Scrum Alliance CSM Certified ScrumMaster Exam Exam Practice Test

If a Scrum Team becomes too large, the team shouldreorganize into multiple cohesive Scrum Teamsthat share the sameProduct GoalandProduct Backlog. This approach ensures that all teams remain focused on delivering value while maintaining transparency and alignment.

According to the2020 Scrum Guide:

Theideal sizefor a Scrum Team is small enough to remain nimble (typically 10 or fewerpeople).

When a Scrum Team becomes too large, it should form multiple smaller teams, all working from the same Product Backlog and pursuing the same Product Goal.

Why the other options are incorrect:

A. Split into sub-teams based on function:Scrum encourages cross-functional teams, so dividing based on function contradicts Scrum principles.

C. Divide into separate teams each with their own Product Owner:A single Product Owner should manage the Product Backlog to ensure alignment and avoid conflicting priorities.

D. Do nothing and focus on delivering a usable product Increment:Not addressing the issue of an oversized team can lead to inefficiencies and reduced team effectiveness.

When Developers ask for help or admit they do not know something, they demonstrateCourage, one of the five Scrum Values. It takes courage to be open about challenges or limitations and seek assistance, as it fosters collaboration, transparency, and trust within the team.

According to the2020 Scrum Guide, the Scrum Values include:

Commitment: Dedicated to the team’s goals and delivering value.

Focus: Concentrating on the Sprint Goal and avoiding distractions.

Openness: Transparent about work and progress.

Respect: Valuing each other's contributions and perspectives.

Courage: Taking risks, speaking up, and tackling challenges.

Why the other options are incorrect:

A. Respect:Respect is about valuing team members' contributions, but asking for help reflects personal courage.

C. Commitment:Commitment relates to dedication to achieving goals, not specifically asking for help.

D. Focus:Focus involves prioritizing and working toward the Sprint Goal, not addressing knowledge gaps or challenges.

When a Scrum Master encounters resistance from outside the Scrum Team, their role is to act as aservant leader and coach, ensuring the organization's adoption of Scrum is effective. Resistance often stems from a lack of understanding or buy-in regarding the value of Scrum.

According to the2020 Scrum Guide, the Scrum Master serves the organization in several ways, including:

Leading, training, and coaching the organization in its Scrum adoption.

Planning and advising Scrum implementations within the organization.

Helping employees and stakeholders understand and enact an empirical approach for complex work.

In this case, the Scrum Master collaborates with other Scrum Masters to amplify the effectiveness of Scrum across the organization. This collaboration is essential for addressing systemic challenges or resistance to Scrum.

Why the other options are incorrect:

A. Escalate to management to reprimand the resisters:Escalating and seeking reprimand is not aligned with the Scrum Master's role as a facilitator and coach. This approach could create conflict rather than resolve resistance.

B. Not intervene in the business of others:The Scrum Master’s role involves actively addressing impediments and resistance. Avoiding intervention undermines their responsibility to promote Scrum.

C. Create a status update meeting for all Scrum Masters to coordinate teamdependencies:While collaboration among Scrum Masters is essential, "status update meetings" are not a Scrum practice, and coordination of dependencies is typically handled within Sprint Planning or during collaborative refinement sessions.

One of the key services aScrum Master provides to the Product Owneris helping them findeffective Product Backlog management techniques. This ensures that the Product Owner can maximize the value of the product and effectively manage the Product Backlog.

According to the2020 Scrum Guide, the Scrum Master serves the Product Owner by:

Helping the Product Owner find techniques for effective Product Goal definition and Product Backlog management.

Facilitating stakeholder collaboration when needed.

Supporting empirical product planning for complex environments.

Why the other options are incorrect:

A. Assign tasks to the Developers:Tasks are not assigned in Scrum. Developers are self-organizing and responsible for determining how they will complete the work.

B. Write user stories:Writing user stories is a Product Owner responsibility, not the Scrum Master's.

C. Prioritize the backlog:The Product Owner prioritizes the Product Backlog, not the Scrum Master.

The described scenario aligns with"Individuals and Interactions over Processes and Tools", one of the four core Agile Values from the Agile Manifesto. This value emphasizes the importance of collaboration, communication, and teamwork over reliance on rigid processes or tools. Scrum encourages team members to work together closely to solve problems and deliver high-quality software.

Why the other options are incorrect:

A. Individuals and Interactions over Working Software:While this value mentions "Working Software," the scenario focuses on collaboration among team members, which relates more to prioritizing individuals and interactions.

C. Individuals and Interactions over Contract Negotiation:This value applies to collaboration with stakeholders and customers rather than collaboration within the team.

D. Individuals and Interactions over Customer Collaboration:While customer collaboration is essential, the scenario specifically highlights collaboration among team members.

