Scrum is not a simple thing. Many people ask me questions on different Scrum topics. I will publish my answers here.
What are the two essential features a Scrum Team should possess?
- It should choose how best to accomplish their work, rather than being directed by others outside the team
- It should have all competencies needed to accomplish the work without depending on others not part of the team
- It should use tools, processes and techniques approved by the Organization
- It should be flexible enough to complete all the work planned for the Sprint even if some team members are on vacation
Though the explanation mentions 1 &2 as the answer for this but shouldn’t option 3 also be the answer for this question. Development team should be using tools, process and techniques approved by organization and if there is any hindrance the scrum master should notice this as impediment and talk to respective stakeholders?
Mikhail: For me #3 looks like a contradiction to #1. As long as the team creates increments according to the DoD, it can use any techniques, tools, etc.
Mikhail: I think, Scaled Scrum does not prescribe any particular architecture. It only says the dependencies between teams should be minimized and we should inspect and adapt frequently. So, it is an ongoing process. Evaluating the current architecture and suggesting ways to improve it is a part of every Sprint.
As I remember, the open Scaled Scrum quiz contains only the following topics:
Q: A system is decomposed into elements like workflows, features, capabilities, etc. How it affects Scrum Teams on a scaled project?
A: It will be reflected in the implementation.
Q: Two ways how Dev Teams can ensure a good application architecture?
* Architecture is an ongoing discussion
* The DT should have a set of architecture principles and follow them
Q: How to start a big complex project?
A: Form 1-2 teams of best developers for implementing the core, add more teams later.
You see, there are no any specific architectural questions. So, nothing to read about this. 🙂
However, the exam contains references to SOA (service-oriented architecture). It is worth to get a high level view of SOA, or at least read its definition. For example at Wikipedia: https://en.wikipedia.org/wiki/Service-oriented_architecture
Mikhail: The idea is simple. Sprint is a special event that is nothing more than a time-box for other events. The Scrum Guide explains it in this way: “Other than the Sprint itself, which is a container for all other events, each event in Scrum is a formal opportunity to inspect and adapt something.”
Mikhail: The Scrum Guide says: “The Development Team of the Scrum Team must define a definition of “done” appropriate for the product.” So, the correct answer is the Development Team.
From my point of view, DT owns DoD on behalf of the whole Scrum Team. So, it is possible to say “Scrum Team creates DoD”, however “Development Team creates DoD” is more precise.
Mikhail: The Product Owner is responsible for this.
In the Scrum Guide you can find that the PO is responsible for:
* Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next;
At the Sprint Review:
* The PO explains what Product Backlog items have been “Done” and what has not been “Done”;
* The entire group collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning;
The Product Owner is the Lead Facilitator of Key Stakeholder Involvement. The PO is responsible for identifying the key stakeholders for the product and involving them as necessary throughout the development effort.
Mikhail: Of course, the team can proceed. Right, PB is the single source of requirements for any changes to be made to the product. If the Scrum Team does not understand what should be done next, it means the PB needs to be refined. The Product Owner should put his product vision as backlog items, maybe with help of the Development Team.
A product backlog item should contain everything necessary to be understood by any member of the Scrum Team. So, if a new UI markup needs to be developed, it should be a part (task) of some item (story) in the PB. When the markup is ready, it should be attached to the item.
So, the answer is not a simple “yes/no”. I would carefully look at the wording of the suggested answers to be maximally close to the point I described above.
Mikhail: I would say the PO should not usually do this. The PO must be the arbiter of product value and how it is represented to the team. Frequently key stakeholders do not know exactly what they want and how it can be achieved. This is a job for the PO to understand their needs, decide how they can be fulfilled with the maximum value.
Probably, in rare cases a key stakeholder can be invited as a domain expert to a product refinement session. However, the PO should have the final word.
Mikhail: No. The Scrum Glossary gives the following definition for Product Backlog: “It is an ordered list of the work to be done in order to create, maintain and sustain a product.” So, Scrum is not specific about exactly what a Product Backlog Item is or how it should be expressed. It is just “work to be done”.
The Scrum Guide gives a bit more details about a PBI: it should have the attributes of a description, order, estimate, and value. However, it does not change the “work to be done” definition much. For example, a Product Backlog can contain knowledge acquisition tasks, prototyping, technical chores etc.
However, there is one important moment: a Product Backlog should contain items that the Product Owner cares about, in the sense that they add clear business value and can be ordered by him or her. If there are some “Developer Stories”, i.e. removing technical debt, they can be introduced by the Development Team into their own Sprint Backlog, if they think such stories are necessary in order to help mitigate a technical risk.
Mikhail: The following points should be taken into the account:
1. The Development Team is responsible for the Definition of Done.
2. There is no direct requirement in the Scrum Guide for a formal approval of the DoD by the PO.
3. The PO as a member of the Scrum Team participates in the Sprint Retrospective where the DoD is revised and adapted.
‘No’ answer is more comfortable for the question. However, the PO can affect the DoD at the Sprint Retrospective by making suggestions for the Dev Team how to improve it. Also the PO can bring some non-functional requirements for the product and the Dev Team usually applies them via DoD. See 11. How to address non-functional requirements? and 46. Non-functional requirements, PO and DoD
Mikhail: The Scrum guide says:
The Product Owner is the sole person responsible for managing the Product Backlog… The Product Owner may do the above work, or have the Development Team do it. However, the Product Owner remains accountable.
Creation of a PBI relates to PB management. So, certainly the PO is responsible for this. However, he can delegate this work to the Development Team.
If the Scrum Master combines his role with the Developer role (the most common situation), he is a part of the Development Team and can create PBIs when it is agreed with the PO. Otherwise, I think, he should not do it.
In my quizzes I have a similar question: who can change the PB? The answer is “The PO and the DT with permission of the PO.”
Mikhail: Non-functional requirements describe qualities of the system being developed. E.g. the system should be secure, extensible and have acceptable performance. The only way to meet such requirements is to have them as a part of the DoD and check every Increment against these criteria.
From my side I would mention that if some non-functional requirements relate only to a part of the Product (i.e. to some feature), most likely the requirements should be processed as a sub-task within this feature instead of the DoD.
Mikhail: The DoD helps to reveal the work necessary to complete a PB item. So, it helps to estimate how much time it will take. With better estimations the Development Team can better plan which items can be completed in the upcoming Sprint.
Mikhail: The whole Scrum Team should come to a solution about the first Sprint length before starting it. The length of the following Sprints can be changed (adapted).
There is no a formal event for this purpose. The Scrum Guide limits only the maximum length by one month. However, the following points can be taken into account:
- The pace at which the PO wants to have increments (new features implemented), demonstrate them to the Key Stakeholders and get feedback.
- Experience of the SM. What was the optimal length for teams doing a similar work.
- Experience of the DT. Too long Sprints make planning difficult. Too short Sprints do not allow to implement bigger features in one chunk, but give faster feedback.
From my experience, the optimal Spring length is 2 weeks.
Mikhail: A first Sprint requires no more than a Product Owner, a team, and enough ideas to potentially complete a full Sprint.
Mikhail: First of all, there is no Project Manager role in Scrum. So, the manager from the question is an external person for the team.
My best options are below:
a. Invite the manager to the next Sprint Review. There the manager will see what was completed in the Sprint, what is the feedback from the Key Stakeholders, what are the priorities for the next Sprint, get some review of the timeline and budget.
b. In agile practices the duty of all participants is to be transparent. Those who need information are responsible for getting it. They have a duty to ensure that the information they act on is obtained in a timely fashion and with minimal filtering.
So, the manager can investigate the artifacts of the Scrum Team: the Product Backlog, the Sprint Backlog, the Increment. The team is responsible for sharing these artifacts and any information radiators that can help to make the artifacts more transparent (e.g. burn down charts, story boards, etc.)
One more point is that proper use of Scrum makes sure that the most valuable features are implemented first and the proof of success lies in ongoing delivery and not in reporting.
Update: I got the suggested options for the question:
1) Scrum doesn’t have PMs
2) Share the PB and forecast for the sprint
3) Share the current roadblocks
4) Share the last stakeholder report by PO
I see the options fit well with my answer:
1) Scrum doesn’t have PMs
* Correct
2) Share the PB and forecast for the sprint
* Correct. Scrum Team artifacts should be transparent.
3) Share the current roadblocks
* Wrong. Sharing artifacts is much better.
4) Share the last stakeholder report by PO
* Wrong. The PO does not have duty to prepare a special report for the Key Stakeholders.
Mikhail: The most important individuals for maximizing value for the Product are the Key Stakeholders. The PO should identify and involve them as necessary throughout the development effort. The Key Stakeholders are typically customers, purchasers, users, and the people that fund the product’s development. These people may be internal or external to the Organization.
