SMC Dumps with Practice Exam Questions Answers

The incorrect statement targeted by this question is statement II. A Scrumboard is fundamentally a Scrum Team information radiator used to visualize and track Sprint work. SCRUMstudy explains that the team uses the Scrumboard to plan and track progress and that it can be maintained manually on paper or a whiteboard, or electronically.

Stakeholders may be able to observe the board because Scrum promotes transparency, but the board is not described as a stakeholder-owned planning and progress-control mechanism. Sprint execution remains with the self-organizing Scrum Team.

The exact number of columns has varied across SBOK editions and examples. Typical layouts include To Do, In Progress, Testing, and Done; other representations may include an additional Stories column. Therefore, the essential exam concept is not a rigid visual format but the board's role in transparently showing Sprint task status. During implementation it is continually updated as work progresses, and a fresh board is used for the subsequent Sprint.

Thus statement II incorrectly assigns ownership/use to stakeholders rather than the Scrum Team.

Study Guide reference: Implement - > Create Deliverables - > Scrumboard; Empirical Process Control - > Transparency.

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SBOK defines six non-negotiable Scrum principles:

1. Empirical Process Control

2. Self-organization

3. Collaboration

4. Value-based Prioritization

5. Time-boxing

6. Iterative Development

Collaboration is therefore a Scrum principle and focuses on awareness, articulation, appropriation, and shared value creation. Value-based Prioritization ensures that the project continuously focuses on work producing the greatest business value. Iterative Development allows teams to repeatedly build, inspect, obtain feedback, and adapt to changing requirements.

Manage by Stages is not an SBOK Scrum principle. It is terminology associated particularly with PRINCE2's project-management principles, where a project is planned, monitored, and controlled stage by stage.

Although Scrum does divide work into Sprints, this should not be confused with the “Manage by Stages” principle. Scrum Sprints are iterative, adaptive development cycles rather than traditional management stages.

Therefore, C is not one of SBOK's six Scrum principles.

Study Guide reference: Principles - > Six Scrum Principles.

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A Probability Impact Grid evaluates each identified risk according to two primary dimensions: its probability of occurrence and its potential impact on project objectives. SBOK explains that each dimension may be assigned a numerical or categorical rating and that probability and impact can then be combined to derive a risk-severity score.

That makes the technique particularly appropriate for the flood-and-landslide scenario. The team can estimate how likely these events are and assess the severity of their consequences for safety, cost, schedule, infrastructure, or environmental objectives. The resulting score helps determine prioritization and the urgency of mitigation.

Probability Trees model multiple possible outcomes as branches and calculate associated expected values. Pareto Analysis ranks identified risks by magnitude to focus attention on the most significant contributors. Expected Monetary Value converts uncertainty into a financial expectation by multiplying monetary impact by probability.

All four can support risk analysis, but the question specifically emphasizes evaluating probability and impact on project objectives, which directly matches the Probability Impact Grid.

Study Guide reference: Risk - > Risk Assessment - > Probability Impact Grid.

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The described condition is fundamentally Poor Team Collaboration. Large Scrum projects depend on effective interaction among multiple Scrum Teams, particularly where deliverables, dependencies, shared components, or resources cross team boundaries. If teams begin working in isolation, communication decreases and coordination problems can develop even when each individual team appears internally productive.

The Scrum of Scrums mechanism exists specifically to improve coordination among multiple Scrum Teams by sharing progress, dependencies, impediments, and work that could affect other teams. Failure to communicate across those boundaries undermines one of Scrum's core principles—Collaboration.

Technical debt refers to accumulated future cost or rework caused by expedient technical decisions, incomplete engineering practices, or deferred quality work; that is not what the scenario describes. A risk is an uncertain event, whereas the lack of communication is already occurring. It could produce issues or risks, but its immediate organizational diagnosis is poor collaboration.

Thus, the Chief Scrum Master should identify this as a team collaboration problem and facilitate mechanisms that restore transparency, coordination, and cross-team communication.

Study Guide reference: Organization - > Scrum in Large Projects; Principles - > Collaboration; Scrum of Scrums.

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This scenario describes Refactoring. SBOK defines refactoring as improving the internal design or structure of existing software while preserving its externally observable functionality. The objective is to make code more concise, maintainable, flexible, and understandable without changing what the software does.

The scenario specifically states that the existing implementation is complex, redundant, and time-consuming to maintain, while functionality must remain intact. Those are classic refactoring conditions. Typical refactoring work can include eliminating duplicated code, simplifying overly complicated logic, separating responsibilities, improving naming and structure, and reducing unnecessary coupling.

Design Patterns differ because they provide reusable documented solutions to recurring design problems. A team might employ a design pattern while refactoring, but “Design Patterns” does not describe the overall activity of restructuring existing code without changing behavior.

Mitigated Risks and Updated Dependencies are project-management outputs rather than software-engineering techniques for internal code improvement.

Therefore, the defining combination—redesign internal code, remove redundancy, improve maintainability, preserve functionality—identifies refactoring unambiguously.

Study Guide reference: Quality/Implement - > Create Deliverables - > Refactoring; technical practices for maintaining product quality.

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