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WorksheetsASP-SM-2
Total questions: 39
Worksheet time: 1hrs 18mins
An organization has just hired you as a new Scrum Master to help them transition their teams from their current traditional process to Scrum. The teams are currently structured to specialize in a single function. This is also known as component teams where a team would only address a single layer (i.e. design, frontend, backend, database, testing, etc.). You’ve introduced the concept of cross-functional teams where all the skills needed to produce business functionality, from end to end, are inside of a single team. What should you keep in mind when transitioning from siloed teams to cross-functional teams? (Choose two.)
It is easier to compare the performance between cross-functional teams in order to identify to which teams to assign tasks and which teams need additional coaching
Newly formed 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.
Without feature teams, you cannot do Scrum. Postpone Scrum adoption until the teams are reorganized in feature teams.
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
A Product Owner of one of the Scrum Teams, has been attending the Daily Scrum. During the Daily Scrum, the Developers have been reporting their daily work to PO so that he is aware of their Sprint progress and what each member is working on. What is the best action for the Scrum Master to take?
Ask PO to stop attending the Daily Scrum.
Coach PO and Developers on the purpose of the Scrum events and let them figure out what to do in this situation.
Allow the PO to participate in the Daily Scrum as he is responsible for the success of the product.
Facilitate the Daily Scrums to avoid any conflicts between the Developers and PO.
In the Sprint Retrospective, there is discussion that the quality of the Increment is not sufficient for going to production. In response, a Scrum Team member points out the high velocity reached by the team. What are the two best actions for the Scrum Master to take? (choose the best two answers)
Stress the value of working product over measured velocity.
Agree and praise the Developers for their hard work, so they are motivated to do even more in the next Sprint.
Acknowledge the hard work, but remind the Developers that they need to
improve to do even more in the next Sprint.
Facilitate a discussion on how to improve the quality to a level sufficient for production, even if the measured velocity will drop in the next Sprint.
An organization has hired Steven to be the Scrum Master of three new teams that will work on the initial release of a new product using Scrum. Steven advises the group on how to get started with Scrum. What are the first two things Steven should recommend? (Choose the best two answers)
Each Scrum team has its Product Backlog with items only their team will be working on.
One Product Backlog to represent all of the known work needed to be done for the product.
Three Product Owners, one for each Scrum team.
Having one Product Owner be accountable for maximizing value flow throughout the development process and providing transparency on the overall progress.
A Scrum team has six members in total: four who work full-time in the office and two who work part-time at home. The team is arguing that synchronizing each day is too difficult and has suggested that the Daily Scrum should be held every other day instead. What three main issues would arise if the Daily Scrum was held less frequently? (Choose the best three answers)
Impediments would be raised and resolved slower.
Opportunities to inspect and adapt the Sprint Backlog would be reduced.
Less information regarding progress would be shared as this would cause the Sprint plan to become inaccurate and reduce transparency over progress toward the Sprint Goal.
The Scrum Master would lose the ability to update the burndown chart adequately.
The Product Owner would not accurately inspect the utilization of the individual team members.
Developers are working from globally distributed locations. Conducting the Scrum events via a conference call is proving difficult and an impediment to the Scrum Team self-managing. As Scrum Master, you have raised this in the Sprint Retrospective
Which two are the most appropriate things for the Scrum Master to do?
Choose 2 answers
Introduce the tools in use elsewhere in the organization that have helped other teams
Help the Developers discuss, choose and introduce suitable communication tools
Raise the impediment to management and challenge the distributed nature of the team
Wait for the Developers to choose and implement a solution
Using Scrum ensures that all resources on a project will be utilized in the most efficient way.
False
True
The Product Owner suggests postponing Sprint Planning as they haven't been able to process all the feedback from the Sprint Review into the Product Backlog yet. They argue it makes no sense to plan the Sprint if the Product Backlog isn’t in a good state. As a Scrum Master, How should you respond?
