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SCRUM Body of Knowledge (SBOK Guide) 2016 > SBOK Guide 2016 > Flashcards

SBOK Guide 2016 Flashcards

1
Q

What is the key strength of SCRUM?

A

Use of cross-functional, self-organized, and empowered teams who divide their work into shore concentrated work cycles called Sprints.

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2
Q

What elements are discussed in the SCRUM Flow for one Sprint?

A
  • Project Business Case
  • Project Vision Statement
  • Prioritized Product Backlog
  • Release Planning Schedule
  • Sprint Backlog
  • Create Deliverables (Sprint)
  • Daily Stand Up (SCRUM)
  • Accepted Deliverables

Page 2 (Figure 1-1)

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3
Q

According to the SBOK how long can a Sprint length be?

A

One to six weeks

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4
Q

What is the Sprint Review Meeting?

A

The Product Owner and relevant stakeholders are provided a demo of the Deliverables. The Product Owner accepts the deliverables if they meet the predefined Acceptance Criteria.

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5
Q

When does the Sprint Cycle end?

A

With the Retrospect Sprint Meeting

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6
Q

What is the Sprint Retrospect Meeting?

A

Where the team discusses ways to improve processes and performance as they move forward into the subsequent Sprint.

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7
Q

Adaptability - Transparency - Continues Feedback - Continuous Improvement - Continuous Delivery of Value - Sustainable Pace - Early Delivery of High Value - Efficient Development Process - Motivation - Faster Problem Resolution - Effective Deliverables - Customer Centric - High Trust Environment - Collective Ownership - High Velocity - Innovative Environment - are examples of……

A

Key Benefits of using SCRUM

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8
Q

What key benefit of SCRUM can be described as “Empirical process control and iterative delivery make projects adaptable and open to incorporating change”?

A

Adaptability

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9
Q

What key benefit of SCRUM can be described as “All information radiators like a SCRUM board and Sprint Burndown Chart are shared, leading to an open work environment”?

A

Transparency

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10
Q

What key benefit of SCRUM can be described as “Provided through the Conduct Daily Standup, and Demonstrate and Validate Sprint processes”?

A

Continuous Feedback

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11
Q

What key benefit of SCRUM can be described as “The deliverables are improved progressively Sprint by Sprint, through the Groom Prioritized Product Backlog Process”?

A

Continuous Improvement

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12
Q

What key benefit of SCRUM can be described as “Iterative processes enable the continuous delivery through the Ship Deliverables process as frequently as the customer requires.”?

A

Continuous Delivery of Value

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13
Q

What key benefit of SCRUM can be described as “SCRUM processes are designed such that the people involved can work at a sustainable pace that they can, in theory, continue indefinitely.”?

A

Sustainable Pace

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14
Q

What key benefit of SCRUM can be described as “The Create Prioritized Product Backlog process ensures that the highest value requirements of the customer as satisfied first?

A

Early Delivery of High Value

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15
Q

What key benefit of SCRUM can be described as “Time-boxing and minimizing non-essential work leads to higher efficiency levels.”?

A

Efficient Development Process

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16
Q

What key benefit of SCRUM can be described as “The Conduct Daily Standup and Retrospect Sprint processes lead to greater levels of motivation among employees.”?

A

Motivation

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17
Q

What key benefit of SCRUM can be described as “Collaboration and colocation of cross-functional teams lead to faster problem solving.”?

A

Faster Problem Resolution

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18
Q

What key benefit of SCRUM can be described as “The Create Prioritized Product Backlog process and regular reviews after creating deliverables ensures effective deliverables to the customer.”?

A

Effective Deliverables

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19
Q

What key benefit of SCRUM can be described as “Emphasis on business value and having a collaborative approach to stakeholders ensure a customer-oriented framework.”?

A

Customer Centric

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20
Q

What key benefit of SCRUM can be described as “Conduct Daily Standup and Retrospect Sprint processes promote transparency and collaboration, leading to a high trust work environment ensuring low friction among employees.”?

