SMC Exam Dumps - Scrum Master Certified (SMC)

The customer can easily request changes and get things done by interacting closely with the team. Thus

collaboration ensures efficient management of large numbers of Change Requests.

The team will be able to identify, and assess risks. Also, due to the collaborative approach they are able to

implement risk responses to high-priority risks.

Even if a team member has missed a task deadline, the team members can align themselves

collaboratively to meet the targets agreed to for completing the Sprint.

The Scrum Master can work with the team to rework and improve the processes for the next scheduled

Sprint. Thus, collaboration leads to the practice of continuous improvement.

The idea of Scrum was derived from a “rugby” approach, in which “a team tries to go the distance as a unit,

passing the ball back and forth.”

Takeuchi and Nonaka proposed that product development should be like a sequential relay race.

Scrum was based on a flexible and all-inclusive product development strategy where the development

team works as a unit to reach a common goal.

Takeuchi and Nonaka based their approach on manufacturing case studies from various industries.

Joan attends to confirm that the entire Development Team and the Product Owner is present.

Joan attends to confirm that the entire Development Team is present.

Joan should attend to hear the status of the Sprint Backlog items

Joan really doesn't have to attend, she only needs to confirm that the Development Team has a Daily Scrum.

This is a false statement.

This is a true statement.

Critical

Mandatory

Discretionary

Internal

Length of Sprint, Agreed Actionable Improvements, Done Criteria, Team Calendar.

Assigned Action Items, Business Improvements, Dependencies, Team Calendar.

Length of Sprint, Previous Sprint Velocity, Dependencies, Team Calendar.

Proof of Concept, Previous Sprint Velocity, Done Criteria, Team Calendar.

Sprint Planning meeting.

Review Sprint meeting.

Retrospect Project meeting.

Review Project meeting.

Identify Scrum Master and Stakeholder(s)

Estimate User Stories

Conduct Daily Standup

Commit User Stories

Risk Appetite.

Probability Impact Grid.

Risk Checklists.

Risk Meeting.

The Product Owner must proactively help the team solve issues during the meeting.

The Product Owner should discuss the issues with the management and come up with solutions after the

meeting.

Discuss and resolve issues as and when they are spoken about during the meeting.

Discuss among Core Roles after the meeting and resolve the issues.

They reduce the productivity of a Scrum team.

Impediments can be both internal and external.

Impediments should be documented only by the team members in the Impediment Log.

Impediments faced are brought up by the Scrum Team during the Daily Standup Meeting.

Discuss ways to resolve technical impediments faced by development teams, especially if two or more

teams face the same issue.

Discuss what each individual development team member has worked on since the last time all Scrum

Masters met.

Discuss actions of a team that could potentially affect another team.

Share a status update on all individual team member' tasks.

This meeting can be conducted at any time without any pre-determined intervals.

This meeting can be scaled up.

This meeting is always time-boxed.

This meeting is relevant only for high-investment projects.

Identify process improvements

Identify best practices

Identify new product features

Identify process problems and bottlenecks

Refer the representative to the Scrum Master to discuss it

Accept it only if they are willing to ask for it formally

Refer the representative to the Product Owner to discuss it

Refuse it, because they are in the middle of the Sprint

The definition of done creates transparency over the work inspected at the Sprint Review.

The definition of done guides the Development Team in creating a forecast at the Sprint Planning.

The definition of done defines what it takes for an increment to be ready for release.

The definition of done defines the duration and cost of a sprint.

Agreed Actionable Improvements.

Agreed Actionable Schedule.

Agreed Actionable Lessons.

Agreed Actionable Objectives.

Non-core roles are mandatorily required for the Scrum project to be successful.

Non-core roles are supportive roles indirectly responsible for the success or failure of the project.

Non-core roles are involved with the project, but do not have any interest in the project.

Non-core roles have a formal stature on the project team and are continuously involved in the Scrum

process.

Skills Requirement Matrix.

Organizational Deployment Method.

Daily Standup.

Organizational Resource Matrix.