Scrum PSM-I Dumps

According to the Scrum Guide 1 , the purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness. The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. Inspected elements often vary with domain, practices, and people involved. The Scrum Team identifies the most helpful changes to improve its effectiveness. The most impactful improvements are addressed as soon as possible. They may even be added to the Sprint Backlog for the next Sprint. Therefore, two appropriate topics for discussion during a Sprint Retrospective are:

Identifying high priority process improvements for the next Sprint.

How the team collaborates.

The other options are not relevant or appropriate for the Sprint Retrospective.

The correct answer is A, because the Scrum Guide states that “a Sprint can be cancelled before the Sprint time-box is over. Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Development Team, or the Scrum Master.” Therefore, a Development Team cannot cancel a Sprint by itself.

According to the Scrum Guide 1 , the definition of “Done” is a formal description of the state of the Increment when it meets the quality measures required for the product. The definition guides the Development Team in creating a “Done” Increment. The definition of “Done” is created by the development organization (or Development Team if none is available from the development organization). The definition of “Done” may vary significantly per Scrum Team, depending on the context. One aspect of Scrum Teams inspecting how they work toward their Product Goal is that they improve their definition of “Done” over time. Therefore, two things that are appropriate for a Scrum Master to do if the Development Team doesn’t have the engineering tools and infrastructure to completely finish each selected Product Backlog item are:

Coach the Development Team to improve its skills, tools, and infrastructure over time and adjust the Definition of “Done” accordingly.

Have the Development Team establish a Definition of “Done” that is actually possible to achieve given current circumstances.

According to the Scrum Guide 1 , the Sprint Backlog is the property of the Developers and no one else can tell them which items they should work on. The Developers can select any item from the Product Backlog that they forecast they can complete within a Sprint. The Developers are self-organizing and decide how to turn Product Backlog items into an Increment of value. Therefore, no one owns a Sprint Backlog item, but the entire Development Team is accountable for it.

The Definition of Done serves the following three purposes:

A. Create a shared understanding of when work is complete.

The Definition of Done is a commitment to the quality of the product increment that is part of Scrum. It is a formal description of the state of the product backlog item or the increment when it meets the quality measures required for the product. The Scrum team must have a shared understanding of what ‘done’ means and use it to assess when work is complete and transparent 1 .

C. Increase transparency.

The Definition of Done increases transparency by providing everyone a shared understanding of what work was completed and what standards were met as part of the increment. This ensures that the product increment is potentially releasable and that the stakeholders can inspect and provide feedback on it 2 .

D. Describe the work that must be mostly done before the Sprint is allowed to end.

The Definition of Done describes the work that must be done before the Sprint is allowed to end. Work cannot be considered part of an increment unless it meets the Definition of Done. The Definition of Done is used to guide the Developers in creating a " Done " , usable, and potentially releasable product increment every Sprint 3 .

B and E are not purposes of the Definition of Done.

B. Guide the Developers on how many Product Backlog items to select for the Sprint.

The Definition of Done does not guide the Developers on how many Product Backlog items to select for the Sprint. The Developers select how many Product Backlog items they can complete within a Sprint based on their capacity, skills, and experience. The Definition of Done helps them ensure that the selected items are completed to a high standard of quality 4 .

E. Describe the purpose, Objective, and timebox Of each Scrum event.

The Definition of Done does not describe the purpose, objective, and timebox of each Scrum event. The Scrum Guide describes these aspects for each Scrum event, such as Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective 5 . The Definition of Done is related to the product increment, not to the Scrum events.

The correct answer is B because the Daily Scrum is an event for the Developers. Its purpose is for the Developers to inspect progress toward the Sprint Goal and adapt their plan for the next day of work. Management external to the Scrum Team is not required for this event and should not be treated as the audience or driver of the discussion.

Option A is incorrect because the Daily Scrum is not a meeting for management updates. Option C is incorrect because the Product Owner does not attend to represent management’s views. Option D is incorrect because the Scrum Master does not speak on behalf of external management. The Daily Scrum exists to support self-management by the Developers, not to provide reporting to outside parties.

The Scrum Master ensures the event happens and that its purpose is understood, but the event remains centered on the Developers’ planning. External managers may observe only if that does not disrupt the Developers’ ability to manage their own work, but they are not necessary participants. Scrum protects the Daily Scrum from becoming a status meeting because its real value comes from enabling the Developers to collaborate, inspect progress, and adjust the Sprint Backlog in support of the Sprint Goal.

According to the Scrum Guide 1 , during each Daily Scrum, each Developer answers three questions:

What did I do yesterday that helped meet our Sprint Goal?

What will I do today to help meet our Sprint Goal?

Do I see any impediment that prevents me or our Development Team from meeting our Sprint Goal?

The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward achieving their Sprint Goal and producing a usable Increment. The other options are not relevant or appropriate for the Daily Scrum.

The timebox for the Sprint Review is four hours for a one-month Sprint, as stated in [4]: “The Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. During the event, the Scrum Team and stakeholders review what was accomplished in the Sprint and what has changed in their environment. Based on this information, attendees collaborate on what to do next. The Product Owner explains what Product Backlog items have been “Done” and what has not been “Done”; additionally, they discuss any changes to scope or budget or potential value. The entire group then collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning. The Sprint Review is a working session and attendees should inspect based on facts. A Sprint Review is held at the end of every Sprint for a maximum duration of four hours for a one-month Sprint.”

