1

Waterfall vs. Agile

Organizational Mindset Shift
Cross-Functional Team (T-Shaped)
Gulf of Evaluation
 Tailoring

Waterfall is based on defined process,

While Agile is based on empirical process
Agile Principles
Agile Principles
Agile Principles
Agile Principles
Scrum Pillars
XP (Extreme Programming)
Extreme Programming Values
Lean
7 Principles of Lean
Kanban (Pull System)
Kanban (WIP Limit)
A. Regular and frequent feedback from the customer is essential.
B. Consensus from customers is required before new functional
requirements can be inserted into a Sprint.
C. The Team must communicate what functionality will be produced in a
Sprint and the goal of the Team for the release.
D. Collaborate closely with the customer and ensure all functionality is
defined prior to the build phase of a project.
A. Groom the product backlog
B. Continue building the increment in the current sprint
C. Shift their effort to working on the higher-priority items
D. Initiate a discussion with the sponsor about whether it s
appropriate to reprioritize items in the product backlog at this point
A. Begin an agile project so the organization can get used to agile methods
B. Teach others in the organization about the benefits of agile methods
C. Abandon adopting agile within the organization
D. Use a hybrid of waterfall and agile methods
A. Responding to Change

B. Working Software

C. Customer Collaboration

D. Individuals and Interactions

A. Request that the product owner immediately re-prioritize the backlog.

B. Ask the product owner if the viability of the project has changed.

C. Cancel the project.

D. Alert the team that they can expect to be assigned to a new project
soon.
2
 Delivering Value incrementally

- With incremental delivery the team

regularly deploys working increment
of the product over the course of
project.

- The main purpose is to deliver

value by testing and evaluating the
product and making sure that this is
what the customer want.
- It’s a good opportunity for early
return on investment.
 Minimum Viable Product [MVP]

- It’s the smallest set

of functionality that
must be realized in
order for the
customer to perceive
value.

Incrementally delivering the features, which are part of

MVP, provide maximum value to the stakeholders.
MVP
 Prioritization
- Product owner is responsible for keeping
items in backlog prioritized by business value.
- When changes added to backlog, they must
be prioritized for value.
- The team will discuss with the customer at
the end of each iteration the priority of the
remaining items.
 Prioritization Techniques
MoSCoW:
Must Have: Requirements that are fundamental for the working of the system. If even one
such requirement is excluded, the system will fail.

Should Have: Requirements that are important for

the system to work correctly. If such a requirement is
excluded, the system can continue to function with a
difficult workaround.
Could Have: Requirements that are somewhat useful
or desirable, but not necessary. only do if there is
extra time and budget.
Won’t Have: Requirements that has little or no
value. If such a requirement is excluded or not
delivered, the system is not impacted in any way.
 Prioritization Techniques
100 Points Method:
- Each stakeholder is allotted 100 points.
- The points are assigned to the most important requirements.
 Prioritization Techniques
KANO Model:
A. To assess the value of potential projects
B. To track the progress and status of a project
C. To use the same tools that are used in traditional projects
D. To make agile project accounting more accurate
A. Specify more frequent deadlines
B. Only last for one iteration at a time
C. Encourage closer cooperation between the team and vendor
D. Include tighter acceptance criteria
A. He wants them to build only the functionality the end users will use the most
B. He wants them to deliver the smallest package of functionality that will be useful to
the market
C. He wants them to determine the minimal (most efficient and least costly)
technological approach
D. He wants them to identify the most basic features that the product could include and
still work
A. Have the development team stop working on these stories and focus on the
others
B. Tell team to continue working on the stories because they were agreed to as a
sprint goal
C. Contact the product owner and ask if the user stories are still a priority
D. Have the team swarm on the user stories so they are ready before the
technology is released
5- To ensure the success of our project, in what order should we
execute the work, taking into account the necessary
dependencies and risk mitigation tasks?

