PSM-I Professional Scrum Master I Question and Answers

The correct answer is C, because the second Sprint starts immediately after the first Sprint. The Scrum Guide states that “Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint.”

According to the Scrum Guide, a self-organizing Development Team chooses how to best accomplish its work, rather than being directed by others outside the team. The other options are not choices that a self-organizing Development Team makes, as they are either determined by the Scrum framework (such as Sprint length and Product Backlog ordering) or by collaboration with other roles (such as stakeholders for the Sprint Review and when to release).

According to the Scrum Guide, Developers are self-managing, which means that they manage their own Sprint Backlog. They decide how to organize their work and collaborate effectively to deliver a valuable Increment that meets the Definition of Done and the Sprint Goal. The other options are not valid, as they imply that Developers manage things that are either determined by the Scrum framework (such as Sprint length), by collaboration with other roles (such as when to release or stakeholders for the Sprint Review), or by the Product Owner (such as Product Backlog ordering).

There are no activities that a Product Owner would typically undertake in the phase between the end of the current Sprint and the start of the next Sprint, because there is no such phase. The next Sprint starts immediately after the current Sprint, without any gaps or breaks. The other options are either activities that occur during a Sprint (such as refining the Product Backlog) or activities that are not consistent with Scrum (such as working with Quality Assurance departments or updating project plans).

The correct answer is B, because a Scrum Master is not the same thing as a traditional PM (Project Manager). The Scrum Guide states that “the Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. Scrum Masters do this by helping everyone understand Scrum theory, practices, rules, and values.” Therefore, a Scrum Master is not a manager, but a servant-leader and a coach for the Scrum Team and the organization.

According to the Scrum Guide 1 , only people who are actively working on items in the Sprint Backlog participate in updating it during a Sprint; this includes tracking progress made on those items. This is typically done by Developers updating their remaining work every day after their Daily Scrum. The Development Team tracks this total work remaining at least for every Daily Scrum to project the likelihood of achieving their Sprint Goal.

The correct answers are B and E, because Scrum has no “tester” role and everyone in the Development Team is responsible for quality. The Scrum Guide states that “the Development Team consists of professionals who do the work of delivering a potentially releasable Increment of ‘Done’ product at the end of each Sprint. Development Teams are structured and empowered by the organization to organize and manage their own work. The resulting synergy optimizes the Development Team’s overall efficiency and effectiveness.”

Two techniques that the Scrum Master could use when the Scrum Team gets caught in an internal disagreement about which agile practices to apply are to involve the complete Scrum Team in making a decision, and to use coaching techniques such as open questions and active listening, as stated in [3]: “The Scrum Master should facilitate a constructive dialogue among the team members and help them reach a consensus on which agile practices to use. The Scrum Master should also use coaching techniques such as open questions and active listening to understand the underlying needs and motivations of each team member and to help them find common ground.”

A Scrum Master fulfills a different role than a traditional project manager, as stated in  2 : “A project manager helps manage the project timeline, resources, and scope in order to meet business requirements. A Scrum Master, however, helps ensure the Scrum Team follows Scrum theory, practices, and rules. The Scrum Master is a servant-leader who helps optimize the value created by the Scrum Team.”

According to the Scrum Guide 1 , ordering Product Backlog items is solely up to the Product Owner’s discretion. The Product Owner orders items in the Product Backlog to best achieve goals and missions. To do this, they optimize value by considering various factors such as cost and benefit, risk, dependencies, date needed, etc.

According to the Scrum Guide, every Scrum Team must have a Product Owner and a Scrum Master, as they are essential roles for Scrum. The outcomes of the Scrum Team are affected by their participation and availability, as they provide guidance, support, and facilitation to the Development Team and the stakeholders. The other options are false, as they imply that a Product Owner or a Scrum Master can be replaced or optional, which is not consistent with Scrum.

The best answer is C. Ensure every Increment meets them.  Non-functional requirements (NFRs) are system qualities that guide the design of the solution and often serve as constraints across the relevant backlogs 1 .  NFRs are persistent qualities and constraints typically revisited as part of the definition of done (DoD) for each Iteration, PI, or release 1 . The Scrum Team should ensure that every Increment meets the NFRs, as they are part of the product requirements and affect the value delivery and customer satisfaction.

The correct answers are A and D, because these ways of creating Development Teams are consistent with Scrum’s values. Allowing existing teams to propose how they would like to organize into the new structure respects their self-organization and empowerment. Bringing all the developers together and letting them self-organize into Development Teams also respects their autonomy and collaboration.

The correct answer is C because Sprint Planning is timeboxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter. This timebox is defined in the Scrum Guide and helps ensure that planning is focused, efficient, and proportionate to the length of the Sprint.

Sprint Planning starts the Sprint by setting a clear direction for the work ahead. During this event, the Scrum Team discusses why the Sprint is valuable, what can be done during the Sprint, and how the chosen work will be accomplished. The outcome is the Sprint Goal, the selected Product Backlog items, and the initial Sprint Backlog plan.

