ACP Workbook

Agile Certified Practitioner (ACP) Exam Prep
Chapter 04 - Dynamic Systems Development

Slide 1
 1994 in order to add discipline to RAD.

 Designed to be compatible with ISO 9000 &
Prince2
 Is iterative & incremental
 Fixes cost, quality & time at project outset.
 2007 rebranded DSDM Atern.
 2014 went back to just DSDM.
 Often used to provide overall project
framework in conjunction with Scrum.
v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.
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Slide 2
Pre- Post-
Project Project
Feasibility
Business
Functional
Model Implementation
Iteration
Design &
Build
Iteration

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Slide 3
Prerequisites for Using DSDM

 Acceptance of the Atern philosophy before starting
work.
 Appropriate empowerment of the Solution
Development Team.
 Commitment of senior business management to
provide the necessary Business Ambassador
involvement.
 Incremental delivery.
 Access by the Solution Development Team to
business roles.
 Solution Development Team stability.
 Solution Development Team skills.
 Solution Development Team size.
 A supportive commercial relationship.
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Slide 4
Business
Sponsor
Project
Business Project Technical
Visionary Manager Coordinator
Team
Leader
Solution Development
Business
Advisor(s)
The Atern Team Model
Solution Business
Developer(s) Ambassador(s)
Solution
Business Tester(s)
Analyst(s)
Other
Workshop Atern
Facilitator Coach

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Slide 5
DSDM Eight Principles

 Focus on the business need.
 Deliver on time.
 Collaborate.
 Never compromise quality.
 Build incrementally from firm foundations.
 Develop iteratively.
 Communicate continuously & clearly.
 Demonstrate control.

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Slide 6
1. Focus on the Business Need

 The main acceptance criteria is delivering
something that addresses the defined business
need.
◦ Clearly define the scope of the system.
◦ Understand the true business priorities.
◦ Establish a sound business case.
◦ Seek continuous business sponsorship & commitment.
◦ Guarantee the Minimum Usable Subset of features.

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Slide 7
2. Deliver on Time
 Timebox the work.
 Focus on business priorities.
 Always meet deadlines.

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Slide 8
3. Collaborate
 Decisions must be made with users and
developers working together quickly.
◦ Involve the right stakeholders, at the right time,
throughout the project.
◦ Ensure that the members of the team are
empowered to make decisions on behalf of those
they represent without waiting for higher-level
approval.
◦ Actively involve the business representatives.
◦ Build a one-team culture.

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Slide 9
4. Never Compromise Quality

 Set the level of quality at the beginning.
 Ensure that quality does NOT become a
variable.
 Design, document, & test appropriately.
 Build in quality by constant review.
 Test early & continuously.

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Slide 10
5. Build Incrementally from

Firm Foundations
 Strive for early delivery of business benefit
where possible.
 Continually confirm the correct solution is
being built.
 Formally re-assess priorities & ongoing
project viability with each delivered
increment.

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Slide 11
6. Develop Iteratively
 Focus on frequent delivery of products, with
assumption that to deliver something “good
enough” earlier is always better than to deliver
everything “perfectly” in the end.
◦ Do enough design up front to create strong foundations.
◦ Take an iterative approach to building all products.
◦ Build customer feedback into each iteration to converge
on an effective business solution.
◦ Accept that most detail emerges later rather than
sooner.
◦ Embrace change – the right solution will not evolve
without it.
◦ Be creative, experiment, learn, evolve.

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Slide 12
7. Communicate Continuously
& Clearly
 Communication & Cooperation among all project
stakeholders is required to be efficient &
effective.
◦ Run daily team stand-up sessions.
◦ Use facilitated workshops.
◦ Use rich communication techniques such as modelling &
prototyping.
◦ Present iterations of the evolving solution early & often.
◦ Keep documentation lean & timely.
◦ Manage stakeholder expectations throughout the
project.
◦ Encourage informal, face-to-face communication at all
levels.
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Slide 13
8. Demonstrate Control
 Use an appropriate level of formality for
tracking & reporting.
 Make plans & progress visible to all.
 Measure progress through focus on delivery
of products rather than completed activities.
 Manage proactively.
 Evaluate continuing project viability based on
the business objectives.

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Slide 14
 An entire family of methodologies.
 Developed by Alistair Cockburn in mid-

1990s.
 Based on observations of successful teams

that did not follow formal methodologies.
 Avoids strict or rigid processes found in other

methodologies.

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Slide 15
Cockburn Differentiated Between…

 Methodologies – Sets of elements (e.g.
practices or tools).
 Techniques – Skill areas (e.g. developing Use

Cases).
 Policies – Dictate organizational musts.

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Slide 16
Crystal Methods Focus on…

 People
 Interaction
 Community
 Skills
 Talents
 Communications

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Slide 17
 Versions scale according to team size.

 The color denotes the weight: Lightweight, not mission critical
 Crystal Clear - 2-6 people
 Crystal Yellow – 7 – 20 people
 Crystal Orange – 10 – 40 people
 Crystal Orange Web
 Crystal Red - up to 80 people
 Crystal Maroon
 Crystal Diamond
Heavy, mission critical
 Crystal Sapphire

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Slide 18
Common Crystal 7 Properties

 Frequent delivery
 Reflective improvement
 Close or osmotic communication
 Personal safety
 Focus
 Easy access to expert users
 Automated tests, configuration management,
frequent integration

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Slide 19
Frequent Delivery
 Software released in iterations weekly or
quarterly.
 Possible to have multiple iterations per

release.
 Problems found and fixed early on.
 Customers get to ensure the project is going

the way they want it to go.

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Slide 20
Reflective Improvement
 Developers dedicate time to improving the
development process.
 Reflection workshops are held every few

weeks to help find processes that are working
& which ones need to be modified.
 Iteration helps determine if a process is

working or not.

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Slide 21
Close or Osmotic Communication

 Development teams MUST be in the same
room.
◦ Developers do not need to break concentration to
move somewhere else.
◦ Information flows quickly through the team.
◦ Communication overhead is reduced.

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Slide 22
Personal Safety
 Team members must be able to speak freely
in a group without being ridiculed.
Focus
 Focus on a task long enough for progress to
be made.
◦ 2 hour periods where the developers have no
interruptions.
◦ Developer assigned to a project for at least 2
complete days.
 Clear definition and goals of the project.

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Slide 23
Easy Access to Expert Users

 Developers work with experts in the field of
the project who will also be end-users.
 Expert will answer questions and suggest

solutions or improvements.
 Minimum: meet once a week for 2 hours and

be reachable by phone.

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Slide 24
Automated Tests, Configuration

Management Frequent Integration
 Spot errors and problems that arise from
changes being made.
 Done regularly
◦ Problems spotted early on.
◦ Problems are less likely to grow.

