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In accordance with Scrum theory, how should a group of 100 people be divided into multiple
Scrum Teams?
(choose the best answer)
Create a matrix of skills, seniority, and level of experience to assign people to teams.
Check with the allocation department to see who has worked together before and make these the first teams.
Understanding the product, the product vision and the rules of the Scrum framework, the people divide themselves into teams.
It does not really matter since you can rotate the teams every Sprint to spread knowledge.
In accordance with Scrum theory, a group of 100 people should be divided into multiple Scrum Teams by understanding the product, the product vision and the rules of the Scrum framework, and then dividing themselves into teams because:
It respects the self-organization and empowerment of the people. The people are the ones who have the knowledge, skills, and experience to create and deliver the product. They are also the ones who will work together as Scrum Teams, collaborating and coordinating their efforts. Therefore, they should have the autonomy and authority to decide how to form their teams, based on their preferences, interests, and capabilities.
It supports the alignment and coherence of the Scrum Teams. The people should have a clear and shared understanding of the product, the product vision, and the rules of the Scrum framework before forming their teams. This can help them to align their goals and missions, to ensure that they are working on the same product and towards the same vision. It can also help them to follow the same principles and practices of Scrum, to ensure that they are working effectively and consistently.
It fosters the collaboration and synergy of the Scrum Teams. The people should form their teams in a way that maximizes their collaboration and synergy. This can mean choosing team members that complement each other’s skills and strengths, that have good rapport and trust, that can communicate and coordinate well, and that can deliver a valuable Increment each Sprint.
In the middle of the Sprint, the customer decides that there are two new features she wants.
The Product Owner could:
(choose the best two answers)
Introduce these features at the next Daily Scrum.
Ask the Developers to consider whether they can add these features to thecurrent Sprint without endangering the Sprint Goal.
Add these features to the Product Backlog.
Have the Scrum Master add these features to the current Sprint.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.
A Sprint is a timebox of one month or less within which a “Done” product Increment is created. A Sprint consists of the Sprint Planning, Daily Scrums, the development work, the Sprint Review, and the Sprint Retrospective. A Sprint is also a feedback loop that allows the Scrum Team and the stakeholders to inspect and adapt the product and the process.
The Sprint Goal is a short statement of what the Scrum Team intends to achieve during a Sprint. It provides guidance and direction for the Scrum Team, as well as a basis for inspecting and adapting the product and the process. The Sprint Goal is aligned with the product vision and goals, and it reflects the value and purpose of the Sprint.
In the middle of a Sprint, if a customer decides that there are two new features she wants, there are two possible ways that a Product Owner could handle this situation:
Ask the Developers to consider whether they can add these features to the current Sprint without endangering the Sprint Goal: The Product Owner could discuss with the Developers if they have enough capacity and skills to accommodate these new features in their current Sprint Backlog. The Product Owner could also explain why these features are valuable or urgent for the customer or user. The Developers could then decide if they can or want to add these features to their current work plan, or if they prefer to defer them to a future Sprint. The Developers should not compromise on quality or scope to fit these features in their current Sprint. The Developers should also ensure that these features are aligned with or support the current Sprint Goal.
Add these features to the Product Backlog: The Product Owner could add these new features to the Product Backlog as new items. The Product Owner could then order these items based on their value, risk, priority, dependency, feedback, or market conditions. The Product Owner could also refine these items with more details or acceptance criteria. The Product Owner could then plan to include these items in a future Sprint, depending on their order and availability.
The other options are not valid or relevant ways that a Product Owner could handle this situation. They are either too disruptive, impractical, or irrelevant. They are:
Introduce these features at the next Daily Scrum: This is not a valid way for a Product Owner to handle this situation. The Daily Scrum is an event for the Developers to inspect their progress toward the Sprint Goal and adapt their plan for the next 24 hours. The Daily Scrum is not a status meeting or a reporting session for anyone else. The Product Owner may attend the Daily Scrum as an observer or as an invited participant if they have something valuable to contribute or if they need some clarification from the Developers. However, introducing new features at this event would be disruptive and inappropriate for both parties.
Have the Scrum Master add these features to the current Sprint: This is not a valid way for a Product Owner to handle this situation. The Scrum Master is not responsible for adding or removing any work from the current Sprint. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. The Scrum Master does this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.
What typically happens if the Product Backlog is not sufficiently clear at Sprint Planning?
(choose the best answer)
The Product Owner should select the Sprint Goal for the Scrum Team so that work can begin.
The Developers will find it difficult to create a Sprint forecast they are confident they can meet.
Nothing in particular.
The Scrum Master should not allow this to happen. Look for a new Scrum Master and re-start the Sprint.
Sprint Planning is canceled so refinement can be done first.
If the Product Backlog is not sufficiently clear at Sprint Planning, the Developers will find it difficult to create a Sprint forecast they are confident they can meet. This is because:
Sprint Planning is an event where the Scrum Team plans for the upcoming Sprint. The purpose of Sprint Planning is to align the entire Scrum Team around a common goal and a plan for delivering an Increment that meets that goal.
The Developers are accountable for creating a Sprint forecast, which is a selection of Product Backlog items that they intend to work on during the Sprint. The Sprint forecast should be realistic, achievable, and valuable.
The Product Owner is accountable for ensuring that the Product Backlog is transparent, visible, and understood by everyone who needs to work on it. They must collaborate with the Developers and provide clarifications, feedback, and guidance on what items are most important and valuable for the product.
If the Product Backlog is not sufficiently clear at Sprint Planning, it means that there are items that are not well defined, ordered, or estimated. This may make it hard for the Developers to understand what they are supposed to build and why. It may also make it hard for them to estimate how much work they can do or how long it will take them to do it. This may result in a poor or inaccurate Sprint forecast that may affect the quality or value of the Increment.
Other options, such as the Product Owner selecting the Sprint Goal for the Scrum Team so that work can begin, nothing in particular happening, the Scrum Master not allowing this to happen or looking for a new Scrum Master and re-starting the Sprint, or Sprint Planning being canceled so refinement can be done first, are not valid answers as they do not reflect what typically happens or what should happen in Scrum.
True or False: All planned work for the Product done by the Scrum Team must originate from the Product Backlog.
True
False
The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of truth for the Scrum Team and the stakeholders. It contains all the requirements, features, functions, enhancements, fixes, and anything else that can deliver value to the customers and users of the product.
The Product Owner is accountable for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.
All planned work for the Product done by the Scrum Team must originate from the Product Backlog. The Scrum Team does not work on anything that is not in the Product Backlog. The Scrum Team does not add or remove anything from the Product Backlog without consulting with the Product Owner. The Scrum Team does not accept or implement any requests or changes that are not in the Product Backlog. The Scrum Team does not create any other artifacts or documents that are not derived from or related to the Product Backlog.
If Product Backlog refinement is needed, when is the ideal time for refinement to take place and
who should participate?
(choose the best two answers)
The Scrum Team during the current Sprint, if they have been unable duringpreceding Sprints to define Product Backlog items with enough precision tobegin work.
