PSM-I Exam Dumps - Scrum Professional Scrum Master Questions and Answers

The correct answers are D and E, because these are two activities that a Product Owner can engage in during a Sprint. 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, the Product Owner can answer questions from the Development Team about items in the current Sprint, and work with the stakeholders to understand their needs and expectations.

The two effective ways for the Scrum Team to make non-functional requirements visible are C and D.

C. Add them to the Definition of Done so the work is taken care of every Sprint.

The Definition of Done (DoD) is a shared understanding of what it means for a Product Backlog item to be complete and potentially releasable1. The DoD can include non-functional requirements that apply to the entire product or system, such as performance, security, usability, etc. By adding them to the DoD, the Scrum Team ensures that they are met every Sprint and that the quality of the product is maintained2.

D. Add them to the Product Backlog to ensure transparency.

The Product Backlog is an ordered list of everything that is known to be needed in the product1. The Product Backlog can include non-functional requirements that are specific to certain features or functionalities, such as response time, availability, scalability, etc. By adding them to the Product Backlog, the Scrum Team ensures that they are visible to all stakeholders and that they are prioritized and refined along with the functional requirements3.

A and B are not effective ways for the Scrum Team to make non-functional requirements visible.

A. Run the integration and regression tests before the end of the Sprint, and capture the open work for the Sprint Backlog of the next Sprint.

This approach does not make non-functional requirements visible, but rather postpones them until the end of the Sprint. This can lead to incomplete or low-quality Increments that do not meet the expectations of the customers or users. Moreover, this approach does not account for any changes or feedback that may occur during the Sprint4.

B. Put them on a separate list on the Scrum board, available for all to see.

This approach does not make non-functional requirements transparent, but rather isolates them from the functional requirements. This can lead to confusion or inconsistency in how they are handled by the Scrum Team. Moreover, this approach does not align with the principle of having a single source of truth for the product requirements, which is the Product Backlog5.

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, an Increment does not have to be released to customers or users at the end of each Sprint. However, it must be in a usable condition and meet the Definition of Done. The decision to release an Increment is made by the Product Owner, based on the value and feedback obtained from stakeholders. The other option is not valid, as it implies that releasing an Increment is mandatory at the end of each Sprint.

The best answer is B. The need for the team to learn based on doing work and measuring results.

The Sprint length should be chosen based on the complexity and volatility of the product and the environment, as well as the team’s capability and Definition of Done. The Sprint length should enable the team to deliver a usable Increment of value that meets the feedback needs of the stakeholders and the business. The Sprint length should also allow the team to inspect and adapt their work processes and practices based on the outcomes of the Sprint.

The other options are not valid reasons for choosing the Sprint length. The organization’s mandate, team formation, and release schedule should not dictate the Sprint length, but rather be aligned with it. The Scrum Team should have the autonomy to choose the Sprint length that best suits their product and context.

You can learn more about how to choose the right Sprint length from these sources: How Long A Sprint Should Be?, How to Choose the Right Sprint Length in Scrum, What is a Sprint?, Determining the Sprint Length, and Sprint Length: What’s the Right Length?.

According to the Scrum Guide, the Development Team should do two things during the first Sprint: develop at least one piece of functionality and create an increment of potentially releasable software. These are the goals of every Sprint, regardless of its order. The other options are not things that the Development Team should do during the first Sprint, as they are either out of scope (such as making a plan for the rest of the project or defining major product features and release plan architecture) or unnecessary (such as analyzing, describing, and documenting requirements for subsequent Sprints).

The correct answers are A and D, because these ways of creating Development Teams are consistent with Scrum’s values. Allowing existing teams to propose how they would like to organize into the new structure respects their self-organization and empowerment. Bringing all the developers together and letting them self-organize into Development Teams also respects their autonomy and collaboration.

References: [Suggested Reading for Professional Scrum Master™ I]

According to the Scrum Guide, management external to the Scrum Team is not involved in the Daily Scrum at all. The Daily Scrum is an internal event for the Development Team to inspect their progress toward the Sprint Goal and plan their work for the next 24 hours. The other options are not valid ways for management to be involved in the Daily Scrum, as they are either intrusive (such as giving an update or speaking on behalf of others) or unnecessary (such as being represented by the Product Owner or the Scrum Master).

According to the Scrum Guide1, 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.

References: Scrum Guide

According to the Scrum Guide1, the heart of Scrum is a Sprint, a time-box of one month or less during which a “Done”, useable, and potentially releasable product Increment is created. Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint. The length of a Sprint should be short enough to keep the business risk acceptable to the Product Owner, short enough to be able to synchronize the development work with other business events, and no more than one calendar month.

References: Scrum Guide