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Slide 25
1. Eliminate
Waste
7. See the 2. Amplify

Whole Learning
6. Build 3. Defer
Integrity In Decisions
4. Deliver as
5. Empower
fast as
the Team
possible

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Slide 26
Key Tools & Concepts

 Translation of Lean Manufacturing to IT.
 Originated by Mary & Tom Poppendieck.
 Pull Systems - Kanban
 Queuing Theory - The mathematical study of waiting
lines, or queues. In queueing theory a model is
constructed so that queue lengths and waiting time can
be predicted.
 Value Stream Mapping
 Set-Based Development
 Seeing Waste
 Motivation
 Measurements
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Slide 27
Seven Wastes (TIMWOOD)

 Transportation – Each time a product is moved it stands the risk
of being damaged, lost, or delayed.
 Inventory – Raw materials, WIP, or finished goods represent
capital outlays that have not yet produced an income.
 Motion – Refers to the damage that the production process
inflicts on the entity that creates the product.
 Waiting – Whenever goods are not in transport or being
processed, they are waiting.
 Over-Processing – Occurs any time more work is done on a piece
than is required by the customer.
 Over-Production – Occurs when more product is produced than
is required at a time by the customer.
 Defects – Whenever they occur, extra costs are incurred
reworking the part, rescheduling production, etc.

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Slide 28
 Means signboard in Japanese.
 It is a scheduling system used in Lean Production

originated at Toyota to improve the JIT flow.
 Kanban limits WIP by defining the maximum

number of stories to be worked at a time.
 Typically, it uses a series of columns showing

value being added to work flowing left to right.

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Slide 29
 It’s a pull system to take work when capacity

is available instead of pushing work.
 Best book is KANBAN – Successful

Evolutionary Change for Your Technology
Business by David J. Andersson.

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Slide 30
Selected Develop (3 Max) Acceptanc Deploy

Backlog (5 Max) Ongoing Done e (Max) (Max)
Story Story Story
Story Story Story

Story Story Story
Story Story
Story
Story
Story Story
Story
Story
Story Story
Story Story

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Slide 31
Five Core Principles of Kanban

 Visualize the Workflow – Have some way to
visualize the workflow.
 Limit WIP – Keep the amount of WIP low.
 Manage Flow – Track the flow through the
system.
 Make Process Policies Explicit
 Improve Collaboratively

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Slide 32
Scrum Kanban
 Scrum Boards reset  Kanban doesn’t use
before each sprint. sprints so it uses a
continuous flow of work
with new work added
 Scrum Boards typically when there is capacity.
have To-Do, In
 Kanban Boards tend to
Progress, Validate,
have more columns.
Impeded & Done.
 Scrum Boards change  Kanban Boards change
infrequently. frequently.
Teams often start with Scrum and add Kanban which leads to
them not doing Scrum “by the book” any longer.
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Slide 33
 You must know which methodology is best for which situation:

◦ Scrum as a basic Agile starting point.
◦ XP is ruthless in testing.
◦ FDD offers robust & specific modeling techniques
◦ DSDM offers suitability filters for how well a process fits a
project.
◦ Crystal works on projects of different sizes & complexities.
◦ Kanban for modification & adaptation.
◦ Cockburn’s Shu-Ha-Ri Model
 Shu - Obey the rules
 Ha - Consciously move away from the rules
 Ri - Unconsciously find your own path
 Critical to align team size & methodology
 Project visibility

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Slide 34
 Used to scale Agile to large organizations.

 Level I - Portfolio
◦ Strategic themes connect portfolio or organizational
strategic objectives.
◦ Budgeting for each ART or Program done at this
level.
◦ Epics are created to fund cross ART training or
deliverables.
◦ Use Kanban system at this level to represent ARTs.

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Slide 35
Level II - Program
 50 – 125 people called an Agile Release Train (ART) is the
specific program. If team misses one train they can catch the
next one.
 Program Increment (PI) are the timeboxed increments.
 Each PI is 5 iterations by default. 4 are focused on the
backlog, 1 is IP Iteration for Iteration and Planning. This is
used to deal with the unexpected or creative. Run Inspect &
Adapt Workshop where the team works to improve process.
 Has a separate Program Backlog that represents larger features
that are broken down to create the team backlog. Owned by
Product Manager.
 Guided by a Release Train Engineer (RTE) is program manager.
 Train System Architect facilitates process of developing
infrastructure for future PIs.

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Slide 36
Level III Team

 Uses Kanban, Scrum or Scrumban.
 2 week iterations.

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Slide 37
SAFe Core Values

 Alignment – to a common mission using 3 tools:
◦ Release Planning – Each PI begins with a Release Planning
Meeting with all teams together.
◦ Scrum of Scrums – RTE & Scrum Masters meet twice weekly
in front of the Program Board to discuss progress, risks &
dependencies.
◦ System Demo – Assisted by Systems Team @ end of every
iteration to show working solution.
 Visibility
 Program Execution
 Code Quality

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Review Questions:
1. Which of the following is at the heart of FDD?
A. Users
B. Customers
C. Features
D. Releases
2. The visualization for the DSDM lifecycle is sometimes referred to as the

___________?
A. Agile Triangle
B. Cheese and Pizza Diagram
C. The Agile DSDM Pyramid
D. The Meat and Cheese Diagram
3. Which of the following is not a common objective of the feasibility phase found in
DSDM?
A. To identify information used, created and updated by the proposed
solution.
B. To describe the organization and governance aspects of the project.
C. To state first-cut estimates of timescale and costs for the project overall.
D. To plan and resource the Foundations phase.
4. Which of the following is NOT a potential outcome in DSDM from deployment?

A. All requirements have been satisfied. Hence, no further work is currently
needed - and no returning arrow.
B. Completion of state first-cut estimates of timescale and costs for the
project overall.
C. Features that were already planned for the next increment are now to be
added, so the process returns to exploration.
D. The next increment will solely address areas of technical concern, so the
process returns to engineering.
5. Which of the following is NOT a prerequisite required for using the Dynamic
Systems Development Method?
A. Acceptance of the Atern philosophy before starting work.
B. Appropriate empowerment of the Solution Development Team.
C. Commitment of senior business management to provide the necessary
Business Ambassador involvement.
D. Access by the Business Team to the Solutions Development Team.
6. Within DSDM which of the following roles is responsible for the business case?
A. Business Sponsor
B. Business Visionary
C. Project Manager
D. Team Leader
7. Which DSDM role provides the business perspective for all decisions related to
the way the solution's fitness for business purpose is defined and implemented?
A. Business Sponsor
C. Business Ambassador
D. Team Leader
8. Who within a DSDM team is responsible for interpreting the needs of the
Business Sponsor, communicating those to the team and, where appropriate,
ensure they are properly represented in the business case?
A. The Business Sponsor
B. The Business Visionary
C. The Project Manager
D. The Technical Coordinator
9. Which of the following DSDM roles provides the business perspective for all
decisions related to the way the solution's fitness for business purpose is defined
and implemented? Working closely with the rest of the Solution Development
Team, this role guides the evolution of the solution, bringing other users' input
and ideas to the project as required. As a true ambassador, the role is
responsible for the day-to-day communication channels between the project and
the business.
A. Business Sponsor
C. Business Ambassador
D. Team Leader
10. Which of the following is NOT one of the eight principles of DSDM?
A. Focus on the business need.
B. Deliver on time.
C. Build incrementally from firm foundations.
D. Communicate vigorously and assume positive intent.
11. Your team is using DSDM and is using modeling and iterative development. The
team is currently working out what needs to be done by whom to meet the
current objective. In what stage of the iterative cycle is the team currently?
A. Identify
B. Plan
C. Evolve
D. Review
12. Your team is using MoSCoW Prioritization to evaluate project requirements.

