問題一覧
1
The Scrum Team.
2
The Developers will find it difficult to create a Sprint forecast they are confident they can meet.
3
It is clear who is accountable for the ultimate value of the product., It helps avoid barriers to effective communication and rapid decision-making., The Scrum Team always knows who determines the order of the Product Backlog.
4
The event can take no more than a maximum amount of time.
5
False
6
Enough so the Developers can create their forecast of what work they can do.
7
The Product Owner.
8
True
9
One Product Owner., Developers., One Scrum Master.
10
False
11
Doing all work needed to meet the Definition of Done.
12
Offer the Product Owner help in understanding that the goal of ordering the Product Backlog is to maximize value
13
Ask the Developers to consider whether they can add these features to the current Sprint without endangering the Sprint Goal., Add these features to the Product Backlog.
14
Never. The entire Scrum Team is accountable for creating value every Sprint.
15
A framework to generate value through adaptive solutions for complex problems.
16
Working with customers and stakeholders to identify the most valuable product requirements., Clearly communicating project or release status and strategies to customers and stakeholders.
17
All of the above.
18
The Developers.
19
Team relations., How the Scrum Team does its work., Definition of Done.
20
They cannot. Only Product Owners can cancel Sprints.
21
The impact on cost., The impact on revenue., The impact on customer satisfaction.
22
The Product Owner should come to Sprint Planning with a business objective in mind and work with the Developers to craft the Sprint Goal.
23
The consistency reduces complexity.
24
You work with the Developers on how to best analyze and break apart the work.
25
The impact on customer satisfaction., The impact on cost., The impact on revenue.
26
True
27
None. A new Sprint starts immediately following the end of the previous Sprint.
28
Refine the Product Backlog.
29
Coach the Scrum Team to improve its skills, tools and environment over time and adjust the Definition of Done accordingly., Have the Scrum Team establish a Definition of Done that is actually possible to achievegiven current circumstances.
30
During Sprint Planning.
31
All of the above.
32
Build at least one piece of valuable functionality., Create at least one valuable, useful Increment.
33
Talk to the IT manager and explain that progress in Scrum comes from inspecting an Increment at the Sprint Review.
34
Scrum has no "tester" role., The Developers are responsible for quality.
35
None of the above.
36
The Scrum Team.
37
False
38
The Product Owner is one person., The Product Owner is accountable for ordering the Product Backlog.
39
False
40
What can be done, how to do it, and why to do it.
41
False
42
Customer satisfaction., Time to market.
43
Sprint Review., Daily Scrum., Sprint Retrospective.
44
No, the Scrum Team decides the Definition of Done, if it is not a standard of the organization. The Product Owner is just one member of the Scrum Team.
45
There should be only one Product Owner., The product has one Product Backlog.
46
True
47
The Scrum Team
48
The product Increment.
49
Yes, in order to accurately inspect what is done.
50
Its location and time remain constant., Its purpose is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog.
51
Re-work the selected Product Backlog items with the Developers to meet the Sprint Goal.
52
True
53
Add security concerns to the Definition of Done., Have the Scrum Team create Product Backlog items for each concern.
54
A valuable, useful Increment that meets the Definition of Done.
55
No work is left to meet the Definition of Done., Ready to be released to end users.
56
The Developers.
57
The Developers.
58
When the Sprint Retrospective is complete.
59
False
60
The Developers.
61
The Scrum Team is responsible.
62
False
63
As needed, while taking into account a short-term reduction in productivity.
64
The Increment presented at the Sprint Review does not reflect what she thought she had asked for.
65
False
66
The Developers.
67
The Sprint Backlog may become inaccurate., Opportunities to inspect and adapt the Sprint Backlog are lost., Impediments are raised and resolved more slowly.
68
A valuable, useful set of product features.
69
Maximizing the value of the work the Scrum Team does.
70
Identifying high priority process improvements for the next Sprint., How the team collaborates.
