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Chapter no 8
Question 4
Muda:
Muda refers to any activity or process that does not add value to the customer.
It includes all kinds of waste such as overproduction, waiting, transportation,
overprocessing, excess inventory, unnecessary motion, defects, and unused employee
creativity.
Muri:
Muri refers to the waste of overburden or overexertion. This type of waste
occurs when workers or machines are pushed beyond their limits, leading to stress,
strain, and mistakes.
Mura:
Mura refers to the waste of unevenness or inconsistency. This type of waste
occurs when there is variability in the production process, leading to inefficiency,
unpredictability, and unnecessary costs.
Question 8
A burn-down chart is a graphical representation of the remaining work or effort to be
completed versus the time available to complete it. It is commonly used in Agile project
management to track progress and identify whether a team is on track to meet its goals.
To determine if we are behind schedule using a burn-down chart, we need to look at the slope
of the chart. If the slope of the burn-down line is steeper than the ideal burn-down line, then it
indicates that the team is completing work at a slower pace than expected and falling behind
schedule. Conversely, if the slope of the burn-down line is less steep than the ideal burn-
down line, then it indicates that the team is completing work faster than expected and may
finish ahead of schedule.
In addition to the slope of the burn-down line, we can also compare the actual work
completed to the planned work. If the actual work completed is below the planned work at a
particular point in time, then it indicates that the team is behind schedule.
Question 11
During a daily stand-up meeting, team members typically answer three key questions, also
known as the "three questions" or "three pillars" of the stand-up meeting. These questions
are:
1.
What did you do yesterday? This question asks team members to report on the work
they completed during the previous day. A unified understanding of the project's
direction and the capacity to identify possible challenges of any kind are both helped
by this method.
2.
What will you do today? This question asks team members to share their plans for the
current day. It helps the team to coordinate their work and identify any dependencies
or potential issues that may arise.
3.
Do you have any blockers or impediments? This question asks team members to share
any issues or roadblocks that are preventing them from completing their work. It helps
the team to identify and address any obstacles that may be hindering progress.
By answering these three questions, team members can stay up to date on the progress of the
project, coordinate their work effectively, and identify and address any issues or roadblocks
that may be impeding progress. The daily stand-up meeting is an important practice in Agile
project management, helping teams to stay focused, aligned, and productive
Question 13
The daily stand-up meeting provides several benefits to the team beyond simply giving status
updates. Some of these benefits include:
Improved communication and collaboration:
By having daily stand-up meetings,
team members have a regular opportunity to communicate with each other and
collaborate on tasks. This ensures that everyone is striving to the same objectives
while ensuring that any difficulties or challenges are quickly detected and resolved.
Increased visibility and transparency:
The daily stand-up meeting provide visibility
into what each team member is working on, which helps to ensure that everyone is
accountable for their work and that progress is being made towards the project's goals.
Enhanced problem-solving:
By discussing any obstacles or challenges that are
encountered during the daily stand-up meeting, the team can work together to identify
solutions and overcome these obstacles more quickly.
Continuous improvement:
The daily stand-up meeting gives the team a chance to
evaluate their performance and find areas for development. This helps the team to
continuously improve their processes and deliver higher quality work.
Question 14
The Scrum Team will have the opportunity to demonstrate what they have accomplished
throughout the sprint at the Sprint Review (Demo). At the same time, key stakeholders will
have the opportunity to examine the increment and make any necessary changes to the
Product Backlog.
The Sprint Review (Demo) is not a status meeting; rather, it is an opportunity to collect
feedback, inspire cooperation between the Product Owner, Scrum Team, and stakeholders,
and identify the next incremental effort that can be made to maximize business value.
At a sprint demo, our team has the chance to leave a positive impression on the business
stakeholders. We want to share their important work with the people who are the most
passionate about it. The best sprint demonstrations are those that involve celebrations.
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Developers and stakeholders are coming together to recognize their combined achievements.
