Scrum Quiz: Pubquiz

Vragen Scrum Quiz

  1. Welk nieuw element in de Scrumguide 2020 is toegevoegd als verantwoordelijkheid van de Product Owner?
    1. Product Vision
    2. Purpose
    3. Product Goal
    4. Performance metrics
  2. Eén van de verantwoordelijkheden binnen Scrum is anders genoemd in de Scrum Guide 2020, welke?
    1. Het Development team vervalt en hier komen Developers voor in de plaats
    2. De Product Owner vervalt en wordt nu Value Maximizer genoemd
    3. De Scrum Master vervalt en hier komt Facilitation Expert voor terug
    4. De projectleider krijgt als nieuwe rol meer body in de Scrum Guide 2020
  3. In volgorde van tijd, maak een jaarlijn van wanneer de verschillende onderwerpen zijn ontstaan:
    1. Scrum, SAFe, Agile Manifest
    2. Agile Manifest, SAFe, Scrum
    3. Agile Manifest, Scrum, SAFe
    4. Scrum, Agile Manifest, SAFe
  4. Welk artefact hoort bij het Increment?
    1. Sprint Goal
    2. Definition of Done
    3. Sprint Backlog
    4. Review
  5. Wat waren de founding fathers van de Scrum guide Jeff Sutherland en Ken Schwaber van elkaar?
    1. Neven
    2. Vakgenoten
    3. Oud- collega’s
    4. Prijswinnaars
  6. Waar komt de term Scrum vandaan?
    1. American Football
    2. Schaken
    3. Basketball
    4. Rugby
  7. Tijdens de Sprint Planning wordt in de Scrum Guide 2020 nadruk gelegd op:
    1. Het ‘waarom’ van een Sprint
    2. ‘wat’ gaan we doen deze Sprint
    3. ‘hoe’ pakken we werk aan deze Sprint
    4. Alle bovenstaande
  8. Welke commitment behoort bij de Sprint Backlog?
    1. Developers
    2. Daily Scrum
    3. Sprint Goal
    4. User Stories
  9. Wat is het aantal wereldwijd behaalde Scrum.org certificeringen in januari 2021?
    1. 100.000
    2. 250.000
    3. 500.000
    4. 1.000.000
  10. Welke Scrum.org certificering is het meest behaald?
    1. PSM1 (Scrum Master)
    2. PSPO1 (Product Owner)
    3. PSK1 (Kanban)
    4. PAL1 (Leadership)
  11. Wat zijn de 5 Scrum values?
    1. Honesty, Focus, Respect, Fun, Courage
    2. Openness, Courage, Commitment, Fun, Focus
    3. Extraversion, Focus, Commitment, Openness, Integrity
    4. Openness, Focus, Commitment, Respect, Courage
  12. Hoe vaak per maand Googelt men “Scrum” in Nederland?
    1. 140x
    2. 1400x
    3. 14000x
    4. 140000x

Antwoorden

  1. Product Goal
  2. Het Development team vervalt en hier komen Developers voor in de plaats
  3. Scrum, Agile Manifest, SAFe,
  4. Definition of Done
  5. Vakgenoten
  6. Rugby
  7. Alle bovenstaande
  8. Sprint Goal
  9. 000
  10. PSM1
  11. Commitment, Focus, Openness, Respect, and Courage
  12. 14000x

Gekopieerd van: https://agilescrumgroup.nl/scrum-quiz/

The 25 best icebreaker questions for team-building at work

  • What was your first job?
  • Have you ever met anyone famous?
  • What are you reading right now?
  • If you could pick up a new skill in an instant what would it be?
  • Who’s someone you really admire?
  • Seen any good movies lately you’d recommend?
  • Got any favorite quotes?
  • Been pleasantly surprised by anything lately?
  • What was your favorite band 10 years ago?
  • What’s your earliest memory?
  • Been anywhere recently for the first time?
  • What’s your favorite family tradition?
  • Who had the most influence on you growing up?
  • What was the first thing you bought with your own money?
  • What’s something you want to do in the next year that you’ve never done before?
  • Seen anything lately that made you smile?
  • What’s your favorite place you’ve ever visited?
  • Have you had your 15 minutes of fame yet?
  • What’s the best advice you’ve ever heard?
  • How do you like your eggs?
  • Do you have a favorite charity you wish more people knew about?
  • Got any phobias you’d like to break?
  • Have you returned anything you’ve purchased recently? Why?
  • Do you collect anything?
  • What’s your favorite breakfast cereal?

