Scrum Alliance CSM - Certified ScrumMaster Exam

TheScrum Masterworks with theScrum Teamand other involved parties (such as stakeholders) to ensure that artifacts aretransparent. Transparency is one of the three pillars of empiricism in Scrum and is critical for effective inspection and adaptation. If artifacts (e.g., Product Backlog, Sprint Backlog, Increment) are not transparent, it can hinder decision-making and progress.

According to the2020 Scrum Guide, the Scrum Master is responsible for ensuring that everyone involved understands:

The purpose of the artifacts(e.g., Product Backlog, Sprint Backlog, Increment).

The Definition of Done, to ensure shared understanding of what constitutes a completed work item.

Why the other options are incorrect:

A. End users:While feedback from end users is important, they are not directly responsible for ensuring transparency of artifacts.

C. Management team:Management is not directly involved in artifact transparency, as this is primarily a collaboration between the Scrum Team and relevant stakeholders.

D. Project Manager:There is no role of "Project Manager" in Scrum.

The Scrum Team must demonstrateCommitmentto achieve the Sprint Goal. Commitment is one of the five Scrum Values, and it reflects the team’s dedication to the Sprint Goal, the work planned in the Sprint Backlog, and to collaborating effectively. Without commitment, the team cannot focus on delivering the Increment or achieving the Sprint Goal.

According to the2020 Scrum Guide, the Scrum Values are:

Commitment: Dedication to the team’s goals and delivering value.

Focus: Concentrating on the Sprint Goal and avoiding distractions.

Openness: Being transparent about challenges and progress.

Respect: Valuing each team member and their contributions.

Courage: Facing challenges and making tough decisions.

Why the other options are incorrect:

A. Completion:This is not a Scrum Value. Commitment drives completion, but "completion" itself is not a value.

C. Agreement:While agreement is important, Scrum does not define it as a core value.

D. Alignment:While alignment is critical to achieving goals, it is not one of the five Scrum Values.

Thethree Scrum artifacts—Product Backlog,Sprint Backlog, andIncrement—providetransparencyinto the work and enable opportunities forinspection and adaptation. These artifacts are essential to ensuring the Scrum Team and stakeholders can inspect progress and adapt plans to maximize value.

According to the2020 Scrum Guide:

Product Backlog: Represents all the work needed to achieve the Product Goal and allows inspection and prioritization of upcoming work.

Sprint Backlog: A real-time plan for the Sprint that provides transparency into what the team is working on and allows inspection and adaptation during the Sprint.

Increment: The outcome of the Sprint that is usable and meets the Definition of Done, enabling stakeholders to inspect progress and provide feedback.

Why the other options are incorrect:

A. Burndown Charts, release plan and Product Backlog:Burndown charts and release plans are complementary tools, but they are not official Scrum artifacts.

C. Definition of Done and Product Backlog:The Definition of Done is not an artifact but a shared understanding of when work is complete.

D. Definition of Done, Sprint Backlog and Product Backlog:While the Sprint Backlog and Product Backlog are artifacts, the Definition of Done is not.

TheScrum Masteris accountable for ensuring Scrum is understood and enacted. They are responsible for coaching the Scrum Team and the organization in adopting Scrum practices and principles. The Scrum Master acts as a servant leader, guiding the team and stakeholders in understanding and applying Scrum effectively to deliver value.

According to the2020 Scrum Guide, the Scrum Master is accountable for:

Establishing Scrum as defined in the Scrum Guide.

Helping everyone understand Scrum theory and practice.

Removing impediments and fostering an environment where Scrum can thrive.

Why the other options are incorrect:

A. Developers:Developers are accountable for creating the Increment but not for ensuring Scrum is understood across the organization.

B. Product Owner:The Product Owner is responsible for managing the Product Backlog and ensuring value delivery, not for ensuring Scrum adoption.

D. Project Sponsor:There is no role of "Project Sponsor" in Scrum.

ScrumArtifactsrepresent work or value, providing transparency and opportunities for inspection and adaptation. TheSprint Backlogis one of the three primary Scrum Artifacts defined in the2020 Scrum Guide:

Product Backlog: The ordered list of everything that is needed in the product.

