PSM III preparation - Mastering Agility

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Question 1:

If Microsoft were to obtaine access to the fully transparent Product Backlog of another Apple's Vision Pro Product Backlog, could the Microsoft understand Apple's Product Backlog and use it to their advantage? Please respond with Yes or No and explain your stance.

Question 2:

Explain how useful or valuable it is for a Scrum team to rely on velocity for predicting future velocity? Provide one example of what might cause velocity to be unreliable and explain the reason your example might cause past velocity for predicting future velocity.

Question 3:

What does „Done“ refer to in the context of Scrum? Provide an example or task developers should do to PBIs so that they are done and transparent to the PO.

Question 4:

A Developer argues the Scrum Team is self-managing, and decided it no longer needs the Daily Scrum; they collaborate throughout the day and they feel it has become a needless event. As the Scrum Master for this team, how would you respond?

Question 5:

The Product Owner asks the Developers to pick up a very urgent item late in Sprint that was not forecasted, nor is it related to the Sprint Goal. The Developers believe they can pick this up, as it is close to meeting the Sprint Goal, but this would involve not meeting their process improvement goal agreed upon during the last Sprint Retrospective. The Product Owner argues that, as it’s the highest priority to satisfy the customer, the needs of the customer have a higher priority than the process improvement goal for the team. They look to as their Scrum Master for guidance. What would you reply?

Question 6:

Your PO approaches you and shares he is struggling with managing the Product Backlog. He is awaiting input from stakeholders and feels he cannot get crucial PBIs to a ready state in the meantime. What would you advise?

Question 7:

Suggest how a Scrum Team could be formed that is in line with the principles and values of Scrum?

Question 8:

What is the relation between the three pillars of empiricism? Which of these do you think is most important, and why?

Question 9:

"Technical debt is the sole concern of the developers". As a Scrum Master, do you agree with this statement? Why or why not?

Question 10:

One Monday morning the developers are in chaos. Over the weekend Riley (the company's Executive Product Officer) made some significant changes to the work already done by the Developers. Some Developers are not able to retrieve the work they created last week. Riley says the changes were required to make the product compliant with the company's legal guidelines. The anger and tension in the team room is huge. The developers appear confused about how to proceed. What might be done for the team to move forward again?

Question 11:

The Product Owner on your Scrum team expresses she finds it difficult to assess whether the Product is progressing in such a way that it's valuable to end-users. What is your advice?

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Question 12:

Your organization will soon start work on a new product. 30 people will be organized in Scrum teams. What approaches could the organization use to create these teams, what advantages and drawbacks do these approaches have?

Question 13:

A company building a complex product has hired a single person to take on the accountabilities of both Product Owner and Scrum Master. What could be the consequences, and why?

Question 14:

The developers in your team are discussing that due to the absence of a developer it no longer has all the skills required to deliver a working “Done” increment according to the Definition of Done. It wants to adjust the definition of Done. As a Scrum Master, how would you reply?

Question 15:

A fellow Scrum Master asks for your input. His team members see no value in defining a Sprint goal and he has trouble explaining its use to them. What would you tell this Scrum Master?

Question 16:

A Scrum Team plans to implement a process improvement that is not in line with organizational policies and standards. They argue that they are self-managing and should be able to break with the existing ways of working. As a Scrum Master, how should you respond?

Question 17:

A start-up is a one-person Scrum Team. The individual takes on the accountabilities of Scrum Master, Product Owner, and Developer. You are a Scrum Master who is a friend of this person. He ask for your guidance on how they are operating. What guidance would you offer to your friend? Provide two advantages and two disadvantages of applying Scrum in this situation.

Question 18:

A team member is routinely displaying disrespectful and unethical behaviour. He intimidates other team members and does not follow working agreements made within the team and get's very angry when confronted. His team members appear afraid to hold him accountable. Is a Scrum Master the right person to address this issue?

Question 19:

Bob is the organization’s chief architect and has recently joined an existing Scrum Team. The Scrum Team members are unable to get along with Bob and conclude that he is not a good fit for the team. If removing Bob from the Scrum team becomes necessary, who is responsible for removing him?

Question 20:

Can Scrum work in an organization where products are built with time, scope and budget being determined beforehand?

Question 21:

Could a competitor understand a correctly transparent Product Backlog and use it to their advantage? Why or why not?

Question 22:

Decisions to optimize value and control risks are made based on the perceived state of the artefacts. What events and practices can improve transparency over artefacts? Explain why.

Question 23:

Discuss the correlation between “Technical Debt” and Not “Done” work? Is one better than the other? What can be done to ensure the transparency of “Technical Debt” and Not “Done” work?

Question 24:

Describe the difference between feature and component teams, and how they hold up when viewed from the perspective of the Scrum Guide.

Question 25:

During a Sprint Review whilst the Scrum Team is answering questions about the Increment, there is a discussion related to working on a specific Product Backlog Item that is not considered Done by some of the Scrum Team. Some argue it is done others argue it is not Done. What should teams do to resolve the disagreement?

Question 26:

During a Sprint, the Developers realize that a Product Backlog Item they selected is much more complex than expected and will take much longer to complete. With approval from the Product Owner, they swap it for another item from the Product Backlog. As a Scrum Master, what should you advise?

Question 27:

During the Sprint Retrospective one of the developers is upset because he doesn't feel the other other senior developers will listen to his opinion. They mostly dismiss anything he says. What Scrum Values are touched upon here?

Question 28:

Empiricism requires transparency for an effective inspection to occur. What artifact is inspected during the Daily Scrum? What makes the artifact transparent?

Question 29:

Every Sprint has a Sprint Review. What is the purpose and result of this event?

Question 30:

Explain how you can enhance transparency as a Scrum Master.

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General answering tips:

Structure:
– Start with what the Scrum Guide says around the question
– Followed by how the situation affects empiricism, the purpose of Scrum, and the Scrum Values
– If you have time left and it’s relevant to build a stronger answer, you can share a practice scenario you have been in.

Make sure to answer all the questions that are being asked. If there are multiple question marks, make sure to use bullet points or paragraphs.

Keep your answers as short and concise as possible. Less is more.

Study material:

The Scrum Guide
The Evidence-Based Management Guide
The Mastering Agility podcast

Recommended books:

Mastering Professional Scrum
Fixing your Scrum
Scrum: A Pocket Guide
The Professional Product Owner
A Zombie Scrum Survival Guide