A. The order specified by the project manager

B. The order specified by the business representatives
C. The order specified by the project management office
D. The order specified by the project team
3
Stakeholders

Communications plays
an even more significant
role an Agile projects
because Agile projects
are typically much more
dynamic and fast-paced.
 Definition of Done [DOD]
- Defining of done is created and defined
by the Scrum Team (Dev. Team)
- Only the Development Team are in a
position to define it, because it asserts
the quality of the work that they must
perform.

- Having clearly-defined “Definition Of Done” removes ambiguity about what level of effort is
needed to complete a story , and decreases the technical debt for Ex.
- User stories –done will mean developed documented and tested
- Releases –done means there are no large defects or remaining change requests.
- Final project deliverables –priority features are implemented three months of trouble-free
operation and satisfactory scores
Communicating with Stakeholders
 Information Radiators
- It is large and highly visible display of
critical team information.
- It’s continuously updated.
- Located in a spot where the team and
others can see it constantly.
- It enhance openness and transparency
cause the team has nothing to hide from
its visitors.
- Sharing project information on these
tools is reinforcing the customer
collaboration.
- It acknowledge and confront problems.
- Promotes the idea of “shared ownership”
 Information Radiators
Which data might be
displayed in I. Radiators?
- The features delivered to
date versus the features
remaining.
- Who is working on what.
- The features selected for
current iteration.
- Velocity and defect metrics.
- Retrospective findings.
- List of threat and issues.
- Story map.
- Burn charts.
 Remotely Communication
- You can use Social
media to help remote
workers stay in touch.
- This overcome the
challenges of being
located on the same
area.
- Should beware of
hacking and information
theft in case of using
open source tool
 Decision Making Techniques
Simple Polling:
The team simply is asked to
vote anonymously about
any issue or idea.

Roman Voting:
Up/Down
-
 Decision Making Techniques
Fist of Five:
Ask everyone to show their level of agreement with the statement by
holding up a number of fingers, from 5 for wild enthusiasm (Jazz
hands!) down to a clenched fist for vehement opposition.
 Decision Making Techniques
Dot Voting:
- Stakeholders gets a predetermined amount of dots.
- Dots are assigned to the business features.
- Dots could be check marks or stickers.
A. The budget is typically smaller, so the charter doesn't need to be as formal and detailed.
B. We expect to discover the details of what will be built during the project, so the scope is
typically less clearly defined.
C. Agile projects typically have fewer external stakeholders, so the charter doesn't need to be
as long.
D. Agile practices are typically more spontaneous, so the project doesn't need to be defined
as clearly.
A. Remove impediments to progress
B. Recognize team conflict as a positive thing
C. Continually communicate the project vision
D. Be flexible and agile and look for a way to incorporate the suggestions into the
project goals and objectives.
A. Information radiators
B. Scrum of scrums
C. Stand-up meetings
D. Retrospectives
A. Make sure the customer is keeping the master list of work ranked and
updated
B. Ask the customer to participate in the daily stand-ups and give the team
their input
C. Engage the customer in a detailed requirements-gathering process before
starting work
D. Ask the customer which user stories should be included in each iteration
A. Vague project scope
B. Lack of tacit knowledge
C. Incomplete definition of done
D. Poor osmotic communication
4
Self-Organizing, Self-Managing teams
Self-organizing teams Self-managing teams

They are empowered to work collectively to Setting their own objectives

create their norms and make their own local
decision.

They are encouraged to take calculated risks Can use their own knowledge to organize
so they can learn from their mistakes work Structure based on iteration goals

Management should support this behavior Responsibility delegated to the team

by respecting team’s estimates and decision
 Training, Coaching & Mentoring

▪ Training : is teaching a skill or

knowledge through practice and
instruction.

▪ Coaching : is a facilitated process

that helps the person being coached
to develop and improve their
performance.

▪ Mentoring : is more of a professional

relationship in which a more
experienced person uses their greater
knowledge and understanding to
support the personal development of
another.
 Coaching

• It is the most common skills in Agile

practitioners, so scrum master, team
leader or team coach are serving as
coaches to the delivery team as needed
to improve their effectiveness and keep
the project on track.

