Simulado 1

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Simulado 01 
 
 
 
 
1) Zach was recently hired as a Scrum Master to work in the IT department of a large textile company. 
The teams are now organized into component teams. This means that a team treats only one layer 
(for example: front-end, back-end, interfaces). 
 
After three months of work, Zach introduced the concept “feature teams,” where each team has 
enough skills to work in multiple layers throughout a Sprint delivering working software at each 
Sprint. 
 
The IT Director of the company is concerned with the effects of this change. 
 
What are the two things that should be taken into account in order to change the organization of 
component teams to feature teams? (choose the best two answers) 
A) It is not possible to adopt Scrum without feature teams. Do not continue to adopt Scrum until 
you reorganize the teams into feature teams. 
B) Feature teams will take some time to become productive as people from different layers and 
components start working together to provide unified functionality such as a Scrum Team. 
C) Productivity, in terms of code lines or story points, is likely to decrease during the transition, 
although the delivery of value to the business will still likely increase. 
D) You can more easily compare velocity between feature teams. It will then be possible to set 
goals and awards for teams that produce more, which will accelerate the adoption of Scrum. 
 
 
 
02) It is increasingly common for companies to scale Scrum making multiple Scrum Teams work from 
the same Product Backlog, but still with the goal of creating integrated and potentially releasable 
increments for each Sprint. In this context, what would be the biggest concern? (choose the best 
answer) 
A) Increase the velocity of teams to deliver similar amount of software. 
B) Make sure that all teams have work, and that Developers will not be idle. 
C) Minimize dependency among teams. 
D) Have clearly defined requirements, at least for the next 3 Sprints. 
 
 
3) During Sprint planning, the Developers takes into account the definition of done to forecasting of the 
number of items that they are likely to deliver at the end of the Sprint. Everyone should be aware 
that it is necessary to deliver a "done" increment at the end of the Sprint. 
 
What does "Done" mean? (choose the best two answers) 
A) An increment of software that can be released to end users. 
B) An increment of software that is done for acceptance testing by Product Owner 
C) An increment of software that is done to be integrated with other increments of software 
produced by other teams. 
D) All the work listed in the definition of done has been completed. 
E) All development work is done, and the increment can be tested in the next Sprint by the test 
team. 
 
 
 
 
4) You are the Scrum Master of a Scrum Team involved with a product of high criticality and importance 
to the organization. Given all the context and history of the works, it is expected that after the 
product release will arise many and many user feedback and requests for new features or changes 
to existing features. 
 
After much anticipation, during the review of the current Sprint, the Product Owner decides that the 
product will be released to the end users. Present stakeholders then request that the Developers 
stop developing to act more quickly regarding the feedback from end users. The Product Owner is 
against this idea and wants the Developers to continue developing to make progress for the next 
release. What are two acceptable outcomes for this discussion? (choose the best two answers) 
1) Continue developing and include feedback from users in the Product Backlog. 
2) Stop developing and wait for feedback. Act quickly when requests are done. 
3) Continue developing but reduce Sprint duration in order to allow faster feedback loops. 
4) Continue developing but allow users' requests to enter the current Sprint, although this may 
affect the Sprint goal. 
 
 
5) After two months of using a new product, a key stakeholder contacts the Product Owner and 
complains about the software performance. The Product Owner fully agrees with the key stakeholder 
complaint. 
 
What can you, as Scrum Master, do to help in this situation? (choose the best two answers) 
A) Encourage the Product Owner to take the performance concerns to the Developers and work 
with them on how to improve performance and, ultimately, have stronger SLA requirements 
in the definition of "done." 
B) Explain to the Product Owner that it is up to the Developers to decide whether this is 
acceptable or not, since the definition of ready is up to them. 
C) Do not do anything at the moment. Wait for the next Sprint Retrospective Meeting and bring 
up the issue, as this is the best time for the developers to reconsider the definition of done. 
D) Determine that the Developers is to perform more rigorous performance testing, and for 
future cases, include this in your definition of done. 
 
