Do You Know SCRUM?

The ideal duration of a sprint is typically between 2 to 4 weeks. This duration allows for a balance between delivering valuable increments of work and maintaining a sustainable pace for the development team. A shorter sprint duration, such as 1 week, may not provide enough time for the team to complete meaningful work, while a longer duration, such as 3 to 6 weeks, may increase the risk of scope creep and make it harder to adapt to changing requirements. Therefore, a sprint duration of 2 to 4 weeks is generally considered optimal.

When initially estimating the duration of a task, it is important to consider the maximum number of hours it can have. This allows for a buffer in case the task takes longer than expected. Choosing a maximum of 8 hours provides a reasonable amount of time for the task to be completed, without making it too long. It strikes a balance between allowing for potential delays and ensuring that the task is not unnecessarily prolonged.

The given answer is "Yes" because the person has attended Scrum sessions while at Credencys.

At Credencys, the tool of choice used to manage Scrum is Quickscrum.

When the CEO asks a team member to do work outside the goals of the current Sprint, the team member should contact the Scrum Master. The Scrum Master is responsible for ensuring that the Scrum framework is followed and that the team can focus on delivering value within the Sprint. By contacting the Scrum Master, the team member can discuss the situation and find a resolution that aligns with the Scrum principles and goals.

The designated purpose of the Daily Scrum is to synchronize activities of the Development Team and create a plan for the next 24 hours. This meeting allows the team to discuss their progress, identify any obstacles or issues, and plan their work for the day. It helps in ensuring that everyone is on the same page and working towards the same goals.

Based on the given information, it is clear that only 7 out of the planned 10 stories were completed within the sprint. The remaining 2 stories are partially completed, and 1 story is still pending. In this situation, the best course of action would be to deliver the 7 completed stories to the client and move the remaining 3 stories to the product backlog. This allows for transparency with the client about the progress made during the sprint and ensures that the remaining work is prioritized and addressed in future sprints.

A Sprint burndown chart shows the amount of work remaining on the Sprint Backlog. It provides a visual representation of the progress made during a Sprint by tracking the remaining work over time. The chart helps the team to monitor their progress and identify any potential issues or delays. By comparing the planned work with the actual progress, the team can make adjustments and ensure that they are on track to complete the Sprint successfully.

Credencys uses the Fibonacci series as the format for story points. The Fibonacci sequence is a series of numbers in which each number is the sum of the two preceding ones. In Agile project management, story points are used to estimate the effort required to complete a user story or a task. Using the Fibonacci series allows for a non-linear scale, which helps to emphasize the uncertainty and complexity of estimating larger tasks.

The goal of a Sprint Retrospective is to evaluate what went well, what went poorly, and what should be continued in future sprints. This allows the team to reflect on their performance and identify areas for improvement. It is a crucial part of the Agile process as it helps the team to continuously learn and adapt, leading to increased efficiency and productivity in future sprints.

The graph from 8th to 19th Oct shows that there are no tasks completed and/or scrum meeting did not happen during this period. This is indicated by the absence of any data or activity on the graph during this time frame.

Backlog grooming should occur every sprint because it is an ongoing process that ensures the backlog remains up to date and ready for the next sprint planning meeting. During backlog grooming, the product owner and development team review and prioritize user stories, estimate effort, and make any necessary adjustments to the backlog. This helps to ensure that the backlog is well-organized, contains valuable user stories, and is ready for the team to start working on in the upcoming sprint. Regular backlog grooming also helps to prevent the backlog from becoming too large or unmanageable, and allows for better planning and alignment between the product owner and development team.

The total work remaining in the Sprint Backlog should be tracked at least for every Daily Scrum. This is because the Daily Scrum is a daily meeting where the team discusses their progress, plans for the day, and any obstacles they are facing. By tracking the total work remaining in the Sprint Backlog during the Daily Scrum, the team can get a clear picture of how much work is left and adjust their plans accordingly. This helps in ensuring that the team stays on track and can make necessary adjustments to meet their Sprint goals.

Yes, the product backlog can be changed during the Scrum cycle. The product backlog is a dynamic document that evolves as the project progresses and new information becomes available. It is expected that new items may be added, existing items may be removed or reprioritized, and details may be refined throughout the Scrum cycle. This flexibility allows the team to adapt to changing requirements and priorities, ensuring that the product backlog remains aligned with the needs of the stakeholders and the overall project goals.

