Every Development Team should have:

The competencies and skills needed to deliver a Done Increment in a Sprint.

At least one representative from each major software engineering discipline (like QA, Dev, UX).

One Lead Developer and no more than 8 other members.

You have just been hired by a company new to Scrum. Your management has assigned you to be the Scrum Master of six new Scrum Teams. These teams will build one product. Select two conditions you should strive for in this scenario. (Choose two.)

The product has one Product Backlog.

There should be only one Product Owner.

There should be six Product Owners, one for each Scrum Team.

There should be six Product Owners, reporting to a chief Product Owner.

Each Scrum Team should have a separate Product Backlog

What is the best suited structure for Development Teams in order to produce integrated Increments?

Each Development Team develops functionality from beginning to end throughout all technical layers.

Each Development Team works only one technical layer of the system (e.g. GUI, database, middle tier, interfaces).

When many Scrum Teams are working on the same product, should all of their increments be integrated every Sprint?

Yes, otherwise the Product Owners (and stakeholders) may not be able to accurately inspect what is done.

Yes, but only for Scrum Teams whose work has dependencies.

No, each Scrum Team stands alone.

No, that is far too hard and must be done in a hardening Sprint.

When can a Development Team cancel a Sprint?

It can’t. Only Product Owners can cancel Sprints.

When functional expectations are not well understood.

When the selected Product Backlog items for the Sprint become unachievable.

When a technical dependency cannot be resolved.

When is a Sprint over?

When the Product Owner says it is done.

When all Product Backlog items meet their definition of “Done”.

When all the tasks are completed.

What are two good ways for the Development Team to make non-functional requirements visible? (Choose two).

Add them to the Product Backlog and keep the Product Owner posted on the expected effort.

Add them to the definition of “Done” so the work is taken care of every Sprint.

Put them on a separate list on the Scrum board, available for all to see.

Run the integration and regression tests before the end of the Sprint, and capture the open work for the Sprint Backlog of the next Sprint.

How much time is required after a Sprint to prepare for the next Sprint?

A new Sprint starts immediately following the end of the previous Sprint.

The break between Sprints is time-boxed to 1 week for 30 day Sprints, and usually less for shorter sprints.

Enough time for the requirements for the next Sprint to be determined and documented.

Enough time for the Development team to finish the testing from the last Sprint.

All of the above are allowed depending on the situation.

How should a Development Team deal with non-functional requirements?

Ensure every Increment meets them.

Make sure the release department understands these requirements, but it is not the Development Team’s responsibility.

Handle them during the Integration Sprint preceding the Release Sprint.

Assign them to the lead developers on the team.

In the Sprint Planning meeting, the Product Owner and the Development Team were unable to reach a clear understanding of the highest order Product Backlog items. Because of this, the Development Team couldn’t figure out how many Product Backlog items it could forecast for the upcoming Sprint. They were able to agree on a Sprint Goal, however. Which of the following two actions should the Scrum Master support? (Choose two).

Forecast the most likely Product Backlog items to meet the goal and create a Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint.

Discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.

Cancel the Sprint. Send the entire team to an advanced Scrum training and then start a new Sprint.

Continue the Sprint Planning meeting past its time-box until an adequate number of Product Backlog items are well enough understood for the Development Team to make a complete forecast. Then start the Sprint.

Ask everyone to take as much time as needed to analyze the Product Backlog first, and then reconvene another Sprint Planning meeting.

Which of the following is required by Scrum? (Choose all that apply).

Members must be stand up at the Daily Scrum.

Which answer best describes the topics covered in Sprint Planning?

What can be done and how to do it.

How conditions have changed and how the Product Backlog should evolve.

Who is on the team and what team member roles will be.

What is the purpose of a Sprint Review?

To inspect the product increment with the stakeholders and collect feedback on next steps.

To take time to judge the validity of the project.

To review the Scrum Team’s activities and processes during the Sprint.

Who must attend the Daily Scrum?

The Scrum Master and Product Owner.

The Development Team and Product Owner.

When do Development Team members take ownership of a Sprint Backlog item?

Never. All Sprint Backlog Items are “owned” by the entire Development Team, even though each one may be done by an individual Development Team member.

At the Sprint planning meeting.

Whenever a team member can accommodate more work.

Who creates the definition of “Done”?

The organization (or Scrum Team if none is available from the organization.

The Scrum Master as he/she is responsible for the Development Team’s productivity.

The Scrum Team, in a collaborative effort where the result is the common denominator of all members’ definition.

The Product Owner as he/she is responsible for the product’s success.

Five new Scrum Teams have been created to build one product. A few of the developers on one of the Development Teams ask the Scrum Master how to coordinate their work with the order teams. What should the Scrum Master do?

Collect the Sprint tasks from the teams at the end of their Sprint Planning and merge that into a consolidated plan for the entire Sprint.

