Scrum Master Flashcards

Question

Who determines when it is appropriate to update the Sprint Backlog during a Sprint a) The Developers b) The Product Owner c) The Project Manager d) The Scrum Team

Answer 1

a) The Developers

Answer 2

a) Developers are cross skilled individuals who are able to contribute to do what is necessary to deliver an increment of software

Answer 3

b) They are implemented along with functional development of the product c) They are added to the Product Backlog and addressed in early Sprints, while always requiring at least some business functionality

Answer 4

b) Ask the developers to divide themselves into teams

Answer 5

a) Put it on the Product Backlog for the Product Owner to decide what to do with b) Do not include the item in the Increment of this Sprint

Answer 6

a) Bring all the Developers together and let them self organize b) Existing teams propose how they would like to go about organizing into the new structure

Answer 7

D. None. A new Sprint starts immediately following the end of the previous Sprint | A new Sprint starts immediately after the conclusion of the previous Spr

Answer 8

B. Forecast the most likely Product Backlog items to meet the goal and create a Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, start the Sprint and continue to analyse, decompose, and create additional functionality during the Sprint. D. Discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur. ## Footnote If the work turns out to be different than the Development Team expected, they collaborate with the Product Owner to negotiate the scope of Sprint Backlog within the Sprint.

Answer 9

C. What can be done and how to do it. ## Footnote Topic One: What can be done this Sprint? Topic Two: How will the chosen work get done?

Answer 10

A. Sprint Retrospective.

Answer 11

B. To inspect the product increment with the stakeholders and collect feedback on next steps. | inspect the Increment and adapt the Product Backlog if needed

Answer 12

B. The Development Team. | The Development Team modifies the Sprint Backlog throughout the Sprint

Answer 13

A. True ## Footnote a time-box of one month or less during which a “Done”, useable, and potentially releasable product Increment is created

Answer 14

D. The development organization (or Development Team if none is available from the development organization). ## Footnote guidelines of the development organization - the Development Team - the Development Teams on all the Scrum Teams must mutually define the definition of “Done.”

Answer 15

Five new Scrum Teams have been created to build one product. A few of the developers on one of the Development Teams ask the Scrum Master how to coordinate their work with the other teams. ## Footnote From the Nexus guide: Nexus Integration Team Members ensure the Scrum Teams within the Nexus understand and implement the practices and tools needed to detect dependencies, and frequently integrate all artifacts to the definition of “Done.” If there are multiple Scrum Teams working on the system or product release, the development teams on all of the Scrum Teams must mutually define the definition of “Done."Although other sources say C is the correct answer, check the discussion on scrum.org community. The best reasons not to choose for C is that this will turn the 5 teams in 1 big team and it is not the task of the scrum master, the servant-leader to do this.

Answer 16

C. Develop at least one piece of functionality. E. Create an increment of potentially releasable software. ## Footnote during which a “Done”, useable, and potentially releasable product Increment is created

Answer 17

B. By the Development Team deciding what work to do in a Sprint. D. By removing titles for Development Team members. E. By being a lightweight framework ## Footnote B: The number of items selected from the Product Backlog for the Sprint is solely up to the Development Team. D: Scrum recognizes no titles for Development Team members E: The team model in Scrum is designed to optimize flexibility, creativity, and productivity

Answer 18

A. Minimizing dependencies between teams. ## Footnote From the Nexus guide: The difference is that more attention is paid to dependencies and interoperation between Scrum Teams

Answer 19

D. The event can take no more than a maximum amount of time ## Footnote All events are time-boxed events, such that every event has a maximum duration

Answer 20

A. They will improve their definition of “Done” to include more stringent criteria. | ... to include more stringent criteria for higher quality.

