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Scrum Master > Scrum Guide > Flashcards

Scrum Guide Flashcards

1
Q

Definition of Scrum

A

Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems.

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2
Q 
Scrum requires a Scrum Master to foster an environment where: 
1. A Product Owner orders
2. The Scrum Team turns
3. The Scrum Team and its
4.
A
  1. A Product Owner orders the work for a complex problem into a Product Backlog.
  2. The Scrum Team turns a selection of the work into an Increment of value during a Sprint.
  3. The Scrum Team and its stakeholders inspect the results and adjust for the next Sprint.
  4. Repeat
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3
Q

The Scrum framework is purposefully _________

A

incomplete

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4
Q

What is the Purpose of Scrum

A

We developed Scrum in the early 1990s. We wrote the first version of the Scrum Guide in 2010 to help people worldwide understand Scrum. We have evolved the Guide since then through small, functional updates. Together, we stand behind it.

The Scrum Guide contains the definition of Scrum. Each element of the framework serves a specific purpose that is essential to the overall value and results realized with Scrum. Changing the core design or ideas of Scrum, leaving out elements, or not following the rules of Scrum, covers up problems and limits the benefits of Scrum, potentially even rendering it useless.

We follow the growing use of Scrum within an ever-growing complex world. We are humbled to see Scrum being adopted in many domains holding essentially complex work, beyond software product development where Scrum has its roots. As Scrum’s use spreads, developers, researchers, analysts, scientists, and other specialists do the work. We use the word “developers” in Scrum not to exclude, but to simplify. If you get value from Scrum, consider yourself included.

As Scrum is being used, patterns, processes, and insights that fit the Scrum framework as described in this document, may be found, applied and devised. Their description is beyond the purpose of the Scrum Guide because they are context sensitive and differ widely between Scrum uses. Such tactics for using within the Scrum framework vary widely and are described elsewhere.

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5
Q

Scrum Theory is based on * Give definitions
1.
2.

A
  1. Empiricism asserts that knowledge comes from experience and making decisions based on what is observed.
  2. Lean thinking reduces waste and focuses on the essentials.
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6
Q

Scrum Theory

Scrum employs an ____, ________approach to optimize_____ and to ______.

A
  1. Iterative
  2. Incremental
  3. Predictability
  4. Control Risk
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7
Q

Scrum Theory - Define Sprint

A

Scrum combines four formal events for inspection and adaptation within a containing event

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8
Q

Scrum Theory - Name the Scrum Pillars
1.
2.
3.

A
  1. Transparency
  2. Inspection
  3. Adaption
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9
Q

Scrum Theory - What is this scrum pillar?

The emergent process and work must be visible to those performing the work as well as those receiving the work. With Scrum, important decisions are based on the perceived state of its three formal artifacts. Artifacts that have low ______ can lead to decisions that diminish value and increase risk.

_______ enables inspection. Inspection without ________ is misleading and wasteful.

A

Transparency

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10
Q

Scrum Theory - What is this scrum pillar?

The Scrum artifacts and the progress toward agreed goals must be_______ frequently and diligently to detect potentially undesirable variances or problems. To help with _______, Scrum provides cadence in the form of its five events.
______enables adaptation. ______ without adaptation is considered pointless. Scrum events are designed to provoke change.

A

Inspection

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11
Q

Scrum Theory - What is this scrum pillar?

If any aspects of a process deviate outside acceptable limits or if the resulting product is unacceptable, the process being applied or the materials being produced must be adjusted. The adjustment must be made as soon as possible to minimize further deviation.
______ becomes more difficult when the people involved are not empowered or self-managing. A Scrum Team is expected to ______ the moment it learns anything new through inspection.

A

Adaption

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12
Q

Scrum Theory - In what order do the scrum pillars happen?

A
  1. Transparency
  2. Inspection
  3. Adaption
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13
Q 
What are the Scrum Values 
1. 
2. 
3. 
4.
5.
A
  1. Commitment - to achieving its goals and to supporting each other.
  2. Focus - is on the work of the Sprint to make the best possible progress toward these goals.
  3. Openness - The Scrum Team and its stakeholders are open about the work and the challenges.
  4. Respect - respect each other to be capable, independent people, and are respected as such by the people with whom they work.
  5. Courage - to do the right thing, to work on tough problems.
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14
Q

Who is on the scrum team?
1.
2.
3.

A
  1. Scurm Master
  2. Product Owner
  3. Developers (Development Team)

there are no sub-teams or hierarchies. It is a cohesive unit of professionals focused on one objective at a time, the Product Goal.

