Adding more resources in Scrum will proportionally increase the value delivered.

A. True

B. False

Steven, a Scrum Master, has been hired by an organization that is new to Scrum. He has been invited to meet the IT and product management team to kick-off the project. During the meeting the Product Owner asks how many Sprints will be needed to address the entire architecture and infrastructure before working on the features for the new product.

What are the two best responses for Steven to explain how such work is handled in Scrum? (Choose two.)

A. You explain that product management should not worry about technical solutions. You inform them that the developers will work with the IT department when needed and keep the Product Owner updated on additional time required for each Sprint. The additional effort will be added to the top of the Sprint Backlog before Sprint Planning.

B. You explain that it is more effective when architecture and infrastructure emerge alongside the development of business functionality. The additional advantage is that business value is created more quickly and earlier.

C. You confirm that architecture and infrastructure is needed before starting on business functionality but the estimated budget will be difficult to estimate. You suggest that the first Sprint will be dedicated towards building the technical foundation in order to get an accurate estimation for any additional budget and time required.

D. You coach the Product Owner and Development Team to add this work to Product Backlog to ensure transparency, have the Development Team estimate the work and do this in early Sprints while also creating some business functionality in the early Sprints.

Select two ways in which Scrum uses time-boxing to promote self-organization? (Choose two.)

A. Time-boxes ensures that the Development Team commits to completing the items in the Sprint Backlog by the end of the Sprint.

B. Time-boxes encourage the ones closest to the problem make the best possible decisions within the time-frame given the current situation.

C. Time-boxes can help teams plan how many additional Sprints is needed for User Acceptance testing.

D. Time-boxes helps everybody concentrate on the same problem at the same time.

A Scrum Master is keeping a list of open impediments, but it is growing and he/she has been able to resolve only a small portion of the impediments.

Which would be the LEAST helpful technique in this situation?

A. Consulting with the Development Team

B. Prioritizing the list and working on them in order.

C. Arranging a triage meeting with all project managers.

D. Alerting management to the impediments and their impact.

Your organization has formed a new Scrum Team and has assigned you as the Scrum Master.

In what ways would you help the team start?

A. Ensure the Scrum Team members have compatible personalities, have the tech leads clarify the expectations and responsibilities of each role, and propose a performance rewards system.

B. Have the Scrum Team members introduce their background experience with each other, ask the Product Owner to discuss the product and answer questions, and ensure the team understands the need for a Definition of "Done."

The outcome of a Sprint can be impacted by which of the following? (Choose all that apply.)

A. The working relationships and skills of the people on the Scrum Team(s).

B. The complexity and stability of the technology.

C. The complexity of the requirements.

What would be typical Scrum Master activities during the Sprint?

A. Monitor the progress of the Development Team and assigning tasks.

B. Remove impediments and facilitating inspection and adaptation opportunities as requested or needed.

C. Avoiding conflicts and escalating to the line managers if conflicts occur.

Which of these tools is mandatory for the Product Owner to use?

A. Release burnup chart.

B. Burndown chart.

C. Version control.

D. Project Gantt chart.

E. None of the above.

What is the Development Team responsible for?

A. Writing User Stories and ordering the Product Backlog.

B. Reporting productivity and selecting the Sprint time-box.

C. Organizing the work required to meet the Sprint Goal and resolving internal team conflicts.

What might be a valid reason for abnormally cancelling a Sprint?

A. When the Development Team discovers it cannot meet their Sprint commitments.

B. When the work becomes too difficult for the Development Team.

C. When the sales department discovers features that add more value than the current work being done.

D. When the Sprint Goal becomes obsolete.