The correct answers are B and D, because the length of the Sprint should be chosen based on the level of uncertainty over the technology to be used and the risk of being disconnected from the stakeholders. The Scrum Guide states that “Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint. Sprints enable predictability by ensuring inspection and adaptation of progress toward a Sprint Goal at least every calendar month. When a Sprint’s horizon is too long the Sprint Goal may become invalid, complexity may rise, and risk may increase.”

 According to the Scrum Guide, changing the terminology of Scrum may have negative consequences, such as losing the benefits of Scrum, not understanding what has changed, or having very little change at all. Therefore, all answers apply to this question. The Scrum Guide recommends using the same terminology as in the guide to avoid confusion and misunderstanding.

The correct answer is E, because all of these topics can be discussed during a Sprint Retrospective. The Scrum Guide states that “the purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness. … During each Sprint Retrospective, the Scrum Team plans ways to improve product quality by adapting the definition of ‘Done’ as appropriate.” Therefore, the Scrum Team can discuss any aspect of their process, communication, skills, or definition of ‘Done’ that may help them improve.

The correct answer is B, because the Scrum Guide states that “the Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Development Team on why it is building the Increment.” Therefore, the Sprint Goal provides the Development Team with a target and overarching direction for the Sprint.

According to the Scrum Guide, the Scrum Master is responsible for coaching the Scrum Team to improve its skills, tools and environment over time and adjust the Definition of Done accordingly 1 .  The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product 1 .  The Definition of Done should be possible to achieve given current circumstances 2 . Therefore, option B and E are appropriate for a Scrum Master to do, if the Scrum Team does not have the tools and environment to completely finish each selected Product Backlog item.

Option A is not appropriate because declaring the Scrum Team not ready for Scrum implies that there is a fixed set of prerequisites for using Scrum, which is not true.  Scrum is a framework that can be applied to any complex product development effort 1 .

Option C is not appropriate because encouraging the Product Owner to accept partially done Increments until the situation improves violates the principle of transparency.  Transparency requires that the Increment is a usable product that meets the current Definition of Done 1 .  Accepting partially done Increments also increases technical debt and reduces value delivery 3 .

Option D is not appropriate because refocusing the current Sprint on establishing the Scrum Team’s environment instead of delivering an Increment goes against the purpose of a Sprint. A Sprint is a time-boxed event that serves as a container for the other Scrum events and activities.  The goal of each Sprint is to deliver a potentially releasable Increment that adheres to the current Definition of Done 1 .

The best answer is C. The function or purpose of management in Scrum is to present the Scrum Teams with insights and resources that help them improve. According to the article What is the Function or Purpose of Management in Scrum? , management is still critical to providing vision, securing resources, hiring talent, training teams, removing roadblocks, and continuously improving. Management also encourages collaboration and establishes Scrum Team autonomy, which are essential for Scrum’s values and principles.

A, B and D are not good answers because they imply a command-and-control approach that contradicts Scrum’s values of respect, openness, and self-organization. Management in Scrum is not supposed to micromanage, judge, or interfere with the work of the Developers, but rather support them and enable them to deliver value.

Detailed Explanation & References from Scrum

???? Scrum Guide Reference:

" The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how). " ​

" The Sprint Backlog is a plan by and for the Developers . It is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal. " ​

???? Why is " C. The Developers " Correct?

The Sprint Backlog is owned and managed by the Developers because they are the ones responsible for planning and executing the work.

The Developers update and modify the Sprint Backlog as needed during the Sprint .

The Scrum Team collaborates during Sprint Planning to define the Sprint Backlog, but the ongoing responsibility for managing it lies only with the Developers .

This allows the team to self-manage and adapt as work progresses.

❌ Incorrect Answers with Explanations

❌ A. The Scrum Team

???? Why is this Incorrect?

While the Scrum Team (Scrum Master, Product Owner, and Developers) collaborates during Sprint Planning, only the Developers are responsible for the Sprint Backlog .

The Scrum Master does not manage the Sprint Backlog , and the Product Owner does not modify it once the Sprint starts .

❌ B. The Scrum Master

???? Why is this Incorrect?

The Scrum Master facilitates the process but does not own or manage the Sprint Backlog .

The Scrum Master helps the team understand Scrum practices and remove impediments , but they do not decide or change the Sprint Backlog ​.

❌ D. The Product Owner

???? Why is this Incorrect?

The Product Owner is responsible for the Product Backlog, NOT the Sprint Backlog .

Once a Sprint starts, the Product Owner cannot modify the Sprint Backlog —only the Developers can update it as they learn more.

According to the Scrum Guide 1 , there is no such thing as a Release Sprint in Scrum. A Release Sprint implies that there are other Sprints that don’t produce a potentially releasable Increment, which violates the core principle of Scrum. Every Sprint should result in a “Done”, useable, and potentially releasable product Increment.

The correct answer is B, because when multiple teams work together on the same product, they should not maintain separate Product Backlogs. The Scrum Guide states that “multiple Scrum Teams often work together on the same product. One product goal unites them. Therefore, they must mutually define and comply with a definition of ‘Done’ that applies to their combined work product. … Multiple Scrum Teams working on the same product use the same Product Backlog.”

