PSM-I Professional Scrum Master I Questions and Answers

According to the Scrum Guide 1 , the Daily Scrum is an event for the Developers of the Scrum Team. The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work. The Daily Scrum optimizes the probability that the Developers will meet the Sprint Goal. Every day, the Developers should understand how they intend to work together as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment by the end of the Sprint. Management external to the Scrum Team is not involved in the Daily Scrum, as they may interfere with the self-management and empowerment of the Developers.

According to the Scrum Guide 1 , there are three roles in a Scrum Team:

The Product Owner

The Developers

The Scrum Master

The Product Owner is accountable for maximizing value resulting from work by Developers. Developers are accountable for creating a plan for the Sprint, the Sprint Backlog. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization. Every Scrum team must have a Product Owner and Scrum Master, as outcomes are affected by their participation and availability. The other options are false, as they imply that the Product Owner and Scrum Master roles are optional or interchangeable.

According to the Scrum Guide 1 , the Sprint Review is an informal meeting at the end of the Sprint, where the Scrum Team and stakeholders collaborate about what was done in the Sprint. Based on that and any changes to the Product Backlog during the Sprint, attendees collaborate on what to do next. The Product Owner explains what Product Backlog items have been “Done” and what has not been “Done”; the Development Team discusses what went well during the Sprint, what problems it ran into, and how those problems were solved; and the Development Team demonstrates the work that it has “Done” and answers questions about the Increment. The entire group collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning. The Sprint Review is mainly an inspect and adapt opportunity for the Scrum Team and stakeholders.

According to the Scrum Guide, Scrum is a framework to generate value through adaptive solutions for complex problems. It is based on empiricism, self-organization, and collaboration. The other options are not accurate descriptions of Scrum, as they are either too rigid (such as a defined and predictive process or a complete methodology), too vague (such as a cookbook), or irrelevant (such as scientific management).

According to the Scrum Guide 1 , during each Daily Scrum, each Developer answers three questions:

What did I do yesterday that helped meet our Sprint Goal?

What will I do today to help meet our Sprint Goal?

Do I see any impediment that prevents me or our Development Team from meeting our Sprint Goal?

The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward achieving their Sprint Goal and producing a usable Increment. The Developers can start with any one person and proceed in any order.

The Scrum Master should talk to the IT manager and explain that progress in Scrum comes from inspecting an Increment at the Sprint Review, as stated in [5]: “The Scrum Master should educate the IT manager about how Scrum works and how progress is measured. The Scrum Master should invite the IT manager to attend the Sprint Review where the Development Team demonstrates what was accomplished during the Sprint. The Scrum Master should also explain that status reports are not necessary in Scrum, as transparency is ensured by using artifacts such as Product Backlog, Sprint Backlog, and Increment.”

During the Sprint, the Scrum Master’s role is to facilitate inspection and adaptation opportunities as requested or needed, and to coach the team members in self-management, as stated in  3 : “The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization. The Scrum Master is accountable for the Scrum Team’s effectiveness. They do this by enabling the Scrum Team to improve its practices, within the Scrum framework.”

In Scrum, regulatory and compliance requirements are not treated as work outside the Scrum Team or postponed until a separate phase. They must be made visible and managed as part of normal product development. Option C is correct because any work that is needed for the product, including compliance-related requirements, should be represented in the Product Backlog. The Product Backlog is the single source of work undertaken by the Scrum Team, so compliance items are handled alongside functional and technical work during Sprints.

Option D is also correct because compliance often affects whether an Increment is truly complete. Scrum requires each Increment to meet the Definition of Done, which creates transparency about quality and completeness. If regulatory conditions are necessary for releasability or completeness, they should be included in the Definition of Done and verified every Sprint.

Options A and B are incorrect because Scrum does not promote handing compliance to a separate team or completing all compliance analysis before Sprinting starts. Scrum uses an iterative, incremental approach where such requirements are addressed continuously.

Two techniques that would be most helpful in this situation are to discuss the impediments with the Development Team, and to prioritize the list and work on them in order, as stated in [3]: “The Scrum Master should facilitate a discussion with the Development Team to identify and prioritize the impediments that are blocking their progress. The Scrum Master should then work with the Development Team and other stakeholders to remove or mitigate these impediments as soon as possible.”

The correct answer is B, because the Development Team is responsible for managing the progress of work during a Sprint. The Scrum Guide states that “the Development Team tracks this total work remaining at least for every Daily Scrum to project the likelihood of achieving the Sprint Goal. By tracking the remaining work throughout the Sprint, the Development Team can manage its progress.”

