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NEW QUESTION 29
Which role would know the most about the progress toward a business objective or a release, and be able to explain clearly the alternatives?

• A. The Product Owner
• B. The Development Team
• C. The Scrum Master
• D. The Release Manager

Answer: A

NEW QUESTION 30
You have a Scrum Team that has been working together for over a year. The Development Team consists of eleven members who rarely collaborate and work within their functional boundaries. There are no Sprint Goals and most of the items in the Sprint Backlog are unrelated. The Scrum Team has concluded that it is not possible to create Sprint Goals based on the items in the Product Backlog.
What might explain why the Scrum Team is finding it difficult to craft Sprint Goals? (Choose all that apply.)

• A. The Product Owner is not empowered to make decisions about items in the Product Backlog nor how they are ordered.
• B. The Product Owner doesn't set objectives that he/she wants to achieve with upcoming Sprints.
• C. Scrum might not be the best framework for this team.
• D. The Development Team is too big.
• E. The Sprints are too long.

Answer: A,B,C

Explanation:
Many people misinterpret the Scrum Guide as stating the Development Team size is limited to 3-9 members. In reality, it only states that there is inherent risk attached to having less than 3 members and more than 9 members. As the number of members increases, the lines of communication also increase. This can be calculated using the Group intercommunication formula: n(n − 1) / 2 where n is the number of members. Some teams are able to handle the risk and "synergize" whereas others might struggle. Saying that, the relationship between defining a Sprint Goal and Development Team size is unclear.
But the relationship between the ordering of the Product Backlog, the PO having clear objectives, and the Sprint Goal are direct. The Product Owner typically comes to the Sprint Planning with a business objective in mind and Product Backlog items related to the business objective. After deciding what can be done for the upcoming Sprint, the Scrum Team will craft a Sprint Goal that would be met through the implementation of the items. This is not dependent on the size of the team nor length of the Sprint.
Scrum is also a framework that's fit for purpose. Some projects/products are not fit for Scrum... or, better stated, Scrum is not suitable for all projects/products.

NEW QUESTION 31
Steven is a Scrum Master asked to assist in creating five new Scrum Teams that will be working to build a highly anticipated product. He talks with them about the importance of being able to integrate their Increments by the end of their Sprints. This includes the first Sprints. The product is very important to both the end users and the organization.
Of the choices raised by future team members, what would Steven encourage?

• A. All Scrum Teams agree on a mutual understanding of 'done' that defines all work necessary to deliver a potentially shippable Increment that includes all previous Increments delivered for the product.
• B. Each Scrum Team delivers functionality at the end of each Sprint. New Product Backlog items will then be added to the next Sprint Backlog to integrate their functionality with the other teams to create a unified Increment.
• C. Wait until enough of the infrastructure and architecture is in place before starting the first Sprints. This will increase the success of delivering integrated Increments in Sprint 1.
• D. Each Scrum Team delivers Increments in its own code branch. After UAT is performed at the Sprint Review, the code branch is isolated until enough Increments are considered acceptable. All code branches will then be merged during the release phase.

Answer: A

Explanation:
When a Product Backlog item or an Increment is described as "Done", everyone must understand what "Done" means. If there are multiple Scrum Teams working on the system or product release, the Development Teams on all the Scrum Teams must mutually define the definition of "Done" to have a shared understanding of what it means for work to be complete, to ensure transparency. Each Increment is additive to all prior Increments and thoroughly tested, ensuring that all Increments work together.

NEW QUESTION 32
At the fifth Sprint Retrospective, the Product Owner mentions that he is surprised about the amount of technical debt that has built up in the system and that the product is not able to support an adequate number of users.
Peter, the Product Owner, is upset that the product will need several more Sprints to address the scalability issues in order to meet his expectations.
What factors may have led to this?

• A. The Scrum Master has not ensured that the Scrum Team is transparent.
• B. None of the above.
• C. The Development Team and the Product Owner are not having conversations around technical debt.
• D. The Scrum Team has not used the past Sprint Retrospectives effectively to inspect and adapt.
• E. The Development Team has not been paying enough attention to technical quality.
• F. All of the above.

Answer: F

Explanation:
Each component within the Scrum framework serves a specific purpose and is essential to Scrum's success and usage. Scrum's roles, events, artifacts, and rules are immutable and although implementing only parts of Scrum is possible, the result is not Scrum.

NEW QUESTION 33
A Development Team member has notified the Scrum Master of a potential data security risk.
What action should the Scrum Master take?

• A. Notify the test team.
• B. Add a Product Backlog item to address the security issue.
• C. Ask the Development Team member to share the issue with the team as soon as possible.
• D. Wait until the Sprint Retrospective to add security to the definition of "Done".

Answer: C

Explanation:
It is best to coach the Development Team members to collaborate on issues regardless of severity. They may consult the Scrum Master of Product Owner if needed.

NEW QUESTION 34
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