An important aspect of Scrum are timeboxes. Select two ways in which timeboxing reinforces the
creation of value.
(choose the best two answers)
CD
Explanation:
C) Timeboxes encourage the people who are closest to the problem to create the best possible result
in the time allotted, given the current context.
This is true because timeboxes limit the amount of time that can be spent on an activity, which forces
the Scrum Team to focus on the most valuable and feasible outcomes.
Timeboxes also empower the
Scrum Team to make decisions based on their own expertise and experience, rather than relying on
external authorities or instructions12
. D. Timeboxes help everyone focus on the same problem at the
same time.
This is true because timeboxes create a shared sense of urgency and alignment among the Scrum
Team and the stakeholders.
Timeboxes also enable frequent feedback and inspection, which help the
Scrum Team adapt to changing requirements and expectations12
.
Reference: 1
:
What Is Timeboxing in Scrum? - Visual Paradigm 2
:
What Is Timeboxing in Scrum and
What Are the Benefits? Scrum Alliance
You are the Scrum Master of a Scrum Team that is new to Scrum. The Product Owner comes to you
halfway through the Sprint and says, "l do not feel like the De-velopers will be able to meet the
forecast that they developed during Sprint Planning." What should you do in this situation?
(choose the best answer)
A
Explanation:
Coach the Product Owner that achieving the Sprint Goal is the Scrum Team’s objective. A forecast is
only used to initially estimate the effort required to reach the Sprint Goal.
This is true because the Scrum Master’s role is to help the Product Owner understand the Scrum
framework and its principles, such as empiricism, self-organization, and collaboration12
.
The Scrum
Master should also remind the Product Owner that the forecast is not a commitment, but a plan that
can be adjusted based on the Sprint progress and feedback3
. The Scrum Master should focus on the
value and outcome of the Sprint, rather than the output and scope.
Reference: 1
:
What is a Scrum Master? | Scrum.org 2
:
What is a scrum master? [+ Responsibilities] |
Atlassian 3
: [Scrum Guide | Scrum Guides] :
What Is a Scrum Master (and How Do I Become One)? -
Coursera
A Scrum Master colleague of yours wants some guidance on what to do in the following situation.
During the Daily Scrum, one Scrum Team member, who is a key central figure in the organization,
drags on and on about things which actually are interesting but not relevant for the Daily Scrum, day
after day. What are two suggestions you would offer to your colleague?
(choose the best two answers)
AE
Explanation:
A) You suggest taking the person aside and asking them what they believe the key outcomes are for
the Daily Scrum. Effectively coaching them to help create focus during the Daily Scrum.
This is a good suggestion because it shows respect and empathy for the person, while also helping
them understand the purpose and value of the Daily Scrum.
Coaching is one of the core
competencies of a Scrum Master, and it can help the person self-reflect and improve their
behavior12
. E. You suggest coaching the Developers to help them find a way to solve the problem,
and own the solution.
This is another good suggestion because it empowers the Developers to take ownership of their own
process and communication.
The Scrum Master’s role is not to impose rules or solutions, but to
facilitate and enable the team’s self-organization and collaboration12
. By coaching the Developers,
the Scrum Master can help them address the issue in a constructive and respectful way.
Reference: 1
:
What is a Scrum Master? | Scrum.org 2
:
What is a scrum master? [+ Responsibilities] |
Atlassian
In the Daily Scrum, the Product Owner applauds every Developer who moves a Sprint Backlog item
to completion. The Product Owner wants to encourage the Developers to make progress visible on
the burn-down chart. Select the two best options for the Scrum Master to take.
(choose the best two answers)
CD
Explanation:
This is a good option because the Scrum Master’s role is to help the Scrum Team understand and
apply the Scrum framework and its principles12
.
The Scrum Master should also facilitate and enable
the team’s self-organization and collaboration12
.
By coaching the Scrum Team, the Scrum Master
can help them realize that the Daily Scrum is not a status update or a performance review, but a time
to inspect and adapt their progress toward the Sprint Goal3
. D. Tell the Product Owner your concerns
about how his behavior may impact the Developers, and ask him to stop attending the Daily Scrum
for some time.
This is another good option because the Scrum Master’s role is to protect the Scrum Team from
external interference and distractions12
.
The Scrum Master should also coach the Product Owner on
how to maximize the value of the product and collaborate effectively with the Developers12
. By
telling the Product Owner your concerns, you can help him understand that his behavior may create
pressure, dependency, or resentment among the Developers, which can harm their motivation,
creativity, and autonomy . By asking him to stop attending the Daily Scrum for some time, you can
give the Developers some space to self-manage their work and communication.
