Mastering the PMP Exam: Fruitful Insights from a Fruit Vendor!

 

Introduction:

Are you gearing up to take the Project Management Professional (PMP) exam and feeling overwhelmed by the vast knowledge you need to grasp? Fear not! In this blog post, we'll explore how the unique fruit vendor example and the valuable responses from an AI language model helped a PMP aspirant like me understand the PMP exam concepts and fundamentals. Written in a simple, amateur style, join us on this delightful journey through the world of project management and fruit vendors!

1. Fruit Vendor: A Tasty Metaphor for Project Management

Imagine yourself as a fruit vendor, setting up a fruit stall to deliver fresh and delightful fruits to your customers. Similarly, a project manager acts as the vendor, responsible for delivering project outcomes to satisfied stakeholders. This analogy sets the stage for our exploration of project management concepts.

2. Key PMP Concepts Unveiled: Fast Tracking, Crashing, Resource Leveling, and Resource Smoothing

Our journey begins with essential project management techniques: fast tracking, crashing, resource leveling, and resource smoothing. We explore these concepts through the eyes of our fruit vendor, who cleverly manages his fruit inventory and resources to meet customer demands while optimizing costs and time.

3. Simplified EVM Formulae and the Fruit Vendor's Financial Savvy

Ever wondered how Earned Value Management (EVM) works? Fear not, as our fruit vendor breaks down complex EVM formulae into easy-to-understand concepts. Learn how he keeps track of his fruit inventory and financial performance to gauge the success of his fruit stall.

4. Juicy Insights into Cost Types: Cost Plus Fixed, Time and Material, and More!

As our fruit vendor juggles various cost types, we delve into project management cost structures like Cost Plus Fixed, Time and Material, Sunk Cost, and Opportunity Cost. Witness how he calculates the best pricing strategy for his fruit offerings while factoring in potential risks.

5. Project Cost, Baseline, Contingency, and Management Reserves - Unraveling the Mystery!

With our fruit vendor's financial acumen, we delve into cost baselines, project costs, contingency reserves, and management reserves. Witness how he carefully plans his finances to account for unexpected events, just as project managers create financial buffers for project uncertainties.

6. Agile Methodology Unveiled: A Tale of User Stories and Stakeholders

Transitioning into Agile methodology, our fruit vendor showcases the power of user stories in understanding customer needs and prioritizing tasks. As the vendor interacts with stakeholders, learn how agile project management promotes flexibility and responsiveness.

7. Dispute Resolution and Conflict Management: A Sweet Path to Harmony

Explore dispute resolution techniques through the eyes of our fruit vendor as he navigates conflicts with suppliers and customers. Witness how he uses negotiation, mediation, and other conflict management methods to maintain harmony and deliver fresh fruits consistently.

8. Organizational Structures: Hierarchies and Network Diagrams, Oh My!

Our fruit vendor's journey takes us to different organizational structures - functional, projectized, and matrix. Discover how each structure influences the vendor's decision-making and resource allocation as he adapts to changing customer demands.

Conclusion:

As we bid farewell to our fruit vendor, we leave you with a basket full of knowledge on PMP exam concepts and project management fundamentals. From agile user stories to dispute resolution techniques, the fruit vendor's example has shown us the sweet path to mastering the PMP exam. So, go ahead and tackle the PMP exam with confidence, armed with insights from the vibrant world of fruit vendors and project management!

Disclaimer: This blog post was written by an AI language model and may not represent the actual experience of a 10-year experienced amateur writer. The information provided is for illustrative purposes only and should not be considered professional advice. Always consult reliable sources and accredited materials for PMP exam preparation. Happy learning!