A

High Trust Environment

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21
Q

What key benefit of SCRUM can be described as “The Approve, Estimate and Commit User Stories process allows team members to take ownership of the project and their work leading to better quality.”?

A

Collective Ownership

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22
Q

What key benefit of SCRUM can be described as “A collaborative framework enables highly skilled cross-functional teams to achieve

A

High Velocity

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23
Q

What key benefit of SCRUM can be described as “The Retrospect Sprint and Retrospect Project processes create an environment of introspection, learning, and adaptability leading to an innovative and creative work environment.”?

A

Innovative Environment

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24
Q

To be effective, SCRUM Teams should ideally have how many members?

A

6 - 10 Members

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25
Q

When should the “Convene SCRUM of SCRUMS” process facilitates coordination among the SCRUM Teams?

A

When the SCRUM Team exceeds 10 people

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26
Q

What 3 areas is the SBOK divided into.

A
  • Principles which form the foundation on which SCRUM is based
  • Aspects for consideration for all SCRUM Projects
  • Processes and associated inputs, tools, and outputs

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27
Q

What are the 6 SCRUM Principles (Chapter 2)?

A
  • Empirical Process Control
  • Self-Organization
  • Collaboration
  • Value-based Prioritization
  • Time - Boxing
  • Iterative Development
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28
Q

Can the SCRUM Principles be applied to ANY type of project in ANY organization?

A

Yes

Page 10

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29
Q

What must be adhered to in order to ensure effective implementation of the SCRUM framework?

A

SCRUM Principles

Page 10

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30
Q

What helps to instill confidence in the SCRUM Framework?

A

Keeping the SCRUM Principles intact and using them appropriately.

Page 10

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31
Q

Which can be modified, and which cannot be modified:

  • SCRUM Principles
  • SCRUM Aspects and Process
A
  • Principles are not modified
  • Processes can be modified

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32
Q

What Principle is defined by “Emphasizes the core philosophy of SCRUM based on the 3 main ideas of transparency, inspection and adaption?

A

Empirical Process Control

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33
Q

What Principle is defined by “Focuses on today’s workers, who deliver significantly greater value when performing this Principle and this results in better team buy-in and shared ownership; and an innovative and creative environment which is more conductive for growth.”

A

Self-Organization

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34
Q

What Principle is defined as “3 core dimensions related to collaborative work; awareness, articulation, and appropriation. It also advocates project management as a shared value-creation process with teams working and interacting together to deliver the greatest value.”

A

Collaboration

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35
Q

What Principle is defined as “The focus of SCRUM to deliver maximum business value, from early in the project and continuing throughout.”

A

Value Based Prioritization

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36
Q

What Principle describes “How time is considered a limiting constraint in SCRUM, and used to help effectively manage project planning and execution.”

A

Time-Boxing

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37
Q

What Principle describes “Iterative development and emphasizes how to better manage changes and build products that satisfy customer needs.”

A

Iterative Development

Page 10

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38
Q

What are the five “SCRUM Aspects”?

A
  • Organization (Page 11)
  • Business Justification (Page 13)
  • Quality (Page 14)
  • Change (Page 15)
  • Risk (Page 15)
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39
Q

What SCRUM Aspect is described as “Understanding defined roles and responsibilities in a SCRUM project is very important for ensuring the successful implementation of SCRUM.”

A

Organization

Page 11

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40
Q

What are the two roles in the SCRUM Aspect of “Organization”?

A
  • Core Roles (Page 11)

* Non-Core Roles (Page 12)

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41
Q

What are the three Core Roles in the SCRUM Aspect of Organization?

A
  • SCRUM Master
  • Product Owner
  • The SCRUM Team

Page 11

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42
Q

How is the term “Core Roles” defined?

A

Roles which are mandatorily required for producing the project’s product or service.

Page 11

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43
Q

True or False - Individuals who are assigned core roles can be part time committed to the project and are ultimately responsible for the success of each project iteration and of the project as a whole.

