PSM 2

A Development Team has a total of six members, 4 members who work full time in the office and 2 members who work part time at home. The Development Team is complaining that it is too difficult to synchronize every day and has suggested having the Daily Scrum every other day instead. What would be three key concerns if the Daily Scrum is held less frequently? (Choose three) A. Impediments are raised and resolved more slowly. B. Opportunities to inspect and adapt the Sprint Backlog are reduced. C. Less information about the progress will be shared causing the Sprint plan to become inaccurate and reducing transparency over progress toward the Sprint Goal. D. The Scrum Master loses the ability to update the burndown chart adequately. E. The Product Owner cannot accurately inspect utilization of the individual team members.

A, B, C The goal of the Daily Scrum is for the team to address issues together in a timely manner so as to not endanger the Sprint Goal. When the team meets less frequently, they lose the ability to inspect and adapt the Sprint Backlog.

Which sentences would you use to describe what a Product is? Select three answers A.​ well-defined users B.​ known stakeholders C.​ Efficient D.​ vehicle to deliver value E.​ Software

A, B, D A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined users or customers. A product could be a service, a physical product, or something more abstract.

Which of the following options will help the Product Owner to be successful? Select Three answers A.​ Remind the Product Goal to the team. B.​ Frequent interactions with the Stakeholders. C. Manage the work and assignments of the Developers D.​ Share responsibilities with another Product Owner when overloaded. E.​ Autonomy on Product Backlog management.

A, B, E The Product Owner is one person, not a committee. The Product Owner is the sole person responsible for managing the Product Backlog and must ensure that goals, scope, and product domain are understood by everyone on the Scrum Team as well as possible. They communicate with stakeholders to maximize the value of the Product Backlog order.

At the end of the eighth Sprint, the internal sponsors are upset and angry with the progress of the product being built. The current state of the product is not as expected and will require additional Sprints and more budget than originally anticipated at the start of the project. What factors may have led to this? (Choose three.) A. The Product Owner has not been engaging with sponsors frequently enough and has not been kept aware of the overall progress of the project. B. The sponsors haven't been using the Sprint Reviews to actively engage, and inspect and evaluate progress. C. The scope changes have not been tracked adequately and the change request process has not been followed properly. D. The stakeholders have not been using the Daily Scrum effectively to track the Development Team's progress. E. The Scrum Master has not ensured transparency. F. The project plan proposed to the sponsors at the start of the project was followed stringently.

A, B, E The Sprint Review is a formal event where the stakeholders can inspect and adapt the Product Backlog. Problems with stakeholder expectations arise from a lack of transparency not enforced by the Scrum Master and a lack of communicate between the Product Owner, stakeholders, and the team.

Scrum helps ______________. Select three answers A.​ Teams B.​ People C.​ Society D.​ Future E.​ Peace F.​ Organizations

A, B, F Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems.

Steven is a Scrum Master of a Development Team that has members working in different cities and time zones. Organizing the Scrum events is time consuming and requires a lot of effort to set up and run. The Development Team proposes to only hold the Daily Scrum on Mondays. Which two responses would be most appropriate from Steven? (Choose two.) A. Coach the team on why having a Daily Scrum every day is an important opportunity to update the Sprint plan and how it helps the team self-organize work toward achieving the Sprint Goal. B. Ensure that there is an overall consensus by having the Development Team members vote. C. Help the Development Team understand that lowering the frequency of communication will only increase the feeling of disconnect between the team members. D. Acknowledge and support their decision.

A, C The Daily Scrum is an important part of Scrum that allows the team to inspect and adapt themselves to meet the Sprint Goal and overall Product Goal.

Tiago is a Scrum Master with Developers working in different cities with different time zones. Organizing and coordinating the Scrum events is time consuming. The Developers suggest having 1 or 2 Daily Scrum per week. What would be the most appropriate responses from Tiago? Select two answers A.​ Help the Developers understand that the daily Scrum is a key "inspect and adapt" meeting. Reducing the frequency of communication will increase the feeling of disconnection between the team members and increase the risk of missing the Sprint Goal. B.​ Acknowledge and support their decision as a self-managing team. C.​ Let the Scrum team vote on how often to do a Daily Scrum in a week. D.​ Coach the team on why having a Daily Scrum every day is an important opportunity to inspect progress toward the Sprint Goal, raise impediments, and inspect how progress is trending toward completing the work in the Sprint Backlog. E.​ Schedule the new meetings

A, C The Daily Scrum is held "every day" of the Sprint. Developers use the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog.

At the Sprint Review of Sprint 15, the stakeholders are very disappointed. They say the product will not let them meet their main goals. They say that the current features of the increment are not so important, and they and their users will have to wait more time, and this is a risk of losing customers for them. What could be some reason for this situation? Select three answers A.​ The Product Owner has not been interacting frequently with the stakeholders. The Product Owner failed to maximize the value and keep the stakeholders updated with the progress. B.​ The stakeholders did not talk enough to the Developers to let them know the priorities. C.​ The Scrum Master failed to detect a lack of transparency D.​ The priorities of the project were not properly documented. The Scrum Team did not define the change request process. E.​ The stakeholders haven't been collaborating in the Sprint Reviews to inspect and review the progress and discuss the next steps. F.​ The Project Management Office (PMO) and its project managers have not been engaged adequately causing the project plan to become inaccurate.

A, C, E A Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. The PO must communicate with the stakeholders to maximize the value of the Product Backlog. The SM must ensure transparency and the stakeholders must participate in the Sprint Review.

David has just been hired as a Scrum Master for a company that wants to use Scrum for three teams creating a financial application. One team is working on the front-end layer, another team is working on the business logic layer, and the third team is building the database layer. David says teams must work across layers as feature teams and with the skills to work across layers throughout a Sprint and deliver functional software every Sprint (potentially releasable increment). What are two things David should keep in mind when moving from component teams to feature teams? Select two answers A.​ Gradually teams will become more productive and effective working in all layers. People from specific layers and components will get used to work and deliver unified functionality together, as one Scrum Team. B.​ We should not continue with any development or adopting Scrum until the Scrum Master re-organizes the teams into feature teams. C.​ Having teams that can work in all layers makes it easier to calculate and compare the productivity between teams or even per member. Incentives on productivity are likely to speed up. D.​ Productivity, in terms of story points or any other way of measuring it, will likely suffer during the transition, as mindsets will take time to change. However, in the long term the delivery of business value is likely to increase.

A, D Changes in teams and membership always affect productivity. Gradually feature teams will become more productive as people from the different layers and components will get used to delivering unified functionality together, as one Scrum Team. The Business Value is also likely to increase.

The Product Owner suggests postponing Sprint Planning as they haven't been able to process all the feedback from the Sprint Review into the Product Backlog yet. They argue it makes no sense to plan the Sprint if the Product Backlog isn't in a good state. As a Scrum Master, How should you respond? Select 2 answers. A. Get the Product Backlog into a refined state as part of Sprint Planning and the early work in the Sprint. B. Start the Sprint, delay Sprint planning and ensure the Scrum Team spend the time needed to refine the Product Backlog. C. Delay the start of the Sprint for a short time to allow the refinement to occur. Transparency is key and it would not make sense to work on other things in the Product Backlog in the meantime. D. Focus on work that is refined and work to incorporate this new feedback into the Product Backlog during the Sprint.

A, D Neither Sprint Planning nor the Sprint is delayed in Scrum.

What is true about technical debt? Select two answers. A.​ A team that continuously incurs technical debt will increase the velocity in the short term. Changes and development will seem easy and fast. B.​ Scrum mandates to eliminate technical debt. C.​ Technical debt should be address and fixed in a specific Sprint to improve the code. D.​ A team that continually incurs technical debt will perform poorly in the medium or long term. Changes to the product will be more difficult in the future. E.​ A developer who incurs technical debt must be replaced.

