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The Sprint Retrospective is one of the five events defined by Scrum. It is a formal opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. The purpose of the Sprint Retrospective is to adapt the way of working so that it becomes more effective and enjoyable. The other options are not required by Scrum, but may be useful practices depending on the context. Developers do not have to stand up at the Daily Scrum, they can choose any format that works for them. A Sprint Burndown Chart is a common way to visualize the remaining work in a Sprint, but it is not mandated by Scrum. Release Planning is a topic that falls under the broader competency of Managing Products with Agility, but it is not a prescribed event in Scrum.

References:

The Scrum Guide

Understanding and Applying the Scrum Framework

Professional Scrum Product Owner™ I Certification

The work to make sure Product Backlog items conform to the Definition of Done is done by the Developers. This is because:

The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.

The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. It is a shared understanding among the Scrum Team and the stakeholders of what “Done” means for any Product Backlog item that is selected for a Sprint.

The Developers are self-managing professionals who organize and manage their own work. They decide how to best accomplish their work, rather than being directed by others outside the Scrum Team.

Other options, such as the Product Owner, the Quality Assurance Team, the Scrum Team, or the Scrum Master, are not responsible for making sure Product Backlog items conform to the Definition of Done. They may have different roles and accountabilities in Scrum, but they do not do the actual work of creating a “Done” Increment.

References:

[Scrum Guide], page 7, section “Developers”

[Scrum Guide], page 10, section “Definition of Done”

[Scrum Guide], page 7, section “The Scrum Team”

Cross-functional teams are not optimized to work on one component or layer of a system only. This is because:

Cross-functional teams are teams that have all the skills and competencies needed to accomplish the work without depending on others who are not part of the team.

Cross-functional teams are able to deliver value across the entire product, rather than focusing on a specific component or layer. They can work on any aspect of the product that is needed to achieve the Sprint Goal and the Product Goal.

Cross-functional teams are more agile, collaborative, and creative than teams that are specialized or siloed. They can reduce dependencies, handoffs, and delays, and increase feedback, learning, and adaptation.

References:

[Scrum Guide], page 7, section “Developers”

[Scrum Guide], page 10, section “Product Goal”

[Scrum Guide], page 7, section “The Scrum Team”