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Question 11

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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)

You explain that product management should not worry about such typical IT work. You inform them that you will assure that the team members reach out to the right people within the IT organization when needed During each Sprint Planning event they will keep the Product Owner updated about the additional effort it will take for that Sprint. That effort will come on top of the effort for the forecasted functional development.
You explain that product management should not worry about such typical IT work. You inform them that you will assure that the team members reach out to the right people within the IT organization when needed During each Sprint Planning event they will keep the Product Owner updated about the additional effort it will take for that Sprint. That effort will come on top of the effort for the forecasted functional development.
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.
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.
You thank product management for understanding that these efforts indeed require effort and budget You confirm that architecture and infrastructure are best addressed before starting Scrum, but that the exact budget is difficult to calculate upfront You say you will organize this work in timeboxed Sprints of no more than 30 days to limit risk and be transparent toward product management on the actual progress.
You thank product management for understanding that these efforts indeed require effort and budget You confirm that architecture and infrastructure are best addressed before starting Scrum, but that the exact budget is difficult to calculate upfront You say you will organize this work in timeboxed Sprints of no more than 30 days to limit risk and be transparent toward product management on the actual progress.
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
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
Suggested answer: B, D
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.

asked 23/09/2024
Luyanda Hatta
39 questions

Question 12

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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.

True
True
False
False
Suggested answer: 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 .

asked 23/09/2024
Letlhogonolo Phiri
40 questions

Question 13

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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)

Coach the Product Owner and the Developers on the purpose of Scrum events and let them figure out how to deal with this situation.
Coach the Product Owner and the Developers on the purpose of Scrum events and let them figure out how to deal with this situation.
Start attending the Daily Scrum so that whenever the Developers have a conflict with the Product Owner, the Scrum Master can resolve the conflict
Start attending the Daily Scrum so that whenever the Developers have a conflict with the Product Owner, the Scrum Master can resolve the conflict
Nothing. The Product Owner can continue to track progress at the Daily Scrum.
Nothing. The Product Owner can continue to track progress at the Daily Scrum.
Ask the Product Owner to stop attending the Daily Scrum.
Ask the Product Owner to stop attending the Daily Scrum.
Suggested 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.

asked 23/09/2024
Shameez Mohammed
46 questions

Question 14

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True or False: When scaling Scrum it is important to have multiple Scrum Teams working from one Product Backlog

True
True
False
False
Suggested answer: 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.

asked 23/09/2024
Rakesh Sonawane
35 questions

Question 15

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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)

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Question 16

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During the Sprint Retrospective, the newest developer says that his perspective and ideas have been ignored by the rest of the Developers throughout the Sprint What Scrum values are touched here?

(choose the best three answers)

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Question 17

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Which two statements are true regarding the nature of large-scale product development with Scrum?

(choose the best two answers)

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Question 18

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A few members of the Scrum Team discuss work that is not being done. Some say it is part of the Definition of Done, others say it is not. After an hour of angry discussion, someone starts making personal insults and anger levels rise. What is the best action for the Scrum Master to take?

(choose the best answer)

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Question 19

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How does the Scrum Master serve the Scrum Team?

(choose the best two answers)

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Question 20

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The Developers are waiting for an external supplier to deliver a specific product component that they need to integrate and use. Without that component there will not be enough work in the next Sprint to occupy the full team. They ask their Product Owner to re-order the Product Backlog. The Product Owner asks the Scrum Master for help. What would be good advice for the Product Owner?

(choose the best answer)

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Related questions

True or False: During the Sprint Review of a scaled development effort, every Scrum Team should demonstrate its individual Increment separately.
You are the Scrum Master for a Scrum Team whose Daily Scrum is scheduled to start at 10:00 each day. Developers routinely turn up late, and once everyone has assembled, the Daily Scrum starts. By then it is typically 4 to 5 minutes later than scheduled. Other meetings in the organization typically allow 4 to 5 minutes for people to transport within the building. Some Developers complain that it is now hard to achieve the purpose of the Daily Scrum within the timebox, since there is only 10 or 11 minutes left after waiting for people to show up. The Developers ask for your advice. (choose the best answer)
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Which two options describe how project budgeting and financial forecasting work in Scrum? (choose the best two answers)
Which of the following affect the outcome of a Sprint? (choose all that apply)
Your Scrum Team has been working together for over a dozen Sprints. The Scrum Team consists of 10 members. Each Sprint takes four weeks. As a Scrum Master, you observe that the Developers are hardly collaborating; during the Sprint, members are primarily working on their own items. You also notice that the items on the Sprint Backlog are mostly unrelated. You suspect that the lack of a Sprint Goal might be the cause. Although you have encouraged the use of a Sprint Goal, both the Product Owner and the Developers have concluded that they are unable to create Sprint Goals based on the wide variety of items on their Product Backlog. What might explain why this Scrum Team is struggling to craft a Sprint Goal? (choose all that apply)
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)
The relationship between the Product Owner and the Developers has degraded over time. The Developers are growing increasingly angry with the Product Owner for changing the requirements all the time and not being available enough. The Product Owner is angry with the Developers for changing requirements during implementation. What guidance should the Scrum Master offer? (choose the best answer)
You have just been hired as a Scrum Master by a company new to Scrum. The company wants to use Scrum to build a new product that was conceived by the product management department. You will be the Scrum Master of two new teams that will build a first version of the product. The product management department assigns two new Product Owners, but wants more advice about the required participation with the new Scrum Teams. Which two suggestions would you offer? (choose the best two answers)