• Coaching goal is to help team member

stay on track, overcome issues
continuously improve their skills.

• It happens on both team level and

individual level
 Agile Team Space Characteristics
Co-location :
In order to take full advantage of Co-location or gathering the entire
the benefits of the co-location, team in one room, sometimes it’s
these tools should be supplied : called “War room” is important to
create collaborative environment for
 Whiteboards and task
the agile team
boards.
 Sticky notes, papers and
flip charts.
 Round table with
screen/laptop.
 Video conferencing
capability.
 No barriers to face-to-
face communication
 Food, snacks and games
 Agile Team Space

Tacit Knowledge:

• It’s the unwritten information that is

collectively known by the group, this happens
in result of working on the same area, so the
team can share knowledge smoothly and
effectively in a co-located work space

• It leads to time saving since everyone in the

team has a wide base of shared information, on
of the forms of tacit knowledge is the Osmotic
Communication . Which is learning by
overhearing each other’s conversation
 Tracking Team Performance

Burn-up Charts :

• Track the work that has been

completed
• As work is done the line moves upward
• Provides additional insight into the
project status
 Tracking Team Performance

Burn-down Charts :
• Track the work that remains to be done on
a project
• Measures the team progress in completing
the project work
 Tracking Team Performance

Velocity Chart:

• It’s a measure of team’s capacity

for work per iteration
• Measured in the same unit that the
team estimates the work
• Velocity usually vary on early
iterations and then begins to
stabilize
1- In the stand-up Jonas reports that his progress is on hold
while he waits for feedback from the marketing department.
John makes a note of the problem and says briefly that he will
get the response Jonas needs to keep going. John must be the:

A. Marketing liaison
B. Functional representative
C. ScrumMaster
D. Proxy customer
2- The ScrumMaster, Sophia, is preparing for a meeting with the
project sponsor, Arnold, to report on the project’s progress. Arnold
wants to know how much work is left on the project and when the
team will be done. Sophia is standing in team's workspace taking a
picture of one of their low-tech, high-touch tools to show Arnold in
this meeting. Which information radiator is she photographing?

A. Technical debt graph

B. Project schedule
C. Task board
D. Burnup chart
3- A new developer has joined an agile team in the middle of a project
execution. During the tour of the work area, the scrum master gave a
brief overview of the agile practices used by the team and introduced
the new developer to the team members. What should the scrum
master do next?

A. Set up a project kick-off meeting to introduce the new developer

B. Let the team members introduce the project to the new developer

C. Assign the new developer a project task that they can easily accomplish

D. Ask the new developer to read the team’s ground rules and processes
4- Your team is five iterations into a project that is planned to have
two releases of eight iterations each when the product owner
suddenly barges into the team space and says he needs to know
right away whether the team will deliver all the features on time for
the second release date. He's done this before, and you're in the
middle of debugging a tricky part of the user interface, so you just
respond curtly :

A. "The task board you're standing in front of clearly shows that we're on track."
B. "Why don't you turn around and check out our burndown chart?"
C. "We committed to that date; what makes you think there's a problem?"
D. "We already gave you that information in yesterday's daily stand-up.
5- A junior team member new to agile has joined an
existing team. How should an agile practitioner respond?

A. Pair this person with a more senior team member

B. Provide coaching to the new team member in order to help him to

contribute

C. Pair this person with another junior team member

D. Assign this person some minor tasks before letting them on work that is
more important
5
 Agile Vs Non-Agile Planning

Agile planning differs from traditional planning in three key ways :

– Trial and demonstration (Prototypes) uncover true requirements.

