Respect is one of the five Scrum values that can help Agile Teams create transparency. Respect

means that team members value each other’s opinions, skills, and contributions, and treat each

other with dignity and professionalism. Respect also means that team members are honest and open

with each other, and share information and feedback without hiding or withholding anything. By

respecting each other, Agile Teams can foster a culture of trust and collaboration, where everyone

feels comfortable to express their ideas, concerns, and issues, and work together to solve them.

Transparency is essential for Agile Teams to inspect and adapt their work, and to align their actions

with the vision and goals of the organization.

Reference:

Scrum Values Poster | Scrum.org

Core Values - Scaled Agile Framework

Exam Study Guide: SSM (6.0) - SAFe® Scrum Master

One of the high-performing team characteristics that Team A is demonstrating is using regular

feedback loops built into the learning cycle. A high-performing Agile Team is a cross-functional group

of people that have everything, and everyone, necessary to produce a working, tested increment of

product1 They are empowered, collaborative, aligned, and committed to delivering value to the

customers and the organization1 One of the factors that enable a high-performing Agile Team is

using regular feedback loops to learn and improve. Feedback loops are mechanisms that provide the

team with information about the outcomes and impacts of their actions, as well as the needs and

expectations of their customers and stakeholders23 Feedback loops help the team to validate their

assumptions, measure their progress, and adjust their plans accordingly23 Feedback loops also help

the team to foster a culture of experimentation, innovation, and continuous improvement, as well as

to increase customer satisfaction and loyalty23 Team A is using regular feedback loops by releasing

the functionality with a method for collecting direct customer feedback. This allows them to learn

from the actual users of their product, and to incorporate their feedback into the next iteration of

development. This way, they can deliver value faster and more effectively, as well as to enhance the

quality and usability of their product4 (Must be taken from SAFe 6 Scrum Master resources)

Reference:

Feedback - Scaled Agile Framework

Agile Teams - Scaled Agile Framework

Feedback Loops: The Key to Building Better Products Faster | UserTesting Blog

The Importance of Customer Feedback in Product Development | SurveyMonkey

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)

Reference:

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

According to the SAFe 6 Scrum Master documentation, one of the elements on the Scrum

Master/Team Coach responsibility wheel is to facilitate PI Planning. PI Planning is a two-day event

where all the teams and stakeholders of an Agile Release Train (ART) collaborate to align on a

common vision, define and commit to the PI objectives, and identify and manage risks and

dependencies. The Scrum Master/Team Coach facilitates PI Planning by 1:

Helping the team prepare for the event, such as reviewing the business context, vision, and backlog,

and creating draft plans

Supporting the team during the event, such as facilitating breakout sessions, resolving issues, and

ensuring alignment and collaboration with other teams

Assisting the team after the event, such as finalizing the plans, updating the PI board, and conducting

a retrospective

Facilitating PI Planning is one of the ways the Scrum Master/Team Coach helps the team and the ART

achieve their goals and deliver value. (Must be taken from SAFe 6 Scrum Master resources)

Reference:

PI Planning

Scrum Master/Team Coach

Say Hello to SAFe 6.0! - Scaled Agile Framework

Lean flow is one of the elements of the CALMR approach to DevOps in SAFe. It means applying lean

principles and practices to optimize the flow of value from idea to production. Lean flow accelerates

delivery by eliminating waste, reducing batch sizes, implementing pull systems, limiting work in

process, managing queues, reducing handoffs, and applying cadence and synchronization. Lean flow

enables faster feedback, shorter lead times, higher quality, and lower costs. (Must be taken from

SAFe 6 Scrum Master resources)

Reference:

CALMR - Scaled Agile Framework

The CALMR Approach to DevOps [Complete Guide] - KnowledgeHut

SAFe Scrum Master Course Outline

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One practice Scrum Masters/Team Coaches can use to facilitate conflict management is to enforce

working agreements. Working agreements are a set of guidelines that define how a team wants to

work together, communicate, and collaborate. They are created by the team members themselves

and reflect their shared values, norms, and expectations. Working agreements can help prevent or

reduce conflicts by establishing clear boundaries, roles, and responsibilities, as well as by promoting

respect, trust, and transparency among team members. Working agreements can also help resolve

conflicts by providing a common reference point and a framework for constructive feedback and

dialogue. Scrum Masters/Team Coaches can support the team in creating, reviewing, and updating

their working agreements, as well as in holding each other accountable for following them. (Must be

taken from SAFe 6 Scrum Master resources)

Reference:

Scrum Master/Team Coach - Scaled Agile Framework

How does a Scrum Master manage conflict within a scrum team? - Agile Centre

Conflict Management as a Scrum Master | Agile Velocity

The intended value of the Backlog Refinement event is that the team is able to prepare requirements

for Iteration Planning. Backlog Refinement is an ongoing process where the team collaborates with

the Product Owner and other stakeholders to review, split, prioritize, and estimate the stories in the

Team Backlog1 One of the main objectives of Backlog Refinement is to ensure that the stories are

ready for Iteration Planning, which means they are clear, feasible, testable, and small enough to be

completed in a single Iteration2 By doing so, the team can improve the quality, efficiency, and

effectiveness of their work, as well as deliver value to the customers and the organization123

Reference:

Team Backlog - Scaled Agile Framework

Backlog Refinement - Scaled Agile Framework

What is backlog refinement? | Miro

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.

Reference:

Inspect and Adapt - Scaled Agile Framework

Problem-solving workshop: Step-by-Step - Agilephoria

The Sun Never Sets on the Problem-Solving Workshop

One benefit of PI Planning is that it allows for faster decision-making by bringing together all the

members of the Agile Release Train (ART) and the relevant stakeholders in a face-to-face (or virtual)

event. PI Planning provides an opportunity for the ART to align on a common vision and mission,

review the business context and priorities, identify and resolve dependencies and risks, and commit

to a realistic and achievable plan for the next Program Increment (PI). By having everyone involved in

the planning process, the ART can leverage the collective knowledge and expertise of the

participants, reduce ambiguity and uncertainty, and make informed and timely decisions that

support the delivery of value to the customers. (Must be taken from SAFe 6 Scrum Master resources)

Reference:

PI Planning - Scaled Agile Framework

Planning Interval (PI) - Scaled Agile Framework

Preparing for PI Planning | Checklist for Scrum Masters and Product …

Scrum Master - Scaled Agile Framework

Scrum Master role in PI Planning - ValueGlide