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15
Q

Scrum Teams are _______, meaning the members have all the skills necessary to create value each Sprint. They are also _________ meaning they internally decide who does ___, _____, and _____.

A
  1. Cross-functional
  2. Self Managing
  3. What, when, how
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16
Q

How big is a scrum team?

A

10 people are less - smaller teams communicate better and are more productive. If

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17
Q
  1. If Scrum Teams become too large, they should

2. Therefore, they should share the same ______, __________, and _________

A
  1. consider reorganizing into multiple cohesive Scrum Teams, each focused on the same product.
  2. Product Goal, Product Backlog, Product Owner.
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18
Q 
The Scrum Team is responsible for all product-related activities from stakeholder  including: (COVERM)
1. 
2.
3.
4.
5.
6.
And anything else
A
  1. collaboration
  2. verification
  3. maintenance
  4. operation
  5. experimentation
    6 research and development

And anything else

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19
Q

Scrum Team- Scrum defines three specific accountabilities within the Scrum Team:

A

the Developers, the Product Owner, and the Scrum Master.

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20
Q

Scrum Team - Developers definition

A

Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.

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21
Q

Scrum Team - Developers are always accountable for:

  1. Creating a ___ for the ____, the _____ ______
  2. Instilling ___ by adhereing to the _____ of ______
  3. Adapting their ___ each day towards the ____ ______.
  4. Holding ___ ____ ____ as _________.
A
  1. Creating a plan for the Sprint, the Sprint Backlog
  2. Instilling quality by adhering to a Definition of Done
  3. Adapting their plan each day toward the Sprint Goal
  4. Holding each other accountable as professionals.
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22
Q

Scrum Team - Product Owner definition

A

The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. How this is done may vary widely across organizations, Scrum Teams, and individuals.

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23
Q

Scrum Team - The Product Owner is also accountable for effective Product Backlog management, which includes:

  1. _______ and ______ ________ the ____ ______
  2. _______ and clearly _____ _______ _______ items
  3. ordering _______ ______ ______
  4. Ensuring that the ______ _____ is _____, ______, and _______
A
  1. Developing and explicitly communicating the Product Goal
  2. Creating and clearly communicating Product Backlog items
  3. Ordering Product Backlog items
  4. Ensuring that the Product Backlog is transparent, visible and understood.

**The Product Owner may do the above work or may delegate the responsibility to others. Regardless, the Product Owner remains accountable.

**The Product Owner may represent the needs of many stakeholders in the Product Backlog. Those wanting to change the Product Backlog can do so by trying to convince the Product Owner.

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24
Q

Scrum Team - Scrum Master definition

A

The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.

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25
Q

Scrum Team - The Scrum Master is accountable for the ____ _____ ______. They do this by enabling the Scrum Team to improve its ____, within the Scrum _____.

A
  1. Scrum Team’s effectiveness
  2. practices
  3. framework

**Scrum Masters are true leaders who serve the Scrum Team and the larger organization.

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26
Q

Scrum Team - The Scrum Master serves the Scrum Team in several ways, including:

1,Coaching the team members in ____ and _______

  1. Helping the Scrum Team focus on _____ _______ ________ that meet the ________ of ______
  2. Causing the removal of ____ to the Scrum Team’s ______
  3. Ensuring that all Scrum events ____ ____ and are _____, ______, and kept within the ________.
A
  1. Coaching the team members in self-management and cross-functionality
  2. Helping the Scrum Team focus on creating high-value Increments that meet the Definition of Done
  3. Causing the removal of impediments to the Scrum Team’s progress
  4. Ensuring that all Scrum events take place and are positive, productive, and kept within the timebox.
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27
Q

Scrum Team - How does the scrum master serve the product owner?

  1. Helping find ______ for ____ _____ _____ definition and ____ _____ management
  2. Helping the ____ _____ understand the need for ___ and ______ _____ _____ items.
  3. Helping establish _____ ____ _____ for a _____ environment.
  4. Facilitating _______ ________ as requested or needed.
A
  1. Helping find techniques for effective Product Goal definition and Product Backlog management
  2. Helping the Scrum Team understand the need for clear and concise Product Backlog items
  3. Helping establish empirical product planning for a complex environment
  4. Facilitating stakeholder collaboration as requested or needed.
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28
Q

Scrum Team - The Scrum Master serves the organization in several ways, including:

  1. ____, ______, and _____ the organization in its ________ _______.
  2. Planning and advising _____ ________within the _______.
  3. Helping ______ and ________ understand and enact an ____ approach for ______ _____.
  4. Removing _____ between _____ and ____ Teams.
A
  1. Leading, training, and coaching the organization in its Scrum adoption
  2. Planning and advising Scrum implementations within the organization
  3. Helping employees and stakeholders understand and enact an empirical approach for complex work
  4. Removing barriers between stakeholders and Scrum Teams.
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29
Q

Scrum Events - what is this?

