Please enable JavaScript.

Coggle requires JavaScript to display documents.

PMP 20 / 128 - Coggle Diagram

- - - - A Deliverable is any unique and verifiable product, service or result
        
        May be tangible or intangible
        
        Must be accepted by the customer or sponsor for the phase
  - - - Deals with the ongoing production of goods
        and/or Services
        Considers the acquisition, development, and utilization of resources that firms need to deliver the goods and services
  - - - A temporary endeavor ( beginning and ending) that produces a unique product, service, or result
        
        Project Roles
        
        Project Management
        
        Empowered to lead the project
        Authorized to make decision
        Responsible for the success or failure of the project
        
        PMI Talent Triangle
        
        Leadership
        
        9 more items...
        
        Strategic and Business Management
        
        6 more items...
        
        Technical Project Management
        
        2 more items...
        
        Project Coordinator
        
        Weaker than the PM
        May be authorized to make decisions
        
        Project Expeditor
        
        Weakest role in the PM world
        very limited decision ability
        
        Project Management Office
        
        Organizational Structure that standardizes the processes and facilitates the sharing of resources, methodologies, tools, and techniques
        
        Controlling
        
        Determines the framework or methodology and use of specific forms
        
        Directive
        
        Controls the project. PM will be assign and report to the PMO.(Project Management Office)
        
        Supportive
        
        Supports the project manager, such as providing templates, training, or lessons learned form other projects
        
        Project Bosses
        
        Sponsor
        
        Internal or External
        Project Champion
        Funding the project
        Maybe used to resolve conflicts in the project
        
        Program Manager
        
        Senior to Project Manager
        Maybe responsible for several projects executing at the same time
        Maybe used to resolve conflicts in the project
        
        Project Constraints
        
        6
        
         Scope
        
         Schedule
        
         Cost
        
         Risk
        
         Quality
        
         Resources
        
        Process / ITTO
        
        Tools and Techniques
        
        The actions or methods that are used to transform the raw
        materials into the output
        
        Expert Judgement
        
        Data Gathering > Data Analysis > Data Representation > Decision Making
        
        Data Gathering:
        Brainstorming
        Interviews
        Focus groups
        Checklist
        Questionnaires and surveys
        
        Data Analysis
        Alternative analysis: looking at different options or ways to accomplish something
        Root cause analysis (RCA)
        Variance analysis: find the exact differences between different things
        Trend analysis: see if a particular trend is forming
        
        Data Representation
        Flowcharts
        Fishbone diagrams
        Histograms
        
        Decision Making
        Voting
        Multicriteria decision analysis
        Autocratic decision making
        
        Interpersonal and Team Skills
        
        Active listening:
        
        Facilitation:
        
        Meeting management:
        
        Conflict management
        
        Meetings
        
        Face-to-face or virtually
        Have an agenda and distribute it to all attendees before the meeting
        Meetings must be timed
        Stays on topic
        All attendees have input to the topics
        Distribute detailed meeting minutes once the meeting is
        
        Project Management Information System (PMIS), Softwares that we use
        
        Output
        
        raw materials into a polished stone
        Maybe the input into another process
        
        Change Request
        
        Corrective action
        
        Preventive action
        
        Work Performance Data, Information, Report
        
        Work performance data is simply raw data
        Status of the work that was done but does not have any analysis applied to it
        Outputs of executing processes
        
        Work Performance Information
        work that was performed compared to the plan
        actual status about the deliverables
        output of most monitoring and controlling processes
        
        Work Performance Report
        overall status report of the actual project
        takes all the work performance information and puts it together into one comprehensive documen
        
        Updates (Project Management Plan, Project documents, EEF, OPA)
        
        Input
        
        Starting point for the process, the raw materials to begin the execution
        Could be the output of a previous process
        
         Project Management Plan
        
        Defines how the project is executed, monitored and controlled,
        and closed
        
         Enterprise Environmental Factors, (EEF)
        
        internal and external factors that impact the project but are not part of the project
        itself
        Can enhance or constrain project management options and may
        have negative or positive influences on the outcomes
        
        2 more items...
        
         Organization Process Assets, (OPA)
        
        assets such as information, policies, procedures, documents, or knowledge bases which to help them in achieving their objectives
        Kept in some central repository so that they can be used whenever required
        
        1 more item...
        
         Project Documents
        
        Any documents that are related to the project that are not part of the project management plan
        
        PROCESS GROUPS / 5
        
        Executing
        
        The project is executed utilizing acquired resources.
        
         Authorizing the Project Work
        
         Beginning Vendor Solicitation
        
         Determining Vendor Source
        
         Quality Assurance
        
         Ensuring Team Development
        
         Start working
        
        Monitoring &Controlling
        
        Project Performance is monitored and measured to ensure the project plan is being implemented to design specifications and requirements
        
         Ensuring Quality Control
        
         Providing Scope Verification
        
         Implementing Scope Change Control
        
         Managing Cost Control
        
         Enforcing Schedule Control
        
         Monitoring Risk Response
        
         Ensuring Performance Reporting
        
         Getting the deliverables verified and accepted
        
         Double checking project work
        
        Planning
        
        Project objectives are determined, as well as how to reach those objectives with the given constraints.
        
         Creating a Scope Statement
        
         Recruiting the Project Team
        
         Creating the Work Breakdown Structure
        
         Completing Risk Assessment
        
         Creating the Network Diagram
        
         Completing Estimates
        
         Creating the Project Schedule
        
         Completing the Project Budget
        
         Creating a Quality Management Plan
        
         Completing Stakeholder Analysis
        
         Creating a Communications Plan
        
         Completing the Project Plan
        
        Closing
        
        The project and its various phases are brought to a formal end.
        
