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Project ManagementPMP
Project Management PMP seventh edition mind map, covering 3 major benchmarks, 10 major sub-plans and other components. It has comprehensive knowledge points and clear ideas. I hope it will be helpful to you!
Edited at 2022-03-25 18:05:57
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Project ManagementPMP
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
- Recommended to you
- Outline
PMP
Chapter 1-3
Introduction
Features of the project
A project is temporary work undertaken to create a unique product, service or outcome
Organizational Project Management (OPM)
Program
Projects within the project set are related
Portfolio
Programs or projects in a portfolio are not necessarily dependent on each other; portfolio components are prioritized based on risk, funding, and other considerations
Project Management VS Project Operations
project management
Stage of project
start process group
Project Charter
planning process organization
project management plan
executive process group
Deliverables for acceptance
monitoring process group
Closing process group
Archive project files
business documents
needs assessment
Understand business goals and objectives, problems and opportunities, and propose solutions
business case
Documented economic feasibility study used to demonstrate the effectiveness of the benefits of a selected option that lacks adequate definition
Listing the goals and objectives for project initiation will help measure project success against project goals at the end of the project
Benefit Management Plan
Describes how and when the project will achieve benefits, and the benefit measurement mechanisms that should be developed
Operating environment
two major factors
business environment factors
objective existence
Must be obeyed
helpful or hindering
organizational process assets
Can be accumulated
Can be cropped
helpful for the future
Project manager role
Project manager’s professional ethics
Talent triangle
Technical project management
leadership
Strategy and Business Management
Chapter 4 Project Integration Management
Develop project charter
enter
Businesses and Organizations
business documents
Ensure project charter, project management plan and benefits management plan are aligned throughout the life cycle
protocol
Used to define the original intention of starting the project
Tool technology
Brainstorming
Creative and innovative content
focus group
Convene meetings with scheduled stakeholders or experts to gain more expectations
Interview
One-to-one or one-to-many requirements help obtain confidential information
conflict management
If there is a conflict between related parties, use it to resolve the conflict.
guide
When relevant parties disagree, guide them to reach a consensus
Conference management
output
Project Charter
effect
Formal approval of project establishment and authorization of project managers to use organizational resources. Documents required for project managers to take office
content
Project purpose, high-level requirements, success criteria, overall project risks, overall milestone schedule, list of key stakeholders, pre-approved financial resources, project approval requirements, project rollout criteria, assigned project manager and his/her responsibilities and authorities, sponsor or the name and authority of other person who approved the project charter
construction log
Construction conditions and constraints
Develop project management plan
Tool technology
output
project management plan
effect
Product of the planning phase, prerequisites and documentation for the execution phase, guarantee of success
content
Top Ten Management Plans Three Baselines (Scope, Schedule, Cost) Other Components (Change Management Plan, Configuration Management Plan, Performance Measurement Baselines)
Develop and approve
Completed by the project manager and team, unanimously confirmed by important stakeholders
Revise
Once the baseline is established, it can only be modified by implementing overall change control
Kick-off and kick-off meetings (kicf-off-meeting)
convening time
Kick-off meeting: End of the kick-off phase and before the planning phase begins
Kickoff meeting: end of planning phase, before execution phase begins
Conference content
Start Conference
Issue a project charter, appoint a project manager, and give him or her the authority to use organizational resources
Kick-off meeting
Communicate project goals, gain team commitment to the project, and clarify stakeholder roles and responsibilities
Direct and manage project work
enter
project files
Approved change request
output
Deliverables
Execute the first output of deliverables, but it does not mean direct delivery. It needs to be controlled within the quality and scope, and delivered after acceptance.
change request
four changes
Corrective Action
In response to deviations that have occurred
Precaution
For problems that may arise in the future
defective measures
Improve results and only address quality issues
renew
change original plan
job performance data
Job performance data/job performance information/job performance reports
Problem log
Problem handling process
Update issue log
Analyze causes and effects
Develop a solution
Managing project knowledge
Explicit knowledge vs tacit knowledge
explicit knowledge
Pictures, text, documents
tacit knowledge
Belief, insight, experience, know-how
Lessons Learned Register
effect
Avoid similar problems from happening again
Update time
throughout the life cycle
Environmental requirements
An open and trustful environment
Monitor project work
tool
Deviation analysis
The difference between target performance and actual performance
trend analysis
Review changes in project performance over time to determine whether project performance is improving or deteriorating
Alternatives Analysis
Generally, the best option is chosen among the two options.
