Exam 6

A risk where a strategy exists to adjust the plan as necessary.

A risk that has been assigned to someone who is responsible for resolving it.

A risk managed to a point where it's no longer a significant concern.

Risks that include facts that must be understood.

A planned process and period in Agile Release Trains (ARTs) for teams to innovate, plan, and improve.

Risks identified during PI Planning.

An event where all agile team members plan the work for Program Increment.

The purpose is to align all teams to a common mission and Vision.

Define clear risk mitigation strategies during PI Planning.

Prioritize risks based on their impact and likelihood.

Analyzing user stories to understand their scope and requirements.

Assigning effort estimates (e.g., story points) to user stories based on complexity and risk.

Breaking down user stories into smaller, actionable tasks for development.

Determining the team's capacity for the iteration, including available time and resources.

Agreeing on specific, measurable goals for the iteration.

Before planning steps, confirm that budget and funding support the project in current stage.

Converting user stories and acceptance criterias into development tasks.

Splitting features based on different layers of the technology stack involved.

Splitting features into stories based on the individual tasks required to complete the feature.

Splitting features based on variations or types of data that the feature processes.

Splitting features based on the diverse skills and expertise of the team members.

An event where Agile Release Trains (ARTs) come together to align on a shared mission and vision.

Determining how much work a team can realistically complete within an iteration.

A short-duration plan with specific deliverables.

A way to manage and reduce the negative effects of risks.

Breaking down a feature into smaller, manageable units of work.

Risks discussed and highlighted during PI Planning.

Planning that focuses on the next Program Increment.

A collaborative session to refine user stories.

Sizing effort required to implement a story

The timebox dedicated to innovation, planning, and infrastructure work.

Name, benefit hypothesis, and acceptance criteria.

A concise statement outlining the reason for implementing a Feature.

Conditions that a Feature must satisfy to be accepted by the stakeholders.

A short, descriptive label that identifies the Feature.

Actively plan the demo content and format during iteration planning, not as an afterthought.

Ensuring the Iteration Review demo is interesting and relevant maintains ART stakeholder engagement and valuable feedback.

Focus on showing working software or hardware rather than relying on slides or talk during the demo.

The Scrum Master guides discussion, keeps the meeting on time, and ensures all voices are heard.

Ensuring all team members, including those outside development, can present their contributions.

Invite key stakeholders to the Iteration Review to provide feedback.

Focus on what the team achieved and learned, including completed stories and challenges encountered.

Relate the demo and discussion to the overall program objectives and PI goals.

Capture action items and feedback during the Iteration Review.

Use feedback from the Iteration Review to improve the next iteration's planning and execution.

Brainstorming solutions is the concluding step of a problem-solving workshop.

Ensure improvements are included in the next Program Increment.

Ensuring identified improvement actions are planned and addressed during PI.

An event where Program Increment progress is demonstrated to stakeholders.

Eliminating waste to maximize value and efficiency.

Specifying what adds worth from the customer's viewpoint.

Mapping the sequence of steps to deliver value.

Ensuring smooth, uninterrupted flow of value.

Allowing customers to pull value, avoiding unnecessary push.

Constantly striving for perfection in value delivery.

Concentrating on the most critical constraints within the value stream.

Improving the system by addressing the biggest constraint.

Avoiding rework by ensuring quality at the source.

Delaying commitment until the last responsible moment.

A meeting where the Agile team reviews backlog items to ensure a shared understanding and readiness for upcoming sprints or iterations.

Ensuring the team members share the same understanding of what needs to be built and the acceptance criteria.

A collaborative discussion of backlog items to clarify requirements, estimate effort, and identify dependencies.

The Product Owner maintains and prioritizes the backlog, ensuring alignment with product goals and stakeholder needs.

Matching the amount of work a team can handle (capacity) with the amount of work requested (demand).

A Product Owner can easily manage the prioritized backlog with refined and detailed items.

Collaborative discussions that make sure all members are aligned and share the same understanding of the work.

Allows the team members to share their opinions, concerns, and come up with innovative plans.

Making sure that each team member has the same idea of what has to be delivered.

Make sure that the PO's work is more effective and clear, because the team is aligned and on the same page.

Instead of directing, a servant leader supports and empowers the team.

A Scrum Master helps the team prepare for Iteration Reviews and System Demos.

A Scrum Master should focus on strategic thinking to guide the team's vision.

Empower the team, don't control. Encourage self-organization.

Coaching the team to solve their own problems fosters independence.

Empowering team members to take ownership.

