- the Product Owner with help from Operations
- the Tech Lead with help from the Product Owner
- the Product Owner with help from the Tech Lead
- the Tech Lead with help from Operations
- Congratulate the team on their great work.
- Stand outside the circle of developers and listen for impediments.
- The Scrum Master should not attend—this meeting is for developers only.
- Ask each developer what they did since the last daily standup.
- the team's velocity
- the number of stories in the product backlog
- the stories that are ready
- the team's capacity
Q4. A team member has been showing signs of great personal distress: crying at work, snapping at colleagues, having heated phone conversations. As Team Facilitator, what should you do?
- Report this at the Sprint Release.
- Advise the PO as soon as possible. (Old answer: Notify the team member's manager of your observations and ask the manager for help.)
- Point out the reasons why and collaborate on solutions.
- Ask the PO to extend the sprint.
- It is a "push" system.
- It is "push" at the top and "pull" at the bottom.
- It is a "pull" system.
- It is neither "push" nor "pull."
- None—the Scrum Master should prioritize the work in the sprint backlog.
- The PO should prioritize the items in the sprint backlog.
- The developers prioritize work unless they cannot complete it, in which case the PO should prioritize the remaining work.
- None—the developers should prioritize the work in the sprint backlog.
Q7. The Scaled Agile Framework advocates that, if you measure only one thing, what should you measure?
- quality
- predictability of delivery
- cost of delay
- return on investment
- to maximize the return on investment
- to determine the economic sequencing of the backlog
- to visualize queue length
- to fulfill a commitment to quality
Reference Weighted Shortest Job First (WSJF) is a prioritization model used to sequence jobs (eg., Features, Capabilities, and Epics) to produce the maximum economic benefit. In a flow-based system, priorities are updated continuously to provide the best economic outcomes. Job sequencing, rather than individual job return on investment, produces the best result. To that end, WSJF is used to prioritize backlogs by calculating the relative CoD and job size (a proxy for the duration).
Q9. You have classified the features in your backlog according to risk and value. Which features should the development team work on first?
- low-value and high-risk
- high-value and high-risk
- high-value and low-risk
- low-value and low-risk
Reference It is suggested that high business value, high-risk items are worked on first. While that may seem counterintuitive, the earlier this work is done, the sooner the team will move to mitigate the issues and unknowns—leading to a higher quality product. If there's a failure, it will occur early and relatively inexpensively.
- They help extend the Architectural Runway.
- They connect vision to mission so the organization can be successful.
- They support team building.
- They remove the impediments to quality.
- The team demonstrates its completed work.
- The team reflects on how to improve its performance.
- Items in the backlog may be reprioritized.
- Stakeholders ask questions about the completed and upcoming backlog items.
- split by line-of-business
- split compound user stories
- split by alternative paths
- split by interface
- the Scrum Master
- a self-organizing team
- the Product Owner
- the Product Manager
- focus
- integrity
- courage
- commitment
- The team does not get credit for the story's points in its velocity calculation.
- The story should be sliced to reflect the work completed.
- The acceptance criteria should be adjusted to reflect the work completed.
- The story should be shown to stakeholders for their feedback.
- It is a list of work items that are behind schedule.
- The items are maintained in priority order.
- Anyone on the team can propose an item for it.
- It includes all of the work to be done.
Q17. A project has some major risks that the team wants to mitigate. What is the best way to monitor how well this effort is going?
- risk-based spike
- risk-adjusted backlog
- risk velocity chart
- risk burndown graph
Q18. The VP of Engineering wants to start giving out a "Team Member of the Sprint" award to recognize a top performer in each group. What advice should you give this VP?
- This is unhelpful unless there has been recent employee feedback indicating that people feel underappreciated.
- This is a good idea as long as a different person is recognized in each sprint.
- This is a good idea because awards can motivate people to do their best.
- This is unhelpful because it can destroy the team unity essential to achieving high performance.
- A Kanban has an explicit rule to limit WIP.
- A Kanban shows the backlog of work.
- A Kanban does not use a Definition of Done.
- A Kanban shows the status of the work items.
Reference Explicit rule applies to scrum team's task board: tasks cannot be added to the scrum board in the middle of a sprint.
Q20. The team complains that "things have been falling through the cracks lately." What should you do?
- Ask the team's manager to make role assignments so the team can catch up.
- Conduct a workshop to identify all of the things that need to be done and see who can help with each.
- Refer to the team's RACI (Responsible, Accountable, Consulted, Informed) assignments.
