PSM II Reviewer

Acceptance Test Driven Development: Acceptance Test Driven Development is a Test-First software development practice in which acceptance criterias for new functionality are created before the implementation actually begins. These acceptance tests are supported by examples and other necessary information. Acceptance Test Driven development is the practice of expressing requirements as acceptance tests. Acceptance Test Driven Development (ATDD) involves team members with different perspectives (customer, development, testing) collaborating to write acceptance criteria in advance of implementing the corresponding functionality. Test case creation is moved to the beginning of the cycle thus reducing defects and bug fixing effort as project progresses. Advanced practices of test-driven development can lead to Acceptance Test-driven development (ATDD) where the criteria specified by the customer are automated into acceptance tests. This then drive the traditional unit test-driven development (UTDD) process.

A company has been practicing Scrum for years. This company works closely with clients who give their test requirements as well. The company typically practices expressing these requirements as acceptance tests. The company is practicing:

35 hours: Agile teams estimate tasks in ideal time—how long it will take if there are no interruptions or distractions. In this case, they have decided that the effort will take 35 hours, so their estimate should also be 35 hours. Teams should avoid padding or buffering the estimates.

Developers in a Scrum Team believes that it will take 35 hours of effort to write the user guide for the new product they are building. How many hours of effort should they quote for that task?

The Scrum Master is accountable for the Scrum Team's effectiveness. The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren't. The Scrum Master helps change interactions to maximize the value created by the Scrum Team. The Scrum Guide states the following: The Scrum Master serves the Scrum Team by: 1) Coaching the team members self-management and cross-functionality. 2) Helping the Scrum Team focus on creating high-value Increments that meet the Definition of Done. 3) Removing impediments to the Scrum Team's progress. 4) Ensuring that all Scrum events take place and are positive, productive, and kept within the timebox.

Members of a Scrum Team (Developers) are facing two difficulties in general. The first difficulty is that they do not get the required server (hardware) from the external vendors on time. The second difficulty is they often have issues getting access to the cloud server from Jack. Jack is a member of an external cloud team. Who is responsible for removing impediments that hinder the progress of the Scrum Team?

True: The term "potentially releasable" no longer used to describe the Increment. The Scrum Team should work on and deliver a product increment which usable and valuable at the end of every Sprint.

True or False: A finance company is developing a product / software. Functions within the product are complex and some of them take longer than a Sprint to develop. Regardless, the Scrum Team must deliver an increment of "Releasable" software every Sprint.

False: The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. The entire Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed. During the Sprint Review, the Scrum Team and Key Stakeholders (people outside the Scrum Team) collaborate to discuss and review: 1) What was achieved / accomplished in the current Sprint? 2) What has changed in their environment?

True or False: At the Sprint Review, only the Developers should explain which Product Backlog items have been completed and what has not been "Done" to the key stakeholders as they have been working on these items.

Team Refinement Board Visualization

The Team Refinement Board visualization helps the teams within the Nexus identify the 'critical path' of work throughout the upcoming Sprints. The Team Refinement Board provides the basis for conversations about ways to remove or minimize the impact of these dependencies.

8 hours for monthly sprint. For shorter Sprints it is usually shorter: Sprint Planning initiates the Sprint by laying out the work to be performed for the Sprint. This resulting plan is created by the collaborative work of the entire Scrum Team. The Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint.

The length of a Sprint Planning meeting is:

3 hours: The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create an improvement plan which can be enacted. The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness. The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning. This is at most a three-hour meeting for one-month Sprints or shorter.

The maximum length of a monthly Sprint Retrospective is:

15 Mins Timeboxed: The purpose of the Daily Scrum is to: 1) Inspect progress toward the Sprint Goal 2) Adapt the Sprint Backlog as necessary, adjusting the upcoming planned work. Every day in the Daily Scrum, the Developers understands how they intends to work together (as a self-Managing team) to accomplish the Sprint Goal. Developers also work towards creating the anticipated Increment by the end of the Sprint. The Daily Scrum is a 15-minute time-boxed event for the Developers in the Scrum Team. Time-boxed events are events that have a maximum duration. If the meeting agenda ends earlier, the meeting would be ended earlier than 15 mins.

