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1.Many Development Teams working in the same code creates coordination problems which can be sufficiently addressed with a comprehensive branching and merging model in shared version control.

True False

2.Management has planned for over two hundred (200) developers to work on a new, critical product. Prior to them being formed into teams and beginning to develop the software, an overall architecture and integrating design is needed. Which of the following approaches employs Scrum and Agile principles most effectively?

Form a cross-cutting team of architects and designers. This team will serve as consultants to the other Scrum teams as integration questions arise during development. Form one or two teams of the best developers to create a foundation that instantiates the nonfunctional requirements and several high value functions. Then increase the number of teams using the shared architecture. Design and instantiate an appropriate Service Oriented Architecture (SOA) before beginning feature development. Train Development Teams on how to consume the shared SOA in their feature development, then begin feature development Sprints. Have the best designers and developers create an appropriate design and architecture. Include design models that the rest of the developers will include while implementing features. 3. What are two ways that architecture and infrastructure are handled in Scrum?

They are added to the Product Backlog and addressed in early Sprints, while always requiring at least some business functionality, no matter how small. They are discussed, determined, and documented before the actual feature development Sprints.

They are discussed during Product Backlog refinement and are developed only along with selected functionality. They are built by a separate team through the creation of an architectural runway. Question 6 of 15 How should Product Backlog items be chosen when multiple Scrum Teams work from the same Product Backlog?

The Product Owner decides. The Scrum Team with the highest velocity pulls Product Backlog items first. Each Scrum Team takes an equal number of items. The Product Owner should provide each team with its own Product Backlog. The Development Teams pull in work in agreement with the Product Owner. Question 7 of 15 Which two behaviors demonstrate that a team is self-organizing?

The Development Team creates their own Sprint backlog, reflecting all work that is part of the definition of "Done." Development Team collaboratively select their own work during the Sprint. The Scrum Master is no longer needed. The Development Team invites external people to the Sprint Planning to ask them how to turn Product Backlog items into an Increment via a complete and detailed Sprint Backlog.

The Development Team work within the boundaries of their functional description and nicely hand off work from analyst to developer to tester to integration. 8.Using Scrum ensures that adding more resources to a project proportionally increases the value delivered.

True False Question 9 of 15 Select two ways in which technical debt impacts transparency.

It leads to false assumptions about the current state of the system, specifically of an Increment being releasable at the end of a Sprint. It enhances transparency for the Product Owner as a Development Team is not allowed to do additional feature development in a Sprint as long as there is technical debt. As development progresses and code is added, the system becomes more difficult to stabilize, which results in future work being slowed down in unpredictable ways. When calculated and estimated, the total amount of technical debt shows exactly how long until the Product Owner can release the Increment. Question 10 of 15 Which two statements are true regarding the nature of large-scale software development with Scrum? (Choose 2)

No additions or changes to the core Scrum framework are needed to be successful with Scrum at large scale.

A well-ordered Product Backlog can minimize and often eliminate Development Team working on multiple Scrum Teams during a Sprint. A single person working on multiple Scrum Teams is often less productive than one focused on the Sprint Backlog of a single Scrum Team. For large-scale software development, Scrum requires having team be full time Question 11 of 15 What three techniques should the Scrum Master use when the Scrum Team gets caught in an internal disagreement about which development techniques to apply?

Involve the complete team. Use coaching techniques like open questions and active listening. Ask an external technical specialist to make the decision. Send every team member to the company's HR department to express their concerns. Consult with team individually, carefully listening. Question 12 of 15 From the list below, what is the most important concern for multiple Development Teams when they are working from the same Product Backlog?

Making sure there's enough work for everyone on every team Minimizing dependencies between teams Clear definition of requirements Meeting original scope projections

Question 13 of 15 You are the Scrum Master on a newly formed Scrum Team. Which three of the following activities would probably help the team in starting up?

Introduce a bonus system for the top performers in the team. Ask the Product Owner to discuss the product or project, its history, goals, and context, as well as answer questions. Ensure the Scrum Team have compatible personalities. Have the Development Team identify and discuss the process for turning Product Backlog items into an increment of potentially releasable software. Have the Scrum Team introduce themselves to each other and give a brief background of their skills and work history. Have the development managers for each Development Team member introduce their direct reports and go over their responsibilities on the Scrum Team.

Question 14 of 15 A Development Team selects a set of Product Backlog items for a Sprint Backlog with the intent to get the selected items "Done" by the end of the Sprint. Which three phrases best describe the purpose of having a definition of "Done"?

It guides the Development Team in creating a forecast at the Sprint Planning. It controls whether the developers have performed their tasks. It defines what it takes for an Increment to be ready for release. It tracks the percent completeness of a Product Backlog item.

