Questions for the PSM-II were updated on : Dec 05 ,2025
Creating a forecast for a Sprint tends to run more smoothly when the Product Backlog items
that are discussed are well understood and actionable. Which approach would you recommend
to ensure well understood and actionable Product Backlog items at Sprint Planning?
(choose the best answer)
B
Explanation:
This approach ensures that the Product Backlog items are ready for the Sprint Planning and that the
Developers can focus on their work during the Sprint.
It also allows the Product Owner to collaborate
with the stakeholders and align the Product Backlog with the Product Goal12
.
The other options are
either inefficient, ineffective, or not aligned with the Scrum values and principles
Which statements are true about the Sprint Goal?
(choose the best two answers)
BC
Explanation:
According to the Scrum Guide 2020, the Sprint Goal is a short statement that provides direction and
focus for the Scrum Team throughout the Sprint1
.
The Sprint Goal is chosen by the Scrum Team
during Sprint Planning, based on the Product Backlog items that they forecast to complete in the
Sprint1
.
The Sprint Goal also gives Developers flexibility and creativity on how to implement
functionality during the Sprint, as long as they do not endanger the Sprint Goal1
. Therefore, the
statements that are true about the Sprint Goal are:
During Sprint Planning, the Scrum Team crafts a Sprint Goal based on an objective that the Product
Owner would like to achieve that Sprint. This statement is true because it reflects the purpose and
process of creating a Sprint Goal.
The Product Owner proposes an objective for the Sprint, based on
the current state of the product and the stakeholders’ needs2
.
The Developers then select the
Product Backlog items that support that objective, and craft a Sprint Goal that expresses what value
they will deliver in the Sprint2
.
Sprint Goals give Developers flexibility and creativity on how to implement functionality during the
Sprint. This statement is true because it reflects the benefit and outcome of having a Sprint Goal.
The
Sprint Goal is not a fixed scope of work, but a flexible goal that guides the Developers’ decisions and
actions3
.
The Developers can modify their Sprint Backlog during the Sprint as needed, as long as they
do not endanger the Sprint Goal1
.
The Sprint Goal also encourages the Developers to work together
rather than on separate initiatives3
.
The other statements are not true because:
Sprint Goals often change during the Sprint as new insights emerge during the work. This statement
is false because it contradicts the Scrum framework, which defines the Sprint Goal as a commitment
by the Developers that does not change during a Sprint1
.
The Sprint Goal provides coherence and
alignment for the Scrum Team, and helps them cope with complexity and uncertainty3
. Changing the
Sprint Goal during a Sprint would undermine its value and impact, and create confusion and waste.
The use of Sprint Goals is optional in the Scrum Framework. This statement is false because it
contradicts the Scrum framework, which defines the Sprint Goal as a mandatory element of each
Sprint1
.
The Scrum Guide 2020 states that “the entire Scrum Team is accountable for creating a
valuable, useful Increment every Sprint” and “the Developers commit to achieving the Sprint
Goal” 1
. Without a Sprint Goal, there would be no clear direction or focus for the Scrum Team, and
no way to measure their progress or success.
Reference: 1: https://www.scrumguides.org/scrum-guide.html#sprint-goal 2:
https://www.scrumguides.org/scrum-guide.html#sprint-planning 3
:
https://www.scrum.org/resources/blog/sprint-goal-key-element-scrum
What does the Scrum Team commit to each Sprint?
(choose the best three answers)
CDF
Explanation:
According to the Scrum Guide 2020, the Scrum Team commits to achieving the Sprint Goal and
creating a valuable product Increment every Sprint1
.
The Sprint Goal is a short statement that
provides direction and focus for the Scrum Team throughout the Sprint2
.
The product Increment is a
concrete and usable outcome that meets the Definition of Done and adds value to the product3
.