Mikhail: The PO can delegate writing Product Backlog Items.
The Scrum Guide contains:
The Product Owner is the sole person responsible for managing the Product Backlog. Product Backlog management includes:
…
* Clearly expressing Product Backlog items;
…
The Product Owner may do the above work, or have the Development Team do it.
The PO is responsible for identifying the Key Stakeholders and involving them as necessary.
The Scrum Master is responsible for facilitating the Scrum events.
Mikhail: There are several possible good answers. I would suggest the PO should focus on:
* Key Stakeholder Involvement
In order to maximize value, the PO should identify the key stakeholders for the product, and involve them as necessary throughout the development effort.
* Product Marketplace
The Product Owner should be expertly aware of the marketplace for the product. They should constantly be gathering and re-gathering information and data regarding the marketplace, so that the product value is maximized.
* Product Release Decisions
The PO is the one and only person who can decide whether to release the latest increment of the Product. In order for value to actually be captured, a release of the product must occur.
Mikhail: Of course not. This question is very similar to the question #17 above.
Who does the work of updating and managing the Product Backlog is a collaboration between the Product Owner and the Development Team. However, the Product Owner is solely responsible and accountable for the decisions in the Product Backlog.
For example, the PO can write nothing, but explain everything in detail to the Development Team. Then the team will create the required PB items and write down all the details.
- A. Writing clear, transparent User Stories
- B. Working with customers and stakeholders to identify the most important product requirements
- C. Being with the Scrum team all the time, just in case they need me to clarify a requirement
- D. Clearly communicating project or release status and strategies to customers and stakeholders
Mikhail:
- C is wrong because the PO does not have to spend all the time with the DT. The PO has other things to do. For example, communicating with Key Stakeholders. The main PO commitment is product value delivery. So, he or she should spend enough time (but not all the time) with the DT to meet that commitment.
- A is just partially right. Writing clear user stories is important, but the Product Backlog also contains many other things like features, functions, requirements, enhancements, etc. The PO is responsible for the whole management of the Product Backlog. Also the PO can ask the DT to write the stories.
- D is partially correct because the PO should communicate his product vision not only to the Key Stakeholders, but also to the Scrum Team.
- B is correct. Identifying the most valuable Product features one of the most important PO responsibilities.
- So, I would answer B and D.
Mikhail:
I think, in the broad sense the answer is “yes”. The PB is the source for the Sprint Backlog. The Sprint Backlog is the source of the Dev Team work. However, only the Dev Team knows how to implement Sprint Backlog Items. It can involve technical tasks, for example, removing some technical debt or even installing a development environment for a new developer.
Mikhail:
The Scrum Guide says: the SM helps the PO to understand and practice agility. Agility means using the most effective ways to collaborate. Direct collaboration between the PO and the DT is the most effective one. So, the best technique for SM is to monitor communications between the DT and the PO and facilitate direct collaboration.
Mikhail:
No. It is just one of the first steps to success. Success in Scrum is getting maximum value with the existing resources. Value, as defined in a Scrum context, is the financial (or social) benefit an organization receives or might receive by creating and releasing the product under development. In order for value to actually be captured, a release of the product must occur. The sooner you release, the sooner you can start capturing the value created by the product.
Increase in team’s velocity shows that the Dev Team became more mature and can do more in the same time frame.
Mikhail:
The Scrum Guide says: During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in the Sprint.
So, the answer is “the Scrum Team and stakeholders”.
A) Its productivity is likely to stay the same
B) Its productivity is likely to increase
C) Its productivity is likely to decrease
Mikhail: C.
In a short term the productivity will decrease because the new teams will spend time to get up to speed with the Product. The old team will spend a lot of time for communications with the new teams.
A) The frequency at which team formation can be changed
B) The organization has mandated similar length sprints
C) The risk of being disconnected from the stakeholders
D) The level of uncertainty over the technology to be used
E) The ability to go to market with a product release.
Mikhail: C, D, E.
A. is wrong because Development Teams in Scrum are self-organizing and can decide to change at any time.
B. is bad because Organization is not responsible for the Sprint length. It is determined by the Scrum Team. The PO and the Dev Team should agree on this. The SM may have some coaching duties to perform in that regard.
C. is good because the bigger part of interaction with the Key Stakeholders happens at the Sprint Review meeting. If the Sprint length is bigger, this feedback loop becomes longer.
D. Shorter Sprints is an effective way to hone in on the requirements or try out the technology before committing to a solution.
E. Shorter Sprints suppose that the Dev Team produces “done” increments more frequently. It allows the PO to release the increments more frequently too.
A) Manger would divide them depending on location, bonding between members and xyz…
B) Developers will form teams themselves.
C) Scrum master will assign them according to budget.
D) Understanding scrum encourage self organization, developers will organize themselves into teams based on skills.
E) Product owner brings all developer working on same product together for planning and depending on functionalities , developer with self organize themselves into teams.
Mikhail: All the options related to self-organization are correct: B, D and E.
Mikhail: Of course the answer is “True”. The PO comes to the Sprint Planning with an idea for the Sprint Goal and then all the Scrum Team crafts the final version of the Goal.
A) The scrum process and how it was used during the Sprint
B) Coding and Engineering practices
C) Sprint Results
D) All of the above
Mikhail: The Scrum Guide says “A Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed.”
So, D. option would be great for the Sprint Retrospective meeting, but it is wrong for this question. All the topics related to the development process are discussed at the Sprint Retrospective.
So, the correct answer for this question is C. Sprint Results.
- In which meetings the Key Stakeholders are allowed to participate? The correct answer is “The Sprint Review”. The Sprint Planning was evaluated as wrong in this question.
- Select the two meetings in which people outside the Scrum Team are allowed to participate. The correct answers are “The Sprint Planning” and “The Sprint Review.”
The Key Stakeholders are people outside of the Scrum Team, so in the second question they are allowed to participate in the Sprint Planning, in the question #1 they are not. Is there an error in one of the questions?
Mikhail: The difference between “participate” (come to the meeting and speak) and “attend” (come to the meeting, but not speak) is a bit difficult. However, the real exam uses it for sure.
The question #1 is correct. The Sprint Review is the only formal Scrum event where the Key Stakeholders are allowed to take part in. They are invited by the Product Owner and actively give their feedback on the Product.
The question #2 is also correct. It looks like your confusion comes from mixing together concepts of “Key Stakeholders” and “technical experts”. The Key Stakeholders are typically customers, purchasers, users, and the people that fund the product’s development.
In “Sprint Planning” chapter the Scrum Guide says: “The Development Team may also invite other people to attend to provide technical or domain advice.” So, these people are not the Key Stakeholders. They are technical and domain experts. And these people give technical advice. It obviously means they can speak at the meeting. Using the word “attend” here looks like a little inconsistency between the Scrum Guide and the questions.
I hope, now you see the Key Stakeholders go to the Sprint Review and technical domain experts could go to the Sprint Planning. So, there are two meetings when people outside of the Scrum Team can come and speak.
A) It reduces long-term operational costs
B) It increases customer satisfaction
C) It is delivered on time
D) It has all the features that the Product Owner expected
Mikhail: The answers are A and B.
If you take a look at the Evidence Management Guide, you will find A and B among the Key Value Measures in Current Value section. C and D are absent in this list.
A) Managed by the Product Owner.
B) Ordered based on priority, value, dependencies, and risk.
C) An inventory of things to be done for the Product.
D) An exhaustive list of upfront approved requirements to be implemented for the system.
E) Only visible to the Product Owner and stakeholders.
Mikhail: I would choose A, B and C.
E is wrong because all the Scrum Team members can see the Product Backlog.
C and D answers are similar. I like C better because a Product Backlog is never complete, so it cannot be exhaustive. From the other side, if a requirement is in the Product Backlog, it is approved by the PO. So, “an exhaustive list of upfront approved requirements” could be also valid. I do not like this question much because of the ambiguous wording.
A) Customer satisfaction
B) Velocity
C) Time to market
D) Budget spent
E) Productivity
Mikhail: A and C are correct. If you take a look inside the EBM guide, you will find “Customer Satisfaction” KVM and “Time to Market” KVA. Budget, velocity and productivity do not contribute directly to capturing Product value.
A) Each task is estimated in hours.
B) It is a complete list of all work to be done in a Sprint.
C) Every item has a designated owner.
D) It is the Development Team’s plan for the Sprint.
E) It is ordered by the Product Owner.
Mikhail: The Scrum Guide contains
“The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal.”
“The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.”
