True or False: Using Scrum ensures that adding more resources to a product delivery effort proportionally increases the value delivered.
A. True
B. False

In the Sprint Review, one of the stakeholders highlights the money spent this year, and that due to market changes, the funding may run out. An argument follows this statement, with raised voices and strong emotional statements. As a Scrum Master, what are your two best options?
(choose the best two answers)
A. Defend the budget, asking the stakeholders to support the funding of the work.
B. Encourage the stakeholders to focus on delivering the highest value items for the next Sprint.
C. Ask for a short break for people to calm down and be objective.
D. It is the Product Owner’s meeting, so do nothing.
E. Argue that the team needs to be kept busy while the funding is confirmed.

The Scrum Master is a true leader. How does a Scrum Master demonstrate true leadership?
(choose the best two answers)
A. The Scrum Master facilitates Scrum Events as requested or needed.
B. The Scrum Master coaches the Developers, the Product Owner and the organization how to work empirically.
C. The Scrum Master never intervenes in matters of the Developers, maximizing their autonomy and freedom.
D. The Scrum Master resolves every impediment that the Scrum Team runs into.

In the Daily Scrum, the Product Owner applauds every Developer who moves a Sprint Backlog item to completion. The Product Owner wants to encourage the Developers to make progress visible on the burn-down chart. Select the two best options for the Scrum Master to take.
(choose the best two answers)
A. Tell the Product Owner your concerns about how his behavior may impact the Developers, and ask him to stop attending the Daily Scrum for some time.
B. Take the opportunity to create more energy and team spirit and encourage
everyone to participate in the applause.
C. Nothing. The Scrum Master does not attend the Daily Scrum.
D. Coach the Scrum Team about the purpose of the Daily Scrum.

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.