A, D Technical debt refers to any flaws in the code and occurs a. If not addressed, it will get worse and harm the ability of the team to deliver. A team can artificially inflate a high velocity by taking shortcuts. Initially, it can look good and like is showing value fast, but the reality and maintenance for the long term will be more difficult. Ideally, the code must be refactored continuously to avoid technical debt, but that is not always possible when building complex products.

A new Product Owner has joined an existing Scrum Team that has been working together for eight Sprints. The Development Team has grown to have a good understanding of the functionality and business for the product they have been building. The Product Owner, being new to the company, is unsure about his responsibilities. As a Scrum Master explain what two acceptable ways of helping the Product Owner would be. (Choose two.) A. You advise the Product Owner to start building a good relationship with the stakeholders of the product. Ongoing interaction with them is important to regularly align with changing organizational or market expectations. The Product Owner is also expected to invite the right stakeholders to the Sprint Review meeting. B. You inform the Product Owner that, in today's highly competitive markets, it is important that the Development Team is updated on changing business priorities on a daily basis. The Daily Scrum allows the Development Team to adapt to the changes in scope without delay. C. You tell the Product Owner to make sure that there are no ambiguities or possible misunderstandings in the items on the Product Backlog when they are handed over to the Development Team. This is best done by capturing the functional requirements during an analysis phase, resulting in documents that are considered as the working product of such analysis Sprints. D. You advise the Product Owner to rely on the Development Team and the stakeholders to formulate the Product Backlog, as they are the ones most knowledgeable. By asking questions and working with them the Product Owner will quickly be up to speed.

A, D The Product Owner is the direct line of communication with the stakeholders. The PO must communicate with them to understand the business value of the Product. The PO can then communicate the value to the Development Team and build the Product Backlog. C is incorrect because there is no "analysis phase" in Scrum.

What are the Developers accountable for? Select two answers A.​ Holding each other accountable as professionals B.​ Splitting the user stories into tasks C.​ Writing the acceptance criteria D.​ Adapting their plan each day toward the Sprint Goal E.​ Validating the Product Goal

A, D The specific skills needed by the Developers are often broad and will vary with the domain of work. However, the Developers are always accountable for: Creating a plan for the Sprint, the Sprint Backlog; Instilling quality by adhering to a Definition of Done; Adapting their plan each day toward the Sprint Goal; and, Holding each other accountable as professionals.

Chris is a Scrum Master working for the IT department. The Engineering Manager would like to use Scrum for a new project. Because the employees are already attending many mandatory company meetings, he would rather skip the daily Scrum every other day. How would Chris explain the importance of the Daily Scrum? Select three answers A.​ The daily Scrum should eliminate the need for other meetings B.​ Developers need the Daily Scrum to update the Scrum board every day with their current status and progress, at a task level. This is crucial to let the Engineering manager be aware of the team's progress. C.​ The Daily Scrum serves for the Developers to report the progress to the Product Owner. Therefore, the Product Owner can assign more tasks to each team member and keep them engaged and motivated with more work. D.​ Developers will produce a daily status report indicating how much time was spent working on individual tasks since the last Daily Scrum. The reports will help to discuss how the Sprint went at the Sprint Review meeting. It will provide detailed insights into the accuracy of estimates versus actual time spent, which can be used to create better estimates in the next Sprint Planning. E.​ During the Daily Scrum, the members of the Developers will inform of impediments that are hindering their progress, and if they are not able to resolve as a team, the Scrum Master can help to facilitate and remove the impediments. F.​ Developers use the Daily Scrum to have a shared understanding and coordinate the work for the next 24 hours to achieve the Sprint Goal. This daily opportunity to inspect and adapt will enable the Developers to take decisions to address unforeseen risks or unexpected problems as soon as possible. Ideally, it will avoid the need for additional meetings.

A, E, F The Daily Scrum is the opportunity for Developers to inspect and adapt their work to meet the Sprint Goal.

Relationships between the Product Owner and Developers have been tense for many Sprints. The Product Owner has lost trust and respect for the Developers as they consistently fail to achieve the Sprint Goal to her satisfaction by the end of each Sprint. The Developers blame the Product Owner for increasing scope each Sprint making the Sprint Goal unachievable. As a Scrum Master, what should you do? A. Discuss the situation with the Scrum Team. Help them find improved ways to clarify and set a more realistic Sprint Goal B. Speak to the line managers of the various Developers about their lack of productivity and ask them to take corrective action. C. Talk to the Product Owner and tell them not to increase scope mid Sprint D. Take no action. Allow the Developers to self-manage to address the issue

A. Discuss the situation with the Scrum Team. Help them find improved ways to clarify and set a more realistic Sprint Goal Seeking help outside the Scrum Team may lower trust and cause further problemsThe Scrum Master should make the issue transparent and help the Scrum Team to solve it.

Define Courage in Scrum A. Scrum Team members have the courage to do the right thing and work on tough problems. B. Everyone focuses on the work of the Sprint and the goals of the Scrum Team. C. People personally commit to achieving the goals of the Scrum Team. D. Scrum Team members respect each other to be capable, independent people. E. The Scrum Team and Stakeholders agree to be open about all the work and the challenges of performing the work.

A. Scrum Team members have the courage to do the right thing and work on tough problems.

Peter, a Project Manager, has raised concerns about your Scrum Team's productivity and progress towards the objectives. Which is the best way to respond to Peter's concerns? A. Share the Product Backlog, the projections towards the release dates and ensure that Peter has access. B. Show the Profit & Loss (P&L) report. C. Share the current impediments. D. Share the last stakeholder status report prepared by the Scrum Master.

A. Share the Product Backlog, the projections towards the release dates and ensure that Peter has access. The Product Backlog is an artifact and is transparent so that it can be inspected and adapted as needed.

What is management's role in Scrum? A. To provide the necessary environment and support needed as defined by the Scrum Guide by providing insights and resources that help the Scrum Teams continue moving forward. B. Identifying and removing people that are performing poorly. C. Monitoring skill levels of the Development Team. D. Monitoring the Development Team's velocity.

A. To provide the necessary environment and support needed as defined by the Scrum Guide by providing insights and resources that help the Scrum Teams continue moving forward.

Which of the following Scrum events should be held at the same time and place? A.​ All Scrum events B.​ Backlog Refinement C.​ Sprint Retrospective D.​ Sprint Review E.​ Sprint Planning F.​ Sprint Planning, Daily Scrum and Sprint Retrospective. The Sprint Review will change depending on the availability of the Stakeholders.

A.​ All Scrum events Optimally, all events are held at the same time and place to reduce complexity.

A Scrum Master is working with Developers who have members spread across different geographic locations. Meeting rooms at some locations are often busy, and Developers waste time setting up conference calls and booking a room before the Daily Scrum. As a Scrum Master, what would you do? A.​ Bring the topic for discussion and allow the Developers to determine for themselves what to do as a self-managing team. B.​ Tell the Developers to alternate who is responsible for the setup. C.​ Inform management to find a solution for this problem D.​ Divide the Developers into subteams per location. E.​ The Scrum Master is responsible for setting up the meetings.

A.​ Bring the topic for discussion and allow the Developers to determine for themselves what to do as a self-managing team.

The members of the Scrum Team argue that an item is done while others say it is not done. After some arguments from both sides, someone starts inflicting personal insults and the working atmosphere is very uncomfortable. As a Scrum Master, what would you do? A.​ Conduct a session and coach the team to resolve the conflict themselves and to create a uniform definition of "Done" and become effective again. Remind the team that conflicting ideas are natural but making it personal should be avoided. Remind the Scrum Team of the Scrum Values. B.​ Write the Definition of Done for the Developers. Having a shared understanding of what "done" means will avoid such problems and misunderstandings. C.​ Stop the conflict. Teach the Developers how to interpret the "Definition of Done" and decide autonomously whether items are done or not. D.​ Ask the people involved to resolve the situation outside of the team. If they are not able to resolve themselves, involve their managers for actions. The priority is to maintain stability in the team. E.​ Stop the conflict and discussion. As a Scrum Master, you take the final decision whether the work is done or not.

