Building High-Performing Teams
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Questions and Answers

What is one purpose of acceptance criteria?

  • To capture the necessary steps of the Story
  • To identify which Customers will benefit from the Story
  • To explain how the Story will benefit Customers
  • To identify how the Story can be validated (correct)

What is one practice Scrum Masters/Team Coaches can use to run successful meetings?

  • Allow individuals to override timeboxes to ensure full discussions
  • Leave meetings with clear action items (correct)
  • Schedule meetings around the Product Owner to ensure they are able to make final decisions
  • Maintain vague agendas to allow for any urgent issues

According to SAFe, what is one output of a successful Iteration Retrospective?

  • Updated ART metrics
  • Improvement Stories (correct)
  • Updated dependencies between Stories
  • Iteration Goals

What is one main responsibility of an Agile Team in SAFe?

<p>Planning the work (C)</p> Signup and view all the answers

What is one question a Scrum Master/Team Coach must answer during PI Planning Coach Sync?

<p>Have you identified any ART risks? (D)</p> Signup and view all the answers

In the INVEST model for story writing, what does S mean?

<p>Small (A)</p> Signup and view all the answers

The Coach Sync is a meeting to gain visibility into team progress and ART impediments, who must attends it?

<p>Scrum Masters and RTE (C)</p> Signup and view all the answers

What is one activity an Agile Team performs during Iteration Review?

<p>Demonstrate a working, tested team increment (D)</p> Signup and view all the answers

What is one way a Scrum Master/Team Coach can improve ART Performance?

<p>Measure and optimize flow (B)</p> Signup and view all the answers

Team Bears wants to use the IP Iteration to continue their "usual work." What is one benefit the Scrum Master/Team Coach could share with the team about using the IP Iteration as intended?

<p>The team can participate in hackathons (D)</p> Signup and view all the answers

What is one intended outcome of the problem-solving workshop?

<p>Developing solutions to recognized problems that blocked or slowed work (C)</p> Signup and view all the answers

Which of the following statements is true about the team backlog?

<p>The team backlog is where the team refines possible Stories (A)</p> Signup and view all the answers

During an Iteration, if a team can't meet its commitment, what's the best solution to do?

<p>Immediately raising the concern if it isn't feasible to do so (C)</p> Signup and view all the answers

One trait of a Scrum Master is persuades rather than uses authority, what is one characteristic of this trait?

<p>Asks questions that encourage the team to consider new perspectives (C)</p> Signup and view all the answers

What is one benefit of moving from waterfall methods to Agile delivery?

<p>Ability to deliver value to customers earlier (C)</p> Signup and view all the answers

Which of the following SAFe events supports Agile Teams to measure the outcome of the Iteration?

<p>The Iteration review (A)</p> Signup and view all the answers

What is one way the Scrum Master/Team Coach can support the Inspect and Adapt?

<p>Provide team data (B)</p> Signup and view all the answers

What is one characteristic of writing effective PI Objectives?

<p>Describing the value (C)</p> Signup and view all the answers

Which of these is not a valid example of powerful questions?

<p>Who was doing this action? (B)</p> Signup and view all the answers

What is one way a Scrum Master/Team Coach can build a high-performing team?

<p>Encourage team members to acquire t-shaped skills (A)</p> Signup and view all the answers

What is one element of the CALMR approach to DevOps?

<p>Lean flow accelerates delivery (A)</p> Signup and view all the answers

What is one way to ensure a team is holding successful Iteration Reviews and demos?

<p>The team demos working functionality (D)</p> Signup and view all the answers

If a team has low confidence in meeting a PI Objective or has too many unknowns, what should they do during the PI Planning?

<p>Move to uncommitted objectives (B)</p> Signup and view all the answers

What is one way to manage the timebox for effective Team Syncs?

<p>When conversation about any one issue gets too detailed, move the issue to a meet-after that is held right after the Team Sync (B)</p> Signup and view all the answers

When should Agile Teams make time for innovation?

<p>Continuously throughout the PI (B)</p> Signup and view all the answers

What is the first step of the problem-solving workshop?

<p>Agree on the problem to solve (C)</p> Signup and view all the answers

What is one way a Scrum Master/Team Coach can support Iteration Execution?

<p>Facilitate team events (B)</p> Signup and view all the answers

What is one trait of a servant leader?

<p>Persuades rather than using authority (B)</p> Signup and view all the answers

Which SAFe Core Value is demonstrated when explaining why the top 10 Features were chosen for PI Planning?

<p>Transparency (D)</p> Signup and view all the answers

What is one outcome of the Iteration Retrospective?

<p>Improvement items in the Team Backlog (C)</p> Signup and view all the answers

Team Lions works collaboratively on new functionality for a customer application. The acceptance criteria have each been minimally met. Team Lions decides to release the functionality with a method for collecting direct customer feedback. Which of the following high-performing team characteristics is Team Lions demonstrating?

<p>Using regular feedback loops built into the learning cycle (C)</p> Signup and view all the answers

What is one way a servant leader can support team members in decision-making?

<p>Give each team member the opportunity to contribute (D)</p> Signup and view all the answers

Which of the following types of information is shared between the teams on an ART?

<p>A common mission using a single backlog (B)</p> Signup and view all the answers

Complete the statement from the Agile Manifesto: Individuals and interactions over?

<p>processes and tools (D)</p> Signup and view all the answers

What's the recommended number of Agile team members in SAFe?

<p>10 or less (@)</p> Signup and view all the answers

What is a positive aspect of using PI Objectives?

<p>To obtain immediate feedback from Business Owners (C)</p> Signup and view all the answers

According to SAFe, what is one common characteristic of effective Scrum Masters/Team Coaches?

