The team is open to receiving feedback on the product it’s creating and the processes it uses to create those products. Furthermore, they’re using this feedback to improve every aspect of the work. This shows the team has embraced the concept of:
The team is very busy working on a top priority initiative. They have delivered many user stories and have many left to complete. However the components they are delivering are not yet delivering end-to-end business value. How can the team maintain understanding of the big picture without getting lost in the details?
The delivery team discusses how to maintain the integrity of their backlog items. They decide to?
At the strategy level, a major component of waste can be avoided by ensuring the enterprise:
After some debate the delivery team decides to use the product roadmap because it will help them:
When the product owner determines there has been enough value delivered on the initiative to satisfy the need, then the sponsor’s immediate next step is to:
While quality checking the written user stories, the team ensures one of the components included in the attributes of a user story is:
The team stops regularly to:
inspect the quality of its outcomes
adapt its processes to more effectively produce outcomes.
This clearly demonstrates the team is working in an:
The team demonstrates they value customer collaboration over contract negotiation by:
Two key components of assessing solution options at the Initiative Horizon include:
While working at the Strategy Horizon, one of the key decisions to make upfront is:
Good analysis practices at the Strategy Horizon facilitate the transfer of relevant knowledge between teams to: