ScrumPractice Assessment summary 57.1% Of the multiple-choice questions, 57.1% was answered correctly. You can review the assessment details in the report below: 1) What does the Cone of Uncertainty represent? (choose the best answer) a) Uncertainty towards the scalability of a product. b) Uncertainty in reception of the product by end-users. ¢) Uncertainty in the work to be done, influencing estimation and budget, d) Uncertainty in the technological capabilities to build the product. Clarification: Uncertainty in the work to be done best captures the Cone's essence. 2) A team decides their current Sprint length of 30 days is too short. They are overhauling an entire platform and some work just takes more time. They increase their Sprint length to two months, From Scrum's perspective, what are the first most likely consequences of this decision? (choose the 4 best answers) Answered: a,c,d,e - Expected: a,b,e,g Retry assessment¢) The Product Owner will likely be less available, d) The Scrum Values will likely be less embodied by the team. e) Transparency will likely decrease. f) Technical debt will likely increase. g)The team is no longer doing Scrum. Clarification: Empiricism will be affected first. Having Sprint Review and Sprint Retrospective every 60 days means the Product will ikely deviate and the team will improve less. Transparency is lowered as a whole. Obligatory "the team is no longer doing Scrum.” A Sprint is 30 days maximum and preferably less, to ensure regular inspection. The other issues listed may occur, but not necessarily. 3) A Scrum Master is a servant-leader who employs the entirety of Scrum and disregards other Agile approaches. (choose the best answer) Answered: a - Expected: b a) True b) False Clarification: Scrum must be used in its entirety, but itis also a framework that allows for other supporting approaches. See the Scrum guide under Scrum Master services to the Product Owner: "Finding techniques for effective Product Backlog management:" [...] “Understanding and practicing agility" 4) The CEO, a key stakeholder for your team's product, approaches you. He fears an important part of the product's envisioned features is not getting the needed priority. This uncertainty is worrying him deeply. How can you help the CEO? (choose the 2 best answers) Answered: a,c - Expected: b,e Take a short moment to give the CEO a high-level update about the result of the last Sprint Revieb) Inform the Product Owner of the conversation you had, Advise him to invite the CEO to the Sprint Review c) Explain to the CEO that the Product Owner is the one in control of priorities and will do everything to make sure the product offers the maximum possible value to stakeholders and customers. He does not need to worry. d) Take note of the features mentioned by the CEO and relay them to the Product Owner. e) Advise the CEO to take this up with the Product Owner. Clarification: The lack of transparency is best served by joining inspection during Sprint Review. As a stakeholder, the CEO should work with the Product Owner to make his expectations known 5) What is the most important subject during the Daily Scrum? (choose the best answer) a) Impediments to the team that need addressing b) What development team members work on and what they will be working on next. c) Progress on doing the work forecast for this sprint. d) Is the team moving toward the sprint goal and do they need to realign to reach it. Clarification: The Sprint Goal should always be first in mind. The other subjects are secondary and viewed through the lens of "how does this impact the Sprint Goal?", 6) You are the Scrum Master for a new team that's been working with Scrum for three months now. During the Daily Scrum, two of the six developers rarely add to the conversation. When asked, they use vague, unclear language. The other development team members appear frustrated about this for several sprints now, but do not address the situation. In handling this, which of the following options are preferable? (choose the 2 best answers)Answered: a,c - Expected: a,b a) Address your observation during the upcoming Sprint Retrospective. b) Teach the team to each answer the three questions (What did | do yesterday, what will | do today, do | see any impediments for meeting the Sprint Goal). ¢) Trust the team to self-organize and find their own solution to this issue. This is not unusual in a relatively new tea d) Pay attention during the Sprint Review. If the team is delivering valuable working software, it is working for them. No-one tells the team how they approach their work. Clarification: This is a relatively new team and the behaviour is having a negative impact on team members for some time now. Something needs to happen. The three questions are rarely the best answer, but in this case better than doing nothing 7) What does the "Definition of Done" improve? (choose the best answer) a) Shared understanding. b) Insight when planning ) Clarity of conventions, standards or guidelines across the development organization. d) Transparency. e) All of thi ve Clarification: See the Scrum Guide on Definition of Done. 8) A Product Owner approaches you. He feels unsure about the value his product will offer to end-users. As a Scrum Master, what advice can you give him? (choose the 2 best answers) Answered: a,c - Expected: b,ca)As a Product Owner it's his responsibility the product offers the highest value to end-users market. c) By improving the Sprint Review, inviting stakeholders and end-users, more information about the current value of the product can be gained. d) The Product Owner should verify his product vision with management to validate the product is still in line with expectations. Clarification: It is the Product Owner's responsibility, but he/she is aware of this. Pointing that out again is not helpful advice, Management is unlikely to know end-users their exact wishes and expectations. 