Option A is incorrect because four hours is not the Scrum Guide’s timebox for a one-month Sprint. Option B is incorrect because “monthly” is not a valid timebox length for the event itself. Option D is incorrect because Scrum events are always timeboxed to promote discipline and effectiveness.

This timebox matters because Scrum encourages enough planning to begin effectively, but not so much that excessive discussion delays value delivery. The purpose is to create clarity and alignment while still preserving agility and adaptability.

According to the Scrum Guide, two things that the Scrum Team should do during the first Sprint are building at least one piece of valuable functionality and creating at least one valuable, useful Increment. These are the goals of every Sprint, regardless of its order. The other options are not things that the Scrum Team should do during the first Sprint, as they are either out of scope (such as defining major product features and a release plan architecture or making a plan for the rest of the project) or unnecessary (such as analyzing, describing, and documenting requirements for subsequent Sprints).

The correct answer is D because Scrum Teams are self-managing. That means the Scrum Team, and especially the Developers with respect to Sprint Backlog execution, manages its own work rather than relying on a project manager, Product Owner, or Scrum Master to make sure individuals complete assigned tasks. Scrum does not operate through command-and-control task enforcement. Instead, the team collaborates to achieve the Sprint Goal and holds itself collectively accountable.

Option A is incorrect because Scrum does not define a Project Manager role responsible for directing daily task completion. Option B is incorrect because the Product Owner is accountable for maximizing value, not managing the team’s day-to-day task execution. Option C is incorrect because the Scrum Master coaches and facilitates Scrum but does not supervise or police whether each person does their tasks. Option E is incorrect because the roles listed do not all share this responsibility.

A key Scrum principle is collective accountability. The Scrum Team organizes its own work, inspects progress, and adapts as needed. Rather than focusing on whether each individual completes personal assignments, Scrum emphasizes whether the team is progressing toward the Sprint Goal and delivering a Done Increment.

The correct answer is B because cross-functional teams in Scrum are not optimized to work on only one component or one technical layer of a system. A cross-functional Scrum Team has all the skills necessary to create value each Sprint and deliver a usable Increment. This means the team should be capable of working across the different skills and disciplines needed to complete Product Backlog items according to the Definition of Done.

If a team is organized around only one component or specialty, it creates handoffs, dependencies, and silos. Those conditions reduce agility and make it harder to deliver a complete Increment each Sprint. Scrum instead favors teams that can collaborate across analysis, design, development, testing, and other needed capabilities so they can produce finished product value rather than partial technical output.

Cross-functionality supports self-management and reduces delays caused by waiting on other specialists or teams. It helps the Scrum Team focus on outcomes instead of isolated activities. In Scrum, the goal is not local optimization of a single layer or function. The goal is delivering complete, useful, high-value Increments frequently and transparently.

According to the Scrum Guide, the Developers on the Scrum Team should write the user documentation, as they are responsible for creating a “Done” Increment that meets the Definition of Done and the Sprint Goal. The other options are not valid, as they imply that the user documentation can be deferred, ignored, or outsourced, which is not consistent with Scrum values and principles.

According to the Scrum Guide 1 , there is no such thing as a Release Sprint in Scrum. A Release Sprint implies that there are other Sprints that don’t produce a potentially releasable Increment, which violates the core principle of Scrum. Every Sprint should result in a “Done”, useable, and potentially releasable product Increment.

The correct answer is B, because when multiple Scrum Teams work from the same Product Backlog, they should pull in work in agreement with the Product Owner. The Scrum Guide states that “multiple Scrum Teams often work together on the same product. One product goal unites them. Therefore, they must mutually define and comply with a definition of ‘Done’ that applies to their combined work product.” Therefore, they should collaborate and coordinate with each other and with the Product Owner to select Product Backlog items that align with their shared product goal.

The correct answers are D and E, because these are two activities that a Product Owner can engage in during a Sprint. The Scrum Guide states that “the Product Owner is responsible for maximizing the value of the product resulting from work of the Development Team.” Therefore, the Product Owner can answer questions from the Development Team about items in the current Sprint, and work with the stakeholders to understand their needs and expectations.

According to the Scrum Guide 1 , the heart of Scrum is a Sprint, a time-box of one month or less during which a “Done”, useable, and potentially releasable product Increment is created. Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint. The length of a Sprint should be short enough to keep the business risk acceptable to the Product Owner, short enough to be able to synchronize the development work with other business events, and no more than one calendar month.

According to the Scrum Guide 1 , the Daily Scrum is an event for the Developers of the Scrum Team. 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. The Scrum Master and Product Owner may attend as observers, but only if it is useful for the Developers.

According to the Scrum Guide, the action that the Scrum Master should take when the Team decides that a Sprint Retrospective is unnecessary is to begin facilitating productive and useful Sprint Retrospectives. The Sprint Retrospective is an essential event for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. The Scrum Master is responsible for ensuring that this event takes place and that positive outcomes are achieved. The other options are not valid actions, as they either imply that the Scrum Master complies with or ignores the decision of the Team (such as complying with it, calling a meeting with senior management, or consulting with the Product Owner), which is not consistent with Scrum values and principles.

