reentry less than 10 minutes from landing in Florida killing all of its occupants. NASA decision makers “failed to recognize the relevance of engineering concerns for safety as a piece of the insulative foam broke off from the Space Shuttle external tank and struck the thermal protection system tiles on the orbiter's left wing causing the shuttle to disintegrate returning to Earth.

Answer 117

Ever since being launched to deal with several maintenance issues, unexpected problems and failures. These incidents have affected the assembly timeline, led to periods of reduced capabilities of the station and in some cases could have forced the crew to abandon the space station for safety reasons, had these problems not been resolved. The biggest problem are Micrometer strikes and debris up to 1 cm could cause critical damage while anything larger than 10 cm could "shatter a satellite or spacecraft into pieces.

Answer 118

Early Blurred Image Due to Incorrectly Ground Reflecting Mirror. ‒ If the problem had been detected and corrected on the ground, cost = ~$2 million ‒ Once in orbit (at 355 miles altitude), cost +~251 million (not counting the cost of the space shuttle flight itself

Answer 119

It is a progressively more detailed and accurate projection of the project schedule and duration as the project manager or project team specifies project deliverables and activities in more detail. At the beginning of a project, comparatively little is known about the product or work results, and so estimates are subject to large uncertainty. As more research and development is done, more information is learned about the project, and the uncertainty then tends to decrease, reaching 0% when all residual risk has been terminated or transferred. This usually happens by the end of the project i.e. by transferring the responsibilities to a separate maintenance group. It goes from feasibility, concept operation, requirements specifications, product design, detail specifications, and accepted software

Answer 120

It is document that identifies potential risks, an evaluation of the likelihood of the risk event occurring, and its impact on the project. Risk is an important activity that is often not done particularly well! It is difficult, often complex, and subtle.

Answer 121

Risk is an important activity that is often not done particularly well! It is difficult, often complex, and subtle.