TheDaily Scrumis a short, time-boxed event (15 minutes) where Developers inspect progress toward the Sprint Goal and adapt their plan for the day. It is not intended to solve problems or deep-dive into discussions. If a major technical issue is identified during the Daily Scrum, the team should note it and arrange to discuss and solve itoutside of the Daily Scrum.

According to the2020 Scrum Guide:

The Daily Scrum is focused on progress toward the Sprint Goal, and issues that require detailed discussion or resolution should be handled separately.

The Scrum Master may help facilitate these follow-up discussions if needed.

Why the other options are incorrect:

B. Interrupt the Daily Scrum and solve the problem immediately:The Daily Scrum is not a problem-solving session. Interrupting it for detailed discussions disrupts its purpose and timebox.

C. Escalate it to the Product Owner:Technical issues are typically handled by the Developers, not the Product Owner, who is responsible for managing the Product Backlog and ensuring value delivery.

D. Discuss it during the Sprint Review:Waiting until the Sprint Review to discuss atechnical issue would delay resolution and risk jeopardizing the Sprint Goal.

The Scrum Master ensures that the Scrum Team is working effectively bycoaching the team in self-management and cross-functionality. This enables the team to take ownership of their work, collaborate effectively, and achieve their goals.

According to the2020 Scrum Guide, the Scrum Master serves the Scrum Team in the following ways:

Coaching team members to improve their practices andself-management skills.

Helping the team become cross-functional so they can deliver complete, Done Increments without relying on external dependencies.

Removing impediments to their progress and facilitating productive Scrum events.

Why the other options are incorrect:

A. Plan Scrum implementations within the organization:While the Scrum Master supports Scrum adoption across the organization, this is not directly related to the Scrum Team's effectiveness.

B. Facilitate Scrum events:Facilitating events is part of the Scrum Master’s responsibilities, but the larger goal is to enable the team's effectiveness through coaching and guidance.

C. Report all user stories in management meetings:Scrum does not involve reporting to management in this way, as the focus is on delivering value rather than detailed reporting.

Product Backlog refinementis the act of breaking down and further defining Product Backlog items into smaller, clearer, and more actionable items. This process ensures that the Product Backlog is well-organized, understood, and ready for the upcoming Sprint Planning. Refinement helps the Developers and Product Owner collaborate to add detail, order, and estimates to Product Backlog items.

According to the2020 Scrum Guide:

Product Backlog refinement is an ongoing activity that occurs throughout the Sprint.

It is not a formal event, and its timing and structure are determined by the Scrum Team.

Refinement improves clarity and helps the team better understand upcoming work.

Why the other options are incorrect:

A. a recurring event in the middle of each Sprint:Product Backlog refinement is not a time-boxed event. It occurs continuously, as needed.

C. an opportunity for the Developers to estimate Product Backlog items:While estimation may occur during refinement, the primary purpose is breaking down and clarifying items, not solely estimation.

D. a pre-planning meeting to shorten the length of Sprint Planning:Product Backlog refinement is not a pre-planning meeting but an ongoing activity to prepare for future Sprints.

When a team member refuses to participate in Sprint Planning, theScrum Master should first meet individually to address their concerns. Understanding the root cause of their reluctance can help the Scrum Master guide them toward recognizing the value of the event. This approach demonstrates respect and a willingness to resolve the issue constructively.

According to the2020 Scrum Guide, the Scrum Master is responsible for:

Coaching team memberson the importance of Scrum events, such as Sprint Planning.

Fostering collaborationand ensuring all team members understand their role and responsibilities in achieving the Sprint Goal.

Why the other options are incorrect:

A. Ask for management's assistance:Involving management should be a last resort. The Scrum Master should first attempt to resolve the issue directly with the team member.

B. Mandate attendance:Forcing participation without addressing the underlying concerns could lead to disengagement and resentment.

C. Discuss the importance of team work:While teamwork is important, addressing the individual's specific concerns first is a more targeted and effective approach.

Across-functional Scrum Teamis one that has all the skills necessary to deliver ausable Incrementof the product. This ensures that the team is not dependent on external groups to complete their work, enabling them to deliver value independently.

According to the2020 Scrum Guide:

Scrum Teams are cross-functional and self-managing.

Cross-functionality means the team includes all the necessary skills (e.g., development, testing, design) to complete the work in a Sprint and deliver an Increment.

Why the other options are incorrect:

A. Divided into sub-teams:Scrum discourages dividing teams based on function. The team should be collaborative and cross-functional.

B. Distributed:While Scrum Teams can be distributed geographically, this term does not define their ability to deliver a usable Increment.

D. Difficult to manage:A cross-functional Scrum Team is self-managing and does not require external management.

Scrum teams plan workone Sprint at a time, using theSprint Planning eventto adapt the Sprint Backlog based on what was learned in previous Sprints. This approach aligns with Scrum'sempirical process control, which relies on inspection and adaptation to plan effectively.