The correct answer is C, because if necessary, the Development Team is responsible for removing a team member who is creating a hostile environment. 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 should manage its own composition and dynamics, and may need help from the Scrum Master to facilitate this process.

According to the Scrum Guide, management external to the Scrum Team is not involved in the Daily Scrum at all. The Daily Scrum is an internal event for the Development Team to inspect their progress toward the Sprint Goal and plan their work for the next 24 hours. The other options are not valid ways for management to be involved in the Daily Scrum, as they are either intrusive (such as giving an update or speaking on behalf of others) or unnecessary (such as being represented by the Product Owner or the Scrum Master).

Correct Answer: C and E

Short Explanation: According to the Scrum Guide 2020 1 , the product has one Product Backlog, which is the single source of work undertaken by the Scrum Team. The Product Backlog is ordered by the Product Owner, who is accountable for maximizing the value of the product resulting from the work of the Scrum Team. There should be only one Product Owner per product, who may represent the desires of a committee in the Product Backlog, but those wanting to change a Product Backlog item’s priority must address the Product Owner 1 . Having multiple Product Owners or Product Backlogs would create confusion, inconsistency, and waste in the Scrum process.

The best two answers are A and C. These two ways of creating Scrum Teams are consistent with Scrum’s values because they respect the self-organization and empowerment of the people who will be working in the teams. They also foster openness and courage by allowing the people to express their preferences and opinions about the new structure.

B, D and E are not consistent with Scrum’s values because they impose a top-down approach that does not involve the people who will be affected by the change. They also undermine the commitment and focus of the teams by assigning them to work on something they may not be interested in or passionate about.

The correct answer is C. The Scrum Team creates the Definition of Done. According to the Scrum Guide 1 , “The Developers are required to conform to the Definition of Done, which is defined and evolves with the Scrum Team.” The Definition of Done is a commitment by the Developers for the Increment, but it is also a shared understanding within the whole Scrum Team, including the Product Owner and the Scrum Master 2 . The Scrum Team collaborates to create and update the Definition of Done as needed, based on the product and organizational standards 3 . The Definition of Done is not imposed by any external authority or individual.

Detailed Explanation & References from Scrum

📌 Scrum Guide Reference:

" The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how). " ​

" The Sprint Backlog is a plan by and for the Developers . It is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal. " ​

📌 Why is " C. The Developers " Correct?

The Sprint Backlog is owned and managed by the Developers because they are the ones responsible for planning and executing the work.

The Developers update and modify the Sprint Backlog as needed during the Sprint .

The Scrum Team collaborates during Sprint Planning to define the Sprint Backlog, but the ongoing responsibility for managing it lies only with the Developers .

This allows the team to self-manage and adapt as work progresses.

❌ Incorrect Answers with Explanations

❌ A. The Scrum Team

📌 Why is this Incorrect?

While the Scrum Team (Scrum Master, Product Owner, and Developers) collaborates during Sprint Planning, only the Developers are responsible for the Sprint Backlog .

The Scrum Master does not manage the Sprint Backlog , and the Product Owner does not modify it once the Sprint starts .

❌ B. The Scrum Master

📌 Why is this Incorrect?

The Scrum Master facilitates the process but does not own or manage the Sprint Backlog .

The Scrum Master helps the team understand Scrum practices and remove impediments , but they do not decide or change the Sprint Backlog ​.

❌ D. The Product Owner

📌 Why is this Incorrect?

The Product Owner is responsible for the Product Backlog, NOT the Sprint Backlog .

Once a Sprint starts, the Product Owner cannot modify the Sprint Backlog —only the Developers can update it as they learn more.

According to the Nexus Guide 2 , which is a framework for scaling Scrum, one way to form multiple Development Teams from a large group of people is to ask them to self-organize into teams based on dependencies, skills, domain knowledge, and personal preferences. This approach respects the autonomy and empowerment of the Developers and allows them to choose how they want to work together.

https://scrumguides.org/docs/scrumguide/v2020/2020-Scrum-Guide-US.pdf

Scrum is a framework for developing, delivering, and sustaining complex products. Scrum has three roles: the Product Owner, the Scrum Master, and the Developers. The Developers are the people in the Scrum Team who are committed to creating any aspect of a usable Increment in each Sprint. The Developers are not limited by titles such as programmer, designer, tester, architect, engineer, etc. The Developers are responsible for all aspects of quality, including finding and fixing bugs, tracking quality metrics, and verifying the work of other Developers. Therefore, Scrum has no “tester” role, and the Developers are responsible for quality.

The correct answer is A, because the Product Owner does not need to be present at the Daily Scrum. The Scrum Guide states that “the Daily Scrum is a 15-minute time-boxed event for the Development Team to synchronize activities and create a plan for the next 24 hours. … The structure of the meeting is set by the Development Team and can be conducted in different ways if it focuses on progress toward the Sprint Goal.” Therefore, the Daily Scrum is an internal event for the Development Team, and the Product Owner can attend only if invited by the Development Team.