A.​ Conduct a session and coach the team to resolve the conflict themselves and to create a uniform definition of "Done" and become effective again. Remind the team that conflicting ideas are natural but making it personal should be avoided. Remind the Scrum Team of the Scrum Values.

During the Sprint Planning, who should be able to explain how Product Backlog items map to the Product Goal? A.​ The Product Owner B.​ Product Manager C.​ Stakeholders D.​ The Scrum Master E.​ Developers F.​ That is not discussed during Sprint Planning

A.​ The Product Owner The Product Owner is responsible for a high-level understanding how the team is progressing towards the Product Goal.

The CTO wants to reorganize 4 Scrum Teams to work together to build a Fitness application. Some team members are worried about who will coordinate the work between the different Scrum Teams. As a Scrum Master, what would you say? A.​ The Scrum Master will coach them that it is their responsibility to organize the teams in such a way that each team will have the necessary skills to create an integrated Increment at the end of every Sprint and collaborate with other Developers if needed. B.​ During of Sprint Planning, all the Scrum Teams will create a unique and complete Sprint Board with items that require no coordination. C.​ The Scrum Master will be responsible for coordinating the work between the Scrum Teams to guarantee the delivery of the increment D.​ Each team will minimize dependencies by working on separate code branches and integrate the product every 2 or 4 Sprints depending on when the Product Owner wants to release. E.​ The Product Owner will create Product Backlog items that are independent so that there will be no technical overlap during a Sprint. F.​ The Product Owner and Scrum Master will visit the Developers daily to ensure alignment and synchronization of the Sprint Backlogs.

A.​ The Scrum Master will coach them that it is their responsibility to organize the teams in such a way that each team will have the necessary skills to create an integrated Increment at the end of every Sprint and collaborate with other Developers if needed.

Two Scrum teams are working on the same product to get the increment ready. One Scrum Team has a target of 80% code coverage and they are running performance tests. The other Scrum Team leaves the coverage of the code to the discretion of each developer, they do not run performance tests because they consider that User Acceptance tests are much more important. As a Scrum Master, what do you think of this scenario? A.​ The Scrum Teams need to mutually define the Definition of Done B.​ The Scrum Team doing the User Acceptance test is right. The other Scrum Team should adapt to work as they do. C.​ The Product Owner must define a Definition of Done for both teams D.​ Each Scrum Team can have a different Definition of Done according to their development goals. E.​ They should not set a goal for code coverage

A.​ The Scrum Teams need to mutually define the Definition of Done If there are multiple Scrum Teams working on the system or product release, the Developers on all the Scrum Teams must mutually define the Definition of Done.

After 6 months, the average velocity of a Scrum Team is 40 points per Sprint. A second team will be added to work on the same product. What might be the impact on the original team? A.​ Their velocity is likely to drop. B.​ Their velocity should not be affected but the velocity of the new team will be lower. C.​ Their velocity is likely to rise as the new team will help to get more stuff done

A.​ Their velocity is likely to drop. Scrum Teams working on the same product will need to sync and coordinate so it is expected that the productivity (or velocity) will be lower.

What would be the reason to invite other people outside of the Scrum Team to the Sprint Planning? A.​ To provide advice B.​ To tell the Developers how to build C.​ To estimate D.​ No one else can be invited E.​ To participate and decide what to build

A.​ To provide advice The Product Owner ensures that attendees are prepared to discuss the most important Product Backlog items and how they map to the Product Goal. The Scrum Team may also invite other people to attend Sprint Planning to provide advice.

Developers are working from globally distributed locations. Conducting the Scrum events via a conference call is proving difficult and an impediment to the Scrum Team self-managing. As Scrum Master, you have raised this in the Sprint Retrospective Which two are the most appropriate things for the Scrum Master to do? Choose 2 answers A. Introduce the tools in use elsewhere in the organisation that have helped other teams. B. Help the Developers discuss, choose and introduce suitable communication tools. C. Raise the impediment to management and challenge the distributed nature of the team. D. Wait for the Developers to choose and implement a solution.

B, C Forcing tools on a team will not help. Helping the Developers select tools may help.The problem has become an Impediment and as such the Scrum Master needs to act. Waiting for the Developers to act is now no longer appropriate.

Your company has notified the stakeholders that they will be delivering the first release of a new product within ten Sprints. On the seventh Sprint, the Scrum Team discovers that they will not be able to include all of the expected features within the first release. The Product Owner believes if they remove some items from the Definition of Done they will be able to accelerate the development process. The Development Team objects to this idea as it will lead to technical debt. As a Scrum Master, what would be the best two ways to explain to the Product Owner the impact of technical debt? (Choose two.) A. As long as there is still technical debt in the current release, feature development for the next release cannot be started. The Product Owner must first agree to this impact before allowing changes to the Definition of Done. B. Reducing the Definition of Done will introduce unknown errors as development progresses and functionality is added. The system can become more difficult to stabilize as work progresses. Development for the actual release as well as future releases will be slowed down in unpredictable ways. C. Releasing the version upon a reduced Definition of Done creates false assumptions about the actual state of the system. This will create many interruptions during the development of the next release as fixes will need to be done to the previous release caused from a reduction of quality. D. The amount of technical debt will need to be analyzed in order to understand the impact on subsequent releases in order to allocate additional Sprints at the end of the project.

B, C Reducing the Definition of Done will introduce unknown errors as development progresses and functionality is added. It also creates false assumptions about the actual state of the system. "Extra Sprints" are not allocated in Scrum to account for technical debt. Each Sprint should create a POTENTIALLY releasable Increment.

The Developers are struggling with running their Daily Scrum effectively. Random people are not able to show up on time, making it difficult to start the Daily Scrum on time. This is disrupting the flow of the event and makes it painful to align. As a Scrum Master, what are the most appropriate ways to respond? (choose the best two answers) A. Because the Daily Scrum is owned by the Developers, it's their responsibility to manage and run the event. This includes finding the best time and place. The Scrum Master can coach them on making decisions that stay in alignment with the Scrum Framework but does not tell them when, where, or how to run the Daily Scrum. B. You ask them what they think should be done to ensure that their Daily Scrum is effective and meets its purpose. Allow them to own the solution. C. You advise them to only hold the Daily Scrum when everyone is available at the same time. D. You serve the team by contacting the members before the Daily Scrum as a reminder. This will help them develop a habit. E. You adapt the time for each following Daily Scrum based on their daily schedule. This ensures that everyone has commitment of attending on the following day.

B, C Scrum Masters do have a say in how the Daily Scrum is conducted and they are to ensure that the team understands the importance of the Daily Scrum. For this, the whole Development Team must be present to participate.

Regression testing is part of the agreed Definition of Done of a Scrum Team. During lunch, one of the Developers tells you that during every Sprint they are not completing full regression testing for all of the Product Backlog Items of the Sprint Backlog. Developers have discussed with the Product Owner and decided to change the Definition of Done to make testing optional. Which two actions are appropriate? A.​ Disagree with the decision of the Developers decision and tell them that testing must be part of the Definition of Done. This is not negotiable. B.​ Ask some powerful questions to the Developers and Product Owner. i.e.: What problem will they be solving by removing regression testing from the Definition of Done? Will this raise transparency or improve the quality of the increment? C.​ Ask the team some powerful questions to the Developers and Product Owner. i.e.: "Will removing regression testing from the Definition of Done allow the team to produce potentially releasable increments at the end of every Sprint?" D.​ Agree

B, C The SM helps the team by helping facilitate discussions about their decisions as well as adhering the team to the Scrum Guide.

