Scrum master 4.2

The Increment commits to the Definition of Done. Which of the following explain what Done means?

I - An Increment that could be released to end-users.

II - The work that the Scrum Team is capable of doing given their skills and expertise.

III - All work performed meets the Definition of Done.

IV - An Increment that is ready for quality control activities such as testing.

V - An Increment that is ready for the Product Owner to perform acceptance testing.

• I and III

• Only I

• I, II, and III

• I and IV

You are the Scrum Master of a Scrum Team from an organization that is known to consider on-time delivery and reliability very seriously. A manager detected that your team is not up to speed and that it should increase velocity by 15%. He came to you, the Scrum Master, expecting you to make it happen. How do you respond?

(choose the best answer)

• You tell the manager to talk to the Product Owner since she is the person responsible for having accurate forecasts.

• You present this challenge as a company goal for the Scrum Team while leaving them responsible to define how to achieve it.

• You explain how a Scrum Team uses velocity as a forecast for the work to be done next Sprint but not as a prediction of future productivity. Further, you encourage the manager to communicate with the Product Owner for information about the product development progress.

• You teach the manager that the velocity only concerns the Scrum Team but invite him to participate in the Sprint Retrospective to help the team improve.

You are the Scrum Master of a Scrum Team. During the Daily Scrum, one Developer is constantly discussing technical topics that are interesting but not relevant for the Daily Scrum. What would you do?

I - Manage turn-taking on the Daily Scrum by passing a token around. Each person only speaks while owning the token, which lasts an allotted amount of time.

II - Coach the Developers to help them find a way to solve the problem and own the solution.

III - Use a timer to limit the time that each Developer can speak at the Daily Scrum.

IV - In private, ask the Developer what he believes are the key outcomes for the Daily Scrum. Use the opportunity to coach him and help create focus during the Daily Scrum.

V - Raise the issue as an impediment to the Developer's manager and ask her to resolve this matter.

• I and III

• II and IV

• I, III, and IV

• Il and V

John is a Product Owner working on a Scrum Team on a new release for his product. John used the velocity of the previous release as the reference to estimate that the new release would take ten Sprints. The average velocity of the previous release was twenty Story Points per Sprint. Development is four Sprints underway, with seven more Sprints to go until the release. Further, the Product Backlog has not changed much.

Over the first three Sprints, the average velocity is fifteen, but not all the delivered functionality was tested as needed. The Developers estimate that the unfinished testing would have required 25% of a Sprint’s time. The Developers believe that the required velocity of twenty-three is within their reach. What is the most effective way to recover?

(choose the best answer)

• The Developers inform John that the progress that he has perceived to date is not correct, because the delivered functionality is not fully tested. In other words, the Increment is not releasable. They tell John their estimated effort for paying off the technical debt and suggest paying it off before proceeding with new features. The Developers also re-estimate the effort to complete the remaining Product Backlog, including testing activities.

• The Developers make sure that, for the next Sprints, the selected Product Backlog items are as done as possible. In case the work for a given Sprint is not done, they add it to the next Sprint's Sprint Backlog.

• The Developers talk to John and schedule a hardening Sprint to take care of the accumulated technical debt caused by lack of testing. It is John's responsibility to inform key stakeholders of the impact on the release date.

• The Scrum Team must restore transparency by updating the Product Backlog with the undone work. Further, to compensate for the flaws in the past Sprints, the Developers must figure out how to improve their velocity in future Sprints. If needed, the Scrum Master must step in to improve the development process. In case the situation gets out of hand, the Scrum Master assigns a new Scrum Team or cancels the project.

A Scrum Team is having a hard time scheduling the Daily Scrums because not all Developers work full time and some regularly work from home. To solve this issue, a Developer suggested having Daily Scrums twice a week, when everyone is in the office.

What would be three key concerns if the frequency of the Daily Scrum is reduced?

I - The opportunities to inspect progress toward the Sprint Goal and adapt the Sprint Backlog are reduced. Re-aligning is bound to become even more difficult.

