Agile coach Interview questions
Most popular questions
I do have around X years of Agile experience by interacting with all leaders of my respective portfolio in rolling out Agile framework to the respective team
Agile transformation plan is co-created along with the leaders .Below are some critical aspects or dimensions on which we discuss in depth.
1) Agile transformation plan
3) Baseline of metrics with the respective target by end of the year
4)Agile maturity for the respective teams
5) Success factors
7) Improvements and Impediments
Story points give more predictable estimates, they drastically reduce planning time, they more accurately predict release dates, and they help teams improve performance.
Hours give worse estimates, introduce large amounts of waste into the system, handicap the Product Owner’s release planning, and confuse the team about what process improvements really worked.
Story point is about relative sizing and not about relative effort. Effort varies from person to person. One senior guy can finish a task in an hour and junior or inexperienced guy may take a full day to complete task.
The bottom line is there is no relationship between story points and hours/days.
As an agile coach, explain the importance of retrospective and try to improve the retrospective format
Break the ice. You should set the stage so every member of the team feels comfortable. …
Show results: Review previous goals & improvements. …
Get a different Scrum Retrospective every time. …
Work on a Retro of the Retro. …
Rotate the Scrum Retrospective facilitator.
As an agile coach or scrum master ensure there is always seamless communication and collaboration between geographical location Minimize hand-offs and wait times
Co-locate development teams with their product owner
Create ‘rich’ communication channels to reduce the impact of low levels of ‘face-to-face’
Create working agreements for the team.
As an agile coach or scrum master creating a high performance team is a journey by ensuring the below guidelines
Have a clear vision of their objectives and goals;
Are enthusiastic about achieving their goals;
Stay committed to achieving their objectives and goals;
Act according to clearly defined priorities;
Have good problem-solving skills;
Manage conflicts successfully;
Share and exhibit leadership responsibilities and qualities respectively;
Maintain effective communication and a healthy relationship with each other;
Make unanimous decisions;
Execute their respective weights and respect team processes and members.
- Don’t keep it in mind thinking that you will mark it as an issue at the later stage.
- Try to build friendly relations with developers, so that they can feel comfortable to share anything with you.
- Keep your issue reporting style positive, it should not hurt someone’s feelings.
Risk Appetite and Market viability. One of the factor to be considered is the risk appetite of the business as well as the market viability. …
Overall length of the release. …
As an agile team, we should focus on delivering value to the customer. And if a change to the story means more value (even if it comes during sprint), we should aim to deliver it.
A mature agile team understands that there is nothing wrong with clarifying acceptance criteria during the sprint, or maybe enhance it a little bit, if it helps improve the business value of a feature. At times, they might take in bigger changes too, but only as long as they are an exception rather than the rule. Too big and too frequent changes may suggest a weakness in the backlog refinement process.Below are things that need to be considered
The size of the change.
The timing of the change.
An agile maturity assessment is a way to evaluate how a team is improving their ability to be agile over time.
Assessment questions are grouped into 9 different areas. Follow the links to these areas in the rest of the articles of this series to review the relevant assessment:
Each assessment question is evaluated to one of six different levels of maturity as described below.
Level 0 – No Capability
Level 1 – Beginning
The team has some passing knowledge from reading books & articles. They are not yet applying the knowledge or are applying it on an ad hoc basis.
Level 2: Learning
The team actively tries to apply knowledge from training, books, and coaching.
Level 3: Practicing
The team understands the practice and uses it regularly.
Level 4: Measuring
The team applies advanced concepts and/or is using metrics to measure their abilities and effectiveness.
Level 5: Innovating
The team actively experiments with new methodologies and practices and is using metrics to measure the effects.
Below are some steps
Train staff. Springing new ideas and practices on staff members is a recipe for disaster. …
Emphasize change of thinking. …(Growth mindset vs fixed mindset)
Communicate regularly.(Transformation includes rolling out Agile end to end)
Integrate tools.(Tools that improve collaboration)