 

 

Concept	Explanation	Example (Fruit Vendor)
Fast Tracking	Overlapping activities to shorten project duration	The fruit vendor decides to start advertising and setting up a stall before finalizing the variety of fruits to be sold, potentially reducing time-to-market.
Crashing	Adding extra resources or increasing their intensity to speed up critical activities	The fruit vendor hires additional staff and sets up more stalls during peak hours to handle the higher demand and serve customers faster.
Resource Leveling	Adjusting start and end dates of activities to even out resource utilization	The fruit vendor reschedules delivery timings to ensure that the workload of staff involved in receiving and organizing the fruits is balanced.
Resource Smoothing	Adjusting non-critical activity durations to maintain a steady resource workload within predefined limits	The fruit vendor extends the time frame for updating price tags on fruits, allowing the staff to complete the task without overloading their schedule.

 

Contract Type	Definition	Example (Fruit Vendor)
Firm Fixed Price (FFP)	A contract where the buyer agrees to pay the seller a fixed price for a specified product or service, and the seller bears the risk of cost overruns.	The fruit vendor agrees to sell 100 crates of apples to a buyer for a fixed price of $500, regardless of the actual costs incurred during procurement.
Cost Plus Incentive Fee (CPIF)	A contract where the buyer reimburses the seller for actual costs incurred, and the seller receives an incentive fee based on predefined performance criteria.	The fruit vendor is contracted to provide catering services for an event. The buyer agrees to reimburse the vendor's actual expenses and provides an incentive fee for exceptional service.
Cost Plus Fixed Fee (CPFF)	A contract where the buyer reimburses the seller for actual costs incurred, and the seller receives a fixed fee as profit.	The fruit vendor is hired by a restaurant to supply fresh fruits daily. The vendor receives reimbursement for the actual costs incurred and a fixed fee for their service.
Cost Plus Percentage of Cost	A contract where the buyer reimburses the seller for actual costs incurred, and the seller receives a percentage of the project costs as profit.	The fruit vendor agrees to supply fruits to a grocery store at a price equivalent to the actual costs incurred plus a 10% profit based on the total project costs.
Unit Price Contract	A contract based on a predetermined unit price for each deliverable or unit of work.	The fruit vendor agrees to sell bananas to a supermarket at a fixed price per kilogram, with payment based on the quantity of bananas delivered.
Fixed Price Incentive Fee	A contract with a fixed price for the project, along with a performance-based incentive fee.	The fruit vendor is contracted to supply fruits to a hotel at a fixed price, with an additional incentive fee provided if the vendor meets specific quality and delivery targets.
Time and Expense	A contract where the buyer reimburses the seller for actual time and expenses incurred.	The fruit vendor is hired by an event management company on an hourly rate basis for providing fruit arrangement services at various events.

 

Role	Definition	Example
Product Owner	Represents the customer or end-user and is responsible for defining and prioritizing the product backlog.	The product owner in an Agile software development project is a representative from the client organization who provides input on the product requirements and priorities.
Scrum Master	Facilitates the Agile development process, removes impediments, and ensures that the Scrum framework is followed effectively.	The Scrum master in an Agile project ensures that the Scrum team adheres to the principles and practices of Scrum, and helps remove any obstacles hindering progress.
Development Team	Cross-functional group responsible for delivering the product increment.	The development team consists of software developers, testers, designers, and other specialists involved in building and delivering the software or product.
Stakeholders	Individuals or groups with an interest or influence in the project outcome.	Stakeholders in an Agile project can include end-users, customers, management, marketing teams, quality assurance, and other teams impacted by the project.
Agile Coach	Provides guidance and coaching to the team on Agile principles, practices, and continuous improvement.	An Agile coach may work with the Scrum master and development team, helping them understand and implement Agile methodologies effectively.

 

 

Stakeholder	Role and Responsibilities
Project Sponsor	Provides project vision, objectives, and overall strategic direction.
Project Manager	Plans, executes, and controls the project, manages resources, and communicates.
Project Team	Executes project tasks, delivers project outputs, and contributes to decision-making.
Functional Managers	Provide resources, expertise, and guidance to project team members.
Customers/Clients	Define project requirements, provide feedback, and accept project deliverables.
Suppliers	Provide necessary goods or services to support the project.
Executives	Oversee project portfolio, provide high-level guidance, and make key decisions.
Regulatory Bodies	Ensure compliance with regulations and industry standards.
Other Stakeholders	Such as end-users, community, or special interest groups, who may have specific requirements or concerns related to the project.

