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Who should take the Scrum PSM II: Professional Scrum Master II Exam
The Scrum PSM II: Professional Scrum Master II exam test is targeted towards anyone out there aspiring to become a Scrum Master. The certification and training are suitable for members and managers of Scrum teams, teams transitioning to Scrum, and all other professionals who wish to pursue their careers as Scrum Master.
The Agile approach has influenced the world by surprise. The demand for practitioners with experience in agile methodologies who can properly handle and implement agile projects has risen in agile software environments. One can be qualified in these techniques by having a Scrum Master Certification. At the same time, this qualification serves as concrete evidence for employers searching for people with these skills. So it is worth developing an interest in Scrum and take the Scrum PSM II: Professional Scrum Master II exam test.
The PSM-II certification is highly regarded in the Scrum community and is recognized by many organizations around the world. It demonstrates the candidate's expertise and knowledge of Scrum methodology and their ability to apply it to solve complex problems. Professional Scrum Master level II (PSM II) certification also validates the candidate's ability to lead and coach Scrum teams effectively. Overall, the PSM-II certification is an excellent way for individuals to advance their career in Scrum and demonstrate their commitment to continuous learning and improvement.
NEW QUESTION # 19
If burndown charts are used to visualize progress, what does a trendline through a release burndown chart indicate?
- A. When the work remaining is projected to be completed if nothing changes on the Product Backlog or Development Team.
- B. The evolution of the return of investment on the project.
- C. When the project will be over if the Product Owner removes work that is equal in effort to any new work that is added.
- D. When all work will be completed so the Scrum Team can start work on a new Product Backlog.
Answer: A
Explanation:
The trendline is based on the team's average velocity and the projective completion to zero is based on the team's velocity. The burndown chart is a helpful tool for Development Teams to self-manage BUT it is not mandatory as the teams will decide the best way to manage their own progress and promote transparency.
NEW QUESTION # 20
A Scrum Team must have a Product Owner and Scrum Master.
- A. False. A Scrum Master is only necessary when requested or needed.
- B. False. If a Product Owner is unavailable, he/she can be replaced by a Business Analyst.
- C. True. Their participation and availability will impact the outcomes produced by the Scrum Team.
- D. True. Each must be a full-time member on the Scrum Team.
Answer: C
Explanation:
A Product Owner or Scrum Master can be dedicated to one team OR participate as a member on more than one team. How much time they spend with each team will directly impact effectiveness of the team.
NEW QUESTION # 21
Which role would know the most about the progress toward a business objective or a release, and be able to explain clearly the alternatives?
- A. The Product Owner
- B. The Release Manager
- C. The Scrum Master
- D. The Development Team
Answer: A
NEW QUESTION # 22
A Scrum Master colleague of yours wants some guidance on what to do in the following situation. During the Daily Scrum, one Scrum Team member, who is a key central figure in the organization, drags on and on about things which actually are interesting but not relevant for the Daily Scrum, day after day. What are two suggestions you would offer to your colleague?
(choose the best two answers)
- A. You suggest using a timer, to limit the time each person can speak at the Daily Scrum.
- B. You suggest coaching the Developers to help them find a way to solve the problem, and own the solution.
- C. You suggest passing a token around. The person holding the token has the floor to speak for an allotted amount of time.
- D. You suggest taking the person aside and asking them what they believe the key outcomes are for the Daily Scrum. Effectively coaching them to help create focus during the Daily Scrum.
- E. You contact the team member's Line Manager and raise this as an impediment to the Manager, and ask that they resolve this matter.
Answer: B,D
Explanation:
Explanation
A) You suggest taking the person aside and asking them what they believe the key outcomes are for the Daily Scrum. Effectively coaching them to help create focus during the Daily Scrum.
This is a good suggestion because it shows respect and empathy for the person, while also helping them understand the purpose and value of the Daily Scrum. Coaching is one of the core competencies of a Scrum Master, and it can help the person self-reflect and improve their behavior12.
E) You suggest coaching the Developers to help them find a way to solve the problem, and own the solution.
This is another good suggestion because it empowers the Developers to take ownership of their own process and communication. The Scrum Master's role is not to impose rules or solutions, but to facilitate and enable the team's self-organization and collaboration12. By coaching the Developers, the Scrum Master can help them address the issue in a constructive and respectful way.