<p>Conflict navigator (A)</p> Signup and view all the answers

What is a common anti-pattern for teams trying to prepare their draft objectives at PI planning?

<p>Too much time is spent analyzing each Story (C)</p> Signup and view all the answers

What is one example of an Agile Team development practice?

<p>Demoing frequently (A)</p> Signup and view all the answers

What is one anti-pattern that emerges when teams do not spend enough time refining the backlog?

<p>Teams enter new Iterations without enough Stories prepared (D)</p> Signup and view all the answers

What is one anti-pattern of Scrum Master during the team breakout?

<p>Part-time Scrum Masters don't have time to plan as part of the team (D)</p> Signup and view all the answers

What is included in the Inspect and Adapt agenda?

<p>Quantitative and qualitative measurement (D)</p> Signup and view all the answers

How can teams use Iteration planning to stay aligned on their work?

<p>By committing to a set of goals to be delivered (D)</p> Signup and view all the answers

What is one of Scrum Value?

<p>Focus (A)</p> Signup and view all the answers

What is one way a Scrum Master/Team coach can build High Performing Teams?

<p>Coach with powerful questions (A)</p> Signup and view all the answers

Flashcards

Powerful Questioning

Using open-ended questions to guide the team to discover their own solutions and insights.

Inspect and Adapt

A Scrum Master/Team Coach helps the team to regularly examine their processes and make adjustments for continuous improvement.

Problem-Solving Workshops

A session led by the Scrum Master to help the team identify, analyze and resolve impediments.

PI Planning Preparation

The Scrum Master supports the team in preparing for the PI Planning event, ensuring they're ready to contribute effectively.

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Self-Organization

Empowering teams to self-organize and manage their work effectively.

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Building Trust

Fostering trust and open communication within the team.

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Continuous Improvement

Encouraging the team to learn from their mistakes and continuously improve their processes.

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Removing Impediments

Protecting the team from external distractions and impediments that hinder their progress.

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Agile Alignment

Guiding the team to align with Agile principles and practices.

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Safe environment

Creating an environment where team members feel safe to take risks, experiment, share their ideas, and learn from failures.

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Acceptance Criteria Purpose

Verifying how a user story meets expectations and is working correctly.

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Acceptance Criteria

Statements that define when a user story is complete and meets stakeholder requirements.

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User Story Purpose

Explaining how the story benefits the users/customers

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Identify Stakeholders

The 'who' of the story. The people using the system.

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Story Steps

Outlining the sequential actions within user stories. It is too detailed.

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Acceptance Criteria Goal

Confirming that a user story is validated.

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Acceptance Criteria Validation

Ensuring the user story works correctly.

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Scenario Specificity

Detailed scenarios confirming when a story is complete

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Acceptance Criteria: Clarity

They provide a clear understanding of requirements.

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Validating Completion States

Statements confirm satisfaction of conditions.

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Defining 'Done'

Knowing when to mark a task as DONE.

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User Story Focus

User stories benefit real people.

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Confidence Goal

Verifying the requirements are correct.

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Assuring expectations success

Meeting expectations and working correctly.

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Defining Quality

They describe the required quality of software.

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Meeting Agendas

Clear instructions or guidelines for a meeting.

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Meeting Timeboxes

Specific timeframes allocated for different segments of a meeting.

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Meeting Action items

Documented agreements, next steps, and responsibilities from a meeting.

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Successful Meetings

To ensure clear, actionable outcomes from meetings.

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Clarity

The state of being definite or clearly expressed.

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Effectiveness

The capacity to get things done effectively or achieve desired outcomes.

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Meeting Planning

A plan of activities to achieve a particular aim.

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Meeting Facilitation

A structured method where an individual guides a group to achieve specific goals in an efficient and effective manner.

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Clear Agreements

Guaranteeing a mutual understanding and consent to what is expected and accepted by the group.

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Meeting Agenda

A pre-arranged set of topics to be addressed during a meeting.

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Iteration Retrospective

A brief meeting at the end of each iteration where the Agile team discusses what went well, what could be improved, and creates a plan for implementing those improvements in the next iteration.

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Improvement Stories

Actionable tasks identified during the Iteration Retrospective to improve the team's processes, tools, or skills.

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ART Metrics

These track progress towards goals at the Agile Release Train (ART) level, not at the individual iteration level.

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Iteration Goals

These are the specific objectives the team aims to achieve during the iteration. They are set at the beginning of the iteration, not determined during the retrospective.

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Story Dependencies

Dependencies between stories are ideally identified and managed during iteration planning, not updated retroactively during the retrospective.

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Improvement Stories (in Retrospective)

An output of a successful Iteration Retrospective, representing new tasks or backlog items that address team-identified areas for improvement.

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Retrospective Purpose

To facilitate continuous improvement by identifying actionable steps.

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Characteristics of Improvement Stories

A story in the backlog specifically created to address an improvement identified during the retrospective. These stories are prioritized and worked on in subsequent iterations.

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Origin of Improvement Stories

These actions are based on open and honest discussion about what could be better.

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Following Up on Retrospective Outcomes

Ensuring that improvement stories are tracked, prioritized, and addressed in future iterations.

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Improving Flow

Continuously enhance the delivery pipeline by identifying and resolving bottlenecks.

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Planning the Work

Collaboratively arrange upcoming tasks within a sprint or iteration.

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Defining Product Strategy

An Agile Team focuses on executing the product vision, not defining it.

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Managing the Team Backlog

Managing and ordering items in the team backlog to meet iteration goals.

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Stories for Iterations

Ensuring each iteration has user stories to work on.

