Continue with the Sprints and keep collaborating with the customers and potentially add Product Backlog items if needed.

Delay the next Sprint to allow Developers to work on new customer requests.

Continue with the Sprints but shorten the Sprint timeboxes to allow Developers respond to the new customer's requests faster.

Continue with the Sprints but allow the Sprint Goal within the Sprint to change according to the customer feedback.

The Developers forecast the most likely Product Backlog items to meet the business objective and create a Sprint Backlog based on an initial design and plan that is likely. Once the timebox for the Sprint Planning meeting is over, they start the implementation and continue to analyze, decompose, and create additional functionality during the Sprint.

If everyone agrees, the Sprint Planning can be extended until the Developers forecast enough Product Backlog items before starting the implementation. They should be able to do it because they self-manage their work.

Allow the Developers as much time as they need to review the Product Backlog items before reconvening with the Product Owner when they're confident enough to make a Sprint forecast.

They'll talk about why this happened in the upcoming Sprint Retrospective and what changes they'll make to make it less likely to happen again.

Check whether the Product Owner is actively engaged at the Daily Scrums.

Check whether the Increment presented at the Sprint Review meets the Product Owner’s expectations.

Observe whether the Product Owner has provided enough information at the Sprint Planning to make his/ her presence optional during the Sprint. The level of autonomy within the Developers can be the result of having the right presence from the Product Owner.

The Product Owner must be present at all times when the Developers are working. Scrum forbids the Product Owner from being unavailable.

You advise the Product Owner to start building a good relationship with the stakeholders of the product. Ongoing interaction with them is important to regularly align with changing organizational or market expectations. The Product Owner is also expected to invite the right stakeholders to the Sprint Review meeting.

You inform the Product Owner that, in today’s highly competitive markets, it is important that the Developers are updated on changing business priorities on a daily basis. The Daily Scrum allows the Developers to adapt to the changes in scope without delay.

When the items on the Product Backlog are handed over to the Developers, you tell the Product Owner to make sure there are no ambiguities or possible misunderstandings. This is best done by capturing the functional requirements during an analysis phase, resulting in documents that are considered as the working product of such analysis Sprints.

You advise the Product Owner to formulate the Product Backlog with the help of the Developers and stakeholders, as they are the most knowledgeable. The Product Owner will quickly catch up by asking questions and working with them.

When all work will be completed so the Scrum team can start working on a new Product Backlog.

When the project will be over if the Product Owner removes work that is equal in effort to any new work that is added.

When the work remaining is projected to be completed if nothing changes on the Product Backlog or Developers'.

The evolution of the return of investment on the project.

Add Security Sprints to resolve security concerns when needed.

Have the Scrum team create Product Backlog items for each concern and/or add security concerns to the Definition of Done.

Create a separate backlog for security items and only work on the items when a specialist is available.

Delegate the work to an external team.

True

False

As long as there is still technical debt in the current release, feature development for the next release cannot be started. The Product Owner must first agree to this impact before allowing changes to the Definition of Done.

Reducing the Definition of Done will introduce unknown errors as development progresses and functionality is added. The system can become more difficult to stabilize as work progresses. Development for the actual release as well as future releases will be slowed down in unpredictable ways.

Releasing the version upon a reduced Definition of Done creates false assumptions about the actual state of the system. This will create many interruptions during the development of the next release as fixes will need to be done to the previous release caused from a reduction of quality.

The amount of technical debt will need to be analyzed in order to understand the impact on subsequent releases in order to allocate additional Sprints at the end of the project.

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

As the Developers are working on new Product Backlog items, they may unexpectedly run into technical debt that will result the team’s velocity dropping.

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

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

The Scrum Master has not been reporting on the progress of the Scrum team. The Product Owner has not been managing the tasks of the Developers effectively. The Developers have not been improving their velocity.

The project's transparency has not been ensured by the Scrum Master. The project's progress has not been communicated to the stakeholders by the Product Owner. The Sprint Reviews have not been attended by the stakeholders.

The Scrum Master has not been attending the Daily Standup. The Product Owner has not been using the Gantt chart correctly. The stakeholders have not been invited to the Sprint Retrospectives.