References: 1: What is a Scrum Master? | Scrum.org 2: What is a scrum master? [+ Responsibilities] | Atlassian
NEW QUESTION # 23
Where should the Daily Scrum be held according to the Scrum Guide?
(choose the best answer)
- A. Wherever the Developers think is best.
- B. In a room where management can listen in.
- C. Around the Scrum board.
- D. In the coffee corner to confirm this is an informal gathering.
- E. In the room that is reserved by the Scrum Master.
Answer: A
Explanation:
Explanation
According to the Scrum Guide 2020, the Developers can choose the location and structure of their Daily Scrum, as long as it is consistent and conducive to inspection and adaptation. The Daily Scrum is an event for the Developers, not for the Scrum Master, the Product Owner, or the management. The Developers are responsible for planning their work for the next 24 hours and synchronizing their progress toward the Sprint Goal.
References:
Scrum Guide 2020, page 11: "The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work." Scrum Guide 2020, page 12: "The Daily Scrum is held at the same time and place each day to reduce complexity."
NEW QUESTION # 24
How much work must a Development Team do to a Product Backlog item it selects for a Sprint?
- A. As much as it can fit into the Sprint. Any remaining work will be moved to a subsequent Sprint.
- B. All development work and at least some testing.
- C. An equal amount of time on analysis, design, programming, testing and documentation.
- D. As much as it has informed the Product Owner will be done for every Product Backlog item it selects in conformance with the definition of "Done".
Answer: D
NEW QUESTION # 25
Which role is responsible for determining when it is most appropriate to update the Sprint Backlog?
- A. The Development Team
- B. The Product Owner
- C. The Scrum Master
- D. The Scrum Team
Answer: A
Explanation:
The Development Team is responsible for tracking the remaining work of the Sprint.
NEW QUESTION # 26
During the implementation of an item in the Sprint Backlog, a conflict arises between team members about what work is needed to make the item 'done'. Some say it is a part of the Definition of Done and others say it isn't. Steven, the Scrum Master, observes a debate forming and members beginning to take sides.
What is the best action for Steven to take?
- A. Bring the Product Owner to the discussion and have him/her decide the work needed to make the item 'done.' It is the Product Owner's responsibility to manage the Development Team members.
- B. Facilitate a session with all members on the Scrum Team to help them resolve the conflict, refine the Definition of Done, and become effective again. Tell the team that conflicts are a natural occurrence and coach them on the value of resolving conflicts.
- C. Immediately end the discussion before it becomes worse. Make the decision on what work is needed to make the item 'done' and teach the team about the importance of avoiding conflicts.
- D. Bring the Development Team members together and interpret the Definition of Done for them so that there are no future conflicts on interpretation.
Answer: B
Explanation:
The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps the Scrum Team understand which of their interactions are helpful and which are not. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.
NEW QUESTION # 27
A few members of the Scrum Team discuss work that is not being done. Some say it is part of the Definition of Done, others say it is not. After an hour of angry discussion, someone starts making personal insults and anger levels rise. What is the best action for the Scrum Master to take?
(choose the best answer)
- A. Defuse the conflict. Take the Definition of Done and tell the other members of the Scrum Team how to interpret it, so they can autonomously decide whether the debated work is or is not part of it
- B. End the discussion. Make the call whether the work is or is not part of the Definition of Done. Identify who is involved in the conflict and decide on their further presence on the Scrum Team.
- C. Conduct a session to help the Scrum Team resolve the conflict and create a uniform Definition of Done.
Remind the other members of the Scrum Team that conflicting ideas are natural, but making it personal does not help. - D. Take the people involved aside. Ask them to resolve the situation outside of the Scrum Team, if required through their managers. The goal is to maintain stability in the team.
Answer: C
Explanation:
Explanation
The best action for the Scrum Master to take in this situation is to conduct a session to help the Scrum Team resolve the conflict and create a uniform Definition of Done. This is because the Scrum Master is a servant-leader, a facilitator, and a coach to the team, who should have the skills to help resolve conflicts if called upon by the team1. The Scrum Master can employ various strategies to effectively resolve conflicts within the Scrum Team, such as promoting open communication, facilitating active listening, mediating disagreements, and fostering collaboration2. The Scrum Master can also remind the team members that conflicting ideas are natural and can be beneficial for innovation and learning, but making it personal does not help and violates the Scrum values of respect and openness3. The Scrum Master can guide the team to create a clear and shared Definition of Done that reflects their quality standards and expectations for the product4.
