Improving ART Performance

SASM · 54 questions

• The building-permits team’s iteration planning is a task-assignment meeting with no iteration goal tied to a resident outcome. How should the Scrum Master / Team Coach drive the event?
• Team sync on the tax-assessment crew has become a 45-minute status report to the coach. How should the Scrum Master / Team Coach redirect the event?
• Backlog refinement for transit-fare stories debates hour estimates and never checks resident value or readiness. How should the Scrum Master / Team Coach use the event?
• The immunization-registry iteration review is a slide deck of “we were busy.” What should the Scrum Master / Team Coach require of the event?
• The parks-reservation team's retrospectives always close with "we should communicate more" and never name an experiment. What should the Scrum Master / Team Coach require so the event produces an outcome?
• Events on the library-consortium team run because the calendar says so, even though no one can name the purpose. How should the Scrum Master / Team Coach respond?
• A wastewater team wants to skip Iteration Review "because Inspect and Adapt is later." What should the Scrum Master / Team Coach do?
• The 911 CAD team plans an Iteration Goal that cannot integrate with RMS this iteration. How should the Scrum Master / Team Coach challenge the plan?
• The student-information team's Iteration Planning ignores Team PI Objectives and starts a disconnected local list. What should the Scrum Master / Team Coach reconnect?
• The DMV-licensing Kanban team is told "outcome-based events" means they must add Scrum-only ceremonies that produce no outcome. What should the Scrum Master / Team Coach keep?
• Housing-voucher refinement never includes the people who talk to residents, so stories keep missing eligibility facts. How should the Scrum Master / Team Coach change the event?
• Elections-systems team events always run over because there is no timebox or parking lot. How should the Scrum Master / Team Coach protect outcome focus?
• Demo feedback on the open-data team is never put on the backlog. What should the Scrum Master / Team Coach close?
• A code-enforcement director wants to replace all team events with a single weekly steering meeting. How should the Scrum Master / Team Coach respond?
• During PI Planning, the fleet-telematics team loads the Innovation and Planning iteration with overflow stories. What should the Scrum Master / Team Coach coach?
• Leadership wants to cancel the Innovation and Planning iteration on the water-billing ART "to catch up." What should the Scrum Master / Team Coach explain?
• The snow-route team sits idle in the Innovation and Planning iteration because nobody facilitated innovation or learning. What should the Scrum Master / Team Coach coach?
• Fire-inspection coaches treat hackathons as optional extras that disappear when stories slip. How should the Scrum Master / Team Coach protect Innovation and Planning?
• The food-safety team uses the Innovation and Planning iteration only to write the Inspect and Adapt slide deck. What should the Scrum Master / Team Coach include?
• A court-case team wants to "keep the factory running" through the Innovation and Planning iteration with the same WIP. What should the Scrum Master / Team Coach use IP for?
• Benefits-eligibility developers never get training because it is "not sprint work." What should the Scrum Master / Team Coach schedule?
• The 311 team's Innovation and Planning iteration is hijacked by production firefighting that was predictable. How should the Scrum Master / Team Coach treat that?
• Recycling-route team members want a Community of Practice day in the Innovation and Planning iteration. How should the Scrum Master / Team Coach respond?
• PI Planning prep for the streetlight ART is crammed into the last afternoon of a delivery iteration. What should the Scrum Master / Team Coach use the Innovation and Planning iteration for?
• Shelter-intake staff are told the Innovation and Planning iteration is "for developers only." What should the Scrum Master / Team Coach include?
• After a slip, the parking-enforcement team feels ashamed to use the Innovation and Planning iteration as a buffer. How should the Scrum Master / Team Coach respond?
• An RTE wants the Scrum Master / Team Coach on the stormwater team to staff the Innovation and Planning iteration like a mini-PI of Features. What stance should the coach take?
• The public-works ART treats Inspect and Adapt as optional if Features shipped. What should the Scrum Master / Team Coach insist?
• Inspect and Adapt for the housing ART is only a System Demo, with no measurement review or problem-solving. What should the Scrum Master / Team Coach name as the full event?
• A library-catalog ART director tells the Scrum Master / Team Coach to skip Inspect and Adapt and email a satisfaction survey instead. What should the coach do?
• Metrics shown at Inspect and Adapt for the elections ART are only hours billed and story points completed. What should the Scrum Master / Team Coach push the ART to review?
• Last PI's Inspect and Adapt improvement stories for the building-permits ART never entered PI Planning. How should the Scrum Master / Team Coach treat those items?
• The PI System Demo on the transit ART is a relay of team-by-team slides instead of working software. What should the Scrum Master / Team Coach insist on as part of Inspect and Adapt?
• A public-health director wants to skip the Inspect and Adapt problem-solving workshop because the ART already knows testers are the issue. What should the Scrum Master / Team Coach protect?
• The wastewater-treatment team stays silent at Inspect and Adapt after being blamed last PI. What should the Scrum Master / Team Coach restore so inspection can happen?
• Only Scrum Masters attend Inspect and Adapt for the 311-service ART. Who should be in the room?
• Inspect and Adapt on the parks ART is consumed by a 90-minute demo, leaving two minutes for improvement. Collaborating with the Release Train Engineer, what should the Scrum Master / Team Coach protect?
• The open-data ART celebrates only green metrics at Inspect and Adapt and hides missed PI objectives. Which move honors the SAFe core value of transparency?
• A new coach on the DMV-licensing team cancels iteration retrospectives, saying Inspect and Adapt now covers all improvement. What should continue?
• Every Inspect and Adapt improvement item from the housing-voucher ART is hire more people. What should the Scrum Master / Team Coach coach the ART toward?
• The Scrum Master / Team Coach of the benefits team tries to run the entire ART Inspect and Adapt as if they were the Release Train Engineer. What is the right stance?
• The problem-solving workshop for the building-permits ART starts with solutions such as buy a new workflow tool. What should the facilitator insist on first?
• Root-cause talk on the housing-intake ART is that people are lazy. How should the Scrum Master / Team Coach redirect the analysis?
• The problem-solving workshop for the water-utilities ART identifies twelve causes and tries to fix all of them this PI. What should the Scrum Master / Team Coach have the group do?
• After the ordinance-review ART finds the root cause is a huge batch of legal review, nobody restates the problem. What should the facilitator do before brainstorming solutions?
• Brainstorming in the transit ART problem-solving workshop is dominated by the director. What facilitation should the Scrum Master / Team Coach use?
• The problem-solving workshop for the archives ART ends with a mural of ideas and no improvement backlog items. What output should the Scrum Master / Team Coach require?
• The chosen problem on the public-works ART is the slogan "our culture." What should the facilitator do?
• After the PI System Demo and measures, the parks ART ignores that evidence and picks a pet peeve. How should the Scrum Master / Team Coach ground problem selection?
• On the 311 ART, two teams want different problems workshopped. How should the facilitator choose which problem to solve?
• Someone on the water-billing ART proposes more status meetings as the Inspect and Adapt countermeasure. How should the coach test that solution?
• Improvement items from the building-permits ART problem-solving workshop have no owners. How should the Scrum Master / Team Coach establish ownership without acting as a people manager?
• The problem-solving workshop for the elections ART becomes a blame circle about the System Team. What should the facilitator do?
• After Inspect and Adapt, the Scrum Master / Team Coach of the civic-engagement team files the notes and never mentions the items in iteration events. What follow-through is required?