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You are the Scrum Master for your organization and you're training the Product Owner and the Development Team on the rules of Scrum. After a few Sprints in the project, the Development Team is getting used to processes and flow of the work. With their confidence, the Development Team has decided that a Sprint Retrospective is no longer needed in the project. What should you do regarding the team's desire to no longer have a Sprint Retrospective?

• A.You should demand the Development Team host a retrospective as it is a rule of Scrum.
• B.You should do nothing as the Development Team is self-organized and self-managed.
• C.You should discuss the situation with the Product Owner to see how she feels about no longer having a Sprint Retrospective.
• D.You should require the key Development Team members to participate in the Retrospective to shorten its duration.

You are the Scrum Master for a new project. This project will have 80 developers contributing to the product.
As a Scrum Master, how would you divide a group of 80 people into multiple Development Teams?

• A.Coach the Development Team about being self-organizing, but also coach the team to form based on relationships from past projects.
• B.Create ten teams of eight people per team.
• C.Tell the 80 developers about the product, the product vision, and rules of the Scrum framework, then allow the 80 developers to self-organize into separate teams.
• D.Create eight teams of 10 people per team.

A start-up company that uses Scrum has a discussion Some of the coworkers do not see the use of portfolio planning for such a small company After all they only have two small Scrum teams.
Why is the portfolio planning important for this company?

• A.Aligning both Scrum teams m the portfolio planning to identify any dependencies will help them be more productive
• B.Determining which products support the organization's goals and objectives is important for a company of any size
• C.Defining the planning horizon for the next three to five years will allow the employees to work without further guidance
• D.Ensuring that the product backlog is clearly documented, refined and made visible will create the most value

A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.
What should the Scrum Master teach the Scrum teams and the managers about Scrum?

• A.Teach me Scrum learn that they are self-managing and decide how to divide work and do the work Teach the managers that they have the role of coaches and must trust the Scrum teams
• B.Teach the Scrum team that they should coach the managers to become more self-managing Teach the managers that they can become Product Owners or Scrum Masters to keep in control
• C.Teach the Scrum teams to check in with their managers often enough to give them a sense of control Teach the managers how to influence the Product Owners and Scrum Masters to keep control
• D.Teach the Scrum team that they should keep their managers involved in planning sprint tasks Teach the managers how to read the Scrum board to make sure they can intervene on time

Which of the following statements about Release Planning Session is/are Correct?
A) Release Planning Sessions are conducted to develop a plan that defines when various sets of usable functionality or products will be delivered to the customer.
B) Release Planning Sessions enable the Scrum Team to have an overview of the releases and delivery schedule for the product they are developing.
C) Whether the releases will follow a phased deployment pattern or a continuous deployment pattern depends on the stakeholder requirements.
D) Release Planning Sessions should produce a detailed Release Plan for the entire project.

• A.and
• B.A and D
• C.A
• D.A and