The other options are not the best actions for the Scrum Master to take, because they either undermine the self-organization and autonomy of the team, escalate the conflict, or avoid addressing the root cause of the problem.
NEW QUESTION # 28
Marian is a product Owner working on a Scrum Team on a new release for her product. Based on the average velocity of the previous release Marian estimated the project to take seven Sprints. Average velocity In the previous release was thirteen completed units of work per Sprint Development is three Sprints underway, with tour more Sprints to go until the release.
Product Backlog has been stable.
Over the first three Sprints, the Developers report their average velocity is nine, while not having fully tested all the delivered functionality. The Developers estimate that the unfinished testing would have required of a Sprints time. The Developers believe that the required velocity of thirteen is within their reach. What is the most effective way to recover?
(choose the best answer)
- A. Transparency needs to be restored by addng the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only
13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team Or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders. - B. The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. up to one release Sprint per three development Sprints may be required, It is Marian's responsibility to inform users and stakeholders Of the impact on the release date.
- C. In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog.
- D. The Developers inform Marian that the progress she has perceived to date is not correct The Increment is not releasable. They give Marian their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. The Developers also re-estimate the effort to complete the remaining backlog, including all testing. In the end, it is Marian's call to continue the project or to cancel.
Answer: D
Explanation:
Explanation
The most effective way to recover is to restore transparency and trust by informing the Product Owner that the progress she has perceived to date is not correct. The Increment is not releasable because it does not meet the Definition of Done12, which is a shared understanding of what it means for work to be complete12. The Developers should give the Product Owner their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. This way, the Developers can ensure that they deliver a valuable, useful, and potentially releasable Increment every Sprint12. The Developers should also re-estimate the effort to complete the remaining backlog, including all testing, and communicate any changes or risks to the Product Owner. In the end, it is the Product Owner's call to continue the project or to cancel it, based on the value and feasibility of the product12.
Some reasons why the other options are not correct are:
A: The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework does not prescribe any release Sprints or separate phases for testing or integration12. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not postpone or hide their undone work. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not mislead or deceive the Product Owner. The Developers should respect the Product Owner's authority and accountability for maximizing the value of the product and the work of the Developers12, not shift the responsibility or blame to them. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.
B: Transparency needs to be restored by adding the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only 13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders.
This option is not correct because it violates the Scrum framework and the Scrum roles. The Scrum framework does not prescribe any velocity or points as measures of progress or success12. The Scrum roles include Product Owner, Scrum Master, and Developers12. The Product Owner is accountable for maximizing the value of the product and the work of the Developers12, not for tracking or controlling their velocity or points. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide1, causing change that increases the productivity of the Scrum Team1, and working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization1, not for assessing or judging the performance of the Developers or initiating a restart or cancellation of the project. The Developers are accountable for creating a valuable, useful, and potentially releasable Increment every Sprint12, not for meeting a predetermined velocity or points target.
C: In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework requires that each Sprint delivers a potentially releasable Increment that meets the Definition of Done12, not a partially done or incomplete product that accumulates technical debt or quality issues. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not compromise on quality or value. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not hide or ignore their undone work. The Developers should respect the Product Owner's authority and accountability for maximizing the value of the product and the work of the Developers12, not burden them with additional work or risk. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.
References:
What is an Increment? | Scrum.org
What is a Product Increment? | Scrum.org
NEW QUESTION # 29
Select two ways in which Scrum uses time-boxing to promote self-organization? (Choose two.)
- A. Time-boxes ensures that the Development Team commits to completing the items in the Sprint Backlog by the end of the Sprint.
- B. Time-boxes can help teams plan how many additional Sprints is needed for User Acceptance testing.
- C. Time-boxes encourage the ones closest to the problem make the best possible decisions within the time- frame given the current situation.
- D. Time-boxes helps everybody concentrate on the same problem at the same time.
Answer: C,D
Explanation:
Time-boxes help everyone focus on the work of the Sprint and personally commit to achieving the goals of the Scrum Team.
NEW QUESTION # 30
What is one way to determine if the Product Owner is interacting with the Developers enough throughout a Sprint?
(choose the best answer)
- A. Product Owners and Developers are satisfied with the increment.
