SMC Exam Dumps - Scrum Master Certified (SMC)

A Scrumboard represents work associated with a particular Sprint. During that Sprint, tasks move through workflow states such as To Do, In Progress, Testing, and Done. The board is updated continuously so that the team has a transparent view of current progress.

At the completion of the Sprint, however, that Sprint's working board is no longer the active execution board. Earlier SBOK guidance explicitly describes the Scrumboard as being reset or wiped off, with a new Scrumboard created for the next Sprint. Current SBOK guidance similarly states that one Scrumboard is valid for one Sprint and that the Scrum Team creates a new board for the next Sprint.

This distinction is important because velocity is not calculated merely by retaining two physical boards side by side. Historical metrics and Sprint results can be preserved through appropriate tracking mechanisms, while the operational Scrumboard remains focused on current Sprint work.

Thus the exam wording “reset or wiped off” reflects the SBOK concept that each Sprint receives its own current execution view rather than indefinitely accumulating tasks from earlier Sprints.

Study Guide reference: Implement - > Create Deliverables - > Updated Scrumboard; Scrumboard lifecycle across Sprints.

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Option C contains the intended SBOK responsibility mapping. The Sponsor provides resources and financial support for the project. The Scrum Guidance Body (SGB) establishes organizational guidance, including recommendations concerning business justification techniques and other Scrum practices. The Scrum Master facilitates creation of project deliverables and helps manage risks, changes, and impediments through Scrum processes.

Customers and users constitute important business stakeholders whose requirements and expected value feed the Prioritized Product Backlog. In the formal core-role model, the Product Owner consolidates, articulates, and prioritizes those requirements as the Voice of the Customer; therefore, statement b should be understood in this question's stakeholder-input context rather than as transferring Product Owner accountability to customers. SCRUMstudy identifies the Product Owner as the role responsible for representing stakeholder interests and maintaining prioritized requirements.

The other mappings incorrectly assign funding, guidance, or facilitation responsibilities.

Thus the intended mapping is Sponsor - > c; SGB - > d; Customers/Users - > b; Scrum Master - > a.

Study Guide reference: Business Justification - > Responsibilities of Scrum Roles; Organization - > Sponsor, Business Stakeholders, Scrum Guidance Body, Scrum Master.

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Create Sprint Backlog belongs to the Plan and Estimate phase, not the Implement phase.

In the terminology of this question's SBOK edition, the Implement phase consists of:

- Create Deliverables

- Conduct Daily Standup

- Groom Prioritized Product Backlog

Current SCRUMstudy terminology renames the third process Refine Prioritized Product Backlog, but it remains part of Implement.

Sprint Backlog creation occurs during planning after User Stories have been estimated and committed and tasks have been identified and estimated. The Sprint Backlog represents the work selected and structured for execution during the forthcoming Sprint.

Once implementation begins, the Scrum Team works through Sprint Backlog tasks to create deliverables, synchronizes through Daily Standups, and maintains the overall Prioritized Product Backlog through refinement activities.

Therefore, Create Sprint Backlog is the only listed process outside the Implement phase.

Study Guide reference: Plan and Estimate - > Create/Update Sprint Backlog; Implement - > Create Deliverables, Conduct Daily Standup, Groom/Refine Prioritized Product Backlog.

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The standard SBOK User Story format is:

As a < role/persona > , I should be able to < requirement > so that < benefit > .

A User Story therefore expresses three essential dimensions: Who, What, and Why. The “Why” component identifies the benefit or value expected from satisfying the requirement.

Option D directly corresponds to that third component: What benefit is expected from the requirement? This helps ensure that functionality is connected to user or business value rather than being treated simply as an isolated technical request.

Cost of development is addressed through estimation and business-justification activities rather than the core User Story template. The specific individual responsible for performing the work is not embedded in a User Story because Scrum Teams are self-organizing and determine task ownership during planning and execution. Testing techniques may influence tasks or Acceptance Criteria but are not one of the three core User Story template elements.

Therefore, the expected benefit is the relevant question.

Study Guide reference: Plan and Estimate - > Create User Stories - > User Story Template: Role/Persona, Requirement, Benefit.

