Certified ScrumMaster

Class Workbook

Facilitated by Bonsy Yelsangi

Certified Scrum Trainer (CST)

Email: [email protected]
Website: www.attainagility.com
Bonsy Yelsangi

Bonsy Yelsangi Bonsy Inc. Page 1

CSM Exam
Access to Test: After your instructor confirms your attendance in the
class for 2-full days, you will receive an email from Scrum Alliance with
your login credentials and further instructions.

Questions: It’s an online test with 50 questions (all multiple-choice)

that’s available in 13 languages.

Time-box: You have 90 days to take the test from the day you get the
link. Once you begin the test, you have 1 hour to finish all 50 questions.
You cannot pause the timer, so be sure to have the time set aside.
Answers are saved, so if you lose your connection, you can pick back up
where you left off.

Open Book: Keep the digital copy of the “Scrum Guide” open. If you are
stuck on a question, flag it for review and come back to it later.

What if you don’t Pass the 1st time: If you don’t pass on your first
attempt, you’ll have one free retry. You’ll be told which questions you
didn’t get right. The retry must be completed within 90 days of taking
the class. If you do not pass on the 2nd attempt, you can take the test
again for a $25 fee.

After you Pass: Your Certificate and Digital badge are available for you
to download. Your certification is good for two years from the date you
accept the license agreement.

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The Agile Manifesto
We are uncovering better ways of developing software by doing it and
helping others do it. Through this work we have come to value:

________________________ over ________________________

________________________ over ________________________

________________________ over ________________________

________________________ over ________________________

That is, while there is value in the items on the right, we value the items
on the left more.

Using the choices below, fill in the blanks above:

• Customer collaboration • Comprehensive documentation

• Processes and tools • Responding to change
• Following a plan • Individuals and interactions
• Working software • Contract negotiation

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 Principles behind the Agile Manifesto
We follow these principles:
1. Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.

2. Welcome changing requirements, even late in development. Agile processes

harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of

months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the
project.

5. Build projects around motivated individuals. Give them the environment and
support they need and trust them to get the job done.

6. Agile processes promote sustainable development. The sponsors, developers,

and users should be able to maintain a constant pace indefinitely.

7. Working software is the primary measure of progress.

8. The most efficient and effective method of conveying information to and within
a development team is face-to-face conversation.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity--the art of maximizing the amount of work not done--is essential.

11. The best architectures, requirements, and designs emerge from self-organizing
teams.

12. At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.

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Scrum
Scrum is founded on Empiricism and Lean Thinking.

Empiricism asserts that knowledge comes from experience

and making decisions based on what is observed.

Lean Thinking reduces waste and focuses on the essentials.

Risk

Optimizes Predictability

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 Definition of Scrum: A lightweight framework that helps people,
teams and organizations generate value through adaptive solutions for
complex problems.

RULES
-
-
-

Defined Unknown

Predictable Unpredictable
Outcome Outcome

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Scrum Overview
3 Pillars of Scrum are: 3 Roles are:

1. 1.

2. 2.

3. 3.

5 Inspect and Adapt Events are: 5 Scrum Values are:

1. 1.

2. 2.

3. 3.

4. 4.

5. 5.

3 Artifacts are: 1 Inspect and Adapt Activity is:

1.

2.

3.

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Scrum Values

Courage
The Scrum Team members have the courage to
do the right thing, to work on tough problems.

Focus
Their primary focus is on the work of the Sprint to
make the best possible progress toward these
goals.

Commitment
The Scrum Team commits to achieving its goals
and to supporting each other.

Respect
Scrum Team members respect each other to be
capable, independent people, and are respected
as such by the people with whom they work.

Openness
The Scrum Team and its stakeholders are open
about the work and the challenges.

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In Summary… THE VALUES OF SCRUM
The values of Scrum enable the three pillars of Scrum to come to
life.

Through teamwork and continuous improvement, Scrum both

supports these values and relies on them.

The elements of Scrum - the parts of the framework, the roles, the
artifacts and the events - are the way we put the Scrum framework
into practice.

