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NEW QUESTION # 18
A new Product Owner is hired to work on an existing product that has ongoing for five Sprints. He/she is unsure about all of the responsibilities of a Product Owner.
Which of these Product Owner's activities are defined in Scrum?
- A. Ensuring work is completed within scope and time.
- B. Describing features as Use Cases.
- C. Interacting with stakeholders and ensuring that the most valuable functionality is always produced first.
- D. Writing User Stories.
Answer: C
NEW QUESTION # 19
Why is it important that there is only one Product Owner per product?
- A. It isn't important as multiple Product Owners can easily share a single Product Backlog.
- B. The Scrum Master knows who will be his back-up whenever he is unavailable, it saves the organization time and money, and the Development Team knows who to request tasks from.
- C. It is clear who is accountable for the ultimate success of the product, the Development Team always knows who determines priorities, and it helps avoid barriers to effective communication and rapid decision- making.
Answer: C
NEW QUESTION # 20
How much time is allowed between the conclusion of the current Sprint and the start of the next Sprint?
- A. All of the above are allowed.
- B. Maximum of one day for Sprints that are time-boxed to two weeks.
- C. Enough time for the last Increment to finish testing.
- D. Enough time for the Product Owner to prepare the Product Backlog for Sprint Planning.
- E. None. A new Sprint starts immediately following the conclusion of the previous Sprint.
Answer: E
Explanation:
Explanation/Reference:
NEW QUESTION # 21
Steven, the Scrum Master, is approached by one of the Development Team members saying that they are not completing regression tests for all of the work they are performing to the level defined in the Definition of Done. They have discussed this with the Product Owner and decided to remove regression testing from the Definition of Done.
Which two actions are the most appropriate for Steven to take? (Choose two.)
- A. Ask the Development Team and the Product Owner what problem they are trying to solve by altering the Definition of Done and removing regression testing from it. In what ways will this decision impact transparency and quality?
- B. Accept the decision as a mutual agreement has been made between the Development Team and the Product Owner.
- C. Reject the decision as the long term maintainability of the product will be negatively impacted by modifying the Definition of Done.
- D. Ask the Development Team and the Product Owner if they are still able to produce potentially shippable product increments by altering the Definition of Done?
Answer: A,D
Explanation:
As a servant/leader, the Scrum Master facilitates conversations through open ended Question:s in order to help the team members make the best possible decisions according to what is known at the time. He/she does not approve or reject team decisions but ensures the team stays within the boundaries of the Scrum framework.
NEW QUESTION # 22
Who manages the progress of work during a Sprint?
- A. The Scrum Master
- B. The Product Owner
- C. The Development Team
- D. The Team Lead
Answer: C
Explanation:
Explanation
Explanation:
The Development Team is self-organized, thus manages and decides how to manage their own progress.
NEW QUESTION # 23
What should the Development Team do if they are approached by someone outside the team and asked to add a "very important" item to a Sprint that is in progress?
- A. Add the item to the top of the next Sprint Backlog.
- B. Replace an item in the current Sprint of equal size.
- C. Add the item to the bottom of the Sprint Backlog.
- D. Inform the Product Owner so he/she can work with the person.
Answer: D
Explanation:
Allow the Product Owner to decide what to do with the item as he/she is responsible for the flow of value.
NEW QUESTION # 24
The relationship between the Product Owner and the Developers has degraded over time.
The Developers are growing increasingly angry with the Product Owner for changing the requirements all the time and not being available enough. The Product Owner is angry with the Developers for changing requirements during implementation. What guidance should the Scrum Master offer?
(choose the best answer)
- A. Take everyone to a 2-day off-site event to relax and re-align. It is liberating to take people's minds away from work.
- B. Address why requirements change during the Sprint Retrospective. Ask the Developers and the Product Owner to talk about why the requirements are changing and consider the impact on value during this discussion.
- C. Ask each person's functional manager to instruct their employees that they must collaborate better, or be removed from the team.
- D. Ask for a project manager or other external resource to mediate and temporarily take over for the Product Owner.
Answer: B
Explanation:
Explanation
The Scrum Master is responsible for promoting and supporting Scrum, which includes helping the Scrum Team and the organization understand and enact Scrum values, principles, and practices. The Scrum Master should offer guidance that:
Addresses the root cause of the conflict, not just the symptoms or the consequences.