Answer 21

A. When it makes sense. ## Footnote regardless of whether the Product Owner decides to release it.

Answer 22

C. He or she does not have to be there; he or she only has to ensure the Development Team has a Daily Scrum ## Footnote The Scrum Master ensures that the Development Team has the meeting

Answer 23

The correct advantages of keeping component teams while starting Scrum are: A. There’s less initial disruption than organizing into new teams. As they start, they will discover what works best, and how to potentially re-organize towards this. C. Because they have worked together for some time, they are likely able to start producing shippable Increments faster that new feature teams would. ## Footnote Let's explain why the other options (B and D) are not correct: B. Component teams generally have the skills needed to create a working Increment of software that provides business value. This is not necessarily true. Component teams often specialize in a specific layer of the software, like the front-end or back-end, but may lack the end-to-end skills needed to deliver a complete, business-valuable Increment independently. Scrum encourages feature teams precisely because they have all the skills needed to deliver a complete Increment. D. There are fewer cross-team dependencies than working in feature teams. This is incorrect. Component teams often result in more cross-team dependencies because each team is dependent on other teams to deliver a complete feature. In contrast, feature teams can often deliver complete features with fewer dependencies on other teams.

Answer 24

B. The Development Teams pull in work in agreement with the Product Owner. ## Footnote solely up to the Development Team. Only the Development Team can assess what it can accomplish

Answer 25

A. As needed, while taking into account a short term reduction in productivity. ## Footnote Development Teams are structured and empowered by the organization to organize and manage their own work. The resulting synergy optimizes the Development Team’s overall efficiency and effectiveness

Answer 26

D. The Development Team. ## Footnote They are self-organizing. No one (not even the Scrum Master) tells the Development Team how

Answer 27

C. During the Sprint Retrospective. ## Footnote by improving work processes or adapting the definition of “Done”, if appropriate

Answer 28

A. Opportunities to inspect and adapt the Sprint Backlog are lost. B. Impediments are raised and resolved more slowly. (C.) The Product Owner cannot accurately report progress to the stakeholders. ## Footnote Lowering the frequency of the Daily Scrum to every two or three days would introduce several key concerns. The most significant ones are: A. Opportunities to inspect and adapt the Sprint Backlog are lost - Daily Scrums allow the team to frequently review and adjust the Sprint Backlog based on the current progress and any new information. If this opportunity is reduced, the team may miss timely adjustments that can improve the chances of meeting the Sprint Goal. B. Impediments are raised and resolved more slowly - One of the main purposes of the Daily Scrum is to identify impediments as soon as possible so they can be addressed quickly. If the meetings are less frequent, there may be delays in identifying and resolving issues, which can hinder progress and reduce productivity. C. The Product Owner cannot accurately report progress to the stakeholders - Although the Daily Scrum is primarily for the Development Team, it indirectly supports the Product Owner by providing up-to-date information on the team's progress. Less frequent meetings can lead to outdated information, making it harder for the Product Owner to give accurate and current progress reports to stakeholders. Concerns D and E are not relevant in the context of Scrum practices: D. Too much work is spent updating the Scrum board before the meeting - This is not a key concern because the Scrum board should be continuously updated as work progresses, not just before meetings. E. The Scrum Master loses the ability to update the Gantt chart properly - This concern is not applicable as Gantt charts are not a typical tool used within Scrum, which focuses on more agile and iterative tracking methods. Therefore, the three key concerns are A, B, and C.

Answer 29

D. A framework within which complex products in complex environments are developed ## Footnote *Scrum is a framework for developing, delivering, and sustaining complex products*

Answer 30

B. Respect. C. Focus. E. Courage ## Footnote the values of commitment, courage, focus, openness and respect

Answer 31

A. The Development Team after clarifying requirements with the Product Owner. ## Footnote The Development Team is responsible for all estimates. The Product Owner may influence the Development Team by helping it understand and select trade-offs, but the people who will perform the work make the final estimate.

Answer 32

B. Who ever the Development Team decides should start. ## Footnote but the Development Team is responsible for conducting the Daily Scrum.

