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.

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.