Question # 1
| You are the Scrum Master for four Scrum Teams working from the same Product Backlog. Several of the Developers come to you complaining that work identified for the upcoming two Sprints will require full time commitment from Stella, an external specialist who is not a member of any of the four Scrum Teams. What would you consider acceptable solutions for the problem? (Choose three.) | | A. Merge the Scrum Teams into one large Scrum Team for the next two Sprints. When the need for Stella's expertise is over, the teams can separate again. | | B. Developers with an interest in Stella's domain could volunteer to take on this work in their respective Scrum Teams. | | C. Ask Stella for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Scrum Teams to re-prioritize the work so that tasks not depending on Stella can be done first. | | D. Investigate whether additional techniques or frameworks for scaling Scrum would be appropriate for these Scrum Teams. | | E. Create a team with Stella and identify people from the Scrum Teams to temporarily work in Stella's domain to learn to better serve the existing teams. |
B. Developers with an interest in Stella's domain could volunteer to take on this work in their respective Scrum Teams.
C. Ask Stella for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Scrum Teams to re-prioritize the work so that tasks not depending on Stella can be done first.
Question # 2
| What are two ways in which technical debt relates to velocity?
| | A. Adding technical debt items to the Product Backlog to get estimated and added
to your velocity forecasts can guarantee predictability. | | B. Developers can artificially increase velocity by incurring technical debt.
| | C. They are not related, technical debt should be resolved by the support or
operations department, not by the Developers. | | D. Velocity may unexpectedly drop when the Developers run into technical debt
while attempting to complete new Product Backlog items. |
B. Developers can artificially increase velocity by incurring technical debt.
D. Velocity may unexpectedly drop when the Developers run into technical debt
while attempting to complete new Product Backlog items.
Explanation:
B: Developers can artificially increase velocity by incurring technical debt. This is a true statement, as some Developers may choose to take shortcuts or compromise on quality in order to deliver more work in a Sprint. However, this is not a sustainable or ethical practice, as it will create more problems and costs in the future. The Scrum Master can help the Developers to avoid this temptation and focus on delivering value and quality instead.
D: Velocity may unexpectedly drop when the Developers run into technical debt while attempting to complete new Product Backlog items. This is a true statement, as technical debt can act as a drag on the productivity and progress of the Developers. Technical debt can make the work more difficult, complex, or risky, and may require more time and effort to fix or refactor. The Scrum Master can help the Developers to identify and manage technical debt, and communicate its impact to the Product Owner and the stakeholders.
Question # 3
| Which two options describe how project budgeting and financial forecasting work in Scrum? (choose two answers) | | A. Scrum does not align with traditional accounting practices. The financial department needs to be given a fixed cost per Sprint per team. | | B. Several Sprints may be funded as a single release, with the result of each Sprint being releasable product | | C. The only funding is for the run cost (time and materials) of the Scrum Teams, so no budgeting process is needed_ | | D. It is ideally revisited as frequently as each Sprint to ensure value is being delivered for the investment spent. |
B. Several Sprints may be funded as a single release, with the result of each Sprint being releasable product
D. It is ideally revisited as frequently as each Sprint to ensure value is being delivered for the investment spent.
Question # 4
| During a Sprint Review, the Product Owner determines that she is going to release the current Increment to production. The stakeholders ask to stop the Sprint to react more quickly to the user feedback that is expected after this release. The Product Owner prefers to continue the Sprint to make progress with the next release. You facilitate a discussion on how to proceed. What are two acceptable results of this discussion? (choose two answers) | | A. Continue sprinting but shorten the Sprint length to allow for shorter feedback loops. | | B. Stop sprinting and let the Developers work on new customer requests as they arise. | | C. Continue sprinting and include the customer feedback in the Product Backlog. | | D. Continue sprinting but allow customer feedback to change the Sprint Goal within the Sprint. |
A. Continue sprinting but shorten the Sprint length to allow for shorter feedback loops.
C. Continue sprinting and include the customer feedback in the Product Backlog.
Explanation:
The Sprint Review is an event that inspects the outcome of the Sprint and determines future adaptations. The Product Owner has the authority to release the Increment to production at any time, but this does not mean that the Sprint has to be stopped or changed. The stakeholders can provide feedback and suggestions for the product, but they cannot interfere with the Sprint Goal or the Sprint Backlog within the Sprint.
The Scrum Team can decide to:
Continue sprinting but shorten the Sprint length to allow for shorter feedback loops (A), which is a valid option if the Scrum Team agrees that this will improve their agility and value delivery. However, this should not be done frequently or arbitrarily, as it may disrupt the rhythm and focus of the team.
