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?
A. In 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.
B. The 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.
C. The 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.
D. The 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.
A Scrum Master is not only a servant-leader to the Scrum Team and organization, it's also considered a management position.
Which three activities describe what a Scrum Master manages as reflected by the Scrum Guide? (Choose three.)
A. Reporting on the performance of the Sprint.
B. The way Scrum is understood and enacted within the organization.
C. Managing the capacity and utilization of each Development Team member.
D. Managing the process in which Scrum is applied.
E. Managing the Product Backlog items and work in the Sprint Backlog.
F. Removing organizational impediments that limits the team's progress and productivity.
An organization has just hired you as a new Scrum Master to help them transition their teams from their current traditional process to Scrum. The teams are currently structured to specialize in a single function. This is also known as component teams where a team would only address a single layer (i.e. design, frontend, backend, database, testing, etc.). You've introduced the concept of cross-functional teams where all the skills needed to produce business functionality, from end to end, are inside of a single team.
What should you keep in mind when transitioning from siloed teams to cross-functional teams? (Choose two.)
A. It is easier to compare the performance between cross-functional teams in order to identify to which teams to assign tasks and which teams need additional coaching.
B. Newly formed teams will need time to stabilize before reaching their peak performance. During the initial stages of forming, performance will suffer and productivity may be low, although even then delivery of business value is still likely to increase.
C. Without feature teams, you cannot do Scrum. Postpone Scrum adoption until the teams are reorganized in feature teams.
D. People from the different layers and components will need time to become accustomed to working and delivering unified functionality together as one Scrum Team thus productivity may suffer.
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. No, the Increment will not be transparent and the feedback loop is too long.
B. It depends on what is stated in their Definition of Done.
C. Yes, the Scrum Team needs stability in the Sprint.
D. Yes, the Scrum Team is a self-managing team.
At the ninth Sprint Retrospective, the Product Owner is very disappointed and angry. She has determined that the technical debt has increased, and the product is not meeting her expectations. The product will need a few more Sprints to meet the scalability requirements. Which of the following could be true?
A. The Scrum Team has not used the past Sprint Retrospectives effectively to inspect and adapt.
B. The Developers have not been paying enough attention to quality.
C. The Scrum Team is not having conversations around technical debt.
D. The Scrum Master has not ensured that the Scrum Team is being transparent.
E. All of the above.
F. None of the above.
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.
F. Organize a release Sprint in which Stella can thoroughly check and complete all the work done in her domain before considering the work releasable.
G. Have the Developers re-order the Product Backlog so Stella can serve one team full-time in a Sprint.
What are acceptable ways a Scrum Master may work to ensure Scrum is understood and enacted? (Choose three.)
A. Hold longer more in-depth retrospectives with formal learning as part of the retrospective.
B. Arrange one-on-one coaching sessions where concerns the Scrum Master has identified can be discussed.
C. Require senior management to mandate that all teams in the organization must follow and enact Scrum.
D. Educate stakeholders and customers about Scrum.
E. Schedule group training about Scrum.
A Scrum Master colleague of yours wants some guidance on what to do in the following situation. During the Daily Scrum, one Scrum Team member, who is a key central figure in the organization, drags on and on about things which actually are interesting but not relevant for the Daily Scrum, day after day. What are two suggestions you would offer to your colleague? (Choose two.)
A. You contact the team member's Line Manager and raise this as an impediment to the Manager, and ask that they resolve this matter.
B. You suggest coaching the Developers to help them find a way to solve the problem, and own the solution.
C. You suggest passing a token around. The person holding the token has the floor to speak for an allotted amount of time.
D. You suggest taking the person aside and asking them what they believe the key outcomes are for the Daily Scrum. Effectively coaching them to help create focus during the Daily Scrum.
E. You suggest using a timer, to limit the time each person can speak at the Daily Scrum.
Which way of creating Scrum Teams is consistent with the Scrum values?
A. Providing boundaries that help the team members organize themselves into Scrum Teams.
B. The Chief Product Owner determines the team structures and assigns who is needed in which Scrum Team based on skills, seniority and the business area.
C. Managers collaborating across their respective areas of responsibility to assign individuals to specific teams.
Another team's Scrum Master seeks your advice. The Daily Scrum always runs longer than 15 minutes. The Developers suggest splitting the Scrum Team into two teams. What is your response?
A. You disagree - you tell the Scrum Master that as Scrum Master they need to manage the timebox better.
B. You disagree - there is not enough information to justify splitting a team into two teams. You ask if there is anything you can do to help your colleague, for example observe one of the Daily Scrums with them.
C. You agree - this is an appropriate solution to the problem.
D. You agree - splitting the team into two teams is a good strategy to allow them to learn how to run Daily Scrums quickly and effectively. Once they have learned to limit the Daily Scrum to 15 minutes, you can combine the teams again.
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