Lernkartei PSPO I (Seite 2 von 7)

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Kategorie	Informatik
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Erstellt / Aktualisiert	28.12.2020 / 12.03.2025
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Every Scrum Team must have a Product Owner and Scrum Master.

False. A Scrum Master is only required when asked for by the Development Team.

True. Each must be 100% dedicated to the Scrum Team.

True. Outcomes are affected by their participation and availability.

False. A Product Owner can be replaced by a business analyst in the Development Team.

Five new Scrum Teams have been created to build one product. A few of the developers on one of the Development Teams ask the Scrum Master how to coordinate their work with the order teams. What should the Scrum Master do?

Teach the Product Owner to work with the lead developers on ordering Product Backlog in a way to avoid too much technical and development overlap during a Sprint.

Teach them that it is their responsibility to work with the other teams to create an integrated increment.

Collect the Sprint tasks from the teams at the end of their Sprint Planning and merge that into a consolidated plan for the entire Sprint.

Visit the five teams each day to inspect that their Sprint Backlogs are aligned.

For the purpose of transparency, when does Scrum say a new increment of working software must be available?

After the acceptance testing phase.

Every 3 Sprints.

At the end of every Sprint.

Before the release Sprint.

When the Product Owner asks to create one.

For which is the Scrum Master responsible?

Managing the performance of the Scrum Team.

Keeping track of resource allocation.

The Scrum framework being adopted and used properly.

The meetings and the objectives that a Scrum Team sets for itself.

How can a Product Owner use time-boxed Sprints to obtain feedback from users and the market?

Through the assurance that a Development Team finishes all work on the Sprint Backlog.

Through frequent delivery of Increments of the product into the market.

By making sure a Sprint does not stop until all testing is done, and the work is verified by the Product Owner.

At the end of each Sprint, a detailed report with all test cases and test results is available.

A business analyst represents the Product Owner to make decisions on his behalf during the Sprint. This way the Product Owner can accept the work at the Sprint Review without further involvement.

How does an organization know that a product built through Scrum is successful?

By measuring that velocity has increased since the last release.

By releasing often, and updating key performance indicators (KPIs) on value after every release and feeding this information back into work on the Product Backlog.

By measuring the actual time spent on development versus the time estimated for development.

By the Product Owner and stakeholders accepting the Increment at the Sprint Review.

How important is it for a Product Owner to order Product Backlog items by value points?

Using value points is the ultimate way for a Product Owner to predict the value that the product will provide.

It is a good practice, keeping in mind that market reception is the best measure of value.

Calculating value points is an upfront approach that conflicts with the empiricism of Scrum, and is therefore not acceptable.

Indications of value on Product Backlog are useful but are only a prediction until validated against users and market.

How is management external to the Scrum Team involved in the Daily Scrum?

The Scrum Master speaks on their behalf.

The Product Owner represents their opinions.

The Development Team self-manages and is the only management required at the Daily Scrum.

Management gives an update at the start of each Daily Scrum.

How many hours per day should a person on a Scrum Team work?

An "ideal day" measuring only when he or she is productive.

14 hours.

However many hours are needed to get the work done.

At a sustainable pace, usually 7-8 hours per day.

How much of the Sprint Backlog must be defined during the Sprint Planning meeting?

Just enough to understand design and architectural implications.

The entire Sprint Backlog must be identified and estimated by the end of the Sprint Planning meting.

Just enough tasks for the Scrum Master to be confident in the Development Team's understanding of the Sprint.

Enough so the Development Team can create its best forecast of what it can do and to start the first several days of the Sprint.

How much time is required after a Sprint to prepare for the next Sprint?

None. A new Sprint starts immediately following the end of the previous Sprint.

The break between Sprints is time-boxed to 1 week for 30 day Sprints, and usually less for shorter Sprints.

Enough time for the requirements for the next Sprint to be nailed down.

Enough time for the Development Team to finish the testing from the last Sprint.

All of the above are allowed depending on the situation.