According to the2020 Scrum Guide:

Sprint Planning creates aSprint Backlog, which includes the Sprint Goal, selected Product Backlog items, and the plan to deliver them.

Teams adjust their plans Sprint by Sprint, responding to new information, feedback, and changing circumstances.

Why the other options are incorrect:

A. One release at a time, adjusting the number of Sprints to the prior releases’ average velocity:Scrum does not prescribe release-driven planning or adjusting Sprint duration based on velocity.

C. One project at a time, adjusting each Sprint Backlog Item to meet the release date negotiated at inception:Scrum encourages iterative planning within Sprints, not fixed plans tied to predetermined release dates.

D. One Sprint at a time in the Product Backlog Refinement meeting with participation of stakeholders:Product Backlog Refinement is an ongoing activity, not a Sprint planning process. Stakeholders typically participate in Sprint Reviews, not in backlog refinement.

The Scrum Master is aservant leader, focused on enabling the Scrum Team to work effectively. By taking action to resolve the Developer's impediment (lack of hardware), the Scrum Masterdemonstratesleadershipby facilitating the team’s progress and ensuring they can meet the Sprint Goal.

According to the2020 Scrum Guide, the Scrum Master serves the Scrum Team by:

Removing Impediments: Resolving obstacles that block the team’s progress is a key responsibility of the Scrum Master.

Supporting Team Effectiveness: By addressing issues outside the team’s control, the Scrum Master ensures that the Developers can focus on their work.

Why the other options are incorrect:

A. Disciplinarian:A Scrum Master does not enforce rules or discipline team members. They lead by fostering collaboration and resolving issues, not by control.

B. Project Manager:Scrum Masters do not perform traditional project management tasks like resource allocation or task assignment. Their role is to serve and support the team rather than manage it.

C. Authoritarian:The Scrum Master is not an authoritarian leader. Their approach is grounded in servant leadership, enabling and empowering the team rather than commanding it.

Size(or an estimate) is a required attribute of a Product Backlog item (PBI). PBIs are sized to help the Scrum Team understand the effort required to complete them and to assist in planning and forecasting. TheDevelopersassign the size or estimate during Product Backlog refinement or Sprint Planning.

According to the2020 Scrum Guide, Product Backlog items:

Must be clearly expressed and ordered by priority to maximize value.

Should includeestimates(or sizes) so the Developers can plan the work required to deliver them.

Why the other options are incorrect:

A. Assigned to:PBIs are not assigned to specific individuals. The Developers are self-organizing and collectively decide how to complete the work.

C. Due Date:Scrum does not use due dates for PBIs, as delivery is based on iterative progress and the Sprint Goal.

D. State:While PBIs may be tracked in terms of progress (e.g., "in progress" or "done"), "state" is not a required attribute.

ScrumArtifactsrepresent work or value, providing transparency and opportunities for inspection and adaptation. TheSprint Backlogis one of the three primary Scrum Artifacts defined in the2020 Scrum Guide:

Product Backlog: The ordered list of everything that is needed in the product.

Sprint Backlog: The plan for the Sprint, including the Sprint Goal, selected Product Backlog items, and the work plan for delivering the Increment.

Increment: The sum of all work completed during a Sprint that meets the Definition of Done.

Why the other options are incorrect:

A. Definition of Done:While critical to ensuring quality, the Definition of Done is not an Artifact but rather a standard that applies to the Increment.

C. Sprint Goal:The Sprint Goal is part of the Sprint Backlog but is not a standalone Artifact.

D. Sprint Burndown Chart:This is a complementary tool used for tracking progress but is not an official Artifact in Scrum.

When the Scrum Team does not understand the goal, scope, or product domain, theScrum Master should facilitate a discussion between the Stakeholders, Product Owner, and Developers. This ensures clarity and shared understanding, enabling the team to move forward effectively.

According to the2020 Scrum Guide, the Scrum Master serves the team by:

Facilitating stakeholder collaborationas needed.

Ensuring that the Product Backlog is understoodby the Scrum Team.

Removing any barriers that hinder the team's ability to achieve the Sprint Goal.

Why the other options are incorrect:

A. Direct the Developers to stop working until the Product Owner improves the acceptance criteria:Stopping work is not productive, and collaboration with the Product Owner and stakeholders is the proper approach to resolving misunderstandings.

B. Cancel the Sprint and schedule a new Planning meeting:Cancelling the Sprint should be an absolute last resort and is typically done only when the Sprint Goal becomes unachievable.

C. Do nothing because this is the responsibility of the Product Owner:While the Product Owner owns the Product Backlog, the Scrum Master is responsible for facilitating collaboration and resolving impediments.