According to the Scrum Guide 1 , ordering Product Backlog items is solely up to the Product Owner’s discretion. The Product Owner orders items in the Product Backlog to best achieve goals and missions. To do this, they optimize value by considering various factors such as cost and benefit, risk, dependencies, date needed, etc.

The Product Owner should know the most about the progress toward a business objective or a release, as stated in the Scrum Guide: “The Product Owner is responsible for maximizing the value of the product resulting from work of the Development Team. How this is done may vary widely across organizations, Scrum Teams, and individuals.”

According to the Scrum Guide 1 , a Sprint can be cancelled before the Sprint time-box is over. Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Developers, or the Scrum Master. A Sprint would be cancelled if the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change. In general, a Sprint should be cancelled if it no longer makes sense given the circumstances. But, due to the short duration of Sprints, cancellation rarely makes sense.

The timebox for the Sprint Review is four hours for a one-month Sprint, as stated in [4]: “The Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. During the event, the Scrum Team and stakeholders review what was accomplished in the Sprint and what has changed in their environment. Based on this information, attendees collaborate on what to do next. The Product Owner explains what Product Backlog items have been “Done” and what has not been “Done”; additionally, they discuss any changes to scope or budget or potential value. The entire group then collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning. The Sprint Review is a working session and attendees should inspect based on facts. A Sprint Review is held at the end of every Sprint for a maximum duration of four hours for a one-month Sprint.”

According to the Scrum Guide, the Product Owner has the final decision about the order of items in the Product Backlog, as he or she is responsible for maximizing the value of the product and the work of the Development Team. The other roles do not have this authority, although they may provide input and suggestions to the Product Owner.

According to the Scrum Guide 1 , when multiple Scrum Teams are working together on one product, they must coordinate their work with each other. One way to do this is through Nexus, a framework for scaling Scrum. Nexus helps to reduce cross-team dependencies and integration issues by making them more transparent. Multiple Scrum Teams working on one product use one Product Backlog.

The Development Team must do as much work as it has told the Product Owner will be done for every Product Backlog item it selects in conformance with the definition of “Done”, as stated in the Scrum Guide 1 : “The Development Team works to forecast the functionality that will be developed during the Sprint. The Product Owner discusses the objective that the Sprint should achieve and the Product Backlog items that, if completed in the Sprint, would achieve the Sprint Goal. The entire Scrum Team collaborates on understanding the work of the Sprint.”

The best answers are A, C, and E. The Definition of Done creates transparency by making everyone understand what it means for work to be complete. That makes Option C correct. It also creates a shared understanding of completion, which makes Option E correct. This is essential in Scrum because inspection is only meaningful when there is clarity about whether a Product Backlog item or Increment is actually done.

Option A is also correct because the Definition of Done helps Developers determine how much work they can realistically select during Sprint Planning. If the team understands the full quality criteria required for completion, they can make better decisions about how many Product Backlog items fit within the Sprint.

Option B is incorrect because Scrum does not support “mostly done.” Work is either done according to the Definition of Done or it is not done. Option D is incorrect because the Definition of Done does not describe Scrum events. It applies to the Increment and defines the quality measures required for completeness.

In Scrum, the Definition of Done is a critical tool for quality, transparency, and forecasting realistic Sprint scope.

According to the Scrum Guide 1 , ordering Product Backlog items is solely up to the Product Owner’s discretion. The Product Owner orders items in the Product Backlog to best achieve goals and missions. To do this, they optimize value by considering various factors such as cost and benefit, risk, dependencies, date needed, etc. The Product Owner is responsible for maximizing the value of the work the Development Team does.

According to the Scrum Guide, a Sprint concludes when the Sprint Retrospective is complete. This is the last event of the Sprint cycle, where the Scrum Team inspects itself and creates a plan for improvements. The other options are not valid indicators of the conclusion of a Sprint, as they are either irrelevant (such as the Product Owner deciding enough has been delivered) or incomplete (such as all tasks or Product Backlog items being done).

The correct answer is E, because any of the above (or others) which are a decomposition of the selected Product Backlog items can be included in the Sprint Backlog. The Scrum Guide states that “the Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal.” Therefore, any work items that help the Development Team achieve the Sprint Goal can be part of the Sprint Backlog.

According to the Scrum Guide 1 , only people who are actively working on items in the Sprint Backlog participate in updating it during a Sprint; this includes tracking progress made on those items. This is typically done by Developers updating their remaining work every day after their Daily Scrum. The Development Team tracks this total work remaining at least for every Daily Scrum to project the likelihood of achieving their Sprint Goal.

