C. Velocity has no direct relationship with value.
D. Velocity is the amount of business functionality that a Scrum Team creates in a Sprint. It is unique to that team and used as an input to Sprint Planning.

Answer Description


Explanation:

C: Velocity has no direct relationship with value. This is a true statement, as velocity is a measure of the amount of work done by a Scrum Team in a Sprint, not the value or quality of that work. Velocity can vary depending on many factors, such as the size, complexity, and priority of the Product Backlog items, the skills and experience of the Developers, the Definition of Done, and the Sprint length. Therefore, velocity is not a reliable indicator of value creation or team performance.

D: Velocity is the amount of business functionality that a Scrum Team creates in a Sprint. It is unique to that team and used as an input to Sprint Planning. This is a true statement, as velocity is a team-specific metric that reflects how much business functionality the Scrum Team can deliver in a Sprint. Velocity can help the Scrum Team to forecast how many Product Backlog items they can select for the next Sprint, based on their past performance and current capacity. However, velocity is not a goal or a target for the Scrum Team, and it should not be compared across teams.

A. The Scrum Master coaches the Scrum Team and the organization how to work empirically.
D. The Scrum Master facilitates Scrum events as requested or needed

Answer DescriptionExplanation:

The Scrum Master serves the Scrum Team by coaching them and the organization how to work empirically, which means using an evidence-based approach to inspect and adapt the product and the process1. The Scrum Master also facilitates Scrum events as requested or needed, such as the Sprint Planning, the Daily Scrum, the Sprint Review, and the Sprint Retrospective2. The Scrum Master ensures that these events are positive, productive, and kept within the timebox2.

The Scrum Master does not resolve every impediment that the Developers run into, but rather helps them to remove or overcome those impediments themselves3. The Scrum Master also does not never intervene in matters of the Scrum Team, but rather balances between providing guidance and allowing autonomy. The Scrum Master is not a passive observer, but an active servant leader who supports the team in achieving their goals.

References:

• What is a Scrum Master? | Scrum.org, section “The Accountabilities of the Scrum Master”
• The Scrum Guide 2020, section “The Scrum Master”
• What is a scrum master? [+ Responsibilities] | Atlassian, section “Scrum master responsibilities”
• [The 8 Stances of a Scrum Master by Barry Overeem], section “The Servant Leader”
• [What Is a Scrum Master (and How Do I Become One)? - Coursera], section “What is a scrum master?”

C. They are added to the Product Backlog and addressed throughout the next Sprints, combined with creating the business functionality in those Sprints, no matter how small that business functionality.
D.

During the Sprint Retrospective, the Scrum Team assesses how to add these expectations to the Definition of Done so every future Increment will live up to these requirements. If needed they can work with external specialists to better understand the requirements.

B. No, the Increment will not be transparent and the feedback loop is too long.

Answer Description


User acceptance testing is a process of verifying that the product meets the user's needs and expectations. It is an important feedback mechanism that helps the Scrum Team validate their assumptions, inspect the value and quality of the Increment, and adapt their plans accordingly. Scrum requires that the Increment be transparent, meaning that it is observable and understandable by anyone with a stake in the outcome. Scrum also requires that the feedback loop be short, meaning that the Scrum Team can receive and respond to feedback quickly and frequently.

Therefore, it is not a good idea to have user acceptance testing done every third Sprint, because:

The Increment will not be transparent (B), meaning that the Scrum Team and the stakeholders will not have a clear and shared understanding of what has been done and what remains to be done. This may lead to misalignment, confusion, or conflict over the product vision, scope, and quality.

The feedback loop is too long (B), meaning that the Scrum Team will not be able to inspect and adapt based on the user's feedback in a timely manner. This may lead to wasted effort, missed opportunities, or reduced value delivery.

The other options are not correct because:

It does not depend on what is stated in their Definition of Done (A), which is a formal description of the state of the Increment when it meets the quality standards required for the product. The Definition of Done does not dictate how or when user acceptance testing should be done, but rather what criteria must be met for the Increment to be considered ''Done''.

The Scrum Team is a self-managing team , which means that they have the autonomy and authority to organize and manage their own work within the boundaries of Scrum. However, this does not mean that they can ignore or postpone user feedback, which is essential for delivering value and satisfying customer needs.

The Scrum Team needs stability in the Sprint (D), which means that they need to have a clear and consistent Sprint Goal, Sprint Backlog, and Definition of Done throughout the Sprint. However, this does not mean that they need to avoid or resist user feedback, which is a source of learning and improvement for the product and the process.

B. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.
C. You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer management to the Product Owner for all information concerning the progress of development.

B. Several Sprints may be funded as a single release, with the result of each Sprint being releasable product
D. It is ideally revisited as frequently as each Sprint to ensure value is being delivered for the investment spent.

A.

Timeboxing work to allow for frequent inspection.

C. Creating a valuable and useful Increment by the end of each Sprint.

Answer Description


Explanation:

The best two answers are A and C.

A. Timeboxing work to allow for frequent inspection. This is a relevant boundary for self-management provided by the Scrum framework, as it helps the Scrum Team to organize their work into fixed-length Sprints and other events, such as the Daily Scrum, the Sprint Planning, the Sprint Review, and the Sprint Retrospective. Timeboxing enables the Scrum Team to inspect their progress, adapt their plan, and deliver value regularly and predictably.

C. Creating a valuable and useful Increment by the end of each Sprint. This is also a relevant boundary for self-management provided by the Scrum framework, as it guides the Scrum Team to focus on delivering a product Increment that meets the Sprint Goal and the Definition of Done. Creating a valuable and useful Increment requires the Scrum Team to collaborate, communicate, and coordinate effectively, and to apply their skills and creativity to solve complex problems.

B. Ask the Developers and the Product Owner if removing regression testing from the Definition of Done allows the team to produce useful and valuable Increments at the end of every Sprint?
C. Agree with altering the Definition of Done, if both the Developers and Product Owner agree.