 
6) After a meeting with key stakeholders, the Product Owner come to you and inform that you need 
to submit a detailed cost estimate for the project in which you are both participating, but he has 
no idea how this can be done. 
 
Which two options describe how budgeting and financial forecasting should be addressed in Scrum? 
(choose the best two answers) 
A) The budget is ideally revisited with the same frequency of each Sprint to ensure that the proper 
amount is being delivered for the investment that was made. 
B) Ideally, the product (not the project) should be financed by means of current costs (time and 
material). No predictive budgeting process is necessary. 
C) The budget should ideally be carried out by releases (set of Sprints) projecting the total cost of 
the project. 
D) Scrum focuses its efforts on delivering value. Budgeting is a secondary process, which 
generates no value. Directors and clients need to modify their mindset to use Scrum. 
 
 
 
 
 
 
 
 
7) You have just been hired as a Scrum Master from a large IT organization, which is using Scrum to 
develop its four main products. On your first day of work, you notice a tension in the air. You find 
out that the organization is struggling in defining how many Product Owners are needed to develop 
its four main products. 
 
What are two viable options? (choose the best two answers) 
A) There should be as many Product Owners as necessary. Scrum is empiricism and you should 
experiment, reap the results and learn. 
B) There should be a single Product Owner for the four products. If necessary, he can delegate 
activities to others. 
C) There should be four Product Owners, one for each product. If necessary, the Product Owner 
may delegate activities to other persons. 
D) There should be four Product Owners, one for each product. Because each Product Owner has 
only one product under his responsibility, activities should not be delegated as he has sufficient 
time to do so. 
 
 
 
8) Zach is a highly skilled developer who works with artificial intelligence, something that takes a lot 
of time to learn. He currently works on two Scrum teams. 
 
What needs to be taken into account in this scenario? (choose the best answer) 
A) The company is not doing Scrum correctly. The same person cannot work on two different 
teams at the same time. 
B) A person working on multiple Scrum teams at the same time is generally less productive than 
when that person can focus on the Sprint Backlog of a single Scrum Team. 
C) The company should outsource the development of features with artificial intelligence. 
D) This model works only when teams are organized as "component teams." 
 
 
 
9) It is more and more common for companies to scale Scrum making multiple Scrum Teams work 
from the same Product Backlog but still with the goal of creating integrated and potentially 
releasable increments for each Sprint. 
 
Which options is true about scaling software development using Scrum? (choose the best answer) 
A) A well-structuredProduct Backlog can minimize and often eliminate the need for Developers 
to work on multiple Scrum Teams during a Sprint. 
B) No additions or changes to the core structure of Scrum are required to succeed with Scrum on 
a large scale. 
C) Team members need to work full-time on the same Scrum Team. 
D) All dependency problems can be solved using an appropriate configuration management 
system. 
 
 
 
10) True or False: Self-organization generates creativity, conflict resolution skills, and sense of 
responsibility. 
A) True. 
B) False. 
 
 
 
 
 
 
 
11) You are the Scrum Master of a team in transition to Scrum. In the middle of the third Sprint, the 
Product Owner comes to you and says he does not know if Scrum will really work. He continues: 
"We are in our third Sprint and I do not think the team will be able to fulfill its commitment to 
deliver all of the Product Backlog items that have been selected for the Sprint. And I say this because 
it was like that in our first two Sprints." 
 
