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Agile > Scrum & SAFe SSM > Flashcards

Scrum & SAFe SSM Flashcards

1
Q

What are the ART Events

A

PI Planning
ART Sync
System Demo
Inspect & Adapt

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2
Q

3c’s to a Scrum Master

A

Communicate,
Cooperate,
Coordinate

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3
Q

Nothing beats an Agile team except…

A

A team of Agile teams

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4
Q

What are some collaborative practices

A

Side by side programming
Continuous Integration
Collective Code ownership
Short design sessions

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5
Q

When it comes to decision making, a Scrum Master should…

A

Facilitate team decision-making rather than making decisions for the team

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6
Q

What are the stages of high-performing teams

A 
Forming
Storming
Norming
Performing 
Adjourning
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7
Q

What are the Team Events in SAFe

A 
Backlog Refinement
Iteration Planning
Daily Standup
Iteration Review
Iteration Retrospective
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8
Q

Peer pressure is a…

A

Strong Motivator

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9
Q

The absence of ______________ is the key problem that leads to other four team dysfunctions

A

Trust

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10
Q

______________ is the ultimate competitive advantage.

A

Teamwork

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11
Q

What are the five dysfunctions of a team in order of magnitude (lowest to highest)(top to bottom of triangle)

A 
Inattention to results
Avoidance of accountability
Lack of commitment
Fear of conflict
Absence of a sense of trust
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12
Q

(Addressing Team disfunction 1) How does safe address inattention to results

A

Empirical review of results at the end of every iteration and release in the iteration retrospective which drives continuous improvement.

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13
Q

(Addressing Team disfunction 2) Avoidance of accountability

A

Stakeholders, peer pressure, and review of results drive accountability

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14
Q

(Addressing Team disfunction 3) Lack of commitment

A

Teams make shared commitments to each other and to external stakeholders.

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15
Q

(Addressing Team disfunction 4) Fear of conflict

A

Create a safe environment for conflict— The scrum Master should encourage discussion of disagreements. Shared commitment avoids individual conflict that occurs when objectives are not aligned. No playing the blame game.

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16
Q

(Addressing Team disfunction 5) Absence of trust

A

The environment must be safe. The team shares commitment and goals, displays hyper transparency, and engages in retrospectives.

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17
Q

___________ ____________ documents facilitate conflict management

A

Working agreement

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18
Q

____________________ is a cadence-based event that serves as the heartbeat of the Agile Release Train (ART), aligning all teams on the ART to a shared mission and vision.

A

Program Increment Planning

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19
Q

How long and often is PI planning

A

2 days every 8 - 12 weeks (10 weeks is typical)

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20
Q

An ART is made up of _______ number of teams involving _______ number of individuals

A

5 to 12 teams of 50 - 125+ individuals

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21
Q

In Program Increment (PI) planning who owns feature priories?

A

Product Management

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22
Q

In Program Increment (PI) Planning who owns story planning and high level estimates

A

Development team

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23
Q

In PI planning who works as intermediaries for governance, interfaces, and dependencies

A

Architect/Engineering and UX

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24
Q

What are the inputs to PI Planning process

A
  • Business context
  • Roadmap and Vision
  • Top 10 features of the Program Backlog
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25
Q

What is the output of PI Planning process

A
  • Committed team and PI Objectives
  • Program Board
  • Program Risks identified and ROAMed
  • A good understanding of how the teams will work with each other so that the ART makes sure all teams are aligned to business value and contributes to business goals.
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26
Q

___________ are small increments of value that can be developed in days and are relatively easy to estimate.

A

Stories

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27
Q

What are the 3 C’s to a user story

A

Card: written on a card and annotated with notes.

Conversation: The details are in the conversation with the product owner.

Confirmation: Acceptance criteria confirm the stories correctness.