The correct answers are B and D, because these are the most appropriate responses for the Scrum Master. The Scrum Master should coach the team on why the Daily Scrum is important as an opportunity to update the plan, inspect the progress, and synchronize the activities of the Development Team. The Scrum Master should also learn why the Development Team wants this and work with them to improve the outcome of the Daily Scrum, rather than imposing a decision or accepting their request without question.

According to the Scrum Guide 1 , each Sprint is a project with no more than a one-month horizon. The Sprint Goal gives guidance to why the Scrum Team is building an Increment. The Development Team consists of professionals who do the work of delivering a potentially releasable Increment of “Done” product at the end of each Sprint. Therefore, in the first Sprint, as in any other Sprint, the Development Team should develop at least one piece of functionality and create an increment of potentially releasable software. The other options are not consistent with Scrum values and principles.

 According to the Scrum Guide, the time-boxed events in Scrum are Sprint Retrospective, Sprint Planning, and Daily Scrum. These events have a maximum duration that cannot be exceeded. The other options are not time-boxed events in Scrum, as they are either not part of Scrum (such as Release Planning, Release Retrospective, Sprint Testing, and Sprint 0) or not events at all (such as Definition of Done).

The correct answer is A because the Sprint Backlog is created during Sprint Planning. The Sprint Backlog is composed of the Sprint Goal, the Product Backlog items selected for the Sprint, and a plan for delivering them. During Sprint Planning, the Scrum Team collaborates to decide why the Sprint is valuable, what can be done during the Sprint, and how the chosen work will be accomplished. This is when the Sprint Backlog comes into existence.

Option B is incorrect because although Product Backlog refinement may prepare items before Sprint Planning, the Sprint Backlog itself is not created until the Sprint Planning event. Option C is incorrect because refinement supports readiness and clarity of Product Backlog items, but it does not establish the Sprint Backlog. Option D is incorrect because the Sprint Retrospective is focused on improvement of the team’s effectiveness and ways of working, not on creating the Sprint Backlog for the next Sprint.

This distinction matters in Scrum because Sprint Planning formally begins the Sprint by creating a clear commitment around the Sprint Goal and the work needed to produce a useful Increment.

The two effective ways for the Scrum Team to make non-functional requirements visible are C and D.

C. Add them to the Definition of Done so the work is taken care of every Sprint.

The Definition of Done (DoD) is a shared understanding of what it means for a Product Backlog item to be complete and potentially releasable 1 . The DoD can include non-functional requirements that apply to the entire product or system, such as performance, security, usability, etc. By adding them to the DoD, the Scrum Team ensures that they are met every Sprint and that the quality of the product is maintained 2 .

D. Add them to the Product Backlog to ensure transparency.

The Product Backlog is an ordered list of everything that is known to be needed in the product 1 . The Product Backlog can include non-functional requirements that are specific to certain features or functionalities, such as response time, availability, scalability, etc. By adding them to the Product Backlog, the Scrum Team ensures that they are visible to all stakeholders and that they are prioritized and refined along with the functional requirements 3 .

A and B are not effective ways for the Scrum Team to make non-functional requirements visible.

A. Run the integration and regression tests before the end of the Sprint, and capture the open work for the Sprint Backlog of the next Sprint.

This approach does not make non-functional requirements visible, but rather postpones them until the end of the Sprint. This can lead to incomplete or low-quality Increments that do not meet the expectations of the customers or users. Moreover, this approach does not account for any changes or feedback that may occur during the Sprint 4 .

B. Put them on a separate list on the Scrum board, available for all to see.

This approach does not make non-functional requirements transparent, but rather isolates them from the functional requirements. This can lead to confusion or inconsistency in how they are handled by the Scrum Team. Moreover, this approach does not align with the principle of having a single source of truth for the product requirements, which is the Product Backlog 5 .

The answer is A. True. The Sprint Backlog is a result of Sprint Planning, and it includes the Sprint Goal. According to the Scrum Guide, the Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how) 1 . The Sprint Goal is the single objective for the Sprint, and it provides coherence and focus for the Scrum Team 2 . The Sprint Backlog is a plan by and for the Developers, and it is updated throughout the Sprint as more is learned 2 .

According to the Scrum Guide 1 , a Sprint can be cancelled before the Sprint time-box is over. Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Developers, or the Scrum Master. A Sprint would be cancelled if the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change. In general, a Sprint should be cancelled if it no longer makes sense given the circumstances. But, due to the short duration of Sprints, cancellation rarely makes sense.

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 correct answer is C because the Product Owner is a full member of the Scrum Team and participates in the Sprint Retrospective along with the Developers and Scrum Master. The Sprint Retrospective is not a meeting only for Developers or only for process specialists. It is an event for the Scrum Team to inspect how the last Sprint went with regard to individuals, interactions, processes, tools, and their Definition of Done, and then identify improvements for the future.

The Product Owner’s role in this event is not to act as an external observer or a stakeholder representative. Instead, the Product Owner contributes as a Scrum Team member by sharing observations, listening to concerns, and collaborating on ways to improve effectiveness and value delivery. This shared participation supports transparency and continuous improvement.

