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| Section | Weight | Objectives |
|---|---|---|
| Scaling & Advanced Scrum | 5% | - Scrum for Large Projects - Common Challenges & Solutions - Distributed Scrum Teams |
| Agile Overview | 15% | - Agile Manifesto and Principles - Agile Methodologies Comparison - Agile vs Traditional Approaches |
| Scrum Roles | 25% | - Scrum Master Responsibilities - Product Owner Role - Stakeholders and Non-Core Roles - Development Team Characteristics |
| Scrum Artifacts | 10% | - Sprint Backlog - Product Backlog - Definition of Done - Increment |
| Scrum Framework Overview | 20% | - SBOK® Guide Fundamentals - Scrum Theory and Empiricism - Scrum Principles and Values |
| Scrum Phases & Practices | 10% | - Review & Retrospect Phase - Implement Phase - Plan & Estimate Phase - Initiate Phase |
| Scrum Events | 15% | - Sprint Duration and Boundaries - Sprint Retrospective - Sprint Review - Sprint Planning - Daily Stand-up Meeting |
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41. Frage
Following are some examples of risks and issues that might be encountered during the course of a Scrum project. Identify which of the following are risks, not issues.
I. After extensive training, marketing representatives might still not be ready to take orders after the project is launched.
II. The painting crew might be delayed due to heavy rain, which could negatively impact the project schedule.
III. Funding was not approved.
IV. Requirements, as currently defined, are unclear.
Antwort: C
Begründung:
SBOK distinguishes risks from issues primarily through uncertainty. A risk is an uncertain future event that may affect project objectives. An issue is an existing, well-defined condition that is already occurring and therefore does not require a probability assessment.
Statements I and II contain future uncertainty: the representatives might not be ready, and the painting crew might be delayed by rain. These events have not occurred and therefore qualify as risks.
Statements III and IV describe current facts. Funding was not approved, making this an existing problem.
Requirements are unclear, so ambiguity is already affecting the project. SCRUMstudy actually uses these examples when explaining the distinction: delayed crews and potentially unprepared representatives are risks, while unapproved funding and unclear requirements are issues.
Risk management is proactive-identify, assess, prioritize, mitigate, and communicate uncertain events before they materialize. Issues require active resolution because they are already real.
Therefore, I and II are the risks.
Study Guide reference: Risk - > Difference between Risks and Issues.
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42. Frage
Which of the following questions should be answered when using a User Story template to capture requirements?
Antwort: B
Begründung:
The standard SBOK User Story format is:
As a < role/persona > , I should be able to < requirement > so that < benefit > .
A User Story therefore expresses three essential dimensions: Who, What, and Why. The "Why" component identifies the benefit or value expected from satisfying the requirement.
Option D directly corresponds to that third component: What benefit is expected from the requirement? This helps ensure that functionality is connected to user or business value rather than being treated simply as an isolated technical request.
Cost of development is addressed through estimation and business-justification activities rather than the core User Story template. The specific individual responsible for performing the work is not embedded in a User Story because Scrum Teams are self-organizing and determine task ownership during planning and execution.
Testing techniques may influence tasks or Acceptance Criteria but are not one of the three core User Story template elements.
Therefore, the expected benefit is the relevant question.
Study Guide reference: Plan and Estimate - > Create User Stories - > User Story Template: Role/Persona, Requirement, Benefit.
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43. Frage
As a Scrum Master, you must assess skill gaps and training needs for team members, as well as map team members' skills, capabilities, and interest level in using those skills and capabilities on a project. Which of the following tools can assist you in accomplishing this?
Antwort: B
Begründung:
The Skills Requirement Matrix, also described as a competency framework, is specifically intended to map the competencies available within a team and identify development needs. SCRUMstudy's SBOK glossary states that this matrix is used to assess skill gaps and training requirements while mapping team members' skills, capabilities, and interest in applying those capabilities to the project.
This makes option A an exact match to the scenario.
An Organizational Deployment Method concerns how a release or organizational change may be introduced and does not map individual competencies. A Daily Standup enables coordination, status synchronization, and identification of impediments, but it is not a formal competency-assessment tool. "Organizational Resource Matrix" is not the SBOK tool defined for the detailed skills analysis described.
A Skills Requirement Matrix can therefore help identify whether sufficient expertise exists to satisfy project needs, where cross-training may be appropriate, and which team members require additional training. It also assists during team formation and capability planning.
Study Guide reference: Organization - > Form Scrum Team - > Skills Requirement Matrix/Competency Framework; Team capability and training requirements.
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44. Frage
The Product Owner on a project, on which you are the Scrum Master, has identified disaster situations, such as earthquakes and tsunamis, as potential risks to the underwater transnational communication sea link. The stakeholders have suggested that steps to safeguard the foundations of the ocean infrastructure be taken at the earliest and have also recommended that a contingency reserve be created, which could be used in case of disaster situations. This is an example of:
Antwort: C
Begründung:
This scenario represents Risk Mitigation because concrete responses are being developed to reduce or manage the consequences of identified risks.
SBOK defines risk mitigation as developing an appropriate strategy to deal with risk. Mitigation can include proactive responses designed to reduce probability or impact and reactive contingency actions to be implemented if the event occurs.
Strengthening or safeguarding the infrastructure is a proactive mitigation measure because it reduces the potential physical impact of earthquakes or tsunamis. Establishing a contingency reserve provides resources that can be used reactively if the disaster actually occurs.
Risk Assessment would involve evaluating probability and potential impact but would not itself implement safeguards. Risk Prioritization would determine which identified risks require the greatest attention. Risk Avoidance would involve eliminating the underlying exposure entirely-for example, redesigning the project so that the threatened infrastructure was no longer exposed to the disaster risk.
Because the proposed actions reduce impact and prepare contingency capability rather than eliminating the risk altogether, Risk Mitigation is correct.
Study Guide reference: Risk - > Risk Management - > Risk Mitigation; Proactive and Reactive Risk Responses.
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45. Frage
What is the primary objective of using the Sprint Burndown Chart?
Antwort: A
46. Frage
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