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| Section | Objectives |
|---|---|
| Topic 1: Advanced Scrum Mastery | - Organizational Impediments
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| Topic 2: Scrum Theory and Principles | - Empiricism (Transparency, Inspection, Adaptation)
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| Topic 3: Agile Leadership and Evidence-Based Management | - Value Delivery Optimization
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| Topic 4: Scrum Framework Mastery | - Scrum Events and Artifacts
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48. Frage
Which approach would you recommend to ensure that the Product Backlog items discussed at Sprint Planning are well understood, actionable, and easier to forecast?
Antwort: A
Begründung:
Product Backlog refinement is the act of adding detail, estimates, and order to items in the Product Backlog. This is an ongoing process in which the Product Owner and the Development Team collaborate on the details of Product Backlog items. During Product Backlog refinement, items are reviewed and revised. The Scrum Team decides how and when refinement is done.
Refinement usually consumes no more than 10% of the capacity of the Development Team.
However, Product Backlog items can be updated at any time by the Product Owner or at the Product Owner's discretion.
49. Frage
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)
Antwort: A,C
Begründung:
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.
50. Frage
The Development Team has suggested to move the Daily Scrum to every other day instead of every day.
What is the most appropriate action for the Scrum Master to take?
Antwort: B
Begründung:
The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. Scrum Masters do this by helping everyone understand Scrum theory, practices, rules, and values.
51. Frage
In the Sprint Review; one of the stakeholders highlights the money spent this year; and that due to market changes, the funding may run out An argument follows this statement, with raised voices and strong emotional statements. As a Scrum Master, what are your two best options?
(choose the best two answers)
Antwort: B,D
Begründung:
Explanation
One of the ways to do this is by facilitating the Scrum events, such as the Sprint Review, where the Scrum Team and the stakeholders inspect the product Increment and adapt the Product Backlog2. In this situation, where there is a conflict among the stakeholders about the budget and the funding, your two best options are:
Encourage the stakeholders to focus on delivering the highest value items for the next Sprint.This option aligns with the purpose of the Sprint Review, which is to collaborate on what was done in the Sprint and what to do next2.By encouraging the stakeholders to focus on delivering value, you are helping them prioritize the most important features or functionalities that can maximize the return on investment and reduce risk3. This can also help them align their expectations and goals, and create a shared understanding of the product vision.
Ask for a short break for people to calm down and be objective.This option aligns with your role as a facilitator, who helps the participants have constructive and respectful conversations4. By asking for a short break, you are giving them a chance to cool off and regain their composure. This can also help them be more objective and rational, and avoid emotional reactions that can escalate the conflict or damage the relationship.
The other options are not advisable because:
It is the Product Owner's meeting, so do nothing.This option is incorrect because it contradicts your accountability as a Scrum Master.The Sprint Review is not only the Product Owner's meeting, but a collaborative event that involves the whole Scrum Team and the stakeholders2.As a Scrum Master, you have a responsibility to facilitate this event and ensure that it is productive and valuable1. Doing nothing would mean neglecting your duty and allowing the conflict to persist or worsen.
Defend the budget, asking the stakeholders to support the funding of the work.This option is incorrect because it goes beyond your scope as a Scrum Master.The budget and the funding are not your primary concerns, but rather the value and quality of the product that you deliver1. Defending the budget would mean taking sides in the conflict, which can compromise your neutrality and credibility as a facilitator.
It can also create more tension and resentment among the stakeholders, who may feel that you are not listening to their perspectives or interests.
Argue that the Scrum Team needs to be kept busy while the funding is confirmed.This option is incorrect because it contradicts the principle of empiricism, which is the foundation of Scrum5.Empiricism means that you make decisions based on what is known, rather than what is assumed or predicted5. Arguing that the Scrum Team needs to be kept busy while the funding is confirmed would mean ignoring or denying the reality of the situation, which can lead to waste or inefficiency. It can also undermine the trust and collaborationbetween the Scrum Team and the stakeholders, who may feel that you are not transparent or accountable.
