0% found this document useful (0 votes)

221 views50 pages

Agile Certified Practitioner (ACP) Exam Prep Chapter 06 - Stakeholder Engagement

ACP Workbook6

Uploaded by

Arun O

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PDF, TXT or read online on Scribd

0% found this document useful (0 votes)

221 views50 pages

Agile Certified Practitioner (ACP) Exam Prep Chapter 06 - Stakeholder Engagement

ACP Workbook6

Uploaded by

Arun O

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PDF, TXT or read online on Scribd

Agile Certified Practitioner (ACP) Exam Prep

Chapter 06 - Stakeholder Engagement

Slide 1

Domain Tasks – Stakeholder Engagement

1. Identify & engage effective & empowered business stakeholder(s) through periodic reviews in order to
ensure that the team is knowledgeable about stakeholders’ interests, needs, & expectations.
2. Identify & engage all stakeholders (current & future) by promoting knowledge sharing early & throughout
the project to ensure the unimpeded flow of information & value throughout the lifespan of the project.

Domain Tasks – Ensure Stakeholder

Involvement
3. Establish stakeholder relationships by forming a working agreement among key
stakeholders in order to promote participation & effective collaboration.
4. Maintain proper stakeholder involvement by continually assessing changes in the project &
organization in order to ensure that new stakeholders are appropriately engaged.
5. Establish collaborative behaviors among the members of the organization by fostering
group decision making & conflict resolution in order to improve decision quality & reduce
the time required to make decisions.

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

Domain Tasks – Manage Stakeholder

Expectations
6. Establish a shared vision of the various project increments (products, deliverables,
releases, iterations) by developing a high level vision & supporting objectives in order to
align stakeholders’ expectations & build trust.
7. Establish & maintain a shared understanding of success criteria, deliverables, & acceptable
trade-offs by facilitating awareness among stakeholders in order to align expectations &
build trust.
8. Provide transparency regarding work status by communicating team progress, work
quality, impediments, & risks in order to help the primary stakeholders make informed
decisions.
9. Provide forecasts at a level of detail that balances the need for certainty & the benefits of
adaptability in order to allow stakeholders to plan effectively.

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

Who is a Stakeholder?
 Anyone with a vested interest in the project
Stakeholder Examples
Your Boss Shareholders The Government
Senior Executives Alliance Partners Trade Associations
Your Coworkers Suppliers The Press
Your Team Lenders Interest Groups
Customers Analysts The Public
Prospects Future Employees The Community
Your Family Users Sponsors

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

 Key Aspects
 Get the right stakeholders
 Maintain their involvement
 Actively manage their interest
 Frequently discuss “DoD”
 Show progress and capabilities
 Candidly discuss estimates and projections

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

Wireframes
 Used for quick mock-ups
 Visual tool for stakeholders
 Low fidelity tool – quick &
cheap

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

Personas
 Provide an archetypal description of users.
 Are grounded in reality.
 Generate focus.
 Are tangible and actionable.
 Are goal oriented, specific and relevant.
 Do not replace requirements, simply augment
them.
 Allow developers to empathize with users.

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

Personas
 1st introduced by Alan Cooper.
 Software needs to be designed for a specific
person.
 Personas are different than Roles from Use
Cases.
◦ A customer is a role
◦ A customer who is named, has specific
circumstances and needs is a persona.
 Testing requires multiple personas.
v. 6.0- © Copyright and all rights reserved –
Looking Glass Development, LLC.

Persona Example: Frances Miller

 Sixty-seven year-old Frances is the mother of four children and the grandmother of twelve.
She lives in her own home, bakes a pie once a week so that she has something to serve for
Sunday visitors (usually one of her children and their immediate family), and has two cats.
The cats' names are Fred and Wilma, names given to them by four-year old grandson
Bobby. She likes to knit and do needlework, which she either gives away as presents to her
family or donates to the annual sale to raise money for the church she belongs to.

 Every morning she goes for a one hour walk along the lake front when the weather is good.
On bad days she'll go with her neighbor to the local mall where a group of senior citizens
"Mall Stroll" each morning before sitting down at one of the restaurants for coffee or tea.
For breakfast Frances prefers a cup of Earl Grey tea and two slices of whole-wheat toast
with her own home-made preserves. Lunch is typically a bowl of soup or a sandwich and
then she'll have the opposite for dinner.

 She is a middle-class retiree living on a fixed income and has been a widow for ten years.
Her mortgage has been paid off and she has one credit card which she seldom uses. She
has been a customer of the bank for 57 years although has never used an automated teller
machine (ATM) and never intends to. She has no patience for phone banking and does not
own a computer. Every Monday at 10:30 am she will visit her local bank branch to withdraw
enough cash for the week. She prefers to talk with Selma the branch manager or with
Robert, a CSR who was a high-school friend of her oldest son.

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

User Stories
 User Stories represent \features written
from perspective of end users are called
User Stories.

 A collection of User Stories is called the

product backlog.

 User Story estimates are built using Story

Points, but Story Points DON'T answer the
question, when will my product ship?
v. 6.0- © Copyright and all rights reserved –
Looking Glass Development, LLC.

User Stories
 User Stories always use the form, "As a...
(ROLE) I need to ... (FUNCTION) so that I
may ... (SUCCESS CRITERIA).

 User Stories are always written in the

language of the business.

 Each User Story MUST have acceptance

criteria & be testable.

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

User Story Strengths

 Encourages effective communication about
requirements through frequent face-to-
face interactions.
 Avoids too much detail which can increase
cost without any benefit [Forrester & Simula].
 Better adaptation to change.
 Acknowledges the fact that all
requirements are NOT known at the
beginning.

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

User Stories The 3 Cs

 Card – The brief description must have
meaning to both the team and the product
owner.

 Conversation – This is the most important

part. The card is not enough to write code.
The card leads to a conversation to ensure
understanding.

 Confirmation – This is the success criteria.

It gives us the high-level criteria against
which the resulting feature will be tested.

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

You Must INVEST in Your

Stories
 Independent – From other stories.
 Negotiable – Not set in stone.
 Valuable – Don’t do it if it’s not necessary.
 Estimatable – You must be able to come up
with realistic numbers.
 Small – Size matters!
 Testable – You must be able to prove it
works.

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

 Given, When, Then - Another format for

stories.
 Used for non-functional or system based
stories.
 Example:
◦ Given the account is valid and the account has a
MovieCredit balance of greater than $0,
◦ When the user redeems credit for a movie,
◦ Then issue the movie and reduce the user’s
MovieCredit balance.