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ART Risks

Identifying potential obstacles that could impact the Agile Release Train.

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Top Priority Work

Confirming the team has determined their highest priority tasks for the upcoming PI.

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Features to Refine

Determining if any features need further clarification or detail before planning.

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INVEST: S = Small

In the INVEST model, S stands for Small, meaning stories should be broken down into manageable sizes.

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Coach Sync Attendees

A meeting to gain visibility into team progress and ART impediments which Scrum Masters and RTE must attend.

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Demonstrate Working Increment

During the Iteration Review, the Agile Team demonstrates the working, tested increment of the product they developed during the iteration to stakeholders.

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Purpose of Iteration Review

Iteration Review is a ceremony where the team inspects the increment and adapts the product backlog if needed.

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When to Gather Requirements

Gathering Feature requirements is primarily done during backlog refinement sessions, prior to the Iteration Review.

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Where to find Improvements

Identify opportunities for improvement is the goal of the Iteration Retrospective, not the Iteration Review.

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When to Modify Goals

Modifying Iteration Goals is done during Iteration Planning, not Iteration Review.

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When Does Iteration Review Occur?

Iteration Review occurs at the end of each iteration and focuses on demonstrating completed work.

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Who Attends Iteration Review?

Iteration Review involves the Agile Team, stakeholders, and other interested parties to review the increment.

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Stakeholder Feedback

Iteration Review provides an opportunity for stakeholders to provide feedback on the increment.

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Ensuring Alignment

Iteration Review helps ensure alignment between the team’s work and the stakeholders’ expectations.

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What criteria to use?

The result of the work produced in the iteration Review should be an increment that meets the acceptance criteria.

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Measure and Optimize Flow

Continuously assess and improve the efficiency of the value stream, identifying and addressing bottlenecks to ensure smooth and rapid delivery.

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Foster Collaboration

Scrum Masters promote teamwork and open communication, enabling the team to achieve shared objectives effectively.

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Build trust

Scrum Masters cultivate confidence and transparency, creating an environment where team members feel safe to take risks and share ideas.

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Collaborate with the PO

The Scrum Master supports the Product Owner by helping define and manage the product backlog, ensuring alignment with business goals.

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IP Iteration Benefit

A dedicated time for teams to focus on activities that improve their overall performance, such as system maintenance, addressing technical debt, or exploring new technologies.

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IP Iteration

A period in SAFe dedicated to innovation, planning, and infrastructure improvements.

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Addressing Technical Debt

The IP Iteration allows time for teams to address technical debt, ensuring the system remains maintainable and robust in the long term.

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Buffer for Unexpected Issues

The IP Iteration provides a buffer for unforeseen issues. It ensures the team can still meet their PI Objectives even if unexpected challenges arise.

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Innovation Exploration

During the IP Iteration, teams can dedicate time to explore new technologies and experiment with innovative ideas, fostering creativity.

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System Maintenance

The IP Iteration provides time for teams to perform essential system maintenance, ensuring long-term stability and performance.

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Team Learning and Development

IP Iteration facilitates team learning and development, allowing members to acquire new skills and knowledge through workshops or training.

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DevOps Improvements

During the IP Iteration, teams can dedicate time to improve their DevOps practices, streamlining development and deployment processes.

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Creating Prototypes

The IP Iteration provides an opportunity for teams to create prototypes or proof-of-concepts for new features or products, reducing risks.

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Retrospective Action Items

The IP Iteration provides additional time for teams to address retrospective action items, enhancing team processes.

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Problem-Solving Outcome

To find solutions for problems that are blocking progress.

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Innovative Approaches

Generate new ideas to solve recurring problems.

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Forming Working Groups

Creating small groups to dive deep and fully understand issues from the PI (Product Increment).

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Improvement Backlog Items

Actionable tasks added to the list of planned work for improvements.

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Problem-Solving Focus

Team activities aimed at removing obstacles.

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Workshop Output: Tasks Defined

Identifying tasks to improve team velocity.

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Addressing Common Issues

Addressing common problems within Agile Release Trains by adding tasks to the backlog.

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Team Iteration

A goal of a problem solving workshop is to fully identify how to iterate each team, and what actions need to be taken to improve the team.

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PI Efficiency

Finding solutions at the PI level to better the output and delivery of the product.

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Workshop goals

A workshop's goal is to get feedback and insight on how to progress.

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Team Backlog Purpose

The team backlog is where the team refines possible Stories.

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Program Increment (PI) Roadmap

A detailed plan that guides development within specific SAFe Agile Release Train (ART).

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PI Objective

A clearly defined objective that the team plans to achieve in upcoming program increment.

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Program Backlog

A prioritized list of features.

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PI Planning

Planning meetings that align all teams on the ART to a shared mission and vision.

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Iteration Backlog

Represent work that are done by the team within the current iteration.

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Task

A smaller task derived from a User Story, representing a specific piece of work.

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User Story

Brief descriptions of a feature told from a user's perspective, detailing the benefits of implementing the feature.

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Backlog Items

Work items in the Agile process

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Team Backlog

A summary of all the work a team wants to address.

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Can't meet commitment?

Immediately raise concerns if the team can't meet the iteration goals, and it isn't feasible to achieve.

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Iteration Review

A collaborative event where the team and stakeholders review the work completed during the iteration, providing feedback and fostering transparency.

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Impediments

Challenges or roadblocks that hinder the team's progress and prevent them from achieving their iteration goals.

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Transparency

When teams openly communicate about challenges, progress, and risks, fostering a culture of trust and collaboration.

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New Perspectives

Encourages the team to think differently and explore innovative solutions.

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Environment Improvement

Identify missing pieces and proactively improve team performance.

