PSM2 with correct 100% answers

I prefer to describe 'Agile' in terms of the following key characteristics that are common to the portfolio of Agile methods: ■ People driven; Agile is driven by the continuous collaboration of people ranging over all required departments; whether they are called business, IT, marketing, sales, customer service, operations or management. People are respected for their creativity, intelligence and self-organizing capabilities. ■ Facilitation; Agile replaces the traditional command-and-control mechanisms of assigning individuals on a daily basis with executable micro-tasks.Agile teams are facilitated by servant-leadership. Boundaries and a context for self-management exist, upon which teams are given objectives and direction. ■ Iterative-incremental process; Products are created piece by piece ('incremental') The built pieces and the total product are frequently revisited ('iterative') to assure overall integrity. ■ Measuring success Agile makes it explicit that success and progress in software development can only be determined by frequently inspecting working software and the actual value it holds for the people who will have to use it. ■ Change. Even when requirements and implementations are predicted in an upfront way, they are prone to change.Agile encourages change as a source of innovation and improvement. Agile software development is driven by business and business opportunities.All work is reorganized to respond to and enable that business opportunities can be capitalized on. 00:01 01:30 'Value' is the answer to business opportunities and the overall measure of progress and success. Value is an internal assumption within the organization until the software is actually released to the marketplace. Releasing software on the marketplace is the only way to validate this assumption.Releasing software on the marketplace regularly is the only way to adapt to the feedback and appreciation of the marketplace. Value is continuously increased across iterations and risk is controlled by consecutively producing working increments based upon defined engineering standards Technical perspective on risk (Will the system perform? Is it scalable?) often ignores the fact that the ultimate goal of software development is to provide greater satisfaction to end-users and customers, to endure that software product is useful. The Agile software development process should address the risk of not being able to capitalize on unforeseen and previously unknown market opportunities, of not releasing the software product fast enough,being subject to customer dissatisfaction e.g. by releasing untested software, the risk of releasing features that are not what users expect or appreciate etc. High-value needs are answered first. Software products, versions and releases are released quickly and frequently.They get users to pay for the software and optimize the stakeholders' return. They are of high quality in order to minimize maintenance and support. Agile understands the core purpose of the 'normal' IT activities: Analysis, Design, Coding and Testing/Integration), but breaks the sequential organization of these. The goal of such an integrated, cross-functional approach is to build in quality and to prevent defects, rather than attempt to establish quality by a bug hunting approach in a post-development phase. Agility is the state of High responsiveness, speed and adaptiveness, while controlling risks.It serves to better deal with the unpredictability so common to the work of software development and to the markets that organizations operate within. ■ Agility can't be planned; ■ Agility can't be dictated; ■ Agility has no end-state. Agility in itself is much more than following a new process. It is about behavior, it is about cultural change.In a transformation towards an Agile way of working, there is no way of predicting what change needs will be encountered at what point in time, how these will be dealt with and what the exact outcome will be in order to control next steps. A time-planned way for an Agile transformation ignores the essence of Agile, that of dealing with complexity via well-considered steps of experimentation and learning. Agility has no end-state. Time-plans create the illusion of deadlines and a final end-state. A practice to identify structural waste is Value Stream Mapping. All steps and phases in the process of going from 'idea' to 'cash' are set out on a timeline. Activities may be labeled as 'valuable' or as 'non-value adding', but possibly also as necessary although not directly value-adding. The Value Ratio can be calculated as the ratio of time spent on value-adding activities versus wasteful activities. Lean strives for continuity and flow. Overproduction of materials disrupts flow and may delay the discovery and resolution of quality issues.Lean says to limit 'Work in Progress' (and costly inventory) by producing only materials when there is a pull signal from the next steps in the process in a 'Just in Time' mode. Here we will show just some of the clear strategies in Agile that align it with Lean: ■ Potentially unused inventories: Detailed requirements, hard-coded plans, designs, etc. form a liability in software development, and not an asset, because they represent potentially unused work. ■ Partially done work: Work that is not completely finished, 'almost there, I just need a little more time'-type of work, is a known, important type of waste in software development. The overall Kaizen thinking, and its explicit daily Inspect & Adapt implementation in Agile, helps team in not taking up new work while undone work remains in the iteration. Time-boxing is a time-management technique that helps teams focus on finishing work. ■ Feature usage: Research has shown that barely 20% of the features included in a product built in a traditional way are regularly used (Standish, 2002). Unused or under-used functions thus represent an enormous waste of effort and budget, both in terms of developing and maintaining them. 1986 paper 'The New New Product Development Game' (Takeuchi & Nonaka, 1986). The research described in their paper showed that outstanding performance in the development of new, complex products is achieved when teams, as small and self-organizing units of people, are fed with objectives, not with tasks. The best performing teams are those that are given directionI prefer to describe 'Agile' in terms of the following key characteristics that are common to the portfolio of Agile methods: ■ People