Cost-benefit analysis
Determine the most cost-effective corrective actions
Root Cause Analysis
Identify the main reasons
output
job performance report
Implement holistic change control
Basis for change
change management plan
Permission to approve changes
Changes that do not involve baseline
project manager
Changes involving baselines
Change Control Board (CCB)
Change process
Propose changes within the team
The feasibility is analyzed first, and then the changes are submitted. The team evaluates the impact of the changes on the project. Changes involving the baseline are submitted to the CCB for approval and do not involve the approval of the baseline project manager.
Changes proposed by stakeholders outside the team
The change is submitted first, and the team evaluates the impact of the change on the project. It involves submitting the change to the CCB for approval, but does not involve the approval of the baseline project manager.
Changes that have been executed have not gone through the process
Supplementary change process
Change log
All change information and results (implementation or rejection) should be recorded in the change log
End project or phase
Deadline for changes
Once accepted, no changes will be made. Unless something is not done that should be done or there is a product quality problem
Administrative and Contractual Closure
Administrative closing is required at each stage
Contract closing is only for the contract and is done once, usually before administrative closing.
Early termination
Reasons for termination before adjustment is required
Closing time sequence
Formal acceptance
handover results
financial closing
satisfaction survey
Update the Lessons Learned Register
Update organizational process assets
final report
Document archiving
celebration party
Disband the team
Chapter 5 Project Scope Management
planning scope management
definition
Document how project scope and product scope are defined, validated and controlled
output
demand management plan
How to collect, record and manage requirements
scope management plan
How to manage scope methodology
Gather requirements
Tool technology
expert judgment
Requires experienced teams or individuals to target new technologies or organizational process assets for which there is no reference
data collection
Brainstorming
nominal group
Communicate and vote to rank the most useful ideas, the key word is voting
Interview
focus group
Questionnaire
Suitable for quickly completing surveys, suitable for situations where respondents are geographically dispersed and there are many relevant parties
Benchmarking
Comparables are needed to identify the best opinions
Delphi
Expert, anonymous, multiple rounds
Strategic analysis
Voting, unanimous consent, majority consent, relative majority consent, authoritarian type, multi-criteria decision analysis (weight analysis)
Data performance
Affinity diagram
Techniques for grouping large numbers of ideas, used in conjunction with brainstorming
mind Mapping
Reflect on commonalities and differences among creatives
Interpersonal and team skills
guide
JAD-Software Development Industry QFD manufacturing industry
prototype method
Early feedback on needs, supporting the concept of progressive detailing
output
Requirements Tracking Matrix
Corresponding tables linking requirements and deliverables, each requirement is consistent with the original business value Or the product is as planned, but the customer is dissatisfied and needs to make sure it's done.
Define scope
basic concept
need
Collect customer requirements and record them in the requirements tracking matrix
scope
The project scope is generated after tailoring what the customer wants.
