27 lessons from first steps to exam readiness, based on the 2020 Scrum Guide. Each lesson has case decisions, diagrams and practice questions with full explanations.
PSM I is a short, fast exam built on one document, the Scrum Guide. You pass it by understanding the Guide deeply and reading each question for its exact meaning, not by memorizing answers.
About 20 minutes, including the practice questions
Describe the PSM I format: number of questions, time, pass mark and question types.
Explain why the 2020 Scrum Guide is the source of truth, even when your workplace does Scrum differently.
Use a time strategy that fits about 45 seconds per question.
Read answer options for meaning instead of reacting to single words.
Follow this course's path from lessons to mock exams to a readiness decision.
Exam strategyNothing in this lesson is tested directly on PSM I. It is here so you study the right way. Exam details can change, so confirm the current facts on the official Scrum.org PSM I page before you buy.
Simple explanation
PSM I means Professional Scrum Master I, the first-level Scrum Master certificate from Scrum.org. You take it online, from your own computer, in English. There are no prerequisites: no course, degree or work experience is required.
80 questions in 60 minutes, so about 45 seconds per question.
85% to pass: at least 68 correct answers, so no more than 12 mistakes.
Question types: one correct answer, several correct answers ("choose 2" or "choose 3"), and true or false.
The certificate does not expire, and there is no renewal fee.
Each attempt is paid for separately. At the time of writing the fee was about US $200; check the current price on Scrum.org.
Almost every question tests your understanding of the Scrum Guide, 2020 version. It is about 14 pages long. This course explains every part of it in simple English, then trains you on realistic situations.
Deeper professional explanation
Why the Scrum Guide is the only source of truth
Many companies change Scrum: they add team leads, skip Retrospectives or use old terms. On the exam none of that matters. If your workplace and the Guide disagree, the Guide wins. People with years of "Scrum experience" often fail for exactly this reason.
How PSM I questions are built
Most questions describe a situation and ask for the best action, or ask which statements are accurate. Usually two options look reasonable. The difference is often one idea: who holds an accountability, when something happens, or whether the Guide requires something or merely allows it.
Read for meaning, not for single words
Exam strategySome study guides teach that options with "always" or "never" are wrong. That is unreliable. The Guide itself uses strong words: Developers are always accountable for four things, and only the Product Owner can cancel a Sprint. Instead, ask: is this statement true according to the Guide, in the exact strength it claims?
Managing 45 seconds per question
Exam strategyAnswer every question on the first pass, even when unsure. Mark difficult ones for review. With time left, return to the marked questions. An unanswered question is always wrong; a reasoned guess often is not.
How to use this course
Practical adviceWork through the lessons in order, answer every knowledge check, then use the question banks: Banks 1 to 3 first, then 4 and 5. Take full 80-question mock exams under time pressure. Book the real exam when you score 90% or more on at least two mocks in a row. That margin above 85% protects you from exam-day nerves.
Case study: Two candidates prepare
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: When to bookTwo weeks of study
Priya works in a company that has used Scrum for three years. After two weeks of study she scores 78%, 81% and 80% on three timed mock exams. Her manager offers to pay for the exam if she books this week.
What is the wisest next step?
Best decision: B. Her scores sit below the 85% pass mark. Workplace experience can even hurt, because her company's habits may differ from the Guide. She reviews her weakest topics, reaches 92% and 94% on two mocks, books, and passes.
Why not the others? A trusts experience over evidence. C pays for an attempt she is likely to fail. D removes the timed practice that exposes weak spots.
Decision 2: The stubborn questionExam day, minute 12
On question 18, Priya cannot decide between two options. She has spent 90 seconds on it. Sixty-two questions remain.
What should she do?
Best decision: C. She keeps her pace and returns at the end with fresh eyes.
Why not the others? A steals time from easier questions. B guarantees a wrong answer. D is a myth: length is not a reliable signal.
Visual explanation
Practical adviceThe 90% target leaves a safety margin above the 85% pass mark.
Common misunderstandings
"I use Scrum at work, so I will pass easily."
The exam tests the 2020 Scrum Guide, not your company's version. Workplace habits are a common cause of wrong answers.
"Answers containing 'always' or 'never' are wrong."
The Guide itself uses strong words. Judge each statement by whether it is true in the Guide, at the strength it claims.
"I can look things up during the exam."
With about 45 seconds per question there is no time. You must understand the Guide beforehand.
"Older study material is fine."
Material written before 2020 uses retired terms and rules, such as "Development Team" and "3 to 9 Developers".
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
Answering from your workplace's practice.
Ask what the Scrum Guide says, even if your company does it differently.
Treating a strong word as automatically wrong.
Check the claim against the Guide. Some strong statements are exactly right.
Missing "choose 2" or "choose 3".
Read the end of the question first. A multi-answer question is wrong unless every selection is right.
Knowledge check
12 questions: 2 foundation, 6 application, 4 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.How many questions does PSM I contain, and what is the time limit?
Answer
D
Why
PSM I has 80 questions with a 60-minute limit.
Other options
A: Describes the PMP exam.
B: Reverses the numbers.
C: Not a PSM I format.
Principle
Exam format
Reference
Lesson 0
80 in 60: about 45 seconds each.
Foundation
2.The pass mark is 85%. What is the minimum number of correct answers?
Answer
D
Why
85% of 80 is 68.
Other options
A: More than needed.
B and C: Below 85%.
Principle
Exam format
Reference
Lesson 0
At most 12 mistakes.
Application
3.A colleague says: "Our company calls the Developers 'the Development Team', so that's the right answer on the exam." What is the best response?
Answer
B
Why
The 2020 Guide replaced "Development Team" with "Developers". The exam follows the Guide.
Other options
A and C: Not reliable assumptions.
D: The exam does not follow company practice.
Principle
Source of truth
Reference
Scrum Guide 2020
When in doubt, the Guide wins.
Application
4.You have spent 90 seconds on one question and are still unsure. What is the best strategy?
Answer
C
Why
Keeping pace matters; return to marked questions at the end.
Other options
A: A blank answer is always wrong.
B: Length is not a reliable signal.
D: Steals time from other questions.
Principle
Time strategy
Reference
Lesson 0
Answer, mark, move.
Application
5.Which approach to answer options is most reliable on PSM I?
Answer
B
Why
The Guide itself contains strong statements. Judge the meaning, not single words.
Other options
A: Unreliable; some strong statements are correct.
C and D: Not reliable signals.
Principle
Reading for meaning
Reference
Lesson 0
Test the claim, not the word.
Application
6.A question ends with "(Choose 2)". You are confident about one answer but unsure about the second. What follows?
Answer
B
Why
Multi-answer questions are scored as fully correct or wrong.
Other options
A, C, D: Not how such questions are scored.
Principle
Question types
Reference
Lesson 0
Choose 2 means both must be right.
Application
7.Priya scores 80% on three timed mocks. What does this most likely show?
Answer
A
Why
80% is below the 85% pass mark. A margin above 85% is wise.
Other options
C: Close is still below. C: Timed mocks are useful evidence. D: Wastes an attempt.
Principle
Readiness
Reference
Lesson 0
Aim above 85%, not near it.
Application
8.Which statement about PSM I prerequisites is accurate?
Answer
C
Why
PSM I has no mandatory prerequisites.
Other options
A, B, D: Not required.
Principle
Exam format
Reference
Lesson 0
Anyone may take it.
Advanced
9.A Developer with five years of Scrum experience fails PSM I with 79%. Which explanations are most likely? (Choose 2) (Choose 2)
Answer
B and C
Why
Experience can mislead when the workplace differs from the Guide.
Other options
A: The exam tests Scrum, not coding.
D: Not a real effect.
Principle
Source of truth
Reference
Lesson 0
Experience helps only if it matches the Guide.
Advanced
10.Which preparation plan best fits how PSM I questions are built?
Answer
D
Why
Most questions apply the Guide to situations, under time pressure.
Other options
A: Expensive and inefficient.
B: Books may differ from the Guide.
C: Definitions alone are not enough.
Principle
Study strategy
Reference
Lesson 0
Understand, then apply under time.
Advanced
11.Which statements about the PSM I certificate are accurate? (Choose 2) (Choose 2)
Answer
B and D
Why
PSM I is a lifetime certificate without renewal fees.
Other options
A and C: Describe certificates such as PMP, not PSM I.
Principle
Exam format
Reference
Lesson 0
Pass once, keep it.
Advanced
12.Two options both look reasonable. One says the Product Owner "may" do something; the other says the Product Owner "must" do it. What is the best way to decide?
Answer
A
Why
Many questions hinge on whether the Guide requires or allows something.
Other options
B: Length is not a signal.
C and D: General preferences are unreliable.
Principle
Reading for meaning
Reference
Lesson 0
Required or allowed? Check the Guide.
Lesson summary
PSM I: 80 questions, 60 minutes, 85% pass mark, in English, no prerequisites, no expiry.
The 2020 Scrum Guide is the only source of truth on the exam.
Read options for their meaning and strength, not for trigger words.
Answer every question; mark doubtful ones and return later.
Aim for 90% or more on two mocks in a row before booking.
Official reference
Check current exam details on the official Scrum.org PSM I page. Read the Scrum Guide 2020 once before starting Lesson 1; it takes about 30 minutes.
Lesson 1
Complex work and why Scrum exists
When work is complex, much of what matters is unknown at the start. Scrum handles this by working in short cycles that create something usable, so the team can learn from real results and adjust.
About 30 minutes, including the practice questions
Distinguish work that can be planned in detail from work that is complex.
Explain when a detailed upfront plan works well, and when it fails.
Describe how short Sprints that produce usable results reduce risk.
State the Scrum Guide's definition of Scrum and what each key word means.
Recognize Scrum's use beyond software.
Exam strategyQuestions rarely ask "what is complex work?" directly. They test whether you choose observation over prediction, and whether you recognize Scrum as a lightweight framework rather than a full method.
Simple explanation
Some work is predictable. A crew installs the same model of conveyor for the tenth time. The steps are known, the risks are known, and a detailed plan at the start works well.
Other work is complex. A company builds a product nobody has built before. Customers are unsure what they want, the technology may behave unexpectedly, and the market may change. A detailed one-year plan for this work will be wrong in ways nobody can see yet.
Scrum is designed for complex work. Instead of one long plan and one delivery at the end, the team works in Sprints of one month or less. Each Sprint produces a usable piece of the product. The team and its stakeholders inspect it, learn, and decide what to do next. Mistakes surface in weeks, while they are still cheap to fix.
Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems.
The Scrum Guide, 2020, Scrum Definition
Deeper professional explanation
Reading the definition word by word
Lightweight: few rules. Framework: a structure, not a complete method; teams add their own practices. Generate value: the aim is benefit, not activity. Adaptive solutions: the solution changes as the team learns. Complex problems: the setting where these choices make sense.
Predictive planning is not wrong; it fits different work
A detailed upfront plan is the right tool when requirements and technology are well understood. Many engineering and construction tasks are like this. The problem appears when the same tool is used for work full of unknowns: the plan looks precise, but the precision is false. Scrum does not reject planning. It plans every Sprint, keeps long-term direction in the Product Goal, and revises plans as evidence arrives.
Why short cycles reduce risk
Every Sprint ends with something usable that can be inspected. If an idea is wrong, the team loses at most one Sprint of effort, not a year. The Guide describes this as an iterative, incremental approach that optimizes predictability and controls risk.
Beyond software
Scrum started in software, but the Guide describes its use in hardware, embedded software, autonomous vehicles, schools, government, marketing and running organizations. Wherever the work is complex, the same reasoning applies.
Example: a new packaging machineA machine builder designs a packaging line for a product shape it has never handled. Instead of finishing all drawings first, the team builds and tests one station each Sprint with real packages. In Sprint 2 they discover the film tears at speed, months before it would have appeared at the final test.
Case study: FreshCart's first attempt
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: Choosing the approachProject start
FreshCart wants a grocery delivery app. Nobody on the team has built one, and the director admits he is not sure what customers will value most. A consultant proposes a 60-page specification and a 12-month plan, "to remove uncertainty upfront".
What is the best response from the team?
Best decision: B. The team releases a basic ordering feature to 50 customers after four weeks. Customers ignore the recipe section the director expected to be popular, and ask for delivery-time tracking instead. The plan changes early and cheaply.
Why not the others? A treats unknowns as if they were known. C confuses Scrum with no planning; Scrum plans every Sprint. D adds buffer to a guess, but the guess is still a guess.
Decision 2: A predictable taskMonth 3
FreshCart must also install identical refrigerated lockers at 20 pickup points. The supplier, the design and the installation steps are all proven.
How should this work be planned?
Best decision: A. Known, repeatable work suits a detailed plan. Using the right tool for each kind of work is part of professional judgment.
Why not the others? B turns Scrum into dogma. C ignores useful knowledge. D confuses accountabilities.
Visual explanation
Practical modelThis chart is a common teaching model, not part of the Scrum Guide. It shows why one approach does not fit all work.Each Sprint ends with something usable to inspect, so problems surface early instead of at the end.
Common misunderstandings
"Scrum means no planning."
Scrum plans every Sprint and keeps long-term direction in the Product Goal. It avoids pretending to know everything upfront.
"Predictive planning is always bad."
It fits well-understood work. Scrum is designed for complex work.
"Scrum is a complete methodology."
It is a lightweight framework. Teams add their own practices inside it.
"Scrum is only for software."
The Guide describes Scrum in hardware, government, schools, marketing and more.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
An option that adds buffer or detail to a long-range prediction.
More detail on a guess is still a guess. Look for the option that decides from observed results.
An option calling Scrum a "methodology" with steps for everything.
Scrum is a lightweight framework that is purposefully incomplete.
An option claiming Scrum avoids planning.
Scrum plans continually; plans are revised as evidence arrives.
Knowledge check
15 questions: 2 foundation, 6 application, 7 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.According to the Scrum Guide, Scrum helps generate value through what?
Answer
A
Why
This is the Guide's definition.
Other options
B, C, D: Not the Guide's definition.
Principle
Scrum definition
Reference
Scrum Guide 2020, Scrum Definition
Adaptive solutions, complex problems.
Foundation
2.What does "framework" mean in the definition of Scrum?
Answer
C
Why
Scrum gives structure and leaves room for practices.
Other options
A and B: Not what framework means.
D: Scrum is not a complete method.
Principle
Scrum definition
Reference
Scrum Guide 2020, Scrum Definition
Structure, not script.
Application
3.Which work is the best fit for a detailed upfront plan?
Answer
D
Why
Known, repeatable work suits detailed planning.
Other options
A, B, C: Each has major unknowns.
Principle
Complexity
Reference
Lesson 1
Known work, detailed plan.
Application
4.A director wants a 12-month fixed plan for a brand-new product with unclear customer needs. What is the main risk?
Answer
C
Why
Unknowns show up only at the end of a long plan.
Other options
A, B, D: Not the main risk.
Principle
Risk
Reference
Lesson 1
Long plans hide late surprises.
Application
5.Why does each Sprint end with something usable?
Answer
B
Why
Usable results allow inspection and learning.
Other options
A, C, D: Not the purpose.
Principle
Iterative, incremental
Reference
Scrum Guide 2020, Scrum Theory
Usable results teach.
Application
6.A manager says Scrum avoids planning. What is the most accurate response?
Answer
D
Why
Planning happens every Sprint; long-term direction comes from the Product Goal.
Other options
B and C: Misdescribe Scrum. D: Not the SM's accountability.
Principle
Planning in Scrum
Reference
Lesson 1
Scrum plans often.