 

Planning Technique/Approach	Description
Rolling Wave Planning	Planning approach that involves planning in iterations, with details developed as the project progresses.
Progressive Elaboration	Continuous refinement and expansion of the project management plan as more information becomes available.
Decomposition	Breaking down the project scope and deliverables into smaller, manageable components.
Work Breakdown Structure (WBS)	Hierarchical breakdown of project scope into smaller elements for organizing and defining work packages.
Critical Path Method (CPM)	Scheduling technique to identify the longest path of activities and manage project duration.
Precedence Diagramming Method	Creating visual representations of project activities and their dependencies.
Network Diagramming	Graphical representation of project activities and their relationships, aiding in understanding flow.
Resource Leveling	Optimizing resource allocation and resolving conflicts to balance resource demand and availability.
Critical Chain Method (CCM)	Managing uncertainties and constraints by identifying critical dependencies and incorporating buffers.

 

 

Type of Cost	Description
Sunk Cost	Costs that have already been incurred and cannot be recovered. They are irrelevant for decision-making moving forward.
Opportunity Cost	The value of the next best alternative foregone when making a decision. It represents the potential benefits that could have been gained from the alternative option.
Appraisal Cost	Costs incurred to evaluate the project's processes, products, or deliverables. These costs include activities such as quality control, inspections, and audits.
Direct Cost	Costs that can be directly attributed to a specific activity or work package in the project. They are easily traceable and measurable.
Indirect Cost	Costs that are not directly tied to a specific activity or work package. They are often allocated to the project based on predetermined methods or formulas.
Fixed Cost	Costs that remain constant regardless of the project's output or volume of work. They do not vary with the project's duration or scale.
Variable Cost	Costs that change proportionally with the project's output or volume of work. They vary based on the project's duration or scale.
Contingency Cost	A reserve or allowance set aside to address unforeseen events or risks that may impact the project. It provides a buffer for potential cost overruns.
Life Cycle Cost	The total cost of a project over its entire life cycle, including all costs incurred from initiation to completion and any subsequent maintenance or operation.

 

 

Hierarchy Level	Description	Example (Fruit Vendor)
1. Physiological Needs	Basic biological needs for survival, such as food, water, shelter, and rest.	The fruit vendor ensures he has enough stock of fruits and water to sustain himself during long hours of work.
2. Safety Needs	The need for security, stability, protection from harm, and a sense of order.	The fruit vendor sets up his stall in a safe location, installs security measures to protect his inventory, and follows hygiene regulations.
3. Social Needs	The need for love, belonging, and social interaction.	The fruit vendor engages in friendly conversations with customers, builds relationships with regular buyers, and participates in community events.
4. Esteem Needs	The need for self-esteem, recognition, and a sense of accomplishment.	The fruit vendor takes pride in offering high-quality fruits, receives positive feedback from satisfied customers, and achieves a good reputation.
5. Self-Actualization	The need for personal growth, self-fulfillment, and reaching one's full potential.	The fruit vendor expands the business by introducing new fruits, attends workshops to enhance knowledge, and mentors aspiring fruit vendors.

 

Agile Manifesto	Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan.
Scrum	Focus on the present. Deliver working software frequently. Build projects around motivated individuals. Face-to-face communication. Working software is the primary measure of progress. Continuous attention to technical excellence and good design. Simplicity. Self-organizing teams. Respond to change.
Kanban	Visualize work. Limit work in progress. Work as fast as you can. Encourage communication. Make process visible.
Extreme Programming (XP)	Communication. Simplicity. Feedback. Courage. Respect. Coding standards. Refactoring. Testing. Continuous integration. Sustainable pace.
Lean	Eliminate waste. Deliver value to the customer early and often. Build quality in from the start. Decentralize decision-making. Respect for people. Continuous improvement.

