Peter, the Product Owner, has been giving positive recognition to individual Development Team members who have moved their work to 'done' during the Daily
Scrum. Peter wants to ensure the team is adhering to the ideal guideline on the burndown chart.
What would be two valid actions for Steven, the Scrum Master, to take? (Choose two.)
ASteven talks with Peter about concerns of how his behavior might impact the team members and request that he stop attending for now.
BSteven coaches Peter on best practices for updating the burndown chart as it provides accurate information on how well the team is performing.
CNothing. Steven is optional at the Daily Scrum and it is the responsibility of the team to decide how to best run it.
DSteven coaches the Scrum Team about the purpose of the Daily Scrum.
In what two ways is velocity and technical debt related? (Choose two.)
AThey are not related because technical debt is non-functional and velocity is calculated based on end user functionality.
BAs the Development Team is working on new Product Backlog items, they may unexpectedly run into technical debt that will result the team's velocity dropping.
CA Development Team can artificially increase velocity by allowing technical debt to be incurred.
DAdding estimates to technical debt will allow the Development Team to maintain constant velocity therefore ensuring predictability.
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.)
AReporting on the performance of the Sprint.
BThe way Scrum is understood and enacted within the organization.
CManaging the capacity and utilization of each Development Team member.
DManaging the process in which Scrum is applied.
EManaging the Product Backlog items and work in the Sprint Backlog.
FRemoving organizational impediments that limits the team's progress and productivity.
A new member has just joined an existing Development Team that has been together for several Sprints. During the Sprint, the individual has been trying to share his ideas and viewpoints but is continuously ignored by the rest of the Development Team.
Which three Scrum Values has the Development Team been neglecting? (Choose three.)
ACommitment
BRespect
CTransparency
DFocus
EOpenness
FCourage
Question 6
Developing People and Teams
0
Question 7
Understanding and Applying the Scrum Framework
Question 8
Understanding and Applying the Scrum Framework
Question 9
Understanding and Applying the Scrum Framework
Question 10
Understanding and Applying the Scrum Framework
Question 11
Managing Products with Agility
Question 12
Developing People and Teams
Question 13
Developing People and Teams
Question 14
Understanding and Applying the Scrum Framework
Question 15
Managing Products with Agility
Question 16
Understanding and Applying the Scrum Framework
Question 17
Understanding and Applying the Scrum Framework
Question 18
Understanding and Applying the Scrum Framework
Question 19
Understanding and Applying the Scrum Framework
Question 20
Understanding and Applying the Scrum Framework
Question 21
Understanding and Applying the Scrum Framework
Question 22
Developing People and Teams
Question 23
Understanding and Applying the Scrum Framework
Question 24
Managing Products with Agility
Question 25
Understanding and Applying the Scrum Framework
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What would be the best two ways to identify that a Development Team is self-organizing? (Choose two.)
AManagement is able to know which members are working on which items.
BCreativity thrives and new possibilities are explored.
CThe Development Team members are cross-functional and knows what it needs to do to deliver the all tasks committed to the Sprint Planning.
DThe Development Team is able to resolve internal conflicts between members in order to continue working.
By the end of the Sprint, a Product Backlog item in the Sprint Backlog does not meet the team's Definition of Done.
What two things should happen with the item? (Choose two.)
AIt will be inspected at the Sprint Review and if it is acceptable by the stakeholders then include it in the Increment.
BDo not include the item in the Increment for the Sprint.
CSplit the item and add the estimation of the completed work to the current Sprint so not to impact the velocity and add the 'undone' work to the next Sprint.
DEstimate the remaining work needed to make it 'done' and add it to the Product Backlog for the Product Owner to decide what to do with it.
A new Product Owner has joined an existing Scrum Team that has been working together for eight Sprints. The Development Team has grown to have a good understanding of the functionality and business for the product they have been building. The Product Owner, being new to the company, is unsure about his responsibilities.
As a Scrum Master explain what two acceptable ways of helping the Product Owner would be. (Choose two.)
AYou advise the Product Owner to start building a good relationship with the stakeholders of the product. Ongoing interaction with them is important to regularly align with changing organizational or market expectations. The Product Owner is also expected to invite the right stakeholders to the Sprint Review meeting.
BYou inform the Product Owner that, in today's highly competitive markets, it is important that the Development Team is updated on changing business priorities on a daily basis. The Daily Scrum allows the Development Team to adapt to the changes in scope without delay.
CYou tell the Product Owner to make sure that there are no ambiguities or possible misunderstandings in the items on the Product Backlog when they are handed over to the Development Team. This is best done by capturing the functional requirements during an analysis phase, resulting in documents that are considered as the working product of such analysis Sprints.