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

Definition of Done (DoD)

 Before anything is declared done…
◦ Tested – Are all unit, integration and customer tests
finished?
◦ Coded – Has all the code been written?
◦ Designed – Has the code been refactored to the
team’s satisfaction?

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

F2F is Best
Face-to-face (F2F)
at whiteboard
Effectiveness

Question and
answer capability
Video
recording

No question and
E-Mail answer capability

Paper Audio *Source: Alistair Cockburn

recording

(cold) Richness/Temperature (Hot)

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

 Information Radiators – A number of highly

visible methods to display information
including large charts, graphs, & summaries
of project data.

 Sometimes called “Visual Controls”

 From Alistair Cockburn

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

Information Radiators Examples

 Average Cycle Time Charts
 Burndown or Burn-Up Charts
 Cumulative Flow Diagram
 EVMS Diagram
 Velocity Tracking Chart – A bar or line graph
displaying daily velocity

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

Agile Modeling
 Lightweight, barely sufficient capturing the
design without a need for further polish.
 Scott Ambler top expert – Agile modeling’s
value peaks earlier than traditional theory
leads us to believe.
 Types:
◦ Use case diagrams
◦ Data models
◦ Screen designs

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

 The Diagram
 The Write Up

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

 Soft Skills
 Negotiation
 Active listening – hearing what someone is
really trying to convey rather than just the
words. Three levels of active listening:
◦ Level 1 Internal Listening – Ask how is this going to
affect me?
◦ Level 2 Focused Listening – Put yourself in the mind
of the speaker.
◦ Level 3 Global Listening – Builds on level 2 to pick
up on physical and environmental indicators.

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

 Facilitation methods – Focus on:

◦ Goals
◦ Rules
◦ Timing
◦ Assisting
 Globalization, culture & team diversity
 Distributed teams
 Conflict resolution

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

Conflict Resolution
Resolution Concern
Personal
Mode Style Goals Relationships
• Withdrawal • Lose - Leave • Low • Low

• Smoothing • Yield – Lose • Low • High

• Compromising • Compromise • Medium • Medium
• Forcing • Win – Lose • High • Low

• Problem Solving • Integrative • High • High

(Confronting)

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

Speed B. Leas Conflict Model

Language
Level Name Characteristics Type Atmosphere / Environment
Level 1 Problem to Information sharing Open & fact- • People have different opinions or
Solve & collaboration based misunderstandings.
• Conflicting goals or values.
• Not comfortable, but not emotionally charged
either.
Level 2 Disagreement Personal protection Guarded & open • Self-protection becomes important.
trumps resolving the to interpretation • Team members distance themselves from the
conflict debate.
• Discussions happen off-line (outside the team
environment)
• Good-natured joking moves to half-joking
barbs.
Level 3 Contest Winning trumps Includes personal • The aim is to win.
resolving the conflict attacks • People take sides.
• Blaming flourishes.
Level 4 Crusade Protecting one’s own Ideological • Resolving the situation is not good enough.
group becomes • Team members believe that people “on the other
focus side” will not change and need to be removed.
Level 5 World War Destroy the other! Little or • “Destroy!” is the battle cry
nonexistent • The combatants must be separated
• No constructive outcome can be had

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

Participatory Decision Models

 Simple voting

 Thumbs up/down/sideways

 Highsmith’s Decision Spectrum

 Fist-of-Five Voting – Likeart Scale

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

Management vs. Leadership

Management Focus Leadership Focus
• Tasks/things • People

• Control • Empowerment

• Efficiency • Effectiveness

• Doing things right • Doing the right things

• Speed • Direction

• Practices • Principles

• Command • Communication
v. 6.0- © Copyright and all rights reserved –
Looking Glass Development, LLC.

Servant Leadership
 Shield team interruptions

 Remove impediments to progress

 (Re)Communicate project vision

 Carry food & water

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

12 Principles for Leading Agile Projects

1. Learn the team members’ needs.
2. Learn the project’s requirements.
3. Act for the simultaneous welfare of the team and the project.
4. Create an environment of functional accountability.
5. Have a vision of the completed project.
6. Use the project vision to drive your own behavior.
7. Serve as the central figure in successful team development.
8. Recognize team conflict as a positive step.
9. Manage with an eye toward ethics.
10. Remember that ethics is not an afterthought, but an integral
part of our thinking.
11. Take time to reflect on the project.
12. Develop the trick of think backwards.

v. 6.0- © Copyright and all rights reserved –

Looking Glass Development, LLC.

_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
Review Questions:
1. The team is discussing why the need to conduct periodic reviews with the
business stakeholders. Which of the following is NOT a commonly cited reason?
A. Periodic reviews help ensure the team is knowledgeable about
stakeholder's interests and needs.
B. Periodic reviews help to empower the business stakeholders to
communicate throughout the organization about the project.
C. Periodic reviews help ensure the unimpeded flow of information and value
throughout the project.
D. Periodic reviews ensure the right stakeholders are making key feature and
product decisions throughout the project lifecycle.

2. Which of the following is NOT a common task found used in managing

stakeholder expectations?
A. Provide forecasts in order to allow stakeholders to plan effectively.
B. Establish transparency of all budgets and strategic components with all
stakeholders.
C. Establish and maintain a shared understanding of success criteria,
deliverables, and acceptable trade-offs with key stakeholders.
D. Establish a shared vision of the various project increments.

3. Which of the following represent a quick, simple and inexpensive tool you might
use to represent a new website?
A. Wireframes
B. Venn diagrams
C. Object models
D. Ishikawa diagrams

4. Which of the following is NOT a reason to use wireframes?

A. Wireframes are cheap.
B. Wireframes allow the team to accurately present highly complex solutions.
C. Wireframes represent rough representations of the system.
D. Wireframes represent a low fidelity solution.
5. Which of the following is often referred to as archetypal descriptions of a system
user?
A. Wireframes
B. User stories
C. Visualizations
D. Personas

6. Which of the following statements concerning personas is NOT true?

A. Personas are written descriptions of system users.
B. Personas are archetypal description of a system users.
C. Personas represent real people.
D. Personas are both tangible and actionable.

7. Which of the following statements about personas is true?

A. Personas are used to help the team generate focus towards who the
system's users are and what they really want.
B. Personas are not actionable.
C. Personas represent real people.
D. Personas are often used to replace traditional requirements development
processes.

8. Who first introduced personas to agile development?

A. Mike Cohn
B. Alan Cooper
C. Lyssa Adkins
D. Ken Schwaber

9. Why were user stories originally created?

A. User stories were created as the primary vehicle for defining features or
work packages within Scrum.
B. User stories represent multiple rows combined on the product backlog.
C. User stories represent the perspective of the developer.
D. User stories allow the team to get a specific time estimate it will take to
development the feature.