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28
Q

Features fit into ____ PI for ____ ART

A

1 1

Features fit into 1 PI for 1 ART

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29
Q

Stories fit into ____ iteration for ____ team

A

1 1

Stories fit into 1 iteration for 1 team

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30
Q

(T/F)

A feature is completed by multiple teams on the ART and a user story is completed by a single team on the ART

A

TRUE

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31
Q

An _______________ supports the activities needed to extend the architectural runway to provide future business functionality. It doesn’t deliver business value at the end of the Sprint, but rather delivers value in subsequent Sprint.

A

Enabler Story

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32
Q

What are the 3 components of a business feature?

A

A Title & Description
Acceptance Criteria
Benefit Hypothesis

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33
Q

____________ consists of the existing code, components, and technical infrastructure necessary to support the implementation of prioritized near team features, without excessive redesign and delay.

A

Architectural Runway

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34
Q

A small piece of desired functionality written in the users language

A

User Story

As a <> I want <> So that I <>

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35
Q

______ are detailed fictional characters acting as representative user(s)

A

Personas

Personas can help write user stories and go hand in hand with them

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36
Q

INVEST Stands for

A 
Independent
Negotiable
Valuable
Estimable
Small
Testable
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37
Q

One method for writing effective user stories?

___________ in user stories ..

A

I.N.V.E.S.T

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38
Q

S.M.A.R.T goals stand for?

*criteria for writing goals

A 
Specific
Measurable
Achievable 
Relevant 
Time-bound
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39
Q

Explain I in INVEST

A

Stores should be able to be developed separately from one another

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40
Q

Explain N in INVEST

A

Write stories with a negotiable scope

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41
Q

Explain V in INVEST

A

Stories should be valuable to the customer

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42
Q

Explain E in INVEST

A

Stories should be estimable

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43
Q

Explain S in INVEST

A

Stories should be small enough to fit into an iteration

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44
Q

Explain T in INVEST

A

Stories should be testable

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45
Q

Steps in Behavior Driven Development (BDD)

A
  1. Discover the behavior
  2. Formulation of specific tests
  3. Automation of tests
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46
Q

______________ provide the details of the story from a testing point of view

A

Acceptance Criteria

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47
Q

In SAFe, Acceptance criteria is created by whom

A

The Agile Team

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48
Q

What is one format for acceptance criteria

A

Given, When, Then

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49
Q

___________ build the ground work for future User Stories

A

Enabler Stories

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50
Q

What are the 4 types of Enabler stories

A

I-ACE

Infrastructure
Architecture
Compliance
Exploration

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51
Q

Type of Enabler that builds development and testing frameworks that enable a faster and more efficient development process

A

Infrastructure Enabler

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52
Q

Type of Enabler that builds the Architectural Runway, which enables smoother and faster development

A

Architectural Enabler

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53
Q

Type of Enabler that builds understanding of what is needed by the customer to understand prospective solutions and evaluate alternatives

A

Exploration Enabler

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54
Q

Type of Enabler that facilitates specific activities such as verification and validation, documentation, sing-offs, regulatory submissions, and approvals

A

Compliance Enabler

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55
Q

_____________ are a systematic approach to improving the system without changing the observable system behavior

A

Refactors

Examples: improving maintainability, performance, or scalability

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56
Q

_____________ are research activities to reduce risk, understand a functional need, increase estimate reliability, or define a technical approach

A

Spikes

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57
Q

What are the two types of Spikes

A

Technical Spike

Functional Spike

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58
Q

This type of spike involves researching a technical approach or unknown

A

Technical Spike

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59
Q

This type of Spike involves researching how a user might use or interact with the system

A

Functional Spike

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60
Q

A ________ is a singular number that represents ________

A

Story Point, User Story

Volume: How much there is?
Complexity: How hard it is?
Knowledge: What do we know?
Uncertainty: What is not known?

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61
Q

(T/F)

Story points are non relative numbers that are connected to a single unit of measure

A

FALSE!

Stories points are relative numbers that are not connected to a single unit of measure

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62
Q

When it comes to relative estimation, it is understood that an 8 point story could take _____ times longer than a 2 point story to complete

A

4 times longer

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63
Q

What are the modified Fibonacci sequence numbers?

