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NEW QUESTION # 31
Stakeholders are only allowed to meet with the Scrum Team at Sprint Review.
- A. True
- B. False
Answer: B
Explanation:
Getting feedback from Stakeholders is a crucial activity in Scrum. Working with stakeholders frequently ensures the team to focus on the right things to build. Although it is required to have Stakeholders at Sprint Review, they can also engage with the Scrum Team during Product Backlog Refinement, Sprint Planning or during the Sprint if the Scrum Team requires it.
NEW QUESTION # 32
Your Scrum Team has been working together for over a dozen Sprints. The Scrum Team consists of 10 members. Each Sprint takes four weeks. As a Scrum Master, you observe that the Developers are hardly collaborating; during the Sprint, members are primarily working on their own items. You also notice that the items on the Sprint Backlog are mostly unrelated. You suspect that the lack of a Sprint Goal might be the cause.
Although you have encouraged the use of a Sprint Goal, both the Product Owner and the Developers have concluded that they are unable to create Sprint Goals based on the wide variety of items on their Product Backlog.
What might explain why this Scrum Team is struggling to craft a Sprint Goal?
(choose all that apply)
- A. The Sprints are too long.
- B. The Product Owner is not communicating the Product Goal that they want to achieve in upcoming Sprints.
- C. Scrum might not be the best framework for the work done by this team.
- D. The Product Owner does not have the mandate to make decisions about items on the Product Backlog nor their ordering.
- E. The Scrum Team is too big.
Answer: A,B,E
Explanation:
Explanation
The possible explanations for why this Scrum Team is struggling to craft a Sprint Goal are B, D, and E.
B) The Sprints are too long. A four-week Sprint is the maximum duration allowed by the Scrum Guide, and it may not be suitable for complex and uncertain work that requires frequent feedback and adaptation. A shorter Sprint may help the Scrum Team to focus on a clear and coherent Sprint Goal that aligns with the Product Goal and delivers a valuable Increment.
D) The Product Owner is not communicating the Product Goal that they want to achieve in upcoming Sprints.
The Product Goal is a long-term objective for the Scrum Team that provides direction and purpose for their work. The Product Owner is responsible for communicating the Product Goal to the Developers and collaborating with them to create Sprint Goals that move them closer to the Product Goal. Without a clear Product Goal, the Scrum Team may lack a shared vision and end up working on unrelated items.
E) The Scrum Team is too big. The Scrum Guide recommends that the Scrum Team consists of 10 or fewer people, including the Scrum Master and the Product Owner. A larger team may have difficulties in collaborating effectively, self-organizing, and creating a meaningful Sprint Goal that reflects the collective commitment of the Developers. A smaller team may improve the communication, coordination, and cohesion among the Developers and help them to create and achieve a Sprint Goal.
References:
The Scrum Guide, section 2.3 (The Scrum Team), page 7
The Scrum Guide, section 3.1 (The Sprint), page 8
The Scrum Guide, section 3.3 (The Sprint Goal), page 9
The Scrum Guide, section 4.1 (The Product Backlog), page 11
The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 2 (The Sprint) and lesson 3 (The Sprint Goal)
NEW QUESTION # 33
Steven is a Scrum Master of a Scrum Team that is new to Scrum. At the halfway point of the Sprint, the Product Owner comes to Steven telling him that he is concerned the Development Team will not be able to complete the entire Sprint Backlog by the end of the Sprint.
What should Steven do in this situation?
- A. Add more people to the Development Team to meet the Product Owner's expectations.
- B. Coach the Product Owner that with complex software development, you cannot promise the entire scope that was forecast during Sprint Planning. As more is learned during the Sprint, work may emerge that affects the Sprint Backlog.
- C. Motivate the Development Team to meet their commitment to the Product Owner.
- D. Advise the Product Owner that the Development Team owns the Sprint Backlog and it is up to them to meet their commitments. No one tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality.
Answer: B
Explanation:
Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. The Sprint Backlog is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a 'Done' Increment. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.
