The Strategic Project Leader: Mastering Service-Based Project Leadership 1st Edition Jack Ferraro - Solutions

Unlock the potential of "The Strategic Project Leader: Mastering Service-Based Project Leadership" with our comprehensive solutions. Access the online answers key, where solved problems meet step-by-step answers, ensuring a thorough understanding. Our solution manual and instructor manual offer invaluable insights into each chapter, providing detailed answers and chapter solutions. Dive into the questions and answers section, explore the test bank, and utilize the textbook resources for a complete learning experience. Enjoy the convenience of solutions in PDF format and free download options to enhance your study process.

Which challenges are hurting the most right now? Identify one or two experiments to help leverage the organization for Scrum Team improvement. For each experiment, be sure to identify the desired impacts and how you will measure them.
In what ways does the organization leverage empiricism and focus on valuable outcomes in its processes and policies (e.g., budgeting)?
In what ways can you help the organization embrace change and adaptability as a competitive advantage?
How does the organization—specifically your leadership and stakeholders—respond to transparent information when the update is perceived as positive? When it is perceived as negative?
Can the organization support (with time, money, or other resources) certain areas to facilitate growing a stronger team identity?
Are organizational policies or processes preventing the development of people and teams?
How frequently can you validate that your answers to the preceding questions are still valid?
Do you have familiarity with the work to be done? How are you factoring that uncertainty into the decision to pursue the opportunity?
Can you deliver something of sufficient value quickly enough and for a cost that justifies the investment?
What risks does outsourcing pose to your business? What benefits does outsourcing provide to your business?
How is the partnership assessed? What is the inspection and adaptation process for improvement?
Does the partner have an agile mindset and commitment to empiricism?
How will the contractors get training and professional development? And will that be in alignment with that of the in-house employees they work with?
Is this a transactional relationship or a longer-term partnership?
What challenges are hurting the most right now? Identify one or two experiments to help improve. For each experiment, be sure to identify the desired impacts and how you will measure them.
What do you need from leaders in the organization to support team improvement?
Is there anything a Scrum Master may need to stop doing?
In what areas is the Scrum Team improving, and how has the Scrum Master been influencing this growth?
In what areas do team members most need to and want to grow?
What major impediments are being tolerated?
What actions have been taken to tackle impediments in the past few Sprints?
What data do you have that could bring transparency into the frequency and the impacts of impediments?
In what ways could Sprint Retrospectives be more engaging, creative, and collaborative?
How much meaningful reflection happens in Sprint Retrospectives?
Is the Scrum Team committed to continuously improving every Sprint?
Or does the team seem to be stagnating and experiencing declining morale?
Do team members enjoy their work, and are they continuously learning and growing?
Is quality of the Increment acceptable? Is it improving?
Is the value of the Increment acceptable? Is it improving?
Is the Scrum Team reliably creating a releasable Increment during every Sprint?
Whose knowledge, support, or influence do we need?
How will we know if we are improving the situation (related to our desired outcome)?
If an organizational policy or standard stands in our way, can we change it, suspend it, or work around it?
What would we do if we could do anything we want to solve this problem? What constraints limit our options? Are they really constraints, or are we making assumptions?
What will happen if we don’t tackle this impediment now?
What goal do we need to achieve? What is our desired outcome?
What challenges are hurting the most right now? Identify one or two experiments to help improve the effectiveness of planning. For each experiment, be sure to identify the desired impacts and how you will measure them.
How do planning cycles in your organization enable empirical planning and alignment between the bigger picture business objectives and the work being done by the Scrum Team?
What benefits would be gained from releasing more frequently? What is holding you back from releasing more frequently?
How well do the Scrum Team and stakeholders understand the value desired for individual PBIs?
How much Product Backlog does it make sense to have “Ready”?
How much change do you experience in the Product Backlog from Sprint to Sprint?
How well do you collaborate as a team for planning and forecasting?
Do planning activities feel light or heavy?
What challenges are hurting the most right now? Identify one or two experiments to help improve understanding and measurement of value. For each experiment, be sure to identify the desired impacts and how you will measure them.
Do stakeholders focus on value delivery as the key measure of success? What conversations can you have to help shift the focus in the right direction?
How much feedback and new insights come out of the Sprint Review or other collaborative sessions with stakeholders?