The maximum length of the Daily Scrum is:

4 hours for monthly sprint. For shorter Sprints it is usually shorter. A meeting / event called the Sprint Review is typically held at the end of the Sprint to: 1) Inspect the Increment. 2) Adapt the Product Backlog. The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. The Sprint Review is at most a four-hour meeting for one-month Sprints. (Or shorter)

The maximum length of the Sprint Review is:

The Nexus Integration Team does not Exist: The Nexus Integration Team owns responsibility for the: · Integration issues. · Integrated Increment. If the integrated increment is missing, then probably the team responsible for it is nonexistent. (or the team did not meet its definition of done)

There are 8 Scrum Teams working together. Recently during the Sprint Review, they displayed their own individual increments. The teams did not show the integrated increment as it doesn't exist yet. Which one of the below is a strong possibility?

False: People outside the Scrum Team can attend the Daily Scrums; however, they cannot participate (participate actively). They are involvement is controlled and guided by the Scrum Master. Remember that the developers might need help from other business or technical users. The Team might invite others on the call to have a few questions answered. Only the Developers actively participates in the Daily Scrum Calls. If the question was can people outside the Scrum Team attend (as opposed to participate) a Daily Scrum call? The answer would have been true, they could attend if invited.

True or False: Can people outside the Scrum Team participate regularly and actively in the ongoing Daily Scrums calls?

True: Technical Domain Experts or people outside the Scrum Team (if invited by the Scrum Team) may attend Sprint Planning to give advice.

True or False: Technical experts can attend the Sprint Planning Meetings.

Sprint Planning: During Sprint Planning, the whole Scrum Team collaborates to define a Sprint Goal that communicates why the Sprint is valuable to stakeholders.

When is the Sprint Goal created?

Scrum has no such accountability as functional manager. A Scrum Team is a cohesive unit of professionals focused on one objective at a time, the Product Goal. The Scrum Team consists of the following accountabilities (previously known as roles): 1) One Product Owner. 2) Developers. 3) One Scrum Master. No Project Managers or Functional Managers exist within the Scrum Team.

Which activities does the accountability "functional manager" perform in Scrum?

Behavior Driven Development: Behavior Driven Development is a variation / extension of Test-Driven Development methodology, where the main focus is on: 1) Behavioral specifications of the product or application (or its features). 2) User and System Interactions. Behavior Driven Development uses Ubiquitous language that can be understood by the developers and stakeholders. When Behavior Driven Development is adapted in a project, the technical nitty-gritty aspects of the requirements and implementation are outlined in a business-oriented language.

Which of the following should uses a ubiquitous language that can be understood by the developers and stakeholders?

No: One benefit of an Agile approach is that it enables teams to build and deliver a product and get feedback so that they can adapt the product based on that feedback to deliver more value. Reducing cost by not building unrequired features, and improving practices based on feedback may reduce cost. Cost reduction may become a secondary benefit but reducing cost should not be viewed as a benefit of using an Agile approach.

Yes or No: One of the software development company follows the waterfall software development method. The company realizes that the code development is progressing as expected (on time) however the cost of development has been more than what they had initially planned. The Management is considering adapting an Agile approach and believes adopting to the Agile approach will surely reduce cost. Adapting Scrum will definitely make Teams work more efficiently and deliver more value in less time, thus guarantying cost savings. Should the Management adapt the Agile approach to reduce cost?

1. Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems. 2. Various processes, techniques and methods can be employed within the framework. 3. Scrum is a framework within which complex products are developed. Scrum is a lightweight framework that helps people, teams and organizations generate value by creating adaptive solutions for complex problems. Scrum requires a Scrum Master to foster / maintain an environment where: 1. A Product Owner orders the work for a complex problem into a Product Backlog. 2. The Scrum Team turns a selection of the work into an Increment (of value) during a Sprint. 3. The Scrum Team and stakeholders inspect the results and adjust for the next Sprint. 4. Steps 1 through 3 are repeated for all sprints. Scrum is: 1) Not a process, technique, or definitive method. 2) A framework within which can employ various processes and techniques. 3) Employs an iterative, incremental approach to optimize predictability and to control risk. 4) Lightweight. 5) Simple to understand.

You must explain "Scrum" briefly to one of your potential clients. How would you best describe Scrum? (Choose three)