Feb 17, 2022 · Q35. When the team needs to make a decision, what is the best course of action? Try to achieve concensus. Take a vote and the majority rules. Identify the person who is most knowledgeable and ask them to decide. Let the most senior member of the team decide. Q36. Which action is something the Team Facillitator should NOT do? Embrace servant ...
Jun 17, 2019 · On the seventh day of the Iteration, the team realizes that they will not complete 5 of the 13 Stories. The Product Owner (PO) says she cannot negotiate the scope of the remaining Stories any further. What is the PO's best course of action? Artificial Intelligence Interview Questions and Answers [Updated 2020]
Aug 19, 2017 · Teams that measure stories completed as a first-class metric are often abusing velocity as a measure of productivity. These teams are often so busy trying to achieve higher levels of team-member utilization that they focus on parallelizing work rather than collaboratively swarming over it.
Near the end of a Sprint, the team realizes that they will not be able to complete the stories they had committed to. What is the best course of action for the team? A. Add resources and team members to meet the goals of the current Sprint. B. Ask the Product Owner to decide which stories can be delayed until the next Sprint.
Whenever your team finds an incomplete story at the end of the Sprint, simply roll that story, in its entirety, into the next Sprint. When this happens, no points should be awarded to the team, for partial completion of the story.Jan 21, 2019
Identify the stories that you won't be able to finish. Document and estimate the remaining. Send these stories back to the Product Backlog. Take the unfinished stories to the Sprint Retrospective.Aug 29, 2019
What should happen if the Product Owner does not accept a story by the end of the iteration? The team does not get credit for the story's points in its velocity calculation. The story should be sliced to reflect the work completed.
Short term solutionsRe-engage with your goals and your business backlog. ... Move planning until you have tangible things that are ready. ... Pick up some tech debt. ... Fix bugs. ... Address some low hanging fruit. ... Check action items from your last retro. ... Have a grooming session with the team. ... Speak to fellow product managers.More items...•Dec 8, 2016
Q #17) What happens when all the Sprint Items cannot be completed? In a case where the team is unable to complete all the Sprint Backlog items, nothing happens. The Sprint ends on the stipulated date with the completed items. The Development Team demonstrates the completed items in the Sprint Review meeting.Feb 3, 2022
The Sprint end date should not be extended. By extending the end date, the Team may be completing what was planned in the Sprint. But they will lose the discipline and dedication of completing what was committed within the Sprint. It will also impact the Team's velocity, as the size of Sprints will vary.Aug 29, 2018
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes should promote sustainable development.
Agile Manifesto Purpose The four values in Agile manifesto promote a software development process, which focuses on quality. They do it by creating software that meets customer's expectations and needs.Jul 7, 2021
The 12 Agile Principles#1 Satisfy Customers Through Early & Continuous Delivery. ... #2 Welcome Changing Requirements Even Late in the Project. ... #3 Deliver Value Frequently. ... #4 Break the Silos of Your Project. ... #5 Build Projects Around Motivated Individuals. ... #6 The Most Effective Way of Communication is Face-to-face.More items...
To keep your product backlog manageable, it's best to follow these simple tips:Review the backlog periodically.Delete items you'll never do.Keep items you are not ready for off the backlog.Do not add tasks unless you plan to do them soon.Always prioritize.Apr 28, 2019
7 Tips to Prioritize Your Product BacklogDetermine a bucketing system for organizing items on your backlog. ... Arrange the top items on your product backlog to represent your next sprint. ... Don't include any task lower than second-level priority on the backlog.More items...
6 Tips For a Lean BacklogTake the Product Owner Role Seriously. There should be one person — no more, no less — responsible for the backlog of each scrum team. ... Limit Design in Process. ... Decide How to Manage the Backlog. ... Make Decisions. ... Work With an Aging Idea Funnel. ... Follow Your Own Rules.Dec 7, 2017
In SAFe, an Agile team is a cross-functional group of 5-11 individuals who define, build, test, and deliver an increment of value in a short time box. Because communication quality diminishes as team size increases, Agile enterprises tend to prefer collections of smaller teams. For example, it’s generally better to have two teams ...
Collaborating with product management around continuous exploration, they continuously integrate, and they continuously deploy their work to staging and (ideally) production environments. While Agile teams strive to independently deploy and release their parts of solutions, some technical, regulatory, and other hurdles may hinder them. In those situations, teams coordinate and align their deployment and release to production.
The Scrum Master is a servant leader and coach for the team. This role instills the agreed-to Agile process, helps facilitates the removal of impediments to progress, and fosters an environment for high performance, continuous flow, and relentless improvement. Figure 2. Agile teams include two specialty roles.
SAFe Principle #10 – Organize around value, guides enterprises to organize people and teams around one goal: the continuous delivery of value to the customer. But to do so, they must consider how best to design their Agile Teams.
The term ‘stream-aligned’ emphasizes the importance of organizing teams to deliver a continuous ‘stream’ of value within the development value stream that builds, runs, and supports the product or solution. Skelton and Pais define a stream-aligned team as follows:
A part of a cyber-physical system (e.g., an engine control module in an autonomous vehicle) While all solutions can be decomposed into subsystems, not all subsystems require complicated subsystem teams.
A technology or computing platform is a set of services that the stream-aligned teams can access, typically via a set of self-service APIs. Much like the complicated subsystem teams, platform teams (and the platforms they maintain) are created to reduce a stream-aligned team’s cognitive load. Moreover, they should be allocated in a way that increases the autonomy of the stream-aligned teams.
On the seventh day of a two weeks Sprint, we realize that 20 percent of the stories cannot be completed...Is it possible/recommended to cancel the iteration on start a new iteration?
One of the hardest (but most important!) transitions agile teams need to make is the transition from utilization-based resource planning to goal-based planning. This is intertwined with the need to transition from utilization-based KPIs (which are generally only proxy metrics for productivity anyway) to results-driven measures of success.
If you find that the Product Owner and the Development Team can't routinely agree on a cohesive goal (hint: "finish 100% of the stories assigned to the Sprint" is not a valid goal) then you need to work as a team to determine if that's because:
If you're setting the right goals and choosing the right user stories, then it's absolutely possible for a Sprint to fail. In fact, I would estimate that many of my high-performing teams have a 5-8% failure rate, and I would accept up to about 20% on short projects or from less-mature teams.
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