What would you do, as the Scrum Master, in this situation? (choose the best answer) 
A) Talk to the Dvelopers and explain the situation to them. Tell them that if they fail to meet their 
commitments there is a great risk that Scrum's adoption will be canceled. 
B) Talk to the Developers and explain the situation to them. Challenge the team to do their best. 
Challenge the team to show that the Product Owner is wrong. 
C) Explain to the Product Owner that software development is complex and that the team cannot 
promise to deliver 100% of the expected scope during Sprint Planning. As the Sprint goes on, 
you learn more, and with that, work can emerge that impacts the Sprint Backlog. 
D) Explain to the Product Owner that the Sprint Backlog is the responsibility of the Developers 
and that it is up to them to fulfill their commitments. Remind the Product Owner that no one 
can interfere with the work of the Developers and that only they can tell what needs to be 
done to deliver a product increment ready at the end of each Sprint. 
 
 
12) Often, the Developers fails to perform usability testing during the Sprint for items that have been 
selected for Sprint. Since usability testing is part of the definition of done, this has caused 
distortions in the team's velocity metrics and caused some frustration for the Product Owner. The 
Developers and Product Owner talked about this problem and, by mutual agreement, decided to 
remove the usability testing from the definition of done. 
 
Which two actions can you, as the Scrum Master, take? (choose the best two answers) 
A) You can only agree with the decision made as it was agreed to between the Product Owner 
and Developers. 
B) Use your power as the "Scrum Process Manager" and tell the Developers to keep usability 
testing in their definition of done. The more rigorous the definition of done, the higher quality 
the product will have. 
C) Ask the Developers and the Product Owner what problems they are trying to solve. How will 
the decision to remove usability testing in the definition of done increase transparency, 
quality, or value delivery? 
D) Remind them that at the end of each Sprint a potentially releasable increment must be 
delivered and ask how this decision will impact this goal. 
 
13) When asked about why he made a certain technical decision, Zach gets angry and says: "Why do 
not you trust my job? I know what I am doing. I am a senior developer, I have a lot of experience, 
and I am not obliged to explain to you everything I do. Do your work, I will do mine!" 
 
What main Scrum values have been violated here? (choose the best two answers) 
A) Focus. 
B) Openness. 
C) Respect. 
D) Adaptation. 
E) Commitment. 
F) Courage. 
 
 
 
 
 
 
 
14) Stakeholders are disappointed with the outcome of the final product. The product has been 
developed for two years and at each new release, more bugs emerge. The product becomes more 
difficult to maintain and less value is delivered at each release. What the team once took a week to 
do, now takes two or three weeks. The Product Owner is extremely upset and worried. 
 
Which of the following may be true about this scenario? (choose the best answer) 
A) The Developers did not give enough attention to the technical quality of the product. 
B) The Scrum Team did not use the Sprint Retrospective Meetings to truly inspect and adapt. 
C) The Product Owner and Developers did not discuss technical debts and how this can affect 
value delivery over time. 
D) All options listed above. 
E) None of the options. In a complex environment where empiricism must be applied, it is 
extremely complicated to make any kind of opinion about what happened. 
 
15) Stakeholders are disappointed with the outcome of the final product. The product has been 
developed for two years and at each new release, more bugs emerge. The product becomes more 
difficult to maintain and less value is delivered at each release. What the team once took a week to 
do, now takes two or three weeks. The Product Owner is extremely upset and worried. 
 
What did the Scrum Master fail to do that led the situation to this point? (choose the best answer) 
A) The Scrum Master has not ensured that the Scrum Team is transparent. 
B) The Scrum Master did not actively participate in Sprint Retrospective Meetings leaving the 
Developers and Product Owner to make wrong decisions. 
C) The Scrum Master has no responsibility. The quality of the final product belongs to the 
Developers. 
D) The Scrum Master could not do anything. The Developers is self-organized and should make 
its own decisions. 
 
16) You have been hired as a Scrum Master by a large IT organization, which currently has 5 Scrum 
Teams acting in the same Product Backlog. After a refinement session, several team members 
comes to you. They are worried that it seems they will need the full-time support of Zach - an 
external expert in artificial intelligence. They ask you to solve this issue. 
 
