PSPO I

Who determines when it is appropriate to update the Sprint Backlog during a Sprint?

Who has the final say on the order of the Product Backlog?

Who is accountable for measuring the most valuable product possible?

Who is required to attend the Daily Scrum?

Who is responsible for clearly expressing Product Backlog Items?

Who is responsible for engaging the stakeholders?

Who is responsible for managing the progress of work during a Sprint?

Who is responsible for registering the work estimates during a Sprint?

Who is responsible for releasing the most valuable product possible?

Who is responsible for tracking the remaining work in the Sprint?

Who must attend the Daily Scrum?

Who must do all the work to make sure Product Backlog Items conform to the Definition of "Done"?

Who owns the Sprint Backlog?

Who should know the most about the progress toward a business objective or a release, and be able to explain the alternatives most clearly?

Who should make sure everyone on the Development Team does his or her tasks for the Sprint?

Who starts the Daily Scrum?

Why does a Development Team need a Sprint Goal?

Why is it important that there is only one Product Owner per product?

Why is the Daily Scrum held at the same time and same place?

Why should the Product Owner be present at the Daily Scrum?

Why would you expect a Product Owner to care about the Development Team adhering to its definition of "Done"?

You are a product manager with a proven track record in your company. Your management has asked you to take the lead in the development of a new product. Six teams new to scrum will build this product. You have gathered a number of requirements and ideas into an early for of a product backlog. How would you minimize dependencies between the scrum teams?

You are the Scrum Master on a newly formed Scrum Team. Which three of the following activities would probably help the team in starting up?

You have just been hired by a company new to Scrum. Your management has assigned you to be the Scrum Master of six new Scrum Teams. These teams will build one product. Select two conditions you should strive for in this scenario.

You have six teams using a traditional method to deliver a product. Your management has asked you to start using Scrum. In the initial project there were separate plans and teams for the layers of a software system, i. e. one for the front-end, one for the middle tier, one for the back-end, and one for the interfaces and services. This resembles what is known as component teams. But you have read that it's a good idea to have teams organized by feature. What are the advantages of keeping component teams while starting Scrum?