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| Section | Objectives |
|---|---|
| Topic 1: The Scrum Framework | - Scrum Events - Scrum Roles - Scrum Artifacts |
| Topic 2: Product Backlog Management | - Stakeholder Management - Backlog Refinement |
| Topic 3: Scrum in the Organization | - Organizational Design and Culture - Scaling Scrum |
| Topic 4: Facilitation and Coaching | - Facilitation - Coaching - Teaching |
| Topic 5: Done and Undone Work | - Definition of Done |
| Topic 6: Scrum Theory and Empiricism | - Empirical process control - Complex adaptive systems - Scrum Values |
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質問 # 20
"Technical debt is the sole concern of the development team". As a Scrum Master, do you agree with this statement? Whyor why not?.
正解：
解説：
As a Scrum Master, I donot agreewith the statement that technical debt is the sole concern of the Development Team. While Developers are responsible for recognizing and understanding technical debt, its impact extends far beyond the team and affectsagility, quality, and deliveryat the product and organizational level.
First, technical debt directly influences a team'sability to remain agile. As technical debt accumulates, the cost and effort required to change the product increase. This slows down development, reduces predictability, and eventually makes it difficult-or even impossible-to deliver working software within reasonable timeframes. When agility is reduced, the entireorganizationsuffers, not just the Development Team.
Second, technical debt has a significant impact onproduct quality and delivery. High levels of technical debt often lead to defects, instability, and integration problems. This undermines the Scrum principle of delivering a "Done" Increment each Sprint. When the product cannot be reliably delivered or inspected, customers and stakeholders are directly affected, making technical debt a shared concern.
Third, while Developers are best positioned toidentify when technical debt occurs, addressing it requires collaboration across the Scrum Team. The Product Owner must understand that not all work in a Sprint will result in new functionality. Investing in reducing technical debt is an investment in future value, sustainability, and delivery capability. Stakeholders also need transparency about this trade-off.
Fourth, Scrum encourages making technical debt visible andaddressing it continuously, rather than postponing it indefinitely. This may involve adding technical debt-related work to the Product Backlog and prioritizing it alongside functional work. Treating technical debt as "invisible" or purely technical undermines empiricism and long-term value creation.
質問 # 21
One of the Scrum events is the Sprint Review. How does the Sprint Review enable empiricism? What would the impact be if some members of the development team were not present?
正解：
解説：
TheSprint Reviewis a key Scrum Event that directly enablesempiricism, which is the foundation of Scrum.
Empiricism is based on making decisions using what is known, observed, and learned, supported by the pillars oftransparency, inspection, and adaptation. The Sprint Review operationalizes these pillars at the product level.
How the Sprint Review Enables Empiricism
First, the Sprint Review createstransparencyby making the current state of the product visible. During the event, the Scrum Team presents a"Done" Product Incrementthat meets the Definition of Done. Stakeholders can see and often use the actual product rather than relying on reports or assumptions. This shared visibility ensures that discussions are grounded in reality.
Second, the Sprint Review enablesinspection. The Scrum Team and stakeholders jointly inspect the Increment and assess progress toward product goals. The Developers provide context about what was delivered, what was not, and what challenges were encountered. This inspection is focused on outcomes and value, not individual performance.
Third, the Sprint Review supportsadaptation. Based on the inspection and feedback, new insights emerge about customer needs, market conditions, risks, and opportunities. The Product Owner uses this information to adapt the Product Backlog, reordering items, adding new work, or refining existing items. This completes the empirical feedback loop by ensuring future decisions are based on the latest evidence.
Impact of Development Team Members Not Attending the Sprint Review
If some Developers are not present at the Sprint Review, empiricism is weakened.
First,transparency decreases. Developers possess critical, first-hand knowledge about implementation details, technical trade-offs, constraints, and risks. Without their presence, stakeholders receive an incomplete picture of the Increment and its implications.
Second,inspection becomes less effective. Stakeholders may ask questions about behavior, limitations, or quality that only Developers can accurately answer. The absence of Developers limits meaningful dialogue and reduces the quality of inspection.
Third,adaptation suffers. Decisions about what to do next-such as changes to scope, priorities, or technical direction-depend on accurate understanding. Without Developers participating, adaptations to the Product Backlog may be based on assumptions rather than evidence, increasing the risk of poor decisions.
Finally, excluding Developers underminesScrum Values, particularlyRespect and Openness, by treating the Sprint Review as a reporting event rather than a collaborative working session. This can lead to disengagement and reduced shared ownership of product outcomes.
質問 # 22
A Development Team, arguing it is self-organising, indicates it no longer needs the Daily Scrum; they collaborate throughout the day and they feel it has become a needless ritual.
正解：
解説：
A Development Team claiming self-organization as a reason to stop theDaily Scrumreflects a misunderstanding of bothself-managementand the purpose of Scrum events. As a Scrum Master, I would address this through teaching, coaching, and empiricism rather than enforcement.
Daily Scrum Is Mandatory in Scrum
First, it must be made clear that theDaily Scrum is a required Scrum event. The Scrum Guide defines it as a
15-minute event held every working day of the Sprint for the Developers. Choosing to eliminate it means the team isno longer practicing Scrum, regardless of how well they collaborate informally.
Self-Organization Does Not Mean Skipping Empiricism
Self-organizing (self-managing) teams decidehowto do the work, notwhetherto inspect and adapt. Scrum events exist to upholdempirical process control. The Daily Scrum specifically enables:
* Transparencyabout progress toward the Sprint Goal,
* Inspectionof the Sprint Backlog and current plan,
* Adaptationof work for the next 24 hours.
