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| Section | Objectives |
|---|---|
| Topic 1: Scrum Framework Overview | - Agile Manifesto and Principles - Scrum Principles and Values |
| Topic 2: Scrum Artifacts | - Product Backlog - Product Increment - Sprint Backlog |
| Topic 3: Scrum Roles | - Product Owner Role - Scrum Team Structure and Responsibilities - Scrum Master Responsibilities |
| Topic 4: Scaling Scrum | - Scrum of Scrums Concept - Large Project Scrum Implementation |
| Topic 5: Scrum Planning and Estimation | - User Stories and Requirements - Estimation Techniques |
| Topic 6: Scrum Events | - Sprint Planning - Sprint Review - Daily Scrum - Sprint Retrospective |
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NEW QUESTION # 46
The Chief Scrum Master is a part of the Scrum Core Team that assembles to retrospect the project and to identify, document, and internalize the lessons learned. There are various tools to Retrospect Project during the Retrospect Project Meeting. Which of the following tools can be used in this process?
Answer: D
Explanation:
Reference:
http://blog.scrumstudy.com/retrospect-scrum-project-the-lessons-to-be-learnt/
NEW QUESTION # 47
Each member of the Scrum Team must understand the Acceptance Criteria of a User Story. It is also critical that the Acceptance Criteria of a User Story are not amended or altered throughout an ongoing Sprint. Who is in charge of ensuring that no such modifications occur during a Sprint?
Answer: A
Explanation:
The Product Owner defines the User Story Acceptance Criteria based on understanding of customer and business requirements, but once a User Story has been committed to an active Sprint, the Scrum Master is responsible for protecting the team from inappropriate mid-Sprint alteration of those criteria.
SCRUMstudy explicitly assigns the Scrum Master responsibility for ensuring that Acceptance Criteria are not changed by the Product Owner in the middle of the Sprint.
This preserves Sprint stability and prevents completed or partially completed work from being judged retrospectively against requirements that did not exist when the team made its commitment. New or changed requirements are normally reflected in the Prioritized Product Backlog and considered for a subsequent Sprint.
The Sponsor, customers, and users may supply feedback and business requirements, but they do not control the active Sprint's Acceptance Criteria. The Product Owner owns the criteria but is precisely the role whose mid-Sprint changes must be controlled.
Therefore, the Scrum Master ensures that the agreed Acceptance Criteria remain stable for the committed Sprint.
Study Guide reference: Quality - > User Story Acceptance Criteria; Change - > Maintaining Sprint Stability; Scrum Master responsibilities.
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NEW QUESTION # 48
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: A
Explanation:
If project requirements are generally stable and major changes are not expected in the near future, the Length of a Sprint may be set to be longer, 4 to 6 weeks. This provides stability to the Scrum Team members to work on the Prioritized Product Backlog requirements for lengthy periods of time without having to go through the Create User Stories, Approve, Estimate and Commit User Stories, Create Tasks, Estimate Task, and other related processes that are conducted for every Sprint. However, if project requirements are not very well defined or if significant changes are expected in the immediate future, the Length of Sprint may be relatively shorter, 1 to 3 weeks. This provides stability to the Scrum Team members to work on shorter Sprints and deliver results, which can be evaluated by the Product Owner and stakeholders at the end of the Sprint. This also provides enough flexibility for them to clarify requirements and make changes to the Prioritized Product Backlog at the end of each Sprint.
NEW QUESTION # 49
In a Scrum project, one of the teams follows all the core dimensions of Collaboration. The team members are friendly and usually get along well with each other. Which of the following techniques does NOT contribute to increased awareness about the components, activities, and sequence of the project's products to be developed?
Answer: B
Explanation:
Earned Value Analysis (EVA) does not primarily increase awareness of the components, activities, and development sequence of a product. EVA is fundamentally a performance-measurement technique that compares planned value, earned value, and actual cost to assess cost and schedule performance.
By contrast, a Product Breakdown Structure decomposes the product into constituent components, increasing understanding of what must be created. A Work Breakdown Structure organizes the work required to create project outputs, improving awareness of activities and relationships. A Product Flow Diagram illustrates the sequence in which product components are created or integrated.
These techniques support the awareness dimension of collaboration because team members can understand what work exists, how components relate, and how activities interact. SBOK defines collaboration in terms of awareness, articulation, and appropriation, with awareness involving knowledge of one another's work and the overall project environment.
Earned Value Analysis instead measures performance against a baseline and therefore does not directly perform the structural or workflow-visualization function described in the question.
Study Guide reference: Principles - > Collaboration - > Awareness; project/product visualization techniques.
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NEW QUESTION # 50
How long is a Sprint Retrospective in a one month Sprint?
Answer: A
NEW QUESTION # 51
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