According to the Scrum Guide1, a Sprint can be cancelled before the Sprint time-box is over. Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Developers, or the Scrum Master. A Sprint would be cancelled if the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change. In general, a Sprint should be cancelled if it no longer makes sense given the circumstances. But, due to the short duration of Sprints, cancellation rarely makes sense.

The correct answers are A, C, and E, because these are feedback loops in Scrum. The Sprint Review is a feedback loop that allows the Scrum Team and the stakeholders to inspect the Increment and adapt the Product Backlog. The Sprint Retrospective is a feedback loop that allows the Scrum Team to inspect itself and create a plan for improvements. The Daily Scrum is a feedback loop that allows the Development Team to inspect its progress and plan its work for the next 24 hours.

The correct answer is B, because a Scrum Master is not the same thing as a traditional PM (Project Manager). The Scrum Guide states that ''the Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. Scrum Masters do this by helping everyone understand Scrum theory, practices, rules, and values.'' Therefore, a Scrum Master is not a manager, but a servant-leader and a coach for the Scrum Team and the organization.

According to the Scrum Guide1, 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 definition guides the Development Team in creating a ''Done'' Increment. The definition of ''Done'' is created by the development organization (or Development Team if none is available from the development organization). The definition of ''Done'' may vary significantly per Scrum Team, depending on the context. One aspect of Scrum Teams inspecting how they work toward their Product Goal is that they improve their definition of ''Done'' over time. Therefore, one reason why the Product Owner wants the Development Team to adhere to its definition of ''Done'' is to have complete transparency into what has been done at the end of each Sprint.

AccordingtotheScrumframework,theProductOwnerisresponsibleformanagingtheProductBacklog,whichincludesprioritizingandaddingnewitems1.However,whenanewitemisintroducedduringaSprint,itiscrucialtoinvolvetheentireScrumTeaminthedecision-makingprocess.ThisensuresthattheteamcanassesstheimpactofthenewitemonthecurrentSprintgoals,capacity,andworkload1.Bydiscussingtheitemwiththeteam,theycancollectivelydecidewhethertoincludeitinthecurrentSprint,deferittoafutureSprint,orhandleitinanotherway1.Thiscollaborativeapproachalignswiththeprinciplesoftransparency,inspection,andadaptation,whicharecoretoScrum.