‘Self-organization works best when there are goals and boundaries. Select two requirements from the Scrum framework that are key for a Scrum Master to teach teams to help them sel-organize: Forming teams happens by the Product Owner selecting each member Maintaining and preferably increasing velocity Time-boxing events to manage risks Creating a releasable Increment by the end of each Sprint Having an even number of team members to be able to do pair programming ‘What is the purpose of a Scrum of Scrums? ‘Share cross-team experiences of different Scrum Masters. ‘Align plans for different Scrum Teams by bringing the Scrum Masters together every day. Meet to report to stakeholders, Align plans of different Development Teams working on the same product. ‘Align Product Backlogs of related products by bringing their Product Owners together. How should Product Backlog items be chosen when multiple Scrum Teams work from the same Product Backlog? | The Product Owner should provide each team with its own Product Backiog. | Each Scrum Team takes an equal number of items. | The Development Teams pull in work in agreement with the Product Owner. | The Product Qwner decides \ The Scrum Team with the highest velocity pulls Product Backlog items first.‘Twelve (12) Scrum Teams are working on a single product. Which one of the following Sprint Planning formats is most likely to be effective? Product Owners and representatives from the Development Teams meet to define goals, and select Product Backlog items. Development Team representatives then take the assigned Product Backlog items back to their Development Teams for decomposition into ‘a Sprint Backlog. All Scrum Teams meet together at the same time in a shared location, and the Product Backlog is visible to all. Scrum Teams figure out what Sprint Goals and Product Backlog they will work on in the upcoming Sprint. They coordinate dependencies, shift team members as needed, and create Sprint Backlogs. Product Owners and management may employ a Pre-Sprint Planning Meeting to plan the goals and content of an upcoming Sprint. The Planning Team then shares the work assignments in the Sprint Planning Meeting to the Development Teams who will actually create the oroduct Increment From the list below, what is the most important concern for multiple Development Teams when they are working from the same Product Backlog? Meeting original scope projections Clear definition of requirements Minimizing dependencies between teams Making sure there's enough work for everyone on every teamTechnical systems can be decomposed to composite elements, from the large to the small. Basic ‘components may be represented as activities, workflows, functions, features, capabilties, and other similar nomenclature. How does this system decomposition affect Scrum Teams on scaled projects? There is one Scrum Team for each functional software layer whose job is to co-ordinate dependencies, work allocation, integration, and testing, How the organization discusses and plans the work of creating software will be reflected in the implementation of that software. Meta-Scrum Teams of up to two hundred people are formed. They then map themselves into appropriately sized Scrum Teams for actual development. This may change every Sprint. Each Meta-Scrum Team manages its own decomposition and integration needs. Scrum Teams setf-organize according to the system decomposition created in design models. The Product Backlog is similarly decomposed. People are assigned to Scrum Teams based on expertise. Hardening Sprints ensure time for resolving dependencies between teams, 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 wil build one product. Select two concitions you should strive for in this scenario. There should be six Product Owners, one for each Scrum Team. There should be only one Product Owner. Each Scrum Team should have a separate Product Backiog The product has one Product Backlog. There should be six Product Owners, reporting to a chief Product Owner.One of the Scrum events is the Daily Scrum. What are two outcomes of the Daily Scrum? A checkiist of completed tasks and an update of the estimates for the remaining tasks that the Scrum Master can use to administer the development work A shared understanding of the most important work to be undertaken next to achieve the best possible progress toward the Sprint goal ‘An update of the impediments for the Scrum Master to take care of A status report indicating what each individual has done, will be doing, and whet is impecing him/her ‘An updated Scrum board to give visibilty over the Sprint's progress for when the stakeholders come visit the development room, ‘4.2000 person software company has been losing money and market share for 3 consecutive years. The CEO has worked hard on the last resort, a merger with a software giant. As part of this merger the CEO fee's the company needs to "go agile,” and wants all 200 teams to use ‘Scrum as soon as possible. Which of the following strategies is the best course of action? ) Assign the teams the goal of going agile in a smooth manner. Have all team members become certified to demonstrate they have basic knowledge in Scrum within 3 months. Assessment resulls should be reviewed collaboratively by the Aaile black belts of the company. Agile black belts must be certified with at least a 95% passing grade. Bring the pros and cons of the merger to the departments and their teams to stress urgency. Bring in external people with relevant experience to work with the teams to understand and adopt Scrum. Work with the Scrum Masters to identify organizational problems that hinder the teams. ) Deprecate all old procedures, positions, tiles and function descriptions. Replace them with ‘Scrum terms while instructing the teams fo act upon their new accountability going forward, Ask the process and procedures department to hand out detailed role descriptions, and the business architects to create a unified set of quality standards for teams to abide by immediately. Bring in an external consulting company to create a plan for all development to be done upon Scrum. Creation of the plan should take no more than 30 days. Execution will be agreed by the company and the senior executives of the company, as they will own the change. Until then no promises of elapse time are possible.