SAFe Scrum Master Complete

A servant leader is someone who focuses on the growth and well-being of the team members, prioritizing their needs, facilitating their development, and supporting them in achieving their goals. They aim to serve the team rather than being served by them, often adopting a coaching and mentoring approach to leadership. This style of leadership involves empowering team members, fostering collaboration, and creating a positive and inclusive work environment.

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 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.

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.

One benefit of holding regular system demos is that execution can be measured across the whole ART. A system demo is a significant event that provides an integrated view of new Features for the most recent Iteration delivered by all the teams in the Agile Release Train (ART). Each demo gives ART stakeholders an objective measure of progress during a Program Increment (PI). The system demo offers the ART a fact-based measure of current, system-level progress within the PI. It's the true measure of ART velocity and progress. Achieving this requires implementing the scalable engineering practices necessary to support Continuous Integration across the ART. By holding regular system demos, the ART can evaluate the quality, functionality, and usability of the solution, as well as identify and resolve any issues, risks, or dependencies. The system demo also provides an opportunity for feedback and learning from the customers, Business Owners, and other stakeholders, which can help the ART to align with the vision and goals, and to adapt to changing needs and expectations. (Must be taken from SAFe 6 Scrum Master resources)

According to the Scaled Agile Framework (SAFe) 6.0 methodology, the correct answer is:

Work with team members to establish a team Kanban board

Explanation

The Scrum Master or Team Coach can help teams improve flow by working with them to establish a team Kanban board. This is a visual tool that helps teams manage their work and improve their workflow efficiency.

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

• Coach team members to combine work into bigger Stories: This could lead to larger, more complex work items that take longer to complete, potentially slowing down the flow.
• Direct team members to work in their domain of expertise: While this can improve individual productivity, it doesn't necessarily improve the overall team flow. It could also lead to silos within the team.
• Encourage hand-offs so each team member can write a Story to capture their piece of the work: This could lead to more hand-offs and dependencies, which can slow down the flow.

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.

One of the recommended practices for Scrum Masters/Team Coaches when facilitating Iteration Review is to begin to consider how and what to demo in Iteration Planning. This helps the team to have a clear vision of the expected outcome and to align their work with the iteration goals. It also facilitates the preparation and execution of the demo, as the team can anticipate the feedback and questions from the stakeholders. (Must be taken from SAFe 6 Scrum Master resources)

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.

One of the high-performing team characteristics that Team A is demonstrating is using regular feedback loops built into the learning cycle. A high-performing Agile Team is a cross-functional group of people that have everything, and everyone, necessary to produce a working, tested increment of product. They are empowered, collaborative, aligned, and committed to delivering value to the customers and the organization. One of the factors that enable a high-performing Agile Team is using regular feedback loops to learn and improve. Feedback loops are mechanisms that provide the team with information about the outcomes and impacts of their actions, as well as the needs and expectations of their customers and stakeholders. Feedback loops help the team to validate their assumptions, measure their progress, and adjust their plans accordingly. Feedback loops also help the team to foster a culture of experimentation, innovation, and continuous improvement, as well as to increase customer satisfaction and loyalty. Team A is using regular feedback loops by releasing the functionality with a method for collecting direct customer feedback. This allows them to learn from the actual users of their product, and to incorporate their feedback into the next iteration of development. This way, they can deliver value faster and more effectively, as well as to enhance the quality and usability of their product

(Must be taken from SAFe 6 Scrum Master resources)

Hackathons are one of the activities that can be done during the IP Iteration to foster innovation and learning. They allow the team members to work on whatever they want, with whomever they want, as long as the work reflects the mission of the company. The teams then demo their work to others at the end of the hackathon. Hackathons can help the team explore new ideas, technologies, and solutions that can benefit the business and the customers. They can also increase the team's engagement, creativity, and collaboration.

Reference: Innovation and Planning Iteration - Scaled Agile Framework,Exam Study Guide: SSM (6.0) - SAFe Scrum Master

The Scaled Agile Framework (SAFe) 6.0 methodology identifies seven core competencies that are critical to achieving business agility. These competencies are:

1. Lean-Agile Leadership
2. Team and Technical Agility
3. Agile Product Delivery
4. Enterprise Solution Delivery
5. Lean Portfolio Management
6. Organizational Agility
7. Continuous Learning Culture

From the options you provided, Agile Product Delivery and Built-in Quality are recognized as core competencies in the SAFe 6.0 methodology.