9) During Sprint Planning, two developers get in a heated debate regarding the technical approach for a Backlog Item. Tension runs really high and harsh language is used. The rest of the team sits in awkward silence. The 8 hour timebox set for Sprint Planning adds to the mounting pressure. As a Scrum Master, what do you do? (choose the 2 best answers) a) Teach the team that not all specifics need to be known at Sprint Planning, b) Ask the Product Owner to make a choice between the two approaches, keeping in mind his Product Vision and it's value to stakeholders. c) Plan a short break to give everyone some breathing room. Remind the team that constructive dialogue is good, but to remain respectful. We are all humans, we're on the same team and work towar d) Allow the discussion to find a natural conclusion. If unavoidable, increase the timebox so a plan for the Sprint can be formed Clarification: This is running out of hand, core Scrum Values such as respect are being forgotten. The Scrum Master needs to act. A natural conclusion is therefore not the best answer. Having the Product Owner choose how the work is done is not ok. The developers decide how. They work with the Product Owner to decide upon scope, but the Product Owner should not choose the technical approach as stated here.10) Why is Scrum referred to as a framework? (choose the best answer) employed. b) You can use the elements needed for it to best perform in your organization ) Itis easy to learn but difficult to master. d) It needs all of its components to work as intended. Clarification: Though a few of these answers are somewhat right, not all are directly related to Scrum being a framework. From the Scrum Guide: "Scrum is not a process, technique, or definitive method. Rather, itis a framework within which you can employ various processes and techniques." 11) In a scaled Scrum effort with Nexus, what is the primary concern of the Nexus Integration Team? (choose the best answer) Answered: d- Expected: ¢ a) Ensuring all teams work from one Product Backlog. b) Ensuring cross-team impediments are resolved. c) Ensuring a working integrated increment is delivered. d) Ensuring dependencies between teams are minimized. Clarification: The Nexus Integration Team is accountable for ensuring that a “Done” Integrated Increment (the combined work completed by a Nexus) is produced at least once every Sprint. 12) Mid-sprint the development team detects that they will likely not meet the Sprint Goal with the work planned. They have a conversation and determine a different way to meet the Sprint Goal, making changes in the work planned in the Sprint. What Scrum Values are in the spotlight here?(choose the best answer) Answered: a - Expected: d a) Inspection, Adaptation b) Build, Measure, Learn c) Respect, Trust d) Courage, Commitment Clarification: People personally commit to achieving the goals of the Scrum Team. The Scrum Team members have courage to do the right thing and work on tough problems. 13) During the Sprint Review, it's become apparent that some of the work is not "Done" because of difficulties that occured during integration. The team points to their lack of tooling for integration. As a Scrum Master, what do you do? (choose the 2 best answers) a) Note this down as something to address during the Sprint Retrospective. b) Respectfully bring awareness to the team that they are responsible for delivering working software. c) Suggest the Product Owner to make room in the upcoming Sprint for non- functional Backlog Items about integration tooling d) Suggest the development team to look into integration tooling, for instance continuous integration. e) Plan a two hour recess in which the team can integrate their work. Clarification: The team should be made aware of their responsibility in delivering working software. The Sprint Retrospective is a good time to dig deeper, and it directly follows the Sprint Review. Let the team self-organize instead of providing possible answers.14) Which of the following are common activities for a Scrum Master? (choose the 3 best answers) a) Causing change that increases the productivity of the Scrum Team, b) Ensuring the Development Team understands items in the Product Backlog to the level needed. c) Understanding and practicing agility. d) Planning Scrum implementations within the organization e) Optimizing the value of the work the Development Team performs. Clarificati activities. n: The wrong answers are listed in the Scrum Guide as Product Owner 15) Which of the following are key components of Scrum for Inspection and Adaptation? (choose the 2 best answers) a) Backlog Refinement b) Daily Scrum c) Self-organization d) Sprint Review e) Acceptance Criteria Clarification: Scrum guide: "Scrum prescribes four formal events for inspection and adaptation [...] Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective” 16) "The Product Owner may be present during the Daily Scrum but is not allowed to interact with the development team in any way." (choose the best answer)a) True b) False Clarification: The Daily Scrum is an internal meeting for the Development Team. If others are present, the Scrum Master ensures that they do not disrupt the meeting. However, if the Product Owner is present and the team requests him to give valuable input, this is allowed. Disruption is not the same as interaction. 17) Tracking velocity as a team metric is discouraged. (choose the best answer) a) True b) False Clarification: Velocity can, in skilful hands, be a useful tool to employ within the Scrum Framework. It is not specifically discouraged. If you use it, do so correctly and wisely. 18) Velocity is an often used metric for Scrum teams. Which of the following statements about velocity are true? (choose the 3 best answers) a) Velocity relfects outcomes of the work done by the team b) Velocity can be a useful metric for a team to self: pect. c) Improving Velocity is something Scrum teams strive to do. d) Velocity is part of the larger Scrum Framework. e) Velocity can be a useful metric to compare team performance team composition. g) Velocity is an output measurement Clarification: Velocity can be a helpful tool for teams. It is unsuitable to draw comparisons, depends on estimation, and tracks output, which does not equate succesfuloutcome. It can be used to spark conversations within the team and self-inspect. 19) Which of the following would you most consider unethical behaviour in software development using Scrum? (choose the 2 best answers) Answered: a,e - Expected: c,¢ a) A development team mid-sprint refusing to add work to the Sprint Backlog, b) A Product Owner not ordering the Product Backlog by highest value or priority. c) A Scrum Team committing to a deadline when many unknowns exist. d) A Scrum Team using KanBan to visualize the cycle time of their work and impose Work in Progress limits. data, because the Product Owner and stakeholders estimate the organizational risk of not releasing to be far greater, Clarification: Not being transparent about uncertainty is unethical. Endangering customers’ privacy is unethical. Go see this excellent Scrum.org video.. The development team owns the Sprint Backlog, they can have good reasons to refuse work. A Product Owner is free to order the Product Backlog how he wants. If a team wants to use additional tools to improve their process, that's usually to be encouraged. In any case, it's not a breach of ethics. 20) Who takes a lead role during the Sprint Review? (choose the best answer) Answered: d- Expected: ¢ a) The Development Team. b) The Scrum Master c) The Product Owner d) The Stakeholders e) The Scrum Teamf) Whoever is deemed most appropriate. Clarification: The Product Owner invites stakeholders, explains what has been "Done", discusses the backlog and projects targets. The Development Team provides more in-depth inspection, collaborates with the Product Owner and stakeholders, but the Product Owner takes the lead. 21) Can a Scrum Master also serve as a Developer on a Scrum Team? (choose the best answer) a)Yes b) No Clarification: This is not prohibited by the Scrum Guide. It can be hard to wear "two hats". It can be difficult to fully attend to all expectations of the Scrum Master role, while also being a focused Developer. It can be helpful to understand more of Development work, It can also be a pitfall 22) You're the Scrum Master for a team working on a new product for a year now. Working software has been delivered each sprint, but not released to the market. Recent pressure from within the organization and Stakeholders is forcing a release in two months from now. The PO feels this is premature as the work to be done before she has confidence in a release, is forecast to take at least six months. She appears quite distressed. What advice or help, in line with Scrum, can you offer? (choose the 2 best answers) a) Advise the Product Owner to create more teams to work on the product. The new teams can lean on expertise from the original team b) Advise the Product Owner to work with the Stakeholders. c) Advise the Product Owner to sit with the team and ruthlessly rescope the work planned. What can be delivered in two months that will meet customer needs? What would we need if we had to release this sprint?d) Advise the Product Owner that the whole of the organization must respect her decisions. Stick to the current product vision and six month timeline. Clarification: Adding more teams will likely slow the effort down due to the learning curve. Sticking to your own plan while ignoring external realities is not adaptation. It creates intransparency, tension, and does not solve the issue, 23) Who is allowed to add work to the Sprint Backlog during the Sprint? (choose the 2 best answers) a) The Scrum Team b) The Development Team c) The Product Owner d) The Product Owner in accordance with the Development Team e) The Scrum Master Clarification: Only the Development Team can change its Sprint Backlog during a Sprint. If the Product Owner wants to change the work planned, he has to do this in accordance with the Development Team 24) Who is accountable for the value of the work the Development Team delivers? (choose the best answer) Answered: b - Expected: a a) The Product Owner b) The Development Team c) The Scrum Team d) The organization e) All of the aboveClarification: Product Backlog management includes: [...]