According to the Scrum Guide, the Sprint Backlog may include any items that are a decomposition of the selected Product Backlog items, such as user stories, tasks, use cases, tests, or others. The Sprint Backlog is the Developers’ plan for the Sprint, and it contains all the work that they forecast they can do to achieve the Sprint Goal and create a “Done” Increment. The other options are not valid, as they are either too specific (such as user stories or tasks) or too vague (such as tests).

A Scrum Master fulfills a different role than a traditional project manager, as stated in  2 : “A project manager helps manage the project timeline, resources, and scope in order to meet business requirements. A Scrum Master, however, helps ensure the Scrum Team follows Scrum theory, practices, and rules. The Scrum Master is a servant-leader who helps optimize the value created by the Scrum Team.”

The correct answers are A and D, because a Development Team is responsible for resolving internal team conflicts and organizing the work required to meet the Sprint Goal. The Scrum Guide states that “development Teams are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality.” Therefore, a Development Team should manage its own work and resolve its own issues.

The correct answer is C because the Daily Scrum is specifically an event for the Developers of the Scrum Team. According to the Scrum Guide, the Daily Scrum is held by the Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work. This makes the Developers the only people who must attend.

The Scrum Master’s responsibility is to ensure that the event takes place and that attendees understand its purpose, but the Scrum Master is not required to attend unless they are actively helping the Developers or are also participating as part of the team’s work. The Product Owner is also not required to attend. While either the Scrum Master or Product Owner may be present, the Daily Scrum remains a Developers’ event.

Options A, B, D, and E are incorrect because they include roles that are not mandatory participants. Scrum is careful about this distinction to preserve self-management and ensure the Developers own daily planning. The Daily Scrum is not a status meeting for management or other roles. It is a focused inspection-and-adaptation event for the Developers.

According to the Scrum Guide, the Development Team should do two things during the first Sprint: develop at least one piece of functionality and create an increment of potentially releasable software. These are the goals of every Sprint, regardless of its order. The other options are not things that the Development Team should do during the first Sprint, as they are either out of scope (such as making a plan for the rest of the project or defining major product features and release plan architecture) or unnecessary (such as analyzing, describing, and documenting requirements for subsequent Sprints).

According to the Scrum Guide, when many Scrum Teams are working on a single product, they must have a Definition of Done that makes their combined work potentially releasable. This ensures that there is a clear and consistent understanding of what “Done” means for the product and that there is no technical debt or unfinished work at the end of each Sprint. The other options are not valid descriptions of the Definition of Done for multiple Scrum Teams, as they either create inconsistency, confusion, or waste (such as having different definitions, discussing and reconciling differences during a hardening Sprint, or having the Scrum Masters define a common Definition of Done).

According to the Scrum Guide 1 , only people who are actively working on items in the Sprint Backlog participate in updating it during a Sprint; this includes tracking progress made on those items. This is typically done by Developers updating their remaining work every day after their Daily Scrum. The Development Team tracks this total work remaining at least for every Daily Scrum to project the likelihood of achieving their Sprint Goal.

According to the Scrum Guide 1 , the Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Developers on why it is building the Increment. It also provides a basis for inspecting and adapting during the Sprint Review and Sprint Retrospective. The Sprint Goal is a result of Sprint Planning, as is the Sprint Backlog.

According to the Scrum Guide, the Development Team is responsible for creating a “Done” Increment that meets the Definition of “Done”. User documentation is part of the Definition of “Done” in this scenario, so the Development Team must create it. The other options are not consistent with Scrum values and principles, such as self-organization, cross-functionality, and empiricism.

According to the Scrum Guide, estimates are made by the people doing the work, which is the Development Team. The Development Team is responsible for all estimates in the Product Backlog and the Sprint Backlog. The other options are not valid guidelines for estimating work in Scrum, as they are either too prescriptive (such as requiring story points or relative units), incorrect (such as forbidding estimating or having the Product Owner make estimates), or unnecessary (such as checking estimates with the Development Team).

The correct answer is D, because this statement best describes the Sprint Review. The Scrum Guide states that “a Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in the Sprint.” Therefore, the Sprint Review is when the Scrum Team and stakeholders inspect the outcome of a Sprint and figure out what to do next.

According to the Scrum Guide 1 , there are three roles in a Scrum Team:

The Product Owner

The Developers

The Scrum Master

The Product Owner is accountable for maximizing value resulting from work by Developers. Developers are accountable for creating a plan for the Sprint, the Sprint Backlog. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization. Every Scrum team must have a Product Owner and Scrum Master, as outcomes are affected by their participation and availability. The other options are false, as they imply that the Product Owner and Scrum Master roles are optional or interchangeable.

According to the Scrum Guide, an Increment does not have to be released to customers or users at the end of each Sprint. However, it must be in a usable condition and meet the Definition of Done. The decision to release an Increment is made by the Product Owner, based on the value and feedback obtained from stakeholders. The other option is not valid, as it implies that releasing an Increment is mandatory at the end of each Sprint.

The correct answer is A, because the Product Owner does not need to be present at the Daily Scrum. The Scrum Guide states that “the Daily Scrum is a 15-minute time-boxed event for the Development Team to synchronize activities and create a plan for the next 24 hours. … The structure of the meeting is set by the Development Team and can be conducted in different ways if it focuses on progress toward the Sprint Goal.” Therefore, the Daily Scrum is an internal event for the Development Team, and the Product Owner can attend only if invited by the Development Team.