A

0, 1, 1, 2, 3, 5, 8, 13, 20

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64
Q

Estimation is a ________-team exercise

A

Whole

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65
Q

What are the ART level roles

A
  • Executive
  • Product Manager
  • System Architect, UX, Development Manager
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66
Q

(T/F)

The Product Owner is an optional attendee of the daily Standup

A

TRUE

If they do attend, they should not pressure the team or interfere in the teams ability to self-organize and run their standup.

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67
Q

The ____________ has the content authority to make decisions at the User Story level.

A

Product Owner

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68
Q

The __________ has the responsibility to manage the time of the dependencies and the ambiguities.

A

Scrum Master

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69
Q

The __________ has the responsibility to define user stories, plan them into the Iteration, and work out interdependencies with other teams.

A

Agile Team

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70
Q

_____________ are business stories of what each team intends to deliver in the incoming PI.

A

Objectives

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71
Q

(T/F)

Objectives often directly relate to intended features in the backlog?

A

TRUE

72
Q

Historical ______ from previous iterations are used to calculate the ________ of the Scrum team?

A

Averages, Velocity

*Only the average output of completed work in the last interactions is considered

73
Q

This group meets to make adjustments to scope and objectives based on the day’s planning

A

Management

This is done in The Management Review and Problem Solving Session.

74
Q

In what PI Team Brakeout do these things occur?

Ensure the has a draft plan to present.

Identify as many risks and dependencies as possible for the management review.

Secure subject matter experts and program stakeholders as needed by the team.

Facilitate the coordination with other teams for dependencies.

A

Team Breakout 1

75
Q

In what PI team breakout do the following occur?

Business owners circulate and assign business value to PI Objectives from low (1) to high (10).

Teams finalize the program increment plan.

Teams consolidate program risks, impediments and dependencies.

Uncommitted objectives provide the capacity and guardrails needed to increase the reliability of cadence-based delivery.

A

Team Breakout 2

76
Q



What items appear on the Program Board?

A

Feature Delivery (Features)
Significant Dependencies
Milestones / Events

*a red string us used to link dependent stories to the story they depend on…

The program board shows all of the above for all iterations.

77
Q

What’s done in the final plan review?

A
  • Changes to capacity and load
  • Final PI Objectives with business value
  • Program risks and impediments
  • Q&A Session
78
Q

(T/F)

Teams and Business Owners peer-review all final plans?

A

TRUE

79
Q

______ is used to address Program Risks

A

ROAM

80
Q

ROAM stand for..?

A
  • Resolved
  • Owned
  • Accepted
  • Mitigated
81
Q

A risk that has been addressed, no longer a concern.

A

Resolved

82
Q

A risk that someone has taken responsibility of

A

Owned

83
Q

A risk that nothing more can be done. If it occurs, release may be compromised

A

Accepted

84
Q

A risk that the team has planned to adjust to as necessary

A

Mitigated

85
Q

A _____________ is taken by the team on the ART after dependencies are identifies and risks are addressed

A

Fist of Five

Teams vote on:
1. An agreement between team members to do everything in their power to meet agreed-to objectives.

  1. If it is not achievable, teams agree to escalate so that corrective action can be taken.
86
Q

(T/F)

Program PI Objectives simply combine each ART team’s PI Objectives

A

TRUE

87
Q

What are the events/ceramonies in Scrum

A 
Sprint Planning
Sprint Execution
Daily Standup
Sprint Review
Sprint Retrospective
88
Q

What is the main reason why some teams never reach stage 4 (Performing) in the stages of high performing teams?

  • Because there are conflicts
  • Because no one guides them
  • Because the team is not structured correctly
  • Because leadership is spontaneous
A

Because no one guides them —the Scrum Master is a guide for the team.

89
Q

Who can change the backlog during an iteration

  • Senior Management
  • Release train Engineer
  • Scrum master
  • Agile Team
A

Agile Team

90
Q

Good coach do not give people the answer, but instead they….?

A

Guide people to the solution

91
Q

The Program Board identifies Feature Deliver Dates, Milestones, and what else for teams in the Agile Release Train?

A

Dependencies

92
Q

The scrum master does not facilitate the ____________ meeting.