Application
7.A hospital asks whether Scrum can be used to redesign its patient intake process. What is accurate?
Answer
B
Why
The Guide lists many non-software uses.
Other options
A, C, D: Not in the Guide.
Principle
Scope of Scrum
Reference
Scrum Guide 2020, Purpose
Complex work, any domain.
Application
8.Why does Scrum use an iterative, incremental approach, according to the Guide?
Answer
C
Why
Scrum Theory section.
Other options
A, B, D: Not in the Guide.
Principle
Scrum theory
Reference
Scrum Guide 2020, Scrum Theory
Small steps, less risk.
Advanced
9.A team adds a 30% buffer to every estimate in a detailed one-year plan for a new product. Which statements are most accurate? (Choose 2) (Choose 2)
Answer
A and D
Why
A buffer is added to a guess; evidence reduces risk.
Other options
B: Still a guess.
C: Buffers are not observation.
Principle
Empiricism
Reference
Lesson 1
Evidence beats buffers.
Advanced
10.A company has two projects: a well-known machine installation and a new robot product. What is the most professional approach?
Answer
D
Why
Match the approach to the nature of the work.
Other options
A: Ignores planning altogether.
B and C: Ignore the difference.
Principle
Choosing an approach
Reference
Lesson 1
Right tool for the work.
Advanced
11.After one Sprint, a team discovers that its core assumption about users was wrong. What does this show about short cycles?
Answer
A
Why
Short cycles limit the cost of being wrong.
Other options
B, C, D: Misread the outcome.
Principle
Risk control
Reference
Lesson 1
Early surprise, small cost.
Advanced
12.Which statements best describe complex work? (Choose 2) (Choose 2)
Answer
C and D
Why
Complex work requires learning from observation.
Other options
A and B: Describe predictable work.
Principle
Complexity
Reference
Lesson 1
Unknowns need observation.
Advanced
13.A team says: "We are agile, so we never write down any plan." What is the best correction?
Answer
A
Why
The Sprint Backlog is a visible plan; the Product Goal gives direction.
Other options
B, C, D: Not in the Guide.
Principle
Planning in Scrum
Reference
Scrum Guide 2020, Sprint Backlog
Visible plans, revised often.
Advanced
14.Which statement best captures why Scrum is called "lightweight"?
Answer
B
Why
Lightweight means minimal rules, not minimal discipline.
Other options
A, C, D: Misread the term.
Principle
Scrum definition
Reference
Scrum Guide 2020, Scrum Definition
Few rules, real discipline.
Advanced
15.Which conditions most strongly suggest Scrum is a good fit? (Choose 2) (Choose 2)
Answer
B and C
Why
Uncertainty in needs and technology signals complex work.
Other options
A and D: Signal predictable work.
Principle
Choosing an approach
Reference
Lesson 1
Unknowns call for Scrum.
Lesson summary
Complex work has many unknowns; predictable work does not.
A detailed upfront plan fits predictable work, not complex work.
Scrum is a lightweight framework for adaptive solutions to complex problems.
Short Sprints produce usable results so problems surface early.
Scrum plans every Sprint; it does not abandon planning.
Scrum is used far beyond software.
Official reference
Scrum Guide 2020: Purpose of the Scrum Guide and Scrum Definition. Read them at scrumguides.org.
Lesson 2
The language of Scrum
Scrum words have exact meanings. Many exam questions turn on one of them: accountable versus responsible, Developers versus programmers, a timebox as a maximum, and 2020 terms versus old ones.
About 30 minutes, including the practice questions
Explain timebox, Increment, artifact, commitment and self-managing.
Recognize retired 2017 terms and why answers using them need care.
Judge statements by meaning and strength, not by single words.
Exam strategyVocabulary is rarely tested as "define this word". Instead, a single term inside a scenario decides the answer: who is accountable, whether something is a rule, or whether a term is from an older Guide.
Simple explanation
This lesson is your dictionary. Read it now and return to it whenever a later lesson uses a word you are unsure about.
Accountable
You answer for the result, even if others do some of the work.
Developers
Everyone in the Scrum Team who creates the product: programmers, designers, testers, engineers, analysts.
Self-managing
The team decides internally who does what, when and how.
Cross-functional
The team as a whole has all the skills needed to create value each Sprint.
Timebox
A maximum length of time. An event may end earlier, never later.
Artifact
Something that represents work or value: the Product Backlog, the Sprint Backlog, the Increment.
Commitment
A goal or standard attached to each artifact: the Product Goal, the Sprint Goal, the Definition of Done.
Increment
A usable step toward the Product Goal that meets the Definition of Done.
Definition of Done
The formal description of the quality the Increment must have.
Stakeholder
Anyone outside the Scrum Team with an interest in the product.
Empiricism
Deciding based on what is observed.
The Product Owner may do the above work or may delegate the responsibility to others. Regardless, the Product Owner remains accountable.
The Scrum Guide, 2020, Product Owner
Deeper professional explanation
Accountable versus responsible
The quote above is the clearest example. The Product Owner may ask others to write Product Backlog items; those people are then responsible for doing that work. The Product Owner is still the one who answers for the result. When a question asks who is accountable, look for the person or group the Guide names, not whoever happens to do the task.
Terms retired in 2020
The 2020 Guide changed several words. Old study material still uses them, and some answers do too.
Older term
2020 term
Development Team
Developers (inside one Scrum Team)
Roles
Accountabilities
Self-organizing
Self-managing
3 to 9 Developers
Typically 10 or fewer people
Refinement about 10% of capacity
Refinement is an ongoing activity; no percentage
An answer using an older word is not automatically wrong. But if an answer depends on an old rule, such as the 3-to-9 range, it no longer matches the Guide.
Required, allowed, or not mentioned
Many questions turn on the strength of a claim. The Guide requires some things (the Sprint is one month or less). It allows others (an Increment may be delivered before the Sprint ends). And it is silent on many practices (story points, user stories). A common trap is an option that turns "allowed" into "required", or invents a rule the Guide never states.
Strong words are not automatically wrong
Exam strategyThe Guide says Developers are always accountable for four things, and only the Product Owner may cancel a Sprint. Judge each statement by whether it is true in the Guide at the strength it claims.
Case study: Words that change decisions
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: Who answers for it?Sprint 2
FreshCart's Product Owner, Maya, asks a business analyst to write most Product Backlog items. Two months later, stakeholders complain that the backlog is confusing. The director asks: "Who is accountable for this?"
What is the accurate answer?
Best answer: A. Maya delegated the work, but she remains accountable. She and the analyst agree a clearer format, and Maya reviews the backlog weekly.
Why not the others? B confuses doing the work with answering for it. C assigns an accountability the Guide does not give the Scrum Master. D splits an accountability the Guide keeps with one person.
Decision 2: The 15-minute ruleSprint 3
The Daily Scrum finishes in 8 minutes. A new manager says: "The Daily Scrum is 15 minutes. You must use all of it."
What is the best response?
Best answer: B. A timebox is a maximum. Ending early when the purpose is met is good practice.
Why not the others? A wastes time. C breaks the timebox. D removes a decision the Guide already settles.
Visual explanation
Work can move to others. Accountability stays where the Guide puts it.Many wrong answers move an item from one box to another.
Common misunderstandings
"Developers are programmers."
Developers are everyone creating the Increment, whatever their skill.
"A timebox is how long an event must last."
It is a maximum; events may end earlier.
"Whoever does the work is accountable for it."
Accountability stays where the Guide places it, even when work is delegated.
"Answers using the word 'never' are wrong."
Some strong statements are exactly what the Guide says. Judge the meaning.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"The Development Team is accountable for…"
An older term. Check whether the claim still matches the 2020 Guide.
An option turning "may" into "must".
Check whether the Guide requires it or only allows it.
An option inventing a rule, such as "Scrum forbids part-time members".
If the Guide does not state it, it is not a Scrum rule.
Knowledge check
15 questions: 3 foundation, 5 application, 7 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What is a timebox?
Answer
D
Why
A timebox is a maximum.
Other options
A: Not a Scrum concept.
B and C: Misread the term.
Principle
Terminology
Reference
Lesson 2
Maximum, not target.
Foundation
2.Which are the three Scrum artifacts?
Answer
D
Why
These are the three artifacts.
Other options
A: Events.
B: The commitments.
C: Optional practices.
Principle
Terminology
Reference
Scrum Guide 2020, Scrum Artifacts
Three artifacts, three commitments.
Foundation
3.Which 2020 term replaced "self-organizing"?
Answer
B
Why
The 2020 Guide uses self-managing.
Other options
A, C, D: Not the Guide's term.
Principle
Terminology
Reference
Scrum Guide 2020, Scrum Team
2020 says self-managing.
Application
4.A Product Owner asks a colleague to write most backlog items. Who is accountable for the Product Backlog?
Answer
D
Why
The PO remains accountable when delegating.
Other options
A and C: Not the Guide's assignment.
B: Responsible for the work, not accountable.
Principle
Accountable vs responsible
Reference
Scrum Guide 2020, Product Owner
Delegate work, keep accountability.
Application
5.A UX designer on a Scrum Team asks whether she is a Developer. What is accurate?
Answer
C
Why
Developers are those creating any aspect of the Increment.
Other options
A, B, D: Too narrow.
Principle
Terminology
Reference
Scrum Guide 2020, Developers
Contribution defines Developers.
Application
6.The Daily Scrum ends after 9 minutes because the plan is clear. A manager objects. What is accurate?
Answer
C
Why
Timeboxes are maximums.
Other options
A, B, D: Misread the timebox.
Principle
Timebox
Reference
Scrum Guide 2020, Daily Scrum
Done early is fine.
Application
7.Which statement uses a rule that the 2020 Guide no longer contains?
Answer
A
Why
The 3-to-9 range came from earlier versions.
Other options
B, C, D: All current.
Principle
2017 vs 2020
Reference
Scrum Guide 2020
Old rules are traps.
Application
8.What is the Increment?
Answer
A
Why
Increment section.
Other options
B: The Sprint Backlog.
C: Unfinished work is not part of it.
D: Not an artifact.
Principle
Terminology
Reference
Scrum Guide 2020, Increment
Usable and Done.
Advanced
9.Which statements are accurate? (Choose 2) (Choose 2)
Answer
B and D
Why
Accountabilities are assigned by the Guide and stay put.
Other options
A: Specific accountabilities exist.
C: Confuses responsible and accountable.
Principle
Accountable vs responsible
Reference
Scrum Guide 2020
The Guide decides who answers.
Advanced
10.An answer option says: "The Development Team selects the items for the Sprint." How should you judge it?
Answer
B
Why
Judge the claim, not just the word.
Other options
A: The term alone does not decide it.
C and D: Unreliable.
Principle
Reading for meaning
Reference
Lesson 2
Old word, check the claim.
Advanced
11.Which option turns an "allowed" into a "required"?
Answer
B
Why
The Guide allows early delivery; it does not require it.
Other options
A and C: Real requirements.
D: Matches the Guide.
Principle
Required vs allowed
Reference
Scrum Guide 2020, Increment
Watch allowed becoming required.
Advanced
12.A trainer teaches: "Any answer with 'only' is wrong." Which statement disproves this?
Answer
A
Why
This statement is in the Guide.
Other options
B, C, D: Not in the Guide.
Principle
Reading for meaning
Reference
Scrum Guide 2020, The Sprint
Some 'only' statements are true.
Advanced
13.Which items are NOT defined in the Scrum Guide? (Choose 2) (Choose 2)
Answer
A and D
Why
They are optional practices.
Other options
B and C: Commitments defined in the Guide.
Principle
Required vs not mentioned
Reference
Scrum Guide 2020
Useful is not the same as required.
Advanced
14.Which statement about self-managing teams is accurate?
Answer
C
Why
Scrum Team section.
Other options
A: Not in the Guide.
B: Events are not optional.
D: The PO develops the Product Goal.
Principle
Self-managing
Reference
Scrum Guide 2020, Scrum Team
Who, what, when, how.
Advanced
15.Which statements about commitments are accurate? (Choose 2) (Choose 2)
Answer
A and B
Why
Scrum Artifacts section.
Other options
C and D: Not in the Guide.
Principle
Commitments
Reference
Scrum Guide 2020, Scrum Artifacts
One artifact, one commitment.
Lesson summary
Accountable means answering for the result; delegating work does not move it.
Developers are everyone creating the Increment.
A timebox is a maximum.
Know the 2020 terms and the retired 2017 rules.
Distinguish required, allowed and not mentioned.
Judge statements by meaning and strength, not single words.
Official reference
Scrum Guide 2020: Scrum Team, Product Owner and Scrum Artifacts at scrumguides.org.
Lesson 3
The framework in one picture
Scrum has a small set of parts: 3 accountabilities, 5 events, 3 artifacts and 3 commitments. Each part has a purpose. Teams may add practices, but if they remove or change parts, the result is not Scrum.
About 30 minutes, including the practice questions
Name the 3 accountabilities, 5 events, 3 artifacts and 3 commitments.
Explain how the parts connect in one Sprint cycle.
Explain what "purposefully incomplete" allows and what it does not.
Tell an optional practice from a Scrum element.
Explain why leaving out parts covers up problems.
Exam strategyExam questions often present a modified Scrum, such as a missing event, an extra role or a renamed accountability, and ask whether it is still Scrum or what the risk is.
3 commitments, one per artifact: Product Goal (Product Backlog), Sprint Goal (Sprint Backlog), Definition of Done (Increment).
The Guide summarizes Scrum in four steps. A Scrum Master fosters an environment where: a Product Owner orders the work for a complex problem into a Product Backlog; the Scrum Team turns a selection of the work into an Increment of value during a Sprint; the Scrum Team and its stakeholders inspect the results and adjust for the next Sprint; and this repeats.
The Scrum framework is purposefully incomplete, only defining the parts required to implement Scrum theory.
The Scrum Guide, 2020, Scrum Definition
The Scrum framework, as outlined herein, is immutable. While implementing only parts of Scrum is possible, the result is not Scrum.
The Scrum Guide, 2020, End Note
Deeper professional explanation
Incomplete, but not editable
"Purposefully incomplete" means Scrum leaves the how open: estimation methods, board design, engineering practices. It does not mean its defined parts are optional. A team may add user stories, a Kanban board or automated tests. It may not drop the Retrospective, split the Product Owner into a committee, or add a team lead and still call it Scrum.
Why each part matters
The Guide says each element serves a specific purpose essential to the overall value. Remove the Retrospective and the team stops improving its own way of working. Remove the Sprint Review and stakeholders stop shaping the product. Remove the Definition of Done and nobody knows what "finished" means. The Guide warns that changing the core design or leaving out elements covers up problems and limits the benefits of Scrum.
Events replace other meetings
Each event is a formal opportunity to inspect and adapt. The Guide also says events create regularity and minimize the need for meetings not defined in Scrum. A team with many extra recurring meetings should first ask whether its Scrum events are doing their job.
Scrum wraps around existing practices
Scrum can host a team's existing techniques, or make some of them unnecessary. It also makes visible how effective current management, environment and work techniques are, so they can be improved. Sometimes what it reveals is uncomfortable, and that is intended.
Example: a hospital laboratoryA lab team redesigning its sample-tracking process keeps its existing quality checklists inside Scrum. Within two Sprints, the Sprint Review reveals that one approval form adds two days and catches no errors. The team removes it with the lab director's agreement. Scrum did not ban the form; it made its cost visible.
Case study: The "lighter" Scrum
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: Dropping an eventSprint 5
FreshCart's Developers are under deadline pressure. They propose skipping Sprint Retrospectives "until the release is out", arguing that Scrum is purposefully incomplete, so teams can adapt it.
