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TheScrum Guidestates: "The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness" by inspecting the last Sprint’s people, processes, and tools.

D:The next Sprint’s Sprint Backlog is planned in Sprint Planning, not the Retrospective,making it inappropriate.

TheScrum Guidestates: "The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team" and for "developing and explicitly communicating the Product Goal." This makes them the primary person responsible for tracking progress toward business objectives or releases, as they align the Product Backlog with stakeholder needs and strategic goals. Option B (Developers) focuses on Sprint-level execution, not overarching objectives. Option C (Scrum Master) ensures process adherence, not business progress. Option D (Project Manager) isn’t a Scrum role. Thus, A is correct.

The Sprint Retrospective involves the entire Scrum Team—Product Owner, Scrum Master, and Developers—to inspect and improve. TheScrum Guidestates: "The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done." The Product Owner’s presence is mandatory because they are part of the team, contributing to discussions on collaboration and process (e.g., backlog refinement).

A:Optional attendance contradicts the team-wide focus.

C:Exclusion is incorrect; it’s not just for Developers.

The Definition of "Done" ensures quality and clarity. TheScrum Guidestates: "The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product."

A:It ensures the Increment is usable/releasable: "In order to provide value, the Increment must be usable."

B:It provides transparency by setting a shared standard: "The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed."

C:The Sprint Goal is separate, defined in Sprint Planning.

The Daily Scrum is designed for synchronization and impediment reporting. TheScrum Guidestates: "The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work." Developers raise impediments, which the Scrum Master then addresses.

A:Sprint Planning sets the Sprint’s work, not daily sync.

B:Correct—daily synchronization and impediment reporting.

C:Retrospective focuses on improvement, not daily progress.

The Product Owner’s primary accountability is maximizing the value of the product, per theScrum Guide. Metrics should reflect outcomes, not just internal process efficiency:

A (Time to market):Faster delivery of Increments to the market validates value through real-world feedback, a key Scrum principle.

B (Customer satisfaction):This directly measures whether the product meets user needs, aligning with value delivery.

C (Velocity):While useful for Developers to gauge capacity, it’s an internal metric, not adirect indicator of value.

D (Productivity):This focuses on effort, not outcome, and isn’t tied to value in Scrum.

The Developers own the Sprint Backlog and update it as work progresses. TheScrum Guidestates: "The Sprint Backlog is a plan by and for the Developers... As new work is required, the Developers add it to the Sprint Backlog. As work is performed or completed, the estimated remaining work is updated."

A:The Scrum Master facilitates, not updates.

B:Correct—the Developers manage it.

The Definition of "Done" is a shared standard, often set by the organization, but defaults to the Scrum Team if no broader standard exists. TheScrum Guidestates: "If the Definition of Done for an increment is part of the conventions, standards, or guidelines of the development organization, all Scrum Teams must follow it as a minimum. If it is not an organizational standard, the Scrum Team must create a Definition of Done appropriate for the product."

A:Correct—organizational standards take precedence, otherwise the Scrum Team defines it.

B:Collaboration occurs, but it’s not just a "common denominator."

The Product Owner’s role during a Sprint centers on maximizing value through Product Backlog management and stakeholder engagement, as outlined in theScrum Guide.

C:Refinement is a key activity: "The Product Owner may do the above work [Product Backlog management], or may delegate the responsibility to others. Regardless, the Product Owner remains accountable." Collaborating with Developers ensures items are clear and "Ready."

E:Stakeholder collaboration is critical: "The Product Owner is also accountable for effective Product Backlog management, which includes... representing the needs of many stakeholders in the Product Backlog."

A:Attending every Daily Scrum isn’t typical; it’s the Developers’ event, and the Product Owner attends only if needed.

B:The Developers manage their work plan (Sprint Backlog); the Product Owner doesn’t update it.

TheScrum Guidedefines an Increment as "a concrete stepping stone toward the Product Goal" that is usable and meets the Definition of "Done": "Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together." Option E captures this—new, usable features that build on previous work. Option A (test suite) is a tool, not an Increment. Option B (UML diagrams) is documentation, not working software. Option C (task decomposition) is planning, not a product. Option D (UI design) isn’t necessarily usable software. Thus, E best describes an Increment.