Each event in Scrum is a _____ opportunity to ____ and ____ Scrum _____.

These events are specifically designed to enable the transparency required.

A

The Sprint is a container for all other events.

  1. formal
  2. inspect
  3. adapt
  4. artifacts

Failure to operate any events as prescribed results in lost opportunities to inspect and adapt.

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30
Q

_____ are used in Scrum to create regularity and to minimize the need for meetings not defined in Scrum.
Optimally, all _____ are held at the same time and place to reduce complexity.

A

Events

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31
Q

The Sprint - define?

A

Sprints are the heartbeat of Scrum, where ideas are turned into value.

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32
Q

The Sprint - what is the fixed length of a sprint?

A

One month or less to create consistency

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33
Q

The Sprint - when does the new sprint start?

A

immediately after the conclusion of the previous Sprint.

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34
Q 
What work is necessary to achieve the Product Goal? 
1. 
2. 
3. 
4.
A
  1. Sprint Planning
  2. Daily Scrums
  3. Sprint Review
  4. Sprint Retrospective
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35
Q

During a sprint, what 4 items happen:

A
  1. No changes are made that would endanger the Sprint Goal
  2. Quality does not decrease
  3. The Product Backlog is refined as needed
  4. Scope may be clarified and renegotiated with the Product Owner as more is learned.
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36
Q

Sprints enable _______by ensuring ______and ______ of progress toward a Product Goal at least every calendar month

A
  1. predictability
  2. inspection
  3. adaptation
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37
Q

What happens when Sprint Horizons are too long?

  1. Sprint goals may become ____
  2. _____ may ____
  3. ____ may ______
A
  1. Invalid
  2. Complexity, rise
  3. Risk, increase
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38
Q

What happens when Sprint Horizons are too short?
1. they can generate more ______ ____ and limit ____ of ___ and ____ to a smaller timeframe.

Each sprint can be considered a short project

A
  1. learning cycles, risk, cost, effort
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39
Q

What practices exist to forecast progress
1.
2.
3.

A
  1. Burn-downs - how fast is the team going, are they landing that sprint - like a fighter pilot.
    The Sprint Burndown Chart makes the work of the Team visible. It is a graphic representation that shows the rate at which work is completed and how much work remains to be done. The chart slopes downward over Sprint duration and across Story Points completed. What makes the chart an effective reporting tool is that it shows Team progress towards the Sprint Goal, not in terms of time spent but in terms of how much work remains.

If the burndown line is not tracking downwards by mid-Sprint, the team needs to quickly implement the Emergency Procedure pattern.

  1. Burn- ups -
    A Burn Up Chart is a tool used to track how much work has been completed, and show the total amount of work for a project or iteration. It’s used by multiple software engineering methods but these charts are particularly popular in Agile and Scrum software project management. The completed work and total work is shown on the vertical axis in whatever units a project team feels works best, i.e., work-hours, work-days, story points, or any other work unit. The horizontal access displays time, usually in days, weeks, or iterations (sprints).
  2. Cumulative Flows-
    The Cumulative Flow Diagram (CFD) provides typical information about status of your Scrum project: how much work is done, ongoing and in backlog, what is the pace of progress, etc. The Cumulative Flow Diagram allows to detect the changes of scope and the work in progress.

they do not replace the importance of empiricism

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40
Q

When can a sprint be cancelled? Who has the authority to cancel?

A

if Sprint Goal becomes obsolete. Product Manager

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41
Q

Sprint Planning - define?

A

Sprint Planning initiates the Sprint by laying out the work to be performed for the Sprint. This resulting plan is created by the collaborative work of the entire Scrum Team.