How should the Scrum Master respond?
Best decision: B. The team keeps a focused 45-minute Retrospective. It finds that half its overtime comes from unclear items reaching Sprint Planning, and fixes refinement. Pressure drops the following Sprint.
Why not the others? A misreads "incomplete". C removes the team from its own improvement. D weakens an event the Guide places at the end of every Sprint.
Decision 2: Adding partsSprint 7
A new manager wants two changes: every item written as a user story with story points, and a "deputy Product Owner" who can reorder the Product Backlog when Maya is busy.
Which assessment is most accurate?
Best decision: B. The team adopts user stories as a practice. For Maya's busy weeks, she delegates writing items to the analyst but keeps ordering decisions, as the Guide allows.
Why not the others? A ignores that the Product Owner is one person. C invents a rule. D ignores accountabilities.
Visual explanation
Work flows from the Product Backlog through the Sprint into a Done Increment. Each artifact carries one commitment.
3
Accountabilities
Product Owner
Scrum Master
Developers
5
Events
Sprint (container)
Sprint Planning
Daily Scrum
Sprint Review
Retrospective
3
Artifacts
Product Backlog
Sprint Backlog
Increment
3
Commitments
Product Goal
Sprint Goal
Definition of Done
Common misunderstandings
"Scrum has four events."
Five: the Sprint itself is an event that contains the other four.
"Purposefully incomplete means teams can drop parts."
It means the how is open. Removing or changing parts means the result is not Scrum.
"User stories and story points are part of Scrum."
They are optional practices, not in the Guide.
"Product Backlog refinement is an event."
It is an ongoing activity.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"Scrum Lite" or any variant with a missing part.
Implementing only parts of Scrum is possible, but the result is not Scrum.
Scrum is purposefully incomplete: add practices, don't remove parts.
Leaving out elements covers up problems and limits benefits.
Scrum makes the efficacy of current practices visible.
Official reference
Scrum Guide 2020: Scrum Definition, Scrum Events, Scrum Artifacts and End Note at scrumguides.org.
Lesson 4
Empiricism, lean and the three pillars
Scrum is founded on empiricism (decide from what you observe) and lean thinking (cut waste). Empiricism needs three pillars: transparency, inspection and adaptation. If one fails, the others lose their value.
About 30 minutes, including the practice questions
What you will learn
Define empiricism and lean thinking as the Guide does.
Explain how transparency enables inspection, and inspection enables adaptation.
Diagnose which pillar fails in a realistic situation.
Explain why adaptation must happen as soon as possible.
Connect the pillars to Scrum's events and artifacts.
Exam strategyThis is one of the most tested ideas. Scenarios describe a broken team; you must name the failing pillar or choose the action that restores it.
Simple explanation
Empiricism means knowledge comes from experience, and decisions are based on what is observed. Lean thinking means reducing waste and focusing on what matters.
Empiricism stands on three pillars:
Transparency. The work and the process are visible to those doing the work and those receiving it.
Inspection. The artifacts and progress toward goals are checked frequently and diligently, to find problems early.
Adaptation. When something is off, the team adjusts as soon as possible.
They work as a chain. You cannot inspect well what you cannot see, and inspecting without acting changes nothing.
Scrum is founded on empiricism and lean thinking. Empiricism asserts that knowledge comes from experience and making decisions based on what is observed. Lean thinking reduces waste and focuses on the essentials.
The Scrum Guide, 2020, Scrum Theory
Transparency enables inspection. Inspection without transparency is misleading and wasteful.
The Scrum Guide, 2020, Transparency
Inspection enables adaptation. Inspection without adaptation is considered pointless.
The Scrum Guide, 2020, Inspection
Deeper professional explanation
Diagnosing a failing pillar
Ask three questions in order. Is the real state visible? If a board says "almost done" while work is blocked, transparency fails. Is anyone looking, carefully and often? If problems surface only at release, inspection fails. Does anything change after looking? If findings wait for a quarterly committee, adaptation fails.
Adapt as soon as possible
The Guide says that if any aspect deviates outside acceptable limits, the process or the materials being produced must be adjusted as soon as possible to minimize further deviation. It also says a Scrum Team is expected to adapt the moment it learns anything new. Events are formal opportunities, not the only ones.
Empowerment makes adaptation possible
The Guide notes that adaptation becomes more difficult when the people involved are not empowered or self-managing. A team that sees a problem but needs three signatures to act will adapt slowly, however good its inspection.
Forecasting and empiricism
Practices such as burn-down charts can be useful, but they do not replace empiricism. In complex work, only what has already happened may be used for forward-looking decisions. A chart that shows "on track" while the team knows otherwise is a transparency failure, not a forecasting success.
Lean thinking in practice
Lean thinking asks what is essential. Detailed specifications for features two years away, reports nobody reads, and work waiting between handoffs are all waste. Removing them frees time for inspection and adaptation.
Case study: The green dashboard
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: The hidden blockerSprint 4, day 6
FreshCart's dashboard shows every item green. In private, Leo admits the payment integration has failed for three days. He hoped to fix it quietly before anyone noticed. Mr. Grant is about to promise investors a launch date based on the dashboard.
What should happen first?
Best decision: B. Leo updates the board and tells Maya. She asks Mr. Grant to wait two days before promising a date. The team swaps in a simpler payment provider within the Sprint.
Why not the others? A lets a false picture drive an investor promise. C changes the display, not the truth. D delays adaptation by four days.
Decision 2: The approval boardSprint 8
Every Sprint Review produces good ideas. But any change to the Product Backlog order must be approved by a monthly steering board. By the time it approves, the information is stale. Developers say Reviews feel pointless.
Which pillar is failing, and what should the Scrum Master do?
Best decision: B. The Scrum Master shows the steering board how long changes wait and what that costs. The board agrees to review strategy quarterly but leaves ordering to Maya. Reviews start changing the plan again.
Why not the others? A inspects more without acting. C improves visibility, but the block is in acting. D ignores pointless inspection.
Visual explanation
Each pillar enables the next. The Guide's own words describe what happens when a link breaks.Exam strategyAsk the three questions in order to find the weakest pillar.
Common misunderstandings
"The pillars are commitment, focus and courage."
Those are values. The pillars are transparency, inspection and adaptation.
"Adaptation happens at the Sprint Review."
Adapt as soon as possible, whenever something is learned.
"More data means more empiricism."
Empiricism is deciding from observation. Data nobody acts on changes nothing.
"A green dashboard means good transparency."
Transparency is about the real state, not a display.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"Inspection without transparency is pointless."
The Guide calls it misleading and wasteful. "Pointless" is inspection without adaptation.
An option that waits for the next event to adapt.
The team adapts the moment it learns something new.
An option that adds more inspection when the block is in acting.
Find the pillar that fails; more checking does not fix blocked adaptation.
Knowledge check
15 questions: 3 foundation, 5 application, 7 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What are the three pillars of empiricism?
Answer
D
Why
Scrum Theory.
Other options
A: Values.
B: Mixes values and a pillar.
C: Traditional control.
Principle
Pillars
Reference
Scrum Guide 2020, Scrum Theory
See, check, change.
Foundation
2.What does the Guide call inspection without adaptation?
Answer
A
Why
Inspection section.
Other options
B: Describes inspection without transparency.
C and D: Not in the Guide.
Principle
Pillars
Reference
Scrum Guide 2020, Inspection
No action, no point.
Foundation
3.According to the Guide, lean thinking does what?
Answer
B
Why
Scrum Theory.
Other options
A, C, D: Not in the Guide.
Principle
Lean thinking
Reference
Scrum Guide 2020, Scrum Theory
Less waste, more focus.
Application
4.A board shows work "almost done" that has been blocked for days. Which pillar fails?
Answer
A
Why
The real state is not visible.
Other options
C: Looking at false data. C: Follows from bad data. D: A value.
Principle
Diagnosis
Reference
Scrum Guide 2020, Transparency
Fake progress = transparency.
Application
5.Problems are always found only during final testing before release. Which pillar is weakest?
Answer
B
Why
Inspection should be frequent and diligent.
Other options
A and C: Not the first gap. D: Not a pillar.
Principle
Diagnosis
Reference
Scrum Guide 2020, Inspection
Late discovery = weak inspection.
Application
6.Findings from each Sprint Review wait two months for committee approval. Which pillar fails?
Answer
C
Why
Inspection happens; acting does not.
Other options
B and D: Working. D: A value.
Principle
Diagnosis
Reference
Scrum Guide 2020, Adaptation
Blocked action = adaptation.
Application
7.When should a team adapt after learning something important mid-Sprint?
Answer
A
Why
Adaptation section.
Other options
C and D: Delay. D: Adds a gate.
Principle
Adaptation
Reference
Scrum Guide 2020, Adaptation
Learn now, adapt now.
Application
8.To whom must the work and process be visible?
Answer
C
Why
Transparency section.
Other options
A, B, D: Too narrow.
Principle
Transparency
Reference
Scrum Guide 2020, Transparency
Doers and receivers.
Advanced
9.Which conditions make adaptation harder, according to the Guide? (Choose 2) (Choose 2)
Answer
C and D
Why
Adaptation section.
Other options
A and B: Help adaptation.
Principle
Adaptation
Reference
Scrum Guide 2020, Adaptation
Empowerment enables change.
Advanced
10.A burn-down chart shows "on track", but Developers know a key item is blocked. What is the core issue?
Answer
D
Why
Forecasting tools do not replace empiricism.
Other options
A and C: Not the issue.
B: Allowed as a practice.
Principle
Forecasting
Reference
Scrum Guide 2020, The Sprint
A chart is not the truth.
Advanced
11.A team collects detailed metrics but never changes its plans. What is missing?
Answer
D
Why
Empiricism needs observation-based decisions.
Other options
A, B, C: More data or time does not decide.
Principle
Empiricism
Reference
Scrum Guide 2020, Scrum Theory
Data must drive decisions.
Advanced
12.Which statements are accurate? (Choose 2) (Choose 2)
Answer
A and D
Why
Scrum Theory.
Other options
B and C: Not in the Guide.
Principle
Pillars
Reference
Scrum Guide 2020, Scrum Theory
The chain runs one way.
Advanced
13.A steering board blocks reorder requests for weeks. What is the most useful Scrum Master action?
Answer
B
Why
Fix the blocked pillar: adaptation and empowerment.
Inspection without transparency is misleading and wasteful.
Inspection without adaptation is pointless.
Adapt as soon as possible; empowerment makes this possible.
Forecasting tools help but never replace empiricism.
Official reference
Scrum Guide 2020: Scrum Theory (Transparency, Inspection, Adaptation) at scrumguides.org.
Lesson 5
Scrum values in real decisions
Five values guide how people behave in Scrum: commitment, focus, openness, respect and courage. When the Scrum Team and the people it works with live them, the pillars come to life and trust grows.
About 25 minutes, including the practice questions
What you will learn
Name the five Scrum values and what each means in practice.
Identify which value is at stake in a realistic dilemma.
Explain how the values support the three pillars.
Recognize systems, such as reward schemes, that undermine the values.
Avoid confusing values with pillars.
Exam strategyQuestions rarely ask you to list the values. They describe a behaviour or decision and ask which value it shows or harms, or what action best reflects the values.
Simple explanation
Commitment: the Scrum Team commits to achieving its goals and to supporting each other.
Focus: the main focus is the work of the Sprint, to make the best possible progress toward the goals.
Openness: the Scrum Team and its stakeholders are open about the work and the challenges.
Respect: team members respect each other as capable, independent people, and are respected that way by the people they work with.
Courage: team members have the courage to do the right thing and to work on tough problems.
Successful use of Scrum depends on people becoming more proficient in living five values: Commitment, Focus, Openness, Respect, and Courage.
The Scrum Guide, 2020, Scrum Values
When these values are embodied by the Scrum Team and the people they work with, the empirical Scrum pillars of transparency, inspection, and adaptation come to life building trust.
The Scrum Guide, 2020, Scrum Values
Deeper professional explanation
Values make the pillars work
Transparency needs openness: people must be willing to show bad news. Honest inspection needs courage: saying "this is not Done" to a director takes nerve. Adaptation needs commitment and focus: the team changes course for the goal, not for comfort. Respect holds it together: people speak up when they expect to be taken seriously.
Commitment is not a guarantee of every item
Commitment means dedication to the goals and to each other. It does not mean finishing every selected item whatever happens, or working endless overtime. A team that hides strain to "keep its commitment" is failing openness, not living commitment.
Values apply beyond the team
The Guide speaks of the Scrum Team and the people they work with. Stakeholders who hide a budget cut, or managers who treat Developers as interchangeable resources, undermine the values too.
Systems can undermine values
The Guide says decisions, steps taken and the way Scrum is used should reinforce the values, not diminish or undermine them. A bonus scheme that rewards individual task counts quietly discourages helping each other. A Scrum Master should make such effects visible.
Values are learned through practice
The Guide says team members learn and explore the values as they work with the Scrum events and artifacts. Nobody masters them before starting.
Example: a construction design teamAn architect finds a structural clash that will delay drawings by a week. Telling the client before the review takes courage and openness. Because she does, the client adjusts the permit schedule in time. Hiding it would have cost a month.
Case study: Pressure before the investor demo
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: "Tell me it's finished"Day before the Sprint Review
Mr. Grant will show the search feature to investors tomorrow. It works in the office, but it has not passed performance testing, which the Definition of Done requires. He asks Tom: "Just tell me it's finished."
What response best reflects the Scrum values?
Best decision: B. Tom shows courage and openness. Mr. Grant tells investors the feature is in final testing. A week later it ships properly, and his trust in the team's reports grows.
Why not the others? A is dishonest and harms trust. C avoids the hard conversation. D lowers quality to fake a result.
Decision 2: The helpful interruptionSprint 6, day 3
The sales director asks Priya to spend three days building a demo for a prospect. It is unrelated to the Sprint Goal. Priya wants to help, but the team needs her on the goal.
What is the best way forward?
Best decision: C. Maya, the Product Owner, sees the prospect is valuable. She adds a smaller demo item to the Product Backlog for the next Sprint, and the current Sprint Goal stays protected.
Why not the others? A hides work and harms sustainable pace. B lacks respect for a real business need. D hands away a conversation she can lead herself.
Visual explanation
Practical modelThe lines show typical links, not a rule from the Guide. The Guide states only that living the values brings the pillars to life and builds trust.
Common misunderstandings
"Transparency is a Scrum value."
It is a pillar. The closest value is openness.
"Commitment means finishing every selected item."
It means commitment to the goals and to each other.
"Values are only for the Scrum Team."
The Guide includes the people the team works with.
"Focus means ignoring everyone outside the team."
Focus is on the best progress toward goals, which can include collaboration.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
A Scrum Team is one Scrum Master, one Product Owner and Developers, working as one unit on one Product Goal. It has every skill it needs, it decides how to do its own work, and the whole team answers for the result.
What you will learn
Describe who is in a Scrum Team, and why it has no sub-teams and no hierarchy.
Explain cross-functional and self-managing, including what self-management does not cover.
Apply the size guidance and the rule for several teams working on one product.
Tell the accountability of the whole team apart from the three specific accountabilities.
Recognize what organizations do that weakens a Scrum Team, and what a Scrum Master does about it.
Exam strategyThe Scrum Team appears in many PSM I questions, often hidden inside a situation about managers, team leads, scaling or quality. Questions rarely ask "who is in the team?" They ask what to do when someone breaks one of these rules.
