Table of Contents

1 Scrum 9

1.1 Facts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

1.1.1 Software development problems . . . . . . . . . . . . . . . . . . 9

1.1.2 What is Scrum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

1.1.3 Eating Scrum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

1.1.4 Scrum values and implementation (principles) . . . . . . . . . . . . . . 10

1.1.5 Why is Scrum silent about software development practices? ¨ . . 11

1.1.6 Self-Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

1.2 Agile software development manifesto . . . . . . . . . . . . . . . . . . 12

1.3 Principles behind the Agile Manifesto . . . . . . . . . . . . . . . . . . . . . 12

1.4 Roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

1.4.1 The Scrum Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

1.4.2 Product Owner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

1.4.3 The Development Team . . . . . . . . . . . . . . . . . . . . . . . . . 14

1.4.4 Scrum Master . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

1.5 Estimating ¨ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

2 Scrum Events/Scrum Meetings 18

2.1 Sprint . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

2.2 Sprint Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

2.2.1 SP1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

2.2.2 SP2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

2.3 Daily Scrum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

2.4 Sprint Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

2.5 Retrospective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

2.6 Others . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

2.6.1 Scrum of Scrums . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

3 Artifacts 24

3.1 Product Backlog . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

3.1.1 Backlog Refinement . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

3.2 Sprint Backlog . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

3.3 Increment/product increment . . . . . . . . . . . . . . . . . . . . . . . . . . 27

3.4 Burndown Chart/Sprint Burndown Chart . . . . . . . . . . . . . . . . . . . 27

3.5 Impediment Backlog . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

3.6 Other artifacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

4 Treasures 29

4.1 Abstract treasure measures ¨ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

4.2 Concepts of agile treasure ¨ . . . . . . . . . . . . . . . . . . . . . . . . . 31

4.3 Planning Poker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

4.4 Team Estimation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

4.5 Magic Estimation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

4.6 No Estimation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

5 Performing Retrospectives Correctly ¨ 36

5.1 Why perform retro ¨ . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

5.2 Structure of a retro . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

5.3 Advantages of the Retro Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

5.4 Running a retro . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

5.4.1 Managing Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

5.4.2 Managing You . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

5.5 Business value of retros . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

5.6 Prerequisites for Retros ¨ . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

5.7 Retro of retros . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

5.8 Activities for Setting the stage ¨ . . . . . . . . . . . . . . . . . . . . . . . . . 42

5.8.1 Check-In . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

5.8.2 Focus On and Focus Off . . . . . . . . . . . . . . . . . . . . . . . . . 43

5.8.3 ESDP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

5.8.4 Working Agreements . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

5.9 Activities for Gathering Data ¨ . . . . . . . . . . . . . . . . . . . . . . . . . 45

5.9.1 Timeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

5.9.2 Triple Nickels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

5.9.3 Color Code Dots . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

5.9.4 Mad Sad Glad . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

5.10 Other activity ideas ¨ . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

5.10.1 Talk Team-Driven Improvement with Retrospectives . . . . . . . . 47

5.11 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

6 Scrum Test 49

6.1 The Product Backlog is ordered by: . . . . . . . . . . . . . . . . . . . . . . . 49

6.2 The three pillars of empirical process control are: . . . . . . . . . . . . . . . 49

6.3 It is mandatory that the product increment be released to production at

the end of each Sprint . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

6.4 Who should know the most about the progress toward a business objective or a release, and be
able to explain the alternatives most clearly? . . . 50