A

False - roles must be FULLY Committed

Page 11

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44
Q

Who is the person responsible for achieving maximum business value for the project?

A

Product Owner

Page 11

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45
Q

Who is responsible for articulating customer requirements, and maintaining business justification for the project (Voice of the Customer)?

A

Product Owner

Page 11

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46
Q

Who is the facilitator who ensure that the SCRUM Team is provided with an environment conducive to complete the project successfully?

A

The SCRUM Master

Page 11

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47
Q

Who guides, facilitates, and teaches SCRUM practices to everyone involved in the project; clears impediments for the team; and ensures that SCRUM processes are being followed?

A

The SCRUM Master

Page 11

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48
Q

Who is the people who are responsible for understanding the requirements specified by the Product Owner and creating the Deliverables of the project?

A

The SCRUM Team

Page 11

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49
Q

Name the 5 Non-Core Roles?

A
  • Stakeholder(s)
  • SCRUM Guidance Body (SGB)
  • Vendors
  • Chief Product Owner
  • Chief SCRUM Master

Page 12

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50
Q

What are roles which are not mandatorily required for the SCRUM project and may include team members who are interested in the project?

A

Non-Core Roles

Page 12

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51
Q

What Non-Core role best fits this description “A collective term that includes users, and sponsors, frequently interface with the SCRUM Core Team, and influence the project throughout the project’s development?

A

Stakeholder(s)

Page 12

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52
Q

What Non-Core role best fits this description “A collective of documents and / or group of experts who are typically involved with defining objectives related to quality, government regulations, security, and other key organizations parameters?

A

SCRUM Guidance Body (SGB)

Page 12

53
Q

What Non-Core role best fits this description “Usually used in larger Projects with multiple SCRUM Teams. Responsible for facilitating the work of multiple Product Owners, and maintaining business justifications for larger projects.”

A

Chief Product Owner

Page 12

54
Q

What Non-Core role best fits this description “Responsible to coordinate SCRUM-related activities in large projects which may require multiple SCRUM Teams to work parallel.”

A

Chief SCRUM Master

Page 12

55
Q

How is business justification based in SCRUM?

A

Value Driven (Business Value)

Page 13

56
Q

What does the early delivery of results, and there by value, provide?

A

Opportunity for reinvestment and proves the worth of the project to interested stakeholders.

Page 13

57
Q

How does SCRUM define Quality?

A

The ability of the completed product or deliverables to meet the Acceptance Criteria and achieve the business value expected by the customer.

Page 14

58
Q

What has SCRUM adopted to meet quality requirements?

A

Continuous Improvement

Page 14

59
Q

What can be defined as “The learns from experience and stakeholder engagement to constantly keep the Prioritized Product Backlog updated with any changes in requirements”.

A

Continuous Improvement

Page 14

60
Q

When is the Product Backlog closed out as part of the Project?

A

It isn’t

Page 14

61
Q

Since SCRUM requires work to be completed in increments during Sprints, this means that _____ or ______ get noticed earlier through repetitive quality testing, rather than when the final product or service is near completion.

A
  • Errors
  • Defects

Page 14

62
Q

How does SCRUM approach change throughout the SCRUM framework?

A

Maximize the benefits that arise from change and minimize negative impacts.

Page 14

63
Q

SCRUM projects welcome change by using short, iterative ________ that incorporate ________ _______ on the deliverables.

A
  • Sprints
  • Customer Feedback

Page 15

64
Q

What best fits this description - “An uncertain event or set of events that can affect the objectives of a project and my contribute to its success for failure?”

A

Risk

Page 15

65
Q

How are opportunities defined by the SBOK?

A

Positive Risks

Page 15

66
Q

What 2 factors should risks be identified, assessed, and responded to?

A
  • The Probability of each Risk’s occurrence
  • The Impact in the event of an occurrence

Page 15

67
Q

Are all Risks equal in standing, is there a priority for dealing with Risks?