- B. Check the Daily Scrum reports to see whether the Product Owner was present at the majority of the Daily Scrum meetings.
- C. Observe whether the Developers need to ask the Product Owner questions at times other than during the Daily Scrum.
- D. The Developers should determine the percentage of time the Product Owner is required to be present and monitor whether the Product Owner's average presence is around this figure.
Answer: A
Explanation:
Explanation
The best way to determine if the Product Owner is interacting with the Developers enough throughout a Sprint is to observe whether both parties are satisfied with the Increment. The Increment is a concrete stepping stone toward the Product Goal1. It must be usable and meet the Definition of Done1. The Product Owner is accountable for maximizing the value of the product resulting from the work of the Developers1. The Developers are accountable for creating a valuable, useful, and potentially releasable Increment every Sprint1.
Therefore, if both the Product Owner and the Developers are happy with the quality and value of the Increment, it means that they have communicated and collaborated effectively throughout the Sprint.
Some reasons why the other options are not correct are:
A: The Developers should determine the percentage of time the Product Owner is required to be present and monitor whether the Product Owner's average presence is around this figure. This option is not correct because it implies that there is a fixed or optimal amount of time that the Product Owner should spend with the Developers, which may not be true. The Product Owner's interaction with the Developers may vary depending on the context, complexity, and uncertainty of the product and the Sprint. The Scrum Guide does not prescribe any specific time or frequency for the Product Owner's involvement with the Developers1. The Product Owner should be available to provide guidance and feedback to the Developers as needed, but not interfere with their self-organization and autonomy1.
B: Check the Daily Scrum reports to see whether the Product Owner was present at the majority of the Daily Scrum meetings. This option is not correct because it assumes that the Daily Scrum is a meeting where the Product Owner should be present, which is not true. The Daily Scrum is an event for and by the Developers12, not for reporting or accountability to anyone else. The Product Owner may attend as an observer or a collaborator, but only if invited by the Developers12. The presence or absence of the Product Owner at the Daily Scrum does not indicate how much they interact with the Developers throughout the Sprint.
C: Observe whether the Developers need to ask the Product Owner questions at times other than during the Daily Scrum. This option is not correct because it implies that asking questions is a sign of insufficient interaction, which may not be true. Asking questions is a natural and healthy part of communication and collaboration between the Product Owner and the Developers. It shows that they are engaged, curious, and willing to learn from each other. It also helps them to clarify requirements, expectations, and feedback, and to resolve any ambiguities or conflicts. Asking questions does not necessarily mean that there is a lack of interaction, but rather that there is a need for more information or clarification.
References:
What is an Increment? | Scrum.org
What Is a Daily Standup? | A Guide to Running Effective Standup Meetings | Atlassian
NEW QUESTION # 31
Who must ensure that the work done for a Product Backlog item conforms to the Definition of "Done?"
- A. The Product Owner.
- B. The test team.
- C. The Scrum Master.
- D. The Scrum Team.
- E. The Development Team.
Answer: E
Explanation:
The Development Team owns the Definition of "Done" and is accountable for the quality of the Product Backlog items.
NEW QUESTION # 32
According to the Scrum Guide, where should the Daily Scrum be held?
- A. In front of the Scrum board.
- B. In a room where management can attend.
- C. Wherever the Scrum Master decides is best.
- D. Wherever the Development Team decides is most suitable.
- E. In the same location where the Development Team is seated.
Answer: D
Explanation:
Because the Daily Scrum is owned and managed by the Development Team, it is up to them to decide on the most effective place and time to hold the Daily Scrum.
NEW QUESTION # 33
When technical debt occurs, the system will become more unstable as development progresses and code is added resulting in future work being slowed down.
- A. False
- B. True
Answer: B
Explanation:
Technical debt is any shortcomings in the code. It is a natural by-product of software development (unavoidable) and can at best be managed. If neglected, it will compound and have a negative effect on the team's ability to the deliver value. A team can have an artificially high velocity by taking shortcuts or introducing technical debt into the system. This can give a false assumption about the current state of the product. It can look good on the surface but underneath can be a mess.
NEW QUESTION # 34
A multi-national company is using Scrum for product development of their five major products.
What alternatives should the company consider to decide how many Product Owners are needed for these five products?
(choose the best two answers)
- A. There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
- B. There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog.