A) Wrong because there is no requirement to have estimation in hours
B) Wrong because the team cannot foresee all the work in the beginning of a Sprint
C) Scrum does not require a designated owner for items
D) The best option here
E) Wrong because the Dev Team owns the Sprint Backlog
A) Developers on the Development Team work closely with business analysts, architects, developers and testers who are not on the team.
B) The Development Team is a virtual team drawing from separate team of business analysts, architects, developers and testers.
C) The Development Team includes not only developers but also business analysts, architects,developers and testers.
D) The Development Team includes cross-skilled individuals who are able to contribute to do what is necessary to deliver an increment of software.
Mikhail: The best option is D. Scrum recognizes just one role “Developer” within the Development Team. The Scrum Guide tells:
– Development Teams are cross-functional, with all the skills as a team necessary to create a product Increment;
– Scrum recognizes no titles for Development Team members, regardless of the work being performed by the person;
– Individual Development Team members may have specialized skills and areas of focus, but accountability belongs to the Development Team as a whole.
Mikhail: The Scrum Guide says: “When the values of commitment, courage, focus, openness and respect are embodied and lived by the Scrum Team, the Scrum pillars of transparency, inspection, and adaptation come to life and build trust for everyone.”
So, the answer will be: commitment, courage, focus, openness and respect.
Mikhail: The same as in question #36, the answer will include some of these: commitment, courage, focus, openness and respect. For me the most suitable answer looks like focus (focusing on the most important things) and openness (the PB items and their values are transparent to everyone).
I would disagree because the Teams must do integrated increment in the end of the Sprint. It means Sprint length of all the Teams must be the same.
Mikhail: The Scrum framework does not require the same Sprint length or aligned Sprints for all teams. The Nexus framework is built on top of the Scrum and also has no requirements regarding this.
However, if several teams work together using the Nexus Framework, they work in the same Nexus Sprint, have common Nexus Sprint Planning and other events. You are right, the teams should use (but do not have to) the same Sprint length and all Sprints should start and finish together to avoid inefficiency.
Usually the emphasis is placed on having a shared Definition of Done. Another option could be when one team has 2 week sprint length, whereas another teams use 4 weeks.
One of the best things about Nexus – it is less prescriptive when compared to SAFe & LeSS. Usually there are many ways to solve the inefficiencies. But definitely not by making something prescriptive.
Mikhail: The PO is the lead facilitator of Key Stakeholder involvement. The PO should involve them as necessary throughout the development effort. The PO is responsible for making sure that the Key Stakeholders attend and interact in the Sprint Reviews, but really the Stakeholders can be involved with the Scrum Team any time where it’s valuable to have the stakeholder input.
Product ownership is not a committee. The PO is responsible for the product value and how it is represented to the team. So, in the case of any contradiction, the issue must be explained to the PO as soon as possible. Then the PO will communicate with the Stakeholders, resolve it and communicate solution back to the team.
It is an anti-pattern if someone does the PO work for the Dev Team.
Mikhail: I completely agree that any valuable idea how to make the product better should be added to the backlog. However, only the top items for one or two next Sprints should be refined enough (be in “ready” state).
With bigger backlogs it becomes harder to order the items and find dependencies. However, there are helping techniques. For example, the stories could be grouped into epics.
Mikhail: It is because of two reasons:
1. All the previous work is required for the Increment done in this Sprint to have value and to be potentially releasable
2. An Increment must be tested adequately. This includes regression testing.
Mikhail: First of all, the Scrum Guide tells: “The result of the Sprint Review is a revised Product Backlog that defines the probable Product Backlog items for the next Sprint. The Product Backlog may also be adjusted overall to meet new opportunities.”
The second option relates to the Daily Scrum: “The Development Team uses the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog.”
I agree, at the Sprint Review the PO explains what Product Backlog items have been “Done” and what has not been “Done”. However, what is more important, the whole group collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning.
1. Who is responsible for creation of ‘Definition of Done’?
– Answer is mentioned as ‘Development Team’
2. What belongs solely to the Development Team?
– Answer is only “The Sprint Backlog” and it didn’t include ‘Definition of Done’
If the answer for #1 is Development Team, the answer for #2 should also include “Definition of Done” as per my understanding. Can you please throw some light on the answers to these questions?
Mikhail: The Scrum Guide contains: “Only the Development Team can change its Sprint Backlog during a Sprint. The Sprint Backlog is a highly visible, real-time picture of the work that the Development Team plans to accomplish during the Sprint, and it belongs solely to the Development Team.”
and
“the Development Team of the Scrum Team must define a definition of “Done” appropriate for the product.”, “This is the definition of “Done” for the Scrum Team and is used to assess when work is complete on the product Increment.”
So, the DoD is for the whole Scrum Team. However, the DT is responsible for it (on behalf of the Scrum Team).
There is no any contradiction.
Mikhail: The Scrum Guide contains: “Only the Development Team can change its Sprint Backlog during a Sprint. “
So, the answer is “False”.
Mikhail: The Scrum Guide clarifies it: “The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.
As new work is required, the Development Team adds it to the Sprint Backlog. As work is performed or completed, the estimated remaining work is updated. When elements of the plan are deemed unnecessary, they are removed.“
So, the answer is “No”, not frozen.
Q1: The Product Owner wants to apply some non-functional requirements to the Product. What is the best way to proceed?
A1: Add the non-functional requirements to the DoD and check every Increment against these criteria
Q2: Who is responsible for creation of the Definition of “Done”?
A2: The Development Team
Mikhail: It looks like your confusion is like this:
The Product Owner wants to apply some non-functional requirements… The best way is to add the non-functional requirements to the DoD… The Dev Team is responsible for the DoD. How the PO can add the requirements into the DoD?
Well, there is no any contradiction.
Non-functional requirements describe qualities of the system being developed. E.g. the system should be secure, extensible and have acceptable performance.
The PO explains the requirements to the Dev Team. The team has two options how to handle these requirements:
1. Add a new sub-task for every Product Backlog Item to make sure the non-functional requirements are met for this particular item (feature)
2. Add the non-functional requirements to the DoD. So, every Increment will be validated against these requirements.
The second way looks more robust because having the requirements as part of the DoD won’t allow the team to forget about them when working on new items. It also will increase transparency.
So, the PO does not change the DoD. He asks the Dev Team to produce Increments that meet the non-functional requirements. The Dev Team adds the new requirements to the DoD because it is more robust way of doing the work.
You can also check my answer for 9. Should the PO approve the DoD?
A) The stakeholders haven’t been using the Sprint Reviews to actively engage , and inspect and evaluate progress
B) Changes to the project plan were not adequately documented and shared. The change request procedure was not diligently followed
C) The PMO and its project managers have not been engaged adequately causing the project plan to become inaccurate
D) The Product Owner has not been interacting frequently with stakeholders keeping them aware of the progress.
E) The stakeholders were not allowed to attend daily scrum
F) The scrum master has not ensured transparency
Mikhail: Let’s go through all the options:
A) Looks good except that the PO is responsible for Key Stakeholder engagement. Probably there are better answers.
B) Wrong because Scrum does not have a “change request procedure”.
C) Wrong. Scrum does not have a Project Manager role.
D) The best option.
E) Wrong. Stakeholders have nothing to do at Daily Scrums.
F) Good enough. The whole team is responsible for transparency, however the SM should notice if there is a lack of transparency and help the team to address it.
A) The Development Team uses some time in each Sprint to analyse, estimate and design high ordered Product Backlog items.
B) A separate Scrum Team of business analysts and functional testers analyse high-ordered requirements one sprint ahead of development.
C) The Product Owner works with the stakeholders to prepare Product Backlog items outside of the sprint so the development team will not be disrupted.
D) The analysts on the Development Team document high ordered Product Backlog items during a Sprint when they are not busy working on the forecast.
Mikhail: A) Correct. The name of this activity is Product Backlog Refinement. However, why the PO is not mentioned here? The Scrum Guide says “Product Backlog refinement is the act of adding detail, estimates, and order to items in the Product Backlog. This is an ongoing process in which the Product Owner and the Development Team collaborate on the details of Product Backlog items.”
B) Wrong. Scrum does not have separate teams for business analysts.
C) This is a good option, but it won’t get enough clarity at the Sprint Planning. When the PO is ready with a new PB item, the PO should discuss it with the DT to make sure it is understood well before taking it into the next Sprint.
D) Wrong. Scrum recognizes only Developer role in the Development Team.
It looks like the correct answer is A. However, if it were my question, I would mention the PO in this option.
