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PMI-ACP - Coggle Diagram

- - - - Inverted Triangle Model: Cost, Time (fixed), Scope (variable)
      - We aim to deliver the most value we can by X date within X budget
    - - Declaration of Interdependence DOI
      - Difference between “being agile” and “doing agile”
      - Creating organizational change: Think-Do-Encourage others
  - - - Working software over comprehensive documentation
      - Customer collaboration over contract negotiation
      - Individuals and interactions over processes and tools
      - Responding to change over following a plan
    - - Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
      - Business people and developers must worktogether daily throughout the project.
      - Welcome changing requirements, even late in development. Agile processes harness change forthe customer's competitive advantage.
      - Build projects around motivated individuals.Give them the environment and support they need, and trust them to get the job done.
      - Our highest priority is to satisfy the customer through early
        and continuous delivery of valuable software.
      - The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
      - Working software is the primary measure of progress.
      - Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
      - Continuous attention to technical excellence and good design enhances agility.
      - Simplicity – the art of maximizing the amount of work not done – is essential.
      - The best architectures, requirements, and designs emerge from self-organizing teams.
      - At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  - - - Kanban’s Pull System
      - WIP Limits in Kanban
      - Five Principles of Kanban
        
        Make process politics explicit
        
        Manage flow
        
        Limit WIP
        
        Improve collaboratively
        
        Visualize the workflow
    - - XP Core Values
        
        Communication
        
        Feedback
        
        Simplicity
        
        Courage
        
        Respect
      - XP Team Roles
        
        Coach
        
        Customer
        
        Programmer
        
        Tester
      - XP Core Practices
        
        Planning Games
        
        Iteration Planning
        
        2 week iteration
        
        Release Planning
        
        no more than one or two releases in a sigle year
        
        Whole Team
        
        Small Releases
        
        Customer Tests
        
        Collective Code Ownership
        
        Code Standard
        
        Sustainable Pace
        
        Metaphor
        
        Continuous integration
        
        Test-Driven Development
        
        Refactoring
        
        Simple Design
        
        Design Philosophy: “What is the simplest thing that could work?”
        
        Pair Programming
    - - 8 Principles; created before the Agile manifesto was written,
        they are closely aligned to the Manifesto
        
        Never compromise quuality
        
        Build incrementally from firm foundations
        
        Collaborate
        
        Develop iteratively
        
        Deliver on time
        
        Communicate continuously and clearly
        
        Focus on business need
        
        Demonstrate control
    - - Scrum Activities (Events, Ceremonies)
        
        :silhouettes::silhouette:Sprint Planning Meetings
        
        :speaking_head_in_silhouette::silhouettes:Daily Scrums
        
        Scrum of Scrums
        
        Scrum of Scrums of Scrums
        
        :man_in_tuxedo::skin-tone-2::silhouettes::silhouette: Product Backlog Refinement
        
        :silhouettes::silhouette::speaking_head_in_silhouette::man_in_tuxedo::skin-tone-2:Sprint Reviews
        
        Sprint Retrospectives
        
        :silhouettes:Development
      - Scrum Team Roles
        
        Development Team :silhouettes:
        
        Product Owner :silhouette:
        
        ScrumMaster :speaking_head_in_silhouette:
        
        Stakeholder? :man_in_tuxedo::skin-tone-2:
      - Scrum Artifacts
        
        Product Backlog :silhouette:
        
        :silhouettes:Sprint Backlog
        
        Product Increment
        
        :silhouette::silhouettes:DefineOfDone
      - Sprints
        
        Time boxed iteration
      - Scrum Pillars and Values
        
        3 Pillars
        
        Inspection
        
        Reviewing the project to determine thecompleteness of the project; finding root cause of variances from the project goals :silhouettes::man_in_tuxedo::skin-tone-2:
        
        Adaptation
        
        Making adjustments to the scrum process to mitigate problems or bad trends
        
        Transparency
        
        A common understanding of what done means :silhouettes::speaking_head_in_silhouette::man_in_tuxedo::skin-tone-2:
        
        5 Fundamental Values
        
        Openness
        
        Commitment
        
        Courage
        
        Respect
        
        Focus
    - - The Seven Wastes of Lean (muda)
        
        Task switching
        
        Multitasking between several different projects when there
        are context-switching penalties
        
        Waiting
        
        Delays waiting for reviews and approvals
        
        Extra features
        
        Features that are not required, or are thought of as “nice-to-haves”
        