Option A is incorrect because the Retrospective is an internal Scrum Team event, not a stakeholder reporting session. Option B is incorrect because the Product Owner absolutely should participate. Option D is incorrect because capturing backlog requirements is not the purpose of the Retrospective. The main purpose is improvement of how the team works together.

The Scrum Master should ask the person to share the issue with the team as soon as possible, as stated in [5]: “The Scrum Master should encourage transparency and collaboration within the team and with other stakeholders. If there is a concern about data security issues, it should be brought up to the team and discussed openly. The team can then decide how to handle it, whether by creating a Product Backlog item, updating the definition of “Done”, or taking some other action.”

According to the Scrum Guide 1 , each event in Scrum is a formal opportunity to inspect and adapt something. These events are specifically designed to enable critical transparency and inspection. Failure to include any of these events results in reduced transparency and is a lost opportunity to inspect and adapt. All events are time-boxed events, such that every event has a maximum duration. Once a Sprint begins, its duration is fixed and cannot be shortened or lengthened. The remaining events may end whenever the purpose of the event is achieved, ensuring an appropriate amount of time is spent without allowing waste in the process. The time-box for the Sprint Review is four hours for a one-month Sprint.

According to the Scrum Guide, two valid actions that the Developers can take when they realize that the workload may be greater than their capacity to complete the work are ensuring that the Scrum Team is aware, starting the Sprint, and monitoring progress, and removing or changing selected Product Backlog items. These actions are consistent with Scrum values and principles, such as transparency, adaptation, and collaboration. The other options are not valid actions, as they are either wasteful (such as recruiting additional Developers or canceling the Sprint) or unsustainable (such as working overtime).

The correct answer is B because the Daily Scrum is an event for the Developers. Its purpose is for the Developers to inspect progress toward the Sprint Goal and adapt their plan for the next day of work. Management external to the Scrum Team is not required for this event and should not be treated as the audience or driver of the discussion.

Option A is incorrect because the Daily Scrum is not a meeting for management updates. Option C is incorrect because the Product Owner does not attend to represent management’s views. Option D is incorrect because the Scrum Master does not speak on behalf of external management. The Daily Scrum exists to support self-management by the Developers, not to provide reporting to outside parties.

The Scrum Master ensures the event happens and that its purpose is understood, but the event remains centered on the Developers’ planning. External managers may observe only if that does not disrupt the Developers’ ability to manage their own work, but they are not necessary participants. Scrum protects the Daily Scrum from becoming a status meeting because its real value comes from enabling the Developers to collaborate, inspect progress, and adjust the Sprint Backlog in support of the Sprint Goal.

The best two answers are A and B. As a Scrum Team, prioritizing the list and working on them in order is a good technique to tackle the impediments. This way, the team can focus on the most urgent and important issues first and avoid being overwhelmed by the number of impediments. The Scrum Master discusses the impediments with the Scrum Team is also a helpful technique, as it allows the team to share their perspectives, identify the root causes, and come up with possible solutions. The Scrum Master can also coach the team on how to remove or prevent impediments in the future.

According to the Scrum Guide, the Developers are accountable for managing the progress of work during a Sprint, as they are responsible for creating a valuable Increment that meets the Definition of Done and the Sprint Goal. The other options are not valid, as they imply that the Product Owner, the Scrum Master, or the most junior member of the team are accountable for managing the progress of work, which is not consistent with Scrum.

 The Scrum Master should be concerned about the ability of the Development Teams to produce integrated Increments, as this is one of the goals of Scrum. The Scrum Master should also encourage the Development Teams to figure out a solution for themselves, as this fosters self-management and collaboration. The other options are not relevant or important for the Scrum Master in this situation.

The correct answer is D, because one of the services that a Scrum Master can provide in regard to the Daily Scrum is to teach the Development Team to keep the Daily Scrum within the 15 minute time-box. 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.”

According to the Scrum Guide, the Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product 1 .  The Definition of Done is created by the Developers and it is used to assess when work is complete on the product Increment 1 .

The Scrum Guide also states that the Definition of Done may vary significantly per Scrum Team, depending on the context.  The Definition of Done evolves over time and becomes more stringent as the Scrum Team matures 1 . Therefore, it is important for the Scrum Team to regularly inspect and adapt the Definition of Done to reflect their current situation and needs.

The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint 1 .  The Sprint Retrospective focuses on three questions: What went well in the Sprint? What could be improved? What will we commit to improve in the next Sprint? 1  These questions can help the Scrum Team identify potential changes to the Definition of Done that would increase the quality and value of the product.

Option A is incorrect because Product Backlog refinement is not a formal Scrum event, but rather an ongoing activity that can happen at any time during the Sprint 1 .  Product Backlog refinement is mainly concerned with adding detail, estimates, and order to Product Backlog items 1 . Changing the Definition of Done during Product Backlog refinement could cause confusion and inconsistency among the Developers and the Product Owner.

Option C is incorrect because Sprint Planning is a time-boxed event that initiates a Sprint by defining a Sprint Goal and selecting Product Backlog items that deliver one coherent function 1 .  Sprint Planning is based on the current state of the Product Backlog and the latest Definition of Done 1 . Changing the Definition of Done during Sprint Planning could disrupt the flow of the event and affect the scope and feasibility of the Sprint.