A Developer becomes accountable for an item in the Sprint Backlog never as Developers on the Scrum Team share accountability for items in the Sprint Backlog, as stated in the Scrum Guide: “The Developers can select whatever items they want as long as they feel they can complete the work by the end of the Sprint. The Scrum Team is responsible for all estimates. The Product Owner may influence the Developers by helping them understand and select trade-offs, but the people who will perform the work make the final estimate.”

The Product Owner is responsible for ensuring that the most valuable functionality is produced first, at all times, by ordering and prioritizing the Product Backlog. The Product Owner also interacts with stakeholders to understand their needs and expectations, and to communicate the vision and progress of the product. The other options are not part of the Product Owner role according to Scrum, as they are either too prescriptive or too technical.

The correct answers are A and B. When multiple Scrum Teams work on the same product, Scrum calls for one Product Owner and one Product Backlog for that product. This ensures a single source of prioritization, clear accountability for maximizing value, and consistent product direction. One Product Owner helps avoid conflicting priorities across teams and provides one clear voice for product decisions.

One Product Backlog is equally important because it creates transparency for all work needed to develop the product. If each team had its own separate Product Backlog, the organization would risk fragmentation, duplicate work, inconsistent ordering, and confusion about the overall product direction. A single Product Backlog supports coordinated planning and alignment across all teams contributing to the same product.

Options C, D, and E are incorrect because they divide product accountability across multiple backlogs or multiple Product Owners. Scrum does not define a Chief Product Owner structure. For one product, there should be one Product Owner and one Product Backlog, even when multiple Scrum Teams are involved. This setup best supports focus, transparency, and value optimization.

According to the Scrum Guide, a high-performance Scrum Team does not run a Release Sprint, as this is not a Scrum event. A Release Sprint is a term used to describe a Sprint that is dedicated to finalizing the product for release, such as fixing bugs, polishing features, or integrating components. This is contrary to the Scrum principle of delivering a potentially releasable Increment at the end of each Sprint, regardless of whether it is actually released or not. Therefore, the answer is false.

According to the Scrum Guide 1 , there are five values that guide decisions within Scrum teams:

Commitment

Focus

Openness

Respect

Courage

By not building Product Backlog items that have low business value, Scrum teams exhibit respect for their stakeholders and customers, as they deliver what is most valuable and relevant for them. They also exhibit focus, as they concentrate on what matters most for achieving their Product Goal and Sprint Goal. They also exhibit courage, as they are willing to say no to low-value work and face possible conflicts or disagreements.

According to the Scrum Guide 1 , an Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, an Increment must be usable. Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value. For the purpose of transparency, when does Scrum say a new increment of working software must be available? At the end of every Sprint.

The correct answer is B because as a Scrum Team matures, it is expected to strengthen its quality standards and improve its Definition of Done. The Scrum Guide explains that the Definition of Done creates transparency by making clear what it means for work to be complete. As the team becomes more capable, disciplined, and technically proficient, it often raises those standards to ensure higher quality, greater releasability, and more dependable Increments.

This improvement reflects empirical learning. A mature Scrum Team does not become less Scrum-like. It usually becomes more effective at applying Scrum. That means the team may refine engineering practices, strengthen testing, improve integration, and include more rigorous completion criteria in the Definition of Done.

Option A is incorrect because timeboxes do not expand simply because a team matures. Option C is incorrect because the Scrum Master remains accountable for Scrum effectiveness even with a mature team. Option D is incorrect because the Sprint remains a fixed timebox and a core element of Scrum. Option E is incorrect because Sprint Reviews continue to be essential for inspection and adaptation with stakeholders.

The correct answer is B because cross-functional teams in Scrum are not optimized to work on only one component or one technical layer of a system. A cross-functional Scrum Team has all the skills necessary to create value each Sprint and deliver a usable Increment. This means the team should be capable of working across the different skills and disciplines needed to complete Product Backlog items according to the Definition of Done.

If a team is organized around only one component or specialty, it creates handoffs, dependencies, and silos. Those conditions reduce agility and make it harder to deliver a complete Increment each Sprint. Scrum instead favors teams that can collaborate across analysis, design, development, testing, and other needed capabilities so they can produce finished product value rather than partial technical output.

Cross-functionality supports self-management and reduces delays caused by waiting on other specialists or teams. It helps the Scrum Team focus on outcomes instead of isolated activities. In Scrum, the goal is not local optimization of a single layer or function. The goal is delivering complete, useful, high-value Increments frequently and transparently.

