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SAFe > Program Increment > Flashcards

Program Increment Flashcards

1
Q

How often does PI planning happen?

A

8-12 Weeks (10 weeks is typical)

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2
Q

How long is PI planning?

A

2 days

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3
Q

Who owns feature priorities during PI planning?

A

Product Management

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4
Q

Who plans and estimates stories during PI planning?

A

Agile Teams

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5
Q

Who manages intermediaries for governance, interfaces, and dependencies during PI planning?

A

Architect/Engineering and UX

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6
Q

What is the time box for implementing a feature?

A

One PI

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7
Q

What are the characteristics of a feature

A

Includes acceptance criteria

Describes larger system behavors that fulfill users’ needs

Expressed in plain language in a simple feature and benefit (FAB) matrix

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8
Q

How are features processed during PI plannning?

A

Broken down into stories

Stories are written in user language

They fit in one iteration for one Agile team

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9
Q

What acronym describes a good story?

A

INVEST

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10
Q

What does INVEST stand for?

A 
Independent
Negotiable
Valuable
Estimable
Small
Testable
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11
Q

What are the 3 Cs of good story writing?

A

Card
Conversation
Confirmation

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12
Q

What are 2 types of enabler stories?

A

Refactor

Spike

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13
Q

What’s a refactor enabler story?

A

Improving maintainability, performance, or scalability

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14
Q

How many spike enabler stories are there?

A

Technical

Functional

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15
Q

Researching an implementation approach is an example of what kind of story?

A

Technical Enabler

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16
Q

Researching how a user might use the system is an example of what kind of story?

A

Functional Enabler

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17
Q

What is used to estimate a story?

A

Story Points

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18
Q

What does a story point represent?

A

Complexity
Knowledge
Uncertainty
Volume

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19
Q

What are some anti-patterns the Scrum Master can prevent in PI planning?

A

Stakeholder pressure to lower estimates

Not including the whole team

Not using the adjusted Fibonacci scale

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20
Q

What is an example agenda for day 1 of PI planning?

A 
Business Context
Product/Solution Vision
Architecture Vision/Practices
Planning Context and Lunch
Team Breakouts
Draft Plan Review
Management Review and problem solving
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21
Q

What is an example agenda for day 2 of PI planning?

A 
Planning Adjustments
Team Breakouts
Final Plan Review and Lunch
Program Risks (ROAM)
PI Confidence Vote
Plan Rework (if necessary)
Planning Retrospective
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22
Q

How many points are given to each full-time Agile Team member?

A

8

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23
Q

How many points are subtracted for a vacation day?

A

1

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24
Q

What is Capacity?

A

The portion of the teams’ velocity available for an iteration.

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25
Q

What are the best approaches for a Scrum Master during breakout 1?

A

Ensure the team has a draft plan

Identify as many risks and dependencies as possible for management review

Secure SMEs and stakeholders as needed

Facilitate the coordination with other teams for dependencies

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26
Q

What are some anti-patters for a Scrum Master during breakout 1?

A

No plan or a partial plan at the end of the timebox

Too much time is spent analyzing each story

Shared Scrum Masters and Product Owners are not available enough

Part-time Scrum Masters don’t have time to plan as part of the team

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27
Q

What is used to identify variable work in a PI?

A

Uncommitted Objective

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28
Q

What are some of the common questions during the management review at the end of day 1 of the PI

A

► What did we just learn?
► Where do we need to adjust? Vision? Scope? Team assignments?
► Where are the bottlenecks?
► What features must be de-scoped?
► What decisions must we make between now and tomorrow to address these issues?

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29
Q

What happens during the finalize plans and establish business value at the beginning of day 2 of the PI planning?

A
  • Business priorities
  • Adjustment to Vision
  • Changes to scope
  • Realignment of work and teams
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30
Q

What is the output of PI planning?

A

Program Board

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31
Q

What is on the Program Board?

A

For each Iteration:
Features
Dependencies
Milestones/Events

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32
Q

What is the agenda for final plan review?

A
  1. Changes to capacity and load
  2. Final Pl Objectives with business value
  3. Program risks and impediments
  4. Q&A session
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33
Q

What is the process for building the final plan during PI planning?

A

Final plans are collected at the front of the room

Final plans are reviewed by all teams

Business Owners are asked whether they accept the plan

If so, the team’s plan and program risk sheet are brought to the front of the room

If not, the plans stay in place, and the team continues planning after the review

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34
Q

How are program risks managed?

A

ROAM

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35
Q

What does ROAM stand for?

A

Resolved
Owned
Accepted
Mitigated

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36
Q

What questions are discussed in the PI Planning Retrospective?

A
  1. What went well
  2. What didn’t
  3. What we can do better next time
37
Q

What are the best approaches for a Scrum Master to take during PI planning?

A

Maintain the timebox

Make sure the team builds a plan they can commit to

Ensure that the team is honest in their confidence vote

Facilitate coordination with other teams but don’t do it for the team

Act as a request buffer for a team that has a lot of dependencies

Manage the program board

Facilitate the retrospective

38
Q

What are anti-patterns a Scrum Master should avoid during PI planning?