Select 2 answers.
Get the Product Backlog into a refined state as part of Sprint Planning and the early work in the Sprint.
Delay the start of the Sprint for a short time to allow the refinement to occur. Transparency is key and it would not make sense to work on other things in the Product Backlog in the meantime.
Focus on work that is refined and work to incorporate this new feedback into the Product Backlog during the Sprint.
Start the Sprint, delay Sprint planning and ensure the Scrum Team spend the time needed to refine the Product Backlog.
The Developers in your Scrum Team suggest that they no longer need the Daily Scrum and want to stop doing them. They collaborate on an ad-hoc basis throughout the day. As a Scrum Master, How should you respond?
Enforce the Daily Scrum. It is a mandatory part of Scrum and must be done.
Check the Developers understand the purpose of the Daily Scrum. Do their ad-hoc conversations include everyone in a synchronous way that would allow the surfacing of issues that may not occur via 1 on 1 or smaller group discussions? How do they collectively plan work for the next 24 hours? If these things are happening elsewhere, why not do them via the Daily Scrum?
Do nothing. The Scrum Master does not manage the Scrum Team and this is not something they need to get involved in.
Allow the Scrum Team to make the change. Self-management key here.
You join a new Scrum Team as Scrum Master. Up until now, the Product Owner has not been attending Sprint Retrospectives. The Developers fear they will become "too negative" with the Product Owner present. As a Scrum Master, What should you do?
Respect the Developers wishes
Explore further why the Developers fear the presence of the Product Owner. Work with the Developers to find a safe way to introduce the Product Owner to the Sprint Retrospective to enable greater transparency.
Facilitate a discussion in the Scrum Team and allow them to decide what is best to do
Speak to the Product Owner and see what they think. Do what they suggest is best.
A Scrum Team selected a Product Backlog item during Sprint Planning. However, at the end of the Sprint the work does not meet the Definition of Done. What two things should happen with this incomplete Product Backlog item?
The item is not included in the Increment for this Sprint.
It is put on the Product Backlog for the Product Owner to decide what to do with it.
Review the item, add the done part of the estimate to the velocity and create a Story for the remaining work.
Only the stakeholders decide over acceptance of undone work and whether to release it.
Creating a forecast for a Sprint tends to run more smoothly when the Product Backlog items that are discussed are well understood and actionable. Which approach would you recommend to ensure well understood and actionable Product Backlog items at Sprint Planning?
The analysts on the Scrum Team document high-ordered Product Backlog items during a Sprint when they are not busy working on the forecast.
The Developers use some time in each Sprint to analyze, estimate and design high-ordered Product Backlog items.
The Product Owner works with the stakeholders to prepare Product Backlog items outside of the Sprint so the Developers will not be disrupted.
A separate Scrum Team of business analysts and testers analyze high-ordered requirements one Spent ahead of development.
Two new Developers have started working for a Scrum team. They are not sure if they have all the skills required to complete the items. What skills and competencies should the Developers need to have? (Choose the best answer)
Complete all development work so that the testers can take over in the next Sprint.
They should be able to turn the Product Backlog items they select into a potentially releasable product Increment of functionality.
Complete the project within the estimated time as promised to the Product Owner.
Which of the following four software development risks is addressed by Scrum?(Choose all that apply)
The timescale of the planned work.
The clear definitions of stages and gateways in the overall governance model.
The stability and complexity of the technology.
The complexity and unpredictability of the requirements.
The skills and working relationships of the people on the teams.
You have just been hired as a Scrum Master by a company new to Scrum The company wants to use Scrum to build a new product that was conceived by the product management department. You will be the Scrum Master of two new teams that will build a first version of the product. The product management department assigns two new Product Owners, but wants more advice about the required participation with the new Scrum Team, Which two suggestions would you offer?
Each Scrum Team has a separate Product Backlog, holding each team's assigned requirements.
