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Articat - spritn backlog,product backlog and an increment of a product - A tangible by-product produced durin

development. Also, includes charts and any plans

DEEP - Detailed, estimatable, emergent and priorized

NPV takesfactors in costs with benefits while pv factors in only benefits
PV and NPV may not be equal
Cumulative flow - status includes backlog, development, tetsing and done
Wireframe is a one of the techniques of prototyping
Iteration backlog prioritization is doen by the team
Hardening iteration - testing, documentation and administration
Burn rate - labor costs for upcoming sprint
velocity - number of story points completed at the end of an iteration
Compliance to external org,value based and then working software is the priority order
EVM applied at iteration level

Go thru emotional intelligence and other related topics

cycle time - inception to completion(feature enter into backlog, design, developed, tested and completed)
Progrssive elaboration - Visioning, release planning and iteration planning
Spike is also used to estimate time and cost
Active listening - listening, understandin, retaining, responsing and reflecting
Escaped defect - an error in the product delivered to the customer
scrum embraces 3 values - visibility, transparency, frequent inspection and adaptation

servant leadership is a participative leadership, facilitative and involded hands on with daily activities of the t
epic = capability

new scope added

removal of work

Fibonacci series for relative scoring - plannign which stories can be worked on in the upcoming sprint
Definition of done is provided by "The Team"
high performance teams trust each other - transparency is key
Risk adjusted backlog will have value driven features and costly risks
story board is when team is documents to understand the need and flow of the product
wire frame a raw sketch of how a screen looks like
schedule is by estimating story points and applying velocity
a spike is an experiment performed to provide a basis for making a design or developemnt decision or to answer the
questions posed by an uncertainity or risk
kaizen - small changes

kanban - signal
ATDD is the technique based on the test driven approach where the team discusses the acceptance criteria with the Busine
a detailed set of tests are designed in advance and is accepted by the business and stakeholders. The ATDD cycle starts fr
discussions and then team distill this, followed by development and demo of item as mentioned in acceptance before mark

A project manager in an XP team ensures that the team works well with the rest of the organization. A PM is more focused
managing external stakeholders.

Sync continuous integrationPair integrates their code after each pair-programming episode in no more than a couple of hou
waits for the build to complete and the entire test suite to run before proceeding is an example of synchronous continuous
asynchronous continuous integration -

Contain risk - since team is keeping some contingency reserve to take care of unexpected tasks it falls in Contain. In conta
plan contingency reserve to take care of risk
This is a mitigate strategy as by taking this step team is trying to lessen the probability of risk.

This is not avoid-since team is not trying to steer clear of the risk. If team has decided not to release the product as a risk
that could have been categorized as avoid

This is not contain- because team is working on mitigation plan rather than having contingency plan , if team decided to
developers on standby for next 3 months to take care of any escape defect, that would have been the contain strat
This not evade- since this implies that team does nothing about it and expecting to be lucky which not the case here is.

Business value delivered chart. The entire enterprise (business, management, and development teams) needs the line o
velocity (points/time) dashboard-type view of work management which in other terms is a business value delivered c
Release duration is 3-12 months for new develoment lon term projects

Ground rules - Team is responsible for creating and enforcing the ground rules, scrum master should ensure that team doe
Agile manifesto - agile alliance in 2001

Scope is not fixed in Agile

7 types of waste - Transportation, Inventory, Motion, Waiting, Over-production, Over-processing, Defects
4 steps in XP - listening, designing, coding and testing
Risk burndown chart is used to - monitor the overall risk on a project by plotting the sum of exposure values, which is the
multiplied by the size of the loss
Lost opportunity cost the cost of fixing errors introduced due to team members not communicating with one another
Contingency activities are carried out to reduce the impact of the risk only when it occurs
Multistage Integration builds user for?

Multistage integrstion builds involve the running of additional tests for performance, load, and stability. These are slow to r
in most cases run asynchronously as part of a slower secondary build
Parking lot chart

This contains a large rectangular box for each theme in a release annotated with the name of the release, number of sto
their total estimate and a swim lane to indicate completion of the theme. It is great for compressing a great deal of inform
a small space.
Risk Census

Risk census is the terminology used to describe a list of risks that are faced by a project and are not common to all projec
risks are specific and unique to that particular project

Seven principles for Lean software development are:

1.Respect people
2.Eliminate waste
3.Defer commitment
4.Create knowledge
5.Deliver fast
6.Build quality in
7.Optimize the whole

Product backlog has got 400 story points worth work.

Baseline velocity is 25 story points.
Total budget to complete this whole work is 200,000.

At the end of second iteration, actual cost = 22,500 and story points completed = 60.

What is the SPI value?

Correct answer is option A.
Cost per story point = total budget / total story points = 200,000/400 = 500
PV = baseline velocity *no of iterations*cost per story point = 25*2*500 = 25,000
EV = 60*cost per story points = 60*500 = 30,000
SPI = EV / PV = 30,000/25,000 = 1.2
AC is just extra information which is not required to answer this question.

Bottom of the bar is lowered when additional work is added.

Bottom of the bar is raised when scope is removed.
Top of the bar will be lowered when work is delivered.

y-product produced during product

ested and completed)

ith daily activities of the team

burndown - remaining work

burn up - work completed

burn down - amount of work on a vertical(y axis) and timeline (x axis) on a horizon
As time progresses we keep track how much work is still not done

burnup - we track how much work weve completed, so the curve is going up, not d
scope change is tracked along with the progress so burnup is better

New scope added

sion or to answer the

ce criteria with the Business so that

The ATDD cycle starts from story
n acceptance before marking this

on. A PM is more focused in

more than a couple of hours and

synchronous continuous

falls in Contain. In contain, we

ease the product as a risk response,

plan , if team decided to keep some

ve been the contain strategy

ch not the case here is.

t teams) needs the line of sight to

business value delivered chart

uld ensure that team does it

sure values, which is the probability

ting with one another

bility. These are slow to run and are


he release, number of stories and

ing a great deal of information into

not common to all projects.These

eline (x axis) on a horizontal axis.

he curve is going up, not down.

ress so burnup is better