Therefore, the Scrum Team commits to:
Working towards the Sprint Goal. This means that the Scrum Team collaborates and coordinates their
work to deliver a product Increment that satisfies the Sprint Goal.
The Sprint Goal is chosen by the
Scrum Team during Sprint Planning, based on the Product Backlog items that they forecast to
complete in the Sprint2
.
The Sprint Goal provides coherence and alignment for the Scrum Team, and
helps them cope with complexity and uncertainty4
.
Seeking stakeholder feedback. This means that the Scrum Team engages with the stakeholders and
customers who have an interest or influence on the product. The Scrum Team seeks their feedback to
inspect and adapt the product Increment and the Product Backlog, and to validate their assumptions
and hypotheses. The Sprint Review is an event where the Scrum Team and the stakeholders
collaborate on what was done in the Sprint and what to do next.
Upholding transparency. This means that the Scrum Team makes all aspects of their work visible to
those who are responsible for the outcome. Transparency enables inspection and adaptation, which
are essential for empiricism. The Scrum Team upholds transparency by using the Scrum artifacts
(Product Backlog, Sprint Backlog, and Increment) as sources of information and progress, and by
having frequent and honest communication among themselves and with the stakeholders.
The other options are not correct because:
Getting all the forecast work in the Sprint Plan done. This option is incorrect because it implies that
the Scrum Team is committed to a fixed scope of work, rather than a flexible goal. The Scrum Guide
2020 states that “the Developers do not commit to completing all of the work planned during a
Sprint Planning” but rather “they plan their work as they perform it throughout the Sprint”. The
Scrum Team can modify their Sprint Backlog during the Sprint as needed, as long as they do not
endanger the Sprint Goal.
Increasing velocity. This option is incorrect because it implies that the Scrum Team is committed to a
metric that is not part of the Scrum framework. Velocity is a measure of how much work a team can
deliver in a given time period, usually based on story points or hours. However, velocity is not a
reliable indicator of value or quality, and it can vary depending on many factors, such as team size,
complexity, dependencies, etc. The Scrum Guide 2020 does not mention velocity as a commitment
or an artifact of the Scrum Team.
Having the Product Owner available to the Developers on a daily basis. This option is incorrect
because it implies that the Product Owner is not part of the Scrum Team, but rather an external
stakeholder. The Scrum Guide 2020 states that “the Product Owner is one person who is a member of
the Scrum Team” and “is accountable for maximizing value resulting from work of Developers”. The
Product Owner collaborates closely with the Developers throughout the Sprint, not only by being
available, but also by providing vision, guidance, feedback, and clarification.
Reference: 1: https://www.scrumguides.org/scrum-guide.html#team-accountabilities 2:
https://www.scrumguides.org/scrum-guide.html#sprint-goal 3:
https://www.scrumguides.org/scrum-guide.html#increment 4
:
https://www.scrum.org/resources/blog/sprint-goal-key-element-scrum :
https://www.scrum.org/resources/blog/stakeholder-engagement-scrum :
https://www.scrumguides.org/scrum-guide.html#sprint-review :
https://www.scrumguides.org/scrum-guide.html#scrum-theory :
https://www.scrumguides.org/scrum-guide.html#sprint-planning :
https://www.scrumguides.org/scrum-guide.html#sprint-backlog :
https://www.scrum.org/resources/blog/velocity-trap : https://www.scrumguides.org/scrum-guide.html#product-owner
Several Sprints into a project, the Product Owner tells the Scrum Master that a key stakeholder just
started using the product The stakeholder is unhappy with the slow performance, a complaint that
the Product Owner agrees with As the Scrum Master how will you move this forward?
(choose the best answer)
A
Explanation:
As a Scrum Master, you are accountable for establishing an environment where the Scrum Team can
be effective and deliver valuable products1
.