Option D is incorrect because prior to starting a new project is not a specific time in Scrum.  Scrum does not prescribe any phases or stages for a project, but rather an empirical approach that relies on frequent inspection and adaptation of both the product and the process 1 . Changing the Definition of Done before starting a new project could be premature and irrelevant, as the Scrum Team may not have enough information or experience to define what ‘Done’ means for their product.

The correct answer is C, because as soon as possible in the Sprint, the Development Team should work with the Product Owner to remove some work or Product Backlog items if they realize they have selected too much work to finish in the Sprint. The Scrum Guide states that “the Development Team may renegotiate the selected Product Backlog items with the Product Owner. If the Development Team realizes it has too much or too little work, it may renegotiate the selected Product Backlog items with the Product Owner. The Development Team may also invite other people to attend to provide technical or domain advice.”

According to the Scrum Guide, the Product Backlog is an ordered list of everything that is known to be needed in the product. It is allowed to grow and change as more is learned about the product and its customers. The other options are not accurate descriptions of the Product Backlog, as they are either too restrictive (such as providing just enough information or baselining to follow change management processes) or too comprehensive (such as containing all foreseeable tasks and requirements or enabling a complete project plan).

The Product Owner should know the most about the progress toward a business objective or a release, as stated in the Scrum Guide: “The Product Owner is responsible for maximizing the value of the product resulting from work of the Development Team. How this is done may vary widely across organizations, Scrum Teams, and individuals.”

The Development Team must do as much work as it has told the Product Owner will be done for every Product Backlog item it selects in conformance with the definition of “Done”, as stated in the Scrum Guide 1 : “The Development Team works to forecast the functionality that will be developed during the Sprint. The Product Owner discusses the objective that the Sprint should achieve and the Product Backlog items that, if completed in the Sprint, would achieve the Sprint Goal. The entire Scrum Team collaborates on understanding the work of the Sprint.”

According to the Scrum framework, the Product Owner is responsible for managing the Product Backlog, which includes prioritizing and adding new items1. However, when a new item is introduced during a Sprint, it is crucial to involve the entire Scrum Team in the decision-making process. This ensures that the team can assess the impact of the new item on the current Sprint goals, capacity, and workload1. By discussing the item with the team, they can collectively decide whether to include it in the current Sprint, defer it to a future Sprint, or handle it in another way1. This collaborative approach aligns with the principles of transparency, inspection, and adaptation, which are core to Scrum.

According to the Scrum Guide 1 , 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 definition guides the Development Team in creating a “Done” Increment. The definition of “Done” is created by the development organization (or Development Team if none is available from the development organization). The definition of “Done” may vary significantly per Scrum Team, depending on the context. One aspect of Scrum Teams inspecting how they work toward their Product Goal is that they improve their definition of “Done” over time. Therefore, one good way for a Scrum Team to ensure security concerns are satisfied is to add security concerns to the definition of “Done”. Another good way is to have the Scrum Team create Product Backlog items for each concern, as they are responsible for managing and refining the Product Backlog.

According to the Scrum Guide, three behaviors that demonstrate that a team is self-organizing are creating their own sprint backlog, having all the skills needed to create a releasable Increment, and collaboratively selecting their own work during the Sprint. The other options are not behaviors that demonstrate self-organization, as they are either contrary to Scrum values and principles (such as stakeholders walking in at the Daily Scrum or working within functional boundaries) or unnecessary for self-organization (such as the Product Owner not being at Sprint Retrospectives or the Development Team inviting external people to the Sprint Planning).

The best answer is B. The Developers on the Scrum Team should write the user documentation. According to the Scrum Guide, the Definition of Done creates transparency and ensures that the product Increment meets the quality standards required for the product 1 . If user documentation is part of the Definition of Done, then it should be completed within the Sprint by the Scrum Team 1 . The Scrum Team should have all the skills needed to deliver the product, and if user documentation is part of the product, then that skill should be on the team as well 2 . The Developers on the Scrum Team are responsible for creating a plan for delivering the Increment, which includes user documentation 1 . They can also ask for help from other more experienced writers outside the team, or learn the skill through training or workshops 2 . The other options are not consistent with the Scrum values and principles, as they would create dependencies, delays, and waste in the product development process.

Three statements that are true about Scrum are:

Each component of Scrum serves a specific purpose and is essential to Scrum’s success and your usage of Scrum to develop complex products.

Scrum is a framework for developing and sustaining complex products.

Scrum is based on empiricism and lean thinking.

These statements are supported by [6]: “Scrum is not a process, technique, or definitive method. Rather, it is a framework within which you can employ various processes and techniques. … Each component within the framework serves a specific purpose and is essential to Scrum’s success and usage. … The rules of Scrum bind together events, roles, artifacts, and rules governing their relationships. … The three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation.”

