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What are the two primary ways a Scrum Master keeps a Development Team working at its highest level of productivity?

(1) By facilitating Development Team decisions (2) By removing impediments that hinder the Development Team

6 Levels of Scrum Master

(1) The Clerk - On a day to day basis the Clerk typically removes a lot of administrative duties from the Development Team (like updating the Sprint Backlog, burndown graphs, preparing the Sprint Planning, etc). A Clerk has limited benefits, since he is mostly focussed on himself & the inferior values of the Agile manifesto (tools, processes, documentation, etc). (2) The Puppet Master - He tries to pull different strings to make team members move into the right direction: everyone in the team needs to follow the Scrum rules by the book. This often results in a very mechanical Scrum implementation, where people do all the events, roles & artifacts in Scrum, but not really live them. Since he still supports the team in doing technical work, a Puppet Master often does not have the time to focus on anything but his own Development Team. (3) The Organizer - has managed to make his team aware of the Scrum Values (Commitment, Focus, Openness, Respect & Courage). He has realized that by doing all the complex technical work himself, he actually prevents his team to learn (there is no need for other heroes when you already have Superman). So instead of beeing Superman, he steps aside. He facilitates that the team can do it themselves ('We don't need strings to make the puppets move!'). As a result he can focus on teaching people about Scrum. He makes sure they actually live the values. The Organizer is focussed on making sure that all Scrum events have an optimal result. He also has made time to provide data, so people can start acting on facts instead of gut feeling. Although the Organizer himself acts with the Scrum Values in mind, his team is still learning. The team still needs his full attention. (4) The Coach - The Coach is able to impact others with his knowledge, while the Organizer only used this knowledge himself. He doesn't only listen to his own voice. He is able to empathically listen to others. He is able to make people connect to their passion. He also helps them take action towards this passion. He helps people to find new viewpoints & evolve. Besides using data to take decisions, the Coach starts to listen to his intuition. The focus of a Coach gradually shifts from the team towards the rest of the organization. However, he still struggles to find solid ground with management & other parts of the organization (marketing, sales, operations, you name it...). (5) The Advisor - He fixes impediments on the organizational level. He uses data, but he mostly acts on intuition. The Advisor helps new Scrum Masters with a lower evolution level to grow. He is often asked by managers to help them fix difficult issues. In an organization with complex, large products, the Advisor is typically the Scrum Master for a number of scaled Scrum teams (in a Nexus he might also be the Scrum Master for the integration team). While he learns a lot about the organizational dynamics the Advisor still struggles in making organizations more responsive as a whole. (6) The Expert - The Expert Scrum Master is highly competent & committed. He uses his unconscious competence and intuition to advise\coach others on making decisions. The Expert has a connection with all parts of the organization. He gives advice to managers, HR professionals. He leads the organization towards more Agility. The Expert helps creating new rules & standards. Some of the Experts are still part of a Scrum team, because they love the atmosphere around there. These teams are often high performing, skilled and an example for the other teams in the organization. Experts in an Agile organization often call themselves 'Agile coach'. They show up at events and are often respectable members in a community of Experts. Unfortunately, many organizations do not recognize these Experts or don't understand how to keep them motivated. If they eventually leave, it will be a hard job to fill the vacuum they leave behind.

5 Levels of Product Owner Owner

(1) The Scribe - has limited benefits, since he often needs others (marketing, sales, product/project managers, steering committees, etc) to answer difficult questions. This delegated decision making often leads to a disruption of the Flow, Bottlenecks, large piles of stocked work and a slow generation of Business Value. (2) The Proxy - The focus of a Proxy shifts from creating Product Backlog items towards creating Product Increments. The expected benefits of a Proxy are slightly better, since he is more connected to the business than the Scribe. Although the delays, waiting time and hick-ups will decrease, many of those remain. (3) The Business Representative - The expected benefits increase again, since there is a broader collaboration. Now there is direct availability of functional knowledge & stakeholder expectations. Yet, the business representative still has limited autonomy, since marketing\sales\product management department are still the real authorities. (4) The Sponsor - It works better if the person is not only from business, but also has the trust and the mandate to take decisions (on the spot). A mandate is a signal that the role is taken more seriously. The sponsor is often allowed to spend more time as a Product Owner, leading to less hick-ups, context\task switching & largely improved flow. The Development Team can focus more, and get things done. The issues of a Sponsor mostly come down to a need for lobbying for budget. A sponsor still needs to negotiate to free up money from the different business departments. Maybe he can already decide on how to spend the money for his own department, but there are still other departments that need to be convinced (5) The Entrepreneur - The last step in the evolution of the Product Owner is to make him fully responsible for functionality and budgets. This makes him a real Entrepreneur, whose job is to create as much Business Value for his customers as possible. He's like a mini-CEO, a real owner over the product.The Entrepreneur is responsible for all aspects, like marketing, competition, users, legal & finance within the scope of his product. His professional life is dedicated to the well-being of the product.Unfortunately, these kind of Product Owners are still a rare species, since organizations are often not ready to delegate this kind of control.

What two phrases best describe the relationship of the Product Owner and the Development Team?

(1) They collaborate often so the Development Team builds Increments keeping end-user and stakeholder concerns in mind. (2)They collaborate often so the Product Owner can make informed decisions in balancing effort and value of Product Backlog items.

What are two typical activities for a Product Owner in a Sprint?

(1)Collaborate with stakeholders, user communities, and subject matter experts (2)Work with the Development Team on Product Backlog refinement.

What two things should be done if the Product Owner is unavailable?

(1)In a permanent state of unavailability, a new Product Owner needs to be appointed.Development efforts without a Product Owner are not employing Scrum. (2)Within the Sprint, the Development Team makes the best decisions possible to assure progress toward the Sprint Goal, re-aligning with the Product Owner once he/she is available again.

What two things best help the Product Owner manage the value of a product?

(1)The order of the Product Backlog (2)Validating assumptions of value through frequent releases

To what extent does technical debt limit the value a Product Owner can get from a product?

(1)The velocity at which new functionality can be created is reduced when you have technicaldebt. (2)Technical debt causes a greater percentage of the product's budget to be spent on maintenance of the product.

Rational unified process(RUP)

- 94% of fortune 500 companies use this because they dont know what they want but they are very sure about what they dont want - disciplined approach to assign roles and responsibilities - focused on developing high quality software that meets the needs of its users within a predictable schedule and budget - can be tailored to specific organization or project needs 4 phases 1. Inception scope defined is the project technically and commercial feasible or not 2. elaborate elaborate software architecture have proof of concept prototypes done solutions and components we are going to produce are actually going to work 2gdr 3. construction build, test, verify, validate the software by starting with most abstract version and adding components or capabilities one by one doing iterative and incremental development and test it so that we have something that functions correctly 4. transition we have the product be used by few customers initially and then more no of customers license fee is huge for rational s/w so very costly its usually customized to make ti cheaper

release planning meeting

- High level planning for scrum - decide the milestones - number of sprints required based on the capacity of the team 1. used to create a release plan, which lays out the overall project goals, objectives and backlog of stories. 2. it is then used to create iteration plans for each sprint. 3. purpose - to have everyone in the team understand and commit to delivering the agreed release. 4. A release generally fixes only the target date or target scope, but not both since the time and effort to complete all the work is defined only at a high level

work in progress(WIP)

- Teams should limit user stories accepted into a sprint based on their sustainable velocity. - limits also highlight bottlenecks in a team's delivery pipeline before a situation becomes dire. So in Scrum WIP is limited per unit of time. In Kanban WIP is limited per workflow state.

MVP(minimum viable product)

- a developoment technique to develop product with the smallest possible feature set that addresses the user needs, creates the desired user experience - An MVP has three key characteristics: It has enough value that people are willing to use it or buy it initially It demonstrates enough future benefit to retain early adopters It provides a feedback loop to guide future development strategy for avoiding the development of products that customers do not want. The idea is to rapidly build a minimum set of features that is enough to deploy the product and test key assumptions about customers' interactions with the product.

SWAG(Scientific wild ass guess)

- a rough estimate made by an expert in the field, based on experience and intuition - In the Agile world, Swag is to portfolio items what story points are to backlog items. Swag provides a way to compare the size, time, and effort that it will take to complete a set of features without going through detailed backlog estimating activities. - A unit such as Team Weeks or Ideal Months can be much more appropriate for a Swag than, say, story points

user story mapping

- arranges user stories into a useful model to help understand the functionality of the system, - identify holes and omissions in your backlog, and effectively plan holistic releases that deliver value to users and business with each release. - Once user stories are organized as per the functionality, then they are sliced into sprints with a goal to deliver a valuable product increment in a release. - allows you to form a big picture of your backlog. - to understand the backlog better to make right decisions about grooming and prioritization. - promotes silent brainstorming. Horizontally, we can find the title for each grouped functionality; vertically, the main stories/issues related to each group. The functionalities are prioritized from left (more important) to right (less important). Each group will then have the stories prioritized again vertically.

Relative Mass Valuatioin

- biggest advantage of agile is stories are estimated relative to each other, not on the basis of hourly or daily effort. - this technique is most useful when you have large backlog of stories, estimation for each of them becomes daunting -this is a quick way to go thru all of them and estimate relatively Process: 1. firstly write a card for each story and set up a large table so that stories can be moved around easily relative to each other 2. pick any story to start and ask the team to estimate if they find it relatively large medium or small 3. position them at extreme ends acc to their sizes and med one at middle and then keep taking new stories to put them accordingly 4. this way its easy to est 100s of stories in a short while, team gets sense of accomplishment after seeing the scope of work laid out in front of them and estimated in order of effort 5. assign a no to stories like start from 1, until u feel this particular story is at least twice as difficult as first one, then assign 2. The idea is to get a rough point estimate, not a precise order.

Feature

- detailed experience of how your users will do something with your application. - In order to make "something" meaningful, a Feature must include (1) the reasoning behind it, the motivation, "the goal", "the pain to solve" - without it, it's simply impossible to judge Feature's ROI in terms of value versus effort and money. Once this is in place, Feature should include (2) user flows. A user flow might be "User can click on the delete button to delete his record, this will popup [a message] for him to verify first". Usually, a Feature will be built from multiple flows, edge-cases and wording to make sure the grand experience is fully complete. To help relating flow with look & feel, a Feature should (3) include mockups and other accessories. Lastly, (4) business (and even technical) notes should be added to wrap up the experience: URL structure, SEO considerations, user messages user, analytics requirements etc.

SAFe

- framework for applying lean and agile practices at enterprise scale - most important management responsibility remains measuring improvement and ROI - requires from management to choose the solution that best fits their business model & products, and helps shorten the delivery and release phases in order to outperform competitors. -SAFe describes three levels of scale: Team Program Portfolio NINE PRINCIPLES OF SAFE 1. Take an economic view 2. Apply systems thinking 3. Assume variability; preserve options 4. Build incrementally with fast, integrated learning cycles 5. Base milestones on objective evaluation of working systems 6. Visualize and limit WIP, reduce batch sizes and manage queue lengths 7. Apply cadence, synchronize with cross-domain planning 8. Unlock the intrinsic motivation of knowledge workers 9. Decentralize decision-making - at program level - no of scrum teams at proj level working 2gdr for a proj.. - 50-125 people - these people are called agile release train - this is also timboxed in PIs (program increments) which has 5 iterations by default - product manager in form of features in product backlog - train is governed by RTE(release train engineer) who acts as trained scrum master - he is the programmer manager of program level starts with planning meeting all team members gather 2gdr to see features upcoming for PI the teams identify what all they can do.. identifies dependencies and risks with other teams then the teams commits to business users what they can expect in the coming PI so there is a biweekly meeting of scrum masters which is called as scrum of scrum then they have the demo at the end of integrated system to show all teams wrking at same pace we plan only 4 iterations the 5th one is known as IP(Innovation planning) to come up with creative ideas..hackathon n all planning- retrospection and planning for next PI IP is also used to estimate if team is delivery speed at the value stream level there are many ARTs to build bigger system solution mgnt is content authority value stream engineer is coach and guide solution architect ensure good architect is used value stream are on the same PI cadence as the ARTs and planning solution demo portfolio level is differnt yet similar program portfolio mgnt helps dictate direction for all underlying value streams by driving strategic themes from enterprise strategy and allocate budget to value streams for these strategic themes

themes

- groups of related stories. - Often the stories all contribute to a common goal or are related in some obvious way, such as all focusing on a single customer. - However, while some stories in a theme may be dependent on one another, they do not need to encapsulate a specific work flow or be delivered together.

scrum of scrums (SoS)

- important technique in scaling Scrum to large project teams. - allow clusters of teams to discuss their work, focusing especially on areas of overlap and integration. - Imagine a perfectly balanced project comprising seven teams each with seven team members. Each of the seven teams would conduct (simultaneously or sequentially) its own daily scrum meeting. Each team would then designate one person to also attend a scrum of scrums meeting. The decision of who to send should belong to the team. Usually the person chosen should be a technical contributor on the team—a programmer, tester, database administrator, designer, and so on—rather than a product owner or ScrumMaster. - The attendees should change over the course of a typical project. The team should choose its representative based on who will be in the best position to understand and comment on the issues most likely to arise at that time during a project. - For instance, early in a project the issues brought up at the scrum of scrums meeting may center mostly on technical issues or user experience design. Teams may opt to send someone strong in one of those areas to those early meetings. - Later, issues may center around how to collaborate on testing, and so testers will be the more likely participants. - If the number of teams participating is small, it may be acceptable for each team to send two representatives—a technical contributor, as described above, and a ScrumMaster—if the teams desire.

definition of ready

- there are many partially defined items in the product backlog - this causes a lot of frustration in the team solution - teams work with the PO to agree on what defines a "ready" state of a backlog item Story defined and written Story traceable to source document (where appropriate) Acceptance criteria defined Dependencies identified Size estimated by delivery team User experience included (where appropriate) Performance criteria identified (where appropriate) Person who will accept the user story is identified Team has a good idea about how to demo the user story

Vertical slicing

-Agile is very big on the concept of one team. There is no UI, SOA, or data team. There is only one team, focused on delivering a suite of features for the customer. -can be prioritized -no overhead to coordinate activities across multiple teams can be done in 10 ways 1. workflow steps 2. business rules 3. happy/unhappy flow 4. input option/platform 5. data types or parameters 6. operations 7. test scenario/test case 8. roles 9. optimize now vs optimize later 10. browser compatibility

burn up chart

-burn down chart shows work remaining -should be used when work is constant -burn up chart shows work completed -when work is changing -this chart shows all the work(prev+added) -so if SM looks only at the burn down chart he myt think no progress bt looking at burn up he ll knw work is being added so he ll adjust that

scrum task board

-make the sprint backlog visible by putting it on a Scrum task board. -Team members update the task board continuously throughout the sprint; -if someone thinks of a new task, she writes a new card and puts it on the wall. -Either during or before the daily scrum, estimates are changed (up or down), and cards are moved around the board. burn down chart is also shown on it sometimes story to do work in progress to verify done

Horizontal slicing

-projects are broken up roughly along architectural lines. -That is there would be one team for UI, one team for business logic and services (SOA), and another team for data. -adv- good communication and consistency within each slice -disadv-Only when all the layers are hooked up do they offer any value. -individual items do not offer business value -increase bottlenecks, instead of reducing them -cant be prioritized..evrythn is imp -That's why agile is so big on slicing projects vertically.

velocity chart

-used to forecast - work(story points) done in a specific period of time(sprints) - we can compare the actual velocity with the velocity required to meet the deadline

Where are two good ways for the Development Team to make non-functional requirements visible? (Choose two.)

1. Add them to the Product Backlog and keep the Product Owner posted on the expected effort. 2. Add them to the definition of Done so the work is taken care of every Sprint.

One of the Scrum events is the Daily Scrum. What are two outcomes of the Daily Scrum?

1. An update of the impediments for the Scrum Master to take care of 2. A shared understanding of the most important work to be undertaken next to achieve the best possible progress toward the Sprint goal

The Product Owner is not collaborating with the Development Team during the Sprint. What are two valuable actions for a Scrum Master to take? (Choose two.)

1. Bring up the problem in the Sprint Retrospective. 2. Coach the Product Owner in the values of Scrum and incremental delivery.

What are the two primary ways a Scrum Master keeps a Development Team working at its highest level of productivity?

1. By facilitating Development Team decisions 2. By removing impediments that hinder the Development Team

What are three ways Scrum promotes self-organization? (Choose three.)

1. By the Development Team deciding what work to do in a Sprint. 2. By removing titles for Development Team members. 3. By being a lightweight framework.

2 types of roles

1. Chicken 2. Pig

A Scrum Master is keeping a list of open impediments, but it is growing and he/she has been able to resolve only a small portion of the impediments. Which three techniques would be most helpful in this situation? (Choose three.)

1. Consulting with the Development Team. 2. Prioritizing the list and working on them in order. 3. Alerting management to the impediments and their impact.

Sprint backlog

1. Contains committed PBIs negotiated between the team and the PO 2. has an end date 3. has committed backlog items representing the what and sprint tasks are identified(not started, in progress, completed) representing the how - Team will discover additional tasks needed to meet the fixed scope commitment during Sprint execution - Visible to the team - Referenced during the Daily Scrum Meeting

Which two things should the Development Team do during the first Sprint? Choose 2 answers.

1. Create an increment of potentially releasable software 2. Develop at least on piece of functionality

Scrum Development Team

1. Cross-functional (e.g., includes members with testing skills, and often others not traditionally called developers: business analysts, domain experts, etc.) 2. Self-organizing / self-managing, without externally assigned roles 3. Negotiates commitments with the Product Owner, one Sprint at a time 4. Has autonomy regarding how to reach commitments 5. Intensely collaborative 6. Most successful when located in one team room, particularly for the first few Sprints 7. Most successful with long-term, full-time membership. Scrum moves work to a flexible learning team and avoids moving people or splitting them between teams. 8. 7 ± 2 members 9. Has a leadership role

Which three of the following are feedback loops in Scrum?

1. Daily Scrum 2. Sprint Retrospective 3. Sprint Review

Which events are time-boxed according to the Scrum Guide?

1. Daily Scrum. 2. The Sprint. 3. Sprint Review.

Which two things does the Development Team do during the first Sprint?

1. Deliver an increment of potentially releasable software. 2. Develop and deliver at least one piece of functionality.

The definitions of "Done" is used to:

1. Describe the work that must be done before the Sprint is hallowed to end 2. Increase transparency

Which two things should the Development Team do during the first Sprint? (Choose two.)

1. Develop at least one piece of functionality. 2. Create an increment of potentially releasable software.

feature driven development(FDD)

1. Develop overall model 2. Build a features list 3. Plan by features 4. Design by features 5. Build by features

Which of the below are roles on a Scrum Team?

1. Development Team 2. Product Owner 3. Scrum Master

challenges for transition to scrum agile

1. Difficult to understand the terminologies used in Agile 2. Fast paced environment leads to, inaccurate estimates and improper requirement documents sometimes 3. For off-shore teams, communication and co-ordination can be a big challenge 4. Learning and using the Agile tracking tool can become a challenge for team 5. Due to improper documentation, it becomes a challenge for QA team to understand the requirements correctly 6. Ensuring the tasks allocation to all the team members equally 7. Prioritization of tasks, based on the dependency 8. Inaccurate estimates can leads to burn-down of engineers 9. Long and frequent meetings due to less documentation. 10. The engineers who worked in Waterfall model earlier take it as a wastage of time and they start skipping the meetings 11. Frequent changes in the requirements may lead to frustration to the engineers

Choose two responsibilities of self-organizing Development Team

1. Do the work planned in the Spring Backlog 2. Increase Velocity 3. Pull Product Backlog Items for the Sprint

Choose three responsibilities of a self-organizing Development Team. Choose three answers

1. Do the work planned in the Sprint Backlog 2. Increase Velocity 3. Pull product backlog items for the spring

What are two responsibilities of testers in a Development Team? (Choose two.)

1. Everyone in the Development Team is responsible for quality. 2. Scrum has no tester role.

Which two ways of creating Development Teams are consistent with Scrum's values? (Choose two.)

1. Existing teams propose how they would like to go about organizing into the new structure. 2. Bring all the developers together and let them self-organize into Development Teams.

In the Sprint Planning meeting, the Product Owner and the Development Team were unable to reach a clear understanding about the highest order Product Backlog items. Because of this, the Development Team couldn't figure out how many Product Backlog items it could forecast for the upcoming Sprint. They were able to agree on a Sprint Goal, however.Which of the following two actions should the Scrum Master support? (Choose two.

1. Forecast the most likely Product Backlog items to meet the goal and create a Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint. 2. Discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.

In the Sprint Planning meeting, the Product Owner and the Development Team were unable to reach a clear understanding about the highest order ProductBacklog items. Because of this, the Development Team couldn't figure out how many Product Backlog items it could forecast for the upcoming Sprint. They were able to agree on a Sprint Goal, however.Which of the following two actions should the Scrum Master support? (Choose two.)

In the Sprint Planning meeting, the Product Owner and the Development Team were unable to reach a clear understanding about the highest order Product Backlog items. Because of this, the Development Team couldn't figure out how much functionality it could forecast for the upcoming Sprint. They were able to agree on a Sprint Goal, however. Which of the following two actions should the Scrum Master support?

1. Forecast the most likely Product Backlog to meet the goal and create Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint 2. Discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.

You are the Scrum Master on a newly formed Scrum Team. Which three of the following activities would probably help the team in starting up? (Choose three.)

1. Have the Scrum Team members introduce themselves to each other and give a brief background of their skills and work history. 2. Ensure the team understands they need a definition of Done. 3. Ask the Product Owner to discuss the product or project, its history, goals, and context, as well as answer questions.

Which two things are appropriate for a Scrum Master to do if the Development Team doesn't have the engineering tools and infrastructure to completely finish each selected Product Backlog item?

1. Have the development team establish a definition of done that is actually possible to achieve given current circumstances 2. coach the development team to improve its skills, tools, and infrastructure over time and adjust the definition of done accordingly

What are three benefits of self-organization?

1. Increased self-accountability 2. Increased commitment 3. Increased creativity

Sprint Burn-down Chart

1. Indicates total remaining team task hours within one Sprint 2. Re-estimated daily, thus may go up before going down 3. Intended to facilitate team self-organization 4. Fancy variations, such as itemizing by point person or adding trend lines, tend to reduce effectiveness at encouraging collaboration 5. Seemed like a good idea in the early days of Scrum, but in practice has often been misused as a management report, inviting intervention. The ScrumMaster should discontinue use of this chart if it becomes an impediment to team self-organization.

What three techniques should the Scrum Master use when the Scrum Team gets caught in an internal disagreement about which development techniques to apply?

1. Involve the complete team. 2. Use coaching techniques like open questions and active listening. 3. Consult with team members individually, carefully listening.

A Development Team selects a set of Product Backlog items for a Sprint Backlog with the intent to get the selected items Done by the end of the Sprint. Which three phrases best describe the purpose of a definition of Done? (Choose three.)

1. It creates transparency over the work inspected at the Sprint Review. 2. It trucks the percent completeness of a Product Backlog item. 3. It defines what it takes for an Increment to be ready for release.

Which of the following are true about the length of the Sprint? (Choose two.)

1. It is best to have Sprints of consistent length throughout a development effort. 2. All Sprints must be 1 month or less.

Which are properties Daily Scrum? Choose 2 answers.

1. It is fifteen (15) minutes or less in duration 2. Its location and time should remain constant

Select two ways in which technical debt impacts transparency. (Choose two.)

1. It leads to false assumptions about the current state of the system, specifically of an Increment being releasable at the end of a Sprint. 2. As development progresses and code is added, the system becomes more difficult to stabilize, which results in future work being slowed down in unpredictable ways.

prioritization techniques

1. MOSCOW M - MUST have this. S - SHOULD have this if at all possible. C - COULD have this if it does not effect anything else. W - WON'T have this time but would like in the future. Each requirement will have the priority which would be tagged to MSCW. "M" being the highest and "W" being the lowest. 2. Business Value based In this case, each requirement carries a business value it could potentially generate to the company. The business value would be decided either by the Product Owner or the Product owner team. The requirement with highest business value is implemented during earlier releases . 3. Technology risk based In this method, requirements are prioritized based on the risk associated in implementing it. The risk is typically based on the technology. The requirement with highest technology risk is implemented during the earlier iterations. 4. Kano model In this method, the requirements are prioritized based on the customer preferences. Attractive Basic Performance Indifferent Reverse 5. Walking skeleton In this method, the requirements are selected such that minimal carefully selected end to end features are built within a short span of time. 6. Validated Learning In this method, features are chosen based on the highest market risk i.e. some thing that is not experimented yet. Release it to the market, get the feedback and apply the learning onto the new feature

Which two (2) things does the Development Team not do during the first Sprint?

1. Nail down the complete architecture and infrastructure. 2. Develop a plan for the rest of the project.

A Development Team is required to deliver a done increment by the end of a Sprint. Select two statements that explain what Done means. (Choose two.)

1. No work left from the definition of Done. 2. All work to create software that is ready to be released to end users.

Product backlog

1. One dimensional forced ranked list of customer centric features prioritized by the product owner 2. Contains everything team might ever do 3. Anyone can add anything throughout project 4. PO will constantly re prioritize it and SM will make it visible 5. Doesnt contain tasks 6. Contains product backlog items(PBIs) 7. gets larger as development continues from sprint to sprint because every sprint review demo prompts more and different requirements 8. Items at top are more granular than items at bottom

The Daily Scrum is an event that happens every day. What would be three key concerns if the frequency were to be lowered to every two or three days? (Choose three.)

