You have a Scrum Team that has been working together for over a year. The Development Team consists of eleven members who rarely collaborate and work within their functional boundaries. There are no Sprint Goals and most of the items in the Sprint Backlog are unrelated. The Scrum Team has concluded that it is not possible to create Sprint Goals based on the items in the Product Backlog. What might explain why the Scrum Team is finding it difficult to craft Sprint Goals? (Choose all that apply.)
Correct Answer: B,C,D
Many people misinterpret the Scrum Guide as stating the Development Team size is limited to 3-9 members. In reality, it only states that there is inherent risk attached to having less than 3 members and more than 9 members. As the number of members increases, the lines of communication also increase. This can be calculated using the Group intercommunication formula: n(n - 1) / 2 where n is the number of members. Some teams are able to handle the risk and "synergize" whereas others might struggle. Saying that, the relationship between defining a Sprint Goal and Development Team size is unclear. But the relationship between the ordering of the Product Backlog, the PO having clear objectives, and the Sprint Goal are direct. The Product Owner typically comes to the Sprint Planning with a business objective in mind and Product Backlog items related to the business objective. After deciding what can be done for the upcoming Sprint, the Scrum Team will craft a Sprint Goal that would be met through the implementation of the items. This is not dependent on the size of the team nor length of the Sprint. Scrum is also a framework that's fit for purpose. Some projects/products are not fit for Scrum... or, better stated, Scrum is not suitable for all projects/products.
Question 112
Steven is a Scrum Master of a Scrum Team that is new to Scrum. At the halfway point of the Sprint, the Product Owner comes to Steven telling him that he is concerned the Development Team will not be able to complete the entire Sprint Backlog by the end of the Sprint. What should Steven do in this situation?
Correct Answer: B
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. The Sprint Backlog is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a 'Done' Increment. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal. Why C is incorrect: a) The Dev Team does not commit to finishing all items in the Sprint Backlog. Committing to completing all items would be fixed scope and fixed time leaving no room to adapt. They commit to the Sprint Goal and doing the right thing. b) It's also incorrect for the PO to focus on completing the entire Sprint Backlog. Finishing everything should not be his main focus. Having a shippable increment that meets the Sprint Goal is more important than trying to finish everything. The advice in option C is equivalent to "Don't worry, they'll get everything done." but because of the complex domain, you cannot guarantee everything will get done.
Question 113
After some small experiments with Scrum, your company decides to do a complete project with Scrum. As Scrum Master; you have been invited to the "project kick-off meeting" with IT and product management The Product Owner asks how many Sprints IT will need to first figure out architecture and infrastructure issues. What are two options to explain how such work is managed using Scrum? (choose the best two answers)
Correct Answer: B,D
Explanation B) You explain that technical risks are best controlled when architecture and infrastructure emerge alongside the development of functionality. The additional advantage is that business value is created faster and sooner. This is a good option because it is consistent with the Scrum principle of empiricism, which means that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than following a predefined plan12. By allowing the architecture and infrastructure to emerge iteratively and incrementally, the Scrum Team can address the most important and uncertain aspects first, and deliver valuable and functional increments every Sprint34. D) You educate the Product Owner to add this work to the Product Backlog to uphold transparency. Ask the Developers to plan work during the first several Sprints to estimate these items, while also creating some business functionality in these early Sprints This is another good option because it is consistent with the Scrum value of transparency, which means that the Scrum Team and the stakeholders have a clear and common understanding of the product vision, goals, progress, and risks12. By adding this work to the Product Backlog, the Product Owner can prioritize and refine it according to the value and urgency, and communicate it to the stakeholders. By asking the Developers to plan work during the first several Sprints, they can estimate these items based on their actual experience and capacity, while also delivering some business functionality in these early Sprints34.
Question 114
What should a Development Team do if they don't understand a functional requirement?
Correct Answer: B
Question 115
Who can prematurely cancel a Sprint?
Correct Answer: B
Only the Product Owner can determine when items being worked on are obsolete.
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