A single Product Backlog should be maintained holding all requirements for the new product.
Having one Product Owner will improve the clarity of accountability to the teams and to the product management department.
Two Product Owners are necessary, one for each Scrum Team, They report to an overarching chief Product Owner.
Which statements are true about the Sprint Goal?
Sprint Goals give Developers flexibility and creativity on how to implement functionality during the Sprint
The use of Sprint Goals is optional in the Scrum Framework.
During Sprint Planning, the Scrum Team crafts a Sprint Goal based on an objective that the Product Owner would like to achieve that Sprint
Sprint Goals often change during the Sprint as new insights emerge during the work.
Creating a forecast for a Sprint tends to run more smoothly when the Product Backlog items that are discussed are well understood and actionable. Which approach would you recommend to ensure well understood and actionable Product Backlog items at Sprint Planning?
The analysts on the Scrum Team document high-ordered Product Backlog items during a Sprint when they are not busy working on the forecast.
The Developers use some time in each Sprint to analyze, estimate and design high-ordered Product Backlog items.
The Product Owner works with the stakeholders to prepare Product Backlog items outside of the Sprint so the Developers will not be disrupted.
A separate Scrum Team of business analysts and testers analyze high-ordered requirements one Spent ahead of development.
Steve is a Scrum Master asked to assist in creating five new Scrum teams that will be working to build a highly anticipated product. He talks with them about the importance of being able to integrate their Increments by the end of their Sprints. This includes the first Sprints. The product is very important to both the end-users and the organization. Of the choices raised by future team members, what would Steven encourage? (Choose the best answer)
Each Scrum team delivers Increments in its own code branch. After UAT is performed at the Sprint Review, the code branch is isolated until enough Increments are considered acceptable. All code branches will then be merged during the release phase.
Wait until enough of the infrastructure and architecture is in place before starting the first Sprints. This will increase the success of delivering integrated Increments in Sprint 1.
Each Scrum team delivers functionality at the end of each Sprint. New Product Backlog items will then be added to the next Sprint Backlog to integrate their functionality with the other teams to create a unified Increment.
All Scrum teams agree on a mutual understanding of ‘done’ that defines all work necessary to deliver a potentially shippable Increment that includes all previous Increments delivered for the product.
One Scrum Team is developing a product. They track how much software they produce as velocity. Their current velocity is 18 units of done work. A second team will be added to work on the same product. What is the most likely impact on the velocity of the original team? (choose the best answer)
Their velocity is likely to be not affected and stay at 18.
Their velocity is likely to decrease and be lower than 18.
Their velocity is likely to increase and be higher than 18.
During the Sprint Review, the Product Owner decides to release the current Increment to production. The stakeholders suggest temporarily delaying the next Sprint in order to implement any further changes more quickly depending on a meeting with the customers, after the release. The Product Owner prefers to continue with the next Sprint and make progress towards the next release. Steven, the Scrum Master, begins facilitating the discussion. What would be two acceptable outcomes of the discussion? (Choose the best two answers)
Continue with the Sprints and keep collaborating with the customers and potentially add Product Backlog items if needed.
Continue with the Sprints but shorten the Sprint timeboxes to allow Developers respond to the new customer's requests faster.
Delay the next Sprint to allow Developers to work on new customer requests.
Continue with the Sprints but allow the Sprint Goal within the Sprint to change according to the customer feedback.
At Sprint Planning, the Developers are not able to forecast the number of Product Backlog items they can do in the upcoming Sprint due to unclear requirements. The Product Owner, however, was able to clearly define the business objective he hopes to achieve in the Sprint. Which of the following two actions would you support? (Choose the best two answers)
The Developers forecast the most likely Product Backlog items to meet the business objective and create a Sprint Backlog based on an initial design and plan that is likely. Once the timebox for the Sprint Planning meeting is over, they start the implementation and continue to analyze, decompose, and create additional functionality during the Sprint.
