Lesson Two Flashcards

1
Q

How many people in an Agile Team?

A

5-11

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2
Q

Who is responsible for creating and refining Stories and acceptance criteria?

A

The Agile Team

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3
Q

The four topologies: Which type of team is organized around the flow of work and has the ability to deliver value directly to the Customer or end user?

A

Stream aligned teams

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4
Q

The four topologies: Which type of team is organized around specific subsystems that require deep specialty skills and expertise?

A

Complicated subsystem teams

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5
Q

The four topologies: Which type of team is organized around the development and support of platforms that provide services to other teams?

A

Platform Team

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6
Q

The four topologies: Which type of team is organized to assist other teams with specialized capabilities and help them become proficient in new technologies?

A

Enabling team

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7
Q

Which role creates, clearly communicates and accepts Stories?

A

The Product Owner

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8
Q

Which role prioritizes the Team Backlog?

A

The Product Owner

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9
Q

Which roles coordinates with other Product Owners, the System Team, and Shared Services in the PI Planning meetings?

A

The Scrum Master and the Product Owner

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10
Q

Which role works with Product Management to plan Program Increments (PI)?

A

The Product Owner

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11
Q

Which role operates as part of an extended Product Management Team?

A

The Product Owner

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12
Q

How many teams make up the ART?

A

5-12

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13
Q

What does PI stand for?

A

Programme Increment

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14
Q

Which role in the ART acts as the chief Scrum Master for the train?

A

Release train Engineer

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15
Q

Which role on the train provides architectural guidance and

technical enablement to the teams on the train?

A

System architect / engineer

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16
Q

Which role on the train are key stakeholders on the Agile Release Train.

A

Business Owners

17
Q

Which role on the train owns, defines, and prioritizes the Program Backlog?

A

Product Management

18
Q

Which role on the train provides processes and tools to integrate and evaluate assets early and often?

A

System Management