Focus on long-term goals and strategic vision.

Support self-organization rather than imposing solutions.

Focus on coaching to build internal problem-solving skills.

Acts as facilitator to help the team solve problems themselves.

A visual tool that shows the planned features, dependencies, and objectives for all teams in the ART during PI planning.

Specific goals and outcomes that the Agile Release Train aims to achieve during the Program Increment.

Potential issues that could impact the ART's ability to meet its objectives during the Program Increment.

A metric that measures how accurately the ART predicted its performance during the Program Increment.

Practices like feature toggles and fix-forward relate to quick recovery from failures.

CALMR represents Culture, Automation, Lean Flow, Measurement, and Recovery.

Automating repetitive tasks reduces errors and frees up time.

Creating a culture of shared responsibility and collaboration.

The concept of optimizing the flow of value through the system.

Comprehensive data collection and analysis to identify areas for improvement.

A technique enabling controlled release of features.

Correcting errors by deploying a new fix rather than rolling back.

A principle aimed to deliver value without interruptions.

Analyzing and improving value delivery.

Applying root-cause analysis is the second step, it helps find the underlying issues.

The first step in a problem-solving workshop is to ensure everyone agrees on the problem to be addressed.

An anti-pattern where the Product Owner sees the system demo for the first time during the Iteration Review, indicating a lack of prior engagement.

Ensuring the team acknowledges and celebrates accomplishments during the Iteration Review boosts morale and reinforces positive outcomes.

Ensuring the right stakeholders are present at the Iteration Review guarantees valuable feedback and alignment on project goals.

The Scrum Master guides discussions, keeps the Iteration Review on time, and ensures all voices are heard.

ART uses PO Sync to continuously coordinate dependencies across teams

A meeting where Product Owners synchronize to discuss progress, impediments, and dependencies.

Ensuring transparency, alignment, and quick resolution of dependencies within the ART

Product Owners, Scrum Masters, and other relevant stakeholders

Reviewing progress made by each team, identifying any roadblocks or challenges

Discussing and addressing dependencies between teams to ensure smooth workflow

Making decisions on any adjustments needed to prioritize features or resolve conflicts

Sharing learnings and best practices to improve team performance and alignment

Ensuring that the program backlog is up-to-date and reflects the current priorities

Discussing and planning for upcoming program events such as PI Planning and System Demos

Drives alignment and coordination among Product Owners in an Agile Release Train (ART).

Product Owner.

A servant leader and coach for an Agile Team.

Servant leader and coaching the ART.

Key stakeholders who have budget authority

Ensures the team constantly improves.

Creates a collaborative environment.

Sets direction and goals for the ART.

Focus on removing impediments.

Ensuring the team's workload aligns with their capacity during Iteration Planning.

Protecting the team from external pressure to overcommit during Iteration Planning.

The Scrum Master promotes a sustainable pace during iteration planning.

Scrum Masters should support the team's self-management and organization.

During iteration planning, a Scrum Master helps the team estimate the effort for user stories.

The Scrum Master facilitates discussions to create clear iteration goals.

A key element to iteration planning a Scrum Master should include.

The Scrum Master ensures all team members participate and are heard.

SM should promote open discussion and brainstorming during iteration planning.

Helping the team identify and manage risks during the iteration.

The Innovation and Planning (IP) Iteration is a dedicated time for teams to focus on innovation, planning, and infrastructure improvements.

Without IP Iteration, technical debt can grow uncontrollably, leading to long-term issues and inefficiencies.

Without IP Iteration, teams lose valuable time for planning, demos, and improvement activities, impacting overall productivity.

A good delivery capacity buffer allows the team to handle unexpected issues without delays.

IP Iterations provide extra time that teams can use to plan, demo their work, and improve as a team.

Without IP Iteration, there is a risk of nothing happening.

IP Iteration provides a structure for teams to innovate, which could lead to discovering new solutions.

IP Iteration allows for structured planning, it helps teams to better organize and prepare future work.

IP Iteration provides a dedicated time to present completed work, gather feedback, and make necessary improvements.

IP Iteration provides opportunities for continuous improvement, enabling teams to identify and implement better ways of working.

Occurs when the IP Iteration is skipped, leading to unchecked growth of technical debt.

Teams gain additional time for planning activities.

Teams can dedicate more time to demonstration preparations.

Teams have the opportunity to collectively improve their processes and skills.

Plenty of buffer to handle tasks without being overwhelmed.

Without IP Iteration, all operations proceed without disturbances or failures.

