SMC Scrum Master Certified (SMC) Question and Answers

A and Ð’

B and D

A and C

Ð’ and C

Expected Monetary Value.

Probability Impact Grid.

Pareto Analysis.

Risk Breakdown Structure.

The definition of done creates transparency over the work inspected at the Sprint Review.

The definition of done guides the Development Team in creating a forecast at the Sprint Planning.

The definition of done defines what it takes for an increment to be ready for release.

The definition of done defines the duration and cost of a sprint.

You should demand the Development Team host a retrospective as it is a rule of Scrum.

You should discuss the situation with the Product Owner to see how she feels about no longer having a Sprint Retrospective.

You should require the key Development Team members to participate in the Retrospective to shorten its duration.

You should do nothing as the Development Team is self-organized and self-managed.

The Stakeholders should be continuously informed about risks, including the potential impact of these risks

and the plans for responding to each risk.

The Scrum Team may also discuss specific risks related to their Tasks with the Product Owner during

Daily Standup Meetings.

The Product Owner is responsible for the prioritization of risks and for communicating the prioritized list to

the Scrum Team.

Information related to risks is maintained and updated through the Risk Burndown Chart.

Increment

Project Plan

Test Case Specifications

Design Document

Project Status Report

Sprint Backlog

Product Backlog

The Development Team needs a Sprint Goal to create a communications plan of who does what and when.

The Development Team needs a Sprint Goal to communicate exactly who'll do what in the Sprint.

The Development Team needs a Sprint Goal to create synergy among the Development Team members.

The Development Team needs a Sprint Goal so they'll see the value and importance of completing all of the user stories selected for the Sprint meet the definition of done.

Burndown charts will track the remaining work across the project time.

Burndown charts will track the value of the work performed by the Development Team.

Burndown charts will track work still left in the project.

Burndown charts will track the cost of the work.

They reduce the productivity of a Scrum team.

Impediments can be both internal and external.

Impediments should be documented only by the team members in the Impediment Log.

Impediments faced are brought up by the Scrum Team during the Daily Standup Meeting.

You will direct the Scrum team to re-work the User Story in the same Sprint.

The Scrum Team will not re-work an already developed deliverable; however, the Product Owner will reject

the deliverable in Demonstrate and Validate Sprint.

The deliverable is rejected on the basis of the changed requirements, and added to the Prioritized Product

Backlog with the new Acceptance Criteria to be worked on in a subsequent Sprint.

You should inform the Product Owner that the Scrum Team does not have the bandwidth to re-work the

already created deliverable.

4 hours

1 hour

It is not time-boxed (as long as needed)

8 hours

3 hours

Scrum of Scrums Meeting

Daily Standup Meeting

Sprint Review Meeting

Sprint Planning Meeting

A Prioritized Product Backlog should not have the most valuable User Story on top, because it could be

risky.

Greater value items, although potentially riskier, are given higher priority in a Prioritized Product Backlog.

Uncertainty should be ruled out of the Risk-adjusted Prioritized Product Backlog.

For a Sprint to succeed, User Stories picked for a Sprint should be interlinked with those selected for

subsequent Sprints.

The idea of Scrum was derived from a “rugby” approach, in which “a team tries to go the distance as a unit,

passing the ball back and forth.”

Takeuchi and Nonaka proposed that product development should be like a sequential relay race.

Scrum was based on a flexible and all-inclusive product development strategy where the development

team works as a unit to reach a common goal.

Takeuchi and Nonaka based their approach on manufacturing case studies from various industries.

Effort spent in each Sprint increases gradually, as the team gains momentum to deliver.

Effort spent in each Sprint decreases gradually, as the team becomes more familiar with the expected

deliverables.

Effort expended in the present Sprint is similar to the effort spent on the previous Sprints, and is a

comfortable pace for the team.

Effort spent in the Sprint is directly proportional to the cost incurred in the Sprint.

Tasks are easier to complete.

Scrum Teams are smaller in size.

Too large to be completed in a Sprint.

Take considerably longer time to review.

The evaluation of processes and standards that govern quality management in a project to ensure that

they continue to be relevant.

Identification and definition of the product required from a Sprint and the project along with the Acceptance

Criteria, any development methods to be followed, and the key responsibilities of Scrum Team members in

regards to quality.

The execution of the planned quality activities by the Scrum Team in the process of creating deliverables

that are potentially shippable.

A Scrum approach in which the team learns from experience and stakeholder engagement to constantly

keep the Prioritized Product Backlog updated with any changes in requirements.

As a {role/persona}, I should be able to {requirement} so that {benefit}.

As a {role/persona}, I should be able to {benefit} so that {requirement}.

I should be able to {benefit}, as a {role/persona} so that {requirement}.

I should be able to {requirement} so that {benefit} as a {role/persona}.

Value-based prioritization

Appropriation

Iterative development

Transparency