Scrum PSPO-I Practice Test - Questions Answers, Page 17

The Daily Scrum is a 15-minute event for the Developers to inspect their progress toward the Sprint Goal and adapt the Sprint Backlog as necessary1.It is a key opportunity for the Developers to plan their work for the next 24 hours and collaborate on any challenges or impediments2. If the frequency of the Daily Scrum were to be lowered to every two or three days, three key concerns would be:

The Sprint Backlog may become inaccurate. The Sprint Backlog is the plan for how the Developers will achieve the Sprint Goal, and it is updated throughout the Sprint as more is learned[3][3].The Daily Scrum is a chance for the Developers to inspect the Sprint Backlog and make adjustments based on the current situation4. If the Daily Scrum is less frequent, the Sprint Backlog may not reflect the reality of the work, and the Developers may lose track of their progress and alignment with the Sprint Goal.

Opportunities to inspect and adapt the Sprint Backlog are lost.Scrum is based on empiricism, which means that knowledge comes from experience and making decisions based on what is observed5. The Daily Scrum is an essential event for the Developers to apply empiricism to their work, by inspecting the Sprint Backlog and adapting it to optimize the value and quality of the Increment. If the Daily Scrum is less frequent, the Developers may miss opportunities to inspect and adapt their work, and may not be able to deliver a valuable, useful Increment every Sprint.

Impediments are raised and resolved more slowly. An impediment is anything that prevents the Scrum Team from delivering a product Increment. The Daily Scrum is a forum for the Developers to identify and communicate any impediments that affect their work, and to seek help from the Scrum Master or other team members. If the Daily Scrum is less frequent, the impediments may not be raised and resolved in a timely manner, and may cause delays or quality issues in the product delivery.

1:The Scrum Guide, November 2020, p. 10

2:The Scrum Guide, November 2020, p. 11

[3][3]:The Scrum Guide, November 2020, p. 10

4:Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023

5:The Scrum Guide, November 2020, p. 4

:The Scrum Guide, November 2020, p. 11

:The Scrum Guide, November 2020, p. 14

:Developing People and Teams, Scrum.org, accessed on December 16, 2023

The best approach for Scrum Teams to produce valuable Increments is to be accountable for developing functionality from beginning to end, as this enables them to deliver potentially releasable products that meet the definition of "Done".The Scrum Guide states that 'The Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.'1This means that the Developers are not limited by the boundaries of components, layers, or technologies, but rather they collaborate and coordinate to deliver a complete and integrated product that satisfies the Sprint Goal and the Product Owner's expectations.

1: The Scrum Guide2, page 7

2:The Scrum Guide

The Scrum Guide states that 'Sprints have consistent durations throughout a development effort.A new Sprint starts immediately after the conclusion of the previous Sprint.'1This means that there is no gap or break between Sprints, and the Scrum Team does not need to spend extra time to prepare for the next Sprint. The Scrum Team should be able to start the next Sprint Planning right after the Sprint Review and Sprint Retrospective of the previous Sprint. The Scrum Team should also ensure that the testing and documentation of the work are done within the Sprint, and not left for later.

1: The Scrum Guide2, page 9

2:The Scrum Guide

The Scrum Guide states that 'By the end of the Sprint Retrospective, the Scrum Team should have identified improvements that it will implement in the next Sprint.Implementing these improvements in the next Sprint is the adaptation to the inspection of the Scrum Team itself.'1This means that the Scrum Team may add the high priority process improvements to the Sprint Backlog for the next Sprint, as part of their plan to deliver the Increment and achieve the Sprint Goal.The Sprint Backlog is owned and managed by the Developers, who can update it throughout the Sprint as more is learned.1

1: The Scrum Guide2, page 16

2:The Scrum Guide

To say that an event has a timebox means that the event has a fixed duration that cannot be exceeded. The Scrum Guide states that 'All events are time-boxed events, such that every event has a maximum duration. Once a Sprint begins, its duration is fixed and cannot be shortened or lengthened.The remaining events may end whenever the purpose of the event is achieved, ensuring an appropriate amount of time is spent without allowing waste in the process.'1This means that the timebox sets an upper limit for the event, but the event can end sooner if the goal is met.

1: The Scrum Guide2, page 10

2:The Scrum Guide

The Product Owner is typically responsible for collaborating with stakeholders, users, and customers to understand their needs and expectations, and to validate the value of the product.The Product Owner is also responsible for working with the Scrum Team on Product Backlog refinement, which is the act of adding detail, estimates, and order to Product Backlog items.1These two responsibilities help the Product Owner to maximize the value of the product and the work of the Developers.

1: The Scrum Guide2, page 18

2:The Scrum Guide

An Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints.1An Increment is a concrete, tangible, and usable outcome of the work done by the Developers in a Sprint. It is not a plan, a mock-up, a design, or a roll-out plan, as these are not valuable or useful products in themselves.An Increment must meet the definition of "Done", which means it must adhere to the quality standards agreed upon by the Scrum Team and the stakeholders.1An Increment must also be potentially releasable, which means it must be in a state that it could be delivered to the customer or user if the Product Owner decides so.1

1: The Scrum Guide2, page 14

2:The Scrum Guide

A product's success is measured by the value it delivers to the customers and the organization. The impact on cost, revenue, and customer satisfaction are three important indicators of value.The Scrum Guide states that 'The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team.'1The Product Owner should consider the cost of developing and maintaining the product, the revenue generated by the product, and the satisfaction of the customers and users who use the product. These factors help the Product Owner to prioritize the Product Backlog, define the Product Goal, and collaborate with the stakeholders.

1: The Scrum Guide2, page 6

2:The Scrum Guide

The typical size for a Scrum Team is 10 or fewer people, including the Product Owner, the Scrum Master, and the Developers. The Scrum Guide states that 'The Scrum Team is small enough to remain nimble and large enough to complete significant work within a Sprint. Fewer than three people decrease interaction and results in smaller productivity gains. Having more than ten people requires too much coordination.Large teams generate too much complexity for an empirical process to be useful.'1This means that the optimal Scrum Team size is between 3 and 10 people, depending on the context and the nature of the work.

1: The Scrum Guide2, page 6

2:The Scrum Guide