References:1: https://www.scrum.org/resources/what-is-a-scrum-master2:
https://www.scrum.org/resources/what-is-a-sprint-review3:
https://www.scrum.org/resources/blog/value-driven-development4:
https://www.scrum.org/resources/blog/facilitation-scrum-masters-superpower5:
https://www.scrum.org/resources/what-is-empiricism-and-why-is-it-important-to-scrum
52. Frage
Several Sprints into a project, the Product Owner tells the Scrum Master that a key stakeholder just started using the product The stakeholder is unhappy with the slow performance, a complaint that the Product Owner agreeswithAs the Scrum Master how will you move this forward?
(choose the best answer)
Antwort: D
Begründung:
Explanation: As a Scrum Master, you are accountable for establishing an environment where the Scrum Team can be effective and deliver valuable products1. One of the ways to do this is by supporting the Product Owner in managing the Product Backlog and engaging with the stakeholders2. In this situation, where there is a performance issue with the product, your best option is:
Encourage the Product Owner to bring the performance concerns to the rest of the Scrum Team and work together to improve the Definition of Done. This option aligns with the principle of empiricism, which is the foundation of Scrum3. Empiricism means that you make decisions based on what is known, rather than what is assumed or predicted3. By encouraging the Product Owner to bring the performance concerns to the rest of the Scrum Team, you are helping them inspect the product Increment and adapt the Product Backlog based on transparent feedback from the stakeholder4. You are also helping them collaborate on improving the Definition of Done, which is a shared understanding of what it means for a product Increment to be complete and potentially releasable. The Definition of Done should reflect the quality standards and expectations of the stakeholders, andshould be updated as needed to ensure that the product meets their needs and delivers value.
The other options are not advisable because:
Wait to bring this up in the next Sprint Retrospective as this is the appropriate time for the Developers to re-consider the Definition of Done. This option is incorrect because it contradicts your accountability as a Scrum Master. The Sprint Retrospective is an opportunity for the Scrum Team to reflect on their performance and identify improvements for the next Sprint. However, it is not the only time for them to inspect and adapt their product and process. As a Scrum Master, you should promote continuous improvement and help the Scrum Team address any issues or impediments as soon as they arise1.
Waiting to bring this up in the next Sprint Retrospective would mean delaying feedback and action, which can lead to waste or dissatisfaction.
Bring the concern to the quality assurance members of the Scrum Team and ask them to improve how the system is tested. This option is incorrect because it goes against your role as a facilitator, who helps the participants have constructive and respectful conversations. By bringing the concern to only a subset of the Scrum Team, you are creating silos and excluding others from contributing or learning. You are also implying that quality is only their responsibility, rather than a shared accountability of the whole Scrum Team. Moreover, you are not asking them for their input or feedback, but telling them what to do, which can undermine their autonomy and motivation.
Explain to the Product Owner that it is up to the Developers to decide on acceptable performance standards as they own the Definition of Done. This option is incorrect because it contradicts your role as a coach, who helps people grow and improve their skills and behaviors. By explaining to the Product Owner that it is up to the Developers to decide on acceptable performance standards, you are dismissing their concern and creating a gap between them and the Developers. You are also ignoring their valuable perspective and input as a stakeholder representative, who has a clear vision of what value means for the product. Instead of explaining, you should be asking questions and listening actively, and facilitating a dialogue between them and the Developers.
References: 1: https://www.scrum.org/resources/what-is-a-scrum-master 2:
https://www.scrum.org/resources/blog/scrum-master-supporting-product-owner 3:
https://www.scrum.org/resources/what-is-empiricism-and-why-is-it-important-to-scrum 4:
https://www.scrum.org/resources/what-is-a-sprint-review :
https://www.scrum.org/resources/blog/definition-done :
https://www.scrum.org/resources/what-is-a-sprint-retrospective :
https://www.scrum.org/resources/blog/facilitation-scrum-masters-superpower :
https://www.scrum.org/resources/blog/quality-shared-responsibility :
https://www.scrum.org/resources/blog/coaching-scrum-masters-superpower :
https://www.scrum.org/resources/what-is-a-product-owner
53. Frage
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