A

Scrum of Scrums

93
Q

What type of Enabler does a System Architect review during System Demo?

Enabler Features
Enabler Stories
Enabler Epics
Enabler Capabilities

A

Enabler Capabilities

94
Q

When is the one time a Scrum Master may be a participant rather than a facilitator?

A

When using ad hoc teams for Inspect and Adapt.

95
Q

Becoming a coach requires a shift from old behaviors to new ones. What are three examples of old behaviors?

  • Focusing on Deadlines
  • Driving the team toward specific outcomes
  • Fixing problems for the team
  • Asking the team for the answers
  • Facilitating team problem solving
  • Focusing on business value delivery
A

Focusing on Deadlines
Driving the team toward specific outcomes
Fixing problems for the team

96
Q

What are two common PI Planning Anti-patterns?

  • Scrum Masters who work with multiple teams do not have time for teams
  • stories are created for the iterations
  • The team decides which changes need to happen and when
  • Too much time is spent analyzing each Story
  • Too much time is spent prioritizing Features
A
  • Scrum Masters who work with multiple teams do not have time for their teams
  • Too much time spent analyzing each story
97
Q

What are the tress features that summarize DevOps?

A
  • A set of technical practices
  • A culture
  • A mindset
98
Q

What are the two primary aspects of a Lean-Agile Mindset?

A
  • Lean Thinking

- Embracing Agility

99
Q

What are the two key constructs in delivering continuous value?

A

Cadence and Synchronization

100
Q

______________ owns the decision of releasing changes into production.

A

Product Management

101
Q

(T/F)

The team must commit to the iteration goals at the end of Iteration Planning.

A

TRUE

102
Q

This demo is performed in the IP iteration.

A

The PI System Demo

103
Q

The _____________ own the planning of stories into iterations during PI Planning.

A

Agile Teams

104
Q

Becoming a coach requires a shift from old behaviors to new ones. What are three examples of old behaviors? Choose three.

  • Focusing on business value delivery
  • Fixing problems for the team
  • Facilitating team problem solving
  • Asking the team for answers
  • Focusing on deadlines
  • Driving towards specific outcomes
A

Focusing on deadlines
Driving towards specific outcomes
Fixing problems for the team

105
Q

Which type of enabler does a system architect review during System Demo?

A

Enabler Epics

106
Q

______________ provides clarity, commitment, and management of information

  • Aligns team members to a common purpose.
  • Aligns teams to a common program increment (PI) Objectives and manage dependencies.
  • Provide transparency and management information.
A

Iteration Goals

107
Q

Communication and synchronization with _______________ .

A

Daily stand-ups

108
Q

What are the Daily Standup questions

A
  • What did I do yesterday to advance the iteration goals?
  • What will I do today to advance the Iteration Goals?
  • Are there any impediments that will prevent the team from meeting the Iteration Goals?
109
Q

This meeting is held after the Daily Standup for involved parties to discuss topics that were beyond h the scope of the Daily Standup.

A

The meet-after

110
Q

This chart shows/counts the effort remaining

A

Burn-down

111
Q

In SAFe, we prefer these kinds of charts

A

Burn-ups

Commutative Flow Diagrams

112
Q

Challenges of burn-down charts

A
  • Focus on tasks completed vs stories completed

- Hard to distinguish between work added and not done.

113
Q

This type of chart shows the amount of work completed

A

Burn-up chart

114
Q

___________ is a research story considered an exploration-style enabler

A

Spike

115
Q

Changing code without changing the behavior. Cleaning up existing code..

A

Refactoring

116
Q

What does the team demo in the iteration review

A

A working, tested team increment

117
Q

Iteration review is time boxed between

A

1 to 2 hours per week or iteration.

  • presentation should be minimized and work should be reviewed from the repository of stories.
118
Q

(T/F)

If a major stakeholder cannot attend the iteration review, the PO should follow up with them individually?

A

TRUE

119
Q

Iteration retrospective is time boxed for

A

30 to 60 minutes

120
Q

The purpose of this meeting is to pick one or two stories that can be done better for the next iteration.

