[2024年08月]更新のScrum PSM-II問題集合格率を上げるならPSM-II試験問題集
あなたのゴールを成し遂げるための問題集！あなたのProfessional Scrum Master level II (PSM II)の試験準備を合格するために実際のScrum PSM-II問題集をおすすめします
質問 # 25
Adding more resources in Scrum will proportionally increase the value delivered.
- A. True
- B. False
正解：B
解説：
When working on complex problems in complex environments, adding more resources (people, money, tools, etc.) cannot guarantee increased value or success.
質問 # 26
During Sprint Planning, Developers work with the Product Owner to create a forecast for the Sprint. A forecast is a selection of Product Backlog items that the Developers believe are possible to get done by the end of the Sprint. Select two things that explain what done means.
(choose the best two answers)
- A. All work performed meets the Definition of Done.
- B. All work for which enough expertise and skills are present in the Scrum Team.
- C. All work to create an Increment that is ready for testing.
- D. All work to create an Increment that is ready for acceptance testing by the Product Owner.
- E. Having an Increment that could be released to end users.
正解：A、E
解説：
Explanation
Done means that the Increment is in a usable condition and meets the Scrum Team's Definition of Done. 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 creates transparency by providing everyone a shared understanding of what work was completed as part of the Increment. Having an Increment that could be released to end users means that it is potentially releasable, which is one of the goals of Scrum. All work performed meets the Definition of Done means that the Developers have ensured that every Product Backlog item selected for the Sprint conforms to the agreed quality standards.
References:
The Scrum Guide, November 2020, p. 10-11
What is a Definition of Done?, Scrum.org, accessed on September 30, 2023 DONE Understanding Of The Definition Of "Done", Scrum.org, December 16, 2019
質問 # 27
Steven is a Scrum Master for three different teams building a single product from the same Product Backlog. Development Team members from each team have approached Steven complaining that their teams need Nicole, an external specialist, to commit full time for their next Sprint.
Which three acceptable solutions would Steven consider? (Choose three.)
- A. Investigate whether applying additional techniques or frameworks for scaling Scrum would be appropriate for this product team in the future, since you have multiple Scrum Teams working on the same product, with dependencies between the teams.
- B. Have the Development Team re-order the Product Backlog so Nicole can serve one team full-time in a Sprint.
- C. Create a team with Nicole and people from the teams to temporarily work in Nicole's domain to serve the existing teams.
- D. For Sprints that require Nicole's expertise for more than one team, combine the teams into one and separate when they no longer need to share her services.
- E. People from the Development Teams with an interest in Nicole's domain could volunteer to take on this work in their respective teams.
- F. Ask Nicole for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Development Teams to re-prioritize the work so that tasks not depending on Nicole can be done first.
正解：A、B、E
解説：
The Scrum Master is responsible for removing impediments within the current context of the situation AND boundaries defined by the Scrum framework.
質問 # 28
A multi-national company is using Scrum for product development of their five major products.
What alternatives should the company consider to decide how many Product Owners are needed for these five products?
(choose the best two answers)
- A. There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog.
- B. There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams.
- C. There is one Product Owner for all five products. This person may not delegate work to others for specific value, capabilities, and functionality, given these are all the Product Owner's individual responsibility.
- D. There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
正解：A、D
解説：
Explanation
A: There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog. This is a reasonable alternative, as it allows each Product Owner to focus on one product and its vision, value proposition, and stakeholder needs. The Product Owner can also leverage the expertise and input of other people who can help with the product development, such as business analysts, domain experts, or user representatives. The five Product Owners can coordinate and collaborate with each other through the Product Backlog, which is a single source of truth for the product requirements and priorities.
D: There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
This is another reasonable alternative, as it allows one Product Owner to have a holistic view of the five products and their interdependencies, synergies, and trade-offs. The Product Owner can also delegate some of the work to other people who can act as proxies or representatives for the different aspects of the products, such as features, modules, or components. The Product Owner can still maintain the ultimate authority and responsibility for the Product Backlog and the product value delivery.