6.5 Which two (2) things does the Development Team not do during the first

Sprint? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

6.6 Who is on the Scrum Team? . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

6.7 Scrum Master is a "management" position? . . . . . . . . . . . . . . . . . . 50

6.8 The Development Team should have all the skills needed to . . . . . . . . 51

6.9 An optimal development team has at least 5 members . . . . . . . . . . . 51

6.10 When multiple teams are working together, each team should maintain a

separate Product Backlog . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

6.11 What is the recommended size for a Development Team (within the Scrum

Team)? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

6.12 When many Development Teams are working on a single product, what

best describes the definition of "done"? . . . . . . . . . . . . . . . . . . 52

6.13 When does the next Sprint begin? . . . . . . . . . . . . . . . . . . . . . . . . 52

6.14 Which statement best describes the Sprint Review . . . . . . . . . . . . . 52

6.15 Development Team members volunteer to own a Sprint Backlog item: . . 52

6.16 When is a Sprint over? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

6.17 What does it mean to say that an event has a timebox? . . . . . . . . . . 53

6.18 What is the primary way a Scrum Master keeps a Development Team

working at its highest level of productivity? . . . . . . . . . . . . . . . . . . 53

6.19 Who is required to attend the Daily Scrum? . . . . . . . . . . . . . . . . . . 53 6.20 Who has the final say
on the order of the Product Backlog? . . . . . . . . . 54 6.21 Development Team membership should
change: . . . . . . . . . . . . . . . 54 6.22 Which statement best describes Scrum? . . . . . . . . . . . . . . . . . . . . 54
6.23 The CEO asks the Development Team to add a “very important” item to the current Sprint.
What should the Development Team do? . . . . . . . . 54 6.24 Which of the below are roles on a Scrum
Team? . . . . . . . . . . . . . . . . 55 6.25 Upon what type of process control is Scrum based? . . . . . . . . . . . . .
55 6.26 Scrum does not have a role called “project manager”. . . . . . . . . . . . . 55 6.27 Which
statement best describes a Product Owner’s responsibility? . . . . . 55 6.28 An abnormal termination
of a Sprint is called when? . . . . . . . . . . . . . 55 6.29 What is the main reason for the Scrum Master to
be at the Daily Scrum? . 56 6.30 What is the maximum length of a Sprint? . . . . . . . . . . . . . . . . . . . 56
6.31 How much work must a Development Team do to a Product Backlog item it selects for a
Sprint? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 6.32 The Development Team should not be
interrupted during the Sprint. The Sprint Goal should remain intact. These are conditions that foster
creativity, quality and productivity. Based on this, which of the following is false? . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . 56 6.33 It is mandatory that the product increment be released to
production at the end of each Sprint. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 6.34 Who is responsible
for registering the work estimates during a Sprint? . . 57 6.35 An organization has decided to adopt
Scrum, but management wants to change the terminology to fit with terminology already used.
What will likely happen if this is done? . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 6.36 The timebox for a
Daily Scrum is? . . . . . . . . . . . . . . . . . . . . . . . 58 6.37 The timebox for the complete Sprint Planning
meeting is? . . . . . . . . . . 58 6.38 The purpose of a Sprint is to have a working increment of product
done before the Sprint Review. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 6.39 The Development Team
should have all the skills needed to: . . . . . . . . 58 6.40 Why is the Daily Scrum held at the same time
and same place? . . . . . . . 59 6.41 The maximum length of the Sprint Review (its timebox) is: . . . . . . . .
. 59 6.42 During the Daily Scrum, the Scrum Master’s role is to: . . . . . . . . . . . . 59 6.43 What is the
role of Management in Scrum? . . . . . . . . . . . . . . . . . . 59 6.44 What is more important objective of
the Backlog Refinement Meeting? . . 60 6.45 What’s the difference between acceptance criteria and
definition of done? 60 6.46 What’s the difference between the Product Backlog and the Sprint
Backlog? 60 6.47 Should the team expect to know all the tasks necessary to complete the committed
PBIs during the Sprint Planning Meeting? . . . . . . . . . . . . 60 6.48 What is the longest allowable
iteration, or Sprint, in Scrum? . . . . . . . . 60 6.49 In Scrum, is it acceptable to postpone testing until
another Sprint? . . . . . 61 6.50 How can one Scrum team builda potentally shippable product
increment within one Sprint? (Chose six) . . . . . . . . . . . . . . . . . . . . . . . . . . 61 6.51 A 30-day Sprint uses
a 1-day timebox for the Sprint Planning Meeting. How long should the Sprint Planning Meeting be
for a two-week Sprint? . 61 6.52 To avoid technical debt, what should the team write down in their
definition of done? (Choose seven) . . . . . . . . . . . . . . . . . . . . . . . . . . 61 6.53 Do you agree the PBI will
need some testing tasks? . . . . . . . . . . . . . 62

