COPR ACP flashcards
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32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Agile Manifesto values
- Four preference pairs: individuals and interactions over processes and tools, working software over documentation, customer collaboration over contract negotiation, and responding to change over following a plan.
- Little's Law
- Average lead time equals average work in progress divided by average throughput. Reducing WIP or increasing throughput shortens the time items spend in the system.
- Cumulative flow diagram
- A stacked chart of work states over time. Widening bands indicate growing WIP, flat bands indicate blocked flow, and band slope indicates throughput.
- Definition of Done
- A shared explicit checklist every increment must satisfy. Items not meeting it return to the backlog rather than counting as complete.
- Cost of Delay
- The economic loss per unit of time a feature or capability is late. It converts urgency into money, enabling comparison across unrelated backlog items.
- WSJF
- Weighted Shortest Job First equals Cost of Delay divided by Job Size or duration. Higher ratios are sequenced first to maximize value delivered earliest.
- MoSCoW prioritization
- Categories are Must have, Should have, Could have, and Won't have this time. Musts must be independently deliverable for the release to remain viable.
- Minimum viable product
- The smallest release that delivers real value or validated learning. Scope is reduced to essentials; quality and safety are not reduced.
- Flow efficiency
- Value-adding time divided by total lead time. Low efficiency signals waiting dominates, so removing queues and blockers yields the largest gain.
- Kano model
- Classifies features as must-be, performance, attractive, indifferent, or reverse. Must-be absence dissatisfies; attractive presence delights unexpectedly.
- Power/interest grid
- Maps stakeholders by influence and interest. High power and high interest are managed closely; high power and low interest are kept satisfied.
- Stakeholder onion model
- Rings from team outward to direct users, indirect users, and wider organization. Nearer rings shape design decisions first; outer rings receive broader communication.
- Single accountable owner
- Each decision or deliverable has exactly one accountable person. Multiple accountable parties cause stalled decisions and diffuse responsibility.
- Sprint review purpose
- Stakeholders inspect a working increment and give feedback that reshapes the backlog. It is a working demonstration, not a status presentation.
- Tuckman stages
- Teams progress through forming, storming, norming, performing, and adjourning. Conflict peaks during storming and is a normal part of development.
- Servant leadership
- The leader removes impediments, shields the team from interruption, coaches, and facilitates decisions while the team owns technical choices.
- Self-organizing team
- The team decides how to accomplish its work and how much to take on. Leaders set constraints and goals rather than assigning tasks.
- Thomas-Kilmann conflict modes
- Five modes: competing, collaborating, compromising, avoiding, accommodating. Collaborating fits shared goals needing full commitment from both parties.
- Team working agreement
- Explicit norms covering communication, meetings, definition of done, and decision rules. Agreeing them early prevents predictable conflict later.
- Rolling-wave planning
- Near-term work is planned in detail while later work stays coarse. Plans are revised each iteration as new information arrives.
- Story points
- A unitless relative size measure combining effort, complexity, risk, and unknowns. Values are meaningful only within one team's own history.
- Planning poker
- Estimators reveal estimates simultaneously to avoid anchoring, discuss outliers, then re-vote until the team converges on a shared size.
- Velocity range forecast
- Using best, average, and worst historical velocity to forecast a release date as a range rather than a single committed date.
- Backlog refinement
- Ongoing activity to clarify, split, and estimate upcoming items. A common target is enough ready work to cover roughly two iterations.
- Impediment log
- A tracked list of blockers with owner, date raised, and resolution status. The daily standup surfaces new impediments for the Scrum Master to remove.
- Control chart signal
- Seven consecutive data points on one side of the mean indicates a non-random shift. Such patterns trigger investigation rather than being dismissed as noise.
- Five whys
- Repeatedly asking why a problem occurred to reach a root cause. The technique stops when the cause is actionable and recurrence is preventable.
- WIP limit effect
- Capping work in progress shortens lead time, exposes bottlenecks, and encourages finishing items before starting new ones, consistent with Little's Law.
- PDCA cycle
- Plan, Do, Check, Act: a repeated improvement loop. Small experiments are run, measured, and standardized when they succeed.
- Test pyramid
- Many fast unit tests, fewer integration tests, and few end-to-end tests. This distribution balances feedback speed against confidence in system behavior.
- Technical debt
- Deferred design or quality work that slows future change. It should be recorded explicitly and given capacity in the backlog for repayment.
- ROAM risk board
- Classifies each risk as Resolved, Owned, Accepted, or Mitigated. Every risk receives exactly one classification and a named owner.