Free Practice Questions for Scrum PSM-I Exam

According to the Scrum Guide 1 , 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 guides the Development Team in creating a “Done” Increment. The definition of “Done” is created by the development organization (or Development Team if none is available from the development organization). The definition of “Done” may vary significantly per Scrum Team, depending on the context. One aspect of Scrum Teams inspecting how they work toward their Product Goal is that they improve their definition of “Done” over time.

According to the Scrum Guide, the Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide 1 .  Scrum Masters do this by helping everyone understand Scrum theory, practices, rules, and values 1 .  The Scrum Master is accountable for establishing Scrum 2 .  They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization while serving the Scrum Team as well as the larger organization 2 .

Option B is incorrect because keeping track of resource allocation is not a responsibility of the Scrum Master. The Scrum Master does not manage or control the resources of the Scrum Team or the organization.  The Scrum Team is self-organizing and responsible for managing its own work within a Sprint 1 .

Option C is incorrect because managing the performance of the Scrum Team is not a responsibility of the Scrum Master. The Scrum Master does not evaluate or appraise the performance of the Development Team or the Product Owner.  The Scrum Master serves the Development Team by coaching them on self-organization and cross-functionality, and serves the Product Owner by ensuring that goals, scope, and product domain are understood by everyone on the Scrum Team 1 .

Option D is incorrect because the meetings and the objectives that a Scrum Team sets for itself are not a responsibility of the Scrum Master. The Scrum Master does not dictate or prescribe what meetings or objectives a Scrum Team should have.  The Scrum Master facilitates the Scrum Events as requested or needed, and ensures that they are positive, productive, and kept within the time-box 1 .

A Developer becomes accountable for an item in the Sprint Backlog never as Developers on the Scrum Team share accountability for items in the Sprint Backlog, as stated in the Scrum Guide: “The Developers can select whatever items they want as long as they feel they can complete the work by the end of the Sprint. The Scrum Team is responsible for all estimates. The Product Owner may influence the Developers by helping them understand and select trade-offs, but the people who will perform the work make the final estimate.”

According to the Scrum Guide, the action that the Scrum Master should take when the Team decides that a Sprint Retrospective is unnecessary is to begin facilitating productive and useful Sprint Retrospectives. The Sprint Retrospective is an essential event for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. The Scrum Master is responsible for ensuring that this event takes place and that positive outcomes are achieved. The other options are not valid actions, as they either imply that the Scrum Master complies with or ignores the decision of the Team (such as complying with it, calling a meeting with senior management, or consulting with the Product Owner), which is not consistent with Scrum values and principles.

The correct answers are C, E, and F, because these phrases best describe the purpose of a definition of “Done”. It creates transparency over the work inspected at the Sprint Review, as it defines what it means for an Increment to be potentially releasable. It guides the Development Team in creating a forecast at the Sprint Planning, as it helps them estimate how much work they can accomplish in a Sprint. It defines what it takes for an Increment to be ready for release, as it ensures that the product meets the quality expectations of the stakeholders.

The correct answer is B, because when multiple Scrum Teams work from the same Product Backlog, they should pull in work in agreement with the Product Owner. The Scrum Guide states that “multiple Scrum Teams often work together on the same product. One product goal unites them. Therefore, they must mutually define and comply with a definition of ‘Done’ that applies to their combined work product.” Therefore, they should collaborate and coordinate with each other and with the Product Owner to select Product Backlog items that align with their shared product goal.

When many Development Teams are working on a single product, the definition of “Done” must be shared by all Development Teams and make their combined work potentially releasable, as stated in [4]: “When multiple teams wo rk together on one product they must mutually define and comply with the same Definition of Done. This makes sure all Increments adhere to a consistent quality level.”

According to the Scrum Guide 1 , there are five values that guide decisions within Scrum teams:

Commitment

Focus

Openness

Respect

Courage

By not building Product Backlog items that have low business value, Scrum teams exhibit respect for their stakeholders and customers, as they deliver what is most valuable and relevant for them. They also exhibit focus, as they concentrate on what matters most for achieving their Product Goal and Sprint Goal. They also exhibit courage, as they are willing to say no to low-value work and face possible conflicts or disagreements.

 According to the Scrum Guide, the Sprint Review is a time for the Scrum Team and the stakeholders to inspect the product Increment and adapt the Product Backlog if needed. The Product Owner is responsible for keeping the stakeholders aware of the progress of the project and inviting them to the Sprint Review. If the Product Owner has not been doing this, or if the stakeholders have not been using the Sprint Review to inspect and evaluate progress, then they may be disappointed and angry at the seventh Sprint Review. The other options are not likely factors that led to this situation, as they are either irrelevant (such as the PMO or the development area) or incorrect (such as delaying the release).

The correct answer is D, because the recommended size for a Development Team is 3 to 9 members. The Scrum Guide states that “fewer than three Development Team members decrease interaction and results in smaller productivity gains. Smaller Development Teams may encounter skill constraints during the Sprint, causing the Development Team to be unable to deliver a potentially releasable Increment. Having more than nine members requires too much coordination. Large Development Teams generate too much complexity for an empirical process to be useful.”