A. Prepare it by himself
B. Tell the PO to prepare and submit to the Manager
C. Ask the DT to include the report into their Sprint Backlog
D. Tell the Manager that status will be visible during the Sprint Review
Mikhail: The best option is D (status will be visible at the Sprint Review).
A duty of the Scrum Team is to be transparent. Those who need information are responsible for getting it. So, the manager can investigate the artifacts of the Scrum Team (Product Backlog, Sprint Backlog) and visit the next Sprint Review.
A. False
B. True and they should be available 100% dedicated to the Scrum Team
C. True and the productivity and progress depends on their availability
Mikhail: C is correct. PO, SM and even Dev Team members can work on more than one Product at the same time, but productivity will suffer because of switching focus.
(not sure about other options)
A. tell the DT to figure out themselves
B. Ask the PO to adjust the PB items according to the technical expertise of the DT, so they can plan the work.
Mikhail: A is correct. The Scrum Guide says: Teams in Scrum are self-organizing and cross-functional. Self-organizing teams choose how best to accomplish their work, rather than being directed by others outside the team. Cross-functional teams have all competencies needed to accomplish the work without depending on others not part of the team.
Mikhail: No, the statement is incorrect.
The Scrum framework does not require the same Sprint length or aligned Sprints for all teams. So, the start date can be different.
a. An increment of working software that is done
b. An increment of software with minor known bugs in it
c. Some sort of documentation
d. Failing unit test, to identify acceptance tests
Mikhail: The Scrum Guide contains:
“At the end of a Sprint, the new Increment must be “Done,” which means it must be in useable condition and meet the Scrum Team’s definition of “Done”.
a. Perfectly suits to this definition
b. Wrong because we do not know the DoD of the team in the question. So, we cannot tell are the minor bugs acceptable for a “Done” Increment.
c. and d. are wrong because the Scrum Guide says:
“Development Teams deliver an Increment of product functionality every Sprint.”
They cannot deliver only documentation or an unit test.
a. Ask the Development Team to think about whether they can add these features to the current Sprint
b. The Scrum Master add these features to the current Sprint
c. Add it to the Product Backlog
d. Introduce these features at the next Daily Scrum
Mikhail: c. is definitely correct because the Product Backlog is the single source of requirements for any changes to be made to the product.
b. is wrong because the Scrum Guide says: “Only the Development Team can change its Sprint Backlog during a Sprint.”
d. is wrong because the PO cannot introduce the features at the Daily Scrum because he or she does not participate in it
a. is correct because the Sprint scope can be re-negotiated if the Sprint Goal and quality are out of danger (see a quote from the Scrum Guide below)
During the Sprint:
* No changes are made that would endanger the Sprint Goal;
* Quality goals do not decrease; and,
* Scope may be clarified and re-negotiated between the Product Owner and Development Team as more is learned.
a) Talk to the Dev team, challenge and inspire them to complete all the work so that they meet their commitment to the PO and have the forecasted velocity.
b) Advise the product owner that the dev team owns the Sprint Backlog and it is up to them to meet the commitment. No one tell the Dev team how to turn Product backlog into increment of potentially releasable functionality.
c) Add more people to Dev team to meet the commitment to PO.
d) Coach the PO that with complex software development you cannot promise the entire scope that was forecasted during Sprint planning. As more is learned during the sprint, work may emerge that affects the Sprint backlog.
Mikhail:
a) is not a good option. The Dev Team has no commitments to the PO. There is no goal in Scrum to meet the forecasted velocity by any price.
b) is correct. The Scrum Guide says: “No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality;” So, it up to the Dev Team to meet the commitment.
c) is definitely wrong because adding more people to a team decreases productivity in a short term and won’t help to meet the commitment.
d) Fair enough. Sometimes the Dev Team discovers completely unpredicted work during a Sprint and cannot deliver all the items. In this case the Sprint Scope should be negotiated with the PO as soon as possible.
Mikhail: This question is about handling external dependencies in Scrum. The rule of thumb here is not to take any work into a Sprint if there are some unresolved external dependencies. The reason is the Dev team cannot take a commitment to finish the item in this case.
Another point to keep in mind is a piece of functionality should be delivered in every Sprint.
In real life I would ask the following questions at the Sprint Planning in this situation:
* Will the external component be delivered during this Sprint? Rarely the answer is “yes” if there is a person representing the external team and making the commitment.
* If the component is not delivered, will work on this item produce some valuable functionality for customers?
If the answers to the both questions are “no”, the dev team will take the next items from the Backlog into the Sprint.
The primary concern of the PO is the flow of value reflected in the ordering of product backlog. Timeline of the flow might be affected by such dependencies but doesn’t necessarily change the ordering.
Mikhail: Scrum addresses the most of the risks involved in software development.
For example, Scrum addresses timescale of the planned work via Sprint Planning and fixed Sprint length. Scrum guarantees the best possible value will be delivered in the specified time frame.
Scrum addresses the risks related to the Team: missing skills or bad relationships. The Scrum Guide tells: “Development Teams are cross-functional, with all the skills as a team necessary to create a product Increment;” and “teams are self-organizing”. It means if some skills are missing, the team can organize itself to gain them. The same is with bad relationships. Teams can overcome them by ourselves with a help from the Scrum Master.
Scrum allows to mitigate the risk of an unstable or complex technology through Product Backlog management. The most risky items will be identified and put close to the top. They will be addressed early that guarantees minimal loses in the case if something goes wrong with the technology.
Complexity and unpredictability of requirements are addressed by Scrum via constant work of the PO with the Key Stakeholders and the Development Team (Sprint Reviews, Backlog refinement sessions, etc.)
As the Scrum Master what will your do (choose two)?
a) Raise a concern to HR and get Jason removed from the team.
b) Take Jason aside and express your concern over this behavior. Tell him to act as team player and comply to team decision.
c) You suggest to open it up with full team now so that is does not further worsen. You propose to help initiate this discussion but not being the one to start it.
d) You observe this in Retrospective whether discussion on design and architecture is initiated, if not then check how comfortable is everyone with the way it is handled in project.
Mikhail: This question relates to the group of questions where a team member behaves in a wrong way. There are following ideas for the Scrum Master how to handle this:
* As the Scrum Master you are responsible for supporting Scrum, facilitating Scrum events as requested and removing impediments. So, you definitely should take an action.
* Do not immediately suspect lack of commitment. It can be unfair and even harmful. Try to understand what’s going on. Find it out by asking the individual (privately) or someone who knows the individual (discreetly).
* Scrum Teams are self-organizing, so they can handle this for themselves. You should bring it up in the next Retrospective and try to come to a solution that everyone is happy with.
So, the correct answers are c and d.
Definitely, it needs to be discussed with the team. However, it is worth to understand what’s going on before this. Sometimes the root cause of the bad behavior is very different than it seems. In many questions about harmful developer behavior B would be a good option if it was formulated like “Take Jason aside and ask why does he behave in this way”.
As usually, there is no need to wait for a formal event to inspect and adapt. This can be done as soon as the issue is identified.
a) Tell the PO that dev team owns the DoD and it is their duty to decide on acceptable performance standard
b) Encourage the PO to bring this up to the team so that team can come up with improved DoD, with strong SLA requirements for performance issues
c) Wait till retrospective because this is the appropriate time for dev team to re-consider the DoD
Mikhail: Of course, the PO needs to bring up the concerns to the team. I think it is better to do as early as possible.
However, changing the DoD during a Sprint seems not a good practice because of 2 reasons:
* If the DoD is strengthen in a middle of a Sprint, it could affect the Sprint Goal because items from the Sprint Backlog will require more time to be completed.
* Sometimes a Dev Team could desire to weaken the DoD in a middle of a Sprint to make some unfinished items “complete”. In my opinion it could endanger quality.
So, the best time to change the DoD is at the Retrospective right before the next Sprint.
a. Focus
b. Commitment
c. Courage
d. Respect
e. Openness
Mikhail: The Scrum Guide itself does not contain details about the Scrum Values. However, I found a very good series of articles on this topic at Scrum.org that explains every value:
Focus
Openness
Courage
Commitment
Rspect
I think the following values were touched in the question: openness, courage and respect (c, d, e):
Openness:
Openness enables team members to share their perspectives, feel heard by their peers, and be able to support team decisions.
Courage:
It takes courage to share a dissenting opinion with a team member and engage in productive conflict.
It takes courage to admit our mistakes. This could apply to our technical work, our decisions, or how we conduct ourselves.
Respect:
When there is respect for all opinions and perspectives, we can ensure everyone has the opportunity to be heard. When we feel we have been heard, it is possible to fully support team decisions even if the decision was not our preference.
