SPS Exam Dumps - Scrum Scaled Professional Scrum Questions and Answers

The answer is false because not all Scrum Team members are required to attend the Nexus Daily Scrum. According to the Online Nexus Guide1, the Nexus Daily Scrum is an event for appropriate representatives from individual Scrum Teams to inspect the current state of the Integrated Increment and to identify integration issues or newly discovered cross-team dependencies. The appropriate representatives are those who can best collaborate and communicate the progress and impediments of their Scrum Teams, and who can make and influence decisions regarding the integration and delivery of the product. The number and selection of the representatives may vary depending on the context and needs of the Nexus 234. The Nexus Daily Scrum does not replace the Daily Scrum of each Scrum Team, which is still held by all the Developers of the team to plan their work for the day 5.

The best option for how Product Ownership might be structured in a company with five products is to have one Product Owner responsible for each product or one Product Owner responsible for all five products. Both of these options are consistent with the Scrum Guide, which states that the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team 11. The Product Owner may delegate work as needed, but they remain accountable for the value delivered. The Product Owner also provides clarity to the team about the product vision, goal, and backlog 11.

The other options are not advisable for the following reasons:

• Assigning as many Product Owners as needed to communicate expectations and requirements to the Scrum Team is not a good idea, as it would create confusion, inconsistency, and conflict among the Product Owners and the Scrum Team. The Scrum Guide states that the Product Owner is one person, not a committee 11. Having multiple Product Owners for one product would compromise the transparency, the alignment, and the decision-making of the Scrum Team.
• Having one primary Product Owner and one Product Owner for each product is also not a good idea, as it would create a hierarchy and a dependency among the Product Owners. The primary Product Owner would have too much authority and responsibility, while the Product Owners for each product would have too little. This would undermine the accountability, the collaboration, and the empowerment of the Product Owners and the Scrum Teams.

The Nexus framework is a way of scaling Scrum for multiple teams working on a single product. The Nexus framework uses Scrum as its building block and extends it only where necessary to minimize and manage dependencies between teams 11. The Nexus framework defines the accountabilities, events, and artifacts that bind and weave together the work of the teams in a Nexus 11. One of the key events in the Nexus framework is the Nexus Sprint Planning, which is used to coordinate the activities of all teams in the Nexus for a single Sprint 11.

In Scenario C, the Nexus Sprint Planning is not conducted effectively. The representatives from each of the 9-member Scrum Teams identify many dependencies, which makes it hard for them to choose the work they could pull into their individual teams for the next Sprint. No matter how they reorganize the Product Backlog items, they continually find more or new dependencies. Dependencies are the relationships between the work items that affect the order, timing, or outcome of the work 22. Dependencies can cause delays, rework, waste, and lower quality 22. Therefore, it is important to identify and resolve dependencies as early and as often as possible 22.

What should the Scrum Teams do to effectively deal with their dependencies is:

• Increase the frequency of Cross-Team Refinement to reduce dependencies. This is answer A. This is a valid answer because Cross-Team Refinement is an activity where representatives from each team in the Nexus meet to decompose and refine the Product Backlog items into smaller pieces of work that can be delivered by a single team or multiple teams 11. By doing this, the teams can reduce the dependencies by breaking down the work into more manageable and independent units 11. The teams can also identify and resolve the dependencies before the Nexus Sprint Planning, which will make the planning easier and more effective 11. By increasing the frequency of Cross-Team Refinement, the teams can ensure that the Product Backlog items are ready and clear for the Nexus Sprint Planning 11.

The other three answers are not correct because:

• Merge the two Scrum Teams together that have the most dependencies with each other. This is answer B. This is not a valid answer because merging the two Scrum Teams together that have the most dependencies with each other is not a good solution. It implies that the teams are not able to collaborate and coordinate effectively with each other, and that they need to be in the same team to work on the same product 11. It also increases the size and complexity of the merged team, which can reduce its agility and productivity 11. It also does not address the root cause of the dependencies, which may be related to the product or communication structure 22.
• Institute quarterly meetings for planning out all dependencies between teams. This is answer C. This is not a valid answer because instituting quarterly meetings for planning out all dependencies between teams is not consistent with Scrum or Nexus. Scrum and Nexus require that the teams plan and deliver a potentially releasable Increment of product value in each Sprint, which is usually a few weeks long 11. Instituting quarterly meetings for planning out all dependencies between teams means that the teams are not planning or delivering any value or receiving any feedback in the Sprints 11. It also means that the teams are not able to adapt to the changing needs and expectations of the customers and users, which are essential for empiricism and agility 11.
• All of the above. This is answer D. This is not a valid answer because none of the above answers are valid. Therefore, choosing all of them is not a valid answer either.

The best way for multiple Scrum Teams to deliver a valuable and useful Increment in a Sprint is to complete work that integrates with all of the other work from other Scrum Teams on the initiative. This means that the Scrum Teams collaborate and coordinate their work to produce a single Integrated Increment that meets the Definition of Done and the Product Goal. The Integrated Increment is the combined work of all the Scrum Teams that is potentially releasable and provides value to the customers and stakeholders 11.

The other options are not correct for the following reasons:

• Each Scrum Team delivering done Increments of its own area of responsibility and integrating them into a whole product during stabilization prior to release is not a good idea, as it violates the Scrum principles and values. The Scrum Guide states that the Scrum Team delivers a product Increment that is usable and valuable at the end of every Sprint, not at the end of the release 22. Delaying the integration until the stabilization phase would compromise the transparency, the feedback, and the adaptability of the Scrum Teams.
• Each Scrum Team providing a unique done Increment that includes the team’s added functionality is not a good idea, as it does not ensure that the product Increment is integrated and consistent across the initiative. The Scrum Guide states that the product Increment is the sum of all the Product Backlog items completed during a Sprint and all previous Sprints 22. If each Scrum Team provides a unique Increment, they may not be aligned with the Product Goal and the Definition of Done, and they may create conflicts or dependencies with other Scrum Teams.
• Functionality not integrated with the work of other Scrum Teams being delivered as unintegrated Increments to demonstrate the value created by the Scrum Teams unable to completely integrate their Increments is not a good idea, as it does not ensure that the product Increment is done and valuable. The Scrum Guide states that the product Increment must be usable and meet the Definition of Done 22. If some functionality is not integrated with the work of other Scrum Teams, it may not be usable or valuable to the customers and stakeholders, and it may introduce technical debt or quality issues.