Reference: 1
:
What is a Scrum Master? | Scrum.org 2
:
What is a scrum master? [+ Responsibilities] |
Atlassian 3
:
What’s the role of the Product Owner at the Daily Scrum? | by Maarten Dalmijn | Serious
Scrum | Medium
: Scrum Guide | Scrum Guides :
Product Owner’s Role in a Daily Scrum: How to
Support the … - Eleken
: The Power of Intrinsic Motivation - Forbes
True or False: Using Scrum ensures that adding more resources to a project proportionally increases
the value delivered.
B
Explanation:
Using Scrum does not ensure that adding more resources to a project proportionally increases the
value delivered.
In fact, adding more resources may have the opposite effect, as it can introduce
more complexity, communication overhead, coordination challenges, and integration
issues12
.
Scrum values quality over quantity, and focuses on delivering the most valuable and
feasible outcomes in a given timebox3
.
Scrum also encourages teams to be self-organizing and
cross-functional, which means that they can work autonomously and collaboratively without relying
on external resources or dependencies3
.
Reference: 1
:
Adding more resources in Scrum will proportionally increase the value … 2: The
Mythical Man-Month - Wikipedia 3
:
Scrum - What is it, how it works, & how to start - Atlassian
:
How
Scrum Teams can Complement Scrum by Adding Practices, Tools and …
Which way of creating Scrum Teams is consistent with the Scrum values?
(choose the best answer)
A
Explanation:
This is the best answer because it is consistent with the Scrum values of commitment, courage,
focus, openness, and respect12
.
By providing boundaries, such as the product vision, the product
backlog, the budget, and the timeline, the organization can enable the team members to self-
organize and form cross-functional and collaborative Scrum Teams3
.
This way, the team members
can commit to their own goals, have the courage to face challenges, focus on delivering value, be
open to feedback and learning, and respect each other’s skills and perspectives12
.
Your organization always stresses the importance of on-time delivery and reliability. A manager has
detected that your team's progress is too slow. They feel that your team's velocity needs to be 10%
higher.
The organization expects you, as the Scrum Master, to make it happen. How do you respond?
(choose the best two answers)
BC
Explanation:
B) You inform management of organizational impediments that prevent the Scrum Team from being
more productive. You enlist their help to remove these impediments.
This is a good answer because it is consistent with the Scrum Master’s accountability to serve the
Scrum Team and the organization by identifying and addressing the factors that hinder the team’s
effectiveness12
. By informing management of the organizational impediments, you can leverage
their authority and influence to resolve them. By enlisting their help, you can also foster a
collaborative and supportive relationship with them. C. You explain how a Scrum Team uses the
velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future
productivity. You refer management to the Product Owner for all information concerning the
progress of development.
This is another good answer because it is consistent with the Scrum Master’s accountability to
educate and coach the organization on the Scrum framework and its principles12
. By explaining how
velocity is used in Scrum, you can help management understand that it is not a reliable metric for
measuring performance or comparing teams.
By referring management to the Product Owner, you
can also respect the Product Owner’s accountability to manage the product backlog and
communicate the value and status of the product34
.
Reference: 1
:
What is a Scrum Master? | Scrum.org 2
:
What is a scrum master? [+ Responsibilities] |
Atlassian 3
: What is a Product Owner?
| Scrum.org 4
:
What is a product owner? [+ Responsibilities] |
Atlassian
: Scrum Guide | Scrum Guides
After some small experiments with Scrum, your company decides to do a complete project with
Scrum. As Scrum Master; you have been invited to the "project kick-off meeting" with IT and product
management
The Product Owner asks how many Sprints IT will need to first figure out architecture and
infrastructure issues. What are two options to explain how such work is managed using Scrum?
(choose the best two answers)
BD
Explanation:
B) You explain that technical risks are best controlled when architecture and infrastructure emerge
alongside the development of functionality. The additional advantage is that business value is
created faster and sooner.
This is a good option because it is consistent with the Scrum principle of empiricism, which means
that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than
following a predefined plan12
.
By allowing the architecture and infrastructure to emerge iteratively
and incrementally, the Scrum Team can address the most important and uncertain aspects first, and
deliver valuable and functional increments every Sprint34
. D. You educate the Product Owner to add
this work to the Product Backlog to uphold transparency. Ask the Developers to plan work during the
first several Sprints to estimate these items, while also creating some business functionality in these
early Sprints
This is another good option because it is consistent with the Scrum value of transparency, which
means that the Scrum Team and the stakeholders have a clear and common understanding of the
product vision, goals, progress, and risks12
. By adding this work to the Product Backlog, the Product
Owner can prioritize and refine it according to the value and urgency, and communicate it to the
stakeholders.