The values of Scrum are a diagnostic tool that helps you improve
your team and your application of Scrum.

Only add practices, policies and procedures that support the

values of Scrum.

The Agile Manifesto describes the values and principles that form
a common basis for Scrum and other methods. Agile values and
principles apply directly to Scrum.

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Product Backlog

▪ Ordered list of ideas, outcomes, work to do, supports Product Goal

▪ Items collaboratively created by PO and Developers

▪ One of the 3 Artifacts in Scrum

▪ Product backlogs are often too long and detailed, and therefore
difficult to use. Part of the solution is to ensure that your product
backlog is DEEP:

Detailed appropriately (more granular near top)

Emergent (items may be added, removed,

reordered and refined over time)

Estimated by Developers

Prioritized prior to Sprint Planning

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 Attributes of a Product Backlog Item:

Description
Product Backlog
Order
Item (PBI)
Size

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Prioritization Technique:

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In Summary…….The Product Backlog
The Product Backlog is a prioritized list of the ideas, features, outcomes and deliverables
that the business wants the Team to complete and any other work like fixing bugs or
providing documentation. The Product Backlog is a list of the functional and non-functional
requirements for the product. It represents the scope.

The Product Owner is responsible for regularly prioritizing the items in the Product Backlog
according to business value. No two items of the Product Backlog are allowed to have the
same priority.

The owner of the Product Backlog is the Product Owner. Many people can give the Product
Owner advice about the items in the Product Backlog and their priority, but the Product
Owner has the final decision about what items go into the Product Backlog and the priority
of each item.

The Product Backlog is a dynamic and essential Scrum artifact that changes with time. The
items in the Product Backlog are progressively refined just-in-time.

Each Product Backlog item has the attributes of description, order and size. The description
usually includes the user, the feature or outcome, and the acceptance criteria. The Product
Owner identifies the description and the order while the Developers provides the size.

All the Product Backlog items are written in the language of the business and provide
business value. Each Product Backlog item defines a complete, vertical slice that contains
all the horizontal layers common in software.

The creation and refinement of the Product Backlog is the result of a collaboration between
the Product Owner and the Developers. Both roles need to reserve time each Sprint to
define, understand, discuss and decompose Product Backlog items for the current, and
future, Sprints.

When the Developers, or the Product Owner, do not know how to define, decompose or
estimate a Product Backlog item, they can schedule a spike. A spike is a time-boxed
investigation, or exploration, of a specific question.

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 Engineering Practices - Technical Debt
You have a piece of functionality that you need to add to your system. You see two
ways to do it, one is quick to do but is messy - you are sure that it will make further
changes harder in the future. The other results in a cleaner design, but will take
longer to put in place.

Technical Debt is a wonderful metaphor developed by Ward Cunningham to help

us think about this problem. In this metaphor, doing things the quick and dirty way
sets us up with a technical debt, which is similar to a financial debt. Like a financial
debt, the technical debt incurs interest payments, which come in the form of the
extra effort that we have to do in future development because of the quick and
dirty design choice.
We can choose to continue paying the interest, or we can pay down the principal
by refactoring the quick and dirty design into the better design. Although it costs
to pay down the principal, we gain by reduced interest payments in the future.

The metaphor also explains why it may be sensible to do the quick and dirty
approach. Just as a business incurs some debt to take advantage of a market
opportunity developers may incur technical debt to hit an important deadline. The
all-too-common problem is that development organizations let their debt get out
of control and spend most of their future development effort paying crippling
interest payments.

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The tricky thing about technical debt, of course, is that unlike money it's impossible
to measure effectively. The interest payments hurt a team's productivity, but since
we cannot measure productivity, we can't really see the true effect of our technical
debt.

One thing that is easily missed is that you only make money on your loan by
delivering. The biggest cost of technical debt is the fact that it slows your ability to
deliver future features, thus handing you an opportunity cost for lost revenue.
Furthermore, you need to deliver before you reach the design payoff line to give
you any chance of making a gain on your debt. Often taking on technical debt ends
up slowing you down so much you end up delivering later.