        Motion
        
        The effort required to communicate or move information or deliverables from one group to another; if teams are not co-located, this effort may need to be greater
        
        Extra processes
        
        Extra work that does not add value
        
        Defects
        
        Defective documents or software that needs correction
        
        Partially done work
        
        Work started, but not complete; partially done work can entropy
      - Lean Core Concepts
        
        Deliver fast
        
        Empower the team
        
        Eliminate waste
        
        Build quality in
        
        unit testing
        
        continuous integration
        
        refactoring
        
        Defer decisions
        
        reprioritizing the backlog
        
        avoiding being tied to an early technology-bound solution
        
        Amplify learning
        
        Optimize the whole
      - High-level Principles
        
        Identifying customer-defined value
        
        Using visual management tools
        
        Building in learning and continuous improvement
  - - - Have a vision of the completed project
      - Use the project vision to drive your own behavior
      - Create an environment of functional accountability
      - Serve as the central figure in successful project team development
      - Act for the simultaneous welfare of the team and the project
      - Recognize team conflict as a positive step
      - Learn the project’s requirements
      - Manage with an eye towards ethics
      - Learn the team members’ needs
      - Remember that ethics is not an afterthought, but an integral
        part of our thinking
      - Take time to reflect on the project
      - Develop the trick of thinking backwards
    - - Communicate the Project Vision
      - Enable Others to Act
      - Model Desired Behavior
        
        Forward-looking
        
        Honesty
        
        Competent
        
        Inspiring
      - Be Willing to Challenge the Status Quo
      - Leading by example
    - - Communicate (re-communicate) the project vision
        
        Servant leaders need to continually look for opportunities to communicate the project vision and find new ways to illustrate and reinforce that vision
      - Remove impediments to progress
        
        Impediment backlogs
        
        Obstacles
        
        compliance activities
        
        documentation
      - Shield the team from interruptions
      - Carry food and water
        
        Leaders also need to celebrate victories
        
        Training and other professional development activities
        
        providing the essential resources a team needs to keep them
        nourished and productive
    - - Experiment with New Techniques and Processes
      - Share Knowledge through Collaboration
      - Create a Safe Environment for Experimentation
      - Encourage Emergent Leadership via a Safe Environment
      - Practice Transparency through Visualization
    - - Management Focus
        
        Dong things right
        
        Speed
        
        Efficiency
        
        Control
        
        Practices
        
        Tasks/Things
        
        Command
      - Leadership Focus
        
        Doing the right things
        
        Direction
        
        Effectiveness
        
        Principles
        
        Empowerment
        
        Communication
        
        People
- - - - 100-Point Method
      - Dot Voting or Multi-Voting
      - Monopoly Money
        
        “Buy a feature”
      - Kano Analysis
        
        Delighter/exciters
        
        Satisfiers
        
        Dissatisfiers
        
        Indifferent
      - MoSCow
        
        Should have
        
        Could have
        
        Must have
        
        Would like to have, but not this time
      - Requirements Prioritization Model
        
        based on value, cost, risk
        
        Karl Wiegers
      - Simple Schemes
        
        High
        
        Medium
        
        Low
    - - Agile teams work on the items that yield the highest value to the customer first
      - The product owner is responsible for keeping items in the backlog prioritized by business value
      - When changes are added to backlog, they must be prioritized for value
      - The customer is the person who will declare what success looks like
      - The team will discuss with the customer at the end of each iteration the priority of the remaining work items
  - - - Value in Organizations - Return on Investment (ROI)
      - Time Value of Money
        
        Internal Rate of Return (IRR)
        
        Net Present Value (NPV)
    - - Minimize Waste
      - Deliver Value Early (Eat Your Desert First)
      - Agile Value Proposition
        
        Visibility
        
        Risk
        
        Adaptability
        
        Business Value
    - - Remaining work
      - Likely completion date
      - Rate of progress
      - Likely cost remaining
    - - “anti-value”
        
        To maximize value, we must also minimize risk, since risk can
        reduce value.
      - PMBOK Guide - Chapter 11.1.
      - Regulatory Compliance
- - - - Releases
        
        Alpha System is replaced and there are no P1 incidents or change
        requests
      - Final project deliverables
        
        high- and medium features are implemented, there are two month of trouble-free operations, and the project receives satisfaction scores greater than 70 percent from the user community
      - User Stories
        
        Documented
        
        User acceptance tested
        
        Developed
  - - - Participatory Decision Making
      - Making Decisions as a Group
      - Empowering the Project Team