42
Q

The ______ _______ ensures that attendees are prepared to discuss the ____ ______ ____ _____ _____ and how they map to the_____ _____. The Scrum Team may also _____ other ____ to ____ ___ ____ to ____ ______

A
  1. Product Owner
  2. most important Product Backlog items
  3. product goal
  4. invite other people to attend Sprint Planning to provide advice.
43
Q

Sprint Planning - addresses what 3 topics:

A
  1. Why is this Sprint valuable?
  2. What can be Done this Sprint?
  3. How will the chosen work get done?
44
Q

Sprint Planning - Why is this sprint valuable?

  1. Who proposes how the product could increase its value and utility during a current sprint?
  2. The whole Scrum team collaborates to define what?

What needs to be finalized prior to the end of sprint planning?

A
  1. Product owner
  2. Sprint Goal that communicates why the sprint is valuable to stakeholders
  3. Sprint Goal
45
Q

Sprint Planning - What can be Done this Sprint?

  1. Through discussion with the Product Owner - who selects items from product backlog to include in sprint?
  2. Who has the option to refine these items during this process * which increases understanding and confidence?
  3. What 3 ways can developers properly select how much can be done in a sprint?
A
  1. Developers
  2. Scrum Team
  3. Past Performance, Their Upcoming Capacity, and Definition of Done (DOD)

*the more confident they will be in their Sprint forecasts.

46
Q

Sprint Planning - How will the chosen work get done?

  1. For each selected Product Backlog item the Developers plan the ____ _____ to create an ________ that meets the ______ of _____?
A

1.work necessary, increment, definition, done

47
Q

Sprint Planning - How will the chosen work get done? PT 2

  1. How do developers create the definition of done for the product backlog
A
  1. decomposing the items into smaller work items of one day or less at the discretion of the developers
48
Q

What is a Sprint Backlog?

A

The Sprint Goal, the Product Backlog items selected for the Sprint, plus the plan for delivering them

49
Q

How long is sprint planning time-boxed for a one month sprint?

for shorter sprints?

A

a maximum of 8 hours

the event is usually shorter

50
Q

Daily Scrum - describe purpose?

A

is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work.

51
Q

Daily Scrum -

  1. How long is daily scrum and who is part of it?
  2. When does it happen?
  3. When can the PO and SM participate in the Daily Scrum as Developers?
  4. Who can select whatever structure and techniques they want?
  5. What does the daily scrum need to focus on?
  6. What does the daily scrum need to produce? and what does is create?

7.

A
  1. 15-minute event for the Developers of the Scrum Team.
  2. same time and place each working day
  3. When they are actively working on Product Backlog items
  4. Developers
  5. Progress towards the Sprint Goal
  6. an actionable plan for the next day of work. Creates focus and improves self-management
52
Q

Daily Scrum - What are 4 things Daily Scrums does?

  1. Improve _____
  2. Identify ______
  3. Promote ____ ____-____
  4. Consequently eliminate the ____ for ____ _____
A
  1. improve communications
  2. identify impediments
  3. promote quick decision-making
  4. consequently eliminate the need for other meetings.
53
Q

Daily Scrum - is not the only time developers can meet to adjust their plan - what else do they do?

A

They often meet throughout the day for more detailed discussions about adapting or re-planning the rest of the Sprint’s work.

54
Q

Sprint Review -
1. purpose?

  1. The Scrum Team presents____ ___ ___ ___ ______ and the ____ ____ the ____ ___ is _______
A
  1. The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. the results of
  2. their work to key stakeholders and progress toward the Product Goal is discussed
55
Q

Sprint Review -

  1. who reviews what was accomplished in the sprint and what has changed in the environment?
  2. What can be adjusted to meet new opportunities?
  3. The Sprint review is a ___ ____ and the Scrum team should avoid ____ __ __ ________
  4. What step does the sprint review happen?
  5. How long is the sprint review?
A
  1. The Scrum Team & Stakeholders - based off of this they decide what to do next
  2. the Product Backlog
  3. working session, limiting it to a presentation
  4. it is second to last
  5. It is timeboxed to a maximum of 4 hours for a one - month sprint or shorter if less than a month
56
Q

Sprint Retrospective - What is the purpose?

A

The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness.

57
Q

Sprint Retrospective -

The Scrum Team inspects how the last Sprint went with regards to ______, ______, ______, ______, and their ____ of ____.

A
  1. individuals
  2. interactions
  3. processes
  4. tools
  5. Definition of Done
58
Q

Sprint Retrospective -

what 3 things do the scrum team discuss during SR?

A
  1. What went well during sprint
  2. what problems it encountered?
  3. how those problems were or were not solved
59
Q

Sprint Retrospective -

The Scrum Team identifies the ____ _____ _____ to improve its _______.

