You are the Scrum Master of a Scrum Team that is new to Scrum. The Product Owner comes to you halfway through the Sprint and says, “I don’t feel like the Developers will be able to meet their commitment to deliver the Product Backlog items selected during Sprint Planning.” What should you do in this situation?
(choose the best answer)
A. Talk to the Developers. Challenge and inspire them to complete all of the work so that they meet their commitment to the Product Owner and have the forecasted velocity.
B. Coach the Product Owner that with complex software development, you cannot promise the entire scope that was forecast during Sprint Planning. As more is learned during the Sprint, work may emerge that affects the Sprint Backlog.
C. Advise the Product Owner that the Developers own the Sprint Backlog and it is up to them to meet their commitments. No one tells the Developers how to turn Product Backlog into Increments of potentially releasable functionality.
D. Add more people to the Scrum Team to meet the Product Owner’s expectations.

After some small experiments with Scrum, your company decides to do a complete project with Scrum. As Scrum Master you have been invited to the “project kick-off meeting” with IT and product management.
The Product Owner asks how many Sprints IT will need to first figure out architecture and infrastructure issues. What are two options to explain how such work is managed using Scrum?
(choose the best two answers)
A. You explain that product management should not worry about such typical IT work. You inform them that you will assure that the team members reach out to the right people within the IT organization when needed. During each Sprint Planning meeting they will keep the Product Owner updated about the additional effort it will take for that Sprint. That effort will come on top of the effort for the forecasted functional development.
B. You explain that technical risks are best controlled when architecture and infrastructure emerge alongside the development of functionality. The additional advantage is that business value is created faster and sooner.
C. You thank product management for understanding that these efforts indeed require effort and budget. You confirm that architecture and infrastructure are best handled before starting Scrum, but that the exact budget is difficult to calculate upfront. You say you will organize this work in timeboxed Sprints of no more than 30 days to limit risk and be transparent toward product management on the actual progress.
D. You educate the Product Owner to add this work to Product Backlog to uphold transparency. Ask the Developers to plan work during the first several Sprints to estimate these items, while also creating some business functionality in these early Sprints.

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.

Scrum Master is a management position because the Scrum Master is accountable for the following three management activities:
(choose the best three answers)
A. Reporting on the performance of a team.
B. The way Scrum is understood and enacted within the organization.
C. Managing the capacity and utilization of the Developers.
D. Managing the Scrum process.
E. Managing the project plan and project deliverables.
F. Removing organizational impediments that limits the team’s progress and productivity.

What conditions are most likely occurring if you feel you need a “Quality Assurance and Release Readiness Sprint”?
(choose the best three answers)
A. The Definition of Done is not being met every Sprint.
B. The Definition of Done is weak or incomplete, allowing technical debt to accumulate.
C. The Developers find it nearly impossible to create a valuable, useful product Increment in a Sprint.
D. You are following Scrum and the concept of a Hardening Sprint.
E. Scrum has been modified in an acceptable manner to introduce “Quality Assurance and Release Readiness Sprints”.

Which four of the following risks to product development are addressed by Scrum?
(choose the best four answers)
A. The complexity and unpredictability of the requirements.
B. The stability and complexity of the technology.
C. The skills and working relationships of the people on the teams.
D. The timescale of the planned work.
E. The clear definitions of stages and gateways in the overall governance model.
F. The definition of incentive and bonus strategies by Human Resources for all team members.