References:
Scrum Guide 2020, page 7: "The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team." Scrum Guide 2020, page 8: "The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team." Professional Scrum Master II Course, page 22: "The Product Owner may delegate some of their work to others who can help them with the product development, such as business analysts, domain experts, or user representatives. However, the Product Owner remains accountable for the Product Backlog and its content." Professional Scrum Master II Course, page 23: "The Product Owner may scale their role by working with other Product Owners who are responsible for different products, features, modules, or components. However, there should be only one Product Owner per product who has the final say on the product vision and value proposition."
質問 # 29
The Product Owner's primary concern is the flow of value reflected in the ordering of the Product Backlog.
- A. False
- B. True
正解：B
解説：
The Product Owner is also known as the value maximizer. He is responsible for maximizing the value of the work that the Development Team does. This is done through the ordering of the Product Backlog.
質問 # 30
In the Daily Scrum, the Product Owner applauds every Developer who moves a Sprint Backlog item to completion. The Product Owner wants to encourage the Developers to make progress visible on the burn-down chart. Select the two best options for the Scrum Master to take.
(choose the best two answers)
- A. Take the opportunity to create more energy and team spirit and encourage everyone to participate in the applause.
- B. Coach the Scrum Team about the purpose of the Daily Scrum.
- C. Tell the Product Owner your concerns about how his behavior may impact the Developers, and ask him to stop attending the Daily Scrum for some time.
- D. Nothing. The Scrum Master does not attend the Daily Scrum.
正解：B、C
解説：
Explanation
This is a good option because the Scrum Master's role is to help the Scrum Team understand and apply the Scrum framework and its principles12. The Scrum Master should also facilitate and enable the team's self-organization and collaboration12. By coaching the Scrum Team, the Scrum Master can help them realize that the Daily Scrum is not a status update or a performance review, but a time to inspect and adapt their progress toward the Sprint Goal3 . D. Tell the Product Owner your concerns about how his behavior may impact the Developers, and ask him to stop attending the Daily Scrum for some time.
This is another good option because the Scrum Master's role is to protect the Scrum Team from external interference and distractions12. The Scrum Master should also coach the Product Owner on how to maximize the value of the product and collaborate effectively with the Developers12. By telling the Product Owner your concerns, you can help him understand that his behavior may create pressure, dependency, or resentment among the Developers, which can harm their motivation,creativity, and autonomy . By asking him to stop attending the Daily Scrum for some time, you can give the Developers some space to self-manage their work and communication.
References: 1: What is a Scrum Master? | Scrum.org 2: What is a scrum master? [+ Responsibilities] | Atlassian 3: What's the role of the Product Owner at the Daily Scrum? | by Maarten Dalmijn | Serious Scrum | Medium : Scrum Guide | Scrum Guides : Product Owner's Role in a Daily Scrum: How to Support the ... - Eleken : The Power of Intrinsic Motivation - Forbes
質問 # 31
Steven is a Scrum Master asked to assist in creating five new Scrum Teams that will be working to build a highly anticipated product. He talks with them about the importance of being able to integrate their Increments by the end of their Sprints. This includes the first Sprints. The product is very important to both the end users and the organization.
Of the choices raised by future team members, what would Steven encourage?
- A. All Scrum Teams agree on a mutual understanding of 'done' that defines all work necessary to deliver a potentially shippable Increment that includes all previous Increments delivered for the product.
- B. Each Scrum Team delivers Increments in its own code branch. After UAT is performed at the Sprint Review, the code branch is isolated until enough Increments are considered acceptable. All code branches will then be merged during the release phase.
- C. Wait until enough of the infrastructure and architecture is in place before starting the first Sprints. This will increase the success of delivering integrated Increments in Sprint 1.
- D. Each Scrum Team delivers functionality at the end of each Sprint. New Product Backlog items will then be added to the next Sprint Backlog to integrate their functionality with the other teams to create a unified Increment.
正解：A
解説：
When a Product Backlog item or an Increment is described as "Done", everyone must understand what "Done" means. If there are multiple Scrum Teams working on the system or product release, the Development Teams on all the Scrum Teams must mutually define the definition of "Done" to have a shared understanding of what it means for work to be complete, to ensure transparency. Each Increment is additive to all prior Increments and thoroughly tested, ensuring that all Increments work together.