- Meet with the Tech Lead and Product Owner to try to identify what can be done.
- One Scrum Master can support up to five teams.
- Large teams should have two Scrum Masters.
- There should be one Scrum Master per team.
- One Scrum Master can support one to three teams.
- in the Complex regime
- in the Complicated regime
- in the Chaotic regime
- in the Obvious regime
Q23. A manager informs you that a developer from another team is between assignments, and she wants to place the developer on your team for a few sprints. What should you do?
- Explain to the manager that this will be disruptive to the team and ask that another assignment be found.
- Explain the situation to the team and ask them to go with the flow.
- Explain the situation to your manager and ask them to resolve it.
- When the temporary developer shows up, assign them to write documentation.
Q24. The Product Owner complains to you that the team is not working hard enough and they need to increase their velocity by at least 50%. Which action should you not take?
- Share the feedback from the PO and challenge the team to increase their velocity.
- Ask the PO to explain the business context to the team.
- Explain the impact of technical debt to the PO and the benefits of devoting some capacity to reducing it.
- Hold a Value Stream Mapping workshop to identify and reduce waste.
Q25. What is the name of the practice in which a cross-functional team collaborates intensively to develop a new product idea?
- Hackathon
- Scrum at Scale
- Innovation and Planning
- Magnum Focus
- Agree to the manager's request and notify the team.
- Propose that the manager attend only every other retrospective.
- Propose a different forum for the manager to meet with the team.
- Ask the team if it is okay with them that the manager attend.
- the team
- the Scrum Master
- the Product Owner
- the Engineering Manager
- The chance for rollback is high.
- It typically requires a high degree of automation.
- The administrative costs are high.
- Backward compatibility may be jeopardized.
- story point estimating
- Definition of Done
- user story expansion
- backlog refinement
- Optimize for most work done.
- Maximize output and maximize outcome.
- Maximize outcome while minimizing output.
- Optimize for resource utilization.
"…your job is to minimize output, and maximize outcome and impact." - Jeff Patton
- The actor does not have to be a specified role in the solution.
- There must be multiple personas for each actor.
- The actor can be the system itself.
- The system cannot be the actor.
Reference Actors can be a person, group, or system(s).
- Agile requires a high degree of up-front planning.
- Once the requirements are agreed to, the team can complete work.
- Agile requires a high degree of discipline.
- Agile works best when there is no contract.
- Burndown charts show the work remaining to be done.
- Burnup charts show the work completed.
- Burndown charts are more useful than burnup charts.
- Agile project management tools can produce these automatically.
Q34. What is the name for the practice of going to see a process in use at the point of value delivery?
- Six Sigma
- Gemba Walk
- Total Quality Management
- Kaizen
Reference The Gemba Walk is an opportunity for staff to stand back from their day-to-day tasks to walk the floor of their workplace to identify wasteful activities.
- Try to achieve concensus.
- Take a vote and the majority rules.
- Identify the person who is most knowledgeable and ask them to decide.
- Let the most senior member of the team decide.
- Embrace servant leadership.
- Estimate story points.
- Celebrate successes.
- Remove impediments
- Exploratory spike
- Backlog refinement
- Functional decomposition
- R&D
- Technical debt is another name for bugs
- It is at the Product Owner's description to allocate effort to reduce technical debt.
- Adding technical debt should be avoided at all costs.
- Technical debt is what the Product Owner owes to the developers if they work a lot of overtime to complete the sprint.
- Absolute estimating is more reliable than relative estimating.
- Relative estimating is more reliable than absolute estimating.
- In estimating, accuracy is more important than precision.
- In estimating, the effort is more important than the time required.
- daily stand-ups
- Sprint Retrospectives
- story point estimating
- code reviews
- estimating story points
- refining acceptance criteria
- giving feedback to developers about the user stories
- demonstrating the work to stakeholders
- stories that meet the Definition of Done
- team velocity
- stories that meet the Definition of Ready
- team capacity
Q43. You have noticed a pattern that the most interesting stories on the Sprint Backlog get started right away, and the least interesting stories languish or don't get done. What should you do?
- Use a lottery system assign each story.
- Share your observation with the team and invite them to own and solve the problem.
- During story point estimation increase the points assigned to the least interesting stories so the team can boost their velocity.
- Ask the Tech Lead to assign every story to a developer so they all get done efficiently and with accountability.
Q44. What Agile practice best supports this principle: "At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly"?
