SAFe 5 Advanced Scrum Master 2024

SAFe 5 Advanced Scrum Master How does a Scrum Master lead a team's in relentless improvement? - ✔By facilitating the Iteration Retrospective An effective decision-making framework provides which two ultimate outcomes? - ✔1 Improves flow 2 - Unlocks the intrinsic motivation of knowledge workres What are two Release Train Enginner responsibilities? - ✔1 - Drive relentles improvement through Inspect and Adapt 2 - Facilitate PI Planning readiness and the event itself What is one way to improve the skills of a team member? - ✔Pair-work with other team members Who should vote on root causes? - ✔The team members working on that problem One of the Scrum Master's main responsibilities is to communicate with management and outside stakeholders to hel the team in what way? - ✔Protect them from uncontrolled addition of work A team's Product Owner (PO) takes an unexxpected leave of absence for the last week of the Iteration. Trhee of the team's Sotires have been completed and are waiting to be accepted.

The Scrum Master asks the Product Manager (PM) to attend the Iteration Review and accept the Sotires. The PM responds that he is not familiar enough with the intent to feel comfortable accepting these responsabilities. He suggest keeping the iteration open for additional week and waiting for the PO to come back. What should the team's Scrum Master do? - ✔Work with the Release Train Enginner to find a solution The Agile Team need to learn or acquire new skills. Where is this list of skills found? ✔In the Improvement backlog Who participates in the Inspect and Adapt event? - ✔The entire Agile Release Train What are three Interation Retrospective anti-patterns? - ✔1 - When only some of the team attends 2 - When the Scrum Master decides what the retrospective topic(s) will be and directs the team on specific improvement items to work on 3 - When the team's people manager comes in to observe

What are two examples of tasking anti-patterns? (Choose two.) - ✔1 - The team focuses on task completion over Story completion and acceptance criteria; 2 - The team provides updates only on tasks during the daily stand up meeting Wich two actions enhance an Agile Release Train's performance? - ✔1 - Collaboration 2 - Team alignment How does the Scrum Master hel teams address the challenges of modern Enterprises?

- ✔By actively addressing impediments What is the skill type Scrum Masters try to get the Agile Team to achieve? - ✔T-Shaped One state on the team Kaban board has people waiting while the previous stage is overloaded. What should the Scrum Master consider doing? - ✔Encourage and coach the people in the under-utilized stage to hel with the work of the overloaded stage How can learning Milestones be used? - ✔To test the conecpt of a new Feature or Capability What is one Extreme Programming (XP) rule adopted in SAFe? - ✔Pair Programming Why are SAFe Scrum Masters challenged differently in a Enterprise? - ✔The team is affected by teams and stakeholders beyong their control SAFe Scrum Master interact with wich level(s) of Framework? - ✔All Levels Wich tow events explicity implement the Lean-Agile Mindset of relentless improvement?

- ✔1 - Inspect and Adapt 2 - Iteration Retrospective Who is responsible for assisting to establish Continuous Integration in SAFe? - ✔The System Team What is the connection between feedback and optimun batch size? - ✔Lack of feedback contributes to higher cost During Iteration Review, the team decides to carry forward three Stories to the next iteration. This is the second time during this PI that some of the team's Stories are carried over. What are two actions the Scrum Master should take? - ✔1 - Discuss the issue at the Itaration Retrospective 2 - Perform the 5 Whys to find the root cause of the delays Who reviews the top Capabilities for the upcoming PI? - ✔Solution Management