Which of the following represents the W in MoSCoW?
A. Will have
B. Want to have
C. Won't have this time
D. None of these apply as MoSCoW is not an acronym
13. Within the DSDM model, which of the following stages accounts for the largest
amount of time?
A. Investigation
B. Refinement
C. Consolidation
D. Kick-off
14. Which of the following is not a core area of focus for Crystal?
A. Processes
B. People
C. Interaction
D. Talents
15. Within Crystal, which color is used for teams of 7 to 20 people?

A. Crystal Clear
B. Crystal Yellow
C. Crystal Orange
D. Crystal Maroon
16. Which of the following is NOT a common practices or properties found in

Crystal?
A. Personal safety
B. Reflective improvement
C. Incremental delivery
D. Close or Osmotic Communication
17. Which of the following is NOT a core principle that provides the foundation of
Lean Software Development?
A. Eliminate waste
B. Amplify learning
C. Decide as late as possible
D. Deliver as often as possible
18. Each of the following are keys to seeing the whole EXCEPT:
A. Defects accumulate during the development process.
B. By decomposing big tasks into smaller ones and standardizing the stages
of development defect root causes can be found and eliminated.
C. Be fair but decide quickly.
D. Think big, act small, fail fast, learn rapidly.
19. Which of the following is one of the three types of deviation from optimal
allocation of resources according to the Toyota Production System or TPS?
A. Mumu
B. Muda
C. Muki
D. Moori
20. Which of the following teams is a lean-manufacturing method for analyzing the
current state and designing of a future state for the series of events that take a
product or service from its beginning through to the customer?
A. Value stream mapping
B. Product flow mapping
C. Integration and value mapping
D. State and design mapping
21. Which of the following is NOT a tool or Lean software practice emphasized by
the Poppendiecks?
A. Seeing waste
B. Value stream mapping
C. Set based development
D. Constraints management theory
22. According to the Poppendiecks' model, there are seven fundamental types of
waste that includes each of the following EXCEPT:
A. Transportation
B. Motion
C. Missed production
D. Over processing
23. Which of the following statements concerning Kanban is NOT true?

A. Using Kanban does not require immediate changes to the team board.
B. Kanban is part of an approach where the "pull" comes from demand.
C. To be effective, Kanban must follow strict rules of use.
D. Reducing the number of Kanban increases the sensitivity.
24. When using Kanban for Agile development, there are several rules that must be
applied. Which of the following is not one of those rules?
A. Visualize the workflow
B. Limit WIP
C. Make process policies explicit
D. Improve constantly
25. When evaluating which agile method is best which method represents the best
starting point for those new to agile development where its rules, roles, and
constructs are usually the easiest to teach and execute?
A. Scrum
B. Extreme Programming
C. Feature Driven Development
D. Kanban
26. Which of the following is NOT a common framework used to scale agile beyond a
single project?
A. SAFe
B. NeXT
C. DAD
D. LeSS
27. A release train engineer is approached by a resource who missed the current
ART and wants to be part of the team. What guidance should they provide?
A. Join the team at the next daily scrum and begin helping.
B. They must wait for the next sprint to join the team.
C. Join the team when the next release train is preparing to leave the station.
D. Join another team until the next release.
28. Which of the following is a core value of SAFe?

A. Alignment
B. Integration
C. Continuous improvement
D. Constant testing
29. SAFe is governed by nine principles that can be thought of as extensions of the
12 Principles found in the Agile Manifesto. Which of these principles represents
the idea that resources must understand the basics of how and organization
delivers business value?
A. Take a systems view
B. Manage risk, efficacy and predictability with fast, synchronous learning
C. Synchronize with cross-domain planning and collaboration
D. Understand the economics of the value chain
30. Which of the following is not fixed at project outset when using DSDM?
A. Cost
B. Quality
C. Scope
D. Time
31. Which of the following is often used in conjunction with DSDM?

A. Scrum
B. PMP
C. FDD
D. XP
32. Which of the following was DSDM specifically designed to be compatible with?
A. PMBOK Guide
B. ACP
C. Extreme Programming
D. Prince2
33. Which of the following terms is commonly used in conjunctions with DSDM that is
central to its philosophy?
A. Atern
B. Agile
C. Complex
D. Extreme
34. Which of the following is a prerequisite for the Dynamic Systems Development
Methodology?
A. A development team that controls all aspects of the project process
B. Acceptance of the Agile Principles
C. Acceptance of the Atern Philosophy
D. A sponsor who will pay for DSDM
35. Which of the following is a prerequisite for DSDM?

A. Commitment of senior business management to provide the necessary
team size.
B. Commitment of senior business management to provide the necessary
Business Ambassador involvement.
C. Commitment of the development to the technical solution.
D. A focus on iterative delivery.
36. Which of the following is NOT a prerequisite for DSDM?

A. Access by the Solution Architect to business roles.
B. Acceptance of the Atern Philosophy before starting work.
C. Solution Development Team stability.
D. A supportive commercial relationship.
37. When using DSDM, which of the following is NOT critical to achieving a solution
that provides real business benefit?
A. By having key stakeholders understand the business objectives.
B. By having key stakeholders empowered to an appropriate level.
C. By having key stakeholders collaborate to deliver the right solution.
D. By having key stakeholder agree to a timescale and accurate solution.
38. Which of the following must the key stakeholders be to accept when using
DSDM?
A. An incremental solution.
B. A fit-for-purpose solution.
C. A complete solution.
D. A tested solution.
39. In DSDM and the Atern Team Model, who is NOT part of the Project Team?
A. The Business Visionary
B. The Business Sponsor
C. Business Advisor(s)
D. The Technical Coordinator
40. In DSDM and the Atern Team Model, who is NOT part of Solution Development?
A. Team Leader
B. Solution Developer(s)
C. Business Ambassador(s)
D. Technical Coordinator
41. Which of the following roles is grouped as "OTHER" in the DSDM Atern Model?
A. Atern Coach
B. Project Manager
C. Business Visionary
D. Solution Tester(s)
42. Which of the following is NOT one of the eight core DSDM principles?
A. Focus on the business need.
B. Work in small teams.
C. Deliver on time.
D. Demonstrate control.
43. Which of the following is not one of the eight core DSDM principles?
A. Never compromise quality.
B. Communicate continuously & clearly.
C. The team must work together as one.
D. Build incrementally from firm foundations.
44. Which of the following DSDM principle includes guaranteeing the Minimum
Usable Subset of features?
A. Demonstrate control.
B. Deliver business value.
C. Focus on the business need.
D. Build incrementally from firm foundations.
45. Which of the following is NOT part of the DSDM principle of delivering on time?
A. Timebox the work
B. Develop iteratively
C. Focus on business priorities
D. Always meet deadlines
46. When discussing the DSDM principle of Collaborate which of the following is
NOT true?
A. It is key to build the correct culture.
B. You must involve the right stakeholders, at the right time, throughout the
project.
C. It is important to ensure that team members are empowered to make
decisions for those they represent without waiting for higher-level
approval.
D. You must actively involve the business representatives.
47. Which of the following is NOT a key to the DSDM principle of Never
Compromising Quality?
A. Design document & test appropriately.
B. Test early & continuously.
C. Quality must be considered a variable.
D. Set the level of quality at the beginning.
48. Which of the following is a key to the DSDM principle of Building incrementally
from firm foundations?
A. Strive for early delivery of business benefit where possible.
B. Continually confirm the correct solution is being built.
C. Formally re-assess priorities & ongoing project viability with each delivered
increment.
D. All of the above
49. Which of the following DSDM core principles is defined as a focus on frequent
delivery of products, with assumption that to deliver something "good enough"
earlier is always better than to deliver everything "perfectly" in the end?
A. Collaborate
B. Develop iteratively
C. Never compromise quality
D. Build incrementally from firm foundations
50. Which of the following is not part of the core DSDM principle where
communication and cooperation among all project stakeholders is required to be
efficient and effective?
A. Use facilitated workshops.
B. Present iterations of the evolving solution early & often.
C. Build customer feedback into each iteration to converge on an effective
business solution.
D. Keep documentation lean & timely.
51. Which of the following is not part of the DSDM core principle of Demonstrating
Control?
A. Present iterations of the evolving solution early and often.
B. Measure progress through focus on delivery of products rather than
completed activities.
C. Manage proactively.
D. Evaluate continuing project viability based on the business objectives.
52. Which of the following does Alistair Cockburn define as a set of elements e.g.
practices and tools?
A. Techniques
B. Methodologies
C. Policies
D. Frameworks
53. Which of the following is a core focus of Crystal Methods?