- Sprint Review
- Sprint Retrospective
- daily stand-up
- Sprint Demo
- a sponsors or team members' personalities and traits
- what the developers think is user friendly
- real people, archetypal users, or composites of multiple users
- descriptions of the product's functionality and use
- It is a library of coding patterns.
- It is a software testing strategy.
- It is a standard for interface design.
- It is a model for skill development and mastery.
Reference Japanese martial art concept which describes the stages of learning to mastery.
- Responding to change is more valuable than following a plan.
- Documenting requirements up front is more valuable than at the end.
- Following the plan is essential for not going over budget.
- Contract negotiation should be used to settle disputes.
[Refernce] (https://www.agilealliance.org/agile101/the-agile-manifesto/) Full Manifesto.
- It specifies core working hours.
- It clarifies the reporting relationships on the team.
- It defines the culture that the team aspires to achieve.
- It compiles everyone's information.
Q49. What is the name of the information radiator that has multiple columns used to visualize the flow of work?
- Work Flow Indicator
- Value Stream Map
- Story Map
- Kanban Board
- They are a relative measure of the effort needed to complete a story.
- They a measure of development time only, test time is considered separately.
- They are a relative measure of the value of a story.
- They are a measure of time to complete a story.
- It is technique for two or more teams working together coordinate their efforts.
- It is another name for the Scrum Master Community of Practice.
- It is an information radiator used to compare the velocity of several teams.
- It is the system demo for teams on the same release train.
- The PO must identify the intended users of the features on the backlog.
- The PO is responsible for estimating the size of the total.
- The PO must identify the dependencies that impact the backlog.
- The PO decides what to include in the backlog and what to exclude.
- It assigns developers to other teams in order to eliminate personality conflicts.
- It improves the functionality of the product,
- It recalibrates the success criteria for the product in the marketplace.
- It improves the design, which can lead improved development efficiency and maintainability.
- Learn about new requirements.
- Learn feature suitability.
- Learn about feature usability.
- Learn about feature estimates.
- a list of KPIs for the team
- a list of overdue action items
- the task board
- a highly visible display of key performance data
- minimize change requests
- satisfy the customer
- get the job done on time
- achieve the desired ROI
Q57. Product development organizations sometimes use descriptions of archetypal users and their values so that developers can design the system to meet their needs and wants. What are these descriptions called?
- actors
- roles
- agents
- personas
Q58. The Product Owner is focused on testing a new system concept in the marketplace as quickly and inexpensively as possible. What is this first-generation product called?
- preproduction version
- focus group demonstrator
- Generation 1 product
- minimum viable product
- the Quality Manager
- the Product Manager
- the Scrum Master
- the Engineering Manager
- The team delivers no story points in that sprint.
- The team does regression testing prior to release to production.
- The team prepares to work on the product backlog.
- This is the time to inspect and adapt.
- The story meets the INVEST criteria.
- The team has completed all of the work in its Sprint.
- The story has been handed off to the DevOps team.
- The team has agreed on the criteria for story completion.
- its cost
- its licensing terms and conditions
- its benefits
- its features
- a meeting scheduler
- a record keeper
- a project manager
- an Agile coach
- mitosis
- story slicing
- disaggregation
- Divide and Conquer
- Bring the complaint to the other person and try to resolve the issue.
- Ask them to talk to the other person and try to work it.
- Notify HR of the problem and ask them to handle it.
- Invite both people a meeting and try mediate the conflict.
- the Tuckman model
- the Standard Team model
- Moore's Team Framework
- the Siebert model
- Sprint Retrospective
- Sprint Review
- Next-Sprint Planning
- Velocity Confirmation
Sprint Retrospective: Reflect on the previous sprint, discuss what’s working well, what could be improved, and how to improve it to be more productive.
Reference Sprint Review: Discuss what has been accomplished during the sprint and whether the sprint goal has been met.
- continuous delivery
- comprised of the teams within a program
- DevOps Center of Excellence
- Scrum of Scrums
Q69. As an Agile coach, what should be your attitude toward your team members individual goals and motivations?
- Understand them—try align personal motivations with the team's progress toward the project goals.
- Nurture them-goals are the reason why people want to be at work.
- Disregard them — personal views have no bearing on reaching the project goals.
- Leverage them — use personal goals encourage team members raise their performance levels.
- A silo-skilled, self-directed team led by a project manager.
- A cross-functional, long-lived group without deadlines.
- A cross-functional, self-organized team with collective accountability.
- A skilled, temporary team focused on a single project.