         Closing Vendor Contracts
        
         Closing Administrative Duties
        
         Transition the deliverables to the sponsors or customers
        
         Updating and Archiving Project Records
        
         Lessons Learned
        
         Reassigning the Project Team Members
        
         Celebrating
        
        Initiating
        
        The project is authorized
        
         2 Processes:
        Develop Project Charter
        &
        Identify Stakeholders
        
        1 more item...
        
         Identifying Needs of the project
        
         Creating a Feasibility Study
        
         Creating a Product Description
        
        KNOWLEDGE AREAS
        
        10
        
        1. Integration Management (7)
        
        Develop Project Charter
        Initiating
        
        1 more item...
        
        Develop Project Management Plan
        Planning
        
        1 more item...
        
        Direct and Manage Project Work
        Executing
        
        1 more item...
        
        Manage Project Knowledge
        Executing
        
        1 more item...
        
        Monitor and Control Project Work
        Monitoring and Controlling
        
        1 more item...
        
        Perform Integrated Change Control
        Monitoring and Controlling
        
        1 more item...
        
        Close Project
        Closing
        
        1 more item...
        
        Scope Management (6)
        
        Schedule Management (6)
        
        Cost Management (4)
        
        Project Quality Management (3)
        
        Resources Management (6)
        
        Communications Management (3)
        
        Risk Management (7)
        
        Procurement Management (3)
        
        Stakeholder Management (4)
  - - - Group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually
  - - - Dynamic
        Performed once for a given increment
        Frequent smaller deliveries
        Speed
        
        Scope is Variable
        Time and Cost are Fixed
    - - Dynamic
        Repeated until correct
        Frequent smaller deliveries
        Customer value via frequent deliveries and feedback
        
        Customer involved throughout the life cycle
        Greater Customer Interaction with all stakeholders
        Deliver & realize value steadily
        Constant Feedback is required to stay current and successful
        Greater Value up front
        Integrate early & often
        Change is welcomed by all stakeholders
        Continuously adapt to risk and change >>>> Over time the cost of change will increase ( especially when you're in production)
        -
        -
        Welcoming change
        Working in small value increments
        Using build and feedback loops
        Learning through discovery
        Value -driven development
        Failing fast with learning Continuous
        delivery Continuous improvement
        -
        -
        Uses minimal viable product (MVP): a set of functionality that is complete to be useful, but small enough not to be an entire project
        -
        -
        Low-tech, high-touch over computer models "information radiator"
        -
        -
        Frequent Verification and Validation Resolve problems as soon as possible don't let it grow
        
        Agile Declaration of Interdependence (DOI)
        
        We increase return on investment by making continuous flow of value our focus.
        We deliver reliable results by engaging customers in frequent interactions and shared ownership.
        We expect uncertainty and manage for it through iterations, anticipation, and adaptation.
        We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.
        We boost performance through group accountability for results and shared responsibility for team effectiveness.
        We improve effectiveness and reliability through situationally specific strategies, processes and practices.
        
        VALUE
        
        Assessing Value - Financial Metrics
        Return on investment (ROI)
        ම The ratio of the benefits received from an investment to the money invested. Usually a percentage
        Internal rate of return (IRR)
        ම Interest rate you will need to get in today’s money to receive a certain amount of money in the future
        Present Value/Net Present value (NPV)
        ම Value of future money in today’s terms
        Earned Value Management
        ම Formulas that monitor the value of the project as its progressing.
        
        Value Prioritization
        Features are prioritized on the basis of businessvalue, risk and dependencies
        Prioritizing the business value of work items, and then plan accordingly.
        ම Simple Scheme
        Priority 1, Priority 2, Priority 3, etcme
        Could be problematic as many items might become the first priority
        ම MoSCoW prioritization
        Must have
        Should have
        Could have
        Would like to have, but not this time
        ම Monopoly Money
        Give everyone equal monopoly money They then distribute the funds to what
        they value the most
        
        ම 100-point method
        Each person is given 100 points
        They then use that to distribute to individual requirements
        ම Dot Voting or Multi-voting
        Each person gets a certain number of dots to distribute to the requirements
        
        ම Kano Analysis
        Helps to understand the customers satisfaction
        
        ම Requirements Prioritization Mode**
        
        Verifying and Validating Value
        -- “Gulf of Evaluation”: What one person describes is often different from how another interprets
        
        Keep Requirements “coarse” then progressively refine them
        Helps keeps the overall design balanced
        Delays decision on implementation until the “last responsible moment”
        
        Agile Manifesto Values
        
        Customer collaboration over contract negotiation
        Working software over comprehensive documentation
        Individuals and interactions over processes and tools
        Responding to change over following a plan
        
        Key Performance Indicators (KPI’s)
        
        Uses as a way to measure the project progress
        Remaining work: How much work is yet to be done from the backlog
        Rate of progress: How much points has been completed
        Likely completion date
        Likely Cost remaining
        
        Cumulative Flow Diagrams (CFD’s) : Stack graphs that show how work is progressing, bottlenecks and theory of constraints
        -Exam: Bottleneck is after the widening area acritivy (the biggest one in the graph)
        
        Regulatory Compliance
        
        Mandated requirements usually by government agencies
        Must be implement into the project work as regular development work
        Doing it after the project work is done
        
        Risk Management
        
        Risk is closely related to value
        Considered as anti-value
        Usually has the potential to remove, erode or reduce value with threats
        
        1 plan risk management
        2 identify risks
        3 quantitative risk analysis
        4 qualitative risk analysis
        5 plan risk responses
        6 inplement risk responses
        7 monitor and control risk
        -
        
        Tools to manage risk
        Risk-adjusted backlog
        Risk burndown chart
        
        Agile Contracting
        
        Graduated Fixed Price Contract
        
        Buyer / Seller share in risks and rewards
        
        Different hourly rates based on: ම Finish early, Finish on time, Finish late
        
        Fixed Price Work Packages
        
        Mitigate risks of under/over estimating
        
        Stakeholder Engagement
        
        Projects and done by people for people
        Stakeholder Stewardship ( looking after them and ensuring they're have everything they need
        Teach all the stakeholders about the benefits of agile
        Short iterations and release keeps them engage allowing you to get more change requests
        This helps us to identify risk and issues early
        Have a process for escalating stakeholders issues
        
