TEST 6

QUESTION 12 Steven is a Scrum Master for three Scrum Teams building the same product and working from the same Product Backlog. Management wants to standardize how velocity is calculated across all three teams in order to identify which teams are high performing and which teams need more support. What would be the best two responses Steven could provide to management? (Choose two.) A. There is no direct relationship between velocity and value. B. Standardizing velocity across teams is a good way to understand which teams are producing the most value. C. Providing incentives based on velocity can increase the Scrum Team

's motivation to produce more value. D. Velocity is the amount of business functionality that a Scrum Team creates in a Sprint. It is unique to that team and used as an input to Sprint Planning. \\AD

QUESTION 1 Several Sprints into a project, a client is complaining to the Product Owner about the poor performance of the product. As a Scrum Master, how can you help the Product Owner? A. Coach the Product Owner on effective ways to communicate this concern to the Development Team and encourage the Product Owner to add the performance issue to the Product Backlog. B. Tell the Product Owner performance is defined by the Development Team. C. Note the issue for the next Sprint Retrospective. D. Notify the team responsible for system performance.

A

QUESTION 1 (What team structure is best suited to produce integrated Increments?) What Development Team structure is best suited to produce integrated increments? A. Every Development Team has the abilities to develop functionality from beginning to end throughout all technical layers. B. Each Development Team specializes in one technical layer of the system (e.g. GUI, database, middle tier, interfaces).

A

QUESTION 3 The Development Team has suggested to move the Daily Scrum to every other day instead of every day. What is the most appropriate action for the Scrum Master to take? A. Learn why the Development Team wants this, coach the team on why the Daily Scrum is important and work with them to improve the outcome of the Daily Scrum. B. Support the self-organizing team's decision. C. Have the Development Team members vote on which days the Daily Scrum should occur.

A

QUESTION 4 A Scrum Team has been working on the same product for twelve Sprints. What would likely be the immediate impact on the original Scrum Team if two new Scrum Teams are to be added the same product? A. Its productivity is likely to decrease. B. Its productivity is likely to increase. C. Its productivity is likely to stay the same.

A

QUESTION 8 In order to start the first Sprint, Scrum only requires a Product Owner with enough ideas, a Development Team to execute on those ideas, and a Scrum Master to guide the process. A. True B. False

A

QUESTION 8 (The Developers should have all the skills and competencies needed to:) The Development Team should have all the skills and competencies needed to: A. Turn the Product Backlog items it selects into a potentially releasable product increment of functionality. B. Do all of the development work in order to handoff to the testers in the subsequent Sprint. C. Complete the project within the estimate as committed to the Product Owner.

A

QUESTION 11 What is a Product Owner responsibility that he/she might delegate? A. Writing User Stories B. Ordering the Product Backlog C. Representing stakeholders to the Scrum team D. Attending the Sprint Review

B

QUESTION 3 According to Scrum theory, how should a group of fifty people be divided into multiple Development Teams? A. Allow the team leads to divide and select teams. B. Understanding the product, the product vision and the Scrum framework, the group self-organizes into teams. C. Create a skills matrix, identify role levels, and years of experience to assign people to teams. D. The teams will rotate members every Sprint to spread knowledge.

B

QUESTION 4 What would be good ways of creating Development Teams that would support the Scrum values? A. Project Managers will allocate individuals to specific teams. B. Bring all the developers or existing teams together and let them propose how to organize into the new structure and self-organize into Development Teams. C. The operations manager determines the new team structures and assignments. D. Direct managers personally re-assign current reports to new teams.

B

QUESTION 6 Kevin is a senior developer that has recently joined an existing Scrum Team. The existing team members are unable to get along with Kevin and conclude that he is not a culture fit. If necessary, who is responsible for removing the new team member, and why? A. The Scrum Master because he/she is responsible for removing Impediments. B. The Development Team is responsible because it is an internal team issue, and may request help from the Scrum Master. C. The HR department, as they are responsible for the hiring process. D. The Product Owner because he/she is responsible for managing the team.

