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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
What are the best approaches for a Scrum Master during breakout 1?
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
26
What are some anti-patters for a Scrum Master during breakout 1?
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
27
What is used to identify variable work in a PI?
Uncommitted Objective
28
What are some of the common questions during the management review at the end of day 1 of the PI
► 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?
29
What happens during the finalize plans and establish business value at the beginning of day 2 of the PI planning?
- Business priorities - Adjustment to Vision - Changes to scope - Realignment of work and teams
30
What is the output of PI planning?
Program Board
31
What is on the Program Board?
For each Iteration: Features Dependencies Milestones/Events
32
What is the agenda for final plan review?
1. Changes to capacity and load 2. Final Pl Objectives with business value 3. Program risks and impediments 4. Q&A session
33
What is the process for building the final plan during PI planning?
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
34
How are program risks managed?
ROAM
35
What does ROAM stand for?
Resolved Owned Accepted Mitigated
36
What questions are discussed in the PI Planning Retrospective?
1. What went well 2. What didn't 3. What we can do better next time
37
What are the best approaches for a Scrum Master to take during PI planning?
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
What are anti-patterns a Scrum Master should avoid during PI planning?
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
Who attends the iteration planning event?
The Agile team, and optionally, SMEs
40
What steps are in the iteration planning flow?
Establishing capacity Story analysis and estimating Detailing Stories Developing Iteration goals Committing to Iteration goals
41
How is capacity for an iteration established?
► 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
What are the steps in story analysis and estimating?
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
How do new teams detail stories?
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
What do iteration goals provide?
Clarity Commitment Management Information
45
What are purposes of iteration goals?
► Align team members to a common purpose ► Align Agile Teams to Pl Objectives and manage dependencies ► Provide continuous management information
46
What can happen when a team over commits?
Burnout Inflexibility Quality Problems
47
What can happen when a team under commits?
Unpredictability | Lack of Focus on Results
48
What are the best approaches for a Scrum Master to fulfill his role in iteration planning?
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
What are some anti-patterns a Scrum Master should avoid during iteration planning?
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
What are some causes for poor daily standups?
► 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
What does the team board act as?
Big Visible Information Radiator (BVIR)
52
What helps match demand to capacity?
WIP limits
53
What are best approaches for a Scrum Master to use to track iteration progress?
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
What are common anti-patterns for a Scrum Master to avoid while tracking iteration progress?
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
What is the timebox for backlog refinement?
1-2 hours
56
Who attends the backlog refinement?
Agile team, and as needed, SMEs and members of other teams
57
What are the benefits of the backlog refinement?
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
What are best approaches for a Scrum Master to take during backlog refinement?
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
What are common anti-patterns for a Scrum Master to avoid during backlog refinement?
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
What is the purpose of the Iteration Review?
Provides the true measure of progress by showing working software functionality, hardware components, etc.
61
What is demonstrated during the Iteration Review?
Teams demonstrate every Story, spike, refactor, and NFR
62
Who attends the Iteration Review?
Attendees are the team and its stakeholders
63
What is the timebox for Iteration Review?
1-2 hours
64
What is the timebox for Iteration Review prep?
1-2 hours
65
What should the PO do if a stakeholder cannot make the Iteration Review?
Follow up individually
66
What are some items for the Iteration Review agenda?
1.Review business context and Iteration goals 2.Demo and solicit feedback for each story, spike, refactor, and NFR 3. Discuss Stories not completed and why 4. Identify risks and impediments 5. Revise Team Backlog and team Pl Objectives as needed
67
What are the two views provided by the Iteration Review?
How we did in the iteration How we are doing in the PI
68
What are the best approaches for a Scrum Master to use during Iteration Reviews and System Demos?
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
What are common anti-patterns a Scrum Master should avoid during Iteration Reviews and System Demos?
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
What are some of the ways a Scrum Master can drive relentless improvement?
► 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
What is the timebox for Iteration Retrospective?
1-1.5 hours
72
Who attends the Iteration Retrospective?
Agile Team
73
What is a good agenda for an Iteration Retrospective?
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
What are best approaches for a Scrum Master to use for improvement?
Encourage improvement between retrospectives Coach the team on problem-solving techniques Retrospective : 1. Start by reviewing the results of the previous retrospective 2. Make sure each person speaks 3. Make sure the event ends with actionable improvement backlog items. 4. Write down what people are saying exactly 5. Take program concerns to the RTE
75
What are common anti-patterns a Scrum Master should avoid for improvement?
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
What are the 5 concepts necessary for DevOps
CALMR
77
What does CALMR stand for?
► 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
What does IP stand for?
Innovation and Planning
79
What are common anti-patterns to avoid for the IP?
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
What would occur without the IP iteration?
►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
What are the 3 parts of the Inspect and Adapt Event?
PI System Demo Quantitative Measurement Problem-solving Workshop
82
What is the timebox for the Inspect and Adapt event?
3-4 hours
83
Who attends the Inspect and Adapt event?
Teams and stakeholders
84
Who typically leads the PI System Demo?
Product managers, PO, and the System Team
85
Who attends the System Demo?
Business owners, ART stakeholders, product management, RTE, Scrum Masters, and teams
86
When do teams compare planned vs actual business value?
During the PI System Demo
87
How does the problem-solving workshop flow?
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
What best approaches can a Scrum Master use to fulfill his role in Inspect and Adapt?
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
What common anti-patterns should a Scrum Master avoid during Inspect and Adapt?
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

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