One of the ways to do this is by supporting the Product
Owner in managing the Product Backlog and engaging with the stakeholders2
. In this situation,
where there is a performance issue with the product, your best option is:
Encourage the Product Owner to bring the performance concerns to the rest of the Scrum Team and
work together to improve the Definition of Done. This option aligns with the principle of empiricism,
which is the foundation of Scrum3
.
Empiricism means that you make decisions based on what is
known, rather than what is assumed or predicted3
.
By encouraging the Product Owner to bring the
performance concerns to the rest of the Scrum Team, you are helping them inspect the product
Increment and adapt the Product Backlog based on transparent feedback from the stakeholder4
. You
are also helping them collaborate on improving the Definition of Done, which is a shared
understanding of what it means for a product Increment to be complete and potentially releasable.
The Definition of Done should reflect the quality standards and expectations of the stakeholders, and
should be updated as needed to ensure that the product meets their needs and delivers value.
The other options are not advisable because:
Wait to bring this up in the next Sprint Retrospective as this is the appropriate time for the
Developers to re-consider the Definition of Done. This option is incorrect because it contradicts your
accountability as a Scrum Master. The Sprint Retrospective is an opportunity for the Scrum Team to
reflect on their performance and identify improvements for the next Sprint. However, it is not the
only time for them to inspect and adapt their product and process.
As a Scrum Master, you should
promote continuous improvement and help the Scrum Team address any issues or impediments as
soon as they arise1
. Waiting to bring this up in the next Sprint Retrospective would mean delaying
feedback and action, which can lead to waste or dissatisfaction.
Bring the concern to the quality assurance members of the Scrum Team and ask them to improve
how the system is tested. This option is incorrect because it goes against your role as a facilitator,
who helps the participants have constructive and respectful conversations. By bringing the concern
to only a subset of the Scrum Team, you are creating silos and excluding others from contributing or
learning. You are also implying that quality is only their responsibility, rather than a shared
accountability of the whole Scrum Team. Moreover, you are not asking them for their input or
feedback, but telling them what to do, which can undermine their autonomy and motivation.
Explain to the Product Owner that it is up to the Developers to decide on acceptable performance
standards as they own the Definition of Done. This option is incorrect because it contradicts your role
as a coach, who helps people grow and improve their skills and behaviors. By explaining to the
Product Owner that it is up to the Developers to decide on acceptable performance standards, you
are dismissing their concern and creating a gap between them and the Developers. You are also
ignoring their valuable perspective and input as a stakeholder representative, who has a clear vision
of what value means for the product. Instead of explaining, you should be asking questions and
listening actively, and facilitating a dialogue between them and the Developers.
Reference: 1: https://www.scrum.org/resources/what-is-a-scrum-master 2:
https://www.scrum.org/resources/blog/scrum-master-supporting-product-owner 3:
https://www.scrum.org/resources/what-is-empiricism-and-why-is-it-important-to-scrum 4
:
https://www.scrum.org/resources/what-is-a-sprint-review :
https://www.scrum.org/resources/blog/definition-done : https://www.scrum.org/resources/what-
is-a-sprint-retrospective : https://www.scrum.org/resources/blog/facilitation-scrum-masters-
superpower : https://www.scrum.org/resources/blog/quality-shared-responsibility :
https://www.scrum.org/resources/blog/coaching-scrum-masters-superpower :
https://www.scrum.org/resources/what-is-a-product-owner
In the Sprint Review; one of the stakeholders highlights the money spent this year; and that due to
market changes, the funding may run out An argument follows this statement, with raised voices and
strong emotional statements. As a Scrum Master, what are your two best options?
(choose the best two answers)
AE
Explanation:
One of the ways to do this is by facilitating the Scrum events, such as the Sprint Review, where the
Scrum Team and the stakeholders inspect the product Increment and adapt the Product Backlog2
. In
this situation, where there is a conflict among the stakeholders about the budget and the funding,
your two best options are:
Encourage the stakeholders to focus on delivering the highest value items for the next Sprint. This
option aligns with the purpose of the Sprint Review, which is to collaborate on what was done in the
Sprint and what to do next2
.