- C. There is one Product Owner for all five products. This person may not delegate work to others for specific value, capabilities, and functionality, given these are all the Product Owner's individual responsibility.
- D. There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams.
Answer: A,B
Explanation:
Explanation
A: There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog. This is a reasonable alternative, as it allows each Product Owner to focus on one product and its vision, value proposition, and stakeholder needs. The Product Owner can also leverage the expertise and input of other people who can help with the product development, such as business analysts, domain experts, or user representatives. The five Product Owners can coordinate and collaborate with each other through the Product Backlog, which is a single source of truth for the product requirements and priorities.
D: There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
This is another reasonable alternative, as it allows one Product Owner to have a holistic view of the five products and their interdependencies, synergies, and trade-offs. The Product Owner can also delegate some of the work to other people who can act as proxies or representatives for the different aspects of the products, such as features, modules, or components. The Product Owner can still maintain the ultimate authority and responsibility for the Product Backlog and the product value delivery.
References:
Scrum Guide 2020, page 7: "The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team." Scrum Guide 2020, page 8: "The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team." Professional Scrum Master II Course, page 22: "The Product Owner may delegate some of their work to others who can help them with the product development, such as business analysts, domain experts, or user representatives. However, the Product Owner remains accountable for the Product Backlog and its content." Professional Scrum Master II Course, page 23: "The Product Owner may scale their role by working with other Product Owners who are responsible for different products, features, modules, or components. However, there should be only one Product Owner per product who has the final say on the product vision and value proposition."
NEW QUESTION # 35
What should the Development Team do if they are approached by someone outside the team and asked to add a "very important" item to a Sprint that is in progress?
- A. Inform the Product Owner so he/she can work with the person.
- B. Add the item to the top of the next Sprint Backlog.
- C. Replace an item in the current Sprint of equal size.
- D. Add the item to the bottom of the Sprint Backlog.
Answer: A
Explanation:
Allow the Product Owner to decide what to do with the item as he/she is responsible for the flow of value.
NEW QUESTION # 36
What guideline should the Scrum Master provide if the Product Owner asks how estimations should be made in Scrum?
- A. The Development Team is responsible for estimates.
- B. Estimates must follow the Fibonacci Sequence.
- C. Estimates are made by the Product Owner.
- D. Estimates must be in relative units.
- E. Estimates must be made in Story Points.
Answer: A
Explanation:
The people who will perform the work make the final estimates.
NEW QUESTION # 37
At the fifth Sprint Retrospective, the Product Owner mentions that he is surprised about the amount of technical debt that has built up in the system and that the product is not able to support an adequate number of users. Peter, the Product Owner, is upset that the product will need several more Sprints to address the scalability issues in order to meet his expectations.
What factors may have led to this?
- A. The Development Team and the Product Owner are not having conversations around technical debt.
- B. None of the above.
- C. The Scrum Team has not used the past Sprint Retrospectives effectively to inspect and adapt.
- D. The Development Team has not been paying enough attention to technical quality.
- E. The Scrum Master has not ensured that the Scrum Team is transparent.
- F. All of the above.
Answer: F
Explanation:
Each component within the Scrum framework serves a specific purpose and is essential to Scrum's success and usage. Scrum's roles, events, artifacts, and rules are immutable and although implementing only parts of Scrum is possible, the result is not Scrum.
NEW QUESTION # 38
Steven, the Scrum Master, observes that one of the Development Team members is not attending the Daily Scrum. The Development Team feels this is ok as they all sit in the same area and already have constant communication throughout the day.
Which is the best action for Steven to take?
- A. Ask the Development Team, what value will result from having all team members present at the Daily Scrum and what are the risks if members don't attend.
- B. Talk to the Development Team member privately and tell him that he needs to be a team player.
- C. Start running the Daily Scrum and require all members to be in attendance.
- D. The Daily Scrum is owned by the Development Team and it is their responsibility to decide which team members must participate.
Answer: A
Explanation:
The Scrum Master is responsible for ensuring that the Scrum Team understands the purpose and value of the Scrum events. Because the Daily Scrum is owned by the Development Team, it will decide how best to run the event. And if needed the Scrum Master will coach the team to ensure the decisions stay within the boundaries of the Scrum framework.
NEW QUESTION # 39
Which statement about the Sprint Goal is incorrect?
(choose the best answer)
- A. It helps increase focus.
