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| Section | Objectives |
|---|---|
| Topic 1: Scrum Artifacts | - Product Increment - Sprint Backlog - Product Backlog |
| Topic 2: Scrum Events | - Sprint Planning - Daily Scrum - Sprint Review - Sprint Retrospective |
| Topic 3: Scrum Framework Overview | - Scrum Principles and Values - Agile Manifesto and Principles |
| Topic 4: Scrum Roles | - Scrum Team Structure and Responsibilities - Scrum Master Responsibilities - Product Owner Role |
| Topic 5: Scaling Scrum | - Scrum of Scrums Concept - Large Project Scrum Implementation |
| Topic 6: Scrum Planning and Estimation | - User Stories and Requirements - Estimation Techniques |
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NEW QUESTION # 16
The Product Owner on a project, on which you are the Scrum Master, has identified disaster situations, such as earthquakes and tsunamis, as potential risks to the underwater transnational communication sea link. The Stakeholders have suggested that steps to safeguard the foundations of the ocean infrastructure be taken at the earliest, and also have recommended that a contingency reserve be created, which could be used in case of disaster situations. This is an example of:
Answer: C
Explanation:
Explanation/Reference: http://blog.scrumstudy.com/risk-management-in-scrum-2/
NEW QUESTION # 17
Collaboration within a team is an important principle of Scrum. All of the following activities constitute collaboration EXCEPT:
Answer: B
Explanation:
Reference:
https://www.oreilly.com/library/view/head-first-agile/9781491944684/ch04.html
NEW QUESTION # 18
In Scrum projects, which of the following acts as an artifact to depict the actual progress versus planned progress of a team?
Answer: B
Explanation:
A Burndown Chart is the appropriate artifact for comparing work remaining over time with the expected or planned rate of completion. The chart normally plots remaining work against the Sprint timeline and therefore makes deviations from the planned trajectory visible.
If the actual remaining-work line stays above the planned line, the team may be progressing more slowly than expected. If it is below the planned trajectory, work is being completed faster than originally anticipated. The objective is not to measure individual performance but to provide transparent team-level information that supports inspection and adaptation.
A Scrumboard visualizes task status through workflow columns such as To Do, In Progress, and Done, but it does not inherently plot planned versus actual progress over time. A Cumulative Flow Diagram visualizes work distribution across workflow states and can reveal bottlenecks. A Kanban Board similarly focuses on workflow visualization.
The Burndown Chart therefore provides the clearest direct representation of planned versus actual remaining work, making C correct.
Study Guide reference: Implement/Plan and Estimate - > Sprint Burndown Chart; Transparency and Progress Tracking.
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NEW QUESTION # 19
As a Scrum Master, you have to coordinate with the Product Owner to ensure that an appropriate Length of Sprint is determined, keeping in mind the changes expected. Which of the following statements is true in this regard?
Answer: C
Explanation:
Sprint length should be selected deliberately and consistently, with consideration for the nature of the project, anticipated rate of change, risk, and planned release dates. SCRUMstudy specifically identifies planned product or service release dates as a factor that should be considered when determining Sprint length.
Option B is incorrect because the expected frequency and impact of changes matter considerably.
Environments with substantial uncertainty or frequent changes often benefit from shorter feedback cycles, allowing the team and Product Owner to inspect results and adapt more frequently.
Option C reverses the logic. A highly stable environment does not automatically require the shortest Sprint purely because little change is expected. Sprint length should reflect the project's context rather than follow that blanket rule.
Option D is also incorrect. SBOK guidance uses relatively short Sprint intervals and emphasizes consistent time-boxes. A universal six-week Sprint is not the recommended rule.
Once an appropriate Sprint length has been agreed upon, unnecessary variation between Sprints should be avoided because changing duration undermines historical velocity and forecasting comparability.
Study Guide reference: Initiate - > Conduct Release Planning - > Length of Sprint; Principles - > Time- boxing and Iterative Development.
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NEW QUESTION # 20
In Scrum, the Scrumboard is ______ at the end of each Sprint.
Answer: B
Explanation:
A Scrumboard represents work associated with a particular Sprint. During that Sprint, tasks move through workflow states such as To Do, In Progress, Testing, and Done. The board is updated continuously so that the team has a transparent view of current progress.
At the completion of the Sprint, however, that Sprint's working board is no longer the active execution board.
Earlier SBOK guidance explicitly describes the Scrumboard as being reset or wiped off, with a new Scrumboard created for the next Sprint. Current SBOK guidance similarly states that one Scrumboard is valid for one Sprint and that the Scrum Team creates a new board for the next Sprint.
This distinction is important because velocity is not calculated merely by retaining two physical boards side by side. Historical metrics and Sprint results can be preserved through appropriate tracking mechanisms, while the operational Scrumboard remains focused on current Sprint work.
Thus the exam wording "reset or wiped off" reflects the SBOK concept that each Sprint receives its own current execution view rather than indefinitely accumulating tasks from earlier Sprints.
Study Guide reference: Implement - > Create Deliverables - > Updated Scrumboard; Scrumboard lifecycle across Sprints.
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NEW QUESTION # 21
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