  1. The most impactful improvements are addressed when? They may even be added to ___ ____ ____ ___ _____ ___ ______
A
  1. most helpful changes
  2. effectiveness
  3. as soon as possible
  4. the Sprint Backlog for the next Sprint.
60
Q

Sprint Retrospective -

How long is the SR?

A

it is timeboxed at a max of 3 hours for 1 month or shorter for shorter sprints

61
Q 
What are the Scrum Events in order?
1
2
3
4
A
  1. Sprint Planning
  2. Daily Scrum
  3. Sprint Review
  4. Sprint Retrospective
62
Q

Scrum Artifacts - define?

What 3 things are they?

A

Scrum’s artifacts represent work or value. They are designed to maximize transparency of key information. Thus, everyone inspecting them has the same basis for adaptation.

  1. Product Backlog, Sprint Backlog, and Increment
63
Q

Scrum Artifacts -

Each artifact contains a commitment to ensure it provides information that enhances ______ and ____ against which progress can be measured:

  1. For the product goal it is?
  2. For the sprint goal it is?
  3. For the increment?
A
  1. transparency, focus,
  2. the Product Backlog
  3. the Sprint Backlog
  4. the Definition of Done.
64
Q

Scrum Artifacts: Product Backlog - define?

A

The Product Backlog is an emergent, ordered list of what is needed to improve the product.

It is the single source of work undertaken by the Scrum Team.

65
Q

Scrum Artifacts: Product Backlog -

  1. When can the PBL items be done by the scrum team?
A
  1. Within one sprint and are ready for selection in the sprint planning event
66
Q

Scrum Artifacts: Product Backlog -

  1. What is PBL refinement?
  2. This is an ongoing activity to add ____, such as a _____, _____, and ____.
    * Attributes often vary with the domain of work.
A
  1. is the act of breaking down and further defining Product Backlog items into smaller more precise items.
  2. details
  3. description
  4. order
  5. size
67
Q

Scrum Artifacts: Product Backlog -

Who is responsible for sizing the PBL and the trad-offs?

A
  1. the Developers and the PO may influence them but helping them understand the select trade-offs
68
Q

Scrum Artifacts: Product Backlog - Commitment: Product Goal -

  1. What is it
  2. The Product Goal is in the ______ _______. The rest of the ______ _______emerges to define “____” will fulfill the Product Goal.
A
  1. The Product Goal describes a future state of the product which can serve as a target for the Scrum Team to plan against.
  2. Product Backlog
  3. Product Backlog
  4. what
69
Q

Scrum Artifacts: Product Backlog - Commitment: Product Goal -

A product is a vehicle to ______ _______ . It has a ____ ______, known ______, well-defined _____ or ______.

A product could be a ______, a ______, or something more ______.

A
  1. deliver value
  2. clear boundary
  3. stakeholders
  4. users or customers
  5. service
  6. physical product
  7. abstract
70
Q

Scrum Artifacts: Product Backlog - Commitment: Product Goal

The Product goal is the ____ ____ ______ for the scrum team.

A

Long term objective

71
Q

Scrum Artifacts: Sprint Backlog -is composed of what
1.
2.
3.

A
  1. Sprint Goal (why)
  2. the set of Product Backlog items selected for the Sprint (what)
  3. an actionable plan for delivering the Increment (how).
72
Q

Scrum Artifacts: Sprint Backlog -

  1. Who plans this?
  2. It is a highly ____, _____-____ ______ of the work that the ______ plan to ____ during the Sprint in order to achieve the _____ _____
  3. True or false - can the sprint backlog be updated throughout the sprint as more is learned?
A
  1. Developers
  2. visible, real-time picture
  3. Developers
  4. accomplish
  5. Sprint Goal

3.TRUE - It should have enough detail that they can inspect their progress in the Daily Scrum.

73
Q

Scrum Artifacts: Sprint Backlog - Commitment: Sprint Goal

  1. is the ____ ______ for the Sprint.
  2. The Sprint goal is a commitment by which Scrum team?

it provides _______in terms of the exact work needed to achieve it. The Sprint Goal also creates ______and ____ encouraging the Scrum Team to ____ _____ rather than on separate initiatives.