How would you handle this situation? (choose the best answer) 
A) Talk to the Product Owner and tell him to sort the Product Backlog items so that Zach can work 
with one team at a time at each Sprint. 
B) Talk to Zach and ask him to make a detailed plan of how he will work to meet all the teams’ 
needs. 
C) Determine a daily time for Zach to work with each team (for example, two hours per day for 
each team). 
D) Talk to all Developers about how they want to address this situation and help them implement 
the chosen option. 
E) Talk to all Developers about how they want to deal with this situation. Evaluate the best 
options that come up and implement the option that you think is the most appropriate. 
 
17) During the Daily Meeting, the Product Owner applauds every item that the Developers presents as 
done as an incentive and to show that he is grateful for the hard work the Developers is doing. 
 
What should you do, as the Scrum Master, in this situation? (choose the best answer) 
A) Nothing. The Scrum Master does not need to attend Daily Meetings. 
B) Ask the Developers how they feel. If they feel good, ask the Product Owner to continue this 
positive attitude. 
C) Explain to the Scrum Team the real purpose of the Daily Meeting. Explain to the Product Owner 
how his behavior impacts the team. Eventually ask him to stop attending the Daily Meetings 
for a while. 
D) Consider this as a positive attitude of the Product Owner. Encourage the other Scrum Team 
members to do the same. 
 
 
 
18) True ou False: The stability and complexity of the technology, the unpredictability of requirements, 
and the schedule of planned work are risks addressed by Scrum. 
A) True. 
B) False. 
 
19) Zach joined the Scrum Team 6 months ago. He is considered by the members of the Scrum Team 
as one of the best developers. On the other hand, everyone who works closer to him complains 
about his actions, especially the fact that Zach always reopens discussions about decisions that havealready been made and agreed upon by the entire Developers. "It looks like we are talking in circles, 
always discussing the same things," another Developer report. 
 
You are the Scrum Master of this Scrum team. How should you act? (choose the best two answers) 
A) Talk to HR about Zach’s behavior. Ask the HR Manager to have a serious conversation with 
Zach. 
B) For each member of the team who expresses this concern, suggest that he open this situation 
to the whole team, preferably as fast as possible, so that the situation does not get worse. Put 
yourself in the mood to help them start this conversation 
C) At the next Sprint Retrospective, observe whether the team raises the issue. If not, check how 
comfortable everyone is about the decisions that were made by the group. 
D) Talk to Zach and express your concerns. Tell him not to act like this anymore 
 
 
20) True ou False: In order to ensure that Scrum is well understood and deployed, the Scrum Master 
can organize individual coaching sessions where issues identified by the Scrum Master can be 
discussed. 
A) True. 
B) False. 
 
21) You are the Scrum Master of a Scrum Team that is under great pressure to deliver the product - the 
Sales department depends on whether the product is done to start a series of marketing and sales 
actions. The future of the organization depends on this. 
 
There are still three Sprints left by the release deadline and acceleration is required to meet the 
stakeholder expectations. The Product Owner requests that some tests contained in the “definition 
of done" are not performed for the next three Sprints and adds a generic item to the Product 
Backlog to resolve this in a future release. 
 
The Developers opposes this strategy because this will increase technical debts. 
 
Select two best options that explain the impact of technical debt. 
A) Releasing the version will cause a false sense of "mission accomplished." It will likely impact 
users’ frustrations and down times over the course of upcoming developments to fix problems 
reported by users. 
B) As development progresses and new features are added under a less strict definition of done, 
the product is expected to exhibit more errors during its use. Development will progress in a 
slower and less predictable way. 
C) Technical debts prevent new features from being developed. For Scrum, you must first 
eliminate all technical debts and then continue with new developments. 
D) Technical debt is natural and acceptable and should not be treated as “taboo” by the Scrum 
Team. In addition to adding a generic item to the Product Backlog, the team must accurately 
estimate it to make all extra work transparent. 
 
