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| Section | Objectives |
|---|---|
| Develop and Deliver Products Professionally | - Incremental delivery and continuous improvement - Technical risk and quality management |
| Understand and Apply the Scrum Framework | - Scrum Team structure and accountabilities - Empiricism and Scrum Values - Scrum Artifacts: transparency and definition of 'Done' - Scrum Events: purpose, flow, and effective execution |
| Develop Individuals and Teams | - Facilitation, coaching, and servant leadership - Leadership styles and adaptive behaviors - Self-managing and cross-functional teams |
| Grow Agile Organizations | - Organizational design and culture - Scaling and agility beyond the team |
| Manage Products with Agility | - Product Backlog management and refinement - Stakeholder engagement and customer focus - Value delivery and product strategy alignment |
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NEW QUESTION # 48
Your Scrum Team has been working together for over a dozen Sprints. The Scrum Team consists of 10 members. Each Sprint takes four weeks. As a Scrum Master, you observe that the Developers are hardly collaborating; during the Sprint, members are primarily working on their own items. You also notice that the items on the Sprint Backlog are mostly unrelated. You suspect that the lack of a Sprint Goal might be the cause. Although you have encouraged the use of a Sprint Goal, both the Product Owner and the Developers have concluded that they are unable to create Sprint Goals based on the wide variety of items on their Product Backlog. What might explain why this Scrum Team is struggling to craft a Sprint Goal? (Choose all that apply)
Answer: A,B,D
Explanation:
The possible explanations for why this Scrum Team is struggling to craft a Sprint Goal are B, D, and E.
A four-week Sprint is the maximum duration allowed by the Scrum Guide, and it may not be suitable for complex and uncertain work that requires frequent feedback and adaptation. A shorter Sprint may help the Scrum Team to focus on a clear and coherent Sprint Goal that aligns with the Product Goal and delivers a valuable Increment.
The Product Goal is a long-term objective for the Scrum Team that provides direction and purpose for their work. The Product Owner is responsible for communicating the Product Goal to the Developers and collaborating with them to create Sprint Goals that move them closer to the Product Goal. Without a clear Product Goal, the Scrum Team may lack a shared vision and end up working on unrelated items.
The Scrum Guide recommends that the Scrum Team consists of 10 or fewer people, including the Scrum Master and the Product Owner. A larger team may have difficulties in collaborating effectively, self-organizing, and creating a meaningful Sprint Goal that reflects the collective commitment of the Developers. A smaller team may improve the communication, coordination, and cohesion among the Developers and help them to create and achieve a Sprint Goal.
NEW QUESTION # 49
Which two of these situations best demonstrate that a Scrum Team is self-managing? (Choose the best two answers)
Answer: D,E
Explanation:
A Scrum Team is self-managing, meaning that they have the autonomy and authority to organize and manage their own work within the boundaries of Scrum. A self-managing Scrum Team:
Creates their own Sprint Backlog, reflecting all work that is part of the Definition of Done (C), which is a valid option as it shows that the Developers are responsible for planning and executing the work needed to deliver a potentially releasable Increment at the end of each Sprint.
Collaboratively selects and re-plans their work during the Sprint (D), which is another valid option as it shows that the Developers are able to adapt to changing requirements, priorities, or circumstances within the Sprint, without relying on external instructions or approvals.
NEW QUESTION # 50
If there are multiple Scrum Teams working on the same product, all of the Scrum Teams must mutually define a Definition of Ready (DoR). The DoR is a checklist that the Product Owner must fulfill before a Product Backlog item can be presented at the Sprint Planning. This protects the Development Team from interruptions and disruptions during the Sprint.
Answer: B
Explanation:
Product Backlog items should be clear enough and have enough information for the Product Owner and Development to understand the work that needs to be done and to create a forecast of Product Backlog items to implement the Sprint Goal. Nothing stops the flow of Sprints, for example, we do not delay the Sprint because the items are not ready. In such cases, the
"unready" items would be selected for the Sprint anyway and refined during the Sprint.
In the case that the Product Backlog items are not clear enough, the Development Team forecasts the most likely Product Backlog items to meet the goal and create a Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint. At the end of the Sprint, the Scrum Team can discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.
NEW QUESTION # 51
Eight months ago your company started developing a new product consisting ot several major components.
You are the Scrum Master on the team building the "core" component of the product; your component also integrates all the other components.
The Scrum Teams work in monthly Sprints, and the team has forecast that it will deliver the integrated product in three Sprints. Recently the team's progress slowed because of changes to the other components that they integrate. The program manager is extremely upset when they find out that the team will need two more Sprints. The project managers of the other components confirm their adherence to the original forecast.
As a Scrum Master, what could you do to help the Product Owner?
(choose the best answer)
Answer: A
Explanation:
Explanation
As a Scrum Master, you could help the Product Owner by suggesting working with the program manager and the project managers of the other components on the ordering and the value of your open Product Backlog items to redefine the possible delivery date. This would allow you to collaborate with the stakeholders and align on the expectations and priorities of the product. You could also inspect and adapt your integration process and communication channels with the other teams to minimize the impact of changes and dependencies.
References:
The Scrum Guide 2020, section "The Scrum Master"
The Scrum Master Learning Path, module "The Scrum Master as a Coach"
The Professional Scrum Master II Course, topic "Stakeholder Management"
NEW QUESTION # 52
Steven is a Scrum Master of a Scrum Team that is new to Scrum. At the halfway point of the Sprint, the Product Owner comes to Steven telling him that he is concerned the Development Team will not be able to complete the entire Sprint Backlog by the end of the Sprint.
What should Steven do in this situation?
Answer: B
Explanation:
Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. The Sprint Backlog is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a `Done' Increment. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.
Why C is incorrect:
a) The Dev Team does not commit to finishing all items in the Sprint Backlog. Committing to completing all items would be fixed scope and fixed time leaving no room to adapt. They commit to the Sprint Goal and doing the right thing.
b) It's also incorrect for the PO to focus on completing the entire Sprint Backlog. Finishing everything should not be his main focus. Having a shippable increment that meets the Sprint Goal is more important than trying to finish everything. The advice in option C is equivalent to "Don't worry, they'll get everything done." but because of the complex domain, you cannot guarantee everything will get done.
NEW QUESTION # 53
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