| Term | Definition |
| AGILE & ADAPTIVE APPROACHES FOR LINKING PEOPLE, PROJECTS, & VALUE | AGILE DECLARATION OF INTERDEPENDENCE |
| WHAT SHOULD A SERVANT LEADER PROVIDE? | 1. SHIELD TEAM FROM INTERRUPTIONS
2. REMOVE IMPEDIMENTS
3. COMMUNICATE PROJECT VISION
4. CARRY FOOD & WATER |
| FIRST 6 PRINCIPLES FOR LEADING AGILE PROJECTS | 1. LEARN TEAM'S NEEDS
2. LEARN PROJECT REQUIREMENTS
3. ACT FOR SIMULTANEOUS WELFARE OF TEAM & PROJECT
4. CREATE ENV OF FUNCTIONAL ACCOUNTABILITY
5. HAVE VISION OF COMPLETED PROJECT
6. USE VISION TO DRIVE YOUR BEHAVIOR |
| LAST 6 PRINCIPLES FOR LEADING AGILE PROJECTS | 7. BE CENTRAL FIGURE IN SUCCESSFUL TEAM DEVELOPMENT
8. RECOGNIZE TEAM CONFLICT AS A POSITIVE STEP
9. MANAGE WITH AN EYE ON ETHICS
10. ETHICS IS INTEGRAL
11. TAKE TIME TO REFLECT ON PROJECT
12. DEVELOP SKILL OF THINKING BACKWARDS |
| TYPES OF VALUE-DRIVEN DELIVERY PROJECTS TO GENERATE BUSINESS VALUE | - PRODUCE BENEFIT
- IMPROVE SERVICE
- MARKET DEMAND
- SAFETY COMPLIANCE
- REGULATORY COMPLIANCE |
| AIM TO DELIVER HIGHEST VALUE EARLY TO REDUCE RISK | EARLY VALUE DELIVERY |
| METRICS USED FOR ASSESSING VALUE | - RETURN ON INVESTMENT (ROI)
- INTERNAL RATE OF RETURN (IRR)
- PRESENT VALUE/NET PV (NPV)
- EARNED VALUE MANAGEMENT (EVM) |
| RATIO OF BENEFITS RECEIVED FROM AN INDIVIDUAL TO THE MONEY INVESTED (PERCENTAGE) | RETURN ON INVESTMENT (ROI) |
| INTERNAL RATE NEEDED IN TODAY'S MONEY TO RECEIVE A CERTAIN AMOUNT OF MONEY IN THE FUTURE | INTERNAL RATE OF RETURN (IRR) |
| VALUE OF FUTURE MONEY IN TODAY'S TERMS | NET PRESENT VALUE (NPV) |
| WHAT ARE KPI'S USED FOR? | TO MEASURE PROJECT PROGRESS |
| KEY COMPONENTS OF KPI'S | - RATE OF PROGRESS
- REMAINING WORK
- LIKELY COMPLETION DATE
- LIKELY COST REMAINING |
| HOW SHOULD YOU HANDLE REGULATORY COMPLIANCE? | EITHER BUILD IT INTO PROJECT WORK OR DO IT AFTER PROJECT IS DONE |
| HOW DOES RISK AFFECT AGILE PROJECTS? | IT IS CONSIDERED ANTI-VALUE |
| TOOLS FOR MANAGING AGILE RISK | - RISK-ADJUSTED BACKLOG
- RISK BURNDOWN CHART |
| HOW DO CUSTOMERS CONDUCT VALUE PRIORITIZATION? | FEATURES ARE PRIORITIZED BASED ON BUSINESS VALUE, RISK, & DEPENDENCIES |
| VALUE PRIORITIZATION TECHNIQUES | - SIMPLE SCHEME
- MOSCOW PRIORITIZATION
- MONOPOLY MONEY
- 100-POINT METHOD
- DOT (MULTI-VOTING)
- KANO ANALYSIS
- REQUIREMENTS PRIORITIZATION MODEL |
| SIMPLE SCHEME | IDENTIFY PRIORITIES AS "1", "2", "3", AND SO ON |
| WHY CAN SIMPLE SCHEME BECOME PROBLEMATIC? | BECAUSE MANY ITEMS COULD BECOME FIRST PRIORITY |
| MOSCOW PRIORITIZATION | - MUST HAVE
- COULD HAVE
- SHOULD HAVE
- WOULD LIKE, BUT NOT NOW |
