Pspo1-2 No Limit

Scrum does not have a role called "Project Manager." In Scrum, the team is self-organizing and cross-functional, with no designated project manager. Instead, Scrum has three main roles: the Product Owner, who represents the stakeholders and prioritizes the product backlog; the Scrum Master, who facilitates the Scrum process and removes any obstacles that the team may encounter; and the Development Team, responsible for delivering the product increment. This structure promotes collaboration and empowers the team to make decisions collectively, rather than relying on a single project manager.

Scrum is not a methodology that provides detailed instructions on how to build software incrementally. Instead, it is an agile framework that focuses on collaboration, flexibility, and iterative development. Scrum provides a set of guidelines and principles that teams can adapt to their specific needs and context. It encourages self-organization and empowers teams to make decisions on how to best build software incrementally, rather than prescribing a specific methodology or process.

The Product Owner wants the Development Team to adhere to its definition of "Done" in order to have complete transparency into what has been done at the end of each Sprint. By ensuring that the team meets the agreed-upon criteria for "Done," the Product Owner can accurately assess the progress and outcomes of each Sprint. This transparency allows the Product Owner to make informed decisions, provide feedback, and effectively communicate the team's accomplishments to stakeholders.

False. Each Development Team does not need to have a separate Product Owner. According to the Scrum framework, there is only one Product Owner who is responsible for managing the Product Backlog and prioritizing the work for the entire Scrum Team. The Development Team collaborates with the Product Owner to understand the requirements and deliver a valuable product. Having multiple Product Owners for each team could lead to conflicting priorities and hinder the efficiency of the development process.

A Sprint may be abnormally cancelled when the Sprint Goal becomes obsolete. The Sprint Goal is a crucial aspect of Scrum, as it provides a clear objective for the Development Team to work towards during the Sprint. If the Sprint Goal is no longer relevant or achievable, it may be necessary to cancel the Sprint to prevent wasting time and resources on work that will not contribute to the overall project goals. This decision should be made by the Product Owner in consultation with the Development Team and other stakeholders.

A Product Owner with multiple teams working on one product should not maintain separate Product Backlogs for each team. Instead, they should maintain a single Product Backlog that encompasses all the work for the entire product. This allows for a holistic view of the product and ensures that all teams are aligned and working towards a common goal. It also helps in prioritizing and sequencing the work across teams, making sure that the most valuable features are delivered first.

The correct answer is "Turn Product Backlog items into an Increment of potentially releasable product functionality." This answer aligns with the principle of self-organization in Scrum. The Development Team is responsible for delivering a potentially releasable Increment at the end of each Sprint. They should have all the necessary skills to take the items from the Product Backlog and transform them into a working product functionality. The answer also dismisses the idea of completing the project within a specific date and cost, as these are determined by the Product Owner, not the Development Team. Additionally, it states that the Development Team is responsible for all development work, except for specialized testing that may require additional tools and environments.

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If the Increment presented at the Sprint Review does not reflect what the Product Owner thought she had asked for, it indicates that she needs to work more with the Scrum Team. This suggests that there may be a lack of clear communication and understanding between the Product Owner and the Scrum Team. By working more closely with the team, the Product Owner can ensure that her requirements and expectations are properly conveyed, leading to a more accurate and satisfactory Increment at the Sprint Review.

The purpose of a Sprint Review is to inspect the product Increment with the stakeholders and collect feedback on next steps. This allows the Scrum Team to gather valuable input from stakeholders, assess the progress of the project, and determine the next course of action. It helps ensure that the product is meeting the needs and expectations of the stakeholders and allows for adjustments and improvements to be made in subsequent sprints.

The Development Team determines how work is performed during the Sprint. In Scrum, the Development Team is responsible for self-organizing and deciding how to accomplish the tasks in the Sprint Backlog. They collaborate and make collective decisions on how to best achieve the Sprint Goal. This empowers the Development Team to take ownership and accountability for their work, fostering creativity and innovation. The Scrum Master, Architects, and Subject Matter Experts may provide guidance and support, but the ultimate responsibility lies with the Development Team. Development Team managers are not part of the Scrum framework and do not have authority over the Development Team's decisions.

A Sprint Goal should be created during Sprint Planning. During this meeting, the Scrum Team collaborates to discuss and select the Product Backlog items that will be worked on during the Sprint. The Sprint Goal provides a clear objective and focus for the team to work towards during the Sprint. It helps align the team's efforts and ensures that they are working towards a common purpose. By creating the Sprint Goal during Sprint Planning, the team can effectively plan and prioritize their work for the upcoming Sprint.

The Daily Scrum is held at the same time and same place to reduce complexity. By having a consistent time and place for the meeting, team members can easily plan their schedules and ensure they are available. It also helps to establish a routine and create a sense of structure within the team. This consistency allows the team to focus on the important discussions and updates during the Daily Scrum, rather than spending time and energy on figuring out when and where the meeting will take place.

