Question 1

Agile Mindset

Accepted Answer

Mindset is a reflection of our assumptions, biases, way of thinking, and beliefs that is visible in our choices, decisions and behavior.

An Agile mindset characterizes flexibility and willingness to adapt to changes and unforeseen circumstances.

A person / team having an Agile mindset is:

Curious to learn,
Continuously trying to improve,
Willing to experiment new ideas,
Not hesitant to take risks,
Not running away from challenges,
like growing a muscle,

so that when needs / circumstances change, they are ready to adapt to it.

An Agile Mindset underpins the work of successful agile teams.

On the other hand, someone having a Fixed Mindset would be relatively less flexible, thinks that they know it all, assumes there will be no changes, is not open to learning / feedback, avoid trying new ideas etc.

'Mindset' by Carol Dweck introduced a comparision between a Growth Mindset and a Fixed Mindset and how one can inculcate a Growth Mindset.

Also Refer: Agile Mindset by Kamlesh Ravlani

Question 2

Daily Scrum

Accepted Answer

The Daily Scrum is a 15-minute time-boxed event for the Developers of the Scrum Team. During the Daily Scrum, the developers inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work.

It is held at the same time every working day of the Sprint.

Daily Scrums improve communications, identify impediments, promote quick decision-making, and consequently eliminate the need for other meetings.

The Scrum Master and the Product Owner are not required (participants) at the Daily Scrum. While they can observe, they do not interrupt or interfere.

Question 3

Product Backlog Item (PBI)

Accepted Answer

Items in the Product Backlog are called Product Backlog Items (PBIs) in Scrum.

A PBI may represent any need such as: Business Functionality, Technical Enhancement, Change request, Defect, Support ticket, etc.

Scrum does not prescribe any specific way to write PBIs. Many teams find lightly written User Stories (a practice from XP Engineering Practices) to be a useful practice.

Suggested Reading:

Question 4

Burn Down Chart

Accepted Answer

A burn down chart is a graphical representation of the work left to do versus the time.

If a burn down chart is created at for a two week Sprint having 8 Product Backlog Items (work) in the Sprint Backlog, the X-Axis will have 0 - 10 days and the Y-Axis will show 0 - 8 PBIs.

As the days pass and the work remaining reduces, the graph from the top left will gradually trend (burn) down towards bottom right.

The developers may (choose to) create and update the Sprint burn-down chart to graphically track the progress during the sprint.

The Scrum Master should neither create, nor update the Burn-Down chart, to ensure that the Developers retain the ownership of tracking and monitoring the progress of their Sprint work.

Question 5

Product Backlog Refinement (PBR)

Accepted Answer

Product Backlog Refinement (PBR) is the act of breaking down, adding deatils (such as: description, order and size) and further defining Product Backlog items into smaller more clearer items.

PBR is not a prescribed scrum event, rather an ongoing activity.

PBR used to be called Product Backlog Grooming in older Scrum Guides.

Question 6

Stakeholders

Accepted Answer

Anyone with a stake / interest in the Scrum Team and it's outcomes could be a stakeholder to the Scrum Team. Stakeholders could be internal as well as external to the organization.

Internal stakeholders may be people from various functions / departments of the organization such as: finance, sales-marketing, infrastructure, customer support, release management, etc.

External stakeholders may include clients, paying customers, end users, consumers, prospects, etc.

Question 7

Sprint Review

Accepted Answer

Sprint Review is the opportunity to inspect the increment (outcome of the sprint) and adapt the product backlog. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed. Participants collaborate on what to do next.

The Sprint Review is the second to last event of the Sprint.

Question 8

LeSS Framework

Accepted Answer

LeSS (Large-Scale Scrum) is a framework focused on applying the principles, elements, and purpose of Scrum in a large-scale context. Less is Scrum applied to multiple teams building a large product.

Like Scrum, LeSS hits the sweet spot between defined concrete elements and empirical process control.

LeSS offers: . Principles: The LeSS principles provide the basis to find answers as to how best to apply LeSS in your specific context. . Less Rules: Less rules define what is LeSS (and what isn’t) and they provide a concrete framework for applying LeSS. . Guides: Guides are tips and recommendations for adopting LeSS. . Experiments: Hundreds of tried experiments that a team can pick and choose from to try in their context.

Introduction to LeSS (Large-Scale Scrum) - Shana:

Less Complete Picture by Micheal James, Certified LeSS Trainer:

Question 9

Scrum Master

Accepted Answer

The Scrum Master is responsible for promoting and supporting Scrum. Scrum Masters do this by helping everyone understand Scrum theory, practices, rules, and values.

Scrum Master is not a new name for the traditional (Project) Manager. Rather, the Scrum Master is a true leader who leads through serving.

The Scrum Master serves the Developers, the Product Owner and the Organization through Educating, Facilitating and Coaching them to higher performance and agility.

Question 10

Acceptance Criteria

Accepted Answer

Acceptance criteria (AC) is the set criteria that define / limit the functional scope of a Product Backlog Item. It guides how a particular feature may be used from an end user’s perspective. If the implementation of a functionality meets the Acceptance Criteria the Product Backlog Item (or a User Story) would be accepted by the user, the customer, or the Product Owner.

Refer for More: Tips to Write Effective Acceptance Criteria

Question 11

Sprint

Accepted Answer

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

Sprints are fixed length events of one month or less that repeat one after the other and create consistency.

Shorter Sprints are preferred as they generate more learning cycles and limit risk of cost and effort to a smaller time frame.

Question 12

Impediment

Accepted Answer

An Impediment is anything that prevents a team from moving forward, and from getting work Done. Also knowns as a Blocker.

Impediments add delay and overprocessing (form of waste) to a team's work.

Impediments could be intra team, inter team and organizational.

Impediments can be effectively addressed when team members facing an impediments quickly announce it and create transparency about it.

Question 13

Product Backlog

Accepted Answer

The Product Backlog is one of the Scrum Elements.

The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of requirements for any changes to be made to the product.

The Product Backlog is an emergent artifact and creates transparency of the upcoming work.

It's owned by the Product Owner.

Question 14

Sprint Planning

Accepted Answer

Sprint Planning is one of the prescribed Events within the Scrum framework. Conducted at the beginning of every Sprint where the work to be performed for the Sprint is planned.

Sprint Planning addresses the Why, What, and How of the sprint work.

Question 15

Scrum Team

Accepted Answer

The fundamental unit of Scrum is a small team of people, a Scrum Team. The Scrum Team is a cohesive unit of professionals focused on one objective at a time, the Product Goal.

The Scrum Team consists of one Scrum Master, one Product Owner, and Developers.

Scrum Teams are cross-functional, self-managing, small (10 members or less).

Question 16

Lean Thinking

Accepted Answer

Lean thinking is an organizational approach, based on the view that non-value-added activities (waste) in products and services impedes customer value creation. It focuses on ways to organize human activities to effectively deliver value while reducing muda (waste), mura (unevenness) and muri (overburden).

Lean Thinking ideas emerged from studying Toyota Production System (TPS). It was found that if every employee is trained to identify wasted effort, steps and time in their own work and to work together as a team to improve processes by eliminating such waste, the resulting culture (basic thinking, mindset & assumptions) will deliver more value effectively while improving team work, their capability, and motivation.

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