Question 1

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.

Also see: Lean Waste, Lean Product Development, Kaizen, PDCA

Question 2

Lean Waste

Accepted Answer

Lean waste is a type of waste that relates to non-value added activities in processes, communication, information sharing, product features etc.

Any non-value add activities that a team undertakes, is a lean waste and such waste is detrimental to any organizaiton, as it creates delays in value creation and increases cost.

8 Types of Lean Wastes are:

Work-In-Progress, Inventory, Partially Done Work
Over Production, Extra Features
Extra Processing, Relearning
Transportation, Handoffs
Delays
Task Switching, Motion
Defects
Unused Talent

Also see: Lean Thinking

Question 3

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:

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

Less Complete Picture by Micheal James, Certified LeSS Trainer:

Question 4

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 5

Minimum Viable Product (MVP)

Accepted Answer

Minimum Viable Product is a version of a new product with just enough (minimum) features to be usable by early customers. If early adoptors can use our product to solve their core need, then they can provide feedback for future product development of the product.

MVP aims to validate key assumptions / hypothesis about the product idea and achieve most validated learning possible for the least amount of effort / investment.

The purpose of releasing an MVP could be:

MVP doesn't have to be dud. It can be Exceptional as well.

After validation of the idea through MVP, the Product is supposed to be improved incrementaly based on customer's feedback - each increment being more valuable than the previous verisons.

Question 6

Net Promoter Score (NPS)

Accepted Answer

Net Promoter Score is a customer loyalty metric used to gauge the likelihood of customers recommending a company's product or service to others.

Customers are asked to rate their willingness to refer the company or their product or service on a scale from 0 to 10.

Based on their responses, customers are classified into three categories: Promoters (score 9-10), Passives (score 7-8), and Detractors (score 0-6).

The NPS is calculated by subtracting the percentage of Detractors from the percentage of Promoters, yielding a score between -100 and 100.

Higher NPS score means the customers are very likely to spread positive word-of-mouth about the company's offerings to others and that can also lead to increased customer retention and business growth.

Question 7

OKRs

Accepted Answer

Objectives and Key Results (OKR) is a goal-setting framwork to establish focus towards delivering results that truely matter and to direct all initiatives toward measurable strategic outcomes.

OKRs are goal-setting metrics that are meant to be measurable, time-bound, achievable, relevant, and specific.

OKRs are expressed in a format that employees can easily understand. The use of OKRs allows all employees to focus on what’s most important to the company as a whole.

Question 8

One-Piece Flow

Accepted Answer

One-piece flow is a lean (manufacturing) practice, in which customers receive a valuable product that is produced from start to finish, per the customer's needs. Such a process limits work-in-progress, eliminates waste, excess processing, and over-production, which increases efficiency and lowers costs.

Due to reduced work in progress, the flow of the value increases, overhead costs go down, the inventory carrying costs signifiacntly reduces, the throughput increases.

Question 9

Open Space

Accepted Answer

Open Space is a democratic way to facilitate and organize meetings, conferences, and organizational work involving a large number of people with diverse backgrounds and interest.

Participants opt in to create and manage the agenda of discussions as it emerges to achieve strategic and complex objectives.

Harrison Owen an Open Space Evangelist describes the Four Principles and One Law which guide behavior of participants in Open space.

**The principles are: **

Whoever comes is the right people, which reminds people in the small groups that getting something done is not a matter of having 100,000 people and the chairman of the board. The fundamental requirement is people who care to do something. And by showing up, that essential care is demonstrated.
Whatever happens is the only thing that could have, keeps people focused on the here and now, and eliminates all of the could-have-beens, should-have-beens or might-have-beens. What is is the only thing there is at the moment.
Whenever it starts is the right time, alerts people to the fact that inspired performance and genuine creativity rarely, if ever, pay attention to the clock. They happen (or not) when they happen.
Lastly When it’s over it’s over. In a word, don’t waste time. Do what you have to do, and when its done, move on to something more useful.

