The Scrum team with the highest capacity will pull items from the Product Backlog first.

Each Scrum team must have an equal amount of User Stories per Sprint.

The Product Owner separates the Product Backlog items for each team.

The Developers pull in work from a shared Product Backlog in agreement with the Product Owner and the other teams.

During the Daily Scrum, the Developers will inform of problems that are hindering their progress, and for which they have no means to resolve. They will inform Steven as a Scrum Master, so he can cause the removal of the impediments and help the team be more productive.

Through the short, daily alignment of the Daily Scrum the Developers grow and improve a shared understanding of the most important work to be undertaken in the next 24 hours to achieve the best possible progress toward the Sprint Goal. This daily opportunity to inspect and adapt will enable the Developers to best tackle any unforeseen circumstances that might otherwise disrupt the team’s progress.

The Developers will produce a daily status report indicating how much time was spent working on individual tasks since the last Daily Scrum. The reports will help in discussing how the Sprint went at the Sprint Review meeting. It will provide detailed insights into the accuracy of estimates versus actual time spent, which can be used to create better estimates at the next Sprint Planning.

The Daily Scrum serves for the Developers to report to Steven, as a Scrum Master, all updates on the assigned tasks in the Sprint Backlog. He can then use the team’s updates to plan their work for the next day, making sure that every team member is assigned the right tasks.

During the Daily Scrum, the Developers needs to update the Scrum board with their current status and progress, at a task level. This is crucial to ensure that the Directory of Engineering knows the team’s actual progress and control the work being done.

Visit the five Scrum teams daily to ensure alignment and that all Sprint Backlogs remain synchronized.

Teach them that it is their responsibility to form the teams such that each team will have the necessary skills, knowledge, and competencies to create an integrated Increment by the end of every Sprint.

Advise the teams to minimize dependencies by working on separate development branches and integrating at the end of four Sprint cycles.

At the end of Sprint Planning, collect all Sprint tasks and create a consolidated plan for the entire Sprint.

Teach the Product Owner to collaborate with the technical leads to order the Product Backlog in such a way that there is no technical or development overlap during a Sprint.

Sprint Goals are defined when the completed work is reviewed at the end of a Sprint.

Sprint Goals allow developers to be more flexible and creative when it comes to implementing functionality during the Sprint.

During Sprint Planning, the entire Scrum team works together to create a Sprint Goal based on a business objective that the Product Owner wants to achieve during that Sprint.

Sprint Goals can change as new insights emerge during the Sprint.

Sprint Goals are not achievable when the team has more than 10 members.

True

False

Teach them that it is their responsibility to work with the other teams to integrate and create a shippable increment at the end of each Sprint.

Identify and manage the dependencies among Scrum teams.

Have the Product Owner work with the tech leads of each team to parse the Product Backlog and minimize overlap in User Stories.

Merge the teams and work from a single Sprint Backlog.

Send the Product Owner to training.

Nominate a proxy Product Owner.

Act as the go-between.

Coach the Product Owner.

Raise this with the management.

Instead of the Product Owner, have the Developers order the work

Have the Product Owner sort the items by size, with the Developers starting with the smallest.

Offer the Product Owner help in understanding that the goal of ordering the Product Backlog is to maximize the flow of value.

Delegate the work to the Assistant Product Owner.

Delay the Sprint in order for the Product Owner to have enough time to prioritize the Product Backlog.

Start facilitating more productive and useful Retrospectives, in order to teach them the importance.

Suggest reducing the frequency of the Retrospectives.

Extend the Sprint timebox in order to fit the Retrospectives.

Comply with the team’s decision.

There should be five Product Owners, one for each Scrum team.

The product has one Product Backlog and one Product Owner.

There should be five Product Backlogs and one Product Owner to manage them.

There should be five Product Backlogs and five Product Owners.