Set 2

How can leadership of an agile organization help self-organizing teams get the most out of Scrum?

You have been appointed the Scrum Master for a brand new product your organization is planning to develop. A Product Owner has also been appointed. Initially, fifteen developers will work on the product. What approaches are common for forming teams for this product, and how do they likely benefit or hinder the Product Development effort?

What is Scrum’s relation to Empiricism / Empirical Process Control?

Describe the difference between feature and component teams, and how they hold up when viewed from the perspective of the Scrum Guide.

The developers in your Scrum Team raise an impediment. The work planned for upcoming Sprint involves certain knowledge and expertise they do not possess within the team. How do you handle this impediment?

Scrum is based on empirical process control theory. All of its artifacts must be transparent to ensure sufficient accuracy of inspection. What factors make the Product Backlog transparent? Consider an organization with a fully transparent Product Backlog. If a competitor to that organization obtained access to the Product Backlog, could they understand it and use it to their advantage? Please respond with Yes or No, and explain your stance.

Give two example to demonstrate self-managing in a team.

Among these items choose three ones and explain how to enable self-managing in a Scrum Team; Scrum Values, Scrum Events, Scrum Artifacts, Scrum Commitments, Scrum Accountabilities.

What is the purpose of the Daily Scrum? What are its outcomes? How do Developers do to improve Transparency?

A manager add ad hoc work to backlog frequently. Product Owner also accepts that they are important, and we should do that. As a Scrum Master, how do you deal with this situation?