Here is a brief explanation of these two competencies:

• Agile Product Delivery: This competency is about delivering valuable outcomes in a lean, reliable, and continuous flow. It involves three dimensions: Customer Centricity and Design Thinking, DevOps and Release on Demand, and Developing on Cadence and Releasing on Demand.
• Built-in Quality: This competency ensures that each solution element, at every increment, meets appropriate quality standards throughout development. It involves five specific aspects: Flow, Architecture and Design Quality, Code Quality, System Quality, and Release Quality.

The other two options you provided, "Growth Mindset" and "Design Thinking Practices", are important aspects of the SAFe methodology, but they are not recognized as standalone core competencies. They are incorporated within other competencies. For example, Design Thinking is a part of the Agile Product Delivery competency, and Growth Mindset is a part of the Continuous Learning Culture competency.

According to the Scaled Agile Framework (SAFe) 6.0 methodology, the common anti-pattern for teams trying to prepare their draft objectives at PI planning is:

Too much time is spent analyzing each Story

This is considered an anti-pattern because it can lead to analysis paralysis, where the team spends so much time trying to understand every detail of each story that they lose sight of the bigger picture and delay the planning process. The focus during PI planning should be on understanding the high-level objectives and how the team can work together to achieve them, rather than getting bogged down in the details of individual stories.

Remember, the goal of PI planning is to align the team on the objectives for the upcoming Program Increment and to create a plan to achieve those objectives. It's important to strike a balance between understanding the details of the work and maintaining a focus on the overall objectives.

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.

The team aligns on the progress of Iteration Goals

Explanation

In the Scaled Agile Framework (SAFe) 6.0 methodology, the Team Sync event is a crucial part of the Agile Release Train (ART). It is a daily meeting where team members synchronize their work and progress towards the Iteration Goals.

The main objectives of the Team Sync event are:

• To align the team on what was done the previous day
• To plan the work for the current day
• To identify any obstacles or impediments that might hinder progress

The other options provided are related to different events in the SAFe methodology:

• "The team is able to prepare requirements for Iteration Planning" - This is related to the Pre-Iteration Planning phase.
• "The team is able to commit to a set of goals to be delivered in the Iteration" - This is the outcome of the Iteration Planning event.
• "The team reviews and improves processes before the next Iteration" - This is the purpose of the Iteration Retrospective event.

The ART Planning Board highlights the new Feature delivery dates, Feature dependencies among Teams and relevant

According to the Scaled Agile Framework (SAFe) 6.0 methodology, the Innovation and Planning (IP) Iteration is a special iteration dedicated to innovation, continuing education, PI Planning, and infrastructure work. It's also a time for teams to rest and prepare for the next Program Increment (PI).

If Team A decides to continue with their feature delivery work during the IP Iteration, they could potentially experience all of the effects listed in the options. However, the most significant effect would be:

They could lose an opportunity to manage risks and communication within the Agile Release Train (ART)

This is because the IP Iteration is a crucial time for teams to reflect on their work, identify and manage risks, and improve communication within the ART. By continuing with their feature delivery work, Team A might miss out on these opportunities, which could negatively impact their performance in the next PI.

Here's a table summarizing the potential effects:

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)

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 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).

The CALMR approach to DevOps, as outlined in the Scaled Agile Framework (SAFe) 6.0, stands for Culture, Automation, Lean, Measurement, and Recovery. Each letter in the acronym represents a key element of the approach.

Given the options you provided, the correct answer is:

• Create a culture of shared responsibility

This aligns with the 'Culture' aspect of the CALMR approach. In this context, culture refers to fostering a collaborative environment where everyone shares responsibility for the delivery and stability of the system.

Here's a brief overview of what each element in the CALMR approach stands for:

According to the Scaled Agile Framework (SAFe) 6.0 methodology, Scrum Masters or Team Coaches can escalate Agile Release Train (ART) level impediments during the Scrum of Scrums (SoS) meeting. However, this option is not listed in your provided choices.

From the options you've provided, the closest event where a Scrum Master or Team Coach might escalate ART-level impediments would be the System Sync.

Here's a brief explanation of each event:

System Sync

This is a meeting where teams synchronize their work and resolve any dependencies and issues. It's a suitable place for Scrum Masters or Team Coaches to escalate ART-level impediments.

Coach Sync

This is a meeting for Agile Coaches to align on coaching strategies and share insights. It's not typically a place to escalate ART-level impediments.