By encouraging the stakeholders to focus on delivering value, you are
helping them prioritize the most important features or functionalities that can maximize the return
on investment and reduce risk3
. This can also help them align their expectations and goals, and
create a shared understanding of the product vision.
Ask for a short break for people to calm down and be objective. This option aligns with your role as a
facilitator, who helps the participants have constructive and respectful conversations4
. By asking for
a short break, you are giving them a chance to cool off and regain their composure. This can also help
them be more objective and rational, and avoid emotional reactions that can escalate the conflict or
damage the relationship.
The other options are not advisable because:
It is the Product Owner’s meeting, so do nothing. This option is incorrect because it contradicts your
accountability as a Scrum Master.
The Sprint Review is not only the Product Owner’s meeting, but a
collaborative event that involves the whole Scrum Team and the stakeholders2
.
As a Scrum Master,
you have a responsibility to facilitate this event and ensure that it is productive and valuable1
. Doing
nothing would mean neglecting your duty and allowing the conflict to persist or worsen.
Defend the budget, asking the stakeholders to support the funding of the work. This option is
incorrect because it goes beyond your scope as a Scrum Master.
The budget and the funding are not
your primary concerns, but rather the value and quality of the product that you deliver1
. Defending
the budget would mean taking sides in the conflict, which can compromise your neutrality and
credibility as a facilitator. It can also create more tension and resentment among the stakeholders,
who may feel that you are not listening to their perspectives or interests.
Argue that the Scrum Team needs to be kept busy while the funding is confirmed. This option is
incorrect because it contradicts the principle of empiricism, which is the foundation of Scrum5
.
Empiricism means that you make decisions based on what is known, rather than what is assumed or
predicted5
. Arguing that the Scrum Team needs to be kept busy while the funding is confirmed
would mean ignoring or denying the reality of the situation, which can lead to waste or inefficiency.
It can also undermine the trust and collaboration between the Scrum Team and the stakeholders,
who may feel that you are not transparent or accountable.
Reference: 1: https://www.scrum.org/resources/what-is-a-scrum-master 2:
https://www.scrum.org/resources/what-is-a-sprint-review 3:
https://www.scrum.org/resources/blog/value-driven-development 4:
https://www.scrum.org/resources/blog/facilitation-scrum-masters-superpower 5
:
https://www.scrum.org/resources/what-is-empiricism-and-why-is-it-important-to-scrum
What is the primary concern when multiple Scrum Teams work from the same Product Backlog with
the goal of creating a valuable and useful integrated Increment by the end of their Sprint?
(choose the best answer)
A
Explanation:
When multiple Scrum Teams work from the same Product Backlog, they need to collaborate and
coordinate their work to deliver a potentially releasable Increment that meets the Definition of
Done. This requires minimizing dependencies between Scrum Teams, such as technical, functional,
or organizational dependencies. Dependencies can cause delays, rework, waste, and lower
quality.
Scrum Teams should strive to be cross-functional and autonomous, and use techniques such
as feature slicing, dependency mapping, and integration testing to reduce
dependencies123. Reference: 1: https://www.scrum.org/resources/blog/dependencies-between-
scrum-teams 2: https://www.scrum.org/resources/blog/feature-slicing-how-make-it-work 3
:
https://www.scrum.org/resources/blog/integration-testing-scrum-projects
Your organization has announced a release to its user base three Sprints from now To be able to
include all functionality in the release, work needs to accelerate. The Product Owner puts some
testing from the Definition of Done on hold for the next three Sprints, while adding a generic item to
the Product Backlog to resolve this in a future release.
The Developers object that this will lead to technical debt. Select two ways that explain the impact of
technical debt to the Product Owner.
