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Question No: 1

MultipleChoice

Marian is a product Owner working on a Scrum Team on a new release for her product. Based on the average velocity of the previous release Marian estimated the project to take seven Sprints. Average velocity In the previous release was thirteen completed units of work per Sprint Development is three Sprints underway, with tour more Sprints to go until the release.

Product Backlog has been stable.

Over the first three Sprints, the Developers report their average velocity is nine, while not having fully tested all the delivered functionality. The Developers estimate that the unfinished testing would have required of a Sprints time. The Developers believe that the required

velocity of thirteen is within their reach. What is the most effective way to recover?

(choose the best answer)

A. The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. up to one release Sprint per three development Sprints may be required, It is Marian's responsibility to inform users and stakeholders Of the impact on the release date.

B. Transparency needs to be restored by addng the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only 13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team Or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders.

Options

CIn the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog.

DThe Developers inform Marian that the progress she has perceived to date is not correct The Increment is not releasable. They give Marian their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. The Developers also re-estimate the effort to complete the remaining backlog, including all testing. In the end, it is Marian's call to continue the project or to cancel.

Answer
DExplanation

The most effective way to recover is to restore transparency and trust by informing the Product Owner that the progress she has perceived to date is not correct.The Increment is not releasable because it does not meet the Definition of Done12, which is a shared understanding of what it means for work to be complete12. The Developers should give the Product Owner their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features.This way, the Developers can ensure that they deliver a valuable, useful, and potentially releasable Increment every Sprint12. The Developers should also re-estimate the effort to complete the remaining backlog, including all testing, and communicate any changes or risks to the Product Owner.In the end, it is the Product Owner's call to continue the project or to cancel it, based on the value and feasibility of the product12.

Some reasons why the other options are not correct are:

A: The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. This option is not correct because it violates the Scrum framework and the Scrum values.The Scrum framework does not prescribe any release Sprints or separate phases for testing or integration12.The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not postpone or hide their undone work. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not mislead or deceive the Product Owner.The Developers should respect the Product Owner's authority and accountability for maximizing the value of the product and the work of the Developers12, not shift the responsibility or blame to them. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.

B: Transparency needs to be restored by adding the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only 13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders. This option is not correct because it violates the Scrum framework and the Scrum roles.The Scrum framework does not prescribe any velocity or points as measures of progress or success12.The Scrum roles include Product Owner, Scrum Master, and Developers12.The Product Owner is accountable for maximizing the value of the product and the work of the Developers12, not for tracking or controlling their velocity or points.The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide1, causing change that increases the productivity of the Scrum Team1, and working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization1, not for assessing or judging the performance of the Developers or initiating a restart or cancellation of the project.The Developers are accountable for creating a valuable, useful, and potentially releasable Increment every Sprint12, not for meeting a predetermined velocity or points target.

C: In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog. This option is not correct because it violates the Scrum framework and the Scrum values.The Scrum framework requires that each Sprint delivers a potentially releasable Increment that meets the Definition of Done12, not a partially done or incomplete product that accumulates technical debt or quality issues.The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not compromise on quality or value. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not hide or ignore their undone work.The Developers should respect the Product Owner's authority and accountability for maximizing the value of the product and the work of the Developers12, not burden them with additional work or risk. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.

What is an Increment? | Scrum.org

What is a Product Increment? | Scrum.org

Question No: 2

MultipleChoice

According to the values of Scrum, which is the best way to create Development Teams?

Options

AThe Product Owner will create a skills matrix according to what is needed for the project and work with the technical leads to allocate resources to the team.

BWork with the leadership team to allocate members according to skills, seniority and experience to ensure that all Development Teams are balanced fairly.

CProvide boundaries to the developers and allow them to self-organize into Development Teams.

Answer
CExplanation

When the values of commitment, courage, focus, openness and respect are embodied and lived by the Scrum Team, the Scrum pillars of transparency, inspection, and adaptation come to life and build trust for everyone and self- organizing teams will be enabled to choose how best to accomplish their work.

Question No: 3

MultipleChoice

Steven is a Scrum Master asked to assist in creating five new Scrum Teams that will be working to build a highly anticipated product. He talks with them about the importance of being able to integrate their Increments by the end of their Sprints. This includes the first Sprints. The product is very important to both the end users and the organization.

Of the choices raised by future team members, what would Steven encourage?

Options

AEach Scrum Team delivers Increments in its own code branch. After UAT is performed at the Sprint Review, the code branch is isolated until enough Increments are considered acceptable. All code branches will then be merged during the release phase.