Wich statement describes how Kanban teams handle capacity during PI Planning? ✔They use throughput as an indication of their capacity Which technique is used to identify root causes during the problem-solving workshop? ✔5 Whys What are two key areas a team should be organized aroung? - ✔1 - Enablers 2 - Features What anti-pattern can emerge during the Scrum of Scrums? - ✔Scrum Masters report on the teams' tasks status each day A team achieved less than 80% predictability during the quantitative measurement of the Inspect and Adapt event. What would be an unacceptable action for this team's Scrum Master take? - ✔Decide improvement actions for the team to implement In complex systems development, what do local integration points ensure? - ✔That each Capability of the systems is meeting its responsibilities in contributing of the overall Solution Intent Wich SAFe organizational construct allows businesses to build large and complex systems wich require hundreds of people in a Lean-Agile manner? - ✔Solution Train Achieving the goals of Release on Demand requires an understanding of how to decouple what? - ✔The release from deployment What improves collaboration between Scrum Masters and System Architects, System Teams and Operations? - ✔Program Kanban What is the most effective way to estabilish Built-in Quality? - ✔Perform as many types of testing within the Iteration boundaries as possible What action should be taken on relentless improvement backlog items from the problem-solving worshop? - ✔Use the items as direct input into the PI Planning event that follows How do Kanban Teams implement the SAFe Lean-Agile mindset of relentless improvement? - ✔By using cumulative flow diagrams to objectively measure bottlenecks and variation which could be due to systemic factors Wich SAFe configuration requires having a Vision? - ✔All SAFe configurations

What are two typical anti-patterns with Product Owners (POs)? - ✔1 - POs design the Solution before brining the intent to the team; 2 - POs and Product Management are not aligned with business intent What is a recommended Story-Splitting technique for Agile Teams? - ✔Implement the 'happy path' first and the rest of the scenarios afterwards What is the first step in the problem-solving workshop? - ✔Agree on the problem to solve What are three benefits a community of practice offers? (Choose three.) - ✔1 - To drive craftsmanship; 2 - To facilitate the adoption of new methods and techniques; 3 - To provide a place to acquire knowledge; https://www.scaledagileframework.com/communities-of-practice/ What provides objective evidence that the system is iterating? - ✔System Demo Wich statement is tru about the phase-gate Milestone model? - ✔It does not mitigate risk as intended Wich pilar of the SAFe House of Lean supports not imposing wishful thinking? ✔Respect for People and Culture Considering individual skill sets, an E-shaped person has a combination of what? ✔Experience Expertise Exploration Execution When does the Inspect and Adapt event happen? - ✔At the end of each PI During PI Planning, the scrum of scrums meetings help accomplish which two actions? ✔1 - Keeping the planning Milestones on track 2 - Exposing risks, impediments, and dependencies What is one characteristic of an effective Agile Team? - ✔To provide: 1 - Steady (Estável) 2- High Quality 3 - Incremental Value How do Agile Teams ensure theirn own retrospective improvement actions are implemented? - ✔Add improvement Stories to the team backlog to implement in the next Iteration

At the System Demo, each team demonstrates their own work, but the system is not integrated. They say they underestimated the integration effort and cannot integrate every Iteration and also meet the planned scope. What should the Scrum Master suggest? - ✔Discuss removing scope with Product Management to allow for Continuous Integration How does work flow from one state to the next in a team Kanban board? - ✔Team members pull work from the previous state when they can do so without impacting their current state WIP constraint What are the responsibilities of a SAFe Scrum Master on a ART that go beyond basic team facilitiation? (Choose three) - ✔1 - Participate in the scrum of scrums 2 - Facilitate preparation for the System Demo 3 - Facilitate team preparation for PI Planning What is the value of periodic resynchronization? - ✔It limits variance to a single time interval What are three distinct traits a group must have to be considered a Community of Practice? (Choose three.) - ✔1 - Practice 2 - Domain 3 - Community Where does a team document new practicies they want to incorporate into their collective skill set? - ✔Improvement Backlog During Iteration Planning, the Product Owner (PO) introduces a new Story to the team.

They cannot come to a consensus on the size of the new Story and ask the PO for more details.

After a lot of discussion, multiple dependencies with other teams emerge, so the team decides to leave the Story in the Team Backlog and not commit. Is the scenario portraying an anti-pattern? - ✔No; The team left the Story in the Team Backlog for futher refinement with the PO How should decentralized decision-making be used with respect to system design? ✔When Agile Teams are empowered, self-organized, and the design is allowed to emerge Responsibilities of a SAFe Scrum Master - ✔- Supports the team rules - Facilitates the team's progress toward team goals - Leads team efforts in relentless improvement - Facilitates meetings - Supports the Product Owner

- Eliminates impediments - Promotes SAFe quality practices - Builds a high-performing team - Responsibilities on the train - Coordinates with other teams - Supports SAFe adoption - Enables organizational effectiveness - Facilitates preparation and readiness for ART events - Supports estimating https://www.scaledagileframework.com/scrum-master/ Milestones - ✔1 - PI Milestones - These support the ability to objectively evaluate profress towards the technical or business hypothesis. These occur on the PI cadence 2- Fixed-date Milestones - Not everything, however, occurs on cadence. System building also relies on external events, third-party deliverables, and external constraints.