PO Sync

This is a meeting for Product Owners to align on the backlog and priorities. It's not typically a place to escalate ART-level impediments.

Product Sync

This is not a standard event in SAFe. It might refer to a meeting where teams align on product features or strategy, but it's not typically a place to escalate ART-level impediments.

Here's a table summarizing the above:

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 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.

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.

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.

The correct answer to your question is:

Team members are pulling in work from future Iterations

Explanation

In the Scaled Agile Framework (SAFe) 6.0 methodology, an anti-pattern that indicates a team is overcommitting to work is when team members start pulling in work from future iterations. This is a clear sign that the team is taking on more work than they can handle in the current iteration.

Here's a brief explanation of why the other options are not correct:

• Flow time is decreasing: This could indicate that the team is becoming more efficient, not necessarily that they are overcommitting.
• Capacity and load are exactly the same: This is actually a good thing. It means that the team's workload matches their capacity, which is the goal in agile methodologies.
• Team velocity increases over time: This could also indicate that the team is becoming more efficient. However, if the increase is too rapid, it could be a sign of overcommitment, but it's not as clear an indicator as pulling in work from future iterations.

One example of an Agile Team development practice is to demo working functionality frequently to the product owner and other stakeholders. This practice helps the team to get fast feedback, validate their assumptions, and ensure that they are delivering value that meets the customer needs and expectations. Demoing frequently also helps the team to improve the quality of their work, as they have to ensure that the functionality is tested and meets the definition of done before showing it to others. Demoing frequently is part of the SAFe Scrum and SAFe Team Kanban practices, and is done at the end of each iteration in the Iteration Review event.

A Team's velocity is calculated by summing up the points of the fully completed stories, so it’s 8+1=9 points, excluding story C which is not completed 100%.

The best examples are: Focus on business value delivery, Ask the Team for the answer and Facilitate Team problem-solving.
Focusing on business value delivery over fosucing on certain targets
Asking the Team for the answer over providing answers for the Team
Focusing on business value delivery over fosucing on certain targets

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:

The correct answer to your question is:

To identify how the Story can be validated

Explanation

In the Scaled Agile Framework (SAFe) 6.0 methodology, acceptance criteria serve as a set of conditions that a software product must meet to be accepted by a user, a customer, or other system. They are used to describe the functional and non-functional requirements of a feature (or "Story" in Agile terminology) and are defined by the product owner or business representative.

The main purpose of acceptance criteria is to provide clear guidelines on when the implemented story is considered "done". This means they are used to identify how the Story can be validated, ensuring that the developed feature meets the desired functionality and quality.

Here's a simplified version of your options in a table:

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.

According to the Scaled Agile Framework (SAFe) 6.0 methodology, the responsibility of a Scrum Master/Team Coach among the options provided is:

Answer

• Supporting Iteration Execution

Explanation

The Scrum Master/Team Coach plays a crucial role in facilitating the team's progress towards team goals. The Scrum Master is a servant-leader for the Agile Team, helping to remove impediments and fostering an environment for high-performing team dynamics, continuous flow, and relentless improvement.

Here's a brief explanation of each option:

1. Supporting Iteration Execution: This is a core responsibility of the Scrum Master. They facilitate the team's progress towards iteration goals.
2. Assigning points for each user story: This is typically a team responsibility, not specifically the Scrum Master's. The team collectively estimates the effort for each user story in the backlog.
3. Accepting completed work: This is typically the role of the Product Owner, not the Scrum Master. The Product Owner accepts user stories once they meet the acceptance criteria.
4. Attending PO Sync: While the Scrum Master might attend this meeting, it is not a primary responsibility. The main attendees of the PO Sync are the Product Owners.

According to the Scaled Agile Framework (SAFe) 6.0 methodology, servant leaders can encourage team member personal growth in several ways. However, based on the options provided, the most appropriate method would be:

Pair team members together to complete new or unique work

This approach is in line with the SAFe principle of fostering a learning culture. By pairing team members together, they can learn from each other, share knowledge, and develop new skills. This not only promotes personal growth but also enhances team performance and productivity.

Here's a brief explanation of why the other options are less suitable:

• Encourage team members to complete more work within areas in which they are comfortable: This approach may not necessarily promote personal growth as it does not challenge team members to learn new skills or step out of their comfort zones.
• Assign development paths to team members based on their current skills: While this can help team members improve their existing skills, it may not encourage them to learn new ones, limiting their personal growth.
• Encourage spending more time in their role over formal learning: This approach may lead to stagnation and limit personal growth as it does not provide opportunities for team members to learn new skills or gain new knowledge.