Teach the Product Owner to work with the lead developers on ordering Product Backlog in a way to avoid too much technical and development overlap during a Sprint

Teach them that it is their responsibility to work with the other teams to create an integrated Increment.

Visit the five teams each day to inspect that their Sprint Backlogs are aligned.

Which two things should the Development Team do during the first Sprint? (Choose two).

Develop at least one piece of functionality.

Create an increment of potentially releasable software.

Make up a plan for the rest of the project.

Analyze, describe, and document the requirements for the subsequent Sprints.

Analyze, design, and describe the complete architecture and infrastructure.

What are three ways Scrum promotes self-organization? (Choose three).

By the Development Team deciding what work to do in a Sprint.

By removing titles for Development Team members.

By being a lightweight framework.

By preventing stakeholders from entering the development room.

What is the key concern when multiple Development Teams are working from the same Product Backlog?

Clear definition of requirements.

Minimizing dependencies between teams.

Meeting original scope projections.

Make sure there’s enough work for everyone on every team.

What does it mean to say that an event has a time-box?

The event can take no more than a maximum amount of time.

The event must happen at a set time.

The event must happen by a given time.

The event must take at least a minimum amount of time.

The Product Owner must release each Increment to production.

o make sure the Development Team is done every Sprint.

Whenever the product is free of defects.

Which outcome is expected as Scrum Teams mature?

They will improve their definition of “Done” to include more stringent criteria.

The Sprint Retrospectives will grow to be longer than 4 hours.

There is no need for a time-boxed Sprint, since time-boxes are only for new Scrum Teams.

Sprint Reviews will no longer be needed.

During a Sprint, when is new work or further decomposition of work added to the Sprint Backlog?

As soon as possible after they are identified.

When the Product Owner identifies new work.

When the Scrum Master has time to enter them.

During the Daily Scrum after the Development Team approves them.

For which is the Scrum Master responsible?

The Scrum framework being adopted and used properly.

Managing the performance of the Scrum Team.

The meetings and the objectives that a Scrum Team sets for itself.

Keeping track of resource allocation.

A Development Team asks their Product Owner to re-order the Product Backlog. The team is waiting for an external supplier to deliver a specific software component. Without that component there won’t be enough work in the next Sprint to occupy the full team. The Product Owner asks the Scrum Master for help. What would be good advice to give the Product Owner?

Remind the Product Owner that his primary concern is the flow of value reflected in the ordering of the Product Backlog.

Tell the Product Owner to re-order the Product Backlog so the work involving the external component can be planned in a separate sprint.

Tell the Product Owner that the Product Backlog should be ordered to maximize utilization of the Development Team.

What two factors are best considered when establishing the Sprint length? (Choose two).

The level of uncertainty over the technology to be used.

The risk of being disconnected from the stakeholders.

The organization has mandated similar length sprints.

The frequency at which team formation can be changed.

As the Sprint Planning meeting progresses, the Development Team sees that the workload is greater than they can handle. Which two are valid actions? (Choose two).

The Development Team ensures that the Product Owner is aware, starts the Sprint, and monitors progress.

Remove or change selected Product Backlog items.

Recruit additional Development Team members before the work can begin.

The Development Team works overtime during this Sprint.

Currently, your Development Teams are organized to address a single layer only (for example, front end, middle tier, back end, and interfaces). What are three things to consider when deciding to move away from such component teams toward feature teams? (Choose three).

Productivity may suffer when making this kind of move.

Getting support from the business side first helps.

Feature teams have less communication overhead.

You cannot do Scrum without feature teams.

With feature teams, it is easier to calculate the productivity per team.

Scrum

Quiz

•

Professional Development

•

3rd Grade

•

Practice Problem

•

Medium

Dicky Fahlevi

Used 41+ times

FREE Resource

Ask the Product Owner to assign the people to teams.

7.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

What is the recommended size for a Development Team?

7 plus or minus 3.

At least 7.

9.

3 to 9.

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100 questions

A properly functioning Scrum Team will have at least one Release Sprint and may well have several.

Scrum has a role called “Project Manager”.

The purpose of a Sprint is to produce a done Increment of product.

Scrum is a methodology that tells in detail how to build software incrementally.

To get started in terms of what to build, Scrum requires no more than a Product Owner with enough ideas for a first Sprint, a Development Team to implement those ideas and a Scrum Master to help guide the process.

What is the tactic a Scrum Master should use to divide a group of 100 people into multiple Development Teams?

What is the recommended size for a Development Team?

Cross-functional teams are optimized to work on one technical layer of a system only (e.g. GUI, database, middle tier, interfaces).

The Sprint Goal is a result of Sprint Planning, as is the Sprint Backlog.

The Product Owner makes sure the team selects enough from the Product Backlog for a Sprint to satisfy the stakeholders.

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