10. Which of the following represents the correct form of the user story?
A. As a function I must produce the specific result.
B. If I produce this result I may success criteria.
C. As a role, I need to function so that I may success criteria.
D. As a job, I need to complete my function so that I may achieve.
11. Which of the following is NOT key to well-formed user story?
A. Each user story must be testable.
B. Each user story must contain acceptance criteria.
C. User stories must be written in the language of the business.
D. User stories must represent key themes of the project.

12. Which of the following is not a key advantage of user stories?

A. User stories are very incomplete.
B. User stories force developers and customers to speak.
C. User stories provide critical, detailed information about deliverables.
D. User stories better represent amorphous requirements, especially early in
the project.

13. Which of the following is NOT one of the three Cs of user stories?
A. The card
B. The cadence
C. The conversation
D. The confirmation

14. Which of a user story's three Cs is considered MOST important by agilists?

A. The card
B. The cadence
C. The conversation
D. The confirmation

15. Which of the following is NOT part of the user story acronym INVEST?
A. Interconnected
B. Negotiable
C. Valuable
D. Estimable

16. Which of the following is NOT part of the user story acronym INVEST?
A. Testable
B. Negotiable
C. Significant
D. Estimable
17. When creating non-functional or system-based stories which of the following
represents the most common format?
A. As a ROLE, I need to FUNCTION so that I may SUCCESS CRITERIA
B. Given, When, Then
C. If, Else, Then
D. Whereas, Therefore, Then

18. The Definition of Done states that before a project can truly be considered
complete it must be what?
A. Designed, developed, and demonstrated
B. Defined, coded, and integrated
C. Declared, defined, and developed
D. Designed, coded, and fully tested

19. What is the process of improving the internal structure of an existing program's
source code, while preserving its external behavior called?
A. Test-driven development
B. Refactoring
C. Design-build
D. Object-oriented development

20. Which of the following is NOT a key benefit of refactoring defined by the Agile
Alliance?
A. Refactoring improves objective attributes of code that correlate with ease
of maintenance.
B. Refactoring encourages each developer to think about and understand
key design decisions, in the context of collective code ownership.
C. Refactoring helps stakeholders understand key development components
and architecture.
D. Refactoring favors the emergence of reusable design elements and code
modules.

21. When agilists talk about refactoring they may be referring to all of the following
EXCEPT:
A. A particular behavior-preserving transformation
B. The extract method
C. The introduce parameter
D. Code rewriting
22. Refactoring in the absence of safeguards against introducing defects is
considered risky. Examples of safeguards include all of the following EXCEPT:
A. Composite testing
B. Automated unit tests
C. Automated acceptance tests
D. Type systems

23. According to the Agile Alliance, which of the follow is representative of the
beginning skill level of refactoring?
A. Knows and is able to remedy a broader range of "code smells".
B. Can use some automated refactorings from the IDE.
C. Can chain several refactorings to carry out a design intention, in
awareness of the dependencies between refactorings.
D. Refactors continuously, rather than in sporadic and lengthy sessions.

24. According to the Agile Alliance, which of the follow is representative of the
intermediate skill level of refactoring?
A. Is aware of the risks of regression from manual and automated
refactorings.
B. Is aware of code duplication and can remove it by refactoring.
C. Knows and is able to remedy a broader range of "code smells".
D. Applies refactorings to non-code elements such as database schema,
documents, etc.

25. According to the Agile Alliance, which of the follow is NOT representative of the
advanced skill level of refactoring?
A. Has an acute sense of code duplication and coupling.
B. Applies refactorings to non-code elements such as database schema,
documents, etc.
C. Uses refactoring to guide large bodies of code toward design styles
intentionally chosen from a broad palette: object-oriented, functional, or
inspired by known design patterns.
D. Can chain several refactorings to carry out a design intention, in
awareness of the dependencies between refactorings.
26. When Agilists discuss the temperature of communication to what are they
referring?
A. Communication temperature defines how the communication brings
people together and helps promote a positive or negative feeling about
whatever is being discussed.
B. The temperature of communication defines how angry the message
makes the recipient.
C. The temperature of communication defines the level of emotional intensity
displayed in the exchange between two parties.
D. Communication temperature defines the proximity in language, tone and
intangibles between two parties when attempting to share complex
information.

27. A senior executive in your organization is concerned about stakeholders having

negative feelings about the communication the team is providing. Which of the
following tool is likely to be most effective in addressing this concern?
A. Email
B. Face-to-face communication
C. Video conferencing
D. Teleconferencing

28. Which of the following is NOT a common agile information radiator?

A. Brundown charts
B. Burnup charts
C. The product backlog
D. A velocity tracking chart

29. According to top expert Scott Ambler when does the value of Agile Modeling
peak?
A. Early in the project lifecycle
B. Late in the project lifecycle
C. Whenever it is used
D. In the middle of the project lifecycle

30. Which of the following is NOT a fundamental practice found in Agile Modeling?
A. Creating several models in parallel.
B. Applying the right artifact(s) for the situation.
C. Iterating to another artifact to continue moving forward at a steady pace.
D. Creating the product backlog.
31. Which of the following is NOT a common form of agile modeling?
A. A UML package diagram
B. Physical data model
C. Requirements document
D. System use case template

32. In which level of active listening is it when the listener is focused on putting
themselves in the mind of the speaker?
A. Level I
B. Level II
C. Level III
D. Level IV

33. In which level of active listening is it when the listener is picking up on the
physical and environmental indicators from and surrounding the person
speaking?
A. Level I
B. Level II
C. Level III
D. Level IV

34. Which of the following conflict resolution modes is the first to provide a
permanent resolution to a conflict, but also runs the risk of not providing the
optimal solution?
A. Smoothing
B. Compromising
C. Forcing
D. Problem solving

35. Which of the following conflict resolution modes is considered optimal in MOST
situations?
A. Smoothing
B. Compromising
C. Forcing
D. Problem solving
36. What distinguishes the Speed B. Leas Conflict Model from other conflict tools?
A. Speed B. Leas defines the conflict itself instead of how to resolve it.
B. Speed B. Leas defines more tools to resolve the conflict.
C. Speed B. Leas defines fewer methods to resolve the conflict.
D. Speed B. Lease defines specific roles that participants in conflicts
assume.