Why C is incorrect:
a) The Dev Team does not commit to finishing all items in the Sprint Backlog. Committing to completing all items would be fixed scope and fixed time leaving no room to adapt. They commit to the Sprint Goal and doing the right thing.
b) It's also incorrect for the PO to focus on completing the entire Sprint Backlog. Finishing everything should not be his main focus. Having a shippable increment that meets the Sprint Goal is more important than trying to finish everything. The advice in option C is equivalent to "Don't worry, they'll get everything done." but because of the complex domain, you cannot guarantee everything will get done.
NEW QUESTION # 34
The Scrum Master is responsible for the process in which Scrum is adopted and enacted.
- A. False
- B. True
Answer: B
NEW QUESTION # 35
An important aspect of Scrum are timeboxes. Select two ways in which timeboxing reinforces the creation of value.
(choose the best two answers)
- A. Timeboxing assures that a Product Owner does not interrupt the Developers during a Sprint.
- B. Timeboxes help everyone focus on the same problem at the same time.
- C. Scrum Teams can determine on their own how much overtime is acceptable for a timebox- generally expressed as a percentage of the timebox.
- D. Timeboxes encourage the people who are closest to the problem to create the best possible result in the time allotted, given the current context.
Answer: B,D
Explanation:
Explanation
C) Timeboxes encourage the people who are closest to the problem to create the best possible result in the time allotted, given the current context.
This is true because timeboxes limit the amount of time that can be spent on an activity, which forces the Scrum Team to focus on the most valuable and feasible outcomes. Timeboxes also empower the Scrum Team to make decisions based on their own expertise and experience, rather than relying on external authorities or instructions12.
D) Timeboxes help everyone focus on the same problem at the same time.
This is true because timeboxes create a shared sense of urgency and alignment among the Scrum Team and the stakeholders. Timeboxes also enable frequent feedback and inspection, which help the Scrum Team adapt to changing requirements and expectations12.
References: 1: What Is Timeboxing in Scrum? - Visual Paradigm 2: What Is Timeboxing in Scrum and What Are the Benefits? Scrum Alliance
NEW QUESTION # 36
A multi-national company is using Scrum for product development of their five major products.
What alternatives should the company consider to decide how many Product Owners are needed for these five products?
(choose the best two answers)
- A. There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog.
- B. There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
- C. There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams.
- D. There is one Product Owner for all five products. This person may not delegate work to others for specific value, capabilities, and functionality, given these are all the Product Owner's individual responsibility.
Answer: A,B
Explanation:
Explanation
A: There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog. This is a reasonable alternative, as it allows each Product Owner to focus on one product and its vision, value proposition, and stakeholder needs. The Product Owner can also leverage the expertise and input of other people who can help with the product development, such as business analysts, domain experts, or user representatives. The five Product Owners can coordinate and collaborate with each other through the Product Backlog, which is a single source of truth for the product requirements and priorities.
D: There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
This is another reasonable alternative, as it allows one Product Owner to have a holistic view of the five products and their interdependencies, synergies, and trade-offs. The Product Owner can also delegate some of the work to other people who can act as proxies or representatives for the different aspects of the products, such as features, modules, or components. The Product Owner can still maintain the ultimate authority and responsibility for the Product Backlog and the product value delivery.
References:
Scrum Guide 2020, page 7: "The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team." Scrum Guide 2020, page 8: "The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team." Professional Scrum Master II Course, page 22: "The Product Owner may delegate some of their work to others who can help them with the product development, such as business analysts, domain experts, or user representatives. However, the Product Owner remains accountable for the Product Backlog and its content." Professional Scrum Master II Course, page 23: "The Product Owner may scale their role by working with other Product Owners who are responsible for different products, features, modules, or components. However, there should be only one Product Owner per product who has the final say on the product vision and value proposition."
NEW QUESTION # 37
Your organization has announced a release to its user base three Sprints from now To be able to include all functionality in the release, work needs to accelerate. The Product Owner puts some testing from the Definition of Done on hold for the next three Sprints, while adding a generic item to the Product Backlog to resolve this in a future release.