The recommended size for a Development Team is 3 to 9. This range allows for effective collaboration and communication within the team. With fewer than 3 members, there may not be enough diversity of skills and perspectives. On the other hand, having more than 9 members can lead to coordination challenges and decreased productivity. Therefore, a Development Team of 3 to 9 members is considered optimal for efficient and successful project development.

Scrum requires that the Product Owner must use None of the above. This means that the Product Owner is not required to use any of the mentioned items in Scrum. Scrum is an agile framework for managing and developing products, and the Product Owner is responsible for prioritizing and managing the product backlog. While some of the mentioned items like the burndown chart or feature burn-up may be used by the development team or stakeholders, they are not specifically required for the Product Owner's role in Scrum.

Customer satisfaction should be measured frequently in order to gather accurate and up-to-date feedback on customer experiences. By measuring customer satisfaction frequently, businesses can identify any issues or concerns quickly and make necessary improvements to enhance the overall customer experience. Regular measurement also allows for tracking trends and changes in customer satisfaction over time, enabling businesses to make informed decisions and adjustments to their products, services, or processes.

The Product Owner can abnormally terminate a Sprint because they have the authority to make decisions regarding the product backlog and prioritize the work. If the Product Owner determines that the Sprint goal is no longer achievable or that the project priorities have changed significantly, they can decide to terminate the Sprint. This decision is based on their understanding of the product and its requirements, and it is their responsibility to ensure that the team is working on the most valuable and relevant tasks.

The Sprint Goal is indeed a result of Sprint Planning, along with the Sprint Backlog. During Sprint Planning, the Scrum Team collaboratively defines the Sprint Goal, which is a concise statement that describes the objective of the Sprint. The Sprint Backlog, on the other hand, is a list of items selected from the Product Backlog that the Scrum Team plans to work on during the Sprint to achieve the Sprint Goal. Therefore, both the Sprint Goal and the Sprint Backlog are outcomes of the Sprint Planning process.

The main reason for the Scrum Master to be at the Daily Scrum is to ensure that the Development Team has a Daily Scrum. The Scrum Master's role is to facilitate and support the Scrum process, and one of their responsibilities is to ensure that the team is following the Scrum framework correctly. By being present at the Daily Scrum, the Scrum Master can ensure that the team is conducting the meeting and following the guidelines of Scrum. This helps to maintain the integrity of the Scrum process and ensures that the team is working effectively and efficiently.

The Scrum Team consists of the Scrum Master, who is responsible for facilitating the Scrum process and ensuring that the team adheres to the Scrum principles and practices. The Product Owner, who represents the stakeholders and is responsible for managing the product backlog and prioritizing the work. And the Development Team members, who are responsible for delivering potentially releasable increments of the product at the end of each sprint. The Project Manager is not a part of the Scrum Team as Scrum promotes self-organization and does not have a traditional project manager role.

The correct answer is to ask the Developers to divide themselves into teams. This approach empowers the team members to self-organize and allows them to utilize their knowledge and expertise in deciding how to divide the group. It promotes collaboration, ownership, and accountability within the Development Teams. Additionally, the Developers are more likely to have a better understanding of their own skills and capabilities, which can lead to more effective team compositions.

The Sprint Review is a meeting where the Scrum Team and stakeholders come together to inspect the outcome of a Sprint. During this meeting, they review the work that has been completed and determine what to do next. It is an opportunity to gather feedback, discuss any changes or adjustments that need to be made, and plan for the next Sprint. This statement accurately describes the purpose and nature of the Sprint Review.

The correct answer is "Immediately after the conclusion of the previous Sprint." This is because in Scrum, a Sprint is a time-boxed iteration during which a potentially shippable product increment is created. Once a Sprint is completed, the next Sprint begins immediately after without any delay. This ensures a continuous flow of work and allows for regular feedback and adaptation.

In Scrum, the Daily Scrum is a meeting for the Development Team to synchronize their work and plan the next 24 hours. It is not intended for management to give updates or represent their opinions. The purpose of the Daily Scrum is for the Development Team to inspect and adapt their progress towards the Sprint Goal. Therefore, management external to the Scrum Team is not involved in the Daily Scrum, and the Development Team self-manages during this meeting.

Sprint Reviews are indeed an opportune time to collect customer feedback. During these reviews, the development team presents the work completed during the sprint to stakeholders, including customers. This provides an opportunity for customers to provide feedback, ask questions, and suggest improvements. By actively involving customers in the review process, the team can gather valuable insights that can be used to refine and enhance the product.

