Ali talks with Despoina about concerns of how her behavior might impact the team members.

Ali instructs Despoina on how to update the burndown chart properly, as it provides accurate information on the team's performance.

Nothing. Ali is optional at the Daily Scrum and it is the responsibility of the Developers to decide how to best run it.

Ali coaches the Scrum Team on the Daily Scrum's purpose.

The team’s Definition of Done is not being adhered to during every Sprint.

The team’s Definition of Done is weak or incomplete causing a build-up of technical debt.

The Developers are having difficulties with the ability to regularly release during a Sprint.

Hardening Sprints are supported by the Scrum framework so this is acceptable.

Scrum has been customized suitably to make the previous work releasable.

It is a checklist to monitor the progress of the Developers on a task.

It provides guidance to the Developers when they are forecasting their Sprint Backlog during the Sprint Planning.

As the Developers are doing the work, it provides guidance on the remaining work needed to create the potentially shippable Increment by the end of the Sprint.

It helps the Developers defer any pending work to subsequent Sprints.

It creates transparency and provides a common understanding of the ‘done’ state of the Increment at the Sprint Review.

It helps the Scrum team decide how much time is needed before the Sprint can end.

Collaboration efforts.

Level of product quality.

Team member happiness & trust from stakeholders.

Time to market.

All answers above apply.

None of the answers apply.

Because the size of the team is too big.

Because Socrates was not present to suggest how the product's value and utility could be increased in the Sprint with the upcoming work.

Because the entire Scrum team was not present to collaborate and define a Sprint Goal that explains why the Sprint is valuable to stakeholders.

Because the Scrum Master didn't explain to the Developers how valuable the Sprint is.

To provide the necessary environment and support as outlined in the Scrum Guide by providing insights and resources that aid Scrum teams in their progress.

Identifying and removing people that are performing poorly.

Monitoring skill levels of the Developers.

Monitoring the velocity of the Developers.

Very little change will happen as the vocabulary in Scrum is specifically defined for implementing Scrum.

The organization may not realize the real benefits of Scrum as there would be no real change on the way the teams work.

Organizations may feel less stressed as the behaviors would remain familiar to management.

All answers above apply.

None of the answers apply.

True

False

The Scrum Master knows who will be his back-up whenever he is unavailable, it saves the organization time and money, and the Developers know who to request tasks from.

It is clear who is accountable for the ultimate success of the product, the Developers always know who determines priorities, and it helps avoid barriers for effective communication and rapid decision-making.

It isn't important as multiple Product Owners can easily share a single Product Backlog.

In the next Sprints, the Developers strive to make the selected work as close to the Definition of Done as possible and at the minimum 90% completed. Any undone work is divided into new Product Backlog Items that will be deferred to the last Sprint in order to maintain stable velocity.

The Developers inform Paul that the progress he has perceived to date is not correct. The Increment is not releasable. They give Paul their estimate of the effort it would take to get the previous work ‘done’, and suggest doing that work first before proceeding with new features. The team also re-estimates the effort to make the remaining Product Backlog items ‘done’, including all integration efforts. In the end, it is Paul’s call to continue the project or to cancel.

The Scrum Master will manage the Sprint Backlog and assign work to the Developers to ensure that each one is used to its full potential. ​The Scrum Master will keep track of any unused resources so that the budget is not impacted. Unused budget can be allocated for additional Sprints if needed

The Scrum Master sets the open work aside to be performed in one or more release Sprints. They remind Paul that he needs to find funding for enough Release Sprints to complete the remaining work. It's possible that one release Sprint is required for every three development Sprints. Paul is responsible for informing users and stakeholders about the implications of the release date.