Business analysts in the organization should do this work for the Scrum Team 1- 2 Sprints ahead of the development Sprints.
The Product Owner must do this as essential work in Sprint O.
The Product Owner takes the time between the end of one Sprint and the startof the next Sprint to complete refinement.
The Scrum Team on an ongoing basis, defining Product Backlog items intosmaller more precise items that are ready for selection.
The ideal time for refinement to take place and who should participate are the Scrum Team during the current Sprint, if they have been unable during preceding Sprints to define Product Backlog items with enough precision to begin work, and the Scrum Team on an ongoing basis, defining Product Backlog items into smaller more precise items that are ready for selection. This is because:
Product Backlog refinement is the act of adding detail, estimates, and order to Product Backlog items. It is an ongoing and collaborative process that involves the whole Scrum Team.
The Scrum Team should refine the Product Backlog as needed to ensure that there are enough items that are sufficiently clear and ready for selection in Sprint Planning. The amount of time spent on refinement usually varies from one Scrum Team to another, but it is recommended not to exceed 10% of the capacity of the Developers.
The Scrum Team may also use a Sprint to refine the Product Backlog if they have not been able to do so in previous Sprints. This may happen when the product is new or complex, or when there is a significant change in the product vision or direction. However, this should be an exception rather than a rule, as it may delay the delivery of value and feedback.
Other options, such as business analysts doing the refinement work for the Scrum Team, the Product Owner doing the refinement alone in Sprint 0 or between Sprints, or handing off the ownership of the Product Backlog to someone else, are not consistent with the principles and values of Scrum. They may lead to misunderstandings, misalignment, or loss of ownership and accountability.
True or False: During the Sprint Review the stakeholder ' s role is to reorder the Product Backlog.
True
False
During the Sprint Review, the stakeholder’s role is not to reorder the Product Backlog, but rather to provide feedback and suggestions on the product and the process. Therefore, the answer is false because:
The Sprint Review is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration. The stakeholders are invited to attend the Sprint Review as observers, participants, or customers, and they can share their opinions, ideas, or requests regarding the product and its features, functionality, quality, value, etc.
The ordering of the Product Backlog is the sole responsibility of the Product Owner. They order Product Backlog items to best achieve goals and missions. The Product Owner may consider the feedback and suggestions from the stakeholders, as well as other factors such as dependencies, risks, costs, etc., when ordering the Product Backlog. However, they are not obliged to follow or implement them.
The Product Backlog is not a fixed or final list of requirements, but rather an emergent and dynamic artifact that represents all the possible changes to the product. The Product Owner is accountable for effective Product Backlog management, which includes refining, communicating, and optimizing the Product Backlog items. The Product Owner may update the Product Backlog at any time, not only during the Sprint Review.
Why does the Product Owner want the Developers to adhere to its Definition of Done?
(choose the best answer)
To predict the team ' s productivity over time.
To have complete transparency into what has been done at the end of each Sprint.
To know what the team will deliver over the next three Sprints.
To be able to reprimand the team when they do not meet their velocity goal for the Sprint.
The Product Owner wants the Developers to adhere to its Definition of Done to have complete transparency into what has been done at the end of each Sprint. This is because:
The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. It is a shared understanding among the Scrum Team and the stakeholders of what “Done” means for any Product Backlog item that is selected for a Sprint.
The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They must inspect the Increment at the end of each Sprint and assess how it delivers value and contributes to the Product Goal.
Having a clear and consistent Definition of Done helps the Product Owner have complete transparency into what has been done at the end of each Sprint. It also helps them make informed decisions about releasing, adapting, or continuing the product development.
Other options, such as predicting the team’s productivity over time, knowing what the team will deliver over the next three Sprints, or reprimanding the team when they do not meet their velocity goal for the Sprint, are not valid reasons for wanting the Developers to adhere to its Definition of Done. They may reflect a misunderstanding of what a Definition of Done is or how Scrum works.
What activities would a Product Owner typically undertake in the period between the end of the
current Sprint and the start of the next Sprint?
(choose the best answer)
There are no such activities. The next Sprint starts immediately after the currentSprint.
Refine the Product Backlog.
Update the project plan with stakeholders.
Work with the Quality Assurance departments on the Increment of the current Sprint.
the Product Owner is responsible for refining the Product Backlog, which is an ongoing activity that can occur at any time, including between Sprints.The other options are not typical activities for the Product Owner between Sprints, as the next Sprint starts immediately after the current Sprint1, the project plan is replaced by the Product Backlog2, and the Quality Assurance is done by the Developers of the Scrum Team within the Sprint1.
1:The Scrum Guide | Scrum.org2:What is a Product Backlog? | Scrum.org
True or False: An Increment must be released to customers or users at the end of each Sprint.
True
False
An Increment is a concrete stepping stone toward the product vision. It is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints. At the end of a Sprint, the new Increment must be “Done”, which means it meets the Definition of Done and is usable.
The Scrum Team decides when and how to release an Increment to customers or users. The Product Owner is responsible for maximizing the value of the product and the work of the Developers, and may decide to release an Increment at any time during or after a Sprint. The Developers are responsible for creating a potentially releasable Increment each Sprint, and may collaborate with the Product Owner and the stakeholders to determine the best way to deliver value.
Releasing an Increment to customers or users is not mandatory at the end of each Sprint. The Scrum Team may choose to release an Increment more or less frequently, depending on the product goals, market conditions, customer feedback, or technical feasibility. However, releasing an Increment regularly can provide many benefits, such as:
Validating assumptions and hypotheses about the product value and quality.
Obtaining feedback and data from real users and customers.
Increasing customer satisfaction and loyalty.
Reducing risks and uncertainties.
Improving transparency and collaboration.
Why would you expect a Product Owner to care that the Scrum Team adheres to its Definition of Done?
(choose the best two answers)
The Product Owner should not concern themselves with meeting the Definitionof Done, it is the Developer ' s responsibility.
To be able to punish the team when they do not meet their velocity goal for the Sprint.
To forecast the team ' s productivity over time.
The Definition of Done can affect the product ' s total cost of ownership.
To have complete transparency into what has been done at the end of eachSprint.
The Product Owner should care that the Scrum Team adheres to its Definition of Done because:
It helps to forecast the team’s productivity over time. By having a clear and consistent Definition of Done, the Product Owner can measure the amount of work that the team can deliver in each Sprint and plan accordingly.
It affects the product’s total cost of ownership. By ensuring that the work done by the team meets the quality standards and expectations of the stakeholders, the Product Owner can reduce the risk of technical debt, rework, defects, and maintenance costs in the future.
During a Sprint Retrospective, the Developers propose moving the Daily Scrum to only occur
on Tuesdays and Thursdays. Which two are the most appropriate responses for the Scrum
Master to recommend?
(choose the best two answers)
Have the Developers vote.
Acknowledge and support the self-managing team ' s decision.
Coach the team on why the Daily Scrum is important as an opportunity to updatethe plan.