It provides a template for elements that need to be included in the technical documentation. It creates transparency over the work inspected at the Sprint Review. Question 15 of 15 Select two ways that time-boxing promotes self-organization.

Time-boxes help everyone focus on the same problem at the same time. Time-boxes encourage the people who are closest to the problem to create the best possible result in the time allotted, given the current context. Time-boxes do not allow enough time for stringent processes or meeting overhead. Time-boxes eliminate politics and bureaucracy. Teams can determine on their own how much overtime is acceptable for a time-box, generally expressed as a percentage of the time-box.

Question 2 of 15 What are two good ways for a Scrum Team to ensure that security concerns are satisfied?

Have the Scrum Team create Product Backlog items for each concern. Postpone the work until a specialist can perform a security audit and create a list of securityrelated Product Backlog items. Add security concerns to the definition of "Done". Add a Sprint to specifically resolve all security concerns.

Delegate the work to the concerned department. Question 4 of 15 Scrum Teams should normalize their estimates so that management can use team velocities as a coordinated productivity measure.

True False Question 5 of 15 Which best describes the role of budgeting in Scrum?

The only funding is for the run cost (time and materials) of the Scrum Teams, so no budgeting process is needed. Scrum does not align with traditional and generally accepted ing practices. It is ideally revisited as frequently as each Sprint to ensure value is being delivered. Sprints are best funded in batches ensuring specific sets of functionality are delivered as a single release.

10.Select two ways that time-boxing promotes self-organization.

Time-boxes encourage the people who are closest to the problem to create the best possible result in the time allotted, given the current context. Time-boxes help everyone focus on the same problem at the same time. Time-boxes do not allow enough time for stringent processes or meeting overhead.

Teams can determine on their own how much overtime is acceptable for a time-box, generally expressed as a percentage of the time-box. Time-boxes eliminate politics and bureaucracy. Previous Question 11 of 15 Four new Scrum Teams have been created to build one product. A few of the developers on one of the Development Teams ask the Scrum Master how their Sprint work is going to remain aligned. What should the Scrum Master do?

Teach them that it is their responsibility to work with the other teams to create an integrated Increment. Visit every team each day to inspect that their Sprint Backlogs are aligned. Teach the Product Owner to work with the lead developers on ordering Product Back a way to avoid too much technical and development overlap during a Sprint. Collect the Sprint tasks from the teams at the end of their Sprint Planning and merge that into a consolidated plan for the entire Sprint.

Which two ways of creating Development Teams are consistent with Scrum's values?

Bring all the developers together and let them self-organize into Development Teams. Managers collaborate to assign individuals to specific teams. Managers personally re-assign current subordinates to new teams. The Chief Product Owner determines the new team structures and assignments.

Existing teams propose how they would like to go about organizing into the new structure. Question 14 of 15 A Development Team selects a set of Product Backlog items for a Sprint Backlog with the intent to get the selected items done by the end of the Sprint. Select two things that explain what done means.

Ready for integration All work performed given the skills that are actually present in the Development Team No work left from the definition of "Done" Ready for functional testing by the Product Owner Whatever the Product Owner defines as quality All work to create software usable by end s Question 15 of 15 Which best describes the role of the PMO in an organization that uses Scrum?

The PMO transitions all of its project managers to Product Owners, but other than that, its role does not change. The PMO transitions all of its project managers to Scrum Masters, but other than that, its role does not change. There is no role for a PMO in scaled Scrum. The PMO may be tasked with higher level optimizations for program and portfolio management, based on effective application of techniques that complement Scrum.

Question 3 of 15 You have just been hired by a company new to Scrum. Your management has assigned you to be the Scrum Master of six new Scrum Teams. These teams will build one product. Select two conditions you should strive for in this scenario:

There should be six Product Owners, one for each Scrum Team. There should be only one Product Owner. The product has one Product Backlog. There should be six Product Owners, reporting to a chief Product Owner. Each Scrum Team should have a separate Product Backlog. Question 6 of 15 What three techniques should the Scrum Master use when the Scrum Team gets caught in an internal disagreement about which development techniques to apply?

Involve the complete team. Use coaching techniques like open questions and active listening. Ask an external technical specialist to make the decision. Send every team member to the company's HR department to express their concerns. Consult with team individually, carefully listening. Question 12 of 15 One of the Scrum events is the Daily Scrum. What are two outcomes of the Daily Scrum?

