PSM-I

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

• 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.

• 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.

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

Who must attend the Daily Scrum?

• The Scrum Master and Product Owner

• The Developers

• The Developers and Product Owner.

• The Scrum team

• The Developers and Scrum Master.

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

• Minimizing dependencies between teams

• Clear definition of requirements

• Meeting original scope projection

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

• Maximizing velocity

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

• A Scrum Master is no longer needed since they are a mature team now.

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

• True

• False

A Developer 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 Developer

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

• When the Product Owner identifies new work

• As soon as possible after they are identified

• When the Scrum Master has time to enter them

• During the Daily Scrum after the Developer approves them

You have six teams using a traditional method to deliver a product. Your management has asked you to start using Scrum. In the initial project there were separate plans and teams for the layers of a software system, i.e. one for the front-end, one for the middle tier, one for the back-end, and one for the interfaces and services. This resembles what is known as component teams. But you have read that it’s a good idea to have teams organized by feature

• What are the advantages of keeping component teams while starting Scrum?

• There’s less initial disruption than organizing into new teams. As they start, they will discover what works best, and how to potentially re-organize towards thi

• Component teams generally have the skills needed to create a working Increment of software that provides business value.

• Because they have worked together for some time, they are likely able to start producing shippable Increments faster that new feature teams would

• There are fewer cross-team dependencies than working in feature teams.

Who should make sure everyone on the Developer does his or her tasks for the Sprint?

• The Project Manager

• The Product Owner

• The Scrum Master

• The Developer

• All of above

Which Scrum Values are exhibited by not building Product Backlog items that have low business value? (Choose three.)

• Economic value added

• Respect

• Focus

• Earned value

• Courage