Exin ASM Agile Scrum Master Exam Practice Test

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

A new team member Alisha joins a team Alisha has worked in Scrum teams before as a Scrum Master Her stones make the team enthusiastic about Scrum. They would like to try working in an Agile environment and slowly transition to Scrum

The team asks their manager to support their experiments with Scrum. The manager is hesitant about it but will allow the team to try Since the manager feels a little apprehensive he would still like to divide the tasks over (he team members It is clear he does not fully trust the team members to make it work

Should this team try out a more Agile way of working now?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress

The Developers want a way to keep track of who is doing what and which tasks still need to be done. Which information radiator is most suitable here?

Marty is coaching the Development Team on being completely done with the user stories in a Sprint. What should Marty tell the Development Team regarding the completeness of a Product Backlog?

A representative of the customer has asked the Development Team to add a very important item to an ongoing Sprint. What should they do?

Mark is the Product Owner and he asks you, the Scrum Master what burndown charts actually track. What's the best response for Mark?

Scrum is

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

A new team member Alisha joins a team Alisha has worked in Scrum teams before as a Scrum Master Her stones make the team enthusiastic about Scrum. They would like to try working in an Agile environment and slowly transition to Scrum

The team asks their manager to support their experiments with Scrum. The manager is hesitant about it but will allow the team to try Since the manager feels a little apprehensive he would still like to divide the tasks over (he team members It is clear he does not fully trust the team members to make it work

Should this team try out a more Agile way of working now?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress

The Developers want a way to keep track of who is doing what and which tasks still need to be done. Which information radiator is most suitable here?

Marty is coaching the Development Team on being completely done with the user stories in a Sprint. What should Marty tell the Development Team regarding the completeness of a Product Backlog?

A representative of the customer has asked the Development Team to add a very important item to an ongoing Sprint. What should they do?

Mark is the Product Owner and he asks you, the Scrum Master what burndown charts actually track. What's the best response for Mark?

Scrum is

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

A new team member Alisha joins a team Alisha has worked in Scrum teams before as a Scrum Master Her stones make the team enthusiastic about Scrum. They would like to try working in an Agile environment and slowly transition to Scrum

The team asks their manager to support their experiments with Scrum. The manager is hesitant about it but will allow the team to try Since the manager feels a little apprehensive he would still like to divide the tasks over (he team members It is clear he does not fully trust the team members to make it work

Should this team try out a more Agile way of working now?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress

The Developers want a way to keep track of who is doing what and which tasks still need to be done. Which information radiator is most suitable here?

Marty is coaching the Development Team on being completely done with the user stories in a Sprint. What should Marty tell the Development Team regarding the completeness of a Product Backlog?

A representative of the customer has asked the Development Team to add a very important item to an ongoing Sprint. What should they do?

Mark is the Product Owner and he asks you, the Scrum Master what burndown charts actually track. What's the best response for Mark?

Scrum is

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

A new team member Alisha joins a team Alisha has worked in Scrum teams before as a Scrum Master Her stones make the team enthusiastic about Scrum. They would like to try working in an Agile environment and slowly transition to Scrum

The team asks their manager to support their experiments with Scrum. The manager is hesitant about it but will allow the team to try Since the manager feels a little apprehensive he would still like to divide the tasks over (he team members It is clear he does not fully trust the team members to make it work

Should this team try out a more Agile way of working now?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress

The Developers want a way to keep track of who is doing what and which tasks still need to be done. Which information radiator is most suitable here?

Marty is coaching the Development Team on being completely done with the user stories in a Sprint. What should Marty tell the Development Team regarding the completeness of a Product Backlog?

A representative of the customer has asked the Development Team to add a very important item to an ongoing Sprint. What should they do?

Mark is the Product Owner and he asks you, the Scrum Master what burndown charts actually track. What's the best response for Mark?

Scrum is

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

A new team member Alisha joins a team Alisha has worked in Scrum teams before as a Scrum Master Her stones make the team enthusiastic about Scrum. They would like to try working in an Agile environment and slowly transition to Scrum

The team asks their manager to support their experiments with Scrum. The manager is hesitant about it but will allow the team to try Since the manager feels a little apprehensive he would still like to divide the tasks over (he team members It is clear he does not fully trust the team members to make it work

Should this team try out a more Agile way of working now?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress

The Developers want a way to keep track of who is doing what and which tasks still need to be done. Which information radiator is most suitable here?

Marty is coaching the Development Team on being completely done with the user stories in a Sprint. What should Marty tell the Development Team regarding the completeness of a Product Backlog?

A representative of the customer has asked the Development Team to add a very important item to an ongoing Sprint. What should they do?

Mark is the Product Owner and he asks you, the Scrum Master what burndown charts actually track. What's the best response for Mark?

Scrum is

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

A new team member Alisha joins a team Alisha has worked in Scrum teams before as a Scrum Master Her stones make the team enthusiastic about Scrum. They would like to try working in an Agile environment and slowly transition to Scrum

The team asks their manager to support their experiments with Scrum. The manager is hesitant about it but will allow the team to try Since the manager feels a little apprehensive he would still like to divide the tasks over (he team members It is clear he does not fully trust the team members to make it work

Should this team try out a more Agile way of working now?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress

The Developers want a way to keep track of who is doing what and which tasks still need to be done. Which information radiator is most suitable here?

