Professional Documents
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Day 3 4
Day 3 4
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IRR is sometimes also called Economic Rate of Return (ERR) Need tools to calculate IRR
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Short Term Gains but Long Term Losses Help your customer make profits
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An MMF is a feature that is minimal, because if it was any smaller, it would not be marketable. A MMF is marketable, because when it is released as part of a product, people would use (or buy) the feature.
An MMF is different than a typical USER STORYmultiple User Stories might be coalesced to form a single marketable feature, MMFs are a little bit bigger.
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a) b) c) d)
Answer: a
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Answer: b
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Value % Cost % 40 50 50 40 20 40
a) b) c) d)
A, B, C C, A, B B, A, C C, B, A
Answer: c
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Risk Management ~ 2 / 50
~ 2 / 50
Risk Management ~ 2 / 50
Risk Adjusted Backlog and Risk Reduction
Agile Projects are Business Value and also Risk driven Trade-Off: High or Low Rank for High Risk Feature?
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Risk Management ~ 2 / 50
Risk Exposure or Risk Score or EMV
Risk Management ~ 2 / 50
Risk Burn Down Chart Iterations/Time Vs. Risk Exposure
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Risk Management ~ 2 / 50
Risk-based Spike A spike is a short exploration or solutions to figure out answers to tough technical or design problems. Spike are build to address the particular problem under examination only and ignores all other concerns. The goal is reducing the risk of a technical problem or increase the reliability of a user story's estimate.
For Example: When a technical difficulty threatens to hold up the system's development put a pair of developers on the problem for a week or two and reduce the potential risk.
An Architectural Spike intends to identify areas of maximum risk, to get started with estimating them correctly. {RUP calls it as Prototype}
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Risk Management ~ 2 / 50
Risk Board
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Risk Management ~ 2 / 50
a) b) c) d)
Answer: a
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a) b) c) d)
Event A Event B It is not possible to determine their Risk Exposures Both the events have same Risk Exposure
Answer: d
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Metrics ~ 1 / 50
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Metrics ~ 1 / 50
Velocity
Metrics ~ 1 / 50
Cycle Time is the measure of how long does it take for an idea to get from business charter to delivered capability Cycle time = WIP / Throughput
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Metrics ~ 1 / 50
Earned Value Management is technique to assess the performance of a Project against a Plan in an Object way. The aim is to detect project problems early
Description Estimated value of work to be accomplished within a fixed period. It serves as a baseline against which Planned Value (PV) actual performance is measured. Earned Value (EV) Value of the work completed in a fixed period. Actual Cost (AC) Actual Money spent in a fixed period
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Term
Metrics ~ 1 / 50
Schedule Variance (SV) Cost Variance (CV) Schedule Performance Index (SPI) Cost Performance Index (CPI)
EV - PV EV - AC EV / PV EV / AC
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Metrics ~ 1 / 50
Metrics ~ 1 / 50
Formula
SV = EV PV CV = EV AC SPI = EV / PV CPI = EV / AC
Calculate
= 30,566 40,500 = -9934 = 30566 31500 = -934 = 30,566 / 40,500 = .75 = 30566 /31500 = .97
Red Green
Status EPC = RD / DR APC = PC / PS PV = BAC * EPC EV = BAC* APC AC = 42/21 = 50% = 20/53 = 38% = $81000 * 50% = $40,500 = $81000 * 38% = $30,566 $31,500
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Metrics ~ 1 / 50
Escaped Defects If Defect creation date is after version release date then this defect is an escaped defect.
Metrics ~ 1 / 50
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a) b) c) d)
Answer: c
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a) b) c) d)
Answer: c
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a) b) c) d)
Generate more value for the customer Simplify process Reduce Waste Derive more money from the stakeholders
Answer: d
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a) b) c) d)
Answer: c
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a) b) c) d)
Locking Model Concurrent Model Both Locking and Concurrent model Neither Locking nor Concurrent model
Answer: b
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a) b) c) d)
Given the circumstances of last iteration, did we make sufficient progress? How are we progressing according Agile Project Charter? Both of the above None of the above
Answer: a
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a) b) c) d)
Answer: a
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a) b) c) d)
Daily Stand ups Have them in the same room Place them in a side-by-side office Play Planning Poker
Answer: b
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Level 2 12 Questions
12 Skills
Level 3 5 Questions
13 Skills
Level 1
Active listening Agile Manifesto values and principles Assessing and incorporating community and stakeholder values Brainstorming techniques Building empowered teams Coaching and mentoring within teams Communications management Feedback techniques for product (e.g., prototyping, simulation, demonstrations, evaluations) Incremental delivery Knowledge sharing Leadership tools and techniques Prioritization Problem-solving strategies, tools, and techniques Project and quality standards for Agile projects Stakeholder management Team motivation Time, budget, and cost estimation Value-based decomposition and prioritization
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Value 1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan
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2.
3.
4. 5.
6.
9.