A
  1. single objective
  2. developers
  3. flexibility
  4. coherence and focus,
  5. work together
74
Q

Scrum Artifacts: Sprint Backlog - Commitment: Sprint Goal

  1. When is the sprint goal created?
  2. What happens when the work comes out different than expected?
A
  1. Sprint planning event and added to the sprint backlog - developers keep sprint goal in mind
  2. The collaborate with the PO and negotiate the scope of the sprint backlog within the sprint without affecting the sprint goal
75
Q

Scrum Artifacts: Increment-

  1. is a concrete stepping stone towards what?
  2. each increment is _____ to all ____ _____ and thoroughly ____, ensuring that all increments ____ _____
  3. The increment must be ____ in order to provide value.
A
  1. Product Goal.
  2. additive to all prior Increments
  3. verified
  4. work together.
  5. usable
76
Q

Scrum Artifacts: Increment-

  1. how many increments can be created within a sprint?
  2. What is presented at the Sprint Review supporting empiricism
  3. An increment can be released to _____ prior to the end of a sprint
  4. the Sprint Review should never be considered a ____ to _____ ____
  5. When can work not be considered an increment?
A
  1. multiple
  2. the sum of increments
  3. Stakeholders
  4. gate, releasing value
  5. it has to meet the definition of done
77
Q

Scrum Artifacts: Increment- Commitment - Definition of Done

Define?

A

is a formal description of the state of the Increment when it meets the quality measures required for the product.

78
Q

Scrum Artifacts: Increment- Commitment - DOD

  1. what is the moment an an increment is born?
  2. The Definition of Done creates _____ by providing everyone a ______ _______of what work was completed as part of the Increment.
  3. What happens if product backlog item does not meet DOD?
  4. If the Definition of Done for an increment is part of the standards of the organization, all Scrum Teams must follow ___ ___ ___ ______
  5. Who is required to conform to the definition of done?
A
  1. when the product backlog item meets the DOD
  2. transparency
  3. shared understanding
  4. it cannot be released or even be presented in sprint review - it returns to product backlog for future consideration
  5. it as a minimum
  6. developers
79
Q
  1. Who developed the Scrum guide and sustained it for 30+ years?
  2. When did they first present scrum?
A
  1. Jeff Sutherland
  2. Ken Schwaber
  3. 1995
80
Q

Some Development Teams will use questions, some will be more discussion based. Here is an example of what might be used:
1.
2.
3.

A
  1. What did I do yesterday that helped the Development Team meet the Sprint Goal?
  2. What will I do today to help the Development Team meet the Sprint Goal?
  3. Do I see any impediment that prevents me or the Development Team from meeting the Sprint Goal?”
81
Q

What attributes does the Product Backlog Items need to have?

  1. D
  2. O
  3. E
  4. V
A

it should have the attributes of a description, order, estimate, and value. However, it does not change the “work to be done” definition much. For example, a Product Backlog can contain knowledge acquisition tasks, prototyping, technical chores etc.

82
Q

What does the Cone of Uncertainty show?

A

The Cone of Uncertainty describes the evolution of the amount of uncertainty during a project.

83
Q

Define Nexus?

A

Nexus (n): a relationship or connection between people or things

Nexus is a framework consisting of roles, events, artifacts, and rules that bind and weave together the work of approximately three to nine Scrum Teams working on a single Product Backlog to build an Integrated Increment that meets a goal.

84
Q

Nexus - There are many dependencies that arise between the work of multiple teams that collaborate to create a complete and “Done” Increment at least once every Sprint. These dependencies are related to:

1.
2.
3.

A
  1. Requirements: The scope of the requirements may overlap, and the manner in which they are implemented may also affect each other. That knowledge should be considered when ordering the Product Backlog and selecting Product Backlog items.
  2. Domain knowledge: The people on the teams have knowledge of various business and computer systems. Their knowledge should be distributed across the Scrum Teams to ensure that the teams have the knowledge they need to do their work, to minimize interruptions between Scrum Teams during a Sprint.
  3. Software and test artifacts: The requirements are, or will be, instantiated in software.

Software delivery is complex, and the integration of that work into working software has many artifacts and activities that must be coordinated to create a “Done” outcome. The work must be organized and sequenced, the dependencies resolved, and the outcomes staged.

85
Q

Define Nexus Framework

A

Nexus is a process framework for multiple Scrum Teams working together to create an Integrated Increment. The difference is that more attention is paid to dependencies and interoperation between Scrum Teams, delivering at least one “Done” Integrated Increment every Sprint.

86
Q

Nexus Consists of?

  1. R
  2. A
  3. E
A

Roles: A new role, the Nexus Integration Team, exists to coordinate, coach, and supervise the application of Nexus and the operation of Scrum so the best outcomes are derived. The Nexus Integration Team consists of the Product Owner, a Scrum Master, and Nexus Integration Team Members.

