SAFe Scrum Master

The intended value of the Backlog Refinement event is that the team is able to prepare requirements for Iteration Planning. Backlog Refinement is an ongoing process where the team collaborates with the Product Owner and other stakeholders to review, split, prioritize, and estimate the stories in the Team Backlog. One of the main objectives of Backlog Refinement is to ensure that the stories are ready for Iteration Planning, which means they are clear, feasible, testable, and small enough to be completed in a single Iteration. By doing so, the team can improve the quality, efficiency, and effectiveness of their work, as well as deliver value to the customers and the organization.

One anti-pattern of the Inspect and Adapt (I&A) is to have no actionable improvement Features
created as a result of the problem-solving workshop. This is considered an anti-pattern because the
main goal of the I&A workshop is to identify and address the systemic issues that are limiting the
effectiveness of the Agile Release Train (ART). The workshop should produce one or more
improvement Features that are added to the ART backlog and prioritized for the next PI Planning
event. These Features should be SMART (Specific, Measurable, Achievable, Relevant, and Time-
bound) and aligned with the ART vision and goals. Without actionable improvement Features, the
ART will miss the opportunity to learn and improve from the feedback and data collected during the
PI.

Iteration Review - Scaled Agile Framework
Exam Study Guide: SSM (6.0) - SAFe® Scrum Master

According to the Scaled Agile Framework (SAFe) 6.0 methodology, the correct statement about the team backlog is:

The team backlog is where the team refines possible Stories

Explanation

The team backlog is a prioritized list of work for the Agile Team. It includes:

• User Stories
• Defects
• Enablers

The team backlog is the property of the Agile Team and they are responsible for maintaining it. The team backlog is where the team refines possible Stories, not where they commit to work, finalize work, or accept Stories.

The process of refining Stories involves breaking down large Stories (also known as Epics) into smaller, more manageable pieces, and then further elaborating on these pieces as necessary. This process is also known as backlog grooming or backlog refinement.

Here is a simplified representation of the process:

One Agile development value is customer collaboration over contract negotiation. This value is one of the four core values of the Agile Manifesto, which states: ''We are uncovering better ways of developing software by doing it and helping others do it.Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.''1This value emphasizes the importance of building a trusting and collaborative relationship with the customers, rather than relying on rigid and formal contracts that may limit the ability to respond to changing needs and expectations2Customer collaboration means involving the customers throughout the development process, seeking their feedback, input, and validation, and delivering solutions that meet their requirements and expectations3Customer collaboration also means respecting the customers' opinions and perspectives, and resolving any conflicts or issues in a constructive and respectful manner4Customer collaboration helps the Agile teams to deliver value faster and more effectively, as well as to increase customer satisfaction and loyalty

(Must be taken from SAFe 6 Scrum Master resources)

In the Scaled Agile Framework (SAFe), teams are typically advised to maintain a backlog with enough refined Stories to cover approximately 2-3 weeks of work. This allows for a manageable scope of work that the team can commit to completing within a reasonable timeframe, promoting agility and flexibility in responding to changing priorities and customer needs.

According to the Scaled Agile Framework (SAFe) 6.0 methodology, the best way for a Scrum Master/Team Coach to build a high-performing team from the options provided is:

Encourage team members to acquire t-shaped skills

Explanation

T-shaped skills refer to the ability of a team member to contribute broadly (the horizontal bar of the 'T') across many areas, while also having deep expertise in a specific area (the vertical bar of the 'T'). This concept is central to Agile and SAFe methodologies, as it promotes flexibility, collaboration, and efficiency within teams.

Here's why the other options are not as effective:

• Encourage handoffs to allow each team member to contribute: Handoffs can lead to delays and miscommunication. SAFe promotes collective ownership and continuous collaboration instead.
• Suppress team conflicts to encourage more productivity: Suppressing conflicts can lead to unresolved issues and resentment within the team. It's better to facilitate healthy conflict resolution.
• Assign Stories so the team does not have to pull from the Kanban: This goes against the principle of self-organization in Agile and SAFe. Teams should pull work as capacity allows, promoting ownership and commitment.

