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DuringSprint Planning, the Scrum Team plans the work to be performed in the upcoming Sprint. The event is time-boxed and is attended by the entire Scrum Team. The main outcomes of Sprint Planning are:

A Sprint Goalthat defines the purpose of the Sprint.

Selected Product Backlog itemsthat are forecasted to be delivered during the Sprint.

A plan for how the work will be completed, which is created by the Developers.

Why the other options are incorrect:

B. Demo of the previous increment is done:Demonstrations and feedback occur during the Sprint Review, not Sprint Planning.

C. Customers will share the feedback:Feedback from customers is gathered during the Sprint Review, not Sprint Planning.

D. The Product Backlog is refined:Product Backlog refinement is an ongoing activity, not a specific focus of Sprint Planning.

Across-functional Scrum Teamis one that has all the skills necessary to deliver ausable Incrementof the product. This ensures that the team is not dependent on external groups to complete their work, enabling them to deliver value independently.

According to the2020 Scrum Guide:

Scrum Teams are cross-functional and self-managing.

Cross-functionality means the team includes all the necessary skills (e.g., development, testing, design) to complete the work in a Sprint and deliver an Increment.

Why the other options are incorrect:

A. Divided into sub-teams:Scrum discourages dividing teams based on function. The team should be collaborative and cross-functional.

B. Distributed:While Scrum Teams can be distributed geographically, this term does not define their ability to deliver a usable Increment.

D. Difficult to manage:A cross-functional Scrum Team is self-managing and does not require external management.

One of the key accountabilities of aScrum Masteris toimprove the Scrum Team's effectiveness. This aligns with the Scrum Master's role as a servant leader who helps the team deliver value through better practices, collaboration, and adherence to Scrum principles.

According to the2020 Scrum Guide, the Scrum Master is accountable for:

Establishing Scrum as defined in the Scrum Guide, helping everyone understand its theory and practices.

Improving the Scrum Team's effectivenessby enabling the team to self-manage, improve cross-functionality, and focus on delivering high-value Increments.

Removing impedimentsthat hinder progress and supporting the team in achieving its Sprint Goals.

Why the other options are incorrect:

A. Set the budget:The Scrum Master does not manage budgets. Budgeting decisions are outside the scope of the Scrum framework.

B. Provide estimates:Developers are responsible for providing estimates during Product Backlog refinement and Sprint Planning.

D. Decide when to release the product:Decisions about releases are made collaboratively by theProduct Owner, often based on business needs and stakeholder input.

When a Scrum Master encounters resistance from outside the Scrum Team, their role is to act as aservant leader and coach, ensuring the organization's adoption of Scrum is effective. Resistance often stems from a lack of understanding or buy-in regarding the value of Scrum.

According to the2020 Scrum Guide, the Scrum Master serves the organization in several ways, including:

Leading, training, and coaching the organization in its Scrum adoption.

Planning and advising Scrum implementations within the organization.

Helping employees and stakeholders understand and enact an empirical approach for complex work.

In this case, the Scrum Master collaborates with other Scrum Masters to amplify the effectiveness of Scrum across the organization. This collaboration is essential for addressing systemic challenges or resistance to Scrum.

Why the other options are incorrect:

A. Escalate to management to reprimand the resisters:Escalating and seeking reprimand is not aligned with the Scrum Master's role as a facilitator and coach. This approach could create conflict rather than resolve resistance.

B. Not intervene in the business of others:The Scrum Master’s role involves actively addressing impediments and resistance. Avoiding intervention undermines their responsibility to promote Scrum.

C. Create a status update meeting for all Scrum Masters to coordinate teamdependencies:While collaboration among Scrum Masters is essential, "status update meetings" are not a Scrum practice, and coordination of dependencies is typically handled within Sprint Planning or during collaborative refinement sessions.

Scrum teams plan workone Sprint at a time, using theSprint Planning eventto adapt the Sprint Backlog based on what was learned in previous Sprints. This approach aligns with Scrum'sempirical process control, which relies on inspection and adaptation to plan effectively.

According to the2020 Scrum Guide:

Sprint Planning creates aSprint Backlog, which includes the Sprint Goal, selected Product Backlog items, and the plan to deliver them.

Teams adjust their plans Sprint by Sprint, responding to new information, feedback, and changing circumstances.

Why the other options are incorrect:

A. One release at a time, adjusting the number of Sprints to the prior releases’ average velocity:Scrum does not prescribe release-driven planning or adjusting Sprint duration based on velocity.

C. One project at a time, adjusting each Sprint Backlog Item to meet the release date negotiated at inception:Scrum encourages iterative planning within Sprints, not fixed plans tied to predetermined release dates.

D. One Sprint at a time in the Product Backlog Refinement meeting with participation of stakeholders:Product Backlog Refinement is an ongoing activity, not a Sprint planning process. Stakeholders typically participate in Sprint Reviews, not in backlog refinement.