You are a Scrum Master entering an organization that wants to “evolve” their product development to Scrum. The organization’s teams are organized into component teams. This means that teams address one single application layer only (for example, front end, middle tier, back end, and interfaces).
You introduce the concept of feature teams, where teams have the skills to work on multiple layers throughout a Sprint and deliver working software every Sprint. What are two things you take into consideration when moving away from component teams toward feature teams?
(choose the best two answers)
A. With feature teams, it is easier to calculate and compare the productivity per team. Incentives on productivity are likely to speed up the transition to feature teams, and therefore the adoption of Scrum.
B. Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to increase.
C. You cannot do Scrum without feature teams. Don’t continue adopting Scrum until teams are reorganized in feature teams.
D. Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team.

Scrum requires a Definition of Done. Which phrases describe the purpose of the Definition of Done?
(choose the best three answers)
A. It is a checklist to inspect whether the Developers have performed their tasks by the end of a Sprint.
B. It guides the Developers in creating a forecast at the Sprint Planning.
C. During the Sprint it helps the Developers identify the work remaining for an Increment to be ready for release by the end of a Sprint.
D. It serves to track the percent completeness of a Product Backlog item during the Sprint.
E. It creates transparency over the state of the Increment when it is inspected at the Sprint Review.
F. It provides a template for the documentation of the product Increment.

Several Sprints into a project, the Product Owner tells the Scrum Master that a key stakeholder just started using the product. The stakeholder is unhappy with the slow performance, a complaint that the Product Owner agrees on. How will you move this forward?
(choose the best answer)
A. Wait to bring this up in the next Sprint Retrospective as this is the appropriate
time for the Scrum Team to re-consider the Definition of Done.
B. Bring the concern to the testers in the Scrum Team and ask them to improve how the system is tested.
C. Explain to the Product Owner that it’s up to the Developers to decide on acceptable performance standards as they own the Definition of Done.
D. Encourage the Product Owner to bring the performance concerns to the Developers and work with them on how to improve performance, and ultimately have stronger Definition of Done.

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.

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.