Consider the request and decide on which days the Daily Scrum should occur.
Learn why the Developers want this and work with them to improve the outcomeof the Daily Scrum.
The Scrum Master is a servant-leader for the Scrum Team, who helps the team understand and enact Scrum values, principles, and practices1. The Scrum Master also facilitates Scrum events as requested or needed2. The Daily Scrum is a 15-minute event for the Developers to inspect their progress toward the Sprint Goal and adapt the Sprint Backlog as necessary[3][3] . It is a key opportunity for the Developers to plan their work for the next 24 hours and collaborate on any challenges or impediments4. The Scrum Master should coach the team on the purpose and value of the Daily Scrum, and help them find ways to make it more effective and enjoyable. The Scrum Master should also learn why the Developers want to reduce the frequency of the Daily Scrum, and work with them to address any underlying issues or concerns. The Scrum Master should not impose a decision on the team, nor delegate the decision to a vote, as these actions would undermine the self-management and empowerment of the Developers5.
1: The Scrum Guide, November 2020, p. 7
2: The Scrum Guide, November 2020, p. 11
[3][3] : The Scrum Guide, November 2020, p. 10
4: Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023
True or False: Product Owners must specify complete acceptance criteria for a Product
Backlog item before the Developers can select the item in Sprint Planning.
True
False
Answer: False
Very Short Explanation: According to Scrum.org, the Product Owner is not required to create clear and unambiguous acceptance criteria for each item in the product’s backlog before it can be selected in Sprint Planning1.Acceptance Criteria is optional and is not prescribed by Scrum12.It can be valuable, but it’s not a must12.The Developers can inspect and adapt the Sprint Backlog in any way they see fit, in order to help meet the Sprint Goal2.
Your management has asked you to take the lead in the development of a new product. Six teams new to Scrum will build this product.
You have gathered a number of requirements and ideas into an early form of a Product Backlog. How would you minimize dependencies between the Scrum Teams?
(choose the best answer)
You create an independent Product Backlog per Scrum Team.
You divide Product Backlog items among the six Product Owners.
You identify the dependencies and re-order the Product Backlog for the other fiveProduct Owners.
You work with the Developers on how to best analyze and break apart the work.
You raise this as an impediment with the Scrum Master.
The best way to minimize dependencies between the Scrum Teams is to work with the Developers on how to best analyze and break apart the work. This is because:
The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
The Developers are self-managing professionals who organize and manage their own work. They decide how to best accomplish their work, rather than being directed by others outside the Scrum Team.
The Developers are cross-functional, meaning they have all the skills and competencies needed to accomplish the work without depending on others who are not part of the team.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are responsible for identifying and articulating the Product Goal, which is a long-term objective for the product that guides all the activities of the Scrum Team.
The Product Owner is the sole person responsible for managing the Product Backlog, which is an emergent, ordered list of what is needed to improve the product. They must ensure that the Product Backlog is transparent, visible, and understood by everyone who needs to work on it.
The Product Owner and the Developers must collaborate closely throughout the Sprint to ensure that they have a shared understanding of what they are building and why. The Product Owner must provide clarifications, feedback, and guidance to the Developers as needed to help them create a valuable Increment.
When there are multiple teams working on one product, it is important to minimize dependencies between them to avoid delays, conflicts, or waste. Dependencies may arise due to technical, functional, or organizational factors that affect how the teams can deliver value independently and effectively.
To minimize dependencies, the Product Owner should work with the Developers on how to best analyze and break apart the work into smaller and more manageable pieces that can be delivered by each team without relying on others. This may involve applying techniques such as feature slicing, component splitting, or domain-driven design. The Product Owner should also communicate and coordinate with other Product Owners and stakeholders to align expectations and priorities across teams.
Other options, such as creating an independent Product Backlog per Scrum Team, dividing Product Backlog items among six Product Owners, identifying the dependencies and re-ordering the Product Backlog for the other five Product Owners, or raising this as an impediment with the Scrum Master, are not valid answers as they do not reflect how to minimize dependencies between the Scrum Teams or how to apply the Scrum values and principles.
Which best describes the Product Backlog?
(choose the best answer)
It is allowed to grow and change as more is learned about the product and itscustomers.
It contains all foreseeable tasks and requirements from which the Scrum Team candevelop and maintain a complete project plan.
It provides just enough information to enable a Scrum Team to start the design phaseof a product.
It is baselined to follow change management processes.
The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team. The Product Backlog is dynamic; it constantly changes to identify what the product needs to be appropriate, competitive, and useful.The other options are not accurate descriptions of the Product Backlog, as it does not contain all foreseeable tasks and requirements, it does not provide just enough information to start the design phase, and it is not baselined to follow change management processes23.
1:What is a Product Backlog? | Scrum.org2:What is a Product Backlog? | Agile Alliance3:Product Backlog: Definition, Examples and Techniques | Wrike Guide
What is the timebox for the Sprint Planning event?
(choose the best answer)
Monthly.
Whenever it is done.
8 hours for a one-month Sprint.
4 hours for a one-month Sprint.
The Sprint Planning is an event that occurs at the beginning of each Sprint, where the Scrum Team plans how to deliver a valuable product Increment. The Sprint Planning consists of two topics: What can be done this Sprint? and How will the chosen work get done? The outcome of the Sprint Planning is an agreed-upon Sprint Goal, a Sprint Backlog, and a plan for delivering the Increment.
The timebox for the Sprint Planning event is proportional to the length of the Sprint. For a one-month Sprint, the timebox is 8 hours. For shorter Sprints, the timebox is usually shorter. The Scrum Team may decide how much time to spend on each topic within the timebox, depending on their needs and preferences.
The timebox for the Sprint Planning event ensures that the Scrum Team does not spend too much or too little time on planning their work for the Sprint. The timebox also ensures that the Scrum Team has enough clarity and alignment on what and how they want to achieve during the Sprint.
When Developers are having trouble delivering an Increment because they do not understand a
functional requirement, what should they do?
(choose the best answer)
Partially complete the functionality, and discuss the remaining work at the SprintReview.
Add a specialist to the Development Team.
Collaborate with the Product Owner to determine what is possible and acceptable.
Defer the work to a more appropriate Sprint.
In Scrum, when Developers encounter difficulties in delivering an Increment due to a lack of understanding of a functional requirement, they should collaborate with the Product Owner. This collaboration is crucial as the Product Owner has the responsibility to clarify the items in the Product Backlog and to ensure that the Development Team understands the work to be done. The Product Owner is accountable for maximizing the value of the product and must work with the Development Team to find out what is feasible and acceptable for the Increment being developed. This approach aligns with the Scrum principle of collaboration and self-organization within the Scrum Team.
The Scrum Guide and the Professional Scrum Product Owner™ (PSPO I) materials emphasize the importance of collaboration between the Product Owner and the Development Team to ensure a clear understanding of the Product Backlog items and to optimize the value of the work being done
When does a Developer become accountable for the value of a Product Backlog item selected for the Sprint?
