PSM Mock - RightMatter

Welcome to your Professional Scrum Master Preparation

How is technical debt related to velocity

Development team may ignore technical debt and momentarily increase velocity.

Velocity may drop as teams incur lot of technical debt.

There is no relation.

You are the Scrum Master for a team where they follow Test Driven Development. However, you have observed that most of the times it is not TDD and often team members right unit tests after the code is written to ensure the coverage percentage is met. How do you about addressing this problem?

You will go to Project Manager and tell him that the team is not following the standards.

You will share your concern and highlight how it might impact quality and transparency.

You will wait for someone else to point out this problem in the team, after all they are self-organising.

Development practices are teams choices. Scrum Master doesn't has a say, so you do nothing.

How do you the Development Team and Product Owner are collaborating enough?

If there are no surprises at Sprint Review you know they are collaborating enough.

You will setup an event at regular cadence to make sure the Product Owner and Development team connect regularly.

It is none of your concern as Scrum Master, let Development Team and Product Owner decide.

You are the Scrum Master of 3 teams working on same product backlog. Many team members come to you explaining that for the next sprints they will require full time support of David the Security Expert. What are possible solutions in this scenario.

Hire and people with skills like David on all teams.

People from development teams with interest in Davids skills can volunteer to take the work on their teams.

Verify if techniques or frameworks for scaling scum would be appropriate to handle the dependencies

Create a Security sprint where David can integrate the work from all teams and validate.

The development team can go ahead and re-order the product backlog as they see fit.

The members of a development team are distributed globally and because of timezone differences, the team therefore propose doing the daily scrum only on twice a week, which are possible ways to move ahead as a Scrum Master?

Coach the team to know why having "Daily Scrum" daily is important for inspection and adaption of team towards sprit goals.

Ask team members to vote on which two days work for all. You facilitate the discussion as Scrum Master

Do not interfere it is the self-organising teams discussion.

In the Sprint Review the stakeholders have raised a concern over the quality of deliverables. As a Scrum Master how do you approach the problem?

You swiftly pull out the Sonar Qube report and justify that the quality is verified perfectly. It might be the production environment where the issue is and since the team doesn't have access to it, we can't do much.

You make a note of the feedback and take it as a point to discuss during the retrospective.

Quality is concern of the Development Team, you do not have to anything.

You are a Scrum Master of a team where John is the senior experienced member. John often gets into discussions about architecture and design with other team members, especially when he pairs up with someone for development. All team members share this concern with you. How do you approach the situation

You ask every team member raising this concern to talk with John directly. You tell them that you would be able to facilitate the discussion but you will not initiate it.

You wait and watch if someone brings up this concern in the retrospective. If it does not come up , you check if others are comfortable discussing the issue.

You arrange a team bonding event so that John and team can solve issues.

You take John aside and tell him about the concerns of the team. You tell him to be a good team player and follow the decisions of the team.

You involve the people manager to have a discussion with John to mend his ways.

As a Scrum Master you are helping an organisation to adopt Scrum. They were used to work as component teams. One of the suggestion that you give them is to create cross-functional, self-organising feature teams. What should the organisation consider when moving from component teams to feature teams.

The productivity in terms of lines of code or story points will go down.

You cannot do Scrum unless you have feature teams, so stop adopting Scrum until feature teams are created.

Having feature teams helps you to compare team productivity which you can incentivise. This can lead to faster adoption of Scrum.

New teams will take some time become fully productive.

When two or more teams work on the same Product, you should use velocity to compare teams abilities to deliver value. Velocity is anyways an important metric for Scrum teams.

True

False

Planning for a Sprint and making the forecast could be easy if the Product Backlog Items are well understood by everyone on the team. What would you suggest to ensure this state at Sprint Planning?

The Development Team practices continuous activity of Product Backlog Refinement where they spend some time each sprint to analyse, estimate and design the top ordered PBIs.

A team a BAs along with PO will ensure that requirements are well detailed.

The PO works with stakeholders and customers to create a detailed list of requirements.

What is the purpose of Definition of Done?

Helps the team during Sprint planning for forecasting.

It creates transparency

It acts as a technical documentation guideline for the increment.

Helps the development team to validate the percentage completeness of their product backlog items.