(choose the best two answers)
CD
Explanation:
Technical debt is the implied cost of rework caused by choosing an easy solution now instead of a
better approach that would take longer1
. Reducing the Definition of Done for the next three Sprints
will create technical debt, which will have negative impacts on the product quality, value, and
delivery. Two ways to explain these impacts to the Product Owner are:
Releasing the version creates false assumptions about the actual state of the system.
This is likely to
result in interruptions during future Sprints in order to react to unforeseen problems arising from not
having met the Definition of Done2
. This will reduce the transparency, predictability, and adaptability
of the Scrum process, and compromise the trust and satisfaction of the customers and stakeholders.
As development progresses and functionality is added upon the reduced Definition of Done,
unknown errors will creep in. The system becomes more difficult to stabilize.
Work for the actual
release as well as future releases will be slowed down in unpredictable ways3
. This will increase the
complexity, risk, and cost of the product development, and lower the value and quality of the
product.
Reference:
What is Technical Debt in Scrum? | StarAgile
, section “The technical debt is created when”.
Technical Debt & Scrum: Who Is Responsible? | Scrum.org
, section “What Is Technical Debt?”.
Managing Technical Debt in a Scrum Project | SCRUMstudy Blog
, section “Technical debt accrues”.
Scrum Master is a management position because the Scrum Master is accountable for the following
three management activities:
(choose the best three answers)
BDE
Explanation:
A Scrum Master is not a management position in the traditional sense of the word. A Scrum Master
does not have authority over the team members, the product, or the project. A Scrum Master is a
servant leader who helps the team self-organize, collaborate, and deliver value. A Scrum Master is
accountable for managing the Scrum process, ensuring that the team follows the Scrum values and
principles, and facilitating the team’s interactions with stakeholders and the organization. A Scrum
Master is also accountable for removing organizational impediments that limit the team’s progress
and productivity, such as bureaucracy, silos, or conflicts. A Scrum Master is not accountable for
reporting on the performance of a team, managing the project plan and the project deliverables, or
managing the capacity and utilization of the Developers. These are responsibilities of the Product
Owner, the Developers, or other roles in the organization.
Reference:
Scrum Guide 2020
, section “The Scrum Master”, “The Scrum Team”.
What is a scrum master? [+ Responsibilities] | Atlassian
, section “Scrum master responsibilities”.
Scrum Master Roles and Responsibilities [2023] | Simplilearn
, section “What Does a Scrum Master
Do?”, “Scrum Master Responsibilities”.
What conditions are most likely occurring if you feel you need a "Quality Assurance and Release
Readiness Sprint"?
(choose the best three answers)
CDE
Explanation:
A “Quality Assurance and Release Readiness Sprint” is not a Scrum concept, but a sign of poor
engineering practices and weak adherence to the Scrum values and principles. It indicates that the
Scrum Team is not delivering a potentially releasable product Increment every Sprint, which is one of
the core commitments of Scrum. This could be due to a weak or incomplete Definition of Done,
which allows technical debt to accumulate and compromises the quality and usability of the product.
It could also be due to the Developers finding it nearly impossible to create a valuable, useful
product Increment in a Sprint, which could be caused by various factors such as lack of skills, tools,
collaboration, feedback, or empowerment. The Definition of Done is not being met every Sprint,
which means that the Scrum Team is not fulfilling its accountability for the Increment and is not
transparent about the state of the product.
Reference:
Scrum Guide 2020
, section “Commitments”, “Definition of Done”, “The Sprint”, “The Increment”.
Advanced Knowledge of Scrum
, section “Definition of Done”, “Technical Debt”.
Scrum Master Accountabilities
, section “Accountability for Effectiveness”.
Which two options describe how project budgeting and financial forecasting work in Scrum?
(choose the best two answers)
BD
Explanation:
Short Scrum is a framework for delivering value to customers and stakeholders in an iterative and
incremental way. Scrum does not prescribe how project budgeting and financial forecasting should
be performed, but it does provide some principles and practices that can help with this process.