– Less up front and more iterative planning
– Mid-course adjustments are normal
 Time-boxing
• The idea of time-boxing is to set a
fixed time limit to an activity.
• One of the key principles of time-
boxing is that the time-box itself
cannot be exceeded.
• Activities that cannot be performed
within one time-box, such as
completing a user story, are deferred
to the next time-box
• ▪ Examples of time-box :
– Iteration (2-4) weeks.
– Daily stand-ups 15 minutes.
– Retrospective are often time-
boxed 2 hours.
• The capacity of the team is measured
based on how much story point they
can do per iteration (Velocity)
 Product roadmap

• It’s a visual depiction of

product releases
• It is developed by the product
owner in collaboration with
the business stakeholders
• Represents the long term
product vision or goal of the
product.
 User Story
• A user story is a lightweight mechanism to quickly capture
requirements.
• ▪ It has to be completed in one iteration, if more than this it should be
broken down and this is called “Slicing” or “Disaggregation”.
• ▪ As the name suggests, it describes how a user will interact with the
system to complete a particular task.
• ▪ It is the lowest level of detail that the team will work on to address a
requirement and acts as an agreement between customers and team
members on the work that will be done in an iteration.
 User Story Examples

As a <hotel seeker> I want As a <library user> I want to

to <book a room for 2 nights <check the availability of a
at a hotel that is within 3 novel and reserve it>
miles from my office> so so that <I can read it during
that <I save time commute> my leisure time>
 Theme, Epic, User Story & Task
Decomposing Project Requirements:
• Themes : Themes are the goals and • User stories : individual feature or
business value for the customer. requirement that the business wants
which can be delivered in one sprint.
• Epic : Large story that cannot be
completed in a single sprint. • Tasks : The elements of a story, or
what I need to do to finish the story
Story Mapping
Release & Iteration Planning
Story Mapping
 Sizing & Estimates
Relative Sizing :
• It’s difficult to make absolute • Relative sizing assigns points to stories on a
estimate relative scale
• Story points are points assigned to• The team then decides how many points
stories size can be done in an iteration.
 Sizing & Estimates
Relative Sizing :

• Can you make an absolute

estimate for the square A & B ?
• Can you make a relative estimate
for both squares ?
• Which method is much easier ?
 Sizing & Estimates
The Fibonacci Sequence :

• Story points estimating is mostly

based on the Fibonacci sequence
of numbers, or some variation of
this sequence.
• ▪ Reasons for using the Fibonacci :
– ✓ It’s Composed Of Integers cause the
goal is to estimated high level
estimation.
– ✓ When estimating time, the shorter
the time span the more certainty.
Longer tasks are more complex and
time estimates are less precise.
– ✓ It’s Non-Linear so it reduces over-
analysis.
 Sizing & Estimates
T-shirt Sizing :
• User stories are assigned to T-shirt sizing
 Sizing & Estimates
Planning Poker
• It’s a Commonly used
approach to come up with
story point estimates.
• The Product Owner reads a
user story and four team
members provide their
estimates using the Planning
Poker cards.
• The make estimate choices
and show the card at the
same time.
• The team do this until their
estimates are fairly close.
 Sizing & Estimates
What Affinity Estimating :
• Affinity Estimating is a technique many
agile teams use too quickly and easily
estimate a large number of user stories
in story points, It involved below steps :
– Silent Relative Sizing. (Team size the user
stories from smaller to bigger)
– Editing the wall. (Sizing can be changed due to
the discussion with the product owner)
– Placing items into relative sizing buckets.
(team place the user stories to it’s relevant
sizing bucket)
– Product owner challenge. (sizing might
change)
– Storing the data. (final step after all data is
stored
 Daily stand-ups

Daily stand-ups :
• The Daily Standup is basically a
check-in for everyone on the
team to coordinate what’s going
on, monitor progress, and to
identify any obstacles that may
be inhibiting progress.
1- While auditing your project, the PMO notices that project
planning is incomplete as only the next couple of iterations have a
plan. They raise a flag calling it a problem that needs to be
addressed as soon as possible. As a Scrum Master of the team what
would you do?