How much time must a product owner spend with the Development Team?

100%.

40% or more if the stakeholders agree.

However much time development team asks the product owner to be present.

Enough for the Product Owner to remain up to date on the evolution of the Increment.

How much work must a Development Team do to a Product Backlog item it selects for a Sprint?

Analysis, design, programming, testing, and documentation.

As much as it has told the Product Owner will be done for every Product Backlog item it selects in conformance with the definition of "Done".

As much as it can fit into the Sprint.

The best it can do given that it is usually impossible for QA to finish all of the testing that is needed to prove shippability.

How often should customer satisfaction be measured?

Annually

Quarterly

Daily

Frequently

How often should Development Team membership change?

As needed, while taking into account a short term reduction in productivity.

Never, because it reduces productivity.

As needed, with no special allowance for changes in productivity.

Every Sprint to promote shared learning.

How should a Development Team deal with non-functional requirements?

Ensure every Increment meets them.

Make sure the release department understands these requirements, but it is not the Development Team's responsibility.

Handle them during the Integration Sprint preceding the Release Sprint.

Assign them to the lead developers on the team.

How should Product Backlog items be chosen when multiple Scrum Teams work from the same Product Backlog?

The Scrum Team with the highest velocity pulls Product Backlog items first.

The Development Teams pull in work in agreement with the Product Owner.

The Product Owner should provide each team with its own Product Backlog.

Each Scrum Team takes an equal numbers of items.

The Product Owner decides.

How small should a 'ready' Product Backlog item be?

Small enough to build in 1 Sprint

No longer than one day

Small enough for a single team member to complete in a Sprint

No bigger than 8 story points

It should fit on a small index card

If burn-down charts are used to visualize progress, what do they track?

Accumulated cost

Individual worker productivity

Work remaining across time

Accumulated business value delivered to the customer

If burn-down charts are used to visualize progress, what does a trend line through a release burn-down chart indicate?

When all work will be completed so the Scrum Team can be released for other work.

When the work remaining will likely be completed if nothing changes on the Product Backlog or the Development Team.

When the project will be over if the Product Owner removes work that is equal in effort to any new work that is added.

The evolution of the cost spent on the project.

If quality assurance work does not occur as part of the development work within a Sprint, which benefits are lost?

The increment is probably not releasable

Future Sprints will probably be interrupted with bugs that are being found

The indication of progress on the Product Backlog is not transparent

The project manager cannot effectively update the plan

If two Scrum Teams are added to the development of a product that previously had only one Scrum Team, what will be the immediate impact on the productivity of the original Scrum Team?

Its productivity is likely to decrease.

Its productivity is likely to increase.

Its productivity is likely to stay the same.

In accordance with Scrum theory, how should a group of 100 people be divided into multiple Development Teams?

Understanding the product, the product vision and the rules of the Scrum framework, the group divides itself into teams.

It doesn't really matter because you can rotate the teams every Sprint to spread knowledge.

Check with the allocation department to see who has worked together before and make these the first teams.

Create a matrix of skills, seniority, and level of experience to assign people to teams.

In order to achieve the benefits of Scrum, it is important to enact the value of commitment. What two actions demonstrate the commitment of Scrum Team members?

Always deliver the items in the Sprint forecast.

Help the other Scrum Team members.

Do your best.

Send out a daily status report.

Work late.

In order to make investment decisions, the Product Owner is likely to look at the Total Cost of Ownership (TCO) of the product being built. What costs will a Product Owner take into account?

The money spent on development of the product, often a fixed cost per Sprint multiplied by the Sprints required

All investments required to conceive, develop, operate and maintain the product

The accumulated cost over the earned value of the product

In order to maximize the value of the product, a Product Owner needs awareness of the following:

Competitive research

Customer feedback

Product vision

Forecasting and feasibility

All of the above

In the middle of the Sprint, the customer decides that there are 2 new features she wants. The Product Owner should...

Help manage and increase the velocity of the Development Team's work so they may add the requirements to the end of the Sprint.