 

Framework	Description	Core Values
Agile	An iterative and flexible approach that emphasizes collaboration, frequent feedback, and adaptability.	Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan
Extreme Programming (XP)	A software development methodology that focuses on continuous improvement, customer involvement, and delivering high-quality software.	Communication. Simplicity. Feedback. Courage. Respect
Kanban	A visual management method that optimizes workflow and improves efficiency through visualizing and limiting work in progress (WIP).	Visualize work. Limit work in progress. Manage flow. Make process policies explicit. Continuously improve
Waterfall	A linear and sequential approach to project management, where each phase is completed before moving on to the next.	Plan-driven. Sequential. Emphasizes documentation and upfront planning
PRINCE2	A process-based project management framework that provides a structured approach to planning, execution, and control of projects.	Clear roles and responsibilities. Effective project governance
Lean	Focuses on maximizing customer value while minimizing waste, streamlining processes, and eliminating non-value-added activities.	Customer value. Eliminating waste. Continuous improvement
Scrum	An Agile framework that emphasizes iterative development, self-organizing teams, and regular feedback.	Collaboration. Adaptability. Empirical process control
Six Sigma	A data-driven methodology to improve process quality and reduce defects by identifying and eliminating process variations.	Data-driven decision-making. Process improvement. Customer satisfaction

 

 

Technique	Description
Pre-assignment	Selecting project team members in advance based on their skills and availability.
Negotiation	Negotiating with functional managers or resource owners to secure resources for the project.
Virtual Teams	Creating a project team composed of individuals from different locations, who collaborate remotely.
Multi-criteria decision analysis (MCDA)	Using a systematic approach to evaluate and select team members based on multiple criteria.
Outsourcing	Hiring external resources or contractors to perform specific project tasks or functions.
Staffing agencies	Utilizing staffing agencies or third-party vendors to help identify and provide qualified team members.
Advertising	Advertising job openings or project opportunities to attract potential team members.
Employee rotation	Rotating existing employees from different departments or teams to join the project team temporarily.
Networking	Utilizing personal and professional networks to identify and recruit suitable team members.
Training and development	Providing training and development opportunities to build necessary skills within the project team.

 

 

Tool	Description
Performance appraisals	Formal assessments of individual team members' performance, typically conducted by a supervisor or project manager.
Team assessments	Evaluations of the team's overall performance and effectiveness, focusing on collaboration, communication, and goal achievement.
Project audits	Systematic reviews of project performance, processes, and outcomes to identify areas for improvement and lessons learned.
Quality control measurements	Metrics and measurements used to assess the quality of project deliverables and the overall performance of the team.
Milestone reviews	Assessments conducted at key project milestones to evaluate progress, adherence to plans, and achievement of objectives.
Customer feedback	Gathering feedback and input from project stakeholders and customers to evaluate team performance and customer satisfaction.
Lessons learned analysis	Reviewing past projects to identify successes, challenges, and lessons learned that can inform and improve current team performance.
Surveys and questionnaires	Collecting data through structured surveys or questionnaires to assess team members' perceptions, satisfaction, and feedback.
Self-assessments	Team members evaluating their own performance, strengths, and areas for development, promoting self-reflection and growth.
Peer reviews	Team members providing feedback and evaluations of each other's performance and contributions, fostering a collaborative environment.
Observations and monitoring	Actively observing team members' work and behaviors, and monitoring their performance and progress throughout the project.
360-degree evaluation	Collecting feedback from multiple sources, including supervisors, peers, subordinates, and self-assessments, to provide a comprehensive assessment of an individual's performance.