A. People
B. Teams
C. Community
D. Talents
54. Which of the following is a core focus of Crystal Methods?
A. People
B. Teams
C. Convictions
D. Features
55. Which of the following Crystal Methods would be best for a team with eight
people on the team?
A. Crystal Clear
B. Crystal Clean
C. Crystal Yellow
D. Crystal Magenta
56. Which of the following Crystal Methods is best for projects that are ongoing?
A. Crystal Clear
B. Crystal Orange Web
C. Crystal Red
D. Crystal Diamond
57. Which of the following is the heaviest Crystal Method designed for the most
mission critical projects?
A. Crystal Sapphire
B. Crystal Red
C. Crystal Maroon
D. Crystal Diamond
58. Which of the following is NOT one of the common seven Crystal properties?
A. Reflective improvement
B. Close or osmotic communication
C. Personal safety
D. Common retrospectives
59. Which of the following is a core part of Crystal's concept of frequent delivery?
A. It is possible to have multiple iterations per release.
B. Each release it two weeks in length.
C. Each release focuses a single function of real value to the business.
D. The business controls the features delivered in each iteration through
systematic retrospection.
60. Which of the following is NOT a core component of Crystal's concept of
Reflective Improvement?
A. Developers dedicate time to improving the development process.
B. Reflection workshops are held every few weeks to help find processes
that are working & which ones need to be modified.
C. Sprint Retrospectives are held at the end of each iteration to ensure the
customer is satisfied with the processes being used.
D. Iteration helps determine if a process is working or not.
61. Which of the following is a reason the Crystal Methods recommend collocation of
the team?
A. Developers do not need to break concentration to move somewhere else.
B. Team size is easier to control which improves communication.
C. It reduces project cost.
D. Management function improves and overhead is reduced.
62. Which of the following core Crystal properties directs the team to use two hour
periods where the developers have no interruptions and are assigned to the
project for two consecutive days at a minimum?
A. Reflective Improvement
B. Frequent Delivery
C. Easy Access to Experts
D. Focus
63. When defining Crystal's core property of easy access to expert users, how often
is it required to meet with the experts?
A. Once a week for two hours and be reachable by phone.
B. Twice a week for one hour and be reachable by phone.
C. Every other week for two hours and be reachable by phone.
D. Three times a week and be reachable by phone.
64. Which of the following is NOT a LSD common example of waste?

A. Avoidable process repetition (often caused by insufficient testing).
B. Bureaucracy.
C. Defects accumulated during the development process.
D. Slow internal communication.
65. Which of the following is a key element of LSD's concept of empowering the
team?
A. Encourage progress, catching errors, and removing impediments.
B. The customer needs to have an overall experience of the system. This is
called perceived integrity.
C. How it is being advertised, delivered, deployed, accessed, how intuitive is
it to use, what is its price, and how well does it solve problems.
D. The customer provides stories based on need, the developer estimates
time by story. Think big, act small, fail fast, learn rapidly.
66. Which of the following is not one of Lean Software Development's Seven
Wastes?
A. Transportation
B. Motion
C. Under-processing
D. Over-processing
67. Which of the following is one of the five core principles of Kanban?
A. Work collaboratively
B. See the whole
C. Improve incrementally
D. Visualize the workflow
68. When comparing Scrum to Kanban, which of the following statements is true?
A. Kanban boards reset before each sprint.
B. Kanban board columns change frequently.
C. Teams rarely start with Scrum and add Kanban later.
D. Scrum uses a continuous flow of work with new work added when there is
capacity.
69. Which of the following Agile methodologies is the most common Agile starting
point?
A. Scrum
C. Kanban
D. Crystal
70. Your project sponsor has given you latitude in the development methodology
used for an upcoming project. However, you also know that testing the
application will be critical, which of the following do you select?
A. Scrum
C. Feature Driven Development
D. Kanban
71. When using SAFe, at what level is budgeting completed for each ART?
A. The organizational level
B. The portfolio level
C. The program level
D. The team level
72. How many people are typically involved in an Agile Release Train?
A. 25-50
B. 50-75
C. 75-100
D. 50-125
73. How many iterations is the typical PI when using SAFe?