By asking the Developers to plan work during the first several Sprints, they can
estimate these items based on their actual experience and capacity, while also delivering some
business functionality in these early Sprints34
.
True or False: When multiple Scrum Teams work on the same product, they should employ a
"Definition of Ready" to maximize their velocity. A "Definitlon of Ready" ensures that Sprint Planning
can end within its timebox. This has a positive effect on the team's velocity, as the team will have
more time for productive work.
B
Explanation:
A Definition of Ready (DoR) is a set of agreements that lets everyone know when a product backlog
item is ready to be taken into a sprint12
.
A DoR can help the Scrum Team ensure that the product
backlog items are clear, feasible, valuable, and testable12
. However, a DoR does not necessarily
maximize the team’s velocity, nor does it ensure that the sprint planning can end within its
timebox.
Velocity is a measure of how much work a team can complete in a sprint, and it depends on
many factors, such as the team’s capacity, skills, collaboration, and quality standards3
. A DoR may
help the team avoid wasting time on unclear or incomplete items, but it does not guarantee that the
team can deliver more value or faster. Similarly, a DoR may help the team prepare for the sprint
planning, but it does not guarantee that the team can finish the planning within its timebox. The
sprint planning is an empirical and collaborative event, where the team inspects the product
backlog, negotiates with the product owner, and crafts a sprint goal and a sprint backlog . A DoR may
reduce some uncertainties and risks, but it does not eliminate them. The team still needs to adapt to
changing requirements and expectations, and make realistic and meaningful commitments .
Reference: 1
:
What is Definition of Ready in Scrum? - Visual Paradigm 2
:
Walking Through a
Definition of Ready | Scrum.org 3
: What is Velocity in Agile? - Atlassian : Velocity in Scrum |
Scrum.org : Sprint Planning | Scrum.org : Sprint planning - Atlassian
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)
A
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 principles12
.
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 Goal34
.
By letting them figure out how to
deal with this situation, the Scrum Master can also respect and enable their self-organization and
collaboration12
.
True or False: When scaling Scrum it is important to have multiple Scrum Teams working from one
Product Backlog
A
Explanation:
When scaling Scrum, it is important to have multiple Scrum Teams working from one Product
Backlog, because this ensures that they are aligned on the same product vision, goal, and
value12
.
Having one Product Backlog also helps to reduce duplication, inconsistency, and waste, and
to optimize the flow of work and feedback12
.
The Product Owner is accountable for managing the
Product Backlog and ensuring that it is transparent, ordered, and refined for the multiple Scrum
Teams3
.
The Scrum Teams collaborate with the Product Owner and each other to deliver a single
integrated product Increment every Sprint3
.
Reference: 1
:
What is Scaling Scrum? | Scrum.org 2
:
Scaling Scrum with Nexus | Scrum.org 3
: Scrum
Guide | Scrum Guides : The Nexus Framework for Scaling Scrum: Continuously Delivering an
Integrated Product with Multiple Scrum Teams
You are the Scrum Master for four Scrum Teams working from the same Product Backlog. Several of
the Developers come to you complaining that work identified for the upcoming two Sprints will
require full time commitment from Stella, an external specialist who is not a member of any of the
four Scrum Teams. What would you consider acceptable solutions for the problem?
(choose the best three answers)
BFG
Explanation:
B) Developers with an interest in Stella’s domain could volunteer to take on this work in their
respective Scrum Teams.
This is a good solution because it is consistent with the Scrum value of commitment, which means
that the Scrum Team members are willing to learn new skills and take on new challenges to deliver
value12
.
By volunteering to take on this work, the Developers can reduce the dependency on Stella,
increase their cross-functionality, and collaborate more effectively within and across the Scrum
Teams34
. F. Ask Stella for a plan to hire and train additional people in her domain, and in the
meantime work with the Product Owner and Scrum Teams to re-prioritize the work so that tasks not
depending on Stella can be done first
This is another good solution because it is consistent with the Scrum principle of empiricism, which
means that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather
than following a predefined plan12
. By asking Stella for a plan to hire and train additional people, the
Scrum Master can help address the root cause of the dependency and create more capacity and
diversity in Stella’s domain.
