Pass the GAQM: Scrum / Agile CASPO-001 Questions and answers with ValidTests

TheScrum Guideemphasizes self-organization and self-management as core principles for the Scrum Team, particularly the Developers: "They are self-managing, meaning they internally decide who does what, when, and how." When forming multiple Scrum Teams from a large group, the Scrum Master’s role is to facilitate and coach, not dictate. Option C aligns with this by empowering the Developers to self-organize into teams, fostering ownership and collaboration. Option A (skill-based division) is too prescriptive and risks creating component teams rather than cross-functional ones, which Scrum favors. Option B shifts responsibility to the Product Owner, whose role is Product Backlog management, not team formation. Thus, C is the best tactic.

The Product Owner maximizes value, per theScrum Guide: "The Product Owner is accountable for maximizing the value of the product."

C:Ordering the Product Backlog by value ensures high-priority items are addressed first, a core responsibility: "Ordering Product Backlog items."

D:Frequent releases test assumptions empirically, aligning with Scrum’s inspection and adaptation pillars.

A:Value Poker is a technique, not a fundamental principle, and isn’t universally required.

TheScrum Guidestates that the Sprint Backlog is owned by the Developers, who are responsible for planning and executing the work to achieve the Sprint Goal. If they realize they’ve over-committed, they must adjust the Sprint Backlog. However, since the Product Owner is accountable for maximizing value and managing the Product Backlog, their involvement is critical to ensure adjustments align with value delivery and the Sprint Goal. TheScrum Guidenotes: "The Product Owner may influence the Developers by helping them understand and select trade-offs." Option A includes a non-existent "project manager" role in Scrum, making it incorrect. Option C involves stakeholders, who are not part of mid-Sprint adjustments (they provide feedback at the Sprint Review). Option D excludes the Product Owner, which is insufficient given their role. Thus, B is correct.

Scrum does not mandate specific tools like burndown charts; it focuses on outcomes (e.g., a "Done" Increment) rather than prescriptive practices. TheScrum Guidementions progress tracking as optional: "Various practices exist to forecast progress, like burn-downs, burn-ups, or cumulative flows. While proven useful, these do not replace the importance of empiricism."

A:False—burndown charts are optional.

Technical debt affects product value, a Product Owner’s core concern. TheScrum Guidedoesn’t explicitly mention technical debt, but the Product Owner’s accountability for "maximizing the value of the product" implies considering factors like TCO, which rises with debt due to rework or maintenance costs.

A:Correct—debt impacts long-term value and cost.

B:The Scrum Master facilitates, not manages debt.

Sprint length in Scrum is a critical decision that impacts the team’s ability to deliver value and adapt. TheScrum Guidestates that Sprints are fixed in length (typically one month or less) to create consistency and enable regular inspection and adaptation. While it doesn’t explicitly list factors, practical application and Scrum principles suggest:

A (The ability to go to market with a product release):Shorter Sprints allow faster feedback and releases, aligning with Scrum’s focus on delivering value frequently.

D (The level of uncertainty over the technology to be used):High uncertainty may warrant shorter Sprints to mitigate risk and validate assumptions, a key aspect of empirical process control.

The Sprint Retrospective is a mandatory event for the entire Scrum Team, including the Product Owner. TheScrum Guidespecifies: "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." As a Scrum Team member, the Product Owner’s participation is essential for team-wide reflection and improvement.

A:False—attendance isn’t optional.

The Product Backlog is emergent and doesn’t need to be fully "ready" before Sprint Planning. TheScrum Guidestates: "Sprint Planning initiates the Sprint by laying out the work to be performed for the Sprint." If items aren’t refined, the team can refine them during planning to select enough for the Sprint.

A:Canceling isn’t an option; Sprints start immediately after the previous one.

B:Splitting Sprint Planning isn’t supported; it’s a single time-boxed event.

The Sprint Backlog is created during Sprint Planning as the Developers select items and plan delivery. TheScrum Guidestates: "Sprint Planning initiates the Sprint by laying out the work to be performed for the Sprint. This resulting plan is created by the collaborative work of the entire Scrum Team."

A:Pre-planning creation isn’t supported; it’s a Sprint-specific plan.

B:It starts in planning, though it evolves during the Sprint.

C:Refinement prepares the Product Backlog, not the Sprint Backlog.

The Product Owner’s core accountability is maximizing value through the Product Backlog. TheScrum Guidestates: "The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team." Option B encapsulates this fully.

A:The Developers deliver the Increment; the Product Owner doesn’t ensure it.

C:Refinement is part of management, but not the sole accountability.