A List of Quotable phrases

The exam is based on knowing the manual. Often it helps to recognise a phrase. Clearly it's impossible to be exhaustive without reading the whole manual but in an attempt to avoid the need here are notable extracts.

Wording may not be verbatim but key words and the important elements of meaning are preserved.

L99 means this quote is in Lesson 99, see the text formats of the course materials for greatest ease of access in context (Each Quote or Note is highlighted in blue [and bold for those those formats that don't support colour]).

1. Lesson 7: Being agile means "behaviours, concepts & techniques"
2. Lesson 12: A project might be created by addressing a batch of business as usual changes together
3. Lesson 12: Change can be dealt with dynamically as it arises normally by some local trading of 'could/should' scope
4. L12: Outcomes are beyond a supplier’s ability to create in isolation
5. L17: Each cycle delivers increments (which may or may not be shipped)
6. L18: A user story is a token for a conversation
7. L20: Kanban focus is delivering products of the highest possible value"
8. L21: "Sequence of phases" describes waterfall (not agile)
9. L25: Agility comes from instability plus control - like a military jet
10. L26: Combining P2 and agile requires blending and weaving not just use in parallel
11. L27: Nothing is removed from p2 when using p2a
12. L28: P2 is already agile, P2 isn't traditional project management, p2a is for any project (not just IT), The manual mentions IT only frameworks, Agile is more than scrum, Scrum and Kanban are suitable for projects when augmented with P2, Agile means behaviours, concepts & techniques, Use of agile is "How much?" not yes/no.
13. L41: Time is one of the most powerful weapons
14. L45: Agile behaviours develop a more accurate product over time
15. L47: Over specification up front when little is know is just the appearance of control, often an illusion
16. L57: Management by exception is the heart of empowerment
17. L59: the project manager and board must be constantly vigilant for agile and p2a behaviours
18. L61: p2a is 100% of p2, nothing is removed, lots added
19. L68: Decision making is informal (delegated to the lowest possible level)
20. L68: Fail-fast to learn fast.
21. L76: Flexibility; people & change friendly avoids squeezing tail end tasks
22. L76: Collaboration means pursuing a 'One team' culture
23. L76: Iterative 7 incremental equals deliver little-and-often, and think big start small and build customer confidence
24. L79: Good business case is Coherent, Accurate, and Complete, Strategically aligned
25. L80: Benefits calculations are easiest from high- and mid- level requirements
26. L82: Business cases include costs and benefits and thus value
27. L82: In a range estimate the most-likely isn't necessary in the middle (Mode <> Median <> mean)
28. L82: Worst business case must still be viable
29. L82: The business case must account for frequent releases, business disruption and configuration management capability
30. L82: Early delivery means early start to benefits
31. L82: Focus on do the minimum to learn the maximum
32. L86: Team risk is the team manager's responsibility and project risk is the project manager's responsibility
33. L98: Prioritization is at the heart of key target "deliver on time"
34. L98: MoSCoW is applied at/for higher-level requirements and over longer time-frames
35. L98: Ordering is applied primarily for lower, technical requirements
36. L98: Ordering works better when requirements are broadly independent rather than naturally grouped
37. L105: A pivot that challenges the business case is positive in as much as it may stop a poor investment
38. Always ask "is agile suitable for the project in hand?".
39. L105: Prince items subject to change control include all baselines see lesson_204 in Ss28
40. L106: Agile embraces change, prince controls it; p2a harnesses the benefits of positive change while providing governance
41. L110: An agile team feels collectively responsible
42. L110: The product owner is the pivotal role and key stakeholder that knows what the desired end point is
43. L112: Servant leadership inverts the organisation. The leader facilitates success of those they lead
44. L113: Project managers shouldn't meddle or interfere in the team's inner workings
45. L114: Agile teams use "T" shaped people, generalising specialists
46. L117: P2a says "a single product owner may not be the best way"
47. L124: The interface between CS and MP is the glue that binds p2a together
48. L124: The mp process is about managing those who do product delivery
49. L129: Kanban and lean start-up pursue frequent releases
50. L130: Agile is releasable feature based, NOT phase based. It is based on
51. L131: The release strategy is the cadence (heartbeat rhythm) of the business
52. L141: A sprint goal helps the team be coherent
53. L142: Transparency is a path that is not travelled overnight
54. L142: The backlog list features, functions, requirements, enhancements and fixes
55. L142: The backlog makes visible all the work to accomplish the sprint goal
56. L146: Defer decisions until enough is known to make good decisions
57. L146: The sprint backlog makes visible all the work required to meet the sprint goal & includes plans and remedial work
58. L149: Knowing the rules of the game aids decision making and gives scrutiny a reference point
59. L150: Improve collaboratively and evolve incrementally
60. L150: Experiments should be designed in a 'safe-to fail' manner.
61. L151: Be scientific, validate quantitatively on objective, empirical data
62. L154: Kanban flow operates within project time boxes
63. L154: Frequent releases reduce cost-of-delay
64. L158: Decisions should be made at the Latest-Responsible-Moment
65. L159: The cone of uncertainty represents the affect of time on the likely margin-of-error
66. L164: Good tracking gives a sense of immediacy and is published whatever it shows
67. L168: An information radiator is a push not pull mechanism that expresses good and bad information equally
68. L168: Massaging or slanting information so it is not fully transparent is "gaming"
69. L168: It is best if key information leaps off the IR (The walk-by-and-understand test)
70. L168: Attractive IRs are a significantly positive inspiring influence
71. L172: Waterfall tests products after they are built
72. L172: Agile takes a 'test-as-you-go' approach including test first
73. L179: The nearest equivalent to a stage in agile is a high level time-box
74. L179: Agile time boxes target delivery of a shippable result (increment, product, feature). P2 stages are a period of authorisation
75. L180: The interface of CS & MP is the glue to bind p2a together
76. L186: SB is a firebreak that looks wider than the cadence of the teams regular sprint cycle
77. L188: Inspect, then based on what you find if it is useful then change what you do
78. L188: SB requires little ceremony and is benefits focussed
79. L191: Agile development may recognise the time to stop because "added value has become marginal"
80. L192: CP is conducted with little ceremony as most of the closing type work has accompanied the product (increment deliveries as we proceeded)
81. L192: CP asks "How well was agile used?"
82. L192: At CP the exec pas for the party
83. L195: Decisions are based on information pulled [e.g. by the project board] from the teams Information Radiator-IRs
84. L201: Focussing on contract terms is unlikely to be helpful. Ultimately the contract is a safety net not a weapon
85. L202: We seek contracts conducive to agile ways of working
86. L202: Contracts - Suppliers add a contingency premium to cover uncertainty
87. L202: Customer attempts to over specify are an illusion of control
88. L202: Create a minimum viable contract and add clauses as we proceed and understand more
89. L204: The D-I-K-W hierarchy = Data/ Information/ Knowledge/ Wisdom
90. L204: The A21's subsection on major products or epics make the required project outcome clear
91. L204: the A26 gives the team a clear boundary or space
92. L204: The Daily Stand-up Meeting may substitute for the A3-Checkpoint if the team agrees and the DSM is not seen as a progress reporting session
93. L207: Project communications is project oxygen and is always somewhat difficult
94. L208: Agile teams always seek to move communications to the most effective channel
95. L209: Sticky notes [limited size] encourage people to be concise