Read the complete article here: https://knowyourteam.com/blog/2018/01/08/the-25-best-icebreaker-questions-for-team-building-at-work/

De 10 beste vragen aan je team

Natuurlijk is er geen standaard lijstje van de beste vragen en is ieder team en ieder vraagstuk in een team uniek. Vanuit Loes van Luijk haar teamcoachervaring en opleidingen heeft ze wel krachtige vragen ontdekt die zij als teamcoach vaker inzet.

  1. Wanneer hebben we een goed overleg gehad?
  2. Wat gebeurt hier eigenlijk?
  3. Wat heb je nodig van ons?
  4. Wie of wat heeft er last van als we dit oplossen?
  5. Stel jullie belangrijkste opdrachtgever komt nu binnenlopen, wat zou die dan zien?
  6. Zou iemand de ondertiteling aan kunnen zetten?
  7. Wat hebben we allemaal al in huis om dit op te lossen?
  8. Wat wordt er vergeten?
  9. Als er een vannacht een wonder gebeurt, hoe zouden jullie dan morgen samenwerken?

Lees het volledige artikel hier: https://www.linkedin.com/pulse/de-10-beste-vragen-aan-je-team-loes-van-luijk/

A list of STAR Interview Questions for Managers

  1. Tell me about a time you had to change your behavior to get things done in an organization or project.
  2. Can give you an example of a situation where you had to motivate your colleague(s) to get something done?
  3. Tell me about a time you had to be creative to solve an issue.
  4. Describe a situation where you preferred to delegate something back to your manager.
  5. Give an example of a project where the goals were not clear and describe how you handled the situation.
  6. Tell me what you did to become a better professional last year.
  7. Tell me about a time when you had to rely on written communication to get your ideas across to your team.
  8. Give an example of how you contributed to an improvement.
  9. Tell me about a situation where you used visuals to explain something complex.
  10. Share an example where you stole an idea and tweaked it become useful for you.
  11. Describe how you apply feedback cycles in your work, and how you shorten them.
  12. Tell me a situation where you were not motivated and how you handled the situation.
  13. Describe a situation in a team, where you as a team had to come to an agreement.
  14. Can you give an example where you had to act not in line with the company/team values?
  15. Describe a situation where you helped someone else to become a better professional.
  16. Tell me about a situation where you helped someone in your team or organization not related to your profession.
  17. Describe an experiment you did at work.
  18. Tell me about a situation where the purpose of the organization was not in line with you as a person.
  19. Give an example of how you made a difference in a meeting.
  20. Describe a situation where you contributed to strengthening the relations within a team.
  21. Describe a situation where you contributed to strengthening the relationships between teams.
  22. Tell me about when you gave a compliment to a team member.
  23. What have you done recently that helped someone be happier in his or her job?
  24. Tell me about the last time you provided feedback to team members.
  25. Give an example of a situation where did management activities.

These questions have been copied from this article: https://management30.com/practice/star-behavioral-interview-questions/

