Agile Scrum Master Certification Practice Exam Agile Scrum Master Certification Practice Exam Answer All Questions. 1. What type of software development projects can be executed by Agile Scrum Project Management Framework? A: Complete software packages B: Customer projects C: Sub-systems, components or parts of bigger systems D: All kinds of software development projects E: Waterfall Projects 2. What is NOT part of the agile manifesto? A: Individuals and interactions over processes and tools B: Working software over comprehensive documentation C: Processes over people D: Customer collaboration over contract negotiation E: Responding to change over following a plan 3. What is defined by the Scrum Framework? A: Rules & Roles B: Document guidelines C: Artifacts and events D: A and C E: All of the Above 4. Where are the customer requirements stored? A: In the Product Backlog B: In the Sprint Backlog C: In a database D: In a Scrum Product Requirement Specification E: Nowhere. The Scrum Product Owner knows them 5. Which ones of the following main roles are defined by Scrum Framework? A: Scrum Tester B: The Scrum Team C: Scrum Product Owner D: Scrum Master E: B,C,D 6. Which ones of the following main events are defined by Scrum Framework? A: Sprint Planning B: Sprint Retrospective C: Sprint Review or Demo D: Daily Scrum or Stand-up E: All of the Above 7. Which concept is NOT defined in the Scrum Framework? A: Scrum Master B: Project Manager C: Scrum Product Owner D: Daily Scrum E: Scrum Product Burndown 8. What is important in all Scrum projects? A: Self-organization B: Clear hierarchies in the company C: Communication D: Continuous improvement E: A,C,D 9. In software engineering what are the disadvantages of the classical waterfall model? A: End-Product has to be fully anticipated beforehand. B: Some requirements are implemented as defined at the beginning of the project, and yet they are not needed by the customer. C: Each phase is strictly separated. D: All the above 10. What are the advantages of the Scrum Framework? A: Fine-grained requirements are only defined when they are really needed. B: All activities to design, build and test a certain functionality are kept together in one phase. C: Changes are expected and welcomed by Scrum team. D: All of the given answers E: None of the given answers 11. You are a Scrum Master working with a team in a software development project. During a sprint retrospective, Ola, one of the team members, expresses his frustration with the Product Owner, Sarah. He believes that Hajarah doesn't understand the team's technical challenges, leading to unrealistic user stories. What should you, as a Scrum Master, do to address this issue effectively? A: Schedule a meeting with Hajarah and John separately to discuss their concerns and find common ground. B: Encourage Ola to be patient and trust the Product Owner's decisions, emphasizing that the Scrum framework requires trust and collaboration. C: Facilitate a discussion between Ola and Hajarah during the retrospective to openly address their concerns and promote collaboration. D: Reassign Ola to a different team with a different Product Owner to avoid conflicts within the current team. E: Ignore the issue as it falls outside the Scrum Master's responsibilities, and let the team resolve it independently. 12. In a Scrum project, you've noticed that team members frequently exceed their Sprint capacity, leading to a consistent backlog of unfinished work. You suspect that this overcommitment is causing burnout among team members. What should you, as a Scrum Master, do to address this issue and improve the team's performance? A: Coach the team to be more efficient in their work to meet the high Sprint commitments effectively. B: Communicate the team's concerns to the Product Owner and suggest reducing the Sprint scope to match the team's capacity. C: Encourage the team to work longer hours to complete the committed Sprint backlog. D: Propose that the team extends the Sprint duration to provide more time for completing the work. E: Facilitate a discussion within the team about setting realistic Sprint goals and negotiate with the Product Owner to refine the Sprint backlog. 13. Your Scrum team has been facing issues with communication and collaboration. Team members often work in silos, and there is a noticeable lack of cross-functional cooperation. You believe that promoting a culture of openness and transparency could greatly improve the situation. What steps can you, as a Scrum Master, take to foster a culture of openness and transparency within the team? A: Implement strict reporting requirements for all team members to ensure transparency in daily work. B: Organize a team-building workshop to encourage collaboration and communication among team members. C: Hold one-on-one meetings with each team member to identify the source of the communication issues. D: Facilitate regular team retrospectives where team members can openly discuss challenges and suggest improvements. E: Appoint a team lead to coordinate all communication within the team, ensuring that everyone stays informed. 14. During a Sprint Review, you notice that the product increment delivered by the team does not meet the acceptance criteria defined by the Product Owner. The stakeholders are present and express their disappointment. The team, however, believes they've done their best given the constraints. What should you, as a Scrum Master, advise the team to do in this situation? A: Encourage the team to justify the product increment and convince the stakeholders that it's acceptable. B: Suggest that the team should continue with the current product increment, and the stakeholders should adjust their expectations. C: Facilitate a discussion between the team and the Product Owner to understand the reasons for not meeting the acceptance criteria. D: Recommend that the team apologize to the stakeholders and commit to delivering a higher-quality product increment in the next Sprint. E: Advise the team to hold a separate meeting with the stakeholders to negotiate the acceptance criteria. 