A. Sales Executive or Sales Leader
B. CEO
C. Customers and Prospects
D. Market research results and analyst reports
E. Development Team
Mikhail: Actually, the Product Owner can work with anyone any time (possibly during Product Backlog Refinement and other activities) who can supply good ideas to capture more value for the Product.
In order to maximize value, the PO should identify the Key Stakeholders for the Product, and involve them as necessary throughout the development effort.
There is a good article at Scrum.org that explains everything about the Key Stakeholders. It divides the Key Stakeholders into three broad categories:
- The Users – The human people who actually use the Product. Sometimes the Development team acts as a “Production Support Engineer” user
- The External Customers – The people responsible for paying to use the Product
- The Internal Customers – The people responsible for making the funding decisions for the Product development effort
The Scrum Glossary gives a definition:
A Key Stakeholder is a person external to the Scrum Team with a specific interest in and knowledge of a product that is required for incremental discovery. Represented by the Product Owner and actively engaged with the Scrum Team at Sprint Review.
So, the PO might consider all the suggested options. However, we can try to arrange them:
C. Customers and Prospects (The Users)
B. CEO (The Internal Customers)
A. Sales Executive or Sales Leader (specific interest in and knowledge of the Product)
E. Development Team (sometimes acts as a “Production Support Engineer” user, can give useful feedback during Product Backlog Refinement and other activities)
D. Market research results and analyst reports
(A): You identify the dependencies and re-order the Product Backlog for them.
(B): You work with the Development Teams on how to best parse the work.
Mikhail: Actually, it is easy to answer using the Nexus Guide. It has special events for identifying and minimizing dependencies between the teams and forecasting which team will deliver which Product Backlog items: Refinement and Nexus Sprint Planning. Both meetings involve representatives from all the teams.
So, the correct answer is B.
There is a good paper describing this process in detail: Cross-Team Refinement in Nexus™
A. Add at least one high priority item into the Product Backlog
B. Add at least one high priority item into the Sprint Backlog
C. Aim for highest priority item to be implemented in the next Sprint
D. Add the highest priority item into the Product Backlog
Mikhail: A and D are wrong because they suggest adding a team process improvement directly into the Product Backlog. Remember, the Product Backlog lists all features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases.
B (add a process improvement into the Sprint Backlog) looks good. However, the current Sprint is almost over at the time of Retrospective. The scope of the next Sprint will be defined at the following Sprint Planning. So, B is not the best choice.
The Scrum Guide contains: The Sprint Backlog makes visible all the work that the Development Team identifies as necessary to meet the Sprint Goal. To ensure continuous improvement, it includes at least one high priority process improvement identified in the previous Retrospective meeting.
So, C option is the best.
A. Report daily progress to stakeholders
B. Do the work planned in the Sprint Backlog
C. Increase velocity
D. Pull Product Backlog items for the Sprint
E. Reorder the Product Backlog
F. Set the time for the Daily Scrum
Mikhail: A. Wrong. There is no such a duty.
B. Correct
C. Wrong. There is no a formal commitment for this.
D. Correct. The Guide states: “The number of items selected from the Product Backlog for the Sprint is solely up to the Development Team.” I would rephrase it as the DT pulls items from the PB until it feels it is enough.
E. Wrong. This is a PO responsibility.
F. Correct
Check 1 Answer:
A. The productivity of the first team decreases
B. The productivity of the first team increases
C. The productivity of the first team remains unchanged
Mikhail: The correct answer is A. Productivity will decrease because the first team should spend time on interaction with the other team and resolve dependencies. In the very beginning the productivity will drop even more because members of the first team will have to do some knowledge transfer to the new team.
A. Facilitating and also participating as a Scrum team member.
B. Summarizing and reporting the discussions to management.
C. Acting as a scribe to capture the Development Team’s answers.
D. Prioritizing the resulting action items.
Mikhail: A. Correct. The Scrum Guide states: “The Scrum Master ensures that the meeting is positive and productive. The Scrum Master participates as a peer team member in the Retrospective from the accountability over the Scrum process.”
B. Wrong because management is not part of Scrum
C. Wrong because there is no Scribe role in Scrum
D. Wrong because the whole team should do it
A. During Sprint Planning.
B. After they have been discussed and agreed to at the Sprint Retrospective.
C. Whenever needed.
D. Before a Sprint begins.
E. Prior to starting a project.
Mikhail: The correct answer is C. Teams in Scrum are self-organized. There is no need to wait until a formal event. Scrum events give formal opportunities to inspect and adapt. However, any adjustments to practices or processes can be made whenever it is needed.
A. When the Product Owner identities a new work.
B. When the Scrum Master has time to enter them.
C. As soon as possible after they are identified.
D. During the Daily Scrum after the Development Team approves them
Mikhail: The correct answer is C “as soon as possible”. The Scrum Guide clarifies it:
“As new work is required, the Development Team adds it to the Sprint Backlog.”
“The Sprint Backlog is a highly visible, real-time picture of the work that the Development Team plans to accomplish during the Sprint”
There is no need to wait for the Daily Scrum to approve it.
A. As much as the Product Owner and Development Team agree is necessary to create enough ready Product Backlog Items
B. Up to 10% of the capacity of the Development Team
C. As much as the Product Owner deems necessary to create enough ready Product Backlog Items
D. Up to 10% of the capacity of the Development Team in a typical Sprint, but as much as 90% in early Sprints
Mikhail: At first glance it seems that answer should be B. However, it is A. The Scrum Guide states:
“This is an ongoing process in which the Product Owner and the Development Team collaborate on the details of Product Backlog items.”
“Refinement usually consumes no more than 10% of the capacity of the Development Team.”
So, Refinement takes as much time as the PO and the DT agree. Usually, it takes not more than 10% of the total Sprint time.
A. Instruct the Development Team to split into 2 teams with 5 Developers in each
B. Instruct the Development Team to split into 2 teams, they should decide the appropriate sizes
C. Raise the increased team size as a potential impediment and help the Development Team decide what to do about it
D. Do nothing, the Development Team must fix its own issues
Mikhail: The Scrum Guide advises optimal team size of 3 to 9 people. A and B are wrong because teams are self-organizing. C is better than D because the Dev Team can be not aware of the potential risks. Your job as the Scrum Master is to clarify it and facilitate coming to a solution.
A. Development team plans work for next 24 hours
B. Inspect work since last daily scrum
C. Forecast upcoming sprint work
My confusion: A and B looks correct. C is not clear to me, do they mean upcoming work of the current sprint or the work of upcoming sprint?
Mikhail: The Scrum Guide contains “The Daily Scrum is held every day of the Sprint. At it, the Development Team plans work for the next 24 hours. This optimizes team collaboration and performance by inspecting the work since the last Daily Scrum and forecasting upcoming Sprint work.”
So, all the options are correct.
A. No, that is far too hard and must be done in a hardening Sprint.
B. No, each Scrum Team stands alone.
C. Yes, but only for Scrum Teams whose work has dependencies.
D. Yes, otherwise the Product Owner (and stakeholders) may not be able to accurately inspect what is done.
Mikhail:The Nexus Guide states: “A Nexus consists of multiple cross-functional Scrum Teams working together to deliver a potentially releasable Integrated Increment at least by the end of each Sprint.”
So, all the teams should integrate their increments by the end of each Sprint. The answer is D.
A. True
B. False
Mikhail: True (A). The Scrum Guide states: “The heart of Scrum is a Sprint, a time-box of one month or less during which a “Done”, useable, and potentially releasable product Increment is created.”
Q1 :Who creates the Increment?
A1: Only members of the Development Team create the Increment.
Q2: What belongs solely to the Development Team?
I think, the answer here should include “Increment”, but the answer was : The Sprint Backlog
Mikhail: I think, there is no any contradiction between the questions. The Scrum Guide contains:
“Only members of the Development Team create the Increment.”
“Only the Development Team can change its Sprint Backlog during a Sprint. The Sprint Backlog is a highly visible, real-time picture of the work that the Development Team plans to accomplish during the Sprint, and it belongs solely to the Development Team.”
So, according to the Scrum Guide, the both answers are correct.
It is not written in the Guide, but in fact, when the Increment is created, it does not belong to the Dev Team anymore. For example, someone hired a dev team to create a product. When the job is done, the product belongs to the person who funded the project.
The Scrum Master(SM) is a Servant Leader. How does a SM demonstrate Servant Leadership?
——————-
Question options are deleted by Mikhail.
Hi,
Your question can be answered if you take a look at the Scrum Master chapter of the Scrum Guide.
It contains:
* Scrum is founded on empirical process control theory, or empiricism.
* SM helps in … Facilitating Scrum events as requested or needed.