(choose the best answer)
Whenever a team member can accommodate more work.
At the Sprint Planning Event.
During the Daily Scrum.
Never. The entire Scrum Team is accountable for creating value every Sprint.
Correct Answer: D. Never. The entire Scrum Team is accountable for creating value every Sprint.
According to the Scrum Guide, the Scrum Team consists of one Product Owner, one Scrum Master, and Developers. The Scrum Team is responsible for all product-related activities, including delivering a valuable, usable product increment every Sprint. The Product Owner is accountable for maximizing the value of the product and the work of the Developers. The Developers are accountable for creating a plan for the Sprint, the Sprint Backlog; instilling quality by adhering to a Definition of Done; and adapting their plan each day toward the Sprint Goal. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide, helping everyone understand Scrum theory and practice, and removing impediments to the Scrum Team’s progress.
Therefore, the Developers are not individually accountable for the value of a Product Backlog item selected for the Sprint, but collectively accountable as part of the Scrum Team. The value of a Product Backlog item is determined by the Product Owner, who orders the Product Backlog items based on stakeholder needs and feedback. The Developers collaborate with the Product Owner to understand the value and requirements of each Product Backlog item and deliver a potentially releasable product increment that meets the Definition of Done and the Sprint Goal.
[Scrum Guide], section 2.2: “The Scrum Team is responsible for all product-related activities from stakeholder collaboration, verification, maintenance, operation, experimentation, research and development, and anything else that might be required.”
Accountabilities in Scrum | Scrum.org: “Scrum has three accountabilities, each with a different focus : Product Owner (green figure) The " What " . With a focus on Value, time to market, return on investment and Total Cost of Ownership (TCO). Developers (red figures) The " How " . Focus on building something that is Done – that the increment is useable and potentially releasable.”
What is a Developer in Scrum? | Scrum.org: “The specific skills needed by the Developers are often broad and will vary based on the type of work they are doing. However, the Developers are always accountable for: Creating a plan for the Sprint, the Sprint Backlog Instilling quality by adhering to a Definition of Done Adapting their plan each day toward the Sprint Goal”
A Sprint Retrospective should be held:
(choose the best answer)
Only when the Scrum Team determines it needs one.
At the end of the last Sprint in a project or a release.
At the end of each Sprint.
At the beginning of each Sprint.
The Sprint Retrospective is a time-boxed event for the Scrum Team to inspect how the last Sprint went and plan for improvements in the next Sprint. The Scrum Guide states that " The Sprint Retrospective concludes the Sprint. It is timeboxed to a maximum of three hours for a one-month Sprint. For shorter Sprints, the event is usually shorter. " 1 This means that the Sprint Retrospective should be held at the end of each Sprint, regardless of the project or release status. The Sprint Retrospective is an opportunity for the ScrumTeam to inspect itself and create a plan for improvements, including to product quality and working relationships.1
1: The Scrum Guide2, page 16
2: The Scrum Guide
Which answer best describes the topics covered in Sprint Planning?
(choose the best answer)
Who is on the team and what team member roles will be.
How conditions have changed and how the Product Backlog should evolve.
What to do and who will do it.
What can be done, how to do it, and why to do it.
What went wrong in the last Sprint and what to do differently this Sprint.
Sprint Planning is an event where the Scrum Team collaborates on the work to be performed during the Sprint1. The topics covered in Sprint Planning are:
What can be done. The Product Owner proposes how the product could increase its value and utility in the current Sprint, based on the Product Goal, the Product Backlog, and the latest market and stakeholder feedback. The Developers assess the capacity and the technical feasibility of the work, and select the Product Backlog items that they can commit to for the Sprint. The Scrum Team crafts the Sprint Goal, which is a concise statement of the purpose and focus of the Sprint2.
How to do it. The Developers plan how they will deliver a “Done” product Increment that meets the Sprint Goal. They create a plan for the first days of the Sprint, and decompose the selected Product Backlog items into smaller work items. The Developers also identify any dependencies, risks, or impediments that may affect their work. The resulting plan is captured in the Sprint Backlog, which is owned and managed by the Developers[3][3] .
Why to do it. The Product Owner explains the value and the outcome of the work to be done in the Sprint, and how it aligns with the Product Goal and the stakeholder needs. The Product Owner also clarifies the acceptance criteria and the Definition of Done for the Product Backlog items, and answers any questions from the Developers. The Scrum Team ensures that they have a common understanding of the Sprint Goal and the expected product Increment4.
Who should make sure everyone on the Scrum Team does their tasks for the Sprint?
(choose the best answer)
The Project Manager.
The Product Owner.
The Scrum Master.
The Scrum Team.
All of the above.
The Scrum Team is a self-organizing and cross-functional team that delivers valuable products in an agile way. The Scrum Team consists of one Product Owner, one Scrum Master, and Developers. They are all accountable for creating a valuable, useful, and potentially releasable product Increment each Sprint.
The Scrum Team is responsible for making sure everyone on the Scrum Team does their tasks for the Sprint. The Scrum Team does not rely on any external authority, manager, or leader to assign or monitor their work. The Scrum Team collaborates and coordinates their work as one unit, without any hand-offs or silos. The Scrum Team also inspects and adapts their work based on empirical evidence and feedback.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.
The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. The Scrum Master does this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.
The other options are not valid or relevant answers for who should make sure everyone on the Scrum Team does their tasks for the Sprint. They are either nonexistent or irrelevant roles in Scrum. They are:
The Project Manager: There is no “Project Manager” role in Scrum. Scrum is a framework for developing, delivering, and sustaining complex products, not projects. A project is a temporary endeavor with a fixed scope, time, and cost. A product is a valuable solution that evolves over time to meet customer needs and market conditions. A project manager is a role in traditional project management, a discipline for planning, executing, and controlling projects. A project manager coordinates and controls the activities of the project team and the stakeholders and ensures that the project meets the quality standards and expectations.
The Product Owner: The Product Owner is not responsible for making sure everyone on the Scrum Team does their tasks for the Sprint. The Product Owner is responsible for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner does not assign or monitor tasks to the Developers. The Product Owner collaborates with them to clarify and refine the Product Backlog items and their acceptance criteria.
All of the above: This is not a valid answer because it includes two invalid options: The Project Manager and The Product Owner.
Which approach is best for Scrum Teams in order to produce valuable Increments?
(choose the best answer)
Each Developer works on the component where they feel that they can contribute.
Each Scrum Team works on an independent set of components.
Each Scrum Team is accountable for developing functionality from beginning to end.
Each Scrum Member works only as an independent layer of the system.
The best approach for Scrum Teams to produce valuable Increments is to be accountable for developing functionality from beginning to end, as this enables them to deliver potentially releasable products that meet the definition of “Done”. The Scrum Guide states that " The Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint. " 1 This means that the Developers are not limited by the boundaries of components, layers, or technologies, but rather they collaborate and coordinate to deliver a complete and integrated product that satisfies the Sprint Goal and the Product Owner’s expectations.
