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| Section | Objectives |
|---|---|
| Understanding and Applying the Scrum Framework | - Definition of Done and transparency - Scrum Values - Scrum theory and empiricism - Scrum Team accountabilities - Events, artifacts, and commitments |
| Complex organizational Scrum application | - Leadership and influence without authority - Scaling Scrum (e.g., Nexus concepts) - Organizational impediments |
| Developing People and Teams | - Self-managing teams - Facilitation techniques - Coaching and mentoring - Teaching and enabling Scrum adoption |
| Managing Products with Agility | - Product value and outcomes - Agile product thinking - Stakeholder collaboration - Forecasting and release planning |
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質問 # 13
The Product Owner asks the Development Team to pick up a very urgent item late in Sprint that was not forecasted, nor is itrelated to the Sprint Goal. The Development Team believes it can pick this up, as it is close to meeting the Sprint Goal. But, thiswould involve not meeting their process improvement goal agreed upon during the last Sprint Retrospective. The ProductOwner argues that, as it's the highest priority to satisfy the customer, the needs of the customer have a higher priority than theprocess improvement goal for the team.
What is your view on this as a Scrum Master?
正解：
解説：
From a Scrum Master's perspective, this situation must be approached by balancingrespect for Scrum accountabilities,protection of empiricism, andlong-term value delivery, rather than reacting solely to short- term urgency.
First, it is important to reaffirm that theDevelopment Team owns the Sprint Backlog. According to the Scrum Guide, once the Sprint has started, changes to the Sprint Backlog are negotiatedonly between the Product Owner and the Development Team, and the Development Team has thefinal sayon whether additional work can be taken on. Therefore, the Product Owner cannot unilaterally force the urgent item into the Sprint, even if it represents the highest customer priority. If the Development Team believes it can incorporate the item without jeopardizing the Sprint Goal, it may choose to do so-but this remains their decision.
Second, the Scrum Master should help the Product Owner understand thatnot all priorities are equal within a Sprint. The Sprint Goal provides focus and stability, and work that is not related to the Sprint Goal introduces risk. While satisfying the customer is important, Scrum explicitly valuessustainable improvement and learning. The process improvement goal agreed upon during the Sprint Retrospective represents a deliberate investment in the team's effectiveness. Sacrificing this improvement for short-term delivery may create a local optimization thatharms long-term customer value.
Third, the Scrum Master should coach both the Product Owner and the Development Team on thesystemic impact of slowing process improvements. Continuous improvement is a core expectation of Scrum, and the Scrum Guide states that the Scrum Team should plan ways to increase quality and effectiveness. When improvement goals are repeatedly deprioritized, delivery predictability, quality, and morale eventually decline-directly affecting customers. Therefore, the Product Owner's argument that customer needs always outweigh improvement work reflects ashort-term mindsetthat the Scrum Master should challenge through education and coaching.
Fourth, this situation should beinspected during the Sprint Retrospective. The team should reflect on why urgent, unplanned work appears late in the Sprint, whether it represents a recurringpattern, and how this impacts Sprint Goals and improvement commitments. The Scrum Master should facilitate this discussion to ensure transparency and learning, rather than blame.
Finally, if this behavior becomes a pattern, the Scrum Master must take a more active stance. This includes teaching and reminding the Scrum Team that at least one improvement from the Sprint Retrospective should be planned into the upcoming Sprint. This protects the intent of the Retrospective and ensures that improvement is not treated as optional or expendable work.
質問 # 14
In what way does Scrum encourage ethical behaviour, doing "the right thing", in software development?
正解：
解説：
Scrum encourages ethical behaviour in software development by creating a framework that promotes transparency, accountability, quality, and respect for stakeholders, all of which are grounded in the Scrum Values. Rather than prescribing ethical rules, Scrum embeds ethical behaviour into the way work is organized and delivered.
First, Scrum promotes ethics through its focus ondelivering valuable, high-quality working products. The Scrum Guide emphasizes delivering usable Increments that meet a shared Definition of Done. By prioritizing quality and value for both the organization and end-users, Scrum discourages practices such as cutting corners, hiding technical debt, or delivering misleading progress, which are ethically questionable.
