Free Scrum PSM-I Practice Exam with Questions & Answers | Set: 12

A Developer is accountable for creating a plan for the Sprint, the Sprint Backlog, and organizing the work required to meet the Sprint Goal, as stated in the Scrum Guide: "Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint. The specific skills needed by the Developers are often broad and will vary with the domain of work. However, the Developers are always accountable for:

Creating a plan for the Sprint, the Sprint Backlog;

Instilling quality by adhering to a Definition of Done;

Adapting their plan each day toward the Sprint Goal; and,

Holding each other accountable as professionals."

According to the Scrum Guide1, during each Daily Scrum, each Developer answers three questions:

What did I do yesterday that helped meet our Sprint Goal?

What will I do today to help meet our Sprint Goal?

Do I see any impediment that prevents me or our Development Team from meeting our Sprint Goal?

The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward achieving their Sprint Goal and producing a usable Increment. The Developers can start with any one person and proceed in any order.

References: Scrum Guide

According to the Scrum Guide, a Sprint concludes when the Sprint Retrospective is complete. This is the last event of the Sprint cycle, where the Scrum Team inspects itself and creates a plan for improvements. The other options are not valid indicators of the conclusion of a Sprint, as they are either irrelevant (such as the Product Owner deciding enough has been delivered) or incomplete (such as all tasks or Product Backlog items being done).

According to the Scrum Guide1, each event in Scrum is a formal opportunity to inspect and adapt something. These events are specifically designed to enable critical transparency and inspection. Failure to include any of these events results in reduced transparency and is a lost opportunity to inspect and adapt. All events are time-boxed events, such that every event has a maximum duration. Once a Sprint begins, its duration is fixed and cannot be shortened or lengthened. The remaining events may end whenever the purpose of the event is achieved, ensuring an appropriate amount of time is spent without allowing waste in the process. The time-boxed events in Scrum are:

Sprint Planning (eight hours or less for a one-month Sprint)

Daily Scrum (15 minutes or less for a one-month Sprint)

Sprint Review (four hours or less for a one-month Sprint)

Sprint Retrospective (three hours or less for a one-month Sprint)

The other options are not time-boxed events in Scrum.

References: Scrum Guide

The Definition of Done serves the following three purposes:

A. Create a shared understanding of when work is complete.

The Definition of Done is a commitment to the quality of the product increment that is part of Scrum. It is a formal description of the state of the product backlog item or the increment when it meets the quality measures required for the product. The Scrum team must have a shared understanding of what ‘done’ means and use it to assess when work is complete and transparent1.

C. Increase transparency.

The Definition of Done increases transparency by providing everyone a shared understanding of what work was completed and what standards were met as part of the increment. This ensures that the product increment is potentially releasable and that the stakeholders can inspect and provide feedback on it2.

D. Describe the work that must be mostly done before the Sprint is allowed to end.

The Definition of Done describes the work that must be done before the Sprint is allowed to end. Work cannot be considered part of an increment unless it meets the Definition of Done. The Definition of Done is used to guide the Developers in creating a "Done", usable, and potentially releasable product increment every Sprint3.

B and E are not purposes of the Definition of Done.

B. Guide the Developers on how many Product Backlog items to select for the Sprint.

The Definition of Done does not guide the Developers on how many Product Backlog items to select for the Sprint. The Developers select how many Product Backlog items they can complete within a Sprint based on their capacity, skills, and experience. The Definition of Done helps them ensure that the selected items are completed to a high standard of quality4.

E. Describe the purpose, Objective, and timebox Of each Scrum event.

The Definition of Done does not describe the purpose, objective, and timebox of each Scrum event. The Scrum Guide describes these aspects for each Scrum event, such as Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective5. The Definition of Done is related to the product increment, not to the Scrum events.

https://scrumguides.org/docs/scrumguide/v2020/2020-Scrum-Guide-US.pdf

Scrum is a framework for developing, delivering, and sustaining complex products. Scrum has three roles: the Product Owner, the Scrum Master, and the Developers. The Developers are the people in the Scrum Team who are committed to creating any aspect of a usable Increment in each Sprint. The Developers are not limited by titles such as programmer, designer, tester, architect, engineer, etc. The Developers are responsible for all aspects of quality, including finding and fixing bugs, tracking quality metrics, and verifying the work of other Developers. Therefore, Scrum has no “tester” role, and the Developers are responsible for quality.

According to the Scrum Guide1, an Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, an Increment must be usable. Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value. Therefore, in order to produce integrated Increments that are potentially releasable, the best suited structure for Development Teams is to develop functionality from beginning to end throughout all technical layers.

References: Scrum Guide

All of the above topics should be discussed in the Sprint Review, as stated in [4]: "The purpose of this meeting is to inspect what was delivered during this sprint and adapt what we want to deliver next. This means we will discuss three things:

What did we do this sprint?

How did we do it?

What do we want to do next?"

The best answer is B. The Sprint length is unchanged and the Scrum Team continuously learns and adapts.

According to the Scrum Guide1, “Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint.” Therefore, the Sprint is not extended or shortened based on the completion of the work.

The Scrum Guide also states that “Scrum Teams deliver products iteratively and incrementally, maximizing opportunities for feedback. Incremental deliveries of ‘Done’ product ensure a potentially useful version of working product is always available.” Therefore, the Scrum Team should focus on delivering a potentially releasable Increment of value by the end of the Sprint, even if some work items are not completed.

The Scrum Team should also use the Sprint Retrospective to inspect how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. The Scrum Team should identify and order the major items that went well and potential improvements, and create a plan for implementing improvements to the way they do their work. This way, the Scrum Team continuously learns and adapts to changing circumstances and challenges.

The best two answers are A and B. As a Scrum Team, prioritizing the list and working on them in order is a good technique to tackle the impediments. This way, the team can focus on the most urgent and important issues first and avoid being overwhelmed by the number of impediments. The Scrum Master discusses the impediments with the Scrum Team is also a helpful technique, as it allows the team to share their perspectives, identify the root causes, and come up with possible solutions. The Scrum Master can also coach the team on how to remove or prevent impediments in the future.