Question # 1
You are a Scrum Master entering an organization that wants to "evolve" their product development to Scrum. The organization's teams are organized into component teams. This means that teams address one single application layer only (for example, front end, middle tier, back end, and interfaces).
You introduce the concept of feature teams, where teams have the skills to work on multiple layers throughout a Sprint and deliver working software every Sprint. What are two things you take into consideration when moving away from component teams toward feature teams? (choose two answers) | | A. You cannot do Scrum without feature teams. Do not continue adopting Scrum until teams are reorganized in feature teams. | | B. Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to Increase. | | C. Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team. | | D. With feature teams, it is easier to calculate and compare the productivity per team. Incentives on productivity are likely to speed up the transition to feature teams, and therefore the adoption of Scrum. |
B. Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to Increase.
C. Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team.
Explanation:
B: Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to increase. This is a realistic expectation, as the teams will need to learn new skills, collaborate more effectively, and adapt to changing requirements. However, the benefit of feature teams is that they can deliver working software that provides value to the customers and stakeholders every Sprint, rather than waiting for the integration of different components.
C: Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team. This is a natural consequence of changing the team structure and culture, as the teams will need to overcome some challenges and conflicts, build trust and rapport, and establish a shared vision and goal. The Scrum Master can help the teams with this transition by facilitating communication, coaching, and mentoring.
Question # 2
| User documentation is part of your Definition of Done. However, there are not enough technical writers for all teams. Your Scrum Team does not have a technical writer. What needs to be done? | | A. Your Scrum Team is still accountable for creating user documentation. In this case, the Developers will write it.
| | B. Let the user documentation remain undone and accumulate until after the last development Sprint. It will then be done by any available technical writers.
| | C. Form a separate team of technical writers that will work on an on-demand basis for the various Product Owners. Work order will be first in, first out.
|
A. Your Scrum Team is still accountable for creating user documentation. In this case, the Developers will write it.
Explanation:
User documentation is part of your Definition of Done, which means that it is a requirement for delivering a potentially releasable product increment. Your Scrum Team cannot ignore or postpone this requirement, even if there are not enough technical writers for all teams. Your Scrum Team is responsible for creating and maintaining the user documentation, and the Developers are the ones who have the skills and authority to do so. The Scrum Master can help the Developers learn how to write effective user documentation, and the Product Owner can provide feedback on its quality and value.
Question # 3
| What conditions are most likely occurring if you feel you need a "Quality Assurance and Release Readiness Sprint"? | | A. You are following Scrum and the concept of a Hardening Sprint. | | B. Scrum has been modified in an acceptable manner to introduce "Quality
Assurance and Release Readiness Sprints". | | C. The Definition of Done is weak or incomplete, allowing technical debt to
accumulate. | | D. The Developers find it nearly impossible to create a valuable, useful product
Increment in a Sprint. | | E. The Definition of Done is not being met every Sprint.
|
C. The Definition of Done is weak or incomplete, allowing technical debt to
accumulate.
D. The Developers find it nearly impossible to create a valuable, useful product
Increment in a Sprint.
E. The Definition of Done is not being met every Sprint.
Explanation:
A “Quality Assurance and Release Readiness Sprint” is not a Scrum concept, but a sign of poor engineering practices and weak adherence to the Scrum values and principles. It indicates that the Scrum Team is not delivering a potentially releasable product Increment every Sprint, which is one of the core commitments of Scrum. This could be due to a weak or incomplete Definition of Done, which allows technical debt to accumulate and compromises the quality and usability of the product. It could also be due to the Developers finding it nearly impossible to create a valuable, useful product Increment in a Sprint, which could be caused by various factors such as lack of skills, tools, collaboration, feedback, or empowerment. The Definition of Done is not being met every Sprint, which means that the Scrum Team is not fulfilling its accountability for the Increment and is not transparent about the state of the product.
Question # 4
| Scrum Master is a management position because the Scrum Master is accountable for the following three management activities: | | A. Reporting on the performance of a team.
| | B. Managing the Scrum process.
| | C. Managing the project plan and the project deliverables.
| | D. The way Scrum is understood and enacted within the organization.
| | E. Removing organizational impediments that limit the team's progress and
productivity. |
B. Managing the Scrum process.
D. The way Scrum is understood and enacted within the organization.
E. Removing organizational impediments that limit the team's progress and
productivity.
Explanation:
A Scrum Master is not a management position in the traditional sense of the word. A Scrum Master does not have authority over the team members, the product, or the project. A Scrum Master is a servant leader who helps the team self-organize, collaborate, and deliver value. A Scrum Master is accountable for managing the Scrum process, ensuring that the team follows the Scrum values and principles, and facilitating the team’s interactions with stakeholders and the organization. A Scrum Master is also accountable for removing organizational impediments that limit the team’s progress and productivity, such as bureaucracy, silos, or conflicts. A Scrum Master is not accountable for reporting on the performance of a team, managing the project plan and the project deliverables, or managing the capacity and utilization of the Developers. These are responsibilities of the Product Owner, the Developers, or other roles in the organization.
Question # 5
| 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 # 6
| What can the Scrum Value of openness easily impact? | | A. Collaboration | | B. Product quality.
| | C. Employee satisfaction.
| | D. Time to market.
| | E. Stakeholder trust.
|
Explanation:
The Scrum Value of openness can easily impact all of the aspects listed in the question. Openness means that the Scrum Team and the stakeholders agree to be transparent about their work, their challenges, their learnings, and their progress. This fosters a culture of collaboration, trust, feedback, and continuous improvement. Openness also helps to ensure that the product quality meets the expectations of the customers and the stakeholders, and that the product is delivered in a timely manner. Openness also contributes to employee satisfaction, as it allows the Scrum Team members to express their opinions, share their ideas, and learn from each other.
Question # 7
| How does the Scrum Master serve the Scrum Team?
(choose the best two answers) | | A. The Scrum Master coaches the Scrum Team and the organization how to work empirically. | | B. The Scrum Master resolves every impediment that the Developers run into | | C. The Scrum Master never intervenes in matters of the Scrum Team, but allows
them to maximize their autonomy and freedom. | | D. The Scrum Master facilitates Scrum events as requested or needed |
A. The Scrum Master coaches the Scrum Team and the organization how to work empirically.
D. The Scrum Master facilitates Scrum events as requested or needed
Explanation:
The Scrum Master serves the Scrum Team by coaching them and the organization how to work empirically, which means using an evidence-based approach to inspect and adapt the product and the process1. The Scrum Master also facilitates Scrum events as requested or needed, such as the Sprint Planning, the Daily Scrum, the Sprint Review, and the Sprint Retrospective2. The Scrum Master ensures that these events are positive, productive, and kept within the timebox2.
The Scrum Master does not resolve every impediment that the Developers run into, but rather helps them to remove or overcome those impediments themselves3. The Scrum Master also does not never intervene in matters of the Scrum Team, but rather balances between providing guidance and allowing autonomy. The Scrum Master is not a passive observer, but an active servant leader who supports the team in achieving their goals.
References: -
What is a Scrum Master? | Scrum.org, section “The Accountabilities of the Scrum Master”
-
The Scrum Guide 2020, section “The Scrum Master”
-
What is a scrum master? [+ Responsibilities] | Atlassian, section “Scrum master responsibilities”
-
[The 8 Stances of a Scrum Master by Barry Overeem], section “The Servant Leader”
-
[What Is a Scrum Master (and How Do I Become One)? - Coursera], section “What is a scrum master?”
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