According to the Scrum Guide 1 , the Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization. The Scrum Master serves the Developers in several ways, including:

Coaching them in self-management and cross-functionality;

Helping them to create high-value products;

Removing impediments to their progress;

Facilitating Scrum events as requested or needed; and,

Coaching them in organizational environments in which Scrum is not yet fully adopted and understood.

The Scrum Master serves the Product Owner in several ways, including:

Helping find techniques for effective Product Goal definition and Product Backlog management;

Helping the Scrum Team understand the need for clear and concise Product Backlog items;

Helping establish empirical product planning for a complex environment; and,

Facilitating stakeholder collaboration as requested or needed.

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; and,

Removing barriers between stakeholders and Scrum Teams.

Therefore, two things that are true about the Scrum Master role are:

The Scrum Master teaches the Development Team to keep the Scrum meetings to their time-box, as they help everyone understand Scrum theory and practice.

The Scrum Master helps those outside the team interact with the Scrum Team, as they serve both the Product Owner and the organization.

The other options are not true about the Scrum Master role, as they imply that they have authority or responsibility over things that are not within their accountability.

The correct answer is A, because a Sprint Retrospective should be held at the end of each Sprint. The Scrum Guide states that “the Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. … The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning.”

The correct answer is E because Scrum depends on transparency, collaboration, and collective accountability. If a Developer raises concerns about data security, the Scrum Master should encourage that concern to be brought to the Scrum Team as soon as possible so it can be openly inspected and addressed. Security is a serious product quality concern, and in Scrum, important issues should not remain private between two people when they affect the whole team’s work and the quality of the Increment.

Option A may sound reasonable, but the Scrum Master should not unilaterally add security to the Definition of Done. The Definition of Done is created and evolved appropriately through the Scrum Team’s work and organizational standards. Option B is too directive and bypasses team inspection and collaboration. Option C could eventually happen, but immediately creating a Product Backlog item does not address the need for transparency within the Scrum Team. Option D is incorrect because Scrum does not rely on a separate tester role to own quality concerns.

The Scrum Master should help the team surface the issue quickly so they can determine the right action together.

According to the Scrum Guide 1 , an Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, an Increment must be usable. Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value. Therefore, in order to turn Product Backlog items into an Increment of potentially releasable product functionality, the Development Team should have all the skills needed.

According to the Scrum Guide 1 , an Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, an Increment must be usable. Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value. Therefore, the best description of an increment of working software is additional features in a usable state that complement those delivered in previous iterations.

The answer is A. True. The Sprint Backlog is a result of Sprint Planning, and it includes the Sprint Goal. According to the Scrum Guide, the Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how) 1 . The Sprint Goal is the single objective for the Sprint, and it provides coherence and focus for the Scrum Team 2 . The Sprint Backlog is a plan by and for the Developers, and it is updated throughout the Sprint as more is learned 2 .

The best answer is C. Ensure every Increment meets them.  Non-functional requirements (NFRs) are system qualities that guide the design of the solution and often serve as constraints across the relevant backlogs 1 .  NFRs are persistent qualities and constraints typically revisited as part of the definition of done (DoD) for each Iteration, PI, or release 1 . The Scrum Team should ensure that every Increment meets the NFRs, as they are part of the product requirements and affect the value delivery and customer satisfaction.

According to the Scrum Guide, every Scrum Team should have the competencies and skills needed to deliver an Increment in a Sprint. This means that the Developers can work on any aspect of the product without depending on others outside the team. The other options are not valid descriptions of what every Scrum Team should have, as they either imply that the Developers work in silos or rely on external people (such as a lead developer or representatives from different departments).

According to the Scrum Guide 1 , the definition of “Done” is a formal description of the state of the Increment when it meets the quality measures required for the product. The definition of “Done” is created by the development organization (or Development Team if none is available from the development organization). The definition guides the Development Team in creating a “Done” Increment.

According to the Scrum Guide 1 , self-organization is one of the essential characteristics of Scrum Teams. Self-organizing teams choose how best to accomplish their work, rather than being directed by others outside the team. Self-organization enables teams to deliver faster and better results by harnessing their creativity and skills. Some benefits of self-organization are:

Increased creativity, as team members have more freedom and autonomy to explore new ideas and solutions.

Increased self-accountability, as team members take ownership and responsibility for their work and outcomes.

Increased commitment, as team members are more engaged and motivated by having a say in how they work.

The other options are not benefits of self-organization, as they may imply external control or pressure.

Explanation of Correct Answer: According to the Scrum Guide 1 , the only required events in Scrum are Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. These events enable transparency, inspection, and adaptation. The other options are not mandatory in Scrum, although they may be useful in some contexts.

