Describe two examples of behaviors that self-managing Scrum Teams exhibit.

A high-ranked manager regularly comes into a Scrum Team’s team room and loudly makes phone calls. The Developers are clearly disturbed and uncomfortable by the managers behavior. The Developers complain, but do not want to do anything about it. As a Scrum Master, how would you deal with this?

A multinational corporation prefers purchasing commercial software over building it in-house. Currently they have a need for custom software for a novel problem with about 58 features. The Product Owner has decided to float a request for proposal (RFP). The vendor selection will be based on the best proposal that meets 58 features, within 8 months and the cost of no more than $1.5m.
You are a Scrum Master in the corporation. The Product Owner is looking for your guidance. As a Scrum Master, how will you guide the Product Owner?

How does the Cone of Uncertainty influence the work being done by a Scrum Team during a product’s development lifetime?

Scrum has no explicit artifacts for the product vision and a Sprint Goal. Yet, they are important. How would you explain their importance?

What practice can be used by the Scrum Team each Sprint to get Product Backlog items in the Product Backlog ready for selection during Sprint Planning?
Describe the practice and its outcomes.
What does “Ready” mean in the context of Scrum?