Empowers the Scrum Team to self-organize and collaborate effectively, without relying on external intervention or authority.
Fosters a culture of transparency, inspection, and adaptation, where feedback is welcomed and used to improve the product and the process.
Focuses on delivering value to the customer and meeting the Sprint Goal, not on following a fixed plan or satisfying individual preferences.
Therefore, the best option is to address why requirements change during the Sprint Retrospective, which is an event that allows the Scrum Team to inspect how they worked together and create a plan for improvements.
The Scrum Master should ask the Developers and the Product Owner to talk about why the requirements are changing and consider the impact on value during this discussion. This will help them understand each other's perspectives, clarify their expectations, and align their goals.
The other options are not appropriate because they:
Take everyone to a 2-day off-site event to relax and re-align (A), which may be a nice gesture, but does not solve the underlying problem or help the Scrum Team improve their collaboration skills. It may also be seen as a distraction or a reward for poor performance.
Ask each person's functional manager to instruct their employees that they must collaborate better, or be removed from the team (B), which undermines the self-organization and autonomy of the Scrum Team and introduces a threat of punishment that may damage trust and motivation. It also violates the Scrum value of respect and the principle of servant leadership.
Ask for a project manager or other external resource to mediate and temporarily take over for the Product Owner (D), which creates a dependency on an outsider who may not have the necessary knowledge, authority, or vision to manage the product. It also violates the Scrum role of the Product Owner and the principle of single-wringable-neck.
References: : [Scrum Guide], The Scrum Master : [Scrum Guide], The Sprint Retrospective : [Scrum Guide], The Product Owner : [Scrum Guide], The Developers : [Scrum Guide], Scrum Values
NEW QUESTION # 25
Which two statements are the most accurate in regards to scaling Scrum for large projects requiring multiple Scrum Teams? (Choose two.)
- A. A well-structured Product Backlog can minimize and often eliminate Development Team members working on multiple Scrum Teams during a Sprint.
- B. Customizing the core Scrum framework is necessary to be successful with Scrum at large scale.
- C. A person focusing on the Sprint Backlog of a single Scrum Team is often more productive than that same person working on multiple Scrum Teams at the same time.
- D. Team members must work full time on a single Scrum Team.
Answer: A,C
Explanation:
A person or team working on a single problem at a time is typically more effective than one that is working on multiple problems congruently as they can fully focus and dedicate their energy to resolving the problem before moving to the next. Having a well-structured Product Backlog can help minimize dependencies and increase focus for each team.
NEW QUESTION # 26
Select two ways in which Scrum uses time-boxing to promote self-organization? (Choose two.)
- A. Time-boxes encourage the ones closest to the problem make the best possible decisions within the time- frame given the current situation.
- B. Time-boxes helps everybody concentrate on the same problem at the same time.
- C. Time-boxes can help teams plan how many additional Sprints is needed for User Acceptance testing.
- D. Time-boxes ensures that the Development Team commits to completing the items in the Sprint Backlog by the end of the Sprint.
Answer: A,B
Explanation:
Time-boxes help everyone focus on the work of the Sprint and personally commit to achieving the goals of the Scrum Team.
NEW QUESTION # 27
Which two of these situations best demonstrate that a Scrum Team is self-managing?
(choose the best two answers)
- A. The Developers create their own Sprint Backlog, reflecting all work that is part of the Definition of Done.
- B. Developers collaboratively select and re-plan their work during the Sprint.
- C. Management is invited to the Daily Scrum for a progress update and
subsequently works with the Scrum Master to optimize the plan for the next day. - D. The Scrum Team invites the right external people to the Sprint Planning to help them create a complete and detailed Sprint Backlog before the meeting timebox expires.
- E. The Developers are strictly working within the boundaries of their function description, and are handing off work in a timely fashion to the other members within the team.
Answer: A,B
Explanation:
Explanation
A) Developers collaboratively select and re-plan their work during the Sprint. This situation demonstrates that the Scrum Team is self-managing, as it shows that the Developers have the autonomy and authority to decide how to best accomplish their work, without being directed by others outside the team. The Developers can also adapt their plan based on new insights, feedback, or impediments that arise during the Sprint.
C) The Developers create their own Sprint Backlog, reflecting all work that is part of the Definition of Done.