1: The Scrum Guide2, page 7
2: The Scrum Guide
When the Developers determine that they will not be able to finish the complete forecast, who has to be present when reviewing and adjusting the Sprint work selected?
(Choose the best answer)
The Product Owner and all stakeholders.
The Scrum Master and the Developers.
The Scrum Master, project manager and the Developers.
The Product Owner and the Developers.
The correct answer isD.
During the Sprint, if the work turns out to be different from what the Developers expected, the Developers collaborate with the Product Owner to negotiate the scope of the Sprint Backlog within the Sprint without affecting the Sprint Goal. This means the Product Owner and Developers are the key people involved when reviewing and adjusting the selected Sprint work.
Why the other options are incorrect:
A. The Product Owner and all stakeholders— stakeholders are not required for this adjustment.
B. The Scrum Master and the Developers— the Scrum Master may help if needed, but the Product Owner is the required partner for scope negotiation.
C. The Scrum Master, project manager and the Developers— Scrum does not define a project manager role here, and this is not the required group.
The Scrum Guide supports this by stating that as more is learned, the Developers and the Product Owner may renegotiate the scope of the Sprint Backlog.
Which statement best describes Scrum?
(choose the best answer)
A defined and predictive process that conforms to the principles of Scientific Management.
A complete methodology that defines how to develop software.
A framework to generate value through adaptive solutions for complex problems.
A cookbook that defines best practices for software development.
The best statement that describes Scrum is: A framework to generate value through adaptive solutions for complex problems.
Scrum is a lightweight framework that helps people, teams, and organizations to deliver valuable products in complex and uncertain environments.
Scrum is based on empiricism, which means that knowledge comes from experience and making decisions based on what is observed. Scrum employs an iterative and incremental approach to optimize predictability and control risk.
Scrum is not a defined and predictive process, a complete methodology, or a cookbook that defines best practices. Scrum provides the minimal boundaries within which teams can self-organize and create innovative solutions. References: Scrum Guide, Section 1 (Definition of Scrum) and Section 2 (Uses of Scrum)
True or False: To get started in terms of what to build, Scrum requires no more than a Product
Owner with enough ideas for a first Sprint, Developers to implement those ideas, and a Scrum
Master to help guide the process.
True
False
Scrum is a framework that is designed to be lightweight and easy to adopt. To get started with Scrum, the minimal requirements are indeed a Product Owner with enough ideas for a first Sprint, a Development Team to implement those ideas, and a Scrum Master to facilitate and guide the process. This aligns with the core principles of Scrum, which emphasize self-organization, collaboration, and the ability to deliver increments of value quickly and frequently.
The Scrum Guide outlines the roles within a Scrum Team and the necessity of having a Product Backlog with enough ‘Ready’ items to fill a Sprint. The guide also emphasizes the importance of having a clear definition of ‘Done’ before starting the first Sprint
The Product Owner is the person who will be held accountable if a product does not achieve its
goals or deliver value. Does this mean that the Product Owner has final say over the Definition
of Done?
(choose the best answer)
Yes, the Product Owner decides the Definition of Done. The Developers may beconsulted.
No, the Scrum Team decides the Definition of Done, if it is not a standard of theorganization. The Product Owner is just one member of the Scrum Team.
The Definition of Done is a shared understanding of what it means for work to be complete, and to ensure transparency. The Scrum Guide states that " The Developers are required to conform to the Definition of Done, as defined by the Scrum Team. If there are multiple Scrum Teams working together on a product, they must mutually define and comply with the same Definition of Done. " 1 This means that the Product Owner does not have the final say over the Definition of Done, but rather collaborates with the Developers and the Scrum Master to agree on the quality standards and expectations for the product.
1: The Scrum Guide2, page 14
2: The Scrum Guide
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 a specialist who is external to the teams.
What should the Scrum Master consider in this situation?
(choose the best two answers)
The need to have enough work to keep all Developers busy.
The benefit of Developers figuring out a solution for themselves.
The desire to maintain a stable velocity.
The ability of the Scrum Teams to produce integrated Increments.
According to the documentation of Professional Scrum Product Owner™ (PSPO I), the Scrum Master should consider the following two answers in this situation:
B. The benefit of Developers figuring out a solution for themselves.
D. The ability of the Scrum Teams to produce integrated Increments.
The reason for choosing these two answers is that they align with the Scrum Master’s role as a servant leader, coach, and facilitator of the Scrum Team12. The Scrum Master should not interfere with the team’s autonomy and creativity, but rather support them in achieving their goals and delivering value to the stakeholders12. The Scrum Master should also ensure that the team can work together effectively and deliver a potentially releasable Increment at the end of each Sprint12.
The other two answers are not as relevant or appropriate for this situation:
A. The need to have enough work to keep all Developers busy.
C. The desire to maintain a stable velocity.
The need to have enough work to keep all Developers busy is not a valid reason for involving an external specialist in the Scrum Team12. The Scrum Team should be self-organizingand cross-functional, meaning that they can decide how to best accomplish their tasks without depending on external resources or expertise12. Moreover, having too much work can lead to scope creep, which can compromise the quality and value of the product12.
The desire to maintain a stable velocity is also not a valid reason for involving an external specialist in the Scrum Team12. Velocity is a measure of how much work can be completed by the team in a given time period, such as a Sprint or a release cycle12. It is not a fixed or objective number, but rather depends on various factors such as team size, complexity, skills, motivation, etc.12. Therefore, having an external specialist does not guarantee that the team will maintain a stable velocity, but rather may introduce additional challenges such as communication barriers, coordination issues, dependency risks, etc.12.
I hope this answer helps you understand how to apply your knowledge of Professional Scrum Product Owner™ (PSPO I) objectives and content in this situation. If you have any further questions or feedback, please let me know. Thank you for using Bing!????
True or False: Cross-functional teams are optimized to work on one component or layer of a system only.
True
False
Cross-functional teams are not optimized to work on one component or layer of a system only. This is because:
Cross-functional teams are teams that have all the skills and competencies needed to accomplish the work without depending on others who are not part of the team.
Cross-functional teams are able to deliver value across the entire product, rather than focusing on a specific component or layer. They can work on any aspect of the product that is needed to achieve the Sprint Goal and the Product Goal.
Cross-functional teams are more agile, collaborative, and creative than teams that are specialized or siloed. They can reduce dependencies, handoffs, and delays, and increase feedback, learning, and adaptation.
True or False: The Sprint Backlog is a result of Sprint Planning, and it includes the Sprint Goal.
True
False
It is true that the Sprint Backlog is a result of Sprint Planning, and it includes the Sprint Goal. This is because:
Sprint Planning is an event where the Scrum Team plans for the upcoming Sprint. The purpose of Sprint Planning is to align the entire Scrum Team around a common goal and a plan for delivering an Increment that meets that goal.
The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering them as a “Done” Increment. The Sprint Backlog is owned by the Developers who use it to organize and manage their work during the Sprint.