質問 # 32
The director of engineering in your organization always stresses the importance of meeting deadlines in order for the engineering department to be seen as a reliable source for the product management department. The director has calculated that the team's velocity needs to increase an additional 15% to meet the commitment he made to management for the release date of the product.
He asks Steven, the team's Scrum Master, to increase his team's velocity. Which would be the best two responses for Steven to take? (Choose two.)
- A. He tells the director that this is not his responsibility in Scrum. He tells the director to work with the Product Owner to check whether the estimates on the Product Backlog are being respected during implementation.
- B. He educates his director how it is part of a team's self-organization to improve velocity. He invites the director to the next Sprint Retrospective to brainstorm on how they can improve.
- C. He explains how a team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. He refers the director to the Product Owner for all information concerning the progress of development.
- D. He informs the director of organizational impediments he is aware of that prevent the team from being more productive. He suggests collaborating with him on how to remove these impediments.
- E. He helps the director understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile he presents this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this.
正解：C、D
解説：
Explanation
Explanation:
The Scrum Master serves the organization by helping employees and stakeholders understand and enact Scrum and empirical product development and causing change that increases the productivity of the Scrum Team.
質問 # 33
During the Sprint Retrospective, the team is discussing the quality issues that prevented the team from delivering a releasable Increment at the end of the Sprint. The Development Team does, however, mention that they were able to achieve a high velocity.
What are the best two responses for Steven, their Scrum Master, to take? (Choose two.)
- A. Agree and acknowledge the Development Team's hard work, so they will be motivated to do even more in the next Sprint.
- B. Stress the value of working software over measured velocity.
- C. Facilitate a discussion on how to improve the quality to a level high enough for the Increment to be releasable, even if the measured velocity drops in the next Sprint.
- D. Acknowledge the hard work but remind the Development Team that they need to improve in order to do even more in the next Sprint.
正解：B、C
解説：
Scrum employs an iterative, incremental approach to optimize predictability and control risk. The primary objective of a Sprint (iteration) is to produce a potentially shippable product Increment. Having an Increment will allow the Scrum Team to know the right thing to do in the upcoming Sprint. Having a velocity is important but working software is the primary measure of progress.
質問 # 34
According to Scrum theory, how should a group of fifty people be divided into multiple Development Teams?
- A. The teams will rotate members every Sprint to spread knowledge.
- B. Create a skills matrix, identify role levels, and years of experience to assign people to teams.
- C. Allow the team leads to divide and select teams.
- D. Understanding the product, the product vision and the Scrum framework, the group self-organizes into teams.
正解：D
質問 # 35
Steven is a Scrum Master on a new Scrum Team.
What would be the best way for him to determine if the Product Owner is interacting enough with the Development Team during a Sprint?
- A. The Product Owner must always be present with the Development Team. Unavailability of the Product Owner is prohibited in Scrum.
- B. Check whether the Product Owner is actively engaged at the Daily Scrums.
- C. Check whether the Increment presented at the Sprint Review meets the Product Owner's expectations.
- D. See whether the Product Owner has provided enough information at the Sprint Planning to make his/her presence optional during the Sprint. The level of autonomy within Development Team can be the result of having the right presence from the Product Owner.
正解：D
解説：
Outcomes of the Scrum Team are affected by the Product Owner's participation and availability. During a Sprint he/she is responsible for answering Question:s from the Development Team about items in the current Sprint and optimizing the value of the work the Development Team does.
質問 # 36
Steven, who is a Scrum Master, on one of the Scrum Teams has approached you asking for advice. Their Daily Scrum requires more than 15 minutes and the team has suggested dividing themselves into two separate teams in order to stay within the time box.
As another Scrum Master, what would be the best response?
- A. Agree - this is an appropriate solution to the problem.
- B. Disagree - as the root cause may not be that the team is too big.
- C. Agree - You agree that dividing the team into two is a good strategy to allow the teams to learn how to run Daily Scrums quickly and effectively. Once they've learned to limit the Daily Scrum to 15 minutes, you can merge the teams again.
- D. Unsure - dividing a team into two cannot be decided based on this information. You offer to observe.
正解：D
解説：
The relationship between cause and effect can become more clear when more information emerges.
