During the Sprint Retrospective, the newest developer says that his perspective and ideas have been ignored by the rest of the Developers throughout the Sprint. What Scrum values are touched here? (Choose three.)
A. Openness
B. Transparency
C. Courage
D. Respect
E. Focus
F. Commitment
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.)
A. You cannot do Scrum without feature teams. Do not continue adopting Scrum until teams are reorganized in feature teams.
B. 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.
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. 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.
An important aspect of Scrum are timeboxes. Select two ways in which timeboxing reinforces the creation of value. (Choose two.)
A. Scrum Teams can determine on their own how much overtime is acceptable for a timebox- generally expressed as a percentage of the timebox.
B. Timeboxes help everyone focus on the same problem at the same time.
C. Timeboxing assures that a Product Owner does not interrupt the Developers during a Sprint.
D. Timeboxes encourage the people who are closest to the problem to create the best possible result in the time allotted, given the current context.
Creating a forecast for a Sprint tends to run more smoothly when the Product Backlog items that are discussed are well understood and actionable. Which approach would you recommend to ensure well understood and actionable Product Backlog items at Sprint Planning?
A. A separate Scrum Team of business analysts and testers analyze high-ordered requirements one Sprint ahead of development.
B. The Product Owner works with the stakeholders to prepare Product Backlog items outside of the Sprint so the Developers will not be disrupted.
C. The analysts on the Scrum Team document high-ordered Product Backlog items during a Sprint when they are not busy working on the forecast.
D. The Developers use some time in each Sprint to analyze, estimate and design high-ordered Product Backlog items.
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.)
A. 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 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.
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 inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.
E. 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.
In the Sprint Review, one of the stakeholders highlights the money spent this year, and that due to market changes, the funding may run out. An argument follows this statement, with raised voices and strong emotional statements. As a Scrum Master, what are your two best options? (Choose two.)
A. Ask for a short break for people to calm down and be objective.
B. Argue that the Scrum Team needs to be kept busy while the funding is confirmed.
C. It is the Product Owners meeting, so do nothing.
D. Defend the budget, asking the stakeholders to support the funding of the work.
E. Encourage the stakeholders to focus on delivering the highest value items for the next Sprint.
A multi-national company is using Scrum for product development of their five major products.
What alternatives should the company consider to decide how many Product Owners are needed for these five products? (Choose two.)
A. There is one Product Owner for all five products. This person may not delegate work to others for specific value, capabilities, and functionality, given these are all the Product Owner's individual responsibility.
B. There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams.
C. There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog.
D. There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
You are the Scrum Master for a Scrum Team whose Daily Scrum is scheduled to start at 10:00 each day. Developers routinely turn up late, and once everyone has assembled, the Daily Scrum starts. By then it is typically 4 to 5 minutes later than scheduled. Other meetings in the organization typically allow 4 to 5 minutes for people to transport within the building.
Some Developers complain that it is now hard to achieve the purpose of the Daily Scrum within the timebox, since there is only 10 or 11 minutes left after waiting for people to show up. The Developers ask for your advice.
A. To incentivize showing up on time, you tell the Developers that when people come late to the Daily Scrum, they will pay a small fee.
B. You turn the question back to the Developers and ask what they think should be done to ensure their Daily Scrum is effective and meets its purpose.
C. You suggest that when someone shows up late they cannot join that day's Daily Scrum.
D. You suggest an experiment: moving the event to a time that better suits the team.
E. You escalate this issue to management since you are responsible for ensuring Scrum is understood and enacted.
What is the primary concern when multiple Scrum Teams work from the same Product Backlog with the goal of creating a valuable and useful integrated Increment by the end of their Sprint?
A. Making sure there is enough work for everyone on every team.
B. Minimizing dependencies between Scrum Teams.
C. Clearly defining all requirements three Sprints ahead.
D. Maximizing velocity.
You are a Scrum Master helping to establish five Scrum Teams that will be building a product. You discuss with them the high level of integration that the product Increment will require by the end of their first Sprint. It is a highly anticipated product, both by consumers and by the organization. Of the options raised by the future Scrum Team members, which option do you encourage?
A. Each Scrum Team provides a separate Increment with the functionality added by the individual team. The Sprint Review is used to identify the work needed to integrate with the other Scrum Teams. This work is then added to the Product Backlog.
B. Each Scrum Team delivers done Increments in its own area of responsibility. Upon functional acceptance at the Sprint Review, the code is isolated for future stabilization. The release date is adjusted according to the expected work and time of such integration phase.
C. In the first Sprint, integration is less important. The goal is to deliver business value. Functionality that is not integrated with the work of other Scrum Teams by the end of a Sprint is still reviewed to assess its potential business value. It can still be released at the Product Owner's discretion, and silent consent of the stakeholders.
D. All Scrum Teams agree on a shared Definition of Done that describes all work needed to deliver an Increment that is the integrated sum of the work from all Scrum Teams.
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