37. A what level of the Speed B. Leas Conflict Model is a team that is characterized
by team members communicating in a guarded manner that is often unclear and
open to interpretation. The atmosphere and environment at this level is defined
by self-protection becoming important. Team members at this level tend to
distance themselves from the debate, and many discussions happen off-line
outside the team environment. Often good-natured joking changes and becomes
half-joking barbs?
A. Level I
B. Level II
C. Level III
D. Level IV

38. A what level of the Speed B. Leas Conflict Model is a team that is characterized
by the team being focused on winning to protecting one's own group? At this
level, people are either part of your group or they are the enemy. This is a
ideological position, us versus them that creates an environment where resolving
the situation is not good enough. Team members must protect the members of
their own team because they believe the people "on the other side" will not
change and need to be removed.
A. Level II
B. Level III
C. Level IV
D. Level V
39. At what level of the Speed B. Leas Conflict Model is a team that is characterized
by the team being focused on the team being almost rabid as the battle cry is
destroy the other side! When in this level there is little or no communication
between the two sides. In many cases the combatants must physically be
separated as physical violence becomes possible. Unfortunately, no constructive
outcome is possible.
A. Level II
B. Level III
C. Level IV
D. Level V

40. Which of the following is NOT a commonly used participatory decision model
used in agile development?
A. Thumbs up / down / sideways
B. Cockran's decision matrix
C. Highsmith's decision spectrum
D. Fist-of-five voting

41. When discussing the difference between management and leadership from an
agile perspective which is emphasized by the agilist?
A. Management
B. Agile management
C. Leadership
D. Agile leadership

42. According to Greenleaf, what is the primary focus of the servant-leader?

A. The growth and well-being of the people and the communities to which
they belong.
B. The education and development of the staff.
C. The accumulation and exercise of power to benefit the team.
D. The care of the members of your team.

43. Which of the following is NOT one of Lyssa Adkins' 12 principles to be an agile
leader?
A. Learn the team members' needs; Learn the project's requirements.
B. Act for the simultaneous welfare of the team and the project.
C. Begin with the end in mind.
D. Create an environment of functional accountability.
44. Which of the following is NOT one of Lyssa Adkins' 12 principles to be an agile
leader?
A. Use the project vision to drive your own behavior.
B. Serve as the central figure in successful team development.
C. Recognize team conflict as a positive step.
D. Establish clear lines of communication and governance.

45. Which of the following is NOT one of Lyssa Adkins' 12 principles to be an agile
leader?
A. Manage with an eye towards ethics; remember that ethics is not an
afterthought, but an integral part of our thinking.
B. Make planning a habit not a chore.
C. Take time to reflect on the project.
D. Develop the trick of thinking backwards.
Answer Key:
1. D
LGd course manual p. 148 - There are a lot of reasons why the team needs to
hold periodic reviews. However, the fact that the team is holding reviews does
not ensure the best stakeholders are present and making feature decisions.

2. B
LGd course manual p. 149 - The tasks grouped as manage stakeholder
expectations include: Establish a shared vision of the various project increments
(products, deliverables, releases, iterations) by developing a high level vision and
supporting objectives in order to align stakeholders' expectations and build trust.
Establish and maintain a shared understanding of success criteria, deliverables,
and acceptable trade-offs by facilitating awareness among stakeholders in order
to align expectations and build trust. Provide transparency regarding work status
by communicating team progress, work quality, impediments, and risks in order
to help the primary stakeholders make informed decisions. Provide forecasts at
a level of detail that balances the need for certainty and the benefits of
adaptability in order to allow stakeholders to plan effectively.

3. A
LGd course manual p. 150 - Wireframes represent quick, cheap and simple tool.
In Agile parlance we refer to tools like these as low fidelity. They represent rough
representations of the systems that help the team validate key concepts early in
the design process. Simply put, wireframes are used for quick mockups of
screens and interfaces typically used with thin client and client server technology.

4. B
LGd course manual p. 150 - Wireframes represent quick, cheap and simple tool.
In Agile parlance we refer to tools like these as low fidelity. They represent rough
representations of the systems that help the team validate key concepts early in
the design process. Simply put, wireframes are used for quick mockups of
screens and interfaces typically used with thin client and client server technology.

5. D
LGd course manual p. 150 - Personas are written descriptions of system users.
They are referred to as archetypal descriptions of a user of the system. In this
case, archetypal refers to a specific sample user that has characteristics that are
very typical for the system users. However, the persona is NOT a real person.
6. C
LGd course manual p. 150 - Personas are written descriptions of system users.
They are referred to as archetypal descriptions of a user of the system. In this
case, archetypal refers to a specific sample user that has characteristics that are
very typical for the system users. However, the persona is NOT a real person.
Simply put, a persona is grounded in reality.

7. A
LGd course manual p. 151 - A persona is grounded in reality. They are used to
help the team generate focus towards who the system's users are and what they
really want. One of the key aspects of personas is the fact that they are both
tangible and actionable. Personas create a powerful likeness of a user that
allows the developer to build functionality around the personas' needs. However,
this tool does not replace requirements.

8. B
LGd course manual p. 151 - Personas where first introduced by Alan Cooper for
software development projects. He argued that software must be designed for a
specific person. In this way, personas differ from Use Cases.

9. A
LGd course manual p. 152 - Originally created as the primary vehicle for defining
features or Work Packages in Scrum, User Stories represent features written
from the perspective of the end user. Each Story represents a single row or item
in the Product Backlog. Hence, they are sometimes referred to as Product
Backlog Items or PBIs. Because the User Stories represent the primary vehicle
for defining the features on a project, there must be some way of creating
estimates at the Story level.

10. C
LGd course manual p. 152 - User Stories always appear in the form of "As a
ROLE, I need to FUNCTION so that I may SUCCESS CRITERIA. This single
sentence or sometimes pair of sentences appear incredibly simplistic, but there
are very powerful. User Stories are always written in the language of the
business because the providing a primary bridging tool between developers and
the customer. Additionally, each Story must provide acceptance criteria and
must be testable.
11. D
LGd course manual p. 152 - User Stories always appear in the form of "As a
ROLE, I need to FUNCTION so that I may SUCCESS CRITERIA. This single
sentence or sometimes pair of sentences appear incredibly simplistic, but there
are very powerful. User Stories are always written in the language of the
business because the providing a primary bridging tool between developers and
the customer. Additionally, each Story must provide acceptance criteria and
must be testable.

12. C
LGd course manual p. 152 - The absence of too much detail is seen by Agilists
as an advantage. Having or attempting to have too much detail in the early
stages of the project often causes the team to focus on features and/or
requirements that change or disappear as the project progresses. When this
happens in non-Agile projects it often causes costs to dramatically increase
without providing any benefit. This avoidance of detail allows the team to adapt
and change the requirements as the project progresses. Finally, User Stories
simply acknowledge the fact that all requirements are not known at the beginning
of the project. Requirements the Agilist contend are amorphous, often poorly or
misunderstood in the early phases of the project.

