Free Practice Questions for Scrum PSM-I Exam

The correct answer is C, because as soon as possible in the Sprint, the Development Team should work with the Product Owner to remove some work or Product Backlog items if they realize they have selected too much work to finish in the Sprint. The Scrum Guide states that “the Development Team may renegotiate the selected Product Backlog items with the Product Owner. If the Development Team realizes it has too much or too little work, it may renegotiate the selected Product Backlog items with the Product Owner. The Development Team may also invite other people to attend to provide technical or domain advice.”

According to the Scrum Guide 1 , the heart of Scrum is a Sprint, a time-box of one month or less during which a “Done”, useable, and potentially releasable product Increment is created. The Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together.

According to the Scrum Guide 1 , when multiple Scrum Teams are working together on one product, they must coordinate their work with each other. One way to do this is through Nexus, a framework for scaling Scrum. Nexus helps to reduce cross-team dependencies and integration issues by making them more transparent. The key concern when multiple Development Teams are working from the same Product Backlog is minimizing dependencies between teams so that they can deliver an integrated Increment that meets the definition of “Done”.

The correct answer is B, because when multiple teams work together on the same product, they should not maintain separate Product Backlogs. 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. … Multiple Scrum Teams working on the same product use the same Product Backlog.”

According to the Scrum Guide, two activities that a Product Owner may engage in during a Sprint are updating management on what is being worked on and answering questions from the Development Team about items in the current Sprint. These activities are part of the Product Owner’s responsibilities to manage and prioritize the Product Backlog, communicate with stakeholders, and collaborate with the Development Team. The other options are not activities that a Product Owner should engage in during a Sprint, as they are either done by the Scrum Master (such as running the Daily Scrum) or by the Development Team (such as prioritizing their work on the Sprint Backlog).

The best answer is B. A valuable, useful Increment that meets the Definition of Done.

According to the Scrum Guide 1 , “an Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, the Increment must be usable.” The Scrum Guide also states that “work cannot be considered part of an Increment unless it meets the Definition of Done. The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product.”

Therefore, a Scrum Team should deliver a valuable, useful Increment that meets the Definition of Done at the end of each Sprint. This ensures that the product is potentially releasable and that the stakeholders can inspect and provide feedback on it.

A, C, and D are not correct answers.

A. A single document, if that is what management asked for.

This answer does not reflect the Scrum values of commitment, focus, and respect 1 . A Scrum Team should not deliver a single document just because management asked for it, but rather deliver an Increment that provides value to the customers and users. A document may be part of an Increment, but it is not an Increment by itself.

C. Failing unit tests, to identify acceptance tests for the next Sprint.

This answer does not reflect the Scrum principle of empiricism 1 . A Scrum Team should not deliver failing unit tests, but rather deliver an Increment that is thoroughly verified and meets the quality standards. Failing unit tests indicate that the work is not done and that there are defects or errors in the product. A Scrum Team should use unit tests to ensure that the product works as expected and to identify and fix any issues before delivering the Increment.

D. An Increment of software with minor known bugs in it.

This answer does not reflect the Scrum value of openness 1 . A Scrum Team should not deliver an Increment of software with minor known bugs in it, but rather deliver an Increment that meets the Definition of Done and is free of any known defects or issues. Delivering an Increment with bugs in it can compromise the trust and satisfaction of the stakeholders and can lead to technical debt or rework in the future. A Scrum Team should strive to deliver high-quality products that meet or exceed the expectations of the customers and users.

According to the Scrum Guide, the amount of work required of the Developers to complete a Product Backlog item selected during the Sprint Planning is as much as is required to meet the Scrum Team’s Definition of Done. This means that the Developers must ensure that every item they work on is in a usable condition and meets all quality standards agreed upon by the team. The other options are not valid descriptions of the amount of work required, as they are either too vague (such as all development work and some testing or a proportional amount of time) or incorrect (such as fitting as much as possible or deferring work to the next Sprint).

According to the Scrum Guide, the Scrum Team should make sure that everyone on the team does their tasks for the Sprint, as they are collectively accountable for creating valuable Increments that meet stakeholder needs and expectations. The other options are not valid, as they imply that someone else outside the Scrum Team (such as a project manager) or another role on the Scrum Team (such as the Product Owner or the Scrum Master) is responsible for making sure that everyone does their tasks for the Sprint.

According to the Scrum Guide 1 , a Sprint can be cancelled before the Sprint time-box is over. Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Developers, or the Scrum Master. A Sprint would be cancelled if the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change. In general, a Sprint should be cancelled if it no longer makes sense given the circumstances. But, due to the short duration of Sprints, cancellation rarely makes sense.

According to the Scrum framework, the Product Owner is responsible for managing the Product Backlog, which includes prioritizing and adding new items1. However, when a new item is introduced during a Sprint, it is crucial to involve the entire Scrum Team in the decision-making process. This ensures that the team can assess the impact of the new item on the current Sprint goals, capacity, and workload1. By discussing the item with the team, they can collectively decide whether to include it in the current Sprint, defer it to a future Sprint, or handle it in another way1. This collaborative approach aligns with the principles of transparency, inspection, and adaptation, which are core to Scrum.