The purpose of the Coach Sync in the Scaled Agile Framework (SAFe) 6.0 methodology is:

To share facilitation ideas

Here's a brief explanation:

The Coach Sync is a meeting where Agile coaches come together to share ideas, discuss challenges, and learn from each other. It's a platform for continuous learning and improvement, where coaches can share facilitation techniques, coaching strategies, and insights from their experiences. This helps to improve the overall effectiveness of the Agile Release Train (ART).

Here's the table with the correct answer:

Remember, the Coach Sync is not primarily about prioritizing backlogs, performing retrospectives, or gaining visibility into progress. While these activities may occur in the context of the Coach Sync, they are not its main purpose. The primary purpose is to share and learn facilitation ideas to improve the effectiveness of the Agile Release Train.

A constructive IP Iteration is one of the recommended practices for Scrum Masters/Team Coaches to help teams avoid burnout, address technical debt, and foster innovation. An IP Iteration is a unique, dedicated iteration that occurs every PI and provides an estimating buffer for meeting PI Objectives and dedicated time for innovation, continuing education, PI Planning, and Inspect and Adapt events. During the IP Iteration, teams can work on activities such as hackathons, research and design, spikes, refactoring, automation, training, and other improvement initiatives that are difficult to fit into a continuous, incremental value delivery pattern. An IP Iteration also allows teams to prepare for and participate in the PI Planning and Inspect and Adapt events, which are essential for alignment, collaboration, and learning across the ART. A constructive IP Iteration can improve the predictability and flow of value delivery, increase employee engagement and satisfaction, enhance the agility and resilience of the teams, and create a competitive advantage for the enterprise. (Must be taken from SAFe 6 Scrum Master resources)

One way to ensure a team is holding successful iteration reviews and demos is to have the team
demo working, tested system components that meet the definition of done (DoD). This shows the
team’s progress and value delivery, and allows them to receive feedback from the product owner
and other stakeholders. The team should minimize the use of slides and the preparation time for the
demos, and focus on the solution instead of the presentation.

According to the Scaled Agile Framework (SAFe) 6.0 methodology, the Agile Release Train (ART) is a long-lived team of agile teams, which, along with other stakeholders, incrementally develops, delivers, and where applicable operates, one or more solutions in a value stream.

The information shared between the teams on an ART includes:

Option 1: A set of metrics

Metrics are used to measure the progress and performance of the teams. They are shared among the teams to ensure everyone is aligned and working towards the same goals.

Option 2: A set of regulations

Regulations may be shared among teams to ensure compliance with certain standards or practices. However, this is not a primary focus of the ART.

Option 3: A common mission using a single backlog

This is the correct answer. In an ART, all teams work towards a common mission and use a single backlog. This ensures that all teams are aligned and working towards the same objectives.

Option 4: A commitment to business agility

While a commitment to business agility is important in SAFe, it is not a type of information that is shared among teams on an ART.

Here is the answer in a table format:

According to the Scaled Agile Framework (SAFe) 6.0 methodology, the Scrum Master/Team Coach plays a crucial role in Program Increment (PI) Planning. Among the options provided, the most accurate one is:

Briefing the team before planning

Explanation

The Scrum Master/Team Coach is responsible for ensuring that the team is well-prepared and understands the objectives and context before the PI Planning event. This includes briefing the team on the vision, roadmap, and features that will be discussed during the planning session.

Here's a brief overview of the Scrum Master's role in PI Planning:

• Briefing the team before planning: The Scrum Master ensures that the team is ready for PI Planning by providing necessary context and information. This includes understanding the vision, roadmap, and features that will be discussed.
• Facilitate Coach Sync: This is not a typical responsibility of the Scrum Master during PI Planning.
• Participate in management review and problem-solving: While the Scrum Master may participate in these activities, it is not their primary role during PI Planning.
• Perform the ART confidence vote: This is typically done by all members of the Agile Release Train (ART), not specifically by the Scrum Master.

Here's a simplified table of the Scrum Master's role in PI Planning:

According to the Scaled Agile Framework (SAFe) 6.0 methodology, the absence of DevOps can lead to several issues. However, based on the options provided, the most relevant issue is:

Challenges between teams that build Solutions and those who operate the Solutions

This is because DevOps is a set of practices that combines software development (Dev) and IT operations (Ops). It aims to shorten the systems development life cycle and provide continuous delivery with high software quality. Without DevOps, there can be a disconnect between the teams that build the solutions and those who operate them, leading to inefficiencies and potential issues in the software development process.