Answer 33

B. The level of uncertainty over the technology to be used. D. The risk of being disconnected from the stakeholders. | Sprints also limit risk

Answer 34

B. Everyone in the Development Team is responsible for quality. E. Scrum has no “tester” role. ## Footnote Scrum recognizes no titles for Development Team members, regardless of the work being performed by the person

Answer 35

A. To facilitate the Scrum Teams with insights and resources that help them improve. ## Footnote Scrum Teams are self-organizing Any answer that contradicts self-organizing is wrong

Answer 36

A. Monitor communications between them and facilitate direct collaboration. | Facilitating Scrum events as requested or needed.

Answer 37

B. Value optimizer. | The Product Owner is responsible for maximizing the value of the product

Answer 38

A. Participating as a Scrum Team member. ## Footnote The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself

Answer 39

A. The Development Team makes sure that all of the selected scope per Sprint is as “Done” as possible. The undone work is estimated and added to the Sprint Backlog of the next Sprint, so it doesn’t mess up the Product Backlog. ## Footnote A is the best answer because the other answers do not make sense. Work that is not completed should be assessed and prioritised against outstanding product backlog items before they are pulled onto the sprint backlog

Answer 40

A. True ## Footnote Multiple Scrum Teams often work together on the same product. One Product Backlog is used to describe the upcoming work on the product.

Answer 41

D. At the end of every Sprint. ## Footnote The heart of Scrum is a Sprint, a time-box of one month or less during which a “Done”, useable, and potentially releasable product Increment is created

Answer 42

A. Resolving internal team conflicts. D. Organizing the work required to meet the Sprint Goal. | Scrum Teams are self-organizing

Answer 43

B. False | In scrum there is no role called project manager

Answer 44

B. 8 Hours for a monthly Sprint. ## Footnote Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.

Answer 45

C. The Scrum framework being adopted and used properly. ## Footnote The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide.

Answer 46

C. An increment of working software that is “done”. ## Footnote a “Done”, useable, and potentially releasable product Increment is created

Answer 47

B Productivity may suffer when making this kind of move. C Getting support from the business side first helps. D Feature teams have less communication overhead. ## Footnote Om deze vraag correct te beantwoorden, moeten we de context van Scrum en het verschil tussen component teams en feature teams begrijpen. In Scrum bevorderen feature teams de creatie van waardevolle, werkende software over verschillende lagen of componenten heen, in plaats van te focussen op slechts één aspect van de technologie stack. Laten we de opties analyseren: Opties: A. You cannot do Scrum without feature teams. Dit is niet correct. Hoewel feature teams een best practice kunnen zijn in Scrum, is het niet onmogelijk om Scrum te doen met component teams, hoewel het uitdagender kan zijn. B. Productivity may suffer when making this kind of move. Dit is correct. Het veranderen van de teamstructuur kan leiden tot een tijdelijke daling van de productiviteit, omdat teamleden zich moeten aanpassen aan nieuwe rollen, verantwoordelijkheden en samenwerkingspatronen. C. Getting support from the business side first, helps. Dit is correct. Het hebben van steun van de zakelijke kant kan de transitie vergemakkelijken, aangezien er vaak veranderingen in de manier van werken en prioriteiten nodig zijn die de business kan beïnvloeden. D. Feature teams have less communication overhead. Dit is correct. Feature teams hebben minder communicatieoverhead omdat teamleden van verschillende disciplines samenwerken binnen hetzelfde team, wat de communicatie en samenwerking bevordert. E. With feature teams, it is easier to calculate the productivity per team. Dit is niet correct. Het berekenen van productiviteit kan variëren afhankelijk van de meetmethoden en het is niet per definitie makkelijker of moeilijker met feature teams. Juiste antwoorden: De drie juiste dingen om te overwegen bij de overgang van component teams naar feature teams zijn: B. Productivity may suffer when making this kind of move. Het is belangrijk om te erkennen dat er een leercurve en aanpassingsperiode kan zijn, wat tijdelijk de productiviteit kan beïnvloeden. C. Getting support from the business side first, helps. Ondersteuning van de zakelijke kant is cruciaal om ervoor te zorgen dat de veranderingen effectief worden doorgevoerd en om weerstand te minimaliseren. D. Feature teams have less communication overhead. Door multidisciplinaire teams te vormen, kan de communicatie en samenwerking binnen het team verbeteren, wat vaak resulteert in minder overhead en snellere besluitvorming. Door deze overwegingen in acht te nemen, kan een organisatie beter voorbereid zijn op de uitdagingen en voordelen van de overgang naar feature teams binnen een Scrum-framework.