Answer 122

``` Consistent w/ the process of project management control, identified risks must be monitored for change and must be controlled. ‒ Implement Risk Responses ‒ Perform … • Periodic Project Risk Reviews • Project Risk Response Audits • Technical Performance Analysis • Metrics … plan and collect data • And look for risks that exist that were not specifically identified ```

Answer 123

Reducing the risk could be publicized (i.e., make sure everyone is aware of potential risks), avoided, or even eliminated by dealing w/ root cause(s).

Answer 124

Is where the best managers often prioritize risks according to magnitude and importance.

Answer 125

- Look for Root Causes (i.e., you often need to look beyond the immediate and/or obvious cause) ‒ Remove subjectivity (from risk assessment and risk responses) ‒ Link risks to controls ‒ Link risks to strategic goals ‒ Make risk a part of everyone’s job responsibility every day software development))

Answer 126

Are six different strategies to risk. The six strategies are risk escalation, avoidance, exploitation, transference, mitigation, and acceptance.

Answer 127

Is moving the response to a higher level in the organization

Answer 128

Actively seek to avoid identified threats to the project, eliminate the risk, or not become involved.

Answer 129

It is take advantage of opportunities for positive outcomes.

Answer 130

Also known as Risk Sharing, it is the transfer the risk to another party, often through contracts or insurance.

Answer 131

It is actively work to reduce, eliminate, or transfer the chances of risk occurring or reduce the impact on project objectives.

Answer 132

It is determining an effective response is to just accept the risk(s), budget for risk, and develop contingency strategies on how to respond.

Answer 133

Look for Root Causes (i.e., you often need to look beyond the immediate and/or obvious cause)

Answer 134

It was a Radiation Therapy Treatment Machine designed by the Atomic Energy Canada Limited – AECL that was plagued with generally poor software design and development practices … further, the design made it impossible to test it in a clean, automated way. There were several Institutional contributing factors most notably reusing older software which caused several engineering issues causing several failures in the process. In response to incidents like those associated with Therac-25, the IEC 62304 standard was created, which introduces development life-cycle standards for medical device software and specific guidance on using software of unknown pedigree.

Answer 135

It is the Impact * Likelihood of the Event

Answer 136

It is the amount of risk remaining after controls have been applied

Answer 137

Are risks resulting from the application of the risk response strategy.

Answer 138

It is a formal record listing all project risks, explaining the nature of the risk, and the management of the risk. It lists all of the risks associated with a project and explains the likelihood and impact from these risks, and what actions are needed to reduce or eliminate these risks.

Answer 139

It is amount of risk you are (or the organization is) willing to take in order to achieve the intended operational performance and meet strategic growth opportunities.

Answer 140

- In preparing for battle I have always found that plans are useless, but planning is indispensable. —Dwight D. Eisenhower - No battle plan survives first contact with the enemy. —Helmuth Karl Bernhard Graf von Moltke - Everybody has a plan ‘til they get punched in the mouth.— Mike Tyson

Answer 141

‒ Anchoring Bias is the tendency to use even unrelated information as input into a judgment or decision. ‒ Availability Heuristic is the tendency to rely on examples of information that come to mind most easily. ‒ Confirmation Bias is the tendency to seek confirming evidence while discounting disconfirming evidence. ‒ False Consequences Effect is the tendency to overestimate others’ agreement ‒ Functional Fixedness – inability to see or realize other creative uses of an object (or skills of a person) ‒ Optimism Bias – tendency to believe that we are more successful than our peers

Answer 142

‒ Detectability is an error (or deviation from normal performance) able to be detected? ‒ Manageability can we manage ‘issues’ if we detect deviation from the norm? ‒ Controllability can we ‘control’ the situation? ‒ Urgency how quickly must this be resolved? ‒ Proximity how close (or far) is this from other ‘systems’ that can be affected? ‒ Dormancy how active (or inactive)? ‒ Connectivity how connected is this to other ‘systems’ where it may have an effect? ‒ Strategic Impact positive/negative impact on strategic goals ‒ Propinquity how close a kinship or proximity is there?

Answer 143

Discover the problem earlier helps to get the project ready for integration time and is the least expensive to address. The discovery rate for errors are discovered later, it can delay the integration time and can be very expensive as the project can be delayed and the team behind the project have to fix a lot of problems and might have outsource adding more to the cost.

Answer 144

High Familiarity w/Technology or Application Area: - Low Structure - Small Project: Very Low Risk (of project failure), (Very susceptible to mismanagement) - Large Project: Low Risk (of project failure), (Very susceptible to mismanagement) - High Structure - Small Project: Very Low Risk (of project failure) - Large Project: Low Risk (of project failure) Low Familiarity w/Technology or Application Area - Low Structure - Small Project: High Risk (of project failure) - Large Project: Very High Risk (of project failure) - High Structure - Small Project: Medium-to-Low Risk (of project failure) - Large Project: Medium Risk (of project failure)

Answer 145

It allows us to test our ideas to see how users react. It takes a lot of work to develop an MVP! … and not all products lend themselves to this approach. Approach is based on a Lean Start up Philosophy whose aim is to reduce the length of time spent on product development cycles

Answer 146

‒ A way to see how customers ‘feel’ about a product or idea | ‒ Based on customer’s responses the feedback can be used to develop the next iteration (i.e., version) of the product

Answer 147

A major reason why many products (as well as start-up companies) fail is because their initial product is based primarily/solely on assumptions ‒ Entrepreneurs (and software product developers) often assume that their product will provide a better solution to a problem than any existing solution available on the market ‒ They also assume that people care enough about the problem to pay for a solution ‒ But what if these assumptions are wrong?! An MVP approach allows us to test our ideas to see how users react It takes a lot of work to develop an MVP! … and not all products lend themselves to this approach.

Answer 148

‒ When each team has adopted Agile but finds that it is difficult to cooperate w/ other teams, they are facing blockers, delays, and even failures in timely delivery ‒ Agile needs to be scaled across the (large) project or entire company, but assigning managerial roles is difficult ‒ It is necessary to align teams to a consistent business strategy across multiple, separate business departments ‒ Improve time-to-market!

Answer 149

‒ Framework is quite difficult to be implemented on an ‘as is’ basis, so it requires adaptations to every single project ‒ Extra time and expenses are required to switch to this framework and ensure sufficient communication between all project participants ‒ Additional coordination and control make SAFe popular in larger companies … Note: It is somewhat ironic that it resembles the good-old Waterfall model that is widely criticized today ‒ As SAFe emphasizes the general overview of the project, it may lead to longer planning cycles and stricter roles in development cycles ... It also requires additional efforts to make sure the framework principles don’t run counter to the idea of fast and continuous delivery

Final Flashcards

(174 cards)