Test your basic knowledge |

Agile Development

Subject : it-skills
Instructions:
  • Answer 50 questions in 15 minutes.
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  • Match each statement with the correct term.
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This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. One common criticism of agile software development methods is that it is developer-centric rather than user-centric (requirements and code - not product design).






2. Improve effectiveness and reliability through situationally specific strategies - processes and practices."






3. At the end of each iteration - stakeholders and the customer representative review progress and re-evaluate priorities with a view to optimizing the return on investment (ROI) and ensuring alignment with customer needs and company goals.






4. Regular adaptation to changing circumstances






5. Individuals and interactions over processes and tools






6. Boost performance through group accountability for results and shared responsibility for team effectiveness.






7. Mission-critical systems where failure is not an option at any cost (e.g. software for surgical procedures).






8. A set of six management principles initially intended for project managers of Agile Software Development projects. [2005]






9. Simplicity- The art of maximizing the amount of work not done - is essential






10. No matter what development disciplines are required - each agile team will contain a customer representative. This person is appointed by stakeholders to act on their behalf and makes a personal commitment to being available for developers to answer






11. One of the differences between agile and traditional testing methods - such as the waterfall model of software design - is that testing of the software is conducted at different points during the software development lifecycle.






12. Some methodologies focus on development practises (XP) - others focus on the management of the software project (SCRUM).






13. An adaptive team will have difficulty describing exactly what will happen in the future. The further away a date is - the more vague an adaptive method will be about what will happen on that date. An adaptive team cannot report exactly what tasks the






14. Sustainable development - able to maintain a constant pace.






15. Projects are built around motivated individuals - who should be trusted






16. Most agile implementations use a routine and formal daily face-to-face communication among team members. This specifically includes the customer representative and any interested stakeholders as observers. In a brief session - team members report to






17. Deliver reliable results by engaging customers in frequent interactions and shared ownership.






18. Working software is the principal measure of progress






19. Dxpect uncertainty and manage for it through iterations - anticipation and adaptation.






20. Team size is typically small (5-9 people) to simplify team communication and team collaboration. Larger development efforts can be delivered by multiple teams working toward a common goal or on different parts of an effort. This might require a coord






21. Continuous attention to technical excellence and good design.






22. Specific tools and techniques - such as continuous integration - automated or xUnit test - pair programming - test-driven development - design patterns - domain-driven design - code refactoring and other techniques are often used to improve quality a






23. Face-to-face conversation is the best form of communication (co-location)






24. Customer satisfaction by rapid delivery of useful software.






25. Requirements cannot be fully collected at the beginning of the software development cycle - therefore continuous customer or stakeholder involvement is very important.






26. Each iteration involves a team working through a full software development cycle - including planning - requirements analysis - design - coding - unit testing - and acceptance testing when a working product is demonstrated to stakeholders.






27. Increase return on investment by making continuous flow of value our focus.






28. Working software is delivered frequently (weeks rather than months).






29. Agile development is focused on quick responses to change and continuous development.






30. Customer collaboration over contract negotiation






31. Minimizes overall risk and allows the project to adapt to changes quickly.






32. An iteration might not add enough functionality to warrant a market release - but the goal is to have an available release (with minimal bugs) at the end of each iteration. Multiple iterations might be required to release a product or new features.






33. In agile development - self-organization and motivation are important - as are interactions like co-location and pair programming.






34. Agile methods break tasks into small increments with minimal planning and do not directly involve long-term planning.






35. Working software will be more useful and welcome than just presenting documents to clients in meetings.






36. Close - daily co-operation between business people and developers






37. Self-organizing teams






38. Reported gains in quality - productivity - and business satisfaction. Agile development has been widely seen as being more suitable for certain types of environment - including small teams of experts.






39. Behaviour Driven Development where the scenarios are written before the code and form part of an automated suite of tests that can verify whether the code meets the required functionality and/or quality standards.






40. Working software over comprehensive documentation






41. In contrast - focus on planning the future in detail. A predictive team can report exactly what features and tasks are planned for the entire length of the development process. Predictive teams have difficulty changing direction. The plan is typicall






42. Large-scale development efforts (>20 developers) - though scaling strategies and evidence of some large projects have been described.






43. Welcome changing requirements - even late in development






44. A process improvement approach whose goal is to help organizations improve their performance. CMMI can be used to guide process improvement across a project - a division - or an entire organization.






45. Unleash creativity and innovation by recognizing that individuals are the ultimate source of value and creating an environment where they can make a difference.






46. Low criticality; Senior Developers; Requirements Change Often; Small Number of developers; Culture That Responds to change.

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47. Distributed development efforts (non-colocated teams). Strategies have been described in Bridging the Distance[40] and Using an Agile Software Process with Offshore Development






48. A group of software development methods based on iterative and incremental development - where requirements and solutions evolve through collaboration between self-organizing - cross-functional teams. Encourages rapid and flexible response to change.






49. Responding to change over following a plan






50. These meetings - sometimes referred as daily stand-ups or daily scrum meetings - are held in at the same place and same time every day and should last no more than 15 minutes. Standing up usually enforces that rule.