These are often fixed-date milestones that are distinct from the development cadence.

3- Learning Milestones - In addition, learning milestones help validate business opportunities and hypotheses. https://www.scaledagileframework.com/milestones/ Learning Milestones - ✔Testing a concept of a new capability with a focus group, building and releasing a minimum viable product (MVP), or validating Lean UX assumptions for a minimum marketable feature (MMF) are examples of learning milestones.

Fixed-Date Milestones - ✔1 - Events such as trade shows, customer demos, user group meetings, preplanned product announcements, etc.

2 - Release dates that are controlled by other internal or external business concerns 3 - Contractually binding dates for delivery of value, intermediate milestones, payment, demonstrations, etc.

4 - Scheduling larger-scale integration issues including hardware, software, supplier integration, and anything else where a fixed date provides an appropriate forcing function to bring together assets and validate Lean Portfolio Management (LPM) - ✔1 - Align strategy, funding, and execution 2 - Optimize operations across the portfolio 3 - Lightweight governance empowers decentralized decision making Continous Learning Culture - ✔1 - Everyone in the organization learns and grows together 2 - Exploration and creativity are part of the organization's DNA 3 - Continuously improving solutions, services, and processes is everyone's responsibility

SAFe Lean-Agile Principles (10) - ✔1 - Take an economic view 2 - Apply systems thinking 3 - Assume variability; preserve options 4 - Build incrementally with fast, integrated learning cycles 5 - Base milestones on objective evaluation of working systems 6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths 7 - Apply cadance, synchronize with cross-domain planning 8 - Unlock the intrinsic motivation of knowledge workers 9 - Decentralize decision-making 10 - Organize around value #1 Take an economy view - ✔1 - Operating within lean budgets and guardrails 2 - Understanding solution economic trad-offs 3 - Levarging suppliers 4 - Sequencing jobs for the maximum benefit https://www.scaledagileframework.com/take-an-economic-view/ Understand Solution Economic Trade-Offs - ✔Development expense - the cost of labor and materials required to implement a capability Lead time - the time needed to implement the capability (described as 'Cycle time' in Reinertsen's work) Product cost - the manufacturing cost (of goods sold) and/or deployment and operational costs Value - the economic worth of the capability to the business and the customer Risk - the uncertainty of the solution's technical or business success https://www.scaledagileframework.com/take-an-economic-view/ #2 Apply Systems Thinking - ✔1 - The solution itself is a system 2 - The enterprise building the system is a system too 3 - Optimize the full value stream (People, Teams, System, Process, Software/Hardware) 4 - Lead Time vs Touch Time #3 Assume variability; preserve options - ✔1 - You cannot possibly know everything at the start 2 - Requirements and designs must be flexible to build an optimal Solution 3 - Iterative, incremental development can reduce uncertainty over time #4 build incrementally with fast, integrated learning cycles - ✔1 - The interative learning cycle 2 - Reduces the cost of risk-taking by truncating unsuccessful paths quickly 3 - Is facilitated by small batch sizes 4 - The shorter the cycles, the faster the learning

#5 Base milestones on objective evaluation of working systems - ✔1 - Build the system in increments, each of which is an integration point that demonstrates some evidence of the feasibility of the solution proccess 2 - Objective milestones facilitate learning and allow for continuous, cost-effective adjustments towards an optimum Solution #6 Visualize and limit WIP, reduce batch sizes, and manage queue lengths - ✔1 - When there's too much WIP, there's no visibility into bottlenecks, and the system is usually highly inefficient How can we reduce lead times? - ✔1 - Reduce size of work 2 - Reduce bottlenecks 3 - Reduce waiting 4 - Increase swarming 5 - Improve quality The importance of small batches - ✔1 - Large batch sizes increase variability 2 - High utilization increases variability 3 - Severe project slippage is the most likely result 4 - The most important batch is the transport 5 - Proximity (co-location) enables small batch size 6 - Good infrastructure enbales small batch size #7 Apply cadence, synchronize with cross-domain planning - ✔1 - All stakeholders meet face-to-face 2 - Management sets the mission with minimum possible constraints 3 - Requirements and design happen 4 - Important stakeholder decision are acelerated 5 - Teams create and take responsibility for plans #8 Unlock the intrinsic motivation of knowledge workers - ✔1 - Knowledge workers have to manage themselves: they need autonomy 2 - Continuing innovation has to be part of the work and the responsibility of knowledge workers 3 - Workers themselves are most qualified to make decisions about how to perform their work #9 Decentralize decision-making - ✔1 - Some decisions are strategic, have far-reaching impact, and are outside the scope, knowledge, or responsibilities of the teams. These should be centralized; 2 - Decentralize all others: 2.1 - Frequent decisions 2.2 - Time-critical decisions 2.3 - Decisions that require local information