Steven, a Scrum Master, has been hired by an organization that is new to Scrum. He has been invited to meet the IT and product management team to kick-off the project. During the meeting the Product Owner asks how many Sprints will be needed to address the entire architecture and infrastructure before working on the features for the new product. What are the two best responses for Steven to explain how such work is handled in Scrum? (Choose two.) A. You explain that product management should not worry about technical solutions. You inform them that the developers will work with the IT department when needed and keep the Product Owner updated on additional time required for each Sprint. The additional effort will be added to the top of the Sprint Backlog before Sprint Planning. B. You explain that it is more effective when architecture and infrastructure emerge alongside the development of business functionality. The additional advantage is that business value is created more quickly and earlier. C. You confirm that architecture and infrastructure is needed before starting on business functionality but the estimated budget will be difficult to estimate. You suggest that the first Sprint will be dedicated towards building the technical foundation in order to get an accurate estimation for any additional budget and time required. D. You coach the Product Owner and Development Team to add this work to Product Backlog to ensure transparency, have the Development Team estimate the work and do this in early Sprints while also creating some business functionality in the early Sprints.

B, D Each Sprint should produce a valuable Increment. This requires transparency in the Product Backlog as to what the team is working on.

An organization wants to apply Scrum to build a new product and has hired Steven to be the Scrum Master of three new teams that will build the first release. The organization is new to Scrum and asks Steven for advice on how to start. Which two things should Steven first advice? A. Each Scrum Team has it's own Product Backlog with items only their team will be working on. B. One Product Backlog to represent all of the known work needed to be done for the product. C. Three Product Owners, one for each Scrum Team. D. Having one Product Owner to be accountable for maximizing the flow of value throughout the development process and provide transparency on the overall process.

B, D Each product should only have one Scrum Master, one Product Owner, and one Product Backlog. Each product can have as many Scrum teams as needed provided that they are under 10 members each.

Your organization wants all Increments to pass a user acceptance testing (UAT) before they can be released to production. Your team released several increments without any user acceptance testing. The CTO is very disappointed. What might have happened? Select two answers A.​ The Product Owner forgot to add the UAT testing when he or she wrote the Definition of Done B.​ Developers might have a Definition of Done, but they ignored the conventions of the organization C.​ The CTO is too sensitive D.​ The Organization might not have a clear Definition of Done as a convention E.​ The CTO is wrong because the Definition of Done of the team is independent of any other team and organization. The Organization cannot define conventions or standards for the Scrum Team as they decide how to perform the work

B, D In this situation, the Development Team had a Definition of Done because they released several Increments. However, the team ignored the conventions of the team likely because the organization did not have a clear Definition of Done.

By the end of the Sprint, a Product Backlog item in the Sprint Backlog does not meet the team's Definition of Done. What two things should happen with the item? (Choose two.) A. It will be inspected at the Sprint Review and if it is acceptable by the stakeholders then include it in the Increment. B. Do not include the item in the Increment for the Sprint. C. Split the item and add the estimation of the completed work to the current Sprint so not to impact the velocity and add the "undone" work to the next Sprint D. Estimate the remaining work needed to make it "done" and add it to the Product Backlog for the Product Owner to decide what to do with it.

B, D The item does not meet the Definition of Done, so the team can't add it to the Increment. The remaining work is to be added back into the Product Backlog to be re-estimated.

An organization has just hired you as a new Scrum Master to help them transition their teams from their current traditional process to Scrum. The teams are currently structured to specialize in a single function. This is also know as component teams where a team would only address a single layer (i.e. design, frontend, backend, database, testing, etc.). You've introduced the concept of cross-functional teams where all the skills needed to produce business functionality, from end to end, are inside of a single team. What should you keep in mind when transitioning from siloed teams to cross-functional teams? (Choose two) A. It is easier to compare the performance between cross-functional teams in order to identify to which teams to assign tasks and which teams need additional coaching. B. Newly formed teams will need time to stabilize before reaching their peak performance. During the initial stages of forming, performance will suffer and productivity may be low, although even then delivery of business value is still likely to increase. C. Without feature teams, you cannot do Scrum. Postpose Scrum adoption until the teams are reorganized in feature teams. D. People from the different layers and components will need time to become accustomed to working and delivering unified functionality together as one Scrum Team thus productivity may suffer.

B, D Though initial team performance will be low, the value of having the team be self-organizing and cross-functional is that they can adapt and improve with each Sprint.

Which kind of environment must the Scrum Master foster? Select three answers A.​ The Scrum Team turns an increment of value into a working environment during a Sprint B.​ A Product Owner orders the work for a complex problem into a Product Backlog C.​ A Product Owner organize the work for a complex problem into a Sprint Backlog D.​ The Scrum Team and its stakeholders inspect the results and adjust for the next Sprint E.​ The Scrum Team and its stakeholders plan the work for the next Sprint F.​ The Scrum Team turns a selection of the work into an Increment of value during a Sprint

B, D, F In a nutshell, Scrum requires a Scrum Master to foster an environment where: A Product Owner orders the work for a complex problem into a Product Backlog. The Scrum Team turns a selection of the work into an Increment of value during a Sprint. The Scrum Team and its stakeholders inspect the results and adjust for the next Sprint. Repeat

A Scrum Master is not only a servant-leader to the Scrum Team and organization, it's also considered a management position. Which three activities describe what a Scrum Master manages as reflected by the Scrum Guide? (Choose three.) A. Reporting on the performance of the Sprint. B. The way Scrum is understood and enacted within the organization. C. Managing the capacity and utilization of each Development Team member. D. Managing the process in which Scrum is applied. E. Managing the Product Backlog items and work in the Sprint Backlog. F. Removing organizational impediments that limits the team's progress and productivity.

B, D, F Scrum Masters serve the organization and the team by ensuring effective application of Scrum. They remove impediments that limits the team's productivity or Scrum application.

Peter has recently joined your Scrum Team as the new Product Owner. The Developers have been working together on the product for several months and has a good understanding of the work and business domain of the product. The Product Owner, being new to the company, needs your help getting started with his role. As a Scrum Master, what would be the most appropriate way of helping your Product Owner? (choose the best two answers) ​ A. Product Owners show commitment by doing whatever is necessary to build the best product possible - and that means being actively engaged with their stakeholders and teams. This can also mean delegating some of his responsibilities if/when needed, although he will still remain accountable. B. Encourage the Product Owner to start engaging with the product's stakeholders to understand they needs and expectations. Remind the Product Owner that it's important to frequently re-align with the changing market and business needs. At the very minimum, this is done at the Sprint Review with the Scrum Team and product's stakeholders. C. Advise the Product Owner to attend the Daily Scrums and actively ask questions in order to understand what the Developers are working on. He should be helping the team align their work on a daily basis in order to meet the project timelines. D. Arrange a team building session between Sprints in order to build trust between the Developers and the Product Owner. E. Suggest that the Product Owner temporarily delegate some of his/her Product Backlog responsibilities to the Developers, as they already have a good understanding of the product. Advise him/her to use this as an opportunity to actively ask questions and get up to speed.

B, E The Product Owner is accountable for the Product Backlog and ensures it will create the best Product possible. This is done through frequent communication with the Stakeholders and trusting the Development Team to help get him up to speed. A is incorrect because responsibility is not to be delegated outside of the Development Team. The Scrum Master is a servant-leader and does not do the work of Product Backlog Refinement or management. The Scrum Master advises how to best optimize value by including the team in the discussions.

The CTO assigned Developers with similar skills into new teams that will work on the same product. He would like that each team can work and focus on a specific architectural layer of the Product. What are the positive or negative impacts of his decision? Select two answers A.​ He forgot to define a team lead for each team B.​ The teams will not be cross-functional C.​ His decision is aligned with the guidelines of Scaled Scrum D.​ He is supporting the Focus value of Scrum. E.​ The CTO has the last word on how the teams must work together F.​ He is not empowering the teams to self-manage

B, F The Development team should be empowered to self-manage and be cross-functional.

