SMC Sample Questions Answers

The team will, over time, improve upon their definition of done.

The team will create a feasible plan for all product backlog requirements in the Product Backlog.

The team will become projectized.

Forming, Storming, Norming, and Performing will occur.

Effort spent in each Sprint increases gradually, as the team gains momentum to deliver.

Effort spent in each Sprint decreases gradually, as the team becomes more familiar with the expected

deliverables.

Effort expended in the present Sprint is similar to the effort spent on the previous Sprints, and is a

comfortable pace for the team.

Effort spent in the Sprint is directly proportional to the cost incurred in the Sprint.

Groom the Prioritized Product Backlog.

Coordinate creation of Release Planning Schedule.

Facilitate Prioritized Product Backlog Review Meetings.

Represent the Scrum Core Team to provide lessons from the project.

You should direct the Scrum team to stop working on the current Sprint Backlog, and to start working on

the latest business requirements.

The Product Owner should add this requirement to the overall Prioritized Product Backlog, and the team

would work on it in a future Sprint.

You should tell the Product Owner to inform the stakeholders that this business requirement cannot be

worked on as the Scrum Team has no bandwidth in the current Sprint.

The Product Owner should cancel the current Sprint, and should start planning a new Sprint for the team to

be able to develop the deliverable as per the latest business requirement.

Identify Scrum Master and Stakeholder(s)

Estimate User Stories

Conduct Daily Standup

Commit User Stories

You will direct the Scrum team to re-work the User Story in the same Sprint.

The Scrum Team will not re-work an already developed deliverable; however, the Product Owner will reject

the deliverable in Demonstrate and Validate Sprint.

The deliverable is rejected on the basis of the changed requirements, and added to the Prioritized Product

Backlog with the new Acceptance Criteria to be worked on in a subsequent Sprint.

You should inform the Product Owner that the Scrum Team does not have the bandwidth to re-work the

already created deliverable.

Internal Rate of Return

Net Rate of Return

Present Rate of Return

Estimated Rate of Return

No

Yes

In traditional project management, once the user clarifies their quality expectations, it is the Project

Manager who defines those user expectations in measurable terms.

In traditional project management, changes can be made only through a formal change management

system.

In Scrum, the Scrum Master and the Scrum Team collaborate and decide on the Acceptance Criteria for

the User Stories.

In Scrum, the development of the product is carried out by the Scrum Team in short iterations called

Sprints.

Refer the representative to the Scrum Master to discuss it

Accept it only if they are willing to ask for it formally

Refer the representative to the Product Owner to discuss it

Refuse it, because they are in the middle of the Sprint

Length of Sprint, Agreed Actionable Improvements, Done Criteria, Team Calendar.

Assigned Action Items, Business Improvements, Dependencies, Team Calendar.

Length of Sprint, Previous Sprint Velocity, Dependencies, Team Calendar.

Proof of Concept, Previous Sprint Velocity, Done Criteria, Team Calendar.

Eliminating all changes that may affect the quality of deliverables and processes

Facilitating identification of Change Requests by the Scrum Team and their assessment and prioritization

by the Product Owner.

Providing requests for changes in a project.

Approving changes that are amended, removed, or added according to project requirements, and

communicating the same to the Scrum Team.

A Prioritized Product Backlog should not have the most valuable User Story on top, because it could be

risky.

Greater value items, although potentially riskier, are given higher priority in a Prioritized Product Backlog.

Uncertainty should be ruled out of the Risk-adjusted Prioritized Product Backlog.

For a Sprint to succeed, User Stories picked for a Sprint should be interlinked with those selected for

subsequent Sprints.

B and D

A and В

А, B, and С

Only А

Product Owner

Scrum Master lite

Scrum Master

Development Team

It is advisable to consider the Release Dates for the overall product or service to determine the Length of

Sprint.

The impact and frequency of expected changes do not have any impact on the decision related to the

Length of Sprint.

If the project is stable, with only minor changes expected, the Length of Sprint should be relatively shorter,

1 to 3 weeks.

To get maximum benefits from a Scrum project, it is always recommended to keep the Sprint Time-boxed

to 6 weeks.

Increment

Project Plan

Test Case Specifications

Design Document

Project Status Report

Sprint Backlog

Product Backlog

Seeking help from team members

Experienced team members mentoring new members

Recording Lessons learned to improve processes and address problems

Using information radiators to track the project progress

Expected Monetary Value.

Probability Impact Grid.

Pareto Analysis.

Risk Breakdown Structure.