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| Section | Objectives |
|---|---|
| Topic 1: Developing People and Teams | - Team Dynamics
|
| Topic 2: Supporting Organizational Change | - Scaling Scrum
|
| Topic 3: Scrum Theory and Principles | - Empiricism
|
| Topic 4: Managing Products with Agility | - Product Backlog Management
|
| Topic 5: Scrum Master Responsibilities | - Servant Leadership
|
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NEW QUESTION # 21
A Scrum Team selected a Product Backlog item during Sprint Planning. However, at the end of the Sprint the work does not meet the Definition of Done. What two things should happen with this incomplete Product Backlog item?
(choose the best two answers)
Answer: A,B
Explanation:
Explanation
A Product Backlog item is a description of a feature or functionality that adds value to the product. It is selected by the Scrum Team during the Sprint Planning, based on the Product Owner's proposal and the Developers' forecast. It is expected that the Product Backlog item will be completed by the end of the Sprint, meaning that it meets the Definition of Done, which is a formal description of the state of the Increment when it meets the quality standards required for the product.
However, if a Product Backlog item is not completed by the end of the Sprint, meaning that it does not meet the Definition of Done, then:
The item is not included in the Increment for this Sprint (B), which is a valid option as it ensures that only "Done" work is delivered to the customer and stakeholders. The Increment is a concrete and usable outcome of a Sprint that provides value and feedback. It should not contain any undone or partially done work that may compromise its quality, usability, or value.
It is put on the Product Backlog for the Product Owner to decide what to do with it (D), which is another valid option as it respects the authority and accountability of the Product Owner to manage the Product Backlog, which is an ordered list of what is needed in the product. The Product Owner can decide whether to re-prioritize, re-estimate, refine, or remove the incomplete Product Backlog item based on new insights and stakeholder needs.
The other options are not correct because they:
Review the item, add the done part of the estimate to the velocity and create a Story for the remaining work (A), which is not a good option as it violates the principle of commitment and transparency that underlies the Definition of Done. The Scrum Team should not count or report any work that is not
"Done" as part of their progress or performance. The Scrum Team should also not split or create new Product Backlog items during or after the Sprint, as this may affect their alignment and focus on the Sprint Goal.
Only the stakeholders decide over acceptance of undone work and whether to release it, which is not a good option as it violates the role and responsibility of the Product Owner and the Developers to deliver a potentially releasable Increment at the end of each Sprint. The stakeholders can provide feedback and suggestions for the product, but they cannot accept or release any work that does not meet the Definition of Done.
References: : [Scrum Guide], The Product Backlog : [Scrum Guide], The Definition of Done : [Scrum Guide], The Increment : [Scrum Guide], The Sprint Planning : [Scrum Guide], The Product Owner : [Scrum Guide], The Developers
NEW QUESTION # 22
The Developers are waiting for an external supplier to deliver a specific product component that they need to integrate and use. Without that component there will not be enough work in the next Sprint to occupy the full team. They ask their Product Owner to re-order the Product Backlog. The Product Owner asks the Scrum Master for help. What would be good advice for the Product Owner? (Choose the best answer)
Answer: C
Explanation:
The Product Owner is responsible for maximizing the value of the product resulting from the work of the Scrum Team. One of the ways to do this is to order the Product Backlog in a way that reflects the flow of value to the stakeholders and customers. The Product Owner can use various factors to order the Product Backlog, such as value, risk, dependencies, learning opportunities, and feedback loops. However, sometimes the Product Owner may face challenges or constraints that affect the ordering of the Product Backlog, such as external dependencies, market changes, technical issues, or stakeholder requests. In such cases, the Product Owner needs to balance between delivering value and managing risks. The Product Owner may need to adjust the Product Backlog ordering to account for these factors, but not at the expense of compromising the value delivery. In this scenario, the Developers are waiting for an external supplier to deliver a specific product component that they need to integrate and use. Without that component there will not be enough work in the next Sprint to occupy the full team. They ask their Product Owner to re-order the Product Backlog. The Product Owner asks the Scrum Master for help. A good advice for the Product Owner would be to tell them that their primary concern is the flow of value reflected in the ordering of the Product Backlog. Timeline of the flow might be influenced by such dependencies and require some level of Product Backlog re-ordering.
This advice would help the Product Owner to focus on delivering value while also considering the impact of the external dependency. The Product Owner could work with the Developers and stakeholders to identify and prioritize other valuable work that can be done in the next Sprint without relying on the external component. The Product Owner could also communicate with the external supplier and try to minimize or eliminate the dependency as much as possible.
NEW QUESTION # 23
After some small experiments with Scrum, your company decides to do a complete project with Scrum. As Scrum Master; you have been invited to the "project kick-off meeting" with IT and product management. The Product Owner asks how many Sprints IT will need to first figure out architecture and infrastructure issues. What are two options to explain how such work is managed using Scrum? (Choose the best two answers)
Answer: B,D
Explanation:
This is a good option because it is consistent with the Scrum principle of empiricism, which means that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than following a predefined plan. By allowing the architecture and infrastructure to emerge iteratively and incrementally, the Scrum Team can address the most important and uncertain aspects first, and deliver valuable and functional increments every Sprint.
This is another good option because it is consistent with the Scrum value of transparency, which means that the Scrum Team and the stakeholders have a clear and common understanding of the product vision, goals, progress, and risks. By adding this work to the Product Backlog, the Product Owner can prioritize and refine it according to the value and urgency, and communicate it to the stakeholders. By asking the Developers to plan work during the first several Sprints, they can estimate these items based on their actual experience and capacity, while also delivering some business functionality in these early Sprints.
NEW QUESTION # 24
Several Sprints into a project, a client is complaining to the Product Owner about the poor performance of the product.
As a Scrum Master, how can you help the Product Owner?
Answer: D
NEW QUESTION # 25
A Scrum Team is struggling over the fact that not all Developers work full time and that other Developers regularly work from home. To solve the difficulties in aligning daily, at the Sprint Retrospective two Developers suggest having the Daily Scrum every three days, when everyone is in the office. What would be three key concerns if the frequency of the Daily Scrum were to be lowered? (Choose the best three answers)
Answer: A,B,E
Explanation:
This is a valid concern, as the Daily Scrum is an event where the Developers can inspect the progress toward the Sprint Goal and adapt the Sprint Backlog accordingly. If the Daily Scrum is held less frequently, the Developers may miss some opportunities to adjust their plan and collaborate effectively.
This is a valid concern, as the Daily Scrum is an event where the Developers can share their work status, challenges, and dependencies with each other. If the Daily Scrum is held less frequently, the Developers may have less visibility and awareness of what is going on in the Sprint, and may face more surprises or risks.
This is a valid concern, as the Daily Scrum is an event where the Developers can identify and communicate any impediments or issues that hinder their work. If the Daily Scrum is held less frequently, the Developers may have to wait longer to get help or support from their peers or the Scrum Master, and may lose some momentum or efficiency.
NEW QUESTION # 26
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