1. Opportunities to insect and adapt the Sprint Backlog are lost. 2. Impediments are raised and resolved more slowly. 3. The Product Owner cannot accurately report progress to the stakeholders.

estimation techniques

1. Planning Poker 2. T shirt sizes 3. Relative Mass Valuation 4. Bucket System 5. Dot Voting 5. Numeric Sizing (1 through 10) 6. Fibonacci Sequence (1, 2, 3, 5, 8, 13, 21, 34, etc.) 7. Dog Breeds (Chihuahua,.........,Great Dane)

A scrum master is keeping a list of open impediments, but it is growing and he/she has been able to resolve only a small portion of the impediments. Which three techniques would be most helpful in this situation?

1. Prioritize the list and work on them in order 2. Alert management to the impediments and their impact 3. Consult with the development team

2 artifacts

1. Product backlog 2. Sprint backlog

Currently, your Development Teams are organized to address a single layer only (for example, front end, middle tier, back end, and interfaces). What are three things to consider when deciding to move away from such component teams toward feature teams? (Choose three.)

1. Productivity may suffer when making this kind of move. 2. Getting support from the business side first helps. 3. Feature teams have less communication overhead.

Which of the following is not a time-box in Scrum?

1. Release Testing 2. Sprint 0 3. Release Retrospective 4. Spring Testing

What is a Development Team responsible for? (Choose two.)

1. Resolving internal team conflicts. 2. Organizing the work required to meet the Sprint Goal.

Which Scrum Values are exhibited by not building Product Backlog items that have low business value? (Choose three.)

1. Respect 2. Focus 3. Courage

types of impediments

1. Scrum Master owned 2. Organizational 3. Team owned Psychological Impediments: geographically distributed (have formal meetings with timelines set, time allocation set and emails and reminders), presence of people who conduct appraisals (keep them away at the retrospective meeting cuz the core of scrum is self management and collaboration) (invisible gun effect) and people jumping to conclusions.(orid technique) Organization impediment: An example of an organizational impediment would be something like, "I have a person on my team who is constantly being asked by other managers to take on other duties. As a result, he are never able to properly commit to and focus on the work for this project " So I would work with managers to remove this impediment either by: Having the person replaced with someone who had fewer distractions Having the other managers take those distracting items off his list of things to do. Scrum master level impediment: "The team has been trying to have a meeting with the tech lead from another team for 4 days now. He is hard to catch up with and his calendar is nearly full." As a scrum master I would coordinate/facilitate a face to face meeting so that the team is not consumed with administrivia. Team Level impediment: "We need to test this feature but we don't have enough testers." As a Scrum master I would guide the team to solving this themselves by "swarming" so that everyone becomes a tester so that we could get items to done.

Select three incorrect, untrue, or misleading statements about Scrum?

1. Scrum is a methodology where you can pick and choose which parts of Scrum you think will work for your environment. 2. Scrum is like traditional processes but with self-organization to replace Project Managers. 3. Scrum is a framework that eliminates complexity.

Roles

1. Scrum master 2. IT team of 5-9 people 3. Product Owner

Which three of the following are true about Scrum? (Choose three answers)

1. Scum is a framework for developing and maintaining complex products 2. Scum is based on empirical process and control theory 3. Each component of Scrum serves a specific purpose and is essential to Scrum's success and your usage of Scrum to develop complex products

Product Owner

1. Single person responsible for maximizing the return on investment (ROI) of the development effort 2. Responsible for product vision 3. Constantly re-prioritizes the Product Backlog, adjusting any long-term expectations such as release plans 4. Final arbiter of requirements questions 5. Accepts or rejects each product increment 6. Decides whether to ship 7. Decides whether to continue development 8. Considers stakeholder interests 9. May contribute as a team member 10. Has a leadership role

Sprint Task

1. Specifies how to achieve the PBI's what 2. Requires one day or less of work 3. Remaining effort is re-estimated daily, typically in hours 4. During Sprint Execution, a point person may volunteer to be primarily responsible for a task 5. Owned by the entire team; collaboration is expected SMART Specific Measurable Attainable Relevant Time Bound

Which are NOT appropriate topics for discussion in a Sprint Retrospective? (Choose 2 answers)

1. Spring Backlog for the next Sprint 2. The value of work currently in the Product Backlog

Baiscally 4 meetings

1. Sprint Planning meeting 2. Daily Scrum -------Backlog Refinement Meeting------- 3. Sprint Review Meeting 4. Sprint Retrospective Meeting

As the Sprint Planning meeting progresses, the Development Team sees that the workload is greater than they can handle. Which two are valid actions? (Choose two.)

1. The Development Team ensures that the Product Owner is aware, starts the Sprint, and monitors progress. 2. Remove or change selected Product Backlog items.

Which following are true about the Product Owner role? Choose 3 answers.

1. The Product Owner is 1 person 2. The product Owner is accountable for ordering the Product Backlog 3. The Product Owner can be influenced by a committee

What two factors are best considered when establishing the Sprint length? (Choose two.)

1. The level of uncertainty over the technology to be used. 2. The risk of being disconnected from the stakeholders.

Which two of the following are true about the Scrum Master role?

1. The scrum master teaches the development team to keep the scrum meetings to their timebox 2. the scrum master helps those outside the team interact with the scrum team

You have just been hired by a company new to Scrum. Your management has assigned you to be the Scrum Master of six new Scrum Teams. These teams will build one product. Select two conditions you should strive for in this scenario:

1. There should be only one Product Owner. 2. The product has one Product Backlog.

Self-organization works best when there are goals and boundaries. Select two requirements from the Scrum framework that are key for a Scrum Master to teach teams to help them self-organize:

1. Time-boxing events to manage risks 2. Creating a releasable Increment by the end of each Sprint

Product / Release Burndown Chart

1. Tracks the remaining Product Backlog effort from one Sprint to the next 2. May use relative units such as Story Points for Y axis 3. Depicts historical trends to adjust forecasts

scrum 3 pillars

1. Transparency Artifacts Meetings Information Radiators 2. Inspection Scrumboard and information radiators approval from PO, stakeholders in review meeting 3. Adaption Change requests Retrospective meetings Constant risk identification

3 types of user stories or items in product backlog

1. User Stories Brief simple statements of a desired product function from an end user's perspective. As a <End User Role>, I want to <desired action>, so that <desired benefit>. As a Personal Checking Account Holder, I want to register for an online banking account, so that I can access my account details online. As a Registered Online Banking Customer, I want to view a list of all my accounts, so that I can quickly see my current balances. 2. Non-User Stories Brief simple statements of foundational or infrastructure needed in order to deliver User Stories in the Product Backlog. As a <Team Role>, I want to <desired action>, so that <desired benefit>. As a Developer, I want to configure our assigned development region, so that we can begin developing User Stories in our backlog. As a Tester, I want to prepare a test lab, so that we have representation of all device types & operating systems we need to execute tests on. 3. Spikes Brief simple statements of research that is needed in order to move forward with other items in the Product Backlog. As a <Team Role>, I want to <desired action>, so that <desired benefit>. As a Developer, I want to research the latest security protocols, so that we feel confident we selected the best method for securing our customer's financial data. As a Business Analyst, I want to research the state specific business rules for handling white goods taxes, so that our customer's are charged appropriately for the items they purchase.

2 types of sprint planning

1. Velocity driven 2. Commitment driven

Which three questions are answered by alt Development Team members at Dally Scrum?

1. What work did I do yesterday to help the team achieve its goal 2.What work am I going to do today to help the team achieve its goal 3. What impediments are in my or in the way of the team

61 Which two activities will Product Ownwers engage in during a Sprint? Choose 2 answers.

1. Work with the stakeholders 2. Answer questions from the Development Team about items in the current Sprint

1. You cannot do Scrum without feature teams. 2. Getting support from the business side first helps. 3. Productivity may suffer when making this kind of move.

agile 4 principles

1. interaction and integration over process and tools 2. wrking s/w over documentaiton 3. customer collaboration over contract negotiation 4. responding to changes over plan

Scrum

1. light weight agile project management framework for software development. follows incremental & iterative approach 2. using one or more cross-functional, self-organizing teams. 3. provides a structure of 1. roles, 2. meetings, 3. artifacts. 4. uses fixed-length iterations, called Sprints, 15 days upto 30 5. teams attempt to build a potentially shippable (properly tested) product increment every iteration. - an alter to waterfall model 6. ability to develop a subset of high-value features first, incorporating feedback sooner. 7. new approach to increase speed and flexibility of development 8. key principle is its recognition that customers mind can change anytime during a project 9. usually associated with object-oriented software development. 10. useful for complex work involving knowledge creation and collaboration, such as new product development.

Planning Poker

1. makes sure that everybody participates and that every voice is heard. 2. each team member is given a set of cards with numbers on them. The numbers are usually ordered from 0 to 21 using the Fibonacci sequence: 0, 1, 2, 3, 5, 8, 13, and 21. 3. each story is read aloud, every1 asked to hold up their card showing level of effort they believe it requires for team 4. initially scattered ans but later they all realise 5. once all votes are in, highest n lowest estimates give explanation 6. frequently, experts with detailed knowledge tell rest of team why certain story is more diff or easy than they think of it cz of unexpected requirements 7. through this process team members inc their knowledge base regarding req, clarity 8. stories with more than 20 points should be broken down

self oragnization qualities

1. members are committed to clear, short-term goals 2. members can gauge the group's progress 3. members can observe each other's contribution 4. members feel safe to give each other unvarnished feedback

Scrum master

1. no management authority, no project manager role(project management is done by team and PO) 2. Facilitates the Scrum process 3. protects the team from distractions & interruptions, Helps resolve impediments 4. teaches the team how to use scrum 5. Promotes improved engineering practices 6. provides visibility 7. enforces time boxes 8. Creates an environment conducive to team self-organization 9. Captures empirical data to adjust forecasts 10. Has a leadership role

types of velocity

1. planned - 2 types velocity based- total no of story points/ tot no of sprints capacity based - abilility of a particular person in terms of man hours, eg sm1 myt b a shared resource .. also used to determine no of sprints 2. initial - estimation for 1st sprint, initially it ll b high..after 2-3 sprint they cm to knw..usually its 1/3rd of planned velocity 3. optimal- avg of all previous sprint velocities 4. current velocity - velocity of current sprint

scrum artifacts

1. product backlog 2. sprint backlog 3. velocity chart 4. burn down/ burn up chart 5. Story 6. Task Boards PBI Sprint task Sprint bd chart product bd chart

Extreme Programming

1. shorter iterations of 1-2 weeks rather than 2-4 2. team can change features as long as they havent started working on that features, unlike sprint 3. customer decides the the order and team executes it in same manner, unlike PO doing prioritization and team executing it in wtev order they want in sprint 4. emphasizes more on engineering practices like TDD, pair programming unlike scrum where teams are self organizing and cross functional to decide wtev fits them - it has freq releases in short development cycles - intended to improve productivity and introduce checkpoints where new cust requirements can be adopted feature: pair programming extensive code review unit testing integration testing user stories spike solutions simplicity and clarity in code expect changes in req freq commn with customers disadv good only for small to med projs code centric-more focus on code than desgin..s/w dev requires gud design no focus on quality

Sprint 0

1. team needs to be assembled 2. hiring or moving people onto the project 3. hardware to acquire or at least set up 4. write an initial product backlog (just at a high level) 5. Minimum viable product is created

T shirt sizes

1. using numbers for estimation is quite difficult sometimes, sometimes over or under estimation happens cz of nos 2. extra-small, small, medium, large, extra-large, or double extra-large 3. implied precision of numerical score removed 4. helps team come out of their analytical thought processes and into a more flexible, relative mindset. disadvantage: 1. non-numerical scales are generally less granular. While that can speed up the voting process by reducing the number of options, it may also reduce the accuracy of velocity estimates. 2. the ability to compare stories with each other can be a little bit more complicated, since there is no clear mathematical relationship between a medium and an extra-small. 3. requires extra effort on the part of the person coordinating the agile process. The T-shirt sizes need to be converted to numerical values for the sake of tracking effort over time and charting an estimated velocity for the team. so useful only for teams who are just starting with agile, later numerical techniques should be used

Product Backlog Items (PBI)

1. written in form of use cases, user stories or epics 2. Specifies the what more than the how of a customer-centric feature 4. Has a product-wide definition of done to prevent technical debt 5. May have item-specific acceptance criteria 6. Effort is estimated by the team, ideally in relative units (e.g., story points) 7. Effort is roughly 2-3 people 2-3 days, or smaller for advanced teams should have these qualities(INVEST): 1. I Independent-The PBI should be self-contained, in a way that there is no inherent dependency on another PBI. 2. N Negotiable-PBIs, up until they are part of an iteration, can always be changed and rewritten. 3. V Valuable-A PBI must deliver value to the stakeholders. 4. E Estimable-You must always be able to estimate the size of a PBI. 5. S Small-PBIs should not be so big as to become impossible to plan/task/prioritize with a certain level of certainty. 6. T Testable-The PBI or its related description must provide the necessary information to make test development possible.

The time-box for a Daily Scrum is?

15 minutes.

The time-box for a Daily Scrum?

15 minutes.

What is the recommended size for a Development Team (within the Scrum Team)?

3 to 9

What is the time-box for the Sprint Review?

4 hours for a monthly Sprint.

The maximum length of the Sprint Review (its time-box) is:

4 hours for a monthly Sprint. For shorter Sprints it is usually shorter.

What is the time-box for a Sprint Review (on a one-month Sprint)?

4 hours for a monthly sprint

What is the time-box for the Sprint Planning meeting?

8 Hours for a monthly Sprint.

The time-box for the Sprint Planning meeting is?

8 hours for a monthly Sprint. For shorter Sprints it is usually shorter.

A company that is mature is using Scrum, and it also has a PMO. What is the role of that PMO? a. Manage portfolios and programs and facilitate the application of techniques that complement Scrum. b. There's no place for a PMO in such an organization. c. The PMO will be responsible for making higher level decision in the project. d. The PMO should manage and help the Scrum Masters.

At the end of the Sprint, all items are done except for one that is almost done. What should be done with this item? a. Move it back to the Product Backlog. b. It can be added to the Increment if the user acceptance tests are done. c. The Sprint will be extended until we complete the item. d. It can be added to the Increment if the customer accepts it.

Daily Scrums are held at the same time and same place every day. a. True b. False

The Development Team can have a Team Leader to improve communications and collaboration. YoursExpected a. False b. True

The Product Owner is the sole person responsible for managing the Product Backlog, which includes that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next.**Who should know the most about the progress toward a business objective or a release, and be able to explain the alternatives most clearly? A) The Product Owner B) The Development Team C) The Scrum Master D) The Project Manager

The developers forecast that 5 out of 12 items they have in the Sprint Backlog won't be done by the end of the Sprint. What should they do? a. Review the work with the Product Owner to see if any adjustments are required, and keep working. b. Cancel the Sprint. c. Work overtime and try to complete all items. d. Extend the duration of the Sprint, to be able to deliver everything.

The performance of the project should be measured at least... a. Once per Sprint b. Once a week c. Once a day d. Before or after each release

The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team's current definition of "Done".**How much work must a Development Team do to a Product Backlog item it selects for a Sprint? A) As much as it has told the Product Owner will be done for every Product Backlog item it selects in conformance with the definition of "Done". B) As much as it can fit into the Sprint. C) All development work and at least some testing. D) Analysis, design, programming, testing and documentation.

What do we do with Done items when the Sprint is cancelled? a. They will be reviewed, and if they are potentially releasable, the Product Owner typically accepts them. b. They should be moved back to the Product Backlog, and will be taken care of in future Sprints. c. They should be moved to the next Sprint Backlog.

What does a burn-down chart measure? a. Work remaining across time b. Cost of the project across time c. Work that is done based on the Definition of Done d. The amount of business value delivered to the customer

What does a burn-down chart measure? a. Work remaining across time b. Work that is done based on the Definition of Done c. The amount of business value delivered to the customer d. Cost of the project across time

What does it mean for a Development Team to be cross-functional? a. The team includes not only programmers, but also testers, architects, UI designers, etc. b. The developers work closely with business analysts, architects, and testers external to them. c. The team should collaborate with all functional units. d. Each Development Team member has all the expertise required for creating potentially releasable Increments.

What does it mean for a Development Team to be cross-functional? a. They have all the expertise required for the product, in such a way that they do not need any help from the outside. b. The developers work closely with business analysts, architects, and testers external to them. c. The team should collaborate with all functional units. d. Each Development Team member has all the expertise required for creating potentially releasable Increments.

What happens to the Done Product Backlog items when the Sprint is cancelled? a. They will be reviewed, and if they are potentially releasable, the Product Owner typically accepts them. b. They should be moved back to the Product Backlog, and will be taken care of in future Sprints. c. They should be moved to the next Sprint Backlog.

What type of test should be done during the Sprint? a. Every type of test b. All tests, except for user acceptance tests c. All tests, except for integration tests d. Unit tests

What's the main responsibility of a tester in Scrum? a. There are no testers in Scrum b. Tracking quality metrics c. Finding bugs d. Writing the test scripts as soon as the programmers start working on the code

When is an item in the Sprint Backlog considered complete? a. When it can be part of a potentially releasable Increment b. When the customer approves its completeness c. The item is ready for user acceptance testing d. When user acceptance tests are passed

Which of the following actions may a Scrum Master take in starting up a project? a. Ask the Development Team to discuss and identify the way they are going to develop the product. b. Ensure that a bonus system is in place for the top performance of individuals. c. Ask the development managers to introduce their departments and capabilities. d. Ask the team to work together and prepare a complete Product Backlog.

Which of the following are correct about the length of Sprints? a. All Sprints must be one month or less. b. Sprint length is set during Sprint Planning, and is long enough for programming and testing all items, but not for integrating them. c. Sprint length is set during Sprint Planning, and is long enough to develop all items in the Sprint Backlog. d. Depends on the position of the stars ;)

Which of the following best describes Sprint Planning? a. What can be done and how to do it b. What to do and who will do it c. Who will be in the team this Sprint? d. What was the feedback and how should we adapt the Product Backlog?

Which of the following best describes Sprint Review? a. An inspection of the Increment to collect feedback and see what to do in the next Sprint b. It's a celebration at the end of the Sprint to appreciate the work of the developers. c. A formal meeting to receive approval of the customer for the Increment d. A demo at the end of the Sprint for everyone in the organization to see the Increment.

Which of the following is LEAST likely to be used by a Scrum team? a. WBS, Gantt Chart b. Wiki, online forum c. Digital camera, task board d. Large screen, Planning Poker cards

Which of the following is NOT a feedback loop in Scrum? a. Product Backlog Refinement b. Sprint Planning c. Sprint Review d. Daily Scrum

Which of the following is a benefit of self-organization? a. Increased buy-in b. Increased cross-functionality c. Increased respect d. Increased predictability

Which of the following is required by Scrum? a. Definition of Done b. Story Points c. Test-Driven Development d. Having full-time developers

Which of the following may change during the Sprint? a. Sprint Backlog b. Composition of the team c. Expected quality d. Sprint Goal

Which statement best describes the Product Backlog? a. It may change anytime, and it is never complete. b. Contains only small and clear items. c. Contains all tasks identified by the developers. d. Provides just enough information to enable the developers to design the product.

Which statement explains a benefit of having tests in the Definition of Done? a. Increments would be closer to potentially releasable. b. It defines when the Increment should be released. c. Increments would be more complete.

Who estimates the size of the Product Backlog items? a. The Development Team b. The Scrum Master c. The Product Owner d. The Scrum Team

Who owns the Product Backlog? a. The Product Owner b. The Development Team c. The whole Scrum Team d. The Scrum Master

The Product Backlog is baselined before the first Sprint a. False b. True

A "Baseline" has a specific meaning in project management that may apply to some elements in Scrum. However, Scrum.org interprets it as keeping the subject fixed, and therefore, believes that there are no baselines in Scrum.

How many hours per day should a Development Team member work? a. At a constant pace b. At least 6 ideal man-hours c. As much as needed for realizing the Sprint Backlog items by the end of the Sprint d. Between 6 and 16 hours, depending on the situation

A (a) This is one of the 12 Agile principles.

What is a benefit of having tests in the Definition of Done? a. Increases transparency of the Increments. b. Increments would be more complete. c. It defines when the Increment should be released. d. It makes reporting easier for the Project Manager.

A (a) Without tests, you never know if the integrated output really works, and you can't say if the Increment is what everyone expected it to be.

What does it mean for a Development Team to be cross-functional? a. The team includes not only programmers, but also testers, architects, UI designers, etc. b. Each Development Team member has all the expertise required for creating potentially releasable Increments. c. The team should collaborate with all functional units. d. The developers work closely with business analysts, architects, and testers external to them.

A (a) i.e. all skills needed to create the product. A cross-functional team is one that has all types of expertise that is required to develop the product. Note that this is about the team as a whole, not individual team members.

Scaled Scrum is one that conforms to Scrum and uses more than one team for all Sprints. a. False b. True

A 1. Scaled Scrum conforms to Scrum; i.e. it's compatible with Scrum. 2. It's called Scaled Scrum when there are more than one team; however, it's not necessary to have more than one team in all Sprints; it can be for some of them.

A real self-organizing team doesn't need a Scrum Master a. False b. True

A A Scrum Master doesn't disrupt self-organization; e.g. they "help" by removing impediments.

When the team becomes mature enough in using Scrum, they won't need a Scrum Master anymore. a. False b. True

A A Scrum Master is always needed; at least for removing impediments

When the team becomes mature enough in using Scrum, they won't need a Scrum Master anymore. a. False b. True

A A Scrum Master is always needed; at least for removing impediments.

Scrum does not have a role called "project manager." A) True B) False

A A Scrum Team has a Scrum Master, a Product Owner and a Development Team. As a whole they have all controls needed.

The Scrum Master can also be a member of the Development Team a. True b. False

A A better way of asking is "Can the same person play both the Scrum Master role and a Development Team member role?" One person can have more than one role in Scrum (not recommended, but allowed).

What's the role of the Product Owner during Sprint Retrospective? a. Participate as a Scrum Team member b. Capture requirements for the Product Backlog c. Summarize and report the results of the meeting to stakeholders d. To answer questions of the developers

A All three roles participate in the Sprint Retrospective, and they work together to see how they can improve the way they work in the next Sprint.

What's the role of the Scrum Master during Sprint Retrospective? a. Participate as a Scrum Team member b. They should not participate in this meeting c. To answer questions of the developers d. Summarize and report the results of the meeting to stakeholders

A All three roles participate in the Sprint Retrospective, and they work together to see how they can improve the way they work in the next Sprint.

Adding new developers to the team may cause a short-term decrease in productivity. a. True b. False

A Because established members have to spend time and effort getting new ones to know the solution and the environment and start working.

Which statement is correct about the Sprint Backlog? a. It has just enough detail. b. It has all the details. c. It has no detail.

A Both Sprint Backlog and Product Backlog evolve during their lives, and the amount of information grows as time passes. So, at each point in time, they don't have as much detail as they will have in the future (also imaginary future). On the other hand, we never add all the details there. For example, it's common to say that a User Story doesn't provide all the information, but is an excuse for people involved in the project to have communications around a certain topic. The details are in those communications, and are not completely captured in the backlog.

Who can attend the Daily Scrum meeting? a. Anyone b. The Development Team and the Scrum Master c. The whole Scrum Team d. The Development Team

A Daily Scrum is for the developers; only they "participate" (=talk). Others can "attend" (=watch)

Who can attend the Daily Scrum meeting? a. Anyone b. The Development Team c. The Development Team and the Product Owner d. The whole Scrum Team

A Daily Scrum is for the developers; only they "participate" (=talk). Others can "attend" (=watch).

Which of the following is LEAST likely to be used by a Scrum team? a. WBS, Gantt Chart b. Digital camera, task board c. Large screen, Planning Poker cards d. Wiki, online forum

A Did you notice the word "least" in the question? WBS and Gantt Chart are mainly used in planning predictive projects rather than adaptive (Agile) ones.

Which of the following is LEAST likely to be used by a Scrum team? a. WBS, Gantt Chart b. Wiki, online forum c. Digital camera, task board d. Large screen, Planning Poker cards

A Did you notice the word "least" in the question? WBS and Gantt Chart are mainly used in planning predictive projects rather than adaptive (Agile) ones.

Which element is NOT an attribute of Product Backlog items? a. Owner b. Description c. Value d. Estimate

A Did you notice the word "not" in the question? There are 3 pieces of information in each Product Backlog item: the description (in the form of a User Story, or otherwise), value, and estimate (i.e. estimated size). The ownership of items is shared, therefore, there's no need to record it in the item.

Which element is NOT an attribute of Product Backlog items? a. Owner b. Value c. Estimate d. Description

Sprint Review is NOT a formal meeting. a. True b. False

A Did you notice the word "not" in the statement? It's not a formal meeting, in the sense that you and the customer won't work on approval/acceptance of the product and exchanging signatures (that would block feedback generation). This may be confusing, because on the other hand, Sprint Review (and other events) are considered "formal opportunities for inspecting and adapting". The word "formal" has been used for two different meanings in the exam, the former is what we have in this question, and the latter simply means "serious"! So, make sure you understand the context of the question to interpret words such as "formal".

