Question # 1
| 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 # 2
Eight months ago your company started developing a new product consisting ot several major components. You are the Scrum Master on the team building the "core" component of the product; your component also integrates all the other components.
The Scrum Teams work in monthly Sprints, and the team has forecast that it will deliver the integrated product in three Sprints. Recently the team's progress slowed because of changes to the other components that they integrate. The program manager is extremely upset when they find out that the team will need two more Sprints. The project managers of the other components confirm their adherence to the original forecast.
As a Scrum Master, what could you do to help the Product Owner?
(choose the best answer) | | A. You calculate how many additional developers it would take to increase velocity to make the original date. You inform the program manager of the additional budget for these developers. This would then allow meeting the original forecast | | B. You remove all items from the Product Backlog tor which development is forecast to be beyond the expected date. | | C. You suggest working with the program manager and the project managers of the
other components on the ordering and the value of your open Product Backlog items to redefine the possible delivery date. | | D. You lengthen your Sprints to accommodate the delays. |
C. You suggest working with the program manager and the project managers of the
other components on the ordering and the value of your open Product Backlog items to redefine the possible delivery date.
Explanation:
As a Scrum Master, you could help the Product Owner by suggesting working with the program manager and the project managers of the other components on the ordering and the value of your open Product Backlog items to redefine the possible delivery date. This would allow you to collaborate with the stakeholders and align on the expectations and priorities of the product. You could also inspect and adapt your integration process and communication channels with the other teams to minimize the impact of changes and dependencies.
References:
The Scrum Guide 2020, section “The Scrum Master”
The Scrum Master Learning Path, module “The Scrum Master as a Coach”
The Professional Scrum Master II Course, topic “Stakeholder Management”
Question # 3
| 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 # 4
| You have just been hired as a Scrum Master by a company new to Scrum. The company wants to use Scrum to build a new product that was conceived by the product management department. You will be the Scrum Master of two new teams that will build a first version of the product. The product management department assigns two new Product Owners, but wants more advice about the required participation with the new Scrum Teams. Which two suggestions would you offer?
(choose the best two answers) | | A. Having one Product Owner will improve the clarity of accountability to the teams and to the product management department. | | B. Two Product Owners are necessary, one for each Scrum Team. They report to an overarching chief Product Owner. | | C. Each Scrum Team has a separate Product Backlog, holding each team's assigned requirements. | | D. A single Product Backlog should be maintained holding all requirements for the new product. |
A. Having one Product Owner will improve the clarity of accountability to the teams and to the product management department.
D. A single Product Backlog should be maintained holding all requirements for the new product.
Explanation:
A. Having one Product Owner will improve the clarity of accountability to the teams and to the product management department. This is a good suggestion, as it ensures that there is a single person who is responsible for maximizing the value of the product and managing the Product Backlog. Having one Product Owner also avoids confusion, duplication, or conflict among multiple Product Owners who may have different visions, priorities, or expectations for the product.
D. A single Product Backlog should be maintained holding all requirements for the new product. This is also a good suggestion, as it ensures that there is a single source of truth for the product requirements and that they are transparent and visible to all stakeholders. Having a single Product Backlog also enables the Product Owner to order the items based on their value, risk, dependency, and urgency, and to collaborate with the Scrum Teams to select and refine the items for each Sprint.
References:
The Scrum Guide, section 2.3 (The Scrum Team), page 7
The Scrum Guide, section 4.1 (The Product Backlog), page 11
The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 4 (Sprint Planning)
and lesson 5 (The Sprint Review)
Question # 5
| Self-management is more effective when it happens within boundaries. Select two relevant boundaries for self-management provided by the Scrum framework. (choose two answers) | | A. Timeboxing work to allow for frequent inspection. | | B. Clearly defining sub-responsibilities and handovers within the Scrum Team. | | C. Creating a valuable and useful Increment by the end of each Sprint. | | D. Having an even number of members in a Scrum Team to be able to do pair programming and be more productive. |
A. Timeboxing work to allow for frequent inspection. C. Creating a valuable and useful Increment by the end of each Sprint.
Explanation:
The best two answers are A and C.
A. Timeboxing work to allow for frequent inspection. This is a relevant boundary for self-management provided by the Scrum framework, as it helps the Scrum Team to organize their work into fixed-length Sprints and other events, such as the Daily Scrum, the Sprint Planning, the Sprint Review, and the Sprint Retrospective. Timeboxing enables the Scrum Team to inspect their progress, adapt their plan, and deliver value regularly and predictably.
C. Creating a valuable and useful Increment by the end of each Sprint. This is also a relevant boundary for self-management provided by the Scrum framework, as it guides the Scrum Team to focus on delivering a product Increment that meets the Sprint Goal and the Definition of Done. Creating a valuable and useful Increment requires the Scrum Team to collaborate, communicate, and coordinate effectively, and to apply their skills and creativity to solve complex problems.
Question # 6
| 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?”
Question # 7
| In an environment where user acceptance testing is required before the Increment can be put into production, a development manager proposes to have user acceptance testing done every third Sprint, because the feedback from the user acceptance tests are disrupting work in Sprints. Is this a good idea? | | A. It depends on what is stated in their Definition of Done. | | B. No, the Increment will not be transparent and the feedback loop is too long. | | C. Yes, the Scrum Team is a self-managing team. | | D. Yes, the Scrum Team needs stability in the Sprint. |
B. No, the Increment will not be transparent and the feedback loop is too long.
User acceptance testing is a process of verifying that the product meets the user's needs and expectations. It is an important feedback mechanism that helps the Scrum Team validate their assumptions, inspect the value and quality of the Increment, and adapt their plans accordingly. Scrum requires that the Increment be transparent, meaning that it is observable and understandable by anyone with a stake in the outcome. Scrum also requires that the feedback loop be short, meaning that the Scrum Team can receive and respond to feedback quickly and frequently.
Therefore, it is not a good idea to have user acceptance testing done every third Sprint, because:
The Increment will not be transparent (B), meaning that the Scrum Team and the stakeholders will not have a clear and shared understanding of what has been done and what remains to be done. This may lead to misalignment, confusion, or conflict over the product vision, scope, and quality.
The feedback loop is too long (B), meaning that the Scrum Team will not be able to inspect and adapt based on the user's feedback in a timely manner. This may lead to wasted effort, missed opportunities, or reduced value delivery.
The other options are not correct because:
It does not depend on what is stated in their Definition of Done (A), which is a formal description of the state of the Increment when it meets the quality standards required for the product. The Definition of Done does not dictate how or when user acceptance testing should be done, but rather what criteria must be met for the Increment to be considered ''Done''.
The Scrum Team is a self-managing team , which means that they have the autonomy and authority to organize and manage their own work within the boundaries of Scrum. However, this does not mean that they can ignore or postpone user feedback, which is essential for delivering value and satisfying customer needs.
The Scrum Team needs stability in the Sprint (D), which means that they need to have a clear and consistent Sprint Goal, Sprint Backlog, and Definition of Done throughout the Sprint. However, this does not mean that they need to avoid or resist user feedback, which is a source of learning and improvement for the product and the process.
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