The correct answers are B and E, because these statements are true about the length of the Sprint. It is best to have Sprints of consistent length throughout a development effort, as this helps establish a reliable rhythm and cadence for the Scrum Team and the stakeholders. All Sprints must be one month or less, as this ensures that the Scrum Team can inspect and adapt frequently and deliver value incrementally.

According to the Scrum Guide, the purpose of a Sprint is to produce a valuable useful Increment that meets the Definition of Done and the Sprint Goal. This means that the Developers work on items from the Product Backlog that deliver value to the stakeholders and align with the product vision. The other option is not valid, as it implies that producing an Increment is not the purpose of a Sprint.

A Sprint burndown chart shows an estimate of the total work remaining for the Sprint, as stated in  3 : “A sprint burndown chart tracks work remaining in a sprint. It shows how much work remains at any given point during a sprint. It helps teams monitor whether they will finish all planned tasks by the end of a sprint.”

According to the Scrum Guide 1 , an Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, the Increment must be usable. Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value.

 According to the Scrum Guide, changing the terminology of Scrum may have negative consequences, such as losing the benefits of Scrum, not understanding what has changed, or having very little change at all. Therefore, all answers apply to this question. The Scrum Guide recommends using the same terminology as in the guide to avoid confusion and misunderstanding.

According to the Scrum Guide, the Development Team is responsible for creating a “Done” Increment that meets the Definition of “Done”. User documentation is part of the Definition of “Done” in this scenario, so the Development Team must create it. The other options are not consistent with Scrum values and principles, such as self-organization, cross-functionality, and empiricism.

According to the Scrum Guide 1 , the Developers are self-organizing and decide how to turn Product Backlog items into an Increment of value. No one tells them how to do their work. The Developers are accountable for creating a plan for the Sprint, the Sprint Backlog. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization. Therefore, when the Scrum Team gets caught in an internal disagreement about which development techniques to apply, two techniques that the Scrum Master could use are:

Involve the complete Development Team, as they are responsible for managing and refining their own work.

Use coaching techniques, such as open questions and active listening, to help the Development Team resolve their conflict and reach a consensus.

The other options are not appropriate, as they may undermine the self-organization and empowerment of the Developers.

The correct answers are B and C, because technical debt impacts transparency in these ways. It leads to false assumptions about the current state of the system, specifically of an Increment being releasable at the end of a Sprint, as it may contain hidden defects or incomplete functionality. It also results in future work being slowed down in unpredictable ways, as development progresses and code is added, the system becomes more difficult to stabilize and maintain.

The correct answer is A because the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. Product Backlog ordering should therefore be driven primarily by value, not by keeping every Developer busy at all times. Scrum does not optimize for utilization. It optimizes for value delivery, learning, and progress toward the Product Goal.

The Scrum Master should coach the Product Owner to keep the Product Backlog ordered based on what delivers the most value and best supports product outcomes. External dependencies may influence sequencing, but they should not cause the Product Owner to abandon value-based ordering just to fill capacity. In Scrum, some inefficiency may temporarily occur due to uncertainty or dependency constraints, but that is not a reason to shift toward activity-based planning.

Option B is too prescriptive and assumes a specific backlog ordering response. Option C is incorrect because maximizing utilization is not the Product Owner’s responsibility and is not a Scrum objective. Scrum encourages focus on valuable Increments, not on ensuring that everyone is always fully occupied regardless of whether the work is the most important.

According to the Scrum Guide, the Sprint Backlog may include any items that are a decomposition of the selected Product Backlog items, such as user stories, tasks, use cases, tests, or others. The Sprint Backlog is the Developers’ plan for the Sprint, and it contains all the work that they forecast they can do to achieve the Sprint Goal and create a “Done” Increment. The other options are not valid, as they are either too specific (such as user stories or tasks) or too vague (such as tests).

The best two answers are B and D. These two ways of dealing with regulatory compliance issues are consistent with Scrum’s values and principles, as they allow the Scrum Team to deliver valuable and potentially releasable increments of the product while meeting the necessary standards and regulations. They also enable the Scrum Team to inspect and adapt their compliance strategy based on feedback and changing requirements.

A is not a good answer because it creates a separate silo of responsibility for compliance issues, which can lead to delays, conflicts, and inefficiencies. It also violates the Scrum value of transparency, as the compliance team may not have full visibility into the product development process.

C is not a good answer because it implies a waterfall approach that assumes all the compliance requirements are known and fixed upfront, which is rarely the case. It also reduces the flexibility and responsiveness of the Scrum Team, as they may have to follow a rigid plan that does not reflect the current reality of the product or the market.