• It’s the impediments that get in your way of being more productive.

• Reflects the implied cost of additional rework caused by choosing an easy

solution now instead of using a better approach that would take longer.

• It is what slows your progress, something you need to constantly address

because “we have to go back and fix that before we can implement this.”

• Technical Debt is invisible to most stakeholders, especially those higher up in

organizations.

• Executives can easily see the benefits of new features to the product and the
detriment of bugs, but your architecture and technical debt are often invisible
to the non-technical employees until something breaks and it’s too late.

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 Business Lack of
Pressure - Just understanding a
get it done process

Impact of Accumulating Tech Debt:

• Greater difficulty in writing new code

• Hard to find defects and fix them

• Difficulty in estimating Product Backlog Items

• Splitting larger items into smaller ones not an easy task

• Less flow within the Sprint, leading to a bulge of tasks near the end

• Less reliable planning

• Difficulty in pulling team members with the most knowledge of the code into
other teams or tasks.

• Barriers to making more frequent releases.

• Lower team morale

• Slower and less reliable responsiveness to critical problems

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 Engineering Practices – XP Practices

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 Scrum Roles
Quiz Time!
Instructions: Complete the multiple-choice quiz below. When you’re done, check
your answers on page 51.

1. Select the most accurate statement.

a. Estimation is not part of Scrum.
b. Only Developers estimate effort for product backlog items.
c. People other than the Developers, like project managers and architects,
estimate effort for product backlog items.
d. The Product Owner estimates product backlog items.
e. The ScrumMaster estimates product backlog items.
f. None of the above

2. How are Stakeholders like functional managers, financial sponsors and

executives involved with the Scrum Team?
a. Stakeholders are involved in the day-to-day activities of the Scrum Team.
b. Once the Product Backlog is defined, the Stakeholders do not have to pay
attention to the activities of the Scrum Team.
c. Stakeholders participate in all Scrum events.
d. It’s OK for stakeholders to be involved in the Daily Scrum.
e. Stakeholders provide vital feedback about the product and what to do next
at the Sprint Review.
f. All the above
g. None of the above

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3. Who analyzes & decomposes Product Backlog items? Choose the best answer.
a. Only the Product Owner.
b. The Product Owner and the ScrumMaster.
c. The Product Owner with the assistance of the Developers.
d. Always the whole Scrum Team.

4. The ScrumMaster role is…

a. a full-time role dedicated to assisting the Developers, Product Owner and
Stakeholders in receiving the maximum benefit of using Scrum.
b. a part time role that any of the Developers can fill.
c. just like the project manager role.
d. accountable for delivery.

5. Developers…
a. give the Product Owner status updates at the Daily Scrum.
b. report status to the ScrumMaster at the Daily Scrum.
c. must follow the three questions at every Daily Scrum.
d. plan work for the next 24 hours at the Daily Scrum.
e. can skip the Daily Scrum if they are on track for the Sprint.

6. As a recognized authority of Scrum, the ScrumMaster…

a. assigns work to people to maximize business value for the PO.
b. performs all the tasks normally expected of the project manager.
c. reports status to management and other stakeholders.
d. should remove people from team if they are not collaborating or performing.
e. teaches others how to apply Scrum and empirical product development.
f. All the above
g. None of the above

7. Is combining Scrum roles a good idea?

a. Yes
b. No
c. Sometimes

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 Scrum Team

Developers

Product Owner Scrum Master

The Scrum Team consists of 1 Scrum Master, 1 Product Owner, and

Developers.

It is a cohesive unit of professionals focused on 1 objective at a time, the

Product Goal.

They are also self-managing, meaning they internally decide who does what,
when, and how.

The Scrum Team is small enough to remain nimble and large enough to
complete significant work within a Sprint, typically 10 or fewer people.

The entire Scrum Team is accountable for creating a valuable, useful

Increment every Sprint.

