The Nexus framework is a way of scaling Scrum for multiple teams working on a single product. The Nexus framework uses Scrum as its building block and extends it only where necessary to minimize and manage dependencies between teams 11. The Nexus framework defines the accountabilities, events, and artifacts that bind and weave together the work of the teams in a Nexus 11. One of the key events in the Nexus framework is the Nexus Sprint Planning, which is used to coordinate the activities of all teams in the Nexus for a single Sprint 11.

The purpose of Nexus Sprint Planning is to:

Coordinate the activities of all the Scrum Teams in a Nexus. This is answer A. This is a valid answer because the Nexus Sprint Planning is an event where the Nexus, consisting of the Product Owner and appropriate representatives from each team, meet to plan the Sprint 11. The purpose of Nexus Sprint Planning is to coordinate the activities of all teams in the Nexus for a single Sprint 11. The Nexus Sprint Planning helps the teams to align their work with the Product Goal, identify and resolve dependencies, and create a common understanding of the Sprint 11.

Create a plan for the Sprint. This is answer D. This is a valid answer because the Nexus Sprint Planning is an event where the Nexus creates a plan for the Sprint 11. The result of Nexus Sprint Planning is a Nexus Sprint Goal that aligns with the Product Goal and a Nexus Sprint Backlog that contains the work to be done by the teams to achieve the Nexus Sprint Goal 11. The Nexus Sprint Backlog is a visualization of the work across the Nexus that has dependencies 11. The Nexus Sprint Goal and the Nexus Sprint Backlog guide the teams throughout the Sprint 11.

The other two answers are not correct because:

Discover all the dependencies between Product Backlog items. This is answer B. This is not a valid answer because the Nexus Sprint Planning is not the only time to discover all the dependencies between Product Backlog items. Dependencies are the relationships between the work items that affect the order, timing, or outcome of the work 22. Dependencies can cause delays, rework, waste, and lower quality 22. Therefore, it is important to identify and resolve dependencies as early and as often as possible 22. The Nexus Sprint Planning is a time to coordinate the activities of the teams for the upcoming Sprint and to create a Nexus Sprint Goal and a Nexus Sprint Backlog 11. The discovery of dependencies should be done continuously throughout the Sprint, not only during the Nexus Sprint Planning 11. One of the activities that can help the teams to discover dependencies before the Nexus Sprint Planning is the Cross-Team Refinement, where representatives from each team in the Nexus meet to decompose and refine the Product Backlog items into smaller pieces of work that can be delivered by a single team or multiple teams 1[1][6].

Ensure all teams are committing to the right work. This is answer C. This is not a valid answer because the Nexus Sprint Planning is not a time to ensure all teams are committing to the right work. The Nexus Sprint Planning is a time to coordinate the activities of the teams for the upcoming Sprint and to create a Nexus Sprint Goal and a Nexus Sprint Backlog 11. The Nexus Sprint Planning is not a time to impose or dictate the work to the teams, but rather to collaborate and align the work with the Product Goal 11. The teams are self-organizing and autonomous, which means they decide how to do their work and what work to do 1[1][7]. The teams do not commit to the work, but rather forecast the work based on their capacity and understanding 1[1][7].

Moving away from component teams toward feature teams is a significant change that should be considered carefully. Here are some of the factors that should be taken into account:

Feature teams have less communication overhead than component teams, as they are able to deliver end-to-end customer features without relying on other teams or components 11. This reduces the complexity and the dependencies among the teams, and improves the transparency and the feedback loop. Feature teams also foster more collaboration and cross-functional learning among the team members, as they have to work on different aspects of the product 22.

When making this change, it helps to have support from the organization, as it may require a shift in the culture, the structure, and the processes of the company 33. The organization should provide the necessary resources, training, and coaching to the teams to help them adopt the feature team model. The organization should also align its goals, incentives, and metrics with the feature team approach, and remove any barriers or impediments that may hinder the teams' performance 44.

Productivity may decrease when making this kind of change, as the teams may face some challenges and difficulties in the transition period 55. For example, the teams may have to learn new skills, technologies, or domains that they are not familiar with. The teams may also have to deal with legacy code, technical debt, or integration issues that may slow down their delivery. The teams may also experience some resistance or conflict from the existing component teams or stakeholders. Therefore, the teams should expect some temporary setbacks and losses in productivity, and focus on continuous improvement and adaptation.