Artifacts: All Scrum Teams use the same, single Product Backlog. As the Product Backlog items are refined and made ready, indicators of which team will do the work inside a Sprint are made transparent. A new artifact, the Nexus Sprint Backlog, exists to assist with transparency during the Sprint. All Scrum Teams maintain their individual Sprint Backlogs.

Events: Events are appended to, placed around, or replace (in the case of the Sprint Review) regular Scrum events to augment them. As modified, they serve both the overall effort of all Scrum Teams in the Nexus, and each individual team.

87
Q 
What is Nexus's process flow?
1,RPB
2, NSP
3, DW
4.NDS
5.NSR
6.NSR
A
  1. Refine the Product Backlog: The Product Backlog needs to be decomposed so that dependencies are identified and removed or minimized. Product Backlog items are refined into thinly sliced pieces of functionality and the team likely to do the work should be identified.
  2. Nexus Sprint Planning: Appropriate representatives from each Scrum Team meet to discuss and review the refined Product Backlog. They select Product Backlog items for each team. Each Scrum Team then plans its own Sprint, interacting with other teams as appropriate. The outcome is a set of Sprint Goals that align with the overarching Nexus Sprint Goal, each Scrum Team’s Sprint Backlog and a single Nexus Sprint Backlog. The Nexus Sprint Backlog makes the work of all Scrum Team’s selected Product Backlog items and any dependencies transparent.
  3. Development work: All teams frequently integrate their work into a common environment that can be tested to ensure that the integration is done.
  4. Nexus Daily Scrum: Appropriate representatives from each Development Team meet daily to identify if any integration issues exist. If identified, this information is transferred back to each Scrum Team’s Daily Scrum. Scrum Teams then use their Daily Scrum to create a plan for the day, being sure to address the integration issues raised during the Nexus Daily Scrum.
  5. Nexus Sprint Review: The Nexus Sprint Review is held at the end of the Sprint to provide feedback on the Integrated Increment that a Nexus has built over the Sprint. All individual Scrum Teams meet with stakeholders to review the Integrated Increment. Adjustments may be made to the Product Backlog.
  6. Nexus Sprint Retrospective: Appropriate representatives from each Scrum Team meet to identify shared challenges. Then, each Scrum Team holds individual Sprint Retrospectives. Appropriate representatives from each team meet again to discuss any actions needed based on shared challenges to provide bottom-up intelligence
88
Q

What does the Nexus Integration Team consist of
1.
2.
3.

A

The Nexus Integration Team consists of:

The Product Owner
A Scrum Master
One or more Nexus Integration Team Members

89
Q 
What are the Nexus Events
1.
2.
3.
4.
5.
What is refinement?
A
  1. Refinement
  2. Nexus Sprint Planning
  3. Nexus Daily Scrum
  4. Nexus Sprint Review
  5. Nexus Sprint Retrospective

Refinement of the Product Backlog at scale serves a dual purpose. It helps the Scrum Teams forecast which team will deliver which Product Backlog items, and it identifies dependencies across those teams. This transparency allows the teams to monitor and minimize dependencies.

Refinement of Product Backlog Items by the Nexus continues until the Product Backlog Items are sufficiently independent to be worked on by a single Scrum Team without excessive conflict.

The number, frequency, duration and attendance of Refinement is based on the dependencies and uncertainty inherent in the Product Backlog. Product Backlog items pass through different levels of decomposition from very large and vague requests to actionable work that a single Scrum Team could deliver inside a Sprint.

Refinement is continuous throughout the Sprint as necessary and appropriate. Product Backlog refinement will continue within each Scrum Team in order for the Product Backlog items to be ready for selection in a Nexus Sprint Planning event.

90
Q

What is Nexus Sprint Planning

A

The purpose of Nexus Sprint Planning is to coordinate the activities of all Scrum Teams in a Nexus for a single Sprint. The Product Owner provides domain knowledge and guides selection and priority decisions. The Product Backlog should be adequately refined with dependencies identified and removed or minimized prior to Nexus Sprint Planning.

91
Q

What is a Nexus Sprint Goal?

A

The Nexus Sprint Goal is an objective set for the Sprint. It is the sum of all the work and Sprint Goals of the Scrum Teams within the Nexus. The Nexus should demonstrate the functionality that it has “Done” developed to achieve the Nexus Sprint Goal at the Nexus Sprint Review in order to receive stakeholder feedback.