According to the Scrum Guide 1 , when multiple Scrum Teams are working together on one product, they must coordinate their work with each other. One way to do this is through Nexus, a framework for scaling Scrum. Nexus helps to reduce cross-team dependencies and integration issues by making them more transparent. Multiple Scrum Teams working on one product use one Product Backlog.

The Definition of Done serves the following three purposes:

A. Create a shared understanding of when work is complete.

The Definition of Done is a commitment to the quality of the product increment that is part of Scrum. It is a formal description of the state of the product backlog item or the increment when it meets the quality measures required for the product. The Scrum team must have a shared understanding of what ‘done’ means and use it to assess when work is complete and transparent 1 .

C. Increase transparency.

The Definition of Done increases transparency by providing everyone a shared understanding of what work was completed and what standards were met as part of the increment. This ensures that the product increment is potentially releasable and that the stakeholders can inspect and provide feedback on it 2 .

D. Describe the work that must be mostly done before the Sprint is allowed to end.

The Definition of Done describes the work that must be done before the Sprint is allowed to end. Work cannot be considered part of an increment unless it meets the Definition of Done. The Definition of Done is used to guide the Developers in creating a " Done " , usable, and potentially releasable product increment every Sprint 3 .

B and E are not purposes of the Definition of Done.

B. Guide the Developers on how many Product Backlog items to select for the Sprint.

The Definition of Done does not guide the Developers on how many Product Backlog items to select for the Sprint. The Developers select how many Product Backlog items they can complete within a Sprint based on their capacity, skills, and experience. The Definition of Done helps them ensure that the selected items are completed to a high standard of quality 4 .

E. Describe the purpose, Objective, and timebox Of each Scrum event.

The Definition of Done does not describe the purpose, objective, and timebox of each Scrum event. The Scrum Guide describes these aspects for each Scrum event, such as Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective 5 . The Definition of Done is related to the product increment, not to the Scrum events.

Architecture and infrastructure are handled in Scrum by implementing them along with functional development of the product, and by adding them to the Product Backlog and addressing them in early Sprints, while always requiring at least some business functionality, no matter how small, as stated in [2]: “Scrum does not distinguish between developing functionality or architecture. They are developed together, as they are both important and support each other. Architecture is not a separate phase; it is part of the product development. Architecture is added to the Product Backlog as any other feature or functionality.”

According to the Scrum Guide, the Developers do the work to make sure Product Backlog items conform to the Definition of Done, as they are responsible for creating a “Done” Increment that meets the Definition of Done. The other options are not valid, as they imply that the work is done by someone else outside the Development Team (such as Quality Assurance Team) or by another role on the Scrum Team (such as Product Owner or Scrum Master).

According to the Scrum Guide 1 , one aspect of Scrum Teams inspecting how they work toward their Product Goal is that they create a Sprint Goal every Sprint. The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Developers on why it is building the Increment. It also provides a basis for inspecting and adapting during the Sprint Review and Sprint Retrospective. The Sprint Goal is created during the Sprint Planning event.

A Sprint burndown chart shows an estimate of the total work remaining for the Sprint, as stated in  3 : “A sprint burndown chart tracks work remaining in a sprint. It shows how much work remains at any given point during a sprint. It helps teams monitor whether they will finish all planned tasks by the end of a sprint.”

According to the Scrum Guide 1 , the purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness. The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. Inspected elements often vary with domain, practices, and people involved. The Scrum Team identifies the most helpful changes to improve its effectiveness. The most impactful improvements are addressed as soon as possible. They may even be added to the Sprint Backlog for the next Sprint. The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. The Scrum Master is part of the Scrum Team and should participate as a Scrum team member and facilitate as requested or needed.

The correct answer is A, because the best way the Scrum Master can ensure that the Development Team communicates effectively with the Product Owner is to monitor communications between them and facilitate direct collaboration. The Scrum Guide states that “the Scrum Master serves the Product Owner in several ways, including … facilitating Scrum events as requested or needed.” Therefore, the Scrum Master should help the Development Team and the Product Owner interact regularly and productively during the Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective events.

The correct answer is E because Scrum depends on transparency, collaboration, and collective accountability. If a Developer raises concerns about data security, the Scrum Master should encourage that concern to be brought to the Scrum Team as soon as possible so it can be openly inspected and addressed. Security is a serious product quality concern, and in Scrum, important issues should not remain private between two people when they affect the whole team’s work and the quality of the Increment.

Option A may sound reasonable, but the Scrum Master should not unilaterally add security to the Definition of Done. The Definition of Done is created and evolved appropriately through the Scrum Team’s work and organizational standards. Option B is too directive and bypasses team inspection and collaboration. Option C could eventually happen, but immediately creating a Product Backlog item does not address the need for transparency within the Scrum Team. Option D is incorrect because Scrum does not rely on a separate tester role to own quality concerns.

The Scrum Master should help the team surface the issue quickly so they can determine the right action together.

According to the Scrum Guide 1 , the Sprint Backlog is the property of the Developers and no one else can tell them which items they should work on. The Developers can select any item from the Product Backlog that they forecast they can complete within a Sprint. The Developers are self-organizing and decide how to turn Product Backlog items into an Increment of value. Therefore, no one owns a Sprint Backlog item, but the entire Development Team is accountable for it.