Peter is the new Scrum Master of a Scrum Team. The first thing he observes is that the Scrum Team has 12 members including 10 Developers. Therefore, he tells the Developers to split into two teams of 5 Developers in each Scrum Team. What do you think of his decision? Select two answers A.​ That is correct, the maximum and mandatory size of Developers in a Scrum Team is 7 B.​ The Scrum Master is preventing the team to self-organize C.​ Given the size of the team, the Scrum Master must divide them but into a Scrum Team and an Integration Team. D.​ That is correct, the maximum and mandatory size of a Scrum Team is 10 E.​ The team should not be divided until there are a new Scrum Master and a new Product Owner for each team F.​ The upper limit of a Scrum Team is a reference but not mandatory

B, F The upper limit is a reference and the team should self-organize on their own. The SM should coach and raise the concern so the Developers can reflect on if this size is affecting coordination.

Paul, a Product Owner of one of the Scrum Teams, has been attending the Daily Scrum. During the Daily Scrum, the Development Team members have been reporting their daily work to Paul so that he is aware of their Sprint progress and what each member is working on. What is the best action for the Scrum Master to take? A. Ask Paul to stop attending the Daily Scrum. B. Coach Paul and the Development Team members on the purpose of the Scrum events and let them figure out what to do in this situation. C. Allow Paul to participate in the Daily Scrum as he is responsible for the success of the product. D. Facilitate the Daily Scrums to avoid any conflicts between the Development Team members and Paul.

B. Coach Paul and the Development Team members on the purpose of the Scrum events and let them figure out what to do in this situation The Development Team should be the only members participating in the Daily Scrum for the benefit of the Development Team. Since the team should be self-organizing, the Scrum Master should coach the team on how to address this issue themselves.

Define Focus in Scrum A. Scrum Team members have the courage to do the right thing and work on tough problems. B. Everyone focuses on the work of the Sprint and the goals of the Scrum Team. C. People personally commit to achieving the goals of the Scrum Team. D. Scrum Team members respect each other to be capable, independent people. E. The Scrum Team and Stakeholders agree to be open about all the work and the challenges of performing the work.

B. Everyone focuses on the work of the Sprint and the goals of the Scrum Team.

A new Developer joins the Scrum Team taking the total number to 11 people. As a Scrum Master, What should you do? A. Do nothing, the Developers must fix its own issues. B. Raise the increased team size as a potential issue and help the Developers decide what to do about it. C. Instruct the Developers to split into 2 teams, they should decide the appropriate sizes. D. Instruct the Developers to split into 2 teams.

B. Raise the increased team size as a potential issue and help the Developers decide what to do about it. The recommended size of a team is less than 10.

Paul is a Product Owner for multiple products. Each product is allocated a dedicated Scrum Team and a set budget. Based on the average velocity of a previous product release, Paul had estimated a new product to take 9 Sprints to complete. The average velocity of the previous product release was 50 completed units of work per Sprint. Over the first 3 Sprints, the Development Team reported an average velocity of 40 completed units per Sprint, while not fully completing the required integration tests. The Development Team estimates that integration testing would require additional effort to make the increments shippable. The Development Team is unsure if the required velocity is achievable. What is the most effective way to recover? A. In the next Sprints, the Development Team strives to make the selected work as close to 'done' as possible and at the minimum 90% completed. Any undone work is divided into new Product Backlog Items that will be deferred to the last Sprint in order to maintain stable velocity. B. The Development Team informs Paul that the progress he has perceived to date is not correct. The Increment is not releasable. They give Paul their estimate of the effort it would take to get the previous work 'done', and suggest doing that work first before proceeding with new features. The team also re-estimates the effort to make the remaining Product Backlog items 'done', including all integration effort. In the end, it is Paul's call to continue the project or to cancel. C. The Scrum Master will manage the Sprint Backlog and assign work to the Development Team members to ensure maximum utilization of each member. He/she will keep track of unused resources so that it does not impact the budget. Unused budget can be allocated for additional Sprints if needed. D. The Scrum Master sets the open work aside to be performed in one or more release Sprints. They remind Paul to find funding for enough Release Sprints in which this remaining work can be done. Up to one release Sprint per three development Sprints may be required. It is Paul's role to inform users and stakeholders of the impact on the release date.

B. The Development Team informs Paul that the progress he has perceived to date is not correct. The Increment is not releasable. They give Paul their estimate of the effort it would take to get the previous work 'done', and suggest doing that work first before proceeding with new features. The team also re-estimates the effort to make the remaining Product Backlog items 'done', including all integration effort. In the end, it is Paul's call to continue the project or to cancel.

Part of the team's Definition of "Done" requires creating or updating technical documentation in order to maintain the product and/or features in the future. The team's technical writer will be on vacation during the Sprint. What should you do? A. Encourage the technical writers from other teams to form a specialized team to organize and plan the work for multiple teams. B. The Development Team members will write it as they are still responsible for creating the documentation to make the Increment done in conformance with their Definition of "Done." C. Wait until the technical writer returns before continuing with related items. D. Complete all development work first while adding technical documentation to the Product Backlog to be done in a subsequent Sprint.

B. The Development Team members will write it as they are still responsible for creating the documentation to make the Increment done in conformance with their Definition of "Done." The Development Team is cross-functional and has all of the skills needed to deliver an Increment in accordance with their Definition of Done.

Who creates the Definition of Done? A.​ Developers B.​ The Scrum Team C.​ The Scrum Master D.​ Stakeholders E.​ Project Manager F.​ The Product Owner

B. The Scrum Team If the Definition of Done for an increment is part of the standards of the organization, all Scrum Teams must follow it as a minimum. If it is not an organizational standard, the Scrum Team must create a Definition of Done appropriate for the product.

What encourages the Scrum Team to work together rather than on separate initiatives during the Sprint? A.​ Team lead B.​ Sprint Goal C.​ Empiricism D.​ Scrum meetings E.​ Product Backlog

B. The Sprint Goal The Sprint Goal also creates coherence and focus, encouraging the Scrum Team to work together rather than on separate initiatives.

Where are the quality measures required for the product described? A.​ Quality Guidelines B.​ Definition of Done C.​ Product Goal D.​ Non-technical requirements E.​ Sprint Goal

B.​ Definition of Done The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product.

During the Sprint Planning meeting, while estimating the effort for a Product Backlog item, two members from the Developers end up in a heated argument. Which Scrum value are the Team Members not demonstrating? A.​ Focus B.​ Respect C.​ Openness D.​ Commitment E.​ Courage

B.​ Respect Conflict is not a bad thing for a team, but team members must have respect for each other. Instead of arguing, both the team members must express their point of view and have a constructive discussion.

During the Daily Scrums, the Product Owner asks the Developers to report their progress to measure the Sprint progress according to the estimates. Which Scrum value is the Product Owner not following? A.​ Trust B.​ Respect C.​ Courage D.​ Focus E.​ Openness

B.​ Respect In this case, the Product Owner is not trusting the ownership of the Sprint progress to the team. However, although trust is expected in Scrum as a result of the values and pillars, it is not defined as a value. The PO is showing a lack of respect for the characteristics of the Developers' accountabilities.

Which is the last event of the Sprint? A.​ Daily Scrum B.​ Sprint Retrospective C.​ Product Backlog Refinement D.​ Release Planning E.​ Sprint Planning F.​ Sprint Review

B.​ Sprint Retrospective The Sprint Retrospective concludes the Sprint. It is timeboxed to a maximum of three hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.

During the Sprint Review, who presents the results of the work to the Stakeholders? A.​ Developers B.​ The Scrum Team C.​ Stakeholders D.​ Project Manager E.​ The Product Owner F.​ The Scrum Master

B.​ The Scrum Team The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed.