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Honest Opinions

Provide genuine opinions in order to promote honesty within the team.

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Explain Scope Commitments

Explaining the reasoning behind scope commitments.

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Persuasion over Authority

Instead of dictating tasks, a Scrum Master leads by influencing and motivating team members.

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Inquiry-Based Leadership

A Scrum Master enhances team dynamics by posing questions that lead to insights.

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Considering New Angles

Looking at situations from different angles.

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Open Dialogue

When team members are encouraged to express their views.

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Rational Articulation

The act of clarifying goals for greater understanding.

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Creating a Better Environment

To contribute positively to the team's working.

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Agile: Early Value Delivery

Delivering working software to customers for feedback and use more frequently.

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System Demo

A demonstration of the integrated work of the team.

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Team Retrospective

A dedicated period where the team examines their processes and makes adjustments for continuous improvement.

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Provide Team Data

Providing relevant metrics and data to the team so they can correctly inspect progress and adapt plans accordingly.

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Create an agenda

The Scrum Master/Team Coach can use this to drive focus and ensure productive adaptations

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Supply Templates

The Scrum Master/Team Coach can use these to improve quality and consistency for adaptation

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Host a brainstorm

The Scrum Master/Team Coach can do this to generate possibilities and explore new insights for adaptation

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Inspect and Adapt Support

Regularly holds events in which the team reviews progress and adjusts plans

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Adaptation Implementation

Using the feedback that is obtained during the iteration review to implement the changes

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Foster Psychological Safety

The goal of this action is to support an environment where team members feel confident and secure proposing improvements

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Prioritize Improvements

During the inspect adaption process the team is making a decision to prioritize changes that address the most significant pain points and provide the greatest value

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Follow up continually

The action of regularly checking on the progress made with adaptation plans ensures continuous improvement efforts remain on track

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Encourage Team Ownership

Adaptation requires a strong commitment from the team to implement changes effectively and sustain improvement efforts over time

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IP Iteration Purpose

Dedicated time for the team to focus on innovation, infrastructure, and addressing technical debt.

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Program Increment Roadmap

Roadmap that guides the vision of the ART.

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DevOps

A set of practices promoting collaboration and automation between software development and IT operations to deliver software faster and more reliably.

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PI Roadmap

A high-level plan that guides development within a specific SAFe Agile Release Train (ART) over the course of Program Increment (PI).

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T-Shaped Skills

Encouraging team members to develop a broad range of skills (horizontal) alongside deep expertise in one area (vertical).

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Assigning Stories (Anti-Pattern)

Assigning User Stories prevents the team from self-organizing and pulling work, reducing flexibility and ownership.

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Suppressing Team Conflicts (Anti-Pattern)

Suppressing conflicts can lead to unresolved issues and decreased trust. Healthy conflict resolution is essential.

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Encouraging Handoffs (Anti-Pattern)

Excessive handoffs increase the risk that information will be lost or misinterpreted, leading to inefficiencies and errors.

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Kanban

A framework for visualizing, managing, and improving the flow of work.

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Work in Progress (WIP)

The amount of work in progress at any given time.

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Task Breakdown

The practice of breaking down large tasks into smaller, more manageable pieces.

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Estimation Techniques

A technique for estimating the effort required to complete a task or user story, often using numbers to represent relative size.

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Continuous Improvement Overview

The process of continuously improving processes and practices.

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Progress Monitoring

Actively monitoring progress, identifying impediments, and making necessary adjustments.

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CALMR: Lean Flow

Lean flow accelerates delivery. CALMR stands for Culture, Automation, Lean flow, Measurement, and Recovery.

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CALMR Approach

An approach to DevOps that emphasizes culture, automation, lean flow, measurement, and recovery.

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CALMR: Culture

The 'C' in CALMR; involves promoting collaboration, trust, and shared responsibility among team members.

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CALMR: Automation

Automate repetitive tasks to reduce errors, improve efficiency, and accelerate delivery.

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CALMR: Measurement

The 'M' in CALMR is tracking key metrics to identify areas for improvement and measure the impact of changes.

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CALMR: Recovery

The 'R' in CALMR; involves implementing mechanisms to quickly recover from failures and minimize downtime.

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CALMR: Lean Flow

Optimizing value stream to remove bottlenecks, reduce waste, and accelerate delivery.

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DevOps Culture

Creating a culture of shared responsibility and collaboration between development and operations teams.

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Automated Testing

Using automated testing to ensure code quality, reduce errors, and accelerate the feedback loop.

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Proactive Monitoring

Monitoring systems to proactively detect and resolve issues before they impact users.

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Successful Iteration Reviews

Successful iteration reviews and demos are ensured when the team consistently shows working functionality.

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Improving Metrics

Sharing improving metrics is good, but it doesn't guarantee that the functionality is working correctly.

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Completing Stories

Completing every story is good, but it doesn't guarantee that the stories are working correctly.

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Swarming for Demos

Swarming to prepare for demos may indicate underlying issues with sprint planning or execution.

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Demos Show Functionality

When the team demos the actual working functionalities they're set to execute.

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Definition of 'Done'

A team agrees on what ‘DONE’ means to them.

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Product Increment Activities

Refers to all activities to incrementally add, maintain, and evolve a product.

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Low Confidence in PI Objective?

If a team has uncertainty or low confidence in meeting a PI Objective, they should move it to uncommitted objectives during PI Planning.

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Uncommitted Objectives

Objectives that are not critical. These provide the flexibility to adjust plans without derailing the entire PI.

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Benefit of Uncommitted Objectives

Moving objectives to uncommitted allows the team to focus on core commitments and manage risks.