13. B
LGd course manual p. 153 - The three Cs of user stories include: The Card - The
brief description must have meaning to both the team and the product owner. It
is the bridge between the developer and customer. The Conversation - This is
the most important part. The card is not enough to write code. The card leads to
a conversation to ensure understanding. The Confirmation - This is the success
criteria. It gives us the high-level criteria against which the resulting feature will
be tested.

14. C
LGd course manual p. 153 - The Conversation - This is the most important part.
The card is not enough to write code. The card leads to a conversation to ensure
understanding.

15. A
LGd course manual p. 153 - INVEST represents six steps every agilist must take
to get the most out of User Stories. These items include: Independent,
negotiable, valuable, estimable, small, and testable.
16. C
LGd course manual p. 153 - INVEST represents six steps every agilist must take
to get the most out of User Stories. These items include: Independent,
negotiable, valuable, estimable, small, and testable.

17. B
LGd course manual p. 154 - Another form of User Stories is the Given, When,
Then format. This format is used for non-functional or system-based stories.

18. D
LGd course manual p. 154 - The Definition of Done states that before anything
can truly be declared complete it must be designed, coded and fully tested. Each
of these steps represent small incremental steps necessary in any software
project.

19. B
LGd course manual p. 154 - Refactoring consists of improving the internal
structure of an existing program's source code, while preserving its external
behavior. The noun "refactoring" refers to one particular behavior-preserving
transformation, such as "Extract Method" or "Introduce Parameter". Refactoring
does not mean simply rewriting code, fixing bugs or improving observable
aspects of software such as its interface. Refactoring in the absence of
safeguards against introducing defects (i.e. violating the "behavior preserving"
condition) is risky.

20. C
LGd course manual p. 155 - According to the Agile Alliance, refactoring is done
to provide the project a number of key benefits including: Refactoring improves
objective attributes of code (length, duplication, coupling and cohesion,
cyclomatic complexity) that correlate with ease of maintenance. Refactoring
helps code understanding. Refactoring encourages each developer to think
about and understand key design decisions, in the context of collective code
ownership. Refactoring favors the emergence of reusable design elements (such
as design patterns) and code modules.

21. D
LGd course manual p. 154 - The noun "refactoring" refers to one particular
behavior-preserving transformation, such as "Extract Method" or "Introduce
Parameter". Refactoring does not mean simply rewriting code, fixing bugs or
improving observable aspects of software such as its interface.
22. A
LGd course manual p. 155 - Refactoring does not mean simply rewriting code,
fixing bugs or improving observable aspects of software such as its interface.
Refactoring in the absence of safeguards against introducing defects (i.e.
violating the "behavior preserving" condition) is risky. Safeguards include aids to
regression testing including automated unit tests or automated acceptance tests,
and aids to formal reasoning such as type systems.

23. B
LGd course manual p. 155 - The beginning level of refactoring includes concepts
such as: Knows the definition of "refactoring". Can use some automated
refactorings from the IDE. Can perform some refactorings by hand. Is aware of
the risks of regression from manual and automated refactorings. Is aware of
code duplication and can remove it by refactoring.

24. C
LGd course manual p. 155 - The intermediate level of refactoring includes
concepts such as: Knows and is able to remedy a broader range of "code
smells". Can chain several refactorings to carry out a design intention, in
awareness of the dependencies between refactorings. Refactors continuously,
rather than in sporadic and lengthy sessions.

25. D
LGd course manual p. 155 - The advanced level of refactoring includes concepts
such as: Has an acute sense of code duplication and coupling.Applies
refactorings to non-code elements such as database schema, documents, etc.
Uses refactoring to guide large bodies of code toward design styles intentionally
chosen from a broad palette: object-oriented, functional, or inspired by known
design patterns.

26. A
LGd course manual p. 156 - When Agilists refer to communication temperature
they are talking about how the communication brings people together and helps
promote a positive or negative feeling about whatever is being discussed. Warm
communication helps the participants have a positive feeling about the message.
Cold communication causes the participants to have the opposite feeling,
negative. The temperature of the communication impacts its overall
effectiveness.
27. B
LGd course manual p. 156 - The temperature of the communication impacts its
overall effectiveness. The warmer the communication the more effective it is.
Based on these two axis, the graph generates two curves. The first curve
represents naturally cold communication methods such as old-fashioned paper
documents, audio recordings, or video recordings. All of these techniques
struggle because they lack the ability to provide question and answer time. At
the bottom of the warm curve is email. Although it does provide a method to get
questions answered, it encounters delays and often suffers from
misinterpretation. The most effective way to communicate is always face-to-face
because each party can see the other's expression and respond.

28. C
LGd course manual p. 157 - Information Radiators represent a number of highly
visible methods to display information including large charts, graphs, and
summaries of project data. There are sometimes referred to as visual controls
according to famed Agilist Alistair Cockburn. This course has already introduced
a number of information radiators such as Burndown or Burn-Up Charts.
However, there are a number of other visualizations used in Agile Development
such as Average Cycle Time Charts, Cumulative Flow Diagrams, Earned Value
Management Systems Diagrams, or a Velocity Tracking Chart.

29. A
LGd course manual p. 157 - To get the highest value focus on the value Agilists
get from the practice. Scott Ambler, a top expert in Agile Modeling argues that
Agile Modeling's value peaks earlier than traditional theory leads us to believe.

30. D
LGd course manual p. 158 - To model in an agile manner you will apply AM's
practices as appropriate. Fundamental practices include creating several models
in parallel, applying the right artifact(s) for the situation, and iterating to another
artifact to continue moving forward at a steady pace.

31. C
LGd course manual p. 158 - The list of potential agile models is huge, but a
traditional requirements document does not appear on it.
32. B
LGd course manual p. 162 - There are three different levels of Active Listening.
Level I - Internal Listening. When a person uses Internal Listening they ask how
the topic being discussed is going to affect them personally. The listener is
looking out for their own self-interests and not thinking in terms of anyone else.
Level II - Focused Listening. When a person reaches this level they are focused
on putting themselves in the mind of the speaker.
Level III - Global Listening. When a person enters Level III they build on Level II
to pick up on the physical and environmental indicators from and surrounding the
person speaking.