* SM helps in … Removing impediments to the Development Team’s progress;
One of the deleted options was referring to the last point, but in a slightly different manner making emphasis on removing *all* impediments by the SM only. However, the SM, first of all, should teach the Dev Team to be self-organized and try to remove impediments by themselves. Then, sometimes, the SM needs help from the Organization side.
Thanks,
–Mikhail
Rephrased by Mikhail:
If the DoD contains “every item should be documented”, but the Dev Team does not have any technical writers. What should the Dev Team do?
A. The team should be cross-functional and the DT members should find a way to create documentation by themselves.
B. Leave documentation to an external Tech Writing team that will create documentation during the last Sprint.
C. Leave documentation to an external Tech Writing team that will be shared among all the Scrum Teams.
The answer is A. Teams in Scrum are cross-functional.
–Mikhail
I think for the 1 question the answer is B and D. Please correct it
I think for the 2nd question the answer would be C
Hello, which answer do you think it is the best for the following question:
What can the scrum value of openness easily impact?
A) Collaboration
B) Software Quality
C) Employee Satisfaction
D) Time to Market
E) Stakeholder trust
F) All of above.
Thank you!
Hi,
I would pick F) All of above.
Thanks,
–Mikhail
I have another question. Thank you!
IT manager is concerned about the on-time delivery and wants the team to work 10% higher on the velocity to meet the delivery for the project.
As scrum maser, what do you do:
A) You explained how a team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to predict productivity. You refer the IT manager to the Product Owner for all the information concerning the progress of the development.
B) You help the IT manager understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level of expected. Meanwhile, you present this to the team as a challenge and a company goal, leaving it however up to the team to figure out exactly how to achieve this.
C) You inform the IT manager of the impediments you are aware of that prevent the team from being more productive. You suggest collaborating with him on how to remove these impediments.
C) You tell the IT manager that this is not your accountability in Scrum. You send him to product owner.
Hi,
I hope you modified the question before publishing it here.
I found a good post on the topic of Velocity: https://www.scrum.org/resources/blog/agile-metrics-velocity
It explains why it is a bad idea to compare velocity of different teams or require to increase velocity. In simple words it does not work because the team can change the way they estimate items and affect the result velocity in any way.
A) It is wrong because it says “velocity is for forecasting work (concrete items) and not predicting productivity”. Velocity is a measure of the amount of work a Team can tackle during a single Sprint. Also, it is not a PO responsibility to report about progress of the development at any given time. Team’s artifacts (Product Backlog and Sprint Backlogs) should provide enough clarity on the team progress. Also, progress towards completing projected work is assessed every Sprint Review.
B) is wrong because there is no “expected level of velocity”
C) Correct
D) is wrong because it is not a PO responsibility.
Thanks,
–Mikhail
Oct 27, 2019… just came across your site as I’m preparing to take the PSM1. I want to thank you for publishing these questions for everyone to use! I just took your quiz for the first time and failed it by a few points, although I was getting 100%’s on the scrum assessment site. As a form of appreciation, I have made a small donation. As I continue to use this site in preparation for the exam, I will continue to donate.
Much thanks!
Hi reynoa,
I am glad you fond my quiz useful. Thanks for the donation!
Best Regards,
–Mikhail
Hi Mikhail.
Could you help me with two questions?
1.What can increase transparency of increment?
2.Give two good ways for the scrum team to make sure that the concerns about security are met?
Hi Luk,
1.What can increase transparency of increment?
* A well-maintained Product Backlog. Items should be ordered and refined for the next couple of Sprints. So, everyone in the team understands every item.
* Clear and strict Definition of Done when everyone in the team knows what “Done” means.
2.Give two good ways for the scrum team to make sure that the concerns about security are met?
* Add security requirements into the Definition of Done. In this case, every done Item should confirm them.
* Create one or more items in the Product Backlog to address the security concerns
Thanks,
–Mikhail
Hallo Mikhail, can you please help understanind those questions
——–
DELETED by Mikhail
——–
Hi Emy,
I feel, the questions were copied from some copyrighted source.
I had to delete them.
Thanks,
–Mikhail
Hi Mikhail,
i formulated them.
1)how can requirement of product is distributed for several scrum team
A. PO decision -incorrect
B. Dv team is working from shared PB – correct
C. Depending on the velocity of the team – incorrect
D. all scrum teams should have equal requirement – incorrect
2)sprint goal is
A)The scrum team discussed and commit to it -correct
B)The PO respects the dev team opinion and work – correct
C)it help dev team stay focus – correct
D)It is only a forecast and may change within the sprint -incorrect as it is not only forcast
3) what shows the respect as a scrum value
A)the accountabilities of the scrum role -correct
B)The PO decision for PBD ordering -correct
C)people and their experience -correct
D)stakeholder requierement-incorrect
E)sponsors and customers expectation -incorrect
4) how to standadrzie a velocity for a product done by several scrum team
A)Velocity has nothing to do with value -correct
B)reward the team to motivate them to give more -incorrect
C)put some standard so the team can understand how it works -incorrect as it will not help
D)Velocity ia unique value and varie from team to another and used as input for sprint ? -correct
Thank you
Hi,
Thanks for reformulating the questions. Now I can answer them:
1)how can requirement of product is distributed for several scrum team
A. PO decision -incorrect
B. Dv team is working from shared PB – correct
C. Depending on the velocity of the team – incorrect
D. all scrum teams should have equal requirement – incorrect
Mikhail: Agree, B. All the teams should have a single Product Backlog.
2)sprint goal is
A)The scrum team discussed and commit to it -correct
B)The PO respects the dev team opinion and work – correct
C)it help dev team stay focus – correct
D)It is only a forecast and may change within the sprint -incorrect as it is not only forcast
Mikhail: agree, D is wrong. Sprint Goal should not change during a Sprint. The Scrum Guide contains “During a Sprint: No changes are made that would endanger the Sprint Goal;”
3) what shows the respect as a scrum value
A)the accountabilities of the scrum role -correct
B)The PO decision for PBD ordering -correct
C)people and their experience -correct
D)stakeholder requierement-incorrect
E)sponsors and customers expectation -incorrect
Mikhail: I cannot get the options. Probably, some important details are missing. In this form, it looks like you are right.
4) how to standadrzie a velocity for a product done by several scrum team
A)Velocity has nothing to do with value -correct
B)reward the team to motivate them to give more -incorrect
C)put some standard so the team can understand how it works -incorrect as it will not help
D)Velocity ia unique value and varie from team to another and used as input for sprint ? -correct
Mikhail: I agree, D is correct. Probably, A is correct in this context. However, it is questionable. For example, If a team works like 10 Sprints and measures velocity in a consistent way, in the Sprints where they managed to cover more story points, probably , they finished more items. Assuming the items were arranged by value, there is an indirect correlation between Velocity and Value.
C) could be a viable option too. For example, some guideline could tell “After 5 Sprints, a team should be able to predict its velocity for the next Sprint with 80% accuracy”.
–Mikhail
Hi Mikhail I answered as follows to the following questions, could you tell me if I was wrong or not? thanks
The two signs that a Development Team is self-organizing?
——-
Mikhail: DELETED
Hi Fran,
I feel the questions are not modified enough from the original. So, I deleted the options for the first question and deleted the second question (it was answered right).
The two signs that a Development Team is self-organizing?
The team is able to resolve internal conflicts and it always knows what to do next to deliver Items taken into the Sprint.
Thanks,
–Mikhail
Thanks you so much Mikhail!
Hi Mikhail ,
thanks a lot for your help, i reformulated another questions including the repsect one.
can you please check my answers.
what shows the respect as a scrum value
A)repect the accountabilities of the scrum role -correct
B)respect The PO decision for adding more PBDItems -correct
C)respect people and their experience -correct
D)respect stakeholder requierement wihtout comments-incorrect
E)sponsors and customers expectation to have product with no low value -incorrect
2) In the daily scrum, the product owner is celebrating with dev team whenever they start to work
what u do as scrum master
A) ask him to stop attending the daily scrum -> correct, benefit for the team
B) teach him about the purpose of daily scrum-> correct,
C) encourage the team and do as the PO-> incorrect,
D) Nothing -> incorrect,because scrum master needs to help the dev team
3) Your are a scrum team for team of 10 memebrs dev team ;the PO and Dev team are struggling to have spring goal
A)The dev is too big ->incorrect 10 is not big number
B) The sprints are too long-> 1 month is ok
C)The po is lost can cannot set objective ->correct
D) Scrum is the wrong framework here -not sure
E)The po cannot make decision on the product backlog.->correct
i go for C and D more
4) You are a scrum master for five scrum teams and one product. You discuss with them the high level of integration for the product increment
what is the best approach
A) Each scrum create his own definition of done and then check wether to release it accoroding to the work load or not
B) all team agree on a shared definition of Done and work on it
C) each team work on his own and in the review they integrate all work
D) integration is not important, just focus on the value and then PO can still release it
i go for C as definition of done should be shared among all team as they are working on one product
5) in sprint retrospective, how do you measure high velocity
A) the working software is more important than velocity
B) motivate the team for their work so they can give more
C) thank them for their work but ask them to improve more
D) do a meeting to explain how to improve the quality regardless of what the velocity is
im more with A and B as scrum master i have to highlight the important of the released product whatever the velocity is
Hi Emy,
A lot of questions! I will answer 2 at a time.
what shows the respect as a scrum value
A)repect the accountabilities of the scrum role -correct
B)respect The PO decision for adding more PBDItems -correct
C)respect people and their experience -correct
D)respect stakeholder requierement wihtout comments-incorrect
E)sponsors and customers expectation to have product with no low value -incorrect
Mikhail: I agree. E maybe a good one too. It is the goal of Scrum to make sure the most valuable features for the Product are implemented first.