Answer 48

C. No work left from the definition of “Done”. E. All work to create software that is ready to be released to end users. ## Footnote The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team’s current definition of “Done.”

Answer 49

A. Ensure every Increment meets them. ## Footnote The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team’s current definition of “Done.”

Answer 50

C. Enough so the Development Team can create its best forecast of what it can do, and to start the first several days of the Sprint. ## Footnote However, enough work is planned during Sprint Planning for the Development Team to forecast what it believes it can do in the upcoming Sprint Waarom is dit correct? In de Sprint Planning wordt het werk voor de aankomende Sprint gepland. Het Development Team moet voldoende details uitwerken voor de geselecteerde Product Backlog-items (PBIs) om een realistische inschatting te maken van wat ze kunnen voltooien tijdens de Sprint. Dit betekent dat het team de eerste dagen van de Sprint kan starten zonder vertraging, terwijl verdere details kunnen worden uitgewerkt naarmate het werk vordert. Deze aanpak zorgt voor een goede balans tussen planning en flexibiliteit, wat essentieel is in Scrum.

Answer 51

A. Remind the Product Owner that his primary concern is the flow of value reflected in the ordering of the Product Backlog. | Maybe the best reason not to choose B or C is the word “Tell"

Answer 52

B. Add them to the Product Backlog and keep the Product Owner posted on the expected effort. E. Add them to the definition of “Done” so the work is taken care of every Sprint. | Do not introduce non-scrum artifacts

Answer 53

D. 10 or fewer. ## Footnote A Scrum Team is small enough to remain nimble and large enough to complete significant work within a Sprint, typically 10 or fewer people. Generally smaller teams communicate better and are more productive

Answer 54

False ## Footnote A Scrum Team has a Scrum Master, a Product Owner and Developers. As a whole they have all controls needed.

Answer 55

B. Immediately after the conclusion of the previous Sprint. ## Footnote A new Sprint starts immediately after the conclusion of the previous Sprint.

Answer 56

D. All of the above ## Footnote All of these choices are appropriate considerations in determining the length of a Sprint.

Answer 57

D. The Sprint Backlog is fully formulated in the Sprint Planning event and does not change during the Sprint. ## Footnote The Sprint Backlog makes visible all of the work that the Developers identify as necessary to meet the Sprint Goal. The Developers modify the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint.

Answer 58

C. All Scrum Teams must have a Definition of Done that makes their combined Increment valuable and useful. ## Footnote The Increment must be valuable and useful. This means that when many Scrum Teams are working on a single product, they are expected to adhere to a single Definition of Done for the Increment.

Answer 59

C. As needed, while taking into account a short-term reduction in productivity. ## Footnote Scrum Teams typically go through some steps before achieving a state of increased performance. Changing membership typically reduces cohesion, affecting performance and productivity in the short term.

Answer 60

E. Whatever is deemed most appropriate by the Product Owner. ## Footnote The Product Owner is accountable for effective Product Backlog management. The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team.

Answer 61

B. Developers. C. The Product Owner. D. The Scrum Master. ## Footnote The Scrum Team consists of the Scrum Master, the Product Owner and Developers. The Scrum Team is a cohesive unit of professionals focused on one objective at a time, the Product Goal.