3 - Define the economic logic behind a decision; empower individuals and teams to actually make them #10 Organize around value - ✔1 - A Value Stream is the sequence of steps used to deliver value to the customer Anti-patterns associated with The Product Owner - ✔1 - Team has more than one Product Owner 2 - Partially completed Stories are being carried over from Iteration to Iteration 3 - Developers don't work collaboratively on Stories 4 - Lack of coordination with other teams leads to excessive WIP Key responsibilities of the Product Owner - ✔1 - Facilitate Team Backlog refinement 2 - Prepare for and participate in Iteration Planning 3 - Elaborate Stories and Enablers just-in-time 4 - Address team questions; be the voice of the customer 5 - Accept Stories 6 - Participate in the Iteration Review and Retrospective 7 - Coordinate with other Prodcut Owners to manage dependencies Big Stories Anti-Patterns - ✔1 - Big Stories do not support team Iteration 2 - Smaller Stories allow for faster, more reliable implementation 3 - Splitting bigger stories into smaller ones is an essential skill Ways to split a Story - ✔1 - By business rules variations 2 - By use case scenario 3 - By simplicity or complexity PO and Backlog, planning, and commitment anti-patterns - ✔1 - Product Owner and team do Iteration Planning without preparation 2 - There is more than one PO per team 3 - PO is not sufficiently involved during Iteration execution 4 - Planning is based on tasks, not on User Stories and acceptance criteria 5 - Team does not commit to clear Iteration goals Execution, Demos, and Retrospective anti-patterns - ✔1 - Developers don't work collaboratively on User Stories 2 - Waterfalling Iterations: Team integrates and tests Stories only at Iteration end 3 - Done isn't 'done': Debt is carried forward Iteration to Iteration 4 - Story reported but not demonstrated (non-UI Stories, spikes, refactors, etc) 5 - 'Idea fest' instead of focus on near-team, incremental improvements The Agile Release Train - ✔1 - A virtual organization of 5-12 teams (50-125+) that plans, commits, and executes together 2 - Program Increment (PI) is a fixed timebox; default is 10 weeks

3 - Synchronizes Iterations and PIs 4 - Aligns to a common mission via single Program Backlog 5 - Operates under architectural and UX guidance 6 - Frequently produces valuable and evaluable system-level Solutions Organizing teams around value - ✔Organize for the large purpose: Maximize velocity by minimizing dependencies and handoffs while sustaining architectural robustness and system qualities A team can be organized around: Features and Components Far less desirable organizing factors: Architectural Layer (Platform) or Programming language Feature and Component teams - ✔Feature Teams 1 - Increased valocity 2 - To minimize dependencies 3 - To develop T-shaped skills Component Teams 1 - High reuse, high technical speacialization and criticial NFRs 2 - Creating each component as a 'potentially replaceable part of the system with welldefined interfaces' Responsibilities of the RTE - ✔1 - Manage and optimize flow of value through the ART 2 - Facilitate PI Planning readiness and the event itself 3 - Aggregate and communicate PI Objectives 4 - Assist with execution and Features completion tracking 5 - Assist with economic decision-making throught Feature estimation and roll-up to Value Stream and Portfolio 6 - Escalate and track impediments 7 - Foster collaboration between teams and system-level stakeholders; manage risks and dependences; 8 - Drive relentless improvement via Inspect adn Adapt The Product Management owns the Program Backlog - ✔1 - Primary responsibilities of Product Management: - Understand customer needs; validate Solutions - Work with System Architect/Engineering to understand the value of Enablers - Develop and communicate Vision and Roadmap 2 - Teams must quickly feed emerging knowledge back into the Solution - Manage and prioritize the flow of work to the program - Prepare for and participate in PI Planning - Define releases and program increments - Participate in demos and Inspect and Adapt - Build an effective Product Management / Product Owner team Collaboration - Poor collaboration often leads to: - ✔1 - Low velocity