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Over-Commitment

Avoid over-commitment to ensure realistic goals and maintain team morale.

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Seeking Expertise

Engage subject matter experts for better insights and informed decisions.

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Requesting Resources

Request more resources to meet planned commitments.

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Realistic goals

Teams should aim to make realistic commitments to increase confidence in successful delivery.

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Communicate issues

Transparency ensures that necessary adjustments can be made collaboratively.

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Open Communication

Openly discuss the challenges and unknowns with the team and stakeholders during PI Planning.

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Expert Input

An expert could provide clarity and guidance, helping the team decide on the appropriate course of action.

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Late Arrivals

When teammates are late, have their input last, after everyone else has spoken.

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Detailed Discussions

Move detailed discussions to 'meet-afters' right after the Team Sync to keep on track.

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Managing Talk Time

Use visual cues to signal a teammate when they are talking too much, and have them speak last after everyone else

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Team Progress Visualization

Use Kanban boards or other tracking tools to show the team’s progress.

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Timebox Benefits

Dedicated timeboxes create focus and prevents discussions from going off-topic.

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Team Sync Duration

Team Syncs need to be brief and focused, typically lasting around 15 minutes.

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Team Sync Focus

Focus on what each team member accomplished since the last sync, what they plan to do before the next sync, and any blockers they are experiencing.

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Team Sync Rules

Establish clear rules of engagement and ensure everyone understands the purpose of the meeting.

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Meet-After Benefits

Following up on issues raised during Team Syncs after the main meeting concludes.

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Communication Clarity

Keeping communication clear, brief, and relevant helps save some frustrations.

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Innovation Time Purpose

Dedicated time for teams to innovate and plan without immediate delivery pressures.

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Continuous Innovation Frequency

Agile teams should innovate throughout the PI, not just at specific times.

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Innovation and Planning (IP) Iteration definition

A period specifically set aside dedicated to innovation and planning activities.

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Enabler Stories and Innovation Connection

Enabler Stories are technical tasks that support future functionality, making innovation easier.

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Consistent Innovation Benefit

Consistent innovation fosters a culture of continuous improvement.

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Continuous Innovation Advantage

Continuous innovation ensures teams don't get stuck in routine.

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Enabler Stories for Innovation

Enabler Stories provide the groundwork for innovation to flourish.

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Iteration Innovation Schedule

An innovation time should be considered consistently and continuously.

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What is Innovation?

Innovation is a process of introducing new ideas.

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Being Agile

Agile methods adapt to change while incorporating innovative improvement.

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Product Vision

An Agile Team focuses on executing the product vision, not defining it.

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Agree on the Problem

Ensure all participants understand and agree on the specific problem to be addressed during the workshop.

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Identify Biggest Root Cause

Identify the most significant underlying cause contributing to the problem to target efforts effectively.

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Restate the Problem

Reframe the initial problem statement to reflect the identified root cause, providing a more accurate focus for generating solutions.

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Root-Cause Analysis

Systematically investigate the problem to uncover its fundamental causes, rather than addressing symptoms.

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Open-Ended Questions

Using open questions that require more than a 'yes' or 'no' answer to encourage deeper thinking.

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Facilitate Inspect & Adapt

The Scrum Master’s role in helping a team regularly evaluate their processes and adapt for continuous improvement.

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Support PI Planning Prep

The Scrum Master supports team readiness for PI Planning, ensuring efficient and valuable contributions.

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Promote Self-Organization

Empowering teams to make decisions and manage their work to leverage their collective intelligence.

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Foster Safe Environment

Creating an environment where team members feel confident to express ideas, experiment, and learn without fear of negative repercussions.

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Facilitate Team Events

A Scrum Master supports Iteration Execution by facilitating team events, such as daily stand-ups, sprint planning, sprint review, and sprint retrospective.

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Prioritized Team Backlog Owner

Maintaining a prioritized team backlog is primarily the responsibility of the Product Owner.

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Where to Use Value Stream Maps

Value stream maps are more strategic and usually used in portfolio or program level.

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Assigning Story Points

Assigning story points is a collaborative effort led by the development team, not the Scrum Master.

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Daily Scrum Facilitation

Daily meetings to discuss progress and impediments.

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Sprint Planning Facilitation

Guiding the team to commit to achievable goals.

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Sprint Review Facilitation

Showcasing completed increment & gathering feedback.

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Sprint Retrospective Facilitation

Discussing what went well, what could be improved, and creating a plan for implementing those improvements in the next iteration.

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Managing flow

The Scrum Master ensures that the team has a good flow of work and helps remove any impediments that might be blocking their progress.

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Coaching the Agile Team

The Scrum Master mentors team members on Agile values, principles, and practices. Helps the team continuously improve.

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INVEST

A model emphasizing components: Independent, Negotiable, Valuable, Estimable, Sized Appropriately, Testable.

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User Story: Action

The "what" of the story. The functionality required.

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Servant Leader: Persuasion

Guiding others with influence, not force.

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Servant Leadership

Putting the Scrum Team's needs first.

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Servant Leader: Listening

Actively listening to fully understand team members' perspectives.

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Servant Leader: Growth

Committing to the growth of each team member.

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Servant Leader: Community

Building a strong sense of community within the team.

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Servant Leader: Empowerment

Sharing power and decision-making authority.

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Servant Leader: Self-Awareness

Being aware of one's strengths and weaknesses.

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Servant Leader: Vision

Seeing the big picture and how the team fits in.

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Servant Leader: Trust

Building trust and strong relationships within the team.

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Servant Leader: Influence

Using influence to build consensus and commitment.

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Respect for People

Valuing and supporting individuals, fostering a culture of respect, safety, and growth.