This situation also demonstrates that the Scrum Team is self-managing, as it shows that the Developers have the responsibility and accountability to create a realistic and achievable plan for the Sprint, based on their understanding of the Sprint Goal and the Product Backlog items. The Developers also ensure that their work meets the quality standards defined by the Definition of Done.
References:
The Scrum Guide, section 2.3 (The Scrum Team), page 7
The Scrum Guide, section 3.2 (The Daily Scrum), page 9
The Scrum Guide, section 3.5 (The Sprint Planning), page 10
The Scrum Guide, section 3.6 (The Sprint Review), page 11
The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 2 (The Sprint), lesson 3 (The Sprint Goal), lesson 4 (Sprint Planning) and lesson 5 (The Sprint Review) The Professional Scrum Master II (PSM II) Assessment, question 39
NEW QUESTION # 28
Your organization requires all Increments to pass user acceptance testing (UAT) before it is allowed to be released to production.
Is it a good idea to postpone UAT until the end of the project to prevent the Development Team from being disrupted during the Sprints?
- A. Yes, because UAT is done in a hardening Sprint before the release Sprint.
- B. No, because the state of the Product Increment won't be transparent and the feedback loop would be too long.
- C. It depends on the team's Definition of Done.
- D. Yes, because the Development Team is a self-organizing team and should not be disrupted during development.
Answer: B
Explanation:
The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team's current definition of "Done". At the end of a Sprint, the new Increment must be "Done", which means it must be in useable condition and meet the Scrum Team's definition of "Done". An increment is a body of inspectable, done work that supports empiricism at the end of the Sprint. If UAT is a part of the team or organizational standard, then any delay in this activity will reduce transparency and increase risk.
NEW QUESTION # 29
During the implementation of an item in the Sprint Backlog, a conflict arises between team members about what work is needed to make the item 'done'. Some say it is a part of the Definition of Done and others say it isn't. Steven, the Scrum Master, observes a debate forming and members beginning to take sides.
What is the best action for Steven to take?
- A. Bring the Product Owner to the discussion and have him/her decide the work needed to make the item 'done.' It is the Product Owner's responsibility to manage the Development Team members.
- B. Facilitate a session with all members on the Scrum Team to help them resolve the conflict, refine the Definition of Done, and become effective again. Tell the team that conflicts are a natural occurrence and coach them on the value of resolving conflicts.
- C. Immediately end the discussion before it becomes worse. Make the decision on what work is needed to make the item 'done' and teach the team about the importance of avoiding conflicts.
- D. Bring the Development Team members together and interpret the Definition of Done for them so that there are no future conflicts on interpretation.
Answer: B
Explanation:
The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps the Scrum Team understand which of their interactions are helpful and which are not. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.
NEW QUESTION # 30
How should multiple Scrum Teams, working from the same Product Backlog, select the Product Backlog items their teams plan to work on?
- A. The Product Owner will present the work and the Development Teams will select the items they will work on.
- B. The Product Owner assigns the work to each team.
- C. The Product Owner creates separate Product Backlogs for each Development Team.
- D. Each Scrum Team would select an equal number of items.
- E. The Scrum Team with the highest productivity will select the items first.
Answer: A
Explanation:
The ones doing the work are the best ones to decide what they can do and how to do it.
NEW QUESTION # 31
A Scrum Team must have a Product Owner and Scrum Master.
- A. False. If a Product Owner is unavailable, he/she can be replaced by a Business Analyst.
- B. True. Each must be a full-time member on the Scrum Team.
- C. False. A Scrum Master is only necessary when requested or needed.
- D. True. Their participation and availability will impact the outcomes produced by the Scrum Team.
Answer: D
Explanation:
Explanation/Reference:
Explanation:
A Product Owner or Scrum Master can be dedicated to one team OR participate as a member on more than one team. How much time they spend with each team will directly impact effectiveness of the team.
NEW QUESTION # 32
Steven is a Scrum Master employed by the engineering department. The Director of Engineering considers using Scrum for a new project but wonders about the value of having all of the Development Team members attend the Daily Scrum. He is concerned that the employees already attend a lot of mandatory company meetings.
What are two outcomes of the Daily Scrum that Steven should explain on why the Daily Scrum is important? (Choose two.)
- A. The Daily Scrum serves for the Development Team 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.
- B. During the Daily Scrum, the Development Team 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.
- C. The Development Team members 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.