If everyone agrees, the Sprint Planning can be extended until the Developers forecast enough Product Backlog items before starting the implementation. They should be able to do it because they self-manage their work.
Allow the Developers as much time as they need to review the Product Backlog items before reconvening with the Product Owner when they're confident enough to make a Sprint forecast.
They'll talk about why this happened in the upcoming Sprint Retrospective and what changes they'll make to make it less likely to happen again.
Steven is a Scrum Master on a new Scrum team. What would be the best way for him to determine if the Product Owner is interacting enough with the Developers during a Sprint? (Choose the best answer)
Check whether the Product Owner is actively engaged at the Daily Scrums.
Check whether the Increment presented at the Sprint Review meets the Product Owner’s expectations.
Observe whether the Product Owner has provided enough information at the Sprint Planning to make his/ her presence optional during the Sprint. The level of autonomy within the Developers can be the result of having the right presence from the Product Owner.
The Product Owner must be present at all times when the Developers are working. Scrum forbids the Product Owner from being unavailable.
A new Product Owner has joined an existing Scrum team that has been working together for eight Sprints. The Developers have grown to have a good understanding of the functionality and business for the product they have been building. The Product Owner, being new to the company, is unsure about his responsibilities. Explain two acceptable ways of assisting the Product Owner as a Scrum Master.. (Choose the best two answers)
When the items on the Product Backlog are handed over to the Developers, you tell the Product Owner to make sure there are no ambiguities or possible misunderstandings. This is best done by capturing the functional requirements during an analysis phase, resulting in documents that are considered as the working product of such analysis Sprints.
You advise the Product Owner to formulate the Product Backlog with the help of the Developers and stakeholders, as they are the most knowledgeable. The Product Owner will quickly catch up by asking questions and working with them.
You inform the Product Owner that, in today’s highly competitive markets, it is important that the Developers are updated on changing business priorities on a daily basis. The Daily Scrum allows the Developers to adapt to the changes in scope without delay.
You advise the Product Owner to start building a good relationship with the stakeholders of the product. Ongoing interaction with them is important to regularly align with changing organizational or market expectations. The Product Owner is also expected to invite the right stakeholders to the Sprint Review meeting.
Your company has notified the stakeholders that they will be delivering the first release of a new product within ten Sprints. On the seventh Sprint, the Scrum team discovers that they will not be able to include all of the expected features within the first release. The Product Owner believes if they remove some items from the Definition of Done they will be able to accelerate the development process. The Developers object to this idea as it will lead to technical debt. As a Scrum Master, what would be the best two ways to explain to the Product Owner the impact of technical debt? (Choose the best two answers)
The amount of technical debt will need to be analyzed in order to understand the impact on subsequent releases in order to allocate additional Sprints at the end of the project.
Releasing the version upon a reduced Definition of Done creates false assumptions about the actual state of the system. This will create many interruptions during the development of the next release as fixes will need to be done to the previous release caused from a reduction of quality.
Reducing the Definition of Done will introduce unknown errors as development progresses and functionality is added. The system can become more difficult to stabilize as work progresses. Development for the actual release as well as future releases will be slowed down in unpredictable ways.
As long as there is still technical debt in the current release, feature development for the next release cannot be started. The Product Owner must first agree to this impact before allowing changes to the Definition of Done.
During the Sprint Review, one of the stakeholders announces that due to recent market changes, there is a risk that funding might be reduced for the project. This triggers tensions to rising and arguments to break out between members. As a Scrum Master, what would be the best actions to take? (Choose the best two answers)
Be objective and request for a short break for people to calm down.
Inform everyone that the team needs to stay busy until the information is formally announced.
Avoid getting involved as it is the Product Owner’s responsibility to manage stakeholder expectations.
Encourage the stakeholders and Product Owner to focus on delivering the highest value items for the next Sprint
Defend the original budget and request the stakeholders to adhere to the original agreed funding for the product.