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Innovation

Continuously seeking new ideas, approaches, and solutions to improve products and processes.

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Relentless Improvement

Committing to ongoing assessment and enhancement of practices to achieve excellence.

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SAFe Core Value

A guiding principle that shapes culture and influences decision-making.

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PI Planning Meeting

A meeting where the teams plan the work. They must explain why the main features are brought up

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Top 10 Features

The top objectives planned in PI Planning

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SAFe?

What does the framework stand for?

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SAFe's Foundation

The main values, the key pillars that support and give structure to the entire SAFe framework.

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Core Values of SAFe

Respect for People, Transparency, Innovation, and Relentless Improvement.

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Improvement Items

Actionable tasks added to the Team Backlog that address areas for improvement identified in the Iteration Retrospective.

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Story Dependencies (Timing)

Dependencies between stories are identified and managed during iteration planning.

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Iteration Review Purpose

Review of the product increment and adapting the product backlog if needed.

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Gathering Feature Requirements (context)

Gathering what is needed is primarily done during backlog refinement sessions, prior to the Iteration Review.

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When to Modify Goals? (context)

Modifying these is done during Iteration Planning, not Iteration Review.

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Taking Appropriate Risks

Willingness to experiment, learn from outcomes, and adjust. Failure is a learning chance.

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Balancing Team Abilities

Having a mix of skills and experience required to tackle the work at hand.

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Using Feedback Loops

Continuously collecting and responding to feedback to improve products and processes.

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Focusing on Success

Prioritizing achieving goals over avoiding potential failures.

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Release Early Feedback

Teams can iterate faster and learn quicker by getting user/customer feedback as soon as possible.

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Agile advantages

A team will release code that 'meets criteria'. By getting immediate customer feedback, it allows for greater learning/knowledge on their user base.

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Feedback Growth

Feedback loops accelerate team member growth.

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Experimentation

High-performing teams welcome experimentation.

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SAFe feedback

Feedback is a key component in SAFe agile.

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Learning cycle

Using feedback loops builds a learning cycle.

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Inclusive Contribution

Ensuring every team member has the opportunity to voice their opinions and contribute ideas during decision-making processes.

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Encourage Active Participation

Servant leaders promote team members to fully engage and openly share for better decision-making.

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Facilitating Input

A servant leader facilitates discussions and ensures all team members have a chance to influence decisions.

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Value Diverse Perspectives

Valuing different perspectives allows teams to consider multiple viewpoints, promoting holistic solutions.

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Incorporate Team Knowledge

By incorporating the knowledge and experience of each team member, servant leaders foster innovation and informed choices.

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Promote Equal Involvement

To ensure fairness and equitable influence, servant leaders encourage equal participation from all team members.

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Create Open Environment

A servant leader seeks to cultivate an environment where every member feels comfortable sharing their ideas and insights.

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Encourage Collective Ownership

The servant leader emphasizes the importance of team members taking ownership of team decisions together.

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Empower Decision Influence

A servant leader empowers team members by allowing them to have influence on the decision-making process.

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Support Comprehensive Decisions

Supporting team members in decision-making by giving the opportunity to contribute can lead to well-rounded, supported decisions.

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Coaching with Questions

Guiding teams to find answers themselves using targeted questioning.

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Facilitating Problem-Solving

Leading structured sessions to identify, analyze, and resolve team impediments.

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Help Team Inspect & Adapt

Guiding the team to regularly evaluate processes and adapt for ongoing improvement.

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Prepare for PI Planning

Supporting the team to get ready for PI Planning events, ensuring effective contribution.

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Shared ART Information

Information shared between teams on an Agile Release Train (ART)

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Set Of Metrics

Measurable data points used to track progress and performance.

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Common ART Mission

A unified goal that aligns all teams within an ART.

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Single ART Backlog

A single, prioritized list of work for all teams in the ART.

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Commitment to Business Agility

An understanding and agreement of agile values/principles.

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Individuals and interactions over...

Individuals and interactions are valued more than processes and tools.

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Working software over...

Working software is valued more than comprehensive documentation.

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Customer collaboration over...

Customer collaboration is valued more than contract negotiation.

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Responding to change over...

Responding to change is valued more than following a plan.

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Problem-Solving Workshop Facilitation

Facilitating structured sessions where the team identifies, analyzes, and resolves problems.

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Inspection and Adaptation

Assists the team in regularly examining their processes and making adjustments for continuous improvement.

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Empowering Self-Organization

The team should be able to manage their own tasks and make decisions without needing central control.

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Fostering Trust

Creating honesty and an open environment.

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Encouraging Continuous Improvement

The team should learn from their mistakes and always look for ways to improve.

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Guiding Agile Alignment

Aligning the team with Agile principles and practices.

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Creating Psychological Safety

Provide an environment where the team feels safe to take risks, experiment, share ideas, and learn from failures.

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Agile Team Size (SAFe)

Less than 10 members is the recommended size for an Agile team within the Scaled Agile Framework (SAFe).

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Incremental Delivery

Work is broken down into smaller, manageable increments, allowing the team to deliver value incrementally.

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Iteration

A short-duration 'mini-project' with a specific goal.

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SAFe team size

SAFe does have processes that work at scales larger than the team level.

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Immediate Business Feedback

To get direct insights and validation from stakeholders on the PI's direction; allows quick course correction.

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Commit to Features

PI Objectives help teams to have commitment toward Features.

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Management Commitment

Well-defined PI Objectives allow commitments from management.

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Conflict Navigator

An effective Scrum Master/Team Coach guides the team through conflict, helping them find constructive resolutions.

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Promote Collaboration

Scrum Masters foster collaboration amongst team members.