Continue sprinting and include the customer feedback in the Product Backlog©, which is the most appropriate option as it respects the empirical nature of Scrum and allows the Product Owner to prioritize and order the Product Backlog based on new insights and stakeholder needs.
Question # 5
| You are a Scrum Master helping to establish five Scrum Teams that will be building a product. You discuss with them the high level of integration that the product Increment will require by the end of their first Sprint. It is a highly anticipated product, both by consumers and by the organization. Of the options raised by the future Scrum Team members, which option do you encourage? | | A. Each Scrum Team provides a separate Increment with the functionality added by the individual team. The Sprint Review is used to identify the work needed to integrate with the other Scrum Teams. This work is then added to the Product Backlog. | | B. Each Scrum Team delivers done Increments in its own area of responsibility. Upon functional acceptance at the Sprint Review, the code is isolated for future stabilization. The release date is adjusted according to the expected work and time of such integration phase. | | C. In the first Sprint, integration is less important. The goal is to deliver business value. Functionality that is not integrated with the work of other Scrum Teams by the end of a Sprint is still reviewed to assess its potential business value. It can still be released at the Product Owner's discretion, and silent consent of the stakeholders. | | D. All Scrum Teams agree on a shared Definition of Done that describes all work needed to deliver an Increment that is the integrated sum of the work from all Scrum Teams. |
D. All Scrum Teams agree on a shared Definition of Done that describes all work needed to deliver an Increment that is the integrated sum of the work from all Scrum Teams.
Question # 6
Your organization always stresses the importance of on-time delivery and reliability. A manager has detected that your team's progress is too slow. They feel that your team's velocity needs to be 10% higher. The organization expects you, as the Scrum Master, to make it happen. How do you respond? (choose two answers) | | A. You educate management that it is the Scrum Team's responsibility to improve their velocity. You invite management to the next Sprint Retrospective to brainstorm on how they can improve. | | B. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments. | | C. You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer management to the Product Owner for all information concerning the progress of development. | | D. You tell management that this is not your accountability in Scrum. You direct them to the Product Owner to determine whether the forecast is accurate. | | E. You help management understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile you present this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this. |
B. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.
C. You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer management to the Product Owner for all information concerning the progress of development.
Question # 7
| Your organization has announced a release to its user base three Sprints from now To be able to include all functionality in the release, work needs to accelerate. The Product Owner puts some testing from the Definition of Done on hold for the next three Sprints, while adding a generic item to the Product Backlog to resolve this in a future release. The Developers object that this will lead to technical debt. Select two ways that explain the impact of technical debt to the Product Owner. (choose two answers) | | A. Feature development of a next release is not allowed to start as long as there is technical debt from the current release. The Product Owner should first accept this impact before the Definition of Done can be reduced. | | B. A generic Product Backlog item is not good enough. The amount of technical debt will have to be calculated and estimated much more precisely, so the total amount of extra work that needs to be budgeted is well known. | | C. Releasing the version creates false assumptions about the actual state of the system. This is likely to result in interruptions during future Sprints in order to react to unforeseen problems arising from not having met the Definition of Done. | | D. As development progresses and functionality is added upon the reduced Definition of Done, unknown errors will creep in. The system becomes more difficult to stabilize. Work for the actual release as well as future releases Will be slowed down in unpredictable ways. |
C. Releasing the version creates false assumptions about the actual state of the system. This is likely to result in interruptions during future Sprints in order to react to unforeseen problems arising from not having met the Definition of Done.
D. As development progresses and functionality is added upon the reduced Definition of Done, unknown errors will creep in. The system becomes more difficult to stabilize. Work for the actual release as well as future releases Will be slowed down in unpredictable ways.
Explanation:
Technical debt is the implied cost of rework caused by choosing an easy solution now instead of a better approach that would take longer1. Reducing the Definition of Done for the next three Sprints will create technical debt, which will have negative impacts on the product quality, value, and delivery. Two ways to explain these impacts to the Product Owner are:
Releasing the version creates false assumptions about the actual state of the system. This is likely to result in interruptions during future Sprints in order to react to unforeseen problems arising from not having met the Definition of Done2. This will reduce the transparency, predictability, and adaptability of the Scrum process, and compromise the trust and satisfaction of the customers and stakeholders.
As development progresses and functionality is added upon the reduced Definition of Done, unknown errors will creep in. The system becomes more difficult to stabilize. Work for the actual release as well as future releases will be slowed down in unpredictable ways3. This will increase the complexity, risk, and cost of the product development, and lower the value and quality of the product.
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