In what ways does the Scrum Master keep the Developers working at their highest level of productivity? (Choose the best answer)
By causing the removal of impediments to the Scrum team’s progress and helping the Scrum team focus on creating high-value Increments that meet the Definition of Done
By helping the Developers with user acceptance tests and tracking defects.
By ensuring each member takes turns speaking at the Daily Scrum and ending the event on time.
By keeping the Scrum board and burn-down chart updated daily.
Ann has recently started working with a Scrum team as a Product Owner. She doesn't know how to estimate the items in the Product Backlog. What guideline should the Scrum Master provide if she asks how estimations should be made in Scrum? (Choose the best answer)
Estimates must be made in Story Points.
Estimates must be in relative units.
The Developers are responsible for estimates.
Estimates are made by the Product Owner.
Estimates must follow the Fibonacci Sequence.
Developers discover that they don't have the tools and infrastructure needed to make each selected Product Backlog item "Done". What is the most appropriate action for the Scrum Master to take? (Choose the best answer)
Stop the Sprint and have the Developers work on the infrastructure before continuing.
Coach the Developers to improve their skills, tools and infrastructure over time and establish a Definition of Done that is actually possible to achieve given the current circumstances.
Encourage the Product Owner to accept partially done Increments and complete the work in the Hardening Sprint.
During a Product Backlog refinement meeting, the Product Owner introduces a business objective that will be worked on for the next Sprints. To achieve the business goal, the Product Owner sees a set of critical features that must be supplied. Because the features will be using sensitive user data, they will be subjected to external security audits. These non-functional security requirements were not applicable to previous Increments. What are two effective methods for developers to address these high-security concerns? (Choose the best two answers)
During the Sprint Retrospective, the Developers assess how to add these expectations to their Definition of Done so every future Increment will meet these security requirements. If needed, they can work with external specialists to better understand the requirements.
They are added to the Product Backlog and addressed throughout the next Sprints, combined with creating the business functionality in those Sprints, no matter how small the business functionality.
They should be handled by a separate security team in a parallel Sprint so that security issues can be resolved through application enhancements without affecting functional development.
A complete list of security-related Product Backlog items needs to be created before starting a new Sprint.
To avoid disrupting Developers during feature development, they should be planned in parallel Sprints. After security concerns have been resolved, they will be applied to previously completed work before new features can be developed.
Which two of these situations best demonstrate that a Scrum Team is self-managing? (choose the best two answers)
The Developers create their own Sprint Backlog, reflecting all work that is part of the Definition of Done.
The Scrum Team invites the right external people to the Sprint Planning to help them create a complete and detailed Sprint Backlog before the meeting timebox expires.
Management is invited to the Daily Scrum for a progress update and subsequently works with the Scrum Master to optimize the plan for the next day.
The Developers are strictly working within the boundaries Of their function description, and are handing off work in a timely fashion to the other members within the team.
Developers collaboratively select and re-plan their work during the Sprint.
Five new Scrum teams are being formed by a company to work on a single product. Several future team members inquire about the Scrum Master's role in coordinating work among the various Scrum teams. What should the Scrum Master do next? (Choose the best answer)
Advise the teams to minimize dependencies by working on separate development branches and integrating at the end of four Sprint cycles.
Teach them that it is their responsibility to form the teams such that each team will have the necessary skills, knowledge, and competencies to create an integrated Increment by the end of every Sprint.
Teach the Product Owner to collaborate with the technical leads to order the Product Backlog in such a way that there is no technical or development overlap during a Sprint.
Visit the five Scrum teams daily to ensure alignment and that all Sprint Backlogs remain synchronized.
At the end of Sprint Planning, collect all Sprint tasks and create a consolidated plan for the entire Sprint.
What action should a Scrum Master take if the Developers have decided that Retrospectives are no longer necessary? (Choose the best answer)
Suggest reducing the frequency of the Retrospectives.