Ask the Scrum Master to help integrate the requirements with the Development Team.

Introduce these features at the next Sprint Planning meeting.

Introduce these features at the next Daily Scrum.

In the Sprint Planning meeting, the Product Owner and the Development Team were unable to reach a clear understanding about the highest order Product-Backlog items. Because of this, the Development Team couldn't figure out how many Product Backlog items it could forecast for the upcoming Sprint. They were able to agree on a Sprint Goal, however. Which of the following two actions should the Scrum Master support?

Cancel the Sprint. Send the entire team to an advanced Scrum training and then start a new Sprint.

Forecast the most likely Product Backlog items to meet the goal and create a Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint.

Continue the Sprint Planning meeting past its time-box until an adequate number of Product Backlog items are well enough understood for the Development Team to make a complete forecast. Then start the Sprint.

Discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.

Ask everyone to take as much time as needed to analyze the Product Backlog first, and then reconvene another Sprint Planning meeting.

It is mandatory for the Product Owner to monitor and share progress of Product Backlog through...

A Product or Release burn-down chart

A Value burn-up chart

A Gantt chart

Any projective practice based on trends of work completed and upcoming work

A Sprint Review acceptance report

It is mandatory that the product increment be released to production at the end of each Sprint.

True

False

Items on the Product Backlog tend to be...

Smaller than the items in the Sprint Backlog

The same size as the items in the Sprint Backlog

Larger than the items in the Sprint Backlog

It depends

Learning turns into 'validated learning' when assumptions and goals can be assessed through results. What is a key way for a Product Owner to apply validated learning?

Release an Increment to the market to learn about the business assumptions built into the product.

Accept an Increment at the Sprint review to learn about the forecast of functionality that was developed.

Set the Sprint Goal before selecting Product Backlog items at Sprint Planning to learn about a Development Team's productivity.

Multiple Scrum Teams working on the same product or system all select work from the same Product Backlog.

True

False

Must the Product Owner be present at the Sprint Retrospective?

It is optional. Attendance is only required when the Product Owner gets invited by the Scrum Master.

It is mandatory. The Sprint Retrospective is an opportunity for the Scrum Team to assess its performance and improve itself.

It is not allowed. The Sprint Retrospective is an opportunity for the Development Team to inspect itself.

One of the Scrum events is the Daily Scrum. What are two intended outcomes of the Daily Scrum?

A shared understanding of the most important work to be undertaken next to achieve the best possible progress toward the Sprint goal.

An updated Scrum board to make Sprint progress transparent for the stakeholders.

An update of completed tasks and of the remaining work so the Scrum Master can plan the next day.

A status report for the upper management indicating what each individual has done, will be doing, and what is impeding him/her.

New impediments for the Scrum Master to take care of.

Product Owners must specify complete acceptance criteria for product Backlog item before the team can select the item in Sprint Planning.

True

False

Scrum has a role called "Project Manager".

True

False

Scrum is a methodology that tells in detail how to build software incrementally.

True

False

Scrum is based on empirical process control theory. All of its artifacts must be transparent to ensure sufficient accuracy of inspection. Select two ways to maintain the product backlog to maximize its transparency?

The Product backlog always has the most actual insights.

Product backlog items should hold no more than 8 points of work, which is the average in the range of acceptable sizes of 1,2,3,5,8, and 13.

Product backlog is only updated at a release planning meeting with the stakeholders and the release train engineers present.

Product backlog is only updated at the Sprint Review, when both the Scrum team and the stakeholders are available .

Product backlog items are sized appropriately, i.e. not bigger than a sprint and with preference for several doable items in a sprint.

Scrum is based on empirical process control theory. All of its artifacts must be transparent to ensure sufficient accuracy of inspection. Which two measures ensur that the product backlog is transparent?

The product Backlog is ordered.

The product Backlog only has work for the next 2 sprints.

The product Backlog is managed using a web-based tool.

The product Backlog is available to all stakeholders.

PSPO I

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