BEach Scrum Team delivers functionality at the end of each Sprint. New Product Backlog items will then be added to the next Sprint Backlog to integrate their functionality with the other teams to create a unified Increment.

CAll Scrum Teams agree on a mutual understanding of 'done' that defines all work necessary to deliver a potentially shippable Increment that includes all previous Increments delivered for the product.

DWait until enough of the infrastructure and architecture is in place before starting the first Sprints. This will increase the success of delivering integrated Increments in Sprint 1.

Answer
CExplanation

When a Product Backlog item or an Increment is described as ''Done'', everyone must understand what ''Done'' means. If there are multiple Scrum Teams working on the system or product release, the Development Teams on all the Scrum Teams must mutually define the definition of ''Done'' to have a shared understanding of what

it means for work to be complete, to ensure transparency. Each Increment is additive to all prior Increments and thoroughly tested, ensuring that all Increments work together.

Question No: 4

MultipleChoice

A Development Team has a total of six members, 4 members who work full time in the office and 2 members who work part time at home. The Development Team is complaining that it is too difficult to synchronize every day and has suggested having the Daily Scrum every other day instead.

What would be three key concerns if the Daily Scrum is held less frequently? (Choose three.)

Options

AImpediments are raised and resolved more slowly.

BOpportunities to inspect and adapt the Sprint Backlog are reduced.

CLess information about the progress will be shared causing the Sprint plan to become inaccurate and reducing transparency over progress toward the Sprint Goal.

DThe Scrum Master loses the ability to update the burndown chart adequately.

EThe Product Owner cannot accurately inspect utilization of the individual team members.

Answer
A, B, CExplanation

The Daily Scrum is an internal meeting for the Development Team to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog. The Daily Scrum optimizes the probability that the Development Team will meet the Sprint Goal. Every day, the Development Team should understand how it intends to work together as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment by the end of the Sprint.

Reducing the frequency of the event will increase the length of the feedback loop and adds risk if the team deviates too far off course.

Question No: 5

MultipleChoice

An organization wants to apply Scrum to build a new product and has hired Steven to be the Scrum Master of three new teams that will build the first release. The organization is new to Scrum and asks Steven for advice on how to start.

Which two things should Steven first advise? (Choose two.)

Options

AEach Scrum Team has its own Product Backlog with items only their team will be working on.

BOne Product Backlog to represent all of the known work needed to be done for the product.

CThree Product Owners, one for each Scrum Team.

DHaving one Product Owner to be accountable for maximizing the flow of value throughout the development process and provide transparency on the overall progress.
The Scrum Master serves the organization in several ways, including: Leading and coaching the organization in its Scrum adoption; Planning Scrum implementations within the organization; Helping employees and stakeholders understand and enact Scrum and empirical product development.

Answer
B, D

Question No: 6

MultipleChoice

Three Development Teams are currently building a single product and pulling work from the same Product Backlog. All three teams have identified that they will need Dan, a database specialist, to work full time in their team for the next several Sprints.

What should Steven, the Scrum Master, do to solve this potential problem?

Options

AManage the items in the Sprint Backlogs so that Dan can be utilized evenly for each team.

BAssign Dan to the team with the most urgent tasks first and then move him to the next team and so on until the required support is completed.

CFacilitate a discussion with all Development Teams on how they want to deal with this issue, and help them implement their preferred solution.

DAsk Dan to work with the HR department to recruit and hire additional database specialists. In the meantime, have the Product Owner move items that do not depend on Dan to the top of the Product Backlog.

Answer
CExplanation

As a servant/leader, the Scrum Master facilitates conversations through open ended Question:s in order to help the team members make the best possible decisions according to what is known at the time. He/she does not approve or reject team decisions but ensures the team stays within the boundaries of the Scrum framework.

Question No: 7

MultipleChoice

At the end of the eighth Sprint, the internal sponsors are upset and angry with the progress of the product being built. The current state of the product is not as expected and will require additional Sprints and more budget than originally anticipated at the start of the project.

What factors may have led to this? (Choose three.)

Options

AThe Product Owner has not been engaging with sponsors frequently enough and has not been kept aware of the overall progress of the project.

BThe sponsors haven't been using the Sprint Reviews to actively engage, and inspect and evaluate progress.

CThe scope changes have not been tracked adequately and the change request process has not been followed properly.

DThe stakeholders have not been using the Daily Scrum effectively to track the Development Team's progress.