A. 3
B. 4
C. 5
D. 6
74. When using SAFe and within a PI, how many iterations are focused on delivering
features in the backlog?
A. 2
B. 3
C. 4
D. 5
75. Within SAFe, what is the title given to the meeting where the team works to
improve its process?
A. Retrospective
B. Sprint review
C. Inspect and adapt workshop
D. Guided improvement session
76. Within SAFe, what is the title of the person who acts as the Program Manager?
A. Program Manager
B. Agile Train Engineer
C. Release Manager
D. Release Train Engineer
Answer Key:
1. C
LGd course manual p. 64 - As you can tell in the name of the methodology,
features are at the heart of the methodology. A feature is a small, client valued
function that can be implemented in two weeks. Any function that is too complex
to be implemented within two weeks must be further broken down until it meets
the definition of a feature. Features are grouped based on business
relationships, and those groups are called a Feature Set.
2. B
LGd course manual p. 65 - The visualization for the DSDM lifecycle is sometimes
referred to as the "Cheese and Pizza Diagram." At the top of the diagram are the
project's upfront work of feasibility and foundation. This is where the team
understands the nature of the business problem and determines the feasibility of
the solution. Beginning with the Feasibility, this is all about the organization
deciding whether a proposed project is viable both from a business AND a
technical perspective by means of a high level investigation of the potential
solutions, costs, and timeframes.
3. A
LGd course manual p. 66 - DSDM Feasibility typically has six objectives that
include: To establish whether there is a feasible solution to the business problem
described in the Terms of Reference defined during Pre-Project; To identify the
benefits likely to arise from the delivery of the proposed solution; To outline
possible approaches for delivery, including strategies for sourcing the solution
and project management; To describe the organization and governance aspects
of the project; To state first-cut estimates of timescale and costs for the project
overall; And to plan and resource the Foundations phase.
4. B
LGd course manual p. 66 - There are four potential outcomes in DSDM from
deployment. These include: All requirements have been satisfied. Hence, no
further work is currently needed - and no returning arrow; A major change of
scope was discovered during development that had to be ignored for the time
being in order to deliver on the required date. This means returning to the
foundations and taking the process on from there; Features that were already
planned for the next increment are now to be added, so the process returns to
exploration; And the next increment will solely address areas of technical
concern, so the process returns to engineering.
5. D
LGd course manual p. 66 - There are a number of prerequisites required for
using the Dynamic Systems Development Method. These include: Acceptance
of the Atern philosophy before starting work; Appropriate empowerment of the
Solution Development Team; Commitment of senior business management to
provide the necessary Business Ambassador involvement; Incremental delivery;
Access by the Solution Development Team to business roles; Solution
Development Team stability; Solution Development Team skills; Solution
Development Team size; and a supportive commercial relationship.
6. A
LGd course manual p. 67 - DSDM advocates 13 specific roles within a project.
These roles have varying degrees of importance. However, a key differentiator
of DSDM compared to other Agile Methodologies is how detailed these roles are
and how much emphasis is placed on them. These roles include: Business
Sponsor; Business Visionary; Project Manager; Technical Coordinator; Team
Leader; Business Ambassador; Business Analyst; Solution Developer; Solution
Tester; Business Advisor; Workshop Facilitator; Atern Coach; and Specialist
Roles.
7. C
LGd course manual p. 69 - The Business Ambassador generally comes from the
business area being addressed and provides business-related information from
the perspective of those who will ultimately make direct use of the solution. The
role provides the business perspective for all decisions related to the way the
solution's fitness for business purpose is defined and implemented. Working
closely with the rest of the Solution Development Team, the Business
Ambassador guides the evolution of the solution, bringing other users' input and
ideas to the project as required. As a true ambassador, the role is responsible for
the day-to-day communication channels between the project and the business.
The Business Ambassador must have the desire, authority, responsibility and
knowledge to be able to ensure that the right solution emerges to meet the
business need. This does not necessarily imply a senior position within the
organization, but a level of empowerment during the project to fulfil the role and
an allocation of time to fully participate in the project as required.
8. B
The Business Visionary is responsible for interpreting the needs of the Business
Sponsor, communicating these to the team and, where appropriate, ensuring
they are properly represented in the Business Case. The Business Visionary
remains involved throughout the project providing the team with strategic
direction and ensuring that the solution delivered will enable the benefits
described in the Business Case to be achieved.
9. C
LGd course manual p. 69 - The Business Ambassador generally comes from the
business area being addressed and provides business-related information from
the perspective of those who will ultimately make direct use of the solution. The
role provides the business perspective for all decisions related to the way the
solution's fitness for business purpose is defined and implemented. Working
closely with the rest of the Solution Development Team, the Business
Ambassador guides the evolution of the solution, bringing other users' input and
ideas to the project as required. As a true ambassador, the role is responsible for
the day-to-day communication channels between the project and the business.
The Business Ambassador must have the desire, authority, responsibility and
knowledge to be able to ensure that the right solution emerges to meet the
business need. This does not necessarily imply a senior position within the
organization, but a level of empowerment during the project to fulfil the role and
an allocation of time to fully participate in the project as required.
10. D
LGd course manual p. 70 - The Dynamic Systems Development Method is
governed by eight principles. These principles establish the overarching rules
every DSDM team must follow as they progress through the project. The eight
principles of DSDM include: Focus on the business need; Deliver on time;
Collaborate; Never compromise quality; Build incrementally from firm
foundations; Develop iteratively; Communicate continously and clearly; and
Demonstrate control.
11. B
LGd course manual p. 73 - The Iterative Cycle is as follows: Identify - The team
agree the objective of the next evolution of whatever is being developed at the
moment; Plan - The team work out what needs to be done by whom to meet the
current objective; Evolve - The planned activities take place in the agreed
timescale; and Review - The results of the activities are checked to see if the
objective has been achieved.
12. C
LGd course manual p. 73 - In a DSDM project where time has been fixed,
understanding the relative importance of things is vital to making progress and
keeping to deadlines. Prioritization can be applied to requirements, tasks,
products, use cases, user stories, acceptance criteria and tests. MoSCoW is a
technique for helping to understand priorities. The letters stand for: Must Have;
Should Have; Could Have; And won't Have this time.
13. B
LGd course manual p. 75 - Every Timebox can be begins with a Kick-off and
ending with a Close-out meeting. The Timebox itself comprises three main
stages or Iterations - Investigation, Refinement, Consolidation. Each stage
represents a pass through the Iterative Development cycle. The longest cycle is
the refinement stage.
14. A
LGd course manual p. 79 - The core areas of focus for Crystal include: People;
Interaction; Community; Skills; Talents; and Communications.
15. B
LGd course manual p.79 - Cockburn developed different methods within the
Crystal family to suit projects of varying team size that naturally required different
strategies to deliver business value. The family uses colors to denote the
"weight" of the methodology being used. As the project becomes larger, with
more team members and is more mission critical to the organization the
appropriate version adds more process.
16. C
LGd course manual p. 80 - The seven common properties or practices of Crystal
include: Frequent delivery, Reflective improvement, Close or osmotic
communication, Personal safety, Focus, Easy access to expert users, and
Automated tests, configuration management, frequent integration.
17. D
LGd course manual p. 83 - There are seven principles that provide the
foundation of Lean Software Development. These principles include: Eliminate
waste, Amplify learning, Decide as late as possible, Deliver as fast as possible,
Empower the team, Build quality in, and See the whole.
18. C
LGd course manual p. 83 - Only when all of the lean principles are implemented
together, combined with strong "common sense" with respect to the working
environment, is there a basis for success in software development. There are
three keys to seeing the whole: Defects accumulate during the development
process; By decomposing big tasks into smaller ones and standardizing the
stages of development defect root causes can be found and eliminated; Think
big, act small, fail fast, learn rapidly.
19. B
LGd course manual p. 85 - Muda is a Japanese word meaning "futility;
uselessness; idleness; superfluity; waste; wastage; wastefulness", and is a key
concept in the Toyota Production System (TPS) as one of the three types of
deviation from optimal allocation of resources (muda, mura, muri).
20. A
LGd course manual p. 86 - Value stream mapping is a lean-management method
for analyzing the current state and designing a future state for the series of
events that take a product or service from its beginning through to the customer.
At Toyota, it is known as "material and information flow mapping". It can be
applied to nearly any value chain.
21. D
LGd course manual p. 85 - The Poppendiecks describe a number of Lean
Software Practices they call tools that vary slightly from their equivalents in Agile
Software Development. These tools include: Seeing waste; Value stream
mapping; Set based development; Pull systems; Queueing theory; Motivation;
and Measurement.
22. C
LGd course manual p. 87 - The Poppendiecks created a unique model of waste
know by the acronym TIMWOOD. It represented seven fundamental types of
waste including: Transportation; Inventory; Motion; Waiting; Over-Processing;
Over-Production; Defects.
23. A
LGd course manual p. 88 - Kanban, by contrast, is part of an approach where the
"pull" comes from demand. Re-supply or production is determined according to
the actual demand of the customer. In contexts where supply time is lengthy and
demand is difficult to forecast, often, the best one can do is to respond quickly to
observed demand. This situation is exactly what a Kanban system accomplishes,
in that it is used as a demand signal that immediately travels through the supply
chain. This ensures that intermediate stock held in the supply chain are better
managed, and are usually smaller. Where the supply response is not quick
enough to meet actual demand fluctuations, thereby causing potential lost sales,
stock building may be deemed more appropriate, and is achieved by placing
more Kanban in the system. Taiichi Ohno stated that, to be effective, Kanban
must follow strict rules of use.
24. D
LGd course manual p. 87 - When using Kanban for Agile Development, there are
several rules that must be applied. These include: Visualize the workflow; Limit
WIP; Manage flow; Manage process policies explicit; Improve collaboratively.
25. A
LGd course manual p. 90 - Kanban, by contrast, is part of an approach where the
"pull" comes from demand. Re-supply or production is determined according to