According to the Scrum Guide, the amount of work required of the Developers to complete a Product Backlog item selected during the Sprint Planning is as much as is required to meet the Scrum Team’s Definition of Done. This means that the Developers must ensure that every item they work on is in a usable condition and meets all quality standards agreed upon by the team. The other options are not valid descriptions of the amount of work required, as they are either too vague (such as all development work and some testing or a proportional amount of time) or incorrect (such as fitting as much as possible or deferring work to the next Sprint).

According to the Scrum Guide, the Developers on the Scrum Team should write the user documentation, as they are responsible for creating a “Done” Increment that meets the Definition of Done and the Sprint Goal. The other options are not valid, as they imply that the user documentation can be deferred, ignored, or outsourced, which is not consistent with Scrum values and principles.

The correct answer is B, because there is no role called “Project Manager” in Scrum. The Scrum Guide states that “Scrum recognizes no titles for Development Team members other than Developer, regardless of the work being performed by the person; there are no exceptions to this rule.” Therefore, Scrum has only three roles: Product Owner, Scrum Master, and Developer.

According to the Scrum Guide, the Developers are accountable for tracking the remaining work toward the Sprint Goal, as they are responsible for creating a valuable Increment that meets the Definition of Done and the Sprint Goal. The other options are not valid, as they imply that someone else outside the Development Team (such as the Scrum Master, the Product Owner, or the Project Manager) is accountable for tracking the remaining work, which is not consistent with Scrum values and principles.

According to the Scrum Guide 1 , the definition of “Done” is a formal description of the state of the Increment when it meets the quality measures required for the product. The definition guides the Development Team in creating a “Done” Increment. The definition of “Done” is created by the development organization (or Development Team if none is available from the development organization). The definition of “Done” may vary significantly per Scrum Team, depending on the context. One aspect of Scrum Teams inspecting how they work toward their Product Goal is that they improve their definition of “Done” over time. Therefore, if a Product Backlog item worked on during the Sprint does not meet the definition of “Done”, two things that should happen with the undone Product Backlog item are:

Put it on the Product Backlog for the Product Owner to decide what to do with it, as they are accountable for effective Product Backlog management and ordering.

Do not include the item in the Increment this Sprint, as it does not meet the quality standards and may compromise value.

The other options are not appropriate, as they may compromise transparency, inspection, or adaptation.

When many Development Teams are working on a single product, the definition of “Done” must be shared by all Development Teams and make their combined work potentially releasable, as stated in [4]: “When multiple teams wo rk together on one product they must mutually define and comply with the same Definition of Done. This makes sure all Increments adhere to a consistent quality level.”

According to the Scrum Guide, the Product Owner is accountable for clearly expressing Product Backlog items, as he or she is responsible for managing and prioritizing the Product Backlog. The other options are not valid, as they imply that the Product Owner can be replaced by a business analyst, or that the Scrum Master or the Developers can express the Product Backlog items.

a burndown chart is a graphical representation of work left to do versus time. It is very useful for predicting when all of the work will be completed. It is often used in agile software development methodologies such as Scrum. However, burndown charts can be applied to any project containing measurable progress over time. A release burndown chart tracks progress across multiple Sprints towards a product release. It shows how much work remains in the Product Backlog at any given time during the release cycle. A trend line through a release burndown chart indicates when the work remaining will likely be completed if nothing changes on the Product Backlog or the Development Team.

The correct answer is A, because the Product Owner does not need to be present at the Daily Scrum. The Scrum Guide states that “the Daily Scrum is a 15-minute time-boxed event for the Development Team to synchronize activities and create a plan for the next 24 hours. … The structure of the meeting is set by the Development Team and can be conducted in different ways if it focuses on progress toward the Sprint Goal.” Therefore, the Daily Scrum is an internal event for the Development Team, and the Product Owner can attend only if invited by the Development Team.

According to the Scrum Guide, the Scrum Master is responsible for coaching the Scrum Team to improve its skills, tools and environment over time and adjust the Definition of Done accordingly 1 .  The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product 1 .  The Definition of Done should be possible to achieve given current circumstances 2 . Therefore, option B and E are appropriate for a Scrum Master to do, if the Scrum Team does not have the tools and environment to completely finish each selected Product Backlog item.

Option A is not appropriate because declaring the Scrum Team not ready for Scrum implies that there is a fixed set of prerequisites for using Scrum, which is not true.  Scrum is a framework that can be applied to any complex product development effort 1 .