Simple explanation
A Scrum Team is a small group of professionals who build a product together. It has three accountabilities:
One Product Owner. Accountable for making the product as valuable as possible.
One Scrum Master. Accountable for the team's effectiveness and for making Scrum work.
Developers. Everyone who creates the product: programmers, designers, testers, engineers, analysts.
Inside the team there are no sub-teams (no "test team" or "design team") and no hierarchy (no boss, no team lead). Everyone works toward one objective at a time: the Product Goal.
The team is cross-functional. Together, the members have all the skills needed to create value every Sprint. Not every person can do everything, but the team as a whole can.
The team is self-managing. It decides internally who does what, when and how. Nobody outside the team assigns tasks to its members.
The team is small, typically 10 or fewer people. If it grows too large, it should consider splitting into several teams that work on the same product. Those teams share one Product Goal, one Product Backlog and one Product Owner.
Finally, the entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint. Not only the Developers. Everyone.
"The Scrum Team consists of one Scrum Master, one Product Owner, and Developers. Within a Scrum Team, there are no sub-teams or hierarchies. It is a cohesive unit of professionals focused on one objective at a time, the Product Goal."
The Scrum Guide, 2020, Scrum Team
Deeper professional explanation
Knowing the rules is not enough for PSM I. You need to know why each rule exists, because exam situations test what happens when someone breaks it.
Why no sub-teams?
A sub-team creates a handoff. Work waits in a queue between "development" and "testing". Problems hide in that queue, so the team's picture of its progress is wrong. That is a transparency problem. Handoffs also split responsibility: each group finishes "its part", and nobody owns the usable result. Scrum avoids this by making the whole team answer for one Increment.
Why no hierarchy?
When a team lead decides, the people closest to the work wait for permission. Learning still happens, but decisions slow down. The Scrum Guide says adaptation becomes more difficult when people are not empowered or self-managing. A hierarchy inside the team also weakens peer accountability. Developers are expected to hold each other accountable as professionals. That is equal-to-equal feedback, not management.
What self-management covers, and what it does not
Scrum ruleSelf-managing means the team internally decides who does what, when, and how. This is real authority over its own work. It is not freedom from everything:
The Product Owner orders the Product Backlog. The team does not set product priorities alone.
The organization may set standards. If the Definition of Done is an organizational standard, every Scrum Team must follow it as a minimum.
The Scrum framework itself is not negotiable. A self-managing team cannot decide to drop the Sprint Review.
The Guide also says Scrum Teams are "structured and empowered by the organization to manage their own work." Self-management depends on the organization. A team cannot self-manage if managers keep assigning its tasks.
Cross-functional does not mean "everyone does everything"
The team as a whole has all the skills to create value each Sprint. Scrum theory adds that teams "share or acquire such skills as needed". If a skill is missing, the team makes that visible and closes the gap: by learning, pairing, or bringing the skill into the team. Waiting weeks for an outside department every Sprint is a sign the team is not yet cross-functional.
Why "typically 10 or fewer", and not a hard limit
Read the wording carefully: the team is typically 10 or fewer, and large teams should consider reorganizing. This is guidance based on experience, not a fixed number. Practical insightThe reason is communication. The number of person-to-person connections in a group grows quickly: 5 people have 10 connections, 10 people have 45, and 15 people have 105. More connections mean more coordination and slower decisions. The diagram in section E shows this.
Responsible for everything the product needs
The Guide says the Scrum Team is responsible for all product-related activities: stakeholder collaboration, verification, maintenance, operation, experimentation, research and development, and anything else required. If a separate group maintains the product after release, feedback reaches the Scrum Team late and the team learns slowly. A Scrum Master should make this kind of split visible.
Whole-team accountability
The entire Scrum Team is accountable for a valuable, useful Increment every Sprint. Inside that shared outcome, each accountability has its own focus: the Product Owner for value and the Product Backlog, the Developers for the Sprint plan, quality and daily adaptation, and the Scrum Master for the team's effectiveness. When an Increment is weak, the useful question is not "whose fault?" but "what will we inspect and adapt as a team?"
What a Scrum Master actually does here
The Guide says the Scrum Master serves the team by coaching members in self-management and cross-functionality, and by causing the removal of impediments. In practice, that means noticing a team lead forming, a sub-team appearing or a manager assigning work, and helping the team and the organization fix it. Often the Scrum Master does this by teaching and coaching, not by deciding.
How this compares with traditional project management
In many traditional settings, a project manager plans the work and assigns tasks. That can work well when the work is well known and stable, for example repeating a proven installation. Scrum is built for complex work, where the people doing the work learn the most, the fastest. So in Scrum, the Developers plan and assign their own work, and the Scrum Master builds the team's ability to do this. Neither approach is "bad". They fit different kinds of work.
Beyond software: a robotic cell project
An automation company builds a robotic welding cell. Traditionally, mechanical design finishes, then hands drawings to electrical, then to PLC programming, then to robot programming. Each handoff hides problems until integration. A cross-functional Scrum Team puts a mechanical designer, an electrical designer, a PLC programmer and a robot programmer in one team with one goal. Each Sprint ends with a tested, usable piece, for example a gripper station that runs safely on its own. Problems appear in weeks instead of at the factory acceptance test.
Case study: FreshCart grows
Make each decision before you read the outcome. There is one best answer, but the others are mistakes real teams make every day.
Decision 1: The reorganizationAfter Sprint 4
The FreshCart app launched in two cities, and orders are growing fast. Mr. Grant, the director, has hired 9 more people. The team now has Maya (Product Owner), Sam (Scrum Master) and 14 Developers.
Mr. Grant sends Sam his plan: "Leo becomes development lead and assigns the daily work. Tom leads a new 4-person QA team that tests everything before release. And to stop people stepping on each other, let's split the Product Backlog into an 'app' backlog and a 'delivery' backlog."
Some Developers like the plan. They are tired of long Daily Scrums with 16 people.
What should Sam propose?
Best decision: B. Sam proposes two teams, Ordering and Delivery. Each has every skill needed, including testing. Both teams pull from Maya's single Product Backlog and work toward the same Product Goal. The Developers choose the team split themselves in a workshop. Within two Sprints, Daily Scrums are short again, and nothing waits for a separate test team.
Why not the others? A creates a sub-team and a handoff, which the Guide does not allow. C keeps a team that is too large to communicate well; enforcing the timebox treats the symptom, not the cause. D introduces a hierarchy; "for now" structures tend to become permanent, and the Developers stop self-managing.
Principle: when a team grows too large, it should consider reorganizing into multiple cohesive Scrum Teams on the same product, sharing the same Product Goal, Product Backlog and Product Owner.
Decision 2: The director's shortcutSprint 6, day 3
The Ordering team's Sprint Goal is "Customers can apply a promotion code at checkout". On day 3, Mr. Grant walks to Priya's desk. A large corporate customer is complaining that invoices show the wrong tax. "Drop the promotion work and fix the invoices today. I've already told the customer it will be fixed tomorrow."
Priya asks Sam what to do. Maya, the Product Owner, is in a meeting until the afternoon.
What is the best response?
Best decision: C. Sam sends Maya a short message. Maya steps out of her meeting for ten minutes and agrees the tax error is urgent. The Developers decide that Kenji fixes the invoices while the others continue the promotion code work. They tell Maya that one low-priority part of the promotion feature may move to the next Sprint, and Maya agrees. The Sprint Goal is still reached.
Why not the others? A bypasses the Product Owner and the Developers' own planning. It also teaches the director that the fastest way to get work done is to go around the team. B is too rigid: the Guide allows scope to be clarified and renegotiated with the Product Owner during the Sprint, as long as the Sprint Goal is not endangered. D is a well-meant mistake: it hides the work from the team's plan and makes the Scrum Master a backup developer instead of helping the system work.
Principle: those who want to change the Product Backlog do so by convincing the Product Owner. During the Sprint, scope may be renegotiated with the Product Owner without endangering the Sprint Goal.
Visual explanation
Everyone inside the boundary shares one goal and one result. Stakeholders and managers are outside the team: they collaborate with it, but they do not direct its daily work.Practical insightPaths = n × (n − 1) ÷ 2. Tripling the team from 5 to 15 people multiplies the connections by more than ten. This is why the Guide says smaller teams communicate better. The formula is a general rule of thumb, not part of the Scrum Guide.The scaling rule from the Scrum Guide: teams on the same product share the Product Goal, the Product Backlog and the Product Owner. Each team still has every skill it needs. (When several teams work on one product, they also share one Definition of Done, covered in Lesson 18.)
Common misunderstandings
"Self-managing means nobody can tell the team anything."
Self-management covers who does what, when and how. The Product Owner still orders the Product Backlog, organizational standards for the Definition of Done still apply, and the Scrum framework still holds.
"Cross-functional means every person must be able to do every job."
The team as a whole has the skills. Individuals can specialize, and the team shares or acquires skills as needed.
"A Scrum Team of 11 people is breaking the rules."
The Guide says typically 10 or fewer, and that large teams should consider reorganizing. It is guidance to be applied with evidence, not a hard limit.
"The Scrum Master is the team's manager."
The Scrum Master is accountable for the team's effectiveness, and serves the team, the Product Owner and the organization. Managing tasks and people's daily work is not part of the accountability.
"Only the Developers are accountable for the Increment."
The entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint.
Exam traps
These are distinctions in meaning, not "bad words". Read what the statement claims, then check it against the Guide.
The trap
How to read it
Confusing "the Scrum Team" with "the Developers".
Check which group the question names. The whole Scrum Team is accountable for the Increment; specific accountabilities belong to Developers, Product Owner or Scrum Master.
Treating "should consider reorganizing" as "must split".
The Guide's size wording is advisory. An answer that turns guidance into a strict rule overstates the Guide.
Treating advice as forbidden. Example: "Scrum forbids part-time team members."
The Guide does not say this. Look for the answer that names the real problem (focus, transparency) without inventing a rule.
Reading peer feedback as hierarchy.
Developers holding each other accountable is required, and it is not management.
Accepting a separate maintenance or QA group as normal.
The Scrum Team is responsible for all product-related activities, including verification, maintenance and operation.
Old terms: "Development Team", "self-organizing", "roles".
The 2020 Guide uses Developers, self-managing and accountabilities. Answers using old terms are not automatically wrong, but read them carefully.
Knowledge check
15 questions: 3 foundation, 6 application, 6 advanced. Select your answer, then press Submit. The explanation appears only after you submit.
Foundation
1.Which statement about the Scrum Team is accurate?
Answer
A
Why
This is the Guide's own description of the Scrum Team.
Other options
B adds a hierarchy. A "technical lead" may exist in a company's job titles, but not as an authority inside the Scrum Team.
C is the 2017-era picture of a "Development Team" plus two roles. In 2020, all three accountabilities are inside one Scrum Team.
D describes sub-teams, which the Guide excludes.
Principle
Team composition
Reference
Scrum Guide 2020, Scrum Team
One team, three accountabilities, no layers inside.
Foundation
2.In the Scrum Guide, what does "self-managing" mean?
Answer
A
Why
These are the Guide's exact words.
Other options
B is the most tempting: the team collaborates on goals, but developing the Product Goal and ordering the Product Backlog are the Product Owner's accountability.
C splits the team into individuals; Scrum focuses the team on shared goals.
D is not in the Guide. The Scrum Master accountability exists in every Scrum Team.
Principle
Self-management and its limits
Reference
Scrum Guide 2020, Scrum Team; Product Owner
Self-managing = who, what, when, how of the team's own work.
Foundation
3.Which two statements about Scrum Team size match the Scrum Guide? (Choose 2)
Answer
A and B
Why
Both come straight from the Guide's description of team size.
Other options
C is from the 2017 Scrum Guide. Many study materials still repeat it.
D sounds reasonable, but the Guide says smaller teams communicate better and are more productive.
Principle
Team size guidance
Reference
Scrum Guide 2020, Scrum Team
"Typically 10 or fewer": guidance, and newer than "3 to 9".
Application
4.In a new Scrum Team, Developers report to a "development lead" who assigns their tasks every morning. The team struggles to adapt when problems appear mid-Sprint. What should the Scrum Master do first?
Answer
B
Why
The root problem is a hierarchy inside the team. Coaching self-management and helping the organization remove the impediment are both in the Scrum Master's accountability.
Other options
A makes the plan more rigid and keeps the hierarchy; it moves away from daily adaptation.
C only changes who the boss is.
D misreads "purposefully incomplete": Scrum leaves techniques open, but its rules (no hierarchies, self-management) are not optional.
Principle
No hierarchy; the Scrum Master coaches self-management
Reference
Scrum Guide 2020, Scrum Team; Scrum Master
Don't replace the boss. Remove the need for one.
Application
5.A team of 7 has no database skills. Every Sprint it waits for an external database department, and items are often not Done by the end of the Sprint. Which response is most consistent with Scrum?
Answer
C
Why
A cross-functional team has all the skills needed to create value each Sprint, and Scrum teams share or acquire skills as needed.
Other options
A is realistic, and planning around a dependency can be a short-term step, but accepting it permanently leaves the team unable to create Done Increments.
B solves the skill gap by creating a sub-team, which the Guide excludes.
D lets a team limitation distort product value. Ordering is based on value, not on what is convenient.
Principle
Cross-functionality
Reference
Scrum Guide 2020, Scrum Theory; Scrum Team
Missing skill? Make it visible, then bring it into the team.
Application
6.At the Sprint Review, stakeholders find the Increment hard to use. The director asks, "Who is accountable for this?" According to the Scrum Guide, what is the best answer?
Answer
C
Why
The Guide states that the entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint.
Other options
A, B and D each name a real accountability, which is why they are tempting. But the question asks about the valuable, useful Increment, and that belongs to the whole team.
Principle
Shared accountability for the outcome
Reference
Scrum Guide 2020, Scrum Team
The Increment is a team result. Inspect and adapt together.
Application
7.A department manager gives a Developer an urgent task directly, without telling the Product Owner. The Developer asks the Scrum Master what to do. What is the best advice?
Answer
C
Why
Those wanting to change the Product Backlog do so by convincing the Product Owner. During the Sprint, scope may be renegotiated with the Product Owner without endangering the Sprint Goal.
Other options
A bypasses both the Product Owner and the team's self-management.
B is too rigid; the Guide allows scope to be clarified and renegotiated during the Sprint.
D hides work, which harms transparency, and works against a sustainable pace.
Principle
Work enters through the Product Owner; the team manages its own plan
Reference
Scrum Guide 2020, Product Owner; The Sprint
Not "yes" or "no": route it through the Product Owner.
Application
8.A company has a separate maintenance group that fixes bugs after release. The Scrum Team builds only new features, and it hears about customer problems weeks later. Which part of the Scrum Guide is most relevant?
Answer
A
Why
The Guide lists verification, maintenance and operation among the Scrum Team's product-related activities. The late feedback is the cost of splitting them off.
Other options
B contradicts the Guide's list of product-related activities.
C keeps the split and only adds a reporting line.
D creates a special kind of Sprint, which the Guide does not define; every Sprint should produce valuable, useful work.
Principle
The team owns the whole product life
Reference
Scrum Guide 2020, Scrum Team
Whoever builds it should also learn from running it.
Application
9.A Developer tells a teammate that the teammate's work does not meet the Definition of Done and should not be called finished. The teammate says, "You are not my manager." Which statement is most accurate?
Answer
B
Why
Holding each other accountable as professionals, and instilling quality by adhering to the Definition of Done, are both Developer accountabilities.
Other options
A moves a team responsibility to the Scrum Master.