71
It provides a good overall direction so Sprints will feel less like isolated pieces of work., It helps the Scrum Team keep focus and they can weigh any decision against the Product Goal, It is easier to inspect incremental progress at the Sprint Review.
72
False
73
Understanding the product, the product vision and the rules of the Scrum framework, thepeople divide themselves into teams
74
It is when the Scrum Team and stakeholders inspect the outcome of a Sprint and figure out what to do next.
75
False
76
Whoever the Developers decide should start.
77
False
78
Collaborating with stakeholders, users, and customers., Working with the Scrum Team on Product Backlog refinement.
79
As much as is required to meet the Scrum Team's Definition of Done.
80
Enough so that the Product Owner is confident the Increment will meet the intended value.
81
False
82
Organizing the work required to meet the Sprint Goal., Creating a plan for the Sprint, the Sprint Backlog.
83
How will we make sure all teams have the right amount of expertise?
84
Coach the Product Owner on how to talk with the Developers about this concern., Encourage the Product Owner to put quality specifications on the Product Backlog and express the stakeholder's concern to the Developers.
85
To forecast the team's productivity over time., The Definition of Done can affect the product's total cost of ownership.
86
Ordering Product Backlog items., Developing and communicating the Product Goal.
87
The Developers on the Scrum Team should write the user documentation.
88
Managed by the Product Owner., An inventory of things to be done for the Product., Ordered based on priority, value, dependencies, and risk.
89
Ask the people to divide themselves into teams.
90
As soon as possible after it is identified.
91
Participating as a Scrum Team member.
92
Add them to the Product Backlog to ensure transparency., Add them to the Definition of Done so the work is taken care of every Sprint.
93
Teach them that it is their responsibility to work with the other teams to create an integrated Increment that is inclusive of all five team's work.
94
Never. All Developers on the Scrum Team share accountability for items in the Sprint Backlog.
95
Frequently.
96
True
97
False
98
10 or fewer.
99
Sprint Retrospective.
100
To have complete transparency into what has been done at the end of each Sprint.
問題一覧
1
The Scrum Team.
2
The Developers will find it difficult to create a Sprint forecast they are confident they can meet.
3
It is clear who is accountable for the ultimate value of the product., It helps avoid barriers to effective communication and rapid decision-making., The Scrum Team always knows who determines the order of the Product Backlog.
4
The event can take no more than a maximum amount of time.
5
False
6
Enough so the Developers can create their forecast of what work they can do.
7
The Product Owner.
8
True
9
One Product Owner., Developers., One Scrum Master.
10
False
11
Doing all work needed to meet the Definition of Done.
12
Offer the Product Owner help in understanding that the goal of ordering the Product Backlog is to maximize value
13
Ask the Developers to consider whether they can add these features to the current Sprint without endangering the Sprint Goal., Add these features to the Product Backlog.
14
Never. The entire Scrum Team is accountable for creating value every Sprint.
15
A framework to generate value through adaptive solutions for complex problems.
16
Working with customers and stakeholders to identify the most valuable product requirements., Clearly communicating project or release status and strategies to customers and stakeholders.
17
All of the above.
18
The Developers.
19
Team relations., How the Scrum Team does its work., Definition of Done.
20
They cannot. Only Product Owners can cancel Sprints.
21
The impact on cost., The impact on revenue., The impact on customer satisfaction.
22
The Product Owner should come to Sprint Planning with a business objective in mind and work with the Developers to craft the Sprint Goal.
23
The consistency reduces complexity.
24
You work with the Developers on how to best analyze and break apart the work.
25
The impact on customer satisfaction., The impact on cost., The impact on revenue.
26
True
27
None. A new Sprint starts immediately following the end of the previous Sprint.
28
Refine the Product Backlog.
29
Coach the Scrum Team to improve its skills, tools and environment over time and adjust the Definition of Done accordingly., Have the Scrum Team establish a Definition of Done that is actually possible to achievegiven current circumstances.
30
During Sprint Planning.
31
All of the above.