        Face to face communication
        paper > audiotape > email conversation > videotape > phone conversation > video conversation > face to face conversation > face to face at a whiteboard
        
        Two-way communication
        Just don’t ask for confirmation or concerns, but actually listen to what they have to say
        
        Knowledge sharing
        ම Agile teams work closely with each other such as with pair-programming.
        ම Using Kanban boards or wireframes are ways to share information
        ම Use of low-tech tools like a whiteboard will allow all to see the work and understand it
        ම We must encourage it
        
        Information Radiators
        ම Things that are highly visible
        ම Used to display information
        ම Usually includes chats, graphs and boards
        Social Media
        ම Use to communicate
        ම Can include twitter or Instagram
        
        Red Zone:
        ම Blames others for everything
        ම Responds defensively
        ම Feels threatened
        ම Triggers defensiveness
        ම Doesn’t let go or forgive
        ම Uses shame and blame
        ම Focus on short-term advantage
        ම Doesn’t seek or value feedback
        ම Sees conflict as a battle and only seeks to win
        ම Communicates high level of disapproval
        ම Sees others as the problem or enemy
        ම Does not listen effectively
        
        Green Zone:
        ම Take responsibility
        ම Seeks to respond nondefensively
        ම Is not easily threatened psychologically
        ම Attempts to build success
        ම Uses persuasion rather than force
        ම Thinks both short and long term
        ම Welcomes feedback
        ම Sees conflict as a natural part of life
        ම Seeks excellence rather than victory
        ම Listens well
        
        Workshops
        Meeting when work gets done
        ම Diverse groups has a larger perspective
        ම Use methods such as round-robin to ensure no one dominates
        ම Try to get everyone to participate in the first few minutes
        User story workshops are where we write the user stories and keep stakeholders engage
        -
        -
        Brainstorming
        ම Quite Writing: Give people about 5 minutes to write down their ideas
        ම Round-Robin: Pass a token around to ensure everyone will speak
        ම Free-for-all : People shout out their taught. May only work in a supportive environment
        -
        -
        Collaboration Games
        ම Remember the future:
        Imagine that an upcoming release was successfully
        Understanding of how a stakeholder would define success
        Outlines how we can accomplish that success
        
        ම Prune the product tree
        Draw a tree and ask stakeholders to add their features to it
        Features that are depending on other features would be higher up the tree
        Lets everyone understand the priorities of
        development
        
        ම Speedboat(Sailboat)
        Draw a waterline and a boat moving
        Explain the boat is moving toward the goals of the project
        Ask them to use sticky notes to show what can make the boat move (wind) and what can stop it (anchors)
        Allows stakeholders to identify threats and opportunities
        
        Using Critical Soft Skills
        මEmotional intelligence
        Our skill to identify, assess, and influence the emotions of ourselves and others around us
        We need to recognize our own feeling
        Then we can learn how to response to others and how they feel
        Understand how we take care of ourselves will impact other around us
        As an agile PM we have to know when team members are stuck, angry, or frustrated
        මNegotiation
        This happens all throughout the project
        Good negotiation will allow everyone to investigate the options and trade-offs
        Most effective when interactions between people are positive and there are room for give and take
        මActive Listening
        Level 1: Internal – how is it going to affect me
        Level 2: Focused – put ourselves in the mind of the speaker
        Level 3: Global – builds on level with body language
        මFacilitation
        Run effective meeting and workshops.
        Have the following: Goals Rules Timing Assisting
        මConflict Resolution
        All projects will have conflicts
        While some level of conflicts are good, we need to ensure they don’t become a “world war” where people are trying to destroy each other
        Levels of conflict(1-5):
        Level 1: Problem to solve – sharing info
        Level 2: Disagreement – Personal Protection
        Level 3: Contest – Must win
        Level 4: Crusade – Protecting one’s group
        Level 5: World War – Must destroy the other
        මParticipatory Decision Models
        Engage stakeholder in decision making process
        Simple voting: Vote “for” or “against” it
        Thumps up/down/sideways": People hold their thumps in a way of if the support it or not. Sideway is if they cannot make up their mind
        Fist of five: People how up finger based on they support the idea / 1 finger: total support – 5 finger: Stop against it
        
        Models of team development
        Shu-Ha-Ri Model of Skill Mastery
        ම Shu- Obey,
        ම Ha – Moving away,
        ම Ri – finding individual paths '
        
        Dreyfus Model of Adult Skill Acquisition
        ම Novice, Advanced Beginner, Competent, Proficient, Expert
        --
        Tuckman’s Five Stages of Team Development
        
        Forming (Directing): team comes together and starts to get to know each other. There is not much conflict or communication.
        
        Storming (Coaching): team members start to have conflicts with each other. They start to learn of each other’s ideas and may not agree with them. Most conflicts takes place in this stage.
        
        Norming (Supporting): the team members begin to agree with each other on the best methods to build the deliverables. Generally, everyone is coming to a consensus.
        
        Performing (Delegating): the team is performing well and is working without conflict.
        
        Adjourning: In this stage, the project is completed and the team is reassigned.
        