One of these principles is that each Sprint should produce a potentially releasable product Increment
that delivers value and meets the Definition of Done.
This means that several Sprints may be funded
as a single release, with the result of each Sprint being releasable product12
. This allows the Product
Owner to decide when to release the product based on the feedback from the customers and
stakeholders, and the market conditions.
Another principle is that Scrum promotes transparency, inspection, and adaptation.
This means that
the budgeting and forecasting process should be revisited as frequently as each Sprint to ensure
value is being delivered for the investment spent13
. This allows the Scrum Team to inspect the
outcomes of the delivered Sprint Increments, compare them with the expected benefits and costs,
and adapt the product backlog and the release plan accordingly.
Scrum does not align with traditional accounting practices that require fixed scope, cost, and time.
However, this does not mean that Scrum Teams do not need a budgeting process or that they only
need to cover the run cost (time and materials) of the Scrum Teams.
Scrum Teams still need to
estimate the size and value of the product backlog items, forecast the delivery date and cost of the
product or release, and track the actual spending and revenue of the product or release43
. The
difference is that these estimates and forecasts are based on empirical data from previous Sprints,
rather than on upfront assumptions or guesses. They are also subject to change as new information
emerges or new requirements arise.
Reference:
Scrum Guide 2020
, section “The Sprint”, “The Increment”, “Empiricism”.
Tips for Effective Agile Budgeting and Forecasting | Toptal®
, section “Establish Context and Set
Expectations”, “Budget for Value”.
Project forecasts and budgets | Microsoft Learn
, section “Project forecasting”.
Planning and Budgeting in Scrum Projects - PMHut
, section “Budgeting in Scrum Projects”.
A few members of the Scrum Team discuss work that is not being done. Some say it is part of the
Definition of Done, others say it is not. After an hour of angry discussion, someone starts making
personal insults and anger levels rise. What is the best action for the Scrum Master to take?
(choose the best answer)
B
Explanation:
The best action for the Scrum Master to take in this situation is to conduct a session to help the
Scrum Team resolve the conflict and create a uniform Definition of Done.
This is because the Scrum
Master is a servant-leader, a facilitator, and a coach to the team, who should have the skills to help
resolve conflicts if called upon by the team1
.
The Scrum Master can employ various strategies to
effectively resolve conflicts within the Scrum Team, such as promoting open communication,
facilitating active listening, mediating disagreements, and fostering collaboration2
.
The Scrum
Master can also remind the team members that conflicting ideas are natural and can be beneficial for
innovation and learning, but making it personal does not help and violates the Scrum values of
respect and openness3
.
The Scrum Master can guide the team to create a clear and shared Definition
of Done that reflects their quality standards and expectations for the product4
.
The other options are not the best actions for the Scrum Master to take, because they either
undermine the self-organization and autonomy of the team, escalate the conflict, or avoid
addressing the root cause of the problem.
Which two statements are true regarding the nature of large-scale product development with
Scrum?
(choose the best two answers)
AC
Explanation:
According to the Large-Scale Scrum (LeSS) framework, one of the principles for scaling agile
development is to descale the organization, which means simplifying the structure and reducing
dependencies and handoffs. A well-structured Product Backlog can help achieve this by enabling
feature teams, which are cross-functional and cross-component teams that can deliver a complete
customer-centric feature. Feature teams minimize and often eliminate Developers working on
multiple Scrum Teams during a Sprint, as they can focus on one Product Backlog item at a time. This
also improves productivity, quality, and learning, as Developers can avoid context switching and
multitasking, which are known to reduce efficiency and effectiveness. A person working on multiple
Scrum Teams at the same time is often less productive than when that person can focus on the Sprint
Backlog of a single Scrum Team.