According to the Scaled Agile Framework (SAFe) 6.0 methodology, all four characteristics mentioned are crucial for a high-performing team. However, in the context of your question, where two developers have different ideas on how to implement a solution, the most relevant characteristic would be Healthy Conflict.

Explanation

• Healthy Conflict: This is a key characteristic of high-performing teams. It allows for the open discussion of ideas, where each team member feels comfortable expressing their thoughts and opinions. In this scenario, the two developers can engage in a constructive debate about their differing ideas, which can lead to a more robust and well-thought-out solution.

Here's a brief overview of how the other characteristics contribute to a high-performing team:

• Mutual Trust: This is the foundation of any team. It allows team members to feel safe in expressing their ideas and opinions, knowing that they will be respected and considered.
• Effective Decision-Making: This characteristic ensures that decisions are made in a timely and efficient manner, with the input of all team members. It's crucial for moving projects forward and avoiding stagnation.
• Clear Goals and Purpose: Having a clear understanding of the team's goals and purpose helps to align all team members and keeps everyone focused on the same objectives.

Openness is one of the Scrum Values that can help Agile Teams create transparency. Being open involves sharing information, feedback, and concerns openly within the team and with stakeholders. It fosters an environment where everyone feels comfortable expressing their thoughts and ideas, leading to better collaboration and decision-making. Openness promotes transparency by ensuring that relevant information is readily available to all team members, allowing for a clear understanding of the work being done and the challenges being faced.

One of the responsibilities of a Scrum Master/Team Coach is to help the team achieve flow, which is
a state of continuous and sustainable delivery of value. They do this by teaching and coaching the
team on SAFe Scrum and SAFe Team Kanban practices, such as limiting work in progress, visualizing
work, managing queues, and reducing batch sizes. They also help identify and eliminate
impediments and bottlenecks that hinder the team’s progress and performance.

According to SAFe, one output of a successful Iteration Retrospective is the creation of a few improvement Stories that enter the Team Backlog for the next iteration. These stories reflect the team’s agreement on what they can do better in terms of their process, practices, and performance. The improvement stories are visible and prioritized along with the other stories in the backlog. They help the team implement the concept of relentless improvement, which is one of the core values of SAFe.

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

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:

One benefit of PI Planning is that it allows for faster decision-making by bringing together all the members of the Agile Release Train (ART) and the relevant stakeholders in a face-to-face (or virtual) event. PI Planning provides an opportunity for the ART to align on a common vision and mission, review the business context and priorities, identify and resolve dependencies and risks, and commit to a realistic and achievable plan for the next Program Increment (PI). By having everyone involved in the planning process, the ART can leverage the collective knowledge and expertise of the participants, reduce ambiguity and uncertainty, and make informed and timely decisions that support the delivery of value to the customers. (Must be taken from SAFe 6 Scrum Master resources)

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).

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)

The Scrum value that can help Agile Teams create transparency from the options provided is Respect.

Explanation

In the context of Scrum and Agile methodologies, respect is a fundamental value that fosters transparency within teams. When team members respect each other, they are more likely to be open and honest about their work, challenges, and progress. This openness leads to greater transparency, as it encourages sharing of information and collaboration.

Here's a brief description of how respect contributes to transparency:

• Respect: This value is about acknowledging and appreciating the skills, knowledge, and capabilities of all team members. It encourages open communication, mutual understanding, and trust. When team members respect each other, they feel comfortable sharing their thoughts, ideas, and concerns, which promotes transparency.

The other options provided, while important in their own right, do not directly contribute to transparency in the same way as respect does.

The ''C'' in the CALMR approach to DevOps stands for culture, which is the foundation of successful DevOps adoption. Culture refers to the values, beliefs, and behaviors that guide the collaboration and alignment of everyone in the value stream. By creating a culture of shared responsibility, teams can manage the tensions caused by differing needs, such as speed, quality, security, and stability. A culture of shared responsibility means that everyone is accountable for the outcomes of their work, and that they work together to deliver value to the customers. It also means that teams respect each other's roles and expertise, and seek feedback and learning opportunities. A culture of shared responsibility fosters trust, transparency, and continuous improvement, which are essential for DevOps.

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)