        --
        Training, Coaching, and Mentoring
        Training
        ම Teaching of skills or knowledge
        Coaching
        ම Process that helps a person develop and improve their skills
        Mentoring
        ම More of a professional relationship that can fix issues on an as-needed basis
        Help team stay on track, overcome issues, and continually improve skills Individual level Whole-team level
        
        Team Spaces
        
        Co-located Teams
        All team member work together in the same location
        Allows for face-to-face time and interaction
        Should be within 33 feet of each other
        No physical barriers
        Sometimes a virtual co-location
        
        Team Spaces
        Lots of low-tech, high touch
        ම Caves : space team members can retreat to individually
        ම Common: space team members can work as group
        
        Osmotic Communication
        Information flows that occur as part of everyday conversations and questions
        33 feet or 10 meters
        
        Tacit Knowledge
        ම Information that is not written down; supported through collective group knowledge
        
        Global and Cultural Diversity
        Distributed Teams
        At least one team member working off-site
        Find ways to replicate co -location team benefits
        
        Distributed teams
        
        Tracking Team Performance
        Burnup chart
        Work that has been done
        Burndown chart
        Work that remains to be done
        Velocity Chart
        Show how the team is performing (iterations)
        If a team has complete 3 iterations with the average velocity of 18 points per iteration, how many iterations would it take to complete 250 points of work?
        250/18 = About 14 more iterations.
        
        Set a Shared Vision
        
        Important to ensure customers and agile project team has the same vision
        Methods include:
        ම Agile Charter
        
        High-level (uses the W5H) Who What Where When Why How
        
        Agreement
        
        Authority to proceed
        
        Focuses on how project will be conducted Allows for flexibility and ability to deal with change
        
        Project specific processes outlined
        
        May use project Tweet – Describes project goal in 140 Characters or less.
        
        ම Definition of “Done”
        
        ම Agile Modeling
        Different modeling techniques that are used to help establish the shared vision
        
        Use case diagram: Visually shows how users would use an application
        
        Data models: How the data are structured in tables and their relationships
        
        Screen design: Simple screen shots
        
        ම Wireframes
        
        Quick mock-up of product
        
        “low-fidelity prototyping”
        
        Clarify what “done” looks like
        
        Validate approach prior to execution
        
        ම Personas
        
        Quick guides or reminders of key stakeholders and interests
        
        Provide description of users
        
        Be grounded in reality
        
        Be goal-oriented, specific, and relevant
        
        Be tangible and actionable
        
        Generate focus
        
        Help team focus on valuable features to users
        
        Continuous
        Improvement
        
        Kaizen :
        a process for continuous improvement
        Focus on the team to implement small incremental improvement
        Usually follows the Plan-Do-Check-Act (PDCA) cycle by Edwards Deming
        
        Agile Cycle
        Plan > Develop > Evaluate > Learn
        
        Process Analysis
        Review and diagnose issues
        Look for tailoring possibilities
        
        Process Tailoring
        Amend methodology to better fit project environment
        Change things for good reason, not just for sake of change
        Develop a hybrid
        
        Value Stream Map
        Optimize the flow of information or materials to complete a process
        Reduce waste (waiting times) or unnecessary work
        Steps to creating:
        ම Identify the product or service
        ම Create a value stream map
        ම Review to find waste
        ම Create a new map with the desire improvement
        ම Develop a roadmap to implement the fixes
        ම Plan to revisit it again
        
        Pre-Mortems
        Team meeting that looks at possible things that can cause failure during a project before they take place
        Steps include:
        ම Think what the failures might be
        ම Create a list of reasons that can cause the failures
        ම Review the project plan to determine what can be done to reduce or remove the reasons for failure
        
        Agile Plans
        
        Trial and demonstration uncover true requirements, which then require replanning
        Agile planning is less of an upfront effort, and instead is done more throughout the project
        Midcourse adjustments are the norm
        
        Plan at multiple levels
        
        Engage the team and the customer in planning
        
        Manage expectations by frequently demonstrating progress
        
        Tailor processes to the project’s characteristics
        
        Update the plan based on the project priorities
        
        Ensure encompassing estimates that account for risk, distractions, and team availability
        
        Use appropriate estimate ranges to reflect the level of uncertainty in the estimate
        
        Base projections on completion rates
        
        Factor in diversion and outside work
        
        Adding more detail as information emerges Includes: ම Plans ම Estimates ම Designs ම Test scenarios
        Rolling wave planning: Planning at multiple points in time as data becomes available
        
        Story Maps
        High-level planning tool
        Stakeholders map out what the project priorities early in the planning
        Serves as the “product roadmap” >>> Shows when features will be delivered and what is included in each release / Can convert the story map into a product roadmap
        Shows when features will be delivered and what is included in each release
        
        Release Planning
        Meeting with all stakeholders to determined which stories will be done in which iterations for the upcoming release.
        Selecting the user stories for the release ම Using Velocity – points per iteration
        Slicing the stories ම Breaking down stories that are too large to be completed in 1 iteration
        
        Agile Estimation
        
        Knowledge of agile estimation theory & ability to perform simple agile estimating techniques
        Why do we estimate? ම Determining which pieces of work can be done within a release or iteration
        How are estimates created? ම By progressing through the stages planning.
        How should estimates be stated? ම Should be started in ranges
        When do we estimate? ම Throughout the project. More detail in the later parts of the project
        Who estimates? ම Team members will do their own estimates
      - Scope is Variable
        Time and Cost are Fixed
      - Agile Methods
        
        1/4 Scrum
        
        Set of team guidance practices, roles, events, artifacts, and rules
        Three pillars
        1 Transparency: Visibility to those responsible for the outcome
        2 Inspection: Timely checks on how well a project is progressing toward goals & Looks for problematic deviations or differences from goals
        3 Adaptation: Adjusting a process to minimize further issues if an inspection shows a problem or undesirable trend
        
        Scrum Artifacts
        
        Product increment
        Part of the product that is complete after each sprint to get feedback after each sprint
        The product owner and team needs to agree upon the “definition of done” before the team starts working on the product
        
        Definition of Done (DoD)
        
        Shared understanding of what it means when work is considered done, it should be defined at the beginning of the project, and it applies globally to the project.
        
        DoD for Unit & functional tests.
        
        DoD Documentation.
        
        DoD for a Writing code.
        
