Agile and Extreme Programming Quiz

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Questions and Answers

What is the primary purpose of Continuous Integration in software development?

To identify defects before additional coding takes place. (correct)

To minimize the amount of code written.

To ensure that every developer works independently.

To improve the aesthetics of the code.

In Test-Driven Development (TDD), what is a key initial step developers take?

They write tests before developing any code. (correct)

They deploy the software immediately after coding.

They write code first and then create tests for it.

They review existing code for errors.

What benefit does Pair Programming offer in XP practices?

Increases the speed of coding without feedback.

Encourages individual coding expertise.

Reduces the need for documentation.

Facilitates real-time review and shared knowledge among developers. (correct)

Which of the following best describes the concept of Simple Design in software development?

Code should be straightforward, testable, and easily understandable. Signup and view all the answers

What is a critical aspect of the initial setup in Test-Driven Development?

Creating tests that will initially fail. Signup and view all the answers

What is the primary benefit of keeping stakeholders engaged during a project?

It leads to increased stakeholder involvement and change requests. Signup and view all the answers

What is the key method for managing stakeholder interest, according to the content?

Candidly discuss estimates and projections. Signup and view all the answers

Why is it important for an agile PM to use interpersonal skills when dealing with stakeholders?

To resolve issues caused by difficult stakeholders. Signup and view all the answers

What should be regularly discussed to effectively engage stakeholders?

What done looks like and project progress. Signup and view all the answers

What is the main focus of stakeholder engagement in agile project management?

Ensuring that projects are done by people for people. Signup and view all the answers

What does the Definition of Done (DoD) represent in a project?

A shared understanding of what constitutes completed work. Signup and view all the answers

Which of the following is not typically included in the Definition of Done (DoD)?

DoD for marketing strategies. Signup and view all the answers

What is a primary focus of Extreme Programming (XP)?

Software development good practices. Signup and view all the answers

Which core value of XP emphasizes the importance of simplicity?

Simplicity. Signup and view all the answers

How does XP encourage feedback?

By getting impressions early to allow for quick improvements. Signup and view all the answers

What is a key communication practice in XP?

Daily stand-up meetings. Signup and view all the answers

What does Scrum primarily focus on at the project management level?

Prioritizing work and gathering feedback. Signup and view all the answers

Which of the following practices is not associated with XP's core values?

Extensive documentation. Signup and view all the answers

What is the role of recognizing team conflict in project management?

It is seen as a positive step. Signup and view all the answers

How should ethics be integrated into project management?

As an integral part of the thinking process. Signup and view all the answers

What does the 'I' in INVEST stand for in user stories?

Independent Signup and view all the answers

What is emphasized when taking time to reflect on a project?

To assess the effectiveness of leadership. Signup and view all the answers

Which characteristic indicates that user stories should allow for trade-offs based on cost and function?

Negotiable Signup and view all the answers

What does 'thinking backwards' in project management refer to?

Starting from the desired end state and mapping backwards. Signup and view all the answers

What is the ideal duration of work for a user story according to the INVEST criteria?

4-40 hours Signup and view all the answers

What does 'testable' signify in the context of user stories?

Can be validated to ensure acceptance upon completion Signup and view all the answers

What should a leader do to promote transparency in project management?

Visualize progress and processes. Signup and view all the answers

What trait is NOT considered important for modeling desired behavior in a project team?

Incompetence Signup and view all the answers

Why is relative estimation preferred over absolute estimation in agile projects?

Humans struggle with absolute estimates due to subjective biases Signup and view all the answers

Which number sequence is commonly used for estimating story points in agile methodologies?

Fibonacci Sequence Signup and view all the answers

What is a key aspect of enabling others to act in project management?

Switching from exclusive to inclusive tools. Signup and view all the answers

What is the purpose of refining or grooming the backlog in agile project management?

To keep the backlog updated and accurately prioritized Signup and view all the answers

What is an essential component of creating a safe environment for experimentation in a project?

Allowing open communication and shared learning. Signup and view all the answers

Which of the following aspects does NOT belong to the INVEST criteria for user stories?

Efficient Signup and view all the answers

What is a key feature of self-organizing teams in Agile methodologies?

They generate the best architectures and designs. Signup and view all the answers

What does refactoring primarily aim to achieve in software development?