Answer 62

C. Sprint Review. D. Sprint Planning. E. Sprint Retrospective. ## Footnote The Scrum Guide states that the Sprint Planning, Sprint Retrospectives, and Sprint Reviews are timeboxed events. Sprints are fixed length events of one month or less to create consistency, and the Daily Scrum is a 15-minute event.

Answer 63

C. The Developers. ## Footnote The Developers use the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog.

Answer 64

C. The Product Owner ## Footnote The Product Owner is the sole person responsible for ordering the Product Backlog. Their responsibilities include making the Product Backlog visible, transparent, and clear to all.

Answer 65

D. All of the above.

Answer 66

A. When the Sprint Retrospective is complete. ## Footnote The Sprint is a container for the following timeboxed events: Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Sprints are fixed length events of one month or less to create consistency, and a new Sprint starts immediately after the conclusion of the previous Sprint. The Sprint Retrospective concludes the Sprint, and is timeboxed to a maximum of three hours for a one-month Sprint. For shorter Sprints, the event is usually shorter Though not typical, a Sprint can end if the Sprint Goal becomes obsolete. Only the Product Owner has the authority to end the Sprint prematurely.

Answer 67

C. The Product Owner and the Developers. ## Footnote During the Sprint, scope may be clarified and re-negotiated between the Product Owner and the Developers as more is learned. It is important to be transparent when challenges arise since ultimately the entire Scrum Team is accountable for creating a valuable, useful Increment.

Answer 68

C. Discuss the item with the other members of the Scrum Team so the team can decide what to do. ## Footnote The items selected for a Sprint have been selected as most valuable with the Product Owner during Sprint Planning. The items serve the Sprint's goal. No changes should be made that endanger the Sprint Goal. No one external to the Scrum Team can force changes on the Developers.

Answer 69

A. Support the Product Owner with insights and information into high value product and system capabilities. Support the Scrum Master to encourage organizational change that fosters empiricism, self-management, bottom-up intelligence, and intelligent product delivery. ## Footnote Management has no official role or accountability on a Scrum Team. However, management external to the Scrum Team is relevant in setting the vision and strategy to guide the overall direction of the organization.

Answer 70

A. 15 minutes. ## Footnote The Daily Scrum is always a 15-minute event. Because it is a short event, the timebox is not influenced by the Sprint length.

Answer 71

False ## Footnote The product Increment should be usable at the end of every Sprint, but it does not have to be released.

Answer 72

C. 8 hours for a monthly Sprint. For shorter Sprints it is usually shorter. ## Footnote Sprint Planning is timeboxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.

Answer 73

A. Turn the Product Backlog items they select into an Increment of a useful and valuable product. ## Footnote The Developers are a group of professionals who do the work of delivering an Increment of done product at the end of each Sprint. As a team, Developers have all of the skills necessary to create a product Increment.

Answer 74

False ## Footnote Products have one Product Backlog, regardless of how many Scrum Teams are used. Any other setup makes it difficult for the Developers to determine what they should work on.

Answer 75

C. If it is not an organizational standard, the Scrum Team must create a Definition of Done appropriate for the product. ## Footnote If the Definition of Done for an Increment is part of the standards of the organization, all Scrum Teams must follow it as a minimum. If it is not an organizational standard, the Scrum Team must create a Definition of Done appropriate for the product.

Answer 76

E. Teach the Developers to keep the Daily Scrum within the 15 minute timebox. ## Footnote The Scrum Master ensures that the Developers have the event, but the Developers are responsible for conducting the Daily Scrum. The Scrum Master teaches the Developers to keep the Daily Scrum within the 15-minute timebox. The Scrum Master enforces the rule that only members participate in the Daily Scrum.

Answer 77

C. A framework for creating complex products in complex environments. ## Footnote Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems.