scope statement
Detailed description of the product range
Deliverables
Acceptance Criteria
Project Exclusions
project boundary baseline
Detailed description of deliverables, internal scope statement, external equivalent of contract
Create WBS
basic concept
Hierarchical breakdown of the entire scope of work
Project management work should be included in the WBS
tool
break down
8-80 principle
One hundred percent principle
top down
Decomposition layer by layer
bottom up
Merge lower level components
rolling planning
Deliverables that cannot be agreed upon currently will only be broken down in the far future
Output-Range Baseline
WBS
Hierarchy: milestones, control accounts, planning packages, work packages, activity lists
WBS Dictionary
Detailed description of each component in the WBS
Confirm scope
Process definition and role
Confirm that deliverables meet business requirements and meet acceptance criteria
A process with formal acceptance by the customer or sponsor
Keywords: Complete the deliverables before the closing stage
enter
Scope Baseline
Reference documents for acceptance of deliverables
Verified deliverables
Control quality output verified deliverables for acceptance
tool
examine
Check that deliverables meet acceptance criteria
output
Deliverables for acceptance
Results formally approved by the client or sponsor
change request
Deliverables that have not passed acceptance require changes.
Deliverables for acceptance
Control range
basic concept
Supervision scope and management scope baseline changes
Keywords: new features, missing features, missing requirements, etc.
tool
Deviation analysis, trend analysis
output
change request
scope creep
gold plated
Requirements added spontaneously within the team without following the process
scope creep
There is no process for adding scopes requested by outside the team
Chapter 6 Project Progress Management
Planning progress management
progress management plan
Prepare, monitor and control project progress Establish criteria and define activities
Define activities
tool
break down
Break deliverables into smaller activities
rolling planning
Detailed planning of recent activities and rough planning of long-term activities
output
Activity list
It is a further breakdown of the work package so that team members know what work needs to be completed Detailed description of each activity identification and scope of work
Activity properties
Multiple attributes of activities, including information before and after the activity
Milestone List
important time points or events
Sequence activities
Determination and dependencies
selective dependency
optional
mandatory dependencies
Often related to objective conditions
internal dependencies
Controllable within the project team
external dependencies
Not within the scope of qualifications controlled by the project team
Logic
start - start
start-finish
Finish-Start
done - completed
lead and lag
Determine the amount of time that successor activities need to be advanced or delayed based on dependencies
Project progress network diagram
Comprehensive analysis of logical relationships, dependencies, lead times and lags; the more paths converge or branch, the greater the risk.
Estimate activity duration
estimated time
Subject time estimate
Activity work scope
Resource Type
Resource quantity
Resource Calendar
Reserve time estimate
law of diminishing returns
Resource quantity
skill improved
Employee incentive
tool
Analogous Estimation/Top-down Estimation
Similar project information, low cost, short time consumption, low accuracy
parameter estimation
Accuracy depends on the accuracy of the parametric model
three point estimate
Use when parameters are insufficient, taking risks into account
Classification (default beta distribution)
triangular distribution
(The most optimistic time, the most likely time, the most pessimistic time)/3
beta distribution
(The most optimistic time 4*the most likely time the most pessimistic time)/6
Bottom-up estimation
Combined with WBS, it takes a long time and is the most accurate.
Reserve analysis
contingency reserve
Within benchmarks, address known and unknown risks
management reserve
Beyond benchmarks, deal with unknown-unknown risks
Develop a progress plan
tool
Progress network analysis
Integrated techniques, including critical path methods, resource optimization and modeling
critical path method
total float
free float
Resource optimization
resource balancing
Leading to the extension of the critical path and project duration
Resource smoothing
Does not change the critical path
Ask for time from the critical path and ask for resources from the non-critical path
Progress compression
rush work
Increase resources and costs, emphasizing high costs and low risks
Quick follow up
Parallel project activities, emphasizing high cost, low risk
Construction scenario analysis
Based on assumptions and analysis results
simulation
Monte Carlo analysis
output
Project schedule
progress baseline
The schedule plan is approved by important stakeholders and the schedule progress benchmark is
Project Calendar
Provide available work hours for the project
control progress
content
Monitor progress status and maintain progress baselines
Implement part of overall change control and focus on progress changes
tool
How to control progress
Analyze the causes of deviations
Analyze the impact of bias
Adjust schedule
Chapter 7 Project Cost Management
cost management
Direct costs vs indirect costs
Whether to be directly included in the project
Fixed costs vs variable costs
Does it change with the project workload?