The Developers object that this will lead to technical debt. Select two ways that explain the impact of technical debt to the Product Owner.
(choose the best two answers)
- A. Releasing the version creates false assumptions about the actual state of the system. This is likely to result in interruptions during future Sprints in order to react to unforeseen problems arising from not having met the Definition of Done.
- B. Feature development of a next release is not allowed to start as long as there is technical debt from the current release. The Product Owner should first accept this impact before the Definition of Done can be reduced.
- C. A generic Product Backlog item is not good enough. The amount of technical debt will have to be calculated and estimated much more precisely, so the total amount of extra work that needs to be budgeted is well known.
- D. As development progresses and functionality is added upon the reduced Definition of Done, unknown errors will creep in. The system becomes more difficult to stabilize. Work for the actual release as well as future releases Will be slowed down in unpredictable ways.
Answer: A,D
Explanation:
Explanation
Technical debt is the implied cost of rework caused by choosing an easy solution now instead of a better approach that would take longer1. Reducing the Definition of Done for the next three Sprints will create technical debt, which will have negative impacts on the product quality, value, and delivery. Two ways to explain these impacts to the Product Owner are:
Releasing the version creates false assumptions about the actual state of the system. This is likely to result in interruptions during future Sprints in order to react to unforeseen problems arising from not having met the Definition of Done2. This will reduce the transparency, predictability, and adaptability of the Scrum process, and compromise the trust and satisfaction of the customers and stakeholders.
As development progresses and functionality is added upon the reduced Definition of Done, unknown errors will creep in. The system becomes more difficult to stabilize. Work for the actual release as well as future releases will be slowed down in unpredictable ways3. This will increase the complexity, risk, and cost of the product development, and lower the value and quality of the product.
References:
What is Technical Debt in Scrum? | StarAgile, section "The technical debt is created when".
Technical Debt & Scrum: Who Is Responsible? | Scrum.org, section "What Is Technical Debt?".
Managing Technical Debt in a Scrum Project | SCRUMstudy Blog, section "Technical debt accrues".
NEW QUESTION # 38
Steven is a Scrum Master asked to assist in creating five new Scrum Teams that will be working to build a highly anticipated product. He talks with them about the importance of being able to integrate their Increments by the end of their Sprints. This includes the first Sprints. The product is very important to both the end users and the organization.
Of the choices raised by future team members, what would Steven encourage?
- A. Each Scrum Team delivers Increments in its own code branch. After UAT is performed at the Sprint Review, the code branch is isolated until enough Increments are considered acceptable. All code branches will then be merged during the release phase.
- B. Wait until enough of the infrastructure and architecture is in place before starting the first Sprints. This will increase the success of delivering integrated Increments in Sprint 1.
- C. All Scrum Teams agree on a mutual understanding of 'done' that defines all work necessary to deliver a potentially shippable Increment that includes all previous Increments delivered for the product.
- D. Each Scrum Team delivers functionality at the end of each Sprint. New Product Backlog items will then be added to the next Sprint Backlog to integrate their functionality with the other teams to create a unified Increment.
Answer: C
Explanation:
When a Product Backlog item or an Increment is described as "Done", everyone must understand what "Done" means. If there are multiple Scrum Teams working on the system or product release, the Development Teams on all the Scrum Teams must mutually define the definition of "Done" to have a shared understanding of what it means for work to be complete, to ensure transparency. Each Increment is additive to all prior Increments and thoroughly tested, ensuring that all Increments work together.
NEW QUESTION # 39
How should requirements be distributed when multiple Scrum Teams work on the same product?
(choose the best answer)
- A. The Scrum Team with the highest velocity pulls items from an overall Product Backlog first
- B. They must be selected from one Product Backlog in such a way that each Scrum Team has an equal volume of requirements per Sprint.
- C. The Product Owner decides by providing each team with its own Product Backlog.
- D. The Scrum Teams pull in work from a shared Product Backlog in agreement with the Product Owner and the other teams.
