Marian is a Product Owner working on a Scrum Team on a new release for her product. Based on the average velocity of the previous release Marian estimated the project to take seven Sprints. Average velocity in the previous release was thirteen completed units of work per Sprint. Development is three Sprints underway, with four more Sprints to go until the release. Product Backlog has been stable.
Over the first three Sprints, the Developers report their average velocity is nine, while not having fully tested all the delivered functionality. The Developers estimate that the unfinished testing would have required 10% of a Sprint’s time. The Developers believe that the required velocity of thirteen is within their reach. What is the most effective way to recover?
(choose the best answer)
A. In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units so it doesn’t mess up progress on the Product Backlog.
B. The Developers inform Marian that the progress she has perceived to date is not correct. The Increment is not releasable. They give Marian their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. The Developers also re-estimates the effort to complete the remaining backlog, including all testing. In the end, it is Marian’s call to continue the project or to cancel.
C. Transparency needs to be restored by adding the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only 13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master’s duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team or cancels the project. The Scrum Master will have to inform the Product Owner and the stakeholders.
D. The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. Up to one release Sprint per three development Sprints may be required. It is Marian’s role to inform users and stakeholders of the impact on the release date.

What can the Scrum Value of openness easily impact?
(choose the best answer)
A. Collaboration.
B. Product quality.
C. Employee satisfaction.
D. Time to market.
E. Stakeholder trust.
F. All of the above.

During a Sprint Review, the Product Owner determines that she is going to release the current Increment to production. The stakeholders ask to stop the Sprint to react more quickly to the user feedback that is expected after this release. The Product Owner prefers to continue the Sprint to make progress with the next release. You facilitate a discussion on how to proceed. What are two acceptable results of this discussion?
(choose the best two answers)
A. Continue sprinting and include the customer feedback in the Product Backlog.
B. Stop sprinting and let the Developers work on new customer requests as they arise.
C. Continue sprinting but shorten the Sprint length to allow for shorter feedback loops.
D. Continue sprinting but allow customer feedback to change the Sprint Goal within the Sprint.

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.

The Scrum team has been using the Daily Scrum to report Sprint progress to the Product Owner, because the Product Owner wants to track what every Developer is working on every day. What is the best thing for the Scrum Master to do?
(choose the best answer)
A. Ask the Product Owner to stop attending the Daily Scrum.
B. Coach the Product Owner and Developers on the purpose of Scrum events and let them figure out how to deal with this situation.
C. Nothing. The Product Owner can continue to track progress at the Daily Scrum.
D. Start attending the Daily Scrum so that whenever the Developers have a conflict with the Product Owner, the Scrum Master can resolve the conflict.

A Scrum Master colleague of yours wants some guidance on what to do in the following situation. During the Daily Scrum, one Scrum Team member, who is a key central figure in the organization, drags on and on about things which actually are interesting but not relevant for the Daily Scrum, day after day. What are two suggestions you offer the Scrum Master?
(choose the best two answers)
A. You suggest coaching the Developers to help them find a way to solve the problem, and own the solution.
B. You contact the team member’s Line Manager and raise this as an impediment to the Manager, and ask that they resolve this matter.
C. You suggest using a timer, to limit the time each person can speak at the Daily Scrum.
D. You suggest passing a token around. The person holding the token has the floor to speak for an allotted amount of time.
E. You suggest taking the person aside and asking them what they believe the key outcomes are for the Daily Scrum. Effectively coaching them to help create focus during the Daily Scrum.