AgileKeywords
AGlossaryofTop30AgileKeywords
Introduction
Thisshortbookisagiftfor
you,fromBreatheAgile.
Itisacollectionof
top30AgileKeywordsalongwithabriefexplanation.
IfyouareanAgilePractitioner,itcanhelpyouasaquickpocketreference,examreferenceandalsofor
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Withbestregards,
AshwinChandrasekaran
Founder,BreatheAgile(http://breatheagile.net
Contents
#1AgileManifesto
#11IterationPlanning
#21CodeRefactoring
#2ProductBacklog
#12DailyStandup
#22ConeofUncertainty
#3IterationBacklog
#13IterationReview
#23Prototyping
#4ReleasePlan
#14RetrospectiveMeetings
#24ReturnonInvestment(ROI)
#5RollingWavePlanning
#15RiskadjustedBacklog
#25AcceptanceCriteria
#6UserStory
#16MosCoW
#26AgileCharter
#7IdealTime
#17WIPLimits
#27MinimumMarketableFeature(MMF)
#8StoryPoints
#18ContinuousIntegration
#28PresentandFutureValue
#9Velocity
#19Timeboxing
#29ControlLimits
#10Scrum
#20PlanningOnion
#30TechnicalDebt
#1AgileManifesto
Definition
Writtenby17independentsoftwarepractitionersin2001,AgileManifestoputsforthasetof4
principlestouncoverbetterwaysofdevelopingsoftware.
Theyarenotrules.Buttheyserveasareminderofrightpriorities.
Hereisthelistof4principles.
1. IndividualsandInteractionsoverProcessandTools
2. WorkingSoftwareoverComprehensiveDocumentation
3. CustomerCollaborationoverContractNegotiation
4. RespondingtoChangeoverfollowingaPlan
#1
#2ProductBacklog
Definition
Productbacklogisthecollectionofallworkitemsthatispendingteamsaction.Itisthemaster
list,prioritizedbyProductManagerorProductOwnerthatserveasakeyinputtotheteams
planningactivities.
Thebacklogmustbecomprehensiveandincludeeverythingdevelopment,maintenance(bugs
etc.),supportetc.thatrequiretheteamsattention.
ProductOwnerisresponsiblefortheprioritizationofthebacklogaidedbytheCustomer.
However,theentireteamisinvolvedintheexercisetoshareinputsthatwillotherwisebe
unavailabletothePO.
ci
#3IterationBacklog
Definition
IterationBacklogisthelistofitemsanAgileteamcommitstoachieveorcompleteinthe
currentiteration.ItisalsoreferredasSprintBackloginteamsusingScrum.
Normally,itisasubsetofProductBacklogchosenfromthehighpriorityitems.Thispriorityis
assignedbytheProductOwner.Thelistisalwayssortedinthedescendingorderofpriority.
Usingtheestimateassignedtoeachoftheseitemsandcapacityoftheteamincurrentiteration,the
commitmentismade.Twothingsareimportant:1)Entireteammustbecommitted,notjustthe
leads/keymembers,2)Risksanddistractionsmustbeconsideredwhenevaluatingtheteam
capacity.
#4ReleasePlan
Definition
ReleasePlanisalongtermplanthatdescribehowtheteamwillachievetheprojectorproduct
goals.
Itisusuallymadefromacollectionofiterationplansthatachievethesmallergoalsiteratively
basedontheirpriority.StoryMapisatechniquetocreatethereleaseplan.
Agoodreleaseplananswersthefollowingquestions.
1) Whatarethereleasegoals?
2) Howtoiterativelyachievethesegoals?
3) Whatistheexpectedtimelineandduration?
4) Whatarethemilestones?
#5RollingWavePlanning
Definition
Rollingwaveplanningreferstothepracticeofestimatingtheneartermworkitemsingreater
detailandlongtermonesatalesserdetail.
Agiledevelopmentisbasedonthepremisethatrequirementswillchangeoveraperiodoftime.
Basedonthispremise,itisprudenttospendmoretimeanalyzingandestimatingtheworkitems
thataremorecertain.Thoseplannedforalongertermcanbeestimatedatlesseraccuracyfor
planningpurposes.
AsperPMI(ProjectManagementInstitute),neartermitemsmayuseDefiniteEstimates(5%to
+10%accuracy)whilefutureitemsmayuseOrderofMagnitude(50%to+50%accuracy)or
PreliminaryEstimates(15%to50%accuracy).