質問 # 37
What conditions are most likely occurring if you feel you need a "Quality Assurance and Release Readiness Sprint"?
(choose the best three answers)
- A. The Definition of Done is weak or incomplete, allowing technical debt to accumulate.
- B. Scrum has been modified in an acceptable manner to introduce "Quality Assurance and Release Readiness Sprints".
- C. The Developers find it nearly impossible to create a valuable, useful product Increment in a Sprint.
- D. You are following Scrum and the concept of a Hardening Sprint.
- E. The Definition of Done is not being met every Sprint.
正解：A、C、E
解説：
Explanation
A "Quality Assurance and Release Readiness Sprint" is not a Scrum concept, but a sign of poor engineering practices and weak adherence to the Scrum values and principles. It indicates that the Scrum Team is not delivering a potentially releasable product Increment every Sprint, which is one of the core commitments of Scrum. This could be due to a weak or incomplete Definition of Done, which allows technical debt to accumulate and compromises the quality and usability of the product. It could also be due to the Developers finding it nearly impossible to create a valuable, useful product Increment in a Sprint, which could be caused by various factors such as lack of skills, tools, collaboration, feedback, or empowerment. The Definition of Done is not being met every Sprint, which means that the Scrum Team is not fulfilling its accountability for the Increment and is not transparent about the state of the product.
References:
Scrum Guide 2020, section "Commitments", "Definition of Done", "The Sprint", "The Increment".
Advanced Knowledge of Scrum, section "Definition of Done", "Technical Debt".
Scrum Master Accountabilities, section "Accountability for Effectiveness".
質問 # 38
Which two statements best describe a Sprint Goal? (Choose two.)
- A. Sprint Goals can change as new insights emerge during the Sprint.
- B. Sprint Goals are defined when the completed work is reviewed at the end of a Sprint.
- C. Sprint Goals give the Development Teams flexibility and creativity on how to implement functionality during the Sprint.
- D. During the Sprint Planning, the entire Scrum Team collaboratively crafts a Sprint Goal based on a business objective that the Product Owner would like to achieve that Sprint.
正解：C、D
解説：
The number of items selected from the Product Backlog for the Sprint is solely up to the Development Team. Only the Development Team can assess what it can accomplish over the upcoming Sprint.
The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Development Team on why it is building the Increment. It is created during the Sprint Planning meeting. The Sprint Goal gives the Development Team some flexibility regarding the functionality implemented within the Sprint. The selected Product Backlog items deliver one coherent function, which can be the Sprint Goal. The Sprint Goal can be any other coherence that causes the Development Team to work together rather than on separate initiatives.
質問 # 39
A PO (Product Owner) is essentially the same thing as a traditional PM (Project Manager).
- A. True
- B. False
正解：B
質問 # 40
At the eighth Sprint Review, the stakeholders are upset that the product being built is not what they expected and will incur additional costs that was not planned for.
What may have led to this?
- A. The Scrum Master has not been reporting on the progress of the Scrum Team. The Product Owner has not been managing the Development Team's tasks effectively. The Development Team has not been improving their velocity.
- B. The Scrum Master has not ensured that the project is transparent. The Product Owner has not made the stakeholders aware of the progress of the project. The stakeholders have not been attending the Sprint Reviews.
- C. The Scrum Master has not been attending the Daily Standup. The Product Owner has not been using the Gantt chart correctly. The Stakeholders has not been invited to the Sprint Retrospectives.
正解：B
解説：
Scrum requires significant aspects of the process to be visible to those responsible for the outcome. This includes transparency with internal and external stakeholders.
質問 # 41
Scrum promotes self-organization.
Which of these statements would NOT support self-organizing?
- A. Removing titles for Development Team members.
- B. Removing the need for documentation.
- C. The Development Team deciding what work to do in a Sprint.
- D. Being a lightweight framework.
正解：B
質問 # 42
During the Sprint Review, one of the stakeholders announces that due to recent market changes, there is risk that funding might be reduced for the project. This triggers tensions to rise and arguments to break out between members.
As a Scrum Master, what would be the best two actions to take? (Choose two.)
- A. Defend the original budget and request the stakeholders to adhere to the original agreed funding for the product.