32
Build at least one piece of valuable functionality., Create at least one valuable, useful Increment.
33
Talk to the IT manager and explain that progress in Scrum comes from inspecting an Increment at the Sprint Review.
34
Scrum has no "tester" role., The Developers are responsible for quality.
35
None of the above.
36
The Scrum Team.
37
False
38
The Product Owner is one person., The Product Owner is accountable for ordering the Product Backlog.
39
False
40
What can be done, how to do it, and why to do it.
41
False
42
Customer satisfaction., Time to market.
43
Sprint Review., Daily Scrum., Sprint Retrospective.
44
No, the Scrum Team decides the Definition of Done, if it is not a standard of the organization. The Product Owner is just one member of the Scrum Team.
45
There should be only one Product Owner., The product has one Product Backlog.
46
True
47
The Scrum Team
48
The product Increment.
49
Yes, in order to accurately inspect what is done.
50
Its location and time remain constant., Its purpose is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog.
51
Re-work the selected Product Backlog items with the Developers to meet the Sprint Goal.
52
True
53
Add security concerns to the Definition of Done., Have the Scrum Team create Product Backlog items for each concern.
54
A valuable, useful Increment that meets the Definition of Done.
55
No work is left to meet the Definition of Done., Ready to be released to end users.
56
The Developers.
57
The Developers.
58
When the Sprint Retrospective is complete.
59
False
60
The Developers.
61
The Scrum Team is responsible.
62
False
63
As needed, while taking into account a short-term reduction in productivity.
64
The Increment presented at the Sprint Review does not reflect what she thought she had asked for.
65
False
66
The Developers.
67
The Sprint Backlog may become inaccurate., Opportunities to inspect and adapt the Sprint Backlog are lost., Impediments are raised and resolved more slowly.
68
A valuable, useful set of product features.
69
Maximizing the value of the work the Scrum Team does.
70
Identifying high priority process improvements for the next Sprint., How the team collaborates.
71
It provides a good overall direction so Sprints will feel less like isolated pieces of work., It helps the Scrum Team keep focus and they can weigh any decision against the Product Goal, It is easier to inspect incremental progress at the Sprint Review.
72
False
73
Understanding the product, the product vision and the rules of the Scrum framework, thepeople divide themselves into teams
74
It is when the Scrum Team and stakeholders inspect the outcome of a Sprint and figure out what to do next.
75
False
76
Whoever the Developers decide should start.
77
False
78
Collaborating with stakeholders, users, and customers., Working with the Scrum Team on Product Backlog refinement.
79
As much as is required to meet the Scrum Team's Definition of Done.
80
Enough so that the Product Owner is confident the Increment will meet the intended value.
81
False
82
Organizing the work required to meet the Sprint Goal., Creating a plan for the Sprint, the Sprint Backlog.
83
How will we make sure all teams have the right amount of expertise?
84
Coach the Product Owner on how to talk with the Developers about this concern., Encourage the Product Owner to put quality specifications on the Product Backlog and express the stakeholder's concern to the Developers.
85
To forecast the team's productivity over time., The Definition of Done can affect the product's total cost of ownership.
86
Ordering Product Backlog items., Developing and communicating the Product Goal.
87
The Developers on the Scrum Team should write the user documentation.
88
Managed by the Product Owner., An inventory of things to be done for the Product., Ordered based on priority, value, dependencies, and risk.
89
Ask the people to divide themselves into teams.
90
As soon as possible after it is identified.
91
Participating as a Scrum Team member.
92
Add them to the Product Backlog to ensure transparency., Add them to the Definition of Done so the work is taken care of every Sprint.
93
Teach them that it is their responsibility to work with the other teams to create an integrated Increment that is inclusive of all five team's work.
94
Never. All Developers on the Scrum Team share accountability for items in the Sprint Backlog.
95
Frequently.
96
True
97
False
98
10 or fewer.
99
Sprint Retrospective.
100
To have complete transparency into what has been done at the end of each Sprint.