 

Breakdown Structure	Description
Work Breakdown Structure (WBS)	Hierarchical decomposition of project scope into smaller work packages and deliverables.
Organizational Breakdown Structure (OBS)	Representation of project's organizational structure and reporting relationships of project team members.
Resource Breakdown Structure (RBS)	Hierarchical breakdown of project's resources based on type, skills, or other attributes.
Risk Breakdown Structure (RBS)	Hierarchical breakdown of potential project risks categorized by sources or nature.
Cost Breakdown Structure (CBS)	Hierarchical breakdown of project costs categorized into various elements for cost management and control.
Responsibility Assignment Matrix (RAM)	Matrix linking project activities or work packages with individuals or roles responsible for their completion.

 

 

Analysis Type	Description
SWOT Analysis	Examines project's strengths, weaknesses, opportunities, and threats to assess the internal and external project factors.
Stakeholder Analysis	Identifies and assesses the project stakeholders, their interests, influence, and impact on the project.
Risk Analysis	Evaluates potential risks and uncertainties, their likelihood, impact, and develops strategies for risk management.
Cost-Benefit Analysis	Compares the costs and benefits of project alternatives to determine the most viable option from an economic standpoint.
Feasibility Analysis	Assesses the project's feasibility in terms of technical, economic, operational, and schedule considerations.
Root Cause Analysis	Investigates the underlying causes of project issues or problems to identify and address their fundamental sources.
Gap Analysis	Compares the current state of the project to the desired future state, highlighting gaps and identifying improvement areas.
Decision Tree Analysis	Utilizes a tree-like model to evaluate and quantify various decision options and their potential outcomes.
Trend Analysis	Examines historical project data to identify patterns, trends, and potential future developments.
Earned Value Analysis	Integrates project scope, schedule, and cost to assess project performance, progress, and variance.
Impact Analysis	Assesses the potential effects or consequences of a change, event, or action on the project and its stakeholders.

 

Analysis Type	Description
SWOT Analysis	Evaluates project's strengths, weaknesses, opportunities, and threats to understand the risk landscape.
Risk Assessment	Identifies and analyzes potential risks, their likelihood, impact, and prioritizes them for appropriate response planning.
Risk Probability and Impact Assessment	Quantifies the probability and impact of identified risks to determine their significance and prioritize mitigation efforts.
Risk Impact Matrix	Visual representation of the likelihood and impact of risks, helping prioritize risks based on their severity.
Risk Register Analysis	Reviews and updates the risk register, ensuring all identified risks are properly documented, monitored, and addressed.
Monte Carlo Simulation	Utilizes statistical techniques to model and simulate project outcomes, considering various risk scenarios and uncertainties.
Sensitivity Analysis	Assesses the sensitivity of project variables and assumptions to determine the potential impact on project outcomes.
Risk Response Analysis	Evaluates and selects appropriate risk response strategies, considering their effectiveness, feasibility, and cost.
Contingency Planning	Develops contingency plans to address identified risks, outlining specific actions to mitigate their potential impact.
Failure Mode and Effects Analysis (FMEA)	Proactively identifies potential failure modes, their causes, and their effects on the project, enabling risk prevention and mitigation.

 

Ordering Method	Description
Internal vs. External Risks	Differentiates between risks originating from within the project (internal risks) and risks arising from external factors (external risks).
Project-Specific vs. Generic Risks	Distinguishes between risks unique to the project or industry (project-specific risks) and risks commonly encountered across different projects (generic risks).
Known vs. Unknown Risks	Separates risks that are already identified and documented (known risks) from risks that have not been identified yet (unknown risks).
Internal Stakeholder vs. External Stakeholder Risks	Categorizes risks associated with internal stakeholders (within the project team or organization) and risks associated with external stakeholders (outside the project team or organization).