The Scrum Framework is defined by rules, roles, artifacts, and events. The rules provide guidelines on how to implement Scrum effectively. The roles define the responsibilities and accountabilities of team members involved in the Scrum process. The artifacts are the tangible deliverables produced during the Scrum process, such as product backlog, sprint backlog, and increment. The events are the time-boxed meetings and ceremonies that occur within each sprint, including sprint planning, daily scrum, sprint review, and sprint retrospective. Together, these elements form the foundation of the Scrum Framework and help ensure a successful implementation of Scrum.

The time-box for a daily Scrum meeting is typically 15 minutes. This time limit ensures that the meeting remains focused and efficient, allowing team members to quickly update each other on their progress, discuss any obstacles or challenges, and plan their work for the day. It also encourages everyone to be concise and to the point, preventing the meeting from dragging on unnecessarily.

The Sprint Goal is created first in the Scrum framework. It is a short and concise statement that describes what the Scrum Team aims to achieve during the sprint. The Sprint Goal helps to provide focus and direction to the team, guiding their work and decision-making throughout the sprint. Once the Sprint Goal is established, the team can then create the Sprint Backlog, which is a list of tasks and user stories that need to be completed in order to achieve the Sprint Goal.

The Scrum Master and the Product Owner cannot be the same individual because they have different roles and responsibilities within the Scrum framework. The Scrum Master is responsible for ensuring that the Scrum team follows the Scrum process and removing any obstacles that may hinder their progress. On the other hand, the Product Owner is responsible for defining and prioritizing the product backlog, as well as representing the needs and requirements of the stakeholders. It is important to have separate individuals in these roles to ensure a clear division of responsibilities and to avoid conflicts of interest.

The product backlog is arranged with the most important items at the top and the least important items at the bottom. This allows the development team to focus on the most valuable and critical tasks first. By prioritizing the backlog in this way, it ensures that the team is working on the most important features or user stories first, which can lead to faster delivery of value to the customers. Additionally, having the least important items at the bottom allows for flexibility and adaptability, as these items can be easily re-prioritized or removed if necessary.

In all Scrum projects, self-organization is important as it allows team members to work independently and make decisions. Clear hierarchies in the company are also important to ensure that roles and responsibilities are clearly defined. Communication is crucial in Scrum projects to facilitate collaboration and keep everyone informed. Continuous improvement is emphasized in Scrum to regularly evaluate and enhance processes. Therefore, the correct answer is 1, 3, and 4.

The correct answer is that the team owns sprint commitments collectively. In Scrum, the team is responsible for delivering the sprint commitments. This means that each team member has a shared responsibility and accountability for completing the work agreed upon during the sprint planning meeting. The team works together to ensure that all commitments are met and that the sprint goal is achieved. The Scrum Master facilitates the process but does not own the commitments themselves.

The product backlog should not contain tasks because it is a prioritized list of features, functionalities, and requirements that need to be developed for the product. It is meant to capture the "what" of the product, not the "how." Tasks, on the other hand, are specific actions or activities required to complete a feature or requirement. They should be derived from the product backlog items during sprint planning or as part of the team's internal planning process. Keeping tasks separate from the product backlog allows for better flexibility and adaptability in managing the development process.

The Sprint Planning meeting occurs before the start of the Sprint. This meeting is held to plan and discuss the work that will be done in the upcoming Sprint. The team reviews the Product Backlog and selects the items they will work on during the Sprint. They also create a detailed Sprint backlog, define the Sprint goal, and estimate the effort required for each selected item. This meeting sets the direction and goals for the Sprint and ensures that the team is aligned and prepared to start the work.

A retrospective meeting should be held at the end of each sprint, after the sprint review meeting. This allows the team to reflect on the completed sprint and identify areas for improvement. By holding the retrospective meeting after the sprint review, the team can discuss any issues or successes that arose during the sprint and make necessary adjustments for future sprints. This regular cadence of retrospective meetings helps foster a culture of continuous improvement within the team.