The Product Owner and Scrum Master should NOT be part of the Development Team. a. False b. True

A Did you notice the word "not" in the statement? OK, this is usually tricky! Think of it like this: is it correct to say that they should not be part of the Development Team? No, this is not correct (because they can be part of the team), therefore, the statement is false. What some people do is think about the opposite statement, and get confused. Note that the opposite of this statement is NOT "the Product Owner and Scrum Master should be part of the Development Team". The correct opposite of "should not" is "could" or "can" or "may", NOT "should". One person can have more than one role in Scrum (not recommended, but allowed).

Each item in the Sprint Backlog is owned by one or a pair of developers. a. False b. True

A Each item may be done by one or a pair of developers (usually more people are involved), but those people won't "own" the item, and all developers stay accountable for it and share the ownership.

The Product Owner is the main person responsible for engaging the stakeholders. a. True b. False

A Engagement of stakeholders is mostly about and around the Product Backlog items, and at least indirectly, about the value created in the project. That's why this is mainly the responsibility of the Product Owner to keep them engaged.

The Scrum Master should ask each developer to answer the three standard questions at the Daily Scrum. a. False b. True

A First, it's a good idea to go over the three questions, but it's not mandatory. Second, the meeting is managed by developers (by default).

What is the main reason for the Scrum Master to be at the Daily Scrum? a. The developers have asked the Scrum Master to facilitate their Daily Scrum. b. To make sure that every developer answers the three questions. c. To get a report on progress of the Sprint. d. To track changes to the Sprint Backlog.

A In general, Daily Scrum is for the Development Team, which means that only the developers "participate" (talk). Others can "attend" (watch), but they won't "participate" (talk). Well, unless it's about a Scrum Master facilitating the meeting (not so common), in which case they will talk a little ;) However, this contribution of the Scrum Master is about the context, not the content.

A 2x increase in the number of developers will double productivity. a. False b. True

A It can increase productivity in the long-term, but probably not linearly.

Each Scrum Team should have a Scrum Master and a Product Owner. a. True b. False

A It doesn't mean that those people cannot be the Product Owner or Scrum Masters of other teams. When there are multiple teams, multiple "people" can work as the Scrum Master, but they will all have one Product Owner. Still, the statement stays valid: there's one person you can identify as your Product Owner.

Which of the following is a valid service from the Scrum Master to the Product Owner? a. Help the Product Owner find techniques for managing the Product Backlog. b. Act as the middleman between the Product Owner and the Development Team, as requested or required. c. Help the Product Owner order the Product Backlog items in order to maximize value. d. Act as a proxy when the Product Owner is not available to the team

A It has to be coaching/training rather than doing the actual work. For example, helping them order the backlog is not a good idea, but helping them understand how to order the backlog is a good idea.

Sprint Review is a formal meeting. a. False b. True

A It's not a formal meeting, in the sense that you and the customer won't work on approval/acceptance of the product and exchanging signatures (that would block feedback generation). This may be confusing, because on the other hand, Sprint Review (and other events) are considered "formal opportunities for inspecting and adapting". The word "formal" has been used for two different meanings in the exam, the former is what we have in this question, and the latter simply means "serious"! So, make sure you understand the context of the question to interpret words such as "formal".

It's allowed to have Team Leaders when many developers are working on a complex project. a. False b. True

A It's not allowed to introduce new roles or titles in Scrum.

All teams should be cross-functional in scaled Scrum. a. True b. False

A It's one of the basic concepts in Scrum to have cross-functional, self-organizing teams.

A Product Owner who used to be a project manager in the past is using burn-up charts instead of burn-down charts. Is that acceptable? a. There's nothing wrong with it. b. Burn-up charts are used in traditional methods, and they should be replaced by burn-down charts.

A It's up to the Product Owner to decide how they want to measure and visualize performance.

Who prioritizes or orders the tasks in the Sprint Backlog? a. The Development Team b. The Product Owner c. Stakeholders d. The whole Scrum Team e. The customer f. The Project Manager

A Items in the Product Backlog are ordered and prioritized by the Product Owner, but when it comes to the Sprint Backlog, it's up to the developers to decide how to manage their tasks.

In scaled Scrum, each developer should be a member of only one team. a. False b. True

A None of the Scrum roles are necessarily full-time, and the person can occupy more than one role (e.g. both Scrum Master and developer), or be a developer in more than one team. E.g. there may be a special expertise that is needed in multiple teams, but its not needed in a full-time basis. So, one person can provide that special type of expertise to multiple teams.

When multiple teams are working on the same product, one person can be a member of more than one Development Team. a. True b. False

What's the normal timeboxed duration of Sprint Retrospective when there are 6 developers in the team and Sprints are two weeks long? a. 1.5 hours b. 4 hours c. 3 hours d. Maximum 8 hours

A Note that the duration of events is not dependent on the number of developers. The timeboxed duration of events is as follows: Sprint - Maximum 1 month Daily Scrum - 15 minutes Sprint Planning - 8 hours in a one-month Sprint, and shorter proportionally Sprint Review - 4 hours in a one-month Sprint, and shorter proportionally Sprint Retrospective - 3 hours in a one-month Sprint, and shorter proportionally

Who is required to attend the Daily Scrum? A) The Development Team. B) The Scrum team. C) The Development Team and Scrum Master. D) The Development Team and Product Owner. E) The Scrum Master and Product Owner.

A Only the people doing the work described on the Sprint Backlog need to inspect and adapt at the Daily Scrum. If the Scrum Master or Product Owner is also on the Development Team, they will need to be at the Daily Scrum. Otherwise, the Scrum Master simply has to make sure the Development Team knows how to conduct a Daily Scrum and does so.

Who is required to attend the Daily Scrum? a. The Development Team b. The Development Team and the Product Owner c. The Development Team and the Scrum Master d. The whole Scrum Team

A Others "can" attend the meeting, but it's not correct to say that they "should", or "are required to" attend (they don't have to be there, but they can attend, if they want). Daily Scrum is for the developers; only they "participate" (=talk). Others can "attend" (=watch).

Scrum Teams should normalize their estimations, so that management can measure and compare their performance. a. False b. True

A Progress measurements are done internally, not by external "managers". Also, comparing the velocity (dependent on the estimates) of two different teams is never reliable, and it's not productive even if it were reliable (e.g. by normalizing them).

Which of the following best describes the way a Product Owner can order the items in the Product Backlog? a. Based on value, priority, dependencies, and risk b. Based on risk; riskier items at the top c. Based on size; smaller items at the top d. Based on size; larger items at the top

A Recently, Scrum.org considered ordering based on value, priority, risks, and dependencies. However, if you don't have such a choice, the next best answer (the old-fashioned one) is "based on value". Note: priority is different from order; it's something like "high, medium, low", or "must-have, should-have, could-have".

Which of the following best describes the way a Product Owner can order the items in the Product Backlog? a. Based on value, priority, dependencies, and risk b. Based on risk; safer items at the top c. Based on size; larger items at the top d. Based on size; smaller items at the top

What is a proper role of a PMO in a company that uses Scrum? a. Manage portfolios and programs and facilitate the application of techniques that complement Scrum. b. The PMO should manage and help the Product Owners. c. The PMO will be responsible for making higher level decision in the project.

A Remember that there are limits to the self-organization of the team, and the important thing is to have power within the borders of the project. However, each project is run in a wider organization with multiple levels of management that impact the project, and it's not possible or even acceptable to reject that structure, as long as it doesn't block internal self-organization of the team.

Scrum is a technique for developing complex products. a. False b. True

A Scrum is "considered" a framework, not a methodology, process, techniques, etc. It can be used to develop new products or maintain/sustain existing ones.

Upon what type of process control is Scrum based? A) Empirical B) Hybrid C) Defined D) Complex

A Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known.

It's up to the self-organizing team to decide which Scrum events are needed in the project. a. False b. True

A Self-organization is not unlimited; e.g. you should follow the Scrum framework.

Which of the following is not allowed in Scrum? a. Sprint Zero b. Using Planning Poker c. Using Story Points d. Refactoring

A Some concepts are mandatory; e.g. Sprint Retrospective. Some are not mandatory, but allowed; e.g. using User Stories. Some are not allowed; e.g. Sprint Zero. It's important not to mix the "not mandatory, but allowed" with the "not allowed".

How often should the composition of the team change? a. As needed, considering that it will have a short-term reduction in productivity b. As needed, without a need to be concerned about changes in productivity c. Every Sprint, to encourage creativity and openness d. Never, because it reduces productivity

A Sometimes you will see questions like this in the exam. You may know that the composition of the team should not change during the Sprint, yet, the correct choice here may imply that. Well, it is up to you to interpret it in a way that it doesn't mean such a thing! So, the precise statement would be "As needed, so long as it's not in the middle of the Sprint, and we consider that it may have a short-term reduction in productivity".

Which of the following has the most to do with capturing and using lessons learned? a. Sprint Retrospective b. Sprint Planning c. Product Backlog Refinement d. Sprint Review

A Sprint Retrospective is about discussing the way work was done and finding ways to improve it next time; this is mainly about lessons learned.

Who is responsible for managing the progress of work during a Sprint? A) The Development Team B) The Scrum Master C) The Product Owner D) The most junior member of the Team

A The Development Team uses 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.

Having the team members and a complete Product Backlog are the only things needed to start the project. a. False b. True

A The Product Backlog is never complete.

The first Sprint can start as soon as the Product Backlog is complete. a. False b. True

A The Product Backlog is never complete.

Which statement best describes a Product Owner's responsibility? A) Optimizing the value of the work the Development Team does. B) Directing the Development Team. Incorrect answer C) Managing the project and ensuring that the work meets the commitments to the stakeholders. D) Keeping stakeholders at bay.

A The Product Owner is responsible for maximizing the value of the product and the work of the Development Team.

The customer goes to the Development Team in the middle of a Sprint, and asks them to add an important item to the Sprint Backlog. What should they do? a. Refer the customer to the Product Owner. b. Add the item to the next Sprint Backlog. c. Replace one of the existing items in the Sprint Backlog with the new one. d. Reject the request.

A The Product Owner is the person responsible for the items and the order in which they are developed.

Who should know the most about the progress toward a business objective or a release, and be able to explain the alternatives most clearly? A) The Product Owner B) The Development Team C) The Scrum Master D) The Project Manager

A The Product Owner is the sole person responsible for managing the Product Backlog, which includes that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next.

The Scrum Master should NOT allow the Sprint Planning meeting to start when the Sprint Goal is not ready. a. False b. True

A The Sprint Goal is prepared during the Sprint Planning meeting. Also, Scrum Masters don't order people, they teach and convince people to do the right thing.

How does the Product Owner determine the number of items for the Sprint Backlog? a. They don't do it! b. Based on a combination of velocity and team capacity c. Based on what is needed for the next release d. Based on the feedback received from the customer in the previous Sprint Review

A The developers decide how many items to select for the Sprint Backlog, not the Product Owner.

How does the Product Owner determine the number of items for the Sprint Backlog? a. They don't do it! b. Based on velocity c. Based on what is needed for the next release d. In a way that maximizes the value of the Increment

A The developers decide how many items to select for the Sprint Backlog, not the Product Owner.

The purpose of a Sprint is to produce a done increment of working product. A) True B) False

A The heart of Scrum is a Sprint, a time-box of one month or less during which a "Done", usable, and potentially releasable product Increment is created.

The purpose of each Sprint is to release a piece of working software. a. False b. True

A The purpose is to create a potentially releasable piece of software. It doesn't have to be released

The purpose of each Sprint is to release a piece of working software. a. False b. True

A The purpose is to create a potentially releasable piece of software. It doesn't have to be released.

How much work must a Development Team do to a Product Backlog item it selects for a Sprint? A) As much as it has told the Product Owner will be done for every Product Backlog item it selects in conformance with the definition of "Done". B) As much as it can fit into the Sprint. C) All development work and at least some testing. D) Analysis, design, programming, testing and documentation.

A The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team's current definition of "Done".

What's the timeboxed duration of Sprint Retrospective meetings? a. Maximum 3 hours b. Maximum 8 hours c. 8 hours in a one-month Sprint d. 4 hours in a one-month Sprint

A The timeboxed duration of events is as follows: Sprint - Maximum 1 month Daily Scrum - 15 minutes Sprint Planning - 8 hours in a one-month Sprint, and shorter proportionally Sprint Review - 4 hours in a one-month Sprint, and shorter proportionally Sprint Retrospective - 3 hours in a one-month Sprint, and shorter proportionally

The Development Team is self-organized, therefore, they can decide to drop Daily Scrums. a. False b. True

A Their empowerment (self-organization) is not unlimited; e.g. they can't make changes to the framework.

There are no testers in Scrum. a. True b. False

A There are no people "titled" as testers, because we don't have extra roles and titles in Scrum. However, there can be "developers" who are expert in testing. Remember that everyone in the Development Team is called a "developer".

Who's responsible for quality? a. All developers b. Team leaders c. Testers

It's wrong to have a Project Manager in Scrum. a. True b. False

A There's no project manager role in Scrum, and it's not allowed to add new role to the existing three. Also, none of those three roles are the equivalent of a project manager; project management activities are distributed among all of them. This is only about the project level; you can always have higher management levels (e.g. program management), and those "can" be compatible with what you do in your Scrum projects.

At least one high-priority process improvement item exists in each Sprint Backlog. a. True b. False

A This is one of the statements added to the latest update of Scrum Guide: At least one high-priority process improvement item exists in each Sprint Backlog. It was a little unexpected, because it's mixing content related to the product with the content related to the process in the Sprint Backlog; but, well, that's how it is now.

Some items in Sprint Backlogs are not directly about the features and functions of the product. a. True b. False

The Definition of Done can change during the project. a. True b. False

A Yes, it can be improved during the project. However, it shouldn't change in the middle of the Sprint.

Why does a Development Team need a Sprint Goal?

A Sprint Goal ensures that all of the Product Backlog items selected for the Sprint are implemented.

d Explanation "Baselining" is a term used in traditional environments for referring to a finalized upfront plan that would be followed in the future and used for evaluating the actual performance. There's no upfront planning and no baselines in Scrum.

A baselined Product Backlog is called: a Release plan b Product vision c "Ready" Product Backlog d Product Backlog is not baselined in Scrum e Sprint Backlog

Which statement best describes Scrum?

A framework within which complex products in complex environments are developed.

potentially shippable product

A potentially shippable product is one that has been 1. designed, 2. developed and 3. tested and is therefore ready for distribution to anyone in the company for review or even to any external stakeholder. Adhering to 1. list of "done" and 2. acceptance criteria ensures that the sprint product is truly shippable.

Which of the following describe an architecture spike?

A small development activity to learn about technical elements of a proposed solution

Which of the following best describes Continuous Integration?

A software development practice where members of a development team integrate and verify their work frequently, often multiple times each day, to detect integration errors as quickly as possible.

task

A task is a specific "todo" with a given work estimation. A Feature can be broken into multiple tasks and so does a User Story. A task will be something like "Add new column to database called Rate and model it in the application - 1 hour of effort", or "create javascript function to validate input on price field - 1.5 hours of effort" or "create landing page for our campaign with Nike and connect it to our analytics system - 3 hours". Task resolution will always be much smaller and much more technical than Feature or User Story. It will explain what to do rather than why.

What does a test written with Test Driven Development represent?

A technical requirement that must be satisfied.

What is Technical Debt?

A term representing the eventual consequences of poor technical choices.

What is a unit test?

A test that isolates and verifies individual units of source code.

definition of done

A very simple definition of done can be encapsulated as: 1. Code Complete 2. Test Complete(unit, integration, performance, regression) 3. refactored properly 4. Documented (just enough) 5. Approved by Product Owner

What are three advantages of Continuous Integration?

A) Broken builds are detected quickly. B) Know immediately how a check-in affected the build. D) The software is generally kept in a buildable state.

Which are attributes of a good bug report?

A) Build/version where bug was found. B) Simple and repeatable reproduction steps. C) Clear title and proper grammar in report. D) Expected results and observed results. E) Screenshots or other pictures of bug in action when user interfaces are involved. F) One bug per report.

Select the desirable characteristics of a unit test.

A) Each test makes assertions about only one logical concept. B) Each test is independent of other unit tests. C) The test executes fast. E) Code in each test is as small as possible while maintaining readability of the code.

Which are potential benefits of Test Driven Development?

A) It causes you to construct a test harness that can be automated. B) It speeds the overall development process. C) It promotes good design and separation of concerns. D) It improves quality and reduces bugs.

Which types of tests can be automated?

A) Smoke C) Unit D) Integration E) Functional F) Performance

What are ways a Development Team can ensure a good application architecture?

A) The Development Team should have a set of guiding architecture principles that every Development Team member understands and follows when writing code. D) The Development Team plans some time each Sprint to discuss the architecture needed for the features planned in that Sprint.

Who should be present during Product Backlog refinement?

A) The Product Owner. D) The Development Team.

Which statements describe why automated builds are important?

A) They support continuous integration. C) The build process is clearly defined and scripted, making it easy consistent and repeatable. D) They allow frequent validation of the unit of software being worked on, ensuring it remains in a potentially shippable state.

Which two statements best describe the Product Backlog? a. It changes as we learn more about the project. b. Contains all tasks identified by the developers. c. It's used to create the project plan. d. It is never baselined.

Which two of the following are correct about the whole Scrum Team role? a. Is designed in a way to maximize creativity b. Is designed in a way to maximize flexibility c. Makes the Product Backlog transparent and visible d. Is responsible for maximizing the value of the work of the Development Team e. Is accountable for all changes to the Product Backlog

A, B

Which two of the following are mandatory elements in Scrum? a. Progress measurement b. Daily Scrums c. Test-Driven Development d. Face-to-face communications e. Burn-down charts

A, B

Which two of the following are pillars of Scrum? a. Transparency b. Adaptation c. Collaboration d. Value optimization e. Creativity

A, B

Which two of the following can be reasons for the Scrum Master to attend the Daily Scrum? a. The developers have asked the Scrum Master to facilitate their Daily Scrum. b. It's not necessary for them to be in the meeting. c. To get a report on progress of the Sprint. d. To assign tasks to developers. e. To make sure that every developer answers the three questions.

A, B

Which two statements are correct about the Definition of Done? a. There can be more than one Definition of Done when multiple teams are working on the same project. b. Used by the developers to forecast how many items they can pick for the Sprint. c. It helps the Product Owner measure the progress of Sprints. d. It helps the Product Owner track open work during the Sprint.

A, B

Which two statements explain when a Product Backlog item is considered complete? a. When no work is left based on the Definition of Done b. When everything is Done based on the Definition of Done c. When the Scrum Master approves it d. When user acceptance tests are passed

A, B

Which two of the following is correct about the length of Sprints? a. It's preferred to have Sprints with the same length. b. All Sprints must be one month or less. c. Depends on the position of the stars ;) d. Sprint length is set during Sprint Planning, and is long enough for programming and testing all items, but not for integrating them. e. Sprint length is set during Sprint Planning, and is long enough to develop all items in the Sprint Backlog.

A, B (a) We don't change the timeboxed duration of Sprints on an ad hoc basis; maybe just a few times, based on what we've learned from the project. (b) One month is the maximum timeboxed duration for Sprints in Scrum.

Which two statements are correct about the Definition of Done? a. Can be improved during the project. b. Used by the developers to forecast how many items they can pick for the Sprint. c. It's defined by the Product Owner. d. It makes it easier for the Scrum Master to measure performance and report progress.

A, B (a) Like everything else, you can improve it. Just make sure you don't do it during the Sprint. (b) It's used only as a guide, and the final decision belongs to the developers.

What are the two primary ways a Scrum Master keeps a Development Team working at its highest level of productivity? A) By facilitating Development Team decisions B) By removing impediments that hinder the Development Team C) By starting and ending the meetings at the proper time D) By keeping high value features high in the Product Backlog

A, B A Scrum Master is a servant-leader for the Development Team. Facilitation and removing impediments serves a team in achieving the best productivity possible.

Which two of the following can be considered real outputs of the Sprint? a. A piece of software that is usable by the end users b. An Increment of working software c. A plan for the next Sprints d. A user interface layout that is designed for the whole solution

A, B A real output is the Increment: a piece of working software that is Done based on the Definition of Done. From a wider perspective, you can also consider the feedback that is generated by the customer and the improvements you plan in the Sprint Retrospective as real outputs; but a question like this is focused on checking if you can distinguish DONE items from technical tasks; the former is valuable for us, while the latter is just the means.

Which two of the following should NOT change during the Sprint? a. Sprint Goal b. Expected quality c. Sprint Backlog d. Product Backlog

A, B Did you notice the word "not" in the question? Those that stay fixed during the Sprint are needed to avoid distractions, and create a more productive environment. After all, Sprints are not so long that they create problems.

Which two of the following are mandatory elements in Scrum? a. Daily Scrums b. Sprint Reviews c. Planning Poker d. Face-to-face communications e. Burn-down charts

A, B Only the roles, events, and artifacts (+ Definition of Done and progress measurement) are mandatory.

Which three of the following are pillars of Scrum? a. Inspection b. Transparency c. Adaptation d. Collaboration e. Creativity f. Sustainable pace

A, B, C Pillars are transparency, inspection, and adaptation. Make sure you're not confusing these pillars with the Scrum values (commitment, courage, focus, openness, and respect).

Who is on the Scrum Team? Correct answer A) The Scrum Master B) The Product Owner C) The Development Team D) Project Manager E) None of the above

A, B, C The Scrum Team consists of the Scrum Master (manages the process), the Product Owner (decides what to do) and the Development Team (does the work).

Which three of the following are timeboxed? a. Sprint Review b. Daily Scrum c. Sprint testing d. Sprint e. Product Backlog Refinement f. Sprint Zero

A, B, D

An organization has decided to adopt Scrum. Which three of the following describe what happens if they tailor the Scrum terminology to match their current environment? a. Management may feel less enthusiastic about the change. b. The change might not be obvious to everyone, and therefore very little change actually happens. c. They will get better results adopting Scrum this way. d. The change might not be obvious to everyone, and some benefits may be lost.

A, B, D Scrum is a simple framework rather than a comprehensive methodology, and it contains only the necessary minimums that you need in every project. So, instead of a normal tailoring, you will follow everything that is described in Scrum, and suit it to your project by the practices and techniques that you add; e.g. Planning Poker, Pair-Programming, and Test-Driven Development. When it comes to terminology, Scrum.org believes that it's better if you don't change them, for the reasons that you see in the answers.

Which three statements best describe the Product Backlog? a. It may change anytime, and it is never complete. b. The customer's change requests are reflected in it. c. Contains only small and clear items. d. Contains all tasks identified by the developers. e. It is never baselined.

A, B, E

Which three of the following actions may a Scrum Master take in starting up a project? a. Ask the Development Team to discuss and identify the way they are going to develop the product. b. Ask the Product Owner to explain the project, its business need, history, goals, and context. c. Ask the development managers to introduce their departments and capabilities. d. Ensure that team members have clear roles and responsibilities. e. Ask the team to work together and prepare a complete Product Backlog. f. Ask the Development Team members to introduce themselves to each other and tell about their skills and background.

A, B, F

Which three of the following actions may a Scrum Master take in starting up a project? a. Ask the Product Owner to explain the project, its business need, history, goals, and context. b. Ask the Development Team members to introduce themselves to each other and tell about their skills and background. c. Ask the development managers to introduce their departments and capabilities. d. Ask the team to work together and prepare a complete Product Backlog. e. Ensure that there's a clear understanding of the whole scope of the project. f. Ask the Development Team to discuss and identify the way they are going to develop the product.

A, B, F

Which three of the following are NOT acceptable in Scrum? a. Release Sprints b. Sprint Zero c. Using User Stories d. Using Story Points e. Refactoring f. Integration Sprints

A, B, F (a) Not allowed, because it's a reason for having Increments that are not potentially releasable and waiting for "release" Sprints. (b) Not allowed; preparing the tools and infrastructure is done gradually during normal Sprints. Otherwise, it will block adaptation and generation of value. (f) Not allowed, because all items must be integrated before we can consider them Done.

Which three of the following are pillars of Scrum? a. Inspection b. Adaptation c. Sustainable pace d. Value optimization e. Collaboration f. Transparency

A, B, F Pillars are transparency, inspection, and adaptation. Make sure you're not confusing these pillars with the Scrum values (commitment, courage, focus, openness, and respect).

The heart of Scrum is a Sprint, a time-box of one month or less during which a "Done", useable, and potentially releasable product Increment is created. This applies to every Sprint**Which two things does the Development Team do during the first Sprint? A) Deliver an increment of potentially releasable software. B) Determine the complete architecture and infrastructure for the product. C) Develop and deliver at least one piece of functionality. D) Develop a plan for the rest of the release. E) Create the complete Product Backlog to be developed in subsequent Sprints

A, C

Which two of the following are correct about the Product Owner role? a. Is responsible for maximizing the value of the product b. Prioritizes tasks in the Sprint Backlog c. Makes the Product Backlog transparent and visible d. Can make changes to the Sprint Backlog e. Helps the organization implement Scrum

A, C

Which two statements describe what happens when organizations change the Scrum terminology while implementing it? a. The change might not be obvious to everyone, and therefore very little change actually happens. b. They will get better results adopting Scrum this way. c. Management may feel less enthusiastic about the change. d. It's necessary to tailor Scrum to suit the project.