2 - Poor product quality 3 - Low morale, low engagement , lack of commitment , poor working environment , and lack of trust 4 - Missed commitments and poor results The PO/PM team steers the ART - ✔1 PM owns Program Backlog with 2 - 4 Product Owners 1 PO owns Product Backlog with 1 - 2 Agile Teams Fostering collaboration (fomentando a colaboração) - ✔Fostering collaboration is one of the most important tasks of a Scrum Master.

Weak collaboration often exists: - Between developers and testers (late testing, poor quality, low velocity) - Among developers (technical debt, poor knowledge sharing, too much WIP) - Between the PO and the rest of the team (unnecessary rework due to misunderstood acceptance criteria, low velocity) - With other teams (uncontrolled dependencies, sense of false progress) PI Planning - ✔1 - Two days every 8 - 12 weeks (10 weeks is typical) 2 - Everyone attends in person if at all possible 3 - Product Management owns Feature priorities 4 - Agile Teams own Story planning and high-level estimates 5 - ArchitecUEngineering and UX work as intermediaries for governance , interfaces , and dependencies Help team members develop new skills - ✔Narrow specialization of skills on the team is not supportive of any fluctuations in flow.

- Consider moving from an /-shaped skill set model to a T, or even an E-shaped skill set - T-shaped example: A Java developer can do a bit of DB development, a bit of configuration management, and has rudimentary knowledge in building web UI - E-shaped example: A Python developer, who also knows Java very well, is deep into SQL and databases Product/Solution Vision - ✔Product Management presents the Vision and the highpriority Features.

Starting fast with normalized Story points - ✔1 - For every full-time developer and tester on the team , give the team eight points (adjust for part-timers) 2 - Subtract one point for every team member vacation day and holiday.

3 - Find a small Story that would take about a half-day to develop and a half-day to test and validate . Call it a 1.

4 - Estimate every other Story relative to that one.

5 - Never look back (don't worry about recalibrating) .

Scrum of Scrums - ✔The hourly Scrum of Scrums checkpoint helps keep teams on track and supports early identification of risk.

Hourly scrum of scrums planning checkpoint: - Keeps teams on track with hourly planning Milestones - Helps drive out risks, impediments, and dependencies Management review and problem-solving - ✔Common questions during the managers ' review: - What did we just learn?

- Where do we need to adjust Vision? Scope? Resources?

- Where are the bottlenecks?

- What Features must be de-scoped?

- What decisions must we make between now and tomorrow to address these issues?

Make planning adjustments - ✔- Business priorities - Adjustment to plan - Changes to scope - Movement of resources ART SYNC - Scrum of Scrums - ✔- Visibility into progress and impediments - Facilitated by RTE - Participants : Scrum Masters , other select team members , SMEs if necessary - Weekly or more frequently, 30 - 60 minutes - Timeboxed and followed by a meet-after ART Sync - PO Sync - ✔- Visibility into progress, scope , and priority adjustments - Facilitated by RTE or PM - Participants: PMs, POs, other stakeholders , and SMEs as necessary - Weekly or more frequently , 30 - 60 minutes - Timeboxed and followed by a meet-after Demo the full system increment every two weeks - ✔- Features are functionally complete or 'toggled' so as not to disrupt demonstrable functionality - New Features work together and with existing functionality Capacity - ✔Estimated Capacity = 5 * 8 pts = 40 pts/lteration Demo - System Increment - ✔- Follows the teams' demo (may lag by as much as one Iteration, maximum) - Demo from a staging environment, resembling production as much as possible Innovation and Planning Iteration - ✔- Innovation: Opportunity for innovation spikes, hackathons, and infrastructure improvements - Planning: Provides for cadence-based planning

