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When many Development Teams are working on a single product, the definition of “Done” must be shared by all Development Teams and make their combined work potentially releasable, as stated in [4]: “When multiple teams wo rk together on one product they must mutually define and comply with the same Definition of Done. This makes sure all Increments adhere to a consistent quality level.”

In Scrum, the term " done " refers to the state where the Increment meets the Definition of Done (DoD), which is a shared understanding within the Scrum Team of what it means for work to be complete. The best two answers are:

C. No work is left to meet the Definition of Done: This statement aligns with the Scrum Guide, which states that the Increment must be in a usable condition and meet the DoD by the end of the Sprint. The DoD ensures that the work is fully completed, tested, and integrated, leaving no outstanding tasks.

D. Ready to be released to end users: This reflects the goal of Scrum that the Increment should be in a potentially releasable state at the end of each Sprint, meaning it is of sufficient quality and functionality to be delivered to users if the Product Owner chooses to do so.

The other options are incorrect because:

A. Ready for integration: While integration is part of the process, " done " implies more than just being ready for integration; it includes being fully completed and meeting the DoD.

B. All work the Developers are willing to do: This is subjective and does not align with the objective standard of the DoD, which is agreed upon by the entire Scrum Team.

E. Whatever the Product Owner defines as quality: The DoD is a team responsibility, not solely defined by the Product Owner, ensuring a collective standard rather than an individual judgment.

The correct answer is B, because a product Increment does not have to be released to production at the end of each Sprint. The Scrum Guide states that “at the end of a Sprint, the new Increment must be ‘Done,’ which means it must be in useable condition and meet the Scrum Team’s definition of ‘Done’. An increment is a body of inspectable, done work that supports empiricism at the end of the Sprint. The increment is a step toward a vision or goal.” Therefore, a product Increment must be potentially releasable, but the decision to release it is up to the Product Owner.

According to the Scrum Guide, the Product Owner must participate in the Daily Scrum when he or she is actively working on items on the Sprint Backlog; however, they participate as a Developer, not as an authority figure. This means that the Product Owner can share progress, plans, and impediments with the other Developers and collaborate with them on delivering value. The other options are not valid reasons for the Product Owner to participate in the Daily Scrum, as they are either irrelevant (such as representing stakeholders or discussing impediments) or inappropriate (such as being asked by the Scrum Master).

According to the Scrum Guide, an Increment does not have to be released to customers or users at the end of each Sprint. However, it must be in a usable condition and meet the Definition of Done. The decision to release an Increment is made by the Product Owner, based on the value and feedback obtained from stakeholders. The other option is not valid, as it implies that releasing an Increment is mandatory at the end of each Sprint.

According to the Scrum Guide 1 , an Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, an Increment must be usable. Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value. Therefore, the best description of an increment of working software is additional features in a usable state that complement those delivered in previous iterations.

The correct answer is C, because the Scrum Guide states that “the Scrum Master ensures that the Development Team has the meeting, but the Development Team is responsible for conducting the Daily Scrum. The Scrum Master teaches the Development Team to keep the Daily Scrum within the 15-minute time-box.” Therefore, the main reason for the Scrum Master to be at the Daily Scrum is to ensure that it happens, but he or she does not have to be there.

A Sprint may be cancelled only if the Sprint Goal becomes obsolete. This makes Option A the correct answer. The Scrum Guide is very clear that only the Product Owner has the authority to cancel a Sprint, although that decision may be influenced by stakeholders, the Developers, or the Scrum Master. The reason for cancellation is not general disruption, poor forecasting, or the appearance of new work. It is specifically tied to the Sprint Goal no longer having value or relevance.

Option B is incorrect because a new business opportunity does not automatically justify cancelling a Sprint. Scrum is designed to handle change without disrupting the Sprint unless the Sprint Goal itself is no longer valid. Option C is incorrect because feasibility concerns should be addressed through collaboration and adaptation, but they do not by themselves define the cancellation rule. Option D is incorrect because not finishing all selected work is not a reason to cancel a Sprint. Scrum accepts uncertainty, and the team inspects and adapts. The Sprint Goal remains the key commitment, and as long as it is still relevant, the Sprint should continue.

The two intended outcomes of the Daily Scrum are A and D.

A. Identification of impediments that may prevent the Developers from achieving the Sprint Goal.

The Daily Scrum is an opportunity for the Developers to inspect their progress toward the Sprint Goal and to identify any impediments or challenges that may hinder them from completing the work in the Sprint Backlog 1 . The Scrum Master can help the Developers remove these impediments or find ways to overcome them 2 .

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

The Daily Scrum is also an opportunity for the Developers to adapt their plan for the next 24 hours based on their current situation and the Sprint Goal 1 . The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work 1 . This creates focus and improves self-management.

B, C, and E are not intended outcomes of the Daily Scrum.

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

The Daily Scrum is not a status meeting or a report for the Scrum Master or anyone else 2 . The Developers are responsible for conducting and facilitating the Daily Scrum, not the Scrum Master 1 . The Scrum Master’s role is to ensure that the event happens, that it is positive and productive, and that it stays within the 15-minute timebox 2 .

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

The Daily Scrum is an internal meeting for the Scrum Team, not for external stakeholders 1 . The Scrum board is a tool that can help the Developers visualize their work, but it is not an outcome of the Daily Scrum. The outcome of the Daily Scrum should be an updated Sprint Backlog and an updated Sprint plan to achieve the Sprint Goal 3 .

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

The Daily Scrum is not a status report for anyone, especially not for upper management 2 . The purpose of the Daily Scrum is to inspect and adapt the work of the Developers, not to report on individual activities or performance 1 . The focus of the Daily Scrum should be on the collective work and progress of the Developers as a self-organizing team 2 .