2) In the daily scrum, the product owner is celebrating with dev team whenever they start to work
what u do as scrum master
A) ask him to stop attending the daily scrum -> correct, benefit for the team
B) teach him about the purpose of daily scrum-> correct,
C) encourage the team and do as the PO-> incorrect,
D) Nothing -> incorrect,because scrum master needs to help the dev team
Mikhail: I agree A and B
Thanks Mikhail for your help,
For what deals with the question about “respect” the option B) respect the PO decision for adding more PDItems is incomplete. The option mentions says “respect the PO decision for adding more PDI during the sprint” this is not aligned with the scrum guide because the sprint backlog is managed and owned only by the development team.
Accordingly in my opinion the right answers are A – C – E(respect sponsors by not building low business value functionalities)
3) Your are a scrum team for team of 10 memebrs dev team ;the PO and Dev team are struggling to have spring goal
A)The dev is too big ->incorrect 10 is not big number
B) The sprints are too long-> 1 month is ok
C)The po is lost can cannot set objective ->correct
D) Scrum is the wrong framework here -not sure
E)The po cannot make decision on the product backlog.->correct
Mikhail: I feel the options are cut here (for example, C and E look similarly), so it is hard to choose. I would notice, 10 people are more than recommended 5-9 people in the team.
4) You are a scrum master for five scrum teams and one product. You discuss with them the high level of integration for the product increment
what is the best approach
A) Each scrum create his own definition of done and then check wether to release it accoroding to the work load or not
B) all team agree on a shared definition of Done and work on it
C) each team work on his own and in the review they integrate all work
D) integration is not important, just focus on the value and then PO can still release it
i go for C as definition of done should be shared among all team as they are working on one product
Mikhail: The correct answer is B. All teams working on the same Product should share the same DoD because they are responsible for a single Increment. Some teams can make the common DoD even stricter.
Thanks,
–Mikhail
Hi Mikhail,
i reformulated the answers for question 3
The dev team is10 members. Each sprint takes 1 month. As a scrum master you observe that the items on the sprint backlog are unrelated, both the PO and Dev team advised that they are unable to craft sprint goal
A)The dev is too big
B)The sprints are too long
C)The po does not set objectives that he wants to achieve with the sprints
D)Scrum might not be the best framework.
E)The po doesn’t have the power to make decisions about items on the product backlog.
which two we can choose, i go for both C and E as the PO here is helpless and cannot see any clear objective , and A can be as well as 10 is too much
what you think ?
Hi Emy,
Now the question and the options are clear.
I would pick:
A) because the upper limit recommended level is 9
B) because, probably, the Sprints are too long and many unrelated items get into the PB. It is the reason why it is hard to set a coherent Sprint Goal.
Thanks,
–Mikhail
Hi Mikhail,
but shouldn’t the sprint usually be 1 month ?? i mean it is the ideal situation
in the question, it is listed clearly that the sprint is 1 month.
so if we choose all options that suit this sitaution, isnt also A,C,D i mean the unrealted items found in the backlog are result of confused PO the one who do not know the objective of the sprints and cannot decide or do not mandate power on the PB ordering? or im thinking wrong way.
Thanks a lot in advance
Hi Emy,
You are right, C could be a viable option too (together with B).
Why the PO and the Dev Team cannot craft the Sprint Goal?
Possible answers are the PO does not set clear objectives (C) or the PO sets objectives, but the Sprint is too long and there are too many developers that there is no a single clear objective, but a bunch of unrelated objectives (B).
Thanks,
–Mikhail
5) in sprint retrospective, how do you measure high velocity
A) the working software is more important than velocity
B) motivate the team for their work so they can give more
C) thank them for their work but ask them to improve more
D) do a meeting to explain how to improve the quality regardless of what the velocity is
as per my understanding – A&D is correct.
Exactly.
Hi Mikhail
here I have another question:
I’m the PO introducing new features planned for the next sprints during the sprint review. One subject matter expert reminds that some of the features imply important non-functional requirements that can be subject to external audits. The Scrum Team did not consider those non-functional requirements, what can we do to handle such urgent concerns? (choose 2 options)
1) are identified and documented in parallel sprints and once the analysis is done applied to the already done work before future features will be added (incorrect according to me)
2) the impact of those urgent concerns on the work already done and the future work will be determined before the new sprint so that related PBIs will be given to the PO before starting next sprint (correct according to me)
3) we give everything to a specialist team in parallel sprint and they will sort our everything (wrong for me)
4)during the retro we adjust our DoD also asking help to external specialist in order to define better the requirements (correct for me)
5) they are added to the Product backlog and resolved during the next sprints combined with enhancing new features, no matter how small the new feature is. (wrong for me)
Hi Fran,
I see you re-formulated the question. Good!
I’m the PO introducing new features planned for the next sprints during the sprint review. One subject matter expert reminds that some of the features imply important non-functional requirements that can be subject to external audits. The Scrum Team did not consider those non-functional requirements, what can we do to handle such urgent concerns? (choose 2 options)
1) are identified and documented in parallel sprints and once the analysis is done applied to the already done work before future features will be added (incorrect according to me)
Mikhail: bad because of the parallel Sprints
2) the impact of those urgent concerns on the work already done and the future work will be determined before the new sprint so that related PBIs will be given to the PO before starting next sprint (correct according to me)
Mikhail: It does not look good to me. Why the PBIs are given to the PO? Usually the PO puts items in the PB and the Dev Team works on them.
This item does not look different from the last one except it has less correct details.
3) we give everything to a specialist team in parallel sprint and they will sort our everything (wrong for me)
Mikhail: bad because of the a team to depend on
4)during the retro we adjust our DoD also asking help to external specialist in order to define better the requirements (correct for me)
Mikhail: correct
5) they are added to the Product backlog and resolved during the next sprints combined with enhancing new features, no matter how small the new feature is. (wrong for me)
Mikhail: correct
thanks a lot Mikhail!
I was happy the rephrasing worked properly 😀
Hi Mikhail
Please here another question (I rephrased it):
My DT is spread globally in different locations. It’s really tough to have the daily scrum every day cause of several issues (missing tools, timezones etc) the team ask me if they can do the daily scrum only on Tuesdays, what should I answer as SM? (choose 2 answers)
• Did you consider the impact of your decision? Anyway thanks for informing me, I’ll support this self-organising team decision
• Let’s vote all to see the overall consensus
• Be carefull, decreasing the frequency of communication will make you feel even more disconnected
• Did you know why the daily scrum is daily? it allows you to update the sprint plan, as a self organised team do, in order to get the sprint goal.
Hi Fran,
The last two options are correct. The Daily Scrum should be held every working day.
Thanks,
–Mikhail
Hi Mikhail
I have another question (thanks in advance for your support):
Because of an angry discussion about the definition of done and the work that is not being done, after an hour someone starts making personal insults, what a SM can do?
– have a session to solve the conflict, create a DoD to be come official. Making ideological disagreement the spark for personal discussion doesn’t help
– take the members involved aside and ask them to go to their managers far from the team in order to keep it stable
– defuse the conflict, considering the DoD ask the DT members how to interpret it and then let them decide whether the work causing the discussion is or not part of the DoD
– close the discussion. no matter if the work is or is not part of the DoD, make the call. Find those who are guilty and decide about their further presence in the team
Actually I opted for the first answer, but I’m not that sure. thanks!
Hi,
A) Agree, probably this is the correct answer. What does it mean “create a DoD to be come official” here?
B) Wrong because assumes some external managers
C) I do not see how this option is different from the situation described in the question. So, I assume it is wrong.