Workarounds or shortcuts in code that are expedient but not optimal in the long term.

The ability of a team to complete and deliver tasks effectively.

Dedicated time for teams across Agile Release Trains to work together

Ensure agile team alignment & provide continuous management info.

Specific objectives agile teams commit to during an iteration.

A short-duration increment with specific deliverables.

Break down features into smaller, manageable parts

Potential issues impacting the ART during the Program Increment.

A metric measuring prediction accuracy during the Program Increment.

Reviewing user stories to ensure a shared understanding.

Collaborative session to clarify user stories.

Ensuring smooth, uninterrupted flow of value delivery.

Eliminating waste and maximizing value efficiency.

A timeboxed opportunity for Agile Teams to learn, improve, and grow.

Inspect and Adapt is a core tenant.

Scrum Master/Team Coach prioritizes the team's overall success by guiding and supporting them.

Coordinating individual contributions

The Scrum Master empowers the team to fix problems instead of intervening.

The Scrum Master guides the team, but doesn't need to be a subject matter expert.

The Scrum Master fosters self-organization within the team.

The Scrum Master avoids directing the team, instead enabling them.

Fostering independence in the team.

Empowering the team members to take ownership and responsibility.

Focusing on long-term objectives and vision.

The Scrum Master supports self-organization rather than imposing it.

In the context of an iteration goal, a team is committed to the work and the stakeholders, other teams and the program

The Product Management, RTE and Scrum Masters facilitate the PI System Demo.

Specific objectives a team commits to during Iteration Planning, ensuring alignment and focus.

Entities that have an interest in or are affected by the project's outcome.

A larger organizational unit focused on delivering value through multiple Agile teams.

Other teams besides the current team.

Agreement on goals, removing obstacles, and defining scope.

A collection of individuals that produce concrete software.

The overarching plan and direction for value within an Agile Release Train.

Those who rely on or use the outcomes of a team's work.

Common challenges that must be overcome during the Iteration.

An expectation that each team member will meet their commitments.

Directing the team towards specific outcomes instead of letting them self-organize.

A Scrum Master helps remove impediments and facilitate the team's progress.

A Scrum Master helps the team concentrate on creating increments of value that meet the Definition of Done.

Outcome orientation can limit exploration.

Fostering self-organization increases team ownership and innovation.

A great Scrum Master doesn't dictate solutions but enables the team to discover them.

A Scrum Master helps align the team around value delivery, promoting ownership and accountability.

The team decides how to achieve them.

A Scrum Master is one that enables the team to collaborate effectively.

A Scrum Master should focus on maximizing the ultimate value delivered.

A framework that makes a team more efficient and agile.

Deliver value to the customer.

A team that understands and applies Agile, is a team that can deliver successfully.

Enables better communication and transparency.

A meeting to identify and address impediments that are blocking team progress.

A way to understand what each team has accomplished and to see progress towards goals.

Working together among teams that rely on each other to complete tasks.

The Program Owner (PO) gains knowledge of what each team is working on.

The Program Owner understands where each team is with respect to milestones and objectives.

These issues block team performance. Identifying them helps to keep the team healthy.

When all teams can see what the other teams are working on, it is easy to coordinate dependencies.

Agile and Scrum knowledge should be shared among the whole team, not in the PO Sync.

Velocity and retrospectives are important topics. PO Sync focuses on visibility and team progress.

Ensuring that what the team will produce in the future is visible and aligned with the product stakeholders.

Constraints on the product backlog based on non-functional requirements.

Guiding the team by asking open-ended questions to foster self-discovery and problem-solving.

Establishing a reliable relationship with stakeholders through consistent communication and transparency.

The Scrum Master helps the team by setting up meetings, removing obstacles, and helping the team to learn and grow.

Reviewing final plans and business value ensures that the iteration outcomes align with the intended business goals and provide value.

The Scrum Master supports iteration execution by removing obstacles and making sure team events run smoothly.

A technique for asking questions designed encourage a person or team to come to the answer themselves.

Events that create opportunities to inspect and adapt toward a goal.

The ability to ensure that plans align with delivering the most significant business impact.

Building trust establishes a reliable relationship with stakeholders through consistent, transparent communication.

Focus on asking leading questions and encouraging critical thought.

Describe a detailed plan of what the team intends to achieve during the iteration.

Ensure all Agile team members are working towards the same objectives and are aware of dependencies.

Objectives that an Agile Release Train (ART) aims to achieve during a Program Increment (PI).

