I
Index
A
Agile projects
artifact deployment
BDD
build software
CI pipeline
collaboration
excuse
final process
mainline branch
misrepresentation
not shippable
perspectives and stories
point commitment
Product Owner
qualified professionals
shippable product
Smells
Sprint rock star award
training projects
work-life balance
Application programming interfaces (APIs)
Artificial limits
Automated functional tests
B
Behavior-driven development (BDD)
Business Analyst (BA)
C, D
Cadence creation
Certified Scrum Master (CSM)
Change Risk Analysis and Prediction (CRAP)
CI, plans, and picking code-quality tools
Communication
breakdown
common language
communication gap
e-mails
inability-share knowledge
lack of transparency
leadership frustration
noise creation
overload
productive communication
Scrum Master role
Continuous Delivery (CD)
Continuous Integration (CI)
Cross-pollination
E
E-commerce project
End of message (EOM)
Engagement
automated functional tests
codebase
cross-functional Scrum team
domain knowledge and technical skills
estimate working
hack hours
Kanban and project teams
multiple projects
non-work-related development
one-on-one meetings
pigeonholed
Estimations
Agile teams
definition
e-commerce team
estimating work
flavors of Agile
goalkeeper approach
issue tracking system
logging framework
measuring work
nonessential project
organizations
Product Backlog
production support teams
project managers
right flavor
Scrum team
software development
technical assumptions
unanticipated work
unit tests
F, G
Foundational items
Agile principles
caching and analytics frameworks
rigid rules
risk mitigation
technical lead
value people over process
Functional software
Feature Toggles
long-running projects
mainline development
RESTful services
source configuration management
trunk-based development
variables
Functional testing
acceptance criteria
critical components
culture
documentation
harming software development
investments
quality of
SDET/QA engineer
SDET role
sources of truth
stone
testing software
unit and functional test
wiki pages
Fundamental misunderstandings
Agile Smells
artificial limits
burn-down charts
cliff dives
conversation
Demo meeting
development process
diminishing returns
firefighting environment
infrastructure and standpoint
interchange
Kanban
lack of understanding
merging
motions
MSAs
QA engineer
refactoring code
REST APIs
Scrum Master
software
Sprint Backlog
Sprint commitment
swarming
understanding
Water-Scrum-fall
wiki page
work environment
H, I, J
Handoff requirements
K
Knowledge sharing
L
Lack of transparency
LAMP stack
Leadership frustration
Learning process
Long-run plan
sense of ownership
smooth transition
spreading knowledge
transition-sustainment team
M, N, O
Mainline development
Micro-Service Architectures (MSAs)
Multi-million-dollar project
Multi-Sprint Planning meeting
P
Peer pressure
Physical vs. virtual communication
distributed teams
Jira-track issues
satisfactions
Scrum meetings
video teleconferencing
Pre-Sprint planning
Process requirement
anti-Agile
flavor
rules
simple definitions
task workflow
value adding
Productive communication
Q
Quality Assurance (QA)
R
Rigid rules
Risk mitigation
S
Scaling
knowledge sharing
learning process
overview
Scrum teams
SDET (Software Developer in Test)
Service Level Agreements (SLA)
Skype
Source configuration management (SCM)
Swarming
T
Team hierarchies
Technical assumptions
Time adjustment
constant improvement
planning work
pre-Sprint Planning
product backlog
retrospective meeting
wasted planning
Transparency
building trust
cross-functional team
lack of commitment
misleading numbers
pressure
professionalism
project schedule
Sprint commitments
Steps to Doneness
stretch goal
tech debt item
Trunk-based development
Trust breakdown
U
Unity building
aforementioned items
Agile Coach/CSM
building team morale
building working software
communication
CSMs
learning
management
members of team
peer pressure
teamwork
V
Value people over process
Velocity plan
Video teleconferencing (VTC)
W, X, Y, Z
Work-In-Progress (WIP)
Work-life balance
cadence creation
death marches
high-priority defects
management’s support
mandating velocity
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