#6UserStory
Definition
UserStoryistherepresentationofenduserrequirement,inclear,unambiguousandbusiness
languagethatmakessensetothoseusers.
TheyarenormallycreatedbyendusersinconsultationwithProductManagersorBusiness
Analysts.Essentialcomponentsofanuserstoryare:a)Titleb)Briefdescriptionc)
Acceptance/DoneCriteria4)Otherinformationdiscussedintherequirementgatheringmeeting
Hereisanexamplestorytitle(theformatisprescriptive,notmandatory).
AsanAirportManager,Imustbeabletoviewallflightsarrivinginday,sothatI
canapproveorrejecttheirlanding
#7IdealTime
Definition
IdealTimeisanunitofmeasureforUserStoryestimations.Itisthetimetakenbyoneperson,
withoutanyinterruptions,tocompleteallactivitiesneededindeliveringthestoryforenduser
acceptance.
Thisistheidealtimetofinishthework.Butinreality,manyinterruptionsoccurduetovarious
factorslikemeetings,unplannedactivities,teammemberproductivity,vacationsandsoon.
Forplanningpurposes,thisidealtimemustbecombinedwithfocusfactoranumberlessthan
1,whenmultipliedwithidealtime,givesarealisticestimate.Focusfactorisspecifictoateam
andmustbedeterminedoveraperiodoftime,afteranalyzingallpossibleinterruptions.
RealisticEstimate=IdealTime*FocusFactor
#8StoryPoints
Definition
StoryPointsareanalternativeunitofmeasuretodenotethesizeofanuserstory(incontrastto
idealtime).Theyincludealltheworkneededtoshiptheentireuserstoryforenduseracceptance.
Humansaregoodatrelativeestimations.Storypointsfollowthesameapproach.Normally,a
storywithmoderatecomplexityischosenandsetatapredefinedstorypointvalue(say5).Other
storiesareestimatedincomparisonwiththisstory:morecomplexgetavalue>5andless
complexgets<5.
FibonacciseriesandTShirtsizesarecommonscalesusedforthestorypointestimation.
Thedefinitionofstorypointisveryspecifictoateam,henceitmaybedifficulttoexplainothers
likemanagement.Itisabetterapproachtostartwithidealtimeandmovetostorypointswhen
theteamismoremature.
#9Velocity
Definition
Velocityistheamountofworkateamcanaccomplishinagiveniteration.Usually,
thisisexpressedintheunitofidealdaysorstorypoints.
Velocityisameasureofteamsthroughputthathelpsinforecasting.Itisspecifictoagiventeam,
theircompetencies,workenvironmentandcollaborationlevels.Hencevelocitiesofteamscannot
bedirectlycompared.
Example
TeamAhasanaveragevelocityof50storypoints.Thismeansthattheteamcanaccomplishwork
equivalentof50storypointsinagiveniteration.Tocompleteworkequivalentof350storypoints,
theteamwillapproximatelyneed7iterations.
#10Scrum
Definition
ScrumisaaniterativeandincrementaldevelopmentframeworkforAgileSoftwareprojects.
Itwasintroducedinearly2000byKenSchwaberandJeffSutherland,thoughsomeinformal
formsofthismethodexistedbefore.Theadoptionisconstantlyontheriseinrecentyears(asper
aScrumAlliancestudy)andmorecompaniesarefollowingthesuit.
ScrumisbasedonthreeprimaryprinciplesTransparency,InspectionandAdaptation.
AScrumProjectstartswiththecreationofReleasePlanthatdefinestheroadmap.Thenthe
roadmapissplitintoiterationscalledSprintseachdeliveringavaluablepieceofoutputtowards
thefinalgoal.
Scrumrecommendscloseandconsistentcollaborationwithpotentialendusersoftheproduct.
ScrumrecommendsthreeRolesandfourMeetingsthathelpwiththeprojectsuccess.
ThreeRolesofScrum
ProductOwnerOnewhounderstandthecustomerrequirements,translatethemtothe
developmentteamandhelpsettherightpriorities
DevelopmentTeamTheteamofprogrammers,testersandbusinessanalystswhodevelop
theproduct
ScrumMasterAfacilitatorwhoenablestheteamtodeliverandguidesthemthroughthe
journey
OtherrolethatmayexististheFunctionalManager.Thispersondealswithprojectandpeople
managementresponsibilities.
FourMeetingsofScrumaredescribedinthefollowingsections.
