Rules: >You start from the last letter of the term posted previously. >In case, more than one terms posted with same letters (concurrently posted), you start with the latest term. >Only PMI-ACP® Terms in this relay. >A term may include multiple words. >Acronyms are fine. please include the expansion before the description. >Your term needs to be followed by a short description of the term. >No successive posting of term by the same member. The below one is fine. member A: --------L member B: L----- --- ----D member A: D---- ------ ---- > If you don't get a term starting from a particular letter(last letter of previous term), feel free to start from the next letter. e.g. previous term - buzz, if you don't get a term starting with 'z', you may start with 'a'. (Hoping this rule will be rarely used.:) >End date of game: No end date. Till the game goes on.
Epic:
A large user story that can be broken down into a number of smaller stories. It may take several sprints to complete an epic. Saving Changes...
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
Chartering in Agile -
1. Vision: The vision defines the “Why” of the project. This is the higher purpose, or the reason for the project’s existence.
2. Mission: This is the “What” of the project and it states what will be done in the project to achieve its higher purpose.
3. Success Criteria: The success criteria are management tests that describe effects outside of the solution itself. Saving Changes...
Emotional intelligence (EI):
Ability of individuals to recognize their own and other people's emotions, to discriminate between different feelings and label them appropriately, and to use emotional information to guide thinking and behavior. Saving Changes...
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
Exploratory Testing -
Exploratory Testing is a technique for finding surprising defects. Testers use their training, experience, and intuition to form hypotheses about where defects are likely to be lurking in the software, then they use a fast feedback loop to iteratively generate, execute, and refine test plans that expose those defects. It appears similar to ad-hoc testing to an untrained observer, but it's far more rigorous.
Some teams use exploratory testing to check the quality of their software. After a story's been coded, the testers do some exploratory testing, the team fixes bugs, and repeat. Once the testers don't find any more bugs, the story is done. Saving Changes...
Skipping G and H.
Information radiator:
A display in the form of handwritten, drawn, printed or electronic, which the project team places in a highly visible location, so that all team members as well as passers-by can see the latest information at a glance:
Examples. burn down chart, a burn up chart, and a task board etc. Saving Changes...
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
Risk Multipliers -
Risk multipliers account for common risks, such as turnover, changing requirements, work disruption, and so forth. These risk multipliers allow you to set a date, estimate how many story points of work you'll get done, and be right. It's a simpler version of the risk curves you'll see in good books on estimating and project management. Saving Changes...
Skipping S. Time boxing: A timebox is a fixed time period allocated to each planned activity.It is used in different Agile methodologies like DSDM,Scrum etc. For e.g. the daily standup meeting in Scrum is timeboxed for 15 minutes. Saving Changes...
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
Skipping G
Ideal Time -
Like Work Units, Ideal Time excludes non-programming time. When a team uses Ideal Time for estimating, they are referring explicitly to only the programmer time required to get a feature or task done, compared to other features or tasks. Again, during the first few iterations, estimate history accumulates, a real velocity emerges, and Ideal Time can be mapped to real, elapsed time.
Many teams using Ideal Time have found that their ultimate effort exceeds initial programmer estimates by 1-2x, and that this stabilizes, within an acceptable range, over a few iterations. On a task by task basis the ratio will vary, but over an entire iteration, the ratios that teams develop have proven to remain pretty consistent. For a given team, a known historical ratio of Ideal Time to real time can be especially valuable in planning releases. A team may quickly look at the required functionality and provide a high level estimate of 200 ideal days. If the team's historical ratio of ideal to real is about 2.5, the team may feel fairly confident in submitting an estimate of 500 project days. In fixed-bid scenarios, this kind of estimate can be reliable. Saving Changes...
Skipping E.
Fist to Five: This is also called fist of five, is a technique used by agile teams to poll team members and help achieve consensus. Team facilitator restates an action the group may make and asks the team to show their level of support. Each team member responds by with a closed fist or the number of fingers that corresponds to the level of support.
Fist of Five Voting is a quick way to allow everyone to vote on and gauge a topic.
It is great for teams to learn more about an idea as well as each other. It can be a means to increase collaboration, understanding, and improve the team’s ability to work together! Saving Changes...
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
Skipping E -
Fractional Assignments -
All of the team members should sit with the team full-time and give the project their complete attention. This particularly applies to customers, who are often surprised at the level of involvement XP requires of them.
Some organizations like to assign people to multiple projects simultaneously. This fractional assignment is particularly common in matrix-managed organizations. (If team members have two managers, one for their project and one for their function, you're probably in a matrixed organization.)
Fractional assignment is dreadfully counterproductive. If your company practices fractional assignment, I have some good news. You can instantly improve productivity by reassigning people to only one project at a time. Fractional assignment is dreadfully counterproductive: fractional workers don't bond with their teams; they often aren't around to hear conversations and answer questions and they must task switch, which incurs a significant hidden penalty. "The minimum penalty is 15 percent... Fragmented knowledge workers may look busy, but a lot of their busyness is just thrashing." [DeMarco 2002] (p.19-20)
That's not to say that everyone needs to work with the team for the entire duration of the project. You can bring someone in to consult on a problem temporarily. However, while she works with the team, she should be fully engaged and available. Saving Changes...