The correct answers are A and B. When multiple Scrum Teams work on the same product, Scrum calls for one Product Owner and one Product Backlog for that product. This ensures a single source of prioritization, clear accountability for maximizing value, and consistent product direction. One Product Owner helps avoid conflicting priorities across teams and provides one clear voice for product decisions.

One Product Backlog is equally important because it creates transparency for all work needed to develop the product. If each team had its own separate Product Backlog, the organization would risk fragmentation, duplicate work, inconsistent ordering, and confusion about the overall product direction. A single Product Backlog supports coordinated planning and alignment across all teams contributing to the same product.

Options C, D, and E are incorrect because they divide product accountability across multiple backlogs or multiple Product Owners. Scrum does not define a Chief Product Owner structure. For one product, there should be one Product Owner and one Product Backlog, even when multiple Scrum Teams are involved. This setup best supports focus, transparency, and value optimization.

 According to the Scrum Guide 1 , Scrum is not a process, technique, or definitive method. Rather, it is a framework within which you can employ various processes and techniques. Scrum makes clear the relative efficacy of your product management and work techniques so that you can continuously improve the product, the team, and the working environment.

According to the Scrum Guide, multiple Scrum Teams working on the same product do not have to have the same Sprint start date. They may start their Sprints at different times, as long as they synchronize their work and integrate their Increments at least by the end of each Sprint. The other option is not valid, as it implies that having the same Sprint start date is mandatory for multiple Scrum Teams.

According to the Scrum Guide, when many Scrum Teams are working on a single product, they must have a Definition of Done that makes their combined work potentially releasable. This ensures that there is a clear and consistent understanding of what “Done” means for the product and that there is no technical debt or unfinished work at the end of each Sprint. The other options are not valid descriptions of the Definition of Done for multiple Scrum Teams, as they either create inconsistency, confusion, or waste (such as having different definitions, discussing and reconciling differences during a hardening Sprint, or having the Scrum Masters define a common Definition of Done).

According to the Scrum Guide 1 , during each Daily Scrum, each Developer answers three questions:

What did I do yesterday that helped meet our Sprint Goal?

What will I do today to help meet our Sprint Goal?

Do I see any impediment that prevents me or our Development Team from meeting our Sprint Goal?

The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward achieving their Sprint Goal and producing a usable Increment. The other options are not relevant or appropriate for the Daily Scrum.

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, in order to turn Product Backlog items into an Increment of potentially releasable product functionality, the Development Team should have all the skills needed.

The correct answer is C, because the Development Team should inform the Product Owner so he/she can work with the CEO. The Scrum Guide states that “only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Development Team, or the Scrum Master.” Therefore, if the CEO wants to add a “very important” item to a Sprint that is in progress, he or she should communicate with the Product Owner, who can then decide whether to cancel or continue the current Sprint.

According to the Scrum Guide 1 , 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 definition guides the Development Team in creating a “Done” Increment. The definition of “Done” is created by the development organization (or Development Team if none is available from the development organization). The definition of “Done” may vary significantly per Scrum Team, depending on the context. One aspect of Scrum Teams inspecting how they work toward their Product Goal is that they improve their definition of “Done” over time. Therefore, if a Product Backlog item worked on during the Sprint does not meet the definition of “Done”, two things that should happen with the undone Product Backlog item are:

Put it on the Product Backlog for the Product Owner to decide what to do with it, as they are accountable for effective Product Backlog management and ordering.

Do not include the item in the Increment this Sprint, as it does not meet the quality standards and may compromise value.

The other options are not appropriate, as they may compromise transparency, inspection, or adaptation.

The correct answer is A, because in accordance with Scrum theory, a group of 100 people should be divided into multiple Development Teams by understanding the product, the product vision and the rules of the Scrum framework, and then dividing itself into teams. This approach respects the self-organization and empowerment of the people who will do the work, and allows them to form cross-functional and collaborative teams that can deliver value.

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.

The correct answer is B because as a Scrum Team matures, it is expected to strengthen its quality standards and improve its Definition of Done. The Scrum Guide explains that the Definition of Done creates transparency by making clear what it means for work to be complete. As the team becomes more capable, disciplined, and technically proficient, it often raises those standards to ensure higher quality, greater releasability, and more dependable Increments.

This improvement reflects empirical learning. A mature Scrum Team does not become less Scrum-like. It usually becomes more effective at applying Scrum. That means the team may refine engineering practices, strengthen testing, improve integration, and include more rigorous completion criteria in the Definition of Done.

Option A is incorrect because timeboxes do not expand simply because a team matures. Option C is incorrect because the Scrum Master remains accountable for Scrum effectiveness even with a mature team. Option D is incorrect because the Sprint remains a fixed timebox and a core element of Scrum. Option E is incorrect because Sprint Reviews continue to be essential for inspection and adaptation with stakeholders.

The correct answer is B, because the Sprint Backlog is created during the Sprint Planning meeting. The Scrum Guide states that “the Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal.”