The Sprint Goal is a short-term objective that provides guidance and focus to the Scrum Team throughout the Sprint. It is a flexible and negotiable commitment that can be adjusted as more is learned throughout the Sprint.
The Sprint Backlog is created by the collaborative work of the entire Scrum Team during Sprint Planning. The Product Owner proposes how the product could increase its value and utility in the current Sprint. The Developers discuss how they can deliver a “Done” Increment that meets this proposal. Together, they define a Sprint Goal that summarizes why the Sprint is valuable to stakeholders. Then, they select enough Product Backlog items from the top of the ordered Product Backlog to satisfy the Sprint Goal. Finally, they create a plan for how they will deliver those items as a “Done” Increment.
What should the Scrum Team do during the first Sprint?
(Choose the best answer)
Make up a plan for the rest of the project.
Define the major product features and a release plan architecture.
Create at least one valuable and useful Increment.
Analyze, describe, and document the requirements for the subsequent Sprints.
The correct answer isC.
The purpose of every Sprint, including the first Sprint, is to create a valuable, useful Increment. Scrum is based on empiricism, meaning teams learn through doing, inspecting results, and adapting. Therefore, the first Sprint should produce something tangible and valuable rather than focusing only on long-term planning or documentation.
Why the other options are incorrect:
A. Make up a plan for the rest of the project— Scrum does not require full up-front planning for the whole project. Plans emerge and adapt over time.
B. Define the major product features and a release plan architecture— this may happen in some organizations, but it is not the main purpose of the first Sprint.
D. Analyze, describe, and document the requirements for the subsequent Sprints— Scrum is not a phase-based requirements process. The goal is to deliver value each Sprint.
A Scrum Team has been working on a product for 9 Sprints. A new Product Owner who is new to Scrum joins the team and understands she is accountable for the Product Backlog. However, she is unsure about the purpose of the Product Backlog. She has read that the Product Backlog
should be a list of all user features for the product. She goes to the Scrum Master asking where to put the other types of requirements that are going to be taken into account. Are all of the following types of requirements acceptable on a Product Backlog?
• Stability requirements
• Performance requirements
• Product Functionality
• Documentation
• Fixes
(choose the best answer)
Yes, they all belong on the Product Backlog. The Product Backlog is supposed to be the " single source of truth " for all the work for the product.
No. Product Backlog is a tool for the Product Owner. The Product Owner represents the users and stakeholders. Other types of requirements should be managedseparately by the Developers. They are not the Product Owner ' s concern.
The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of truth for the Scrum Team and the stakeholders. It contains all the requirements, features, functions, enhancements, fixes, and anything else that can deliver value to the customers and users of the product.
All types of requirements are acceptable on a Product Backlog, as long as they are aligned with the product vision and goals, and they are transparent, clear, and valuable. The Product Backlog can include stability requirements, performance requirements, product functionality, documentation, fixes, or any other aspects that contribute to the quality and usability of the product.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.
How much time is required after a Sprint to prepare for the next Sprint?
(choose the best answer)
The break between Sprints is timeboxed to one-week for a one-month Sprint, andusually less for shorter Sprints.
Enough time for the requirements for the next Sprint to be determined anddocumented.
Enough time for the Developers to finish the testing from the last Sprint.
None. A new Sprint starts immediately following the end of the previous Sprint.
All of the above are allowed depending on the situation.
The Scrum Guide states that " Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint. " 1 This means that there is no gap or break between Sprints, and the Scrum Team does not need to spend extra time to prepare for the next Sprint. The Scrum Team should be able to start the next Sprint Planning right after the Sprint Review and Sprint Retrospective of the previous Sprint. The Scrum Team should also ensure that the testing and documentation of the work are done within the Sprint, and not left for later.
1: The Scrum Guide2, page 9
2: The Scrum Guide
What are three advantages of a Product Owner sharing a clearly defined Product Goal with the
Scrum Team?
(choose the best three answers)
It helps the Developers estimate the date that the Product Backlog will becomplete.
It is not mandatory in Scrum. There is no real advantage.
It provides a good overall direction so Sprints will feel less like isolated pieces ofwork.
It helps the Scrum Team keep focus and they can weigh any decision againstthe Product Goal
It is easier to inspect incremental progress at the Sprint Review.
The advantages of a Product Owner sharing a clearly defined Product Goal with the Scrum Team are:
It provides a good overall direction so Sprints will feel less like isolated pieces of work. The Product Goal is a long-term objective for the product that guides all the activities of the Scrum Team. It helps the Scrum Team align their efforts and focus on delivering value that contributes to the product vision.
It helps the Scrum Team keep focus and they can weigh any decision against the Product Goal. The Product Goal serves as a filter for deciding what to work on and what not to work on. It helps the Scrum Team prioritize and optimize their work based on value and impact.
It is easier to inspect incremental progress at the Sprint Review. The Sprint Review is an event where the Scrum Team and the stakeholders collaborate on the product and inspect how it meets the Product Goal. The Increment is a concrete and usable outcome of the Sprint that provides a measure of progress towards the Product Goal.
Other options, such as helping the Developers estimate the date that the Product Backlog will be complete or being not mandatory in Scrum, are not valid advantages of having a Product Goal. They may reflect a misunderstanding of what a Product Goal is or how Scrum works.
Which three of the following are feedback loops in Scrum?
(choose the best three answers)
Sprint Review.
Refinement Meeting.
Daily Scrum.
Sprint Retrospective.
Release Planning.
In Scrum, feedback loops are essential mechanisms that allow for inspection and adaptation at regular intervals. The three feedback loops from the options provided are:
Sprint Review (A): This is a feedback loop that occurs at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. It involves stakeholders and provides an opportunity to inspect the progress towards the Product Goal.
Daily Scrum ©: This is a daily feedback loop for the Developers to synchronize their work and plan for the next 24 hours. It helps in identifying challenges and creating a plan to achieve the Sprint Goal.
Sprint Retrospective (D): This feedback loop occurs after the Sprint Review and before the next Sprint Planning. It is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.
The Refinement Meeting (B) is not considered a feedback loop but rather an ongoing process of adding details to Product Backlog items. Release Planning (E) is not a formal event in Scrum and thus not a prescribed feedback loop.
The Scrum Guide and the Professional Scrum Product Owner™ (PSPO I) materials describe these events as integral parts of the Scrum framework that serve as feedback loops1
What is a Product Owner typically responsible for during a Sprint?
(choose the best two answers)
Attending every Daily Scrum to answer questions about the Sprint Backlogitems.
Creating financial reporting upon the spent hours reported by the Developers.
Nothing.
Updating the work plan for the Developers on a daily basis.
Collaborating with stakeholders, users, and customers.
Working with the Scrum Team on Product Backlog refinement.
The Product Owner is typically responsible for collaborating with stakeholders, users, and customers to understand their needs and expectations, and to validate the value of the product. The Product Owner is also responsible for working with the Scrum Team on Product Backlog refinement, which is the act of adding detail, estimates, and order to Product Backlog items.1 These two responsibilities help the Product Owner to maximize the value of the product and the work of the Developers.