- Optimizing the value of the work the Development Team performs; [...] The Product Owner may do the above work, or have the Development Team do it. However, the Product Owner remains accountable. 25) A Senior Software Engineer and you have a talk over coffee. She tells you she thinks Scrum is really cool, but that it doesn't work for projects that require complex architecture decisions up front. Being a Scrum ambassador, you respond by telling her that in Scrum: (choose the 2 best answers) Answered: b,e - Expected: b,d a) Architecture is handled in any self-organizing way the cross-functional Scrum Team sees fit. c) Architecture is kept to a bare minimum. Simplicity - the art of maximizing the amount of work not done - is essential. ) Architecture can receive more attention during early sprints, as long. as a working piece of software is delivered 2) Architecture is of little concern, as long as working valuable software is delivered Clarification: Architecture emerges during the Sprints. It will ikely need more attention in early sprints. A few of the other answers are somewhat right, but do not explain the way Scrum looks at emergent architecture. 26) Which of the following statements about a Sprint cancellation are not true? (choose the 2 best answers) Answered: b,e - Expected: c,d a) Sprint cancellation consumes resources. b) The Scrum Master may pressure the decision to cancel a Sprintd) A Sprint can be cancelled when the Sprint time-box is over. ) The Product Owner can cancel the Sprint for personal undisclosed reasons, Clarification: a) |s in the Scrum Guide, pretty obvious one. True. b) The term is there to scare you, but the Scrum Guide states he can “influence the decision" to cancel. He can't force, but he can apply some pressure if he/she deems it necessary. So, True. c) Not all work is typically put back on the Product Backlog, and specifically not in the mandatory way this answer puts it. Per the Scrum Guide: "When a Sprint is cancelled, any completed and "Done" Product Backlog items are reviewed. If part of the work is potentially releasable, the Product Owner typically accepts it. All incomplete Product Backlog Items are re-estimated and put back on the Product Backlog." So, False. d) A sprint can be cancelled until the time box is over, not when it is over. False. e) By elimination, this one must be the third true statement, Why? Well: "Only the Product Owner has the authority to cancel the Sprint”. In the end it's at the PO's discretion. In 99.9% of the cases it would be good to share the reason, and really bad for transparency, trust, morale to not do so. However, he/she can do it. For what reason? Maybe they are a horrible person, bad at their job. Or maybe the company got acquired by some other party, making the Sprint Goal obsolete, but the Product Owner is under a Non Disclosure Agreement to not tell the teams about it. Who knows? In short: it would almost always be bad, but there's nothing in the Scrum Guide specifically preventing it. True. 27) How much time does a Product Owner need to spend with the Scrum Team? (choose the best answer) a) Product Owner is a full-time job within the team. b) Product Owner is a part-time job. Many Product Owners have responsibilities outside the Scrum Team. c) The Product Owner needs to spend enough time with the Scrum Team so that it can effectively turn Backlog Items into valuable working software d) The Product Owner spends time with the team during Sprint Planning, Backlog Refinement, Sprint Review and Sprint Retrospective. These events take place within the timeboxes described in the Scrum Guide. e) Based on context, the Product Owner decides how much time is required. Clarification: This varies widely per team. The shortest way to describe it is “enough time". The Product Owner often needs to work with the team outside of the Scrum Events.He needs to be available to the team when clarification or collaboration on reaching the Sprint Goal is required 28) Which of these are Scrum Artifacts? (choose the 3 best answers) a) The Sprint Goal b) The Definition of Done ¢) The Sprint Backlog d) The Sprint e) The Product Backlog f) The Increment Clarification: See https:/scrumguides.org/scrum-guide htmi#artifacts ©2020 ScrumPractice.org - Disclaimer - Cookies & Privacy Professional Scrum™, Professional Scrum Master, PSM, PSM I, PSM II, Professional Scrum Product Owner, PSPO, PSPO |, Scrum Open, etc. is the protected brand of Scrum.org. Our course and practice exams are neither endorsed by nor affiliated with Scrum,org, All the content related to Scrum Guide is taken from scrumguides.org and is under the Attribution ShareAlike license of Creative Commons, Further information is accessible at http:/icreativecommons.orgilicenses/by-sa/4.0/legalcode and also described in summary form at http:icreativecommons.orglicenses/by-sa/4.0/.