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| Section | Objectives |
|---|---|
| Understand and Apply the Scrum Framework | - Scrum Team structure and accountabilities - Scrum Artifacts: transparency and definition of 'Done' - Scrum Events: purpose, flow, and effective execution - Empiricism and Scrum Values |
| Develop and Deliver Products Professionally | - Incremental delivery and continuous improvement - Technical risk and quality management |
| Develop Individuals and Teams | - Leadership styles and adaptive behaviors - Self-managing and cross-functional teams - Facilitation, coaching, and servant leadership |
| Manage Products with Agility | - Value delivery and product strategy alignment - Product Backlog management and refinement - Stakeholder engagement and customer focus |
| Grow Agile Organizations | - Scaling and agility beyond the team - Organizational design and culture |
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NEW QUESTION # 34
What should a Development Team do if they don't understand a functional requirement?
Answer: B
Explanation:
Explanation/Reference:
NEW QUESTION # 35
Which two options describe how project budgeting and financial forecasting work in Scrum?
(Choose the best two answers)
Answer: A,D
Explanation:
Short Scrum is a framework for delivering value to customers and stakeholders in an iterative and incremental way. Scrum does not prescribe how project budgeting and financial forecasting should be performed, but it does provide some principles and practices that can help with this process. One of these principles is that each Sprint should produce a potentially releasable product Increment that delivers value and meets the Definition of Done. This means that several Sprints may be funded as a single release, with the result of each Sprint being releasable product. This allows the Product Owner to decide when to release the product based on the feedback from the customers and stakeholders, and the market conditions.
Another principle is that Scrum promotes transparency, inspection, and adaptation. This means that the budgeting and forecasting process should be revisited as frequently as each Sprint to ensure value is being delivered for the investment spent. This allows the Scrum Team to inspect the outcomes of the delivered Sprint Increments, compare them with the expected benefits and costs, and adapt the product backlog and the release plan accordingly. Scrum does not align with traditional accounting practices that require fixed scope, cost, and time. However, this does not mean that Scrum Teams do not need a budgeting process or that they only need to cover the run cost (time and materials) of the Scrum Teams. Scrum Teams still need to estimate the size and value of the product backlog items, forecast the delivery date and cost of the product or release, and track the actual spending and revenue of the product or release. The difference is that these estimates and forecasts are based on empirical data from previous Sprints, rather than on upfront assumptions or guesses. They are also subject to change as new information emerges or new requirements arise.
NEW QUESTION # 36
You have a Scrum Team that has been working together for over a year. The Development Team consists of eleven members who rarely collaborate and work within their functional boundaries. There are no Sprint Goals and most of the items in the Sprint Backlog are unrelated. The Scrum Team has concluded that it is not possible to create Sprint Goals based on the items in the Product Backlog.
What might explain why the Scrum Team is finding it difficult to craft Sprint Goals? (Choose all that apply.)
Answer: A,B,D
Explanation:
Many people misinterpret the Scrum Guide as stating the Development Team size is limited to 3-9 members.
In reality, it only states that there is inherent risk attached to having less than 3 members and more than 9 members. As the number of members increases, the lines of communication also increase. This can be calculated using the Group intercommunication formula: n(n − 1) / 2 where n is the number of members.
Some teams are able to handle the risk and "synergize" whereas others might struggle. Saying that, the relationship between defining a Sprint Goal and Development Team size is unclear.
But the relationship between the ordering of the Product Backlog, the PO having clear objectives, and the Sprint Goal are direct. The Product Owner typically comes to the Sprint Planning with a business objective in mind and Product Backlog items related to the business objective. After deciding what can be done for the upcoming Sprint, the Scrum Team will craft a Sprint Goal that would be met through the implementation of the items. This is not dependent on the size of the team nor length of the Sprint.
Scrum is also a framework that's fit for purpose. Some projects/products are not fit for Scrum... or, better stated, Scrum is not suitable for all projects/products.
NEW QUESTION # 37
A Scrum Team has been using the Daily Scrum to report Sprint progress to the Product Owner, because the Product Owner wants to track what every Developer is working on every day. What is the best thing for the Scrum Master to do? (Choose the best answer)
Answer: D
Explanation:
This is the best answer because it is consistent with the Scrum Master's accountability to educate and coach the Scrum Team and the organization on the Scrum framework and its principles. By coaching the Product Owner and the Developers on the purpose of Scrum events, the Scrum Master can help them understand that the Daily Scrum is not a status report or a performance review, but a time to inspect and adapt their progress toward the Sprint Goal. By letting them figure out how to deal with this situation, the Scrum Master can also respect and enable their self- organization and collaboration.
NEW QUESTION # 38
During the Sprint, the Development Team realizes they might not be able to finish all of the items in the Sprint Backlog.
What should happen?
Answer: B
NEW QUESTION # 39
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