Second, Scrum strongly supportstransparency, a core pillar of empiricism. All significant aspects of the work-such as progress, impediments, risks, and uncertainties-are made visible through artifacts and events.
This transparency encourages honesty about what can and cannot be achieved and prevents unethical behaviour such as misreporting status or concealing problems until it is too late.
Third, Scrum encouragesaccountabilityat both individual and team levels. Clear accountabilities for the Product Owner, Developers, and Scrum Master ensure that responsibility is not diffused or avoided. Teams are accountable for delivering value, improving their way of working, and meeting their commitments. This accountability fosters ethical decision-making and ownership of outcomes.
Fourth, Scrum supports ethical behaviour throughcontinuous learning and improvement. Sprint Retrospectives create a structured opportunity to reflect on mistakes, share knowledge, and improve processes and practices. This openness to learning promotes humility, integrity, and a willingness to correct issues rather than ignoring or rationalizing them.
Finally, Scrum is explicitly guided by theScrum Values of Commitment, Courage, Focus, Respect, and Openness, which form its ethical foundation.
* Commitmentencourages teams to do what they say they will do.
* Courageenables individuals to raise concerns, admit problems, and challenge unethical practices.
* Focushelps teams concentrate on delivering real value rather than superficial outputs.
* Respectensures consideration for colleagues, stakeholders, and end-users.
* Opennesspromotes honesty about progress, challenges, and uncertainty.
質問 # 15
What is Scrum's relation to Empiricism / Empirical Process Control?
正解：
解説：
Scrum is fundamentally based onEmpiricism, also referred to asEmpirical Process Control. This means that Scrum recognizes that complex work, such as software development, cannot be fully understood or predicted upfront. Instead, decisions are made based onexperience, observation, and evidence, forming a continuous closed feedback loop.
Empirical Process Control rests on three pillars:Transparency, Inspection, and Adaptation. Scrum provides a structured framework of roles, events, and artifacts that explicitly support and reinforce each of these pillars.
Transparency
Transparency ensures that all significant aspects of the process and product are visible to those responsible for the outcome. In Scrum, transparency is created through clearly defined artifacts such as theProduct Backlog, Sprint Backlog, and Product Increment, each governed by a shared Definition of Done. Scrum Events further enhance transparency by creating regular opportunities to share progress, challenges, and current state.
Without transparency, inspection would be misleading and ineffective.
Inspection
Scrum prescribes frequent and regularinspectionof both the product and the process. Each Scrum Event serves as an inspection point:
* TheDaily Scruminspects progress toward the Sprint Goal,
* TheSprint Reviewinspects the Increment and adapts the Product Backlog,
* TheSprint Retrospectiveinspects the team's ways of working.
These inspections are intentionally timeboxed and lightweight to avoid excessive overhead while still enabling timely feedback.
Adaptation
Inspection is meaningful only if it leads toadaptation. Scrum explicitly enables adaptation by allowing changes to plans, processes, and backlog content based on what is learned. The Sprint Backlog may be adapted during the Sprint, the Product Backlog is adapted after the Sprint Review, and team practices are adapted following the Sprint Retrospective.
Closed Feedback Loop
Together, transparency, inspection, and adaptation form aclosed feedback loop. Scrum's short iterations (Sprints) ensure that learning occurs frequently, enabling the Scrum Team and stakeholders to respond quickly to change, reduce risk, and improve outcomes over time.
質問 # 16
You have been appointed the Scrum Master for a brand new product your organization is planning to develop.
A ProductOwner has also been appointed. Initially, fifteen developers will work on the product. What approaches are common forforming teams for this product, and how do they likely benefit or hinder the Product Development effort?
正解：
解説：
When starting development of a brand new product with fifteen developers, forming effective teams is a critical early decision that significantly influences the success of product development. From a Scrum Master' s perspective, multiple approaches are commonly used in practice. Each approach offers distinct benefits and drawbacks when evaluated against Scrum principles such asself-organization, cross-functionality, and value delivery.
1. Facilitating Teams to Self-Organize
One common approach is tofacilitate the developers in forming teams themselves. This approach aligns strongly with Scrum, as the Scrum Guide states that Scrum Teams areself-managingand decide internally how best to accomplish their work.