Option C is not appropriate because encouraging the Product Owner to accept partially done Increments until the situation improves violates the principle of transparency.  Transparency requires that the Increment is a usable product that meets the current Definition of Done 1 .  Accepting partially done Increments also increases technical debt and reduces value delivery 3 .

Option D is not appropriate because refocusing the current Sprint on establishing the Scrum Team’s environment instead of delivering an Increment goes against the purpose of a Sprint. A Sprint is a time-boxed event that serves as a container for the other Scrum events and activities.  The goal of each Sprint is to deliver a potentially releasable Increment that adheres to the current Definition of Done 1 .

According to the Scrum Guide, two valid actions that the Developers can take when they realize that the workload may be greater than their capacity to complete the work are ensuring that the Scrum Team is aware, starting the Sprint, and monitoring progress, and removing or changing selected Product Backlog items. These actions are consistent with Scrum values and principles, such as transparency, adaptation, and collaboration. The other options are not valid actions, as they are either wasteful (such as recruiting additional Developers or canceling the Sprint) or unsustainable (such as working overtime).

According to the Scrum Guide 1 , Scrum does not require or provide any specific techniques or methods for product definition. Rather, Scrum provides a framework with roles, rules, and events within which complex products can be developed. To get started in terms of what to build, Scrum requires no more than a Product Owner with enough ideas for a first Sprint, a Development Team to implement those ideas and a Scrum Master to help guide the process.

The correct answer is A, because the role of management in Scrum is to facilitate the Scrum Teams with insights and resources that help them improve. The Scrum Guide states that “the organization respects their self-organization by not telling them how they should do their work.” Therefore, management should support the Scrum Teams by providing them with an environment that fosters collaboration, learning, and innovation.

The Sprint Backlog is the Development Team’s plan for the Sprint, as stated in the Scrum Guide 1 : “The Sprint Backlog is a plan with enough detail that changes in progress can be understood in the Daily Scrum. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint.”

According to the Scrum Guide 1 , there is no such thing as a Release Sprint in Scrum. A Release Sprint implies that there are other Sprints that don’t produce a potentially releasable Increment, which violates the core principle of Scrum. Every Sprint should result in a “Done”, useable, and potentially releasable product Increment.

According to the Scrum Guide, the best approach for Scrum Teams in order to produce valuable Increments is to have each Developer work on the component where they feel that they can contribute. This means that the Developers can self-organize and collaborate effectively to deliver a valuable Increment that meets the Definition of Done and the Sprint Goal. The other options are not valid approaches, as they either imply that the Developers work in silos or rely on external people (such as developing functionality from beginning to end, working on an independent set of components, or working only as an independent layer of the system).

The correct answer is C, because if burndown charts are used to visualize progress, they track work remaining across time. A burndown chart is a graphical representation of the amount of work left to do versus the time available. It helps the Scrum Team monitor and forecast the progress toward the Sprint Goal.

The correct answer is C, because as soon as possible in the Sprint, the Development Team should work with the Product Owner to remove some work or Product Backlog items if they realize they have selected too much work to finish in the Sprint. The Scrum Guide states that “the Development Team may renegotiate the selected Product Backlog items with the Product Owner. If the Development Team realizes it has too much or too little work, it may renegotiate the selected Product Backlog items with the Product Owner. The Development Team may also invite other people to attend to provide technical or domain advice.”

The correct answer is B, because a product Increment does not have to be released to production at the end of each Sprint. The Scrum Guide states that “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. The increment is a step toward a vision or goal.” Therefore, a product Increment must be potentially releasable, but the decision to release it is up to the Product Owner.

The correct answer is B, because when multiple Scrum Teams work from the same Product Backlog, they should pull in work in agreement with the Product Owner. The Scrum Guide states that “multiple Scrum Teams often work together on the same product. One product goal unites them. Therefore, they must mutually define and comply with a definition of ‘Done’ that applies to their combined work product.” Therefore, they should collaborate and coordinate with each other and with the Product Owner to select Product Backlog items that align with their shared product goal.

 According to the Scrum Guide, the Sprint Review is a time for the Scrum Team and the stakeholders to inspect the product Increment and adapt the Product Backlog if needed. The Product Owner is responsible for keeping the stakeholders aware of the progress of the project and inviting them to the Sprint Review. If the Product Owner has not been doing this, or if the stakeholders have not been using the Sprint Review to inspect and evaluate progress, then they may be disappointed and angry at the seventh Sprint Review. The other options are not likely factors that led to this situation, as they are either irrelevant (such as the PMO or the development area) or incorrect (such as delaying the release).