| DOT (MULTI) VOTING | EACH PERSON GETS A CERTAIN AMOUNT OF DOTS TO DISTRIBUTE TO THE REQUIREMENTS |
| MONOPOLY MONEY | GIVE EVERYONE EQUAL AMOUNT OF MONEY, THEN DISTRIBUTE FUNDS TO WHAT'S VALUED MOST |
| 100-POINT METHOD | GIVE EACH PERSON 100 POINTS, THEN USE IT TO DISTRIBUTE TO INDIVIDUAL REQUIREMENTS |
| KANO ANALYSIS | HELPS TO UNDERSTAND CSAT |
| ELEMENTS OF KANO ANALYSIS | - DELIGHTERS/EXCITERS
- SATISFIERS
- DIS-SATISFIERS
- INDIFFERENT |
| DEPLOYING WORKING PARTS OF THE PRODUCT OVER THE LIFE OF THE PROJECT (DELIVER FIRST TO DEV, THEN TEST, THEN PROD ENVIRONMENT) | INCREMENTAL VALUE MANAGEMENT |
| WHAT ARE THE BENEFITS OF INCREMENTAL VALUE MANAGEMENT? | REDUCES AMOUNT OF REWORK BY DISCOVERING ISSUES EARLY & FIXING THEM |
| FUNCTIONALITY THAT IS COMPLETE ENOUGH TO BE USEFUL, BUT SMALL ENOUGH NOT TO BE AN ENTIRE PROJECT | MINIMAL VIABLE PRODUCT |
| WHEN USING COMPUTER MODELS FOR AGILE PROJECTS WHAT PROBLEMS CAN ARISE? | - DATA ACCURACY PERCEPTION INCREASES
- NO STAKEHOLDER INTERACTION |
| LOW-TECH, HIGH-TOUCH TOOLS | - INDEX CARDS, CHARTS, WHITEBOARDS, & WALLS
- PROMOTES COMMUNICATION & COLLABORATION
- SKIP COMPUTER GANTT CHART FOR KANBAN BOARD |
| INFORMATION RADIATOR THAT PROVIDES VISUALS FOR ITERATION BACKLOG & ENSURES EFFICIENT DISCUSSION | KANBAN BOARD (FOCAL POINT OF DAILY MEETINGS) |
| WORK THAT'S BEEN STARTED BUT NOT COMPLETED YET | WORK IN PROGRESS (WIP) |
| CHARACTERISTICS OF LIMITING WIP | - REPRESENTS MONEY SPENT W/OUT RETURN
- HIDES PROCESS BOTTLENECKS
- REPRESENTS RISK AS POTENTIAL RISK
- AIM IS TO LIMIT & OPTIMIZE WIP |
| STACK GRAPHS THAT SHOW HOW WORK IS PROGRESSING | CUMULATIVE FLOW DIAGRAMS (CFD'S) |
| WHAT'S THE RELATIONSHIP BETWEEN WIDENING AREA ACTIVITY & BOTTLENECK ACTIVITIES? | BOTTLENECK IS THE FIRST AREA AFTER WIDENING AREA ACTIVITY |
| HOW DOES AGILE'S FLEXIBILITY AFFECT CONTRACT ACCEPTANCE CRITERIA? | DIFFICULT DUE TO ATTEMPTS TO FIX RESOURCES, TIME, COST, & VARYING FUNCTIONALITY |
| CONTRACT WHERE 20 FEATURES ARE PAID FOR & AFTER THE 15TH FEATURE NO VALUE IS LEFT SO CONTRACT IS CUT OFF WITHOUT REFUND | MONEY FOR NOTHING CONTRACT |
| CONTRACT ALLOWING CUSTOMER TO CHANGE EXISTING FEATURE OR REPLACE IT | CHANGE FOR FREE CONTRACT |
| CONTRACT WHERE BUYER/SELLER SHARE IN RISKS & REWARDS (TYPICALLY THERE ARE DIFFERENT HOURLY RATES BASED ON FINISH EARLY, FINISH LATE, & FINISH ON TIME) | GRADUATED FIXED-PRICE CONTRACT |
| USED TO MITIGATE RISKS OF UNDER OR OVER ESTIMATING | FIXED PRICE WORK PACKAGES |
| WHAT ONE PERSON DESCRIBES IS OFTEN DIFFERENT FROM HOW ANOTHER INTERPRETS IT | GULF OF EVALUATION |
