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You manage a development organization. One of your Scrum Teams is continually interrupted by unplanned work related to production incidents for a legacy application unrelated to their product. A few team members have historical knowledge of the legacy application. How should the Scrum Team manage the interruption and unplanned work? (choose the best answer)
In Agile, protecting the Scrum Team's focus is important. Transferring knowledge to the appropriate teams ensures that the team can focus on its current product development without being interrupted by unrelated work. This approach aligns with the principle of minimizing distractions and maintaining focus on delivering value.
Of the following choices, what is the most effective way a Scrum Master can keep a Scrum Team working at its highest level of productivity? (choose the best answer)
The Scrum Master's primary role is to help the Scrum Team be as productive as possible by facilitating decision-making and removing any obstacles or impediments that slow the team's progress. This role ensures that the team can focus on delivering value without distractions, which is essential for maintaining high productivity levels.
Which of the following will NOT help a team increase its frequency of delivery? (choose the best answer)
Synchronizing release schedules does not necessarily increase delivery frequency, as it may add complexity and dependency management. The other options focus on reducing bottlenecks and improving efficiency, which directly contribute to increasing delivery frequency.
You are a Product Owner. The Developers are close to the end of a Sprint and ask you for 3 extra days to complete their work. They feel that if they do not get the extra time, they might look bad in front of stakeholders, who are already skeptical of using an agile approach. What should you do? (choose the best answer)
In Scrum, the Sprint timebox is sacred. Extending it undermines the concept of commitment and predictability. Instead, use this as an opportunity to promote transparency and openness by explaining to stakeholders the value of inspecting and adapting based on the current progress. This approach strengthens trust in the Agile process.
An organization has many Agile teams working on different products. How can managers understand the status of each team? (choose the best answer)
In Agile, progress is measured by value delivered toward the Product Goal, not by tracking detailed forecasts or comparing velocities. Asking teams to demonstrate their progress toward the Product Goal allows stakeholders to see meaningful progress without introducing unnecessary bureaucracy.
