The first step of the problem-solving workshop is to agree on the problem to solve. This step is important because it helps the teams to clearly state the problem, highlight the what, where, when, and impact of the problem, and avoid addressing the symptoms instead of the root causes. By agreeing on the problem to solve, the teams can focus their investigation and analysis, and save time and effort. The problem statement should be succinct and specific, and should not include any assumptions or solutions.
The Sun Never Sets on the Problem-Solving Workshop
Question 2
What is one potential root cause of Team Sync anti-patterns?
Options:
A.
Overcommunication between team members
B.
Lack of collective ownership
C.
Occasional conflict within the team
D.
Frequent verification and integration during the Iteration
Answer:
B
Explanation:
Explanation:
According to the SAFe 6 Scrum Master documentation, one of the potential root causes of Team Sync anti-patterns is the lack of collective ownership. Collective ownership means that the team members share responsibility for the quality and delivery of the team’s work. They collaborate, communicate, and coordinate their efforts to achieve the team goals. They also support each other, provide feedback, and resolve issues together. When there is a lack of collective ownership, team members may exhibit some of the following Team Sync anti-patterns 1:
Reporting to managers (status meetings): Team members use the Team Sync as a way to report their progress to the SM/TC or other managers, rather than to synchronize with their peers. This can create a hierarchical and command-and-control culture, where team members are not empowered to self-organize and self-manage.
Monologues: Team members give long and detailed updates that are not relevant or useful to other team members. This can make the Team Sync boring, inefficient, and ineffective, as team members lose interest and attention.
Cross-functional team standups (updates are not related to other people’s work): Team members work on different features or components that are not aligned with the team goals or the Iteration goals. This can result in silos, dependencies, and integration issues, as well as reduced collaboration and coordination.
“Nothing to report” can be a good thing: Team members say they have nothing to report, either because they have not done any work, or because they do not want to share their work with the team. This can indicate a lack of transparency, trust, and accountability, as well as a missed opportunity to get feedback and support from the team.
To overcome these anti-patterns, the SM/TC should coach the team on the purpose and value of the Team Sync, and help them adopt the best practices for effective Team Syncs, such as 2:
Having a clear agenda and timebox
Focusing on the team goals and the Iteration goals
Asking the three key questions: What did I do yesterday? What will I do today? Do I have any impediments?
Using visual aids, such as task boards or Kanban boards, to track progress and identify issues
Encouraging active participation, collaboration, and feedback
Ending with clear action items and follow-ups
(Must be taken from SAFe 6 Scrum Master resources)
References:
Scrum Master/Team Coach
Team Sync
Top 7 Anti Patterns of Scrum Master - Simpliaxis
Scrum Anti-Patterns Taxonomy | Scrum.org
[11 Daily Scrum Anti-Patterns We Commonly Hear from Users In … - Geekbot
Question 3
What is one way a servant leader can support team members in decision-making?
Options:
A.
Give each team member the opportunity to contribute
B.
Perform regular retrospectives on behalf of the team
C.
Identify solutions to problems the team surfaces
D.
Support teams in affinity mapping their concerns
Answer:
A
Explanation:
Explanation:
According to the SAFe 6 Scrum Master documentation, one of the ways a servant leader can support team members in decision-making is by giving each team member the opportunity to contribute. This means that the servant leader encourages and facilitates the participation of all team members in the decision-making process, ensuring that everyone’s voice is heard and valued. By giving each team member the opportunity to contribute, the servant leader fosters a culture of collaboration, empowerment, and trust, as well as increases the quality and buy-in of the decisions. (Must be taken from SAFe 6 Scrum Master resources)
References:
Scrum Master/Team Coach
The Power of Shared Decision-Making through Servant-Leadership