Answer 78

C. Never. All Sprint Backlog items are "owned" by the Developers on the Scrum Team. ## Footnote The entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint, and the set of Product Backlog items selected for the Sprint are collectively owned by the Developers. No individual Developer can claim ownership over an item as this would block communication and collaboration. The Sprint Backlog is updated by the Developers throughout the Sprint as more is learned.

Answer 79

B. Enough so that the Increment meets the Definition of Done. ## Footnote The purpose of each Sprint is to deliver useful and valuable Increments that adhere to the Scrum Team's current Definition of Done.

Answer 80

False ## Footnote An earlier version of the Scrum Guide prescribed the practice of placing one improvement in the Sprint Backlog. This was removed in the 2020 update to the Scrum Guide because it was felt to be too prescriptive. However, if this practice provides value to you then you should adopt it. It is simply not prescribed anymore, but can still be valuable.

Answer 81

B. Maximizing the value of the work the Scrum Team does. ## Footnote The Product Owner is accountable for maximizing the value of the product and the work of the Scrum Team.

Answer 82

B. The Developers are working within the boundaries of their organizations functional description and nicely handing off work from analyst to developer to tester to integration. C. Stakeholders attend the Daily Scrum to check on the Scrum Team’s progress. F. The Developers invite external stakeholders to the Sprint Planning to ask them how to turn a Product Backlog item into an Increment via a complete and detailed Sprint Backlog. ## Footnote * The Daily Scrum is for the Developers. It should not be used by external stakeholders to check progress. * During Sprint Planning the Scrum Team should be crafting the Sprint Goal based on the set of Product Backlog items selected for the Sprint. The Developers identify the necessary work to meet the Sprint Goal. * Scrum Team members do not have titles, and no sub-teams; such as testing, architecture, or operations are recognized. Accountability belongs with the Scrum Team as a whole, regardless of whether team members have specialized skills.

Answer 83

This is **false** for three reasons: 1. Scrum is not a process or a methodology. Scrum is a lightweight framework. 2. Scrum can be used to develop any product, not just a software product. 3. Scrum self-describes as an incomplete framework. ## Footnote This is explained in the Scrum Guide: Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems. The Scrum framework is purposefully incomplete.

Answer 84

Option **4** is correct. There are no rules in the Scrum Guide that say a person cannot take on multiple roles or accountabilities at the same time. In fact, in small startups it's not uncommon for the Scrum master to also be a stakeholder while also helping with development. Furthermore, if the product owner got sick, that person might even take on product owner accountabilities temporarily as well. ## Footnote The only guidance the Scrum Guide provides about a Scrum master or product owner assuming development responsibilities to help build a product is that if so, they must participate in the daily Scrum as a developer: If the Product Owner or Scrum Master are actively working on items in the Sprint Backlog, they participate [in the Daily Scrum] as Developers.

Answer 85

Option **2** is correct. There is no such thing as an infrastructure sprint or a Sprint 0 in Scrum. Every sprint must attempt to develop an increment of value that will be part of the final product. ## Footnote No organization is ever sufficiently prepared to begin development. If Scrum teams wait for all their required tools to be provisioned and available before they started to work, it's unlikely that any work will get done.

Answer 86

Option **3** is correct. If a developer completes any work that meets the definition of done, immediately integrate that work into the product. In fact, a developer doesn't need anyone's permission to integrate their work into the product. Integration, and ensuring that work does indeed integrate, is essential. If the work cannot be integrated into the product being built, it is not useful and it does not create a valid increment. If a piece of work is complete and can be successfully integrated into the final product, it should be integrated immediately. Waiting serves no purpose and contradicts Scrum's adherence to lean thinking.

Answer 87

Option **3** is correct. A serious security flaw in the codebase should be raised immediately with the development team. Scrum provides a number of events, such as the daily Scrum and the sprint retrospective, to encourage discussion. However, these events should never preclude pragmatic or essential discussions between members of the team. If an emergency arises, address it immediately. Don't wait for a scheduled Scrum event to adapt to changing conditions.