15. In your Scrum team, Jan, the Product Owner, often changes the priorities of user stories in the middle of a Sprint. This has led to disruptions, missed commitments, and frustrated team members. The team feels that they are unable to achieve a stable pace of delivery. As the Scrum Master, what should you do to address this issue? A: Advise the team to strictly follow Jan's new priorities, even if it means abandoning the current Sprint goals. B: Organize a meeting with Jane to discuss the impact of her frequent priority changes on the team's performance. C: Encourage the team to continue working on the original Sprint goals and ignore Jane's new priorities. D: Suggest the team work overtime to accommodate Jane's changes and meet the original Sprint commitments. E: Facilitate a discussion between Jane and the team to reach a mutual understanding of the importance of stable Sprint goals. 16. Your Scrum team is facing challenges related to the Product Owner's absence. The team often has to wait for decisions and clarifications, which are affecting the Sprint progress. The team is becoming frustrated with the delays. What is the most appropriate action for you, as a Scrum Master, to take in this situation? A: Assign one of the developers as an interim Product Owner to make decisions in the absence of the official Product Owner. B: Advise the team to halt the Sprint until the Product Owner is available to provide guidance. C: Organize a meeting with the Product Owner to discuss the impact of their absence and work on a plan to ensure better availability. D: Encourage the team to make decisions independently without consulting the Product Owner to keep the Sprint on track. E: Replace the Product Owner with someone who can be more consistently available. 17. Your Scrum team is working on a project with tight deadlines. The team members often feel overwhelmed and pressured to meet the deadlines. As a result, they tend to cut corners in their work, which compromises the quality of the product. What is the best approach for you, as a Scrum Master, to address this situation? A: Push the team to work harder and longer hours to meet the tight deadlines. B: Encourage the team to prioritize quality over speed and communicate with stakeholders about potential delays. C: Suggest the team continues to cut corners to deliver on time and improve quality in the next Sprint. D: Negotiate with stakeholders to extend the project timeline to ensure a focus on quality. E: Ignore the team's concerns and let them decide how to handle the pressure themselves. 18. In your Scrum team, there is a persistent issue where team members frequently bypass the Definition of Done to complete user stories quickly. This results in technical debt and lower product quality. The team argues that this is necessary to meet Sprint's goals. What should you, as a Scrum Master, recommend to address this issue and maintain high product quality? A: Advise the team to continue bypassing the Definition of Done as it helps in achieving Sprint goals. B: Suggest that the team strictly adhere to the Definition of Done, even if it means not completing some user stories within the Sprint. C: Allow the team to decide on the Definition of Done for each user story, giving them flexibility. D: Propose extending Sprint durations to accommodate both quality and quantity of work. E: Ignore the issue as long as the user stories appear functional on the surface. 19.Your Scrum team is experiencing a lot of interruptions from stakeholders, who often request immediate changes to the product during a Sprint. These interruptions disrupt the team's focus and cause them to struggle with meeting their Sprint goals. What actions should you, as a Scrum Master, take to mitigate these interruptions and ensure the team can work more effectively? A: Ask the team to work extra hours to accommodate the stakeholder's requests and still meet the Sprint goals. B: Encourage the team to delay stakeholder requests until the next Sprint, even if they are urgent. C: Schedule regular meetings with stakeholders to discuss their needs and prioritize them transparently. D: Appoint a team member as a dedicated liaison to handle all stakeholder requests and protect the team's focus. E: Disregard the stakeholders' requests and focus solely on the original Sprint goals 20. Your Scrum team has recently adopted Scrum and is struggling with understanding the value of regular Sprint Retrospectives. Some team members question the usefulness of these meetings and believe they are a waste of time. As the Scrum Master, how can you effectively convey the importance of Sprint Retrospectives to the team? A: Eliminate Sprint Retrospectives to reduce meeting fatigue within the team. B: Share success stories from other Scrum teams that have improved their processes through Sprint Retrospectives. C: Require team members to provide written feedback in private to avoid confrontations. D: Schedule Sprint Retrospectives less frequently to make them feel more valuable. E: Ignore the team's concerns and continue with Sprint Retrospectives as they are a standard Scrum practice.