Scrum is based on which of the following?

A. Defined process.

B. Complex process.

C. Empiricism.

D. Hybrid model

Steven is a Scrum Master of a Development Team that has members working in different cities and time zones. Organizing the Scrum events is time consuming and requires a lot of effort to set up and run. The Development Team proposes to only hold the Daily Scrum on Mondays.

Which two responses would be most appropriate from Steven? (Choose two.)

A. Coach the team on why having a Daily Scrum every day is an important opportunity to update the Sprint plan and how it helps the team self-organize work toward achieving the Sprint Goal.

B. Ensure that there is an overall consensus by having the Development Team members vote.

C. Help the Development Team understand that lowering the frequency of communication will only increase the feeling of disconnect between the team members.

D. Acknowledge and support their decision.

Which approach would you recommend to ensure that the Product Backlog items discussed at Sprint Planning are well understood, actionable, and easier to forecast?

A. Having a separate group of business analysts and functional testers analyzing high-ordered Product Backlog items before Sprint Planning.

B. Having the Product Owner work with stakeholders between the end of the last Sprint and before beginning the next to prepare the Product Backlog items so not to interrupt the Development Team.

C. Having the business analysts in the Development Team create the upcoming Product Backlog items during a Sprint and adding them to the next Sprint's forecast.

D. Having the Development Team use some time during each Sprint to help the Product Owner analyze, estimate, and design items at the top of the Product Backlog that is projected to be worked on in the upcoming Sprint.

Which role is responsible for engaging with stakeholders?

A. The team lead

B. The business analyst

C. The project manager

D. The Development Team

E. The Product Owner

Which role is responsible for determining when it is most appropriate to update the Sprint Backlog?

A. The Product Owner

B. The Development Team

C. The Scrum Team

D. The Scrum Master

Currently, your engineering department is organized in siloed teams that specialize by function (for example, design, front-end, back-end, database, and testing). What would you consider when moving away from component teams towards feature teams?

A. You cannot begin Scrum without have feature teams. It is easier to measure and compare performance between feature teams. Feature teams should have an equal number of team members.

B. Members within feature teams require compatible personalities. Feature teams should have a mix of junior and senior members. Tasks are completed more quickly than component teams.

C. Moving from component teams to feature teams could reduce, productivity in the initial stages. Feature teams have less communication complexity. Getting the support from the business side makes the transition easier.

A cross-functional Development Team is defined as:

A. Cross-skilled individuals who are able to do all the work necessary to deliver a shippable Increment at the end of the Sprint.

B. A team of engineers, testers, business analysts, technical architects and functional managers.

C. A group of full-stack developers shared across multiple teams.

D. A team of skilled developers that can effectively multi-task on multiple Product Backlog items at the same time.

Marian is a Product Owner working on a Scrum Team on a new release for her product. Based on the average velocity of the previous release Marian estimated the project to take seven Sprints. Average velocity in the previous release was thirteen completed units of work per Sprint. Development is three Sprints underway, with four more Sprints to go until the release. Product Backlog has been stable.

Over the first three Sprints, the Developers report their average velocity is nine, while not having fully tested all the delivered functionality. The Developers estimate that the unfinished testing would have required 10% of a Sprint's time. The Developers believe that the required velocity of thirteen is within their reach. What is the most effective way to recover?

A. In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the Product Backlog.

B. Transparency needs to be restored by adding the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only 13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team or cancels the project. The Scrum Master will have to inform the Product Owner and the stakeholders.

C. The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. Up to one release Sprint per three development Sprints may be required. It is Marian's responsibility to inform users and stakeholders of the impact on the release date.

D. The Developers inform Marian that the progress she has perceived to date is not correct. The Increment is not releasable. They give Marian their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. The Developers also re-estimate the effort to complete the remaining backlog, including all testing. In the end, it is Marian's call to continue the project or to cancel.

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?

A. You disagree - you tell the Scrum Master that as Scrum Master they need to manage the timebox better.

B. You disagree - there is not enough information to justify splitting a team into two teams. You ask if there is anything you can do to help your colleague, for example observe one of the Daily Scrums with them.

C. You agree - this is an appropriate solution to the problem.

D. You agree - splitting the team into two teams is a good strategy to allow them to learn how to run Daily Scrums quickly and effectively. Once they have learned to limit the Daily Scrum to 15 minutes, you can combine the teams again.

Self-management is more effective when it happens within boundaries.

Select two relevant boundaries for self-management provided by the Scrum framework. (Choose two.)

A. Timeboxing work to allow for frequent inspection.

B. Creating a valuable and useful Increment by the end of each Sprint.

C. Having an even number of members in a Scrum Team to be able to do pair programming and be more productive.

D. Clearly defining sub-responsibilities and handovers within the Scrum Team.