The correct answer is A, because a good first question for you to suggest the group thinks about when forming into teams is how will we make sure all teams have the right amount of expertise. This question helps the group consider the cross-functionality and self-organization of the Development Teams, which are essential for delivering a potentially releasable Increment every Sprint.

According to the Scrum Guide 1 , the definition of “Done” is a formal description of the state of the Increment when it meets the quality measures required for the product. The definition guides the Development Team in creating a “Done” Increment. The definition of “Done” is created by the development organization (or Development Team if none is available from the development organization). The definition of “Done” may vary significantly per Scrum Team, depending on the context. One aspect of Scrum Teams inspecting how they work toward their Product Goal is that they improve their definition of “Done” over time.

 The Scrum Master should be concerned about the ability of the Development Teams to produce integrated Increments, as this is one of the goals of Scrum. The Scrum Master should also encourage the Development Teams to figure out a solution for themselves, as this fosters self-management and collaboration. The other options are not relevant or important for the Scrum Master in this situation.

The correct answer is B, because multiple Scrum Teams working on the same project do not have to have the same Sprint start date. The Scrum Guide states that “multiple Scrum Teams often work together on the same product. One product goal unites them. Therefore, they must mutually define and comply with a definition of ‘Done’ that applies to their combined work product.” Therefore, the synchronization of multiple Scrum Teams is based on their shared product goal and definition of ‘Done’, not on their Sprint start date.

The correct answer is A, because the role of management in Scrum is to facilitate the Scrum Teams with insights and resources that help them improve. The Scrum Guide states that “the organization respects their self-organization by not telling them how they should do their work.” Therefore, management should support the Scrum Teams by providing them with an environment that fosters collaboration, learning, and innovation.

According to the Scrum Guide, the Developers are accountable for tracking the remaining work toward the Sprint Goal, as they are responsible for creating a valuable Increment that meets the Definition of Done and the Sprint Goal. The other options are not valid, as they imply that someone else outside the Development Team (such as the Scrum Master, the Product Owner, or the Project Manager) is accountable for tracking the remaining work, which is not consistent with Scrum values and principles.

A cross-functional Development Team is one that includes cross-skilled individuals who are able to contribute to do what is necessary to deliver an increment of software, as stated in the Scrum Guide 1 : “Cross-functional teams have all competencies needed to accomplish the work without depending on others not part of the team.”

According to the Scrum Guide 1 , each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, the Increment must be usable. Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value. Therefore, a good way to continue is for the Development Team to make sure that all of the selected scope per Sprint is as “Done” as possible. The undone work is estimated and added to the Sprint Backlog of the next Sprint, so it doesn’t mess up the Product Backlog.

The correct answer is A, because a Sprint Retrospective should be held at the end of each Sprint. The Scrum Guide states that “the Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. … The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning.”

According to the Scrum Guide, two valid actions that the Developers can take when they realize that the workload may be greater than their capacity to complete the work are ensuring that the Scrum Team is aware, starting the Sprint, and monitoring progress, and removing or changing selected Product Backlog items. These actions are consistent with Scrum values and principles, such as transparency, adaptation, and collaboration. The other options are not valid actions, as they are either wasteful (such as recruiting additional Developers or canceling the Sprint) or unsustainable (such as working overtime).

According to the Scrum Guide, a Scrum Team is cross-functional if it includes skilled individuals who together have all the skills necessary to create value each Sprint. This means that the Developers can work on any aspect of the product without depending on others outside the team. The other options are not valid descriptions of cross-functionality, as they either imply that the Developers work in silos or rely on external people (such as business analysts, architects, testers, or separate teams).

According to the Scrum Guide 1 , an Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, an Increment must be usable. Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value. Therefore, in order to produce integrated Increments that are potentially releasable, the best suited structure for Development Teams is to develop functionality from beginning to end throughout all technical layers.

According to the Scrum Guide 1 , the Sprint Planning meeting has a time-box of eight hours or less for a one-month Sprint. The Scrum Master ensures that the meeting is time-boxed and keeps the Scrum Team focused on the objective. If the Development Team cannot forecast how many Product Backlog items it can complete, it should still start the Sprint and work on the most likely items to meet the Sprint Goal. The Sprint Backlog can be updated throughout the Sprint as more is learned. The Scrum Master should also support the team to discuss the reasons for the lack of clarity in the Product Backlog items and how to prevent it from happening again in the next Sprint Retrospective.

The two intended outcomes of the Daily Scrum are A and D.

A. Identification of impediments that may prevent the Developers from achieving the Sprint Goal.

The Daily Scrum is an opportunity for the Developers to inspect their progress toward the Sprint Goal and to identify any impediments or challenges that may hinder them from completing the work in the Sprint Backlog 1 . The Scrum Master can help the Developers remove these impediments or find ways to overcome them 2 .

D. A shared understanding of the most important work to be undertaken next to achieve the best possible progress toward the Sprint Goal.

The Daily Scrum is also an opportunity for the Developers to adapt their plan for the next 24 hours based on their current situation and the Sprint Goal 1 . 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 1 . This creates focus and improves self-management.

B, C, and E are not intended outcomes of the Daily Scrum.

B. An update of completed tasks and of the remaining work so the Scrum Master can plan the next day.

The Daily Scrum is not a status meeting or a report for the Scrum Master or anyone else 2 . The Developers are responsible for conducting and facilitating the Daily Scrum, not the Scrum Master 1 . The Scrum Master’s role is to ensure that the event happens, that it is positive and productive, and that it stays within the 15-minute timebox 2 .