C describes a traditional acceptance gate. Whether work is Done is decided by the Definition of Done, not by one person's approval.
D creates a hierarchy.
Principle
Peer accountability is not hierarchy
Reference
Scrum Guide 2020, Developers; Definition of Done
Equals holding equals to a standard: that is Scrum, not management.
Advanced
10.Three Scrum Teams work on one product. To avoid conflicts, each team asks for its own Product Backlog, and two teams want their own Product Owners. Management agrees, saying it increases team autonomy. What is the best response?
Answer
C
Why
Teams focused on the same product share the same Product Goal, Product Backlog and Product Owner. The conflicts are real, but splitting the backlog hides them instead of solving them.
Other options
A stretches self-management beyond its scope; it covers how teams do their work, not the Scrum rules.
B is a half-step and the most tempting answer: one person, but several backlogs means several competing orders of value.
D creates a team far beyond the typical size.
Principle
Several teams, one product
Reference
Scrum Guide 2020, Scrum Team; Product Backlog
One product = one goal, one backlog, one Product Owner.
Advanced
11.A Scrum Team of 12 delivers Done Increments every Sprint, its events stay within their timeboxes, and members say communication works well. A new director reads that teams are "10 or fewer" and orders an immediate split. What should the Scrum Master advise?
Answer
B
Why
The Guide's size wording is guidance. An empirical decision looks at evidence; here the evidence says the team works.
Other options
A turns guidance into a strict rule.
C changes the numbers on paper, not the communication load.
D is disrespectful and not accurate: team structure is shaped together with the organization, which structures and empowers Scrum Teams.
Principle
Read the Guide's strength of wording; decide empirically
Reference
Scrum Guide 2020, Scrum Team; Scrum Theory
"Typically" and "should consider" invite judgment based on evidence.
Advanced
12.The organization announces that all product work must now pass a company security standard before release. A Developer argues that this violates the team's self-management. Which two statements are accurate? (Choose 2)
Answer
A and C
Why
The Guide makes organizational Definition of Done standards a minimum for every team, and describes Scrum Teams as structured and empowered by the organization to manage their own work.
Other options
B confuses self-management with independence from the organization.
D gives the Scrum Master an authority the Guide does not give. The Scrum Master can help the team and organization understand and improve standards, not veto them.
Principle
Limits of self-management; organizational DoD
Reference
Scrum Guide 2020, Scrum Team; Definition of Done
The team decides how. Organizational quality standards set the floor.
Advanced
13.Two Developers strongly disagree about a technical approach. The discussion has taken two days, and the Sprint Goal is at risk. They ask the Scrum Master to make the decision. What is the best response?
Answer
C
Why
How to turn Product Backlog items into an Increment is at the sole discretion of the Developers. The Scrum Master serves by coaching self-management and facilitating, so the team gets unstuck and keeps its authority.
Other options
A is the most tempting: the risk is real and the Scrum Master is accountable for effectiveness. But deciding for the team weakens self-management, and the next conflict will come back to the Scrum Master.
B gives the Product Owner a technical decision that belongs to the Developers.
D adds an outside hierarchy to a decision the team owns.
Principle
Developers own the "how"; the Scrum Master facilitates
14.An organization starting with Scrum assigns most people at 50% to two different Scrum Teams. Both teams report constant context switching and missed Sprint Goals. Which response best reflects Scrum?
Answer
B
Why
The Guide does not forbid part-time members, but it values focus, one objective at a time, and a sustainable pace. The Scrum Master serves the organization by removing barriers and helping it apply Scrum, using the evidence the teams already have.
Other options
A invents a rule. On the exam, answers that claim a rule the Guide does not contain are usually traps.
C breaks the rule that Sprints are one month or less.
D is passive: the Scrum Master is expected to cause the removal of impediments, including organizational ones.
Name the real problem. Don't invent a rule to win the argument.
Advanced
15.How do "the entire Scrum Team is accountable for a valuable, useful Increment" and the three specific accountabilities fit together?
Answer
B
Why
The Guide states the shared accountability first, then defines three specific accountabilities within the Scrum Team.
Other options
A creates a conflict the Guide does not describe.
C has no basis in the Guide.
D confuses shared accountability with identical work; specific accountabilities and skills remain.
Principle
Shared outcome, distinct accountabilities
Reference
Scrum Guide 2020, Scrum Team
One shared result, three distinct contributions.
Lesson summary
A Scrum Team is one Scrum Master, one Product Owner and Developers, with no sub-teams and no hierarchy.
It focuses on one objective at a time: the Product Goal.
Cross-functional: the team as a whole has every skill needed, and shares or acquires skills as needed.
Self-managing: the team decides who does what, when and how, within the Scrum framework and the organization's standards.
Typically 10 or fewer people. Several teams on one product share one Product Goal, one Product Backlog and one Product Owner.
The team is responsible for all product-related activities, and the entire team is accountable for a valuable, useful Increment every Sprint.
The Scrum Master coaches self-management and causes the removal of impediments; they do not manage the team's work.
Official reference
The Scrum Guide 2020, section Scrum Team (with Developers, Product Owner and Scrum Master). Read it at scrumguides.org or as the official PDF. Read the section once after this lesson; it is about one page.
Next lesson: Lesson 7, Developers.
Lesson 7
Developers
Developers are everyone in the Scrum Team who creates the product. They are always accountable for four things: the Sprint plan, quality through the Definition of Done, adapting the plan daily toward the Sprint Goal, and holding each other accountable.
About 30 minutes, including the practice questions
What you will learn
Name the four accountabilities of the Developers.
Explain why "Developers" covers every skill, not only programming.
Separate what Developers decide alone from what they agree with the Product Owner.
Explain peer accountability without hierarchy.
Recognize outside attempts to direct the Developers' work.
Exam strategyQuestions test who decides what. Developers decide how and who; the Product Owner orders the work; scope changes during the Sprint are negotiated between them.
Simple explanation
Developers are the people in the Scrum Team committed to creating any aspect of a usable Increment each Sprint. Their skills vary with the domain: programmers, designers, testers, engineers, analysts, researchers.
The Guide says Developers are always accountable for:
Creating a plan for the Sprint, the Sprint Backlog.
Instilling quality by adhering to a Definition of Done.
Adapting their plan each day toward the Sprint Goal.
Holding each other accountable as professionals.
Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.
The Scrum Guide, 2020, Developers
Deeper professional explanation
What Developers decide alone
How to turn selected items into an Increment is at the sole discretion of the Developers. So is who does which task, when, and with which tools, within any organizational standards. Nobody, including the Product Owner or Scrum Master, tells them how.
What Developers agree with the Product Owner
The Developers select items for the Sprint through discussion with the Product Owner. If the work turns out different than expected during the Sprint, they negotiate the scope with the Product Owner, without endangering the Sprint Goal. Adding or dropping items is a scope change; changing tasks inside the plan is not.
Quality belongs to the Developers
The Developers are required to conform to the Definition of Done. Quality is not something checked afterwards by a separate department or approved by the Product Owner. Work that does not meet the Definition of Done is not part of the Increment.
Peer accountability is not hierarchy
Developers hold each other accountable as professionals: "this does not meet our Definition of Done" between equals. That is different from a team lead approving work. The first strengthens self-management; the second replaces it.
Sizing
The Developers who will do the work are responsible for sizing Product Backlog items. The Product Owner may influence them by helping them understand and select trade-offs, but does not set the size.
Example: a marketing teamA campaign team uses Scrum. Its copywriter, designer and data analyst are all Developers. When the analyst finds that the planned landing page will not load fast enough on phones, the Developers change their approach the same day. Because the Sprint Goal (more sign-ups from mobile users) is unchanged, they only inform the Product Owner.
Case study: Who decides?
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: The design orderSprint 9
Maya, the Product Owner, tells the Developers to build the new checkout with a specific technical framework she read about, saying it will "increase value".
How should the Developers respond?
Best decision: B. The Developers explain why their chosen approach meets her concern about checkout speed. Maya is satisfied once she sees the trade-off.
Why not the others? A gives away the Developers' decision. C asks the wrong person. D escalates something the Guide already settles.
Decision 2: The bigger itemSprint 9, day 5
The Developers find that one selected item will take three times longer than forecast. The Sprint Goal can still be reached without it.
What should they do?
Best decision: C. Maya agrees to move the item to the next Sprint. The Sprint Goal is met at a sustainable pace.
Why not the others? A changes scope without the Product Owner. B ignores sustainable pace. D lowers quality.
Visual explanation
Most exam questions about Developers come down to which column a decision belongs in.
Common misunderstandings
"Developers are programmers."
Developers are everyone creating the Increment, whatever their skill.
"The Product Owner approves quality."
The Developers conform to the Definition of Done; quality is built in.
"Developers can change the Sprint's scope on their own."
How and who are theirs; adding or dropping items is negotiated with the PO.
"Holding each other accountable needs a team lead."
Peers do it as professionals, without hierarchy.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"The Product Owner decides the technical approach because of value."
How is at the Developers' sole discretion.
"Developers may drop selected items silently."
Scope changes are negotiated with the Product Owner.
"Developers adapt the plan only at the Daily Scrum."
They adapt each day, and whenever they learn something.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.Which is one of the four things Developers are always accountable for?
Answer
B
Why
Developers section.
Other options
D: Product Owner. C: Scrum Master. D: Not a Scrum concept.
Principle
Accountabilities
Reference
Scrum Guide 2020, Developers
Plan, quality, adapt, peers.
Foundation
2.Who sizes Product Backlog items?
Answer
C
Why
Product Backlog section.
Other options
B: May influence through trade-offs. C, D: No.
Principle
Sizing
Reference
Scrum Guide 2020, Product Backlog
Doers size.
Application
3.A data analyst on a Scrum Team asks if she counts as a Developer. What is accurate?
Answer
A
Why
Developers create any aspect of the Increment.
Other options
B, C, D: Too narrow.
Principle
Who is a Developer
Reference
Scrum Guide 2020, Developers
Contribution, not title.
Application
4.The Developers want to switch tools mid-Sprint to reach the goal faster. Whose approval do they need?
Answer
C
Why
How is at the Developers' discretion.
Other options
A, B, D: Not required.
Principle
Developer authority
Reference
Scrum Guide 2020, Sprint Planning
How is theirs.
Application
5.A Developer sees a colleague mark untested work as finished. What should happen first?
Answer
D
Why
Developers hold each other accountable.
Other options
B and C: Skip peer accountability. D: Delays a quality issue.
Principle
Peer accountability
Reference
Scrum Guide 2020, Developers
Peers first.
Application
6.Who is required to conform to the Definition of Done?
Answer
D
Why
Definition of Done section.
Other options
A, B, C: Not the Guide's statement.
Principle
Quality
Reference
Scrum Guide 2020, Definition of Done
Developers own quality.
Application
7.A manager asks Developers to report hours per task daily. Which Developer accountability is most at risk?
Answer
B
Why
Outside task control undermines the Developers' plan.
Other options
A and D: Not central. D: PO's accountability.
Principle
Self-management
Reference
Scrum Guide 2020, Developers
Their plan, their control.
Advanced
8.Which decisions belong to the Developers alone? (Choose 2) (Choose 2)
Answer
C and D
Why
How and who are self-management decisions.
Other options
A: PO. D: Only the PO may cancel.
Principle
Developer authority
Reference
Scrum Guide 2020, Scrum Team
How and who.
Advanced
9.Mid-Sprint, Developers find a smarter way to reach the Sprint Goal that drops one selected item. What is best?
Answer
D
Why
Scope changes are negotiated with the PO.
Other options
A: Bypasses the PO. C: Ignores learning. D: Delays.
Principle
Scope
Reference
Scrum Guide 2020, Sprint Goal
Better path, agreed openly.
Advanced
10.A Product Owner overrides the Developers' sizes to fit a release plan. What is the problem?
Answer
B
Why
Product Backlog section.
Other options
A, C, D: Not in the Guide.
Principle
Sizing
Reference
Scrum Guide 2020, Product Backlog
Don't edit the doers' sizes.
Advanced
11.Which statements about Developers and quality are accurate? (Choose 2) (Choose 2)
Answer
A and B
Why
Developers and Definition of Done sections.
Other options
C and D: Not in the Guide.
Principle
Quality
Reference
Scrum Guide 2020, Definition of Done
Done is built in.
Advanced
12.A senior Developer starts approving all technical decisions. What is the main issue?
Answer
A
Why
No hierarchies within a Scrum Team.
Other options
B, C, D: Misread the Guide.
Principle
Peer accountability
Reference
Scrum Guide 2020, Scrum Team
Peers, not bosses.
Lesson summary
Developers are everyone creating the Increment.
Always accountable for: the Sprint plan, quality via the DoD, daily adaptation, and holding each other accountable.
How and who are decided by the Developers alone.
Item selection and scope changes are agreed with the Product Owner.
Developers size Product Backlog items.
Peer accountability is not hierarchy.
Official reference
Scrum Guide 2020: Developers, Sprint Planning and Definition of Done at scrumguides.org.
Lesson 8
Product Owner
The Product Owner is one person, accountable for maximizing the value of the product and for effective Product Backlog management. The organization must respect their decisions, and stakeholders influence the backlog by convincing the Product Owner.
About 35 minutes, including the practice questions
What you will learn
State the Product Owner's accountabilities and the four parts of backlog management.
Explain delegation without losing accountability.
Handle conflicting stakeholders while keeping one ordered Product Backlog.
Explain why the Product Owner is one person, not a committee.
Recognize when the organization undermines the Product Owner.
Exam strategyCommon traps: committees, deputy Product Owners, stakeholders going around the Product Owner, and Product Owners telling Developers how to work.
Simple explanation
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are also accountable for effective Product Backlog management, which includes:
Developing and explicitly communicating the Product Goal.
Creating and clearly communicating Product Backlog items.
Ordering Product Backlog items.
Ensuring the Product Backlog is transparent, visible and understood.
The Product Owner may do this work or delegate it to others. Either way, they remain accountable.
The Product Owner is one person, not a committee. The Product Owner may represent the needs of many stakeholders in the Product Backlog. Those wanting to change the Product Backlog can do so by trying to convince the Product Owner.
The Scrum Guide, 2020, Product Owner
For Product Owners to succeed, the entire organization must respect their decisions.
The Scrum Guide, 2020, Product Owner
Deeper professional explanation
Value, not volume
Maximizing value is not the same as delivering everything stakeholders ask for, or keeping everyone happy. It often means saying no, and reordering when evidence shows a feature is not used. Value can also include things users never see, such as compliance work that allows the product to be sold.
Why one person
A committee spreads accountability so that nobody truly owns the order of work. One person can decide quickly and be held to account. That person may represent many stakeholders; they just make the final ordering decision.
Where the Product Owner's decisions show
The Guide says the Product Owner's decisions are visible in the content and ordering of the Product Backlog, and through the inspectable Increment at the Sprint Review.
Limits of the role
The Product Owner does not tell Developers how to build, does not size items, and does not assign tasks to people. During the Sprint, they cannot add work to the Sprint Backlog on their own; scope is renegotiated with the Developers, protecting the Sprint Goal. The Product Owner alone has the authority to cancel a Sprint, and only when the Sprint Goal becomes obsolete.
When the organization undermines the Product Owner
Executives assigning work directly to Developers, steering committees reordering the backlog, and separate departmental backlogs all weaken the accountability. The Scrum Master helps the organization respect it.
Example: a hospital scheduling productDoctors want faster booking, nurses want fewer double bookings, administrators want cost reports. The Product Owner orders the backlog by value, explains the reasoning at the Sprint Review, and changes the order when real usage data shows double bookings cause the most harm.