B

QUESTION 7 During the Sprint Review of a scaled development effort, each Scrum Team should demonstrate its individual Increment in a separate branch of the code. A. True B. False

B

QUESTION 7 Part of the team's Definition of "Done" requires creating or updating technical documentation in order to maintain the product and/or features in the future. The team's technical writer will be on vacation during the Sprint. What should you do? A. Encourage the technical writers from other teams to form a specialized team to organize and plan the work for multiple teams. B. The Development Team members will write it as they are still responsible for creating the documentation to make the Increment done in conformance with their Definition of "Done." C. Wait until the technical writer returns before continuing with related items. D. Complete all development work first while adding technical documentation to the Product Backlog to be done in a subsequent Sprint.

B

QUESTION 10 How should a Scrum Master divide a group of 100 people into multiple Development Teams? A. Create teams based on their functional layer. B. Have the resource manager assign the people to teams. C. Ask the developers to divide themselves into teams.

C

QUESTION 10 If burndown charts are used to visualize progress, what does a trendline through a release burndown chart indicate? A. When all work will be completed so the Scrum Team can start work on a new Product Backlog. B. When the project will be over if the Product Owner removes work that is equal in effort to any new work that is added. C. When the work remaining is projected to be completed if nothing changes on the Product Backlog or Development Team. D. The evolution of the return of investment on the project.

C

QUESTION 6 The Development Team can cancel the Sprint: A. When the availability of the Product Owner is less than expected. B. When the requirements for the work to be done become unclear or not understood. C. It can't. Only Product Owners can cancel Sprints. D. When the Sprint Backlog is determined to be unachievable. E. When too many impediments occur.

C

QUESTION 9 Currently, your engineering department is organized in siloed teams that specialize by function (for example, design, front-end, back-end, database, and testing). What would you consider when moving away from component teams towards feature teams? A. You cannot begin Scrum without have feature teams. It is easier to measure and compare performance between feature teams. Feature teams should have an equal number of team members. B. Members within feature teams require compatible personalities. Feature teams should have a mix of junior and senior members. Tasks are completed more quickly than component teams. C. Moving from component teams to feature teams could reduce, productivity in the initial stages. Feature teams have less communication complexity. Getting the support from the business side makes the transition easier.

C

Question 20: During the Sprint Retrospective, the team is discussing the quality issues that prevented the team from delivering a releasable Increment at the end of the Sprint. The Developers do, however, mention that they were able to achieve a high velocity. What are the best two responses for Steven, their Scrum Master, to take? (Choose the best two answers.) A. Agree and acknowledge the hard work of Developers, so they will be motivated to do even more in the next Sprint. B. Acknowledge the hard work but remind the Developers that they need to improve in order to do even more in the next Sprint. C. Help the Developers focus on creating high-value Increments that meet the Definition of Done, even if the measured velocity drops in the next Sprint. (Correct) D. Stress the value of working software over measured velocity. (Correct)

CD

QUESTION 2 What would likely happen if management only changed the organization's current terminology to fit Scrum without the proper understanding and support of Scrum as defined in the Scrum Guide? A. Very little change will happen as the vocabulary in Scrum is specifically defined for implementing Scrum. B. The organization may not realize the real benefits of Scrum as there would be no real change on the way the teams work. C. Organizations may feel less stressed as the behaviors would remain familiar to management. D. All answers apply.

D

QUESTION 2 Who should manage the tasks of Development Team during the Sprint? A. The Project Manager. B. The Product Owner. C. The Scrum Master. D. The Development Team. E. All of the above.

D

QUESTION 5 Who is responsible for ensuring the Product Backlog items are understood to the level needed? A. The Business Analyst. B. The Scrum Master. C. The Development Team. D. The Product Owner.

D

QUESTION 9 The Scrum values promote Development Teams be cross-functional and have all the skills needed to build a product within the team. While starting Scrum, what would be the advantages of keeping the existing component teams (e.g. design, database, backend, frontend)? A. Component teams would have all the skills needed to focus on their specific technical layer. B. Component teams generally have all the skills needed to deliver shippable Increments that add business value. C. Because their productivity is already predictable, they can deliver shippable Increments more quickly than a newly formed team. D. Because they have been working together for some time, there will be less initial disruption than a newly formed team. As they begin working, they will discover what works best and how to move towards cross-functional teams. E. There is less communication overhead than working in feature teams.

D