Marty is coaching the Development Team on being completely done with the user stories in a Sprint. What should Marty tell the Development Team regarding the completeness of a Product Backlog?

A representative of the customer has asked the Development Team to add a very important item to an ongoing Sprint. What should they do?

Mark is the Product Owner and he asks you, the Scrum Master what burndown charts actually track. What's the best response for Mark?

Scrum is

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

Eisa is a Project Manager of a team that is currently not yet self-managing. Elsa selects tasks that play to the strengths of her team members. The team is fun and highly productive.

Sanjit is a Developer Whenever issues arise the team members ask Sanjit what they should do. He has a dominant personality finds it easy to make decisions and he is not too often wrong. The other team members find. It easier to let him decide than argue even if they have other and sometimes better ideas. They avoid discussions as a team

The company now wants to adopt Scrum Elsa is trained and will become the new Scrum Master She will have to make sure the team becomes self-managing

What is the test way for Elsa to create a self-managing team?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress

The Developers want a way to keep track of who is doing what and which tasks still need to be done. Which information radiator is most suitable here?

Marty is coaching the Development Team on being completely done with the user stories in a Sprint. What should Marty tell the Development Team regarding the completeness of a Product Backlog?

A representative of the customer has asked the Development Team to add a very important item to an ongoing Sprint. What should they do?

Mark is the Product Owner and he asks you, the Scrum Master what burndown charts actually track. What's the best response for Mark?

Scrum is

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

Eisa is a Project Manager of a team that is currently not yet self-managing. Elsa selects tasks that play to the strengths of her team members. The team is fun and highly productive.

Sanjit is a Developer Whenever issues arise the team members ask Sanjit what they should do. He has a dominant personality finds it easy to make decisions and he is not too often wrong. The other team members find. It easier to let him decide than argue even if they have other and sometimes better ideas. They avoid discussions as a team

The company now wants to adopt Scrum Elsa is trained and will become the new Scrum Master She will have to make sure the team becomes self-managing

What is the test way for Elsa to create a self-managing team?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress

The Developers want a way to keep track of who is doing what and which tasks still need to be done. Which information radiator is most suitable here?

Marty is coaching the Development Team on being completely done with the user stories in a Sprint. What should Marty tell the Development Team regarding the completeness of a Product Backlog?

A representative of the customer has asked the Development Team to add a very important item to an ongoing Sprint. What should they do?

Mark is the Product Owner and he asks you, the Scrum Master what burndown charts actually track. What's the best response for Mark?

Scrum is

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

Eisa is a Project Manager of a team that is currently not yet self-managing. Elsa selects tasks that play to the strengths of her team members. The team is fun and highly productive.

Sanjit is a Developer Whenever issues arise the team members ask Sanjit what they should do. He has a dominant personality finds it easy to make decisions and he is not too often wrong. The other team members find. It easier to let him decide than argue even if they have other and sometimes better ideas. They avoid discussions as a team

The company now wants to adopt Scrum Elsa is trained and will become the new Scrum Master She will have to make sure the team becomes self-managing

What is the test way for Elsa to create a self-managing team?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress

The Developers want a way to keep track of who is doing what and which tasks still need to be done. Which information radiator is most suitable here?

Marty is coaching the Development Team on being completely done with the user stories in a Sprint. What should Marty tell the Development Team regarding the completeness of a Product Backlog?

A representative of the customer has asked the Development Team to add a very important item to an ongoing Sprint. What should they do?

Mark is the Product Owner and he asks you, the Scrum Master what burndown charts actually track. What's the best response for Mark?

Scrum is

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

Eisa is a Project Manager of a team that is currently not yet self-managing. Elsa selects tasks that play to the strengths of her team members. The team is fun and highly productive.

Sanjit is a Developer Whenever issues arise the team members ask Sanjit what they should do. He has a dominant personality finds it easy to make decisions and he is not too often wrong. The other team members find. It easier to let him decide than argue even if they have other and sometimes better ideas. They avoid discussions as a team

The company now wants to adopt Scrum Elsa is trained and will become the new Scrum Master She will have to make sure the team becomes self-managing

What is the test way for Elsa to create a self-managing team?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress

The Developers want a way to keep track of who is doing what and which tasks still need to be done. Which information radiator is most suitable here?

Marty is coaching the Development Team on being completely done with the user stories in a Sprint. What should Marty tell the Development Team regarding the completeness of a Product Backlog?

A representative of the customer has asked the Development Team to add a very important item to an ongoing Sprint. What should they do?

Mark is the Product Owner and he asks you, the Scrum Master what burndown charts actually track. What's the best response for Mark?

Scrum is

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

Eisa is a Project Manager of a team that is currently not yet self-managing. Elsa selects tasks that play to the strengths of her team members. The team is fun and highly productive.