Questions a New Scrum Master Should Ask Her Team to Get up to Speed

  1. How large is your product backlog?
    I do not believe in product backlogs that are larger than what the team can handle in three, maybe four sprints. If the product backlog exceeds this threshold, the product owner might be in need of some support.
  2. What is the typical age of a user story in the product backlog?
    Again, I do not believe in the value of a user story that is 5 months old. And a “but I have been working on it ever since” is an excuse in my eyes.
  3. What is your average lead time from an idea being added to the product backlog to its delivery?
    No one could answer that question in the before-mentioned session. But it is actually one of only three metrics that can provide some insight on whether “agile” has been successfully adopted by your organization.
  4. Does your product backlog contain user stories none of the current team members is familiar with?
    Maybe those should be re-estimated with the current team members to make sure the estimation is still accurate?
  5. How often are you grooming the product backlog?
    That should be done at least once a week depending on the state of the project.
  6. On how many user stories are you working in parallel during backlog grooming?
    Ideally, a team should not be working on more user stories than it can handle within the next two or three sprints. Otherwise, the risk of allocating resources on user stories that may never make into a sprint backlog becomes too high.
  7. How long does the grooming of a typical user story take?
    The grooming should not be taking more than one to two sprints.
  8. How are you creating user stories?
    (Is it a joint team effort with the PO or is the product owner writing the user stories and the team estimates them?)
    There is a tendency to observe that product owners become more a kind “technical writer” of user stories which then get estimated by the team. I suggest, however, to turn user story creation into a join effort of the whole team.
  9. Where are you discussing user stories?
    Only during grooming sessions or also on Slack or via comments on tickets, for example?
    Every team has it own habits, and maybe commenting in Confluence, Jira, Github or utilizing Slack is an effective means of communication in your organization. As long as this happens before a user story is selected for a sprint backlog, this should be fine. Discussing its essentials afterward is a problem, though.
  10. Do you apply a “definition of ready” standard to your user stories?
    That should indeed be a standard. A volatile velocity can at least partly be attributed to the lack thereof.
  11. If so, of what criteria is your “definition of ready” composed of?
    Typical criteria for a “definition of ready” are: The description is available, acceptance criteria are defined, the story can be delivered within a sprint, all UI deliverables are available, all (probable) dependencies are identified, performance criteria are defined, tracking criteria are defined and the story is estimated by the team.
  12. Who is writing acceptance criteria and in what format?
    It should be the product owner in collaboration with the team to create a shared understanding of what needs to be built.
  13. How are you estimating the likely effort of a user story?
    An estimation poker would be useful.
  14. Are you estimating in man-hours or story points?
    Estimating man-hours is betting than not estimating at all. However, I prefer user story points, particularly if the application in question is burdened with legacy code and/or technical debt. Predictability and stakeholder communications becomes easier this way as they are featured with a built-in buffer.
  15. How are you practicing the estimation process, if the team shares different opinions?
    Preferably, you should observe the team’s estimation process in real life. But in case you have to ask: is it a typical vote-discuss-revote cycle? Or: when and how do you pick an estimate? (Examples: 50:50 split, e.g. 3*3 and 3*5 – which one do you take? Or a majority split: 2*3 and 4*5. Or the estimations cover a range, e.g. from 2 to 8?) It is a good way to learn more about the team building state, too.
  16. What is a typical distribution of story sizes in your sprint backlogs?
    This one tries to figure out, where the commitment sweet spot of the team is, based on the sprint backlog composition. To my observation, teams often work in a more successful way, when a sprint backlog comprises of one or two larger user stories, some medium sized stories and a few small ones.
  17. Are you re-estimating user stories at the end of a sprint? If so, under which circumstances are you doing so?
    That should always be done if a user stories turns out to be way off its original estimation.
  18. What was your velocity of the last three sprints?
    The team should know its velocity, how could it otherwise possibly improve?
  19. How many user stories are typically not finished within a sprint and for what reasons?
    If the team is bullish and picked more user stories than it could probably handled at the beginning of the sprint, so be it—nothing to worry about. Also, there are other incidents that might negatively effect the team’s actual velocity, e.g. sick leave or a critical bug a few days into the sprint. If the team, however, is regularly leaving user stories on the board because estimations were wrong, this is a sign for concern. See also: Scrum: The Obsession With Commitment Matching Velocity.
  20. Are you changing user stories once they become an item of a sprint backlog? And if so, under what circumstances?
    Well, making them smaller if the team runs into a problem is certainly not great, but acceptable—if the user story in its reduced form still delivers value. Making it larger after the sprint planning is, however, not acceptable.
  21. What are the obstacles the team is facing today?
  22. What are the dependencies on other teams?
    And if there are dependencies, are you waiting for other teams to complete their tasks?
  23. Define and discuss at least three key team goals for the project.
    Some of the answers may seem obvious, i.e. meet our deadline within our budget, but this discussion can often bring out other goals which are not obvious to the Team initially. It can help the Scrum Master understand Team motivations and dynamics.
  24. What are key success factors to achieve our team goals?
    Defining and discussing key success factors, i.e. minimizing the impact of dependencies, can help identify project-level impediments, risks, and issues which the Scrum Master can begin to address. It also is a good benchmark to review and update as the project progresses.
  25. What do team members hope to achieve with this project?
    I like to get a sense of people’s personal goals for the project in addition to the Team goals we will establish collaboratively. Having this information can help keep people motivated over the course of the project. Some people may want to learn new technologies, be part of a high-performance Agile Team, or have other goals.
  26. What type of work environment do we want to create on this project?
    This question can stimulate good discussion about how Team Members want to interact with each other to achieve the project goals. Often the discussion centers on trust, communication, collaboration, and respect, but it’s good to make sure there is some agreement (or an acceptance of differences) by the team about what is important.
  27. What can we do as a team to make sure that we support each other to achieve our team goals?
    This question can help the Scrum master understand how team members understand the importance of making commitments as a team rather than as individuals. It can also help the team establish informal agreements about the need for everyone to support each other, to take on roles outside their specialty, and trust their team when they need to ask for help.
  28. What should we do when we are not achieving our goals or not supporting each other?
    Obviously, this can be addressed in a retrospective, but having the discussion early can be helpful to understand how team members perceive how these situations should be handled. It can help establish the need for open and honest communication built on trust.
  29. How should we celebrate success for achieving our goals?
    It’s important for the team to visualize and expect success. This discussion can help the team discuss rewards that are meaningful and keep them focused on realizing those rewards.