driven; Agile is driven by the continuous collaboration of people ranging over all required departments; whether they are called business, IT, marketing, sales, customer service, operations or management. People are respected for their creativity, intelligence and self-organizing capabilities. ■ Facilitation; Agile replaces the traditional command-and-control mechanisms of assigning individuals on a daily basis with executable micro-tasks.Agile teams are facilitated by servant-leadership. Boundaries and a context for self-management exist, upon which teams are given objectives and direction. ■ Iterative-incremental process; Products are created piece by piece ('incremental') The built pieces and the total product are frequently revisited ('iterative') to assure overall integrity. ■ Measuring success Agile makes it explicit that success and progress in software development can only be determined by frequently inspecting working software and the actual value it holds for the people who will have to use it. ■ Change. Even when requirements and implementations are predicted in an upfront way, they are prone to change.Agile encourages change as a source of innovation and improvement. Agile software development is driven by business and business opportunities.All work is reorganized to respond to and enable that business opportunities can be capitalized on. 00:05 01:30 'Value' is the answer to business opportunities and the overall measure of progress and success. Value is an internal assumption within the organization until the software is actually released to the marketplace. Releasing software on the marketplace is the only way to validate this assumption.Releasing software on the marketplace regularly is the only way to adapt to the feedback and appreciation of the marketplace. Value is continuously increased across iterations and risk is controlled by consecutively producing working increments based upon defined engineering standards Technical perspective on risk (Will the system perform? Is it scalable?) often ignores the fact that the ultimate goal of software development is to provide greater satisfaction to end-users and customers, to endure that software product is useful. The Agile software development process should address the risk of not being able to capitalize on unforeseen and previously unknown market opportunities, of not releasing the software product fast enough,being subject to customer dissatisfaction e.g. by releasing untested software, the risk of releasing features that are not what users expect or appreciate etc. High-value needs are answered first. Software products, versions and releases are released quickly and frequently.They get users to pay for the software and optimize the stakeholders' return. They are of high quality in order to minimize maintenance and support. Agile understands the core purpose of the 'normal' IT activities: Analysis, Design, Coding and Testing/Integration), but breaks the sequential organization of these. The goal of such an integrated, cross-functional approach is to build in quality and to prevent defects, rather than attempt to establish quality by a bug hunting approach in a post-development phase. Agility is the state of High responsiveness, speed and adaptiveness, while controlling risks.It serves to better deal with the unpredictability so common to the work of software development and to the markets that organizations operate within. ■ Agility can't be planned; ■ Agility can't be dictated; ■ Agility has no end-state. Agility in itself is much more than following a new process. It is about behavior, it is about cultural change.In a transformation towards an Agile way of working, there is no way of predicting what change needs will be encountered at what point in time, how these will be dealt with and what the exact outcome will be in order to control next steps. A time-planned way for an Agile transformation ignores the essence of Agile, that of dealing with complexity via well-considered steps of experimentation and learning. Agility has no end-state. Time-plans create the illusion of deadlines and a final end-state. A practice to identify structural waste is Value Stream Mapping. All steps and phases in the process of going from 'idea' to 'cash' are set out on a timeline. Activities may be labeled as 'valuable' or as 'non-value adding', but possibly also as necessary although not directly value-adding. The Value Ratio can be calculated as the ratio of time spent on value-adding activities versus wasteful activities. Lean strives for continuity and flow. Overproduction of materials disrupts flow and may delay the discovery and resolution of quality issues.Lean says to limit 'Work in Progress' (and costly inventory) by producing only materials when there is a pull signal from the next steps in the process in a 'Just in Time' mode. Here we will show just some of the clear strategies in Agile that align it with Lean: ■ Potentially unused inventories: Detailed requirements, hard-coded plans, designs, etc. form a liability in software development, and not an asset, because they represent potentially unused work. ■ Partially done work: Work that is not completely finished, 'almost there, I just need a little more time'-type of work, is a known, important type of waste in software development. The overall Kaizen thinking, and its explicit daily Inspect & Adapt implementation in Agile, helps team in not taking up new work while undone work remains in the iteration. Time-boxing is a time-management technique that helps teams focus on finishing work. ■ Feature usage: Research has shown that barely 20% of the features included in a product built in a traditional way are regularly used (Standish, 2002). Unused or under-used functions thus represent an enormous waste of effort and budget, both in terms of developing and maintaining them. 1986 paper 'The New New Product Development Game' (Takeuchi & Nonaka, 1986). The research described in their paper showed that outstanding performance in the development of new, complex products is achieved when teams, as small and self-organizing units of people, are fed with objectives, not with tasks. The best performing teams are those that are given direction within which they have room to devise their own tactics on how to best head towards their joint objective. Teams require autonomy to achieve excellence. within which they have room to devise their own tactics on how to best head towards their joint objective. Teams require autonomy to achieve excellence.