1: The Scrum Guide2, page 18
2: The Scrum Guide
When is the Sprint Backlog created?
(choose the best answer)
Prior to Sprint Planning.
During refinement.
During the Sprint Retrospective.
During Sprint Planning.
The Sprint Backlog is created during Sprint Planning, where the Developers select the Product Backlog items that they can deliver in the Sprint and create a plan for how to do the work. The Scrum Guide states that " The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how). " 1 The Sprint Backlog is owned and managed by the Developers, who can update it throughout the Sprint as more is learned.
1: The Scrum Guide2, page 15
2: The Scrum Guide
A Scrum Master is working with a Scrum Team that has Developers in different physical
locations. The Developers meet in a variety of meeting rooms and have much to do logistically
(for example: reserve meeting rooms and set up conference calls) before the Daily Scrum.
What action should the Scrum Master take?
(choose the best answer)
Allow the Developers to self-manage and determine for themselves what to do.
Ask the Developers to alternate who is responsible for meeting setup.
Set up the meeting and tell the Scrum Team that is how it will be done.
Inform management and ask them to solve it.
The Scrum Master should allow the Developers to self-manage and determine for themselves what to do because:
It respects the autonomy and empowerment of the Developers. The Developers are accountable for organizing and managing their own work, and they are the best people to decide how to conduct their Daily Scrum. The Scrum Master should not impose or dictate how the meeting should be set up or run, as that would undermine the self-organization and collaboration of the Developers.
It supports the continuous improvement and adaptation of the Developers. The Developers are expected to inspect and adapt their process and practices, and to find ways to overcome any challenges or impediments they face. The Scrum Master should not solve the problems for them, but rather facilitate their problem-solving and learning abilities.
It aligns with the role and responsibilities of the Scrum Master. The Scrum Master is responsible for promoting and supporting Scrum, and for helping everyone understand and enact Scrum theory, values, principles, and practices. The Scrum Master is not a manager or a leader of the Developers, but rather a servant-leader who enables them to work effectively.
Who is accountable for tracking the remaining work toward the Sprint Goal?
(choose the best answer)
The Developers.
The Project Manager.
The Product Owner.
The Scrum Master.
The Developers are the ones who are accountable for tracking the remaining work toward the Sprint Goal. The Developers are self-managing and decide how much work they can do in a Sprint1. They also create and update the Sprint Backlog, which is the plan for how the Developers will achieve the Sprint Goal, and the single source of truth for the work to be done in the Sprint2. The Developers use the Daily Scrum to inspect their progress toward the Sprint Goal and adapt the Sprint Backlog as necessary[3][3] . The Product Owner, the Scrum Master, and the Project Manager (if any) do not have the accountability for tracking the remaining work toward the Sprint Goal, as this is the responsibility of the Developers.
Which three of the following are true about Scrum?
(choose the best three answers)
Scrum implements self-management by replacing Project Managers with ScrumMasters.
Scrum is based on empiricism and lean thinking.
Scrum is a framework for developing and sustaining complex products.
Scrum is a methodology where you can pick and choose which parts of Scrumyou think will work for your environment.
Each component of Scrum serves a specific purpose and is essential to Scrum ' ssuccess and your usage of Scrum to develop complex products.
The following are true about Scrum:
Scrum is based on empiricism and lean thinking. Empiricism is the principle of making decisions based on what is observed and experienced, rather than on theory or speculation. Lean thinking is the philosophy of eliminating waste and maximizing value in any process or system. Scrum applies these concepts by providing a framework for inspecting and adapting the product and the process, and by focusing on delivering the most valuable features to the customers and stakeholders.
Scrum is a framework for developing and sustaining complex products. A complex product is one that has unpredictable or unknown aspects that require creativity, experimentation, and adaptation to deliver. A framework is a set of minimal and essential rules and roles that provide structure and guidance, but leave room for flexibility and innovation. Scrum provides such a framework for teams to collaborate and deliver complex products iteratively and incrementally, while embracing change and feedback.
Each component of Scrum serves a specific purpose and is essential to Scrum’s success and your usage of Scrum to develop complex products. Scrum consists of three roles (Product Owner, Scrum Master, Developers), five events (Sprint, Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective), and three artifacts (Product Backlog, Sprint Backlog, Increment). Each of these components has a clear definition, accountability, and goal that contributes to the overall effectiveness and value of Scrum. Removing or changing any of these components may cause the benefits of Scrum to be lost or diminished.
What is the responsibility of the Product Owner in crafting the Sprint Goal?
(choose the best answer)
The Product Owner has no responsibility for the Sprint Goal. It is the soleresponsibility of the Developers.
The Product Owner cannot attend Sprint Planning without having documented theSprint Goal in advance.
The Product Owner should come to Sprint Planning with a business objective in mind and work with the Developers to craft the Sprint Goal.
The Product Owner must work with stakeholders to set each Sprint ' s Goal.
The Product Owner defines the scope for a Sprint and therefore also the Sprint Goal.
The Sprint Goal is a short statement of what the Scrum Team intends to achieve during a Sprint. It provides guidance and direction for the Scrum Team, as well as a basis for inspecting and adapting the product and the process. The Sprint Goal is aligned with the product vision and goals, and it reflects the value and purpose of the Sprint.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.
The Sprint Planning is an event that occurs at the beginning of each Sprint, where the Scrum Team plans how to deliver a valuable product Increment. The Sprint Planning consists of two topics: What can be done this Sprint? and How will the chosen work get done? The outcome of the Sprint Planning is an agreed-upon Sprint Goal, a Sprint Backlog, and a plan for delivering the Increment.
The responsibility of crafting the Sprint Goal is shared by both the Product Owner and the Developers. The Product Owner should come to Sprint Planning with a business objective in mind, based on their understanding of the product vision, goals, value proposition, stakeholder feedback, market conditions, or other relevant factors. The Product Owner should propose how this objective can be achieved by selecting some Product Backlog items that can deliver value to customers or users. The Developers should collaborate with the Product Owner to craft a clear and concise Sprint Goal that expresses what they want to accomplish as a team during this Sprint. The Developers should also ensure that they have enough capacity and skills to deliver on this Sprint Goal.
During the Sprint Retrospective a Scrum Team has identified several high priority process
improvements. Which of the following statements is most accurate?
(choose the best answer)
The Scrum Team may add the items to the Sprint Backlog for the next Sprint.
The Scrum Team should decline to add a process improvement to the Sprint Backlogwhen things are running smoothly.
The Scrum Team should choose at least one high priority process improvement toplace in the Product Backlog.
The Scrum Master selects the most important process improvement and places it inthe Sprint Backlog
The Scrum Guide states that " By the end of the Sprint Retrospective, the Scrum Team should have identified improvements that it will implement in the next Sprint. Implementing these improvements in the next Sprint is the adaptation to the inspection of the Scrum Team itself. " 1 This means that the Scrum Team may add the high priority process improvements to the Sprint Backlog for the next Sprint, as part of their plan to deliver the Increment and achieve the Sprint Goal. The Sprint Backlog is owned and managed by the Developers, who can update it throughout the Sprint as more is learned.1
1: The Scrum Guide2, page 16
2: The Scrum Guide
True or False: Multiple Scrum Teams working on the same product must have the same Sprint
start date.