the actual demand of the customer. In contexts where supply time is lengthy and
demand is difficult.
26. B
LGd course manual p. 92 - SAFe or the Scaled Agile Framework and Disciplined
Agile Delivery or DAD, LeSS and Nexus all represent common tools for scaling
agile.
27. C
LGd course manual p. 93 - The Agile Release Teach is guided by a Release
Train Engineer who acts as the program manager. Additionally, the various
teams are supported by a Train System Architect who facilitates the process of
developing infrastructure for future program increments. Imagine three, four or
five Scrum Teams who each have a backlog with four two week iterations
defined, as these teams work on their backlog there is an additional, very senior
technical resource working ahead of these teams so that when it is time for the
next ART the architecture and Program Backlog is defined and ready for the
team to begin work. At this time any new resources can jump on the new release
train and the process begins.
28. A
LGd course manual p. 94 - SAFe focuses on four core values. These values
include: Alignment is a position of agreement or alliance. Visibility or
transparency; Program Execution - It is not enough for an individual team to
perform well. That still allows for the overall program to fail. Success is defined
by everyone focusing on the overall program; and Code Quality - The team must
define what quality means for the program and then deliver that measure.
29. D
LGd course manual p. 95 - SAFe is governed by nine principles that build on
Lean, Systems Thinking, and Agile Development. In many respects these can
be thought of as extension of the 12 Principles found in the Agile Manifesto.
They include: Take a Systems View; Understand the economics of the value
chain; Develop systems iteratively and incrementally; Integrate and test
frequently and adapt immediately; Manage risk, efficacy and predictability with
fast, synchronous learning cycle; Limit work in process. Reduce batch sizes.
Manage queue lengths; Synchronize with cross-domain planning and
collaboration; Base milestones on objective evaluation of working systems; and
Decentralize decision-making.
30. C
LGd course manual p. 64 - The Dynamic Systems Development Methodology is
both iterative and incremental. This means it is just like every other Agile
methodology. It fixes cost, quality, and time at the very beginning of the project.
This fact makes it somewhat unique. Most Agile methodologies play an
interesting game with the traditional Triple Constraints of Project Management.
31. A
LGd course manual p. 64 - Today, DSDM is most often used to provide an
overall project framework in conjunction with Scrum. DSDM advocates argue it
is the ideal wrapper for more limited Agile frameworks. Advocates argue DSDM
provides the full project focus while a method like Scrum focuses on the product
development process.
32. D
LGd course manual p. 64 - DSDM was created in 1994 to add discipline to Rapid
Application Development. It was originally designed It was originally designed to
be compatible with both ISO 9000 and Prince2.
33. A
LGd course manual p. 64 - DSDM has gone through a number iterations
beginning with its first rebranding in 2007, when the name was changed to
DSDM Atern. The addition of Atern was a reference to the Artic Tern, a
collaborative bird that can travel distances and epitomized many parts of the
method in its natural behavior such as prioritization and collaboration. In 2014,
the framework was revised again and the name changed back to just DSDM.
Today, DSDM is most often used to provide an overall project framework in
conjunction with Scrum. DSDM advocates argue it is the ideal wrapper for more
limited Agile frameworks. Advocates argue DSDM provides the full project focus
while a method like Scrum focuses on the product development process.
34. C
LGd course manual p.66 - There are a number of prerequisites required for using
the Dynamic Systems Development Method. One of these is the acceptance of
the Atern philosophy before starting work. This philosophy is relatively simple. A
project must be aligned to clearly defined strategic goals of the organization. The
team must then focus on the early delivery of real benefits to the business.
According to the philosophy, this is best achieved when key stakeholders
understand the business objectives, are empowered to an appropriate level and
collaborate to deliver the right solution. This solution must be delivered in the
agreed timescale and according to the priorities set by the business.
35. B
the Dynamic Systems Development Method. One of these is the commitment of
senior business management to provide the necessary Business Ambassador
involvement. Stakeholders are not allowed to assign work to the team and walk
away from the project. It is assumed that a Business Ambassador will be
involved daily with the project team.
36. A
the Dynamic Systems Development Method. These include: Acceptance of the
Atern philosophy before starting work; Appropriate empowerment of the Solution
Development Team; Commitment of senior business management to provide the
necessary Business Ambassador involvement; Incremental delivery; Access by
the Solution Development Team to business roles; Solution Development Team
stability; Solution Development Team skills; Solution Development Team size;
And a supportive commercial relationship.
37. D
LGd course manual p. 66 - This philosophy is relatively simple. A project must
be aligned to clearly defined strategic goals of the organization. The team must
then focus on the early delivery of real benefits to the business. According to the
philosophy, this is best achieved when key stakeholders understand the business
objectives, are empowered to an appropriate level and collaborate to deliver the
right solution. This solution must be delivered in the agreed timescale and
according to the priorities set by the business. The stakeholders must be
prepared to accept a fit-for-purpose solution. They must also be prepared to
accept that change is inevitable as the team comes to understand more about
the solution being delivered.
38. B
LGd course manual p. 66 - This philosophy is relatively simple. A project must
be aligned to clearly defined strategic goals of the organization. The team must
then focus on the early delivery of real benefits to the business. According to the
philosophy, this is best achieved when key stakeholders understand the business
objectives, are empowered to an appropriate level and collaborate to deliver the
right solution. This solution must be delivered in the agreed timescale and
according to the priorities set by the business. The stakeholders must be
prepared to accept a fit-for-purpose solution. They must also be prepared to
accept that change is inevitable as the team comes to understand more about
the solution being delivered.
39. C
and how much emphasis is placed on them. Atern identifies roles in three
categories: Project, Solution Development and Other. The business interests are
represented by the Business Sponsor, Business Visionary, Business
Ambassador, Business Analyst and Business Advisor. The solution/technical
interests are represented by the Technical Coordinator, Team Leader, Solution
Developer and Solution Tester. Management and `other' interests are
represented by the Project Manager, Workshop Facilitator and Atern Coach. On
an Atern Project, one role may be taken by several people, or one person may
take several roles.
40. D
take several roles.
41. A
LGd course manual p.70 - DSDM advocates 13 specific roles within a project.
take several roles.
42. B
foundations; Develop iteratively; Communicate continuously and clearly; and
demonstrate control.
43. C
foundations; Develop iteratively; Communicate continuously and clearly; and
demonstrate control.
44. C
LGd course manual p. 70 - Focus on the business need - The main acceptance
criteria for every project is delivering something that addresses the defined
business need. This principle includes several components: Clearly define the
scope of the system; Understand the true business priorities; Establish a sound
business case; Seek continuous business sponsorship and commitment;
Guarantee the minimum usable subset of features.
45. B
LGd course manual p. 71 - I am sure that this is news, but delivering on time is
kind of a big deal. There are many situations where delivering a project late can
undermine the very reason for doing the project in the first place. DSDM focuses
the team on this principle by: Timebox project work. This means that the end
date of each iteration is fixed. Focus on business priorities. Technology is not
an end unto itself. The product of the project must serve a business need And,
always hit deadlines. This should be obvious, but it doesn't happen very often.
46. A
LGd course manual p. 71 - Decisions must be made with users and developers
working together quickly. When a team works collaboratively they almost always
outperform groups of individuals working independently. Components of
collaborate include: Involve the right stakeholders, at the right time, throughout
the project; Ensure that the members of the team are empowered to make
decisions on behalf of those they represent without waiting for higher-level
approval; Actively involve the business representatives and build a one-team
culture.
47. C
LGd course manual p. 71 - Never compromise quality - The level of quality must
agreed upon at the beginning of the project. Quality cannot be a variable thing.
The measure of quality must be quantitative and objective so that both the
business and the development team can agree when the features that are part of
the minimum usable subset is complete. In order to achieve this result the team
must: Set the level of quality at the beginning. Make sure everyone involved in
the project understands what success looks like and how it will be measured.
Once missed, expectation can lead to disaster. The components of never
compromising on quality include: Ensure that quality does NOT become a
variable. Quality must be binary. It cannot be a sliding scale. The team must
have a clear cutoff; Design, document, & test appropriately. The team must use
the appropriate level of design, testing and documentation for the complexity and
importance of the project; Build in quality by constant review. Every Agile project
makes use of an iterative process. These loops allow the team to constantly
evaluate their output to ensure it correctly meets the quality standards; Test early
and continuously; and testing cannot be something done only at the end of the
project. The team must test early to catch errors when they are small and never
assume they have tested enough.
48. D
LGd course manual p. 72 - Incremental delivery provides a number of
advantages. An easy way to understand incrementalism is to think about bite-
sized chunks. It is much easier to swallow a small bite as opposed to a large
one. It also give you confidence that you actually like what you are eating. It is
the same for the customer of a software project. Constantly seeing working
software confirms the team is building what they want gives them confidence in
the team. It also provides a primary point of feedback for the team. Finally,
when these increments are regularly deployed, the organization gains early
business value. Keys to this principle include: The team striving for early delivery
of business benefit wherever possible; The team continually confirming the
correct solution is being built; And formally re-assess priorities and ongoing
project viability with each delivered increment.
49. B
LGd course manual p. 72 - As we have already learned, iterative development is
very closely related to incremental development. Both are also key to Agile.
Iterative development is a fancy way of saying short, repeating or looping cycles.
The premise is that rarely does a team get things perfect the first time. In most
cases, the team needs several cycles with repeated feedback from the customer
to get it right.
50. C
LGd course manual p. 72 - One of the biggest causes of project failure is poor
communication. DSDM uses a variety of techniques to improve overall
communication for both teams and individuals. DSDM focuses the team on the
value of human interaction through the Daily Standups, Facilitated Workshops,