Answer 88

Option **5** is correct. There are no rules in Scrum that restricts when a developer can talk to a stakeholder. One of the Scrum pillars is transparency. One of the Scrum values is openness. What does it say about an organization's transparency and openness if it restricts when a developer can talk to a stakeholder? The product owner is responsible to speak with stakeholders and discover which features and functionality they value most. However, there is nothing in the Scrum Guide that restricts discussions with developers about the sprint backlog, product backlog, sprint goal or anything else. In fact, Scrum encourages them.

Answer 89

Option **1** is correct. If your project needs programmers to assist in the development effort, why would you wait even one minute to add them to the team and get them contributing to the development effort? ## Footnote Note that there is no delay in Scrum between the time when one sprint ends and the next sprint begins. When one sprint ends, the next sprint starts immediately.

Answer 90

Option **4** is correct. The onboarding process of new team members often pulls existing developers away from their normal routines. They spend time with new developers to explain the product, help them connect to GitHub, set up a printer and even find the restroom. In the long run, individual productivity should go back to normal, but in the short term it will decrease.

Answer 91

Option **4** is correct. There are no subteams in Scrum, nor are there any hierarchies of developers. The Scrum Guide is clear about this: Within a Scrum Team, there are no sub-teams or hierarchies. It is a cohesive unit of professionals. If a backlog item requires documentation, or the definition of done requires a set of user acceptance tests (UATs), then it's up to the individual development team members to complete those tasks. The developers of the Scrum team are responsible for the end-to-end development of all features in the product backlog. This includes full compliance to any non-functional requirements that the definition of done demands.

Answer 92

Option **2** is correct. If circumstances change and the developers must update their plan, they should do it immediately. During the sprint, the sprint goal cannot change, nor can the Scrum master or developers cancel a sprint on a whim. They can change the sprint plan, however. In fact, they should update the plan throughout the sprint as conditions change and more is learned about the product they are developing. Developers should not wait for a scheduled event such as the daily Scrum to adapt their plan if it's necessary. ## Footnote Here's what the Scrum Guide says about this: The Daily Scrum is not the only time Developers are allowed to adjust their plan. They often meet throughout the day for more detailed discussions about adapting or re-planning.

Answer 93

True | The Scrum framework is purposefully incomplete ## Footnote Only defining the parts required to implement scrum theory. Scrum is built upon by the collective intelligence of the people using it. Rather than providing people with detailed instructions, the rules of the scrum guide their relationscripts and interactions.

Answer 94

2) A revised Product Backlog that defines the probable Product Backlog items for the next Sprint ## Footnote As a a result of the Sprint Review, the Product Backlog may be adjusted to meet new opportunities.

Answer 95

False ## Footnote While many Scrum Teams do this, it is not required by Scrum. Estimation is not mentioned in the Scrum Guide. Selecting how much can be completed within a Sprint may be challenging. However, the more the Developers know about their past performance, their upcoming capacity, and their Definition of Done, the more confident they will be in their Sprint forecasts.

Answer 96

False ## Footnote The “3 questions” are a popular, but optional practices the Developers may use at the Daily Scrum. There are many other practices that can be used instead.

Answer 97

True ## Footnote The Scrum Master is a manager, but for the Scrum framework, rather than for the people in the Scrum Team.

Answer 98

1. The Sprint may be cancelled by the Product Owner. ## Footnote The Product Owner has the authority to cancel a Sprint if the Sprint Goal becomes obsolete, although this is generally a rare occurance.

Answer 99

1. It helps to limit work-in-progress. ## Footnote When working inside timeboxes, it is best to limit work-in-progress and get items done before moving on. Limiting work-in-progress is a lean concept that helps to manage waste.

Answer 100

False ## Footnote Team size is **recommended**, rather than mandated by Scrum. This was always true even before the 2020 update. Here is the current guidance from the Scrum Guide: “The Scrum Team is small enough to remain nimble and large enough to complete significant work within a Sprint, *typically 10 or fewer* people. In general, we have found that smaller teams communicate better and are more productive. If Scrum Teams become too large, they should consider reorganizing into multiple cohesive Scrum Team.”