Sunk costs
What has happened is irreversible and the cost of giving up
opportunity cost
To get something, give up something else, what is given up is the opportunity cost
marginal cost
Each unit of newly produced product brings an increase in total cost
planning cost management
cost management plan
Cost management guidance document
Estimate cost
cost estimate level
Rough and deterministic estimates
estimating tool
Budgeting
Reserve analysis
emergency reserve, management reserve
Budget composition
Work Package Estimate Contingency Reserve = Cost Baseline, Cost Baseline Management Reserve = Budget
Control costs
cost control practices
The key is to manage an approved cost baseline
Earned value analysis
PV
Planned workload
EV
workload completed
AC
how much did you spend
SV=EV-PV
progress deviation
CV=EV-AV
cost deviation
SPI=EV/PV
schedule performance index
CPI=EV/AC
cost performance index
Chapter 8 Project Quality Management
The connotation of quality management
Quality and grade
Quality and grade are not directly related, they need to be weighed to achieve the required quality and grade levels at the same time
Attribute Sampling and Variable Sampling
The results of attribute sampling are qualified and unqualified. Attribute sampling is related to consistency. Variable sampling is the degree of qualification. Variable sampling is related to the degree of consistency.
planning quality
Planning quality focuses on setting methods (quality management plan) and setting standards (quality measurement indicators)
Management quality
Do quality according to the quality management plan and quality standards, focusing on the management process
Control quality
Check whether the results meet the quality standards, find deviations and identify content that does not meet the standards.
Management quality
Seek improvements based on the quality management plan
PDCA
quality management tools
Cost-benefit analysis
Compare costs and expected benefits to determine whether planned quality activities are cost effective
quality cost
consistency cost
prevention cost
Training, documentation process, equipment, completion time
Evaluate costs
Testing, destructive experimentation loss, inspection, review, audit
non-conformity cost
internal failure costs
Rework, scrap, extra inventory
external failure costs
Debt, warranty, lost business, loss of reputation
flow chart
It is necessary to locate which step has the problem and help improve the process. It is generally related to the production line.
cause and effect diagram
Find the main and root causes
Pareto chart
For the identified problems, sort the frequency of occurrence, find out the problems that need to be solved first, and find the main problems
Scatter plot
Show the relationship between two variables
Histogram
Show number of defects
audit
Review process compliance to avoid rework
Checklist
Determine the quality list that needs to be considered to avoid omissions
Checklist
Identify the number of defects and collect information to generate a Pareto chart
Control Charts
Determine whether the process is stable, determine out-of-control rules, and seven-point principles
test
Test results to avoid unqualified quality
examine
Validate work products against specific results
Chapter 9 Project Resource Management
Planning resource management
Export resource management plan
Programmatic and guiding documents for resource management
Including team member roles and responsibilities, team building, training strategies, rewards, etc.
Export team charter
Values, rules of conduct, problem-solving processes and consensus, and conflict management processes
organization theory
hierarchical
Work Breakdown Structure (WBS)
Organizational Breakdown Structure (OBS)
express directive relationships
Risk Breakdown Structure (RBS)
resource breakdown structure
Resources are displayed hierarchically according to categories and types
Responsibility Assignment Matrix
RAM
RACI
Used when there are people outside the company
text type
Detailed description of team member responsibilities
Estimate resources
Resource calendar/schedule
When resources are available and for how long
estimating tool
Same as schedule estimating and cost estimating tools
resource breakdown structure
Used to decompose and oversee resources
Access to resources
negotiation
Negotiate (negotiate) with functional managers and suppliers to obtain resources
pre-dispatch
Resources assigned to a project by senior management before the project begins
virtual team
Solving communication at different physical points cannot solve the problem of insufficient resources.