What is identified by the end of the Sprint Retrospective? A.​ Improvements for the company B.​ The most helpful changes to improve its effectiveness C.​ The most important features D.​ The most important problems

B.​ The most helpful changes to improve its effectiveness The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness. The Scrum Team identifies the most helpful changes to improve its effectiveness.

Steven, the Scrum master, is approached by one of the Development Team members saying that they are not completing the regression tests for all of the the work they are performing to the level defined in the Definition of Done. They have discussed this with the Product Owner and decided to removed regression testing from the Definition of Done. Which two actions are the most appropriate for Steven to take? (Choose two) A. Reject the decision as the long term maintainability of the product will be negatively impacted by modifying the Definition of Done. B. Accept the decision as a mutual agreement has been made between the Development Team and the Product Owner. C. Ask the Development Team and the Product Owner what problem they are trying to solve by altering the Definition of Done and removing regression testing from it. In what ways will this decision impact transparency and quality? D. Ask the Development Team and the Product Owner if they are still able to produce potentially shippable product increments by altering the Definition of Done?

C, D Reducing the Definition of Done will introduce unknown errors as development progresses and functionality is added. It also creates false assumptions about the actual state of the system. This endangers the goal of producing a potentially shippable Increment each Sprint.

A developer in the team you're Scrum Master for is taking up most of the daily Scrum time to talk about what's keeping him busy. What two options do you best apply to solve this? A. Bring a timer to limit the time every member can talk during standup B. Bring a token for team members to pass around only people holding the token may talk C. Coach the team to find a solution to this issue D. Talk one-on-one with the developer and help them see the impact they are having on the daily Scrum E. Go to the HR manager and have the team member removed

C, D The team and it's members must be coached to solve problems together and be self-organizing. This includes coaching individual members to be mindful of their team.

Which two scenarios would best represent a self-organizing Development Team? (Choose two.) A. The Development Team members are strictly focused on the work within their functional role and always handing off the work to other roles in a timely manner. B. Management works with the Scrum Master to optimize the Development Team's progress during the Sprint. C. Development Team members collaboratively select and re-plan their work throughout the Sprint. D. The Development Team invites external people to the Sprint Planning to help them create a complete and detailed Sprint Backlog. E. The Development Team creates its own Sprint Backlog, reflecting all work that is part of the Defintion of Done.

C, E A self-organized team is a team that is able to self-manage and decide how to best accomplish their work. Though D seems like a good option, this question is about the topic of a SELF-ORGANIZING Development Team. A self-organizing team decides how to accomplish and execute the work themselves in Scrum.

Which words would you pick to describe Scrum? Select two answers A.​ Instructed B.​ Complete C.​ Simple D.​ Prescribed E.​ Incomplete

C, E Scrum is simple. The Scrum framework is purposefully incomplete, only defining the parts required to implement Scrum theory. Scrum is built upon by the collective intelligence of the people using it. Rather than provide people with detailed instructions, the rules of Scrum guide their relationships and interactions.

Steven is a Scrum Master asked to assist in creating five new Scrum Teams that will be working to build a highly anticipated product. He talks with them about the importance of being able to integrate their Increments by the end of their Sprints. This includes the first Sprints. The product is very important to both the end users and the organization. Of the choices raised by future team members, what would Steven encourage? A. Each Scrum Team delivers Increments in its own code branch. After UAT is performed at the Sprint Review, the code branch is isolated until enough Increments are considered acceptable. All code branches will then be merged during the release phase. B. Each Scrum Team delivers functionality at the end of each Sprint. New Product Backlog items will then be added to the next Sprint Backlog to integrate their functionality with the other teams to create a unified Increment. C. All Scrum Teams agree on a mutual understanding of 'done' that defines all work necessary to deliver a potentially shippable Increment that includes all previous Increments delivered for the product. D. Wait until enough of the infrastructure and architecture is in place before starting the first Sprints. This will increase the success of delivering integrated Increments in Sprint 1.

C. All Scrum Teams agree on a mutual understanding of 'done' that defines all work necessary to deliver a potentially shippable Increment that includes all previous Increments delivered for the product.

The Developers in your Scrum Team suggest that they no longer need the Daily Scrum and want to stop doing them. They collaborate on an ad-hoc basis throughout the day. As a Scrum Master, How should you respond? A. Do nothing. The Scrum Master does not manage the Scrum Team and this is not something they need to get involved in. B. Enforce the Daily Scrum. It is a mandatory part of Scrum and must be done. C. Check the Developers understand the purpose of the Daily Scrum. Do their ad-hoc conversations include everyone in a synchronous way that would allow the surfacing of issues that may not occur via 1 on 1 or smaller group discussions? How do they collectively plan work for the next 24 hours? If these things are happening elsewhere, why not do them via the Daily Scrum? D. Allow the Scrum Team to make the change. Self-management key here.

C. Check the Developers understand the purpose of the Daily Scrum. Do their ad-hoc conversations include everyone in a synchronous way that would allow the surfacing of issues that may not occur via 1 on 1 or smaller group discussions? How do they collectively plan work for the next 24 hours? If these things are happening elsewhere, why not do them via the Daily Scrum?

You join a new Scrum Team as Scrum Master. Up until now, the Product Owner has not been attending Sprint Retrospectives. The Developers fear they will become "too negative" with the Product Owner present. As a Scrum Master, What should you do? A. Speak to the Product Owner and see what they think. Do what they suggest is best. B. Facilitate a discussion in the Scrum Team and allow them to decide what is best to do. C. Explore further why the Developers fear the presence of the Product Owner. Work with the Developers to find a safe way to introduce the Product Owner to the Sprint Retrospective to enable greater transparency. D. Respect the Developers wishes

C. Explore further why the Developers fear the presence of the Product Owner. Work with the Developers to find a safe way to introduce the Product Owner to the Sprint Retrospective to enable greater transparency. This is not a decision for the Developers or Product Owner to make. Scrum requires the Product Owner to attend the Sprint Retrospective in order to increase transparency and enable inspection & adaptation. The Scrum Master needs to help make this happen. Exploring the resistance to this and seeking to deal with it will be necessary here.

Three Development Teams are currently building a single product and pulling work from the same Product Backlog. All three teams have identified that they will need Dan, a database specialist, to work full time in their team for the next several Sprints. What should Steven, the Scrum Master, do to solve this potential problem? A. Manage the items in the Sprint Backlogs so that Dan can be utilized evenly for each team. B. Assign Dan to the team with the most urgent tasks first and then move him to the next team and so on until the required support is completed. C. Facilitate a discussion with all Development Teams on how they want to deal with this issue, and help them implement their preferred solution. D. Ask Dan to work with the HR department to recruit and hire additional database specialists. In the meantime, have the Product Owner move items that do not depend on Dan to the top of the Product Backlog.

C. Facilitate a discussion with all Development Teams on how they want to deal with this issue, and help them implement their preferred solution.

A Scrum Team has delivered the MVP of a web shop, the Product Owner and Managers agreed to add a second team. The requirements will be in a single Product Backlog. What would be the biggest concern for the Developers? A.​ Who will be the Scrum Master? B.​ Who will be a part of which team? C.​ How to reduce dependencies between teams? D. ​Which Product Owner will be assigned to which team?

C. How to reduce dependencies between teams? When multiple teams are working on a Product, they should make sure that dependencies are maintained at their minimum level all the time. Backlog refinement should help them to keep Product Backlog items independent. Each team is cross-functional and responsible to deliver an Increment. Minimum dependencies with other teams will help them work independently.

Define Commitment in Scrum A. Scrum Team members have the courage to do the right thing and work on tough problems. B. Everyone focuses on the work of the Sprint and the goals of the Scrum Team. C. People personally commit to achieving the goals of the Scrum Team. D. Scrum Team members respect each other to be capable, independent people. E. The Scrum Team and Stakeholders agree to be open about all the work and the challenges of performing the work.

