Pass the Scrum Professional Scrum Master PSM-I Questions and answers with CertsForce

The Product Backlog is ordered by the Product Owner with the most valuable items placed at the top, as stated in [6]: “The Product Owner is responsible for ordering items on their product backlog based on their value to customers and users. Value can be measured by various factors, such as business value, customer satisfaction, risk reduction, learning opportunities, etc. The most valuable items are placed at the top of the product backlog so that they can be delivered sooner by the development team.”

The correct answer is D. 10 or fewer. According to the Scrum Guide 20201, “The Scrum Team is small enough to remain nimble and large enough to complete significant work within a Sprint, typically 10 or fewer people.” The other options are outdated or incorrect. Option A was based on the previous version of the Scrum Guide, which suggested a range of 3 to 9 developers2. Option B is too vague and does not account for the upper limit of team size. Option C is too specific and does not allow for flexibility.

The Developers determine how many Product Backlog items they select for a Sprint, as stated in the Scrum Guide: “The Developers select items from the Product Backlog to include in the current Sprint. The Scrum Team may refine these items during this process, which increases understanding and confidence.”

he correct answer is A, because doing all work needed to meet the definition of “Done” enhances the transparency of an increment. The Scrum Guide states that “when a Product Backlog item or an Increment is described as ‘Done’, everyone must understand what ‘Done’ means.” Therefore, by meeting the definition of “Done”, an increment becomes transparent to all stakeholders and ready for release.

The correct answer is C, because if burndown charts are used to visualize progress, they track work remaining across time. A burndown chart is a graphical representation of the amount of work left to do versus the time available. It helps the Scrum Team monitor and forecast the progress toward the Sprint Goal.

The correct answer is A, because the role of management in Scrum is to facilitate the Scrum Teams with insights and resources that help them improve. The Scrum Guide states that “the organization respects their self-organization by not telling them how they should do their work.” Therefore, management should support the Scrum Teams by providing them with an environment that fosters collaboration, learning, and innovation.

According to the Scrum Guide, when multiple Scrum Teams are working on the same product, they should integrate their Increments every Sprint, in order to accurately inspect what is done and ensure that there is no technical debt or unfinished work at the end of each Sprint. The other options are not valid, as they imply that integration can be skipped, delayed, or done only for some teams, which is not consistent with Scrum values and principles.

The best answer is C. When multiple Scrum Teams are working together on a product, they must mutually define and comply with the same Definition Of Done.

According to the Scrum Guide1, “the Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product.” The Scrum Guide also states that “when multiple Scrum Teams are working together on a product, they must mutually define and comply with the same Definition of Done. This ensures transparency and consistency among the teams and makes their combined work potentially releasable.”

A, B, and D are not correct answers.

A. Each Scrum Team uses its own, but must make their definition clear to all other teams so the differences are known.

This answer does not reflect the Scrum value of alignment2. Having different Definitions of Done for each Scrum Team can create confusion and inconsistency in the quality and completeness of the product. It can also make it difficult to integrate and deliver a coherent and valuable Increment at the end of each Sprint.

B. The Scrum Masters from each Scrum Team define a common Definition of Done.

This answer does not reflect the Scrum principle of self-organization3. The Definition of Done should be created by the Developers who are responsible for delivering the Increment, not by the Scrum Masters who are responsible for facilitating and coaching the Scrum Teams. The Scrum Masters can help the Developers understand and apply the Definition of Done, but they should not impose it on them.

D. Each Scrum Team defines and uses its own. The differences are discussed and reconciled during a hardening Sprint.

This answer does not reflect the Scrum value of focus2. Having different Definitions of Done for each Scrum Team can lead to technical debt or rework that requires a hardening Sprint to resolve. A hardening Sprint is an anti-pattern that violates the rule of delivering a potentially releasable Increment at the end of each Sprint4.

The correct answers are A, B, and D, because these techniques would be most helpful in this situation. Consulting with the Development Team may help identify the root causes of the impediments and possible solutions. Prioritizing the list and working on them in order may help reduce the backlog and focus on the most important or urgent issues. Alerting management to the impediments and their impact may help escalate the problems and get support from the organization.

The correct answer is B, because the Development Team determines how work is performed during the Sprint. The Scrum Guide states that “development Teams are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality.” Therefore, the Development Team has the autonomy and responsibility to organize and manage its own work.