Your organization always stresses the importance of on-time delivery and reliability. A manager has detected that your team’s progress is too slow. They feel that your team’s velocity needs to be 10% higher.
The organization expects you, as the Scrum Master, to make it happen. How do you respond?
(choose the best two answers)
A. You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer the IT manager to the Product Owner for all information concerning the progress of development.
B. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.
C. You educate management that it is the Scrum Team’s responsibility to improve their velocity. You invite management to the next Sprint Retrospective to brainstorm on how they can improve.
D. You help management understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile you present this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this.
E. You tell management that this is not your accountability in Scrum. You direct them to the Product Owner to determine whether the forecast is accurate.

Another team’s Scrum Master seeks your advice. The Daily Scrum always runs longer than 15 minutes. The Developers suggest splitting the Scrum Team into two teams. What is your response?
(choose the best answer)
A. You agree – this is an appropriate solution to the problem.
B. You disagree – you tell the Scrum Master that as Scrum Master they need to manage the timebox better.
C. You disagree – there is not enough information to justify splitting a team into two teams. You ask if there is anything you can do to help your colleague, for example observe one of the Daily Scrums with them.
D. You agree – splitting the team into two is a good strategy to allow the teams to learn how to run Daily Scrums quickly and effectively. Once they have learned to limit the Daily Scrum to 15 minutes, you can combine the teams again.

How should requirements be distributed when multiple Scrum Teams work on the same product?
(choose the best answer)
A. The Scrum Team with the highest velocity pulls items from an overall Product Backlog first.
B. They must be selected from one Product Backlog in such a way that each Scrum Team has an equal volume of requirements per Sprint.
C. The Product Owner decides by providing each team with its own Product Backlog.
D. The Developers pull in work from a shared Product Backlog in agreement with the Product Owner and the other teams.

Which of the following affect the outcome of a Sprint?
(choose all that apply)
A. The skills and working relationships of the people on the Scrum Team(s).
B. The stability and complexity of the technology.
C. The complexity of the requirements.

Which statement about the Sprint Goal is incorrect?
(choose the best answer)
A. It is only a forecast and may change within the Sprint as more is learned.
B. If it doesn’t seem achievable, the Developers have the courage to tell the Product Owner.
C. The Product Owner respects the opinions of the Developers about whether they can achieve the Sprint Goal.
D. It helps increase focus.
E. The Scrum Team discusses openly about alternative ways to reach it.
F. The Scrum Team commits to it.

At a Sprint Review meeting, the Product Owner introduces the functionality that is likely to be done over the next Sprints. The Chief Security Officer reminds everyone that through the envisioned functionality, sensitive personal user data will be stored. This might be the subject of external security audits. He reminds everyone of the important non-functional requirements with regards to security. These were not applicable and not considered previously.
What are two good ways the Scrum Team can handle these high-security concerns?
(choose the best two answers)
A. They are discussed, determined, and documented in parallel Sprints to not disturb the actual feature development. Once analyzed, they should be applied to the work already done before further feature development can continue.
B. They should be handled by a separate, specialist team in a parallel Sprint so they can be specifically resolved through an improved application design without hindering functional development.
C. The impact of these security concerns on past AND future work needs to be determined before new Sprints can start. A list of security-related Product Backlog items needs to be passed on to the Product Owner before starting the next Sprint.
D. During the Sprint Retrospective, the Scrum Team assesses how to add these expectations to the Definition of Done so every future Increment will live up to these requirements. If needed they can work with external specialists to better understand the requirements.
E. They are added to the Product Backlog and addressed throughout the next Sprints, combined with creating the business functionality in those Sprints, no matter how small that business functionality.