The other options are not correct for the following reasons:

With feature teams, it is not easier to calculate the productivity per team, as productivity is not a simple or straightforward metric to measure in software development [6]. Productivity depends on various factors, such as the quality, the value, the complexity, and the customer satisfaction of the product. Moreover, focusing on the productivity per team may create a competitive or individualistic mindset among the teams, rather than a collaborative or collective one. The teams should focus on delivering the best possible product Increment that meets the Product Goal and the Definition of Done, rather than on maximizing their productivity [7].

You can do Scrum without feature teams, as Scrum does not prescribe any specific team structure or organization [8]. Scrum only requires that the Scrum Team is cross-functional, self-organizing, and accountable for delivering a potentially releasable product Increment every Sprint [9]. However, feature teams are generally more aligned with the Scrum values and principles, as they enable the teams to deliver customer-centric features faster and more frequently, and to respond to changes more effectively [10]. Therefore, feature teams are recommended, but not mandatory, for Scrum.

The Definition of Done is a set of quality standards that apply to the Integrated Increment, which is the combined work of all the Scrum Teams in the Nexus that meets the Nexus Sprint Goal 11. The Definition of Done creates transparency and alignment among the Scrum Teams and the stakeholders, and ensures that the Integrated Increment is potentially releasable 22. The Definition of Done can evolve over time as the Nexus learns from its experience and feedback, and as the product complexity and quality expectations change 33. The best place to discuss and update the Definition of Done is at the Nexus Sprint Retrospective, which is an event that occurs at the end of the Sprint where the Nexus inspects and adapts its processes, tools, and interactions 11. The Nexus Integration Team, which is a group of people who are accountable for ensuring the integration and delivery of the Integrated Increment, is responsible for the Definition of Done, but they can involve the other Scrum Team members and stakeholders in the discussion and decision 1144. Therefore, statement C is the correct answer.

Statement A is incorrect because it implies that the Nexus Integration Team can unilaterally change the Definition of Done without consulting the other Scrum Teams or stakeholders, which would undermine the transparency and collaboration that are essential for scaling Scrum 1144. Statement B is incorrect because it suggests that the Definition of Done is owned by the larger development organization, which may not be familiar with the specific needs and challenges of the Nexus, and that the changes are communicated by stakeholders, who may not have the technical expertise or authority to do so 1144. Statement D is incorrect because it assumes that the Scrum Masters have the sole power to decide on changes to the Definition of Done, which would exclude the input and agreement of the Nexus Integration Team, the other Scrum Team members, and the stakeholders 1144.

The Nexus Sprint Retrospective is an event that occurs at the end of the Sprint where the Nexus, which is a group of approximately three to nine Scrum Teams working on the same product, plans ways to increase quality and effectiveness across the whole Nexus 11. The purpose of the Nexus Sprint Retrospective is to inspect and adapt the Nexus framework, the integrated work, the processes, the tools, and the interactions among the Scrum Teams 11. Therefore, statement C is correct.

The Nexus Sprint Retrospective follows a three-step process: first, representatives from each Scrum Team identify issues that affect multiple teams; second, each Scrum Team conducts its own Sprint Retrospective; and third, representatives from each team meet again to discuss any actions needed based on the shared challenges 112233. The Nexus Sprint Retrospective enables bottom-up intelligence to improve how the Scrum Teams in a Nexus are working together, as it allows the teams to share their insights, learn from each other, and collaborate on solutions 44. Therefore, statement A is also correct.

Statement B is incorrect because the Nexus Sprint Retrospective is not a forum for management to see how the Nexus is performing, but rather a time for the Nexus to self-organize and self-improve 1144. Statement D is incorrect because the Nexus Sprint Retrospective is not a single meeting to inspect and adapt how all Scrum Teams work together, but rather a combination of three meetings that involve both individual and collective reflection and action 112233.

When six new Scrum Teams are working on one product, they should form a Nexus, which is a framework for scaling Scrum 11. A Nexus has a single Product Owner who is accountable for maximizing the value of the product and the work performed and integrated by the Scrum Teams 1122. Therefore, statement D is correct.

A Nexus also works off a single Product Backlog, which is an ordered list of the work to be done by the Scrum Teams in the Nexus 11. The Product Backlog has a single source of requirements and priorities for the product, and it is managed by the Product Owner 1122. Therefore, statement C is also correct.

Statements A, B, and E are incorrect because they imply that each Scrum Team has its own Product Owner and Product Backlog, which would create confusion, inconsistency, and duplication of work. Having multiple Product Owners and Product Backlogs would also undermine the transparency and alignment that are essential for scaling Scrum 1122.