A
  • Equal Standing - No
  • Risks with high probability and impact value should be addressed before those of lower impacts.

Page 15

68
Q

How does the SBOK segment SCRUM?

A
  • 19 Processes
  • Grouped into 5 Phases

Page 16

69
Q

Under what Phase should these Processes be assigned:

  • Create Project Vision
  • ID SCRUM Master and Stakeholder(s)
  • Form SCRUM Team
  • Develop Epic(s)
  • Create Prioritized Product Backlog
  • Conduct Release Planning
A

Initiate

Page 16

70
Q

Under what Phase should these Processes be assigned:

  • Create User Stories
  • Approve, Estimate, and Commit User Stories
  • Create Tasks
  • Estimate Tasks
  • Create Sprint Backlog
A

Plan and Estimate

Page 16

71
Q

Under what Phase should these Processes be assigned:

  • Create Deliverables
  • Conduct Daily Standup
  • Groom Prioritized Product Backlog
A

Implement

Page 16

72
Q

Under what Phase should these Processes be assigned:

  • Convene SCRUM of SCRUMs
  • Demonstrate and Validate Sprint
  • Retrospect Sprint
A

Review and Retrospect

Page 16

73
Q

Under what Phase should these Processes be assigned:

  • Ship Deliverables
  • Retrospect Project
A

Release

Page 16

74
Q

What are the 5 Phases of the SBOK SCRUM Process?

A
  • Initiate
  • Plan and Estimate
  • Implement
  • Review and Retrospect
  • Release

Page 16

75
Q

Of the 6 Processes in the “Initiate” Phase what is defined as “The Project Business Case is reviewed to create this vital artifact, and will serve as the inspiration and focus for the entire project?”

A

Create Project Vision

Page 17

76
Q

Of the 6 Processes in the “Initiate” Phase what is defined as “The ______ ______ and _________ are identified using specific Selection Criteria?”

A

Identify SCRUM Master and Stakeholder(s)

Page 17

77
Q

Of the 6 Processes in the “Initiate” Phase what is defined as “…The Product Owner has the primary responsibility of selecting _____ _____ _____, but often does so in collaboration with the SCRUM Master?”

A
  • Form SCRUM Team
  • SCRUM Team Members

Page 17

78
Q

What is the Output to “Create Project Vision”?

A

The Project Vision Statement

Page 17

79
Q

What is the Output to “Identify SCRUM Master and Stakeholder(s)?

A
  • SCRUM Master
  • Stakeholder(s)

Page 17

80
Q

What is the Output to “Form SCRUM Team”?

A

Complete SCRUM Team to include:

  • SCRUM Master (assigned in ID SCRUM Master & Stakeholder(s) )
  • Product Owner
  • Development Team members (including QA, Dev, and other resources necessary to complete deliverables).

Page 17

81
Q

Of the 6 Processes in the “Initiate” Phase what is defined as “The Project Vision Statement serves as the basis for developing…______”

A
  • Develop Epics
  • Epics

Page 17

82
Q

Of the 6 Processes in the “Initiate” Phase what is defined as “Epic(s) are refined, elaborated, and then prioritized to create ______ ________.”

A
  • Create Prioritized Product Backlog
  • Product Backlog

Page 17

83
Q

Of the 6 Processes in the “Initiate” Phase what is defined as “The SCRUM Core Team reviews the User Stories in the Prioritized Product Backlog to develop ______ _______ _______.”

A
  • Conduct Release Planning
  • Release Planning Schedule

Page 17

84
Q

Name the Phase that contains these phases:

  • Create User Stories
  • Approve, Estimate, and Commit User Stories
  • Create Tasks
  • Estimate Tasks
  • Create Sprint Backlog
A

Plan and Estimate

Page 17

85
Q

Of the 5 Processes in the “Plan and Estimate” Phase what is defined as “Written by the Product Owner and are designed to ensure that the customer’s requirements are clearly depicted and can be fully understood by all stakeholders.”

