Scrum Master Essentials — Proficiency Exam

15 questions · pass with 50%

1. A team holds stand-ups and a Retro but demos slides because the code is untested and unintegrated. Which pillar is already broken?
None — the ceremonies are complete, so Scrum is intactOnly adaptation, because they might fix it next timeTransparency — the Increment is not a visible, Done product others can inspect honestlyPlanning, which is not a pillar
2. Work remains unfinished at the end of the Sprint. What happens?
The Sprint is extended until the forecast is completeUnfinished items return to the Product Backlog; the timebox still ends and the Increment includes only what meets DonePoints are counted anyway so velocity looks healthyThe Scrum Master closes the tickets to keep the board clean
3. What is the Definition of Done for?
A personal checklist each developer keeps privatelyA shared standard so an Increment is actually complete and potentially releasableA substitute for the Sprint GoalA forecast of how many points the team will finish
4. Who is accountable for ordering the Product Backlog?
The Scrum Master, because they facilitate PlanningThe Product OwnerThe stakeholders by majority vote in the ReviewThe most senior Developer
5. A line manager wants you to assign daily tasks and report percent complete against a Gantt. What is the Scrum Master stance?
Take on project-manager duties so the team is left aloneRefuse all reporting of any kindCoach that Developers own the Sprint plan and you will not assign tasks; offer empirical progress against the Sprint Goal and Done Increment insteadCreate a shadow Gantt and keep it secret
6. What is the Increment's commitment?
The Product GoalThe Sprint GoalThe Definition of DoneThe team's velocity target
7. Who should primarily use the Daily Scrum to inspect and adapt the plan?
The Scrum Master, to take attendance and assign workThe Product Owner, to add new requestsThe Developers, toward the Sprint GoalStakeholders, to hear status
8. A stakeholder at the Review wants three extra features in the Sprint that ends tomorrow. What should happen?
The Scrum Master adds them to keep the stakeholder happyThey go to the Product Backlog for the PO to order; the current Sprint is not a dumping groundThe team extends the Sprint until the features are DoneVelocity is increased so the extra work fits
9. Why should you not treat story points as hours?
Because points are a secret developers use to hide workBecause relative size supports forecasting; converting to hours turns estimates into fake timesheets and invites gamingBecause the Scrum Guide requires t-shirt sizes insteadBecause velocity must always go up
10. During Planning the team looks at you to decide how to split a story. What should you do?
Give them the split you already thought of so time is savedTurn the question back: what would make this estimable and Done in this Sprint, and let Developers propose the splitAsk the PO to assign tasksSkip the item because facilitation means never blocking
11. Velocity dropped after the team stopped counting incomplete work as Done. A manager wants the old number restored. What do you coach?
Inflate points until the chart recoversThe honest series is the useful forecast; restoring the old number would hide undone workReplace Scrum with hours-based timesheetsCancel Retrospectives until speed improves
12. Which statement describes a Scrum Master rather than a project manager?
Assigns tasks, owns the Gantt, and personally guarantees the release dateTeaches Scrum, facilitates events, and helps the organisation remove impediments while the PO and Developers keep their accountabilitiesWrites all backlog items and estimates so the team can executeApproves leave and conducts performance reviews for Developers
13. What is cargo-cult Scrum?
Following every event while skipping transparency, a Done Increment, and real adaptationA perfect adoption of the Scrum GuideUsing story pointsHaving a Scrum Master
14. Mid-Sprint, sales promises a customer a feature that is not in the Sprint Goal. The usual anti-pattern is to squeeze it in. What is the fix?
Add it immediately and cancel the Retro to make timePut it on the Product Backlog for the PO to order; keep the Sprint focused unless the PO cancels the Sprint because the Goal is obsoleteDouble velocity so everything fitsHave the Scrum Master work the feature after hours
15. Leadership sets a goal to increase velocity by 30 percent next quarter. What should you do?
Agree and inflate point valuesExplain that velocity is a forecast from Done work, not a productivity target, and offer forecasts of scope against actual Increments insteadReplace Scrum with daily hour estimates for every personStop estimating entirely and refuse to discuss dates

Answer all 15 questions to submit.