A

Pressure is put on the team to overcommit

Team under commits due to fear of failure

Over planning ahead of time to make it more efficient loses the essence of Pl Planning

The plan , rather than the alignment , becomes the goal

39
Q

Who attends the iteration planning event?

A

The Agile team, and optionally, SMEs

40
Q

What steps are in the iteration planning flow?

A

Establishing capacity

Story analysis and estimating

Detailing Stories

Developing Iteration goals

Committing to Iteration goals

41
Q

How is capacity for an iteration established?

A

► Team applies capacity allocation to the Team Backlog
► Team quantifies capacity to perform work in the upcoming Iteration
► Each team member determines their availability, acknowledging time off and other potential duties
► The PO in collaboration with the teams select the highest priority backlog items for each ‘slice’ of the capacity allocation to implement in an Iteration

42
Q

What are the steps in story analysis and estimating?

A

The Product Owner presents Stories in order of priority

Each Story

  • Is discussed and analyzed by the team
  • Has its acceptance criteria defined and refined
  • Is estimated

The process continues until the estimation of the Stories has reached the capacity of the team

43
Q

How do new teams detail stories?

A

Who would be the best person to accomplish it

How long would it take to accomplish, approximately

What are the dependencies it may have to other Stories

44
Q

What do iteration goals provide?

A

Clarity
Commitment
Management Information

45
Q

What are purposes of iteration goals?

A

► Align team members to a
common purpose
► Align Agile Teams to Pl Objectives and manage dependencies
► Provide continuous management information

46
Q

What can happen when a team over commits?

A

Burnout
Inflexibility
Quality Problems

47
Q

What can happen when a team under commits?

A

Unpredictability

Lack of Focus on Results

48
Q

What are the best approaches for a Scrum Master to fulfill his role in iteration planning?

A

Maintain timebox

Ensure that the team commits to the Iteration goals

Verify that the PO or other managers don’t influence the team to overcommit

Challenge the team to exceed their previous accomplishments

Ensure that improvement items from the retrospective are put into effect

Ensure time is allocated for technical debt activities

49
Q

What are some anti-patterns a Scrum Master should avoid during iteration planning?

A

Delving too deep into technical discussions

Commitment is unrealistic

Capacity and load are exactly the same

Scrum Master is more focused on a technical role than a facilitator ‘s role

The team under commits due to fear of failure

No time is reserved for support activities

50
Q

What are some causes for poor daily standups?

A

► Poor collaboration of the team members during the Iteration (e.g., Vijay does not know and doesn’t care about what Ken is working on and vice versa)
► Lack of collective code ownership
► Infrequent verification and integration during the Iteration (e.g., we are working on something, and we think it’s good)
► Perpetual, unresolved conflict within the team

51
Q

What does the team board act as?

A

Big Visible Information Radiator (BVIR)

52
Q

What helps match demand to capacity?

A

WIP limits

53
Q

What are best approaches for a Scrum Master to use to track iteration progress?

A

Facilitate mid-Pl re-planning

Encourage the team to point out as early as possible if they think they will miss Iteration goals or Pl Objectives .

Communicate to and from the scrum of scrums

Encourage the use of engineering practices

Make sure defects are not pushed to the IP Iteration

Facilitate preparation for the next Pl

Support release activities

54
Q

What are common anti-patterns for a Scrum Master to avoid while tracking iteration progress?

A

Team gets no input from scrum of scrums

Teams are unwilling to change or add objectives mid-Pl

Scrum Master does all of the synchronization, so the team is incapable of doing it themselves

55
Q

What is the timebox for backlog refinement?

A

1-2 hours

56
Q

Who attends the backlog refinement?

A

Agile team, and as needed, SMEs and members of other teams

57
Q

What are the benefits of the backlog refinement?

A

Helps the team reconsider new Stories prior to Iteration planning

Provides time to identify dependencies and issues that could impact the next Iteration

Ensures that we have a ready backlog for Iteration Planning

58
Q

What are best approaches for a Scrum Master to take during backlog refinement?

A

Maintain timeboxes

Maintain the right level of a deep backlog vs ready backlog for two Iterations

Make sure all the team members participate

Invite the right subject matter experts

Hold the event at regular intervals

59
Q

What are common anti-patterns for a Scrum Master to avoid during backlog refinement?

A

Arriving to the Iteration with non-ready Stories

Not doing the backlog refinement consistently

Team sees Stories for the first time during Iteration or Pl Planning

Feature estimations impact Story estimation

60
Q

What is the purpose of the Iteration Review?

A

Provides the true measure of progress by showing working software functionality, hardware components, etc.

61
Q

What is demonstrated during the Iteration Review?

A

Teams demonstrate every Story, spike, refactor, and NFR

62
Q

Who attends the Iteration Review?

A

Attendees are the team and its stakeholders

63
Q

What is the timebox for Iteration Review?

A

1-2 hours

64
Q

What is the timebox for Iteration Review prep?

A

1-2 hours

65
Q

What should the PO do if a stakeholder cannot make the Iteration Review?

A

Follow up individually

66
Q

What are some items for the Iteration Review agenda?