Original post can be found here: https://age-of-product.com/20-questions-a-new-scrum-master-should-ask-her-team-to-get-up-to-speed/

Other questions you might want to ask when joining a start-up are:

  1. Why are you hiring a scrum master and not a project manager?
  2. What is the leadership style of the startup founders?
  3. What is your current software development process?
  4. Do employees get any regular feedback?
  5. How would you define your company culture?

As listed in this article: https://www.toptal.com/project-managers/scrum-master/5-scrum-master-questions

The Scrum Master Craft

Being a Scrum Master is a craft, as it is a combination of knowledge, skill and experience that enables you as a Scrum Master to be effective.

The duty of the Scrum Master is to reveal not Resolve. There are many anti-patterns from the misunderstanding around Servant Leadership.

Flow works best in a pull-based system. This applies to learning as well as work. Create a welcoming space for people to share ideas and discuss with each other. Try as hard as possible not to offer unsolicited advice!

A technique Simon Reindl has found helpful is to flip every statement into a question. “You seem to be covering up progress” becomes “How are you making your work transparent?”.

W.A.I.T. (Why Am I Talking?)

A phrase he heard a lot is “The person talking is the one doing the learning”. The meme/trope of the evil villain monologuing, while their downfall is being prepared for them is not a good space to be in within a team. This was summarised by Andy Hiles as W.A.I.T.

Read the complete article here: https://www.scrum.org/resources/blog/scrum-master-craft

Servant Leadership 101: The 4 V’s to Create a Strong Foundation

Servant-leaders must create a strong foundation that helps people feel empowered to take action, enables them to move forward in a common direction despite uncertainty, and to feel inspired and resourceful during challenging times.

The 4 V’s can help you establish this strong foundation:

  • Vision – “What do we want?”
  • Values – “What is important about that?”
  • Value – “What value are we creating? What outcomes indicate we are succeeding?”
  • Validation – “How will we measure valuable outcomes? How will we validate our assumptions about value?”

Read the complete article here: https://www.scrum.org/resources/blog/servant-leadership-101-4-vs-create-strong-foundation