Building a team
definition
The process of promoting interaction among team members, improving the overall atmosphere of the team, and improving overall goal performance
five stages
Formation, shock, standardization, maturity, end
Centralized office
Effective face-to-face communication
form of communication technology
Sharing portals, video conferencing, audio conferencing, email, chat software
Team building
Organize activities to enhance team members’ familiarity and improve morale
conflict management
force/command
Solve problems quickly
Collaborate/Problem Solve
Solve the problem permanently, no hidden dangers
retreat/evade
turn a blind eye
Compromise/Mediation
Everyone takes a step back
Easing/accommodating
Seek common ground while reserving differences
training
Train when your abilities are insufficient, don’t give up
five motivation theories
Maslow's Hierarchy of Needs
self-actualization needs
Respect needs
Social needs (belonging and love)
Safety requirements
Physiological needs
MacGregor Theory X and Theory Y
Theory X
Human nature is lazy/evil
Theory Y
Human nature is diligent/kind
McClelland's theory of achievement motivation
need for power
achievement needs
affiliation needs
Herzberg's two-factor theory
Motivating factors
Good things done well and harmless things done bad, such as responsibility, self-development and recognition
health factors
It is useless to do it well, and it is harmful to do it badly, such as safety, wages, colleague relations, and working conditions.
Vroom's expectancy theory
management team
Want to do, be able to, lead, coordinate
Control resources
problem solved
performance review
negotiation
Chapter 10 Project Communication Management
Core idea
Classification
Formal vs informal
Written vs Oral
Internal vs External
Official vs Unofficial
Hierarchy
up, down, sideways
Planning communication management
Communication needs analysis
Determine the information needs of project stakeholders
Calculation of the number of communication channels
Distinguish whether a project manager is included
Formula: n*(n-1)/2
communication model
Feedback/Response: Reply based on understanding
communication method
interactive
Easy to understand and clarify, reach consensus, real-time and multi-directional
Pull type
The receiver proactively receives a large amount of complex information
Push type
Receiver passive, specific receiver
Output communication management plan
Guide project information transfer
Ensure the right information reaches the right person in the right way at the right time
management communication
Ensure communications are conducted in accordance with the communications management plan
Supervise communication
Changes in communication
Chapter 11 Project Risk Management
Basic concepts of risk management
Known known, known unknown, unknown unknown
Residual risk vs secondary risk
Risks that have not been dealt with are residual; new risks brought about after dealing with risks are secondary
planning risk management
Export risk management plan
risk category
Classification based on Risk Breakdown Structure (RBS)
Related party risk appetite
The risk preferences and risk acceptance levels of relevant parties determine the corresponding strategies when planning risk responses.
Probability and impact definitions
A reference basis for objective qualitative risk analysis
Probability and Impact Matrix
Risk impact and risk prioritization
Identify risks
data collection
Brainstorming, interviews, checklists, Delphi
data analysis
Root Cause Analysis
Assumptions and constraints
SWOT analysis
Analyze strengths, weaknesses, opportunities and threats, comprehensively consider risks, conduct strategic analysis, and understand your own shortcomings
File analysis
output
risk register
Record risk-related information (responsible person, probability of occurrence, consequences, priority, response measures), identification, qualitative, quantitative countermeasures, and closure all need to be updated
risk report
Report on overall risk
Qualitative risk analysis
Probability and Impact Matrix
two parameters
bubble chart
three parameters
Risk prioritization
Quantitative risk analysis
Simulation/Monte Carlo Analysis
The relationship between probability and cost or time, used when creating schedules, quantitative risk analysis, and modeling uncertainty
Sensitivity Analysis/Tornado Plot
Analyze which individual project risks have the greatest potential impact
Decision tree analysis/monetary value analysis
Calculate the expected monetary value, multiply the probabilities, and choose the largest
Plan risk responses
Threat response strategy
Report, transfer, avoid, mitigate, accept
Opportunity coping strategies
Report, share, develop, improve, receive
Development: Allocate the most capable resources to ensure 100% realization Improve: allocate resources to increase success rate
emergency response strategies
emergency plan
Prepare risk response plans in advance
Bounce back plan
backup plan
contingency measures
Sudden accidents, only for threats
Implement risk responses
After the risk occurs, implement it according to the contents in the risk register
Oversight risk
definition
Monitor identified risks and identify new risks
risk reassessment
Continuously re-identify, re-analyze and re-evaluate risks
audit
Determine the effectiveness of the risk management process
Risks are generally audited and supervised by the project manager
Chapter 12 Project Procurement Management
Planning Procurement Management
Determine procurement management plan