- D. Through the short, daily alignment of the Daily Scrum the members of the Development Team 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 Development Team to best tackle any unforeseen circumstances that might otherwise disrupt the team's progress.
- E. During the Daily Scrum the members of the Development Team 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 remove the impediments and help the team be more productive.
Answer: D,E
Explanation:
The Development Team uses the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog. The Daily Scrum optimizes the probability that the Development Team will meet the Sprint Goal. Every day, the Development Team should understand how it intends to work together as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment by the end of the Sprint.
NEW QUESTION # 33
During the Sprint Review, one of the stakeholders announces that due to recent market changes, there is risk that funding might be reduced for the project. This triggers tensions to rise and arguments to break out between members.
As a Scrum Master, what would be the best two actions to take? (Choose two.)
- A. Be objective and request for a short break for people to calm down.
- B. Avoid getting involved as it is the Product Owner's responsibility to manage stakeholder expectations.
- C. Defend the original budget and request the stakeholders to adhere to the original agreed funding for the product.
- D. Inform everyone that the team needs to stay busy until the information is formally announced.
- E. Encourage the stakeholders and Product Owner to focus on delivering the highest value items for the next Sprint.
Answer: A,E
Explanation:
The Scrum Master is responsible for promoting and supporting Scrum by helping everyone embody the values of commitment, courage, focus, openness and respect.
NEW QUESTION # 34
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.)
- A. The Sprints are too long.
- B. The Development Team is too big.
- C. Scrum might not be the best framework for this team.
- D. The Product Owner doesn't set objectives that he/she wants to achieve with upcoming Sprints.
- E. The Product Owner is not empowered to make decisions about items in the Product Backlog nor how they are ordered.
Answer: C,D,E
Explanation:
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.
NEW QUESTION # 35
Marian is a product Owner working on a Scrum Team on a new release for her product. Based on the average velocity of the previous release Marian estimated the project to take seven Sprints. Average velocity In the previous release was thirteen completed units of work per Sprint Development is three Sprints underway, with tour more Sprints to go until the release.
Product Backlog has been stable.
Over the first three Sprints, the Developers report their average velocity is nine, while not having fully tested all the delivered functionality. The Developers estimate that the unfinished testing would have required of a Sprints time. The Developers believe that the required velocity of thirteen is within their reach. What is the most effective way to recover?
(choose the best answer)
- A. The Developers inform Marian that the progress she has perceived to date is not correct The Increment is not releasable. They give Marian their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. The Developers also re-estimate the effort to complete the remaining backlog, including all testing. In the end, it is Marian's call to continue the project or to cancel.
- B. Transparency needs to be restored by addng the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only
13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team Or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders. - C. In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog.
- D. The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. up to one release Sprint per three development Sprints may be required, It is Marian's responsibility to inform users and stakeholders Of the impact on the release date.
Answer: A
Explanation:
Explanation
The most effective way to recover is to restore transparency and trust by informing the Product Owner that the progress she has perceived to date is not correct. The Increment is not releasable because it does not meet the Definition of Done12, which is a shared understanding of what it means for work to be complete12. The Developers should give the Product Owner their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. This way, the Developers can ensure that they deliver a valuable, useful, and potentially releasable Increment every Sprint12. The Developers should also re-estimate the effort to complete the remaining backlog, including all testing, and communicate any changes or risks to the Product Owner. In the end, it is the Product Owner's call to continue the project or to cancel it, based on the value and feasibility of the product12.
Some reasons why the other options are not correct are:
A: The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework does not prescribe any release Sprints or separate phases for testing or integration12. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not postpone or hide their undone work. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not mislead or deceive the Product Owner. The Developers should respect the Product Owner's authority and accountability for maximizing the value of the product and the work of the Developers12, not shift the responsibility or blame to them. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.
B: Transparency needs to be restored by adding the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only 13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders.
This option is not correct because it violates the Scrum framework and the Scrum roles. The Scrum framework does not prescribe any velocity or points as measures of progress or success12. The Scrum roles include Product Owner, Scrum Master, and Developers12. The Product Owner is accountable for maximizing the value of the product and the work of the Developers12, not for tracking or controlling their velocity or points. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide1, causing change that increases the productivity of the Scrum Team1, and working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization1, not for assessing or judging the performance of the Developers or initiating a restart or cancellation of the project. The Developers are accountable for creating a valuable, useful, and potentially releasable Increment every Sprint12, not for meeting a predetermined velocity or points target.