Here's the answer in a table format:

One way a Scrum Master/Team Coach can support productive team Backlog Refinement sessions is to ensure subject matter experts are invited. Subject matter experts (SMEs) are people who have specialized knowledge or skills related to the domain or technical aspects of the product or solution. They can provide valuable input and feedback to the team during Backlog Refinement, such as clarifying requirements, validating assumptions, identifying dependencies, and suggesting solutions. SMEs can also help the team to split, estimate, and prioritize the backlog items more effectively and accurately. By inviting SMEs to the Backlog Refinement sessions, the Scrum Master/Team Coach can facilitate better collaboration, communication, and alignment among the team and the stakeholders. (Must be taken from SAFe 6 Scrum Master resources)

According to the Scaled Agile Framework (SAFe) 6.0 methodology, the organizing attribute that teams share with the other teams on their Agile Release Train (ART) is:

Synchronization to a common cadence

This is a key principle of SAFe. All teams on an ART align to a common iteration length and schedule, which is typically 10-12 weeks. This synchronization allows for better planning, coordination, and predictability across the ART.

Here's a brief explanation of the other options:

• Simultaneous release in one pipeline: While it's true that teams on an ART aim to release together, this is not an organizing attribute. It's more of a result of the synchronization and coordination efforts.
• Facilitation techniques amongst all meetings: Facilitation techniques can vary from team to team and are not necessarily shared across all teams on an ART.
• Prioritization across all backlogs: Prioritization is done at the team level, based on the Program Increment (PI) objectives and the team's understanding of the work. While there is alignment and coordination at the ART level, each team maintains its own backlog and prioritizes its work independently.

According to the Scaled Agile Framework (SAFe) 6.0 methodology, all the options provided can be used by a Scrum Master or Team Coach to guide team members towards finding solutions together. However, the context and the specific problem at hand will determine the most suitable technique to use.

Here's a brief explanation of each technique:

Asking Powerful Questions

This technique involves the Scrum Master asking thought-provoking questions that encourage team members to think critically and come up with solutions. The questions should be open-ended and designed to stimulate creative thinking.

Pairing Team Members to Grow T-Shaped Skills

This technique involves pairing team members with different skill sets to work on tasks together. This not only promotes collaboration but also helps team members to broaden their skills and knowledge, hence the term "T-shaped skills".

Bringing in New Team Members to Refresh the Team Dynamic

Sometimes, introducing new team members can bring fresh perspectives and ideas, which can help in finding solutions. However, this should be done carefully to avoid disrupting the existing team dynamics.

Facilitating a Process Improvement Workshop

This involves organizing a workshop where team members can discuss their processes, identify areas of improvement, and come up with solutions to enhance their efficiency and productivity.

Respect is one of the five Scrum values that can help Agile Teams create transparency. Respect
means that team members value each other’s opinions, skills, and contributions, and treat each
other with dignity and professionalism. Respect also means that team members are honest and open
with each other, and share information and feedback without hiding or withholding anything. By
respecting each other, Agile Teams can foster a culture of trust and collaboration, where everyone
feels comfortable to express their ideas, concerns, and issues, and work together to solve them.
Transparency is essential for Agile Teams to inspect and adapt their work, and to align their actions
with the vision and goals of the organization.

One purpose of iteration goals is to align team members to a common purpose and vision. Iteration
goals are a high-level summary of the business and technical goals that an Agile Team agrees to
accomplish in an iteration. They help the team and the product owner to reach agreement on the
business value they intend to deliver, align their work to their team PI objectives, and ground
everyone on their shared purpose. Iteration goals also provide transparency and management
information, as well as support the coordination and dependency management of the Agile Release Train (ART).

Using the IP Iteration as intended can provide a significant benefit to the team by allowing them to focus on innovation, continuous improvement, and planning, which can lead to improved product quality and process efficiency.

The PI System Demo is performed during the Inspect and Adapt Event within the last iteration of a PI, which is called Innovation and Planning Iteration (IP Iteration).