The Large-Scale Scrum (LeSS) framework also states that Scrum does not change when scaling up to
multiple teams. The core Scrum framework remains intact, with one Product Owner, one Product
Backlog, and potentially releasable Increments every Sprint. The only changes are adding a few
coordination practices to cope with the increased complexity and interdependencies. Therefore,
changes to the core Scrum framework are not needed to be successful with Scrum at large scale.
Scrum Team members do not have to be working full time on a team, as long as they are committed
to the Sprint Goal and deliver a Done Increment every Sprint. However, it is recommended that they
spend as much time as possible with their team, as this fosters collaboration, communication, and
alignment.
Reference:
The Large-Scale Scrum (LeSS) framework | Atlassian
, accessed on September 30, 2023
Overview - Large Scale Scrum (LeSS)
, accessed on September 30, 2023
Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development
with Large-Scale Scrum
, Craig Larman and Bas Vodde, 2010
Leading Large Scale Product Development with Large-Scale Scrum (LeSS)
, Kamlesh Ravlani, 2015
During the Sprint Retrospective, the newest developer says that his perspective and ideas have been
ignored by the rest of the Developers throughout the Sprint What Scrum values are touched here?
(choose the best three answers)
BDE
Explanation:
The Scrum values of courage, openness, and respect are touched in this situation. Courage means
that the Scrum Team members have the courage to do the right thing and work on tough problems,
and also to speak up when they have concerns or disagreements. Openness means that the Scrum
Team members and stakeholders agree to be open about all the work and the challenges with
performing the work. Respect means that the Scrum Team members respect each other to be
capable, independent people, and also respect the opinions and ideas of others.
In this case, the newest developer showed courage by expressing his feelings during the Sprint
Retrospective, which is an opportunity for the Scrum Team to inspect itself and create a plan for
improvements. The rest of the Developers should have been more open to listening to his
perspective and ideas throughout the Sprint, as they might have valuable insights or suggestions for
improving the product or the process. The Developers should also have respected the newest
developer as a member of the team, and given him a fair chance to contribute and collaborate with
them.
Reference:
The Scrum Guide
, November 2020, p. 13-14
What are the 5 Scrum Values?
, Visual Paradigm, accessed on September 30, 2023
Scrum Values Poster
, Scrum.org, accessed on September 30, 2023
How should requirements be distributed when multiple Scrum Teams work on the same product?
(choose the best answer)
B
Explanation:
When multiple Scrum Teams work on the same product, they share one Product Backlog that
contains all the requirements for the product. The Product Owner is responsible for ordering and
refining the Product Backlog items, but does not assign them to specific teams. Instead, the Scrum
Teams pull in work from the Product Backlog in agreement with the Product Owner and the other
teams, based on their capacity, skills, dependencies, and Sprint Goals. This way, the Scrum Teams can
self-organize and collaborate to deliver a coherent and valuable product Increment.
Reference:
The Scrum Guide
, November 2020, p. 7-8
Can two teams work on one product backlog?
, Scrum.org, January 6, 2020
During Sprint Planning, Developers work with the Product Owner to create a forecast for the Sprint.
A forecast is a selection of Product Backlog items that the Developers believe are possible to get
done by the end of the Sprint. Select two things that explain what done means.
(choose the best two answers)
AC
Explanation:
Done means that the Increment is in a usable condition and meets the Scrum Team’s Definition of
Done. The Definition of Done is a formal description of the state of the Increment when it meets the
quality measures required for the product. The Definition of Done creates transparency by providing
everyone a shared understanding of what work was completed as part of the Increment. Having an
Increment that could be released to end users means that it is potentially releasable, which is one of
the goals of Scrum. All work performed meets the Definition of Done means that the Developers
have ensured that every Product Backlog item selected for the Sprint conforms to the agreed quality
standards.
Reference:
The Scrum Guide
, November 2020, p. 10-11
What is a Definition of Done?
, Scrum.org, accessed on September 30, 2023
DONE Understanding Of The Definition Of "Done”
, Scrum.org, December 16, 2019