Benefits:
Allowing teams to self-organize promotesempowerment, ownership, and accountability. Developers can use their existing knowledge of each other's strengths, weaknesses, and working styles to form balanced teams. This often increases motivation and psychological safety, both of which support high performance.
Hindrances:
For a new product, this process can bemessy and time-consuming, especially if developers lack experience in forming effective teams. Teams may optimize for comfort or familiarity rather than cross-functionality, potentially leading to skill gaps or imbalanced teams.
2. Forming Two or Three Cross-Functional Feature Teams
Another common approach is to deliberately formtwo or three cross-functional feature teams, each containing all the skills necessary to deliver working product increments.
Benefits:
This approach closely matches how Scrum describes teams.Cross-functional feature teamscan independently deliverintegrated, "Done" Incrementsof the product, improving flow, reducing dependencies, and supporting empiricism. All necessary skills are available within the team, enabling faster inspection and adaptation.
Hindrances:
In the context of a brand new product, teams may not yet knowwhich skills are actually required, making it difficult to form truly balanced teams upfront. Additionally, specialists may feel isolated and lose regular interaction with peers who share the same expertise across teams.
3. Forming Teams Based on Specialization (Component Teams)
A third approach is to organize teams according totechnical specialization, such as front-end and back-end teams. These are often referred to ascomponent teams.
Benefits:
This structure allows specialists to work closely together, enablingfast knowledge sharing, technical consistency, and deep expertisein specific components of the system. It can feel efficient, especially in the early stages of development.
Hindrances:
From a Scrum perspective, this approach significantly hindersvalue delivery. Component teams struggle to deliver complete, integrated features independently and introduce dependencies and handoffs. This makes it harder to produce a usable Increment each Sprint and isnot how Scrum describes teams, even though it remains a commonly used strategy in many organizations.
Scrum Master Perspective and Conclusion
As a Scrum Master, my role is not to mandate a single team structure, but tocoach and facilitatethe organization toward structures that best enable Scrum. While all three approaches are seen in practice, Scrum clearly favorsself-organizing, cross-functional feature teamsbecause they maximize learning, transparency, and the ability to deliver value each Sprint.
質問 # 17
In what ways does the Scrum Master attend the Sprint Retrospective?
正解：
解説：
The Sprint Retrospective is a formal Scrum event where the Scrum Team inspects how the last Sprint went with respect toindividuals, interactions, processes, tools, and their Definition of Done, and identifies improvements for future Sprints. The Scrum Master attends the Sprint Retrospective inmultiple, complementary ways, consistent with the Scrum Guide.
First, the Scrum Masterjoins the Sprint Retrospective as a Scrum Team member. The Scrum Guide defines the Scrum Team as consisting of the Product Owner, Developers, and the Scrum Master. Therefore, the Scrum Master is not an external observer but afull participantin the event. As such, the Scrum Master activelyinspects people, processes, and tools, and contributes insights based on their perspective and experience, while remaining respectful of the team's self-management.
Second, the Scrum Master oftenfacilitates the Sprint Retrospective. According to the Scrum Guide, the Scrum Master is accountable for ensuring that Scrum events take place and are productive. Facilitation may include helping the team create a safe environment, encouraging openness, ensuring balanced participation, keeping the discussion focused on improvement, and helping the team stay within the timebox. However, facilitation does not imply control; the Scrum Master facilitatesto serve the team, not to direct outcomes.
Third, the Scrum Mastersupports empiricism during the Retrospective. By fostering transparency, encouraging honest inspection, and helping the team identify actionable improvements, the Scrum Master strengthens the Scrum pillars oftransparency, inspection, and adaptation. The Scrum Master may also help the team turn improvement ideas into concrete actions that can be planned for the next Sprint.
Finally, the Scrum Master helps ensure that the Sprint Retrospective results inmeaningful adaptation. While the Scrum Team decides what improvements to implement, the Scrum Master supports the team in identifying impediments, coaching on improvement techniques, and helping remove organizational or systemic obstacles that are beyond the team's direct control.
In summary, the Scrum Master attends the Sprint Retrospective byjoining as a full Scrum Team member, participating in inspection,often facilitating the event, andsupporting continuous improvement and empiricism. This balanced participation ensures that the Retrospective remains a powerful mechanism for learning and adaptation rather than a ritualistic meeting.
質問 # 18
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