A status report indicating what each individual has done, will be doing, and what is impeding him/her An update of the impediments for the Scrum Master to take care of An updated Scrum board to give visibility over the Sprint's progress for when the stakeholders come visit the development room A checklist of completed tasks and an update of the estimates for the remaining tasks that the Scrum Master can use to ister the development work A shared understanding of the most important work to be undertaken next to achieve the best possible progress toward the Sprint goal Question 13 of 15 Technical systems can be decomposed to composite elements, from the large to the small. Basic components may be represented as activities, workflows, functions, features, capabilities, and other similar nomenclature. How does this system decomposition affect Scrum Teams on scaled projects?

Scrum Teams self-organize according to the system decomposition created in design models. The Product Backlog is similarly decomposed. People are assigned to Scrum Teams based on expertise. Hardening Sprints ensure time for resolving dependencies between teams. How the organization discusses and plans the work of creating software will be reflected in the implementation of that software. Meta-Scrum Teams of up to two hundred people are formed. They then map themselves into appropriately sized Scrum Teams for actual development. This may change every Sprint. Each Meta-Scrum Team manages its own decomposition and integration needs. There is one Scrum Team for each functional software layer whose job is to co-ordinate dependencies, work allocation, integration, and testing.

Question 1 of 15 Self-organization works best when there are goals and boundaries. Select two requirements from the Scrum framework that are key for a Scrum Master to teach teams to help them selforganize:

Time-boxing events to manage risks Having an even number of team to be able to do pair programming Creating a releasable Increment by the end of each Sprint Maintaining and preferably increasing velocity Forming teams happens by the Product Owner selecting each member Question 5 of 15 In the Sprint Planning meeting, the Product Owner and the Development Team were unable to reach a clear understanding about the highest order Product Backlog items. Because of this, the Development Team couldn't figure out how much functionality it could forecast for the Sprint. They were able to agree on a Sprint Goal, however. Which of the following two actions should the Scrum Master ?

Continue the Sprint Planning meeting past its time-box until an adequate number of Product Backlog items are well enough understood for the Development Team to make a complete forecast. Then start the Sprint. Ask everyone to take as much time as needed to analyze the Product Backlog first, and then reconvene another Sprint Planning meeting. Forecast the most likely Product Backlog to meet the goal and create Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint.

Cancel the Sprint. Send the entire team to an advanced Scrum training and then start a new Sprint. Discuss in the Sprint Retrospective why this happened and what changes will make it less likely to recur. Question 9 of 15 Currently, your Development Teams are organized to address a single layer only (for example, front end, middle tier, back end, and interfaces). What are three things to consider when deciding to move away from such component teams toward feature teams?

You cannot do Scrum without feature teams. Feature teams have less communication overhead. Getting from the business side first helps. With feature teams, it is easier to calculate the productivity per team. Productivity may suffer when making this kind of move. Question 12 of 15 A scaled Scrum effort is one that conforms to Scrum and uses more than one Scrum Team for one or more Sprints.

True False Question 13 of 15

A multi-national company, which has five major products, is using Scrum for product development. Which statements are the two best alternatives for how many Product Owners exist? (Choose 2.)

One specific Product Owner is responsible for all five products. This Product Owner may delegate to others for specific value, capabilities, and functionality within each product. One and only one. The Product Owner may not delegate to others for specific value, capabilities, and functionality. As many as are needed to communicate expectations and requirements with Development Teams. One specific Product Owner is responsible for each product. This Product Owner may delegate to others for specific value, capabilities, and functionality within the product. Question 3 of 15 What are two good ways for a Scrum Team to ensure that security concerns are satisfied?

Have the Scrum Team create Product Backlog items for each concern. Add security concerns to the definition of "Done". Delegate the work to the concerned department. Add a Sprint to specifically resolve all security concerns. Postpone the work until a specialist can perform a security audit and create a list of securityrelated Product Backlog items. Question 4 of 15

You are part of a group of 500 developers that is responsible for building a large enterprise product. How should the architecture for the product be defined in order to effectively this many developers working on the same product at the same time?

The architecture will emerge during development through early Product Backlog items. A team should design and build architectural and platform structures that define how the functionality from each set of Scrum Teams must deliver and work with each other. An architectural backlog should be created to ensure that architectural concerns are addressed in the product development process. Perform Subsystem Design. Teams should volunteer to develop specific areas of sub-system responsibility. Question 5 of 15 A 2000 person software company has been losing money and market share for 3 consecutive years. The CEO has worked hard on the last resort, a merger with a software giant. As part of this merger the CEO feels the company needs to "go agile," and wants all 200 teams to use Scrum as soon as possible. Which of the following strategies is the best course of action?

