Agile Final questions and answers wit
solutions
Every project needs a project charter so the project team knows -
ANSWER why this project matters, where the team is headed and what
the project objective is
The team might need a team charter because - ANSWER Agile teams
require team norms and an understanding of how to work together
An agile project charter answers these questions: - ANSWER -Why are we
doing this project? This is the project vision.
-Who benefits and how? This may be part of the project vision and/or
project purpose.
-What does done mean for the project? These are the project's release
criteria.
-How are we going to work together? This explains the intended flow of
work.
A team can coalesce by - ANSWER working together, and the project
charter is a great way to start working
,Teams do not need a formal process for chartering as long as the teams
understand - ANSWER how to work together
Chartering ideas for team members to use as a basis for their social
contract: - ANSWER -Team values, such as sustainable pace and core
hours;
-Working agreements, such as what "ready" means so the team can take
in work; what "done" means so the team can judge completeness
consistently; respecting the timebox; or the use of work-in-process
limits;
-Ground rules, such as one person talking in a meeting; and
-Group norms, such as how the team treats meeting times.
The team's social contract—its team charter—is - ANSWER how the team
members interact with each other
The goal of the team charter is to - ANSWER create an agile environment
in which team members can work to the best of their ability as a team.
The single most important practice is the - ANSWER retrospective
The retrospective allows the team to - ANSWER learn about, improve,
and adapt its process.
Retrospectives help the team learn from - ANSWER its previous work on
the product and its process
,Team members may decide to retrospect at these key times: - ANSWER -
When the team completes a release or ships something. It does not have
to be a monumental increment. It can be any release, no matter how
small.
-When more than a few weeks have passed since the previous
retrospective.
-When the team appears to be stuck and completed work is not flowing
through the team.
-When the team reaches any other milestone.
Teams benefit from allocating enough time to learn, either from -
ANSWER an interim retrospective or an end-of-the-project retrospective.
When teams plan enough time, they can structure their retrospective to
- ANSWER gather data, process that data, and decide what to try later as
an experiment
The retrospective is about looking at the - ANSWER qualitative (people's
feelings) and quantitative (measurements) data, then using that data to
find root causes, designing countermeasures, and developing action
plans.
The backlog is the - ANSWER ordered list of all the work, presented in
story form, for a team
, In iteration-based agile, the product owner often works with the team to
- ANSWER prepare some stories for the upcoming iteration during one or
more sessions in the middle of the iteration
The purpose of the sessions in the middle of the iteration is to - ANSWER
refine enough stories so the team understands what the stories are and
how large the stories are in relation to each other.
A continuum of the refinement should be: - ANSWER -Just-in-time
refinement for flow-based agile. The team takes the next card off the to -
do column and discusses it.
-Many iteration-based agile teams use a timeboxed 1-hour discussion
midway through a 2-week iteration.
-Multiple refinement discussions for iteration-based agile teams. Teams
can use this when they are new to the product, the product area, or the
problem domain.
If the product owner is unsure of the dependencies, the product owner
can - ANSWER request the team to spike the feature in order to
understand the risks.
There are many ways for the product owner to conduct backlog
preparation and refinement meetings, including for example: - ANSWER -
Encourage the team to work as triads of developer, tester, business
analyst/product owner to discuss and write the story.
-Present the overall story concept to the team. The team discusses and
refines it into as many stories as required.
solutions
Every project needs a project charter so the project team knows -
ANSWER why this project matters, where the team is headed and what
the project objective is
The team might need a team charter because - ANSWER Agile teams
require team norms and an understanding of how to work together
An agile project charter answers these questions: - ANSWER -Why are we
doing this project? This is the project vision.
-Who benefits and how? This may be part of the project vision and/or
project purpose.
-What does done mean for the project? These are the project's release
criteria.
-How are we going to work together? This explains the intended flow of
work.
A team can coalesce by - ANSWER working together, and the project
charter is a great way to start working
,Teams do not need a formal process for chartering as long as the teams
understand - ANSWER how to work together
Chartering ideas for team members to use as a basis for their social
contract: - ANSWER -Team values, such as sustainable pace and core
hours;
-Working agreements, such as what "ready" means so the team can take
in work; what "done" means so the team can judge completeness
consistently; respecting the timebox; or the use of work-in-process
limits;
-Ground rules, such as one person talking in a meeting; and
-Group norms, such as how the team treats meeting times.
The team's social contract—its team charter—is - ANSWER how the team
members interact with each other
The goal of the team charter is to - ANSWER create an agile environment
in which team members can work to the best of their ability as a team.
The single most important practice is the - ANSWER retrospective
The retrospective allows the team to - ANSWER learn about, improve,
and adapt its process.
Retrospectives help the team learn from - ANSWER its previous work on
the product and its process
,Team members may decide to retrospect at these key times: - ANSWER -
When the team completes a release or ships something. It does not have
to be a monumental increment. It can be any release, no matter how
small.
-When more than a few weeks have passed since the previous
retrospective.
-When the team appears to be stuck and completed work is not flowing
through the team.
-When the team reaches any other milestone.
Teams benefit from allocating enough time to learn, either from -
ANSWER an interim retrospective or an end-of-the-project retrospective.
When teams plan enough time, they can structure their retrospective to
- ANSWER gather data, process that data, and decide what to try later as
an experiment
The retrospective is about looking at the - ANSWER qualitative (people's
feelings) and quantitative (measurements) data, then using that data to
find root causes, designing countermeasures, and developing action
plans.
The backlog is the - ANSWER ordered list of all the work, presented in
story form, for a team
, In iteration-based agile, the product owner often works with the team to
- ANSWER prepare some stories for the upcoming iteration during one or
more sessions in the middle of the iteration
The purpose of the sessions in the middle of the iteration is to - ANSWER
refine enough stories so the team understands what the stories are and
how large the stories are in relation to each other.
A continuum of the refinement should be: - ANSWER -Just-in-time
refinement for flow-based agile. The team takes the next card off the to -
do column and discusses it.
-Many iteration-based agile teams use a timeboxed 1-hour discussion
midway through a 2-week iteration.
-Multiple refinement discussions for iteration-based agile teams. Teams
can use this when they are new to the product, the product area, or the
problem domain.
If the product owner is unsure of the dependencies, the product owner
can - ANSWER request the team to spike the feature in order to
understand the risks.
There are many ways for the product owner to conduct backlog
preparation and refinement meetings, including for example: - ANSWER -
Encourage the team to work as triads of developer, tester, business
analyst/product owner to discuss and write the story.
-Present the overall story concept to the team. The team discusses and
refines it into as many stories as required.