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Ensuring Transparency

Creating transparency means ensuring all information is open and accessible to the team.

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Growth Mindset

A mindset focused on continuous learning and adaptation based on feedback and results.

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Empowering Teams

Coaching teams helps to become self-managing and empowered to make their own decisions.

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Supporting PO

Supporting the Product Owner with backlog management, refinement, and prioritization.

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Agile Advocate

Understanding and promoting Agile values and principles within the team and organization.

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Over-Analyzing Stories

Spending too much time deeply analyzing each story instead of focusing on overall objectives during PI Planning.

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Frequent Demos

Demonstrating working software frequently to stakeholders for feedback.

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Visualizing Effort

Using visual tools like Kanban boards to represent workflow and progress.

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Iteration Planning Issues

Entering Iteration Planning without clearly defined objectives.

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Insufficient Story Preparation

Starting new iterations without enough user stories prepared.

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Unproductive Team Sync

Team arrives with nothing to present in Team Sync.

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Retro Lacking Ideas

Teams enter retrospectives without any novel suggestions for improvements.

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Unclear Features

Features require more clarification or information before planning.

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PO Support

The Scrum Master assists the Product Owner to define and manage the product backlog.

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Release Train

A period in SAFe dedicated to innovation, planning, and infrastructure improvements.

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Solving Focus

Team activities aimed at removing obstacles.

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Tasks Defined

Tasks added to planned work for improvements.

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Scrum Master Anti-Pattern: External Focus Only

Focusing solely on securing subject matter experts and ART stakeholders and not on team planning.

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Scrum Master Anti-Pattern: Part-Time Ineffectiveness

Part-time Scrum Masters often aren't able to dedicate enough time which prevents effective planning.

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Scrum Master Anti-Pattern: Dictating the Plan

The Scrum Master creates a draft plan instead of facilitating the team to do so collaboratively.

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Scrum Master Anti-Pattern: Risk Reporting Only

The Scrum Master focuses only on identifying risks for management, neglecting to help the team manage dependencies.

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Scrum Master Anti-Pattern: Answering All Questions

When the Scrum Master answers questions instead of guiding the team to discover the answers themselves.

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Scrum Master Anti-Pattern: Ignoring Impediments

Not facilitating the removal of impediments that block the team's progress.

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Scrum Master Anti-Pattern: Dictating Priorities

Prioritizing tasks without the team's input or collaboration.

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Scrum Master Anti-Pattern: No Agile Guidance

Failing to ensure that the team understands and adheres to Agile principles.

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Scrum Master Anti-Pattern: Stifling Team Growth

When a Scrum Master doesn't foster self-organization and continuous improvement.

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Scrum Master Anti-Pattern: Discouraging Feedback

Not encouraging the team to communicate openly challenges and make improvements.

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INVEST: S = ?

In the INVEST model, 'S' means stories should be broken down into manageable sizes.

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INVEST: S Definition

In the INVEST acronym, 'S' means stories should be broken down into manageable sizes.

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INVEST Model

The INVEST model is a checklist for writing good user stories that are Independent, Negotiable, Valuable, Estimable, Sized Appropriately, and Testable.

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INVEST: Independent

A story should be self-contained and not reliant on other stories.

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INVEST: Negotiable

Details can be discussed and refined; not a rigid contract.

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INVEST: Valuable

A story must deliver value to the end user.

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INVEST: Estimable

The story should be possible to estimate in terms of effort and time.

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INVEST: Small

The story should be small enough to complete in an iteration.

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INVEST: Testable

It must be possible to verify that the story is complete and meets requirements.

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Story Decomposition

The process of progressively elaborating user stories with increasing detail.

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User Story Emphasis

Focuses on why and who, not how.

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Quantitative and Qualitative Measurement

Analyzing both numeric and descriptive data to assess progress and identify areas for improvement.

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ART Backlog Refinement

Refining and prioritizing the ART backlog for upcoming PIs.

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Management Review and Confidence Vote

Executives and stakeholders assess progress, risks, and make continuation decisions.

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Inspect and Adapt (I&A) Event

A key event at the end of each PI to evaluate overall progress and plan for the next PI.

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Purpose of System Demo

Showcases the current state of the system to stakeholders, gathering feedback.

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Purpose of Measurement

Uses metrics to understand what areas are working and which are not.

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Purpose of Backlog Refinement

Prepare what is next on the roadmap of what the ART will deliver.

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Purpose of Management Review

Ensuring alignment and support from upper management before PI Planning.

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Outcome of ART Backlog Refinement

Ensuring ART Backlog is ready for the next PI Planning event.

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Iteration Goal Commitment

A shared commitment to specific, achievable objectives within a defined timeframe.

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Process Review

Reviewing team operations to identify areas of improvement for future iterations.

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Pairing Opportunity Stories

Stories that are suitable for collaborative work, enhancing team knowledge and skills.

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Meeting Timebox Agreement

Agreeing on a fixed time slot for meetings, ensuring efficient use of time and focused discussion.

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Retrospective

A short meeting at the end of an iteration, reviewing how to improve team processes and identifying actionable tasks for the next iteration.

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Program Increment (PI) Objective

Defining objectives that the team plans to achieve during the upcoming program increment.

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Scrum Value: Honesty

Being truthful and sincere about actions and decisions.

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Scrum Value: Commitment

The Scrum Team is committed to achieving its goals and overcoming challenges.

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Scrum Value: Focus

Focus means everyone concentrates on the work of the Sprint and the goals of the Scrum Team.

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Scrum Value: Respect

Members respect each other to be capable, independent people.