DYou advise the Product Owner to rely on the Development Team and the stakeholders to formulate the Product Backlog, as they are the ones most knowledgeable. By asking questions and working with them the Product Owner will quickly be up to speed.
You have a Scrum Team that has been working together for over a year. The Development Team consists of eleven members who rarely collaborate and work within their functional boundaries. There are no Sprint Goals and most of the items in the Sprint Backlog are unrelated. The Scrum Team has concluded that it is not possible to create Sprint Goals based on the items in the Product Backlog.
What might explain why the Scrum Team is finding it difficult to craft Sprint Goals? (Choose all that apply.)
AThe Sprints are too long.
BThe Product Owner is not empowered to make decisions about items in the Product Backlog nor how they are ordered.
CThe Product Owner doesn't set objectives that he/she wants to achieve with upcoming Sprints.
DScrum might not be the best framework for this team.
EThe Development Team is too big.
What should a Development Team do if it realizes it has selected too much work after starting the Sprint?
AModify the definition of ג€Doneג€ to ensure all Product Backlog items can be done by the end of the Sprint.
BWork with the Product Owner to remove some work or Product Backlog items as soon as possible.
CAdd additional team members to handle the extra work.
DContinue working and update the Product Owner at the Sprint Review.
What are typical Product Owner activities during Sprint 0?
ACreating a project plan based on the defined timeline.
BEnsuring there is enough work to do for at least three Sprints.
CCreating User Stories based on the requirements document.
DAllocating enough resources before starting Sprint 1.
EThere is no such thing as Sprint.
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.)
AIt 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.
BNewly 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.
CWithout feature teams, you cannot do Scrum. Postpone Scrum adoption until the teams are reorganized in feature teams.
DPeople 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.
Steven is a Scrum Master for three different teams building a single product from the same Product Backlog. Development Team members from each team have approached Steven complaining that their teams need Nicole, an external specialist, to commit full time for their next Sprint.
Which three acceptable solutions would Steven consider? (Choose three.)
AFor Sprints that require Nicole's expertise for more than one team, combine the teams into one and separate when they no longer need to share her services.
BInvestigate whether applying additional techniques or frameworks for scaling Scrum would be appropriate for this product team in the future, since you have multiple Scrum Teams working on the same product, with dependencies between the teams.
CPeople from the Development Teams with an interest in Nicole's domain could volunteer to take on this work in their respective teams.
DAsk Nicole for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Development Teams to re- prioritize the work so that tasks not depending on Nicole can be done first.
EHave the Development Team re-order the Product Backlog so Nicole can serve one team full-time in a Sprint.
FCreate a team with Nicole and people from the teams to temporarily work in Nicole's domain to serve the existing teams.
Which two statements are the most accurate in regards to scaling Scrum for large projects requiring multiple Scrum Teams? (Choose two.)
AA person focusing on the Sprint Backlog of a single Scrum Team is often more productive than that same person working on multiple Scrum Teams at the same time.
BA well-structured Product Backlog can minimize and often eliminate Development Team members working on multiple Scrum Teams during a Sprint.
CTeam members must work full time on a single Scrum Team.
DCustomizing the core Scrum framework is necessary to be successful with Scrum at large scale.
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?
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.
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?
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.
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.)
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?
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?
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.
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.)
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.
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.)
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.
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?
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.
According to the values of Scrum, which is the best way to create Development Teams?
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.
When multiple Scrum Teams are working from the same Product Backlog, also known as scaled Scrum, they must still work in conformance of the Scrum guide.
ATrue
BFalse
In Scrum, how would budgeting and financial forecasting be performed? (Choose two.)
AFrequently inspect the outcomes of the delivered Sprint Increments to understand how much value is being produced per investment spent.
BA single release may be funded with several Sprints where every Sprint is producing shippable increments.
CBudgeting is not necessary as the only funding necessary is the operational costs of the Scrum Teams.
DFixed budgets are not allowed in Scrum.
Steven is a Scrum Master that was hired to help an organization, that is new to Scrum, understands and enacts Scrum effectively.
Which three activities would be acceptable? (Choose three.)
ARequire all teams in the organization to start using Scrum as soon as possible.
BArrange 1:1 coaching sessions to discuss any identified concerns Steven may have.
CSchedule formal trainings.
DPenalize any Scrum Team members who are not staying within the Scrum Framework.
EEducate stakeholders and clients about Scrum.
FExtend Retrospectives to include formal training.