Risks identified during PI Planning. Highlighting potential challenges that could impact the ART's ability to meet its objectives during the Program Increment.

A risk managed to a point where it's no longer a signification concern.

Iteration goals ensure the agile team is working towards the same objectives and manages dependencies.

A defined series of steps and actions taken to achieve a particular goal

Dependencies are risks that are managed to a point where they're no longer a significant concern.

A formal agreement.

A shared understanding of when a story is considered complete.

Enables consistent quality and shared understanding of expectations.

Stories must meet DoD to be considered complete.

Enables a uniform procedure between Agile Teams.

To make sure features provide the expected business benefits.

If a team has low confidence or many unknowns regarding a PI Objective, they should move it to uncommitted objectives.

Objectives are considered "uncommitted" when a team acknowledges there are high unknowns.

Uncommitted objectives aren’t included in the commitment, giving teams flexibility during the PI.

Uncommitted objectives provide time and space to work through challenges or uncertainties.

Moving a PI Objective to uncommitted shows realistic awareness of potential issues.

After evaluating confidence and risks, aim to deliver committed objectives as agreed.

PI Planning aligns teams to a shared mission and vision.

PI Planning determines team capacity for each Iteration.

PI Planning includes analyzing user stories to understand scope.

Prioritize risks based on potential impact and likelihood.

Guiding the team to adhere to the timebox during backlog refinement meetings.

Ensuring the backlog maintains a balance between detailed stories ready for the next two iterations and a broader, less defined backlog for future planning.

The Scrum Master ensures the team consistently refines the backlog to keep stories clear and ready for development.

Ensuring the team focuses on breaking down features into user stories, making each story estimable and valuable.

Analyzing how features influence the complexity and effort required for individual user stories.

Having the mindset to challenge assumptions and seek innovative solutions.

Considering the dependencies between backlog items to identify potential roadblocks.

The Scrum Master cultivates an environment of trust, where team members freely share ideas and concerns.

Scrum Master should encourage active involvement from all team members during backlog refinement sessions.

Committing to work that exceeds the team's capacity.

Spending too much time discussing minor technical details causing planning to go over.

Ensuring the team dedicates time to improve processes identified in retrospectives.

Allocating specific time during the iteration to address and reduce technical debt.

A series of activities to incrementally improve the state of software.

Actions identified during the retrospective to enhance team processes and outcomes.

An agreement to deliver specific results within a defined time-box.

Failing to produce tangible improvements or action items from the retrospective.

Only discussing weaknesses without acknowledging strengths.

Guiding the team to identify and implement improvements between retrospectives.

Teaching the team effective methods to solve problems independently.

A meeting where the Agile team identifies, discusses, and plans actions to improve.

The retrospective should be a safe and open environment for the team.

Help the team identify underlying causes of issues.

Not allowing all team members equal opportunity to speak and share

Not having a clear agenda, making it difficult to achieve a productive outcome

Team must come up with actionnable items together.

Failing to produce tangible improvements or action items from the retrospective.

Only discussing what went wrong, ignoring positive aspects that should be maintained.

Encouraging the Scrum team to implement improvements and changes before the next retrospective meeting to foster continuous improvement

Guiding the team in applying problem-solving methodologies during the retrospective.

The retrospective is unproductive or skipped without any actionable outcomes.

If the team is not open to feedback or dismissive of issues raised.

If the discussions focus on blaming individuals rather than identifying systemic issues.

When the Scrum Master dominates the conversations stifling other voices.

When the retrospective becomes a routine without generating new insights.

When the Scrum team continues to repeat the same mistakes without learning from them.

Optimizing the flow of value by reducing batch sizes and WIP.

Using feature toggles to control feature releases into the production environment.

Correcting errors by deploying a new fix instead of rolling back to a previous version.

Delivering value continuously without interruptions or delays in the process.

Applying analysis to identify the underlying causes of problems.

Ensuring that everyone agrees on the problem to be solved before trying to solve it.

The Scrum Master ensures improvements from retrospectives are included in iteration planning.

A Scrum Master prevents teams from spending too much time on technical discussions during planning.

Scrum Masters address unrealistic commitments during iteration planning.

Guiding the team on the iteration goals, and what can be achieved realistically.

Ensure improvement items from retrospectives are planned for during iteration execution.

Managing the team's capacity and velocity to ensure realistic commitments are made.

Each story should be sized to be completed within a single iteration.

False. Stories should be small enough to be completed within a single iteration.

Focus on supporting self-organization rather than forcing solutions.