II - It becomes challenging for the Scrum Master to update the Burndown chart daily, which hinders the Scrum Master from fulfilling his/her duty of tracking the Sprint’s progress.

III - The plan for the Sprint might become inaccurate and transparency over progress toward the Sprint Goal is reduced.

IV - It becomes challenging for the Product Owner to accurately report progress about the state of the forecasted work to the stakeholders.

V - Impediments are raised and resolved more slowly.

• I and III

• I, III, and V

• III and V

• I, II, III, and V

• II and IV

Which of the following statements are correct regarding large-scale product development with Scrum?

I- A well-ordered Product Backlog can minimize or even often eliminate having Developers work on multiple Scrum Teams simultaneously.

II - Scrum Team members must be working full-time on a team.

III - A person working on multiple Scrum Teams at once is often less productive than working on a single Scrum Team.

IV - It is necessary to change the core Scrum framework for successfully employing Scrum at scale.

• I and III

• Only III

• I, III, and IV

• I, II, III, and IV

At the sixth Sprint Retrospective, the Product Owner is very disappointed. He claims that the technical debt has increased and that the product is not up to his expectations. Consequently, he claims that the product will need extra Sprints to meet security requirements. Which of the following could be true about this Scrum Team?

I - The Sprint Retrospectives have not been used effectively by the Scrum Team.

II - The Developers have not instilled the necessary quality into the product.

III - The Developers are fulfilling their accountability and they cannot be held responsible for the product having poor quality.

IV - The Scrum Master has not ensured that the Scrum Team is being transparent.

(choose the best answer)

• III and IV

• I, II and IV

• I and IV

• II, III, and IV

You are the Scrum Master of a Scrum Team. Your team is conducting a Sprint Planning. The timebox of the event is almost expiring and the Product Owner and Developers have not been able to get into an agreement about the highest order Product Backlog items. Because of this situation, the Developers are having a hard time forecasting which Product Backlog items they could get Done by the end of the Sprint. However, at the beginning of the event, the Product Owner successfully point the Scrum Team to the business objective that she was hoping to achieve this Sprint. Which of the following action would you support?

(choose the best answer)

• They discuss in the upcoming Sprint Review why this happened and what changes will make it less likely to recur.

• The team should interrupt the Sprint Planning so that everybody takes as much time as they need to study the Product Backlog items first. Whenever they are ready, they meet again to wrap up Sprint Planning before the Sprint can start.

• If everybody agrees, they should continue with the Sprint Planning past its timebox until they are able to define the Sprint Backlog.

• The Developers forecast the Product Backlog items that are most likely to meet the business objective and define the Sprint Backlog. Once the timebox of Sprint Planning elapses, the event is done, and the Scrum Team starts working on the Product Backlog. During the Sprint, they continue to refine additional functionality as needed.

You are the Scrum Master of a Scrum Team. During Sprint Planning, the Developers selected five Product Backlog items for the current Sprint. However, at the end of the Sprint, they were not able to meet the Definition of Done for two of the selected Product Backlog items. Given this, they ask you what should they do with these incomplete Product Backlog items? What would you suggest they do?

I - The items are not included in the Increment for this Sprint.

II - The items are put on the Product Backlog for the Product Owner to decide what to do with it.

III - The items must be reviewed during Sprint Review. Further, the done part of each of these items should be considered for the team’s velocity. Finally, new Product Backlog items must be created for the remaining work.

IV - It is up to the stakeholders to decide over accepting undone work or even releasing it.

• I and II.

• I and III.

• I, II, III and IV.

• I, II, and IV.

You are working with a product which has performance as a key requirement. The manager of a Scrum Team which has you as the Scrum Master suggests to you that performance testing should only be performed every other Sprint because it is too costly. He wants to know your opinion. What would you say?

(choose the best answer)

• It depends on what is stated in their Definition of Done.

• It is not a good idea, because the Increment will lose transparency, making the feedback longer than needed, and hinder empiricism.

• It is a good idea, because we could save money.