QUESTION: 13

What is one practice Scrum Masters/Team Coaches can use to run successful meetings?

Leave meetings with clear action items
Maintain vague agendas to allow for any urgent issues
Allow individuals to override timeboxes to ensure full discussions
Schedule meetings around the Product Owner to ensure they are able to make final decisions

Answer(s): A

Explanation:

One of the best practices Scrum Masters/Team Coaches can use to run successful meetings is to leave meetings with clear action items. Action items are specific tasks that need to be done by a certain person or group by a certain deadline. They help the team to follow up on the outcomes of the meeting, track progress, and ensure accountability. Action items should be SMART: Specific, Measurable, Achievable, Relevant, and Time-bound. Scrum Masters/Team Coaches should document and communicate the action items to the team and stakeholders, and review them in the next meeting. (Must be taken from SAFe 6 Scrum Master resources)

Reference:

Scrum Master/Team Coach
How To Run Effective Scrum Meetings - Xebia
Four agile ceremonies, demystified | Atlassian

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QUESTION: 14

Who are important attendees to the PI System Demo?

Board Members
Feature Owners
Business Owners
Portfolio Management

Answer(s): C

Explanation:

According to the SAFe 6 Scrum Master documentation, one of the important attendees to the PI System Demo is the Business Owners. Business Owners are a small group of stakeholders who have the primary business and technical responsibility for governance, compliance, and return on investment (ROI) for a Solution developed by an Agile Release Train (ART). They are key stakeholders on the ART who must evaluate fitness for use and actively participate in certain ART events. The PI System Demo provides them an opportunity to see the integrated view of new features delivered by the ART, give feedback, and influence the future direction of the solution. (Must be taken from SAFe 6 Scrum Master resources)

Reference:

System Demo

[Business Owners]

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QUESTION: 15

Team A has decided to use the IP Iteration to continue the finalizing Feature delivery work they have been working on for the past two Iterations.
What is one effect Team A might experience by continuing to stay heads-down rather than using the IP Iteration as intended?

Individual team members could lose an opportunity to learn from one another
Individual team members could lose an opportunity to keep their technical skills current
Individual team members could lose an opportunity to consider their team work more holistically
Individual team members could lose an opportunity to refresh their motivation

Answer(s): C

Explanation:

By continuing to stay heads-down on the finalizing Feature delivery work, Team A might miss the chance to reflect on their team work more holistically and identify areas for improvement. The IP Iteration is intended to provide time for the team to participate in the Inspect and Adapt event, where they can review their PI performance, analyze the root causes of any issues, and create an improvement backlog. The IP Iteration also allows the team to engage in innovation and learning activities, such as hackathons, that can foster creativity, collaboration, and experimentation. These activities can help the team generate new ideas, solutions, and feedback that can benefit their future work. By skipping the IP Iteration, Team A might lose the opportunity to learn from their past experiences, improve their processes, and innovate their products.

Reference:

Innovation and Planning Iteration - Scaled Agile Framework, Exam Study Guide: SSM (6.0) - SAFe® Scrum Master

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QUESTION: 16

What is one potential root cause of Team Sync anti-patterns?

Overcommunication between team members
Lack of collective ownership
Occasional conflict within the team
Frequent verification and integration during the Iteration

Answer(s): B

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)

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

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Free SSM Exam Braindumps (page: 5)

QUESTION: 13

Explanation:

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QUESTION: 14

Explanation:

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QUESTION: 15

Explanation:

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QUESTION: 16

Explanation:

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