#11Sprint/IterationPlanning
Definition
SprintPlanningMeetingisheldatthestartofaSprinttodiscussworkitemsthatareofhigh
businesspriorityandendwithacommitmentfordelivery.
ProductOwner(PO)drivesthismeeting
Everyoneintheteammeettodiscusstheworkitemsthatareofhighbusinesspriority
Oncethedevelopmentteamisclearonwhatisneeded,theyproposeasolutionandestimate
thework
Togetherwiththebusinesspriority,solutionandestimatethePOgivesafinalpriority
Usingthefinalpriorityandthecapacity,theteamcommitstodeliverthoseitemsinthe
currentSprint
Commitmentfordeliveryandagreementonthereviewdatearetwomainoutcomesofthis
meeting.
#12DailyStandup/DailyScrum
Definition
DailyStanduporDailyScrummeetingprovideanopportunitytofrequentlyreviewthe
progressofaSprintandidentifyanomaliesasearlyaspossible.
Thismeetingisheldeveryday,atthesametimeandpreferablyatthesamelocation.Thetimeis
mutuallyagreedbyallteammembers.ScrumMasterandtheDevelopmentteamaremandatory
participants.FunctionalManagerandProductOwnermayoptionallyparticipate.
Thismeetingisfocusedonanswerstothesethreequestionsfromeveryoneintheteam.
WhatdidIdoyesterday?
WhatIplantodotoday?
WhataretheissuesorobstaclesIamfacing?
Allotherdiscussionsareheldafterthemeetingwithonlynecessaryparticipants.
#13Sprint/IterationReview
Definition
SprintRevieworIterationReviewmeetingisheldattheendofaniterationtovalidatethe
outcomeagainstthecommitment.AswithPlanning,thismeetingmustincludeeveryoneinthe
teamPO,ScrumMaster,DevelopmentTeamandFunctionalManager.CustomersorEndUsers
mayparticipateasneeded.
Typicallyheldforabout2hours,themeetingisanopportunityforthedevelopmentteamto
demonstratetheirachievement.AdemonstrationoftheSprintdeliveryismadewithanobjective
toreceivefeedback.
POcanreviewthisdemonstrationagainsttheacceptancecriteriaforeachstory.Thestoryisthen
acceptedorrejected.SometimesthePOmayrequesttoplaywiththeapplicationafterthemeeting
tocomeupwithafinaldecision.
#14RetrospectiveMeeting
Definition
Inanattemptforcontinuousimprovement,theRetrospectiveMeetingisheldattheendof
everyiterationtoanalyzethingsthatwentwellandthosethatneedimprovement.
Thismeetingprovidesanopportunitytoidentifyandimplementtheimprovementsimmediately,
asearlyasthenextiteration.Thegoalistoprovideconstructivefeedbackandnottoplayablame
game.
HereisthetypicalagendaofaRetroMeeting.
1. SettingtheStage(gettingeveryoneintherightmood)
2. GatheringInputs(usingideagenerationtechniques)
3. IdentifyingImprovements(agreeingoncriticalimprovementareas)
4. DevisinganActionPlan(settingSMARTactions)
#15RiskadjustedBacklog
Definition
Risksarepotentialissuesthatcanimpactaprojecteitherintermsofcost,scheduleorquality.
WhenriskmanagementactivitiesareincludedintheProductBacklog,wegetaRiskadjusted
Backlog.
Normallythestepstocreatethisare:
IdentifyRisksatvariousstagesoftheProject(DailyStandups,IterationReview,Planning
etc.)
QualifyandQuantifytherisksbasedontheirprobabilityandimpact
Choosehighvaluerisksandidentifyresponsestrategies(accept,mitigate,avoid,transfer,
share)
Makespecifictasksforthechosenstrategy,assignrightpriority,estimatetheeffortand
includethemintheProductBacklog
#16MoSCoW
Definition
MoSCoWisaprioritizationtechniqueusedtoassignprioritiesforUserStoriesandEpicsinthe
ProductBacklog.
Itisanacronymthatstandsfor:MustHave,ShouldHave,CouldHave,WouldHave
PrioritizationisdonebytheProductOwnerforFunctionalStories
Tostartwith,thecompletesetoffeaturesrequiredintheproductiscreatedbytheProduct
Owner(usuallyfromrequirementgatheringexerciseslikeStoryWritingWorkshops)
UsingvariousfactorslikeCustomerNeeds,MarketConditions,BusinessValueetc.,the
ProductOwnerputseachofthesefeaturesintothe4bucketsofMoSCoW(describedabove)
EverythinginMustHaveismandatory,ShouldHaveisimportant,CouldHaveandWould
Haveareoptional
#17WIPLimits
Definition
WIPLimitisaconceptborrowedfromtheleanmanufacturingworld.WIPreferstoWorkin
Process/Progress.WIPLimitreferstothemaximumcapappliedonworkitemsthatareprocessed
inparallel.
