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This is the The Big Agile Toolkit Glossary.
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This is a summary of the
hidden responsibilities and costs that naturally occur on ALL projects that Agile Projects do not identify, cover and manage.
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This
is the technique used to identify and quantify the experience of an Agile team to deliver an Agile Project.
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The Agile Project Pipeline
is a set of projects in the organisation portfolio that can be executed by the organisation in a specified time.
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An assessment Deliverable is an output built and created within the project that will be used in an assessment by the business user or other
assessment personnel. In our view there is no added benefit in, and therefore no need to create, something that is not going to be assessed by someone.
It might be a screen, a report or document or something else from the project.
It may be technical like encryption rules or performance data or website SEO statistics. Nevertheless it will be assessed by someone and we use the
term to focus on the process that someone will assess it and, importantly, they assess it on the basis of a fit for purpose assessment which
will return it to the project if it fails the assessment.
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An agile transformation is the controlled,
structured, planned development and implementation of a change that delivers specific organisational and governance objectives by means of a
project to translate an organisations project delivery environment and its personnel in a staged approach from an existing operating model to
a target operating model (T.O.M.) while introducing appropriate techniques and repeatable processes that support the principles of the Agile
Manifesto and that assist the delivery of projects to time, quality and to budget.
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This is the process of examination of the partial
or full solution performed on a project using modified and conventional examination methods inside an agile governance.
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This is an examination of a project
that is operating or purports to be operating in an agile manner.
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The concept of the Backlog is a simple one and a long standing
idea too. Simply put it is a list of things that the project will address. SCRUM has however expanded its own rules and added further complexity and yet more titles for these simple lists.
SCRUM introduced the titles of The Product backlog and the sprint backlog. The Product backlog in SCRUM is the list of requirements the project wants to deliver.
The sprint backlog is the list of tasks that the SCRUM team is committing on the project as part the sprint. It also introduces the artefact known as the Impediment Backlog.
Not surprisingly this is a list of impediments. The impediments are the obstacles that are blocking or slowing down the progress of the project.
The Big Agile Toolkit uses a simpler method, there is one list and it is called the .
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This is the process to unearth and extract the benefits
proposed on the project.
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This is the process to perform development and defect
repair of a solution on a project.
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This is a graph showing the remaining work outstanding
against the elapsed time on a project.
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AKA Engagement Commitment. There are a series of commitments
entitled Engagement Commitments that define specific responsibilities, partnerships, collaborations and alliances of people on a project to share
obligations to deliver these specified promises under genuine threat of project cancellation if a failure to commit to one of the Engagement
Commitments on the project occurs.
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This is an event that takes place
when a failure to commit to one of the Engagement Commitments on the project occurs.
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Continuous Integration is a technique used during
the development of software solutions. It involves regularly submitting or committing of source code to a central code repository.
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This is a log that includes Risks, Assumptions, Issues, Dependencies
as well as constraints on the project.
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This is a meeting conducted on the project for all project
stakeholders to understand and share the status of the project.
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This is a Stage of the Lifecycle for The Big Agile Toolkit.
It is stage number two.
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This is a phase of the Lifecycle for The Big Agile Toolkit.
It is phase number three inside stage number two.
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This is a phase of the Lifecycle for The Big Agile Toolkit.
It is phase number four inside stage number two.
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This is a phase of the Lifecycle for The Big Agile Toolkit.
It is phase number five inside stage number two.
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This is an interval of 1 working day before
a project is stopped and when all project resources are formally Disengaged if a project Engagement Commitment stays broken.
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This is the process to perform Localisation on the processes of an organisation with a
view to defining the refined processes as a result of an agile transformation and is specifically reached when a set of combined best practise processes are established and incorporated successfully
within the stages and phases of the Lifecycle.
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GRID is the mnemonic we use in The Big Agile Toolkit
to represent the four main elements we consider when we apply governance to agile projects.
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Impediments are the blockers or obstacles that are interrupting or slowing down the progress of the project.
They are identified in the assessments, in reviews and in retrospectives. The changes go into the RAID Log to determine if they need work and into the Build and Fix list if they need building or fixing.
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Iterative Modelling is a technique used to build, present, adjust and re-present models and early
prototyped options for a project to illustrate, broaden and confirm its understanding of a requirement or a possible solution.
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This is the process to perform First Fix, Second Fix and Third Fix Localisation on the
processes of an organisation with a view to defining the refined processes as a result of an agile transformation.
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The process to communicate the status and issues surrounding the wider programme
and alignment to major business objectives and strategy with senior business personnel.
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The process to assess and communicate a meticulous appraisal of fine granular data
and processes involved in delivering the end-to-end solutions and day to day issues regarding people and deliverables.