Informal collaboration throughout the day does not replace theshared, intentional inspection momentthat the Daily Scrum provides.
The Daily Scrum Is Not a Ritual or Status Meeting
If the Daily Scrum feels like a needless ritual, this is asignal that it is not being used correctly. It should not be a status report or a meeting for the Scrum Master or Product Owner. Instead, it is aplanning event for the Developers, focused on how to best achieve the Sprint Goal.
As a Scrum Master, I would coach the team toimprove the Daily Scrum, for example by:
* Centering the discussion on progress toward the Sprint Goal,
* Making impediments and risks explicit,
* Using different formats that suit the team's context.
Risks of Removing the Daily Scrum
Removing the Daily Scrum reducestransparencyand delays inspection and adaptation. Problems such as integration issues, misalignment, or threats to the Sprint Goal may surface too late, increasing risk and waste.
Over time, this undermines predictability and value delivery.
質問 # 23
How the organization discusses and plans the work of creating software will be reflected in the implementation of that software.
Technical systems can be decomposed to composite elements, from the large to the small. Basic components may be represented as activities, workflows, functions, features, capabilities, and other similar nomenclature.
How does this system decomposition affect Scrum Teams on scaled projects?
正解：
解説：
How an organization discusses, plans, and decomposes work is inevitably reflected in the software it produces. When technical systems are decomposed into elements such as activities, workflows, functions, features, or components, these decomposition choices have adirect and systemic impact on Scrum Teams, especially inscaled Scrum environments.
1. Decomposition Influences Team Structure (Conway's Law)
In scaled projects, system decomposition often drives how teams are formed. When work is decomposed along technical components or functions, organizations tend to createspecialist or component teams(e.g., front- end teams, back-end teams). This results in:
* Increaseddependencies between teams,
* More handoffs and coordination,
* Reduced autonomy of individual teams.
Scrum, however, expects teams to becross-functionaland capable of delivering usable Increments independently. Component-based decomposition therefore hinders effective Scrum adoption at scale.
2. Effect on Value Delivery and Transparency
Scrum relies on frequent inspection ofintegrated, working product Increments. When decomposition focuses on small technical parts rather thanend-to-end features or capabilities, teams may deliver partial outputs instead of usable value.
This negatively affects:
* Transparency, as progress is reported through intermediate artifacts rather than working software,
* Inspection, since stakeholders cannot meaningfully evaluate value,
* Adaptation, because feedback is delayed until integration occurs.
In scaled Scrum, this often results in "almost done" work that is not truly Done.
3. Feature-Oriented Decomposition Supports Scrum
Scrum scales more effectively when system decomposition emphasizesvertical slices of value, such as features or capabilities, rather than horizontal technical layers. Feature-oriented decomposition enables:
* Cross-functional teams,
* Reduced dependencies,
* Faster feedback cycles,
* Independent delivery of value by each team.
This approach aligns with Scrum's expectation that every Sprint produces ausable Increment.
4. Impact on Integration and Risk
Decomposition decisions strongly affectintegration frequency. Poor decomposition increases integration complexity and encourages late integration, which raises risk and reduces learning.
In Scrum-especially at scale-integration must happen early and often. Unintegrated work is not considered Done, and delayed integration undermines empiricism by hiding real system behavior until late in development.
5. Learning and System Optimization
When Scrum Teams work on complete features rather than isolated components, they gain broader insight into:
* Customer needs,
* System-wide trade-offs,
* End-to-end product behavior.
This shared understanding improves decision-making and supportscontinuous improvement at the system level, rather than local optimization within silos.
質問 # 24
In what way does Scrum encourage ethical behaviour, doing "the right thing", in software development?
正解：
解説：
Scrum encourages ethical behaviour in software development by creating a framework that promotes transparency, accountability, quality, and respect for stakeholders, all of which are grounded in the Scrum Values. Rather than prescribing ethical rules, Scrum embeds ethical behaviour into the way work is organized and delivered.
First, Scrum promotes ethics through its focus ondelivering valuable, high-quality working products. The Scrum Guide emphasizes delivering usable Increments that meet a shared Definition of Done. By prioritizing quality and value for both the organization and end-users, Scrum discourages practices such as cutting corners, hiding technical debt, or delivering misleading progress, which are ethically questionable.
Second, Scrum strongly supportstransparency, a core pillar of empiricism. All significant aspects of the work-such as progress, impediments, risks, and uncertainties-are made visible through artifacts and events.
This transparency encourages honesty about what can and cannot be achieved and prevents unethical behaviour such as misreporting status or concealing problems until it is too late.
Third, Scrum encouragesaccountabilityat both individual and team levels. Clear accountabilities for the Product Owner, Developers, and Scrum Master ensure that responsibility is not diffused or avoided. Teams are accountable for delivering value, improving their way of working, and meeting their commitments. This accountability fosters ethical decision-making and ownership of outcomes.
Fourth, Scrum supports ethical behaviour throughcontinuous learning and improvement. Sprint Retrospectives create a structured opportunity to reflect on mistakes, share knowledge, and improve processes and practices. This openness to learning promotes humility, integrity, and a willingness to correct issues rather than ignoring or rationalizing them.
Finally, Scrum is explicitly guided by theScrum Values of Commitment, Courage, Focus, Respect, and Openness, which form its ethical foundation.
* Commitmentencourages teams to do what they say they will do.
* Courageenables individuals to raise concerns, admit problems, and challenge unethical practices.
* Focushelps teams concentrate on delivering real value rather than superficial outputs.
* Respectensures consideration for colleagues, stakeholders, and end-users.
* Opennesspromotes honesty about progress, challenges, and uncertainty.
質問 # 25
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