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NEW QUESTION 80
An organization is using Scrum to build five new products.
What would be the best two options for the number of Product Owners the organization should have? (Choose two.)
- A. There is one Product Owner responsible for all five products. This person is not allowed to delegate any of the Product Owner responsibilities as he/she is accountable for the success of each product.
- B. There is one Product Owner responsible for all five products. In order to scale his/her role, he/she can delegate some of the individual Product Owner responsibilities to others within each product but would still remain accountable for the value of the work produced.
- C. Enough Product Owners to delegate as much work needed to maximize utilization of all Development Team members.
- D. There is one Product Owner for each product (so five in total). Each Product Owner may delegate, share and align work within their individual Product Backlog.
Answer: B,D
Explanation:
The Product Owner is the sole person responsible for maximizing the value of the product through the ordering and management of the Product Backlog. This reduces complexity in communication and understanding who to go to when there are Question:s about the product. The Product Owner may delegate his/her responsibilities but still remains accountable for the outcome of those responsibilities.
NEW QUESTION 81
Your organization requires all Increments to pass user acceptance testing (UAT) before it is allowed to be released to production.
Is it a good idea to postpone UAT until the end of the project to prevent the Development Team from being disrupted during the Sprints?
- A. Yes, because UAT is done in a hardening Sprint before the release Sprint.
- B. No, because the state of the Product Increment won't be transparent and the feedback loop would be too long.
- C. It depends on the team's Definition of Done.
- D. Yes, because the Development Team is a self-organizing team and should not be disrupted during development.
Answer: B
Explanation:
The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team's current definition of "Done". 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". An increment is a body of inspectable, done work that supports empiricism at the end of the Sprint. If UAT is a part of the team or organizational standard, then any delay in this activity will reduce transparency and increase risk.
NEW QUESTION 82
Who must ensure that the work done for a Product Backlog item conforms to the Definition of "Done?"
- A. The Product Owner.
- B. The test team.
- C. The Scrum Team.
- D. The Development Team.
- E. The Scrum Master.
Answer: D
Explanation:
The Development Team owns the Definition of "Done" and is accountable for the quality of the Product Backlog items.
NEW QUESTION 83
Over the course of several Sprints, the relationship between the Product Owner and the Development team has suffered. The Development Team is upset with the Product Owner for the constantly changing the upcoming items for the product. The Product Owner is upset with the Development Team for changing the work that needs to be done during the Sprint.
What should Steven, the Scrum Master, do?
- A. Take the time between Sprints to organize a team building session to rebuild the relationship.
- B. Explain to the Development Team that the Product Owner is accountable for flow of value and needs to be followed in order to maximize the value delivered.
- C. The Scrum Master's responsibility is to ensure the Development Team has a stable velocity. Any changes that negatively impact the team's velocity will be rejected by the Scrum Master.
- D. During the Sprint Retrospective, ask the Product Owner and the Development Team to address the issues.
Have the Team discuss why the changes occur and what impact they have on the value of the product.
Answer: D
Explanation:
Conflicts are a natural occurrence and the Scrum Master coaches the Development Team on the value of resolving conflicts. Leaving conflicts unresolved can impact the Scrum values of openness and respect diminishing trust. Lower trust levels will impact the Scrum Team's effectiveness and can cause impediments in the future. It is the responsibility of the Scrum Master to remove impediments that hinder the team through conflict resolution and facilitation.
NEW QUESTION 84
During the implementation of an item in the Sprint Backlog, a conflict arises between team members about what work is needed to make the item 'done'. Some say it is a part of the Definition of Done and others say it isn't. Steven, the Scrum Master, observes a debate forming and members beginning to take sides.
What is the best action for Steven to take?
- A. Bring the Development Team members together and interpret the Definition of Done for them so that there are no future conflicts on interpretation.
- B. Facilitate a session with all members on the Scrum Team to help them resolve the conflict, refine the Definition of Done, and become effective again. Tell the team that conflicts are a natural occurrence and coach them on the value of resolving conflicts.
- C. Bring the Product Owner to the discussion and have him/her decide the work needed to make the item 'done.' It is the Product Owner's responsibility to manage the Development Team members.
- D. Immediately end the discussion before it becomes worse. Make the decision on what work is needed to make the item 'done' and teach the team about the importance of avoiding conflicts.
Answer: B
Explanation:
The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps the Scrum Team understand which of their interactions are helpful and which are not. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.
NEW QUESTION 85
Collaboration issues and technical dependencies between multiple Scrum Teams working on the same product can be fully resolved by using the correct version control tools.
- A. False
- B. True
Answer: A
Explanation:
When working on complex problems in complex environments, it cannot be guaranteed that applying a specific process or tool will fix the problem. Although, process and tools are important it's more important that people collaborate and try to find different solutions together and not rely solely on a tool to fix the problem.
NEW QUESTION 86
Adding more resources in Scrum will proportionally increase the value delivered.
- A. False
- B. True
Answer: A
Explanation:
When working on complex problems in complex environments, adding more resources (people, money, tools, etc.) cannot guarantee increased value or success.
NEW QUESTION 87
What would be two boundaries, defined in Scrum, that give guidance for teams to effectively self-organize? (Choose two.)
- A. Timeboxing the events in Scrum to allow for regular inspection and adaptation creating opportunities to adjust course in any given path.
- B. Creating an integrated and potentially shippable Increment by the end of each Sprint.
- C. Having a mixture of different levels of skills and experience to promote domain knowledge sharing.
- D. Clearly defined functional teams within the Development Team to define handoff phases during development.