33. C
LGd course manual p. 162 - There are three different levels of Active Listening.
Level I - Internal Listening. When a person uses Internal Listening they ask how
the topic being discussed is going to affect them personally. The listener is
looking out for their own self-interests and not thinking in terms of anyone else.
Level II - Focused Listening. When a person reaches this level they are focused
on putting themselves in the mind of the speaker.
Level III - Global Listening. When a person enters Level III they build on Level II
to pick up on the physical and environmental indicators from and surrounding the
person speaking.

34. B
LGd course manual p. 163 - Compromise is the first conflict resolution mode that
provides a permanent solution. However, it is also considered suboptimal
because compromise is all about both parties finding the solution with which they
can live. They are not interested in finding the best solution. Therefore neither
party is totally satisfied. The two parties care a medium amount for the other
party and a medium amount about the issue.

35. D
LGd course manual p. 163 - Problem solving is also referred to as confronting
and is the preferred mode to resolve any conflict. When problem solving, both
parties have a high regard for each other and for the issue being discussed. The
parties are more concerned over finding the correct solution rather than just
having their solution.
36. A
LGd course manual p. 163 - Speed Leas is a nationally known consultant to
religious organizations and an educator of church leaders, including pastors,
laity, and church executives. Since 1967 he worked full-time as a teacher and
consultant to ecclesiastical groups throughout the U.S. and Canada. He has an
extensive background as a management consultant to churches and synagogues
and has earned a special reputation as an authority on conflict. His model
establishes five levels that describe the conflict itself instead of how it is resolved.

37. B
LGd course manual p. 163 - The Speed B. Leas Conflict Model establishes five
levels that describe the conflict itself instead of how it is resolved. Level II is
called Disagreement and is defined as: The second level Leas' model is
characterize by personal protection trumping the resolution of the conflict. Team
members communicate in a guarded manner that is often unclear and open to
interpretation. The atmosphere and environment at this level is defined by self-
protection becoming important. Team members at this level tend to distance
themselves from the debate, and many discussions happen off-line outside the
team environment. Often good-natured joking changes and becomes half-joking
barbs.

38. C
LGd course manual p. 164 - The Speed B. Leas Conflict Model establishes five
levels that describe the conflict itself instead of how it is resolved. Level IV -
Crusade. Leas' fourth level transitions the team from simply winning to protecting
one's own group. People are either part of your group or they are the enemy.
This is a ideological position, us versus them that creates an environment where
resolving the situation is not good enough. Team members must protect the
members of their own team because they believe the people "on the other side"
will not change and need to be removed.

39. D
LGd course manual p. 164 - The Speed B. Leas Conflict Model establishes five
levels that describe the conflict itself instead of how it is resolved. Level V -
World War. This level is almost rabid as the battle cry is destroy the other side!
There is little or no communication between the two sides. In many cases the
combatants must physically be separated as physical violence becomes
possible. Unfortunately, no constructive outcome is possible.
40. B
LGd course manual p. 164 - There are many different decision models a team
might use. The most common you might see on the exam include simple voting,
thumbs up / down / sideways, Highsmith's decision spectrum, and fist-of-five
voting.

41. C
LGd course manual p. 165 - Agile emphasizes the importance of leadership.
While management is necessary, leadership is absolutely critical. Sometimes
these terms are used as synonyms, but they are not the same. Management is
about controlling tasks and things. It focuses on achieving efficiency, and
ensuring that the right things are done. Management works to achieve speed
and control the team's practices. It is a set of practices based on a command
and control mentality. Leadership is all about people and relationships. The goal
of the leader is to empower people, to find every possible way to help the team
become more effective. Leaders help the team find their direction and establish
guiding principles. The leader often acts as a facilitator helping the team to
communicate.

42. A
LGd course manual p. 166 - A servant-leader focuses primarily on the growth
and well-being of people and the communities to which they belong. While
traditional leadership generally involves the accumulation and exercise of power
by one at the "top of the pyramid," servant leadership is different. The servant-
leader shares power, puts the needs of others first and helps people develop and
perform as highly as possible.

43. C
LGd course manual p. 166 - Lyssa Adkins outlines 12 different principles that are
key to being a successful Agile leader. These include: Learn the team members'
needs; Learn the project's requirements; Act for the simultaneous welfare of the
team and the project; create and environment of functional accountability; have a
vision of the completed project; Use the project vision to drive your own behavior;
Serve as the central figure in successful team development; recognize team
conflict as a positive step; manage with an eye towards ethics; remember that
ethics is not an afterthought, but an integral part of our thinking; take time to
reflect on the project; and develop the trick of thinking backwards.
44. D
LGd course manual p. 166 - Lyssa Adkins outlines 12 different principles that are
key to being a successful Agile leader. These include: Learn the team members'
needs; Learn the project's requirements; Act for the simultaneous welfare of the
team and the project; create and environment of functional accountability; have a
vision of the completed project; Use the project vision to drive your own behavior;
Serve as the central figure in successful team development; recognize team
conflict as a positive step; manage with an eye towards ethics; remember that
ethics is not an afterthought, but an integral part of our thinking; take time to
reflect on the project; and develop the trick of thinking backwards.

45. B
LGd course manual p. 166 - Lyssa Adkins outlines 12 different principles that are
key to being a successful Agile leader. These include: Learn the team members'
needs; Learn the project's requirements; Act for the simultaneous welfare of the
team and the project; create and environment of functional accountability; have a
vision of the completed project; Use the project vision to drive your own behavior;
Serve as the central figure in successful team development; recognize team
conflict as a positive step; manage with an eye towards ethics; remember that
ethics is not an afterthought, but an integral part of our thinking; take time to
reflect on the project; and develop the trick of thinking backwards.