C. An updated Scrum board to make Sprint progress transparent for the stakeholders.

The Daily Scrum is an internal meeting for the Scrum Team, not for external stakeholders 1 . The Scrum board is a tool that can help the Developers visualize their work, but it is not an outcome of the Daily Scrum. The outcome of the Daily Scrum should be an updated Sprint Backlog and an updated Sprint plan to achieve the Sprint Goal 3 .

E. A status report for the upper management indicating what each individual has done, will be doing, and what is impeding him/her.

The Daily Scrum is not a status report for anyone, especially not for upper management 2 . The purpose of the Daily Scrum is to inspect and adapt the work of the Developers, not to report on individual activities or performance 1 . The focus of the Daily Scrum should be on the collective work and progress of the Developers as a self-organizing team 2 .

According to the Scrum Guide 1 , a Sprint can be cancelled before the Sprint time-box is over. Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Developers, or the Scrum Master. A Sprint would be cancelled if the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change. In general, a Sprint should be cancelled if it no longer makes sense given the circumstances. But, due to the short duration of Sprints, cancellation rarely makes sense.

According to the Scrum Guide 1 , an Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, the Increment must be usable. Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value.

An example of an Increment is a valuable, useful set of product features, as stated in [4]: “An Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, each Increment must be usable.”

The correct answers are B and C, because technical debt impacts transparency in these ways. It leads to false assumptions about the current state of the system, specifically of an Increment being releasable at the end of a Sprint, as it may contain hidden defects or incomplete functionality. It also results in future work being slowed down in unpredictable ways, as development progresses and code is added, the system becomes more difficult to stabilize and maintain.

According to the Scrum Guide, the Developers on the Scrum Team should write the user documentation, as they are responsible for creating a “Done” Increment that meets the Definition of Done and the Sprint Goal. The other options are not valid, as they imply that the user documentation can be deferred, ignored, or outsourced, which is not consistent with Scrum values and principles.

Three topics for the Developers to discuss at the Daily Scrum as they inspect their progress toward the Sprint Goal are:

What have we learned since yesterday, and how should we modify our plan to increase our ability to meet the Sprint Goal?

Are there any impediments blocking progress toward the Sprint Goal?

Are there any decisions that need to be made to maintain progress toward the Sprint Goal?

These topics are suggested by [6]: “The structure of the meeting is set by the Developers and can be conducted in different ways if it focuses on progress toward the Sprint Goal. Some Development Teams will use questions, some will be more discussion based.”

According to the Scrum Guide, the Product Owner has the final say on the order of the Product Backlog, as he or she is responsible for maximizing the value of the product and the work of the Development Team. The other roles do not have this authority, although they may provide input and suggestions to the Product Owner.

According to the Scrum Guide 1 , during each Daily Scrum, each Developer answers three questions:

What did I do yesterday that helped meet our Sprint Goal?

What will I do today to help meet our Sprint Goal?

Do I see any impediment that prevents me or our Development Team from meeting our Sprint Goal?

The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward achieving their Sprint Goal and producing a usable Increment. The Developers can start with any one person and proceed in any order.

According to the Scrum Guide 1 , the Developers are self-organizing and decide how to turn Product Backlog items into an Increment of value. No one tells them how to do their work. The Developers are accountable for creating a plan for the Sprint, the Sprint Backlog. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization. Therefore, when the Scrum Team gets caught in an internal disagreement about which development techniques to apply, two techniques that the Scrum Master could use are:

Involve the complete Development Team, as they are responsible for managing and refining their own work.

Use coaching techniques, such as open questions and active listening, to help the Development Team resolve their conflict and reach a consensus.

The other options are not appropriate, as they may undermine the self-organization and empowerment of the Developers.

According to the Scrum Guide 1 , the purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness. The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. Inspected elements often vary with domain, practices, and people involved. The Scrum Team identifies the most helpful changes to improve its effectiveness. The most impactful improvements are addressed as soon as possible. They may even be added to the Sprint Backlog for the next Sprint. The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. The Scrum Master is part of the Scrum Team and should participate as a Scrum team member and facilitate as requested or needed.

Scrum promotes self-management by empowering the Scrum Team to take ownership of their work and processes. The best three answers are:

A. By having the Scrum Master protect the Scrum Team: The Scrum Master plays a key role in shielding the team from external distractions and impediments, allowing the team to focus on self-management and delivering value.

B. By the Scrum Team deciding what work to do in a Sprint: During Sprint Planning, the Scrum Team collaboratively selects and commits to the work they can accomplish within the Sprint, fostering self-organization and decision-making.

C. By being a lightweight framework: Scrum ' s simplicity and minimal structure provide the team with the flexibility to adapt and manage their work, encouraging self-management without imposing rigid controls.

According to the Scrum Guide 1 , the Daily Scrum is an event for the Developers of the Scrum Team. The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work. The Daily Scrum optimizes the probability that the Developers will meet the Sprint Goal. Every day, the Developers should understand how they intend to work together as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment by the end of the Sprint. If the frequency of the Daily Scrum were to be lowered to every two or three days, some key concerns would be:

Opportunities to inspect and adapt the Sprint Backlog are lost, which may result in wasted work or missed dependencies.