10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
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Rule 1: Postpone and withhold your judgment of ideas Rule 2: Encourage wild and exaggerated ideas Rule 3: Quantity counts at this stage, not quality Rule 4: Build on the ideas put forward by others Rule 5: Every person and every idea has equal worth
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Within Team 4.25 4.24 2.54 2.1 1.84 1.42 1.34 1.08 -0.34
With Stakeholders 4.06 3.46 1.89 0.15 1.86 1.51 1.62 1.32 0.16
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Customer -> Analyst -> Architect -> Designer -> Chief Programmer -> Coder 10% communication error: 5% communication error: 59% of information gets to coder 77% of information gets to coder
Customer -> Developer 10% communication error: 5% communication error: 90% of information gets to coder 95% of information gets to coder
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Release and Iteration Planning Pair Programming and Pair Rotation On-site Customer Daily Stand-ups Cross-functional Teams Retrospective ..
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a) b) c) d)
Allow teams to self-manage and adapt their process empirically Assume different leadership styles for different stage of team formation Manage daily tasks of team members Facilitate collaboration and remove impediments.
Answer: c
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a) b) c) d)
Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Following a fixed plan without distractions
Answer: d
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a) b) c) d)
Daily Stand ups Retrospection Have only Analyst talk with Customers Close collaboration with the Customer
Answer: c
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a) b) c) d)
Develop a Prototype to prove the concept. Simulate same scenario and check if the solution may work. Start implementing anyways. Try to find experts outside of the team who may have some more knowledge.
Answer: a
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MoSCoW Theme Screening Theme Scoring Relative Weighing / Value Based Kano
ROI NPV / NPW IRR / ERR Customer Value based Prioritization Value Based / Relative Weighing
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Stakeholder
Stakeholder Interest(s)
Assessment of Impact
Potential Strategies
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Points Makes Sizes (Relative Estimating) Fibonacci goes 1, 2, 3, 5, 8, 13, 21.. Estimate as a Team Planning Poker, Wideband Delphi, Affinity Velocity and Reliability / Predictability Velocity does NOT measure Productivity
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Our customers buy our software because it increases their profits. The central idea is to decompose the problem / system by estimating the value of key resources in the game Other references..
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a) b) c) d)
Some of the invitees arrived 5 mins late to his meeting. He wrote down the topic of discussion on the board and what he has though of already in its context. He took careful notes. While writing ideas from others he carefully evaluated them himself before accepting them as valid.
Answer: d
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a) b) c) d)
Sharing Knowledge Having members at different geographical locations in different time-zones. Waiting for the Manager / Lead to approve solutions before proceeding. Involving Product Owner in problem solving.
Answer: c
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a) b) c) d)
Deliver a well thought Agile Presentation. Study your efficiencies closely and suggest incorporation of appropriate Agile Principles to remove them. Ask management to sacrifice their CMMI certification and focus that effort on Adding value to your customers. Wait for organization to realize those efficiencies themselves and then suggest change.
Answer: b
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Feature Driven Development (FDD) Dynamic Systems Development Method (DSDM) Adaptive Software Development (ASD)
More (Read This)
A high performance Agile team is a committed team that has the right people, has been effectively empowered, has established trust and works at a sustainable pace to deliver quality software of a quantity that reflects a consistent high velocity factoring in influences such as capacity and customer support.
Ref to Level-1 Building Empowered Teams section
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A Strong Business Case is your best weapon in getting your project approved by the powers that be. Justify the reasons for proposing the project in terms of the measurable benefits objectively. Supplement information (Resources Requirement, Rollouts, Risks, Assumptions)
a) b) c) d)
Answer: b
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Myths of Collocation.. i. Programmers/artists/designers need to work in quiet isolation ii. If I am not sitting with a group of people , then I wont learn as much
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Different Time-zones Selected Tools (Communication) Human Factors Cultural Differences Hours of coverage Communication differences Visuals
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Constant Feedback and responding to change.. Check Points to Inspect and Adapt Progressive Elaboration
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The art of team-based decisions Problem Solving Leadership Tools and Techniques
a) b) c) d)
Answer: d
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1. 2. 3. 4.
Identify System Users Define Main Users Goals Define System Usage Patterns Invent Functional Solution to Meet Users Goals and Usage Patterns 5. Define Main Navigation Paths 6. Create UI Mockups 7. Polish UI Elements
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a) b) c) d)
Collaborative approach to Problem Solving. Micro-managing Playing Planning Poker Informal Knowledge Sharing
Answer: a
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Level 3 (5 / 100)
Agile contracting methods Agile project accounting principles Applying new Agile practices Compliance (organization) Control limits for Agile projects Failure modes and alternatives Globalization, culture, and team diversity Innovation games Principles of systems thinking (e.g., complex adaptive, chaos) Regulatory compliance Variance and trend analysis Variations in Agile methods and approaches Vendor management
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Metrics
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Planning Poker Planning Game Kano Analysis Wideband Delphi Priority Poker
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Level 3 (5 / 100)
Agile contracting methods Agile project accounting principles Applying new Agile practices Compliance (organization) Control limits for Agile projects Failure modes and alternatives Globalization, culture, and team diversity Innovation games Principles of systems thinking (e.g., complex adaptive, chaos) Regulatory compliance Variance and trend analysis Variations in Agile methods and approaches Vendor management
a) b) c) d)
Payment Terms Important Dates Contract Mode and Execution Model Agile Charter
Answer: d
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Miscellaneous Topics
Exploratory Testing Continuous Delivery Scaling Agile Teams Scope Creep / Feature Creep Technical Debt Spike
Revise Slides Read the contents from the resource links Review important formulae Read Scrum Book shared online Practice Sample Questions