        Product Backlog
        Prioritized list of valuable items to deliver
        List is dynamics, it evolves as the more work is added and prioritized
        Items in it is prioritized by the product owner and is sorted by value
        Most valuable items are listed first
        Constantly being refined as more work is added to it.
        Team and product owner will “groom the backlog”.
        
        Sprint Backlog
        List of committed items to be addressed within Sprint
        It is a highly visible view of the work being undertaken and may only be updated by the development team
        
        Scrum at the project management level focuses on prioritizing work and getting feedback
        
        3/4 Kanban
        
        Visualize the workflow:
        ම Software projects, by definition, manipulate knowledge, which is intangible and invisible.
        
        Limit WIP(work in progress):
        ම Keeping the amount of work in progress low
        increases the visibility of issues and bottlenecks
        
        Little's Law
        We can predict completion times based on queue size
        
        Includes work that has been started but not completed yet
        
        Represents money spent with no return
        
        Hides process bottlenecks that slow the processes
        
        Represents risk in form of potential risk
        
        Agile processes aim to Limit and optimize WIP
        
        Optimal WIP makes processes efficient
        
        Manage flow:
        ම By tracking the flow of work through a system, issues can be identified and changes can be measured for effectiveness
        
        Make process policies explicit:
        ම It is important to clearly explain how things work so the team can have open discussions about improvements
        
        Improve collaboration:
        ම Through scientific measurement and experimentation, the team should collectively own and improve the processes it uses.
        
        2/4 Extreme Programming (XP)
        
        Software development centric agile method
        Focus software development good practices
        
        XP Core Values
        
        Simplicity
        Reduce complexity, extra features, and waste
        Find the simplest thing that could possibly work
        Communication
        Team members know what is expected of them and what other people are working on
        Daily stand-up meeting is key communication component
        Feedback
        Get impressions of correctness early
        Failing fast allows for faster improvement
        Courage
        Allow our work to be entirely visible to others
        Respect
        People work together as a team and everyone is accountable for the success or failure of the project
        Recognize people work differently and respect those differences
        
        XP Roles
        
        Coach = ScrumMaster
        Acts as a mentor, guiding the process and helping the team stay on track. Is a facilitator helping the team become effective.
        Customer = Product Owner
        Business representative who provides the requirements, priorities, and drives the business direction for the project.
        Programmers
        Developers who build the product. Writes the codes.
        Testers
        Helps the customer define and write the acceptance tests for the user stories.
        
        XP Practices
        
        Release Planning:
        
        ම Push of new functionality all the way to the production user
        
        ම Customer outlines the functionality required
        
        ම Developers estimate difficult build
        
        Iteration Planning:
        
        ම Short development cycles within a release (Scrum calls "sprints”)
        
        ම Conducted at start of every iteration, or every two weeks
        
        ම Customer explains functionality they would like in iteration
        
        ම Developers break functionality into tasks and estimate work
        
        ම Based on estimates and amount of work accomplished in previous iteration,
        
        Small Releases:
        
        ම Frequent, small releases to test environments
        
        ම Demonstrate progress and increase visibility for the customer
        
        ම Quality is maintained: Rigorous testing or Continuous integration
        
        Customer Tests:
        
        ම Customer describes one or more tests to show software is working
        
        ම Team builds automated tests to prove software is working.
        
        Collective Code Ownership:
        
        ම Any pair of developers can improve or amend any code
        
        ම Multiple people work on all code, which results in increased visibility and knowledge of code base
        
        ම Leads to a higher level of quality; with more people looking at the code, there is a greater chance defects will be discovered.
        
        ම Less risk if programmer leaves, since knowledge is shared
        
        Code Standards:
        
        ම Follow consistent coding standard
        
        ම Code looks as if it has been written by a single, knowledgeable programmer
        
        Sustainable Pace:
        
        ම While periods of overtime might be necessary, repeated long hours of work are unsustainable and counterproductive
        
        ම The practice of maintaining a sustainable pace of development optimizes the delivery of long-term value
        
        Metaphor
        
        ම XP uses metaphors and similes to explain designs and create a shared technical vision.
        
        ම These descriptions establish comparisons that all the stakeholders can understand to help explain how the system should work.
        
        ම For example, “The invoicing module is like an Accounts receivable personnel who makes sure money collected from our customers”
        
        Continuous Integration:
        
        ම Integration involves bringing the code together and making sure it all compiles and works together.
        
        ම This practice is critical, because it brings problems to the surface before more code is built on top of faulty or incompatible designs
        
        Test -Driven Development (TDD):
        
        ම The team writes tests prior to developing the new code.
        
        ම If the tests are working correctly, the initial code that is entered will fail the tests
        
        ම The code will pass the test once it is written correctly.
        
        Pair Programming:
        
        ම In XP, production code is written by two developers working as a pair to write and provide real-time reviews of the software as it emerges.
        
        ම Working in pairs also helps spread knowledge about the system through the team.
        
        Simple Design:
        
        ම Code is always testable, browsable, understandable, and explainable
        
        ම Do the simplest thing that could possibly work next. Complex design is replaced with simpler design
        
        ම The best architectures, requirements, and designs emerge from self-organizing teams
        
        Refactoring
        
        ම Remove redundancy, eliminate unused functionality, and rejuvenate obsolete designs
        
        ම Refactoring throughout the entire project life cycle saves time and increases quality
        
        ම Code is kept clean and concise so it is easier to understand, modify, and extend
        
        4/4 Lean Software Development
        
        Principles:
        
        ම Using visual management tools
        
        ම Building in learning and continuous improvement
        
        ම Identifying customer-defined value
        
        Eliminate waste:
        ම To maximize value, we must minimize waste. For software systems, waste can take the form of partially done work, delays, handoffs, unnecessary features.
        