Impediments are raised and resolved more slowly, which may hinder the progress and quality of the work.

The Sprint plan may become inaccurate, as changes in requirements, risks, or priorities are not reflected in a timely manner.

The other options are not valid concerns, as they are not aligned with Scrum values and principles.

The best answer is B. The Developers on the Scrum Team should write the user documentation. According to the Scrum Guide, the Definition of Done creates transparency and ensures that the product Increment meets the quality standards required for the product 1 . If user documentation is part of the Definition of Done, then it should be completed within the Sprint by the Scrum Team 1 . The Scrum Team should have all the skills needed to deliver the product, and if user documentation is part of the product, then that skill should be on the team as well 2 . The Developers on the Scrum Team are responsible for creating a plan for delivering the Increment, which includes user documentation 1 . They can also ask for help from other more experienced writers outside the team, or learn the skill through training or workshops 2 . The other options are not consistent with the Scrum values and principles, as they would create dependencies, delays, and waste in the product development process.

According to the Scrum Guide, a Development Team is cross-functional if it has all the skills to create a potentially releasable Increment by the end of every Sprint. The other options are not indicators of cross-functionality, as they are either specific practices (such as pair programming or test driven development) or irrelevant factors (such as conflicts within the team or ability to perform every task).

The correct answers are A and B. When multiple Scrum Teams work on the same product, Scrum calls for one Product Owner and one Product Backlog for that product. This ensures a single source of prioritization, clear accountability for maximizing value, and consistent product direction. One Product Owner helps avoid conflicting priorities across teams and provides one clear voice for product decisions.

One Product Backlog is equally important because it creates transparency for all work needed to develop the product. If each team had its own separate Product Backlog, the organization would risk fragmentation, duplicate work, inconsistent ordering, and confusion about the overall product direction. A single Product Backlog supports coordinated planning and alignment across all teams contributing to the same product.

Options C, D, and E are incorrect because they divide product accountability across multiple backlogs or multiple Product Owners. Scrum does not define a Chief Product Owner structure. For one product, there should be one Product Owner and one Product Backlog, even when multiple Scrum Teams are involved. This setup best supports focus, transparency, and value optimization.

According to the Scrum Guide 1 , each event in Scrum is a formal opportunity to inspect and adapt something. These events are specifically designed to enable critical transparency and inspection. Failure to include any of these events results in reduced transparency and is a lost opportunity to inspect and adapt. All events are time-boxed events, such that every event has a maximum duration. Once a Sprint begins, its duration is fixed and cannot be shortened or lengthened. The remaining events may end whenever the purpose of the event is achieved, ensuring an appropriate amount of time is spent without allowing waste in the process.

The correct answer is D, because there is no gap between Sprints in Scrum. The Scrum Guide states that “a new Sprint starts immediately after the conclusion of the previous Sprint.” Therefore, there is no time required after a Sprint to prepare for the next Sprint.

The correct answer is D because Scrum Teams are self-managing. That means the Scrum Team, and especially the Developers with respect to Sprint Backlog execution, manages its own work rather than relying on a project manager, Product Owner, or Scrum Master to make sure individuals complete assigned tasks. Scrum does not operate through command-and-control task enforcement. Instead, the team collaborates to achieve the Sprint Goal and holds itself collectively accountable.

Option A is incorrect because Scrum does not define a Project Manager role responsible for directing daily task completion. Option B is incorrect because the Product Owner is accountable for maximizing value, not managing the team’s day-to-day task execution. Option C is incorrect because the Scrum Master coaches and facilitates Scrum but does not supervise or police whether each person does their tasks. Option E is incorrect because the roles listed do not all share this responsibility.

A key Scrum principle is collective accountability. The Scrum Team organizes its own work, inspects progress, and adapts as needed. Rather than focusing on whether each individual completes personal assignments, Scrum emphasizes whether the team is progressing toward the Sprint Goal and delivering a Done Increment.

The correct answer is B, because the guideline that a Scrum Master should give is that estimates are made by the Development Team. The Scrum Guide states that “the number of items selected from the Product Backlog for the Sprint is solely up to the Development Team. Only the Development Team can assess what it can accomplish over the upcoming Sprint.” Therefore, the Development Team should estimate the work in Scrum, using any method or unit they prefer.

The correct answer is B. The Scrum Team includes skilled individuals who together have all the skills necessary to create value each Sprint. According to the Scrum Guide 1 , “Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value in each Sprint.” This does not mean that every individual has all the skills, but rather that the team as a whole does. Cross-functionality enables the Scrum Team to deliver a potentially releasable Increment of “Done” product at the end of each Sprint, without depending on others outside the team.

The Product Owner should know the most about the progress toward a business objective or a release, as stated in the Scrum Guide: “The Product Owner is responsible for maximizing the value of the product resulting from work of the Development Team. How this is done may vary widely across organizations, Scrum Teams, and individuals.”

According to the Scrum Guide, the Scrum Team should make sure that everyone on the team does their tasks for the Sprint, as they are collectively accountable for creating valuable Increments that meet stakeholder needs and expectations. The other options are not valid, as they imply that someone else outside the Scrum Team (such as a project manager) or another role on the Scrum Team (such as the Product Owner or the Scrum Master) is responsible for making sure that everyone does their tasks for the Sprint.