The Law of Two Feet, which states simply, if at any time you find yourself in any situation where you are neither learning nor contributing – use you two feet and move to some place more to you liking. Such a place might be another group, or even outside into the sunshine. No matter what, don’t sit there feeling miserable

Question 10

Organizational Topologies

Accepted Answer

Organizational Topologies can serve as a valuable coaching tool for evaluating, tracking, and modifying organizational structure.

Through Org Topology Mapping, individuals and teams can take ownership of and advance their progress towards greater levels of adaptability, regardless of their current starting point

This approach can facilitate the development of a customer-centric, adaptable, and resilient organization better equipped to navigate change with confidence.

Question 11

Pareto Principle

Accepted Answer

The Pareto Principle states, for many events, roughly 80% of results (effects) come from 20% of the inputs (causes). Hence also knowns as 80/20 rule.

While the actual % would change based on situation and context, it is almost always true that:

a small proportion of the efforts (inputs) towards certain areas generate a larger proportion of results (outputs).

The Pareto Principle provides a useful framework for understanding complex systems and identifying key areas for focus / improvement.

When correctly used by the Scrum Teams, it can help order Product Backlog Items (PBIs) that would yield most value, identify which retrospective improvement idea to pursue among many, optimize resources, and improve overall ROI.

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Image source: Interaction Design Foundation

This 80-20 rule can be applied to many areas such as business, learning, finance, sales, marketing, customer service etc.

The Pareto Principle is named after Italian economist Vilfredo Pareto (1848-1923).

Question 12

PDCA

Accepted Answer

Plan-Do-Check-Act (PDCA) is an iterative problem solving framework developed around 1950s by Edward Deming.

PDCA is used to improve processes, products, and services, by improving upon quality, reliability, productivity, and effectiveness. PDCA is an improvement cycle, and is also known as dynamic improvement.

Plan: Involves gathering data, defining the issue, and identifying potential solutions.

The PDCA cycle is repeated until the desired improvement is achieved.

Question 13

Product Backlog

Accepted Answer

The Product Backlog is one of the Scrum Artifacts.

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 is never complete. It is constantly changing to reflect the ever-changing needs of the stakeholders.

The Product Backlog is owned by the Product Owner.

The Product Backlog is ordered by value, with the most valuable items at the top of the list. The Product Owner is responsible for ordering the Product Backlog, but may do so with input from the Development Team and other stakeholders.

Key benefits of a Product Backlog include:

Transparency of product requirements (upcoming work) for all stakeholders
The ability to constantly adapt the product to changing needs
Improved communication between the Product Owner and the Development Team
A clear order of product requirements based on value.

Question 14

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:

Also see:User Story, Spike, Technical Debt, Product Backlog Refinement

Question 15

Product Backlog Refinement (PBR)

Accepted Answer

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

Product Backlog Items may be added, deleted and reordered.

The Product Backlog Refinement is a joint effort between the Product Owner and the Developers. The Product Owner is Accountable for the PBR.

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

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

Question 16

Product Goal

Accepted Answer

"The Product Goal describes a future state of the product which can serve as a target for the Scrum Team to plan against." - Scrum Guide 2020.

Crafted and Communicated by the Product Owner, the Product Goal is the long-term objective, a specific and measurable benefit or outcome a product should create.

The Scrum Team is focused on one product goal at a time. They must fulfill (or abandon) one product goal before taking on the next.

Question 17

Product Owner

Accepted Answer

The Product Owner is accountable for maximizing the value of the product/service being built.

The Product Owner owns the decisions related to funds, works with the stakeholders and steers the direction of the product to optimize the outcomes and impact for the customers.

Question 18

Product Roadmap

Accepted Answer

Product Roadmap visually represents the strategy and vision of the Product Owner. It may contain the high level requirements in order of customer value, and the direction of the product over time.

Question 19

Product Vision

Accepted Answer

Product Vision is a high-level, aspirational statement that articulates the long-term direction and purpose of a product. It provides a clear and inspiring picture of what the product is meant to accomplish, who it is intended for, and benefits it provides to the customers.

A well-defined product vision helps build a shared understanding, align teams, and provide clarity on the desired outcomes for the product.

