Scaled Agile SSM Exam Dumps

One practice Scrum Masters/Team Coaches can use to facilitate conflict management is to enforce working agreements. Working agreements are a set of guidelines that define how a team wants to work together, communicate, and collaborate. They are created by the team members themselves and reflect their shared values, norms, and expectations. Working agreements can help prevent or reduce conflicts by establishing clear boundaries, roles, and responsibilities, as well as by promoting respect, trust, and transparency among team members. Working agreements can also help resolve conflicts by providing a common reference point and a framework for constructive feedback and dialogue. Scrum Masters/Team Coaches can support the team in creating, reviewing, and updating their working agreements, as well as in holding each other accountable for following them.

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Scrum Master/Team Coach - Scaled Agile Framework

How does a Scrum Master manage conflict within a scrum team? - Agile Centre

Conflict Management as a Scrum Master | Agile Velocity

One method a Scrum Master/Team Coach can use to help teams overcome a fear of conflict is to give every team member the opportunity to contribute.Fear of conflict is one of the common dysfunctions of a team, which can result in artificial harmony, lack of trust, and avoidance of issues1To overcome this fear, the Scrum Master/Team Coach can facilitate a safe and respectful environment where team members can express their opinions, ideas, and concerns without being judged, ignored, or attacked23Giving every team member the opportunity to contribute can help them feel valued, respected, and heard, as well as foster a culture of collaboration, feedback, and learning45The Scrum Master/Team Coach can use various techniques to ensure equal participation, such as round-robin, fist of five, dot voting, silent brainstorming, and liberating structures45By encouraging healthy and constructive conflict, the Scrum Master/Team Coach can help the team improve their performance, creativity, and innovation23

One benefit of PI Planning is that it allows for faster decision-making by bringing together all the members of the Agile Release Train (ART) and the relevant stakeholders in a face-to-face (or virtual) event. PI Planning provides an opportunity for the ART to align on a common vision and mission, review the business context and priorities, identify and resolve dependencies and risks, and commit to a realistic and achievable plan for the next Program Increment (PI). By having everyone involved in the planning process, the ART can leverage the collective knowledge and expertise of the participants, reduce ambiguity and uncertainty, and make informed and timely decisions that support the delivery of value to the customers.

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PI Planning - Scaled Agile Framework

Planning Interval (PI) - Scaled Agile Framework

Preparing for PI Planning | Checklist for Scrum Masters and Product ...

Scrum Master - Scaled Agile Framework

Scrum Master role in PI Planning - ValueGlide

One way a Scrum Master/Team Coach can support productive team Backlog Refinement sessions is to ensure subject matter experts are invited. Subject matter experts (SMEs) are people who have specialized knowledge or skills related to the domain or technical aspects of the product or solution. They can provide valuable input and feedback to the team during Backlog Refinement, such as clarifying requirements, validating assumptions, identifying dependencies, and suggesting solutions. SMEs can also help the team to split, estimate, and prioritize the backlog items more effectively and accurately. By inviting SMEs to the Backlog Refinement sessions, the Scrum Master/Team Coach can facilitate better collaboration, communication, and alignment among the team and the stakeholders.

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Team Backlog - Scaled Agile Framework

Exam Study Guide: SSM (6.0) - SAFe Scrum Master - scaledagile.com

What is backlog refinement? | Miro

An anti-pattern is a behavior that seems helpful but actually undermines Agile principles. In the context of Iteration Retrospectives, one anti-pattern for Scrum Masters or Team Coaches is focusing only on what to improve and not on what to preserve.

Effective retrospectives are balanced---they highlight both what went well and what can be improved. Recognizing and reinforcing successful practices helps the team sustain productive behaviors while targeting specific areas for change. Ignoring positive aspects can lower morale and overlook practices that contribute to success.

From SAFe guidance:

''Teams use the retrospective to discuss what went well, what didn't, and what actions to take. Recognizing what to preserve reinforces effective team habits and strengths.''

Therefore, the correct answer is B. They focus only on what to improve and not what to preserve, as this behavior disrupts balanced reflection and continuous improvement.