The Product Owner is not collaborating with the Developers during the Sprint. What are two valuable actions for a Scrum Master to take?
(choose the best two answers)
A. Coach the Product Owner in the values of Scrum and incremental delivery.
B. Bring up the problem in the Sprint Retrospective.
C. Nominate a proxy Product Owner.
D. Stop the Sprint, send the Product Owner to a course and restart.
E. Inform the Product Owner’s functional manager.

The CEO asks the Developers to add a “very important” item to a Sprint that is in progress. What should the Developers do?
(choose the best answer)
A. Add the item to the current Sprint Backlog and begin work immediately since the request came from the CEO.
B. Add the item to the current Sprint and drop an item of equal size.
C. Add the item to the Sprint Backlog for the next Sprint.
D. Discuss the item with the other members of the Scrum Team so the team can decide what to do.
E. Add the item to the top of the Product Backlog.

Which of the following activities will a Product Owner engage in during a Sprint?
(choose the best answer)
A. Answer questions from the Developers about items in the current Sprint.
B. Prioritize the Developers’ work on the Sprint Backlog.
C. Run the Daily Scrum.
D. Update management on what is being worked on.

The IT manager asks a Scrum Team for a status report describing the progress throughout the Sprint. The Scrum Team asks the Scrum Master for advice. The Scrum Master should:
(choose the best answer)
A. Create and deliver the report to the manager herself.
B. Talk to the IT manager and explain that progress in Scrum comes from inspecting an Increment at the Sprint Review.
C. Ask the Product Owner to send the manager the report.
D. Tell the Scrum Team to figure it out themselves.
E. Tell the Developers to fit the report into the Sprint Backlog.

How much work is required of the Developers to complete a Product Backlog item selected during the Sprint Planning?
(choose the best answer)
A. A proportional amount of time on analysis, design, development, and testing.
B. As much as is required to meet the Scrum Team’s Definition of Done.
C. All development work and at least some testing.
D. As much as they can fit into the Sprint, with remaining work deferred to the next Sprint.

Marian is the Product Owner envisioning a project for a new release of her product. She made a projection of a release date based upon a sustained velocity of 17 completed units of work per Sprint. Over the first 3 Sprints, the average velocity was 13 for work that the Developers estimated as 90% done. The Developers, feeling the need to meet the plan, figured that a velocity of 17 was within their reach.
A good way to continue is:
(choose the best answer)
A. The opportunity to inspect and adapt is lost. Opaqueness has replaced transparency. Predictability has dropped below zero. The produced software is not usable. As the rules of Scrum have not been respected. It is the Scrum Master’s duty to assess whether repair is possible. or a restart with a more reliable team. If not, the Scrum Master should cancel the project.
B. The Developers make sure that all of the selected scope per Sprint is as “Done” as possible. The undone work is estimated and added to the Sprint Backlog of the next Sprint, so it doesn’t mess up the Product Backlog.
C. Replace the Scrum Master with a project manager, who takes control of the project.
D. The Developers should remind Marian to find funding for enough Release Sprints in which the remaining work can be done.
E. 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. In the end, it is Marian’s call to continue the project or to cancel.
F. Add enough people to the Scrum Team for the deadline to be made.