PSM-I Exam Dumps - Professional Scrum Master I

According to the Scrum Guide1, 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. The key concern when multiple Development Teams are working from the same Product Backlog is minimizing dependencies between teams so that they can deliver an integrated Increment that meets the definition of “Done”.

References: Scrum Guide, Nexus Guide

According to the Scrum Guide, the best approach for Scrum Teams in order to produce valuable Increments is to have each Developer work on the component where they feel that they can contribute. This means that the Developers can self-organize and collaborate effectively to deliver a valuable Increment that meets the Definition of Done and the Sprint Goal. The other options are not valid approaches, as they either imply that the Developers work in silos or rely on external people (such as developing functionality from beginning to end, working on an independent set of components, or working only as an independent layer of the system).

The two intended outcomes of the Daily Scrum are A and D.

A. Identification of impediments that may prevent the Developers from achieving the Sprint Goal.

The Daily Scrum is an opportunity for the Developers to inspect their progress toward the Sprint Goal and to identify any impediments or challenges that may hinder them from completing the work in the Sprint Backlog1. The Scrum Master can help the Developers remove these impediments or find ways to overcome them2.

D. A shared understanding of the most important work to be undertaken next to achieve the best possible progress toward the Sprint Goal.

The Daily Scrum is also an opportunity for the Developers to adapt their plan for the next 24 hours based on their current situation and the Sprint Goal1. The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work1. This creates focus and improves self-management.

B, C, and E are not intended outcomes of the Daily Scrum.

B. An update of completed tasks and of the remaining work so the Scrum Master can plan the next day.

The Daily Scrum is not a status meeting or a report for the Scrum Master or anyone else2. The Developers are responsible for conducting and facilitating the Daily Scrum, not the Scrum Master1. The Scrum Master’s role is to ensure that the event happens, that it is positive and productive, and that it stays within the 15-minute timebox2.

C. An updated Scrum board to make Sprint progress transparent for the stakeholders.

The Daily Scrum is an internal meeting for the Scrum Team, not for external stakeholders1. The Scrum board is a tool that can help the Developers visualize their work, but it is not an outcome of the Daily Scrum. The outcome of the Daily Scrum should be an updated Sprint Backlog and an updated Sprint plan to achieve the Sprint Goal3.

E. A status report for the upper management indicating what each individual has done, will be doing, and what is impeding him/her.

The Daily Scrum is not a status report for anyone, especially not for upper management2. The purpose of the Daily Scrum is to inspect and adapt the work of the Developers, not to report on individual activities or performance1. The focus of the Daily Scrum should be on the collective work and progress of the Developers as a self-organizing team2.

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 transparent1.

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 it2.

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 Sprint3.

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 quality4.

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 Retrospective5. The Definition of Done is related to the product increment, not to the Scrum events.

The correct answers are B and D, because the length of the Sprint should be chosen based on the level of uncertainty over the technology to be used and the risk of being disconnected from the stakeholders. 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. Sprints enable predictability by ensuring inspection and adaptation of progress toward a Sprint Goal at least every calendar month. When a Sprint’s horizon is too long the Sprint Goal may become invalid, complexity may rise, and risk may increase.”

In the Scrum framework, there is no specific role or accountability for a Tester. Instead, the responsibility for quality lies with the entire Scrum Team, particularly the Developers. Scrum emphasizes cross-functional teams, where every team member contributes to all aspects of the development process, including testing. The Developers collectively ensure that the work meets the Definition of Done and maintains high-quality standards. This approach fosters collaboration, shared responsibility, and continuous improvement, aligning with the core principles of Scrum.

The best answer is C. The function or purpose of management in Scrum is to present the Scrum Teams with insights and resources that help them improve. According to the article What is the Function or Purpose of Management in Scrum?, management is still critical to providing vision, securing resources, hiring talent, training teams, removing roadblocks, and continuously improving. Management also encourages collaboration and establishes Scrum Team autonomy, which are essential for Scrum’s values and principles.

A, B and D are not good answers because they imply a command-and-control approach that contradicts Scrum’s values of respect, openness, and self-organization. Management in Scrum is not supposed to micromanage, judge, or interfere with the work of the Developers, but rather support them and enable them to deliver value.

The correct answers are B, C, and D, because moving away from component teams toward feature teams may involve some challenges and trade-offs. Productivity may suffer when making this kind of move, as teams need to learn new skills, coordinate with other teams, and deal with legacy code. Getting support from the business side first helps, as they can provide the vision, value, and feedback for the features. Feature teams have less communication overhead, as they can deliver end-to-end functionality without depending on other teams.

References: [Suggested Reading for Professional Scrum Masterâ„¢ I]