Bothinmanufacturingandsoftwaredevelopmentworld,throughputthemeasureofprocess
productivitydependsonWIPandCycleTime.Cycletimereferstothetimetakenfromstartto
finishofaprocess.
Throughput=(WIP/CycleTime)
ByfixingamaximumlimitforWIPandminimizingtheCycletime,higherThroughputcanbe
realized.LimitedWIPalsoresultinbetterfocusandreducedtaskswitching.
#18ContinuousIntegration
Definition
ContinuousIntegrationisapracticetoensuresthesoftwareisfrequentlybuild,integratedand
testedforcorrectness.
Inacollaborativeenvironment,severaldeveloperspotentiallyworkonthesamepieceofsoftware.
Toensureintegrity,codemustbeperiodicallysenttoacentralsystemwhereitisvalidated.
FourcomponentsareessentialinaContinuousIntegrationsystem.
1. SourceControlSystem(wherethesharedsourcecodeisstored)
2. BuildSystem(wherethesoftwarebuildhappens)
3. Trigger(somethingthatkicksoffthevalidation)
4. NotificationMechanism(alertswhenvalidationfails)
#19Timeboxing
Definition
TimeboxingisatechniqueusedinAgileSoftwareDevelopmenttobringcontrolinthechaos.
Wheneverestimatesarenotpossibleorconsideredinaccurate,apredefinedtimeisallocatedto
workontheactivity.
Theteamwillusethistimetoworkonthisactivity.Iftheactivitycannotbecompletedwithin
stipulatedtime,itismovedtobacklogandpickeduplaterbasedonpriority.
Timeboxingisoftenusedforactivitiesthatrequireanalysisandthosewithoutdefiniteendresults.
Analyzingthefeasibilityofasoftwarepackagetodevelopreportsisanexample
activitythatcanbetimeboxed.
#20PlanningOnion
Definition
PlanningOnionisananalogyusedtorepresentthedifferentlevelsofplanninginAgileSoftware
Development.Itsignifiesthatplansareneveraccurateandmustbedoneatvariousstagesfor
maximumbenefit.Thefigurebelowlistthevariouslevels.
Imagecredit:tcagely.wordpress.com
#21CodeRefactoring
Definition
Whiledevelopingsoftware,anormaltendencyistodesignsolutionsthatappearreasonable,within
thecostandschedule.Butoften,theymaynotbethebestsolution.Coderefactoringisan
attempttosimplifythedesignandcodewithoutalteringthebehaviorofsoftware.
Withoutcoderefactoring,thecomplexityofprogramincreasesovertimeandmaintenance
becomesanightmare.Sometimes,refactoringmayuncoverblindspotsthatmaybreakthe
softwareinproduction.
Peercodereviewsanddesignwalkthroughsaresomeopportunitiestoidentifyrefactoring
possibilities.
#22ConeofUncertainty
Definition
AProjectPlanisaccurateonlyattheendoftheProject.ConeofUncertainty,agraphof
variationinestimations,isavisualreminderthatplansareleastaccurateatthebeginningand
improvesoverthecourseofaproject.
Imagecredit:Informit
#23Prototyping
Definition
Prototypingaimsatcreatingarepresentationoftheendproductatminimumpossiblecost.
Customersorenduserscanusethistogetarealfeeloftheproduct.
Theideabehindprototypingistogetearlyfeedbackfromcustomersbeforeitistoolate.
Sometimes,thiscanbeusedtodeterminethefeasibilityofaproject.
Agilebelievesintheprincipleoffailingfastbettertofailearlywithalessinvestmentthanlaterin
theproject,whenthestakesarehigh.
Wireframingisanotherearlyfeedbacktechniquethatfocusonstaticrepresentationofthe
product.
#24ReturnonInvestment(ROI)
Definition
ReturnonInvestmentorROI,isamathematicaltechniqueusedtodetermineeitherthe
profitabilityorefficiencyofpursuinganactivity.
InAgileProjects,itcanbeusedatvariouslevelsproject,features,userstoriesoreventasks.Itis
normallyrepresentedasapercentageorratio.