C. People personally commit to achieving the goals of the Scrum Team.

How would you describe Scrum? A.​ A methodology to create good solutions for simple problems. B.​ A framework to generate good solutions for simple problems. C.​ A lightweight framework to generate value through adaptive solutions for complex problems. D.​ A methodology to generate Value E.​ A methodology to generate value through adaptive solutions for complex problems.

C.​ A lightweight framework to generate value through adaptive solutions for complex problems.

What are the Scrum events for? A.​ To minimize the need for meetings not defined in Scrum. B.​ To inspect and adapt Scrum artifacts C.​ All of the answers D.​ To enable the transparency

C.​ All of the answers The Sprint is a container for all other events. Each event in Scrum is a formal opportunity to inspect and adapt Scrum artifacts. These events are specifically designed to enable the transparency required. Failure to operate any events as prescribed results in lost opportunities to inspect and adapt. Events are used in Scrum to create regularity and to minimize the need for meetings not defined in Scrum.

You are a Scrum Master, the CEO asks you to divide 105 Developers into multiple Scrum Teams to work on the same product, what would you do? A.​ Create 15 teams with 7 Developers each B.​ Ask the Product Owner to divide the teams by functionalities of the System C.​ Ask the Developers to divide themselves into teams D.​ Create teams based on the architectural layers E.​ Ask the resource manager or team lead to assign the people to teams

C.​ Ask the Developers to divide themselves into teams The Development Team must be self-organizing to own their decisions. No one tells the Developers how to turn Product Backlog into Increments of potentially releasable functionality.

A business stakeholder calls a Developer and asks him to implement a small new feature in the current Sprint. The stakeholder says that he already talked to the Product Owner and that she is fine with the change. Even though it takes very little time to implement the feature, the developer politely answers that he can't proceed and need to wait for the Product Owner to plan and clarify the feature. Which value is showing the developer? A.​ Commitment B.​ Lack of respect C.​ Courage D.​ Lack of trust E.​ Adaptation F.​ Focus

C.​ Courage Courage is a very important value in Scrum. Every team member must have the courage to say NO if something is outside the rules of Scrum.

What is the maximum time-box allowed between the conclusion of the current Sprint and the start of the next Sprint? A.​ Enough time for the last Increment to finish testing. B.​ Enough time to release the Increment C.​ None. D.​ Enough time for the Product Backlog Refinement and prepare the Product Backlog for Sprint Planning. E.​ Maximum of one day for Sprints that are time-boxed to two weeks.

C.​ None. A new Sprint starts immediately after the conclusion of the previous Sprint.

In which event is the outcome of the Sprint inspected, and future adaptations are determined? A.​ Product Backlog Refinement B.​ Daily Scrum C.​ Sprint Review D.​ Sprint Retrospective E.​ Sprint Planning F.​ Release Planning

C.​ Sprint Review The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed.

During a Product Backlog refinement meeting, the Product Owner introduces a business objective that will be worked on for the next several Sprints. The Product Owner envisions several key features necessary to be delivered in order to meet the business objective. As the features will be using sensitive user data it will be subjected to external security audits. These non-functional security requirements were not applicable to previous Increments. What are two good ways the Development Team can handle these high-security concerns? (Choose two.) A. They should be planned in parallel Sprints so not to disrupt the Development Team during feature development. After security concerns have been finalized, they will be applied to the work that is already completed before new feature development can continue. B. They should be handled in a parallel Sprint by a separate security team so that security can be resolved through application enhancements without impacting the functional development. C. A complete list of security-related Product Backlog items needs to be created before starting a new Sprint. D. During the Sprint Retrospective, the Development Team assesses how to add these expectations to their Definition of Done, so every future Increment will meet these security requirements. If needed, they can work with external specialists to better understand the requirements. E. They are added to the Product Backlog and addressed throughout the next Sprints, combined with creating the business functionality in those Sprints, no matter how small the business functionality.

D, E Using the Sprint Retrospective to assess the Definition of Done is the best option for the team. Furthermore, adding security items to the Product Backlog ensures the team can add security alongside business functionality.

What would likely happen if management only changed the organization's current terminology to fit Scrum without the proper understanding and support of Scrum as defined in the Scrum Guide? A. Very little change will happen as the vocabulary in Scrum is specifically defined for implementing Scrum. B. The organization may not realize the real benefits of Scrum as there would be no real change on the way the teams work. C. Organizations may feel less stressed as the behaviors would remain familiar to management. D. All answers apply.

D. All answers apply.

How much time should be spent carrying out Product Backlog refinement? A. Up to 10% of the capacity of the Developers in a typical Sprint, but as much as 90% in early Sprints B. No more than 10% of the capacity of the Developers C. As much as the Product Owner deems necessary to create enough ready Product Backlog Items D. As much as the Product Owner and Developers agree is necessary to create enough ready Product Backlog Items

D. As much as the Product Owner and Developers agree is necessary to create enough ready Product Backlog Items The Scrum Guide prior to 2020 suggested 10% of the capacity of the Developers as normal but this was never a rule. The Scrum Team needs to find an appropriate level to ensure they have enough ready Product backlog items for Sprint Planning.

Developers decide to adopt a #noestimates policy. The CIO and COO require all projects and work to be estimated in days/hours. They blame you the Scrum Master for the absence of this information. As a Scrum Master, What should you do? A. Support the decision of the Developers which was reached via self-management. B. Discuss and understand the need for estimates from the CIO and COO, and the reasons for the Developers adopting #noestimates. C. Help the CIO and COO understand the potential waste in estimation and the opportunities for increased value delivery that will be possible. D. Discuss and understand the need for estimates from the CIO and COO, and the reasons for the Developers adopting #noestimates. Facilitate a discussion. Help them find the best possible solution under the circumstances. E. Support the CIO and COO and instruct the Developers to abandon #noestimates

D. Discuss and understand the need for estimates from the CIO and COO, and the reasons for the Developers adopting #noestimates. Facilitate a discussion. Help them find the best possible solution under the circumstances.

Define Respect in Scrum A. Scrum Team members have the courage to do the right thing and work on tough problems. B. Everyone focuses on the work of the Sprint and the goals of the Scrum Team. C. People personally commit to achieving the goals of the Scrum Team. D. Scrum Team members respect each other to be capable, independent people. E. The Scrum Team and Stakeholders agree to be open about all the work and the challenges of performing the work.

D. Scrum Team members respect each other to be capable, independent people.

On a project where multiple Scrum Teams are working from the same Product Backlog, how should the work be distributed between teams? A. The Scrum Team with the highest capacity will pull items from the Product Backlog first. B. Each Scrum Team must have an equal amount of User Stories per Sprint. C. The Product Owner seperates the Product Backlog items for each team. D. The Development Team pull in work from a shared Product Backlog in agreement with the Product Owner and the other teams.

D. The Development Team pull in work from a shared Product Backlog in agreement with the Product Owner and the other teams.

The Product Owner has concerns about the security features of the Increment. How can this be addressed and be transparent? A.​ Add security items to a specific Product Backlog for Non-functional requirements. B.​ Create a Sprint Goal to fix security concerns. C.​ Delegate the issue to the Security team. D.​ Create Product Backlog items for each concern and/or add quality attributes of security to the Definition of Done.

D.​ Create Product Backlog items for each concern and/or add quality attributes of security to the Definition of Done.

In which event is the progress to the Product Goal discussed? A.​ Release Planning B.​ Sprint Planning C.​ Daily Scrum D.​ Sprint Review E.​ Product Backlog Refinement F.​ Sprint Retrospective

D.​ Sprint Review The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed.

During the Sprint Planning, the Product Backlog items are often decomposed into smaller work items. Ideally, how long should these smaller items take to be completed? A.​ 1 week B.​ Two days or less C.​ less than one Sprint D.​ one day or less For each selected Product Backlog item, the Developers plan the work necessary to create an Increment that meets the Definition of Done. This is often done by decomposing Product Backlog items into smaller work items of one day or less.