        Partially done work
        
        Extra Processes
        
        Extra features
        
        Task switching
        
        Waiting
        
        Motion
        
        Defects
        
        Empower the team:
        ම Rather than taking a micro-management approach, we should respect team member’s superior knowledge of the technical steps required on the project and let them
        
        Deliver fast:
        ම Quickly delivering valuable software and iterating through designs.
        
        Optimize the whole:
        ම We aim to see the system as more than the sum of its parts
        
        Build quality in:
        ම Build quality into the product and continually assure quality throughout the development process
        
        Defer decisions:
        ම Balance early planning with making decisions and committing to things as late as possible.
        
        Amplify learning:
        ම This concept involves facilitating communication early
      - Agile Terms
        
        Product Owner = Customer
        Designated person that represents the customer on the project
        Owns Product vision
        Defines features, decides on release date and content
        Responsible for market success
        Prioritizes features according to market value
        Can change features and priorities every Sprint
        Prioritizing the product features
        Manage the product backlog ensuing its accurate and up to date
        Ensures the team has a shared understanding of the backlog items
        Defines the acceptance criteria Provides the due dates for the releases
        Attends planning meeting, reviews, and the retrospective.
        
        Agile Project Manager = Scrum Master = Coach
        Manages the agile project
        Responsible for facilitating process
        Focuses Team and protects them from external interruption
        Looks for ways to enhance productivity
        Assists Product Owner in leveraging Scrum
        
        Act as a servant leader
        Help the team self-organize and direct themselve
        Be a facilitator Ensure the team plan is visible and the progress is known to the stakeholders
        Act as a mentor and coach
        Work with the product owner to manage the product backlog
        Facilitates meet
        
        Development Team
        Small group12 containing all necessary projectskills
        Focuses on steady delivery of high quality features
        Generates options for delivery
        Have different knowledge and skills
        
        ම Build product in increments
        ම Update information radiators
        ම Self organize and directing
        ම Share progress by doing daily stand-up meetings
        ම Write acceptance tests
        ම Demo the completed product increments
        ම Holds retrospectives at the end of sprints
        ම Does release and sprint planning and estimations
        
        Product Backlog-
        Project requirements from the stakeholders
        
        Sprint Planning Meeting- = Planning Game
        Meeting done by the agile team to determine what features will be done and how the work will be achieved to deliver the sprint goal.
        Output of this will be the sprint backlog. The work to get done in the next sprint
        
        Sprint Backlog –
        set of items from the product backlog that were selected for a specific sprint
        
        Sprint = iteration = timebox where the project teams work to complete the work in the sprint backlog, (1-4 weeks typical)
        Each sprint includes a sprint planning meeting,daily Scrum, the actual work, a sprint review meeting, and the sprint retrospective
        During the sprint, no changes are made that would affect the sprint
        The development team members are kept the same throughout the sprint
        
        Daily Stand Up Meeting = Daily Standup
        A quick meeting each day to discuss project statuses, led by the Scrum Master. Usually 15 minutes at the same time and place
        What did you do yesterday?
        What will you do today?
        Are there any impediments in your way?
        
        Sprint Review
        An inspection done at the end of the sprint by the customers not more than an hour per week of Sprint
        Team demonstrates work that was completed during the sprint
        
        Retrospective = Reflection (2 hours)
        Meeting done to determine what went wrong during the sprint and what when right. Lesson learned for the sprint.
        What went well
        What went wrong
        What to do more of
        What to do less of
        
        Set Stage – 6 Minutes
        
        Gather Data – 40 Minutes
        
        Generate Insights – 25 Minutes
        
        Decide What to Do – 20 Minutes > ම Start doing ම Stop doing ම Do more of ම Do less of > > > SMART ම Specific ම Measurable ම Attainable ම Relevant ම Timely
        
        Close Retrospective – 20 Minutes
        
        Team Self-Assessments
        Uses to evaluate the team as a hold Things to evaluate can include:
        ම Self-organization
        ම Empowered to make decisions
        ම Belief in vision and success
        ම Committed team
        ම Trust each other
        ම Constructive disagreement
        
        Partial Completed Product -
        Customers Demo the product and provides feedback. This feedback adjust the next Sprint priorities
        
        Release - = Small Release
        Several Sprints worth of work directed to operations for possible rollout and test
        
        Ideal Time
        Refers to the time it would take to complete a given task assuming zero interruptions or unplanned problems
        
        Decomposing Requirements
        Epic > Features > stories > tasks
        
        User Stories / Backlogs
        Business functionality within a feature that involves 1-3 days of work.
        Acts as agreement between customers and development team
        Every requirement is user story
        Every story, including technical stories, has value
        AS A [USER TYPE] I [WANT TO / NEED ...] GOAL SO THAT [VALUE]
        3 Cs: ම Card ම Conversation ම Confirmation
        
        Effective user stories should be “INVEST”:
        Independent ම Should be independent so it can reprioritize
        Negotiable ම Should allow for trade-off’s based on cost and function
        Valuable ම Should clearly state the value of it
        Estimatable ම Should be able to estimate how long to complete
        Small ම Stories should be between 4-40 hours of work
        Testable ම Should be testable
        -
        Relative Sizing and Story Points
        Absolute estimates are difficult for humans to make
        Estimates should be relative
        Assign points to each story using a relative numbers > Fibonacci Sequence: 1, 2, 3, 5, 8, 13, 21
        Team should own the definition of their story points
        Story point estimates should be all-inclusive Point sizes should be relative
        Complexity, work effort, and risk should all be included in the estimate
        
        Affinity Estimating ම Group estimates into categories or collections
        T-Shirt Sizing ම Place stories in sizes of t-shirts
        
        Wideband Delphi ම Group-based estimation approach ම Panel of experts, anonymously >>> >>> It’s used to prevent: ම Bandwagon effect ම HIPPO decision making (HIghest-Paid Person's Opinion) ම Groupthink
        
        Planning Poker @ Advantages of Wideband Delphi / Fast, collaborative process / Uses cards with Fibonacci sequence
        