Sanjit is a Developer Whenever issues arise the team members ask Sanjit what they should do. He has a dominant personality finds it easy to make decisions and he is not too often wrong. The other team members find. It easier to let him decide than argue even if they have other and sometimes better ideas. They avoid discussions as a team

The company now wants to adopt Scrum Elsa is trained and will become the new Scrum Master She will have to make sure the team becomes self-managing

What is the test way for Elsa to create a self-managing team?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress

The Developers want a way to keep track of who is doing what and which tasks still need to be done. Which information radiator is most suitable here?

Marty is coaching the Development Team on being completely done with the user stories in a Sprint. What should Marty tell the Development Team regarding the completeness of a Product Backlog?

A representative of the customer has asked the Development Team to add a very important item to an ongoing Sprint. What should they do?

Mark is the Product Owner and he asks you, the Scrum Master what burndown charts actually track. What's the best response for Mark?

Scrum is

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

Eisa is a Project Manager of a team that is currently not yet self-managing. Elsa selects tasks that play to the strengths of her team members. The team is fun and highly productive.

Sanjit is a Developer Whenever issues arise the team members ask Sanjit what they should do. He has a dominant personality finds it easy to make decisions and he is not too often wrong. The other team members find. It easier to let him decide than argue even if they have other and sometimes better ideas. They avoid discussions as a team

The company now wants to adopt Scrum Elsa is trained and will become the new Scrum Master She will have to make sure the team becomes self-managing

What is the test way for Elsa to create a self-managing team?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress

The Developers want a way to keep track of who is doing what and which tasks still need to be done. Which information radiator is most suitable here?

Marty is coaching the Development Team on being completely done with the user stories in a Sprint. What should Marty tell the Development Team regarding the completeness of a Product Backlog?

A representative of the customer has asked the Development Team to add a very important item to an ongoing Sprint. What should they do?

Mark is the Product Owner and he asks you, the Scrum Master what burndown charts actually track. What's the best response for Mark?

Scrum is

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

Eisa is a Project Manager of a team that is currently not yet self-managing. Elsa selects tasks that play to the strengths of her team members. The team is fun and highly productive.

Sanjit is a Developer Whenever issues arise the team members ask Sanjit what they should do. He has a dominant personality finds it easy to make decisions and he is not too often wrong. The other team members find. It easier to let him decide than argue even if they have other and sometimes better ideas. They avoid discussions as a team

The company now wants to adopt Scrum Elsa is trained and will become the new Scrum Master She will have to make sure the team becomes self-managing

What is the test way for Elsa to create a self-managing team?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress

The Developers want a way to keep track of who is doing what and which tasks still need to be done. Which information radiator is most suitable here?

Marty is coaching the Development Team on being completely done with the user stories in a Sprint. What should Marty tell the Development Team regarding the completeness of a Product Backlog?

A representative of the customer has asked the Development Team to add a very important item to an ongoing Sprint. What should they do?

Mark is the Product Owner and he asks you, the Scrum Master what burndown charts actually track. What's the best response for Mark?

Scrum is

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.

What should the Scrum Master teach the Scrum teams and the managers about Scrum?

A team struggles to keep the sprint planning meeting within the timebox. They spend a lot of time on planning the work to finish their sprint within the expected timeframe

Who should ensure the meeting stays within the timebox?

The Microsystems company wants to be highly responsive to bug reports or feature requests from their customers At the same time, they want predictability in terms of features to release

How does Scrum help to achieve this predictability?

A team has problems keeping track of the work they do The Product Owner has no idea what work the team is currently doing The Scrum Master thinks the team needs more transparency to see who is working on what The customer would like an estimation of the team's velocity In addition the team wants to improve the flow of the work and identify constraints

Which tool will help the team most?

An organization wants to transition to Scrum They want to make sure this transition goes well What factor helps most to ensure a smooth transition?

What is the recommended size of a Development Team?

Which of the following items is not time-boxed?

Eisa is a Project Manager of a team that is currently not yet self-managing. Elsa selects tasks that play to the strengths of her team members. The team is fun and highly productive.

Sanjit is a Developer Whenever issues arise the team members ask Sanjit what they should do. He has a dominant personality finds it easy to make decisions and he is not too often wrong. The other team members find. It easier to let him decide than argue even if they have other and sometimes better ideas. They avoid discussions as a team

The company now wants to adopt Scrum Elsa is trained and will become the new Scrum Master She will have to make sure the team becomes self-managing

What is the test way for Elsa to create a self-managing team?

A team is new to Scrum and is enthusiastic to try it. The company is very open and there is enough trust between management and coworkers.

The Developers on the team used to work in two separate teams with different specialties Previously they were working as competitive teams racing to become team of the month Because they feel they should have all competences represented in the team to be self-sufficient, they will form a team together.

For Scrum to be successful the team must do the following things (in alphabetical order)

- change their assumptions about how to work and how others may be able to help

- make the culture into a true Agile culture because it is only halfway there now

- switch me focus from traditional development methods to delivering value for the customer in cooperation with the customer

- implement and start using a new set of Agile measures to track progress