A

Iteration Retrospective

121
Q

The outcome of this meeting is to enter improvement items into the Team Backlog

A

Iteration Retrospective

122
Q

_______ is an approach to DevOps

A

CALMR

123
Q

CALMR stand for

A

Culture - establish a culture of shared responsibility for development, deployment, and operations. Of shared responsibility.

Automation- Automate the continuous delivery pipeline. Of continuous delivery pipeline.

Lean- Keep batch sizes small, limit WIP, and improve extreme visibility. Accelerates delivery.

Measurement- Measure the flow through the pipeline. Implement full-stack telemetry. Of flow, value, and quality

Recovery- Architect and enable low-risk releases. Establish fast recovery, fast revision, and fast fix-forward.
Measurement. Reduces risk and preserves value.

124
Q

DevOps is optimized for

A

Development speed and Stability delivered through collaboration.

125
Q

The __________________ occurs every Program Increment (PI) and serves multiple purposes. It acts as an estimating buffer for meeting PI Objectives and provides dedicated time for innovation, continuing education, PI Planning, and Inspect and Adapt (I&A) events.

A

Innovation and Planning (IP) Iteration

126
Q

Facilitates reliability, Program Increment Readiness, Planning, and Innivation

A

Innovation and Planning (IP) Iteration

127
Q

An estimating guard band for cadence-based delivery

A

Innovation and Planning (IP) Iteration

128
Q

The PI System demo usually takes place in the

A

Inspect and Adapt

*This demo should be as close to the end of the iteration as possible

129
Q

This demo is usually part of the Inspect and Adapt (I&A) event, which feeds into the retrospective and various PI progress metrics, including the ‘program predictability measure’ and ‘program performance metrics. ‘ In large Solution Trains, the system demo feeds into the Solution Demo

A

PI System Demo

130
Q

The Scrum Master should facilitate rather than participate when

A

Using Ad-hoc teams for Inspect & Adapt

131
Q

(T/F)

The Scrum Master should prepare for the PI System Demo before the I&A event

A

TRUE

132
Q

What are the three parts of the Inspect & Adapt event

A
  • The PI System Demo
  • Quantitative and Qualitative Measurements
  • Problem-solving Workshop
133
Q

The Inspect & Adapt event should be time-boxed for

A

3 to 4 hours per PI

134
Q

Who attends the Inspect & Adapt event?

A

Teams and Stakeholder

135
Q

In the ___________ the team demonstrates the current state of the solution to the appropriate stakeholders at the end of the PI

A

PI System Demo

136
Q

Who leads the PI System Demo

A

Product Management, POs, and the System Team

137
Q

Who attends the PI System Demo

A 
Business owners, 
ART Stakeholders, 
Product Management, 
RTE, 
Scrum Masters, 
The teams
138
Q

Before or during the System Demo, the teams meet with their _________ to review/ self-asses the business value achieved for each of their PO Objectives.

Each teams planned vs actual business value is then rolled up to the program predictability measure

A

Business Owners

139
Q

What metric is used to measure the predictability of the ART

A

Program Predictability Measure

140
Q

(T/F)

For the ART to do well, all teams must be performing well

A

TRUE

141
Q

The program predictability measure graphs

A

The teams program objectives achieved each PI

142
Q

The optimal region for teams to fall in on the Program Predictability Measure is called the _________

A

Effective Process Control Range

143
Q

The _______________ contains all of the work to de done. This work is defined as stories, but it may include other work items representing all the things the team needs to do.

A

Team Backlog

144
Q

______________ is an event where all team members determine how much of the team backlog they can commit to delivering during an upcoming iteration.

A

Iteration Planning

145
Q

In the __________ the team gathers remotely or in person to discuss sweat the team did in the last 24 hours to progress the team’s iteration goals, what they will do in the next 24 hours to progress the team’s iteration goals, and what blocks might be in the team’s way.