Remove redundancy and improve code quality. Signup and view all the answers

What is the purpose of a Daily Scrum meeting?

To provide brief updates on progress. Signup and view all the answers

Which of the following best describes the role of a ScrumMaster?

To coach and facilitate the Agile process. Signup and view all the answers

Which principle is associated with Lean Software Development?

Identifying customer-defined value. Signup and view all the answers

What defines a Sprint in Agile project management?

A fixed-length period known as an iteration. Signup and view all the answers

What does the term 'Product Owner' refer to in Agile?

The business representative for the project. Signup and view all the answers

What is a key activity in the 'Planning Game' during Agile planning?

Collaborating to outline project priorities. Signup and view all the answers

Study Notes

Agile Principles and Mindset

Agile is a methodology for software projects, but it's also adaptable to all project types
Agile is an umbrella term for iterative development methods, including Scrum, XP, Lean, and Kanban
Scrum is the most common agile method
Agile projects involve customer involvement throughout the entire life cycle

Characteristics of Four Life Cycles

Predictive: Fixed requirements, performed once for the entire project, single delivery, manage cost.
Iterative: Dynamic requirements, repeated until correct, single delivery, focus on solution correctness.
Incremental: Dynamic requirements, frequent smaller deliveries, focus on speed.

Agile Benefits

Customer involvement throughout the project life cycle
Greater customer interaction with all stakeholders
Constant feedback is essential for staying current and successful
Greater value is delivered upfront
Change is welcomed by all stakeholders

Agile Concurrent Development

Fund incrementally; adjust, redirect, or cancel granularly
Deliver and realize value consistently
Validate designs with customers and users
Continuously adapt to risk and change
Integrate early and often

Agile Declaration of Interdependence (DOI)

Agile and adaptive approaches connect people, projects, and value
Increase return on investment by focusing on continuous value flow
Deliver reliable results by engaging customers and fostering shared ownership
Acknowledge and manage uncertainty through iterations, anticipation, and adaptation
Unleash creativity and innovation via a supportive environment
Improve performance through group accountability

Agile Mindset

Welcoming change
Working in small, value-driven increments
Utilizing build and feedback loops
Learning through discovery
Value-driven development
Failing fast with learning
Continuous delivery
Continuous improvement

Agile vs. Traditional Project Management

Agile builds incrementally, traditional builds as a whole
Agile plans throughout the project, traditional plans at the outset
Agile delivers products over time, traditional delivers all at once
Customers see value sooner in Agile than in traditional projects
Agile welcomes change, traditional discourages it

Inverting the Triangle

Traditional project management prioritizes fixed scope, time, and cost
Agile projects prioritize flexibility with variables in scope, time, and cost

Agile Manifesto

Created in 2001
Contains 4 values and 12 guiding principles
Available online at https://agilemanifesto.org/

The Agile Manifesto Values

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

Individuals and interactions over processes and tools

Processes and tools are necessary but the focus should remain on individuals and interactions.
Projects are driven by people not tools
Problems are best solved by people not processes
Projects ultimately focus on people

Working software over comprehensive documentation

Focus on delivering value over paperwork.
Documents should be sufficient, not comprehensive.
Documents should be created just in time.
Delivering software first, then documenting.
Administrative paperwork is simplified.

Customer collaboration over contract negotiation

Be accommodating and flexible, instead of rigid and inflexible.
Manage change, don't suppress it.
Shared definition of "done"
Trusting relationships are built

Responding to change over following a plan

Adapt to changes promptly
Software projects are prone to change

Agile Guiding Principles (1-3)

Highest priority is customer satisfaction through continuous delivery of valuable software
Embrace changing requirements, even late in the life-cycle
Frequently deliver working software with a preference for short timeframes

Agile Guiding Principles (4-6)

Business people and developers must work together daily throughout the project.
Build projects around motivated individuals, providing them with the support and trust they need.
Information is best conveyed through face to face communication

Agile Guiding Principles (7-9)

Working software is the primary measure of progress
Agile processes promote sustainable development
Continuous attention to technical excellence and good design enhances agility

Agile Guiding Principles (10-12)

Simplicity, the art of maximizing work not done, is essential
Best architectures, requirements, and designs emerge from self-organizing teams
Teams continuously reflect on how to become more effective and adjust accordingly