C: In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework requires that each Sprint delivers a potentially releasable Increment that meets the Definition of Done12, not a partially done or incomplete product that accumulates technical debt or quality issues. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not compromise on quality or value. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not hide or ignore their undone work. The Developers should respect the Product Owner's authority and accountability for maximizing the value of the product and the work of the Developers12, not burden them with additional work or risk. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.
References:
What is an Increment? | Scrum.org
What is a Product Increment? | Scrum.org
NEW QUESTION # 36
A Scrum Team has been working on a product for several iterations and has an average velocity of 55 units of
'done' work per Sprint. A second team will be added to work on the same product.
What might be the impact on the original team?
- A. Their velocity is likely not affected and will remain at 55.
- B. Their velocity is likely to rise and be more than 55.
- C. Their velocity is likely to drop and be less than 55.
Answer: C
Explanation:
Explanation
Explanation:
Similar to membership changes within a single Scrum Team, adding or removing additional Scrum Teams working on the same product will impact productivity in the short term. Adding additional teams often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these stages.
NEW QUESTION # 37
When does a new Sprint begin?
- A. It depends on the Product Owner.
- B. Immediately after the next Sprint Planning.
- C. Immediately after the end of the previous Sprint.
- D. Every Monday.
Answer: C
NEW QUESTION # 38
Stakeholders are only allowed to meet with the Scrum Team at Sprint Review.
- A. False
- B. True
Answer: A
Explanation:
Explanation
Explanation:
Getting feedback from Stakeholders is a crucial activity in Scrum. Working with stakeholders frequently ensures the team to focus on the right things to build. Although it is required to have Stakeholders at Sprint Review, they can also engage with the Scrum Team during Product Backlog Refinement, Sprint Planning or during the Sprint if the Scrum Team requires it.
NEW QUESTION # 39
A Development Team, that has remote team members, typically spends time before the Daily Scrum to setup the meeting rooms and conference calling equipment and tools in order to have their Daily Scrum.
How should the Scrum Master handle this situation?
- A. Ask the Development Team members to alternate who is responsible for meeting setup.
- B. Setup the meeting and tell the Development Team that is how it will be done.
- C. Allow the Development Team to self-manage and decide for itself what to do.
- D. Inform management and ask them to solve it.
Answer: C
Explanation:
As a self-organized team, they will decide for themselves how to best manage communication between team members. The Scrum Master will only take action if requested OR if he/she observes that there is a potential problem.
NEW QUESTION # 40
During a Sprint Review, the Product Owner determines that she is going to release the currer Increment to production. The stakeholders ask to stop the Sprint to react more quickly to the user feedback that is expected after this release. The Product Owner prefers to continue the Sprint to make progress with the next release.
You facilitate a discussion on how to proceed.
What are two acceptable results of this discussion?
(choose the best two answers)
- A. Continue sprinting but allow customer feedback to change the Sprint Goal within the Sprint.
- B. Continue sprinting but shorten the Sprint length to allow for shorter feedback loops.
- C. Stop sprinting and let the Developers work on new customer requests as they arise.
- D. Continue sprinting and include the customer feedback in the Product Backlog.
Answer: B,D
Explanation:
Explanation
The Sprint Review is an event that inspects the outcome of the Sprint and determines future adaptations. The Product Owner has the authority to release the Increment to production at any time, but this does not mean that the Sprint has to be stopped or changed. The stakeholders can provide feedback and suggestions for the product, but they cannot interfere with the Sprint Goal or the Sprint Backlog within the Sprint. The Scrum Team can decide to:
Continue sprinting but shorten the Sprint length to allow for shorter feedback loops (A), which is a valid option if the Scrum Team agrees that this will improve their agility and value delivery. However, this should not be done frequently or arbitrarily, as it may disrupt the rhythm and focus of the team.
Continue sprinting and include the customer feedback in the Product Backlog, which is the most appropriate option as it respects the empirical nature of Scrum and allows the Product Owner to prioritize and order the Product Backlog based on new insights and stakeholder needs.
References: : [Scrum Guide], The Sprint Review : [Scrum Guide], The Product Owner : [Scrum Guide], The Sprint : [Scrum Guide], The Product Backlog
NEW QUESTION # 41
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