- Estimating guard band for cadence-based delivery Build an improvement Roadmap - What are communities of practice? - ✔"Communities of practice are groups of people who share a common concern or a passion for something they do and learn how to do it better as they interact regularly." (Etienne Wenger, Communities of Practice: Learning, Meaning, and Identity) - Community - A group of individuals with a shared passion about a topic - Domain - An area of shared interest - Practice - Shared knowledge and experiences ARTs release value on demand - ✔Continuous Delivery Pipeline - Continuous Exploration - Continuous Integration - Continuous Deployment This tree results in Release on Demand Build an improvement Roadmap - Benefits of CoPs - ✔Benefits to the organization Short-term value Improves business outcomes • Arena for problem-solving • Quick answers to questions • Reduced time and costs • Improved quality of decisions • More perspectives on problems • Coordination/synergy across units Benefits to the organization - Long-term value Develops organizational Capabilities • Be able to execute a strategic plan • Gain credibility with clients • Increase retention of talent • Exploit unplanned Capabilities • Enable competitive benchmarking • Leverage advances in technology • Harness the power of social networks Who is DevOps? - ✔Maximum Maximum and Speed Stability 1 - Compliance 2 - Operations 3 - Development 4 - Security 5 - Business 6 - Architecture

CALMR approach to DevOps - ✔- Culture - Establish a culture of shared responsibility for development , deployment , and operations .

- Automation - Automate the Continuous Delivery Pipeline .

- Lean flow - Keep batch sizes small , limit WIP, and provide extreme visibility.

- Measurement - Measure the flow through the pipeline. Implement full-stack telemetry .

- Recovery -Architect and enable low-risk releases. Establish fast recovery, fast reversion, and fast fix-forward Separate deploy from release - ✔- Separate deploy to production from release - Hide all new functionality under feature toggles - Enable the ability to deploy and verify in production and Release on Demand Build an improvement Roadmap - Benefits of CoPs 2 - ✔Benefits to community members - Short-term value Improves experience of work • Help with challenges • Access to expertise • Improved contribution to the team • Increased confidence in approach • Fun of being with colleagues • More meaningful participation • Sense of belonging Benefits to community members - Long-term value Fosters professional development • Forum for expanding skills/expertise • Network for staying current • Enhanced professional reputation • Increased marketab ility • Strong sense of professional identity Next PI Planning - Key stakeholders prepare briefings - ✔- Executive briefing: State of the business and upcoming objectives - Product Vision briefing(s): Vision and top 10 Features - - Architectural Vision briefing: Vision for architecture, new architectural Epics, common frameworks, and more - Development context: Changes to standard practices, new tools and techniques, and more New PI - ✔Facilitated by RTE - Product Management and other stakeholders refine Program Backlog - Features are roughly split into Story-like chunks with POs Facilitated by SM - Each PO presents initial Stories to the team, looks for feedback, big unknowns , etc.

Explore the Inspect and Adapt process - Inspect and Adapt event: Overview - ✔Three parts of Inspect and Adapt: 1 - The Pl System Demo 2 - Quantitative measurement 3 - Problem-solving workshop Timebox: 3 - 4 hours per Pl Attendees: Teams and stakeholders Kanban description - ✔Primary aspects for applying Kanban in development: - The progress of items is track by visualizing all work - Teams agree on specific WIP limits for each state and change them when necessary to improve flow - Policies are adopted to specify the management of work - Flow is measured - Classes of service are used to prioritize work based on the Cost of Delay (CoD) Build your Kanban board - ✔- Kanban perfectly extends Scrum by providing granular pull mechanisms that drive more effective Iteration execution - Kanban connects capacity-based planning in scrum with a throughput-based approach - It helps improve Iteration outcomes - It allows better visibility into the progress of work based on the team-specific workflow Program execution Metrics: Pl burn-down chart - ✔The Pl burn-down chart shows the progress being made toward the Program Increment timebox .

X - The horizontal axis of the Pl Today burn-down chart shows the Iterations within the Pl Y - The vertical axis shows the aggregated amount of work (Story points) remaining at the start of each Iteration for the ART Explore the Inspect and Adapt process - Pl System Demo - ✔- At the end of the Pl, teams demonstrate the current state of the Solution to the appropriate stakeholders.