Bring the pros and cons of the merger to the departments and their teams to stress urgency. Bring in external people with relevant experience to work with the teams to understand and adopt Scrum. Work with the Scrum Masters to identify organizational problems that hinder the teams. Assign the teams the goal of going agile in a smooth manner. Have all team become certified to demonstrate they have basic knowledge in Scrum within 3 months. Assessment results should be reviewed collaboratively by the Agile black belts of the company. Agile black belts must be certified with at least a 95% ing grade. Bring in an external consulting company to create a plan for all development to be done upon Scrum. Creation of the plan should take no more than 30 days. Execution will be agreed by the

company and the senior executives of the company, as they will own the change. Until then no promises of elapse time are possible. Deprecate all old procedures, positions, titles and function descriptions. Replace them with Scrum while instructing the teams to act upon their new ability going forward. Ask the process and procedures department to hand out detailed role descriptions, and the business architects to create a unified set of quality standards for teams to abide by immediately. Question 8 of 15 What are two things a group of 100 people should take into when they are forming into multiple Scrum Teams?

The effect of team size on the team's ability to work together The mixture of senior and junior people on each team The mixture of skills in each team to avoid dependencies on external experts The skills needed for the specific technical layer the team will develop (such as database or UI) Question 9 of 15 What are two ways that architecture and infrastructure are handled in Scrum?

They are added to the Product Backlog and addressed in early Sprints, while always requiring at least some business functionality, no matter how small. They are built by a separate team through the creation of an architectural runway. They are discussed during Product Backlog refinement and are developed only along with selected functionality. They are discussed, determined, and documented before the actual feature development Sprints.

Question 11 of 15 To improve average velocity across multiple Scrum Teams, analysts are encouraged to employ a "Definition of Ready" to ensure all items selected during Sprint Planning meetings are actionable.

True False Question 6 of 15 Twelve (12) Scrum Teams are working on a single product. Which one of the following Sprint Planning formats is most likely to be effective?

All Scrum Teams meet together at the same time in a shared location, and the Product Backlog is visible to all. Scrum Teams figure out what Sprint Goals and Product Backlog they will work on in the Sprint. They coordinate dependencies, shift team as needed, and create Sprint Backlogs. Product Owners and management may employ a Pre-Sprint Planning Meeting to plan the goals and content of an Sprint. The Planning Team then shares the work assignments in the Sprint Planning Meeting to the Development Teams who will actually create the product Increment. Product Owners and representatives from the Development Teams meet to define goals, and select Product Backlog items. Development Team representatives then take the assigned Product Backlog items back to their Development Teams for decomposition into a Sprint Backlog. 2) What are two things a group of 100 people should take into when they are forming into multiple Scrum Teams?

a) The skills needed for the specific technical layer the team will develop (such as database or UI)

b) The mixture of senior and junior people on each team

c) The effect of team size on the team's ability to work together

d) The mixture of skills in each team to avoid dependencies on external experts

-> I think a) and b) ?

1)

Hardening Sprints are dedicated to resolving dependencies and fixing open bugs. Every 3rd or 4th Sprint may be a hardening sprint as required.

True or False

Answer: False

I believe the definition of done means that you need to have a shippable product at the end of each Sprint. If we have a hardening sprint every 3rd or 4th Sprint, that would mean that in earlier sprints the SBI didnt achieve the definition of done.

2) Self-organization works best when there are goals and boundaries. Select two requirements from the Scrum framework that are key for a Scrum master to teach teams to help them self-organize:

a. Time-boxing events to manage risks b. Forming teams happens by the Product Ownder selecting each member c. Having an even number of team memebers to be able to do pair programming d. Creating a releasable Increment by the end of each Sprint e. Maintaining and preferably increasing velocity.

Answer: a and d

Question 5 of 15 What is the purpose of a Scrum of Scrums?

Align Product Backlogs of related products by bringing their Product Owners together.

Align plans for different Scrum Teams by bringing the Scrum Masters together every day.

Meet to report to stakeholders.

Align plans of different Development Teams working on the same product.

Share cross-team experiences of different Scrum Masters.

Question 6 of 15 How should multiple Scrum Teams deliver a done, potentially shippable Increment in a Sprint for a project?

Functionality not integrated with the work of other Scrum Teams may be delivered as unintegrated Increments. This demonstrates the value created by the Scrum Teams unable to completely integrate their Increments.

Each Scrum Team provides a unique done Increment that includes the team's added functionality.

Each Sprint, all Scrum Teams have a done Increment that integrates with all of the other done Increments from all other Scrum teams on the initiative. The sum of all of Increments is the Increment for that initiative or project.

Each Scrum Team delivers done Increments of its own area of responsibility. These Increments are integrated into a whole product during stabilization prior to release.