and clearly defined roles and user involvement. The extensive use of modelling
and prototyping help to ensure the product of the project is available for early
scrutiny. This principle requires the team: Run daily team stand-up sessions;
Use facilitated workshops; Use rich communication techniques such as modelling
and prototyping; Present iterations of the evolving solution early and often; Keep
documentation lean and timely; Manage stakeholder expectations throughout the
project; and encourage informal, face-to-face communication at all levels.
51. A
LGd course manual p. 72 - A DSDM team needs to be proactive when monitoring
and controlling progress in line with the Foundations Phase products, especially
the Business Case. You need to be able to prove you are in control. In order to
fulfil this principle, Atern teams, especially the Project Manager and Team
Leader, will: Use an appropriate level of formality for tracking and reporting;
Make plans and progress visible to all; Measure progress through focus on
delivery of products rather than completed activities; Manage proactively; and
evaluate continuing project viability based on the business objectives.
52. B
LGd course manual p.78 - The next Agile methodology to introduce is Crystal.
However, Crystal is not a single methodology. It is a family of methodologies
originally developed by Alistair Cockburn in the mid-1990s. The methodologies
come from several years of research and interviews by Cockburn of teams that
were successful while not using a formal methodology. Crystal represents
Cockburn's list of specific things these teams did to be successful. Crystal is
usually described as a "light-weight methodology". The use of the word Crystal
comes from the gemstone where, in software terms, the faces are a different
view on the "underlying core" of principles and values. The faces are a
representation of techniques, tools, standards and roles. The methodology tends
to avoid any strict or rigid processes found in other methodologies.
53. A
LGd course manual p. 79 - Cockburn define the core areas of focus for Crystal.
These are as follows: People, Interaction, Community, Skills, Talents,
Communications.
54. A
LGd course manual p. 79 - Cockburn define the core areas of focus for Crystal.
These are as follows: People, Interaction, Community, Skills, Talents,
Communications.
55. C
LGd course manual p. 79 - The table at the bottom of the page defines the team
size for each version of Crystal: 2-6 people Crystal Clear; 7-20 people Crystal
Yellow; 10-40 people Crystal Orange; Crystal Orange Web; Up to 80 people
Crystal Red; Then Crystal Maroon; Crystal Diamond; Crystal Sapphire.
56. B
57. A
58. D
LGd course manual p.80 -The various versions of Crystal share seven common
properties or practices. Like the other Agile methodologies we have already
covered, these can be thought of as general rules Crystal expects to be followed.
These properties include: Frequent delivery; Reflective improvement; Close or
osmotic communication; Personal safety; Focus; Easy access to expert users;
Automated tests, configuration management and frequent integration.
59. A
LGd course manual p. 80 - Frequent delivery is the regular releasing of iterations
of the software program. This idea comes from the 12 Principles of Agile
Development. Designers and developers decide what features to include in each
release and they design and test for each release. With Crystal Methods,
iterations are to be released in short iterations with the timescale being
somewhere between weekly to quarterly. By releasing iterations, stakeholders
are able to spot problems earlier in the project which saves a lot of hassle later
on. Another point on this is that if the end users decide that the project does not
do things the way they'd like it to be done, then steps can be taken to resolve this
before it is too late. With Crystal Methods, there can be more than one iteration
in a release. This is because it may not be feasible to release every iteration, so
a collection of iterations are gathered and delivered in a single release.
60. C
LGd course manual p. 80 - Reflective improvement involves the Development
Team periodically taking a break from regular coding efforts to focus on finding
ways to improve their processes. Iterations help with this by providing feedback
on whether or not the current process is working. Crystal Methods, uses
Reflection Workshops that meet every couple of weeks. These workshops focus
on finding processes that are and are not working well then helping the team to
modify those processes so they improve.
61. A
LGd course manual p. 80 - With regards to larger teams (over 8 or so), where
distraction can arise, Close Communication is used. The team must be in the
same room for this to work. This is because if the developer has to break
concentration to move somewhere else to ask a question then his or her thought
process will is often lost. By using this type of communication, information flows
quickly throughout the team. Questions can be rapidly answered and all the team
members know what is going on as well as having the ability to correct any
misconceptions that may arise. By listening to the others in the team, a
developer can pick up on what the others are doing, gain experience and
develop new ideas. Developers working near each other can help with problems
that the other is encountering. Communication overhead is greatly reduced by
using this type of communication. The need for email updates, extra
documentation, etc. is lowered. By having the team together, each member
knows what the others are doing so they should be able to take over their
teammate's parts of the project as required.
62. D
LGd course manual p. 81 - Focus in crystal refers to two things; firstly focusing
on an individual task in a project for enough time that progress will be made and
secondly, it refers to the direction of which the project is heading. With the first,
the flow of progress is taken into account while thinking of issues that affect it
such as interruptions, meetings, long questions, phone call, etc. It can take a
while to get back into the flow again so this delays completion of the current task.
Crystal defines two rules for dealing with issues that may interrupt focus. One is
to set a two-hour period where the developer is to have no interruptions. The
other one is to assign a developer to a project for at least two days before being
switched to another project. With the second meaning of focus, issues such as
definition of goals are discussed. The definitions should be clear and the
developers should know exactly what the goals of the project are. The project
leader should prioritize the goals which will allow developers to focus on
particular areas.
63. B
Lgd course manual p. 81 - Easy access to expert users involves the developers
working with a person of expertise in the project area so that the expert can
answers any questions, suggest solutions to problems, etc. The expert user
should be an actual/real-life user and not just a tester from the development
team. The more involved the expert user is (in practical terms), the better since
they would have more hands-on experience. The more time that the expert user
can give will greatly help the overall project but this is not always feasible. There
should be a minimum of a once a week, two-hour meeting with the expert user,
and the ability to make phone calls to the expert user too.
64. C
LGd course manual p. 82 - The Lean Philosophy regards everything not adding
value to the customer as MUDA or waste. This waste comes in several forms:
Unnecessary code and functionality; Delay in the software development
process; Unclear requirements; Avoidable process repetition (often caused by
insufficient testing); Bureaucracy; And slow internal communication.
65. A
LGd course manual 84 - The Lean approach focuses on the simple rule, find
good people and then trust them to get the job done. Good managers
encourage, remove impediments and avoid micro-managing. The developers
should be given access to the customer; the team leader should provide support
and help in difficult situations, as well as ensure that skepticism does not ruin the
team's spirit. The most effective teams use a Work-Out Technique when the
managers do NOT tell workers how to do their job. The guidelines include: Find
good people and let them do their own job; Encourage progress, catching errors,
and removing impediments; Discourage micro management; People are more
than just resources. They require motivation and a higher purpose; and the
developer should be given access to the customer.
66. C
LGd course manual p. 82 - The Lean Philosophy regards everything not adding
value to the customer as MUDA or waste. This waste comes in several forms:
Unnecessary code and functionality; Delay in the software development
process; Unclear requirements; Avoidable process repetition (often caused by
insufficient testing); Bureaucracy; and slow internal communication.
67. D
LGd course manual p. 89 - When using Kanban for Agile Development, there are
several rules that must be applied. These include: Visualize the workflow; Limit
WIP; Manage flow; Make process policies explicit; and Improve collaboratively.
68. B
LGd course manual p. 90 - Scrum Boards tend to change infrequently. Once the
Development Team builds the Board they do not typically add or delete columns.
The tool is so simplistic that doing so seldom makes sense. Kanban Boards DO
change frequently. A Kanban Board is supposed to reflect the process being
used. As the process evolves and changes the Board must change with it.
69. A
LGd course manual p. 90 - Scrum often represents the best starting point for
those new to Agile Development. Its rules, roles and constructs are usually the
easiest to teach and execute.
70. B
LGd course manual p. 91 - XP is all about testing. If the team is already
experienced with Scrum or some other Agile Methodology and is focused on
improving product quality this is a great choice, but remember XP is truly ruthless
in its testing mantra. If the team lacks the tools or skills in this area XP won't give
you the tools, but it will quickly point out the problem.
71. B
LGd course manual p. 93 - SAFe begins with level I. This is the portfolio level.
At the portfolio level, strategic themes are used to connect the portfolio of
projects to the organizational strategic objectives. This level also requires
budgeting be completed for the entire program. Remember, programs represent
groups of related projects managed in a coordinated way to obtain a shared
value for the organization. Each program is referred to as an Agile Release Train
or ART in SAFe. Then, Epics are created to fund cross ART training or
deliverables. SAFe makes use of Kanban at the portfolio level to represent Agile
Release Trains.
72. D
LGd course manual p. 93 - Each ART is made up of between 50 and 125 people.
Within each Train are groups of related project teams. Individual resources are
not trapped, if they miss an Agile Release Train they are able to catch the next
one because they occur at regular intervals.
73. C
LGd course manual p. 93 - In the Scaled Agile Framework the increments of a
Release Train are called Program Increments or PIs. Each PI is made up of five
timeboxed iterations by default. The length of time these iterations take is
dependent on the methodology used by the team specifically executing the
project.
74. C
LGd course manual p. 93 - Four of these iterations are focused on the delivering
features found on the Product Backlog, and one iteration is used for incremental
planning. This single iteration allows the team to deal with unexpected issues or
generate previously un-thought of creative solutions to issues.
75. C
LGd course manual p. 93 - Four of these iterations are focused on the delivering
features found on the Product Backlog, and one iteration is used for incremental
planning. This single iteration allows the team to deal with unexpected issues or
generate previously un-thought of creative solutions to issues. Through this
process the team makes used of a session called the Inspect and Adapt
Workshop designed to allow the entire ART to come together and improve the
overall operation of the program.
76. D
LGd course manual p. 93 - The Agile Release Teach is guided by a Release
Train Engineer who acts as the program manager.