        Types of Iterations
        
        Iteration 0 ම Set the stage for development efforts ම Doesn’t build anything
        Development Iteration ම Build the product increment
        Iteration H (hardening sprint or release) ම Done at the end to clean up codes or producing documentation
        Iteration Planning
        Meeting run by the delivery team.
        Discuss the user stories in the backlog
        Select the user stories for the iteration
        Define the acceptance criteria
        Break down the user stories into task
        Estimate the task
        
        Spikes
        Architectural spike ම Period of time dedicated to proof of concept
        Risk-Based Spike ම Team investigate to reduce or eliminate risk
        
        Technical Debt
        Backlog of work caused by not doing regular cleanup If not done will lead the increase cost of development and make it harder to implement changes Refactoring is the solution
        
        ම Lead time: how long something takes to go through the entire process
        ම Cycle time: how long something takes to go through a part of the process. Part of lead time.
        Long cycle times lead to increased amounts of WIP
        CYCLE TIME = WIP / THROUGHPUT (The amount of work that can done in a time period)
        What would be the cycle time of feature A, if it requires 60 points of work and the team can complete 5 points per day? =60/5 points per day = 12 days.
        
        Escaped Defects ම Defects that make it to the customer
        
        Variance measure of how far apart things are (or vary)
        
        Trend Analysis measure that provides insight into future issues
        ම Lagging Metrics provides information on something that has already happened
        ම Leading Metrics provides information on is or is about to occur
        
        Control Limits
        Help diagnose issues before issue occurs
        Provide guidelines to operate within
        
        Risk
        Adjusting the backlog for risk
        Done after risk response
        Expected Monetary Value = Impact($) x Probability(%)
        Risk Severity = Risk Probability x Risk Impact
        
        Solving Problems
        Problem Solving as continuous improvement
        Engage the team ( Team usually produces the best practical solutions )
        Some problems can’t be solved
      - Leading Effectively
        
        Tap into people’s intrinsic motivations
        
        Leadership
        People
        Empowerment
        Communication
        
        Management
        Task/things
        Control
        Command
        
        Servant Leadership
        Shield team from interruptions
        Remove impediments to progress
        (Re)Communicate project vision
        Carry food and water
        
        Learn the team members needs
        
        Learn the project requirements
        
        Act for the simultaneous welfare of the team and the project
        
        Create an environment of functional accountability
        
        Have a vision of the completed project
        
        Use the project vision to drive your own behavior
        
        Serve as the central figure in successful project team development
        
        Recognize team conflict as a positive step
        
        Manage with an eye toward ethics
        
        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
        
        Switch from exclusive tools to inclusive tools
        Practice Transparency through Visualization
        Create a safe environment for experimentation
        Experiment with new techniques and processes
        Share knowledge through collaboration
        Encourage emergent leadership vis a safe environment
    - - Fixed
        Performer once for the entire project
        Single delivery
        Manage cost
        
        Scope is Fixed
        Time and Cost are Variable
    - - Dynamic
        Repeated until correct
        Single Delivery
        Correctness of solution
  - - - People
      - Information
      - Structure
  - - - Customer - uses the project deliverable
      - Project team - the collection of individuals completing the project work
      - Project Manager - manages the project
      - Functional Manager - Departmental Manager, i.e Manager of Engineering, Vice President of Marketing, Director of IT. Generally controls resources
      - Project Sponsor – Provides resources and support
  - - - Structure that groups staff members according to their area of expertise (sales, marketing, construction, etc.).
        Functional structures require the project team members to report directly to the Functional manager
    - - There are three matrix structures: weak, balanced, and strong.
        The different structures are reflective of
        the Project manager's authority
        VS
        the Functional manager's authority
    - - Structure where the PM has the greatest amount of authority.
        The project team is assigned to the project on a full-time basis.
        When the project is complete, the project team members moves on to other assignments within the organization
    - - Blended type
- - - - Conflicts of interest must be reported to higher management
    - - Follow the laws of the country you are in and their culture or customs
      - If you feel you might need to get permission to use something, get it, or don’t use it.
    - - Gifts and donations are not to be accepted unless it is a
        custom or a law of the country
    - - Always tell the truth no matter the outcome
  - - - 12
        
        1. Be a diligent, respectful, and caring steward
        
        responsible and committed to delivering value through the project
        
        Care
        
        Honesty
        
        Trustworthiness: Transparent, avoiding conflicts of interest
        
        Compliance: following the law
        
        2. Create a collaborative project team environment
        
        team that collaborates and works together towards the goals of the project
        
        Collaboration
        
        Teamwork
        
        Culture
        
        Roles & Responsibilities
        
        3. Effectively engage with stakeholders
        
        directly and indirectly influence the project (support or oppose)
        can be internal or external to the organization
        can come and go during the project life cycle
        
        Engagement
        
        Individuals
        
        Groups
        
        Organizations
        
        4. Focus on value
        
        delivering value
        Target stakeholders perceive the positive value of the outcomes
        Value can be realized during or after the end of a project
        The project should NOT continue if it does not deliver the proposed outcome or value.
        
        Outcomes
        
        Success
        
        Business results
        
        Benefits
        
        5. Recognize, evaluate, and respond to system interactions
        
        project includes several other interdependent agents.
        your responsibility to ensure these interactions are considered and planned
        It is essential to balance internal and external perspectives.
        Systems may change over time due to internal and external volatilities.
        Systems operate beyond the project life cycle and will continue afterward.
        
        Interdependency
        
        Systems of systems
        
        Integration
        
        Holistic view
        
        6. Demonstrate leadership behaviors Tailor based on context
        
        Projects are complex efforts, and they need strong leadership to get the job done to align the team and overcome conflict
        Anyone in the team can demonstrate leadership skills.
        Leadership is different from authority.
        