A. A. Explain the principles of progressive elaboration.

B. Create detailed iteration plans for the remainder of the project as
instructed by the PMO.
C. Ignore them, since they clearly have no rights to be reviewing your project.
D. Ask the team what needs to be done to solve the problem.
2- When does progressive elaboration take place?

A. Whenever the backlog is updated

B. Continuously throughout the project
C. During the review and retrospective meetings
D. In the iteration planning meetings
3- Jack is an agile practitioner for a project where the top
management is lacking the detailed project plan that shows exactly
when the project will end and met its requirements. The team was
using a rolling wave planning approach so far on the project. How
should Jack explain to the top management the benefits of this
approach?

A. Discuss the situation with the product owner.

B. It ensures that a consistent level of details is available in the project
schedule.
C. It ensures that there is no wasteful build-up of requirements inventory that
may never be processed.
D. It gives a concrete definition of project scope, cost, and duration.
4- A technique that many agile teams use too quickly and easily to
estimate a large number of user stories in story points is called:

A. Affinity Estimating
B. T-shirt Estimating
C. Wideband Delphi Estimating
D. MoSCoW Analysis
5- The product owner is frustrated because the team’s estimates are
always too low. Each time it turns out that some necessary steps
were left out, such as testing or integration, but the variance isn’t
consistent. How should the product owner address this issue?

A. Add a multiplication factor to the estimates based on the worst-case

variance from the team’s estimate to the actual duration.
B. Visit the team room every day to make sure they are using the most
efficient approach to getting the work done.
C. Discuss each estimate with the team to make sure all the work involved in
building the story is included.
D. Agile methods don’t require accurate estimates; knowledge work is
inherently variable and cannot accurately be estimated.
6
 Technical debt
• It’s the backlog of work that
is caused by not doing
regular cleanups, checks and
maintenance while the
product is being built.
• Refactor is one of these XP
core practices that aim to
solve the technical debt.
 Detecting Problems
Lead time & cycle time:
 Detecting Problems
Cumulative flow diagram :
• CFD is an important tool for tracking and forecasting Agile projects.

• It tracks work at different stages, such as “Total Scope” , “Completed” and

“In progress”.

• The same report can provide insight into the Burn-up chart, Cycle Time, Work
In Progress, and Bottlenecks in one place.

• This information helps the team to detecting problems, focus the areas
requiring attention and improving the throughput of the team.
 Detecting Problems
Cumulative flow diagram :
Detecting Problems
 Solving Problems
Problem solving as continuous improvement :
• Agile mindset tends to resolve
issues as early as possible,

• Daily stand-ups, iterations

reviews and retrospectives are
practices aiming to identify issue
early and work on its solution.

• Agile methods engage the team

in identifying, diagnosing, and
solving issues & threats, this is a
whole-team activity to get the
team buy-in

• The team usually has the best

practical solution.
 Solving Problems
Benefits of team engagement :
• By asking the team for a
solution, we inherit
consensus for the proposal.

• Engaging the team accesses

a broader knowledge base.

• Team solutions are practical.

• When consulted, people

work hard to generate good
ideas.

• Asking for help shows

confidence, not weakness.
1- An experienced agile coach mentors other agile coaches in his
organization. In the area of problem detection and resolution, the
agile coach discourages his mentees from engaging in which of the
following when they coach their project teams?
A. Detecting problems, assessing problems, and choosing solutions
B. Reviewing the overall quality of the work performed by the team
C. Conducting surveys to assess team dynamics
D. Performing health checks to see how well the team is implementing agile
processes
2- Which of the following best describes cycle time in a
software development environment?

A. Cycle time is how long it will take to complete all tasks defined in the
work breakdown structure

B. Cycle time maximizes the order of magnitude to increase variability with

the size of work

C. Cycle time is the time from when the team begins work on a feature until
the feature is ready to be delivered

D. Cycle time maximizes the amount of work in progress with every iteration
3- During which of the following agile events are burndown
charts used to review the variance and trend in the team’s
past technical performance?