A, C

Which two statements explain when a Product Backlog item is considered complete? a. When there's nothing more we need to do before it can be used by end users b. When all identified tasks are done c. When everything is Done based on the Definition of Done d. When the Scrum Master approves it

A, C (a) Usable for end-users = potentially shippable = potentially releasable = done based on the Definition of Done (c)This is the ultimate answer! The Definition of Done is composed in a way that ensures this behavior.

When is the Sprint over? (Choose two answers) a. When the Product Owner cancels the Sprint b. When the Sprint Backlog tasks are done c. When the timeboxed duration is over d. When the Scrum Master announces the end of the Sprint e. When all Sprint Backlog items are done

A, C It's a simple question: you need to know what timeboxing means, and that Sprints are timeboxed. Other than the normal ends of Sprints, the Product Owner also has the authority to cancel a Sprint.

The Development Team cannot forecast how much work they can do in the upcoming Sprint, because of uncertainties in the Product Backlog that the Product Owner is not able to overcome. What two actions should the Scrum Master recommend? a. Invite everyone to discuss this problem in the next Sprint Retrospective and try to find a solution. b. Extend the duration of Sprint Planning and ask them to discuss the items more and get into agreement. c. Ask the developers to come up with their best guess and do not worry about the capacity. d. Cancel the Sprint Planning meeting, give them some time to prepare, and then hold another Sprint Planning. e. Cancel the Sprint and start the next one when the items are clear.

A, C It's fine! You just pick a number of items. If it was not enough, you can pick more later. If it was too many, you will just deliver as many as you can. Nothing bad happens if you don't deliver all items in the Sprint Backlog. The goal is to generate value, not to develop all items in the backlog.

Which two things does the Development Team do during the first Sprint? A) Deliver an increment of potentially releasable software. B) Determine the complete architecture and infrastructure for the product. C) Develop and deliver at least one piece of functionality. D) Develop a plan for the rest of the release. E) Create the complete Product Backlog to be developed in subsequent Sprints

A, C The heart of Scrum is a Sprint, a time-box of one month or less during which a "Done", useable, and potentially releasable product Increment is created. This applies to every Sprint

Which three statements best describe the Product Backlog? a. It may change anytime, and it is never complete. b. Contains all tasks identified by the developers. c. It is never baselined. d. The customer's change requests are reflected in it. e. Contains only small and clear items.

A, C, D

What are the three questions of the Daily Scrum? a. What impediments are in my way or in the way of the team? b. Are we able to deliver all Sprint Backlog items by the end of the Sprint? c. What work am I going to do today to help the team achieve its goal? d. What work did I do yesterday to help the team achieve its goal? e. How many hours did I spend on the project yesterday? f. What is the progress of the Sprint?

A, C, D It's not mandatory to use these questions, but very common and recommended.

What are the three questions of the Daily Scrum? a. What work am I going to do today to help the team achieve its goal? b. How many hours did I spend on the project yesterday? c. What impediments are in my way or in the way of the team? d. What work did I do yesterday to help the team achieve its goal? e. Are we able to deliver all Sprint Backlog items by the end of the Sprint? f. What problems did I have yesterday?

A, C, D It's not mandatory to use these questions, but very common and recommended.

Which three Scrum values are demonstrated by focusing on the most valuable items first? a. Focus b. Adaptation c. Courage d. Respect e. Earned Value

A, C, D Scrum values are commitment, courage, focus, openness, and respect.

Which three of the following may be done in the Sprint Retrospective meeting? a. Discuss the composition of the team b. Discuss the Product Backlog items for the next Sprint c. Discuss the way Increments are demonstrated to the customer d. Calculate Velocity e. Discuss the relationship with the customer and the way user acceptance testing is done f. Refining the Product Backlog

A, C, E

Which three statements best describe the Product Backlog? a. It may change anytime, and it is never complete. b. Contains only small and clear items. c. It changes as we learn more about the project. d. It's used to create the project plan. e. The Product Owner is accountable for it.

A, C, E

Which three statements show the result of changing Scrum terminology while implementing it in the organization? a. Management may feel less enthusiastic about the change. b. It's necessary to tailor Scrum to suit the project. c. The change might not be obvious to everyone, and therefore very little change actually happens. d. They will get better results adopting Scrum this way. e. The change might not be obvious to everyone, and some benefits may be lost.

A, C, E Scrum is a simple framework rather than a comprehensive methodology, and it contains only the necessary minimums that you need in every project. So, instead of a normal tailoring, you will follow everything that is described in Scrum, and suit it to your project by the practices and techniques that you add; e.g. Planning Poker, Pair-Programming, and Test-Driven Development. When it comes to terminology, Scrum.org believes that it's better if you don't change them, for the reasons that you see in the answers.

Which three of the following may be done in the Sprint Retrospective meeting? a. Discuss the timeboxed duration of Sprints b. Discuss the next Sprint goal c. Discuss techniques used to facilitate the Sprint Retrospective meeting d. Refining the Product Backlog e. Discuss the Definition of Done f. Calculate Velocity

A, C, E Sprint Retrospective is about the way we work. It's about the things that affect the product, but we don't discuss the product directly. In general, it's about the context, not the content. For example, we can talk about the way Product Backlog is refined, but we won't refine the Product Backlog in the Sprint Retrospective meeting.

What are the three questions of the Daily Scrum? a. What work did I do yesterday to help the team achieve its goal? b. What problems did I have yesterday? c. What work am I going to do today to help the team achieve its goal? d. What is the progress of the Sprint? e. How many hours did I spend on the project yesterday? f. What impediments are in my way or in the way of the team?

A, C, F It's not mandatory to use these questions, but very common and recommended.

Which two of the following actions may a Scrum Master take in starting up a project? a. Ask the Product Owner to explain the project, its business need, history, goals, and context. b. Ask the team to work together and prepare a complete Product Backlog. c. Ask the development managers to introduce their departments and capabilities. d. Ask the Development Team to discuss and identify the way they are going to develop the product. e. Ensure that team members have clear roles and responsibilities.

A, D

Which two of the following are mandatory elements in Scrum? a. Sprint Planning b. Story Points c. Pair-Programming d. Progress measurement e. Face-to-face communications

A, D

Which two statements best describe the Product Backlog? a. It is never baselined. b. Provides just enough information to enable the developers to design the product. c. Contains only small and clear items. d. The customer's change requests are reflected in it.

A, D (a) Scrum.org interprets "baseline" as fixing something (which is not entirely correct), and therefore says that nothing should be baselined in Scrum.

Which two of the following contribute the most to the Scrum value "focus"? a. Timeboxing b. Product Backlog Refinement c. Sprint Review d. Sprint Goal

A, D Scrum values are commitment, courage, focus, openness, and respect.

Which two of the following contribute the most to the Scrum value "focus"? a. Timeboxing b. Sprint Review c. Product Backlog Refinement d. Sprint Goal

A, D Scrum values are commitment, courage, focus, openness, and respect.

Which three of the following may be done in the Sprint Retrospective meeting? a. Discuss the way Product Backlog Refinement is done during the Sprints b. Calculate Velocity c. Discuss the Product Backlog items for the next Sprint d. Discuss the Definition of Done e. Refining the Product Backlog f. Discuss tools used to communicate with remote team members

A, D Sprint Retrospective is about the way we work. It's about the things that affect the product, but we don't discuss the product directly. In general, it's about the context, not the content. For example, we can talk about the way Product Backlog is refined, but we won't refine the Product Backlog in the Sprint Retrospective meeting.

The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master.**Which of the below are roles on a Scrum Team? Correct answer A) Development Team B) Users C) Customer D) Product Owner E) Scrum Master

A, D, E

Which of the below are roles on a Scrum Team? A) Development Team B) Users C) Customer D) Product Owner E) Scrum Master

A, D, E The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master.

Which three of the following are timeboxed? a. Daily Scrum b. Release Planning c. Sprint testing d. Sprint Retrospective e. Product Backlog Refinement f. Sprint Planning

A, D, F

Which three of the following are pillars of Scrum? a. Adaptation b. Value optimization c. Collaboration d. Transparency e. Sustainable pace f. Inspection

A, D, F Pillars are transparency, inspection, and adaptation. Make sure you're not confusing these pillars with the Scrum values (commitment, courage, focus, openness, and respect).

Which two of the following are required by Scrum? a. Sprint Retrospectives b. User Stories c. Burn-down charts d. Answering the three standard questions during Daily Scrums e. Definition of Done

A, E

Which two of the following best describe Sprint Planning? a. What are we going to do during the Sprint? b. Who will do what we have decided to do in the Sprint? c. Who will be in the team this Sprint? d. What went wrong in the last Sprint and what to do about it e. How are we going to do what we have decided to do in the Sprint?

A, E

Which two of the following are timeboxed? a. Sprint Planning b. Release Planning c. Sprint testing d. Product Backlog Refinement e. Sprint Retrospective

A, E The events (Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective) are timeboxed.

Which three of the following may be done in the Sprint Retrospective meeting? a. Discuss techniques used to facilitate the Sprint Retrospective meeting b. Refining the Product Backlog c. Discuss the next Sprint goal d. Calculate Velocity e. Discuss the relationship with the customer and the way user acceptance testing is done f. Discuss the Definition of Done

A, E, F

Which outcome is expected as Scrum Teams mature?

A. They will improve their definition of Done to include more stringent criteria.

Which describes the practice of expressing requirements as acceptance tests?

Acceptance Test Driven Development

Which technique is the least productive way the Scrum Master can ensure that the Development Team communicates effectively with the Product Owner?

Act as a go-between for them

Pig

Actual doers, committed to projects, creates tangile deliverable eg scrum master, PO, developers, testers

Which of the following best describes an increment of working software?

Additional features in a usable state that complement those delivered in previous iterations.

When many Development Teams are working on a single product, what best describes the definition of "Done?"

All Development Teams must have a definition of "Done" that makes their combined work potentially releasable.

Which of the following might the Scrum Team discuss during a Sprint Retrospective?

All of the above (1. The way the Scrum Team does Sprint Planning. 2. Skills needed to improve the Development Team's ability to deliver. 3. Methods of communication. 4. Its Definition of "done")

An organization has decided to adopt Scrum, but management wants to change the terminology to fit with terminology already used. What will likely happen if this is done?

All of the above.

Which Scrum Value is affected by a lack of trust in the Scrum Team?

All of the above. (A. Focus B. Respect C. Openness D. Courage E. Commitment.)

The length of a Sprint should be:

All of these answers are correct. (1. Short enough to keep the business risk acceptable to the Product Owner. 2. Short enough to be able to synchronize the development work with other business events. 3. No more than one month.)

What is the maximum length of a Sprint?

All of these answers are correct. - Not so long that the risk is unacceptable to the product owner. - Not so long that other business events can't be readily synchronized with the development work. - No more than one calendar month.

Sprint Retrospective Meeting

All the meetings are regarding product but this one is regarding the assessment of the process. Its mostly about learning from previous sprints for process improvement by asking 2 questions 1. what went well during sprint 2. what could be improved in next sprint Techniques 1. Safety check 2. classic scrum retrospective 3. focused conversation principles (Objective, reflective, interpretive, and decisional (ORID)) 4. silent writing 5. timeline retrospective 6. decisions Impediments -presence of people who conduct performance appraisals -invisible gun effect -human tendency to jump to conclusions and propose actions too quickly -geographic distribution

Sprint burndown charts are an efficient tracking tool because they allow:

An estimate of the total work remaining for the sprint

Which of these may a Development Team deliver at the end of a Sprint?

An increment of working software that is Done.

When does the Development Team participate in Product Backlog refinement?

Anytime during the Sprint.

How much work must a Development Team do to a Product Backlog item it selects for a Sprint?

As much as it has told the Product Owner will be done for every Product Backlog item it selects in conformance with the definition of "Done".

Development Team membership should change:

As needed, while taking into account a short term reduction in productivity.

How often should Development Team membership change?

As needed, while taking into account a short term reduction in productivity.

During a Sprint, when is new work or further decomposition of work added to the Sprint Backlog?

As soon as possible after they are identified.

impediments and blockers

As soon as the first Sprint has started, each Team Member can add the so-called impediments (Blockers) to a list. Each Team Member announces their Blocker for the implementation of a task as soon as it arises and places it in the list of Blockers. It is the task of the Scrum Master to eliminate these Blockers. An impediment is anything that slows down or diminishes the pace of the Team. When the Team is confronted with impediments (or obstacles), the Team could move forward but in advancing they may generate waste. Or the whole process of making progress is more difficult than it should be (think about the little girl in the picture). In contrast, a blocker is anything that stops the delivery of the product. Without the elimination of the blocker, the Team cannot advance at all. We can think of them as internal and external impediments.. on internal impediments we still have control since things gtin delayed cz team's internal reasons and we can do something about it but if the impediments are external (blockers), things arent our control anymore. so it becomes a kind of blocker..without it team cant even move forward..

What is the tactic a Scrum Master should use to divide a group of 100 people into multiple Development Teams?

Ask the developers to divide themselves into teams.

When can the Product Backlog be updated?

At any time when done by the Product Owner or at the Product Owner's discretion

Program Level

At the Program level, SAFe focuses on the principle of alignment as the efforts of a number of agile teams are integrated to create customer value. VersionOne helps you plan and track your program increments, and coordinate all of the activities of your release trains.

For the purpose of transparency, when does Scrum say a new increment of working software must be available?

At the end of every Sprint.

Daily Scrums are held at the same time and same place every day. a. False b. True

How many people can there be in a Development Team? a. 3 to 11 b. 3 to 9 c. 5 to 12 d. 5 ± 3 e. 3 to 10

It's up to the self-organizing team to decide which Scrum artifacts are needed in the project. a. True b. False

Products have one Product Backlog, regardless of how many teams are used. Any other setup makes it difficult for the Development Team to determine what it should work on.**When multiple teams work together on the same product, each team should maintain a separate Product Backlog. A) True B) False

Scrum Master is NOT a management role. a. True b. False

Scrum can be used for sustaining complex products. a. False b. True

Since the Product Owner is accountable for the value of the product, they have the final say over the Definition of Done. a. True b. False

The Daily Scrum is held at the same time and place each day to reduce complexity.**Why is the Daily Scrum held at the same time and same place? A) The place can be named. B) The consistency reduces complexity. C) The Product Owner demands it. D) Rooms are hard to book and this lets it be booked in advance.

The Definition of Done can change during the project. a. False b. True

The Product Owner can delegate some of their responsibilities to the developers. a. False b. True

The Product Owner is not collaborating with the developers during the Sprint. What would you do as the Scrum Master? a. Talk to the functional manager of the Product Owner. b. Bring up the issue in the next Sprint Retrospective. c. Nominate someone else as the proxy Product Owner. d. Cancel the Sprint and start training the Product Owner

The Product Owner is the equivalent of project manager in Scrum. a. True b. False

The Scrum Master should cancel the Sprint if the Product Owner has not created the Sprint Goal before Sprint Planning. a. True b. False

Time can be allocated between two Sprints for integration. a. True b. False

Velocity of Scrum Teams should be normalized, so that management can measure and compare their performance. a. True b. False

What does a burn-down chart measure? a. The amount of business value delivered to the customer b. Work remaining across time c. Work that is done based on the Definition of Done d. Cost of the project across time

When multiple teams are working on a project, they should select work from the same Product Backlog. a. False b. True

Which of the following best describes Sprint Planning? a. What to do and who will do it b. What can be done and how to do it c. Who will be in the team this Sprint? d. What went wrong in the last Sprint and what to do about it

Which of the following best describes transparency? a. The whole process should be visible to stakeholders. b. Significant aspects of the process must be visible to those responsible for the outcome. c. The process should be visible, and understood by key stakeholders. d. The whole process should be visible to everyone.

Which of the following best describes transparency? a. The whole process should be visible to stakeholders. b. Significant aspects of the process must be visible to those responsible for the outcome. c. The whole process should be visible to everyone. d. The process should be visible, and understood by key stakeholders.

Which of the following describes the relationship between the Product Backlog and changes in the project environment? a. There's no effect on the Product Backlog. b. It evolves to reflect the changes c. The Product Backlog should be kept high-level enough to tolerate such changes. d. The old baselined Product Backlog would be saved, and a new one would be created for the rest of the project.

Which of the following is correct about the Product Owner role? a. Creates User Stories b. Orders the Product Backlog items c. Runs the Daily Scrum d. Prioritizes tasks in the Sprint Backlog

Which of the following is required by Scrum? a. Definition of Ready b. Having timeboxed events c. User Stories d. Burn-down charts

Which statement is NOT correct about Daily Scrums? a. Only the developers participate in the meeting. b. The Product Owner should attend the meeting. c. It's held at the same time and place every day. d. It's always a 15-minute timeboxed event, no matter how many developers there are, or how long the Sprint is.

Who estimates the size of the Product Backlog items? a. The Product Owner b. The Development Team c. The Scrum Master d. The Scrum Team

Who is accountable for ordering the Product Backlog items? a. The whole Scrum Team b. The Product Owner c. The Business Analyst d. The Project Manager e. The customer f. Stakeholders

Why are Daily Scrums held at the same time and same place? a. So that everyone will know where and when to find the developers b. To reduce complexity and wasted time c. To be able to book rooms upfront d. To make sure everyone has to be there

Which of the following should NOT change during the Sprint? a. Sprint Backlog b. Expected quality c. Product Backlog

B (b) The level of expected quality stays the same during the Sprint.

The Development Team has realized that one of the planned works in the Sprint Backlog is not needed anymore. What should they do? a. Keep it, but inform the Product Owner. b. Remove it if it's OK with the Product Owner. c. Ask the Product Owner to remove it. d. Inform the Product Owner, so that he/she can cancel the Sprint.

B (b) You don't even have to ask the Product Owner, if it's about a purely technical decision. Their consultation is needed when it's about functions/features. Think of it as a technical task in the Sprint Backlog. There are two elements in the Sprint Backlog: items selected from the Product Backlog and tasks created by decomposing those items. Tasks are always changing, and therefore, we can't say that Sprint Backlog doesn't change during the Sprint. The old-fashioned approach is to keep the items fixed, to avoid distractions, but Scrum.org doesn't believe in that anymore, so it's fine for them to change the items too.

Which statement does NOT explain when an item is considered complete? a. When everything is Done based on the Definition of Done b. When the customer approves its completeness c. When it's potentially usable for the end users, if it becomes part of the Increment d. When it can be part of a potentially releasable Increment

B (b) They can still miss something. On the other hand, if the test is focused on the unit, what about testing the integrated solution? It may break something.

Scaled Scrum is one that conforms to Scrum and uses more than one team for one or more Sprints. a. False b. True

B 1. Scaled Scrum conforms to Scrum; i.e. it's compatible with Scrum. 2. It's called Scaled Scrum when there are more than one team; however, it's not necessary to have more than one team in all Sprints; it can be for some of them.

Which of the following can be considered a real output of the Sprint? a. New features that are ready for integration b. A potentially releasable piece of software c. A document that describes the architecture of the software and can be used by the developers in the rest of the project d. UML diagrams

B A real output is the Increment: a piece of working software that is Done based on the Definition of Done. From a wider perspective, you can also consider the feedback that is generated by the customer and the improvements you plan in the Sprint Retrospective as real outputs; but a question like this is focused on checking if you can distinguish DONE items from technical tasks; the former is valuable for us, while the latter is just the means.

Which statement is correct about the Product Backlog? a. It has all the details. b. It has just enough detail. c. It has no detail.

B Both Sprint Backlog and Product Backlog evolve during their lives, and the amount of information grows as time passes. So, at each point in time, they don't have as much detail as they will have in the future (also imaginary future). On the other hand, we never add all the details there. For example, it's common to say that a User Story doesn't provide all the information, but is an excuse for people involved in the project to have communications around a certain topic. The details are in those communications, and are not completely captured in the backlog.

Which statement is correct about the Sprint Backlog? a. It has all the details. b. It has just enough detail. c. It has no detail.

Which statement is NOT correct about Daily Scrums? a. Only the developers participate in the meeting. b. It's timeboxed for 2 minutes per developer. c. It's held at the same time and place every day. d. It's always a 15-minute timeboxed event, no matter how many developers there are, or how long the Sprint is.

B Did you notice the word "not" in the question?

Scrum Master is NOT a management role. a. True b. False

B Did you notice the word "not" in the question? The Scrum Master role is considered a management role, but they manage the process, not the people.

The Product Owner and Scrum Master should NOT be part of the Development Team. a. True b. False

B Did you notice the word "not" in the statement? OK, this is usually tricky! Think of it like this: is it correct to say that they should not be part of the Development Team? No, this is not correct (because they can be part of the team), therefore, the statement is false. What some people do is think about the opposite statement, and get confused. Note that the opposite of this statement is NOT "the Product Owner and Scrum Master should be part of the Development Team". The correct opposite of "should not" is "could" or "can" or "may", NOT "should". One person can have more than one role in Scrum (not recommended, but allowed).

The Product Owner should determine how many items should be selected for the Sprint Backlog. a. True b. False

B Done by the developers

During a Sprint, a Development Team determines that it will not be able to finish the complete forecast. Who should be present to review and adjust the Sprint work selected? A) The Scrum Master, the project manager and the Development Team. B) The Product Owner and the Development Team. C) The Product Owner and all stakeholders. D) The Development Team.

B During the Sprint, scope may be clarified and re-negotiated between the Product Owner and Development Team as more is learned.

What happens between two Sprints? a. Getting customer approval for the previous Increment b. Nothing! c. Refactoring the previous Increment d. Product Backlog Refinement

B Each Sprint starts immediately after the previous one; there's no space between the two.

When does the next Sprint begin? a. When the customer approves the previous Increment b. Immediately after the previous Sprint c. When the Product Owner authorizes d. When the Product Backlog is refined and items at the top are "ready"

B Each Sprint starts immediately after the previous one; there's no space between the two.

Which statement best describes the Sprint Review? A) It is a mechanism to control the Development Team's activities during a Sprint. B) It is when the Scrum Team and stakeholders inspect the outcome of a Sprint and figure out what to do next. C) It is a demo at the end of the Sprint for everyone in the organization to check on the work done.

B Every event in Scrum, besides the Sprint which is a container for the other events, is an opportunity to Inspect AND Adapt.

The Scrum Master shouldn't allow the developers to start working without having the tasks identified and assigned. a. False b. True

B First of all, the Scrum Master doesn't order people to do something; the Scrum Master teaches them and coaches them to understand how it should work, and convinces them to do the right thing. The Product Owner can't order developers to do things either. Second, most of the tasks are identified and assigned gradually during the Sprint.

The Scrum Master shouldn't allow the developers to start working without having the tasks identified and assigned. a. True b. False

The Development Team is ready to start the first Sprint, but the Product Backlog is not ready yet. What should the Product Owner do? a. Ask the developers to help you refine the Product Backlog instead of starting the first Sprint. b. Let the team start the first Sprint, and continue refining the Product Backlog. c. Let the Sprint begin, but only with the goal of completing the Product Backlog.

B First, remember that the Product Backlog is never complete, and you don't have to wait until you have everything in the Product Backlog to start the first Sprint. However, this question says that the backlog is not "ready", which probably means that the items at the top are too large and/or unclear. Again, having unready items is not a reason to wait (still undesirable though); you can refine them during the Sprint.

The Development Team is ready to start the first Sprint, but the Product Backlog is not ready yet. What should the Product Owner do? a. Let the Sprint begin, but only with the goal of completing the Product Backlog. b. Let the team start the first Sprint, and continue refining the Product Backlog. c. Ask the developers to help you refine the Product Backlog instead of starting the first Sprint.

What is the main reason for the Scrum Master to be at the Daily Scrum? a. To get a report on progress of the Sprint. b. It's not necessary for them to be in the meeting. c. To track changes to the Sprint Backlog. d. To tell developers what to do.

B In general, Daily Scrum is for the Development Team, which means that only the developers "participate" (talk). Others can "attend" (watch), but they won't "participate" (talk). Well, unless it's about a Scrum Master facilitating the meeting (not so common), in which case they will talk a little ;) However, this contribution of the Scrum Master is about the context, not the content.

Scaled Scrum is one that conforms to Scrum and uses more than one team for all Sprints. a. True b. False

B It can be for only a few Sprints. 1. Scaled Scrum conforms to Scrum; i.e. it's compatible with Scrum. 2. It's called Scaled Scrum when there are more than one team; however, it's not necessary to have more than one team in all Sprints; it can be for some of them.

A 2x increase in the number of developers will double productivity. a. True b. False

B It can increase productivity in the long-term, but probably not linearly.

Each Scrum Team should have a Scrum Master and a Product Owner. a. False b. True

B It doesn't mean that those people cannot be the Product Owner or Scrum Masters of other teams. When there are multiple teams, multiple "people" can work as the Scrum Master, but they will all have one Product Owner. Still, the statement stays valid: there's one person you can identify as your Product Owner.

It's required to use User Stories in Scrum. a. True b. False

B It's a good idea to use User Stories to form the Product Backlog items, but it's not mandatory.

Sprint Review is an informal meeting. a. False b. True

B It's not a formal meeting, in the sense that you and the customer won't work on approval/acceptance of the product and exchanging signatures (that would block feedback generation). This may be confusing, because on the other hand, Sprint Review (and other events) are considered "formal opportunities for inspecting and adapting". The word "formal" has been used for two different meanings in the exam, the former is what we have in this question, and the latter simply means "serious"! So, make sure you understand the context of the question to interpret words such as "formal".

It's allowed to have Team Leaders when many developers are working on a complex project. a. True b. False

B It's not allowed to introduce new roles or titles in Scrum.