‘You are the Scrum Master on a newly formed Scrum Team. Which three of the following activities would probably help the team in starting up? Ask the Product Owner to discuss the product or project, its history, goals, and context, as, well as answer questions, Ensure the Scrum Team members have compatible personalities. Have the Scrum Team members introduce themselves to each other and give a brief background of their skills and work history. Introduce a bonus system for the top performers in the team. Have the development managers for each Development Team member introduce their direct reports and go over their responsibilities on the Scrum Team. Have the Development Team identify and discuss the process for turning Product Backlog items into an increment of potentially releasable software. Which two behaviors demonstrate that a team is self-organizing? The Development Team invites extemal people to the Sprint Planning to ask them how to urn Product Backlog items into an Increment via a complete and detailed Sprint Backiog. The Development Team creates their own Sprint backlog, reflecting all work thatiis part of the definition of "Done." The Development Team members work within the boundaries of their functional description and nicely hand off work from analyst to developer to tester to integration. Development Team members collaboratively select their own work during the Sprint. The Scrum Master is no longer needed, Hardening Sprints are dedicated to resolving dependencies and fixing open bugs. Every 3rd or 4th Sprint may be a Hardening Sprint as required. True False‘Select two ways in which technical debt impacts transparency. It leads to false assumptions about the current state of the system, specifically of an Increment being releasable at the end of a Sprint. It enhances transparency for the Product Owner as a Development Team is not allowed to do additonal feature development in a Sprint 2s long as there is technical debt, As development progresses and code is added, the system becomes more difficult to stabilize, which resulls in future work being slowed down in unpredictable ways. When calculated and estimated, the total amount of technical debt shows exactly how long Until the Product Owner can release the Increment. A scaled Scrum effortis one thal conforms to Scrum and uses more than one Serum Team for ‘one or more Sprints True False From the list below, what is the most important concern for multiple Development Teams when they are working from the same Product Backlog? Meeting original scope projections Minimizing dependencies between teams Making sure there's enough work for everyone on every team Clear definition of requrements Which best describes the role of the PMO in an organization that uses Scrum? The PMO transitions all ofits project managers to Scrum Masters, but other than that, its role does not change. The PMO transitions all ofits project managers to Product Owners, but other than that, its role does not change. The PMO may be tasked with higher level optimizations for program and portfolio management, based on effective application of techniques that complement Scrum. There is no role for a PMO in scaled Scrum.Four 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 their Sprint work is going to remain aligned. 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 them that itis their responsibilty to work with the other teams to create an integrated Increment. Visit every team each day to inspect that their Sprint Backiogs are aligned 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. A Development Team selects a set of Product Backlog items for a Sprint Backlog with the intent to get the selected items done by the end of the Sprint. Select two things that expiain what cone means. No work left from the definition of "Done" Ready for integration ‘Whatever the Product Owner defines as quality Ready for functional testing by the Product Owner All work to create software usable by end users All work performed given the skills that are actually present in the Development Team, Currently, your Development Teams are organized to adcress 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? Feature teams have less communication overhead, ‘You cannet do Scrum without feature teams. Getting support from the business side first helps. Productivity may suffer when making this kind of move. With feature teams, itis easier to calculate the productivity per team.‘Twelve (12) Scrum Teams are working on a single product. Which one of the following Sprint Planning formats is most likely to be effective? Product Owners and representatives from the Development Teams mest to define goals, and select Product Backlog items. Development Team representatives then take the assigned Product Backlog items back to their Development Teams for decomposition into a Sprint Backlog, Product Owners and management may employ a Pre-Sprint Planning Meeting to plan the goals and content of an upcoming Sprint. The Planning Team then shares the work assignments in the Sprint Planning Meeting to the Development Teams who will actually create the product Increment. All Scrum Teams meet together at the same time in a shared location, and the Product Backlog is visible to all. Scrum Teams figure out what Sprint Goals and Product Backlog they will work on in the upcoming Sprint. They coordinate dependencies, shift team members as needed, and create Sprint Backlogs. Inthe Sprint Planning meeting, the Product Owner and the Development Team were unable to reach a clear understanding about the highest order Product Backlog items. Because of ths, the Development Team couldn't figure out how much functionality 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? 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 Forecast the most likely Product Backlog to meet the goal and create Sprint Backlog based ona 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 additonal functionality during the Sprint Discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur. Ask everyone to take as much time as needed to analyze the Product Backlog first, and then reconvene another Sprint Planning meeting, Cancel the Sprint. Send the entire team to an advanced Scrum training and then start a new Sprint.‘What three techniques should the Scrum Master use when the Scrum Team gels caught in an intemal disagreement about which development techniques to aoply? Ask an external technical specialist to make the decision. Involve the complete team. Consutt with team members individually, carefully listening. Send every team member to the company's HR department to express their concems. Use coaching techniques like open questions and actve listening ‘Select two ways that time-boxing promotes sel-organization Time-boxes do not allow enough time for stingent processes or meeting overhead, Time-boxes eliminate politics and bureaucracy. Time-boxes encourage the people who are closest to the problem to create the best possible resuit in the time allotted, given the current context. Time-boxes help everyone focus on the same problem at the same time Teams can determine on their own how much overtime is acceptable for a time-box, generally expressed as a percentage of the time-box. Which two statements are true regarding the nature of large-scale software development with ‘Scrum? (Choose 2) single person working on multiple Scrum Teams is often less productive than one focused on the Sprint Backlog of a single Scrum Team. For large-scale software development, Scrum requires having team members be full time ona single team, Awell-ordered Product Backlog can minimize and often eliminate Development Team members working on muttiple Scrum Teams during a Sprint. No additions or changes to the core Scrum framework are needed to be successful with Scrum at large scale.What are two ways that architecture and infrastructure are handled in Scrum? They are discussed during Product Backlog refinement and are developed only along with selected functionality. They are built by a separate team through the creation of an architectural runway. They are discussed, determined, and documented before the actual feature development Sprints, ‘They are added to the Product Backlog and addressed in early Sprints, while always. requirng at least some business functionality, no matter how small