The Scrum Team consists of three roles: the Scrum Master, who coaches and facilitates the team; the Product Owner, who manages and prioritizes the Product Backlog; and the Development Team, who delivers a potentially releasable Increment at the end of each Sprint. A project manager is not part of the Scrum Team, as Scrum does not recognize titles or sub-teams. None of the above is also not a correct answer, as it implies that there is no Scrum Team at all.

The best answer is B. The Developers on the Scrum Team should write the user documentation. According to the Scrum Guide, the Definition of Done creates transparency and ensures that the product Increment meets the quality standards required for the product 1 . If user documentation is part of the Definition of Done, then it should be completed within the Sprint by the Scrum Team 1 . The Scrum Team should have all the skills needed to deliver the product, and if user documentation is part of the product, then that skill should be on the team as well 2 . The Developers on the Scrum Team are responsible for creating a plan for delivering the Increment, which includes user documentation 1 . They can also ask for help from other more experienced writers outside the team, or learn the skill through training or workshops 2 . The other options are not consistent with the Scrum values and principles, as they would create dependencies, delays, and waste in the product development process.

The correct answer is C. The Scrum Team creates the Definition of Done. According to the Scrum Guide 1 , “The Developers are required to conform to the Definition of Done, which is defined and evolves with the Scrum Team.” The Definition of Done is a commitment by the Developers for the Increment, but it is also a shared understanding within the whole Scrum Team, including the Product Owner and the Scrum Master 2 . The Scrum Team collaborates to create and update the Definition of Done as needed, based on the product and organizational standards 3 . The Definition of Done is not imposed by any external authority or individual.

 According to the Scrum Guide, a Scrum Team is not only allowed to meet with stakeholders during Sprint Review, but also during Sprint Planning and throughout the Sprint as needed. The Sprint Review is an opportunity for the Scrum Team and the stakeholders to collaborate on what was done in the Sprint and what to do next. However, it is not the only time that stakeholder feedback is welcomed and valued.

A cross-functional Development Team is one that includes cross-skilled individuals who are able to contribute to do what is necessary to deliver an increment of software, as stated in the Scrum Guide 1 : “Cross-functional teams have all competencies needed to accomplish the work without depending on others not part of the team.”

The correct answer is B, because a Product Owner is best described as a value optimizer. The Scrum Guide states that “the Product Owner is responsible for maximizing the value of the product resulting from work of the Development Team.” Therefore, a Product Owner should focus on delivering value to the customers and stakeholders through the product.

The correct answers are B and D, because these are the most appropriate responses for the Scrum Master. The Scrum Master should coach the team on why the Daily Scrum is important as an opportunity to update the plan, inspect the progress, and synchronize the activities of the Development Team. The Scrum Master should also learn why the Development Team wants this and work with them to improve the outcome of the Daily Scrum, rather than imposing a decision or accepting their request without question.

The correct answer is C, because if necessary, the Development Team is responsible for removing a team member who is creating a hostile environment. The Scrum Guide states that “development Teams are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality.” Therefore, the Development Team should manage its own composition and dynamics, and may need help from the Scrum Master to facilitate this process.

All of the above topics should be discussed in the Sprint Review, as stated in [4]: " The purpose of this meeting is to inspect what was delivered during this sprint and adapt what we want to deliver next. This means we will discuss three things:

What did we do this sprint?

How did we do it?

What do we want to do next? "

According to the Scrum Guide, the Developers do the work to make sure Product Backlog items conform to the Definition of Done, as they are responsible for creating a “Done” Increment that meets the Definition of Done. The other options are not valid, as they imply that the work is done by someone else outside the Development Team (such as Quality Assurance Team) or by another role on the Scrum Team (such as Product Owner or Scrum Master).

According to the Scrum Guide, multiple Scrum Teams working on the same product do not have to have the same Sprint start date. They may start their Sprints at different times, as long as they synchronize their work and integrate their Increments at least by the end of each Sprint. The other option is not valid, as it implies that having the same Sprint start date is mandatory for multiple Scrum Teams.

According to the Scrum Guide 1 , only people who are actively working on items in the Sprint Backlog participate in updating it during a Sprint; this includes tracking progress made on those items. This is typically done by Developers updating their remaining work every day after their Daily Scrum. The Development Team tracks this total work remaining at least for every Daily Scrum to project the likelihood of achieving their Sprint Goal. The Developers are self-organizing and decide how to turn Product Backlog items into an Increment of value. Therefore, the Scrum Master should allow the Development Team to self-manage and determine for itself what to do regarding the logistical challenges of meeting in different locations.