Select Two (Multi-Select) Questions

Increasing management oversight

Why wrong: This is governance, not process improvement.

Ignoring all feedback

Why wrong: Counterproductive.

Reducing team size

Why wrong: Not a standard improvement.

The code is fully documented

Why wrong: Documentation doesn't necessarily indicate debt.

The team delivers features faster than ever before

Why wrong: Debt usually slows down development over time.

The team uses a new IDE for coding

Why wrong: Tool choices are not symptoms of debt.

The preferred color of the workspace

Why wrong: This is irrelevant to lifecycle.

The office location of the stakeholders

Why wrong: Location is a factor, but not a primary driver of lifecycle choice.

Automated regression testing.

Why wrong: This is a value-add activity.

Pair programming sessions.

Why wrong: Pairing is a quality-building activity.

Mandatory 12-hour work days.

Why wrong: Lean promotes sustainable pace.

Centralized, hierarchical decision-making.

Why wrong: Lean favors decentralized, empowered teams.

Collaborative code reviews.

Why wrong: This is a quality process.

The use of automated build tools.

Why wrong: Tools are not waste.

Regular team retrospectives.

Why wrong: Retrospectives are essential for improvement.

Daily Stand-up Frequency.

Why wrong: This is a practice, not a process goal.

Select the Project Lifecycle.

Why wrong: This is a decision point, not a process goal.

The personal preference of the executive sponsor.

Why wrong: Process selection should be based on team needs, not executive whim.

The specific software vendor of your project management tool.

Why wrong: Vendor choice is secondary to the process needs.

The time of year the project starts.

Why wrong: Seasonal timing is irrelevant to process design.

The team works longer hours

Why wrong: This is not a benefit of small releases.

Increased complexity of the release process

Why wrong: Small releases should be simple to deploy.

Increased documentation requirements

Why wrong: Smaller releases often reduce documentation overhead.

Creating specialized teams that work in complete isolation.

Why wrong: Isolation prevents whole-system optimization.

Assigning one manager to oversee each individual team member.

Why wrong: Micromanagement is not a Lean system strategy.

It is the same for every team in the company.

Why wrong: DA avoids one-size-fits-all.

It is exactly what the organization's competitors are using.

Why wrong: Competitors' processes are irrelevant.

It requires no changes after it is set.

Why wrong: Continuous improvement is a must.

The office address of the company headquarters.

Why wrong: Irrelevant factor.

The brand of the team's laptops.

Why wrong: Irrelevant factor.

The color of the team's office walls.

Why wrong: Irrelevant factor.

The salary of the team members.

Why wrong: Irrelevant factor.

Teams should rely on external consultants to define their process.

Why wrong: The team should own their process.

Teams should adopt a new framework every quarter to stay modern.

Why wrong: Constant framework swapping is disruptive and anti-DA.

Teams should skip retrospectives to maximize delivery time.

Why wrong: Retrospectives are essential for improvement.

Define the team's dress code.

Why wrong: Irrelevant factor.

Manage the budget.

Why wrong: Budgeting is not a decision point in this goal.

It eliminates the need for any project management.

Why wrong: DA still involves project management, just in a disciplined way.

It guarantees project success.

Why wrong: No framework guarantees success.

It forces teams to deliver faster than Scrum.

Why wrong: DA focuses on effectiveness, not just speed.

The number of coffee breaks per day.

Why wrong: Irrelevant factor.

The favorite framework of the lead developer.

Why wrong: Process choice should be team-based, not individual-based.

The organization's physical office layout.

Why wrong: This is typically not a driving factor for lifecycle selection.

HR Manager

Why wrong: External to the team.

General Manager

Why wrong: Not a standard DA team role.

Project Auditor

Why wrong: Not a standard team role.

Focusing only on the team's output

Why wrong: Opposite of awareness.

Ignoring external dependencies

Why wrong: Risky behavior.

Increasing batch sizes

Why wrong: Contrary to lean.

Adding unnecessary roles

Why wrong: Creates waste.