The Development Team should have a Team Leader to improve communications and collaboration. a. True b. False

B It's not allowed to introduce new roles or titles in Scrum.

When multiple teams are working on the same product, their Sprints should start and end at the same time. a. True b. False

B It's not mandatory in Scrum.org to start and end the Sprints at the same time. That makes it much more difficult to manage the whole project. It's not mandatory, because you may need it in certain cases; maybe some teams are working on parts of the project that need longer Sprints (four-week), while others need shorter ones (two-week) for shorter feedback loops.

Who is responsible for explaining the Product Backlog items? a. The Development Team is self-organized and has to talk to anyone necessary, and find out the meanings of items. b. Product Owner c. Customer d. Scrum Master e. User representative(s)

B It's one of the responsibilities of the Product Owner to explain the items and make sure that everyone has the right understanding

Cross-functional teams are optimized in a technical layer of a system. a. True b. False

B It's the opposite; being cross-functional means that you can work (as a team) comfortably on all technical layers of the system. A cross-functional team is one that has all types of expertise that is required to develop the product. Note that this is about the team as a whole, not individual team members.

A Product Owner who used to be a project manager in the past is using burn-up charts instead of burn-down charts. Is that acceptable? a. Burn-up charts are used in traditional methods, and they should be replaced by burn-down charts. b. There's nothing wrong with it.

B It's up to the Product Owner to decide how they want to measure and visualize performance.

When multiple teams are working on the same product, one person can be a member of more than one Development Team. a. False b. True

B None of the Scrum roles are necessarily full-time, and the person can occupy more than one role (e.g. both Scrum Master and developer), or be a developer in more than one team. E.g. there may be a special expertise that is needed in multiple teams, but its not needed in a full-time basis. So, one person can provide that special type of expertise to multiple teams.

What's the normal timeboxed duration of Sprint Review when there are 6 developers in the team and Sprints are two weeks long? a. 8 hours b. 2 hours c. 4 hours d. Maximum 8 hours

B Note that the duration of events is not dependent on the number of developers. The timeboxed duration of events is as follows: Sprint - Maximum 1 month Daily Scrum - 15 minutes Sprint Planning - 8 hours in a one-month Sprint, and shorter proportionally Sprint Review - 4 hours in a one-month Sprint, and shorter proportionally Sprint Retrospective - 3 hours in a one-month Sprint, and shorter proportionally

What is the recommended size for a Development Team (within the Scrum Team)? A) Minimal 7 B) 3 to 9 C) 7 plus or minus 2 D) 9

B Optimal Development Team size is small enough to remain nimble and large enough to complete significant work. Fewer than three Development Team members decreases interaction and results in smaller productivity gains. More than nine members simply requires too much coordination.

The Product Owner can delegate some of their responsibilities to the developers. a. False b. True

B Product Owners are allowed to delegate some of their responsibilities to other team members. If they do, the Product Owner stays accountable.

When multiple teams work together on the same product, each team should maintain a separate Product Backlog. A) True B) False

B Products have one Product Backlog, regardless of how many teams are used. Any other setup makes it difficult for the Development Team to determine what it should work on.

What type of test should be done during the Sprint? a. All tests, except for user acceptance tests b. Every type of test c. Unit tests d. All tests, except for integration tests

B Remember that the Increment has to be "Done", and potentially releasable. It means that all tests should be done.

What is a proper role of a PMO in a company that uses Scrum? a. The PMO will be responsible for making higher level decision in the project. b. Manage portfolios and programs and facilitate the application of techniques that complement Scrum. c. The PMO should manage and help the Scrum Masters.

B Remember that there are limits to the self-organization of the team, and the important thing is to have power within the borders of the project. However, each project is run in a wider organization with multiple levels of management that impact the project, and it's not possible or even acceptable to reject that structure, as long as it doesn't block internal self-organization of the team.

What's the role of a PMO in an organization that only uses Scrum for project delivery? a. The PMO should manage and help the Product Owners. b. Manage portfolios and programs and facilitate the application of techniques that complement Scrum. c. The PMO will be responsible for making higher level decision in the project. d. There's no place for a PMO in such an organization.

Scrum is a methodology for developing complex products. a. True b. False

B Scrum is "considered" a framework, not a methodology, process, techniques, etc. It can be used to develop new products or maintain/sustain existing ones.

Scrum is a process for developing complex products. a. True b. False

B Scrum is "considered" a framework, not a methodology, process, techniques, etc. It can be used to develop new products or maintain/sustain existing ones.

It's up to the self-organizing team to decide which Scrum artifacts are needed in the project. a. True b. False

B Self-organization is not unlimited; e.g. you should follow the Scrum framework.

It's up to the self-organizing team to decide which Scrum events are needed in the project. a. True b. False

B Self-organization is not unlimited; e.g. you should follow the Scrum framework.

What happens if we forecast that some of the work defined in the Sprint Backlog won't be done by the end of the Sprint? a. Outsource part of the work to other teams or parts of the organization. b. They will deliver as much as they can, and they learn more about how many items they can deliver in the next Sprints. c. Work overtime and try to complete all items. d. The remaining items will be moved to the next Sprint Backlog.

B Some people think that a successful team is one that can complete all the work in the Sprint Backlog, but this is not true. To the contrary, it probably means they are too conservative in the number of items they select for the Sprint, which in turn may reduce their productivity because of the Parkinson's Law and the Student Syndrome. Nothing bad happens if some items are not done by the end of the Sprint, and no one should blame the team; the Sprint Backlog is just a rough estimate of what they can do.

When does a Development Team member become the sole owner of a Sprint Backlog item? A) At the Sprint planning meeting. B) Never. All Sprint Backlog Items are "owned" by the entire Development Team, even though each one may be implemented by an individual development team member. C) Whenever a team member can accommodate more work. D) During the Daily Scrum.

B Sprint Backlog and all of its items are collectively owned by the Development Team. No individual team member can claim ownership over an item as this would block communication and collaboration.

The time-box for the Sprint Planning meeting is? A) 4 hours. B) 8 hours for a monthly Sprint. For shorter Sprints it is usually shorter. C) Whenever it is done. D) Monthly.

B Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.

The maximum length of the Sprint Review (its time-box) is: A) 2 hours. B) 4 hours for a monthly Sprint. For shorter Sprints it is usually shorter. C) As long as needed. D) 1 day. E) 4 hours and longer as needed.

B Sprint Review is a four-hour time-boxed meeting for one-month Sprints. For shorter Sprints, the event is usually shorter.

Why is the Daily Scrum held at the same time and same place? A) The place can be named. B) The consistency reduces complexity. C) The Product Owner demands it. D) Rooms are hard to book and this lets it be booked in advance.

B The Daily Scrum is held at the same time and place each day to reduce complexity.

The Definition of Done is composed by the Product Owner, to ensure that the Increments will be usable by the end-users. a. True b. False

B The Definition of Done may come from the organization. Inside the project, it's the developers who adjust or define it.

Having the team members and a complete Product Backlog are the only things needed to start the project. a. True b. False

B The Product Backlog is never complete.

What is the main reason for the Scrum Master to be at the Daily Scrum? A) To make sure every team member answers the three questions. B) He or she does not have to be there; he or she only has to ensure the Development Team has a Daily Scrum. C) To write down any changes to the Sprint Backlog, including adding new items, and tracking progress on the burn-down. D) To gather status and progress information to report to management.

B The Scrum Master enforces the rule that only Development Team members participate in the Daily Scrum.

The Development Team should not be interrupted during the Sprint. The Sprint Goal should remain intact. These are conditions that foster creativity, quality and productivity. Based on this, which of the following is FALSE? A) The Product Owner can help clarify or optimize the Sprint when asked by the Development Team. B) The Sprint Backlog is fully formulated in the Sprint Planning meeting and does not change during the Sprint. C) As a decomposition of the selected Product Backlog Items, the Sprint Backlog changes and may grow as the work emerges. D) The Development Team may work with the Product Owner to remove or add work if it finds it has more or less capacity than it expected.

B The Sprint Backlog makes visible all of the work that the Development Team identifies as necessary to meet the Sprint Goal. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint.

The Scrum Master should NOT allow the Sprint Planning meeting to start when the Sprint Goal is not ready. a. True b. False

B The Sprint Goal is prepared during the Sprint Planning meeting. Also, Scrum Masters don't order people, they teach and convince people to do the right thing.

How does the Product Owner determine the number of items for the Sprint Backlog? a. Based on a combination of velocity and team capacity b. They don't do it! c. Based on the feedback received from the customer in the previous Sprint Review d. Based on velocity

B The developers decide how many items to select for the Sprint Backlog, not the Product Owner.

The performance of the Sprint should be measured at least... a. Once a week b. Once a day c. Before or after each release d. Once per Sprint

B The performance of the project is measured at least once per Sprint, and the Sprint performance is measured daily.

It is mandatory that the product increment be released to production at the end of each Sprint. A) True B) False

B The product increment should be usable and releasable at the end of every Sprint, but it does not have to be released.

All Development Team members should be cross-functional. a. True b. False

B The team as a whole has to be cross-functional, not the individuals inside the team.

Who's responsible for quality? a. Testers b. All developers c. Team leaders

B There are no people "titled" as testers, because we don't have extra roles and titles in Scrum. However, there can be "developers" who are expert in testing. Remember that everyone in the Development Team is called a "developer".

The Sprint Backlog is frozen after Sprint Planning. a. True b. False

B There are two elements in the Sprint Backlog: items selected from the Product Backlog and tasks created by decomposing those items. Tasks are always changing, and therefore, we can't say that Sprint Backlog doesn't change during the Sprint. The old-fashioned approach is to keep the items fixed, to avoid distractions, but Scrum.org doesn't believe in that anymore, so it's fine for them to change the items too.

The Sprint Backlog stays fixed after Sprint Planning. a. True b. False

The whole Sprint Backlog is defined in the Sprint Planning meeting. a. True b. False

Which role is the equivalent of project manager in Scrum? a. Scrum Master b. None of them c. Product Owner d. Development Team e. Team Leader

B There's no project manager role in Scrum, and it's not allowed to add new role to the existing three. Also, none of those three roles are the equivalent of a project manager; project management activities are distributed among all of them. This is only about the project level; you can always have higher management levels (e.g. program management), and those "can" be compatible with what you do in your Scrum projects.

The Development Team is free to change their engineering practices whenever they want. a. False b. True

B They are the technical people in the project, which makes them the best people to decide about engineering practices, and they are also self-organized.

There can be multiple Definitions of Done when multiple teams are working on the same product. a. False b. True

B They can have different Definitions of Done, as long as they are compatible with each other and capable of creating integrated Increments. Note: it may seem that the Scrum Guide says there's only one Definition of Done for multiple teams, but this is not the case. Having this flexibility can help, because, for example, one team may want to have extra tests. There's no harm in that, and yet, it impacts their Definition of Done.

Items on the Sprint Backlog are, on average, larger than those on the Product Backlog. a. True b. False

B This is how it works: When you first add the items in the Product Backlog, you don't have to break them down into very small and clear items, because it's a form of upfront planning. Some of them may be very large. When you order the items, if they are at the top of the list, you have to make them clear, and make sure they can fit into one Sprint; therefore, you will break them down into smaller items. Some of those child items may remain at the top, and some may go down. Nevertheless, because of this way of refining, the items at the top of the Product Backlog are on average smaller than those at the bottom. On the other hand, items in the Sprint Backlog come from the top of the Product Backlog, therefore, we can say that the items in the Sprint Backlog are, on average, smaller than items on the Product Backlog.

On average, items on the Sprint Backlog tend to be ______ a. The same size as those on the Product Backlog b. Smaller than those on the Product Backlog c. Larger than those on the Product Backlog

How many hours per day should a Development Team member work? a. Normally, 40 hours a week b. At a constant pace c. Between 6 and 16 hours, depending on the situation d. At least 6 ideal man-hours

B This is one of the 12 Agile principles.

At least one high-priority process improvement item exists in each Sprint Backlog. a. False b. True

B This is one of the statements added to the latest update of Scrum Guide: At least one high-priority process improvement item exists in each Sprint Backlog. It was a little unexpected, because it's mixing content related to the product with the content related to the process in the Sprint Backlog; but, well, that's how it is now.

Each Sprint Backlog contains an item about improving the way we work, instead of the features for the product. a. False b. True

The items selected from the Product Backlog for the Sprint Backlog should be "ready". a. True b. False

B We do have an idea of when items are ready to be selected for the Sprint, and it's considered in Product Backlog Refinement to make sure all items at the top of the Product Backlog are ready. However, a concept of Definition of Ready is not accepted in Scrum.org, because the practical implication may be that an item at the top of the Product Backlog will not be selected for the Sprint because it's not ready, while we always want to follow the order of items, and if something is not ready, we can still select it for the Sprint and then refine it during the Sprint.

Timeboxing helps everyone focus on the same problem at the same time. a. False b. True

B When an event is timeboxed, you don't have a lot of time to spend on fancy aspects of features, and you have to focus and help each other in order to to get as many items Done as possible.

Which of the following are NOT metrics of code quality?

B) Code Coverage E) Cycle time per feature

To refine Product Backlog items, the following activities will occur implicitly or explicitly:

B) Decomposition C) Analysis E) Design

Which of the following are benefits of Continuous Integration?

B) It leads to higher transparency and rapid feedback to the team. D) Causes team members to consider each other's work and context.

Which of the following are attributes of a bad bug report?

B) Vague statements or untested assumptions. D) Generic titles. E) Assigning blame.

What are two good ways to handle security concerns? a. Dedicate a certain portion of the team capacity to working on those concerns. b. Add them to the Product Backlog. c. Add them to the Definition of Done. d. Get help from responsible departments to ensure those concerns.

B, C

What are two good ways to handle security concerns? a. Have special Sprints that ensure those concerns. b. Add them to the Product Backlog. c. Add them to the Definition of Done. d. Dedicate a certain portion of the team capacity to working on those concerns.

B, C

Which two of the following should NOT change during the Sprint? a. Product Backlog b. Sprint Goal c. Composition of the team d. Sprint Backlog

B, C

Which two statements are correct about the Definition of Done? a. Describes what has to be done during the Sprint. b. Varies depending on the project. c. Used by the developers to forecast how many items they can pick for the Sprint. d. It defines when the Increment should be released.

B, C

Which two statements are correct about non-functional requirements? a. They will be in the Sprint Backlog, but not the Product Backlog. b. Some of them can be added to the Definition of Done. c. Some of them can be added to the Product Backlog. d. They can be added to a separate backlog to be used during all Sprints. e. Some of them can be controlled by the QA department of the organization.

B, C (b) E.g. security, scalability, maintainability (c) E.g. something related to performance of a certain part of the software

Which two of the following are mandatory elements in Scrum? a. Face-to-face communications b. Definition of Done c. Sprint Planning d. Planning Poker e. Value Points

B, C Only the roles, events, and artifacts (+ Definition of Done and progress measurement) are mandatory.

Which two of the following are formal opportunities for inspecting and adapting? a. Product Backlog Refinement b. Sprint Review c. Sprint Planning d. Burn-down chart

B, C Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective are "formal opportunities for inspecting and adapting", and are considered "feedback loops".

Which two of the following may be done in the Sprint Retrospective meeting? a. Discuss the next Sprint goal b. Discuss the timeboxed duration of Sprints c. Discuss the composition of the team d. Discuss the Product Backlog items for the next Sprint e. Refining the Product Backlog

B, C Sprint Retrospective is about the way we work. It's about the things that affect the product, but we don't discuss the product directly. In general, it's about the context, not the content. For example, we can talk about the way Product Backlog is refined, but we won't refine the Product Backlog in the Sprint Retrospective meeting.

Which three statements show the result of changing Scrum terminology while implementing it in the organization? a. It's necessary to tailor Scrum to suit the project. b. Management may feel less enthusiastic about the change. c. The change might not be obvious to everyone, and therefore very little change actually happens. d. The change might not be obvious to everyone, and some benefits may be lost. e. They will get better results adopting Scrum this way.

B, C, D Scrum is a simple framework rather than a comprehensive methodology, and it contains only the necessary minimums that you need in every project. So, instead of a normal tailoring, you will follow everything that is described in Scrum, and suit it to your project by the practices and techniques that you add; e.g. Planning Poker, Pair-Programming, and Test-Driven Development. When it comes to terminology, Scrum.org believes that it's better if you don't change them, for the reasons that you see in the answers.

Which three of the following are feedback loops in Scrum? a. Product Backlog Refinement b. Daily Scrum c. Sprint Planning d. Release Planning e. Sprint Review

B, C, E Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective are "formal opportunities for inspecting and adapting", and are considered "feedback loops".

Which three statements are correct when four teams are working on a product? a. There is only one Sprint Backlog each Sprint. b. There can be multiple Scrum Masters. c. There is only one Product Backlog. d. There is only one Definition of Done. e. There can be multiple Product Owners. f. There is only one Product Owner.

B, C, F When there are n teams in the project (working on one product), there are: 1 Product Backlog n Sprint Backlogs each Sprint one or more Definitions of Done, as long as they are compatible with each other 1 integrated Increment each Sprint 1 Product Owner n Scrum Master roles which can be occupied by 1 or more Scrum Masters

What are two good ways to handle security concerns? a. Dedicate a certain portion of the team capacity to working on those concerns. b. Add them to the Definition of Done. c. Get help from responsible departments to ensure those concerns. d. Add them to the Product Backlog.

B, D

Which two of the following actions may a Scrum Master take in starting up a project? a. Ask the team to work together and prepare a complete Product Backlog. b. Ask the Development Team members to introduce themselves to each other and tell about their skills and background. c. Ask the development managers to introduce their departments and capabilities. d. Ask the Development Team to discuss and identify the way they are going to develop the product. e. Ensure that team members have clear roles and responsibilities.

B, D

Which two of the following are benefits of self-organization? a. Increased cross-functionality b. Increased buy-in c. Increased respect d. Increased creativity e. Increased predictability

B, D

Which two of the following can be considered real outputs of the Sprint? a. A plan for the next Sprints b. A few Done features that are added to the previous version of the software c. UML diagrams d. A piece of software that is usable by the end users

B, D A real output is the Increment: a piece of working software that is Done based on the Definition of Done. From a wider perspective, you can also consider the feedback that is generated by the customer and the improvements you plan in the Sprint Retrospective as real outputs; but a question like this is focused on checking if you can distinguish DONE items from technical tasks; the former is valuable for us, while the latter is just the means.

Which two of the following should NOT change during the Sprint? a. Product Backlog b. Expected quality c. Sprint Backlog d. Composition of the team

B, D Did you notice the word "not" in the question? Those that stay fixed during the Sprint are needed to avoid distractions, and create a more productive environment. After all, Sprints are not so long that they create problems.

Which two statements are correct about the number of Product Owners when there are three products being developed using Scrum? a. There should be one Product Owner for each product. b. There can be a single Product Owner for all products. c. There should be a single Product Owner for all products. d. There can be a different Product Owner for each product.

B, D The basic rule in Scrum.org is that when there is one product (=one project) you should have only one Product Backlog and one Product Owner, even if there are multiple teams working on the project. However, this question is about multiple products (=multiple projects). In this case, there are 3 Product Owner positions in these projects, which can be occupied by three different people, or two, or one, since Product Owners don't have to work full-time on one project.

Which three Scrum values are demonstrated by focusing on the most valuable items first? a. Adaptation b. Courage c. Trust d. Focus e. Respect

B, D, E Scrum values are commitment, courage, focus, openness, and respect.

The Product Owner is not collaborating with the developers during the Sprint. Which two of the following actions would you choose as the Scrum Master? a. Talk to the functional manager of the Product Owner. b. Bring up the issue in the next Sprint Retrospective. c. Nominate someone else as the proxy Product Owner. d. Cancel the Sprint and start training the Product Owner. e. Coach the Product Owner to understand why collaboration is important in Scrum and how it can affect the value of the product.

B, E

Which two of the following is correct about the length of Sprints? a. Sprint length is set during Sprint Planning, and is long enough to develop all items in the Sprint Backlog. b. It's preferred to have Sprints with the same length. c. Depends on the position of the stars ;) d. Sprint length is set during Sprint Planning, and is long enough for programming and testing all items, but not for integrating them. e. All Sprints must be one month or less.

B, E (b) We don't change the timeboxed duration of Sprints on an ad hoc basis; maybe just a few times, based on what we've learned from the project. (e) One month is the maximum timeboxed duration for Sprints in Scrum.

Which two of the following are timeboxed? a. Release Retrospective b. Sprint Retrospective c. Product Backlog Refinement d. Sprint testing e. Sprint Planning

B, E The events (Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective) are timeboxed.

Which three statements are correct when four teams are working on a product? a. There is only one Sprint Backlog each Sprint. b. There are multiple Sprint Backlogs each Sprint. c. There can be multiple Product Owners. d. There is only one Definition of Done. e. There is only one Product Backlog. f. There can be multiple Scrum Masters.

B, E, F

Which three of the following may be done in the Sprint Retrospective meeting? a. Calculate Velocity b. Discuss tools used to communicate with remote team members c. Discuss the Product Backlog items for the next Sprint d. Refining the Product Backlog e. Discuss the timeboxed duration of Sprints f. Discuss the Definition of Done

B, E, F Sprint Retrospective is about the way we work. It's about the things that affect the product, but we don't discuss the product directly. In general, it's about the context, not the content. For example, we can talk about the way Product Backlog is refined, but we won't refine the Product Backlog in the Sprint Retrospective meeting.

Which two statements are correct about Product Backlog Refinement? a. Normally, it doesn't take more than 10% of the Product Owner's time. b. Normally, it doesn't take more than 10% of the developers' time. c. It can take as much time as needed. d. Normally, it shouldn't take more than 10% of the Scrum Team's time. e. It should be timeboxed for 8 hours or less. f. Multiple teams may participate in it.

B, F

The Development Team cannot forecast how much work they can do in the upcoming Sprint, because of uncertainties in the Product Backlog that the Product Owner is not able to overcome. What two actions should the Scrum Master recommend? a. Cancel the Sprint and start the next one when the items are clear. b. Invite everyone to discuss this problem in the next Sprint Retrospective and try to find a solution. c. Ask the developers to come up with their best guess and do not worry about the capacity. d. Extend the duration of Sprint Planning and ask them to discuss the items more and get into agreement. e. Cancel the Sprint Planning meeting, give them some time to prepare, and then hold another Sprint Planning.

B. C

A Scrum Master is introducing Scum to a new Development Team. The Development Team has decided that a retrospective is unnecessary. What action should the Scrum Master take?

Being facilitating productive and useful retrospectives

role of BA

Business analysis is a key part of this product owner team and also, as you rightly mention, within the development team. 1. During a Sprint, BAs work on analyzing requirements for the Sprint(s) to follow. They do however actively support the Scrum team in case of (business related) questions/misunderstandings, etc. in the current Sprint. 2. Thus, BAs are not part of the core Scrum team, but rather part of the project team as a whole. This is because they are not working on the same context/goal within a Sprint. They are doing analysis for future Sprint(s), while the Scrum team works on items that have already been analyzed earlier (if not fully, at least at a great extent). 3. BAs work in analyzing requirements for future Sprint(s) is facilitated by the so called "backlog grooming cycles" that take place in parallel to the "Sprint cycles". BA to PO 1. Help the sponsor and product owner define and articulate the business problem and product vision 2. Elicit requirements using a variety of techniques, including facilitating cross-functional requirements workshops 3. Assist the product owner in developing user stories and the associated acceptance criteria so the delivery team will know when they're done. These criteria need to be more complete than, for example, "the order has been placed." I have found that creating specific criterion tends to be difficult for product owners. Trace user stories to business objectives and the product vision and throughout the sprint to ensure it's actually been delivered as imagined. Model the "as-is" and "to-be" business processes. Model the expected system interactions, particularly when software is being developed. Look for gaps in data requirements between what is in place and what is needed. Model the data requirements or work with the appropriate people to ensure that the data will support the new solution. Create mock-ups of the new user interfaces. Support the product owner by discussing business and technical impacts of and dependencies related to priority decisions. Assess how ready the organization is to accept the change.

What is the primary way a Scrum Master keeps a Development Team working at its highest level of productivity?

By facilitating Development Team decisions and removing impediments

How do changes in the project environment impact the Product Backlog? a. There's no effect on the Product Backlog. b. The old baselined Product Backlog would be saved, and a new one would be created for the rest of the project. c. It evolves to reflect the changes d. The Product Backlog should be kept high-level enough to tolerate such changes.

How is budgeting done in Scrum? a. Budgeting is done based on the initial Product Backlog. b. Usually every day c. Ideally revised each Sprint to ensure value is being delivered. d. Scrum doesn't need a budgeting system.

How many hours per day should a Development Team member work? a. At least 6 ideal man-hours b. Between 6 and 16 hours, depending on the situation c. At a constant pace d. As much as needed for realizing the Sprint Backlog items by the end of the Sprint

Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. Three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation.**The three pillars of empirical process control are: A) Respect For People, Kaizen, Eliminating Waste B) Planning, Demonstration, Retrospective C) Inspection, Transparency, Adaptation D) Planning, Inspection, Adaptation E) Transparency, Eliminating Waste, Kaizen

Teams typically go through some steps before achieving a state of increased performance. Changing membership typically reduces cohesion, affecting performance and productivity in the short term.**Development Team membership should change: A)Every Sprint to promote shared learning. B) Never, because it reduces productivity. C) As needed, while taking into account a short term reduction in productivity. D) As needed, with no special allowance for changes in productivity.