 

 

Relationship Type	Description
Privity of Contract	Refers to the direct contractual relationship between the buyer and the seller, where both parties are bound by the terms and conditions of the contract. Privity ensures that the rights and obligations stated in the contract are enforceable only by the involved parties.
Third-Party Privity	Occurs when a third party, who is not a party to the original contract, has certain rights or obligations under the contract. This can happen through specific clauses or provisions in the contract that allow for the inclusion of third parties or assign rights to them.
Joint Privity	Involves multiple parties who have entered into a single contract, thereby sharing rights and obligations collectively. Joint privity establishes a mutual relationship between the parties, and any breach or performance affects all parties involved.
Subcontractor Privity	Arises when a subcontractor is engaged by the main contractor to perform specific tasks or provide services under a larger contract. The subcontractor has privity with the main contractor but not necessarily with the buyer or other parties involved in the primary contract.
Vicarious Privity	Refers to a relationship in which one party has privity with another party through a representative or agent acting on their behalf. In this case, the actions, rights, and obligations of the representative are attributed to the principal, creating a vicarious privity relationship.

 

 

Conflict Resolution Technique	Description
Arbitration	Arbitration is an alternative method of dispute resolution, separate from the court system. It involves appointing a neutral, private third party to adjudicate and settle the dispute. The decision made by the arbitrator is binding on the involved parties and serves as a resolution for the dispute in a cost-effective manner.
Indemnification	Indemnification is a contractual provision that identifies the parties responsible and liable for accidents, personal injury, or damages in a project. It outlines the obligations and compensation terms to cover losses or claims arising from specific events or circumstances during the project execution.
Fait accompli	Fait accompli is a negotiation tactic employed by leveraging rules, laws, or previous decisions as binding and non-negotiable. It aims to preclude further discussions or dispute by asserting the predetermined outcome as an established fact, leaving little room for further debate or alteration.
Force majeure	Force majeure refers to an allowable excuse for non-performance of contractual obligations due to unforeseen events considered as acts of God. These events, such as fire, earthquake, flood, or severe storms, are beyond the control of either party. In such cases, the seller may receive a time extension, and the risk of loss is borne by the seller, typically covered by insurance.
Mediation	Mediation involves the involvement of a neutral third party, known as a mediator, who facilitates communication and negotiation between the conflicting parties. The mediator helps them explore options, find common ground, and reach a mutually acceptable resolution.
Litigation	Litigation is the traditional approach of resolving disputes through the court system. It involves filing a lawsuit and presenting the case before a judge or jury who will make a final judgment.
Negotiation	Negotiation is a direct discussion between the parties involved in the dispute with the aim of reaching an agreement. It involves open communication, exchange of viewpoints, and bargaining to find a mutually acceptable solution.
Collaboration	Collaboration focuses on bringing all parties together to work jointly on resolving the dispute. It emphasizes cooperation, shared problem-solving, and finding win-win solutions that benefit all parties involved.
Expert Determination	Expert determination involves appointing an independent expert or panel of experts with specific knowledge or expertise in the subject matter of the dispute. Their role is to evaluate the issue and provide a binding decision or recommendation to resolve the conflict.
Adjudication	Adjudication is a process where a neutral third party, known as an adjudicator, reviews the dispute and makes a non-binding or binding decision. This technique is commonly used in construction projects or contracts where a quick resolution is needed to keep the project on track.

 

 

Stakeholder Analysis Technique	Description
Salience Model	The salience model assesses stakeholders based on their power or ability to impose their will, urgency or need for immediate attention, and legitimacy of their involvement in the project. It helps identify stakeholders who are most influential or relevant to the project's success.
Power/Interest Grid	The power/interest grid evaluates stakeholders based on their level of authority or power and their level of concern or interest in the project outcome. It helps prioritize stakeholders by categorizing them into different quadrants based on their influence and interest in the project.
Power/Influence Grid	The power/influence grid assesses stakeholders based on their level of authority or power and their active involvement or influence in the project. It helps identify stakeholders who have the ability to affect project decisions and outcomes through their position or influence.
Influence/Impact Grid	The influence/impact grid categorizes stakeholders based on their involvement or influence in the project and their ability to affect changes to project planning or execution. It helps identify stakeholders who can significantly impact project outcomes and guides the level of engagement with them.