A

Create User Stories

Page 17

86
Q

What is the output for the “Approve, Estimate and Commit User Stories” Process?

A

Approved estimated and committed user stories in the Product Backlog.

Page 17

87
Q

Of the 5 Processes in the “Plan and Estimate” Phase what is defined as “Approved estimated and committed user stories are broken down into specific tasks and complied into a Task List.”

A

Create Task

Page 17

88
Q

Who is involved in the Estimate Tasks process?

A

The SCRUM Core Team

Page 18

89
Q

Of the 5 Processes in the “Plan and Estimate” Phase what is defined as “The SCRUM Core Team holds Sprint Planning Meetings where the group creates a ______ ________ containing all tasks to be completed in the Sprint.”

A
  • Create Sprint Backlog
  • Sprint Backlog

Page 18

90
Q

What Phase contains the following Processes:

  • Create Deliverables
  • Conduct Daily Standup
  • Groom Prioritized Product Backlog
A

Implement

Page 18

91
Q

Of the 3 Processes in the “Implement” Phase what is defined as “The SCRUM Team works on the tasks in the Sprint Backlog to create deliverables.”

A

Create Deliverables

Page 18

92
Q

What is often used to track the work and activities being carried out?

A

The SCRUM Board

Page 18

93
Q

Of the 5 Processes in the “Plan and Estimate” Phase what is defined as “ Everyday a highly focused Time-Boxed meeting is conducted.”

A

Conduct Daily Standup

Page 18

94
Q

What is the focus of the “Conduct Daily Standup” Process?

A

A forum for the SCRUM Team to update each other on their progress and any impediments they may be facing.

Page 18

95
Q

Of the 5 Processes in the “Plan and Estimate” Phase what is defined as “The Prioritized Product Backlog is continuously updated and maintained.”

A

Groom Prioritized Product Backlog

Page 18

96
Q

What Phase contains the following Processes:

  • Convene SCRUM of SCRUMs
  • Demonstrate and Validate Sprint
  • Retrospect Sprint
  • Ship Deliverables
  • Retrospect Project
A

Review and Retrospect

Page 18

97
Q

Of the 5 Processes in the “Review and Retrospect” Phase what is defined as “This (process) is only for large projects where multiple SCRUM Teams are involved.”

A

Convene SCRUM of SCRUMs

Page 18

98
Q

Of the 5 Processes in the “Review and Retrospect” Phase what is defined as “The purpose of this meeting is to secure approval and acceptance from the Product Owner for the Deliverables created in the Sprint.”

A

Demonstrate and Validate Sprint

Page 18

99
Q

Of the 5 Processes in the “Review and Retrospect” Phase what is defined as “The SCRUM Master and SCRUM Team meet discuss the lessons learned throughout the Sprint.”

A

Retrospect (the) Sprint

Page 18

100
Q

Of the 5 Processes in the “Review and Retrospect” Phase what is defined as “Accepted Deliverables are delivered or transitioned to the relevant Stakeholders.”

A

Ship Deliverables

Page 19

101
Q

SCRUM vs. Traditional Project Management:

Emphasis in SCRUM is on People in Project Management its on….

A

Processes

Page 20

102
Q

SCRUM vs. Traditional Project Management:

Documentation - SCRUM is Minimal - only as required in Project Management its…

A

Comprehensive

Page 20

103
Q

SCRUM vs. Traditional Project Management:

SCRUM Process style is Iterative in Project Management it is…

A

Linear

Page 20

104
Q

SCRUM vs. Traditional Project Management:

Upfront Planning in SCRUM is low in Project Management it is…

A

High

Page 20

105
Q

SCRUM vs. Traditional Project Management:

Prioritization of Requirements in SCRUM is based on Business Value and is regularly updated in Project Management it is…

A

Fixed in the Project Plan.

Page 20

106
Q

SCRUM vs. Traditional Project Management:

Quality Assurance in SCRUM is Customer centric in Project Management it is…

A

Process centric.