A

Daily Stand-up

146
Q

At the end of each iteration, the team conducts an _____________. During this meeting, the team demonstrates Each story accomplished, culminating with the team’s increment of value for that iteration. This is not a formal status report; rather, it’s a review of the tangible outcomes of the iteration.

A

Iteration Review

147
Q

At the end of the review, the team conducts an ___________ -a time to reflect on the iteration, the process, things that are working well, and current obstacles. The team creates improvement stories for the next iteration.

A

Iteration Retrospective

148
Q

The team backlog contains these kinds of stories…

A

User
Enabler
Improvement

149
Q

_____________ stories are the stories that capture the results of the teams iteration retrospective

A

Improvement Stories

150
Q

_____________ backlog contains all of the enabler stories that originate from the Program Backlog.

A

The Team

151
Q

Who is responsible for the team backlog

A

The Product Owner

152
Q

(T/F)

The entire ART works from the Program Backlog

A

TRUE

153
Q

The _____________ backlog consists of upcoming features that are planned to be delivered by an ART

A
154
Q

The team backlog can include

A 
Spikes / research
Capabilities 
Epics 
Refactors
Maintenance
Other technical debt
Other team dependencies
Other commitments
Features
Stories
155
Q

(T/F)

Enabler stories are prioritized and estimated he same way as user stories.

A

TRUE

156
Q

Teams apply capacity allocation to which two backlogs

A

Program Backlog and Team Backlog

157
Q

This backlog consists of the stories committed to for the iteration, with clearly defined acceptance criteria.

A

Iteration Backlog

158
Q

___________ represent a sentence or two for each story stating the business objectives of the iteration.

A

Iteration Goals

159
Q

What are the outputs of Iteration Planning

A

Iteration Backlog
Iteration Goals
The teams commitment

160
Q

_____________________ over process and tools

A

Individuals and Interactions

161
Q

_____________________ over comprehensive documentation

A

Working Software

162
Q

_____________________ over contract negotiation

A

Customer Collaboration

163
Q

_____________________ over following a plan.

A

Responding to change

164
Q

The DEEP Criteria stands for

A

Detailed
Estimated
Emergent
Prioritized

165
Q

The Product Backlog must be __________.

A

DEEP

166
Q

What are/ What does S.M.A.R.T Objectives Mean

A

A way to write better objectives and stands for;

Specific
Measurable
Achievable
Relevant
Time-bound
167
Q

What are the three components of story points?

A

Risk- unclear demand, dependencies on third parties, uncertainty in the future

Complexity- Effort needed to develop a feature

Repetition- monotonous tasks without any risks or repetition

168
Q

What does CALMR Stand for and what is it used for?

A 
Culture
Automation
Lean Flow
Measurement
Recovery

CALMR is used for DevOps

169
Q

An increment should be

A

Useable
Shippable
Valuable

170
Q

What are the 4L’s of a retrospective?

What I…

A
  • Loved
  • Loathed
  • Learned
  • Longed for
171
Q

What are the 12 Agile Principles

A
  • Customer Satisfaction
  • Welcoming Change
  • Frequent Delivery of Working Solutions
  • Collaboration
  • Motivated Teams
  • Face-to-Face Conversation
  • Working Software
  • Sustainable Development
  • Technical Excellence
  • Simplicity
  • Self-Organizing Teams
  • Reflections… Inspect and Adapt
172
Q

4 Agile Values - Agile Manifesto

A
  • Individuals and Interactions OVER Processes and Tools.
  • Working software OVER Comprehensive Documentation.
  • Customer collaboration OVER Contract Negotiation.
  • Responding to Change OVER Following a Plan.

we still value the items on the right, but we emphasize/value the items on the left more

173
Q

What do story points represent?

A

EFFORT required to complete a user story

174
Q

What impacts a story point’s effort estimate?

A

Complexity,
Amount of work
Risks & Uncertainties

175
Q

_______ are an estimate of the overall effort it will take to implement a PBI or any other piece of work

A

Story Point

176
Q

User stories are not ____________, they are place holders for conversations.

A

Requirements

User stories provide for collaboration and conversation around the value to be delivered to the stakeholder/customer…

Agile (1 decks)

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