The group provides evidence that there are no difficulties, that there are new features, and
that there is the infrastructure necessary for ongoing development.
Question 15
The purpose of a retrospective is to investigate what took place, why it happened, what
should have occurred, and what can take place in the future. The primary objective of a
retrospective is to involve all the relevant stakeholders in a project, process, or engagement. It
is possible to see things from a range of angles if you include a variety of stakeholders in the
process. This provides you with the best chance to completely appreciate an issue or project
and uncover opportunities because you have more perspectives to consider. It is important to
conduct retrospectives whenever there is a need to get a deeper comprehension of the factors
that led to the occurrence of a certain event and the ability to transfer the knowledge gained
to future situations that are analogous to those experienced. In agile software development,
the meeting known as the "sprint retrospective" takes place after each iteration has been
completed. Teams should do a retrospective after the sprint review and again before the
planning meeting for the next sprint. During the period designated for the retrospective,
participants should investigate the events that took place during the process of development
and release, and then discuss ways in which future performance might be enhanced.
Question 17
At the sprint review, the product owner often provides a demo while the Scrum Master acts as
a facilitator. Members of the team may be requested to present their work, but this is not
always the case. A description of the status of completed and unfinished backlog items is
provided by the product owner. (The task is considered finished when it can either be
packaged for shipment or immediately implemented by the user.) All the essential tasks,
including comprehensive design and planning, coding, testing, problem resolution, and
documentation, have been finished.
Most of the time that is spent during the sprint review meeting is devoted to the Scrum team
analyzing the feedback that has been provided by stakeholders and team members regarding
the product increment.
After reviewing what went well and what didn't go well over the sprint, including challenges
encountered and how they were resolved, the development team will display the work that
was performed and answer any concerns surrounding the increment.
Question 18
The Sprint Retrospective takes place after the Sprint Review but before the Sprint Planning
for the subsequent iteration. This meeting shouldn't go on for more than three hours when it
comes to sprints lasting one month. The product owner, the scrum master, the developers, and
the stakeholders can all attend the retrospective session. The purpose of the meeting is to find
ways to identify prospective traps and past mistakes, as well as seek new ways to avoid those
problems going forward. The feedback of the stakeholders on the user stories that were
finished during the sprint will be gathered for consideration during the sprint review. The
concept of user stories includes not only deployment to production and acceptance testing but
also any additional processes that must be taken before the user story can be made available
to the end user. The objective of the sprint retrospective is to encourage a culture of
productivity, build stronger scrum teams, and improve the efficacy of all technical operations
and product delivery in general.
References
57 Daily Standup Questions for More Engaging Updates | Parabol
. (n.d.). Retrieved
February 22, 2023, from https://www.parabol.co/resources/daily-standup-questions/
Agile Retrospectives in 2023: the Why, the What, and the How
. (n.d.). Retrieved February 22,
2023, from https://www.neatro.io/agile-retrospective/
Conducting a Sprint Review (Demo) — Tech at GSA
. (n.d.). Retrieved February 22, 2023,
from https://tech.gsa.gov/guides/conducting_sprint_review/
Create a burndown report in Project desktop - Microsoft Support
. (n.d.). Retrieved February
22, 2023, from https://support.microsoft.com/en-us/office/create-a-burndown-report-in-
project-desktop-1022f20c-7931-4b14-81f8-880a0c532c41
Learn to see the three types of waste – HEIT Management
. (n.d.). Retrieved February 22,
2023, from http://www.heitmanagement.com/blog/2013/04/learn-to-see-the-three-types-
of-waste/
Sprint Review: 12 things you must know | Medium
. (n.d.). Retrieved February 22, 2023, from
https://ancaonuta.medium.com/12-things-you-must-know-about-the-sprint-review-
e57cfea4da3d
What Is a Daily Standup? | Purpose, Benefits, and Best Practices | Aha! software
. (n.d.).
Retrieved February 22, 2023, from https://www.aha.io/roadmapping/guide/agile/what-is-
a-daily-standup
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