A. The Product Backlog.
B. The Definition of Done.
C. The Sprint Retrospective.
D. The Sprint Backlog.
A. The time a work item takes from initial idea/concept to feedback returned from customers after a production release.
B. The number of items that move into the delivery/end point per time period (e.g., daily/weekly).
C. The length of time a work item stays in one column.
D. The time a work item starts until when it finishes.
A. The Scrum Team.
B. Stakeholders
C. The Product Owner
D. The Developers.
E. The Scrum Master.
A. To help the Developers inspect and adapt their Sprint in the Daily Scrum.
B. To influence the team's SLE.
C. As a leading indicator to the length of the feedback loop for that Work Item.
D. As a lagging indicator to the length of the feedback loop for that Work Item.
E. To help the Scrum Team inspect and adapt their process.
A. Small batches, limit WIP, eliminate waste, Kaizen.
B. T-shirt size estimation, service level expectations, limit WIP.
C. Kaizen, remove delays, visualize policies, pull system.
D. Class of service, cost of delay, visualize the Workflow, limit WIP, manage flow.
E. Visualizing flow, limiting WIP, actively managing the Work in Progress (WIP), inspecting & adapting the Workflow.
A. Start of the Workflow.
B. Work in Progress (WIP) Limits.
C. Agreed owner of Workflow lane.
D. End of the Workflow.
A. It makes handoff policies explicit by defining clear quality gates between the development stages.
B. It defines how value flows through the system.
C. It creates transparency over the Work in Progress (WIP) limiting rules.
D. It provides a mutual understanding of when the work is considered to be started and finished.
E. It helps Service Request Manager track the percent completeness of a work item.
F. It is used as a checklist of all the states that every work item should go through before it is considered to be done.
A. A range of elapsed days.
B. A commitment.
C. A velocity.
D. A probability.