EThe Scrum Master has not ensured transparency.

FThe project plan proposed to the sponsors at the start of the project followed stringently.

Answer
A, B, EExplanation

One of the principles of agility includes working closely with business people. In order to manage stakeholder expectation, there must be open communication (through collaboration and transparency) throughout the project cycle. This maximizes alignment, helps with making business decisions, and reduces risk.

Although, the Scrum Guide does not directly state that the Scrum Master is responsible for ensuring transparency it is implicit. The Scrum Master is responsible for the process in which Scrum is adopted and enacted. Scrum is founded on empiricism and the Scrum Master helps those inside and outside the team work in an empirical environment which includes transparency (one of the three pillars of empiricism).

Question No: 8

MultipleChoice

Steven, the Scrum Master, is approached by one of the Development Team members saying that they are not completing regression tests for all of the work they are performing to the level defined in the Definition of Done. They have discussed this with the Product Owner and decided to remove regression testing from the

Definition of Done.

Which two actions are the most appropriate for Steven to take? (Choose two.)

Options

AReject the decision as the long term maintainability of the product will be negatively impacted by modifying the Definition of Done.

BAccept the decision as a mutual agreement has been made between the Development Team and the Product Owner.

CAsk the Development Team and the Product Owner what problem they are trying to solve by altering the Definition of Done and removing regression testing from it. In what ways will this decision impact transparency and quality?

DAsk the Development Team and the Product Owner if they are still able to produce potentially shippable product increments by altering the Definition of Done?

Answer
C, DExplanation

Question No: 9

MultipleChoice

Paul, a Product Owner of one of the Scrum Teams, has been attending the Daily Scrum. During the Daily Scrum, the Development Team members have been reporting their daily work to Paul so that he is aware of their Sprint progress and what each member is working on.

What is the best action for the Scrum Master to take?

Options

AAsk Paul to stop attending the Daily Scrum.

BCoach Paul and Development Team members on the purpose of the Scrum events and let them figure out what to do in this situation.

CAllow the Paul to participate in the Daily Scrum as he is responsible for the success of the product.

DFacilitate the Daily Scrums to avoid any conflicts between the Development Team members and Paul.

Answer
BExplanation

Because the Development Team is the ones doing the work, they are best suited to inspect and adapt the progress toward the Sprint Goal. At minimum, this is done every 24 hours through the Daily Scrum. It is the Scrum Master's responsibility to teach the Scrum Team the value and objective of each Scrum event in order for them to optimize the benefits of each event. Because the Daily Scrum is owned by the Development Team, it is up to them on how they should run it but the Scrum Master can provide guidance to ensure it adheres to the Scrum guidelines.

Question No: 10

MultipleChoice

Paul is a Product Owner for multiple products. Each product is allocated a dedicated Scrum Team and a set budget. Based on the average velocity of a previous product release, Paul had estimated a new product to take 9 Sprints to complete. The average velocity of the previous product release was 50 completed units of work per Sprint. Over the first 3 Sprints, the Development Team reported an average velocity of 40 completed units per Sprint, while not fully completing the required integration tests. The Development Team estimates that integration testing would require additional effort to make the increments shippable. The Development Team is unsure if the required velocity is achievable.

What is the most effective way to recover?

Options

AIn the next Sprints, the Development Team strives to make the selected work as close to 'done' as possible and at the minimum 90% completed. Any undone work is divided into new Product Backlog Items that will be deferred to the last Sprint in order to maintain stable velocity.

BThe Development Team informs Paul that the progress he has perceived to date is not correct. The Increment is not releasable. They give Paul their estimate of the effort it would take to get the previous work 'done', and suggest doing that work first before proceeding with new features. The team also re- estimates the effort to make the remaining Product Backlog items 'done', including all integration effort. In the end, it is Paul's call to continue the project or to cancel.

CThe Scrum Master will manage the Sprint Backlog and assign work to the Development Team members to ensure maximum utilization of each member. He/she will keep track of unused resources so that it does not impact the budget. Unused budget can be allocated for additional Sprints if needed.

DThe Scrum Master sets the open work aside to be performed in one or more release Sprints. They remind Paul to find funding for enough Release Sprints in which this remaining work can be done. Up to one release Sprint per three development Sprints may be required. It is Paul's role to inform users and stakeholders of the impact on the release date.

Answer
BExplanation

Scrum is founded on empirical process control and asserts that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk. At the end of every Sprint, an increment of 'done' work must be available in order to inspect and adapt accordingly.

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