Case study: Many voices, one order
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: The steering committeeMonth 4
FreshCart's leadership forms a steering committee and proposes that it approve the Product Backlog order every month, "to give Maya support".
What is the best response from the Scrum Master?
Best decision: B. The committee meets monthly to share strategy with Maya. She orders the backlog and explains her decisions at Sprint Reviews. Decisions stay fast.
Why not the others? A and C turn the Product Owner into a committee. D gives ordering to the wrong people.
Decision 2: The CEO's shortcutSprint 11
The CEO tells two Developers to start a new feature immediately, without speaking to Maya. The current Sprint Goal is still valuable.
What should the Developers do?
Best decision: C. Maya adds the feature to the Product Backlog near the top for the next Sprint. The Scrum Master later helps the CEO route requests through Maya.
Why not the others? A bypasses the Product Owner. B lacks respect. D gives the Scrum Master an authority it does not have.
Visual explanation
Many voices flow in; one person turns them into one ordered list.
Common misunderstandings
"A committee can be the Product Owner."
The Product Owner is one person, not a committee.
"Delegating backlog work moves the accountability."
The Product Owner remains accountable.
"The Product Owner's job is to keep stakeholders happy."
The job is maximizing value, which often means saying no.
"The Product Owner can add work to the current Sprint at any time."
Scope during the Sprint is renegotiated with the Developers, protecting the Sprint Goal.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"Each team on the same product may have its own PO."
Teams on one product share one Product Owner and one Product Backlog.
"The Product Owner sizes items."
Developers size; the PO may help with trade-offs.
"Senior stakeholders may reorder the backlog."
They influence by convincing the Product Owner.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What is the Product Owner accountable for?
Answer
B
Why
Product Owner section.
Other options
D: SM. C: Developers. D: Developers.
Principle
Accountabilities
Reference
Scrum Guide 2020, Product Owner
Value.
Foundation
2.Which is part of effective Product Backlog management?
Answer
C
Why
Product Owner section.
Other options
B: Developers self-manage. C: Developers' event. D: Not a PO task.
Principle
Backlog management
Reference
Scrum Guide 2020, Product Owner
Order the backlog.
Application
3.A Product Owner asks an analyst to write most backlog items. Who is accountable?
Answer
A
Why
Delegation does not move accountability.
Other options
B, C, D: Not the Guide's statement.
Principle
Delegation
Reference
Scrum Guide 2020, Product Owner
Delegate work, keep accountability.
Application
4.Two directors demand different items at the top of the backlog. Who decides?
Answer
C
Why
Stakeholders influence by convincing the PO.
Other options
A, B, D: Not their decision.
Principle
Stakeholders
Reference
Scrum Guide 2020, Product Owner
Persuade, don't override.
Application
5.Where are the Product Owner's decisions visible?
Answer
D
Why
Product Owner section.
Other options
A, B, C: Not in the Guide.
Principle
Transparency
Reference
Scrum Guide 2020, Product Owner
Decisions show in the backlog.
Application
6.A Product Owner keeps the backlog's ordering reasons private to avoid arguments. Which accountability is weak?
Answer
D
Why
Transparency, visibility and understanding.
Other options
A, B, C: Not the issue.
Principle
Transparency
Reference
Scrum Guide 2020, Product Owner
Explain the order.
Application
7.Who may cancel a Sprint?
Answer
B
Why
The Sprint section.
Other options
A, C, D: No authority.
Principle
Cancellation
Reference
Scrum Guide 2020, The Sprint
PO only.
Advanced
8.A steering committee wants to approve the backlog order monthly. What is the best response?
Answer
D
Why
The PO is one person, not a committee.
Other options
A, B, C: Turn the PO into a committee.
Principle
One person
Reference
Scrum Guide 2020, Product Owner
Committees advise; one decides.
Advanced
9.Which behaviours reduce product value even when every Sprint is Done? (Choose 2) (Choose 2)
Answer
A and D
Why
Value needs learning and judgment.
Other options
B and C: Support value.
Principle
Value
Reference
Scrum Guide 2020, Product Owner
Done is not the same as valuable.
Advanced
10.A CEO assigns work to Developers directly, bypassing the PO. Which Guide statement applies most?
Answer
B
Why
Product Owner section.
Other options
A, C, D: True but not relevant.
Principle
Organization
Reference
Scrum Guide 2020, Product Owner
Even CEOs go through the PO.
Advanced
11.Three teams on one product each want their own PO and backlog. What is accurate? (Choose 2) (Choose 2)
Answer
A and B
Why
Scrum Team section.
Other options
C and D: Not in the Guide.
Principle
Multiple teams
Reference
Scrum Guide 2020, Scrum Team
One product, one PO, one backlog.
Advanced
12.A Product Owner wants to cancel a Sprint for a better idea, though the Sprint Goal still has value. What is accurate?
Answer
A
Why
The Sprint section.
Other options
D: Not the condition. C, D: Not their authority.
Principle
Cancellation
Reference
Scrum Guide 2020, The Sprint
Better idea ≠ obsolete goal.
Lesson summary
The Product Owner is one person, accountable for maximizing product value.
Stakeholders influence by convincing the Product Owner.
The organization must respect the Product Owner's decisions.
Only the Product Owner may cancel a Sprint, when its goal is obsolete.
Official reference
Scrum Guide 2020: Product Owner and Product Backlog at scrumguides.org.
Lesson 9
Scrum Master
The Scrum Master is accountable for establishing Scrum and for the Scrum Team's effectiveness. They are true leaders who serve the Scrum Team, the Product Owner and the wider organization, mostly by teaching, coaching, facilitating and causing the removal of impediments.
About 40 minutes, including the practice questions
What you will learn
State the two accountabilities of the Scrum Master.
List how the Scrum Master serves the team, the Product Owner and the organization.
Explain "causing the removal of impediments" without doing everything personally.
Tell serving leadership from managing.
Choose between teaching, coaching, facilitating and stepping back.
Exam strategyMany questions offer a tempting option where the Scrum Master decides, assigns or approves. Those are almost never the best answer. The best answer usually enables others to act.
Simple explanation
The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide, by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization. They are also accountable for the Scrum Team's effectiveness, by enabling the team to improve its practices within the Scrum framework.
Serving the Scrum Team: coaching self-management and cross-functionality; helping focus on high-value Increments that meet the Definition of Done; causing the removal of impediments; ensuring events take place and are positive, productive and within the timebox.
Serving the Product Owner: helping find techniques for the Product Goal and backlog management; helping the team understand the need for clear items; helping establish empirical product planning; facilitating stakeholder collaboration as requested or needed.
Serving the organization: leading, training and coaching Scrum adoption; planning and advising Scrum implementations; helping people understand an empirical approach; removing barriers between stakeholders and Scrum Teams.
Scrum Masters are true leaders who serve the Scrum Team and the larger organization.
The Scrum Guide, 2020, Scrum Master
Deeper professional explanation
Leader, not manager
The Scrum Master does not assign tasks, approve plans, rate people or make technical decisions. Their influence comes from teaching, coaching, facilitating and changing the system around the team. When a Scrum Master starts deciding for the team, self-management weakens and the next problem comes back to them too.
"Causing the removal" of impediments
The wording matters. Sometimes the Scrum Master removes an impediment directly, for example by persuading a department to change a policy. Often the best move is helping the Developers solve it themselves. A Scrum Master who personally fixes everything creates dependence.
Choosing a stance
Practical adviceA new team often needs teaching: explaining Scrum. A growing team needs coaching: asking questions so people find their own answers. Difficult conversations need facilitating. Mature teams often need the Scrum Master to step back. The skill is choosing the right one for the moment.
Working on Sprint items
A Scrum Master may also work on Sprint Backlog items; in the Daily Scrum they then participate as a Developer. The Scrum Master accountability does not pause while they do.
A Scrum Master compared with a traditional project manager
In many traditional settings a project manager plans and assigns work, which can suit stable, well-known work. In Scrum the Developers plan and assign their own work, and the Scrum Master builds their ability to do so. Neither is "bad"; they fit different kinds of work.
Case study: Sam earns his role
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: The task disputeSprint 12
Two Developers argue about who should take a difficult integration task. They ask Sam, the Scrum Master, to decide so they can move on.
What should Sam do?
Best decision: B. Sam asks what each needs to succeed. They agree to pair on the task. Next time, they settle it without him.
Why not the others? A removes a self-management decision. C gives the PO a role the Guide does not. D adds hierarchy.
Decision 2: The release approvalSprint 14
Every release needs a signature from a security office that meets once a month. Done Increments wait weeks to reach users.
What is Sam's best approach?
Best decision: C. Sam brings the security lead to a Sprint Review. They agree to add security checks to the Definition of Done, and the monthly signature is replaced by a review of the checks. Releases go out weekly.
Why not the others? A exceeds his authority. B breaks a real standard. D ignores a real requirement.
Visual explanation
Three groups, one aim: a Scrum Team that keeps getting more effective.
Common misunderstandings
"The Scrum Master is the team's manager."
They serve and coach; they do not assign or rate.
"The Scrum Master must remove every impediment personally."
They cause the removal, often by enabling others.
"The Scrum Master is a meeting scheduler."
They are accountable for establishing Scrum and team effectiveness.
"A Scrum Master may serve only one team."
The Guide does not say this; what matters is that each team is served well.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
An option where the Scrum Master decides for the team.
Usually wrong; look for the option that helps the team decide.
"The Scrum Master orders the backlog when the PO is busy."
Ordering is the PO's accountability; the SM helps with techniques.
"The Scrum Master approves the Sprint Backlog."
The Sprint Backlog belongs to the Developers.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What is the Scrum Master accountable for?
Answer
B
Why
Scrum Master section.
Other options
D: PO. C: Developers. D: Not in the Guide.
Principle
Accountabilities
Reference
Scrum Guide 2020, Scrum Master
Scrum established, team effective.
Foundation
2.Which is a way the Scrum Master serves the organization?
Answer
C
Why
Scrum Master section.
Other options
A, B, D: Not SM services.
Principle
Serving the organization
Reference
Scrum Guide 2020, Scrum Master
Teach the organization.
Application
3.Developers ask the Scrum Master to decide who takes a task. What is best?
Answer
A
Why
Self-managing teams decide who does what.
Other options
B, C, D: Decide for them.
Principle
Coaching
Reference
Scrum Guide 2020, Scrum Master
Coach the decision.
Application
4.A security sign-off delays every release by weeks. What fits the Scrum Master best?
Answer
C
Why
Cause removal of impediments; remove barriers.
Other options
D: Exceeds authority. C: Breaks a standard. D: Ignores a need.
Principle
Impediments
Reference
Scrum Guide 2020, Scrum Master
Change the system properly.
Application
5.The PO writes unclear backlog items. How does the Scrum Master help?
Answer
D
Why
SM serves the PO this way.
Other options
A and C: Take over. C: Not the first step.
Principle
Serving the PO
Reference
Scrum Guide 2020, Scrum Master
Help, don't replace.
Application
6.The Daily Scrum always runs 30 minutes. What is the Scrum Master's role?
Answer
D
Why
SM ensures events are within the timebox.
Other options
A, B, C: Not helpful.
Principle
Events
Reference
Scrum Guide 2020, Scrum Master
Keep events in the box.
Application
7.A Scrum Master also works on Sprint items. How does she take part in the Daily Scrum?
Answer
B
Why
Daily Scrum section.
Other options
A, C, D: Not the Guide's statement.
Principle
Working on items
Reference
Scrum Guide 2020, Daily Scrum
Two hats.
Advanced
8.After a year, a team cannot hold any event without its Scrum Master. What does this suggest?
Answer
D
Why
The SM coaches self-management.
Other options
A, B, C: Miss the dependence.
Principle
Coaching
Reference
Scrum Guide 2020, Scrum Master
Measure by independence.
Advanced
9.Management asks for weekly velocity rankings of Developers. Which responses fit the Scrum Master? (Choose 2) (Choose 2)
Answer
A and D
Why
SM serves the organization by teaching empiricism.
Other options
B: Harms teamwork. D: Unhelpful.
Principle
Serving the organization
Reference
Scrum Guide 2020, Scrum Master
Educate, don't just comply.
Advanced
10.Which are services to the Product Owner? (Choose 2) (Choose 2)
Answer
A and B
Why
Scrum Master section.
Other options
C and D: Take over the PO's accountability.
Principle
Serving the PO
Reference
Scrum Guide 2020, Scrum Master
Equip the PO.
Advanced
11.A new team keeps asking the Scrum Master for answers months later. What change helps most?
Answer
B
Why
Different stages need different stances.
Other options
A: Keeps dependence. C: Abandons. D: Not enough.
Principle
Stances
Reference
Lesson 9
Teach early, coach later.
Advanced
12.Which is the LEAST appropriate Scrum Master activity?
Answer
A
Why
Who does what is a team decision.
Other options
B, C, D: Listed services.
Principle
Limits of the role
Reference
Scrum Guide 2020, Scrum Team
Coach; don't assign.
Lesson summary
The Scrum Master is accountable for establishing Scrum and the team's effectiveness.
True leaders who serve the team, the Product Owner and the organization.
They cause the removal of impediments, often by enabling others.
They do not assign tasks, rate people or make technical decisions.
Choose the right stance: teach, coach, facilitate or step back.
Working on Sprint items does not pause the Scrum Master accountability.
A self-managing team decides who does what, when and how. That freedom works inside the Scrum framework and the organization's standards, and it needs an organization that structures and empowers the team. Leadership in Scrum means creating the conditions for this, not directing the work.
About 30 minutes, including the practice questions
What you will learn
Define self-management and its boundaries.
Explain the organization's role in empowering Scrum Teams.
Describe what managers and leaders can usefully do around a Scrum Team.
Recognize behaviours that quietly remove self-management.
Label common facilitation and decision techniques as optional practices.
Exam strategyScenarios often show a manager, team lead or Scrum Master taking a decision that belongs to the team. The best answer restores the team's authority while respecting real limits such as organizational standards.
Simple explanation
Self-managing means the Scrum Team internally decides who does what, when and how. Nobody outside assigns its tasks.
Self-management has boundaries:
The Scrum framework itself is not up for change; the team cannot drop events or accountabilities.
The Product Owner orders the Product Backlog.
Organizational standards still apply; for example, an organizational Definition of Done is a minimum.
The Guide says Scrum Teams are structured and empowered by the organization to manage their own work. Self-management is not something a team can do alone.
They are also self-managing, meaning they internally decide who does what, when, and how.
The Scrum Guide, 2020, Scrum Team
Scrum Teams are structured and empowered by the organization to manage their own work.
The Scrum Guide, 2020, Scrum Team
Deeper professional explanation
How self-management quietly disappears
It rarely ends with an announcement. It erodes when a manager assigns "just this one" task, when a senior Developer's approval becomes expected, when the Scrum Master decides to save time, or when every tool change needs a signature. Each step looks harmless; together they move decisions away from the people closest to the work. The Guide notes that adaptation becomes more difficult when people are not empowered or self-managing.
What leaders can do
Practical adviceThe Guide does not describe a manager accountability inside Scrum. Leaders around Scrum Teams add value by setting clear goals and constraints, keeping teams stable, removing organizational barriers, providing tools and training, and respecting the Product Owner's decisions. They step out of daily task decisions.
The Scrum Master's role in self-management
The Scrum Master coaches the team in self-management and cross-functionality. That includes not becoming the team's decision-maker, and helping the organization change structures that block self-management, such as individual reward schemes or constant reassignment.