Agile Methods

Scrum
Extreme Programming (XP)
Kanban Development
Lean Software Development
Scaled Agile (SAFe)

Agile Scrum Terms

Product Owner - Represents the customer
Agile Project Manager/Scrum Master - Manages the agile project
Product Backlog - Project requirements from stakeholders
Sprint Planning Meeting - Agile team determines the work for the sprint
Sprint Backlog - List of work selected for the sprint
Sprint - Short iteration with a duration of 1-4 weeks
Daily Stand Up Meeting - Quick meeting for project status, led by the Scrum Master (approx 15 minutes)
Sprint Review - Customers inspect completed work at the end of a sprint
Retrospective - Meeting to improve future sprints (lesson learned)
Partial Completed Product - Products Customers Demo to provide feedback which shapes the following sprint priorities
Release - Several Sprints worth of work directed to operations for possible rollout and testing

Scrum

Based on three pillars: Transparency, Inspection, and Adaptation
Transparency means visibility to those responsible for the outcome
Inspection involves frequent checks to ensure progress
Adaptation involves process adjustments based on inspection results.

Scrum Roles & Responsibilities

Product Owner: Owns the product vision, defines features, manages priorities.
Scrum Master: Facilitates the Scrum process, supports the team, removes impediments.
Development Team: Self-organizing group of professionals who perform the work.

Scrum Activities

Sprint Planning Meeting: Defines the sprint goal and backlog.
Sprints: Short development cycles (1-4 weeks).
Daily Stand-Up Meeting: 15-minute daily meetings to synchronize activities.
Sprint Review Meeting: Customer feedback on completed work at the end of a sprint.
Sprint Retrospective: Team reflects on how to improve.

Sprint Planning Meeting

Used to determine what work will be done and how it will be achieved in the next sprint.
Predictions are made based on capacity, past performance, and projected capacity
The development team defines how the work will be done and organized in the next sprint

Sprints

Timeboxed iterations (1-4 weeks) to create a deployable product increment
Sprint planning, daily scrum, actual work, review, retrospective are all part of each sprint

Daily Scrum (or Stand-up)

15-minute timeboxed meeting.
Team synchronizes daily.
Team members answer 3 questions: yesterday's work, today's plan, obstacles.

Sprint Review

Takes place at the end of a sprint.
Stakeholders provide feedback about the completed work.
Discussion happens on how to improve the product.

Sprint Retrospective

Inspection and improvement planning.
Team discusses what went well, what can be done better
Team discusses what to do more or less of in the future

Scrum Artifacts

Product Increment: Completed work of a sprint.
Product Backlog: Prioritized items of value to be delivered, which is ever-changing
Sprint Backlog: Set of items from the Product Backlog committed to an individual Sprint
List of committed items: To be addressed within the Sprint

Product Backlog

A prioritized list of all work needed to complete a product.
Dynamically evolves as work is added and prioritized.
Prioritization by the product owner; value-based

Product Increment

Part of the product that's completed at the end of each sprint.
Provides an opportunity for feedback.
Definition of Done (DoD) established before the team starts working on the increment.

Sprint Backlog

Set of items from the product backlog for a specific sprint
Serves as a roadmap to achieve the sprint goal
Highly visible work view
Updated only by the development team

Definition of Done (DoD)

Shared understanding of what "done" means in a project or sprint.
Defined at the project's outset.
Applies globally.
Includes unit and functional tests, documentation, writing code.

Extreme Programming (XP)

Software development centered agile method
Focuses on good software development practices.
Scrum at the project management level prioritizing work and receiving feedback

XP Core Values

Simplicity: Find the simplest solution that could possibly work.
Communication: Team members keep each other informed.
Feedback: Early feedback is used for quick improvements

XP Core Values (Courage, Respect)

Courage: Allow work to be visible to everyone. Accept constructive criticism.
Respect: Work as a team, respecting the unique skills of each team member. Recognize their individuality.