The Scrum Master has the authority to make the final decision on the length of the Sprint if the Scrum Team cannot agree. The Scrum Master is responsible for ensuring that the Scrum framework is understood and followed, and they facilitate the decision-making process within the team. They are also responsible for removing any obstacles that may hinder the team's progress. Therefore, it is the Scrum Master's role to make the final decision in this situation.

The scrum development team estimates the effort to complete a product backlog item after clarifying the requirement because they are the ones responsible for executing the work. They have the technical knowledge and understanding of the task at hand, allowing them to provide an accurate estimation of the effort required. The team collaborates to discuss and clarify any uncertainties or ambiguities in the requirement, ensuring a shared understanding before estimating the effort. This approach promotes transparency, accountability, and collective decision-making within the Scrum framework.

The Development Team is responsible for all estimates of the Product Backlog items. They are the ones who have the knowledge and expertise to estimate the effort required to complete each item. The Development Team collaborates with the Product Owner to understand the requirements and priorities, and then they collectively estimate the work involved. This ensures that the Development Team takes ownership of the estimates and is accountable for delivering the work within the estimated timeframes. The Project Manager, Product Owner, and Scrum Master may provide guidance and support, but the ultimate responsibility lies with the Development Team.

The Product Owner's requirements are stored in the Product Backlog. The Product Backlog is a prioritized list of all the features, enhancements, and fixes that need to be made to the product. It is the responsibility of the Product Owner to maintain and update the Product Backlog, ensuring that it reflects the current and future requirements of the product. The Product Backlog serves as a single source of truth for the development team, providing them with a clear understanding of what needs to be built and in what order.

A meeting having a time-box means that it is limited to a specific maximum amount of time. This ensures that the meeting does not exceed the allocated time and helps to maintain focus and efficiency. It encourages participants to be concise and to prioritize discussions and decisions within the given time frame. Time-boxing is a key aspect of Scrum, as it helps to promote productivity and prevents meetings from becoming lengthy and unproductive.

A scrum team is recommended to have a size of 5 - 9 people. This range allows for effective collaboration and communication within the team. With fewer than 5 people, there may not be enough diverse skills and perspectives to tackle complex tasks. On the other hand, a team larger than 9 people can lead to coordination challenges and decreased productivity. Therefore, a scrum team of 5 - 9 people strikes a balance between having enough resources and avoiding excessive complexity.

During sprint execution, new user stories can be added by the team if all the current stories are completed and there is still time remaining. This decision is made by the team collectively, not by the Product Owner or Scrum Master. It allows the team to make the best use of their available time and resources, ensuring that they are able to deliver the highest value to the customer.

R&D tasks can be part of the Product Backlog. The Product Backlog is a prioritized list of all the desired features, enhancements, and fixes for a product. It serves as the single source of requirements for any changes or additions to the product. R&D tasks, which involve research and development activities, can be included in the Product Backlog to ensure that they are considered and prioritized alongside other product requirements.

Kanban is a suitable approach for managing the UAT phase of a project where there are mostly bugs and small feedbacks. Kanban focuses on visualizing the workflow and limiting work in progress, which allows for better management of tasks and priorities. By using a Kanban board, the team can easily track and manage the bugs and feedback, ensuring that they are addressed in a timely manner. This method promotes continuous improvement and encourages collaboration between team members and the client.

The correct answer is when the time-box expires. In Scrum, a sprint is a time-boxed iteration during which a specific amount of work is completed. The sprint execution is considered complete when the allocated time for the sprint runs out, regardless of whether all tasks or backlog items are finished. This time-boxed approach allows for regular feedback and adaptation, promoting transparency and continuous improvement.

During a Sprint, a team member should have 8 - 16 hours of work "In Progress" at any given point. This range allows for flexibility in workload distribution and ensures that team members are actively engaged in completing tasks. It also takes into account the varying complexity and duration of different tasks, allowing team members to work on multiple items simultaneously or focus on a single task until completion. This range helps maintain a steady pace of progress and ensures that team members are not overwhelmed or idle during the Sprint.

In the sprint review meeting, a live demonstration of a potentially shippable product increment should happen. This means that the development team showcases the work they have completed during the sprint, allowing stakeholders to see the progress made and provide feedback. It provides an opportunity for stakeholders to evaluate the product and suggest any changes or improvements. This helps in ensuring that the product meets the requirements and expectations of the stakeholders and allows for any necessary adjustments to be made to the product backlog.