Facilitation and decision techniques
Optional practiceTeams often use techniques such as time-boxed discussions, voting methods or consent-based decisions to decide quickly together. These are helpful tools, not part of the Scrum Guide. Use whatever helps the team decide well within its timeboxes.
Disagreement is healthy
Self-managing teams disagree. The goal is not to remove conflict but to resolve it productively, guided by the Scrum values of respect, openness and courage. A team that never disagrees is often hiding problems.
Example: a municipal permits teamA city's permits team adopted Scrum, but each change to a form needed the director's approval. Sprint Reviews kept showing problems nobody could fix quickly. The director agreed to set the constraints (legal requirements, budget) and let the team decide changes within them. Waiting times for permits dropped within three Sprints.
Case study: The helpful manager
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: "Just this one task"Sprint 15
FreshCart's operations manager often walks to Kenji's desk with "just one small task". Kenji likes helping. The team's plan keeps slipping, and nobody knows why.
What is the best first step?
Best decision: B. The team discovers these "small" tasks took a full day per week. The manager now sends requests to Maya, who orders them with everything else. The team's forecasts become reliable again.
Why not the others? A hides work. C is hostile and solves nothing. D hides the problem instead of removing it.
Decision 2: The team that wants rulesSprint 16
New team members feel lost and ask Sam, the Scrum Master, to "just tell us who does what each Sprint".
What is the most helpful response?
Best decision: B. Sam runs a short session on planning the Sprint together, then coaches the first two Plannings. By the third Sprint the team plans without him.
Why not the others? A creates dependence that is hard to undo. C moves the dependence to the PO. D abandons a team that needs support.
Visual explanation
Self-management is real authority, inside two boundaries: the Scrum framework and the organization's standards.
Common misunderstandings
"Self-managing teams need no management at all."
Organizations still structure and empower teams and set standards.
"Self-management means the team can drop Scrum events."
It works within the framework, not over it.
"A good Scrum Master decides quickly for the team."
The Scrum Master coaches self-management; deciding for the team weakens it.
"Voting methods are part of Scrum."
They are optional practices, not in the Guide.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"Self-managing teams may set aside organizational standards."
An organizational DoD is a minimum; standards still apply.
An option where a manager assigns daily tasks "to help".
Who does what is decided inside the team.
"Self-managing" vs "self-organizing".
The 2020 Guide uses self-managing.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What does self-managing mean in the Scrum Guide?
Answer
A
Why
Scrum Team section.
Other options
D: PO. C, D: Not in the Guide.
Principle
Definition
Reference
Scrum Guide 2020, Scrum Team
Who, what, when, how.
Foundation
2.According to the Guide, how do Scrum Teams become able to manage their own work?
Answer
C
Why
Scrum Team section.
Other options
A, B, D: Not in the Guide.
Principle
Organization
Reference
Scrum Guide 2020, Scrum Team
Empowerment comes from the organization.
Application
3.A manager often gives Developers "small" tasks directly. What is the best first step?
Answer
D
Why
Transparency, and work enters through the PO.
Other options
A and B: Hide the problem. D: Hostile.
Principle
Erosion
Reference
Scrum Guide 2020, Product Owner
Small tasks add up.
Application
4.The organization requires a security standard in the DoD. A Developer says this violates self-management. What is accurate?
Answer
B
Why
Definition of Done section.
Other options
A, C, D: Not in the Guide.
Principle
Boundaries
Reference
Scrum Guide 2020, Definition of Done
Standards are the floor.
Application
5.New team members ask the Scrum Master to assign tasks. What is most helpful?
Answer
A
Why
SM coaches self-management.
Other options
B and C: Create dependence. D: Abandons them.
Principle
Coaching
Reference
Scrum Guide 2020, Scrum Master
Teach, then step back.
Application
6.A team uses a voting method to choose between two designs. What is accurate?
Answer
B
Why
Techniques can be added inside Scrum.
Other options
A, C, D: Not in the Guide.
Principle
Optional practices
Reference
Scrum Guide 2020, Scrum Definition
Tools, not rules.
Application
7.A team never disagrees in meetings. What is the most likely concern?
Answer
C
Why
Openness and courage include raising disagreement.
Self-management erodes through small, well-meant interventions.
Facilitation and voting techniques are optional practices.
Official reference
Scrum Guide 2020: Scrum Team, Scrum Master and Adaptation at scrumguides.org.
Lesson 11
The Sprint
The Sprint is a fixed-length event of one month or less that contains all the other events. A new Sprint starts immediately after the last. During the Sprint the Sprint Goal is protected, quality does not decrease, and scope can be clarified with the Product Owner.
About 30 minutes, including the practice questions
What you will learn
State the Sprint's length rule and why it is fixed.
Apply the four rules that hold during a Sprint.
Explain when and by whom a Sprint can be cancelled.
Explain how Sprints create predictability and limit risk.
Use forecasting practices without replacing empiricism.
Exam strategyExpect scenarios about extending Sprints, gaps between Sprints, mid-Sprint scope changes, cancellation, and quality shortcuts near the end of a Sprint.
Simple explanation
Sprints are the heartbeat of Scrum. Each one is a fixed length of one month or less, and a new Sprint starts right after the previous one ends. Sprint Planning, the Daily Scrums, the Sprint Review and the Sprint Retrospective all happen inside it.
During the Sprint:
No changes are made that would endanger the Sprint Goal.
Quality does not decrease.
The Product Backlog is refined as needed.
Scope may be clarified and renegotiated with the Product Owner as more is learned.
A Sprint could be cancelled if the Sprint Goal becomes obsolete. Only the Product Owner has the authority to cancel it.
Sprints enable predictability by ensuring inspection and adaptation of progress toward a Product Goal at least every calendar month.
The Scrum Guide, 2020, The Sprint
Deeper professional explanation
Why fixed length
Fixed length creates consistency. If a Sprint stretches whenever work is unfinished, it stops being a timebox and becomes a reaction to scope. The rhythm is what lets the team and stakeholders inspect progress reliably.
Why one month or less
When a Sprint's horizon is too long, the Guide says the Sprint Goal may become invalid, complexity may rise and risk may increase. Shorter Sprints generate more learning cycles and limit the risk of cost and effort to a smaller time frame. Each Sprint may be considered a short project.
Scope is flexible, the goal and quality are not
As the team learns, the exact work may change: items can be clarified, split or swapped with the Product Owner's agreement. What stays fixed is the Sprint Goal (unless it becomes obsolete) and the quality bar. Cutting a test the Definition of Done requires is never the way to finish on time.
Cancellation is rare and specific
A Sprint is cancelled only when its goal becomes obsolete, for example after a market or regulatory change. A goal that is merely hard to reach is not obsolete; the team adapts instead. The 2020 Guide does not detail what happens to Done work after cancellation; keeping useful Done work is sensible.
Forecasting practices
Optional practiceBurn-downs, burn-ups and cumulative flows may be useful, but they do not replace empiricism. In complex work, only what has already happened may be used for forward-looking decisions.
Case study: A Sprint under pressure
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: "Just three more days"Last day of Sprint 17
Two items are almost finished. Mr. Grant asks the team to extend the Sprint by three days so the Review looks better.
What is the best response?
Best decision: B. The Sprint ends on time. The Review shows the Done work honestly, and Maya places the two items at the top of the backlog.
Why not the others? A breaks the timebox. C misrepresents quality. D removes an inspection event.
Decision 2: The new regulationSprint 18, day 4
A new regulation bans the payment method the whole Sprint Goal depends on. The Developers have already finished one useful refactoring.
What is most appropriate?
Best decision: B. Maya cancels the Sprint. The team keeps the Done refactoring and starts a new Sprint Planning with a fresh goal.
Why not the others? A and D use authority they do not have. C ignores an obsolete goal.
Visual explanation
No gaps between Sprints, and no events outside them.
Common misunderstandings
"A Sprint can be extended to finish the work."
Sprints are fixed length; unfinished work returns to the Product Backlog.
"A hard Sprint Goal is a reason to cancel."
Only an obsolete goal is; a hard goal calls for adaptation.
"Teams need a gap between Sprints to prepare."
A new Sprint starts immediately after the previous one.
"Burn-down charts are required."
They are optional practices that never replace empiricism.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"Quality may be reduced to protect the Sprint Goal."
Quality does not decrease during the Sprint.
"The Developers can cancel the Sprint."
Only the Product Owner has that authority.
"Sprints must be two weeks."
Any fixed length of one month or less.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What is the maximum length of a Sprint?
Answer
D
Why
The Sprint section.
Other options
A: Common, not the limit. C: Too long. D: No such flexibility.
Principle
Length
Reference
Scrum Guide 2020, The Sprint
One month or less.
Foundation
2.When does a new Sprint start?
Answer
C
Why
The Sprint section.
Other options
A, B, D: Add gaps.
Principle
Cadence
Reference
Scrum Guide 2020, The Sprint
No gaps.
Application
3.On day 9 of 10, two items are not Done. A manager asks to extend the Sprint. What is best?
Answer
B
Why
Sprints are fixed length.
Other options
A: Breaks the timebox. C: Misrepresents quality. D: Not obsolete.
Principle
Fixed length
Reference
Scrum Guide 2020, The Sprint
Timebox the Sprint, not the work.
Application
4.Mid-Sprint, the team finds an item is much bigger than expected. The goal can still be met. What is allowed?
Answer
D
Why
Scope may be clarified and renegotiated.
Other options
A: Quality does not decrease. C: Fixed length. D: Not obsolete.
Principle
Scope
Reference
Scrum Guide 2020, The Sprint
Scope moves; goal holds.
Application
5.Who may cancel a Sprint, and when?
Answer
A
Why
The Sprint section.
Other options
B, C, D: Wrong authority or reason.
Principle
Cancellation
Reference
Scrum Guide 2020, The Sprint
Obsolete goal, PO decides.
Application
6.Why might a team choose shorter Sprints?
Answer
A
Why
The Sprint section.
Other options
B, C, D: Not the Guide's reasons.
Principle
Length
Reference
Scrum Guide 2020, The Sprint
Shorter = more learning.
Application
7.A burn-up chart shows the team on track, but Developers know a key item is blocked. What matters most?
Answer
C
Why
Forecasting does not replace empiricism.
Other options
A: Hides reality. C, D: Miss the point.
Principle
Forecasting
Reference
Scrum Guide 2020, The Sprint
Truth over charts.
Advanced
8.Which statements hold during a Sprint? (Choose 2) (Choose 2)
Answer
A and C
Why
The Sprint section.
Other options
D: Updated throughout. D: The goal is protected.
Principle
Sprint rules
Reference
Scrum Guide 2020, The Sprint
Quality holds; refinement continues.
Advanced
9.A hardware team wants six-week Sprints. What is the best response?
Answer
B
Why
The one-month limit is a rule.
Other options
A, C, D: Break the limit.
Principle
Length
Reference
Scrum Guide 2020, The Sprint
Smaller slices, not longer Sprints.
Advanced
10.The Sprint Goal looks impossible after a supplier delay, but is still valuable. What fits best?
Answer
C
Why
Hard is not obsolete.
Other options
D: Wrong condition. C: Fixed length. D: Not described in the Guide.
Principle
Cancellation
Reference
Scrum Guide 2020, The Sprint
Hard goal: adapt.
Advanced
11.How do Sprints enable predictability, according to the Guide?
Answer
D
Why
The Sprint section.
Other options
A, B, C: Not the Guide's explanation.
Principle
Predictability
Reference
Scrum Guide 2020, The Sprint
Monthly inspection.
Advanced
12.Which consequences does the Guide link to Sprints that are too long? (Choose 2) (Choose 2)
Answer
C and D
Why
The Sprint section.
Other options
A and B: Not in the Guide.
Principle
Length
Reference
Scrum Guide 2020, The Sprint
Long Sprints go stale.
Lesson summary
Sprints are fixed length, one month or less, back to back.
The Sprint contains all other events and all the work.
Goal protected, quality kept, backlog refined, scope renegotiable with the PO.
Only the PO may cancel, and only for an obsolete goal.
Sprints create predictability through monthly or faster inspection.
Forecasting tools help but never replace empiricism.
Sprint Planning starts the Sprint by answering three questions: why is this Sprint valuable, what can be Done, and how will it get done. The result is the Sprint Backlog: the Sprint Goal, the selected items and the plan.
About 30 minutes, including the practice questions
What you will learn
Describe the three topics of Sprint Planning.
Explain who proposes, who decides and who plans.
Use past performance, capacity and the Definition of Done to forecast.
Write a Sprint Goal that gives focus and flexibility.
Apply the timebox and know what may be left to emerge.
Exam strategyQuestions test ownership: the Product Owner proposes value, the whole Scrum Team defines the Sprint Goal, the Developers select items with the PO and decide how.
Simple explanation
Sprint Planning is attended by the whole Scrum Team; others may be invited to give advice. The Product Owner makes sure attendees are prepared to discuss the most important items and how they connect to the Product Goal.
Topic one, why: the Product Owner proposes how the product could increase its value; the whole team defines a Sprint Goal.
Topic two, what: through discussion with the Product Owner, the Developers select items. They may refine items during this process.
Topic three, how: the Developers plan the work needed to create a Done Increment, often by breaking items into work of one day or less.
Sprint Planning is timeboxed to a maximum of eight hours for a one-month Sprint, usually shorter for shorter Sprints. The Sprint Goal must be finalized before it ends.
How this is done is at the sole discretion of the Developers. No one else tells them how to turn Product Backlog items into Increments of value.
The Scrum Guide, 2020, Sprint Planning
Deeper professional explanation
Forecasting with evidence
The Guide says the more the Developers know about their past performance, their upcoming capacity and their Definition of Done, the more confident their forecast will be. A manager's hope or a stakeholder's wish is not a basis for selection.
A good Sprint Goal
"Finish items 1 to 6" is a list, not a goal. A good Sprint Goal states an outcome, such as "Customers can track their delivery in real time". It explains why the Sprint matters and leaves room to change the exact work. That flexibility is what makes mid-Sprint adaptation possible without losing direction.
The plan does not need to be complete
The Sprint Backlog emerges during the Sprint. Planning needs enough detail to start and to inspect progress at the Daily Scrum; the rest is planned as the team learns.
When the Product Owner is unprepared
If the Product Owner cannot explain why the top items matter, the Sprint Goal will be weak. The Scrum Master can help the Product Owner with techniques, and continuous refinement keeps top items ready.
Case study: Planning that works
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: Twelve items or eightSprint Planning 19
Maya wants twelve items in the Sprint for a big customer. Based on recent Sprints and two holidays, the Developers forecast eight.
Who decides, and how?
Best decision: B. The Developers take eight items and a clear Sprint Goal. Maya tells the customer what to expect. The forecast is met.
Why not the others? A overrides the Developers. C and D are not the Guide's process.
Decision 2: A goal that is a listSprint Planning 20
The team's draft Sprint Goal reads: "Complete items 14, 15, 16 and 17."
What is the best improvement?
Best decision: B. The goal becomes "Repeat customers can reorder in one tap". When item 16 proves harder than expected, the team finds a simpler way to reach the same outcome.
Why not the others? A removes flexibility. C confuses goal and plan. D moves ownership.
Visual explanation
Each topic has a clear owner. Most Planning questions test exactly that.
Common misunderstandings
"The Product Owner decides how much work goes into the Sprint."
The Developers select, through discussion with the PO.
"The plan must cover every task before the Sprint starts."
The Sprint Backlog emerges; enough detail to start is enough.