Answer: D
Explanation:
Explanation
When multiple Scrum Teams work on the same product, they share one Product Backlog that contains all the requirements for the product. The Product Owner is responsible for ordering and refining the Product Backlog items, but does not assign them to specific teams. Instead, the Scrum Teams pull in work from the Product Backlog in agreement with the Product Owner and the other teams, based on their capacity, skills, dependencies, and Sprint Goals. This way, the Scrum Teams can self-organize and collaborate to deliver a coherent and valuable product Increment.
References:
The Scrum Guide, November 2020, p. 7-8
Can two teams work on one product backlog?, Scrum.org, January 6, 2020
NEW QUESTION # 40
Which role is responsible for engaging with stakeholders?
- A. The project manager
- B. The Product Owner
- C. The business analyst
- D. The team lead
- E. The Development Team
Answer: B
NEW QUESTION # 41
Paul is a Product Owner for multiple products. Each product is allocated a dedicated Scrum Team and a set budget. Based on the average velocity of a previous product release, Paul had estimated a new product to take
9 Sprints to complete. The average velocity of the previous product release was 50 completed units of work per Sprint. Over the first 3 Sprints, the Development Team reported an average velocity of 40 completed units per Sprint, while not fully completing the required integration tests. The Development Team estimates that integration testing would require additional effort to make the increments shippable. The Development Team is unsure if the required velocity is achievable.
What is the most effective way to recover?
- A. The Scrum Master sets the open work aside to be performed in one or more release Sprints. They remind Paul to find funding for enough Release Sprints in which this remaining work can be done. Up to one release Sprint per three development Sprints may be required. It is Paul's role to inform users and stakeholders of the impact on the release date.
- B. The Scrum Master will manage the Sprint Backlog and assign work to the Development Team members to ensure maximum utilization of each member. He/she will keep track of unused resources so that it does not impact the budget. Unused budget can be allocated for additional Sprints if needed.
- C. The Development Team informs Paul that the progress he has perceived to date is not correct. The Increment is not releasable. They give Paul their estimate of the effort it would take to get the previous work
'done', and suggest doing that work first before proceeding with new features. The team also re-estimates the effort to make the remaining Product Backlog items 'done', including all integration effort. In the end, it is Paul's call to continue the project or to cancel. - D. In the next Sprints, the Development Team strives to make the selected work as close to 'done' as possible and at the minimum 90% completed. Any undone work is divided into new Product Backlog Items that will be deferred to the last Sprint in order to maintain stable velocity.
Answer: C
Explanation:
Scrum is founded on empirical process control and asserts that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk. At the end of every Sprint, an increment of 'done' work must be available in order to inspect and adapt accordingly.
NEW QUESTION # 42
If there are multiple Scrum Teams working on the same product, all of the Scrum Teams must mutually define a Definition of Ready (DoR). The DoR is a checklist that the Product Owner must fulfill before a Product Backlog item can be presented at the Sprint Planning. This protects the Development Team from interruptions and disruptions during the Sprint.
- A. True
- B. False
Answer: B
Explanation:
Explanation
Explanation:
Product Backlog items should be clear enough and have enough information for the Product Owner and Development to understand the work that needs to be done and to create a forecast of Product Backlog items to implement the Sprint Goal. Nothing stops the flow of Sprints, for example, we do not delay the Sprint because the items are not ready. In such cases, the "unready" items would be selected for the Sprint anyway and refined during the Sprint.
In the case that the Product Backlog items are not clear enough, the Development Team forecasts the most likely Product Backlog items to meet the goal and create a Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint. At the end of the Sprint, the Scrum Team can discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.
NEW QUESTION # 43
Every Development Team should have the competencies and skills needed to deliver a Done Increment in a Sprint.
- A. False
- B. True
Answer: B
Explanation:
Development Teams are self-organized and cross-functional.
NEW QUESTION # 44
Steven, who is a Scrum Master, on one of the Scrum Teams has approached you asking for advice. Their Daily Scrum requires more than 15 minutes and the team has suggested dividing themselves into two separate teams in order to stay within the time box.
As another Scrum Master, what would be the best response?
- A. Disagree - as the root cause may not be that the team is too big.