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 Product Owner

Responsible for Accepts or Rejects potentially

maximizing the value of releasable items
the Product
Available to the team during
Provide Vision + Sprint
Roadmap
Authority to Cancel the Sprint
Accountable for Product
Backlog Management 1 Person and Not a Committee

Developing and explicitly Decides Release of Product

communicating the Increments
Product Goal
Has the authority to make
decisions in the name of the
Ensures Product Backlog Stakeholders
is visible, transparent,
and clear to all

Clearly describes, orders

and clarifies Product
Backlog Items

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Additional Notes:

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 Developers

Cross- Functional Collective Ownership

Self-Managed No sub-teams

Owns Sizing Accepts work only from Product

Owner
No Titles
Participates in Meetings
Committed to creating
any aspect of a usable Creates Sprint backlog and Plan
Increment each Sprint to achieve Sprint Goal

Instilling quality by Holding each other accountable

adhering to a Definition as professionals
of Done

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Additional Notes:

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 Scrum Master

Promotes & Supports Openly addresses issues

Scrum
Encourages experimenting
Shields team from new ideas
Interruptions
Coaches self-management
Helps team overcome and cross-functionality
Impediments
Change Agent
Servant- Leader
Ensures Scrum Events take
Helps increase place
Transparency of
Artifacts
Serves the organization
Facilitator

Serves the Developers

and Product Owner

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Servant Leadership
- Desire to serve is a fundamental characteristic of a servant-leader

- It is about helping and identifying the needs of colleagues, customers,

and communities

- Creating an environment where people can work together to create

desired results

-Being a great empathetic listener

- Encourage the team, help them see the overall picture - Do WE have
enough info to do this?

Top-Down Management vs Servant Leadership

• Manager • Team Member

• Authority over team • Authority on Framework

• Command and Control • Empowers Team Members

• Communication link between • Helps team be self-organized

stakeholders and team
• Removes impediments regularly
• Delegates impediment removal to leads
of the project • Empowers team to meet the goal of the
Sprint
• Responsible for the success of the
project • Creates safe environment for the Team

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Servant Leader for the Scrum Team
Coaching the team members in self-management and cross-functionality;
Helping the Scrum Team focus on creating high-value Increments that meet the
Definition of Done;
Causing the removal of impediments to the Scrum Team’s progress;
Ensuring that all Scrum events take place and are positive, productive, and kept
within the timebox.

Servant Leader for the Product Owner

Helping find techniques for effective Product Goal definition and Product
Backlog management;
Helping the Scrum Team understand the need for clear and concise Product
Backlog items;
Helping establish empirical product planning for a complex environment;
Facilitating stakeholder collaboration as requested or needed.

Servant Leader for the Organization

Teaching, Coaching & Mentoring the organization in adopting & using Scrum
and Being Agile;
Builds communities that works together and learns to serve one another in the
process;
Reaches out to the various stakeholders at the organization level and
encourages collaboration between different verticals/departments;
Removing barriers between stakeholders and Scrum Teams.

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Additional Notes:

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The Sprint – Inspect and Adapt Event
Sprints are the heartbeat of Scrum, where ideas are turned into value. They are
fixed length events of one month or less to create consistency. A new Sprint starts
immediately after the conclusion of the previous Sprint.

All the work necessary to achieve the Product Goal, including Sprint Planning, Daily
Scrums, Sprint Review, and Sprint Retrospective, happen within Sprints.

During the Sprint:

● No changes are made that would endanger the Sprint Goal;
● Quality does not decrease;
● The Product Backlog is refined as needed; and,
● Scope may be clarified and renegotiated with the Product Owner as more is
learned.

Sprints enable predictability by ensuring inspection and adaptation of progress

toward a Product Goal at least every calendar month.
When a Sprint’s horizon is too long the Sprint Goal may become invalid, complexity
may rise, and risk may increase. Shorter Sprints can be employed to generate more
learning cycles and limit risk of cost and effort to a smaller time frame.

Each Sprint may be considered a short project. A Sprint could be cancelled if the
Sprint Goal becomes obsolete.