- MoSCow
- Kano
- WSJF
- Kaizen
Reference oznaczające japońską filozofię biznesową (sposób postępowania) ustawicznego polepszania, poprawiania procesu zarządzania i produkcji na wszystkich jego szczeblach, z uwzględnieniem m.in. technik biznesu "just-in-time".
- The story has been tested end is ready for release to production.
- The story is ready to be brought into a sprint.
- The stakeholders are ready to discuss their requirements for story.
- The team has completed sprint 0 and is ready to work.
Reference Definition of Ready means that stories must be immediately actionable. The Team must be able to determine what needs to be done and the amount of work required to complete the User Story.
- Centralize decision-making
- Apply systems thinking
- Take an economic view
- Unlock the intrinsic motivation of knowledge workers
Source: Underlying principles of SAFe
- It is an inventory of the team's knowledge and skills that is used to plan the work that they do.
- It is the number of teams that a Team Facilitator can support concurrently.
- It means the team determines their avalaibility for the next sprint.
- It is the maximum number of stories that will be allowed in a sprint.
Q75. The team is complaining that they send request for clarification to the Product Owner, but these requests go unanswered. What action should you take?
- If there is a question about story, tell the developers to use their best judgement, avoid delay, and discuss the issue in sprint review.
- Send a note to the Product Owner saying the delays in completing the work will be their responsibility, not the team's.
- Develop a service-level agree (SLA) that defines certain response times for different types of request and ask the Product Owner to sign off on it.
- Schedule a problem-solving session with the Product Owner and the other team members.
- Frequent delivery of working software
- Respect for people and culture
- Courage
- Sustainable pace
Reference Two pillars are (1) Continuous Improvement, and (2) Respect for People.
- They are strategies for delivering customer value.
- They were pioneered by Toyota.
- They are strategies for discovering what the customer wants.
- They are derived from statistical process control.
- Reference - First paragraph clearly points out that Agile is about delivering value to the customer.
- Lean is a subset of the Agile community and
- Six Sigma is Agile applied to manufacturing.
- A description of what an actor wants to do in order to accomplish a goal
- A description of archetypal users so the developers can make the solution user-friendly
- A report from the field about a user's experience with the product
- The Agile term for a requirement
- The stories were discussed and each had a story point estimate assigned.
- The team gave feedback to the Product Owner about the acceptance criteria.
- The team decided what stories should be developed within the same sprint.
- The team made a preliminary plan for which stories will be completed in the next quarter.
- The number of story points delivered during a sprint
- The average waiting time for a story on the sprint backlog
- The average wait time for a story to move from the product backlog to the sprint backlog
- The time it takes a developer to complete a story divided by its relative value
- The budget for the product.
- The underlying technology of the product.
- The development team's strengths and weaknesses.
- The business context for the product.
Reference A Scrum Team has 3 roles - Product Owner, Scrum Master and Developers. All 3 roles generate Value in their own contexts; however, it is the Product Owner who maximizes the Value from a product or business context.
- It was written via crowdsourcing and its authors are unknown.
- It has been translated into dozens of languages and used around the world.
- It was written in 2001 and is obsolete.
- It was first published as part of Jim Highsmith's doctoral thesis.
Q83. The team is not going to complete its Sprint Commitment. As the Team Facilitator, what should you do?
- Ask the PO to extend the sprint.
- Advise the PO as soon as possible.
- Report this at the Sprint Review.
- Point out the reasons why and collaborate on solutions.
Reference, the last paragraph perfectly informs what an agile developer would do in this situation.
- technical tasks
- actors and actions
- Who, What, Why
- threads
- Every member of the team can make changes to any part of the code as necessary.
- If someone is at fault, then the whole team is at fault.
- The team shares equally in the profits that the product generates.
- The team, not the individuals, receive performance evaluations.
Q86. According to the Agile Manifesto, how often should developers and business people work together?
- as often as needed
- biweekly
- daily
- weekly
- design for testability
- test-driven development
- unit testing
- test then code
- cross-functional
- jack-of-all-trades
- apprentice developer
- generalizing specialist
- It has been discredited because it is too expensive.
- In pair programming, two developers share one computer and take turns at the keyboard.
- It is a great way to teach someone who is new to the team.
- The code produced by two developers who are collaborating is typically higher quality than if they were working alone.
- have better focus and longer attention spans
- are more goal oriented
- tend to be more resilient
- are more afraid of failure
- Move people's workstations around in the team room to create new social possibilities.
- Ask the team if they would like to do something recreational together and offer to organize it.
- Tell the team that you see this as a problem and ask them to solve it.