The Product Owner is not collaborating with the developers during the Sprint. What would you do as the Scrum Master? a. Cancel the Sprint and start training the Product Owner. b. Talk to the functional manager of the Product Owner. c. Bring up the issue in the next Sprint Retrospective. d. Nominate someone else as the proxy Product Owner.

The Sprint Backlog makes visible all the work that the _________ identifies as necessary to meet the Sprint Goal. a. Scrum Master b. Scrum Team c. Development Team d. Product Owner

What do we do with Done items when the Sprint is cancelled? a. They should be moved to the next Sprint Backlog. b. They should be moved back to the Product Backlog, and will be taken care of in future Sprints. c. They will be reviewed, and if they are potentially releasable, the Product Owner typically accepts them.

What does a burn-down chart measure? a. The amount of business value delivered to the customer b. Cost of the project across time c. Work remaining across time d. Work that is done based on the Definition of Done

What happens to the Done Product Backlog items when the Sprint is cancelled? a. They should be moved back to the Product Backlog, and will be taken care of in future Sprints. b. They should be moved to the next Sprint Backlog. c. They will be reviewed, and if they are potentially releasable, the Product Owner typically accepts them.

When does a Scrum Master cancel a Sprint? a. When the Sprint Goal becomes obsolete b. When the forecast shows that we can't finish many of the items in the Sprint Backlog c. The Scrum Master doesn't have the authority to cancel the Sprint. d. When not enough resources are available for the project

When is the Sprint over? a. When the Sprint Backlog tasks are done b. When the Scrum Master announces the end of the Sprint c. When the Product Owner cancels the Sprint d. When the Product Owner announces the end of the Sprint

When should we release the product? a. At the end of each Sprint b. When the Increment is releasable c. When the Product Owner finds it appropriate d. When the Increment is free of defects

Which of the following best describes Sprint Review? a. A demo at the end of the Sprint for everyone in the organization to see the Increment. b. A formal meeting to receive approval of the customer for the Increment c. An inspection of the Increment to collect feedback and see what to do in the next Sprint d. It's a controlling mechanism for evaluating the work of the developers.

Which of the following best describes Sprint Review? a. It's a controlling mechanism for evaluating the work of the developers. b. A formal meeting to receive approval of the customer for the Increment c. An inspection of the Increment to collect feedback and see what to do in the next Sprint d. A demo at the end of the Sprint for everyone in the organization to see the Increment.

Which of the following best describes transparency? a. The whole process should be visible to everyone. b. The whole process should be visible to stakeholders. c. Significant aspects of the process must be visible to those responsible for the outcome. d. The process should be visible, and understood by key stakeholders.

Which of the following can be considered a real output of the Sprint? a. A user interface layout that is designed for the whole solution b. New features that are ready for integration c. An Increment of working software d. A document that describes the architecture of the software and can be used by the developers in the rest of the project

Which of the following is NOT correct about the Scrum Master role? a. Makes sure that the Development Team has Daily Scrums b. Helps the organization implement Scrum c. Decides about engineering and development methods d. Facilitates the meetings as required or requested

Which of the following is NOT required by Scrum? a. Having timeboxed events b. Sprint Retrospectives c. Burn-down charts d. Definition of Done

Which of the following may change during the Sprint? a. Composition of the team b. Sprint Goal c. Product Backlog d. Expected quality

Which statement best describes the Product Backlog? a. Contains only small and clear items. b. It's used to create the project plan. c. The customer's change requests are reflected in it. d. Provides just enough information to enable the developers to design the product.

Which statement does NOT explain when an item is considered complete? a. When it can be part of a potentially releasable Increment b. When everything is Done based on the Definition of Done c. When the customer approves its completeness d. When it's potentially usable for the end users, if it becomes part of the Increment

Who is responsible for maximizing the value of the product? a. The Solution Architect b. The Development Team c. The Product Owner d. The Team Leader e. The Project Manager f. The whole Scrum Team

Who owns the Product Backlog? a. The whole Scrum Team b. The Development Team c. The Product Owner d. The Scrum Master

Who owns the Sprint Backlog? a. The whole Scrum Team b. The Scrum Master c. The Development Team d. The Product Owner

Which of the following is correct about the whole Scrum Team role? a. Measures the performance of the Sprint b. Makes changes to the Definition of Done c. Is designed in a way to maximize flexibility d. Is responsible for maximizing the value of the product

C The team model in Scrum is designed to optimize flexibility, creativity, and productivity.

When does a Development Team cancel a Sprint? a. When not enough information is available for the items in the Sprint Backlog b. When the Sprint Goal becomes obsolete c. The Development Team doesn't have the authority to cancel the Sprint. d. When not enough resources are available for the project

C It's done by the Product Owner.

Who estimates the Product Backlog items? a. Stakeholders b. The Team Leader c. The Development Team d. The Business Analyst e. The Solution Architect f. The Scrum Master

C "Estimate" is about estimating size, unless otherwise specified.

What should the developers do when they have trouble delivering an item, because they don't understand it? a. Complete as much of the item as possible, and use it in the Sprint Review meeting to create a better understanding of what is needed. b. Ask the Scrum Master to remove this impediment. c. Collaborate with the Product Owner to see what's possible and desirable. d. Defer the item to the next Sprint.

C (c) The Product Owner is responsible for explaining the items.

What's the role of the Scrum Master during Sprint Retrospective? a. Summarize and report the results of the meeting to stakeholders b. They should not participate in this meeting c. Participate as a Scrum Team member d. To answer questions of the developers

C All three roles participate in the Sprint Retrospective, and they work together to see how they can improve the way they work in the next Sprint.

What's the role of the Scrum Master during Sprint Retrospective? a. They should not participate in this meeting b. Summarize and report the results of the meeting to stakeholders c. Participate as a Scrum Team member d. To answer questions of the developers

C All three roles participate in the Sprint Retrospective, and they work together to see how they can improve the way they work in the next Sprint.

Which statement is correct about the Sprint Backlog? a. It has no detail. b. It has all the details. c. It has just enough detail.

C Both Sprint Backlog and Product Backlog evolve during their lives, and the amount of information grows as time passes. So, at each point in time, they don't have as much detail as they will have in the future (also imaginary future). On the other hand, we never add all the details there. For example, it's common to say that a User Story doesn't provide all the information, but is an excuse for people involved in the project to have communications around a certain topic. The details are in those communications, and are not completely captured in the backlog

Which of the following is LEAST likely to be used by a Scrum team? a. Digital camera, task board b. Large screen, Planning Poker cards c. WBS, Gantt Chart d. Wiki, online forum

C Did you notice the word "least" in the question? WBS and Gantt Chart are mainly used in planning predictive projects rather than adaptive (Agile) ones.

Which of the following is NOT a mandatory element in Scrum? a. Sprint Retrospectives b. Daily Scrums c. Face-to-face communications d. Progress measurement

C Did you notice the word "not" in the question? Only the roles, events, and artifacts (+ Definition of Done and progress measurement) are mandatory.

Which of the following is NOT a mandatory element in Scrum? a. Timeboxing the events b. Sprint Retrospectives c. Burn-down charts d. Sprint Reviews

C Did you notice the word "not" in the question? Only the roles, events, and artifacts (+ Definition of Done and progress measurement) are mandatory.

Which element is NOT an attribute of Product Backlog items? a. Description b. Estimate c. Owner d. Value

C Did you notice the word "not" in the question? There are 3 pieces of information in each Product Backlog item: the description (in the form of a User Story, or otherwise), value, and estimate (i.e. estimated size). The ownership of items is shared, therefore, there's no need to record it in the item.

Which of the following describes the relationship between the Product Backlog and changes in the project environment? a. The Product Backlog should be kept high-level enough to tolerate such changes. b. The old baselined Product Backlog would be saved, and a new one would be created for the rest of the project. c. It evolves to reflect the changes d. There's no effect on the Product Backlog.

C E.g. there's a new regulation, and you have to comply with it in your software. You investigate the regulation and create new items that cover it, and you may also change some of the existing items.

Who is responsible for engaging stakeholders? a. The Project Manager b. The Development Team c. The Product Owner d. The Scrum Master

C Engagement of stakeholders is mostly about and around the Product Backlog items, and at least indirectly, about the value created in the project. That's why this is mainly the responsibility of the Product Owner to keep them engaged.

The Development Team is ready to start the first Sprint, but the Product Backlog is not ready yet. What should the Product Owner do? a. Let the Sprint begin, but only with the goal of completing the Product Backlog. b. Ask the developers to help you refine the Product Backlog instead of starting the first Sprint. c. Let the team start the first Sprint, and continue refining the Product Backlog.

C First, remember that the Product Backlog is never complete, and you don't have to wait until you have everything in the Product Backlog to start the first Sprint. However, this question says that the backlog is not "ready", which probably means that the items at the top are too large and/or unclear. Again, having unready items is not a reason to wait (still undesirable though); you can refine them during the Sprint.

Who is responsible for explaining the Product Backlog items? a. The Development Team is self-organized and has to talk to anyone necessary, and find out the meanings of items. b. Scrum Master c. Product Owner d. Business Analyst e. Customer

C It's one of the responsibilities of the Product Owner to explain the items and make sure that everyone has the right understanding.

What is the role of Management in Scrum? A) Continually monitor staffing levels of the Development Team. B) Monitor the Development Team's productivity. C) Support the Product Owner with insights and information into high value product and system capabilities. Support the Scrum Master to cause organizational change that fosters empiricism, self-organization, bottom-up intelligence, and intelligent release of software. D) Identify and remove people that aren't working hard enough.

C Management has no active role in the actual product development through Scrum. However, management external to the Scrum team is incredibly important in setting the vision and strategy to guide the overall direction of the organization.

Which of the following is not allowed in Scrum? a. Release Planning b. Using User Stories c. Sprint Zero d. Using Story Points

C Not allowed; preparing the tools and infrastructure is done gradually during normal Sprints. Otherwise, it will block adaptation and generation of value.

Who decides when to release the product? a. The Customer b. The Scrum Master c. The Product Owner d. The Development Team

C Others, including the customer, have a say in this, but the main responsibility belongs to the Product Owner.

How much time is needed between a Sprint Retrospective and the next Sprint Planning to prepare the Product Backlog? a. As much as the Product Owner finds necessary b. Maximum 10% of the duration of Sprints c. Nothing d. 8 hours in a one-month Sprint

C Product Backlog Refinement happens continuously, and each Sprint begins immediately after the previous one. Each Sprint starts immediately after the previous one; there's no space between the two.

What type of test should be done during the Sprint? a. All tests, except for user acceptance tests b. Unit tests c. Every type of test d. All tests, except for integration tests

C Remember that the Increment has to be "Done", and potentially releasable. It means that all tests should be done.

What type of test should be done during the Sprint? a. Unit tests b. All tests, except for user acceptance tests c. Every type of test d. All tests, except for integration tests

C Remember that the Increment has to be "Done", and potentially releasable. It means that all tests should be done.

What is a proper role of a PMO in a company that uses Scrum? a. The PMO will be responsible for making higher level decision in the project. b. The PMO should manage and help the Product Owners. c. Manage portfolios and programs and facilitate the application of techniques that complement Scrum.

C Remember that there are limits to the self-organization of the team, and the important thing is to have power within the borders of the project. However, each project is run in a wider organization with multiple levels of management that impact the project, and it's not possible or even acceptable to reject that structure, as long as it doesn't block internal self-organization of the team.

The three pillars of empirical process control are: A) Respect For People, Kaizen, Eliminating Waste B) Planning, Demonstration, Retrospective C) Inspection, Transparency, Adaptation D) Planning, Inspection, Adaptation E) Transparency, Eliminating Waste, Kaizen

C Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. Three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation.

When many Development Teams are working on a single product, what best describes the definition of "Done?" A) Each Development Team defines and uses its own. The differences are discussed and reconciled during a hardening Sprint. B) Each Development Team uses its own but must make their definition clear to all other teams so the differences are known. C) All Development Teams must have a definition of "Done" that makes their combined work potentially releasable. D) It depends.

C Scrum requires an Increment to be releasable. This is an Increment of product. Many teams working on a single product are expected to deliver such an Increment.

Which of the following is not allowed in Scrum? a. Using Story Points b. Release Planning c. Hardening Sprints d. Refactoring

C Some concepts are mandatory; e.g. Sprint Retrospective. Some are not mandatory, but allowed; e.g. using User Stories. Some are not allowed; e.g. Sprint Zero. It's important not to mix the "not mandatory, but allowed" with the "not allowed".

The Development Team realizes that they have over-committed themselves for the Sprint. How should they review and adjust the work? a. They shouldn't make any changes to the Sprint Backlog. b. They should ask the Product Owner to cancel the Sprint. c. They can get help from the Product Owner to adjust the Sprint Backlog. d. They can make any adjustments by themselves, because they own the Sprint Backlog.

C Some people think that a successful team is one that can complete all the work in the Sprint Backlog, but this is not true. To the contrary, it probably means they are too conservative in the number of items they select for the Sprint, which in turn may reduce their productivity because of the Parkinson's Law and the Student Syndrome. Nothing bad happens if some items are not done by the end of the Sprint, and no one should blame the team; the Sprint Backlog is just a rough estimate of what they can do.

How often should the composition of the team change? a. As needed, without a need to be concerned about changes in productivity b. Every Sprint, to encourage creativity and openness c. As needed, considering that it will have a short-term reduction in productivity d. Never, because it reduces productivity

C Sometimes you will see questions like this in the exam. You may know that the composition of the team should not change during the Sprint, yet, the correct choice here may imply that. Well, it is up to you to interpret it in a way that it doesn't mean such a thing! So, the precise statement would be "As needed, so long as it's not in the middle of the Sprint, and we consider that it may have a short-term reduction in productivity".

Which of the following may be done in the Sprint Retrospective meeting? a. Refining the Product Backlog b. Calculate Velocity c. Discuss the timeboxed duration of Sprints d. Discuss the Product Backlog items for the next Sprint

C Sprint Retrospective is about the way we work. It's about the things that affect the product, but we don't discuss the product directly. In general, it's about the context, not the content. For example, we can talk about the way Product Backlog is refined, but we won't refine the Product Backlog in the Sprint Retrospective meeting.

Development Team membership should change: A)Every Sprint to promote shared learning. B) Never, because it reduces productivity. C) As needed, while taking into account a short term reduction in productivity. D) As needed, with no special allowance for changes in productivity.

C Teams typically go through some steps before achieving a state of increased performance. Changing membership typically reduces cohesion, affecting performance and productivity in the short term.

The customer goes to the Development Team in the middle of a Sprint, and asks them to add an important item to the Sprint Backlog. What should they do? a. Add the item to the current Sprint Backlog. b. Replace one of the existing items in the Sprint Backlog with the new one. c. Refer the customer to the Product Owner. d. Reject the request.

C The Product Owner is the person responsible for the items and the order in which they are developed.

Which role is the equivalent of project manager in Scrum? a. Product Owner b. Team Leader c. None of them d. Scrum Master e. Development Team

C There's no project manager role in Scrum, and it's not allowed to add new role to the existing three. Also, none of those three roles are the equivalent of a project manager; project management activities are distributed among all of them. This is only about the project level; you can always have higher management levels (e.g. program management), and those "can" be compatible with what you do in your Scrum projects.

On average, items on the Product Backlog tend to be _____ a. Smaller than those on the Sprint Backlog b. The same size as those on the Sprint Backlog c. Larger than those on the Sprint Backlog

C This is how it works: When you first add the items in the Product Backlog, you don't have to break them down into very small and clear items, because it's a form of upfront planning. Some of them may be very large. When you order the items, if they are at the top of the list, you have to make them clear, and make sure they can fit into one Sprint; therefore, you will break them down into smaller items. Some of those child items may remain at the top, and some may go down. Nevertheless, because of this way of refining, the items at the top of the Product Backlog are on average smaller than those at the bottom. On the other hand, items in the Sprint Backlog come from the top of the Product Backlog, therefore, we can say that the items in the Sprint Backlog are, on average, smaller than items on the Product Backlog.

When is it time to integrate the code? a. At the end of each Sprint b. At the end of the project c. Frequently, during the Sprint d. Before each release

C You can't know if the code will work properly, unless you integrate it with the rest of the code. That's why we have continuous integration in Agile, which can happen multiple times a day.

Which statement best describes Scrum? A) A complete methodology that defines how to develop software. B) A cookbook that defines best practices for software development. C) A framework within which complex products in complex environments are developed. D) A defined and predictive process that conforms to the principles of Scientific Management.

C Scrum is not a process or a technique for building products; rather, it is a framework within which you can employ various processes and techniques.

The Development Team should have all the skills needed to: A) Complete the project as estimated when the date and cost are committed to the Product Owner. B) Do all of the development work, except for specialized testing that requires additional tools and environments. C) Turn the Product Backlog items it selects into an increment of potentially releasable product functionality.

C The Development Team consists of professionals who do the work of delivering a potentially releasable Increment of "Done" product at the end of each Sprint. Development Teams are cross-functional, with all of the skills as a team necessary to create a product Increment.

What are some shortcomings of code coverage as a measurement for how well a system or product is tested?

C) Could create incentives to write tests that simply increase code coverage, rather than tests that find bugs without increasing coverage. D) Code coverage does not necessarily provide functional coverage. E) Code coverage does not ensure that the most important or highest risk areas of the code are being exercised by tests.

Which two of the following are correct about the Scrum Master role? a. Estimates the Product Backlog items b. Is cross-functional c. Removes impediments d. Helps the organization implement Scrum e. May add new work to the Sprint Backlog during the Sprint

C, D

Which two of the following are outputs of the Sprint Planning meeting? a. Estimations for the sizes of items b. Resource assignment c. Tasks d. Items selected from the Product Backlog e. Order of items in the Product Backlog

C, D

Which two of the following are required by Scrum? a. Having full-time developers b. Story Points c. Having timeboxed events d. Definition of Done e. Release planning

C, D

Which two of the following should be considered in setting the timeboxed duration of Sprints? a. It should be longer in bigger projects. b. It should be shorter when there are more developers. c. It shouldn't be longer than one month. d. It's better to have shorter Sprints when the project is riskier. e. It shouldn't be longer than 6 weeks.

C, D

Which two statements are correct about Daily Scrums? a. It's facilitated by the Scrum Master. b. Developers must answer the 3 standard questions during the meeting. c. It's held at the same time and place every day. d. Only the developers participate in the meeting. e. The Product Owner should attend the meeting.

C, D

Which two statements explain the benefits of having tests in the Definition of Done? a. It defines when the Increment should be released. b. It makes reporting easier for the Project Manager. c. Increments would be closer to potentially releasable. d. Increases transparency of the Increments.

C, D

Which two statements are correct about an item that is in-progress at the end of the Sprint? a. Put it in the next Sprint Backlog. b. It can be added to the Increment if the customer accepts it. c. Do not include it in the Increment. d. Move it back to the Product Backlog. e. Consider the complete part of the item in velocity calculation and then create a new item in the Product Backlog for the remaining work

C, D (c) Everything in the Increment must be Done; i.e. 100% DONE!

Which two of the following are outputs of the Sprint Planning meeting? a. Estimations for the sizes of items b. Resource assignment c. Tasks d. Sprint Goal e. Order of items in the Product Backlog

C, D (c) Remember that only some of the tasks are created during Sprint Planning, the rest are created during the Sprint.

The Development Team cannot forecast how much work they can do in the upcoming Sprint, because of uncertainties in the Product Backlog that the Product Owner is not able to overcome. What two actions should the Scrum Master recommend? a. Cancel the Sprint Planning meeting, give them some time to prepare, and then hold another Sprint Planning. b. Cancel the Sprint and start the next one when the items are clear. c. Invite everyone to discuss this problem in the next Sprint Retrospective and try to find a solution. d. Ask the developers to come up with their best guess and do not worry about the capacity. e. Extend the duration of Sprint Planning and ask them to discuss the items more and get into agreement.

C, D It's fine! You just pick a number of items. If it was not enough, you can pick more later. If it was too many, you will just deliver as many as you can. Nothing bad happens if you don't deliver all items in the Sprint Backlog. The goal is to generate value, not to develop all items in the backlog.

Which two of the following are formal opportunities for inspecting and adapting? a. Release Planning b. Burn-down chart c. Sprint Planning d. Daily Scrum

C, D Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective are "formal opportunities for inspecting and adapting", and are considered "feedback loops".

Which three statements are correct when four teams are working on a product? a. There is only one Sprint Backlog each Sprint. b. There can be multiple Product Backlogs. c. There can be multiple Definitions of Done. d. There are multiple Sprint Backlogs each Sprint. e. There is only one Product Backlog. f. There can be multiple Product Owners.

C, D, E When there are n teams in the project (working on one product), there are: 1 Product Backlog n Sprint Backlogs each Sprint one or more Definitions of Done, as long as they are compatible with each other 1 integrated Increment each Sprint 1 Product Owner n Scrum Master roles which can be occupied by 1 or more Scrum Masters

Which two statements are correct about an item that is in-progress at the end of the Sprint? a. Demonstrate it in the Sprint Review meeting, if the item is presentable in its current state. b. It can be added to the Increment if the customer accepts it. c. Do not include it in the Increment. d. It can be added to the Increment if the user acceptance tests are done. e. Move it back to the Product Backlog.

C, E

Which two statements are correct about an item that is in-progress at the end of the Sprint? a. The Sprint will be extended until we complete the item. b. Put it in the next Sprint Backlog. c. Move it back to the Product Backlog. d. It can be added to the Increment if the customer accepts it. e. Do not include it in the Increment.

C, E

What are the three questions of the Daily Scrum? a. What problems did I have yesterday? b. Are we able to deliver all Sprint Backlog items by the end of the Sprint? c. What work am I going to do today to help the team achieve its goal? d. How many hours did I spend on the project yesterday? e. What impediments are in my way or in the way of the team? f. What work did I do yesterday to help the team achieve its goal?

C, E, F It's not mandatory to use these questions, but very common and recommended.

3 C's of agile

Card - write a story card Conversation - collaboration meetings to get more understanding of the cards Conformation - wrting dod and acc criteria

Product Backlog Refinement Purposes

Clarifying items on the Product Backlog that are too unclear to start work on. This is preferably done directly with the people you're building the items for (the stakeholders); Breaking down items that are too big to pull into a Sprint (which generally also means that they're too unclear); Re-ordering the Product Backlog as needed to make the upcoming Sprints as smooth and valuable as possible; Adding or removing items from the Product Backlog as new insights emerge; Estimating the effort involved in implementing particular items. This does not have to be as 'formal' as assigning story points (an optional practice in Scrum), T-shirt sizes or whatever sizing technique you use. A gut feeling ("Yeah, we know well enough what needs to be done and it feels doable in a Sprint") is fine too;

What is the key concern when multiple Development Teams are working from the same Product Backlog?

Clear definition of requirements.

What is the Product Owner accountable for in Scrum?

Clearly expressing a Product Backlog that maximizes value and represents the needs of the stakeholders

What does Code Coverage show?

Code being exercised by tests

When a Development Team is having trouble delivering a working Increment because they don't understand a functional requirement, what should they do?

Collaborate with the Product Owner to determine what is possible and acceptable

Five new Scrum Teams have been created to build one product. A few of the developers on one of the Development Teams ask the Scrum Master how to coordinate their work with the order teams. What should the Scrum Master do?

Collect the Sprint tasks from the teams at the end of their Sprint Planning and merge that into a consolidated plan for the entire Sprint.

A Scrum project is supposed to have two releases: one in the middle and the other at the end of the project. Which of the following statements is correct? a. Increments that are created before each release should be releasable. b. Increments are created for investigation and adaptation; they don't have to be releasable. c. It depends on the operations' preference. d. All increments should be releasable.

A Sprint can be cancelled before the Sprint time-box is over. A Sprint would be cancelled if the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change.**When might a Sprint be abnormally cancelled? A) When it becomes clear that not everything will be finished by the end of the Sprint. B) When the Development Team feels that the work is too hard. C) When the sales department has an important new opportunity. D) When the Sprint Goal becomes obsolete.

A new Sprint starts immediately after the conclusion of the previous Sprint.**When does the next Sprint begin? A) Next Monday. B) Immediately following the next Sprint Planning. C) When the Product Owner is ready. D) Immediately after the conclusion of the previous Sprint.

An organization has decided to adopt Scrum, but management wants to change the terminology to fit with terminology already used. What will likely happen if this is done? A) Without a new vocabulary as a reminder of the change, very little change may actually happen. B) The organization may not understand what has changed with Scrum and the benefits of Scrum may be lost. C) Management may feel less anxious. D) All answers apply.

The Product Owner is the sole person responsible for managing the Product Backlog.**Who has the final say on the order of the Product Backlog? A)The Stakeholders B)The Development Team C)The Scrum Master D)The Product Owner E)The CEO

What does a trend line through a release burn-down chart indicate? a. When the project will likely finish, if the team develops with a speed equal to the last Sprint b. When the remaining work is supposed to be finished c. The budgeted cost of the project d. When the remaining work will likely be completed if nothing changes in the Product Backlog or the Development Team

What's the timeboxed duration of Sprints? a. One month b. Between two and six weeks c. Maximum a couple of months d. Maximum one month

When does a Product Owner cancel a Sprint? a. When there's an unsolved technical dependency b. When not enough information is available for the items in the Sprint Backlog c. When not enough resources are available for the project d. When the Sprint Goal becomes obsolete

When does a customer cancel a Sprint? a. When not enough information is available for the items in the Sprint Backlog b. When there's an unsolved technical dependency c. When not enough resources are available for the project d. The customer doesn't have the authority to cancel the Sprint.