Answer: A,B
Explanation:
Time-boxing promotes regularity and focus for self-organized teams. Having shippable Increments allows teams to collaboratively make decisions on what needs to be done next.
NEW QUESTION 88
An organization is planning to form five new Scrum Teams to work on building a single product. A few of the future team members ask the Scrum Master who will coordinate the work between the different Scrum Teams.
What action should the Scrum Master take?
- A. At the end of Sprint Planning, collect all Sprint tasks and create a consolidated plan for the entire Sprint.
- B. Visit the five Development Teams daily to ensure alignment and that all Sprint Backlogs remain synchronized.
- C. Teach them that it is their responsibility to form the teams such that each team will have the necessary skills, knowledge, and competencies to create an integrated Increment by the end of every Sprint.
- D. Teach the Product Owner to work with the technical leads on ordering Product Backlog in a way to avoid too much technical and development overlap during a Sprint.
- E. Advise the teams to minimize dependencies by working on separate development branches and integrate at the end of four Sprint cycles.
Answer: C
Explanation:
Development Teams are structured and empowered by the organization to organize and manage their own work. This includes deciding how to form teams when multiple teams are needed. The resulting synergy optimizes the Development Team's overall efficiency and effectiveness. They 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.
NEW QUESTION 89
Which two statements best describe a Sprint Goal? (Choose two.)
- A. Sprint Goals give the Development Teams flexibility and creativity on how to implement functionality during the Sprint.
- B. Sprint Goals are defined when the completed work is reviewed at the end of a Sprint.
- C. During the Sprint Planning, the entire Scrum Team collaboratively crafts a Sprint Goal based on a business objective that the Product Owner would like to achieve that Sprint.
- D. Sprint Goals can change as new insights emerge during the Sprint.
Answer: A,C
Explanation:
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.
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. It is created during the Sprint Planning meeting. The Sprint Goal gives the Development Team some flexibility regarding the functionality implemented within the Sprint. The selected Product Backlog items deliver one coherent function, which can be the Sprint Goal. The Sprint Goal can be any other coherence that causes the Development Team to work together rather than on separate initiatives.
NEW QUESTION 90
When technical debt occurs, the system will become more unstable as development progresses and code is added resulting in future work being slowed down.
- A. True
- B. False
Answer: A
Explanation:
Technical debt is any shortcomings in the code. It is a natural by-product of software development (unavoidable) and can at best be managed. If neglected, it will compound and have a negative effect on the team's ability to the deliver value. A team can have an artificially high velocity by taking shortcuts or introducing technical debt into the system. This can give a false assumption about the current state of the product. It can look good on the surface but underneath can be a mess.
NEW QUESTION 91
In what two ways is velocity and technical debt related? (Choose two.)
- A. They are not related because technical debt is non-functional and velocity is calculated based on end user functionality.
- B. A Development Team can artificially increase velocity by allowing technical debt to be incurred.
- C. Adding estimates to technical debt will allow the Development Team to maintain constant velocity therefore ensuring predictability.
- D. As the Development Team is working on new Product Backlog items, they may unexpectedly run into technical debt that will result the team's velocity dropping.
Answer: B,D
Explanation:
Technical debt is a natural occurrence when developing complex products. It is a concept in software development that reflects the implied cost of additional rework caused by choosing an easy solution now instead of using a better approach that would take longer. And how it is managed will depend on the team AND context of the situation.
NEW QUESTION 92
How often should Development Team membership change?
- A. As needed, while taking into account a short term reduction in productivity.
- B. As needed, as long as it doesn't impact productivity.
- C. Never, as it conflicts with the Scrum process.
- D. Frequently in order to share knowledge.
Answer: A
Explanation:
It is not mandatory that the same team stay together, although it must be understood that any changes to the team will impact how they work together.
NEW QUESTION 93
At the eighth Sprint Review, the stakeholders are upset that the product being built is not what they expected and will incur additional costs that was not planned for.
What may have led to this?
- A. The Scrum Master has not been attending the Daily Standup. The Product Owner has not been using the Gantt chart correctly. The Stakeholders has not been invited to the Sprint Retrospectives.
- B. The Scrum Master has not been reporting on the progress of the Scrum Team. The Product Owner has not been managing the Development Team's tasks effectively. The Development Team has not been improving their velocity.
- C. The Scrum Master has not ensured that the project is transparent. The Product Owner has not made the stakeholders aware of the progress of the project. The stakeholders have not been attending the Sprint Reviews.
Answer: C
Explanation:
Scrum requires significant aspects of the process to be visible to those responsible for the outcome. This includes transparency with internal and external stakeholders.
NEW QUESTION 94
Which of the following are time-boxed events in Scrum?
- A. All of the above
- B. Daily Scrum
- C. Sprint Retrospective
- D. Sprint Planning
- E. Sprint Review
Answer: A
NEW QUESTION 95
What is the most appropriate action for the Scrum Master to take if the Product Owner is having difficulties managing the Product Backlog?
- A. Delay the Sprint in order for the Product Owner to have enough time to prioritize the Product Backlog.
- B. Have the Development Team order the work instead of the Product Owner.
- C. Delegate the work to the Assistant Product Owner.
- D. Have the Product Owner order the items based on size, having the Development Team work on the smallest items first.
- E. Offer the Product Owner help in understanding that the goal of ordering the Product Backlog is to maximize the flow of value.
Answer: E
Explanation:
Explanation/Reference:
Explanation:
The Product Owner's primary concern is the flow of value reflected in the ordering of the Product Backlog.
NEW QUESTION 96
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