True
False
Multiple Scrum Teams working on the same product do not have to have the same Sprint start date. The Scrum Guide does not prescribe any synchronization of Sprints across multiple teams1. However, it is recommended that the teams align their Sprint cadence and duration, and coordinate their dependencies and integration through a shared Product Backlog, a common Definition of Done, and frequent communication2. This way, the teams can deliver a coherent and valuable product Increment every Sprint[3][3] .
User documentation is part of your Definition of Done. However, there are not enough technical
writers for all teams. Your Scrum Team does not have a technical writer. What should the
Scrum Team do?
(choose the best answer)
The Developers on the Scrum Team should write the user documentation.
Wait until you have a technical writer on your Scrum Team to take care of this.
Form a separate team of technical writers that will work on an on-demand basis forthe various Product Owners. Work order will be first in, first out.
Let the user documentation remain undone and accumulate until after the lastdevelopment Sprint. It will then be done by any available technical writers.
The Scrum Guide states that “the Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint”. It also states that “the Developers can do the work of any other role on the Scrum Team, as long as accountability is met”. Therefore, the Developers on the Scrum Team should write the user documentation, as it is part of the Definition of Done and the work needed to deliver a “Done” Increment. The other options are not acceptable, as they violate the Scrum values of commitment, focus, and respect, and they create dependencies, delays, and waste.
The Scrum Guide, section 2.2. Developers
Professional Scrum Product Owner I (PSPO I) Learning Path, section 2.3.The Product Owner and the Definition of Done
Professional Scrum Product Owner I (PSPO I) Sample Questions, question 12
How much of the Sprint Backlog must be defined during the Sprint Planning event?
(choose the best answer)
Just enough to understand design and architectural implications.
Enough so the Developers can create their forecast of what work they can do.
The entire Sprint Backlog must be identified and estimated by the end of Sprint Planning.
Just enough tasks for the Scrum Master to be confident in the Developers ' understanding of the Sprint.
The amount of the Sprint Backlog that must be defined during the Sprint Planning event is enough so the Developers can create their forecast of what work they can do. This is because:
Sprint Planning is an event where the Scrum Team plans for the upcoming Sprint. The purpose of Sprint Planning is to align the entire Scrum Team around a common goal and a plan for delivering an Increment that meets that goal.
The Developers are accountable for creating a Sprint forecast, which is a selection of Product Backlog items that they intend to work on during the Sprint. The Sprint forecast should be realistic, achievable, and valuable.
The Developers are also accountable for creating a plan for how they will deliver the selected Product Backlog items as a “Done” Increment. The plan may include tasks, dependencies, risks, estimates, or other information that helps them organize and manage their work.
The amount of the Sprint Backlog that must be defined during Sprint Planning may vary depending on the context, complexity, and uncertainty of the product development. However, it should be enough so that the Developers can create their forecast of what work they can do and have a clear direction for the first few days of the Sprint.
Other options, such as just enough to understand design and architectural implications, the entire Sprint Backlog being identified and estimated by the end of Sprint Planning, or just enough tasks for the Scrum Master to be confident in the Developers’ understanding of the Sprint, are not valid answers as they do not reflect what must be defined during Sprint Planning or what is required for creating a Sprint forecast.
Who starts the Daily Scrum?
(choose the best answer)
The Scrum Master. This ensures that the Developers have the event, and it stayswithin the timebox.
The person coming in last. This encourages people to be on time and helps to staywithin the timebox.
The Product Owner.
Whoever the Developers decide should start.
The person who has the token.
The Daily Scrum is an event for and by the Developers.They can choose whatever structure and technique they want, as long as they focus on the progress toward the Sprint Goal and produce an actionable plan for the next day of work12. The Scrum Master, the Product Owner, and the person coming in last are not necessarily the ones who should start the Daily Scrum.The person who has the token is a possible technique, but not the only one3.
Why do the Developers need a Sprint Goal?
(choose the best answer)
A Sprint Goal only gives purpose to Sprint O.
Sprint Goals are not valuable. Everything is known from the Product Backlog.
The Developers are more focused with a common yet specific goal.
A Sprint Goal ensures that all of the Product Backlog items selected for the Sprint are implemented.
The Developers need a Sprint Goal because it gives them a common yet specific goal to focus on during the Sprint. This is because:
The Sprint Goal is a short-term objective that provides guidance and focus to the Scrum Team throughout the Sprint. It is a flexible and negotiable commitment that can be adjusted as more is learned throughout the Sprint.
The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
The Developers are self-managing professionals who organize and manage their own work. They decide how to best accomplish their work, rather than being directed by others outside the Scrum Team.
The Developers need a Sprint Goal to align their efforts and collaborate effectively as a team. The Sprint Goal helps them prioritize and optimize their work based on value and impact. The Sprint Goal also helps them cope with uncertainty and complexity by providing a clear direction and a shared purpose.
Other options, such as a Sprint Goal only giving purpose to Sprint 0, Sprint Goals being not valuable, or a Sprint Goal ensuring that all of the Product Backlog items selected for the Sprint are implemented, are not valid reasons why the Developers need a Sprint Goal. They may reflect a misunderstanding of what a Sprint Goal is or how Scrum works.
Scrum requires that the Product Owner must use which of the following items?
(choose all that apply)
Burndown chart.
Feature burn-up.
Critical Path Analysis.
Project Gantt chart.
None of the above.
Scrum does not require that the Product Owner must use any of the following items:
Burndown chart: A burndown chart is a graphical representation of work left to do versus time. It can be used to track progress and forecast completion dates of projects or Sprints. However, it is not mandatory or prescribed in Scrum. It is one of the possible techniques that a Product Owner may use to monitor and communicate product development.
Feature burn-up: A feature burn-up chart is a graphical representation of features completed versus time. It can be used to track progress and forecast scope changes of projects or Sprints. However, it is not mandatory or prescribed in Scrum. It is one of the possible techniques that a Product Owner may use to monitor and communicate product development.
Critical Path Analysis: Critical Path Analysis is a project management technique that identifies the sequence of tasks that must be completed on time for a project or Sprint to finish on schedule. It can be used to plan, monitor, and control complex projects or Sprints. However, it is not mandatory or prescribed in Scrum. It is one of the possible techniques that a Product Owner may use to manage product development.
Project Gantt chart: A project Gantt chart is a graphical representation of tasks, dependencies, durations, and milestones of a project or Sprint. It can be used to plan, monitor, and control complex projects or Sprints. However, it is not mandatory or prescribed in Scrum. It is one of the possible techniques that a Product Owner may use to manage product development.
Therefore, the correct answer is none of the above.
TESTED 02 May 2026
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