6.54 Who is responsible for committing to work in the Sprint Planning Meeting? 62 6.55 Which is a
better measure of progress? . . . . . . . . . . . . . . . . . . . . . 62 6.56 How many Sprints are planned during
a Sprint Planning Meeting? . . . . 62 6.57 Who must attend the Sprint Planning Meeting? (Choose
three) . . . . . . . 63 6.58 What does a Scrum Team attempt to do during its very first Sprint? . . . . 63
6.59 Which of the following are true regarding Product Backlog Items (PBIs) and tasks? (Choose four)
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 6.60 Which of the following are explicitly defined questions in
the Daily Scrum Meeting?(Choose three) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 6.61 Is TDD part of
Scrum? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 6.62 The Daily Scrum is one technique to encourage
team collaboration. Which physical arrangement encourage collaboration the most? . . . . . . . . . . 64
6.63 What is a good size for a Sprint task? . . . . . . . . . . . . . . . . . . . . . . 64 6.64 During the Sprint
Execution, a Scrum Team uses “information radiators” such as the taskboard or sometimes a Sprint
Burndown Chart. Who are these for? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 6.65 In an
organisation that embraces Agile values, who would be responsible for tool selection and
configuration? . . . . . . . . . . . . . . . . . . . . . . 64 6.66 When is Sprint execution completed? . . . . . . . . . . . .
. . . . . . . . . . 65 6.67 What’s the first thing we should see at the Sprint Review Meeting? . . . . 65 6.68
When were the PBIs committed to the Sprint? . . . . . . . . . . . . . . . . . 65 6.69 To whom should the
stakeholder direct his complaint about priorities? . . 65 6.70 Does Scrum have a concept of a
“partially done” PBI? . . . . . . . . . . . . 65 6.71 When should a PBI be considered
done? . . . . . . . . . . . . . . . . . . . . 66 6.72 What should a PO usually do with a partially complete PBI? . . .
. . . . . 66 6.73 What’s a good use for velocity? . . . . . . . . . . . . . . . . . . . . . . . . . 66 6.74 Henry Ford
discovered the more adapted you become to an unchanging situation, the less adaptable you are. In
an unvertain world, which is a wiser area for a ScrumMaster to focus on? . . . . . . . . . . . . . . . . . . . 66
6.75 Is restrospective safety enhanced by inviting outside spectators who weren’t working on the
team? . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 6.76 Is a safety check by itself a complete Sprint
Retrospective? . . . . . . . . . 67 6.77 In Scrum, how often is the Sprint Retrospective Meeting
conducted? . . . 67 6.78 Groups often fool themselves with “pseudo-solutions” that don’t really
change anything. Which of the following are more effective? (Choose three) 67 6.79 Which of the
following best describes the approach for determining the iteration (timebox) length? . . . . . . . . . . . . .
. . . . . . . . . . . . . . . 67 6.80 Who is responsible for prioritizing the product backlog? . . . . . . . . . . 68 6.81
What are the advantages of maintaining consistent iteration (timebox) length throughout the
project? . . . . . . . . . . . . . . . . . . . . . . . . . 68 6.82 Why is it important to trust the team? . . . . . . . . . . . . . .
. . . . . . . 68 6.83 An effective workshop facilitator will always ... . . . . . . . . . . . . . . . . 68 6.84 If a
timebox (iteration) plan needs to be reprioritised in a hurry, who should re-prioritise? . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . 69 6.85 What is the effect of having a large visible project plan on a wall? . . . . .
69 6.86 How should work be allocated to the team in an Agile project? . . . . . . . 69 6.87 What should
the developers do if the customer representative is repeatedly too busy to be
available? . . . . . . . . . . . . . . . . . . . . . . . . . . 69