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Sprint Planning – Inspect and Adapt Event

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Daily Scrum – Inspect and Adapt Event

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Sprint Review – Inspect and Adapt Event

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Sprint Retrospective – Inspect and Adapt Event

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 Some Fun Retrospective Ideas

GLAD SAD MAD

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Product Backlog Refinement – Ongoing Activity

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Product Backlog - Scrum Artifact
The Product Backlog is an emergent, ordered list of what is needed to improve the
product. It is the single source of work undertaken by the Scrum Team.

Product Backlog items that can be Done by the Scrum Team within one Sprint are
deemed ready for selection in a Sprint Planning event.

Commitment: Product Goal

The Product Goal describes a future state of the product which can serve as a
target for the Scrum Team to plan against. The Product Goal is in the Product
Backlog.

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Sprint Backlog - Scrum Artifact
The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog
items selected for the Sprint (what), as well as an actionable plan for delivering the
Increment (how).

The Sprint Backlog is a plan by and for the Developers. It is a highly visible, real-
time picture of the work that the Developers plan to accomplish during the Sprint
in order to achieve the Sprint Goal.

Consequently, the Sprint Backlog is updated throughout the Sprint as more is

learned. It should have enough detail that they can inspect their progress in the
Daily Scrum.

Commitment: Sprint Goal

The Sprint Goal is the single objective for the Sprint. Although the Sprint Goal is a
commitment by the Developers, it provides flexibility in terms of the exact work
needed to achieve it.

The Sprint Goal also creates coherence and focus, encouraging the Scrum Team to
work together rather than on separate initiatives.

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Increment- Scrum Artifact
An Increment is a concrete stepping stone toward the Product Goal. Each
Increment is additive to all prior Increments and thoroughly verified, ensuring that
all Increments work together.

In order to provide value, the Increment must be usable. Multiple Increments may
be created within a Sprint. The sum of the Increments is presented at the Sprint
Review thus supporting empiricism.

Commitment: 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 moment a Product
Backlog item meets the Definition of Done, an Increment is born

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Definition of Done
Synonyms of Done:
• Potentially Releasable
• “Done Done”
• Working Product / Deliverable

NOT: A Stretch Goal

• A shared understanding of expectations that the Increment must

live up to in order to be released.

• Definition of Done (DoD) ensures Transparency and Quality of

work.

• Guides pre-implementation activities: Discussion, Estimation,

Design.

• Used to assess when work is complete on the Increment.

• Limits the cost of rework once a feature has been accepted as

"Done”.

• Reduced risk of misunderstanding and conflict.

• DoD keeps evolving.

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 Start

Done

Done
Done

Activities to complete for Sprint backlog items such that the

Increment is ready to be shipped/release.

Sample DOD for Software Project: Sample DOD for Marketing Brochure:

Definition of Done
- Acceptance Criteria met
- PO Approved
- Checked against Style
Guide
- Spell-check run
- Print-Ready PDF Created
- Proof Read

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 User Stories
• A description of a feature from an end-user perspective
• Describes the type of USER, WHAT they want and WHY
• A simplified description of a
requirement
• 3 C’s of User Stories

Front of Card Back of Card

As a __________________ I know this story is done when…

o Acceptance Criteria 1
I want _________________
o Acceptance Criteria 2

So that ________________ o Acceptance Criteria 3

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Examples of User Stories:

- As a teacher, I want to generate assessment report, so I can

evaluate student performance.

- As an ATM user, I want to withdraw funds from my bank account,

so I can increase my cash on hand.

- As an online grocery shopper, I should be able to save and view my

draft order from any of my devices, so that I can complete the order
process at my convenience.

- As HR Manager, I want a virtual job openings board, so that I can

view job status and manage company personnel needs.

- As a trainer, I want my profile to list my upcoming classes and

include a link to a detailed page about each so that prospective
attendees can find my courses.

- As someone who wants to hire, I can post a help wanted ad so that

I can attract candidates.

- As a participant, I can announce my participation in a course at

various times to various social media sites so that I can tell others
about what I’m doing.