- B. Be objective and request for a short break for people to calm down.
- C. Avoid getting involved as it is the Product Owner's responsibility to manage stakeholder expectations.
- D. Inform everyone that the team needs to stay busy until the information is formally announced.
- E. Encourage the stakeholders and Product Owner to focus on delivering the highest value items for the next Sprint.
正解：B、E
解説：
The Scrum Master is responsible for promoting and supporting Scrum by helping everyone embody the values of commitment, courage, focus, openness and respect.
質問 # 43
A Developer from the Scrum Team is always missing the Daily Scrum. She feels that if she is doing her job well, it does not matter whether she attends or not. The other Developers on the team have not done anything about it. As the Scrum Master how should you respond to this situation?
(choose the best answer)
- A. You do not intervene. The Developers own the Daily Scrum, so they should deal with any issues with attendance.
- B. Teach the Developers how to deal with this situation by attending the Daily Scrum yourself.
- C. Ask the Developers, what value they get by having the Daily Scrum with all team members present and what might go wrong if all Developers do not attend.
- D. Talk to the Developer who is missing the Daily Scrum and ask her to always attend the Daily Scrum.
正解：C
解説：
Explanation
As the Scrum Master, your role is to serve the Scrum Team by helping them to work effectively and deliver value. You are not responsible for managing the work or assigning tasks to the Developers. You should respect the self-organization and autonomy of the Developers, and support them in finding their own solutions to the problem. You should also facilitate collaboration and communication among the Developers and with other stakeholders.
Some reasons why option B is the correct answer are:
Asking the Developers what value they get by having the Daily Scrum with all team members present and what might go wrong if all Developers do not attend. This action will help the Scrum Team to understand the purpose and benefits of the Daily Scrum, and to identify and address the risks and consequences of missing it. The Daily Scrum is a 15-minute event for the Developers of the Scrum Team to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work12. The Daily Scrum also provides an opportunity for the Developers to identify and communicate any impediments that are hindering their progress, and request help from the Scrum Master or other team members to resolve them12. The Daily Scrum improves communications, identifies impediments, promotes quick decision-making, and consequently eliminates the need for other meetings12. The Daily Scrum is not a status meeting, but a way for the Developers to collaborate and self-organize around the most important work for the next 24 hours12. If a Developer is missing the Daily Scrum, they may miss important information, feedback, or support from their peers, or they may cause delays, confusion, or conflicts for their team. The Scrum Master should encourage the Developers to share their perspectives and experiences on how the Daily Scrum helps them achieve their Sprint Goal and create a valuable Increment.
The Scrum Master should also help the Developers to come up with their own solutions on how to ensure full attendance and participation in the Daily Scrum. The Scrum Master should not impose or dictate a solution, but rather coach and guide the Developers to find what works best for them. The Scrum Master should also help the Developers to agree on some ground rules or norms for their Daily Scrum, such as when, where, and how to conduct it, what topics to discuss, and how to handle any issues or conflicts that may arise.
Some reasons why the other options are not correct are:
A: You do not intervene. The Developers own the Daily Scrum, so they should deal with any issues with attendance. This option is not correct because it violates the Scrum Master role. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide1, causing change that increases the productivity of the Scrum Team1, and working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization1. The Scrum Master should not ignore or avoid a problem that affects the performance or well-being of the Scrum Team, but rather help them address it in a constructive and respectful way. The Scrum Master should also not assume that the Developers know how to deal with any issues with attendance, but rather teach them how to do so effectively.
C: Talk to the Developer who is missing the Daily Scrum and ask her to always attend the Daily Scrum.
This option is not correct because it violates the Scrum framework and the Scrum Master role. The Daily Scrum is an event for and by the Developers12, not for reporting or accountability to anyone else.
The Scrum Master should not interfere with or dictate how the Developers conduct their Daily Scrum, or make unilateral decisions on behalf of them. The Scrum Master should also not single out or confront a Developer who is missing the Daily Scrum, but rather involve all Developers in finding a solution that works for everyone.