D.​ one day or less For each selected Product Backlog item, the Developers plan the work necessary to create an Increment that meets the Definition of Done. This is often done by decomposing Product Backlog items into smaller work items of one day or less.

Sprint reviews are always being extended 20 minutes after the expiration of the timebox to be able to present all the functionalities. As a Scrum Master, what should you do? A.​ Coach the Product Owner to send an email to the stakeholders with a list of items that have been "Done" and what has not been "Done" before the Sprint Review to save time B.​ Coach the Product Owner to schedule a following-up meeting with the stakeholders to receive the feedback. C.​ Extend the time-box of the Sprint Retrospective D.​ As a facilitator, just end the meeting when the time-box expires E.​ Coach the Developers with time management techniques and how to present the most valuable functionalities first F.​ Inform the stakeholders in advance that the Sprint Review will end as soon as the time box expires.

E. Coach the Developers with time management techniques and how to present the most valuable functionalities first The Sprint Review needs to accomplish all its elements within the time-box. If the Scrum Events are ending after the time box expiration, the Scrum Master needs to coach the Scrum Team to keep the events within the time box.

You are a Scrum Master and HR asked you to interview candidates to join your Scrum Team. Which characteristics would you like to see in the candidates? A. Team Player B. Skilled Tester C. The Scrum Master does not interview D. Leadership E. Generalizing Specialist

E. Generalizing Specialist From these options, Generalizing Specialists would be the most preferred for a Scrum Team. They can perform more than one role and be aligned with the cross-functional mindset. In theory, we are not looking for any specific technical skill or soft skill (like team player) over the other. We should think of "Generalizing Specialist" as someone that has a bit of every skill needed for the team or is willing to improve a skill that is not fully developed to contribute to the cross-functional team mindset. That may include testing, leadership, and team player.

Define Openness in Scrum A. Scrum Team members have the courage to do the right thing and work on tough problems. B. Everyone focuses on the work of the Sprint and the goals of the Scrum Team. C. People personally commit to achieving the goals of the Scrum Team. D. Scrum Team members respect each other to be capable, independent people. E. The Scrum Team and Stakeholders agree to be open about all the work and the challenges of performing the work.

E. The Scrum Team and Stakeholders agree to be open about all the work and the challenges of performing the work.

What is the timebox of the Sprint Planning in a 2-week Sprint? A.​ 6 hours or less B.​ At least 2 hours C.​ 3 hours D.​ 5 hours or less E.​ usually shorter than 8 hours F.​ 2 hours

E.​ usually shorter than 8 hours Sprint Planning is timeboxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.

You are the Scrum Master of a Scrum team that is building a website. How would you keep developers working at peak performance and with the highest possible velocity? A.​ By updating the Scrum board and burn-down charts daily. B.​ By doing whatever it takes like helping the Developers with coding, user acceptance tests, and tracking defects. C.​ By cheering up the Developers and give them the confidence to do the work D.​ By assigning tasks according to their expertise and save time E.​ By ensuring each member takes accountability for the items they are working on and measuring individual velocity so they can improve in each Sprint. F.​ By removing impediments that hinder the Developers and facilitating Developers' decisions.

F.​ By removing impediments that hinder the Developers and facilitating Developers' decisions.

During the Sprint, some Developers think the Definition of Done must be updated, but they think that changing it now may be a problem to achieve the Sprint Goal. As a Scrum Master, when would you suggest reviewing the Definition of Done? A.​ During the Daily Scrum B.​ During the Sprint Review C.​ During the Release Planning D.​ As soon as possible E.​ During the Sprint Planning F.​ During the Sprint Retrospective

F.​ During the Sprint Retrospective The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness. The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. During the Sprint no changes are made that would endanger the Sprint Goal.

T/F: Each increment is independent of the previous increment

False An Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, the Increment must be usable.

T/F: The Product Owner cannot work as a Developer in a Scrum Team

False If the Product Owner or Scrum Master are actively working on items in the Sprint Backlog, they participate as Developers.

T/F: Using Scrum ensures that all resources on a project will be utilised in the most efficient way.

False Scrum is about value delivery. Sometimes it is necessary to de-optimise efficiency in order to optimise value.

T/F: During the Daily Scrum, the participants must answer the three questions

False The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work. This creates focus and improves self-management.

T/F: The Scrum Master can never order the Product Backlog items

False The Product Owner may do the Product Backlog management or may delegate the responsibility to others. Regardless, the Product Owner remains accountable.

T/F: When multiple Scrum Teams are working on the same Product, some changes must be done to the Scrum Guide in order to implement Scaled Scrum?

False The Scrum guide cannot be modified. The Scrum framework consists of Scrum Teams and their associated accountabilities, events, artifacts, and rules. Each component within the framework serves a specific purpose and is essential to Scrum's success and usage. Scrum is a framework with built in flexibility to support multiple Scrum Teams working on a single product.

T/F: During the Sprint Review of a scaled development, every Scrum Team can show its own increment from a separate branch of the code.

False When multiple teams are working on the same product, an integrated increment is expected at the Sprint Review.

T/F: Collaboration issues and technical dependencies between multiple Scrum Teams working on the same product can be fully resolved by using the correct version control tools.

False When working on complex problems in complex environments, it cannot be guaranteed that applying a specific process of tool will fix the problem. Although, process and tools are important, it's more important that people collaborate and try to find different solutions together and not rely solely on a tool to fix the problem.

T/F: During the Sprint Review, the Product Backlog may also be adjusted

True During the Sprint Review event, the Scrum Team and stakeholders review what was accomplished in the Sprint and what has changed in their environment. Based on this information, attendees collaborate on what to do next. The Product Backlog may also be adjusted to meet new opportunities. The Sprint Review is a working session, and the Scrum Team should avoid limiting it to a presentation.

T/F: Done must include testing.

True If we do not test, how can we know the product is useable and has the required level of quality present? While not explicit to testing, in order to determine if the criteria is met for a Product's Increment, there has to be some way of validating that and that usually involves some type of testing.

T/F: When multiple Scrum Teams are working on the same Product, they can work with different start and end dates for their Sprints.

True Multiple Scrum Teams can work with the same Sprint start and end dates, but it is not mandatory. It's more important to be able to integrate their shippable Increments before their respective Sprint Reviews.

T/F: The Daily Scrum is held at the same time and place

True The Daily Scrum is a 15-minute event for the Developers of the Scrum Team. To reduce complexity, it is held at the same time and place every working day of the Sprint.

T/F: If multiple Scrum Teams are working together on a product, they must mutually define and comply with the same Definition of Done

True The Developers are required to conform to the Definition of Done. If there are multiple Scrum Teams working together on a product, they must mutually define and comply with the same Definition of Done.

T/F: When multiple Scrum Teams are working on the same Product, an integrated increment is needed for the Sprint Review

True The entire team must be able to product a potentially releasable Increment before their respective Sprint Reviews.

T/F: When multiple Scrum Teams are working with Scaled Scrum using the same Product Backlog, they must still work according to the Scrum Guide.

True The Scrum guide is mandatory for Scrum Teams. The Scrum framework consists of Scrum Teams and their associated accountabilities, events, artifacts, and rules. Each component within the framework serves a specific purpose and is essential to Scrum's success and usage. Scrum is a framework with built in flexibility to support multiple Scrum Teams working on the same product.

T/F: The Product Backlog items in the Sprint Backlog cannot be changed during the Sprint

True The Sprint Goal is the single objective for the Sprint. Although the Sprint Goal is a commitment by the Developers, it provides flexibility in terms of the exact work needed to achieve it. The Sprint Goal is created during the Sprint Planning event and then added to the Sprint Backlog. As the Developers work during the Sprint, they keep the Sprint Goal in mind. If the work turns out to be different than they expected, they collaborate with the Product Owner to negotiate the scope of the Sprint Backlog within the Sprint without affecting the Sprint Goal.