Free Practice Questions for Scrum PSM-I Exam

According to the Scrum Guide, a high-performance Scrum Team does not run a Release Sprint, as this is not a Scrum event. A Release Sprint is a term used to describe a Sprint that is dedicated to finalizing the product for release, such as fixing bugs, polishing features, or integrating components. This is contrary to the Scrum principle of delivering a potentially releasable Increment at the end of each Sprint, regardless of whether it is actually released or not. Therefore, the answer is false.

There are no activities that a Product Owner would typically undertake in the phase between the end of the current Sprint and the start of the next Sprint, because there is no such phase. The next Sprint starts immediately after the current Sprint, without any gaps or breaks. The other options are either activities that occur during a Sprint (such as refining the Product Backlog) or activities that are not consistent with Scrum (such as working with Quality Assurance departments or updating project plans).

According to the Scrum Guide, the Product Owner has the final decision about the order of items in the Product Backlog, as he or she is responsible for maximizing the value of the product and the work of the Development Team. The other roles do not have this authority, although they may provide input and suggestions to the Product Owner.

The correct answer is B because the Daily Scrum is an event for the Developers. Its purpose is for the Developers to inspect progress toward the Sprint Goal and adapt their plan for the next day of work. Management external to the Scrum Team is not required for this event and should not be treated as the audience or driver of the discussion.

Option A is incorrect because the Daily Scrum is not a meeting for management updates. Option C is incorrect because the Product Owner does not attend to represent management’s views. Option D is incorrect because the Scrum Master does not speak on behalf of external management. The Daily Scrum exists to support self-management by the Developers, not to provide reporting to outside parties.

The Scrum Master ensures the event happens and that its purpose is understood, but the event remains centered on the Developers’ planning. External managers may observe only if that does not disrupt the Developers’ ability to manage their own work, but they are not necessary participants. Scrum protects the Daily Scrum from becoming a status meeting because its real value comes from enabling the Developers to collaborate, inspect progress, and adjust the Sprint Backlog in support of the Sprint Goal.

According to the Scrum Guide, the purpose of a Sprint is to produce a valuable useful Increment that meets the Definition of Done and the Sprint Goal. This means that the Developers work on items from the Product Backlog that deliver value to the stakeholders and align with the product vision. The other option is not valid, as it implies that producing an Increment is not the purpose of a Sprint.

The correct answer is C, because the second Sprint starts immediately after the first Sprint. The Scrum Guide states that “Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint.”

The correct answers are B, C, and D, because moving away from component teams toward feature teams may involve some challenges and trade-offs. Productivity may suffer when making this kind of move, as teams need to learn new skills, coordinate with other teams, and deal with legacy code. Getting support from the business side first helps, as they can provide the vision, value, and feedback for the features. Feature teams have less communication overhead, as they can deliver end-to-end functionality without depending on other teams.

The correct answer is C. Scrum defines accountabilities for product value, team effectiveness, and creating Done Increments, but it does not give the Scrum Master, Product Owner, or Scrum Team formal managerial authority to hire or fire people. Personnel decisions such as removing someone from a team are typically the responsibility of the organization and its management structure. In this case, the hiring manager or appropriate people manager would be responsible for removing the Developer if that becomes necessary.

Option A is incorrect because although the Scrum Master helps remove impediments, that does not mean they have authority over employment or staffing decisions. Option B is incorrect because the Product Owner is accountable for maximizing product value, not for personnel management. Option D is incorrect because the Scrum Team is self-managing with respect to its work, but it does not generally have organizational authority to remove employees from the team.

The Scrum Master should still help the team address the conflict by coaching, facilitating conversations, and improving collaboration. But if actual removal is required, that action belongs to the organization’s management system, not to a Scrum accountability.