How does the Development Team collaborate with the Product Owner or relevant stakeholders during the Sprint?
What value measures would help you make more informed decisions about what is in the Product Backlog and its order? How frequently would you need to inspect those data?
Where do you need more transparency into desired outcomes and value assumptions?
How well is the Product Vision understood by the Development Team and stakeholders?
Where does the team need to grow knowledge and skills to create a releasable Increment of appropriate quality sooner?
How much technical debt is in the product? Is it increasing or decreasing?
How is quality trending for the product?
How much transparency do you have to the way work flows through the Sprint?Where do you need more?
How are Sprint Goals being used throughout the Sprint?
How robust is the definition of “Done”? How has it evolved over time, and what opportunities are there for improvement?
How do the Scrum values show up in your team process?
Are you reliably getting to “Done” at least by the end of every Sprint? If not, what has the team been doing about it? Otherwise, where are there opportunities to do things more effectively with higher quality and greater joy?
How long are defects open, and how is this changing over time?
How many defects recur, and how is this changing over time?
What is the average criticality of defects (i.e., what’s the cost or impact to the business and customers), and how is this changing over time?
How long does it take to fix a production defect, on average, and how is this changing over time?
How many defects are found in production and how many defects are resolved before production, and how is this ratio changing over time?
What happened on specific days when the line is steeper that helped us complete more PBIs? What can we learn from this moving forward?
Where did we discover new work? How did we respond to that discovery? What would we do differently in the future?
What happened on specific days when the line flattens that prevented PBIs from being completed? What changes could reduce waste in our process and enable better flow?
What challenges are hurting the most right now? Identify one or two experiments to help create a stronger team foundation. For each experiment, be sure to identify the desired impacts and how you will measure them.
What needs to change to capitalize on the benefits of dynamic stability?
How much business process, product value, and user knowledge makes sense to have in your Development Team for your product today?
What assets does you team want to grow to improve collaboration?
Which challenges or limitations with self-organization are holding back your team?
What activities can you do to help team members understand their own and their teammates’ personalities better?
How do the values and principles of the Agile Manifesto show up in daily interactions?
How do the Scrum values guide your team’s decisions and ways of working?
How clear is your team’s purpose, and is it understood and embraced by every team member?
How does the Scrum Team adapt when it discovers that there is not enough time to finish everything?
Why do team members work on different things?
How much transparency is there to the progress of work on a daily basis?
What are some examples of unprofessional behavior that we have seen (or participated in) within our organization?
How do we demonstrate professionalism as a team? How do the organization’s values and behaviors relate to professionalism?
How quickly can we take advantage of opportunities and respond to risks? What more do we want?
How much flexibility and control does our business have in making investment decisions? What more is needed?
How soon can we get a return on investment (ROI)? What more do we want?
How does business agility relate to the product vision?
What does business agility mean to our team? What benefits do we expect to see?Which data can we use to understand agility at the team level and product level?
What does business agility mean to our organization? How does that relate to our mission? What benefits do we expect to see as an organization? What will it look like when we achieve our vision for agility? How will it feel different?
What is my motivation to serve?_____
What resources can I offer?
How much time a week or month do I have to give?
What type of people do I wish to work with? ____
What type of organization do I feel comfortable associating myself with? List the specific organizations.
What strengths can I lend to a cause? It could be simple things such as organizing, creating, inspiring, listening, contacting etc.
List key milestones in your ALE.
List actions you can take to remove their fear of failure.
List actions you can take to build trust-based relationships with them and establish a consultative leadership role. (Credibility, reliability, intimacy, low self-orientation).
List the people who need to be involved to make this happen.
Identify a list of behaviors you can exhibit daily and weekly to reflect your ALE statement.
Try to align a value or conviction with the event, condition, or situation you care deeply about. Here are some questions to help you find the alignment.
Try to pare down these items to the top 5, ranking them from highest to lowest. List them in the right-hand column of the table below.

Showing 1 - 100 of 705

The Strategic Project Leader: Mastering Service-Based Project Leadership 1st Edition Jack Ferraro - Solutions

Step by Step Answers