A. Sprint performance meeting

B. Daily standup meeting

C. Sprint review meeting

D. Burndown review meeting

4- Why would an agile team want to openly communicate to the
project stakeholders the status of threats and issues that the
team members are facing in their work?

A. To eliminate risk

B. To limit work in progress

C. To provide transparency

D. To reduce waste
5- Your team completed six stories in iteration 3, four stories in
iteration 4, and five stories in iteration 5. As team coach, what
should you do about this?

A. Coach each team member individually.

B. Engage the team to address the problem.

C. Nothing. There is no problem here.

D. Work on your own skills at removing impediments.

7
 Lessons Learned

 Capturing lessons
learned in each iteration :
 Kaizen

 What is Kaizen :

• It’s a Japanese word means “change for the better”

• The Kaizen approach is the basis for Agile’s way of
doing continuous improvement.
• Kaizen focuses on encouraging the Agile team to
frequently initiate and implement small,
incremental improvements.
• Agile projects provide the perfect environment to
implement Kaizen.
• Continuous Agile activities is occurring during the
project as :
 Daily Stand-Up
 Sprint Review
 Sprint Retrospection
 Continuous Improvement - Process

 Value stream mapping:

• Value stream mapping is a technique used to analyze the flow of information,

people, and materials required to bring a product or service to a consumer.
• The steps involved in value stream mapping process are as follows :
 Continuous Improvement - Process

• Total Cycle Time = Total Value added time + Total Non-value added time (Delays) = 19.58 +
72 = 92 hours
• Process cycle efficiency = Total Value added time / Total Cycle Time = 19.58 / 92 = 21.3 %
(Prior optimization)
• Process cycle efficiency = Total Value added time / Total Cycle Time = 19.58 / 60 = 33 %
(Post optimization)
 Continuous Improvement - Product
 Reviews :
• It include sprint reviews, retrospective and product review.

• PDSA cycle (plan-do-study-act) is a framework for the continuous

improvement.

• Guidelines for the Agile reviews :

 Let the data speak for itself : we don’t prejudge the results of our
experiments or filter out unlikely suggestions.

 Respect individuals : we value everyone’s view equally, we don’t judge

suggestions based on person’s role or seniority.

 Diverge then converge : we encourage diverse suggestions to increase the

likelihood of generating valuable insights and ideas, we diverge which
means we generate our idea individually so that they aren’t influenced or
inhibited by the view of other, then we converge which means we gather
together to review the ideas, agree on the most likely root cause of issues.
 Continuous Improvement - People

 Retrospectives :

• It’s one of the best tools for how teams

evaluate themselves.

• Retrospective is basically about people, it can

be held after Sprint review, release or even
entire project.

• We ask these questions and after a problem is

identified, we brain storm solutions.

• Then we commit to apply these solutions until

we make another Retro. And see if problems
are resolved.
 Continuous Improvement - People

 Retrospectives :
Continuous Improvement - People
 Continuous Improvement – People

Retrospectives process :
• Retrospective duration is 2 hours for 3 weeks iteration.
 Continuous Improvement – People
Step 1: Set the Stage
• This means helping the people to focus on the task.

• We aim to create an atmosphere where people feel comfortable speaking about

things that may not have gone well.

• We ask participants to introduce themselves first and to outline what do they

expect from this retrospective.

• We need to increase the participants comfort level to share & speak openly.

• There are a few activities that can help set

the stage :
• Check in : participants to express their
primary concern and expectation from
the retrospective in 5 10 minutes.
• Focus on / focus off :
 Continuous Improvement – People
Step 1: Set the Stage
• ESVP : every participant is asked to associate themselves
anonymously with one of Explorers, Shoppers, Vacationers, or
Prisoners.

 Explorer : Are eager to discover new ideas and insights. They

want to learn everything they can about the
iteration/release/project.

 Shopper : Will look over all the available information, and will
be happy to go home with one useful new idea.