The correct answer is C, because the Scrum Guide states that “the Development Team usually starts by designing the system and the work needed to convert the Product Backlog into a working product Increment. Work planned for the first days of the Sprint by the Development Team is decomposed by the end of this meeting, often to units of one day or less. The Development Team self-organizes to undertake the work in the Sprint Backlog, both during Sprint Planning and as needed throughout the Sprint.” Therefore, enough work should be defined during the Sprint Planning event so that the Development Team can create its best forecast of what it can do, and to start the first several days of the Sprint.

The correct answers are B and C, because these are the two primary ways a Scrum Master keeps a Development Team working at its highest level of productivity. The Scrum Guide states that “the Scrum Master serves the Development Team in several ways, including … removing impediments to the Development Team’s progress; facilitating Scrum events as requested or needed; and coaching the Development Team in self-organization and cross-functionality.” Therefore, by removing impediments and facilitating decisions, the Scrum Master helps the Development Team focus on their work and deliver value.

According to the Scrum Guide, the Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product 1 .  The Definition of Done is created by the Developers and it is used to assess when work is complete on the product Increment 1 .

The Scrum Guide also states that the Definition of Done may vary significantly per Scrum Team, depending on the context.  The Definition of Done evolves over time and becomes more stringent as the Scrum Team matures 1 . Therefore, it is important for the Scrum Team to regularly inspect and adapt the Definition of Done to reflect their current situation and needs.

The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint 1 .  The Sprint Retrospective focuses on three questions: What went well in the Sprint? What could be improved? What will we commit to improve in the next Sprint? 1  These questions can help the Scrum Team identify potential changes to the Definition of Done that would increase the quality and value of the product.

Option A is incorrect because Product Backlog refinement is not a formal Scrum event, but rather an ongoing activity that can happen at any time during the Sprint 1 .  Product Backlog refinement is mainly concerned with adding detail, estimates, and order to Product Backlog items 1 . Changing the Definition of Done during Product Backlog refinement could cause confusion and inconsistency among the Developers and the Product Owner.

Option C is incorrect because Sprint Planning is a time-boxed event that initiates a Sprint by defining a Sprint Goal and selecting Product Backlog items that deliver one coherent function 1 .  Sprint Planning is based on the current state of the Product Backlog and the latest Definition of Done 1 . Changing the Definition of Done during Sprint Planning could disrupt the flow of the event and affect the scope and feasibility of the Sprint.

Option D is incorrect because prior to starting a new project is not a specific time in Scrum.  Scrum does not prescribe any phases or stages for a project, but rather an empirical approach that relies on frequent inspection and adaptation of both the product and the process 1 . Changing the Definition of Done before starting a new project could be premature and irrelevant, as the Scrum Team may not have enough information or experience to define what ‘Done’ means for their product.

In Scrum, the Developers have the autonomy to manage their work and the Sprint Backlog. When an unexpected request comes in, even from someone as authoritative as the CEO, it should not be added directly to the Sprint Backlog without discussion.  The correct approach is for the Developers to discuss the new item with the Product Owner and the rest of the Scrum Team to understand its impact on the current Sprint Goal and to collaboratively decide the best course of action 1 2 .

This is in line with the Scrum values of  Courage ,  Focus ,  Commitment ,  Respect , and  Openness .  The team must have the courage to push back on changes that could disrupt their Sprint Goal, stay focused on their commitments, respect the agreed-upon process, and be open about the implications of introducing new work mid-Sprint 1 .

The Scrum Guide also states that once the Sprint begins, no one can force the Development Team to work on different requirements than those they forecasted for the Sprint 1 . If the CEO’s request is deemed important enough to warrant a change in the Sprint’s direction, it may lead to a negotiation of scope with the Product Owner or, in extreme cases, to the cancellation of the Sprint if the Sprint Goal becomes obsolete.  However, these are decisions that should be made collaboratively by the entire Scrum Team, not unilaterally by any single member, regardless of their position in the company

According to the Scrum Guide 1 , one aspect of Scrum Teams inspecting how they work toward their Product Goal is that they improve their definition of “Done” over time. The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. Therefore, it is most appropriate for a Development Team to change the definition of “Done” during the Sprint Retrospective.

The correct answer is C, because if burndown charts are used to visualize progress, they track work remaining across time. A burndown chart is a graphical representation of the amount of work left to do versus the time available. It helps the Scrum Team monitor and forecast the progress toward the Sprint Goal.

According to the Scrum Guide, a self-organizing Development Team chooses how to best accomplish its work, rather than being directed by others outside the team. The other options are not choices that a self-organizing Development Team makes, as they are either determined by the Scrum framework (such as Sprint length and Product Backlog ordering) or by collaboration with other roles (such as stakeholders for the Sprint Review and when to release).

The correct answer is C, because the second Sprint starts immediately after the first Sprint. The Scrum Guide states that “Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint.”

According to the Scrum Guide 1 , the Developers are self-organizing and decide how to turn Product Backlog items into an Increment of value. No one tells them how to do their work. The Developers are accountable for creating a plan for the Sprint, the Sprint Backlog. The other roles are not responsible for making sure everyone on the Development Team does their tasks for the Sprint.

According to the Scrum Guide 1 , when multiple Scrum Teams are working together on one product, they must coordinate their work with each other. One way to do this is through Nexus, a framework for scaling Scrum. Nexus helps to reduce cross-team dependencies and integration issues by making them more transparent. The key concern when multiple Development Teams are working from the same Product Backlog is minimizing dependencies between teams so that they can deliver an integrated Increment that meets the definition of “Done”.

