B) Developers with an interest in Stella's domain could volunteer to take on this work in their respective Scrum Teams.

This is a good solution because it is consistent with the Scrum value ofcommitment, which means that the Scrum Team members are willing to learn new skills and take on new challenges to deliver value12.By volunteering to take on this work, the Developers can reduce the dependency on Stella, increase their cross-functionality, and collaborate more effectively within and across the Scrum Teams34. F. Ask Stella for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Scrum Teams to re-prioritize the work so that tasks not depending on Stella can be done first

This is another good solution because it is consistent with the Scrum principle ofempiricism, which means that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than following a predefined plan12. By asking Stella for a plan to hire and train additional people, the Scrum Master can help address the root cause of the dependency and create more capacity and diversity in Stella's domain.By working with the Product Owner and Scrum Teams to re-prioritize the work, the Scrum Master can also help optimize the value and feasibility of the product backlog items, and enable the Scrum Teams to deliver valuable and functional increments every Sprint34. G. Create a team with Stella and identify people from the Scrum Teams to temporarily work in Stella's domain to learn to better serve the existing teams

This is also a good solution because it is consistent with the Scrum value ofrespect, which means that the Scrum Team members appreciate and value each other's skills and perspectives12. By creating a team with Stella, the Scrum Master can acknowledge and leverage Stella's expertise and experience in her domain.By identifying people from the Scrum Teams to temporarily work in Stella's domain, the Scrum Master can also facilitate knowledge transfer and skill development among the team members, which can improve their self-organization and collaboration34.

A Definition of Ready (DoR) is a set of agreements that lets everyone know when a product backlog item is ready to be taken into a sprint12.A DoR can help the Scrum Team ensure that the product backlog items are clear, feasible, valuable, and testable12. However, a DoR does not necessarily maximize the team's velocity, nor does it ensure that the sprint planning can end within its timebox.Velocity is a measure of how much work a team can complete in a sprint, and it depends on many factors, such as the team's capacity, skills, collaboration, and quality standards3. A DoR may help the team avoid wasting time on unclear or incomplete items, but it does not guarantee that the team can deliver more value or faster. Similarly, a DoR may help the team prepare for the sprint planning, but it does not guarantee that the team can finish the planning within its timebox. The sprint planning is an empirical and collaborative event, where the team inspects the product backlog, negotiates with the product owner, and crafts a sprint goal and a sprint backlog . A DoR may reduce some uncertainties and risks, but it does not eliminate them. The team still needs to adapt to changing requirements and expectations, and make realistic and meaningful commitments .

Done means that the Increment is in a usable condition and meets the Scrum Team's Definition of Done. 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 of Done creates transparency by providing everyone a shared understanding of what work was completed as part of the Increment. Having an Increment that could be released to end users means that it is potentially releasable, which is one of the goals of Scrum. All work performed meets the Definition of Done means that the Developers have ensured that every Product Backlog item selected for the Sprint conforms to the agreed quality standards.

The Scrum Guide, November 2020, p. 10-11

What is a Definition of Done?, Scrum.org, accessed on September 30, 2023

DONE Understanding Of The Definition Of 'Done'', Scrum.org, December 16, 2019

The best two answers are A and C.

A) Timeboxing work to allow for frequent inspection. This is a relevant boundary for self-management provided by the Scrum framework, as it helps the Scrum Team to organize their work into fixed-length Sprints and other events, such as the Daily Scrum, the Sprint Planning, the Sprint Review, and the Sprint Retrospective. Timeboxing enables the Scrum Team to inspect their progress, adapt their plan, and deliver value regularly and predictably.

C) Creating a valuable and useful Increment by the end of each Sprint. This is also a relevant boundary for self-management provided by the Scrum framework, as it guides the Scrum Team to focus on delivering a product Increment that meets the Sprint Goal and the Definition of Done. Creating a valuable and useful Increment requires the Scrum Team to collaborate, communicate, and coordinate effectively, and to apply their skills and creativity to solve complex problems.

The Scrum Guide, section 2.3 (The Scrum Team), page 7

The Scrum Guide, section 3.1 (The Sprint), page 8

The Scrum Guide, section 3.4 (The Increment), page 10

The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 2 (The Sprint), lesson 3 (The Sprint Goal), lesson 4 (Sprint Planning) and lesson 5 (The Sprint Review)

The Professional Scrum Master II (PSM II) Assessment, question 40

As a Scrum Master, you are accountable for establishing an environment where the Scrum Team can be effective and deliver valuable products1.One of the ways to do this is by supporting the Product Owner in managing the Product Backlog and engaging with the stakeholders2. In this situation, where there is a performance issue with the product, your best option is:

Encourage the Product Owner to bring the performance concerns to the rest of the Scrum Team and work together to improve the Definition of Done.This option aligns with the principle of empiricism, which is the foundation of Scrum3.Empiricism means that you make decisions based on what is known, rather than what is assumed or predicted3.By encouraging the Product Owner to bring the performance concerns to the rest of the Scrum Team, you are helping them inspect the product Increment and adapt the Product Backlog based on transparent feedback from the stakeholder4. You are also helping them collaborate on improving the Definition of Done, which is a shared understanding of what it means for a product Increment to be complete and potentially releasable. The Definition of Done should reflect the quality standards and expectations of the stakeholders, and should be updated as needed to ensure that the product meets their needs and delivers value.

The other options are not advisable because:

Wait to bring this up in the next Sprint Retrospective as this is the appropriate time for the Developers to re-consider the Definition of Done.This option is incorrect because it contradicts your accountability as a Scrum Master. The Sprint Retrospective is an opportunity for the Scrum Team to reflect on their performance and identify improvements for the next Sprint. However, it is not the only time for them to inspect and adapt their product and process.As a Scrum Master, you should promote continuous improvement and help the Scrum Team address any issues or impediments as soon as they arise1. Waiting to bring this up in the next Sprint Retrospective would mean delaying feedback and action, which can lead to waste or dissatisfaction.

Bring the concern to the quality assurance members of the Scrum Team and ask them to improve how the system is tested.This option is incorrect because it goes against your role as a facilitator, who helps the participants have constructive and respectful conversations. By bringing the concern to only a subset of the Scrum Team, you are creating silos and excluding others from contributing or learning. You are also implying that quality is only their responsibility, rather than a shared accountability of the whole Scrum Team. Moreover, you are not asking them for their input or feedback, but telling them what to do, which can undermine their autonomy and motivation.

Explain to the Product Owner that it is up to the Developers to decide on acceptable performance standards as they own the Definition of Done.This option is incorrect because it contradicts your role as a coach, who helps people grow and improve their skills and behaviors. By explaining to the Product Owner that it is up to the Developers to decide on acceptable performance standards, you are dismissing their concern and creating a gap between them and the Developers. You are also ignoring their valuable perspective and input as a stakeholder representative, who has a clear vision of what value means for the product. Instead of explaining, you should be asking questions and listening actively, and facilitating a dialogue between them and the Developers.