- Since no one has come to you with a complaint, assume that the limited interaction works for everyone.
- updated status on all of the work
- team alignment on its plan for the day
- a list of impediments and priorities
- a report to the Product Owner of stories ready to be accepted
Q93. What is the name of the technique in which a story is broken down, input splits the data, and it results in a new output?
- input-output processing
- ITIOO story format
- thin vertical slice
- structured coding
ITIOO isn't a thing, thin verticle slicing is refering to what work you prioritise, and structured code has nothing to so with stories.
- cross-functional
- jack-of-all-trades
- generalizing specialist
- apprentice developer
Reference One of the challenges for organisations when they move to Agile ways of working is the often mentioned need to build teams made up of "T-shaped" people. This can also be described as a cross-functionality.
- It is used to decompose solution into epics, features, and stories
- It is a template for lightweight business plans that makes your assumptions explicit
- It is a tool to plan future project releases
- It is a technique for projecting growth in market share.
Reference 1-page business plan template that helps you deconstruct your idea into its key assumptions using 9 basic building blocks.
Q96. The team is not going to complete its Sprint Commitment. As Team Facilitator, what should you do?
- advise the PO as soon as possible
- point out the reasons why and collaborate on solutions
- report this at the Sprint Review
- Ask the PO to extend the sprint
Reference non verified answer - extend, otherwise goes to backlog
- being self-aware
- being extroverted
- having type A personality (def not this :P)
- being someone who takes charge
Reference non verified answer - A facilitator is someone who helps a group identify common objectives and then offers group processes to achieve defined outcomes while maintaining neutrality. A skilled facilitator consciously embodies self-awareness, self-management, and bias management, while conveying openness and enthusiasm.
- before the Sprint Retospective
- after the daily stand-up
- before the daily Scrum
- before quarterly planning
- It is a team-building technique used to increase productivity.
- It is a tool used by organizations for competitive intelligence.
- It is a retrospective technique used to improve team morale.
- It is a collaborative tool used to gain deeper insights into customers.
- tasks
- epics
- stories
- features
Q101. The team has an incomplete story at the end of the sprint and wants to claim partial credit for the work completed. What should you do?
- Ask the Product Owner to accept the storyy with the promise that the team will complete it in the next sprint
- Ask them to slice the story to reflect the work done and the work to be donef
- Ask the product owner to revise the acceptance criteria so it can be accepted and counted
- explain that, in Agile, working software is the primary measure of progress. Then help...
- clarifying the expected outcome
- taking notes
- inviting the Project Manager
- making sure everyone speaks
Q103. You are facilitating a meeting and, unexpectedly, a key person doesn't attend. What should you do?
- Hold the meeting and update the person who could not attend later.
- Ask the person who could not attend to reschedule the meeting based on their availability.
- Ask all meeting participants what they want to do about the one person's absence
- Reschedule the meeting for when all necessary people can attend
- a design concept for team rooms
- a room for teams to demo their work
- a placeholder in the code body for the future functionality
- a meeting format where participants create and manage the agenda
- Refactoring can reduce the effort for future development
- Refactoring is used to fix bugs
- Refactoring improves the design of the system
- Refactoring improves the maintainability of the code
Q106. In the Scaled Agile Framework, consecutive iterations are grouped together into a PI. What is a PI?
- Project Increment
- Portfolio Increment
- Product Increment
- Program Increment
Reference A Program Increment (PI) is a timebox during which an Agile Release Train (ART) delivers incremental value in the form of working, tested software and systems. PIs are typically 8 – 12 weeks long.
- Move people's workstation around in the team room to create new social possibilites
- Since no one has come to you with a compliant, assume that the limited interaction works for everyone
- Ask the team if they would like to do something recreational together and offer to organize it
- Tell the team that you see this as a problem and ask them to solve it
- less than 1 hour, 1 to 4 hours, 4 to 8 hours, 8 to 24 hours, more than 24 hours
- 2, 4, 6, 8, 10
- XS, S, M, L, XL
- 1, 2, 3, 4, 5, 8, 13, 20
Q109. You are the Scrum Master and, having just facilitated a meeting, you're reflecting on ways to improve. What skill are you displaying?
- being self-aware
- being extroverted
- having type A personality
- being someone who takes charge
- The budget for the product.
- The underlying technology of the product.
- The development team's strengths and weaknesses.
- The business context for the product.
It's the same as Q81, just slightly differently phrased question.
Q111. You are facilitating a meeting to decompose user stories and, unexpectedly, a development team member cannot attend. What should you do?
