Professional SCRUM Master Certification Quiz!

The Daily Scrum is held at the same time and place each day to reduce complexity.

Management has no active role in the actual product development through Scrum. However, management external to the Scrum team is incredibly important in setting the vision and strategy to guide the overall direction of the organization.

The Product Owner is the sole person responsible for managing the Product Backlog.

A Sprint can be cancelled before the Sprint time-box is over. A Sprint would be cancelled if the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change.

The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master.

The Scrum Team consists of the Scrum Master (manages the process), the Product Owner (decides what to do) and the Development Team (does the work).

The heart of Scrum is a Sprint, a time-box of one month or less during which a "Done", usable, and potentially releasable product Increment is created.

Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known.

Scrum is not a process or a technique for building products; rather, it is a framework within which you can employ various processes and techniques.

Sprint Review is a four-hour time-boxed meeting for one-month Sprints. For shorter Sprints, the event is usually shorter.

A Scrum Team has a Scrum Master, a Product Owner and a Development Team. As a whole they have all controls needed.

Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.

Products have one Product Backlog, regardless of how many teams are used. Any other setup makes it difficult for the Development Team to determine what it should work on.

The length of a daily Scrum is time-boxed at 15 minutes, it does not change with the length of a Sprint.

Sprint Backlog and all of its items are collectively owned by the Development Team. No individual team member can claim ownership over an item as this would block communication and collaboration.

The Scrum Master enforces the rule that only Development Team members participate in the Daily Scrum.

The Development Team consists of professionals who do the work of delivering a potentially releasable Increment of "Done" product at the end of each Sprint. Development Teams are cross-functional, with all of the skills as a team necessary to create a product Increment.

Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known.
Three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation.

Time-boxed events are events that have a maximum duration.

The Product Owner decides what makes the most sense to optimize the value of the work being done by the Development Team.

Only the people doing the work described on the Sprint Backlog need to inspect and adapt at the Daily Scrum. If the Scrum Master or Product Owner is also on the Development Team, they will need to be at the Daily Scrum. Otherwise, the Scrum Master simply has to make sure the Development Team knows how to conduct a Daily Scrum and does so.

Scrum requires an Increment to be releasable. This is an Increment of product. Many teams working on a single product are expected to deliver such an Increment.

The Product Owner is the sole person responsible for managing the Product Backlog, which includes that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next.

A new Sprint starts immediately after the conclusion of the previous Sprint.

Every event in Scrum, besides the Sprint which is a container for the other events, is an opportunity to Inspect AND Adapt.

The product increment should be usable and releasable at the end of every Sprint, but it does not have to be released.

The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team's current definition of "Done".

Optimal Development Team size is small enough to remain nimble and large enough to complete significant work. Fewer than three Development Team members decreases interaction and results in smaller productivity gains. More than nine members simply requires too much coordination.

The Development Team uses the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog.

The duration of a Sprint is fixed and cannot be shortened or lengthened.

Teams typically go through some steps before achieving a state of increased performance. Changing membership typically reduces cohesion, affecting performance and productivity in the short term.

The Product Owner is responsible for maximizing the value of the product and the work of the Development Team.

The Sprint Backlog makes visible all of the work that the Development Team identifies as necessary to meet the Sprint Goal. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint.

All of these choices are appropriate considerations in determining the length of a Sprint.

The heart of Scrum is a Sprint, a time-box of one month or less during which a "Done", useable, and potentially releasable product Increment is created. This applies to every Sprint

If the organization decides to change the terminology of Scrum to fit with the existing terminology, it is likely that very little change will actually happen without a new vocabulary as a reminder of the change. This is because the organization may not fully understand what has changed with Scrum and as a result, the benefits of Scrum may be lost. Additionally, management may feel less anxious about the change if they are able to use familiar terminology.