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What are the components of a well-written user story?
This tests your understanding of user stories as conversation starters, not specs. A good answer covers the 3 C's (Card, Conversation, Confirmation) and INVEST criteria. A red flag is focusing only on the "As a..."
What are the components of a well-written user story?
Tests your ability to translate business needs into actionable engineering work. A great answer covers the '3 Cs' (Card, Conversation, Confirmation), the INVEST criteria, and specific, testable Acceptance Criteria. A red flag is just reciting the 'As a...'
How would you break a large epic into sprint-ready user stories?
This tests decomposing scope into vertical, shippable slices. A strong answer maps user journeys, slices end-to-end functionality, applies INVEST, and sequences by risk and value. Red flag: horizontal layers like database, API, then UI.
How would you break down an epic into user stories?
Tests your ability to turn business goals into independent engineering tasks. A great answer maps user journeys, breaks work into vertical slices, defines acceptance criteria, and prioritizes by value.
How do you break down an epic into user stories?
Tests translating business needs into incremental work. A great answer uses story mapping to define a vertical slice MVP, then creates sprint-ready stories with acceptance criteria. A red flag is just listing features without prioritizing user value.
What root causes and retrospective fixes address chronic sprint overcommitment?
Tests systemic diagnosis over blaming the team. Check capacity math, refinement quality, psychological safety, and stakeholder pressure; propose velocity-guided planning, capacity recalculation, and better refinement.
How do you fix a team that consistently overcommits in sprints?
This tests diagnosing process failures, not just bad estimates. A good answer investigates root causes like external pressure or poor refinement, then proposes using historical velocity and tracking actual capacity.
How do you fix a team that consistently overcommits?
This tests diagnosing systemic process failures. A great answer investigates root causes like stakeholder pressure, then proposes using historical velocity, tracking actual capacity, and improving backlog refinement.
What strategy would you propose to fix an unmanageable backlog?
Expose bloat, inspect for value so the PO re-orders and trims waste, then inspect regularly.
How would you fix a long, unmanageable product backlog?
Tests your ability to fix a core process failure, not just list grooming tactics. Propose a dedicated workshop to define a clear Product Goal, ruthlessly prune the backlog against it, and establish a sustainable refinement process. Red flag: blaming the PO.
How do you fix a 200-item unmanageable product backlog?
Tests strategic thinking and Agile leadership. A strong answer proposes a collaborative workshop, re-anchors on the Product Goal, ruthlessly triages items, and establishes a new refinement process.
What is the Sprint Goal and how does it guide planning?
Goal-driven Sprints vs ticket batches. The Sprint Goal is the agreed objective guiding selection of ordered backlog items to build a valuable Increment and enable inspection. Red flag: calling it optional or pulling the top N items without negotiation.
What is a Sprint Goal and how does it influence planning?
Tests if you grasp that a Sprint Goal defines a valuable outcome, not just a list of tasks. A good answer explains it's a filter for selecting work, provides flexibility, and creates team coherence. Red flag: equating the goal with 'finishing all the tickets'.
Sprint Goal: Purpose and Influence on Sprint Planning
Tests if you understand a Sprint is about a single objective, not just a list of tasks. Define the Sprint Goal as the 'why'—a commitment providing focus and flexibility that guides PBI selection. A red flag is defining the goal as a summary of tickets.
Daily Scrum ticket updates: what primary purpose is missing?
This tests whether you know the Daily Scrum inspects Sprint Goal progress and adapts the plan rather than reporting status. A strong answer identifies the missing purpose as team inspection and adaptation against the Sprint Goal.
What is the primary purpose of the Daily Scrum?
This tests your understanding of Scrum events as tools for inspection and adaptation, not status reports. A great answer states the purpose is to inspect progress toward the Sprint Goal and plan the next 24 hours.
What's missing from a ticket-focused Daily Scrum?
This tests if you know the Daily Scrum is for Developers to inspect progress toward the Sprint Goal, not a status report. A great answer states this purpose, explains how it enables adapting the next day's plan, and focuses on the team.
Explain the difference between code complete and Done. What artifact defines this?
Tests whether you know Done means a usable Increment, not just written code. Strong answer: code complete is a dev milestone; Done means the Increment meets quality standards. Red flag: saying testing happens after Done or that Done is optional.
Code Complete vs. Done: What's the Difference?
Tests your understanding of value delivery vs. task completion. A great answer defines 'code complete' as a developer milestone and 'Done' as a team-agreed state of shippable value, governed by the Definition of Done.
Difference Between 'Code Complete' and 'Done'?
Tests if you grasp value delivery vs. task completion. A great answer defines 'code complete' as a dev step and 'Done' as a team-agreed state of shippable value, governed by the Definition of Done. A red flag is equating 'Done' with just 'QA passed'.