Agile Contract Types for Software Projects
No ratings yet
Agile Contract Types for Software Projects
12 pages
Agile Lean Leadership
100% (1)
Agile Lean Leadership
26 pages
Agile Frameworks and Practices Overview
No ratings yet
Agile Frameworks and Practices Overview
29 pages
Domain - 1 - Agile Principles and Mindset
100% (1)
Domain - 1 - Agile Principles and Mindset
40 pages
PI Planning Study Guide
No ratings yet
PI Planning Study Guide
1 page
Scaling Scrum - Professional Scrum Day Chile
No ratings yet
Scaling Scrum - Professional Scrum Day Chile
15 pages
Agile Development Overview and Principles
No ratings yet
Agile Development Overview and Principles
26 pages
Overview of Extreme Programming (XP)
No ratings yet
Overview of Extreme Programming (XP)
43 pages
Agile E0
No ratings yet
Agile E0
15 pages
PMI-ACP Exam Study Guide and Tips
No ratings yet
PMI-ACP Exam Study Guide and Tips
17 pages
Agile Essentials for Students
No ratings yet
Agile Essentials for Students
12 pages
Agile Foundation
No ratings yet
Agile Foundation
6 pages
Understanding Agile Methodologies
No ratings yet
Understanding Agile Methodologies
62 pages
360° Leadership Feedback Report
No ratings yet
360° Leadership Feedback Report
27 pages
ACP Workbook
100% (1)
ACP Workbook
46 pages
Agile Scrum for Education Management
No ratings yet
Agile Scrum for Education Management
23 pages
Team Washing Instructions Canvas
No ratings yet
Team Washing Instructions Canvas
1 page
Kanban COP - Lean Kanban Training PDF
100% (1)
Kanban COP - Lean Kanban Training PDF
14 pages
Scrum Anti Patterns Guide V 570 2023-09-23
No ratings yet
Scrum Anti Patterns Guide V 570 2023-09-23
109 pages
Inspect and Adapt Template (v5.3)
50% (2)
Inspect and Adapt Template (v5.3)
46 pages
Scrum Implementation with Azure DevOps
100% (2)
Scrum Implementation with Azure DevOps
64 pages
ACP Workbook
No ratings yet
ACP Workbook
65 pages
Toolbox For The Agile Coach
No ratings yet
Toolbox For The Agile Coach
94 pages
Agile Project Charter Template Excel Agile Project Charter Agile Project Charter Excel Template Free
No ratings yet
Agile Project Charter Template Excel Agile Project Charter Agile Project Charter Excel Template Free
1 page
DAD 3 Hour Tutorial PDF
No ratings yet
DAD 3 Hour Tutorial PDF
52 pages
What Is DSDM Agile Project Framework
No ratings yet
What Is DSDM Agile Project Framework
9 pages
The Complete Guide To Building A Successful Agile Team PDF
100% (1)
The Complete Guide To Building A Successful Agile Team PDF
48 pages
Agile Software Process Syllabus Overview
100% (1)
Agile Software Process Syllabus Overview
19 pages
CVO Scrum Agile Introduction
No ratings yet
CVO Scrum Agile Introduction
80 pages
ScrumMaster Certification Assessment Test
80% (10)
ScrumMaster Certification Assessment Test
2 pages
Sprint Review & Retrospective Guide
100% (1)
Sprint Review & Retrospective Guide
60 pages
Agile WoW
No ratings yet
Agile WoW
115 pages
Sprint Review Slides
No ratings yet
Sprint Review Slides
17 pages
Agile Transformation at Gap Inc.
100% (2)
Agile Transformation at Gap Inc.
18 pages
CSM Workbook March 2024
100% (1)
CSM Workbook March 2024
14 pages
SAFe Framework for Business Agility
No ratings yet
SAFe Framework for Business Agility
28 pages
Agile For PMs v6
100% (1)
Agile For PMs v6
73 pages
Agile Backlog Structuring Guide
No ratings yet
Agile Backlog Structuring Guide
56 pages
Scrum of Scrums - Atlassian
No ratings yet
Scrum of Scrums - Atlassian
8 pages
Agile Leadership Certification Exam Guide
No ratings yet
Agile Leadership Certification Exam Guide
15 pages
Sila SAFe Scrum Master Starter Guide
100% (1)
Sila SAFe Scrum Master Starter Guide
26 pages
Introduction to Scrum Framework
No ratings yet
Introduction to Scrum Framework
31 pages
Scrum Project Quality Assurance Guide
No ratings yet
Scrum Project Quality Assurance Guide
18 pages
Scrum Open Assessment Results Summary
No ratings yet
Scrum Open Assessment Results Summary
17 pages
ACP
100% (2)
ACP
23 pages
Agile Champion Level 1 Overview
100% (1)
Agile Champion Level 1 Overview
7 pages
PSMTraining US
No ratings yet
PSMTraining US
2 pages
Enhancing Agile Development with Story Cards
100% (1)
Enhancing Agile Development with Story Cards
16 pages
Understanding Spotify's Agile Structure
No ratings yet
Understanding Spotify's Agile Structure
1 page
Safe Scrum Master 6.0 Partner
No ratings yet
Safe Scrum Master 6.0 Partner
4 pages
Disciplined Agile Roles & DASM Guide
No ratings yet
Disciplined Agile Roles & DASM Guide
7 pages
First Principles in Scrum - Jeff Sutherland - Anna's Archive
No ratings yet
First Principles in Scrum - Jeff Sutherland - Anna's Archive
395 pages
PI Planning Overview
No ratings yet
PI Planning Overview
1 page
Agile Software Developmentagile
No ratings yet
Agile Software Developmentagile
5 pages
Scrum - NexusGuide v1.1
0% (1)
Scrum - NexusGuide v1.1
11 pages
PMP Stakeholders Eng.M.raslan
No ratings yet
PMP Stakeholders Eng.M.raslan
52 pages
3 - Lec. 3 4 (Part-1-PPPS - Spring 2025)
No ratings yet
3 - Lec. 3 4 (Part-1-PPPS - Spring 2025)
30 pages
PMG 211 - Stakeholder Management
No ratings yet
PMG 211 - Stakeholder Management
5 pages
Stakeholder Management in Projects
No ratings yet
Stakeholder Management in Projects
19 pages
SAP Activate: S/4HANA Upgrade Guide
No ratings yet
SAP Activate: S/4HANA Upgrade Guide
7 pages
Duke Energy Pmcoe: Pmi Metrolina Chapter PDD
No ratings yet
Duke Energy Pmcoe: Pmi Metrolina Chapter PDD
24 pages
Agile Manifesto
No ratings yet
Agile Manifesto
1 page
Project Management Work Breakdown Structure
No ratings yet
Project Management Work Breakdown Structure
255 pages
EY-Comparison of SAP Warehouse Solutions PDF
No ratings yet
EY-Comparison of SAP Warehouse Solutions PDF
16 pages
Scrum Tutorial
100% (4)
Scrum Tutorial
41 pages
ACP Workbook
100% (1)
ACP Workbook
72 pages
Agile Implementation Methodology - Overview
No ratings yet
Agile Implementation Methodology - Overview
35 pages
SAP Activate C_ACTIVATE05 Exam Guide
100% (2)
SAP Activate C_ACTIVATE05 Exam Guide
5 pages
2016 UMD PM Symposium Papers
No ratings yet
2016 UMD PM Symposium Papers
319 pages
Pmo Best in Class
100% (1)
Pmo Best in Class
70 pages
Motor C7 Skidder
No ratings yet
Motor C7 Skidder
7 pages
Stochastic Models I Homework Solutions
No ratings yet
Stochastic Models I Homework Solutions
4 pages
Precalculus Graphs and Models A Right Triangle Approach 6th Edition Bittinger Solutions Manual PDF Available
100% (4)
Precalculus Graphs and Models A Right Triangle Approach 6th Edition Bittinger Solutions Manual PDF Available
310 pages
1job Mismatch
No ratings yet
1job Mismatch
19 pages
Autorabit ARM
No ratings yet
Autorabit ARM
3 pages
Lecture Notes - 1
No ratings yet
Lecture Notes - 1
6 pages
Plant Tours Paper
No ratings yet
Plant Tours Paper
10 pages
WOPIC Seminars
No ratings yet
WOPIC Seminars
13 pages
Pyrometallurgy of Ferrovanadium Explained
No ratings yet
Pyrometallurgy of Ferrovanadium Explained
24 pages
RISO EZ 370E Parts List Overview
100% (2)
RISO EZ 370E Parts List Overview
116 pages
Unit I - Session 1 - PPT
No ratings yet
Unit I - Session 1 - PPT
27 pages
Approved - 5021-Work Order-Inckah Infra - Kerb Laying & Surface PCC & Shoulder Filling - NH-8
No ratings yet
Approved - 5021-Work Order-Inckah Infra - Kerb Laying & Surface PCC & Shoulder Filling - NH-8
8 pages
Heat Exchanger Design Parameters
No ratings yet
Heat Exchanger Design Parameters
8 pages
Transfer and NAA Requirements
No ratings yet
Transfer and NAA Requirements
26 pages
Rhaheed's Tax Fraud Appeal Decision
No ratings yet
Rhaheed's Tax Fraud Appeal Decision
8 pages
Cat ERROR CODES PDF
100% (1)
Cat ERROR CODES PDF
22 pages
CNOOC Vendor QHSE Management System
No ratings yet
CNOOC Vendor QHSE Management System
22 pages
Fileless Attack Survival Guide
No ratings yet
Fileless Attack Survival Guide
25 pages
220801dist13009 Exde03 43 PDF
100% (1)
220801dist13009 Exde03 43 PDF
43 pages
Hindalco Industries A One Salasar PVT Limited: Auction Schedule
No ratings yet
Hindalco Industries A One Salasar PVT Limited: Auction Schedule
11 pages
Heat Transfer Lab Logbook Format
No ratings yet
Heat Transfer Lab Logbook Format
1 page
Mukesh
No ratings yet
Mukesh
4 pages
Retail Management Course Overview
No ratings yet
Retail Management Course Overview
29 pages
English Listening Test Guide
No ratings yet
English Listening Test Guide
9 pages
Examen Final - Semana 8 - SEGUNDO BLOQUE-VIRTUAL - INGLÉS GENERAL 1
No ratings yet
Examen Final - Semana 8 - SEGUNDO BLOQUE-VIRTUAL - INGLÉS GENERAL 1
15 pages
Public Administration Paper-2024 251015111631
No ratings yet
Public Administration Paper-2024 251015111631
2 pages
Eis Report
No ratings yet
Eis Report
14 pages
CanadianSME Small Business Awards
No ratings yet
CanadianSME Small Business Awards
15 pages
Business Environment Insights
100% (1)
Business Environment Insights
11 pages