The importance of Product Vision lies in its ability to inspire, motivate, and guide the product team throughout the product development cycle. It serves as a North Star, helping to keep the team focused on what truly matters and ensuring that everyone is working towards the same goals. It also helps to align stakeholders and customers around a shared vision for the product, which can improve communication, reduce conflicts, and increase the chances of success.

The Product Goal is a specific, relatively short-term, and measurable objective that helps the team make progress towards that vision. It guides the team to focus on delivering incremental value.

Examples of Product Vision:

The Amazon Kindle: "To provide customers with the best possible reading experience on a digital device." The Kindle's product vision is centered around delivering a superior reading experience that replicates the experience of reading a physical book as closely as possible, with features like a glare-free display, long battery life, and access to a vast library of e-books.
Google Maps: "To organize the world's geographic information and make it universally accessible and useful." Google Maps' product vision reflects its mission to provide users with accurate and detailed maps that help them navigate the world around them, with features like turn-by-turn directions, real-time traffic updates, and user-generated reviews.
Netflix: "To become the world's leading internet television network, offering a wide range of TV shows and movies to our members." Netflix's product vision centers around providing users with a vast library of high-quality streaming content that they can access anytime, anywhere, with features like personalized recommendations, ad-free viewing, and offline downloads.
Tesla Model S: "To accelerate the world's transition to sustainable energy by creating the safest, most compelling car ever produced." The Model S's product vision reflects Tesla's commitment to promoting clean energy and reducing carbon emissions, with features like a high-performance electric drivetrain, advanced safety features, and a sleek, futuristic design.

Question 20

Progressive Refinement

Accepted Answer

In Scrum, the product is built incrementally and iteratively. As the product is used in the market, as new needs are identified, the Product Backlog emerges to adapt to the new needs.

Instead of refining the Product Backlog all at once at the begining, the Product Backlog is progressively refined over the period of development to accomodate the emerging needs.

Question 21

Release Planning

Accepted Answer

Release Planning is the process of planning a product release, identifying the capabilities that need to be released, stakeholders and team members involved, budget and timelines.

In Scrum, every Sprint enables inspection and adaptation of progress toward a Product Goal. Every Sprint begins with Sprint Planning and results in at least one increment that is usable to customers.

Some teams release increments multiple times a sprint, other teams group features from more than a sprint before releasing to the customers.

Those releasing at least once a sprint, do not need seperate release planning besides the Sprint Planning that already exists.

Question 22

Return on Investment (ROI)

Accepted Answer

Return on Investment (ROI) is a ratio of the gains from an investment over the investment.

ROI = Gains / Investment

For Example: Implementing a set of features required an investment of $100K, and after implementing those features, the product generated additional $300K in profitability.

In this case the ROI = ($3,00,000 / $1,00,000) = 3.

Question 23

Scrum Artifacts

Accepted Answer

A Scrum team needs access to shared information in order to effectively perform its activities and Inspect the information.

Scrum Artifacts are designed to maximize transparency of key information. Thus, everyone inspecting them has the same basis for adaptation.

The three Scrum Artifacts represent work or value:

Product Backlog
Sprint Backlog
Increment

Each artifact contains a commitment to ensure it provides information that enhances transparency and focus against which progress can be measured.

Question 24

Scrum Board

Accepted Answer

Visualizing the work of the Scrum Team via a board (either virtual or physical) is a common practice used by Scrum Teams. The purpose of creating such a board is to create transparency of information.

While the Scrum Guide doesn't prescribe any specific practice or a board, it's valuable tool to enhance shared understanding and empiricism.

The Scrum Board may contain the list of everything that's needed in the product (a Product Backlog) and the work of the current sprint (Sprint Backlog).

Question 25

Scrum Events

Accepted Answer

Scrum combines four formal events within a containing event, the Sprint. (That makes total 5 Scrum Events)

Four formal Scrum Events are:

Sprint Planning
Daily Scrum
Sprint Review
Sprint Retrospective

Scrum Events are a formal opportunity to inspect and adapt the Scrum artifacts. Missing any event(s) results in lost opportunities to inspect and adapt.

Events are used in Scrum to create regularity and to minimize the need for meetings not defined in Scrum.

Scrum events are designed to provoke change