XP Roles

Coach: Guides the team for effective functioning on projects
Customer: A representative from the business. Provides the direction for the project.
Programmers: Build and code the product
Testers: Write acceptance tests, and help the customers define acceptance tests

XP Practices

Planning Activities (Games): Release and iteration planning facilitate better planning and estimations
Small Releases: Frequent releases to test and gain feedback
Customer Tests: Customers define tests
Collective Code Ownership: Everyone on the team has access and is responsible for the code
Code Standards: Consistent code guidelines are maintained
Sustainable Pace: Maintaining a sustainable pace of work
Metaphor: Using metaphor to help people understand the project
Continuous Integration: Brings all code together

Test-Driven Development (TDD)

Tests are written before code development
Coding occurs to pass tests
Ensures quality

Pair Programming

Production code is written by two developers working simultaneously.
Real-time review occurs
Enhances knowledge sharing, and promotes quality.
Saves team time and resources

Simple Design

Code should be testable, readable, and easily understandable.
The simplest workable solutions are best
Remove redundancy and waste.
Refactoring should be conducted throughout the entire life cycle to maintain high quality

Lean Software Development

Derived from Toyota's manufacturing methods
Principles: Visual management tools, identification of customer-defined value, learning and continuous improvement, building quality in, deferring decisions
Principles: Reduce waste, amplify learning, defer decisions, empower the team, deliver fast, build quality in, optimize the whole

Seven Wastes of Lean

Partially done work
Extra processes
Extra features
Task switching
Waiting
Motion
Defects

Kanban Development

Derived from Lean production system at Toyota
Visualization on signboards (or Kanban boards)
Principles: Visualize workflow, limit work in progress (WIP), manage flow, make process policies explicit, improve collaboration

Kanban Five Core Principles

Visualize the workflow
Limit work in progress
Manage flow through the system
Make process policies explicit
Improve collaboration

Other Agile Methods

Feature-Driven Development (FDD)
Crystal methodology (Different types for specific use cases)
Scaled Agile Framework (SAFe)

Servant Leadership

Leader: Providing what the team needs, shielding from interruptions, removing impediments, re-communicating the project vision
Supporting: Equipping team with required materials, and assisting with daily tasks

Twelve Principles for Leading Agile Projects

Learn team member needs
Learn project requirements
Act for the simultaneous welfare of teams and the project
Create an environment for functional accountability
Have a vision of the completed project
Use the vision to drive your own behavior
Be the central figure in successful project development
Recognize issues as a step in the right direction
Manage with an eye towards ethics
Remember that ethics is not an afterthought.
Take time to reflect on the project
Develop the trick to thinking backwards

Leadership Tools and Techniques

Model desired behavior (Honesty, forward-looking, competent, inspiring)
Communicate the project vision
Enable others to act by providing inclusive tools, being flexible, and willing to change

Leadership Tasks

Practice transparency through visualization.
Create a safe experiment environment.
Experiment with new techniques and processes
Share knowledge through collaboration.

Value-Driven Delivery

Prioritizing based on value
Prioritization methods include simple scheme, MOSCOW, dot voting, KANO analysis

Prioritization Techniques

Simple Scheme, MOSCOW Prioritization
100 point method,Dot Voting/Multi-voting, KANO analysis

Delivering Value Incrementally

Deploying working parts of a product
Focus on delivering to a testing environment first, then production.

Minimal Viable Product (MVP)

Small, useful version of a product
Useful enough to get feedback
Typically a module inside of a product

Tools for Agile Projects

Low-tech, high-touch tools (e.g. whiteboards, index cards, sticky notes) used to improve communication over computer-based models
These models may need visual tools for accuracy

Low-Tech, High-Touch Tools

Cards, charts, whiteboards, and walls used to enhance communication.
Computer Gantt charts replaced by physical Kanban boards.

Kanban/Task Board

A visual display of work progress
Facilitates information flow and visibility.

Educating People about Agile

Communicate benefits of agile to stakeholders
Address concerns about risk, loss of control.

Engaging Stakeholders

Short iterations maintain stakeholder engagement.
Identify risk and problems early on, and equip PMs with interpersonal skills to resolve stakeholders' issues.

Methods of Stakeholder Engagement

Stakeholders should be engaged efficiently, proactively managing interest and concerns, and frequently discussing project updates

Set a Shared Vision

Project teams and customers share the same vision.
Methods like Agile Charter, Definition of Done (DoD), Agile Modeling (Use case diagrams, Data models, Wireframes, Personas), are used

Definition of "Done"

Clear shared vision of what constitutes a "done" project phase.
Important for user stories.
Crucial for releases.