- Hold the meeting and update the person who could not attend later.
- Ask the person who could not attend to reschedule the meeting based on their availability.
- Ask all meeting participants what they want to do about the one person's absence
- Reschedule the meeting for when all necessary people can attend
Q112. As the Scrum Master, you've observed that team members are more comforatble communicating via instant messaging than through direct conversions. How can you encourage conversation between team members?
- Move people's workstation around in the team room to create new social possibilities.
- Since no one has come to you with a complaint, assume that the limited conversation works for everyone.
- Tell the team that you see this as a problem and ask them to solve it.
- Ask the team if they can think of ways to increase direct converstaion.
- updated status on all of the work
- team alignment on its plan for the day
- a list of impediments and priorities
- a report to the Product Owner of stories ready to be accepted
- Comprehensive documentation
- Processes and tools
- Contract negotiation
- Working software
Reference Agile projects are characterized by a series of tasks that are conceived, executed and adapted as the situation demands and one of the priorities is working software.
- It works great in static environments.
- It works great in dynamic environments.
- It works great in customer environments.
- Agile has been proven to not work in any good environment.
Reference The Agile environment appeals to quick actions, discussions, evaluations, and considerations for different approaches. It works great in dynamic environments where there is a potential for changing or evolving requirements.
- That every team in the organization has a particular specialism
- That each team member has their own specialism
- That all the skills necessary exist within the team
- That teams can communicate effectively
- Product Before Increment
- Project Billing Information
- Productive Backlog Increment
- Product Backlog Item
- The sprint planning
- The daily scrum
- The sprint retrospective
- The sprint review
- 3 hours
- 6 hours
- 8 hours
- 1 hour
- burn down chart
- control chart
- burn up chart
- cumulative flow
- The light blue shaded area is the standard deviation.
- The green dots are the issues themselves.
- The control chart works best when the tasks that you're tracking are of different sizes.
- The blue line is the rolling average cycle time.
- Productivity and ethical concerns
- Circumstance and ethical concerns
- Circumstances and financial concerns
- Moral and ethical concerns
- When there is high complexity
- When there is high certainty
- Regardless of complexity or certainty
- When there is low certainty and complexity
- Detailed Appropriately, Emergent, Elegant & Prioritized
- Detailed Adequately, Emergent, Estimated & Prioritized
- Detailed Appropriately, Emanant, Estimated & Prioritized
- Detailed Appropriately, Emergent, Estimated & Prioritized
- roll-up boards
- code integration
- task automation
- reporting
- adaptation
- transparency
- sustainability
- inspection
- Guiding the Development Team on the product
- Managing and owning the backlog
- All of the choices are correct
- The product itself
Q128. In Scrum, at the end of each sprint, there is a _ meeting in which the team receives and gives feedback on their processes and their performance.
- retrospective
- review
- reflection
- sprint
- valuable
- verifiable
- veracity
- voluminous
Q130. Having a mindset focused on growth and opportunity is healty for Agile team members. How can you display a growth mindset?
- See challenges as opportunities
- Point out the failures of others
- Quit while you're ahed
- Celebrate only when you succeed
- It was written via crowdsourcing and its authors are unknown
- It was written in 2001 and is obsolete.
- It was written in response to documentation-heavy software development project practices.
- It was first published as part of Jim Highsmith's doctoral thesis.
Reference "(...)others sympathetic to the need for an alternative to documentation driven, heavyweight software development processes convened." [First paragraph]
Q132. Progress toward a sprint goal is in jeopardy becauseyou have not received sales data. What should you do?
- Be sure to mention the issue in the next Scrum
- Share the problem with your team to see if they can create a solution
- Work around the issue until the last responsible moment to solve it
- Check the Product Owner's schedule and book time for a meeting
- after the daily stand-up
- before the Sprint Retrospective
- before the Daily Scrum
- before quarterly planning
- The system cannot be the actor
- There must be multiple personas for each actor
- The actor can be the system itself
- The actor does not have to be a specified role in the solution
- LeSS
- DA
- SAFe
- DUN
- Daily Scrums
- Sprint Demos
- Retrospectives
- Sprint Planning
Q137. When working with a Scrum team, who is chiefly responsible for ensuring that the project delivers value?
- Product Owner
- Development Team
- Scrum Master
- Quality Assurance
Source "The scrum master is the role responsible for gluing everything together and ensuring that scrum is being done well. In practical terms, that means they help the product owner define value, the development team deliver the value, and the scrum team to get to get better."