Free Practice Questions for Scrum PSM-I Exam

The next Sprint begins immediately after the conclusion of the previous Sprint, as stated in the Scrum Guide: “Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint.”

According to the Scrum Guide, the Product Owner must participate in the Daily Scrum when he or she is actively working on items on the Sprint Backlog; however, they participate as a Developer, not as an authority figure. This means that the Product Owner can share progress, plans, and impediments with the other Developers and collaborate with them on delivering value. The other options are not valid reasons for the Product Owner to participate in the Daily Scrum, as they are either irrelevant (such as representing stakeholders or discussing impediments) or inappropriate (such as being asked by the Scrum Master).

The correct answer is D, because the Scrum Guide states that “a Sprint is a container for all other events. Each event in Scrum is a formal opportunity to inspect and adapt something. These events are specifically designed to enable critical transparency and inspection. Failure to include any of these events results in reduced transparency and is a lost opportunity to inspect and adapt.” Therefore, a Sprint is over when its time-box expires, regardless of whether all Product Backlog items or tasks are completed or not.

The correct answer is D, because there is no gap between Sprints in Scrum. The Scrum Guide states that “a new Sprint starts immediately after the conclusion of the previous Sprint.” Therefore, there is no time required after a Sprint to prepare for the next Sprint.

 According to the Scrum Guide, the Daily Scrum is held at the same time and same place to reduce complexity and promote consistency. The other options are not valid reasons for holding the Daily Scrum at the same time and same place, as they are either irrelevant (such as naming the place) or incorrect (such as being demanded by the Product Owner or booking rooms in advance).

When a Development Team determines that it will not be able to finish the complete forecast, both the Product Owner and the Development Team have to be present when reviewing and adjusting the Sprint work selected, as stated in [6]: “If there is not enough work remaining for all members of a Development Team then they can renegotiate scope with their Product Owner. If there is too much work remaining then they can also renegotiate scope with their Product Owner.”

According to the Scrum Guide1, one aspect of Scrum Teams inspecting how they work toward their Product Goal is that they improve their definition of “Done” over time. The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. Therefore, it is most appropriate for a Development Team to change the definition of “Done” during the Sprint Retrospective.

References: Scrum Guide

The correct answer is B, because the time-box for the Sprint Planning meeting is 8 hours for a monthly Sprint. The Scrum Guide states that “Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.”

The Sprint Backlog is the Development Team’s plan for the Sprint, as stated in the Scrum Guide1: “The Sprint Backlog is a plan with enough detail that changes in progress can be understood in the Daily Scrum. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint.”

In Scrum, the Developers have the autonomy to manage their work and the Sprint Backlog. When an unexpected request comes in, even from someone as authoritative as the CEO, it should not be added directly to the Sprint Backlog without discussion. The correct approach is for the Developers to discuss the new item with the Product Owner and the rest of the Scrum Team to understand its impact on the current Sprint Goal and to collaboratively decide the best course of action12.

This is in line with the Scrum values of Courage, Focus, Commitment, Respect, and Openness. The team must have the courage to push back on changes that could disrupt their Sprint Goal, stay focused on their commitments, respect the agreed-upon process, and be open about the implications of introducing new work mid-Sprint1.

The Scrum Guide also states that once the Sprint begins, no one can force the Development Team to work on different requirements than those they forecasted for the Sprint1. If the CEO’s request is deemed important enough to warrant a change in the Sprint’s direction, it may lead to a negotiation of scope with the Product Owner or, in extreme cases, to the cancellation of the Sprint if the Sprint Goal becomes obsolete. However, these are decisions that should be made collaboratively by the entire Scrum Team, not unilaterally by any single member, regardless of their position in the company