D) Wrong because the SM does not decide who is in the team.
Thanks,
–Mikhail
Hey Mikhail,
if you have to choose three benefits of self organizing teams, what would they be?
Thanks.
Melih
Hi,
According to the Scrum Guide, self-organizing teams choose how best to accomplish their work, rather than being directed by others outside the team.
I would pick:
* They can resolve internal conflicts
* They do not depend on others outside of the team to do they work
* They always know their progress and what to do next to meet their Sprint Goal
Thanks,
–Mikhail
Hey Mikhail,
Some questions:
How do you handle a DT member who is talking too much in the daily?
A. You set a limit team per member
B. You start using a token.
C. Discuss this issue in the retro.
D. Explain in the daily with all the team why shouldn’t overextend
E. Explain in private only with this person
Someone is missing the daily?
A. Speak with this person in private
B. Discuss in a retro with the complete team
C. Report to manager.
The place of the daily is chosen by the DT? Or should be done in front of the scrum boards?
What happen if the PO attend the daily, it is only observing and not participating but the team attitude is conservative, not natural , his/her pressence is affecting the purpose of the daily, what can we do as SM:
A. Coach the DT to speak openly with the PO pressence as observer.
B. Ask to PO leave dailies
C. Coach the DT to report to PO
D. Leave them alone, they are self-organized and SM pressence is not required in DS
What is a signal of a DT is enough self-organized in a SPrint planning?
A. They invite the external people needed to understand and clarify all the stories in the sprint backlog
B. They pull all the PBI which they are going to work during next sprint
C. They are able to descompose all the tasks from all the PBI
D. They create their own Sprint backlog
E. They can do the meeting alone
Hi,
I will answer by a couple of questions a day when I have time.
How do you handle a DT member who is talking too much in the daily?
A. You set a limit team per member
B. You start using a token.
C. Discuss this issue in the retro.
D. Explain in the daily with all the team why shouldn’t overextend
E. Explain in private only with this person
Mikhail: this concern should be discussed with the team. Retrospective is a good option (C).
Someone is missing the daily?
A. Speak with this person in private
B. Discuss in a retro with the complete team
C. Report to manager.
Mikhail: (B) discuss it in a Retro.
Thanks,
–Mikhail
Thanks!
Hi,
I hope the questions are rephrased.
The place of the daily is chosen by the DT? Or should be done in front of the scrum boards?
Mikhail: The Dev Team is responsible for conducting the Daily Scrum. So, the choose where and when it should happen.
What happen if the PO attend the daily, it is only observing and not participating but the team attitude is conservative, not natural , his/her pressence is affecting the purpose of the daily, what can we do as SM:
A. Coach the DT to speak openly with the PO pressence as observer.
B. Ask to PO leave dailies
C. Coach the DT to report to PO
D. Leave them alone, they are self-organized and SM pressence is not required in DS
Mikhail: I think, there is nothing wrong if the PO comes to the Daily Scrum and remains silent. So, I would pick A) from the available options.
A better option would be to discuss this at a Sprint Retro with the whole Scrum Team and decide.
What is a signal of a DT is enough self-organized in a Sprint planning?
A. They invite the external people needed to understand and clarify all the stories in the sprint backlog
B. They pull all the PBI which they are going to work during next sprint
C. They are able to descompose all the tasks from all the PBI
D. They create their own Sprint backlog
E. They can do the meeting alone
Mikhail: I would pick B and D
A) Probably, is wrong. It depends on the exact wording. The Dev Team can invite external people to the Sprint Planning “to provide technical or domain advice”. However, they should not depend on external people to clarify each story in the Sprint Backlog.
C) is not the best option because the Dev Team is not required to decompose all items from the PB, but only the items for the next Sprint. For example, low-ordered items in the PB are usually not well described. So, the Dev Team would not be able to decompose them to the level of tasks.
E) is wrong because all the Scrum Team participates in the Sprint Planning (not only the Dev Team)
Thanks,
–Mikhail
I am new to scrum and have come like most from traditional waterfall. I am having difficulty in undertanding why the DT own the DoD. If a PO does not participate in tcreating and uodating the definition and it’s solely owned and updated by the DT at anytime during a sprint, where are the safeguards that the product is dlivered to the standards that the PO expects and will accept as a functioning increment of the product?
For example the Sprint team defines the product as being done as ‘ once the functionality specified in the user story has been developed and successfully unit, regression and integration tested’, if the DT then change the DOD mid sprint to read ‘once the functionality specified in the user story has been developed and successfully unit tested’ with out consultation and agreement from the PO and the increment fails subsequent regression and integration testing how can this be classified as Done?
Hi,
Thanks for the question.
I see your concern. However, the whole Scrum Team crafts the DoD, but the Dev Team remains responsible for it.
The DoD should not be changed during a Sprint. The normal time to review it and make changes is Sprint Retrospective. Note, the PO participates in the Retro and affects the DoD.
Also, the PO can bring some non-functional requirements for the Product and the Dev Team usually applies them via DoD.
Another point is the DoD should comply to the Organization standards and cannot be less strict.
Check my answer for “Should the PO approve the DoD?” here: https://mlapshin.com/index.php/blog/scrum-questions#poApprovesDoD
Thanks,
–Mikhail
Hi Mikhail ,
thanks a lot for your help, i reformulated another questions .
can you please check my answers.
1) in sprint retrospective, the team is discussion about that quality of increment is not good , but the team said that they were good and have high velocity ,what scrum master should do in this case, we can choose 2 options
A) the working software is more important than velocity
B) motivate the team for their work so they can give more
C) thank them for their work but ask them to improve the quality
D) do a meeting to explain how to improve the quality regardless of the velocity is decreasing
im more with A and D as scrum master i have to highlight the important of the released product whatever the velocity is
I go for A and D as the scrum master needs to explain that quality is more important, otherwise we cannot go to prod with the software, what u think ?
2. At a Sprint Review meeting, the security manager asked to include the security concern as well,
How to handle security concerns? Choose 2.
A) During retrospective, dev team check how to add them in the DOD but may be with the help of external specialist.
B) The impact of these points should be done earlier and to be in PB, before the sprints start ->
Incorrect. The next sprint starts anyway.
C) They should be handled by a separate. specialist team in a parallel Sprint-> Incorrect.
D)They are added in PB, to be sure that u in the coming sprints, combined with business functionality even if they are small->.Correct
E) handled in parallel sprint so it will not affect the dev team work. And then applied to the already done work->Correct
I would say D and E, they have to be added in PB and then plan them in sprint, or handled in parallel in another sprint and then apply to all work to be sure that they are handled properly ?
many thank in advance
Hi Emy,
1) in sprint retrospective, the team is discussion about that quality of increment is not good , but the team said that they were good and have high velocity ,what scrum master should do in this case, we can choose 2 options
A) the working software is more important than velocity
B) motivate the team for their work so they can give more
C) thank them for their work but ask them to improve the quality
D) do a meeting to explain how to improve the quality regardless of the velocity is decreasing
I go for A and D as the scrum master needs to explain that quality is more important, otherwise we cannot go to prod with the software, what u think ?
Mikhail: I agree. A) option is in accordance with the Agile manifesto. I suppose, D) option also includes that the SM explains why quality of the Increment is important.
2. At a Sprint Review meeting, the security manager asked to include the security concern as well,
How to handle security concerns? Choose 2.
A) During retrospective, dev team check how to add them in the DOD but may be with the help of external specialist.
B) The impact of these points should be done earlier and to be in PB, before the sprints start ->
Incorrect. The next sprint starts anyway.
C) They should be handled by a separate. specialist team in a parallel Sprint-> Incorrect.
D)They are added in PB, to be sure that u in the coming sprints, combined with business functionality even if they are small->.Correct
E) handled in parallel sprint so it will not affect the dev team work. And then applied to the already done work->Correct
I would say D and E, they have to be added in PB and then plan them in sprint, or handled in parallel in another sprint and then apply to all work to be sure that they are handled properly ?
D is correct, however E is wrong. There is no “parallel” Sprints in Scrum and applying something to a “Done” Increment is not correct.
The other way to handle non-functional requirements (such as security) is to add them to the DoD. A) option would look correct if it does not mention an external specialist at the Sprint Retro.
Probably, the original B option is correct (not rephrased version) if it mentions that the new requirements should be added as high-priority items to the PB and existing functionality should be fixed accordingly in the next Sprints.
Thanks,
–Mikhail
Thank you
as SM: You coach the development team, the product owner and the organization how to work empirically
correct?
Correct. The Scrum Guide contains: “Scrum is founded on empirical process control theory, or empiricism.”