 
22) An external vendor has just informed the Scrum Team that it will delay the delivery of an important 
software component that has been outsourced. The Developers had to integrate this component 
and use it in the next Sprint. Facing this fact, the Developers asked the Product Owner that the 
Product Backlog be reordered so that the items that depend on this component are done later. The 
Product Owner is unsure how to proceed. 
 
What advice would you give to the Product Owner? (choose the best answer) 
A) The Product Backlog needs to be ordered based on the delivery of value to the business. 
Dependencies can influence the development sequence but does not necessarily change the 
order of the Product Backlog. 
B) Advise the Product Owner to reorder the Product Backlog. The order of the Product Backlog 
also needs to optimize the value of the work that the Developers performs. 
C) Advise the Product Owner to create a separate Product Backlog containing all the work 
involved in the external component. 
D) There are several ways to deal with this problem. Ask the Product Owner what alternative he 
feels most comfortable with. 
E) Support the Product Owner in the execution of the chosen option. 
 
 
23) The Product Owner and Developers are no longer speaking the same language and the relationship 
between them is worsening over time. The Product Owner complains that the Developers is 
constantly failing to reach the Sprint Goal making the stakeholders frustrated. On the other hand, 
the Developers complains that the Product Owner is very absent during the Sprint. 
 
As the Scrum Master, what should be your most preferred action? (choose the best answer) 
A) Ask HR to talk to each of the Scrum Team members. Ask HR to guide everyone to work as a 
team. 
B) At the next Sprint Retrospective Meeting, raise the question of why the Sprint Goal has not 
been achieved. Raise the question of how long the Product Owner has been together with the 
Developers during the Sprint. Ask the Product Owner and Developers to talk about why this is 
occurring and what actions need to be taken. 
C) Tell this to the Project Manager. Ask him to analyze the facts and make the most appropriate 
decision to solve the problem. 
D) Although the Scrum Master also helps the Product Owner, he should primarily defend and 
protect the Developers. Ask the Product Owner to be more present during the Sprint to 
prevent the Sprint Goal from not being achieved. 
 
 
 
24) True ou False: The use of timebox and the need to create an integrated and potentially releasable 
increment at the end of each Sprint are two limits provided by the Scrum framework that allow 
self-organization to take place. 
A) True. 
B) False. 
 
 
 
25) True ou False: It is increasingly common for companies to scale Scrum, making multiple Scrum 
Teams work from the same Product Backlog but still with the goal of creating integrated and 
potentially releasable increments for each Sprint. All dependency problems can be solved using an 
appropriate configuration management system 
A) True. 
B) False. 
 
 
26) Creating a forecast for a Sprint tends to run more smoothly when the discussed Product Backlog 
items are well understood and actionable. How much time should be spent carrying out Product 
Backlog Refinement? 
A) Up to 10% of the capacity of the Developers. (choose the best answer) 
B) As much time as the Product Owner and Developers agree that is necessary to create enough 
ready Product Backlog Items. 
C) Up to 10% of the capacity of the Developers in a typical Sprint but as much as 90% in early 
Sprints. 
D) As much time as the Product Owner deems necessary to create enough ready Product Backlog 
Items. 
 
 
27) By the end of the Sprint Planning Meeting, the Product Owner and Developers were unable to find 
common ground regarding the top priority for Product Backlog items. Due to this lack of 
understanding of what needs to be done, the Developers is unable to forecast how many items 
they will be able to deliver at the end of Sprint. The Product Owner has made it clear what the 
business objective is and what he expects to achieve with this Sprint. 
 