 Vacationers : Aren’t interested in the work of the retrospective,

but are happy to be away from the regular workspace.

 Prisoner : Feel that they've been forced to attend and would

rather be doing something else.
 Continuous Improvement – People

Step 2: Gather data

• For this step it s time to dig into some of the
nitty gritty ( ‫ ) التفاصيل الجوهرية‬details of the
last sprint.

• We re trying to capture as much

information as possible by focusing on the
sprints or iteration that just ended.

• The team can use several exercises here like

the speed boat (mentioned in stakeholder
engagement domain), Or brain storming,
mind mapping,
 Continuous Improvement – People

Step 2: Gather data

There are a few activities that can help set the stage :
• Timeline –Team members write down memorable events during the
iteration in chronological order.
• Triple nickels –Each team member is given five minutes and a card to
recollect and write down five issues or ideas that happened during the
iteration. Then passed to the next member until sufficient ideas are
collected.
• Mad, sad, glad –team members list down their feelings in variations of
mad, sad, or glad on the different events during the iteration.
• Locate strengths –In this technique, team members are grouped into
pairs and interview each other on the highlights and positives that
happened during the iteration.
 Continuous Improvement – People

Step 3: Generate Insights

• This step often flows very organically from Step

2, where pain points and successes are
identified.

• It’s goal is to help us understand the

implications of our findings and discussions.

• The team can use collaborative exercises here

like (Five whys, Fishbone..etc).
 Continuous Improvement – People

Step 4: Decide what to do

• This is the most important step in

the retrospective.

• The team can use an action wheel of

categories such as (Keep doing, stop
doing start doing, do more, do less).

• Set SMART goals (specific,

measurable, attainable, relevant and
timely)
 Continuous Improvement – People

Step 5: Retrospectives wrap-up

• The exercise in this step might summarize what we have decided to keep or
change, what we are thankful for and where we can make the best use of our
time going forward.
• Some activities include:
• Appreciation : The team members express their gratitude and
appreciation to each other.
• +/Delta : They collectively decide what they want to do or change from
the next retrospective meeting.
• Helped, Hindered, Hypothesis : the team members are given three
flipcharts to list down what part of the retrospective helped, hindered
them, or any new ideas for improvement.
• Return on time invested (ROTI) : During this activity team members are
asked to rate their feedback on a scale of 0 to 4 (with 4 being highest)
whether the time they devoted to the retrospective exercise was worth it
or not.
1- To reduce late delivery of their product to the customer, the team
maps out the current process to track the steps from when the
order is placed, to when it is picked, packed, and sent out for
shipping. They note that packers wait until the picking cart is full
before they start packing. What is the objective of this approach?

A. To refine requirement
B. To enable team members to visualize the current process and waste
C. To determine the root cause for late delivery to the customer
D. To create a story map
2- After analyzing the flow of materials and information in their
product development process, the team has discovered and
subsequently removed several wasteful steps, making the process
more efficient. What tool did the team use?

A. Value stream analysis

B. Value stream mapping
C. Value driven delivery
D. Value based prioritization
3- An agile coach is encouraging the development team to
look for and implement small incremental improvements
in the processes being used. Which of the following is the
agile coach recommending to the team?
A. Muda
B. Kaizen
C. Ishikawa
D. Kanban
 4- The facilitator on a retrospective conducted the ESVP activity,
where half of the participants reported that are Ps, one quarter said
they were Ss while the reminder said they were Es. What should the
facilitator do?
A. Call for a break so that the facilitator can reset the tone of the meeting
B. Motivate participants since E means that only a quarter of the participants are
Eager
C. Emphasize the importance of communication since S means that those
participants intend to be Silent through the meeting
D. Nothing. Half of the room is Ps, which means that they are Passionate about the
project
5- The customers gave the new product very poor
reviews. What should the team do now?

A. Cancel the project

B. Scrap the product and start from a blank state

C. Conduct a retrospective

D. Proceed with the next iteration as planned