A Developer is accountable for creating a plan for the Sprint, the Sprint Backlog, and organizing the work required to meet the Sprint Goal, as stated in the Scrum Guide: " Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint. The specific skills needed by the Developers are often broad and will vary with the domain of work. However, the Developers are always accountable for:

Creating a plan for the Sprint, the Sprint Backlog;

Instilling quality by adhering to a Definition of Done;

Adapting their plan each day toward the Sprint Goal; and,

Holding each other accountable as professionals. "

According to the Scrum Guide, two activities that a Product Owner may engage in during a Sprint are updating management on what is being worked on and answering questions from the Development Team about items in the current Sprint. These activities are part of the Product Owner’s responsibilities to manage and prioritize the Product Backlog, communicate with stakeholders, and collaborate with the Development Team. The other options are not activities that a Product Owner should engage in during a Sprint, as they are either done by the Scrum Master (such as running the Daily Scrum) or by the Development Team (such as prioritizing their work on the Sprint Backlog).

The correct answer is A. During the Sprint, the Product Owner remains actively engaged with the Scrum Team, especially by helping clarify Product Backlog items and answering questions from the Developers about the work selected for the Sprint. This supports transparency and helps the Developers better understand the desired outcome, business context, and value of the work.

Option B is incorrect because the Sprint Backlog belongs to the Developers. They organize the work required to meet the Sprint Goal and manage the Sprint Backlog throughout the Sprint. The Product Owner does not prioritize the Developers’ tasks inside the Sprint. Option C is incorrect because the Daily Scrum is an event for the Developers. The Product Owner does not run it. Option D is incorrect because updating management is not defined as a Product Owner accountability during the Sprint.

The Product Owner’s key accountability is maximizing product value, primarily through Product Backlog management and collaboration with the Scrum Team. During a Sprint, that often includes clarifying items, answering questions, and helping the team stay aligned on value and product direction. This makes Option A the best answer.

According to the Scrum Guide, the purpose of a Sprint is to produce a valuable useful Increment that meets the Definition of Done and the Sprint Goal. This means that the Developers work on items from the Product Backlog that deliver value to the stakeholders and align with the product vision. The other option is not valid, as it implies that producing an Increment is not the purpose of a Sprint.

The correct answers are B and D. The Scrum Master is accountable for the Scrum Team’s effectiveness and helps the team improve its practices within the Scrum framework. One important way this happens is by facilitating Scrum Team decisions. That makes Option B correct. The Scrum Master does not make decisions for the team, but helps create the conditions for effective collaboration, self-management, and sound decision-making. This support improves the team’s ability to inspect, adapt, and work productively.

Option D is also correct because the Scrum Master serves the Scrum Team by causing the removal of impediments to the Scrum Team’s progress. Impediments reduce flow, create delays, and lower effectiveness. By helping remove those obstacles, the Scrum Master enables the team to focus on creating valuable Increments.

Option A is incorrect because ordering the Product Backlog is the Product Owner’s accountability, not the Scrum Master’s. Option C is too narrow. While the Scrum Master helps ensure Scrum events are positive, productive, and within the timebox, simply starting and ending meetings on time is not one of the two primary ways they help maximize team productivity. Their deeper contribution is enabling effectiveness and removing barriers.

According to the Scrum Guide, the Product Backlog is an ordered list of everything that is known to be needed in the product. It is allowed to grow and change as more is learned about the product and its customers. The other options are not accurate descriptions of the Product Backlog, as they are either too restrictive (such as providing just enough information or baselining to follow change management processes) or too comprehensive (such as containing all foreseeable tasks and requirements or enabling a complete project plan).

In the Scrum framework, there is no specific role or accountability for a Tester. Instead, the responsibility for quality lies with the entire Scrum Team, particularly the Developers. Scrum emphasizes cross-functional teams, where every team member contributes to all aspects of the development process, including testing. The Developers collectively ensure that the work meets the Definition of Done and maintains high-quality standards. This approach fosters collaboration, shared responsibility, and continuous improvement, aligning with the core principles of Scrum.

According to the Scrum Guide 1 , the definition of “Done” is a formal description of the state of the Increment when it meets the quality measures required for the product. The definition guides the Development Team in creating a “Done” Increment. The definition of “Done” is created by the development organization (or Development Team if none is available from the development organization). The definition of “Done” may vary significantly per Scrum Team, depending on the context. One aspect of Scrum Teams inspecting how they work toward their Product Goal is that they improve their definition of “Done” over time. Therefore, one good way for a Scrum Team to ensure security concerns are satisfied is to add security concerns to the definition of “Done”. Another good way is to have the Scrum Team create Product Backlog items for each concern, as they are responsible for managing and refining the Product Backlog.

 According to the Scrum Guide, the Sprint Review is a time for the Scrum Team and the stakeholders to inspect the product Increment and adapt the Product Backlog if needed. The Product Owner is responsible for keeping the stakeholders aware of the progress of the project and inviting them to the Sprint Review. If the Product Owner has not been doing this, or if the stakeholders have not been using the Sprint Review to inspect and evaluate progress, then they may be disappointed and angry at the seventh Sprint Review. The other options are not likely factors that led to this situation, as they are either irrelevant (such as the PMO or the development area) or incorrect (such as delaying the release).