Scrum SMC Scrum Master Certified (SMC) Exam Practice Test

By ensuring that requirements are prioritized based on opportunity for investment

By ensuring that customers realize the value at the end of project

By ensuring that requirements are reprioritized after every Sprint

By understanding what adds value to customers and ensuing that stakeholders are closely involved

throughout the project

Quality Control involves execution of planned quality activities; Quality Assurance involves carrying out

integration-type activities.

Quality Control lessons are learned during the Sprint Retrospect meeting; Quality Assurance is

demonstrated during the Sprint Review Meeting.

Quality Control activities are carried out during the process of Creating Deliverables that are potentially

shippable; Quality Assurance activities are usually standalone activities, not carried out as part of the work.

Specific skills are not required to perform Quality Control activities; Quality Assurance is a significant factor

of the definition of Done.

As a {role/persona}, I should be able to {requirement} so that {benefit}.

As a {role/persona}, I should be able to {benefit} so that {requirement}.

I should be able to {benefit}, as a {role/persona} so that {requirement}.

I should be able to {requirement} so that {benefit} as a {role/persona}.

It is advisable to consider the Release Dates for the overall product or service to determine the Length of

Sprint.

The impact and frequency of expected changes do not have any impact on the decision related to the

Length of Sprint.

If the project is stable, with only minor changes expected, the Length of Sprint should be relatively shorter,

1 to 3 weeks.

To get maximum benefits from a Scrum project, it is always recommended to keep the Sprint Time-boxed

to 6 weeks.

Non-core roles are mandatorily required for the Scrum project to be successful.

Non-core roles are supportive roles indirectly responsible for the success or failure of the project.

Non-core roles are involved with the project, but do not have any interest in the project.

Non-core roles have a formal stature on the project team and are continuously involved in the Scrum

process.

The idea of Scrum was derived from a “rugby” approach, in which “a team tries to go the distance as a unit,

passing the ball back and forth.”

Takeuchi and Nonaka proposed that product development should be like a sequential relay race.

Scrum was based on a flexible and all-inclusive product development strategy where the development

team works as a unit to reach a common goal.

Takeuchi and Nonaka based their approach on manufacturing case studies from various industries.

Yes it's a good time to start the first Sprint

No, we should wait for the whole backlog to be completed before starting the Sprints

A

A and В

В and С

A and D

User Story Workshops are held as part of Sprint Review.

Acceptance Criteria provide the objectivity required for the User Story to be considered as Done or not

Done.

The Scrum Master defines and communicates the Acceptance Criteria to the Scrum Team.

During the Sprint Retrospect Meeting, the Acceptance Criteria provide context for the Product Owner to

decide if a User Story has been completed satisfactorily.

True

False

Industry and project types are not determinants of change requirements.

Change management is executed in the ongoing processes of prioritizing and adding user stories to the

Prioritized Product Backlog.

The type of change is independent of stability or the dynamic nature of a project.

Once changes have been accounted for in the Prioritized Product Backlog, the team need not be

concerned about the time and resources available to accomplish the tasks during Sprint.

Create ten teams of eight people per team.

Create eight teams of 10 people per team.

Coach the Development Team about being self-organizing, but also coach the team to form based on relationships from past projects.

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.

Colocated Team : War Rooms

Colocated Team: Wall displays

Distributed Team: Video Conferencing

Distributed Team : Manual Scrumboard

Discuss ways to resolve technical impediments faced by development teams, especially if two or more

teams face the same issue.

Discuss what each individual development team member has worked on since the last time all Scrum

Masters met.

Discuss actions of a team that could potentially affect another team.

Share a status update on all individual team member' tasks.

Continuous feedback is provided through the Groom Prioritized Product Backlog process

Deliverables are improved progressively by time-boxing non-essential work

The Conduct Daily Standup process leads to greater levels of motivation among team members.

Emphasis on risk mitigation and detailed planning ensures a customer-oriented framework.

Leadership style, problem-solving, availability, commitment

Stress management, people management, communication, loyalty

Responsiveness, problem-solving, facilitator, negotiation

Intuitiveness, people management, reliability, facilitator

4 hours

1 hour

It is not time-boxed (as long as needed)

8 hours

3 hours

A and В

A

A and D

A, B, and C

Internal Rate of Return

Net Rate of Return

Present Rate of Return

Estimated Rate of Return

Identify Process Improvements.

Identify Feature Improvements.

Identify Best Practices.

Identify Process problems and bottlenecks.

You will direct the Scrum team to re-work the User Story in the same Sprint.

The Scrum Team will not re-work an already developed deliverable; however, the Product Owner will reject

the deliverable in Demonstrate and Validate Sprint.

The deliverable is rejected on the basis of the changed requirements, and added to the Prioritized Product

Backlog with the new Acceptance Criteria to be worked on in a subsequent Sprint.

You should inform the Product Owner that the Scrum Team does not have the bandwidth to re-work the

already created deliverable.

Seeking help from team members

Experienced team members mentoring new members

Recording Lessons learned to improve processes and address problems

Using information radiators to track the project progress