Scrum Master II - (Free) Practice Assessment

An organisation has given Peter, a Product Owner, complete ownership over his product. His responsibilities will also include all financial aspects of the product which includes investments, budgeting, pricing strategies, and financial forecasting. Can Scrum be used to help Peter with these responsibilities and if so, how? (choose all answers that apply)

Yes, by frequently inspecting the outcomes of the delivered Sprint Increments, Peter can better understand what value is being produced per investment spent.
Yes, Peter can set a fixed budget for each release where each release is an accumulation of multiple Sprint increments.
No, budgeting is outside the scope of the Scrum Framework. Finances should be done outside of Scrum so not to disrupt product development during Sprints.
No, managing finances is not defined as a Product Owner responsibility. The Scrum Master should step in and protect the Product Owner from such requests.

An organisation wants to apply Scrum in building a new product. They have hired Steven to be the Scrum Master of three new teams that will build the first release. The organisation is new to Scrum and asks Steven for advice on how to begin. Which two things might Steven advise first? (choose the best two answers)

Each Scrum Team should have its own Product Backlog from which their respective Scrum Teams will work from.
There is a single Product Backlog to represent all of the known work needed to be done for the product.
There should be three Product Owners, one for each Scrum Team.
Having one Product Owner to be accountable for maximising the flow of value throughout the development process and provide transparency on the overall progress.

A Scrum Team has a total of six Developers, 4 members who work full-time in the office and 2 members who work part time at home. The Developers are complaining that it is too difficult to synchronise every day and have suggested having the Daily Scrum every other day instead. What would be three key concerns if the Daily Scrum is held less frequently? (choose the best three answers)

It will take longer to raise and resolve impediments.
Opportunities to inspect and adapt the Sprint Backlog are reduced.
The Sprint Backlog will become less accurate and transparency on the progress toward the Sprint Goal is reduced as the frequency of sharing information drops.
The Scrum Master loses the ability to update the burn-down chart adequately.
The Product Owner cannot accurately inspect utilisation of the individual team members.

At Sprint Planning, the Developers are not able to confidently make a forecast of Product Backlog items because of unclear requirements. However, the Product Owner does have a clear vision of the business objective he’s hoping to achieve with the Sprint increment. Which of the following are the most appropriate statements? (choose the best two answers)

The Developers make a best guess on which items could be done that would most likely meet the business objective. Create enough of a Sprint Backlog to begin implementation for the first few of days. Once the time-box for the Sprint Planning is over, start implementation and adapt the Sprint Backlog throughout the Sprint.
Extend the Sprint Planning until the Sprint Backlog can be fully formulated and commitment has been agreed upon.
Temporarily postpone Sprint Planning to give the Product Owner time to make refinements to the Product Backlog items. Restart Sprint Planning when enough items for the upcoming Sprint has met the Definition of Ready.
Use the upcoming Sprint Retrospective to discuss why this happened and what can be done to reduce the risk of this occurring again.

An organisation has 3 major products, each with separate Product Backlogs. Each Product Backlog has 2 dedicated Scrum Teams. How many Product Owners might the organisation have? (choose the best two answers)

Three Product Owners. One for each product.
Enough Product Owners to delegate as much work needed to maximise utilization of all Developers across Scrum Teams.
Six Product Owners. One for each Scrum Team.
One Product Owner for all three products.

The board of directors is expecting a specific scope of work for the upcoming product release. Based on the Scrum Team’s current velocity, they will need to increase their output in order to meet the scheduled release date. The Product Owner suggests ignoring some of the criteria in the Definition of Done in order to accelerate feature delivery. The Developers are hesitant to do this as it would create technical debt. What would be the best way to explain the risks of allowing technical debt to be introduced into the system? (choose the best two answers)

The Developers will need to dedicate time after this release to work on technical debt before starting the Sprint for the next release. The Product Owner must first agree to at least one technical debt Sprint before having changes to the Definition of Done.
Reducing the Definition of Done will introduce unknown errors as development progresses. There will be risk that the Developers will have to spend time stabilising the system as more features are added and the system grows. This will subsequently result in a decrease in velocity and consequently time to market will be slowed down in unpredictable ways if the quality of the current system is neglected.
The actual state of the product and how people perceive it might not be the same because technical debt is typically not visible to end users. Innovation rate will be reduced if the Developers become impeded with technical debt introduced in previous releases.
The amount of technical debt will need to be analysed and estimated in order to allocate additional funding to debug the system after the project has been completed.

Your engineering department consists of multiple Scrum Teams working on different products. The Director of Engineering comes to you asking for your help to standardise how velocity is calculated across the teams. He wants to use this measure to evaluate which teams are delivering the most value. Which would be the most appropriate responses? (choose the best two answers)

Help him understand that there is no direct relationship between a Scrum Team’s velocity and value delivered.
Have the Scrum Teams size the Product Backlog items in Story Points as it’s a good way to understand which teams are producing the most value.
Work with the Product Owners to ensure each Scrum Team has the equivalent capacity. This will reduce complexity when comparing the performance between teams.
Teach him that velocity is the amount of business functionality that a Scrum Team delivers in a Sprint. It is used by the Scrum Team as an input for Sprint Planning and is localised to that team only.

A Scrum Team has requested a hardening Sprint to integrate the work produced in previous Sprints and test before releasing. What three scenarios have likely occurred recently? (choose the best three answers)

The Scrum Team’s Definition of Done is not being adhered to during every Sprint.
The Scrum Team’s Definition of Done is weak or incomplete causing a less supportable product to be produced.
The Scrum Team is having difficulties with the ability to regularly release during a Sprint.
They have been using hardening Sprints (which are supported by the Scrum framework so this is acceptable).
Scrum has been customised in a suitable manner to make the previous work releasable.

Self-managing teams are a key principle in the Agile Manifesto and the ability for a Scrum Team to self-manage is fundamental in Scrum. What does it mean to say a Scrum Team is self-managing?(choose the best two answers)

Management knows which members are working on which tasks.
The Scrum Team is using their collective wisdom to explore solutions that will lead to better ways of organising around the work.
The Scrum Team members are cross-functional and live up to their commitment of delivering all Product Backlog items agreed to at Sprint Planning.
The Scrum Team is empowered to resolve conflicts between members in order to continue working.

The role of a Scrum Master is one of many stances depending on the context and situation at hand. Which of the following would not be considered a preferred stance? (choose the best three answers)

The Admin
A Change Agent
A Mentor
A Manager
A Scribe
The Scrum Police

What are the common outcomes of having a Daily Scrum? (choose the best two answers)

Everyone is clear on the next steps towards the Sprint Goal.
The Product Owner is informed of the progress.
The impediments are discussed and possible solutions selected.
Impediments have been identified for the Scrum Master to address.

Which of the following characteristics are likely exhibited in effective Scrum Team members? (choose all that apply)

Technical competence.
Able to make decisions.
Mutual trust and respect.
Openness.

When is the Sprint Backlog created? (choose the best answer)

Any time before Sprint Planning.
During Product Backlog refinement.
At least one or two Sprints ahead.
During Sprint Planning.

Which of the following is not an example of empirical process control?

Use of a Scrum board to ensure clear visibility into the Scrum Team’s progress.
Use of Release Planning Schedule to ensure coordination across multiple Scrum Teams.
Use of an ordered Product Backlog to be viewed by internal and external stakeholders.
Use of fixed amount of time for each process and activity in a Scrum project.

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