What are two ways that architecture and infrastructure are handled in Scrum? (Choose two.)

1. A. They are discussed, determined, and documented before the actual feature development Sprints.
2. B. They are implemented along with functional development of the product.
3. C. They are added to the Product Backlog and addressed in early Sprints, while always requiring at least some business functionality, no matter how small.
4. D. They are built by a separate team through the creation of an architectural runway.

Correct Answer: BC
Architecture and infrastructure are handled in Scrum by implementing them along with functional development of the product, and by adding them to the Product Backlog and addressing them in early Sprints, while always requiring at least some business functionality, no matter how small, as stated in [2]: “Scrum does not distinguish between developing functionality or architecture. They are developed together, as they are both important and support each other. Architecture is not a separate phase; it is part of the product development. Architecture is added to the Product Backlog as any other feature or functionality.”

The Product Owner determines how many Product Backlog items the Development Team selects for a Sprint.

1. A. False.
2. B. True, accordingly to what was committed to the stakeholders.
3. C. True, but only after confirmation by the resource manager that the Team has enough capacity.
4. D. True.
5. E. False, the Scrum Master does that.
6. F. False, capacity and commitment are the Project manager’s responsibility.

Correct Answer: A
The correct answer is A, because the Product Owner does not determine how many Product Backlog items the Development Team selects for a Sprint. The Scrum Guide states that “the number of items selected from the Product Backlog for the Sprint is solely up to the Development Team. Only the Development Team can assess what it can accomplish over the upcoming Sprint.” Therefore, the Development Team is responsible for choosing the scope of work for a Sprint.

Who should make sure everyone on the scrum Team does their tasks for the sprint? (choose the best answer)

1. A. The Project Manager
2. B. The Product Owner
3. C. The Scrum Master
4. D. The Scrum Team
5. E. All of the above

Correct Answer: D
According to the Scrum Guide, the Scrum Team should make sure that everyone on the team does their tasks for the Sprint, as they are collectively accountable for creating valuable Increments that meet stakeholder needs and expectations. The other options are not valid, as they imply that someone else outside the Scrum Team (such as a project manager) or another role on the Scrum Team (such as the Product Owner or the Scrum Master) is responsible for making sure that everyone does their tasks for the Sprint.

Who creates the Definition of Done? (choose the best answer)

1. A. The Scrum Master
2. B. The Product Owner
3. C. The scrum Team
4. D. The Developers

Correct Answer: C
The correct answer is C. The Scrum Team creates the Definition of Done. According to the Scrum Guide1, “The Developers are required to conform to the Definition of Done, which is defined and evolves with the Scrum Team.” The Definition of Done is a commitment by the Developers for the Increment, but it is also a shared understanding within the whole Scrum Team, including the Product Owner and the Scrum Master2.
The Scrum Team collaborates to create and update the Definition of Done as needed, based on the product and organizational standards3. The Definition of Done is not imposed by any external authority or individual.

You have six teams using a traditional method to deliver a product. Your management has asked you to start using Scrum. In the initial project there were separate plans and teams for the layers of a software system, i.e. one for the front-end, one for the middle tier, one for the back-end, and one for the interfaces and services. This resembles what is known as component teams. But you have read that it’s a good idea to have teams organized by feature.
What are the advantages of keeping component teams while starting Scrum?

1. A. There’s less initial disruption than organizing into new team
2. B. As they start, they will discover what works best, and how to potentially re-organize towards this.
3. C. Component teams generally have the skills needed to create a working Increment of software that provides business value.
4. D. Because they have worked together for some time, they are likely able to start producing shippable Increments faster that new feature teams would.
5. E. There are fewer cross-team dependencies than working in feature teams.

Correct Answer: A
The correct answer is A, because keeping component teams while starting Scrum may cause less initial disruption than organizing into new teams. As they start using Scrum, they will discover what works best for them and how to potentially re-organize towards feature teams. However, component teams may face some challenges in delivering a working Increment of software that provides business value every Sprint, as they may depend on other teams or layers.