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Scrum Value: Openness

The Scrum Team and its stakeholders are open about the work and the challenges.

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Small Stories

User stories should be broken down into manageable sizes.

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Estimable

The story can be estimated with reasonable confidence

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Valuable

The user story provides a valuable result for the user

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Independent

User story should be able to be completed independently

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Negotiable

User story should be negotiable. It is not a contract

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Testable

User story should be testable. Acceptance criteria is set during story creation.

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What does INVEST mean?

The INVEST model consists of: Independent, Negotiable, Valuable, Estimable, Small and Testable.

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Break down User Stories

Focus on breaking down user stories so that delivery is fast, sustainable and provides continuous value to your stakeholders.

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Small user story benefit

Ensuring that it can be delivered within a single sprint.

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User stories focus on?

Focus on what the user needs.

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User Stories

The description of how the system is working.

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Powerful Questions

Using open-ended questions in order to help someone find their own answers, or to help them think more clearly about a situation.

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Study Notes

One way a Scrum Master/Team Coach can build High-Performing Teams

  • Coaching with powerful questions helps build high-performing teams.

INVEST Model for Story Writing

  • In the INVEST model, the S stands for Small.

Scrum Value

  • Honesty is a core Scrum value.

Iteration Planning

  • Teams use Iteration Planning to stay aligned by committing to a set of goals to be delivered

Inspect and Adapt Agenda

  • Management review and a confidence vote is included in the Inspect and Adapt agenda.

INVEST Model for Story Writing

  • In the INVEST model for story writing, S represents Small

Anti-pattern of Scrum Master during Breakout

  • It is an anti-pattern for part-time Scrum Masters to not plan as part of the team during the team breakout.

Anti-pattern That Emerges

  • When teams don't spend enough time refining the backlog, they enter new Iterations without enough Stories prepared.

Agile Team Development Practice

  • Demoing frequently is an example of an Agile team development pratice.

Common Anti-pattern for Teams at PI Planning

  • A common anti-pattern for a team is spending too much time solutioning risks and dependencies at PI planning

Characteristic of Effective Scrum Masters/Team Coaches

  • According to SAFe, a common characteristic of effective Scrum Masters/Team Coaches is being a conflict navigator

Positive Aspect of Using PI Objectives

  • To obtain immediate feedback from Business Owners when using PI Objectives.
  • The recommended number of Agile team members in SAFe is 10 or less.

Agile Manifesto

  • Individuals and interactions over processes and tools is part of the Agile Manifesto

Information Shared Between Teams on an ART

  • A common mission using a single backlog, is shared by teams on an ART

Supporting Team Members in Decision-Making

  • Giving each team member the opportunity to contribute helps support team memerbs in decision-making

High-Performing Team Characteristics Demonstrated

  • The Team Lions demonstrates using regular feedback loops built into a learning cycle.

Outcome of the Iteration Retrospective

  • Improvement items in the Team Backlog result from the Iteration Retrospective

SAFe Core Value Demonstrated in PI Planning

  • When explaining why the top 10 Features were chosen for PI Planning, transparency was demonstrated

Trait of a Servant Leader

  • A servant leader persuades rather than using authority

Iteration Execution

  • Facilitating team events is one way a Scrum Master/Team Coach can support Iteration Execution

First Step of the Problem-Solving Workshop

  • The first step is to agree on the problem to solve.

Output of a Successful Iteration Retrospective

  • Improvement stories are an output of a successful Iteration Retrospective

Agile Teams and Innovation

  • Agile Teams should make time for innovation Continuously throughout the PI.

Managing Timebox for Team Syncs

  • Move an issue to a meet-after held right after the Team Sync, when conversation gets too detailed

What to do if a Team Lacks Meeting a PI Objective

  • Move to uncommitted objectives if a team has low confidence in meeting a PI Objective

Successful Iteration Reviews and Demos

  • The team demos working functionality to ensure a successful Iteration review and demo

Element of CALMR Approach to DevOps

  • Lean flow accelerates delivery as element of the CALMR approach to DevOps

Way Coach Builds High-Performing Team

  • Encourage team members to acquire t-shaped skills

Valid Example of Powerful Questions

  • "Who was doing this action?" is not a valid example of a powerful question

Characteristic of PI Objectives

  • Describing the value is a characteristic of writing PI Objectives

Support the Inspect and Adapt

  • Creating an agenda supports the inspect and adapt.

SAFe Events Measure Outcome of the Iteration

  • The Iteration review supports Agile Teams to measure the outcome of the Iteration

Benefit of Agile Delivery

  • The ability to deliver value to customers earlier is one benefit versus waterfall methods

Characteristic of Persuasive Scrum Master

  • Asking questions that encourage the team to consider new perspectives is a characteristic

Solution When Team Can't Meet Commitment

  • Immediately raising the concen is the best solution if a an iteration commitment will not ne met.

Statements About Team Backlog

  • The team backlog is where possible stories are refined in the Sprint

Intended Outcome of Problem-Solving Workshop

  • Generating innovative approaches to common issues facing teams and Art

Benefit of Using the IP Iteration

  • The team can perform needed system maintenance.

Question to Answer During PI Planning Coach Sync

  • Have you identified any ART risks?

Main Responsibility of an Agile Team in SAFe

  • Managing and Prioritizing the Team Backlog is a main responsibility.

Validating Stories

  • One purpose of acceptance criteria is identification of how he Story can de validated

Build High Performing Teams

  • The Scrum Master/Team Coach can help the team inspect and adapt.

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Description

Explore how Scrum Masters build high-performing teams through coaching. Learn about continuous improvement via inspecting and adapting. Discover the importance of facilitated problem-solving and PI planning for team success.

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