Agile Modeling

Use Case Diagrams: Visually depict how users interact with a system.
Data Models: Show data structure and relationships in tables.
Screen Designs: Basic representations of screens and user interface.
Wireframes: Abstract representation showing how the screens function.
Personas: Representations of key users, clarifying user needs, desires, and expectations.

Communicating with Stakeholders

Face to face: Two-way effective
Knowledge Sharing: Promote collaboration
Information Radiators: Visual displays for info flow
Social Media: Modern tools for fast communication

Conflict Resolution

Conflicts are inevitable.
Recognizing different conflict levels aid escalation control and successful problem solving
Levels: from simple problem solving to a full-blown world war.

Participatory Decision Models

Simple voting - "For" or "Against."
Thumps up/down/sideways: To decide support or opposition toward a viewpoint or idea
Fist of Five: To measure support based on finger gestures for agreement or dissent

Team Performance

Development/Delivery Team manages the product incrementally.
Group builds, tests the project incrementally.
The product is developed in increments, following daily/weekly updates in meetings and continuous improvement processes.

Product Owner/Customer

Prioritizes the product features.
Manages the product backlog.
Ensures the team understands the backlog items.
Defines the acceptance criteria.
Provides delivery dates for releases.
Attends planning sessions.

Agile Project Manager (Scrum Master/Coach)

Acts as a servant leader
Helps the team self-organize and direct themselves
Facilitates meetings and ensures their effectiveness
Monitors the team progress and resolves road blocks.

Building Teams

Self-organizing and directing
Small, agile teams
Traditional teams compare to agile teams in terms of leadership and team dynamics

Generalizing Specialists

Team members can perform multiple tasks.
Skilled in various project areas.
Reduces bottlenecks (slowdowns).
Promotes effective work distribution

High-Performance Agile Teams

Shared vision
Realist goals
Fewer than 12 members
Sense of team identity
Strong leadership

Experiments (Have a safe place)

Establish a safe environment for disagreement and experimentation.
Encourage experimentation and collaboration.
This leads to stronger commitment to decisions

Welcome Constructive Disagreement

Disagreement within a project should be welcomed as a positive step for more effective decision-making
Encouraging disagreement and conflict leads to better insight and decisions

Models of Team Development

Shu-Ha-Ri: Three stages of skill mastery (obey → move away → find own path)
Dreyfus Model: Stages of skill acquisition (novice to expert)

Tuckman's Five Stages of Team Development

Forming: Team members get to know each other.
Storming: Conflicts and differences emerge.
Norming: Team establishes norms and methods.
Performing: Team works effectively and collaboratively.
Adjourning: Project is completed.

Team Spaces

Co-located Teams: Teams working in the same physical space
Global and Cultural Diversity: Teams with members from different cultures and time zones
Distributed Teams: Teams with team members working in different geographic locations

Co-Located Teams

Teams working in the same space
Interactions and communication are face-to-face
Physical barriers are removed to aid communication.

Team Space

Contains low-tech, high-touch resources
Whiteboards, sticky notes, flip charts and round tables facilitate communication and collaboration
“Caves” or individual space for team members to take breaks or have a quick moment of thinking.
“Common” space provides opportunities to discuss, create and brainstorm project improvements.
“Osmotic Communication” – spontaneous, informal idea sharing through normal team interactions

Global and Cultural Diversity

Teams with members from different cultures and time zones.
Effective communication styles are essential to aid effective team collaboration

Distributed Teams

Teams with members working in different locations
Implementing appropriate tools to maximize communication.

Adaptive Planning

Plans continuously adjusted to accommodate emerging issues and changing circumstances
Focus on ongoing value delivery

Agile Plans

Agile plans encompass planning at various levels, and frequently
Agile planning differs from traditional methodologies as more adjustments occur while completing a project
Changes are frequently accommodated and adjusted as part of the project

Principles of Agile Planning

Planning occurs at multiple levels
Customer and team input is valued from the beginning of the project
Expecting ongoing changes and adjustments and making sure they are implemented in an effective manner
Plan on the levels

Value-Based Analysis and Decomposition Method

Business value of deliverables is assessed and prioritized.
Value decomposition breaks down requirements
Helps to create a product box

Timeboxing

Short, fixed-duration periods
Activities or work is completed within a timeframe.
Helps to prevent tasks from extending beyond the set period.

