A.Leading and coaching the organization in its Scrum adoption

B.Introducing cutting edge development practices

C.Facilitating Scrum events as requested or needed

D.Understanding product planning in an empirical environment

E.Finding techniques for effective Product Backlog management

A.it is measurable

B.It is realistic

C.It is actionable

D.It is specific

A.Ordering the Product Backlog.

B.Estimating the size of the Product Backlog Items at the high-level.

C.Decomposing large Product Backlog Items into workable smaller Product Backlog Items.

D.Spending time to discuss and review the Product Backlog with stakeholders.

E.Eliminating or reducing dependencies between Product Backlog Items.

A.A framework organizations can use to help them measure, manage, and increase the value they derive from their product delivery

B.A management framework to ensure the delivery of maximum value.

C.Mandatory practice for Product Owners using Scrum.

D.A methodology organization can use to help them m increase the value of their product.

E.Mandatory practice for Scrum Masters to apply for a Scrum Team.

A.They are not related because technical debt is non-functional and velocity is calculated based on end user functionality.

B.As the Developers are working on new Product Backlog items, they can run into technical debt resulting in an unexpected slow down in velocity

C.Adding estimates to technical debt will allow the Developers to maintain constant velocity therefore ensuring predictability

D.The Developers can artificially inflate velocity by allowing technical debt to be incurred