7 Organization

A Scrum Master is working with Developers in different geographical locations. The Team meets in a variety of meeting rooms. They do a lot of work logistically (for example, set up conference calls, book the place) before the Daily Scrum. What action should the Scrum Master take in this situation?

• Ask the Developers to alternate who is responsible for meeting setup. This will make them accountable for the logistical work.

• The Scrum Master should set up the meeting and an assign a developer for the logistical work

• Since only the Daily Scrum events need to be conducted in the same place, coach the Scrum Team on conducting this event in the same conference room if possible. Allow the Scrum Team to self-manage and determine for itself what to do. This will make the team more self-organizing.

• Coach the Scrum Team that all the Scrum events (including the Daily Sprint) should be conducted in the same place, if possible. This would enforce consistency. Allow the Scrum Team to self-manage and determine for themselves on what to do.

• Inform management and ask them to solve it as it is an impediment.

Uber has just hired Charles as a new Scrum Master to help them transform their teams from their current traditional process to Scrum. The teams are currently structured to specialize in a single function. I.e. A team would only address a single layer (i.e. design, frontend, backend, testing, etc.). Charles has introduced the concept of cross-functional feature teams where all the skills needed to produce a single business functionality, (end to end) are inside a single team. What should Charles keep in mind when transitioning from single function (aka component teams) to cross-functional feature teams? (Choose the best two answers.)

• Without cross functional feature teams, one cannot do Scrum. Postpone Scrum adoption until the teams are reorganized as feature teams.

• It is easier to compare the performance between cross-functional features teams in order to identify to which teams to assign tasks and which teams need additional coaching.

• Newly formed cross functional feature teams will need time to stabilize before reaching their peak performance. During the initial stages of forming, performance will suffer, and productivity may be low, although even then delivery of business value is still likely to increase. Teams will spend a lot of time initially coaching and communicating internally.

• People from the different layers and components will need time to become accustomed to working and delivering unified functionality together as one Scrum Team thus productivity may suffer in the beginning.

Which two statements are the most accurate in regard to scaling Scrum for large projects requiring multiple Scrum Teams? (Choose the best two answers.)

• Customizing the core Scrum framework is necessary to be successful with Scrum at large scale. Customizing may also include application of only the events and accountabilities needed.

• A well-structured (and ordered) Product Backlog can minimize and often eliminate the need for Developers working on multiple Scrum Teams during a Sprint.

• Team members must work full time on a single Scrum Team.

• A person focusing on the Sprint Backlog of a single Scrum Team is often more productive than that same person working on multiple Scrum Teams at the same time.

The director of engineering in your organization always stresses the importance of meeting deadlines in order for the engineering department to be seen as a reliable source for the product management department. The director has calculated that the team’s velocity needs to increase an additional 15% to meet the commitment he made to management for the release date of the product. He asks Steven, the team’s Scrum Master, to increase his team’s velocity. Which would be the best two responses for Steven to take? (Choose the best two answers.)

• He helps the director understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile he presents this to the team as a challenge and a company goal, leaving it up to them to figure out exactly how to achieve this.

• He informs the director of organizational impediments he is aware of that prevent the team from being more productive. He suggests collaborating with him on how to remove these

  impediments.

• He educates his director on how it is part of a team’s self-management techniques to improve velocity as needed. He invites the director to the next Sprint Retrospective to brainstorm on how they can improve.

• He explains how a team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. He refers the director to the Product Owner for all information concerning the progress of development.

What is management's role in Scrum? (Choose two best answers)

• Managing the Product Owners and Scrum Masters.

• Managing the Finances and Budgets of the Teams.

• To provide the necessary environment for Scrum Teams to thrive and flourish.

• Provide support to the Scrum Teams as needed (by providing insight and resources that help Scrum Team improve).

An Organization has been following the traditional waterfall process for years. The management decides to start implementing Scrum and has hired a New Scrum Master. What should the Scrum Master do? Choose all that apply:

• Start with looking at the existing teams and divide them into multiple Scrum Teams.

• Start attending the Daily calls of every team and start enforcing Scrum.

• Schedule formal training sessions to coach Scrum. Arrange personal coaching sessions if needed.

• Make sure that the Scrum Events are scheduled for all the Scrum Teams.

An organization has 5 Products, each with separate Product Backlog. Each Product Backlog has 2 dedicated Scrum Teams. How many Product Owners could the organization have? (Choose two)

• Five Product Owners. One for each product.

• 10 or less Product Owners assuming each Scrum team needs a Product Owner.

• One Product Owner for all five products.