SSM Exam Dumps : 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 

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

One of the responsibilities of a Scrum Master/Team Coach is to help the team achieve flow, which is a state of continuous and sustainable delivery of value. They do this by teaching and coaching the team on SAFe Scrum and SAFe Team Kanban practices, such as limiting work in progress, visualizing work, managing queues, and reducing batch sizes. They also help identify and eliminate impediments and bottlenecks that hinder the team’s progress and performance.