- Adapted from https://www.mountaingoatsoftware.com/

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 Sizing
• Relative Sizing – A method of measuring how long it will take to complete a PBI
or a task by taking into account:
o The amount of work to do
o The complexity of the work
o Any risk or uncertainty in doing the work

• Story Point is a Relative measure of effort

• We are better at comparing vs. absolute values

Below are some popular sizing techniques:

T-shirt Sizing:

The primary advantage to t-shirt sizes is the ease of getting started. If a team
needs to start with t-shirt sizes, that's fine. Later, though, that team will be
better off using numbers directly. I might forget that an XL is 33% bigger than
an L. I won't forget that a 10 is twice a 5. (If I do, the team has a different
problem!)

T-shirt sizes can be a great way of becoming accustomed to relative

estimating. So, start with them if your team finds that easier. But minimally
put some underlying numbers on them (e.g., Medium=5) and then gradually
shift to using the numbers directly.

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Planning Poker:

Planning Poker is an agile estimating and planning

technique that is consensus based. To start a poker
planning session, the PO reads a User Story or
describes a feature to the estimators.

Each estimator is holding a deck of Planning Poker

cards with different values, which is the sequence we
recommend. The values represent the number of
story points, ideal days, or other units in which the
team estimates.

The estimators discuss the feature, asking questions to the PO as needed.

When the feature has been fully discussed, each estimator privately selects
one card to represent his or her estimate. All cards are then revealed at the
same time.

If all estimators selected the same value, that becomes the estimate. If not,
the estimators discuss their estimates. The high and low estimators should
especially share their reasons. After further discussion, each estimator
reselects an estimate card, and all cards are again revealed at the same
time.

The poker planning process is repeated until consensus is achieved or until

the estimators decide that agile estimating and planning of a particular item
needs to be deferred until additional information can be acquired.

▪ Adapted from https://www.mountaingoatsoftware.com/

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 Notes

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 Scrum Roles Quiz Answers
1. Select the most accurate statement.

a. Estimation is not part of Scrum.

b. Only Developers estimate effort for product backlog items.
c. People other than the Developers, like project managers and architects,
estimate effort for product backlog items.
d. The Product Owner estimates product backlog items.
e. The ScrumMaster estimates product backlog items.
f. None of the above

2. How are Stakeholders like functional managers, financial sponsors and executives
involved with the Scrum Team?

a. Stakeholders are involved in the day-to-day activities of the Scrum

Team.
b. Once the Product Backlog is defined, the Stakeholders do not have to
pay attention to the activities of the Scrum Team.
c. Stakeholders participate in all Scrum events.
d. It’s OK for stakeholders to be involved in the Daily Scrum.
e. Stakeholders provide vital feedback about the product and what
to do next at the Sprint Review.
f. All the above
g. None of the above

3. Who analyzes and decomposes Product Backlog items? Choose the best answer.

a. Only the Product Owner

b. The Product Owner and the ScrumMaster
c. The Product Owner with the assistance of the Developers
d. Always the whole Scrum Team

Bonsy Yelsangi Attain Agility Page 51

4. The ScrumMaster role is…

a. is a full time role dedicated to assisting the Developers, Product

Owner and Stakeholders in receiving the maximum benefit of
using Scrum
b. a part time role that any of the Developers can fill.
c. not essential to success with Scrum.
d. just like the project manager role.
e. Accountable for delivery.

5. Developers…

a. give the Product Owner status updates at the Daily Scrum.

b. report status to the ScrumMaster at the Daily Scrum.
c. must follow the three questions at every Daily Scrum.
d. plan work for the next 24 hours.
e. can skip the Daily Scrum if they are on track for the Sprint.

6. As a recognized authority of Scrum, the ScrumMaster…

a. assigns work to people to maximize business value for the Product

Owner.
b. performs all the tasks normally expected of the project manager.
c. reports status to management and other stakeholders.
d. should remove people from the team if they are not collaborating or
performing.
e. teaches others how to apply Scrum and empirical product
development.
f. All the above
g. None of the above

7. Is combining Scrum roles a good idea?

a. Yes
b. No
c. Sometimes

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