By working with the Product Owner and Scrum Teams to re-prioritize the
work, the Scrum Master can also help optimize the value and feasibility of the product backlog items,
and enable the Scrum Teams to deliver valuable and functional increments every Sprint34
. G. Create
a team with Stella and identify people from the Scrum Teams to temporarily work in Stella’s domain
to learn to better serve the existing teams
This is also a good solution because it is consistent with the Scrum value of respect, which means
that the Scrum Team members appreciate and value each other’s skills and perspectives12
. By
creating a team with Stella, the Scrum Master can acknowledge and leverage Stella’s expertise and
experience in her domain.
By identifying people from the Scrum Teams to temporarily work in
Stella’s domain, the Scrum Master can also facilitate knowledge transfer and skill development
among the team members, which can improve their self-organization and collaboration34
.
Reference: 1: Scrum Values | Scrum.org 2: Scrum Values - Atlassian 3: Scrum Guide | Scrum Guides 4
:
Scrum - What is it, how it works, & how to start - Atlassian
During the Sprint Review the Product Owner introduces the functionality that is likely to be done
over the next Sprints. The Chief Security Officer reminds everyone that through the envisioned
functionality, sensitive personal user data will be stored. This might be the subject of external
security audits. He reminds everyone of important non-functional requirements with regards to
security. These were not applicable and not considered previously What are two effective ways the
Scrum Team can manage these high-security concerns?
(choose the best two answers)
CD
Explanation:
C) They are added to the Product Backlog and addressed throughout the next Sprints, combined with
creating the business functionality in those Sprints, no matter how small that business functionality.
This is a good way because it is consistent with the Scrum principle of empiricism, which means that
the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than following
a predefined plan12
. By adding these security concerns to the Product Backlog, the Product Owner
can prioritize and refine them according to the value and urgency, and communicate them to the
stakeholders.
By addressing them throughout the next Sprints, the Scrum Team can deliver valuable
and functional increments that also meet the security requirements34
. D. During the Sprint
Retrospective, the Scrum Team assesses how to add these expectations to the Definition of Done so
every future Increment will live up to these requirements. If needed they can work with external
specialists to better understand the requirements
This is another good way because it is consistent with the Scrum value of openness, which means
that the Scrum Team and the stakeholders have a clear and common understanding of the product
vision, goals, progress, and risks12
. By adding these expectations to the Definition of Done, the
Scrum Team can ensure that every future Increment meets the quality standards and satisfies the
stakeholder needs.
By working with external specialists, the Scrum Team can also leverage their
expertise and experience to better understand and implement the security requirements34
.
Reference: 1: Scrum Values | Scrum.org 2: Scrum Values - Atlassian 3: Scrum Guide | Scrum Guides 4
:
Scrum - What is it, how it works, & how to start - Atlassian
Another team's Scrum Master seeks your advice. The Daily Scrum always runs longer than 15
minutes. The Developers suggest splitting the Scrum Team into two teams. What is your response?
(choose the best answer)
A
Explanation:
Splitting a team into two teams is a major decision that should not be taken lightly. It may have
implications for the product vision, the product backlog, the sprint goal, the sprint backlog, the
definition of done, and the team dynamics. It may also reduce the effectiveness of the Scrum Team
by creating dependencies, communication overhead, and coordination challenges. Therefore, before
considering such a drastic measure, it is advisable to explore other options to improve the quality
and efficiency of the Daily Scrum. One option is to ask for help from another Scrum Master who can
observe the Daily Scrum and provide feedback and suggestions.
Reference:
The Scrum Guide, section 3.2 (The Daily Scrum), page 9
The Scrum Master Learning Path, module 4 (The Daily Scrum), lesson 4 (Common Challenges) and
lesson 5 (Tips for an Effective Daily Scrum)
You are a Scrum Master helping to establish five Scrum Teams that will be building a product.
You discuss with them the high level of integration that the product Increment will require by the
end of their first Sprint. It is a highly anticipated product, both by consumers and by the organization.
Of the options raised by the future Scrum Team members, which option do you encourage?
(choose the best answer)
D
Explanation:
The Scrum Guide states that “the moment a Product Backlog item meets the Definition of Done, an
Increment is born” and that “the Increment is the sum of all the Product Backlog items completed
during a Sprint and the value of the increments of all previous Sprints”. Therefore, to deliver a
product Increment that is integrated and potentially releasable, all Scrum Teams must have a shared
understanding of what “Done” means and ensure that their work meets that standard. This also
enables transparency, inspection, and adaptation across the Scrum Teams.
Reference:
The Scrum Guide, section 3.4 (The Increment), page 10
The Scrum Master Learning Path, module 5 (The Increment), lesson 1 (What is an Increment?) and
lesson 2 (Definition of Done)