- B. Unsure - dividing a team into two cannot be decided based on this information. You offer to observe.
- C. Agree - You agree that dividing the team into two is a good strategy to allow the teams to learn how to run Daily Scrums quickly and effectively. Once they've learned to limit the Daily Scrum to 15 minutes, you can merge the teams again.
- D. Agree - this is an appropriate solution to the problem.
Answer: B
Explanation:
The relationship between cause and effect can become more clear when more information emerges.
NEW QUESTION # 45
In the Daily Scrum, the Product Owner applauds every Developer who moves a Sprint Backlog item to completion. The Product Owner wants to encourage the Developers to make progress visible on the burn-down chart. Select the two best options for the Scrum Master to take.
(choose the best two answers)
- A. Tell the Product Owner your concerns about how his behavior may impact the Developers, and ask him to stop attending the Daily Scrum for some time.
- B. Coach the Scrum Team about the purpose of the Daily Scrum.
- C. Take the opportunity to create more energy and team spirit and encourage everyone to participate in the applause.
- D. Nothing. The Scrum Master does not attend the Daily Scrum.
Answer: A,B
Explanation:
Explanation
This is a good option because the Scrum Master's role is to help the Scrum Team understand and apply the Scrum framework and its principles12. The Scrum Master should also facilitate and enable the team's self-organization and collaboration12. By coaching the Scrum Team, the Scrum Master can help them realize that the Daily Scrum is not a status update or a performance review, but a time to inspect and adapt their progress toward the Sprint Goal3.
D) Tell the Product Owner your concerns about how his behavior may impact the Developers, and ask him to stop attending the Daily Scrum for some time.
This is another good option because the Scrum Master's role is to protect the Scrum Team from external interference and distractions12. The Scrum Master should also coach the Product Owner on how to maximize the value of the product and collaborate effectively with the Developers12. By telling the Product Owner your concerns, you can help him understand that his behavior may create pressure, dependency, or resentment among the Developers, which can harm their motivation, creativity, and autonomy . By asking him to stop attending the Daily Scrum for some time, you can give the Developers some space to self-manage their work and communication.
References: 1: What is a Scrum Master? | Scrum.org 2: What is a scrum master? [+ Responsibilities] | Atlassian 3: What's the role of the Product Owner at the Daily Scrum? | by Maarten Dalmijn | Serious Scrum | Medium : Scrum Guide | Scrum Guides : Product Owner's Role in a Daily Scrum: How to Support the ... - Eleken : The Power of Intrinsic Motivation - Forbes
NEW QUESTION # 46
After several Sprints, a key stakeholder starts using the product. The stakeholder is surprised by the slow performance and complains to the Product Owner. The Product Owner comes to the Scrum Master asking for advice.
What is the best action for a Scrum Master to take?
- A. Bring the concern to the testers in the Development Team and ask them to include performance testing.
- B. Wait until the next Sprint Retrospective as it is the most opportune time to modify the Definition of Done.
- C. Encourage the Product Owner to bring the performance concerns to the Development Team and work with them on how to improve performance, and ultimately have stronger Definition of Done.
- D. Explain to the Product Owner that it's up to the Development Team to. decide on acceptable performance standards as they own the Definition of Done.
Answer: C
Explanation:
The highest priority of agility is to satisfy the customer through early and continuous delivery of valuable software. Because the Development Team is the one doing the work and increments must meet performance standards, they can expand their Definition of Done to include more stringent criteria for higher quality.
NEW QUESTION # 47
Which role is responsible for determining when it is most appropriate to update the Sprint Backlog?
- A. The Development Team
- B. The Scrum Team
- C. The Scrum Master
- D. The Product Owner
Answer: A
Explanation:
The Development Team is responsible for tracking the remaining work of the Sprint.
NEW QUESTION # 48
When technical debt occurs, the system will become more unstable as development progresses and code is added resulting in future work being slowed down.