Extend the Sprint timebox in order to fit the Retrospectives.
Comply with the team’s decision.
Start facilitating more productive and useful Retrospectives, in order to teach them the importance.
Several Sprints into a project, a client is complaining to the Product Owner about the poor performance of the product. As a Scrum Master, how can you help the Product Owner? (Choose the best answer)
Tell the Product Owner that the Developers are in charge of the product's performance.
Note the issue for the next Sprint Retrospective.
Notify the team responsible for system performance.
Coach the Product Owner on effective ways to communicate this concern to the Developers and encourage the Product Owner to add the performance issue to the Product Backlog.
You are the Scrum Master for four Scrum teams that are working on the same product. Several Developers have informed you that in the next two Sprints, their teams will require full-time assistance from an external technical specialist Nicole. What key concerns should the Scrum Master take into account? (Choose the best answer)
The ability to produce integrated Increments and the benefit of teams solving the problem themselves.
Maintaining a consistent velocity.
Hiring additional resources to fill the void in skillset.
Having enough work for all team members.
Peter is a new Product Owner on a newly formed Scrum team. Peter has projected a product completion date based on an estimated velocity of 21 completed points per Sprint. After the first 3 Sprints, the Developers have determined that their maximum velocity is 15 points and that they are unable to create shippable Increments at the end of each Sprint. What is the best way to proceed? (Choose the best answer)
Due to the failure of the Sprints to produce shippable Increments, opportunities to inspect and adapt have been lost. To increase the team's capacity, the Scrum Master should encourage the organization to add more team members.
The Scrum Master would coach the team on improving their estimations and commitment to completing the Sprint Backlog.
Extend the Sprint in order to complete the Sprint Backlog items.
Inform Peter that the projected completion date is not correct. The Developers would estimate the remaining work to produce a shippable Increment and suggest completing it (make it meet the Definition of Done). Based on empirical data, Peter can adjust the completion date and decide how to continue.
Ali works as a Scrum Master for an organization that has hired 30 Developers. He's working on ways to make team formation go more smoothly. What type of team structure is best for creating integrated increments? (Choose the best answer)
Every team has Developers who are capable of developing functionality from start to finish across all technical layers.
Each team specializes in one technical layer of the system (e.g. front-end, database, back-end etc.).
It doesn't have to be a specific one, it depends on the product that they are delivering. They might not have to be cross-functional to deliver.
A new Developer has just joined a new team. The team was overjoyed to have a new member join them during Sprint Planning, and they selected far too many items for the Sprint. What should they do now that they've selected too much work after the Sprint began?(Choose the best answer)
Encourage Developers to work with the Product Owner to remove some work or Product Backlog items as soon as possible.
Add additional team members to handle the extra work.
Continue working and update the Product Owner at the Sprint Review.
Modify the Definition of Done to ensure all Product Backlog items can be done by the end of the Sprint.
Currently, your engineering department is organized in siloed teams that specialize by function (e.g. front-end, back-end, database and testing). What would you consider when moving away from component teams towards feature teams? (Choose the best answer)
You cannot begin Scrum without having feature teams. It is easier to measure and compare performance between feature teams. Feature teams should have an equal number of team members.
Members within feature teams require compatible personalities. Feature teams should have a mix of junior and senior members. Tasks are completed more quickly than component teams.
Moving from component teams to feature teams could reduce productivity in the initial stages. Feature teams have less communication complexity. Getting support from the business side makes the transition easier.
Kevin is a senior Developer that has recently joined an existing Scrum team. The existing team members are unable to get along with Kevin and conclude that he is not the right fit. If necessary, who is responsible for removing the new team member, and why? (Choose the best answer)
The HR department, as they are responsible for the hiring process.
The Product Owner because he/she is responsible for managing the team.
The Developers are responsible because it is an internal team issue. May also request help from the Scrum Master.
The Scrum Master because he/she is responsible for helping the Developers to remove Impediments.