D: Teach the Developers how to deal with this situation by attending the Daily Scrum yourself. This option is not correct because it violates the Scrum framework and the Scrum Master role. The Daily Scrum is an event for and by the Developers12, not for anyone else's inspection or intervention. The Scrum Master should not attend or participate in the Daily Scrum unless they are actively working on items in the Sprint Backlog12. The presence of an outsider may disrupt or influence the dynamics of the Developers' communication and collaboration. The Scrum Master should also not teach by doing, but rather by coaching and facilitating.
References:
What is a Daily Scrum? | Scrum.org
What Is a Daily Standup? | A Guide to Running Effective Standup Meetings | Atlassian
質問 # 44
Which statements are true about the Sprint Goal?
(choose the best two answers)
- A. The use of Sprint Goals is optional in the Scrum Framework
- B. During Sprint Planning, the Scrum Team crafts a Sprint Goal based on anobjective that the Product Owner would like to achieve that Sprint.
- C. Sprint Goals often change during the Sprint as new insights emerge during the work.
- D. Sprint Goals give Developers flexibility and creativity on how to implement functionality during the Sprint
正解：B、D
解説：
Explanation
According to the Scrum Guide 2020, the Sprint Goal is a short statement that provides direction and focus for the Scrum Team throughout the Sprint1. The Sprint Goal is chosenby the Scrum Team during Sprint Planning, based on the Product Backlog items that they forecast to complete in the Sprint1. The Sprint Goal also gives Developers flexibility and creativity on how to implement functionality during the Sprint, as long as they do not endanger the Sprint Goal1. Therefore, the statements that are true about the Sprint Goal are:
During Sprint Planning, the Scrum Team crafts a Sprint Goal based on an objective that the Product Owner would like to achieve that Sprint. This statement is true because it reflects the purpose and process of creating a Sprint Goal. The Product Owner proposes an objective for the Sprint, based on the current state of the product and the stakeholders' needs2. The Developers then select the Product Backlog items that support that objective, and craft a Sprint Goal that expresses what value they will deliver in the Sprint2.
Sprint Goals give Developers flexibility and creativity on how to implement functionality during the Sprint. This statement is true because it reflects the benefit and outcome of having a Sprint Goal. The Sprint Goal is not a fixed scope of work, but a flexible goal that guides the Developers' decisions and actions3. The Developers can modify their Sprint Backlog during the Sprint as needed, as long as they do not endanger the Sprint Goal1. The Sprint Goal also encourages the Developers to work together rather than on separate initiatives3.
The other statements are not true because:
Sprint Goals often change during the Sprint as new insights emerge during the work. This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a commitment by the Developers that does not change during a Sprint1. The Sprint Goal provides coherence and alignment for the Scrum Team, and helps them cope with complexity and uncertainty3. Changing the Sprint Goal during a Sprint would undermine its value and impact, and create confusion and waste.
The use of Sprint Goals is optional in the Scrum Framework. This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a mandatory element of each Sprint1. The Scrum Guide 2020 states that "the entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint" and "the Developers commit to achieving the Sprint Goal" 1.
Without a Sprint Goal, there would be no clear direction or focus for the Scrum Team, and no way to measure their progress or success.
References: 1: https://www.scrumguides.org/scrum-guide.html#sprint-goal 2:
https://www.scrumguides.org/scrum-guide.html#sprint-planning 3:
https://www.scrum.org/resources/blog/sprint-goal-key-element-scrum
質問 # 45
In Scrum, how would budgeting and financial forecasting be performed? (Choose two.)
- A. A single release may be funded with several Sprints where every Sprint is producing shippable increments.
- B. Fixed budgets are not allowed in Scrum.
- C. Frequently inspect the outcomes of the delivered Sprint Increments to understand how much value is being produced per investment spent.
- D. Budgeting is not necessary as the only funding necessary is the operational costs of the Scrum Teams.
正解：A、C
解説：
The cost of developing, delivering, and sustaining products can impact how the flow of value is managed throughout the life of a product. Each Sprint is an opportunity to inspect the investment (financial, time, effort, etc.) against the returned value (customer satisfaction, revenue, etc.) of the work that has been delivered. The team can then decide on what it should do next to maximize the value of the investment.
質問 # 46
User documentation is part of your Definition of Done. However, there are not enough technical writers for all teams. Your Scrum Team does not have a technical writer. What needs to be done?