- A. False
- B. True
Answer: B
Explanation:
Technical debt is any shortcomings in the code. It is a natural by-product of software development (unavoidable) and can at best be managed. If neglected, it will compound and have a negative effect on the team's ability to the deliver value. A team can have an artificially high velocity by taking shortcuts or introducing technical debt into the system. This can give a false assumption about the current state of the product. It can look good on the surface but underneath can be a mess.
NEW QUESTION # 49
A Development Team, that has remote team members, typically spends time before the Daily Scrum to setup the meeting rooms and conference calling equipment and tools in order to have their Daily Scrum.
How should the Scrum Master handle this situation?
- A. Setup the meeting and tell the Development Team that is how it will be done.
- B. Inform management and ask them to solve it.
- C. Ask the Development Team members to alternate who is responsible for meeting setup.
- D. Allow the Development Team to self-manage and decide for itself what to do.
Answer: D
Explanation:
As a self-organized team, they will decide for themselves how to best manage communication between team members. The Scrum Master will only take action if requested OR if he/she observes that there is a potential problem.
NEW QUESTION # 50
If there are multiple Scrum Teams working on the same product, all of the Scrum Teams must mutually define a Definition of Ready (DoR). The DoR is a checklist that the Product Owner must fulfill before a Product Backlog item can be presented at the Sprint Planning. This protects the Development Team from interruptions and disruptions during the Sprint.
- A. True
- B. False
Answer: B
Explanation:
Product Backlog items should be clear enough and have enough information for the Product Owner and Development to understand the work that needs to be done and to create a forecast of Product Backlog items to implement the Sprint Goal. Nothing stops the flow of Sprints, for example, we do not delay the Sprint because the items are not ready. In such cases, the "unready" items would be selected for the Sprint anyway and refined during the Sprint.
In the case that the Product Backlog items are not clear enough, the Development Team forecasts the most likely Product Backlog items to meet the goal and create a Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint. At the end of the Sprint, the Scrum Team can discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.
NEW QUESTION # 51
A Scrum Team has been working on a product for several iterations and has an average velocity of 55 units of
'done' work per Sprint. A second team will be added to work on the same product.
What might be the impact on the original team?
- A. Their velocity is likely to drop and be less than 55.
- B. Their velocity is likely to rise and be more than 55.
- C. Their velocity is likely not affected and will remain at 55.
Answer: A
Explanation:
Explanation
Explanation:
Similar to membership changes within a single Scrum Team, adding or removing additional Scrum Teams working on the same product will impact productivity in the short term. Adding additional teams often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these stages.
NEW QUESTION # 52
Which of the following statements are true about the Scrum Master role?
- A. The Scrum Master helps those outside the Scrum Team understand which interactions are helpful and teaches the Development Team to keep the Scrum meetings within the timebox.
- B. The Scrum Master assigns the tasks to Development Team members and ensures they are completed within the committed timebox.
- C. The Scrum Master is responsible for updating the Scrum board and ensuring team members avoid conflicts.
- D. At the Sprint Review, the Scrum Master demonstrates the completed Increment and answers any Question:s from the stakeholders.
Answer: A
Explanation:
The Scrum Master is responsible not only for coaching the Scrum Team but also the organization.
NEW QUESTION # 53
What would be typical Scrum Master activities during the Sprint?
- A. Monitor the progress of the Development Team and assigning tasks.
- B. Avoiding conflicts and escalating to the line managers if conflicts occur.
- C. Remove impediments and facilitating inspection and adaptation opportunities as requested or needed.
Answer: C
NEW QUESTION # 54
How much time is allowed between the conclusion of the current Sprint and the start of the next Sprint?
- A. All of the above are allowed.
- B. Maximum of one day for Sprints that are time-boxed to two weeks.
- C. None. A new Sprint starts immediately following the conclusion of the previous Sprint.
- D. Enough time for the Product Owner to prepare the Product Backlog for Sprint Planning.
- E. Enough time for the last Increment to finish testing.
Answer: C
NEW QUESTION # 55
What is the recommended size for a Development Team (within the Scrum Team)?
- A. 0
- B. Minimal 5
- C. 7 plus or minus 2
- D. 3 to 9
Answer: D
NEW QUESTION # 56
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