Which Scrum value is demonstrated when we continuously show the correct performance on a burn-down chart that everyone can see? a. Inspection b. Earned Value c. Cross-functionality d. Openness

Which artifact contains a plan for realizing the Sprint Goal? a. Product vision b. Product Backlog c. Sprint Goal itself d. Sprint Backlog

Which of the following best describes Sprint Review? a. It's a celebration at the end of the Sprint to appreciate the work of the developers. b. A demo at the end of the Sprint for everyone in the organization to see the Increment. c. It's a controlling mechanism for evaluating the work of the developers. d. An inspection of the Increment to collect feedback and see what to do in the next Sprint

Which of the following can be considered a real output of the Sprint? a. A plan for the next Sprints b. A user interface layout that is designed for the whole solution c. New features that are ready for integration d. A piece of software that is usable by the end users

Which of the following is a formal opportunity for inspecting and adapting? a. Release Planning b. Burn-down chart c. Product Backlog Refinement d. Daily Scrum

Which output of Sprint Planning provides overall direction for the Sprint? YoursExpected a. Product Vision b. Sprint Backlog c. Release Plan d. Sprint Goal

Who is responsible for engaging stakeholders? a. The Project Manager b. The Development Team c. The Scrum Master d. The Product Owner

Who's normally involved in Product Backlog Refinement? a. Product Owner b. Development Team and customer c. Scrum Master and Development Team d. Product Owner and Development Team

How much time does the Product Owner spend on Product Backlog Refinement? a. Usually not more than 10% of their time b. Not more than 30% of their time c. Usually not more than 5% of their time d. As much as needed

D (a) Remember that it's the developers who usually spend not more than 10% of their time on refining the backlog; the Product Owner usually spends more time on that.

How would you know if a Development Team is cross-functional? a. Each developer is expert in all technical layers of the system. b. They can do Pair-Programming if they decide to. c. They can do Test Driven Development if they decide to. d. They can create releasable Increments each Sprint.

D (d) Cross-functional: they must have all skills needed to create a releasable Increments every Sprint. A cross-functional team is one that has all types of expertise that is required to develop the product. Note that this is about the team as a whole, not individual team members.

Which of the following may be done when the team becomes mature enough during the project? a. They may not need a Scrum Master anymore. b. They can release every Sprint. c. They will need longer Sprint Retrospectives. d. Their velocity may increase.

D (d) E.g. they become more comfortable communicating with the customer.

Which statement does NOT explain when an item is considered complete? a. When it can be part of a potentially releasable Increment b. When it's potentially usable for the end users, if it becomes part of the Increment c. When everything is Done based on the Definition of Done d. When the Scrum Master approves it

D (d) Scrum Masters are focused on the context, not the content. Did you notice the word "not" in the question?

All of the following are inputs to Sprint Planning, EXCEPT: a. Velocity b. Previous Increment c. Product Backlog d. Sprint Goal

D (d) The Sprint Goal is created during the Sprint Planning meeting, and therefore, cannot be an input for it. Did you notice the word "except" in the question?

How many developers can there be in a Development Team? a. 5 ± 3 b. 3 to 11 c. 6 ± 4 d. 6 ± 3 e. 4 to 12

D 3 to 9

When might a Sprint be abnormally cancelled? A) When it becomes clear that not everything will be finished by the end of the Sprint. B) When the Development Team feels that the work is too hard. C) When the sales department has an important new opportunity. D) When the Sprint Goal becomes obsolete.

D A Sprint can be cancelled before the Sprint time-box is over. A Sprint would be cancelled if the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change.

When does the next Sprint begin? A) Next Monday. B) Immediately following the next Sprint Planning. C) When the Product Owner is ready. D) Immediately after the conclusion of the previous Sprint.

D A new Sprint starts immediately after the conclusion of the previous Sprint.

The length of a Sprint should be: A) Short enough to keep the business risk acceptable to the Product Owner. B) Short enough to be able to synchronize the development work with other business events. C) No more than one month. D) All of these answers are correct.

D All of these choices are appropriate considerations in determining the length of a Sprint.

Which element is NOT an attribute of Product Backlog items? a. Value b. Estimate c. Description d. Owner

D Did you notice the word "not" in the question? There are 3 pieces of information in each Product Backlog item: the description (in the form of a User Story, or otherwise), value, and estimate (i.e. estimated size). The ownership of items is shared, therefore, there's no need to record it in the item.

At the end of the Sprint, all items are done except for one that is almost done. What should be done with this item? a. It can be added to the Increment if the customer accepts it. b. Put it in the next Sprint Backlog. c. It can be added to the Increment if the user acceptance tests are done. d. Do not include it in the Increment.

D Everything in the Increment must be Done; i.e. 100% DONE!

What's the main reason for the Product Owner to be at the Daily Scrum? a. To participate as a Scrum Team member b. To track changes to the Sprint Backlog. c. To tell developers what to do. d. It's not necessary for them to be in the meeting.

D In general, Daily Scrum is for the Development Team, which means that only the developers "participate" (talk). Others can "attend" (watch), but they won't "participate" (talk). Well, unless it's about a Scrum Master facilitating the meeting (not so common), in which case they will talk a little ;) However, this contribution of the Scrum Master is about the context, not the content.

Who owns the items in the Sprint Backlog? a. The whole Scrum Team b. The Product Owner c. The Scrum Master d. The Development Team e. Individual developers who are working on the item

D Individual developers take responsibility for doing an item, but all developers stay accountable (own).

When is the Sprint over? a. When the Product Owner announces the end of the Sprint b. When all Sprint Backlog items are done c. When the Scrum Master announces the end of the Sprint d. When the timeboxed duration is over

D It's a simple question: you need to know what timeboxing means, and that Sprints are timeboxed. Other than the normal ends of Sprints, the Product Owner also has the authority to cancel a Sprint.

When does a Scrum Master cancel a Sprint? a. When there's an unsolved technical dependency b. When not enough resources are available for the project c. When the Sprint doesn't make sense anymore d. The Scrum Master doesn't have the authority to cancel the Sprint.

D It's done by the Product Owner.

Who is responsible for explaining the Product Backlog items? a. Customer b. The Development Team is self-organized and has to talk to anyone necessary, and find out the meanings of items. c. Business Analyst d. Product Owner e. User representative(s)

D It's one of the responsibilities of the Product Owner to explain the items and make sure that everyone has the right understanding.

Which of the following are correct about the length of Sprints? a. Sprint length is set during Sprint Planning, and is long enough to develop all items in the Sprint Backlog. b. Sprint length is set during Sprint Planning, and is long enough for programming and testing all items, but not for integrating them. c. Depends on the position of the stars ;) d. All Sprints must be one month or less.

D One month is the maximum timeboxed duration for Sprints in Scrum.

Which of the following best describes the way a Product Owner can order the items in the Product Backlog? a. Based on risk; riskier items at the top b. Based on what the customer asks for c. Based on size; larger items at the top d. Based on value; more valuable items at the top

D Recently, Scrum.org considered ordering based on value, priority, risks, and dependencies. However, if you don't have such a choice, the next best answer (the old-fashioned one) is "based on value". Note: priority is different from order; it's something like "high, medium, low", or "must-have, should-have, could-have".

Which of the following best describes the way a Product Owner can order the items in the Product Backlog? a. Based on size; larger items at the top b. Based on what the customer asks for c. Based on size; smaller items at the top d. Based on value; more valuable items at the top

How much time do the developers spend on Product Backlog Refinement? a. As much as needed b. Usually not more than 20% of their time c. Usually not more than 5% of their time d. Usually not more than 10% of their time

D Remember that it's the developers who usually spend not more than 10% of their time on refining the backlog; the Product Owner usually spends more time on that.

How often should the composition of the team change? a. As needed, without a need to be concerned about changes in productivity b. Every Sprint, to encourage creativity and openness c. Never, because it reduces productivity d. As needed, considering that it will have a short-term reduction in productivity

D Sometimes you will see questions like this in the exam. You may know that the composition of the team should not change during the Sprint, yet, the correct choice here may imply that. Well, it is up to you to interpret it in a way that it doesn't mean such a thing! So, the precise statement would be "As needed, so long as it's not in the middle of the Sprint, and we consider that it may have a short-term reduction in productivity".

Which of the following has the most to do with capturing and using lessons learned? a. Product Backlog Refinement b. Sprint Review c. Sprint Planning d. Sprint Retrospective

D Sprint Retrospective is about discussing the way work was done and finding ways to improve it next time; this is mainly about lessons learned.

Which of the following has the most to do with capturing and using lessons learned? a. Sprint Planning b. Sprint Review c. Product Backlog Refinement d. Sprint Retrospective

D Sprint Retrospective is about discussing the way work was done and finding ways to improve it next time; this is mainly about lessons learned.

Who does all the work required for Product Backlog items, to make sure they are potentially releasable? a. The customer b. The Solution Architect c. The whole Scrum Team d. The Development Team e. The Project Manager f. The Development Team and the Product Owner

D The Development Team is cross-functional and does all the work; i.e. they don't need help from people and departments outside the project.

Who has the final say on the order of the Product Backlog? A)The Stakeholders B)The Development Team C)The Scrum Master D)The Product Owner E)The CEO

D The Product Owner is the sole person responsible for managing the Product Backlog.

Which of the following services are appropriate for a Scrum Master in regard to the Daily Scrum? A) Lead the discussions of the Development Team. B) Ensure that all 3 questions have been answered. C) Facilitate in a way that ensures each team member has a chance to speak. D) Teach the Development Team to keep the Daily Scrum within the 15 minute time-box. E) All answers apply.

D The Scrum Master ensures that the Development Team has the meeting, but the Development Team is responsible for conducting the Daily Scrum. The Scrum Master teaches the Development Team to keep the Daily Scrum within the 15-minute time-box. The Scrum Master enforces the rule that only Development Team members participate in the Daily Scrum.

When is a Sprint over? A) When all Product Backlog items meet their definition of done. B) When the Product Owner says it is done. C) When all the tasks are completed. D) When the time-box expires.

D The duration of a Sprint is fixed and cannot be shortened or lengthened.

The CEO asks the Development Team to add a "very important" item to a Sprint that is in progress. What should the Development Team do? A) Add the item to the current Sprint without any adjustments. B) Add the item to the current Sprint and drop an item of equal size. C) Add the item to the next Sprint. D) Inform the Product Owner so he/she can work with the CEO.

D The items selected for a Sprint have been selected as most valuable with the Product Owner. The items serve the Sprint's goal. No changes should be made that endanger the Sprint Goal. No one external to the Scrum Team can force changes on the Development Team (Sprint Backlog) and the Product Owner (Product Backlog).

The performance of the Sprint should be measured at least... a. Before or after each release b. Once a week c. Once per Sprint d. Once a da

D The performance of the project is measured at least once per Sprint, and the Sprint performance is measured daily.

What's the timeboxed duration of Sprint Planning? a. 8 hours b. Maximum 3 hours c. 3 hours d. Maximum 8 hours

D The timeboxed duration of events is as follows: Sprint - Maximum 1 month Daily Scrum - 15 minutes Sprint Planning - 8 hours in a one-month Sprint, and shorter proportionally Sprint Review - 4 hours in a one-month Sprint, and shorter proportionally Sprint Retrospective - 3 hours in a one-month Sprint, and shorter proportionally

How should the Product Owner forecast the completion date? a. It is the responsibility of the Scrum Master to forecast the completion date. b. By using a trend line in the burn-down chart c. By dividing the remaining amount of work in the Product Backlog to the latest calculated velocity d. By any method they find appropriate

D There are different things that can help them in this forecast, but they are all simplified, and the Product Owner has to consider everything and adjust the forecast before presenting it to the stakeholders.

Which role is the equivalent of project manager in Scrum? a. Product Owner b. Team Leader c. Scrum Master d. None of them e. Development Team

D There's no project manager role in Scrum, and it's not allowed to add new role to the existing three. Also, none of those three roles are the equivalent of a project manager; project management activities are distributed among all of them. This is only about the project level; you can always have higher management levels (e.g. program management), and those "can" be compatible with what you do in your Scrum projects.

What does it mean to say that an event has a time-box? A) The event must happen at a set time. B) The event must happen by a given time. C) The event must take at least a minimum amount of time. D) The event can take no more than a maximum amount of time.

D Time-boxed events are events that have a maximum duration.

When is it time to integrate the code? a. Before each release b. At the end of the project c. At the end of each Sprint d. Frequently, during the Sprint

D You can't know if the code will work properly, unless you integrate it with the rest of the code. That's why we have continuous integration in Agile, which can happen multiple times a day.

What is a benefit of having tests in the Definition of Done? a. There's no need to describe tests in the Definition of Done. b. It defines when the Increment should be released. c. It makes it easier for the Scrum Master to measure performance and report progress. d. Increments would be closer to potentially releasable.

D You can't release it unless you've tested the output and are sure it won't create problems in production

The time-box for a Daily Scrum is? A) The same time of day every day. B) Two minutes per person. C) 4 hours. D) 15 minutes. E) 15 minutes for a 4 week sprint. For shorter Sprints it is usually shorter.

D The length of a daily Scrum is time-boxed at 15 minutes, it does not change with the length of a Sprint.

Which two of the following are NOT allowed in Scrum? a. Refactoring b. Release Planning c. Using Planning Poker d. Hardening Sprints e. Release Sprints

D, E

Which two of the following are timeboxed? a. Sprint Zero b. Release Retrospective c. Release Planning d. Sprint Review e. Daily Scrum

D, E

Which two statements are correct about Daily Scrums? a. The Product Owner should attend the meeting. b. It's facilitated by the Scrum Master. c. No one other than the Development Team is allowed to be there. d. It's always a 15-minute timeboxed event, no matter how many developers there are, or how long the Sprint is. e. It's held at the same time and place every day.

D, E

Which two of the following are mandatory elements in Scrum? a. Story Points b. Face-to-face communications c. Burn-down charts d. Daily Scrums e. Product Owner

D, E Only the roles, events, and artifacts (+ Definition of Done and progress measurement) are mandatory.

Which three of the following are pillars of Scrum? a. Value optimization b. Sustainable pace c. Creativity d. Inspection e. Adaptation f. Transparency

D, E, F

Which statement describes test first development?

Designing tests before satisfying them.

Which two things does the Development Team do during the first Sprint? (choose the best two answers)

Develop and deliver at least one piece of functionality. (1) Develop and deliver at least one piece of functionality. (2) Deliver an increment of potentially releasable software.

Scrum Roles

Development Team Product Owner Scrum Master

self organizing and cross functional

Development team are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality cross-functional means that the team has all the skills necessary to turn Product Backlog Items into a done Increment. It does not mean that each member has all these skills. So your description seems to meet that minimal requirement.(jack of all, master of some) The idea of Scrum is not to force someone into coding who has been testing all his life It is rather to encourage teams to overcome silos of traditional disciplines, learn more and be more robust against unexpected changes (like a tester getting sick). In the example of "developers" and "QAs" you might notice that the time between a bug emerging and a bug fixed will be reduced drastically.

When is it most appropriate for a Development Team to change the definition of "Done"?

During the Sprint Retrospective.

When is it most appropriate for a Development Team to change the definition of Done?

During the Sprint Retrospective.

Who decides about engineering methods? a. The Project Manager b. The customer c. The whole Scrum Team d. The Scrum Master e. The Development Team f. The Solution Architect

The Product Backlog is ordered by: A) Size, where small items are at the top and large items are at the bottom. B) Risk, where safer items are at the top, and riskier items are at the bottom. C) Least valuable items at the top to most valuable at the bottom. D) Items are randomly arranged. E) Whatever is deemed most appropriate by the Product Owner.

E The Product Owner decides what makes the most sense to optimize the value of the work being done by the Development Team.

Upon What kind of process control is SCRUM based?

Empirical

Upon what type of process control is Scrum based?

Empirical

How much of the Sprint Backlog must be defined during the Sprint Planning event?

Enough so the Development Team can create its best forecast of what is can do, and to start the first several days of the Sprint.

How should a Development Team deal with non-functional requirements?

Ensure every Increment meets them.

Scrum Master

Ensure that the Framework is understood and is used correctly for the business and the team. Helping everyone understand how to use the framework to derive maximum value and respond to the needs of the Market. They will also remove impediments that are disrupting the Scrum Team's ability to achieve their common goal.

A Product Owner wants advice from the Scrum Master about estimating work in Scrum. Which of these is the guideline that a Scrum Master should give?

Estimates are made by the Development Team.

FDD Vs Scrum

FDD and Scrum Similarities Collaborative. Improved communication Completely developed and tested features in short iterations Progress can be tracked at different granularities Emphasis producing quality components FDD and Scrum Differences Scrum: Does not specify any particular engineering practice although parts of XP are frequently adopted. Focus on producing vertical slices of functionality acceptable to product owner. Shorter feedback loops Self-organizing teams Shared code ownership FDD: -Specific engineering practices i.e. design/code inspections, tests -Domain driven -Longer feedback loop -Feature team have recognized roles i.e. Project Manager, Chief Architect, Development Manager, Chief Programmer, Class Owner, and Domain Expert -Class ownership

Scrum Planning Meeting

Facilitator - SM Members- Team, PO, SM Time - 4 hrs Purpose- Basically 2 parts 1. for committing to PBIs 2. to come up with tasks these 2 parts are combined when only 1 team and PO available for whole meeting 1. they ll agree to sprint goals 2. negotiate which PBIs will be committed to Sprint backlog 3. come up with the tasks (40% tasks identified here, 60% identified during execution phase) which are necessary to complete the committed PBIs (wont be able to identify all of them) "who will do what" is not decided here, bt during execution. if now they commit and then dont do it, problem Result - Sprint Backlog

A Product Owner is essentially the same thing as a traditional Project Manager?

False

A Scrum Team is only allowed to meet with stakeholders during Sprint Review.

False

A product Increment must be released to production at the end of each Sprint.

False

A product increment must be released to production at the end of each Sprint.

False

It is mandatory that the product increment be released to production at the end of each Sprint.

False

Multiple Scrum Teams working on the same project must have the same Sprint start date.

False

Only technical writers can create documentation during a Sprint.

False

Programmers and testers should not be included in refining Product Backlog items.

False

Scrum has a role called "Project Manager".

False

Scrum has a role called a Project Manager.

False

Scrum is a methodology that tells how to build software incrementally.

False

Scrum is a methodology that tells in detail how to build software incrementally.

False

The Product Owner makes sure the team selects enough from the Product Backlog for a Sprint to satisfy the stakeholders.

False

The Scrum Team should choose at least one high priority process improvement, identified during the Sprint Retrospective, and place it in the Product Backlog.

False

When multiple teams ate working together on the same product, each team should maintain a separate Product Backlog.

False

When multiple teams work together on the same product, each team should maintain a separate Product Backlog.

False

While changing software, you find a bug in a previously delivered piece of functionality. What should you do?

Fix the bug if it is critical or easily fixed. Otherwise, put the new bug into the Product Backlog to be prioritized and fixed in an upcoming Sprint.

Scrum Values

Focus Openness Courage Commitment Respect

When are testers and quality experts ideally included in a project?

From the beginning and throughout all Sprints.

Which phrase best describes a Product Owner?

Go-between development team and customers.

What is the main reason for the Scrum Master to be at the Daily Scrum?

He or she does not have to be there; he or she only has to ensure the Development Team has a Daily Scrum.

What it the main reason for the Scrum Master to be at the Daily Scrum?

He or she does not have to be there; he or she only has to ensure the Development Team has a Daily Scrum.

Technical systems can be decomposed to composite elements, from the large to the small. Basic components may be represented as activities, workflows, functions, features, capabilities, and other similar nomenclature. How does this system decomposition affect Scrum Teams on scaled projects?

How the organization discusses and plans the work of creating software will be reflected in the implementation of that software.

Should User Stories be part of the documentation generated by a Scrum project?

If they are part of the Definition of "done".

When does the next Sprint begin?

Immediately after the conclusion of the previous Sprint.

The definition of "Done" describes the work that must be completed for every Product Backlog item before it can be deemed releasable. What should the Development Team do when, during the Sprint, it finds out that a problem outside of their control blocks them from doing all this work?

Immediately raise the issue to the Scrum Master as an impediment.

The CEO asks the Development Team to add a "very important" item to a Sprint that is in progress. What should the Development Team do?

Inform the Product Owner so he/she can work with the CEO.

The three pillars of empirical process control are:

Inspection, Transparency, Adaptation

When can a Development Team cancel a Sprint?

It can't. Only Product Owners can cancel Sprints.

17 Which statement best describes the Sprint Backlog as outcome of the Sprint Planning?

It is a complete list of all work to be done in a Sprint

Which statement best describes the Sprint Review?

It is when the Scrum Team and stakeholders inspect the outcome of a Sprint and figure out what to do next.

Chicken

Just boss around, dont do any work, just give directions, advise they are the people for whom product is being developed eg functional manager, stakeholders

Work Forecasting

Mathematical technique by calculating focus factor. Focus Factor = Optimal Velocity / Capacity Forecast = Focus factor * available capacity for iteration

Sprint Review Meeting

Members- Team, PO, SM, stakeholders also allowed purpose- 1. live demo of potentially shippable product increment given, no reports 2. PO declares if PBIs meet acceptance criteria or not 3. PO declare if sprint goals met or not 4. stakeholders feedback is taken. -after which new PBIs are discovered and existing ones re prioritized by PO -considered done only if PBI meets acceptance criteria and definition of done, -not done or partially done are moved back to Product backlog so that they can be done in future sprints -even if a PBI is done and not tested its declared not done cz its not shippable when PO declares PIBs as done they are used to measure *velocity* with help of assigned story points(efforts) to those PBIs (useful for PO to forecast) Iterative development, a value-driven approach, allows the creation of products that couldn't have been specified up front in a plan-driven approach. after review PB gets bigger n bigger after sprints so to meet deadlines of release date its imp to constantly re prioritize the PBIs n get high prior on top

Which technique is the best way the Scrum Master can ensure that the Development Team communicates effectively with the Product Owner?

Monitor communications between them and facilitate direct collaboration.

Kanban

More focus is on quality rather than quantity. Scrum, which focuses on constant communication between team members via frequent short ceremonies. I've often seen Scrum used as the framework for an agile process, with a Kanban board used as the primary tool to communicate progress to people outside the team. Kanban, which focuses around the Kanban board (at least in my experience). The board holds the tasks agreed on for an iteration, and team members choose tasks move them to the different state columns as they work. There are other agile methodologies, but the Scrum/Kanban combination is one of the more common varieties.

"Sprint Refinement meeting" aka "backlog grooming" aka "backlog maintenance" aka "story time"

Most Product Backlog Items (PBIs) initially need refinement because they are too large and poorly understood. Teams have found it useful to take a little time out of Sprint Execution — every Sprint — to help prepare the Product Backlog for the next Sprint Planning Meeting. Facilitator - SM Members- Team, PO, SM Time - 4 hrs Purpose- 1. Clarification of requirements 2. Decomposition of PBIs into smaller ones (epics to user stories) 3. Estimation of efforts (Various techniques:Estimation cards) 4. prioritization of PBIs (by PO) 5. comes up with acceptance criteria and definition of done(proper testing and refactoring) -no commitments are made in this meeting so everyone is given estimation card and they all reveal it at the same time and give justification after which PO clarifies what exactly is he/she is expecting.(reveals things which she didnt think of earlier) after listening to his exact requirement re voting is done to re estimate efforts PO is responsible for setting the priorities based on discussion with the team. re prioritization done throughout Result- prioritized list of PBIs

When does a Development Team member become the sole owner of a Sprint Backlog item?

Never. All Sprint Backlog Items are "owned" by the entire Development Team, even though each one may be implemented by an individual development team member.

When do Development Team members take ownership of a Sprint Backlog item?

Never. All Sprint Backlog Items are co-owned by the entire Development Team, even though each one may be done by an individual Development Team member.

How much time is required after a Sprint to prepare for the next Sprint?

None. A new Sprint starts immediately following the end of the previous Sprint.

The Scrum Master observes the Product Owner struggling with ordering the Product Backlog. What would you consider an appropriate action for Scrum Master to take?

Offer the Product Owner helps in ordering the Product Backlog from an understanding that the goal is to maximize value

why Fibonacci series

One main reason is to not have debates/estimates like: 19,20, 21, 23 Story Points. In agile estimation is usually about comparing relative size, it's clear that 1 Story Point is significantly smaller than 10 Story Points, but 10 SP vs 9 SP is not much different. You want to make sure that bigger numbers are rough estimates and you're not sending to your stakeholders message that you know exactly how big item is. BTW: That's the reason you have 20 instead of 21 which is valid Fibonnaci sequence number. The Fibonacci series also better represents the fact that uncertainty grows proportionally with the size of the story. The differences between 1, 2 and 3 point stories are probably better understood than the differences between a 20 and a 40. This is reflected in the distance between story sizes.

Which statement best describes a Product Owner's responsibility?

Optimizing the value of the work the Development Team does.

agile methodology

P.S. => these notes were written by me and after discussing all these things with my mentor she asked me to make changes which i have in my mind but never got time to make those changes here so plz reconfirm things before presenting to your mentors. group of methodologies based on certain principles..iterative development

During a Sprint Retrospective, for what is the Product Owner responsible?