92
Q

What is Nexus Daily Scrum

A

The Nexus Daily Scrum is an event for appropriate representatives from individual Development Teams to inspect the current state of the Integrated Increment and to identify integration issues or newly discovered cross-team dependencies or cross-team impacts.

Was the previous day’s work successfully integrated? If not, why not?
What new dependencies or impacts have been identified?
What information needs to be shared across teams in the Nexus?

93
Q

What is the Nexus Sprint Review

A

The Nexus Sprint Review is held at the end of the Sprint to provide feedback on the Integrated Increment that the Nexus has built over the Sprint and to adapt the Product Backlog if needed.

A Nexus Sprint Review replaces individual Scrum Team Sprint Reviews, because the entire Integrated Increment is the focus for capturing feedback from stakeholders. It may not be possible to show all completed work in detail. Techniques may be necessary to maximize stakeholder feedback. The result of the Nexus Sprint Review is a revised Product Backlog.

94
Q

What is the Nexus Sprint Retrospective

A

The Nexus Sprint Retrospective is a formal opportunity for a Nexus to inspect and adapt itself and create a plan for improvements to be enacted during the next Sprint to ensure continuous improvement. The Nexus Sprint Retrospective occurs after the Nexus Sprint Review and prior to the next Nexus Sprint Planning.

It consists of three parts:
The first part is an opportunity for appropriate representatives from across a Nexus to meet and identify issues that have impacted more than a single team. The purpose is to make shared issues transparent to all Scrum Teams.
The second part consists of each Scrum Team holding their own Sprint Retrospective as described in the Scrum framework. They can use issues raised from the first part of the Nexus Retrospective as input to their team discussions. The individual Scrum Teams should form actions to address these issues during their individual Scrum Team Sprint Retrospectives.
The final, third part is an opportunity for appropriate representatives from the Scrum Teams to meet again and agree on how to visualize and track the identified actions. This allows the Nexus as a whole to adapt.

95
Q

Nexus Sprint Retrospective: Every Retrospective should address the following subjects
1.
2.
3.

For the questions above, address if necessary:

1.
2.
3.

A

Because they are common scaling dysfunctions, every Retrospective should address the following subjects:

  1. Was any work left undone? Did the Nexus generate technical debt?
  2. Were all artifacts, particularly code, frequently (as often as every day) successfully integrated?
  3. Was the software successfully built, tested, and deployed often enough to prevent the overwhelming accumulation of unresolved dependencies?

For the questions above, address if necessary:

  1. Why did this happen?
  2. How can technical debt be undone?
  3. How can the recurrence be prevented?
96
Q 
Product Backlog list of features REFFF
1.
2.
3.
4.
5.
A
  1. Requirements
  2. Enhancements
  3. Functions
  4. Features
  5. Fixes
97
Q 
Product Backlog list of items each have the attributes of (DOVE)
1.
2.
3.
4.
A
  1. Description
  2. Order
  3. Value
  4. Estimate
98
Q

Product Back log should be rated with points on the Fibonacci sequence
what is the sequence and what is this called

A

Product backlog should be rated with points - 0, 1,2,3,5,8,13,21,34,55,89,144,
Modified Fibonacci Sequence
0, ½, 1, 2, 3, 5, 8, 13, 20, 40, 100

Planning Poker

99
Q

How to play planning Poker

A

The Product Owner explains, presents, and clarifies the Product Backlog items.
The Scrum Master coaches and helps the team in carrying out the activity in a better way. Also, the SM continually searches for individuals who, by their body language or by their quietness, appear to disagree and helps them engage better.
The development team generates the estimates collaboratively. Each development team member is given a set of the Planning Poker cards as shown in the figure below.

100
Q

Capacity planning formula?
In this model, basic arithmetic will serve you well:

_____/___x # of ______ _____ x ___ ___ ___ _____= S_______

A

Hours/Day x # of Team Members x Days in Sprint = Sprint Capacity

Let’s take a five-person team with a two-week sprint that includes one full day for sprint planning and closeout:
We all know a typical workday is 8 hours, but when was the last time you did 8 full hours of work in the office? Your calculations should include time for standups, brainstorming, vacation, office hijinks… typical team stuff. Assuming 6-6.5 effective hours per team member each day offers a more realistic approach to accurate planning.

6 hrs x 5 people x 9 days = 270-hour capacity

Scrum Master (3 decks)

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