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Agile Certified Practitioner (ACP) Exam Prep

Chapter 04 - Dynamic Systems Development

 1994 in order to add discipline to RAD.

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Prerequisites for Using DSDM

The Atern Team Model

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DSDM Eight Principles

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1. Focus on the Business Need

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4. Never Compromise Quality

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5. Build Incrementally from

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 An entire family of methodologies.

 Developed by Alistair Cockburn in mid-

 Based on observations of successful teams

 Avoids strict or rigid processes found in other

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Cockburn Differentiated Between…

 Techniques – Skill areas (e.g. developing Use

 Policies – Dictate organizational musts.

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Crystal Methods Focus on…

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 Versions scale according to team size.

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Common Crystal 7 Properties

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 Possible to have multiple iterations per

 Problems found and fixed early on.

 Customers get to ensure the project is going

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 Reflection workshops are held every few

 Iteration helps determine if a process is

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Close or Osmotic Communication

◦ Information flows quickly through the team.

◦ Communication overhead is reduced.

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Easy Access to Expert Users

 Expert will answer questions and suggest

 Minimum: meet once a week for 2 hours and

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Automated Tests, Configuration

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7. See the 2. Amplify

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Key Tools & Concepts

Seven Wastes (TIMWOOD)

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 Means signboard in Japanese.

 It is a scheduling system used in Lean Production

 Kanban limits WIP by defining the maximum

 Typically, it uses a series of columns showing

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 It’s a pull system to take work when capacity