Question # 1
| You are the Scrum Master for three Scrum Teams working on the same product. There is a single Product Backlog that all three Scrum Teams select from. Management is eager to improve the productivity of the teams and wants to standardize velocity across all three teams so that they can see how each team is delivering value. When responding to management, which two statements are appropriate? (choose two answers) | | A. Incentivizing teams based on velocity can boost the Scrum Team's motivation to create more value. | | B. Standardizing velocity across teams can help with understanding which teams are creating more value. | | C. Velocity has no direct relationship with 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. |
C. Velocity has no direct relationship with 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.
Explanation:
C: Velocity has no direct relationship with value. This is a true statement, as velocity is a measure of the amount of work done by a Scrum Team in a Sprint, not the value or quality of that work. Velocity can vary depending on many factors, such as the size, complexity, and priority of the Product Backlog items, the skills and experience of the Developers, the Definition of Done, and the Sprint length. Therefore, velocity is not a reliable indicator of value creation or team performance.
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. This is a true statement, as velocity is a team-specific metric that reflects how much business functionality the Scrum Team can deliver in a Sprint. Velocity can help the Scrum Team to forecast how many Product Backlog items they can select for the next Sprint, based on their past performance and current capacity. However, velocity is not a goal or a target for the Scrum Team, and it should not be compared across teams.
Question # 2
| In the Daily Scrum, the Product Owner applauds every Developer who moves a Sprint Backlog item to completion. The Product Owner wants to encourage the Developers to make progress visible on the burn-down chart. Select the two best options for the Scrum Master to take. (choose two answers) | | A. Nothing. The Scrum Master does not attend the Daily Scrum. | | B. Take the opportunity to create more energy and team spirit and encourage everyone to participate in the applause. | | C. Coach the Scrum Team about the purpose of the Daily Scrum. | | D. Tell the Product Owner your concerns about how his behavior may impact the Developers, and ask him to stop attending the Daily Scrum for some time. |
C. Coach the Scrum Team about the purpose of the Daily Scrum.
D. Tell the Product Owner your concerns about how his behavior may impact the Developers, and ask him to stop attending the Daily Scrum for some time.
Question # 3
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 # 4
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 # 5
| Respect is one of the five Scrum values. Which statements demonstrate respectful behavior in the Scrum Team? (choose two answers) | | A. Respect the accountabilities of the Scrum Team members. | | B. Respect the Product Owner by letting them change the Sprint Goal during the Sprint | | C. Respect people, their experience, diversity, and difference in opinion | | D. Respect stakeholder expectations that Scrum Teams will meet their forecast. |
A. Respect the accountabilities of the Scrum Team members.
C. Respect people, their experience, diversity, and difference in opinion
Question # 6
| 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 # 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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