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Among the options given, the Retrospect Project Meeting is the correct answer. SBOK describes this meeting as being conducted after the project to determine ways in which team collaboration and effectiveness can be improved in future projects. Participants examine successes, failures, inefficiencies, and potential improvement opportunities and document lessons learned.

At Sprint level, the equivalent continuous-improvement event is the Retrospect Sprint Meeting, where the team determines what to continue, start, or stop doing in future Sprints. However, that choice is not present in this question.

Sprint Planning is concerned with selecting and planning upcoming Sprint work. Sprint Review/Demonstrate and Validate Sprint focuses on inspecting deliverables and obtaining Product Owner/stakeholder feedback. “Review Project Meeting” is not the defined SBOK retrospective event represented here.

Because this question asks specifically about improving collaboration and effectiveness in the future, and because Retrospect Sprint is absent from the options, Retrospect Project is the correct meeting.

Study Guide reference: Release - > Retrospect Project - > Lessons Learned and Future Improvement.

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The Create Deliverables process is an Implement-phase activity in which the Scrum Team executes the tasks contained in the Sprint Backlog and creates the Sprint Deliverables. SCRUMstudy describes this process as the team working on Sprint Backlog tasks to produce deliverables while using mechanisms such as the Scrumboard and Impediment Log to manage execution.

Options A, C, and D can represent tangible or project-specific results produced through Sprint execution. Construction work, an updated engineering blueprint, and completed seismic retrofit work can each constitute deliverables when they correspond to committed Sprint Backlog items and satisfy the applicable Done Criteria.

Raw materials acquired for the next Sprint, however, represent preparation or resource procurement for future work rather than a deliverable generated from execution of the current Sprint Backlog. The defining output of Create Deliverables is completed work resulting from the current Sprint's committed tasks, not inventory accumulated for subsequent iterations.

Therefore, B is the exception.

Study Guide reference: Implement - > Create Deliverables - > Sprint Backlog execution, Sprint Deliverables, Scrumboard, Impediment Log.

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Statements I and II correctly describe how the Scrum Core Team can originate proposed changes. SBOK explains that ongoing interaction among the Product Owner, Scrum Master, Scrum Team, and stakeholders may lead Scrum Core Team members to suggest changes or product improvements. Recommendations commonly arise while creating deliverables, during Daily Standups, and particularly through the Retrospect Sprint process.

Statement IV is incorrect because the Scrum Master does not finalize formal Change Requests. The Product Owner has the decision authority to determine which suggested changes should become formal Change Requests and how approved changes should be prioritized in the Prioritized Product Backlog.

Statement III is not the applicable SBOK responsibility in the form stated here. Escalation beyond defined tolerances can involve other organizational authorities, but that does not make the Scrum Master the authority for finalizing or approving the change.

Thus, the technically supported statements are I and II. This also reinforces Scrum's separation between proposing/facilitating change and business prioritization/approval.

Study Guide reference: Change - > Change Requests - > Scrum Core Team; Retrospect Sprint; Product Owner authority over Prioritized Product Backlog.

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For a large project involving multiple Scrum Teams, coordination is commonly achieved through a Scrum of Scrums (SoS) Meeting. SCRUMstudy states that this meeting is usually facilitated by the Chief Scrum Master, whose focus is coordination and integration across the participating Scrum Teams.

Representatives from each Scrum Team attend the SoS meeting. In many cases, the representative is the individual team's Scrum Master, although another technically knowledgeable team member may represent the team when appropriate. These representatives provide status information, identify inter-team impediments and dependencies, and disclose activities that could affect other teams.

The Chief Product Owner is concerned principally with coordinating product and business-value matters across multiple Product Owners, not with facilitating the Scrum of Scrums. Option D, “Scrum Master,” is less precise because the question describes the designated scaled-project facilitation role. Although another Scrum Master can sometimes facilitate an SoS, the defined role in the standard large-project structure is the Chief Scrum Master.

Therefore, B is the expected SMC answer.

Study Guide reference: Organization - > Scrum in Large Projects - > Chief Scrum Master; Scrum of Scrums Meeting.

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