Doing all work needed to meet the definition of "Done" enhances the transparency of an Increment because it ensures that all tasks and requirements have been completed and meet the agreed-upon criteria for being considered "Done." This allows stakeholders to have a clear understanding of the progress and quality of the Increment, as well as any potential issues or risks that may arise. By completing all necessary work, the team can provide a transparent and accurate representation of the Increment's status and readiness.

The Sprint Backlog includes any of the above options or others that are a decomposition of the selected Product Backlog items. This means that the Sprint Backlog can include user stories, tasks, use cases, tests, or any other items that break down the selected Product Backlog items into smaller, manageable units of work for the sprint. The specific items included in the Sprint Backlog will depend on the needs and requirements of the project.

The Sprint Backlog is created during the Sprint Planning meeting. This meeting is held at the beginning of each sprint, where the Scrum Team collaboratively decides which items from the Product Backlog will be included in the upcoming sprint. The team then breaks down these selected items into smaller tasks and adds them to the Sprint Backlog. This backlog serves as a plan for the work that needs to be completed during the sprint and helps the team track their progress towards achieving the sprint goal.

The three feedback loops in Scrum are Sprint Review, Daily Scrum, and Sprint Retrospective. The Sprint Review provides feedback on the product increment, allowing stakeholders to inspect and adapt the product. The Daily Scrum is a daily meeting where the team inspects progress and adjusts the plan for the day. The Sprint Retrospective is a meeting at the end of each sprint where the team reflects on their processes and identifies areas for improvement. These three feedback loops are essential in Scrum to continuously improve the product and the team's performance.

During the Sprint, the Scrum Master's role is to remove impediments that may hinder the progress of the Development Team. They are responsible for ensuring that the team can work without any obstacles or roadblocks. Additionally, the Scrum Master facilitates inspection and adaptation opportunities as requested or needed. This includes organizing and facilitating Scrum events such as the Sprint Review and Sprint Retrospective, where the team can reflect on their progress and make any necessary adjustments.

The correct answer is to work with the Product Owner to remove some work or Product Backlog items as soon as possible in the Sprint. This is because the Development Team has realized that they have selected too much work to finish in the Sprint. By working with the Product Owner, they can prioritize and remove some items from the Sprint backlog to ensure that the team can complete the remaining work within the Sprint timeframe. This allows for a realistic and achievable goal for the team.

The Sprint Retrospective is required by Scrum. It is a meeting held at the end of each sprint where the Scrum Team reflects on their performance and identifies areas for improvement. The purpose of this meeting is to learn from past experiences and make adjustments to enhance future sprints. Stand-up meetings, Sprint Burndown Charts, and Release Planning are also important components of Scrum, but they are not explicitly required.

Scrum is an agile framework that emphasizes collaboration and adaptability in software development. It suggests that to get started, all that is required is a Product Owner with enough ideas for a first Sprint, a Development Team to implement those ideas, and a Scrum Master to guide the process. This means that Scrum does not require any additional roles or complex processes to begin building a product. Therefore, the statement "True" is the correct answer.

The Development Team should make sure that everyone on the team completes their tasks for the Sprint. This responsibility lies within the team itself, as they are self-organizing and cross-functional. The Development Team collaboratively plans and manages their work, ensuring that all tasks are completed within the Sprint. The Project Manager, Product Owner, and Scrum Master may provide support and guidance, but it is ultimately the responsibility of the Development Team to ensure that all tasks are completed.

The statement is false because the Product Owner does not determine how many Product Backlog items the Development Team selects for a Sprint. The Development Team is responsible for deciding how much work they can commit to in a Sprint based on their capacity and understanding of the work. The Product Owner may provide input and guidance, but ultimately it is the Development Team's decision.

A self-organizing Development Team chooses "How to best accomplish its work" because self-organization empowers the team to make decisions and determine the most effective way to achieve their goals. This includes deciding on the best approach, techniques, and strategies to complete their tasks and deliver the desired outcomes. By allowing the team to make these choices, they can leverage their collective skills, expertise, and creativity to optimize their work process and increase their productivity and efficiency.

In this situation, the Scrum Master needs to consider two key concerns. Firstly, the benefit of allowing the Development Teams to figure out a solution for themselves is important as it promotes self-organization and empowers the teams to find the best approach to address the technical specialist's absence. Secondly, the ability of the Development Teams to produce integrated Increments is crucial as it ensures that the work completed by each team is integrated and functioning properly, even without the involvement of the external technical specialist. By addressing these concerns, the Scrum Master can help the teams overcome the challenges posed by the specialist's absence.

The two ways of creating Development Teams that are consistent with Scrum's values are allowing existing teams to propose how they would like to organize into the new structure and bringing all the developers together to self-organize into Development Teams. These approaches align with Scrum's principles of self-organization and empowerment, as they give the teams the autonomy to decide how they want to work and organize themselves. It encourages collaboration, ownership, and accountability within the teams, which are key values in Scrum.