- Often led by Product Management, POs, and the System Team - Attended by Business Owners, program stakeholders, Product Management, RTE, Scrum Masters, and teams - Suggested timebox: 45-60 minutes Typical program measures in a CFO - ✔- Lead time - The time a backlog item spends in the system after it has been pulled from the backlog and before it is accepted.

- WIP in the system - The number of backlog items currently in process (all items between funnel and done).

- Throughput - The number of items that can be finished per unit of time.

Explore the Inspect and Adapt process - Team performance assessment - ✔- All teams ' Pl Objectives were assigned a business value from 1 to 10.

- Review and rate your Pl achievements: - How well did you do against your stated objectives , including timel iness , content , and qual ity?

- Rate on a scale of 1 to 10, 10 being max total business value .

- Average these across all objectives and give yourself a program percent achievement score.

- Suggested timebox : 45 - 60 minutes Kanban - Classes of service to adjust flow - ✔- Standard - Operate normally . Adhere to WIP limits .

- Fixed Date -Adhere to WIP limits . Must be pulled from the backlog early enough .

- Expedite - Can violate WIP limits . No more than one item at a time .

Explore the Inspect and Adapt process - Team Pl performance report - ✔- Planned total does not include uncommitted objectives - Actual total includes uncommitted objectives - Percent achievement equals actual total/planned total - A team can achieve greater than 100% (as a result of uncommitted objectives achieved) - Effort required for uncommitted objectives is included in the load (i.e., not extra work the team does on weekends) - Individual team totals are rolled up into the program predictability report Built-in Quality - ✔- Ensures that every increment of the Solution reflects quality standards - Is required for sustainably high development velocity - Includes Continuous Integration, testfirst, refactoring, pair work, collective ownership, and more (for software quality practices mostly inspired by XP) - Is supported in hardware by exploratory, early Iterations, frequent system-level integration, design verification, MBSE, and set-based design Explore the Inspect and Adapt process - Program performance metrics - ✔- Summarize and discuss any other program Metrics that the team has agreed to collect - Suggested timebox: 45 - 60 minutes Emergent design and intentional architecture - ✔Every team deserves to see the bigger picture. Every team is empowered to design its part.

- Emergent design - Teams grow the system design as User Stories require - Intentional architecture - Fosters team alignment and defines the Architectural Runway

Architectural Runway - ✔- Existing code, components, and technical infrastructure needed to implement nearterm features without excessive redesign and delay - Supports the continuous flow of value through the Continuous Delivery Pipeline Apply a Problem-Solving Workshop - The problem-solving workshop - ✔- Teams conduct a short retrospective - Then systematically address the larger impediments that are limiting velocity Continuous code integration flow - ✔Develop -> Commit -> Build -> Test -> Trunk -> App Package -> Test Package -> End-to-End Testing (toggle) -> Staging Apply a Problem-Solving Workshop - Agree on the problem to solve - ✔- Clearly stating the problem is key to problem identification and correction - You must define the undesirable problem or situation, so that everyone involved in the countermeasures understands - A clearly defined problem focuses your investigation efforts and saves time. Honest effort at careful definition will avoid the "ready, fire, aim" approach that is so common in problem-solving - A problem that is not well-defined may result in failure to reach the proper countermeasure Continuous system integration - ✔Teams continuously integrate assets, leaving as little as possible to the System Team Traditional testing (V-Model) delays feedback flow - ✔Write Feature -> Write Story -> Write Code -> Test Code -> Test Story -> Test Feature Apply a Problem-Solving Workshop - Anatomy of a well-defined problem - ✔Think about the What, When, Where, Frequency, and any gaps What - We discovered three significant design problems of the new EMV vehicles at the Thrills Amusement Park...

When - ... in the October deployment of the new EMV vehicles at the ...

Where - ... Thrills Amusement Park.

Impact - The design flaws caused us to recall the vehicles and invest three months in materials, redesign, and testing. We delivered late, paid substantial penalties, and lost credibility with the customer.

Shift testing left for fast and continuous feedback - ✔Write Feature -> Test Feature .. always testing ..

Write Story -> Test Story .. always testing ..

Write Code -> Test Code .. always testing ..