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The Minimum Acceptable
Delivery (MAD) is the smallest amount of usable functionality that you will accept as a working solution and that you can work with.
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This is the definition of the
operational processes as controlled by your management which result in the production of your output.
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These are the five
organisational elements considered as part of organisational definition and planning. They are identified by the mnemonic: CHIMP.
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Claimed as an agile technique, pair programming is an engineering technique and an old one too.
My own grandfather, a Dads Army ARP in World War II, loved the phrase two heads are better than one. This refers to the same idea that a problem is best faced with the support of a colleague,
it allows a different perspective to be introduced and presents an opportunity to have your assumptions challenged, reviewed and tested.
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This is a process that is performed when
a failure to commit to one of the Engagement Commitments on the project signals the cancellation of the project.
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This is a technique with four important
elements or selection parameters used to select pathfinder or candidate agile projects.
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These are the
four elements (aka selection parameters0 used to identify and select pathfinder or candidate agile projects.
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Projectivity is the measure of your
organisational agile project performance.
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The Projectivity index is the benchmark to use
to compare your organisational agile project performance with other organisations, across projects and across time.
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The ideology to seek to
covertly compare projectivity success across unlike agile projects.
(Guinness Book of Records submission for Longest unchallenged nontechnical
word in publication).
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These are the four types of users to anticipate
on the project.
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This is a technique to group the various role types that
individuals play on the project.
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The RAG status is the relative status of the project
as represented by a colour to identify the relative criticality of the projects delivery stability and risk profile.
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This is a log that includes Risks, Assumptions, Issues, Dependencies
on the project.
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A Readiness Quotient is the post assessment numeric that is used to compare against the
Target Readiness Quotient.
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A Readiness Statement is one of the
assessment explanations made as part of the Readiness Declaration when assessing the project landscape.
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The progression to improve organisational capability to achieve strategic goals and deliver
customers desired outcomes and expected benefits by delivering required quality at a required time at an required price.
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A RIP Graph is a visual technique used to represent and map
risks impact and probability.
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This is the process to perform Localisation on the processes of an organisation with a
view to defining the refined processes as a result of an agile transformation and is specifically reached when the Agile Transformation Capability Threshold is reached and breached successfully.
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This is the mnemonic for the four statuses of emergency
incident reporting the Business Impact of an emergency incident error including Severe, Sizeable, Small and None.
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This is a Stage of the Lifecycle for The Big Agile Toolkit.
It is stage number one.
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This is a phase of the Lifecycle for The Big Agile Toolkit.
It is phase number one inside stage number one.
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This is a phase of the Lifecycle for The Big Agile Toolkit.
It is phase number two inside stage number one.
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This is a scope management technique in The Big Agile Toolkit which takes advantage
of the practice or opportunity to get extra functionality for free.
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This is a scope management phenomenon in The Big Agile Toolkit whereby the scope of
a project is enlarging and deviating without apparent control and evaluation.
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This is a scope management technique in The Big Agile Toolkit which takes advantage
of estimating cautiousness.
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This is a scope management technique in The Big Agile Toolkit that
demands a project will experience and demonstrate an equal and instant adjustment of scope to mirror any scope adjustment.
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This is a fastpath technique to deliver small changes
within The Big Agile Toolkit.
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AKA Assessment. This is an evaluation of part or
all of a solution performed by the project team to determine if the element of the solution is acceptable and fit for purpose.
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Agile Spike is a technique that performs a single test to evaluate and
confirm (or challenge) a story or section of a solution.
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This is a contemporary tag line to describe the leftover remains and circumstances that
linger and which an organisation are left to ponder (and repair) after a period of careless or hurried development.
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Agile Tracer is a technique used in prototyping as part of product development
and is performed periodically to ensure the proposed outcome is aiming towards its target objectives and target solution.
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These are the five
circumstances where Agile Transformation may fail to deliver the planned transformation outcomes.
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This is the
essential number of projects to be put through agile transformation before an agile transformation is robustly declared as delivering planned
transformation outcomes.
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This is the process to perform Localisation on the processes of an organisation with a
view to defining the refined processes as a result of an agile transformation and is specifically reached when the Agile Transformation Capability Threshold is reached and breached successfully.
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Velocity is a method for measurably demonstrating the rate at which a project develops software
and delivers business value. It is calculated by deriving the number of user stories that the project delivers in each timebox (or sprint).
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This is the Wide Huge Eyes Raised Eyebrow Test and is an evaluation of an estimate to determine if it is of
the order of estimate you, or a professional estimator, would expect.
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 SPADE: Successful Pragmatic Agile Delivery Everytime™ |
| Topic: 439 Page: 441/444 Progress: 99.3% |
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