- B. The Product Owner respects the opinions of the Developers about whether they can achieve the Sprint Goal.
- C. It is only a forecast and may change within the Sprint as more is learned.
- D. The Scrum Team commits to it.
- E. If it does not seem achievable, the Developers have the courage to tell the Product Owner.
- F. The Scrum Team discusses openly about alternative ways to reach it.
Answer: C
Explanation:
Explanation
The Sprint Goal is a short and clear description of what the Scrum Team wants to achieve in the Sprint. It is a commitment that provides guidance and focus for the Scrum Team throughout the Sprint. The Sprint Goal is:
Created by the Scrum Team during the Sprint Planning, based on the Product Owner's proposal and the Developers' forecast (A).
Respected by the Product Owner, who does not change it or add new work that endangers it during the Sprint (B).
Helpful for increasing focus, as it helps the Scrum Team align their actions and decisions with a common objective.
Discussed openly by the Scrum Team, who can explore different ways to reach it and adapt their plan as needed within the Sprint (D).
Fixed and immutable for the duration of the Sprint, unless a significant change occurs that makes it obsolete or invalid. In that case, the Sprint may be cancelled by the Product Owner (E).
Communicated courageously by the Developers, who inform the Product Owner as soon as possible if they encounter any impediments or risks that may prevent them from achieving it (F).
Therefore, the statement that is incorrect is that the Sprint Goal is only a forecast and may change within the Sprint as more is learned (E), because this contradicts the principle of commitment and stability that underlies the Sprint Goal.
References: : [Scrum Guide], The Sprint Goal : [Scrum Guide], The Sprint Planning : [Scrum Guide], The Product Owner : [Scrum Guide], The Developers : [Scrum Guide], Cancelling a Sprint : [Scrum Guide], Scrum Values
NEW QUESTION # 40
Towards the end of Sprint Planning, the Product Owner and the Developers have not been able to reach a clear, mutual understanding about the highest order Product Backlog items. Because of this, the Developers could not figure out how many Product Backlog items they could forecast for the upcoming Sprint. The Product Owner did make it clear what business objective he is hoping to achieve with this Sprint. Which of the following two actions would you support?
(choose the best two answers)
- A. The team splits up and everybody takes as much time as they need to study the Product Backlog items first. The Product Owner should be available to answer individual questions. The group reconvenes when all team members are better prepared and restart the Sprint Planning meeting before the Sprint can start.
- B. They discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.
- C. If all agree, they can continue the Sprint Planning meeting as a team past its timebox, until an adequate number of Product Backlog items are well enough understood for the Developers to make a complete forecast. Then start the Sprint.
- D. The Developers forecast the most likely Product Backlog items to meet the business objective and create a Sprint Backlog based on a likely initial design and plan. Once the timebox for the Sprint Planning event is over, they start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint.
Answer: B,D
Explanation:
Explanation
A) They discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur. This is a good action to take, as it shows that the Scrum Team is willing to inspect and adapt their process and improve their collaboration and communication. The Sprint Retrospective is an opportunity for the Scrum Team to identify the root causes of the problem and create a plan for implementing improvements in the next Sprint.
D) The Developers forecast the most likely Product Backlog items to meet the business objective and create a Sprint Backlog based on a likely initial design and plan. Once the timebox for the Sprint Planning event is over, they start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint. This is also a good action to take, as it shows that the Scrum Team is flexible and adaptive, and does not let uncertainty or ambiguity prevent them from delivering value. The Developers can use the Sprint Goal as a guide to select and refine the Product Backlog items during the Sprint, and collaborate with the Product Owner to ensure that they are meeting the expectations and needs of the stakeholders.
References:
The Scrum Guide, section 3.1 (The Sprint), page 8
The Scrum Guide, section 3.3 (The Sprint Goal), page 9
The Scrum Guide, section 3.5 (The Sprint Planning), page 10
The Scrum Guide, section 3.7 (The Sprint Retrospective), page 12
The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 2 (The Sprint), lesson 3 (The Sprint Goal), lesson 4 (Sprint Planning) and lesson 6 (The Sprint Retrospective)
NEW QUESTION # 41
What is the recommended size for a Development Team (within the Scrum Team)?
- A. 3 to 9
- B. 0
- C. 7 plus or minus 2
- D. Minimal 5
Answer: A
NEW QUESTION # 42
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