A

1.Review business context and Iteration goals

2.Demo and solicit feedback for each story, spike,
refactor, and NFR

  1. Discuss Stories not completed and why
  2. Identify risks and impediments
  3. Revise Team Backlog and team Pl Objectives as needed
67
Q

What are the two views provided by the Iteration Review?

A

How we did in the iteration

How we are doing in the PI

68
Q

What are the best approaches for a Scrum Master to use during Iteration Reviews and System Demos?

A

Begin to consider how and what to demo in Iteration Planning

Make sure the right participants are present

Ensure that the team celebrates its accomplishments and that stakeholders acknowledge them

Make sure different team members have the opportunity to demo

Ensure that the team is ready for the System Demo and coordinates with the System Team

69
Q

What are common anti-patterns a Scrum Master should avoid during Iteration Reviews and System Demos?

A

A lot of time is spent preparing for the demo

Demo is mainly talk/slides as opposed to working software and/or hardware

PO sees things for the first time in the Team Demo

System Demo is not done because ‘the Team Demo is enough

Team members are not invited to the System Demo to save time

Demos that are not interesting or relevant to ART stakeholders

70
Q

What are some of the ways a Scrum Master can drive relentless improvement?

A

► Understand where you are
► Foster the culture of improving everywhere
► Use retrospectives as summary points but not as limitations
► Support continuous learning
► Actively engage with other Scrum Masters to
drive improvement on the ART

71
Q

What is the timebox for Iteration Retrospective?

A

1-1.5 hours

72
Q

Who attends the Iteration Retrospective?

A

Agile Team

73
Q

What is a good agenda for an Iteration Retrospective?

A
  1. Review the improvement backlog
    items targeted for this Iteration. Were
    they all accomplished?
  2. Did the team meet the goals (yes/no)?
  3. Collect and review the agreed to
    Iteration print Metrics

Part 2: Qualitative

  1. What went well?
  2. What didn’t?
  3. What we can do better next time?
  4. What can we preserve?
74
Q

What are best approaches for a Scrum Master to use for improvement?

A

Encourage improvement between retrospectives

Coach the team on problem-solving techniques

Retrospective :
1. Start by reviewing the results of the
previous retrospective

  1. Make sure each person speaks
  2. Make sure the event ends with actionable improvement backlog items.
  3. Write down what people are saying exactly
  4. Take program concerns to the RTE
75
Q

What are common anti-patterns a Scrum Master should avoid for improvement?

A

The only focus is on what to improve and not what to preserve

Focus on problems that are outside of the team’s control

Failure to achieve results

Inviting people outside the team (especially management) to the retrospective

76
Q

What are the 5 concepts necessary for DevOps

A

CALMR

77
Q

What does CALMR stand for?

A

► Culture Establish a culture of shared responsibility for development , deployment, and operations.
► Automation Automate the Continuous Delivery Pipeline.
► Lean flow Keep batch sizes small , limit WIP,and provide extreme visibility.
► Measurement Measure the flow through the pipeline. Implement application telemetry .
► Recovery Architect and enable low risk releases. Establish fast recovery, fast reversion, and fast fix-forward.

78
Q

What does IP stand for?

A

Innovation and Planning

79
Q

What are common anti-patterns to avoid for the IP?

A

Planning work for the IP Iteration in Pl Planning

Leaving testing or bug fixing to the IP Iteration

Leaving integration of the whole system to the IP Iteration

80
Q

What would occur without the IP iteration?

A

►Lack of delivery capacity buffer impacts predictability

► Little innovation, tyranny of the urgent

►Technical debt grows uncontrollably

► People burn out

►No time for teams to plan, demo, or improve together

81
Q

What are the 3 parts of the Inspect and Adapt Event?

A

PI System Demo
Quantitative Measurement
Problem-solving Workshop

82
Q

What is the timebox for the Inspect and Adapt event?

A

3-4 hours

83
Q

Who attends the Inspect and Adapt event?

A

Teams and stakeholders

84
Q

Who typically leads the PI System Demo?

A

Product managers, PO, and the System Team

85
Q

Who attends the System Demo?

A

Business owners, ART stakeholders, product management, RTE, Scrum Masters, and teams

86
Q

When do teams compare planned vs actual business value?

A

During the PI System Demo

87
Q

How does the problem-solving workshop flow?

A

Agree on the problem to solve

Apply root cause analysis

Use Pareto analysis to identify the biggest root cause

Restate the problem associated with the biggest root cause

Brainstorm solutions

Identify improvement backlog items

88
Q

What best approaches can a Scrum Master use to fulfill his role in Inspect and Adapt?

A

Facilitate the team preparation for the Pl System Demo

Provide data

Facilitate one of the teams in the problem-solving workshop

Help the RTE make sure improvement items are included during the Pl

If using ad hoc teams for the l&A, then Scrum Masters may be participants rather than facilitators

89
Q

What common anti-patterns should a Scrum Master avoid during Inspect and Adapt?

A

Only the PO presents in the Pl System Demo

No actionable improvement Features are created

Improvement items don’t enter the Pl Planning process

Improvement items are not demoed in the Pl System Demo

SAFe (2 decks)

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