Decomposing Requirements

Breaking down requirements into smaller, manageable units (Epics, Features, Stories, Tasks)
Each requirement is further broken down into smaller categories that are easy to manage

User Stories

Capture user requests.
1-3 days of work.
Agreements between customers and development team
Common structure as: "As a (User Type), I want (or need), so that"

User Story Example

Scenarios that represent users' needs.

Three C's of Stories

Card: Physical reminder
Conversation: Communicate ideas freely
Confirmation: Confirm understanding

User Stories - INVEST

Independent: Self-contained stories
Negotiable: Open to trade-offs.
Valuable: Relevant to the user and business needs.
Estimatable: Tasks can be estimated.
Small: Small and manageable tasks.
Testable: Can be easily validated

User Story Backlog (Product Backlog)

Maintaining a ranked list of requirements for prioritization and refining.
Re-prioritization of tasks can occur.

Relative Sizing and Story Points

Use relative values instead of absolute estimates for story sizes
Assign points based on the level of work

Fibonacci Sequence

Relative measurement for story points

Guidelines for Using Story Points

Team defines the point values.
Values should be relative.
Include complexity, effort, and risk in estimations.

Affinity Estimating and T-Shirt Sizing

Affinity Estimating: Group story estimates into categories.
T-Shirt Sizing: Assign story sizes to different t-shirt sizes.

Wideband Delphi

Anonymously estimates from a panel of experts
To prevent issues like the bandwagon effect or HIPPO

Planning Poker

Estimating method that uses cards with Fibonacci numbers to estimate story points
Fast and collaborative approach

Product Roadmap

Displays when features will be released and what is included.
Translates story map into a coherent view.

Types of Iterations

Iteration 0: Sets the stage for development efforts.
Development Iteration: Builds the product increment.
Iteration H: Hardening sprint.

Spikes

Periods of time dedicated to proof of concept of an architectural component or risk assessment
Time dedicated and used to assess risk before committing to a design solution

Tracking Team Performance

Burn Charts: Visualization of completed work over time.
Velocity Charts: Team’s average performance for estimated work. Shows team performance across iterations

Continuous Improvement

Constantly improving is a core principle of agile. Use the PDCA cycle for improvements.

PDCA Cycle

Plan: Define goals
Do: Execute plan
Check: Evaluate results
Act: Adjust plan based on evaluation

Agile Circle

A cyclical plan that emphasizes learning and improvement

Process Analysis

Review and diagnose existing processes.
Tailoring is important for improvement.

Process Tailoring

Adapting methodology to better fit a project environment.
Changes are implemented for good reason.
The process may include a hybrid approach.

Value Stream Map

Mapping the flow of materials and data needed to complete a product/service process.
Identify and remove unnecessary waste.
Map out the workflow more effectively to see where wait times and inefficencies occur.

Retrospectives

Special meetings to inspect and improve methods and team work.
Should last no more than 2 hours.
Opportunities to examine how team work was done in the past and what can be improved in the following efforts.

Retrospectives Stages

Set stage (introduction)
Gather data (from team members)
Generate insights (from the data gathered)
Decide what to do (actions for change)
Close the retrospective

1. Set the Stage

Start the retrospective with short activities.
Encourage and empower everyone in the team to start talking to encourage participation.

2. Gather Data

Activities like Timelines, Triple Nickels (team into subgroups).
Data is used to generate insights later in the process.

3. Generate Insights

Analyze data gathered in the second stage
Brainstorming, Five Whys, Fishbone Analysis, Dot voting are some of the activities used at this stage

4. Decide What to Do

Decide on how to improve following the gained insights
Create lists for things that should be done, stopped, or adjusted
SMART goals are used to summarize the project improvement.

5. Close the Retrospective

Confirmation of the improvements to be done in the next project.

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Test your knowledge on Agile methodologies, Continuous Integration, Test-Driven Development (TDD), and Extreme Programming (XP) practices. This quiz covers key concepts and benefits of stakeholder engagement in Agile project management, as well as the principles of Simple Design and the Definition of Done (DoD).