Participating as a Scrum Team member.

forecast. What would you expect a Product Owner to do?

Re-negotiate the selected Product Backlog items with the Development Team to meet the Sprint Goal.

What relationship does Scrum have to technical practices?

Scrum Development Teams with excellent technical practices will likely be more successful.

Which is NOT a Development Team responsibility?

Selecting the Product Owner.

A Scrum Master is working with a Development Team that has members in different physical locations. The Development Team meets in a variety of meeting rooms and has much to do logistically (for example, set up conference calls) before the Daily Scrum. What action should the Scrum Master take?

Set up the meeting and tell the development team that this is how it will be done

Stretch goal

Some teams prefer to leave plenty of excess capacity in each sprint, perhaps so there is time for emergent needs or experimentation. Other teams prefer to fill the sprint to the best of their ability to forecast their capacity. Still other teams like to take on a "stretch goal" each sprint, which is kind of a product backlog item that is not quite in the sprint, but is one the team hopes to complete if the sprint goes well.

Spike

Spikes are an invention of Extreme Programming (XP), are a special type of story that is used to mitigate risk and uncertainty in a user story at an early stage OR A story or task aimed at answering a question or gathering information, rather than at producing shippable product. 2 types 1. Functional spikes 2. Technical spikes There are two other characteristics that spikes should have: 1. Have clear objectives and outcomes for the spike, estimable, demonstrable, acceptable 2. Be timeboxed 3. exception, not the rule Some user stories may require both types of spikes: eg As a consumer, I want to see my daily energy use in a histogram, so that I can quickly understand my past, current, and likely near term, future energy consumption. In this case, a team might create two spikes: Technical Spike: Research how long it takes to update a customer display to current usage, determining communication requirements, bandwidth, and whether to push or pull the data. Functional Spike: Prototype a histogram in the web portal and get some user feedback on presentation size, style, and charting attributes. Prototypes, Proof of Concepts (PoC), and story boards, Wireframes all fall into the classification of Spikes. Indications for Spike's necessity: 1. Trouble shooting: Teams failure to estimate the stories effectively. Disagreement in on how big the stories are. 2. High-Points estimates: Teams story points are high for a story that a Product Owner estimates low. This could be an indication that there is technical debt the team is working on deliver a story. 3. Patterns of difficulty: There could be a certain type of stories the team is facing a lot of trouble. There are a lot of bugs and QA items from some stories. The feedback from the retrospective shows that are difficulties in implementing the technology 4. Team speaks out: about difficulties and technical creep issues.

Which of the following is required by Scrum? (Choose all that apply.)

Sprint Retrospective.

Daily Scrum and Sprint Executioin

Stand up meeting every morning @ 10 AM @same place Duration = 15 mins Memebers: SM, Team, PO(optional) purpose- 1. 3 questions everybody adressess, what i did, what ill do, what problems i faced 2. also a sidebar list is prepared(for irrelevant topics which can be discussed after the meeting) 3. everyone should be present. imp. Execution - TDD(Test driven development, test, code, refactor) - continuous integration server running regression testing - pair programming done Artifacts- information radiators - current Sprint Task List, - Sprint Burndown Chart, - Impediments List. -if boss present, invisible gun effect -a team that needs additional expertise in product requirements will benefit from increased Product Owner involvement, completion- when timebox expires output - potentially shippable product increment

story points

Story point is a arbitrary measure used by Scrum teams. This is used to measure the effort required to implement a story. In simple terms its a number that tells the team how hard the story is. Hard could be related to complexity, Unknowns and effort. - no specific measure of time - relative size - leverage fibonacci series - highlights larger differences - prevents premature commitments

story points over hours

Story points are more suitable in these situations because the points more accurately reflect both required effort and complexity. This is a result of points being used not only for estimation, but also as a means to measure and convey commitments and team velocity.

What is the role of Management in Scrum?

Support the Product Owner with insights and information into high value product and system capabilities. Support the Scrum Master to cause organizational change that fosters empiricism, self-organization, bottom-up intelligence, and intelligent release of software.

invisible gun effect

THE INVISIBLE GUN EFFECT HAPPENS EVEN WITH THE NICEST BOSS IN THE WORLD. It's not caused by the boss's actual actions, it's caused by the way subordinate behavior is naturally distorted around bosses. It's normal human nature, not something Scrum Masters can "fix" any more than they can fix gravity. It's most visible to the lower-status people (which might include newhires, people with less impressive job titles, etc.), less visible to higher-status people (perhaps including senior developers, socially confident people, people with better technical skills than social perception skills, and Scrum consultants), and practically invisible to bosses who haven't done an A/B test yet.

Which of the following services are appropriate for a Scrum Master in regard to the Daily Scrum?

Teach the Development Team to keep the Daily Scrum within the 15 minute time-box.

Team Level

Teams are what power the agile release trains. Whether your teams are practicing ScrumXP or Kanban, VersionOne provides a centralized system for coordinating multiple teams, while giving each individual team a dedicated, streamlined environment to collaborate and deliver working software with ease.

Value Stream Level

A Development Team asks their Product Owner to re-order the Product Backlog. The team is waiting for an external supplier to deliver a specific software component. Without that component there won't be enough work in the next Sprint to occupy the full team. The Product Owner asks the Scrum Master for help. What would be good advice to give the Product Owner?

Tell the Product Owner that his primary concern is the flow of value reflected in the ordering of the Product Backlog.

A Development Team asks their Product Owner to re-order the Product Backlog. The team is waiting for an external supplier to deliver a specific software component. Without that component there won't be enough work in the next Sprint to occupy the full team. The Product Owner asks the Scrum Master for help.What would be good advice to give the Product Owner?

Tell the Product Owner that his primary concern is the flow of value reflected in the ordering of the Product Backlog.

What is NOT Test-Driven Development?

Testing existing software before developing any new software.

chirping bird effect

That's often a good time for the trainer to leave the room! We can talk about self organization until we're blue in the face, and they won't really get it until we leave them alone — temporarily — to let them do it. I heard a story of one Scrum coach taking a nap under the table to get a team to step up more, and of Ken Schwaber standing outside the door of the team room during a Daily Scrum. I've seen teams have breakthroughs in self management when the person traditionally responsible for managing them left the room. I am inspired by the breakthroughs Scrum led to, especially among the lower status team members who aren't well represented in this discussion.

Development Team

The "How". Focus on building something that is Done - that the increment is useable and potentially releaseable In Scrum - this is the Development Team. They use the tools and environment available to them to deliver a steadily growing increment of "Done" product.

Product Owner

The "What". With a focus on Value, time to market, return on investment and Total Cost of Ownership. In Scrum - this is the Product Owner. The Product Backlog is the steering oar.

Who determines how work is performed during the spring?

The Development Team

Who is required to attend the Daily Scrum?

The Development Team

Who is responsible for managing the progress of work during a Sprint?

The Development Team

Who must be present at the Daily Scrum meeting?

The Development Team

Who writes tests in a Scrum Team?

The Development Team

Who creates a Product Backlog item's estimate?

The Development Team after clarifying requirements with the Product Owner.

Product Backlog items are refined by:

The Development Team and the Product Owner

What does it mean for a Development Team to be cross-functional?

The Development Team includes cross-skilled individuals who are able to contribute to do what is necessary to deliver an increment of software

Why does a Development Team need a Sprint Goal?

The Development Team is more focused with a common yet specific goal

Marian is the Product Owner envisioning a project for a new release of her product. She made a projection of a release date based upon a sustained velocity of 17 completed units of work per Sprint. Over the first 3 Sprints, the average velocity was 13 for work that the Development Team estimated as 90% done. TheDevelopment Teams, feeling the need to meet the plan, figured that a velocity of 17 was within their reach.A good way to continue is:

The Development Team makes sure that all of the selected scope per Sprint is as Done as possible. The undone work is estimated and added to the Sprint Backlog of the next Sprint, so it doesn't mess up the Product Backlog.

How is management external to the Scrum Team involved in the Daily Scrum?

The Development Team self-manages and is the only management required at the Daily Scrum.

Who determines when it is appropriate to update the Sprint Backlog during a Sprint?

The Development Team.

Who is required to attend the Daily Scrum?

The Development Team.

Who is responsible for the system architecture of a product being developed using Scrum?

The Development Team.

Who is responsible for tracking the remaining work of the Sprint?

The Development Team.

Who must attend the Daily Scrum?

The Development Team.

Who should make sure everyone on the Development Team does his or her tasks for the Sprint?

The Development Team.

complete the Product Backlog items?

The Development Team. As a collective, they have a complete view of the work needed to transform Product Backlog items into Increments of product.

How should Product Backlog items be chosen when multiple Scrum Teams work from the same Product Backlog?

The Development Teams pull in work in agreement with the Product Owner.

Which best describes the role of the PMO in an organization that uses Scrum?

The PMO may be tasked with higher level optimizations for program and portfolio management, based on effective application of techniques that complement Scrum.

Portfolio Level

The Portfolio level is where the strategies that drive your enterprise initiatives are determined and where value stream funding and epic-level decision making occurs.

Who has the final say on the order of the Product Backlog?

The Product Owner

Who is responsible for engaging the stakeholders?

The Product Owner

Who must do all the work to make sure Product Backlog items conform to the definition of "Done?"

The Product Owner

Who should know the most about the progress toward a business objective or a release, and be able to explain the alternatives most clearly?

The Product Owner

Who should know the most about the progress toward a business objective or a release?

The Product Owner

What best describes the relationship of the Product Owner and the stakeholders?

The Product Owner actively asks for stakeholder input and expectations to process into the Product Backlog.

During a Sprint, a Development Team determines that it will not be able to finish the complete forecast. Who should be present to review and adjust the Sprint work selected?

The Product Owner and the Development Team.

The customer goes to the Development Team in the middle of a Sprint, and asks them to add an important item to the Sprint Backlog. What should they do? a. Add the item to the current Sprint Backlog. b. Refer the customer to the Product Owner. c. Reject the request. d. Add the item to the next Sprint Backlog.

The Product Owner is the person responsible for the items and the order in which they are developed.

Agile pi

The Program Increment (PI) is the largest plan-do-check-adjust (PDCA) learning cycle in SAFe. A PI is to the Agile Release Train (or Value Stream) as an Iteration is to the Agile

For which is the Scrum Master responsible?

The Scrum (framework) process being adopted and used properly.

A new developer is having continuing conflicts with existing Development Team members and creating a hostile environment. If necessary, responsible for removing the team member?

The Scrum Master is responsible, because he/she removes impediments

The Sprint Review is mainly an inspect and adapt opportunity for which group?

The Scrum Team and stakeholders.

What happens if the Development team cannot complete its work by the end of the Spring?

The Spring length holds and the development team continuously learns what is actually possible to do within a Spring of this length

True Explanation While the Product Backlog items selected for the Sprint Backlog stay the same, the tasks created by decomposing them always change and emerge during the Sprint. Question 4: Skipped

The Sprint Backlog emerges during the Sprint. • FALSE • TRUE

The Development Team should not be interrupted during the Sprint. The Sprint Goal should remain intact. These are conditions that foster creativity, quality and productivity.

The Sprint Backlog is fully formulated in the Sprint Planning meeting and does not change during the Sprint.

Which output from Sprint Planning provides the Development Team with a target and overarching direction for the Sprint?

The Sprint Goal

What happens if the Development Team cannot complete its work by the end of the Spring?

The Sprint length holds and the development team continuously learns what is actually possible to do within a spring of this length

Why is the Daily Scrum held at the same time and same place?

The consistency reduces complexity.

What is code coverage?

The degree to which the system under test has been exercised by tests.

Who creates the definition of "Done"?

The development organization (or Development Team if none is available from the development organization)

Who creates the definition of Done?

The development organization (or Development Team if none is available from the development organization)

Who creates the definition of "Done"?

The development organization (or Development Team if none is available from the development organization).

17 Who should make sure everyone on the Development Team does his or her tasks for the Sprint?

The development team

What does it mean to say that an event has a time-box?

The event can take no more than a maximum amount of time.

You are on a Scrum Team that is enhancing an existing product. Which is the LEAST useful piece of documentation you want to have at your disposal?

The full history of retrospective plans and lessons learned.

d Explanation The maximum suggested number of Development Team members is 9. If more is needed, it's possible to use scaled Scrum (more than one team working on the same product).

The number of developers has increased from 7 to 14. Now the Daily Scrums do not fit in 15 minutes. What's the best response to this problem? a Increase the timebox of Daily Scrums to 30 minutes. b Finish the Daily Scrums in 15 minutes and let as many developers talk as possible. c Help the team self-organize and finish the Daily Scrums in 15 minutes. d Help the team understand the importance of smaller group sizes and let them self-organize into separate teams with minimum dependency.

When a Continuous Integration build fails, who ideally ensures the build is repaired?

The person who broke the build

Cadence

The purpose of a cadence is to establish a reliable and dependable capability which demonstrates a predictable capacity. Cadence gives some confidence in the upcoming work when we are triggering rather than scheduling work. Thus cadence is what gives a team a feeling of demarcation, progression, resolution or flow. A pattern which allows the team to know what they are doing and when it will be done. For very small, or mature teams, this cadence could by complex, arrhythmic or syncopated. However, it is enough to allow a team to make reliable commitments because recognizing their cadence allows them to understand their capability or capacity.

A Product Owner is entitled to postpone the start of a new Sprint after the conclusion of a previous Sprint for the following reason:

There is no acceptable reason. A new Sprint starts immediately after the conclusion of the previous Sprint.

What happens during Sprint 0?

There is no such thing as Sprint 0.

You have six teams using a traditional method to deliver a product. Your management has asked you to start using Scrum. In the initial project there were separate plans and teams for the layers of a software system, i.e. one for the front-end, one for the middle tier, one for the back-end, and one for the interfaces and services. This resembles what is known as component teams. But you have read that itâ€™s a good idea to have teams organized by feature.What are the advantages of keeping component teams while starting Scrum?

There's less initial disruption than organizing into new teams. As they start, they will discover what works best, and how to potentially re-organize towards this

Why are automated builds important?

They provide rapid assurance that defects and configuration management issues have not been introduced.

When is a system's architecture decided?

Throughout the project, as understanding emerges and the Development Team learns more about the project.

What is the role of management in Scrum?

To facilitate the Scrum Teams with insights and resources that help them improve.

What is the value of refactoring code?

To improve readability and maintainability.

What is the purpose of a Sprint Review?

To inspect the product increment with the stakeholders and collect feedback on next steps.

Which is a benefit of establishing naming standards for code?

To make the code more readable.

A Scrum Master is essentially the same thing as a traditional PM (Project Manager).

True

A properly functioning Scrum Team will have at least one Release Sprint and may well have several.

True

Multiple Scrum Teams working on the same product or system all select work from the same Product Backlog.

True

Scrum does not have a role called "project manager."

True

The purpose of a Sprint is to have a working increment of product done before the Sprint Review

True

The purpose of a Sprint is to produce a done Increment of product.

True

The purpose of a Sprint is to produce a done increment of Product.

True

The purpose of a Sprint is to produce a done increment of working product

True

The purpose of a Sprint is to produce a done increment of working product.

True

To get started in terms of what to build, Scrum requires no more than a Product Owner with enough ideas for a first Sprint, a Development Team to implement those ideas and a Scrum Master to help guide the process.

True

The Development Team should have all the skills needed to:

Turn the Product Backlog items it selects into an increment of potentially releasable product functionality.

What is pair programming?

Two developers writing code together, providing constant peer review.

user story

User Story is a single "user flow" from a Feature I described above. "User can enter his password and re-enter it for password verification. If the passwords are not matched, the system will show a message". Another example: "User can enter his password; the system will check the password's strength by [rules] and notify the user if the password is not strong enough". By itself, from User Story is hard to understand the entire picture, but it's a smaller unit of work to plan and execute by.

continuous integration

We've often experienced programmers writing code and the task working perfectly, but later, while we integrated that code with the rest of the application, we faced unexpected results. To overcome such situations, continuation integration is very much needed. It becomes more important with Agile frameworks, where the nature of delivery is incremental, iterative, and in short cycles (as in Scrum, XP, or in fact in any other Agile framework). Continuous integration is possible only through an automated process that builds, tests, analyzes, and deploys the application. This process runs with each source-code change and provides immediate feedback to the development team. Minimum human intervention in these processes results in saving time. Continuous integration also reduces the risk of delivery slippage as the development team performs testing and integration on a continuous basis. This helps us identify defects in time and take appropriate and necessary action. The integration may be daily, weekly, nightly, release based, or for testers as per requirement -- and it must be, of course, done in a continuous manner. Tools used for Continuous Integration are: Cruise Control, Jenkins, Bamboo, and Buildbot Automated regression testing prevents vampire stories that leap out of the grave.

Which answer best describes the topics covered in Sprint Planning?

What can be done and how to do it.

The Product Backlog is ordered by:

Whatever is deemed most appropriate by the Product Owner.

What variables should a Product Owner consider when ordering the Product Backlog?

Whatever is most appropriate for the Product Owner to achieve the product's goals and to optimize the value received

When is a Product Backlog item considered complete?

When all the work in the Sprint Backlog related to the item is finished

The product Owner must release each increment to production.

When it makes sense

The Product Owner must release each Increment to production.

When it makes sense.

When might a Sprint be abnormally cancelled?

When the Sprint Goal becomes obsolete.

When is a Sprint over?

When the time-box expires.

If burndown charts are used to visualize progress, what does a trend tine through a release burndown chart indicate?

When the work remaining will be likely completed if nothing changes on the Product Backlog or the Development Team

When may a Development Team change its engineering practices?

Whenever needed

Which statement describes how often the build should be executed?

Whenever new or changed code is checked into version control.

difference between epic and theme

While the stories that comprise an epic may be completed independently, their business value isn't realized until the entire epic is complete. This means that it rarely makes sense to deliver an epic until all of the underlying stories are complete. In contrast, while stories comprising a theme are related, each is independent enough to be delivered separately and still provide some measurable sense of business value.

Who starts the Daily Scrum?

Whoever the Development Team decides should start.

When many Scrum Teams are working on the same product, should all of their in increments be integrated every Sprint?

Yes, but only for Scrum Teams whose work has dependencies

When many Scrum Teams are working on the same product, should all of their increments be integrated every Sprint?

Yes, otherwise the Product Owners (and stakeholders) may not be able to accurately inspect what is done.

Sprint

a time period of 7-30 days, usually 15 days in which development occurs on a set of backlog items that has committed to

Who should know the most about the progress toward a business objective or a release

and be able to explain the alternatives most clearly?,The Product Owner

Velocity Driven sprint planning

based on the premise that the amount of work a team will do in the coming sprint is roughly equal to what they've done in prior sprints. The steps in velocity-driven sprint planning are as follows: 1. Determine the team's historical average velocity. 2. Select a number of product backlog items equal to that velocity. ----3. Identify the tasks involved in the selected user stories and see if it feels like the right amount of work. --------4. Estimate the tasks and see if the sum of the work is in line with past sprints.

Commitment driven sprint planning

brings the top-priority product backlog items into the meeting and describes them to the team, usually starting with an overview of the set of high-priority items.

An organization has decided to adopt Scrum

but management wants to change the terminology to fit with terminology already used. What will likely happen if this is done?,All of the above.

When multiple teams work together on the same product

each team should maintain a separate Product Backlog.,False

The Product Owner's authority to change and update the Product Backlog is unlimited

except for:,Nothing. The entire organization must respect a Product Owner's decisions.

stages of group development

forming, storming, norming, performing

ATDD

high level business perspective With acceptance test driven development the focus is verifying work is done by passing acceptance tests. As it is dealing with acceptance tests it will usually be at the functional test level. ATDD is close in concept to BDD, but with a stronger focus on the testing aspect as validation ATDD tools would include Cucumber and Fitnesse.

The Scrum Team should choose at least one high priority process improvement

identified during the Sprint Retrospective, and place it in the Product Backlog.,False

testing in scrumSprint Planning

in Sprint Planning tester should - pick a user-story 4m d product backlog dt shud be tested. - decide how many hours (Effort Estimation) it should take to finish testing for each of selected user stories. - must know what sprint goals are. - contribute to the prioritizing process during sprint - support developers in unit testing - test user story when completed, log defects, retest once resolved - attend daily scrum - put any item that can not be completed to next sprint - develop automation scripts, schedule automation testing with continuous integration system, review CI automation results and create reports on it and send it to stakeholders - execute functional, non- functional testing - co ordinate with cust and PO to define acceptance criteria for acc tests - also does acceptance testing sometimes and conforms testing completeness for the particular user story retrospective - as a tester what went wrong, what went right, lessons learned and best practices

Spiral model

incremental model with emphasis on risk analysis (both technical and managerial risks) 4 phases 1. Determine objectives Kind of requirement gathering is done 2. Identify and resolve risks risks and alternative solutions are identified prototype is produced after this 3. Development and test Detailed design code integration test deploy 4. Plan next iteration adv 1. risk reduction 2. new features can be added 3. software produced early disadv 1. specific expertise needed 2. highly dependent on risk analysis 3. complex than waterfall and hence costly

acceptance criteria

its different for each item whereas def of done is same for all items in backlog both are musts these requirements have to be met for a story to be declared as complete at review meeting

capacity

no of people * no of hrs * no of days but thats too much to estimate.. better to use focus factor for estimating

forced ranking

only 1 PBI should be on the top.. no 2 PBIs can be at same level or at the top.

Velocity

rate at which a team delivers stories from the product back log used to measure future commitments(forecasting) OR work(story points) done by the team in one sprint or iteration from prev sprint ull have focus factor=vel/cap(cz u hv predicted vel here) after few sprints ull have actual focus factor n ull be able to forecast the velocity for coming sprints velocity = focus factor * capacity

user stories

s/w system requirements formulated as 1 or 2 sentences in everyday or business language of the user. written throughout a project. usually a story writing workshop is held at the beginning. goal is to create product backlog basically a user story talks about 1. title 2. as a (user) 3. i want to (goal) 4. so that (reason) 2 types 1. epics - a large user story, high level. these can be broken down/decomposed into smaller stories that can fit into a single iteration 2. ready stories - small detailed that can be implemented directly, tested tools used - version 1 (most famous) its about who what why not how

difference between scrum and kanban

scrum ephasis on schedule On a Kanban team, there are no required time boxes or iterations. The limitations placed on various conditions in the work flow will be regulated early in a team's (or organization's) use of Kanban until an optimal set of limits is arrived at to keep the flow steady and efficient. Kanban cross functional team is not required team of experts and set of generalists work fine

Bad apple theory

suggests that a single negative individual ("withholding effort from the group, expressing negative affect, or violating important interpersonal norms"14) can disproportionately reduce the performance of an entire group. Such individuals are rare, but their impact is magnified by a team's reluctance to remove them. This can be partly mitigated by giving teams greater influence over who joins them.

pair programming

two people work collaboratively on the same task on a single computer. - better communication, - better clarification of the problem, - better understanding of its solution. - The person who controls the mouse and keyboard is called the "driver." - The other person, who sits beside the driver and makes sure that solution is implemented in an effective and efficient manner, is called the "navigator." - The members of the pair can switch with other members within the team to take on a different task in another iteration. Better coding practice adherence Less dependence on particular individuals More effective inclusion of new team members Greater knowledge sharing among members No separate code reviews required Better code quality

Test driven development (TDD)

unit tests are written first, then enough code is written to make the tests pass. The pure TDD cycle is to write one failing unit test, then enough code to pass the test. Then a second failing unit test, then enough new code to pass both tests. And so forth. refactoring is one imp factor Unit Testing layer : junit, jasmine, jmock

behavior driven development (BDD)

used to calculate TDD BDD (Behaviour Driven Development) is a synthesis and refinement of practices stemming from TDD (Test Driven Development) and ATDD (Acceptance Test Driven Development). BDD augments TDD and ATDD with the following tactics: apply the "Five Why's" principle to each proposed User Story, so that its purpose is clearly related to business outcomes thinking "from the outside in", in other words implement only those behaviors which contribute most directly to these business outcomes, so as to minimize waste describe behaviors in a single notation which is directly accessible to domain experts, testers and developers, so as to improve communication apply these techniques all the way down to the lowest levels of abstraction of the software, paying particular attention to the distribution of behavior, so that evolution remains cheap Cucumber tool + Selenium tool Which layer? It should be E2E (End To End)

focus factor/capacity planning

used to measure the change in velocity in the instance of a capacity change it will vary from person to person Focus factor is teams ability to remain focussed on the sprint goals without any other distractions usually ranges from 0.6 to 0.8 real capacity = total capacity * focus factor (real commitments can be made against this real capacity) focus factor(F) = velocity(V) / capacity(C) 1. commitment driven(feature driven) 2. date driven

Technical Spikes

used to research various technical approaches in the solution domain. For example, a technical spike may be used for evaluation of potential performance or load impact of a new user story, evaluation of specific implementation technologies that can be applied to a solution, or for any reason when the team needs to develop a more confident understanding of a desired approach before committing new functionality to a timebox.

Functional spikes

used whenever there is significant uncertainty as to how a user might interact with the system. Functional spikes are often best evaluated through some level of prototyping, whether it be user interface mockups, wireframes, page flows, or whatever techniques is best suited to get feedback from the customer or stakeholders.

When many Development Teams are working on a single product

what best describes the definition of "Done?",All Development Teams must have a definition of "Done" that makes their combined work potentially releasable.

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