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.

![Mindsets.jpg](https://malcolm-en-gb.s3.eu-west-1.amazonaws.com/instances/iBXIwUgCog/resources/lwCXqAgZas/Mindsets.jpg)

Also Refer: [Agile Mindset by Kamlesh Ravlani](https://www.slideshare.net/kravlani/agile-mindset-54441533)

Question 2

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 3

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.

Question 4

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 5

Scrum Values

Accepted Answer

Scrum Values offer overarching guiding-rails to how team members behave, act, work, and collaborate as a team.

Scrum offers five Scrum Values: Focus, Openness, Respect, Commitment and Courage.

When a Scrum Team and the people they work with embody these Scrum Values, they a build high trust environment.

Question 6

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 7

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 8

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 9

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 10

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 11

Methodology

Accepted Answer

Methodology is a body of methods, rules, procedures and processes to achieve a goal. Usually methodology tries to define steps and answers to various situations. Most methodologies are bulky and rigid due to being prescriptive.

Question 12

Developers

Accepted Answer

Developers are cross-functionally skilled people in the Scrum Team who contribute to develop a usable Increment each Sprint.

The Developers are accountable for:

* Planning the Sprint work;
* Execution and adapting their plan each day toward the Sprint Goal;
* Creating a quality Increment that adhers to their Definition of Done;
* Holding each other accountable as professionals.

Question 13

Cross-Functional Team

Accepted Answer

A Cross-Functional team comprises of people with all the needed functional skills needed to translate the work planned for a sprint in to a Done Increment without being dependent on people outside this team.

While experts at their primary skill, members of a cross-functional team may also develop competence at a secondary skill (not necessarily all the skills) to become more valuable for the team.

Question 14

Agile Coaching

Accepted Answer

A coaching intervention that is focused on helping teams, leaders and organizations to improve their ability to gracefully change / adapt to changing needs, may be identified as Agile Coaching.

Question 15

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](https://agileforgrowth.com/blog/acceptance-criteria-checklist/)

Question 16

Lean Product Development

Accepted Answer

Lean product development a method for developing products that focuses on increasing visibility through small batches, shortening feedback loops, reducing waste, and continuous improvement. It results in speeding up delivery, reducing lead time and increasing customer value.