Activities in the procurement process
Determine whether to make or outsource
Consider capital, technology, labor and risks to determine whether to make or outsource
Determine Procurement Strategy - Contract Payment Type
lump sum contract
Scoped project
Work and materials contract
Clear scope and clear types of work
cost reimbursement contract
The scope is clear, but the type of work is unclear
Determine Procurement Statement of Work (SOW)
Detailed description of purchased products, services or results
Determine supplier selection criteria
Provide criteria for selecting suppliers
independent cost estimate
Make sure you know the price within the market range and compare it to the seller's price
Implement procurement
Publish tender advertisements or tender documents
Invitation for quotation
Suppliers are required to provide more information on how to meet the requirements and how much it will cost.
Information invitation
The seller is required to provide more information about the goods or services to be purchased.
invitation to propose
Used when a problem arises and it is difficult to determine a solution. It is the most formal invitation letter.
Identify shortlist of qualified sellers
Hold bidders meeting
time
Before the seller submits a proposal, all potential sellers meet to answer
effect
Ensure potential bidders have a clear and consistent understanding of bidding documents
The seller submits a proposal (tender document)
Evaluation of proposals (technical and cost)
Selection of proposals based on supplier selection criteria
Select the winning proposal
Procurement negotiation, contract signing
Before the contract is signed, clarify the structure of the contract, the rights and obligations of the parties, and other terms so that both parties can reach a consensus
The role of the agreement: It binds both parties to the contract. If there is any inconsistency between suppliers in the project, priority shall be given to the contract.
Control purchasing
Execution of contracts - performance reviews, inspections and audits
change
Not consistent with contract requirements/beyond the scope of the contract
claim
negotiation
Alternative Dispute Resolution (ADR)
arbitration
litigation
Procurement closed
All results have been delivered, no claims are outstanding and all payments have been made
Chapter 13 Project Stakeholder Management
interested parties
All people who affect the project and those affected by the project
The connotation of stakeholder management
Identify stakeholders early to avoid lack of stakeholder support
Identify interested parties
Stakeholder analysis
Position within the organization, role in the project, stake in the project, expectations, level of support, interest in project information
power interest grid
Manage stakeholders according to their rights and interests
High benefits and high rights: focus on management
Low benefits, high rights: satisfy them
Low benefits and low rights: supervision
High benefits but low rights: keep informed
highlight model
For large and complex stakeholder relationship networks, analyze from the perspective of rights, urgency, and legality
Interested Party Register
Basic information of relevant parties, assessment information, classification information of relevant parties, communication strategies with relevant parties
Timely updates when relevant parties change or are not identified
Planning stakeholder engagement
Stakeholder Engagement Assessment Matrix
Stakeholder support for the project
Stakeholder Engagement Plan
Management strategies developed based on stakeholder interests, needs, expectations and influence on the project
Manage stakeholder engagement
To address their needs and expectations, address issues and facilitate appropriate involvement of interested parties
Supervise stakeholder participation
Supervise stakeholder relationships and guide stakeholders to participate appropriately in the project by revising participation strategies and plans
Obfuscated documents
communication management plan
How to ensure the correct delivery of information
Interested Party Register
Document stakeholder information, expectations and classifications
Stakeholder Engagement Plan
Stakeholder management strategy
Chapter 14 Agile related knowledge
agility triangle
Generally schedule and cost are fixed, scope is variable
4 major values
Individuals and interactions - over - processes and tools
Usable software-better-than-complete documentation
Customer Cooperation - Better than - Contract Negotiation
Dealing with change - better than - following a plan
12 principles
Our overarching goal is to satisfy our customers' needs through early and continuous delivery of valuable software
Even in the later stages of development, changes to requirements are welcome. Agile processes help customers create competitive advantages by embracing change
Continuously deliver working software in cycles ranging from weeks to months, with shorter periods being better
During the project, the owner and developers work together every day
Be good at motivating developers, providing them with the environment and support they need, and trusting them to complete their tasks
The most effective method of communication within a team and between teams is face-to-face communication
Working software is the primary measure of progress
The agile process advocates sustainable development, and project parties, developers and users should be able to maintain a sustained and stable development speed.