Agile Certified Practitioner (ACP) Exam Prep Chapter 06 - Stakeholder Engagement

Uploaded by

Agile Certified Practitioner (ACP) Exam Prep Chapter 06 - Stakeholder Engagement

Uploaded by

Agile Certified Practitioner (ACP) Exam Prep

Chapter 06 - Stakeholder Engagement

Domain Tasks – Stakeholder Engagement

Domain Tasks – Ensure Stakeholder

v. 6.0- © Copyright and all rights reserved –

Domain Tasks – Manage Stakeholder

v. 6.0- © Copyright and all rights reserved –

v. 6.0- © Copyright and all rights reserved –

v. 6.0- © Copyright and all rights reserved –

v. 6.0- © Copyright and all rights reserved –

v. 6.0- © Copyright and all rights reserved –

Persona Example: Frances Miller

v. 6.0- © Copyright and all rights reserved –

 A collection of User Stories is called the

 User Story estimates are built using Story

 User Stories are always written in the

 Each User Story MUST have acceptance

v. 6.0- © Copyright and all rights reserved –

User Story Strengths

v. 6.0- © Copyright and all rights reserved –

User Stories The 3 Cs

 Conversation – This is the most important

 Confirmation – This is the success criteria.

v. 6.0- © Copyright and all rights reserved –

You Must INVEST in Your

v. 6.0- © Copyright and all rights reserved –

 Given, When, Then - Another format for

v. 6.0- © Copyright and all rights reserved –

Definition of Done (DoD)

v. 6.0- © Copyright and all rights reserved –

Paper Audio *Source: Alistair Cockburn

(cold) Richness/Temperature (Hot)

v. 6.0- © Copyright and all rights reserved –

 Information Radiators – A number of highly

 Sometimes called “Visual Controls”

 From Alistair Cockburn

v. 6.0- © Copyright and all rights reserved –

Information Radiators Examples

v. 6.0- © Copyright and all rights reserved –

v. 6.0- © Copyright and all rights reserved –

v. 6.0- © Copyright and all rights reserved –

v. 6.0- © Copyright and all rights reserved –

 Facilitation methods – Focus on:

v. 6.0- © Copyright and all rights reserved –

• Smoothing • Yield – Lose • Low • High

• Problem Solving • Integrative • High • High

v. 6.0- © Copyright and all rights reserved –

Speed B. Leas Conflict Model

v. 6.0- © Copyright and all rights reserved –

Participatory Decision Models

 Highsmith’s Decision Spectrum

 Fist-of-Five Voting – Likeart Scale

v. 6.0- © Copyright and all rights reserved –

Management vs. Leadership

• Doing things right • Doing the right things

 Remove impediments to progress

 (Re)Communicate project vision

 Carry food & water

v. 6.0- © Copyright and all rights reserved –

12 Principles for Leading Agile Projects

v. 6.0- © Copyright and all rights reserved –

2. Which of the following is NOT a common task found used in managing

4. Which of the following is NOT a reason to use wireframes?

6. Which of the following statements concerning personas is NOT true?

7. Which of the following statements about personas is true?

8. Who first introduced personas to agile development?

9. Why were user stories originally created?

12. Which of the following is not a key advantage of user stories?

14. Which of a user story's three Cs is considered MOST important by agilists?

27. A senior executive in your organization is concerned about stakeholders having

28. Which of the following is NOT a common agile information radiator?

42. According to Greenleaf, what is the primary focus of the servant-leader?

You might also like