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Scrum SMC Exam Syllabus Topics:

Section	Weight	Objectives
Topic 1: Scaling & Advanced Scrum	5%	- Scrum for Large Projects - Common Challenges & Solutions - Distributed Scrum Teams
Topic 2: Scrum Framework Overview	20%	- SBOK® Guide Fundamentals - Scrum Principles and Values - Scrum Theory and Empiricism
Topic 3: Agile Overview	15%	- Agile vs Traditional Approaches - Agile Manifesto and Principles - Agile Methodologies Comparison
Topic 4: Scrum Events	15%	- Daily Stand-up Meeting - Sprint Retrospective - Sprint Duration and Boundaries - Sprint Review - Sprint Planning
Topic 5: Scrum Artifacts	10%	- Product Backlog - Increment - Sprint Backlog - Definition of Done
Topic 6: Scrum Phases & Practices	10%	- Review & Retrospect Phase - Plan & Estimate Phase - Initiate Phase - Implement Phase
Topic 7: Scrum Roles	25%	- Development Team Characteristics - Stakeholders and Non-Core Roles - Scrum Master Responsibilities - Product Owner Role

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Scrum Master Certified (SMC) Sample Questions (Q28-Q33):

NEW QUESTION # 28
You are the Scrum Master for a new project. This project will have 80 developers contributing to the product.
As a Scrum Master, how would you divide a group of 80 people into multiple Development Teams?

A. Create ten teams of eight people per team.
B. Coach the Development Team about being self-organizing, but also coach the team to form based on relationships from past projects.
C. Create eight teams of 10 people per team.
D. Tell the 80 developers about the product, the product vision, and rules of the Scrum framework, then allow the 80 developers to self-organize into separate teams.

Answer: D

NEW QUESTION # 29
Which of the following statements about non-core Scrum roles is correct?

A. Non-core roles have a formal stature on the project team and are continuously involved in the Scrum process.
B. Non-core roles are supportive roles indirectly responsible for the success or failure of the project.
C. Non-core roles are mandatorily required for the Scrum project to be successful.
D. Non-core roles are involved with the project, but do not have any interest in the project.

Answer: C

Explanation:
Reference:
https://pdtraining.com.au/assets/pdf/SBOK-Chapter-1-Introduction.pdf

NEW QUESTION # 30
You are a Scrum Master on a project that is preparing to begin its first Sprint. You explain to the Scrum team the concept of Daily Standup Meetings. You include all of the following points in your introduction to the Daily Standup Meeting, EXCEPT:

A. The Daily Standup Meeting is a short daily meeting, time-boxed to 15 minutes.
B. The information provided by the Team members is used to identify the impediments in the way of project progress.
C. Team members assemble to report their progress in the Sprint and plan the day's activities.
D. The meeting may be cancelled or delayed if one or more members are not able to attend.

Answer: D

NEW QUESTION # 31
Which of the following statements about Scrum's history is INCORRECT?

A. Takeuchi and Nonaka based their approach on manufacturing case studies from various industries.
B. Scrum was based on a flexible and all-inclusive product development strategy where the development team works as a unit to reach a common goal.
C. Takeuchi and Nonaka proposed that product development should be like a sequential relay race.
D. The idea of Scrum was derived from a "rugby" approach in which a team tries to go the distance as a unit, passing the ball back and forth.

Answer: C

Explanation:
Takeuchi and Nonaka's work is historically important because it explicitly contrasted the new product- development model with the traditional sequential relay-race approach. They did not recommend sequential development. Instead, they described a holistic or rugby-style model in which a multidisciplinary team progresses together toward a common objective.
The rugby metaphor emphasized overlapping activities, collaboration, adaptability, and shared responsibility rather than handing work sequentially from one specialist group to another. Their observations were derived from case studies involving organizations across several manufacturing industries. This conceptual foundation later contributed to what became known as Scrum.
Therefore, option B reverses the historical argument. The sequential relay-race model was the approach Takeuchi and Nonaka were challenging, whereas the rugby model represented the flexible, integrated alternative they advocated.
Options A, C, and D accurately describe the historical background presented by SCRUMstudy: the rugby analogy, team-based development toward a shared objective, and the use of cross-industry manufacturing case studies.
Study Guide reference: Introduction to Scrum - > History of Scrum; traditional sequential product development versus the holistic/rugby approach.
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NEW QUESTION # 32
As a Scrum Master, Mike's responsibility is to facilitate Daily Standups, in which Scrum Team members assemble to discuss what they achieved yesterday, what they plan to accomplish today, and whether anything is stopping them from doing their work. The information thus collected is used for all of the following purposes EXCEPT:

A. To identify, discuss, and resolve problems and impediments faced by Team members after the Daily Standup.
B. To track individual Team members' performances.
C. To identify opportunities for improvement in future Sprints.
D. To track and evaluate the team's progress on the project.

Answer: B

Explanation:
The Daily Standup is a synchronization and transparency mechanism, not an individual performance- management meeting. Team members discuss recent progress, upcoming work, and impediments so that the self-organizing Scrum Team can coordinate effectively and identify problems requiring follow-up.
SCRUMstudy describes Daily Standups as providing team members with visibility into strengths, weaknesses, missed tasks, dependencies, and impediments so that the team can collaboratively adjust its work.
Detailed problem solving is normally kept outside the tightly time-boxed meeting. An impediment raised during the Standup can subsequently be investigated and resolved with Scrum Master support. Information about recurring difficulties can also contribute to subsequent Sprint improvement discussions and retrospective learning.
Using the meeting to track individual employee performance, however, would undermine self-organization and encourage reporting upward to a manager rather than communication among peers. Scrum evaluates progress primarily at the team and deliverable level.
Therefore, individual performance tracking is specifically the inappropriate use of Daily Standup information.
Study Guide reference: Implement - > Conduct Daily Standup; Principles - > Self-organization and Collaboration.
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NEW QUESTION # 33
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