A constant focus on technical excellence and good design helps enhance agility
Try to be concise and reduce unnecessary work as much as possible. it's an art
The best architecture, requirements and designs emerge from self-organizing teams
The team should regularly review and reflect on how to be more effective and adjust the team's behavior accordingly
Agile delivery framework
Stage of project
Conception
Vision
Project Charter
Speculate
story list
release plan
explore
finished story
adapt
Finish
Agile onion rings
Vision
Product Roadmap (1-2 years)
Outlining the evolution of multiple versions of a product is a possibility, not a feasibility, and roughly sets boundaries, not precise estimates.
Release plan (6-12 months)
product map
story map
Iteration planning (2-4 weeks)
daily plan
milestone plan
practice
Agile is a general term for a variety of methods
Lean
Kanban
agile
ScrumBan
crystal
Scrum
XP
FDD
AUP
DSDM
Scrum
Scrum framework
Product Backlog
Iterate the backlog
Daily stand-up meeting
iteration review meeting
iteration retrospective meeting
3355 in the Scrum Framework
three characters
Product Owner/PO
Connect with customers, obtain requirements, create product backlog, prioritize, monitor requirements, define "Done/DOD"
project team
Self-organizing team, generalist experts, centralized office
Agile Coach/SM
Servant leadership promotes roles, removes organizational barriers, and paves the way for others to contribute.
three artifacts
Product Backlog
DEEP principle
Detailed and appropriate
estimable
emergent
prioritized
sprint backlog
Deliverable product increment
five events
sprint
Sprint planning meeting - 8 hours
The PO explains the product backlog and refines the user story. The team evaluates and comes up with the sprint backlog.
Daily stand-up meeting - 15 minutes
what are the obstacles
what was accomplished yesterday
What do you plan to accomplish today?
Iteration review meeting - 4 hours
What is completed and what is not completed in the product backlog?
What work was done well, what problems were encountered, and how were they solved?
Demonstrate the completion of the increment and obtain customer acceptance
User stories that are not completed or have not passed review will continue to be placed back on the backlog.
Discussion on next steps
Iteration retrospective meeting - 3 hours
Examine people, relationships, processes, and tools, find out what is being done well and what needs improvement, and formulate an improvement plan
Time box concept: The default iteration cycle is 4 weeks, if the iteration cycle is halved, the corresponding time box will be halved.
Five values
Commitment, focus, openness, respect, courage
product demand
user stories
Person/role, potential needs, business value to be achieved
INVEST attribute
independent, negotiable, valuable, estimable, small, testable
Acceptance Criteria DOD/Done Definition
story point estimation
planning poker
Broadband Delphi
ideal time
Prioritization
MOSCOW
Must: Must do
Shoud: What should be done
Could: can be done
Would not: Don’t do it
Kano analysis
Four Quadrants of Risk
spy
speed control
speed calculation
Story points are only considered when they are completed
Burndown and Gas Charts
Burndown chart: remaining story points; gas chart: completed story points
speed monitoring
Different teams cannot be compared horizontally.
tool
XP
pair programming
continuous integration
Test driven development TDD
automated test
Refactor
Kanban/Information Transmitter
Ignition chart
burn down chart
cumulative flow graph
Lean
value stream map
Prevent wastage