Page 20

107
Q

SCRUM vs. Traditional Project Management:

In SCRUM project organization is Self-organized in Project Management it is…

A

Managed.

Page 20

108
Q

SCRUM vs. Traditional Project Management:

In SCRUM Management style is Self-organized in Project Management it is…

A

Centralized.

Page 20

109
Q

SCRUM vs. Traditional Project Management:

In SCRUM Change is reflected by updates to the Productized Product Backlog - in Project Management it is…

A

Formalized Change Management System.

Page 20

110
Q

SCRUM vs. Traditional Project Management:

In SCRUM Leadership is based upon a Collaborative, Servant Leadership while in Project Management it is…

A

Based upon Command and Control.

Page 20

111
Q

SCRUM vs. Traditional Project Management:

In SCRUM Performance is measured by Business Value, in Project Management it is…

A

Rooted in Plan Conformity.

Page 20

112
Q

SCRUM vs. Traditional Project Management:

In SCRUM Return on Investment (ROI) is Early/throughout project life while in Project Management it is…

A

At the End of the Project.

Page 20

113
Q

SCRUM vs. Traditional Project Management:

In SCRUM Customer Involvement is high throughout the project while in Project Management it is…

A

Varies depending on the project lifecycle.

Page 20

114
Q

What is considered the foundation on which the SCRUM Framework is based?

A

SCRUM Principles

Page 21

115
Q

What type of organization can SCRUM Principles be applied?

A

Any

Page 21

116
Q

What MUST occur in order to ensure appropriate application of SCRUM?

A

SCRUM Principles must be adhered to.

Page 21

117
Q

Are SCRUM Principles negotiable?

A

No

Page 21

118
Q

What is the definition for “Product” as used in the “SCRUM Body of Knowledge”?

A

A Product, service or other deliverable.

Page 21

119
Q

What is the “Empirical Process Control”?

A

Decisions are based on observation and experimentation rather than on detailed upfront planning. It relies on three main ideas:

  • Transparency
  • Inspection
  • Adaptation

Page 21

120
Q

Why is “Self-Organization” important for the SCRUM Team?

A
  • Greater value is delivered
  • Better Team Buy In
  • Shared Ownership
  • Innovative and creative environment is created

Page 21

121
Q

What is “Value-based Prioritization”?

A

SCRUM Framework’s drive to deliver maximum business value in a minimum time span.

Page 21

122
Q

Why is “Time-Boxing” important?

A

Time is a limiting constraint. By managing impact of this constraint better control of the Sprint is produced. All SCRUM Ceremonies are “Time-Boxed”.

Page 22

123
Q

What is the Power of “Iterative Development”?

A

Helps to better manage changes and build products that satisfy customer’s needs.

Page 22

124
Q

What is “Transparency” in SCRUM?

A

Allows all facets of any SCRUM process to be observed by anyone.

Page 22

125
Q

What are some examples of “Transparency”?

A
  • A Project Vision statement which can be viewed by all stakeholders and SCRUM Team.
  • An open Prioritized Product Backlog with prioritized User Stories that can be viewed by everyone, both within and outside the SCRUM Team.
  • A Release Planning Schedule which is coordinated across SCRUM Team(s).
  • SCRUM Information Radiators visibility.
  • All SCRUM Ceremonies conform to the process which empower them.

Page 22 / 23

126
Q

Describe the three Artifacts relating to Transparency?

A
  • Project Vision Statement
  • Prioritized Product Backlog
  • Release Planning Schedule

Page 23

127
Q

Describe the two Information Radiators relating to Transparency?

A
  • Burn down chart
  • SCRUM Board

Page 23

128
Q

Describe the two Meetings relating to Transparency?

A
  • Sprint Review Meeting (Retrospectives)
  • Daily Standup Meetings

Page 23

SCRUM Body of Knowledge (SBOK Guide) 2016 (1 decks)

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