Refactoring allows teams to maintain high velocity. - ✔- It is impossible to predict requirements or design in detail - Refactoring allows teams to quickly correct the course of action - Emergent design is impossible without continuous refactoring - Most User Stories will include some refactoring effort - If technical debt is big-teams track and implement as separate backlog items-then it's time to refactor Pair work is: - ✔- Broader and less constraining than pair programming - A collaborative effort of any two team members: dev/dev, dev/PO, dev/tester, Resolve integration etc - Pairs should be spontaneous and purposefully rotate over time Collective ownership - ✔- Addresses bottlenecks , increases velocity, and encourages shared contribution - Fosters Feature orientation .

- Is supported by: - Design simplicity - Communities of practice - Pair work - Joint specification and design workshops - Frequent integration of the entire system - Standards - Collective test ownership is even more important. It facilitates shared understanding of system behavior.

Foster adoption of technical practices - ✔A Scrum Master facilitates the adoption of technical practices .

- Helps the team mature in its definition of done - Creates transparency and urgency around continuous system integration - Encourages small , automated acceptance tests at the beginning and evolves from there - Encourages team members to coach each other in TDD , BOD, refactoring - Helps the team adopt a 'thinking backward ' approach: What is the expected behavior of the functionality that we are about to code?

- Helps facilitate the power of human-readable acceptance tests - Encourages pairing and peer review Facilitate collaboration with Architects, System Team, and Operations - System Team, Architects, Operations - ✔System Architects - Provide architectural guidance to teams, collaborate on new technical research, address technical questions from team members System Team - Assist the ART with frequent system integration and testing and development infrastructure support Operations - Enable the Continuous Delivery Pipeline through infrastructure and process support

Encourage learning - SM - ✔Scrum Masters create an environment for continuous learning.

Team Insides-Out -> Short presetations to the team Book and Coffee Breaks -> Discussions of the new topics over coffee Coding Dojo -> Coding in front of a group Communities of Practice -> Self-organizing groups to build knowledge Agile Software Engineering -> Learn more with the Agile Software Engineering course Encourage learning: Inside-Outs - ✔Team Inside-Outs A team member prepares a short presentation or flip chart talk for their team.

Frequency: Once every 1 - 2 Iterations Duration: 30 - 60 minutes Example: We will soon start using Hibernate for data persistence . John has experience and is willing to share his knowledge Your role Help kick-start the first 2 - 3 Inside-Outs and help participants prepare Maintain the Inside-Out schedule Invite shared resources (System Architect, User Experience, infrastructure, etc.) or people from other teams to discuss useful topics Encourage learning: Book and Coffee Breaks - ✔Book and Coffee Breaks A normal coffee break with 3 - 4 people discussing a book on a new technology , practice, or domain topic that the team is trying to master.

Frequency: 2 - 3 times per Iteration Duration: 15 - 30 minutes Example: The team is about to build its first crawler and Andrew reads them some excerpts from Soumen Chakrabarli 's book Mining the Web .

Your role: Lead a few BCBs and acquaint people with the format Encourage Learning: Coding Dojo - ✔Coding (and Testing) Dojo A session where developers and/or automated test engineers gather to discuss programming and testing challenges . One or two people sit at the computer and project onto a screen . As they code, people comment out loud. After 5 - 8 minutes , people rotate Frequency : Once every 1 - 2 Iterations Duration: 60 - 90 minutes Your role: Arrange facilities and equipment Help brainstorm fun, challenging exercises (could be a spike, a script for retrieving data, or even code in one of the main modules) Be sure to encourage variety and introduce different exercises

Similarly , testers will enjoy learning how to write test scripts Encourage Learning: Communities of Practice - ✔Communities of Practice (CoPs) Communities of practice are self-organizing groups that form to discuss new topics , challenges , and best practices .

Frequency: Once every 1 - 2 Iterations Duration: 30 - 60 minutes Format: Any of the formats previously discussed (Inside-Out, BCB, Dojo) Example : An automated testing CoP gathers to attend Ivan 's presentation on creating FIT tests for complex branching scenarios .

Your role: Work with other Scrum Masters and the Release Train Engineer to create and maintain the CoPs Unite people from different teams in the program around the same process objectives or activities (e.g. unit testing , automated acceptance testing , system design, infrastructure, deployment , etc.)