Answer 101

False ## Footnote The Daily Scrum is a 15-minute event for the Developers of the Scrum Team. – The Scrum Guide

Answer 102

1) Raise this as an impediment which may require the assistance of the Scrum Master to resolve 3) Quality is the responsibility of the Developers and they should undertake testing themselves to the best of their abilities ## Footnote If we stop every time we hit a problem when developing a product we would rarely move forward. Developers should practise the “art of the possible” and do what they can to keep going. Leaving the testing for later or another team will increase risk and mean we do not produce Done Increments. If this has become an Impediment then the Scrum Master has the responsibility to get involved.

Answer 103

3) The team has all competencies needed to accomplish the work | Dit is echt een instinker. **Goed lezen!** ## Footnote Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint. – The Scrum Guide This means the team as a whole needs all the skills. It does not mean every person has to have all the skills.

Answer 104

1. The Developers, with supportfrom the Product Owner who is still accountable for it 2. The Product Owner | **Ook goed lezen** ## Footnote The Developers who will be doing the work are responsible for the sizing. The Product Owner may influence the Developers by helping them understand and select trade-offs. – The Scrum Guide

Answer 105

All the provided factors (a, b, and c) will increase complexity in a project. a) **Larger number of people on the project** - As the number of people involved in a project increases, so does the complexity of communication, coordination, and integration of work. More team members often lead to more potential for misunderstandings, miscommunications, and dependencies that need to be managed. b) **Longer duration of the project** - The longer a project lasts, the more opportunities there are for changes in requirements, priorities, team composition, and external conditions. This can lead to increased complexity in managing the project timeline, scope, and resources. c) **Batching of a large number of features into one big release** - Releasing a large number of features at once can create significant complexity in terms of integration, testing, and deployment. It increases the risk of defects, integration issues, and the potential need for rework, making it harder to ensure a smooth and successful release.

Answer 106

The correct options are: b) Frequent opportunities to discuss possibilities c) Frequent opportunities to make informed decisions thus reducing risk Scrum does embrace uncertainty and focuses on managing it through continuous inspection and adaptation rather than eliminating it entirely. Given this understanding, let's reassess the options: a) *Frequent feedback opportunities to obtain information that can be used to plan better and eliminate the uncertainty* - This option implies eliminating uncertainty, which is not the goal of Scrum. Scrum aims to manage and navigate uncertainty, not necessarily eliminate it. b) **Frequent opportunities to discuss possibilities** - This option aligns with Scrum practices, where team members frequently come together to inspect progress, discuss options, and adapt their plans. c) **Frequent opportunities to make informed decisions thus reducing risk** - This option correctly captures the essence of empiricism in Scrum. By gathering frequent feedback and making decisions based on that feedback, teams can reduce risk and make more informed decisions.

Answer 107

c) Using short iterations called sprints ## Footnote Scrum effectively limits the risk of unknowingly doing something wrong by: c) ** Using short iterations called sprints** - In Scrum, work is divided into short, time-boxed iterations known as sprints, typically lasting two to four weeks. This approach allows teams to frequently inspect and adapt their work, identify issues early, and make necessary adjustments. By breaking the work into smaller chunks and regularly reviewing progress, Scrum helps to manage risk and ensure that any mistakes or missteps are caught and corrected quickly. The other options do not align with Scrum principles: a) Having a detailed and extensive risk management plan - While risk management is important, Scrum relies more on empirical process control and frequent inspection and adaptation rather than extensive upfront planning. b) Having multiple checkpoints and a thorough review by senior management at those checkpoints - Scrum emphasizes team self-organization and continuous improvement through regular team reviews (e.g., Daily Scrums, Sprint Reviews) rather than relying on hierarchical reviews by senior management.

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