Forexample,aROIof10%roughlytranslatetoaprofitof10centsforeverydollarinvested.
ROIcanbecalculatedusingtheformula:
ROI=(BenefitCost)/Cost
#25AcceptanceCriteria
Definition
AcceptanceCriteriaisanessentialpartofanUserStory.Itdefinesthesetofconditionsthat
helptodetermineifthestoryiscomplete.Itisnormallygivenbythecustomerorenduser.
Completenesshererefertoproductionreadiness.Anaccepteduserstorymustbegoodtoloadin
production,givenothernonfunctionalcriteriaaremet.
Inadditiontotheacceptancecriteriasetbythecustomer,someteamshavetheirowninternal
conditionstobemet.Forexample,90%ofcodemustbecoveredbynewtestscanbeagood
acceptancecondition.Thefunctionalcriteriaalsohelptesterstowritetestplans.
DoneCriteriaisanothercommontermusedtorefertoacceptancecriteria.
#26AgileCharter
Definition
AgileCharterisashortdocumentthathighlightsthepurposeofaprojectanditsexpected
outcomes.Unliketraditionalprojectcharters,AgileCharterisnotablysimpleandlightweight.
Itisrecommendednottospendalotoftimewithchartering.Theideaistosetthevision,agreeon
highlevelgoalsandmoveforward.
AtypicalAgileChartermightcontain:
VisionandMissionoftheProject,withafocusongoals
KeyStakeholders
AcceptanceCriteria
MajorRisksandConstraints
#27MinimumMarketableFeature(MMF)
Definition
MinimumMarketableFeature,oftenreferredasMMF,istheminimumsetoffunctionality
neededinaproducttobeusablebyitscustomers.Inotherwords,thisistheminimumsetwith
whichtheproductcanbelaunchedinthemarket.
ThinkingaboutMMFhelpsinbetterprioritizationoffeatures.Theteamcaninitiallyfocusonthe
MMFandlatermovetootherfeatures.
CaremustbetakentounderstanddependenciesbetweenfeatureswhilenarrowingdownonMMF.
Forexample,abilitytomakeacallmaybeaMMFofaphonebutwithoutcontactsmanagement
thisfeaturemaynotbeuseful.
#28PresentValue(PV)andFutureValue(FV)
Definition
Thevalueofagivenamountofmoneyisalwayshigheratcurrenttime(present)ratherthanatime
inthefuture.PresentValuerepresentthecurrentfacevalueofcashorassetwhileFuture
Valueisitsworthlaterintime.
Thisdifferencecanbeduetovariousfactors.Inflationhasabiggerimpactindiminishingthe
futurevalueofmoney.Depreciationaffectsthefuturevalueofnonmonetaryassets.
PVandFVarekeytounderstandwhenmakingprojectdecisionsbasedonfinancialreturns.A
projectthatreturns$130Millioninfutureforevery$100Millioninvestedmaybebetterthanone
thatreturns$115Million(thoughnotalwaystrue).
FV=PV(1+ReturnRate)^time
#29ControlLimit
Definition
ControlLimitsaremetricsthathelpdetermineiftheprocessiswithinoroutofcontrol.They
areanindicatorofprocessstability.
Therearevariousdrivingfactorsbehindcontrollimits.Regulations,NonFunctional
Requirements,TechnicalConstraintsaresomeexamplesofthesedrivingfactors.
Controllimitalsohelptoignorefalsealarms.Noprocesswillbeperfect.Therewillbedeviations
fromexpectedbehavior.Controllimitshelpdistinguishdeviationsthatarenormalfromthosethat
requireattention.
AspertheProcessControlguidelines,ifthereare7ormoredatapointsononesideofanaverage
theprocessisconsideredunstableevenifthecontrollimitsarentviolated.
#30TechnicalDebt
Definition
TechnicalDebtreferstoalltheextraworkneededonthecodeduetotheuseofeasiersolutions
orworkaroundsoverthebestapproach.
Itisnotalwayspossibletoimplementthebestsolution.Duetovariousfactorslikecost,schedule
andpriority,developersmayresorttoaneasiersolution.Thoughitworkswellintheshortterm,
theremaybeotherimplicationsinthelongterm.
Forexample,avoidingtheuseofadesignpatternduetotimeconstraintsmaymake
maintenancealotdifficultinthefuture.
Acollectionofallsuchoverheadsiscalledtechnicaldebtandtheteammustresolvethemovera
periodoftime.Coderefactoringhelpsinreducingthetechnicaldebt.
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