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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Evolving the Agile Organization | 10% | - Agile Leadership
|
| Topic 2: Managing Products with Agility | 35% | - Product Backlog Management
|
| Topic 3: Developing People and Teams | 20% | - Stakeholder Engagement
|
| Topic 4: Developing and Delivering Products Professionally | 15% | - Product Value
|
| Topic 5: Understanding and Applying the Scrum Framework | 20% | - Scrum Roles
|
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24. Frage
The Developers are responsible for inspecting the progress toward the Sprint Goal.
Antwort: B
25. Frage
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).
Antwort: A
26. Frage
Who can cancel a Sprint?
(choose the best answer)
Antwort: B
Begründung:
The Product Owner is the sole person responsible for managing the Product Backlog and ensuring that the value of the work the Scrum Team performs is understood by everyone involved. The Product Owner is the only person who can cancel the Sprint, although he or she may do so under influence from the stakeholders, the Development Team, or the Scrum Master1. 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 Development Team, 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 sense1. Reference:
Scrum Guide
Sprint Cancellation
Can Scrum Master cancel a sprint?
27. Frage
All Scrum artifacts must be transparent to ensure sufficient accuracy of inspection. Which two measures ensure that the Product Backlog is transparent?
(choose the best two answers)
Antwort: A,C
Begründung:
* Transparency is one of the three pillars of Scrum, along with inspection and adaptation. Transparency means that all aspects of the Scrum process and the product are visible and understandable to everyone who needs to work on or with them. Transparency enables effective inspection and adaptation, which are essential for delivering valuable products and improving the Scrum Team's performance.
* All Scrum artifacts must be transparent to ensure sufficient accuracy of inspection. Scrum artifacts
* include the Product Backlog, the Sprint Backlog, and the Increment. 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.
* Two measures that ensure that the Product Backlog is transparent are:
* The Product Backlog is ordered: The Product Owner orders the items in the Product Backlog based on factors such as value, risk, priority, dependency, feedback, or market conditions. The order of the Product Backlog items provides a clear and consistent indication of what is most important and urgent for the product. The order of the Product Backlog items also helps the Scrum Team and the stakeholders to plan and forecast effectively.
* The Product Backlog is available to all stakeholders: The Product Owner makes the Product Backlog visible and accessible to everyone who has a stake in the product, such as customers, users, sponsors, managers, or other teams. The availability of the Product Backlog enables transparency, collaboration, feedback, and alignment among all parties involved in the product development.
* The other options are not valid or relevant measures to ensure that the Product Backlog is transparent.
They are either too restrictive, arbitrary, or unrelated to the Product Backlog's transparency. They are:
* Each Product Backlog item has a MoSCoW priority: MoSCoW is a technique for prioritizing requirements based on their importance: Must have, Should have, Could have, or Won't have.
While this technique can be useful for some products or contexts, it is not a mandatory or universal way to order the Product Backlog items. The Product Owner may use other factors or methods to order the Product Backlog items based on their value and relevance for the product.
* The Product Backlog only has work for the next 2 Sprints: This is a too limiting and unrealistic measure for the Product Backlog. The Product Backlog should contain all the work that is known to be needed in the product, not just for the next 2 Sprints. The Product Backlog is a living artifact that evolves as the product and the market change. The Product Owner should continuously refine and update the Product Backlog to reflect the current and future needs and expectations of the customers and users.
* The Product Backlog is managed using a web-based tool: This is an irrelevant measure for the Product Backlog's transparency. The Product Owner can use any tool or format to manage the Product Backlog, as long as it is clear, concise, and valuable. The tool or format does not affect the transparency of the Product Backlog itself. What matters more is how the Product Owner communicates and collaborates with the Scrum Team and the stakeholders using the Product Backlog.
References:
* Scrum Guide: https://www.scrumguides.org/scrum-guide.html
* Transparency: https://www.scrum.org/resources/blog/transparency-scrum-value
* Product Backlog: https://www.scrum.org/resources/what-is-a-product-backlog
* MoSCoW: https://www.agilealliance.org/glossary/moscow/
28. Frage
True or False: Cross-functional teams are optimized to work on one component or layer of a system only.
Antwort: B
Begründung:
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.
References:
* [Scrum Guide], page 7, section "Developers"
* [Scrum Guide], page 10, section "Product Goal"
* [Scrum Guide], page 7, section "The Scrum Team"
29. Frage
......
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