(choose the best answer)
- A. Your Scrum Team is still accountable for creating user documentation. In this case, the Developers will write it.
- B. Let the user documentation remain undone and accumulate until after the last development Sprint. It will then be done by any available technical writers.
- C. Form a separate team of technical writers that will work on an on-demand basis for the various Product Owners. Work order will be first in, first out.
正解：A
解説：
Explanation
User documentation is part of your Definition of Done, which means that it is a requirement for delivering a potentially releasable product increment. Your Scrum Team cannot ignore or postpone this requirement, even if there are not enough technical writers for all teams. Your Scrum Team is responsible for creating and maintaining the user documentation, and the Developers are the ones who have the skills and authority to do so. The Scrum Master can help the Developers learn how to write effective user documentation, and the Product Owner can provide feedback on its quality and value.
References:
Scrum Guide 2020, page 9: "The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product." Scrum Guide 2020, page 10: "The Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint." Professional Scrum Master II Course, page 12: "The Definition of Done is a crucial aspect of transparency. If it is not clear when work is done, then stakeholders may make wrong assumptions about the state of the software."
質問 # 47
The Development Team discovers that it doesn't have the tools and infrastructure to make each selected Product Backlog item done.
What is the most appropriate action for the Scrum Master to take?
- A. Coach the Development Team to improve its skills, tools and infrastructure over time and establish a Definition of "Done" that is actually possible to achieve given the current circumstances.
- B. Stop the Sprint and have the Development team work on the infrastructure before continuing.
- C. Encourage the Product Owner to accept partially done Increments and complete the work in the Hardening Sprint.
正解：A
解説：
The Scrum Master serves the Development Team by coaching it in self-organization and cross-functionality.
質問 # 48
At the fifth Sprint Retrospective, the Product Owner mentions that he is surprised about the amount of technical debt that has built up in the system and that the product is not able to support an adequate number of users.
Peter, the Product Owner, is upset that the product will need several more Sprints to address the scalability issues in order to meet his expectations.
What factors may have led to this?
- A. The Scrum Team has not used the past Sprint Retrospectives effectively to inspect and adapt.
- B. The Development Team has not been paying enough attention to technical quality.
- C. None of the above.
- D. The Development Team and the Product Owner are not having conversations around technical debt.
- E. All of the above.
- F. The Scrum Master has not ensured that the Scrum Team is transparent.
正解：E
解説：
Each component within the Scrum framework serves a specific purpose and is essential to Scrum's success and usage. Scrum's roles, events, artifacts, and rules are immutable and although implementing only parts of Scrum is possible, the result is not Scrum.
質問 # 49
Eight months ago your company started developing a new product consisting ot several major components.
You are the Scrum Master on the team building the "core" component of the product; your component also integrates all the other components.
The Scrum Teams work in monthly Sprints, and the team has forecast that it will deliver the integrated product in three Sprints. Recently the team's progress slowed because of changes to the other components that they integrate. The program manager is extremely upset when they find out that the team will need two more Sprints. The project managers of the other components confirm their adherence to the original forecast.
As a Scrum Master, what could you do to help the Product Owner?
(choose the best answer)
- A. You suggest working with the program manager and the project managers of the other components on the ordering and the value of your open Product Backlog items to redefine the possible delivery date.
- B. You lengthen your Sprints to accommodate the delays.
- C. You calculate how many additional developers it would take to increase velocity to make the original date. You inform the program manager of the additional budget for these developers. This would then allow meeting the original forecast
- D. You remove all items from the Product Backlog tor which development is forecast to be beyond the expected date.
正解：A
解説：
Explanation
As a Scrum Master, you could help the Product Owner by suggesting working with the program manager and the project managers of the other components on the ordering and the value of your open Product Backlog items to redefine the possible delivery date. This would allow you to collaborate with the stakeholders and align on the expectations and priorities of the product. You could also inspect and adapt your integration process and communication channels with the other teams to minimize the impact of changes and dependencies.
References:
The Scrum Guide 2020, section "The Scrum Master"
The Scrum Master Learning Path, module "The Scrum Master as a Coach"
The Professional Scrum Master II Course, topic "Stakeholder Management"
質問 # 50
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