The Scrum Master should talk to the IT manager and explain that progress in Scrum comes from inspecting an Increment at the Sprint Review. This is because in Scrum, the progress is measured by inspecting the Increment during the Sprint Review, where the Development Team demonstrates the work done. The Scrum Master is responsible for guiding and educating the team and stakeholders about Scrum principles and practices, and in this case, it is important to clarify the appropriate way to measure progress in Scrum.

The correct answer is that there are no such activities. The next Sprint starts immediately after the current Sprint. This means that there is no specific phase or time allocated for the Product Owner to undertake any activities between the end of the current Sprint and the start of the next Sprint. The transition from one Sprint to another is seamless and continuous. Therefore, the Product Owner does not have any specific tasks or responsibilities during this phase.

One good way for the Development Team to make non-functional requirements visible is by adding them to the Product Backlog and keeping the Product Owner posted on the expected effort. This ensures that the non-functional requirements are included in the overall prioritization and planning of the project. Another good way is to add them to the definition of "Done" so that the work related to non-functional requirements is taken care of in every Sprint. This ensures that the non-functional requirements are considered as part of the team's commitment for each Sprint and are not overlooked.

False. While it is important for Product Owners to collaborate with the team and provide clear acceptance criteria for Product Backlog items, it is not necessary for the criteria to be fully specified before the team selects the item in Sprint Planning. The team can work with the Product Owner to refine and clarify the acceptance criteria during the Sprint Planning meeting itself. This allows for flexibility and adaptability in the development process.

The appropriate action for the Scrum Master is to offer help to the Product Owner in understanding that the goal of ordering the Product Backlog is to maximize value. This action aligns with the Scrum Master's role in facilitating the Scrum process and supporting the Product Owner. By offering assistance, the Scrum Master can provide guidance and insights to the Product Owner on how to prioritize and order the backlog items based on their value to the stakeholders. This will help the Product Owner make informed decisions and ensure that the most valuable items are delivered early in the project.

In this scenario, the best two conditions to strive for are:
1) The product has one Product Backlog: Having one Product Backlog ensures that all the requirements and features for the product are managed in a single, centralized location. This helps in prioritizing and organizing the work for all the Scrum Teams involved in building the product.
2) There should be only one Product Owner: Having a single Product Owner allows for clear decision-making and accountability. It ensures that there is a single point of contact for the Scrum Teams, facilitating effective communication and coordination.

The suggested question of "How will we make sure all teams have the right amount of expertise?" is a good first question for the Scrum Master to suggest because it addresses the important aspect of ensuring that each team has the necessary skills and knowledge to successfully develop the product. By considering this question, the team can discuss and plan how to distribute expertise evenly across teams, ensuring a balanced allocation of subject matter experts and a suitable mixture of senior and junior members. This will contribute to the overall effectiveness and efficiency of the development process.

The correct answer is "As much as it has told the Product Owner will be done for every Product Backlog item it selects in conformance with the definition of 'Done'." This means that the Development Team must complete all the work that they have committed to the Product Owner for each selected Product Backlog item. This ensures that the work is done according to the agreed-upon criteria of "Done" for that item.

The Sprint Review is a crucial event in Scrum where the development team presents the increment they have built during the sprint to the stakeholders. It provides an opportunity to inspect the product increment and gather feedback from stakeholders. The discussion in the Sprint Review should primarily focus on the sprint results, which include the completed user stories, any unfinished work, and the overall progress towards the project goal. While the Scrum process and coding/engineering practices are important, they are not the main topics to be discussed in the Sprint Review.

During a Sprint Retrospective, it is appropriate to discuss how the team collaborates as this helps identify any issues or areas for improvement in their teamwork and communication. Additionally, discussing and identifying high priority process improvements for the next Sprint is important as it allows the team to reflect on their current processes and find ways to make them more efficient and effective. However, documenting acceptance criteria for items in the next Sprint and the order of items in the Product Backlog are not appropriate topics for discussion during a Sprint Retrospective as they are more related to Sprint Planning and Product Backlog refinement activities.

The Product Backlog is ordered to ensure transparency as it provides a clear understanding of the priority and sequence of the work to be done. This allows stakeholders to have visibility into what is coming up and make informed decisions. Additionally, the Product Backlog being available to all stakeholders further ensures transparency as it allows everyone involved to access and review the backlog, understand the current state of the project, and provide feedback or input as needed.

When two additional Scrum Teams are added to the development of a product that previously had only one Scrum Team, the immediate impact on the productivity of the original Scrum Team is likely to decrease. This is because the addition of more teams can lead to increased complexity in coordination, communication, and collaboration. The original team may experience challenges in adjusting to the new dynamics, distributing work, and maintaining the same level of efficiency. It may take time for the teams to synchronize their efforts and establish effective ways of working together, which can initially impact the productivity of the original team.