Which two of the following actions would you, as the Scrum Master, support? (choose the best two 
answers) 
A) Cancel the Sprint because the Product Owner could not prepare enough items for the Sprint. 
Tell the Product Owner that as soon as he prepares enough items (which meet the definition 
of ready) for Sprint Planning, the Sprint will resume 
B) The Developers forecasts the most likely items in the Product Backlog to meet the business 
objective and Creates an initial Sprint Backlog. When the Sprint Planning Meeting timebox 
ends, they start the Sprint and continue to analyze, decompile, and create additional features 
during Sprint. 
C) During the next Sprint Retrospective Meeting, the Scrum Team discusses why this happened 
and what needs to be done to deal with the situation. 
D) Even with the end of the Sprint Planning Meeting timebox, if everyone agrees, continue with 
the Sprint Planning Meeting until enough of the Product Backlog is refined and understood by 
the Developers. 
 
 
 
28) It is increasingly common for companies to scale Scrum making multiple Developers work from the 
same Product Backlogbut still with the goal of creating integrated and potentially releasable 
increments for each Sprint. 
 
What is true about developing scalable software using Scrum? (choose the best two answers) 
A) Each Scrum Team has a separate Product Backlog maintaining the requirements assigned to 
each team. 
B) Having a single Product Owner will improve the clarity of responsibility for the teams. 
C) A single Product Backlog must be maintained containing all requirements. 
D) Many Product Owners may be needed considering at least one Product Owner for each 
Scrum Team. 
 
 
 
 
 
 
 
 
 
 
 
29) The IT director always talks about the importance of meeting the commitments undertaken and 
delivering the projects on time. Recently, the IT director analyzed some metrics from a Scrum Team 
and found that the team velocity needs to increase by 15% in order to meet the timeline for an 
important project. He then asks you, the Scrum Master, to help make this happen. 
 
What two things you should probably do? (choose the best two answers) 
A) Get the Developers together, explain the expectations of the IT Director, and encourage the 
Development 
B) Team to prove to the IT Director that it is possible to increase the velocity of delivery. The team 
works best when it has a goal to achieve. 
C) Inform the IT Director of the organizational impediments you are aware of which prevent the 
team from being more productive. You suggest working with him on how to remove these. 
D) Tell the IT Director that typically the Developers take some Sprints to increase their velocity. 
You then suggest that you set gradual velocty increase goals. 
E) You explain that as a self-organized team, increasing velocity is the sole responsibility of the 
Developers. You suggest that the IT Director participate in upcoming Sprint Planning and Sprint 
Retrospective meetings as a way to make clear what his expectations are. 
F) Explain to the IT Director how a team uses velocity as a way to predict work for the next Sprint, 
not to perfectly predict future productivity. You refer the IT manager to the Product Owner for 
all information regarding development progress. 
 
 
30) Joseph is the Product Owner for a Scrum Team of 7 people. Based on historical past Sprints, Joseph 
designed 8 Sprints of 15 days for the next release. He considered, given the track record, that the 
Developers can deliver 20 points for each Sprint, totaling 160 points. 
 
After 4 Sprints, the team's velocity was 16 points for each Sprint but having left some tests aside 
(although contained in the definition of done.) The team estimates that it will take 10% of the time 
of the next 4 Sprints to complete the tests that have been left out but still believe it is possible to 
reach 160 points in 8 Sprints. 
 
What would be the best way to treat this situation? (choose the best answer) 
A) The Developers must inform Joseph that the progress made so far is not real. The increment is 
not in condition to be released. They give Joseph an estimate of the effort to complete the 
work before proceeding. The Developers also re-evaluates the remaining Product Backlog 
considering all activities of the definition of done. In the end, Joseph can make the decision to 
continue the project or not. 
B) Transparency needs to be reestablished. The Developers should ask the Product Owner to add 
to the Product Backlog all the non-done work. The Developers then estimates this work and 
finds a way to increase its velocity to something around 30 points, which would be enough to 
recover the non-done work and deliver the rest of the Product Backlog. 
C) The team has committed to deliver 20 points per Sprint and must figure out a way to make it 
happen. Commitment is one of the values of Scrum and cannot be overlooked. 
D) This should be addressed at the next Sprint Retrospective Meeting. The Developers must plan 
actions to increase its velocity.