        Motivation
        
        Empowerment
        
        Example
        
        Influence
        
        8. Build quality into processes and deliverables
        
        the way the deliverables connect to the objectives the value and deliverables of the project
        is all about fulfilling the requirements.
        can be measured
        Focus on detection and prevention of errors and mistakes
        
        Satisfy needs
        
        No defects
        
        Fit for purpose
        
        Conformity
        
        9. Navigate complexity
        
        accepting the complexity of the environment you are in
        Shift your focus from avoiding complexity to assessing and reacting when needed.
        arises from factor outside of our controls
        It can be increased or decreased at any point of the project.
        Indicators and triggers are critical tools to navigate complexity
        
        VUCA
        
        Complexity
        
        Ambiguity
        
        Uncertainty
        
        Volatility
        
        11. Embrace adaptability and resiliency
        
        Resilience: capacity of absorbing impact and recovering
        Adaptability: focusing on the outcomes and not on a specific delivery.
        accept change and recover from problems.
        Team diversity improves the capability of developing adaptability and resiliency
        
        Recovery
        
        Adaptability
        
        Reaction
        
        Diversity
        
        10. Optimize risk responses
        
        Risks are part of every single project and Risks can be inside or outside your control.
        You need to proactively assess the project exposure and respond effectively to potential threats and opportunities that may affect the project’s ability to deliver value
        Each organization has a different tolerance to risks, and this affects their actions.
        Probability and impact change over time.
        
        Threats
        
        Opportunities
        
        Risk tolerance
        
        Risk appetite
        
        12. Enable change to achieve the envisioned future stat
        
        change (NOT necessarily a bad thing.) permanent feature of any project
        act as a change agent and create the conditions for others to adapt to a rapid and evolving environment.
        Keep the desired outcomes in mind when evaluating changes
        
        Psychological safety
        
        Enablement
        
        Comprehensive
        
        Resistance
        
        7. Tailor based on context
        
        approach t must be adapted (a mix of diff erent approaches and methods) to fit the corresponding work, organization, and cultural aspects aiming to increase benefi ts and maximize value
        There is no “best” methodolog only a “right” methodology for a specifi c case
        
        Predictive (waterfall)
        
        Iterative (agile)
        
        Hybrid (Swiss Army knife)
- - - - 8
        
        STAKEHOLDER
        
        Set of activities related to stakeholders to ensure that there are productive working relationships with stakeholders
        
        » Contains relevant elements of communications.
        
        » Includes activities to address supporting and opposing stakeholders.
        
        » It is not about friendship. It is about a productive relationship.
        
        » Stakeholders change during the project.
        
        » Not all stakeholders are the same. They have different interests and infl uences.
        
        TEAM
        
        Contains activities that address the responsibilities associated with the work that must be done to deliver business value.
        
        » Includes the roles and responsibilities within the team.
        
        » Team culture must be built, including norms and behaviors.
        
        » Very connected to the leadership principle.
        
        » Includes components of emotional intelligence, critical thinking and motivation.
        
        » Strong emphasis on shared ownership
        
        understanding the needs and development of team members
        
        DEVELOPMENT APPROACH AND LIFE CYCLE
        
        It is the domain where the delivery approach (predictive, iterative, hybrid) is selected, and the life cycle, phases, and cadence are defined
        
        » A project may have a single deliverable or multiple, periodic or continuous deliverables.
        
        » Predictive approach is based on defined requirements.
        
        » Iterative or adaptive approach is useful when there is a high level of uncertainty.
        
        » Hybrid approach combines aspects of both predictive and iterative approaches.
        
        » Many factors aff ect the selection of your approach (risks, innovation, stability, funding).
        
        PLANNING
        
        Contains the activities associated with the required coordination and organization to produce the deliverables
        
        » Strongly related to the Development Approach.
        
        » Predictive planning uses WBS - Work Breakdown Structure and decomposition models to break down the scope.
        
        » Iterative planning uses the concept of evaluating multiple options until costs may exceed benefits.
        
        » Describes concepts of estimating, scheduling and budgeting using different approaches.
        
        PROJECT WORK
        
        Addresses all activities related to the actual work like physical resources, contracting, managing change, and continuous learning capability.
        
        » Includes reviewing the project work using lessons learned, retrospective, and lean methods.
        
        » Actions related to reducing work in progress (WIP) take place in this domain.
        
        » Several procurement processes happen under the Project Work Domain, especially contracting activities.
        
        » Very closely connected to the Tailoring and Change principles.
        
        DELIVERY
        
        Combines the activities and work associated with the project’s delivery, including requirements, quality, and change
        
        » Requirements can be clear in predictive development.
        
        » In the adaptive approach, requirements may only be clear at later stages.
        
        » Includes aspects of Cost of Quality (COQ) like prevention and correction.
        
        » Stakeholder acceptance and satisfaction is a key performance factor to evaluate deliverables
        
        » Fail fast, learn fast approach can support the handling of suboptimal outcomes.
        
        MEASUREMENT
        
        Includes the activities that measure project performance to allow actions to be taken to ensure the desired results are achieved
        
        » It is impossible to evaluate results if you do not measure them.
        
        » Measurement goes above and beyond reporting and data.
        
        » Measurement is all about conversations and decisions using the data.
        
        » Covers leading and lagging indicators (KPI) and what is an effective metric.
        
        » Aspects of Earned Value Analysis, dashboards, Kanban and other visual ways of reporting are presented by this domain.
        
        UNCERTAINTY
        
        Assures that the project contains activities that address risks, uncertainty, and VUCA (volatility, uncertainty, complexity, and ambiguity) and its environment.
        
        » Despite not being mentioned in the guide, the VUCA concept is a critical aspect of this domain
        
        » Strongly connected to the Systems Thinking, Complexity and Risk principles.
        
        » Early warning and environmental scanning are relevant activities to address uncertainty.
        
        » Uncertainty, as well as risks, are not necessarily negative. They can be opportunities.