.
Iterative product development
Large amounts of upfront planning
Reduced time-to-market
Flexible product delivery
Constructing a 5-story apartment building with 6 apartments per floor
Working on the tenth stage of a long-term software implementation project in which the project requirements were clearly defined and the delivery ha, so far, met these requirements
Developing software technology for a customer for a change management exercise involving identyfying the current as-is practices and developing a road-map for the to-be process depending on the vision of the management team
Constructing an automobile in a factory based on a pre-development prototype
Promote individuals over process
Respond to change rather than make long-term plans
Have a specialized team rather than a cross functional team
Working software is more important than comprehensive documentation
Business and technical employees should work together
Document every detail of new software before before allowing its release
Maintain collocated teams and promote face-to-face communication
Welcome changing requirements, even late in development
Agile emphasizes people rather than processes
Agile promotes minimal documentation, unlike the waterfall technique
Agile recommends a command-based leadership style
Agile techniques focus on the adaptability of the project
Is used in cases in which inputs are clearly defined
Focuses on providing control through frequent inspections and adaptations of processes that are perfectly defined
Is employed in situations in which the process generate unpredictable and unrepeatable outputs
Is useful when a particular input always provides a specific output
Self-Organization
Time-boxing
Value-based Prioritization
Defined process control
Developing cutting-edge products
Frequently changing requirements
Volatile and hyper competitive markets
None of the above
Transparency across the Scrum team and stakeholders
Adaptive product development environment
Features offering maximum business value are developed first
All of the above
Features that are the simplest and would not require much involvement from the team will be completed first
Features with the latest or no interdependencies will be completed first to ensure smooth and uninterrupted delivery
Features that provide maximum business value will be completed first
Features are developed on a first-in, first-out basis
Product Owner
Stakeholder
Project sponsor
Project manager
Scrum master
Product owner
Scrum Guidance Body
External stakeholders
Scrum Master
Product Owner
Scrum Team
Scrum Guidance Body
Scrum Master
Product Owner
Scrum Team
External Stakeholders
Chief Scrum Master
Portfolio Product Owner
Scrum Team Leader
Scrum Team
Improved communication between members of the team
Faster decision making
Individual responsibility can be assigned to each member of the team depending on their expertiseq
Option 1 & 2
Scrum Master
Product owner
Scrum Team leader
Scrum Team
Chief Scrum Master
Product owner
Scrum Team Leader
Scrum Team members
Scrum Master
Project Owner
Scrum Team Leader
Scrum Team
A User story
The Prioritized Product Backlog
A Burndown Chart
Accepted deliverables
A statement describing the product vision
A Document describing the priority of tasks to be completed in the project
A statement that expresses the desired end user functionality
A story providing information on similar tasks completed in previous Scum implementation projects
The smallest items are at the top
The items with the least interdependencies are at the top
The most complex items are at the top
The items with the highest business value are at the top
Scrum Master
Product Owner
Scrum Team
Stakeholders
Scrum Team
Scrum Master
Product Owner
External team with considerable experience
Acceptable Deliverables
Release Planning Schedule
Product owner
Impediment Log
Never
Whenever the Product decides that an item has to be assigned higher priority
Whenever the Scrum Master believes that an item has to be added
When senior management feels an item has to be added
User Story Writing Expertise
Wideband Delphi
Paired Comparison
JAD Sessions
Team velocity is a measure of the amount of work that a team can complete in a Sprint
Historical team velocity is used as an indicator when assigning tasks for each Sprint
Team velocity is independent of team composition
Team velocity is used in deciding release deadlines
Team vWhat the team member has accomplished since the last standup meeting
What the team member plans to work on until the next standup meeting
What the team member has learned by completing his/her work
What road blocks the team member is facing
5 minutes
1 Hour
15 Minutes
Standup meetings aren't time-boxed
Scrum Master
Product Owner
Scrum Team Leader
Group Collectively
Measure the work completes during a sprint
Measure the work left to be completed during a sprint
Calculate the amount of the teams budget remaining
Identify low-performing team members
Product vision metting
Sprint Planning meeting
Sprint Review meeting
Retrospect Sprint meeting
Product Vision meeting
Sprint Planning meeting
Sprint Review Meeting
Retrospect Sprint meeting
Product Vision meeting
Sprint Planning meeting
Sprint Review meeting
Retrospect Sprint meeting
The team presents the end product among themselves
The Scrum Master can accept or recject the end product deliverable
The Team presents the end product deliverable to the product owner
Each team member an accept or reject the end product deliverable
The team discusses the positives and negatives from the pious sprint
The team identifies issues faced in the previous sprint and discusses how to mitigate these issues in future sprints
The team reviews and identifies potential improvements to its functioning
Based on suggested changes, the team proceeds to reprioritize the Prioritized Product Backlog
Knowledge gained from a previous Sprint is incorporated into the future sprints
The latest business and technical requirements are added to the next sprint
Grooming ensures the the Prioritized Product Backlog is redefined before the sprint meeting so that the team has a better idea of the requirements prior to the meeting
All of the above
Product owner
Scrum Master
Scrum Team
External Stakeholders
Task Estimation and release planning
Product Backlog grooming and task planning
Task Planning and Tasks Estimation
Release Planning and Product Backlog Grooming
Te Product Owner explains the top Prioritized Product Backlog
The Scrum Team, in consultation with the Product Owner, estimates the tasks for a given sprint
Based on estimates, the team commits to a few tasks to be completed in the next Sprint
The team gets feedback from Stakeholders
Take responsibility for the task, and tell the Product Owner to postpone the deadline for the current sprint
Talk to the Scrum Master, and tell him or her to re-assign your tasks to someone else
Talk to the Product Owner, and tell him or her to re-assign your tasks to someone else
Inform the Scrum Master of the situation, and let him or her discuss the situation with the GM
Take no action because you are already busy
Take no action because you are already busy
When the Scrum Master adds the User Story to the Sprint Backlog
When the Product Owner approves the User Story
When the Scrum Team approves the User Story
New User stories can never be added to the Sprint
Increase ambiguity regarding requirements
Helps the team to adhere to the quality norms regarding functionality
Is determined by the Scrum master in consultation with he team members
Is determined by the scrum master in consultation with the product owner
Create Project vision
Develop Epic(s)
Create prioritized product backlog
Conduct Release planning
Multiple teams are required to work in sync
A prioritized Product Backlog is not needed to track the progress of all projects
A Chief Product Owner is needed to monitor all the projects
Tasks may not be interdependent among teams
Overview of the tasks to be completed in the Sprint
Whether any of your decisions could impact other teams
Discussing problems that may have come up for any of the other Scrum teams
Resolving impediments that may have come up
Large teams have Chief Scrum Masters and Chief Product Owners to monitor the progress of the project
The Chief Product Owner i responsible for resource allocation
The Chief Product Owner facilitates the Scrum of Scrums
The chief Product Owner is responsible for the success or failure of the project
Communicating the Sprint goals and objectives to members of the project Scrum
Define the strategic objectives and priorities of the program
Establishing the minimum done criteria for the teams
Solving Problems, removing impediments, and facilitating and conducting meetings for the program
Convene Scrum of Scums
Conduct Daily Standup
Retrospect Project
Retrospect Sprint
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