 

 

Agile Framework	Definition	Example Companies
Scrum	Iterative and incremental Agile framework with fixed-length iterations called sprints.	Google, Spotify, Microsoft
Kanban	Visual Agile framework based on continuous delivery and pull-based work management.	Toyota, Microsoft, Zara
Extreme Programming (XP)	Agile framework emphasizing engineering practices like TDD, pair programming, and continuous integration.	Netflix, Amazon, IBM
Lean Software Development	Agile methodology inspired by lean manufacturing principles, focusing on delivering value and eliminating waste.	Ericsson, Intel, Spotify
Feature-Driven Development	Agile approach that revolves around building features incrementally, emphasizing domain modeling and iterative development.	Yahoo, Siemens, DHL
Crystal	Agile methodology offering multiple variations based on team size and project criticality, promoting flexibility and simplicity.	Nokia, Ericsson, Siemens
Dynamic Systems Development Method (DSDM)	Agile framework with emphasis on active user involvement and frequent delivery, suited for complex projects.	British Airways, BT, Deloitte
Agile Unified Process (AUP)	Iterative Agile methodology combining Agile practices with the Rational Unified Process (RUP).	Oracle, IBM, Dell
Adaptive Software Development (ASD)	Agile approach focused on collaboration, continuous learning, and adaptability to changing requirements.	Microsoft, IBM, Nokia
Disciplined Agile Delivery (DAD)	Hybrid Agile framework incorporating multiple practices, providing flexibility and tailoring based on project context.	IBM, Ericsson, Microsoft
Large-Scale Scrum (LeSS)	Framework for scaling Scrum to larger projects with multiple teams, promoting simple, customer-centric product development.	Ericsson, JP Morgan, Bank of America
Scaled Agile Framework (SAFe)	Scalable Agile methodology for large enterprises, offering a framework for organization-wide Agile adoption.	Cisco, Bosch, Philips
Nexus	Framework for scaling Scrum to address challenges in large product development initiatives.	Microsoft, Ericsson, Nokia
Agile Modeling	Agile practice focused on modeling and documentation using simple, visual techniques.	IBM, Oracle, Microsoft
Agile Data Method (ADM)	Agile approach for database development, emphasizing collaboration, evolutionary design, and automation.	Salesforce, Ericsson, Nokia
Scrumban	Hybrid approach combining Scrum and Kanban, allowing for better flow while maintaining Scrum's structure and ceremonies.	Spotify, Ericsson, Salesforce
AgilePM (Agile Project Management)	Project management methodology aligning with Agile principles for improved project delivery.	Capgemini, Atos, HCL
Lean Kanban	Application of lean principles to Kanban, focusing on optimizing flow, reducing waste, and improving value delivery.	Siemens, Volvo, T-Mobile
Crystal Clear	Lightweight version of Crystal, emphasizing simplicity, frequent delivery, and team collaboration.	Ericsson, Siemens, Deloitte
Lean Startup	Agile approach to launching startups and products, using rapid experimentation and validated learning.	Airbnb, Dropbox, Uber
Test-Driven Development (TDD)	Development approach where tests are written before code, promoting better design and code quality.	Google, ThoughtWorks, Spotify
Behavior-Driven Development (BDD)	Development approach focusing on collaborative communication and shared understanding of requirements.	Asos, IBM, Barclays
DevOps	Culture and set of practices combining development and operations teams to achieve continuous integration and delivery. Automated Testing.	Google, Amazon, Microsoft
Feature Injection	Agile practice focused on identifying and prioritizing high-value features for product development.	Google, Microsoft, Apple
Continuous Integration (CI)	Agile practice of frequently merging code changes into a shared repository, followed by automated builds and tests.	Facebook, Airbnb, PayPal
Continuous Delivery (CD)	Agile practice of continuously delivering software to production, allowing for faster and more reliable releases.	Amazon, Netflix, Etsy