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Scrum PSM-I Exam Syllabus Topics:

Section	Objectives
Scrum Theory and Principles	- Scrum Values - Empiricism in Scrum
Scrum Framework	- Scrum Events and Time-Boxes - Scrum Artifacts and Commitments - Scrum Team Structure
Accountabilities	- Product Owner Role - Developers Role - Scrum Master Role
Scrum in Practice	- Increment and Value Delivery - Definition of Done

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Scrum Professional Scrum Master I Sample Questions (Q67-Q72):

NEW QUESTION # 67
Which Scrum Value is affected by a lack of trust in the Scrum Team?

A. All of the above.
B. Focus
C. Openness
D. Respect
E. Commitment.
F. Courage

Answer: A

Explanation:
When the values of commitment, courage, focus, openness and respect are embodied and lived by the Scrum Team, the Scrum pillars of transparency, inspection, and adaptation come to life and build trust for everyone so if trust is lacking all the other values of the scrum are impacted.

NEW QUESTION # 68
What are two good ways for the Development Team to make non-functional requirements visible? (Choose two.)

A. Add them to the definition of "Done" so the work is taken care of every Sprint.
B. Add them to the Product Backlog and keep the Product Owner posted on the expected effort.
C. Put them on a separate list on the Scrum board, available for all to see.
D. Run the integration and regression tests before the end of the Sprint, and capture the open work for the Sprint Backlog of the next Sprint.

Answer: A,B

Explanation:
The correct answers are B and D, because adding non-functional requirements to the Product Backlog and keeping the Product Owner posted on the expected effort helps prioritize and plan them in alignment with the product vision and goals. Additionally, adding non-functional requirements to the definition of 'Done' ensures that they are met every Sprint and do not accumulate technical debt.
References: Suggested Reading for Professional Scrum Master I

NEW QUESTION # 69
Who can abnormally terminate a Sprint?

A. The Product Owner
B. The Development Team or its members.
C. The Scrum Master
D. The Stakeholders

Answer: A

Explanation:
According to the Scrum Guide 1 , a Sprint can be cancelled before the Sprint time-box is over. Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Developers, or the Scrum Master. A Sprint would be cancelled if the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change. In general, a Sprint should be cancelled if it no longer makes sense given the circumstances. But, due to the short duration of Sprints, cancellation rarely makes sense.
References: Scrum Guide

NEW QUESTION # 70
How much time is required after a Sprint to prepare for the next Sprint?

A. Enough time for the requirements for the next Sprint to be determined and documented.
B. All of theabove are allowed depending on the situation.
C. Enough time for the Development team to finish the testing from the last Sprint.
D. The break between Sprints is time-boxed to 1 week for 30 day Sprints, and usually less for shorter sprints.
E. None. A new Sprint starts immediately following the end of the previous Sprint.

Answer: E

NEW QUESTION # 71
The CEO asks the Developers to add a " very important " item to a Sprint that is in progress.
What should the Developers do?
(choose the best answer)

A. Add the item to the current Sprint Backlog and begin work immediately since the request came from the CEO.
B. Add the item to the top of the Product Backlog.
C. Discuss the item with the other members of the Scrum Team so the team can decide what to do.
D. Add the item to the Sprint Backlog for the next Sprint.
E. Add the item to the current Sprint and drop an item of equal size.

Answer: C

Explanation:
In Scrum, the Developers have the autonomy to manage their work and the Sprint Backlog. When an unexpected request comes in, even from someone as authoritative as the CEO, it should not be added directly to the Sprint Backlog without discussion. The correct approach is for the Developers to discuss the new item with the Product Owner and the rest of the Scrum Team to understand its impact on the current Sprint Goal and to collaboratively decide the best course of action 1 2 .
This is in line with the Scrum values of Courage , Focus , Commitment , Respect , and Openness . The team must have the courage to push back on changes that could disrupt their Sprint Goal, stay focused on their commitments, respect the agreed-upon process, and be open about the implications of introducing new work mid-Sprint 1 .
The Scrum Guide also states that once the Sprint begins, no one can force the Development Team to work on different requirements than those they forecasted for the Sprint 1 . If the CEO's request is deemed important enough to warrant a change in the Sprint's direction, it may lead to a negotiation of scope with the Product Owner or, in extreme cases, to the cancellation of the Sprint if the Sprint Goal becomes obsolete. However, these are decisions that should be made collaboratively by the entire Scrum Team, not unilaterally by any single member, regardless of their position in the company

NEW QUESTION # 72
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