Sprint Backlog: The plan for the Sprint, including the Sprint Goal, selected Product Backlog items, and the work plan for delivering the Increment.

Increment: The sum of all work completed during a Sprint that meets the Definition of Done.

Why the other options are incorrect:

A. Definition of Done:While critical to ensuring quality, the Definition of Done is not an Artifact but rather a standard that applies to the Increment.

C. Sprint Goal:The Sprint Goal is part of the Sprint Backlog but is not a standalone Artifact.

D. Sprint Burndown Chart:This is a complementary tool used for tracking progress but is not an official Artifact in Scrum.

Facilitatingis the activity that seeks to build consensus in a group setting. In Scrum, the Scrum Master often acts as afacilitator, helping the team reach agreements during events such as Sprint Planning, Retrospectives, or backlog refinement sessions. Facilitators guide discussions neutrally, ensuring all voices are heard and helping the group align on decisions.

According to the2020 Scrum Guide, the Scrum Master:

Facilitates Scrum events as requested or needed.

Removes barriers to communication and fosters collaboration within the team.

Why the other options are incorrect:

A. Coaching:Coaching involves guiding individuals or teams to improve performance, but it is not specifically about building group consensus.

B. Teaching:Teaching focuses on imparting knowledge, not consensus-building.

C. Mentoring:Mentoring involves a one-on-one relationship where the mentor shares knowledge and experience, which is not a group activity.

TheSprint Retrospectiveis heldafter the Sprint Review and before the next Sprint Planning. It is the final event in the Sprint, and its purpose is to reflect on the past Sprint and identify areas for improvement. The Scrum Team inspects how they worked during the Sprint in terms of processes, interactions, tools, and the Definition of Done, and then adapts for future Sprints.

According to the2020 Scrum Guide:

The Sprint Retrospective is time-boxed and enables the team to inspect and adapt their working practices.

It helps improve the Scrum Team's effectiveness in subsequent Sprints.

Why the other options are incorrect:

B. At the beginning of the Sprint:The Sprint Retrospective is not held at the start of the Sprint. Sprint Planning occurs at the beginning of the Sprint.

C. In the middle of the Sprint:Mid-Sprint is not a designated time for this meeting; the team is focused on achieving the Sprint Goal.

D. At the end of all the Sprints:The Retrospective is held at the end ofeach Sprint, not at the conclusion of all Sprints.

TheScrum Masteris responsible for leading and coaching the organization in its Scrum adoption. They play a critical role in helping the organization understand and implement Scrum practices, fostering an environment of empiricism and continuous improvement.

According to the2020 Scrum Guide, the Scrum Master serves the organization by:

Leading, training, and coaching the organization in Scrum adoption.

Helping employees and stakeholders understand and enact an empirical approach to work.

Removing barriers between stakeholders and Scrum Teams.

Why the other options are incorrect:

A. Customer:Customers provide requirements and feedback but do not lead or coach the organization in Scrum adoption.

B. Product Owner:The Product Owner manages the Product Backlog and focuses on delivering value but is not responsible for organizational Scrum adoption.

C. Developers:Developers are responsible for delivering the Increment and are not accountable for coaching the organization.

If a Scrum Team becomes too large, the team shouldreorganize into multiple cohesive Scrum Teamsthat share the sameProduct GoalandProduct Backlog. This approach ensures that all teams remain focused on delivering value while maintaining transparency and alignment.

According to the2020 Scrum Guide:

Theideal sizefor a Scrum Team is small enough to remain nimble (typically 10 or fewerpeople).

When a Scrum Team becomes too large, it should form multiple smaller teams, all working from the same Product Backlog and pursuing the same Product Goal.

Why the other options are incorrect:

A. Split into sub-teams based on function:Scrum encourages cross-functional teams, so dividing based on function contradicts Scrum principles.

C. Divide into separate teams each with their own Product Owner:A single Product Owner should manage the Product Backlog to ensure alignment and avoid conflicting priorities.

D. Do nothing and focus on delivering a usable product Increment:Not addressing the issue of an oversized team can lead to inefficiencies and reduced team effectiveness.