"Sprint Planning always takes eight hours."
Eight hours is the maximum for a one-month Sprint.
"The Sprint Goal is the list of selected items."
It is the single objective that gives the items purpose.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"Each item must be broken into tasks of exactly one day."
The Guide says this is often done, not required.
"The Sprint Goal can be finalized at the first Daily Scrum."
It must be finalized before Sprint Planning ends.
"Only the Scrum Team may attend."
Others may be invited to provide advice.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What are the three topics of Sprint Planning?
Answer
A
Why
Sprint Planning section.
Other options
B, C, D: Not in the Guide.
Principle
Topics
Reference
Scrum Guide 2020, Sprint Planning
Why, what, how.
Foundation
2.What is the timebox for Sprint Planning in a one-month Sprint?
Answer
C
Why
Maximum eight hours.
Other options
D: Review. C: Not in the Guide. D: There is one.
Principle
Timebox
Reference
Scrum Guide 2020, Sprint Planning
8 hours max.
Application
3.Who defines the Sprint Goal?
Answer
D
Why
PO proposes; the whole team defines.
Other options
A, B, C: Too narrow or wrong.
Principle
Ownership
Reference
Scrum Guide 2020, Sprint Planning
Whole team defines.
Application
4.The PO insists on twelve items; the Developers forecast eight. Who selects?
Answer
B
Why
Topic two.
Other options
A, C, D: Not the Guide's process.
Principle
Ownership
Reference
Scrum Guide 2020, Sprint Planning
Developers select.
Application
5.Which inputs most improve the Developers' forecast?
Answer
A
Why
Sprint Planning section.
Other options
B, C, D: Not evidence.
Principle
Forecasting
Reference
Scrum Guide 2020, Sprint Planning
Evidence, not hope.
Application
6.An invited architect starts deciding how to build the items. What is best?
Answer
B
Why
Advisers advise; how is the Developers'.
Other options
A and C: Move the decision. D: Overreacts.
Principle
Ownership
Reference
Scrum Guide 2020, Sprint Planning
Advice, not orders.
Application
7.When must the Sprint Goal be finalized?
Answer
C
Why
Sprint Planning section.
Other options
A, B, D: Too late or undefined.
Principle
Sprint Goal
Reference
Scrum Guide 2020, Sprint Planning
Before Planning ends.
Advanced
8.Planning ends with a clear goal but only half the tasks planned. What is accurate?
Answer
C
Why
The Sprint Backlog is updated as more is learned.
Other options
D: Breaks the timebox. C, D: Not in the Guide.
Principle
Emergent plan
Reference
Scrum Guide 2020, Sprint Backlog
Enough to start.
Advanced
9.Which make a stronger Sprint Goal? (Choose 2) (Choose 2)
Answer
A and C
Why
Commitment: Sprint Goal.
Other options
B: A list. D: Different scope.
Principle
Sprint Goal
Reference
Scrum Guide 2020, Sprint Goal
Outcome plus flexibility.
Advanced
10.A top item is too large to finish in the Sprint. What can happen during Planning?
11.The PO arrives unable to say why the top items matter. What is the likely result?
Answer
D
Why
The PO proposes value and prepares attendees.
Other options
A, B, C: Not accurate.
Principle
Preparation
Reference
Scrum Guide 2020, Sprint Planning
No why, weak goal.
Advanced
12.Which statements about Sprint Planning are accurate? (Choose 2) (Choose 2)
Answer
A and C
Why
Sprint Planning section.
Other options
B: Developers self-manage. D: Timebox is a maximum.
Principle
Facts
Reference
Scrum Guide 2020, Sprint Planning
Advisers welcome; small work.
Lesson summary
Three topics: why, what, how.
The PO proposes value; the whole team defines the Sprint Goal.
Developers select items with the PO and decide how.
Forecast from past performance, capacity and the DoD.
Up to eight hours for a one-month Sprint; the goal is fixed before it ends.
The plan emerges; start with enough detail.
Official reference
Scrum Guide 2020: Sprint Planning and Sprint Backlog at scrumguides.org.
Lesson 13
Daily Scrum
The Daily Scrum is a 15-minute event for the Developers, held every working day. Its purpose is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog, producing an actionable plan for the next day.
About 25 minutes, including the practice questions
What you will learn
State the purpose, timebox and attendees of the Daily Scrum.
Explain why the Developers choose its format.
Fix a Daily Scrum that has become a status meeting.
Explain that the plan can change at any time, not only at the Daily Scrum.
Describe how the Product Owner and Scrum Master take part.
Exam strategyClassic traps: the three questions as a rule, reporting to the Scrum Master or a manager, extending the timebox for problem solving, and believing plans change only at this event.
Simple explanation
The Daily Scrum is held at the same time and place every working day of the Sprint, to reduce complexity. It lasts 15 minutes. The Developers can use any structure and techniques, as long as it focuses on progress toward the Sprint Goal and produces an actionable plan for the next day.
If the Product Owner or Scrum Master are actively working on Sprint Backlog items, they take part as Developers.
Daily Scrums improve communication, identify impediments, promote quick decisions, and so remove the need for other meetings.
The Daily Scrum is not the only time Developers are allowed to adjust their plan. They often meet throughout the day for more detailed discussions about adapting or re-planning the rest of the Sprint's work.
The Scrum Guide, 2020, Daily Scrum
Deeper professional explanation
From status meeting to planning event
A Daily Scrum where each person reports to the Scrum Master, the Product Owner or a manager has lost its purpose. Signs: people look at one person while speaking, nobody changes the plan, and problems are "noted" rather than acted on. The fix is to refocus on one question: given where we are, what is our plan for reaching the Sprint Goal?
The three questions are gone
Older Guides suggested three questions. The 2020 Guide removed them and lets the Developers choose any format: walking the board, focusing on the riskiest item, or something else.
Keep it short; solve problems after
The timebox is fixed. Detailed technical discussions happen afterward, with only the people who need to be there. A 40-minute Daily Scrum usually means problem solving has moved into the wrong place.
Every working day
Teams sometimes skip it when "nothing changed". But the event exists to discover whether something has. Skipping events loses opportunities to inspect and adapt.
Case study: Fixing the morning meeting
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: Reporting to SamSprint 21
Each Developer reads yesterday's tasks aloud to Sam, the Scrum Master. Nobody discusses the Sprint Goal, and integration problems keep appearing at the end of the Sprint.
What should Sam do?
Best decision: B. Sam stops facilitating. The Developers start each Daily Scrum by looking at what still blocks the goal. Integration issues surface on day 2 instead of day 9.
Why not the others? A deepens the reporting. C removes the event. D changes the audience, not the purpose.
Decision 2: The 40-minute Daily ScrumSprint 22
The Daily Scrum regularly runs 40 minutes because two Developers debate technical details.
What is the best fix?
Best decision: B. The Daily Scrum ends in 12 minutes. The two Developers and one colleague solve the issue straight after.
Why not the others? A breaks the timebox. C overcorrects. D removes daily inspection.
Visual explanation
Same 15 minutes, very different value.
Common misunderstandings
"The Daily Scrum uses three fixed questions."
The 2020 Guide lets the Developers choose any structure.
"The Scrum Master must attend and run it."
The SM ensures it happens; the Developers own it.
"Plans may only change at the Daily Scrum."
Developers can adjust their plan at any time.
"A short Daily Scrum is too short."
15 minutes is a maximum, not a target.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"The timebox can grow for larger teams."
It is 15 minutes regardless.
"The Daily Scrum's purpose is to update the PO."
Its purpose is inspecting progress toward the Sprint Goal and adapting the plan.
"Skip it when nothing has changed."
It is held every working day.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What is the purpose of the Daily Scrum?
Answer
B
Why
Daily Scrum section.
Other options
C and D: Status reporting. D: Happens after.
Principle
Purpose
Reference
Scrum Guide 2020, Daily Scrum
Inspect and adapt daily.
Foundation
2.How long is the Daily Scrum?
Answer
C
Why
Daily Scrum section.
Other options
A, B, D: Not in the Guide.
Principle
Timebox
Reference
Scrum Guide 2020, Daily Scrum
Always 15.
Application
3.Who decides the format of the Daily Scrum?
Answer
A
Why
Developers choose structure and techniques.
Other options
B, C, D: Not their decision.
Principle
Ownership
Reference
Scrum Guide 2020, Daily Scrum
Their event, their format.
Application
4.A Developer finds a blocker at 2 p.m. A colleague says to wait for tomorrow's Daily Scrum. What is accurate?
Answer
C
Why
The Daily Scrum is not the only time to adjust.
Other options
A, B, D: Not in the Guide.
Principle
Adaptation
Reference
Scrum Guide 2020, Daily Scrum
Change when you learn.
Application
5.The PO is coding some Sprint items this Sprint. How does she join the Daily Scrum?
Answer
D
Why
Daily Scrum section.
Other options
A, B, C: Not the Guide's statement.
Principle
Participation
Reference
Scrum Guide 2020, Daily Scrum
Working on items: join as a Developer.
Application
6.A team skips the Daily Scrum on quiet days. What is best?
Answer
D
Why
Events are not optional.
Other options
A, B, C: Weaken the event.
Principle
Cadence
Reference
Scrum Guide 2020, Daily Scrum
Every working day.
Application
7.Why is the Daily Scrum held at the same time and place?
Answer
B
Why
Daily Scrum section.
Other options
A, C, D: Not the reason.
Principle
Cadence
Reference
Scrum Guide 2020, Daily Scrum
Same time, less complexity.
Advanced
8.A Daily Scrum always runs 40 minutes due to technical debates. What fits best?
The Sprint Review is a working session where the Scrum Team and key stakeholders inspect the outcome of the Sprint and decide what to do next. The Product Backlog may be adjusted. It is not a release gate and not just a demo.
About 30 minutes, including the practice questions
What you will learn
State the purpose, timing and attendees of the Sprint Review.
Turn a one-way demo into a collaborative working session.
Explain why undone work is not presented.
Explain why the Review is never a gate to release.
Distinguish the Review from the Retrospective.
Exam strategyCommon traps: treating the Review as an approval gate, showing undone work, presenting slides only, skipping it when the Increment is small, and confusing it with the Retrospective.
Simple explanation
The Sprint Review is the second-to-last event of the Sprint, timeboxed to a maximum of four hours for a one-month Sprint (usually shorter for shorter Sprints).
The Scrum Team presents the results of its work to key stakeholders, and progress toward the Product Goal is discussed. Together they review what was accomplished and what has changed in the environment, and collaborate on what to do next. The Product Backlog may be adjusted to meet new opportunities.
The Sprint Review should never be considered a gate to releasing value.
The Scrum Guide, 2020, Increment
The Scrum Team should avoid limiting it to a presentation.
The Scrum Guide, 2020, Sprint Review
Deeper professional explanation
From demo to working session
A polished presentation with polite applause misses the point. A good Review shows the real Increment, discusses what changed in the market, budget or timeline, and ends with a shared view of what comes next, often a reordered Product Backlog.
Only Done work is shown as the Increment
If an item does not meet the Definition of Done, it cannot be released or even presented at the Review; it returns to the Product Backlog. Showing "almost done" work creates a false picture of progress.
Not a release gate
Increments may be delivered to stakeholders before the Sprint ends. The Review inspects the outcome and the direction; it does not approve releases. A director who uses it to sign off features is turning it into a gate.
Review versus Retrospective
The Review looks at the product and what to do next, with stakeholders. The Retrospective looks at how the team works, within the Scrum Team.
Case study: The Review that changed direction
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: The polished demoSprint 23
FreshCart's Reviews are slide shows. Stakeholders clap and leave. Usage data shows a new feature is barely used, but nobody has mentioned it.
What would most improve the Review?
Best decision: B. The next Review shows the live app and the usage numbers. Stakeholders agree to drop two planned features and improve search instead. Maya reorders the backlog on the spot.
Why not the others? A and C keep it one-way. D removes inspection.
Decision 2: "Release it anyway"Sprint 24 Review
A key customer sees a feature that works but has not passed security testing required by the Definition of Done, and demands it be released today.
What is the correct response?
Best decision: B. Maya places it at the top of the backlog. It passes testing and ships early in the next Sprint.
Why not the others? A and C release undone work. D is not the SM's decision.
Visual explanation
Inspect the outcome, then adapt the direction.
Common misunderstandings
"The Sprint Review is a demo."
It is a working session; the team should avoid limiting it to a presentation.
"Features are approved for release at the Review."
The Review is never a gate to releasing value.
"Almost-done work can be shown if labelled."
Work not meeting the DoD is not presented as part of the Increment.
"Small Increments don't need a Review."
The Review inspects the outcome and the environment every Sprint.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"The Review is the last event of the Sprint."
It is second to last; the Retrospective concludes the Sprint.
"The team inspects its processes at the Review."
That belongs to the Retrospective.
"The Review timebox is exactly 4 hours."
Four hours is the maximum for a one-month Sprint.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What is the purpose of the Sprint Review?
Answer
B
Why
Sprint Review section.
Other options
D: Not a gate. C: Not a purpose. D: Sprint Planning.
Principle
Purpose
Reference
Scrum Guide 2020, Sprint Review
Outcome and next steps.
Foundation
2.What is the Review timebox for a one-month Sprint?
Answer
C
Why
Sprint Review section.
Other options
B: Planning. C: Retro. D: Not in the Guide.
Principle
Timebox
Reference
Scrum Guide 2020, Sprint Review
4 hours max.
Application
3.Stakeholders leave every Review without giving feedback. What helps most?
Answer
A
Why
Avoid limiting it to a presentation.
Other options
B and C: Still one-way. D: Removes inspection.
Principle
Working session
Reference
Scrum Guide 2020, Sprint Review
Dialogue, not show.
Application
4.A feature has not passed testing the DoD requires. May it be shown at the Review as part of the Increment?
Answer
C
Why
Definition of Done section.
Other options
A, B, D: Not in the Guide.
Principle
Done work
Reference
Scrum Guide 2020, Definition of Done
Not Done, not shown.
Application
5.May the Product Backlog change during the Review?
Answer
D
Why
Sprint Review section.
Other options
A, B, C: Not in the Guide.
Principle
Adaptation
Reference
Scrum Guide 2020, Sprint Review
Review can reorder.
Application
6.A team released features during the Sprint. Is the Review still needed?
Answer
D
Why
The Review is never skipped.
Other options
A, B, C: Treat it as optional.
Principle
Purpose
Reference
Scrum Guide 2020, Sprint Review
Release ≠ review.
Application
7.Which event is second to last in the Sprint?
Answer
B
Why
Sprint Review section.
Other options
A: The last. C, D: Not second to last.
Principle
Order
Reference
Scrum Guide 2020, Sprint Review
Review, then Retro.
Advanced
8.A director signs off each feature at the Review like a contract inspection. What is the main concern?
Answer
D
Why
The Review should never be a gate.
Other options
A, B, C: Not the issue.
Principle
Not a gate
Reference
Scrum Guide 2020, Increment
Collaborate, don't sign off.
Advanced
9.Which belong in the Sprint Review? (Choose 2) (Choose 2)
Answer
A and D
Why
Sprint Review section.
Other options
B: Retrospective. D: Developers in Planning.
Principle
Content
Reference
Scrum Guide 2020, Sprint Review
Environment and next steps.
Advanced
10.A Review always ends with "thank you" and no backlog changes for months. What does this suggest? (Choose 2) (Choose 2)
Answer
A and B
Why
The Review exists to determine adaptations.
Other options
C: Unlikely in complex work. D: Contradicts the Guide.
Principle
Adaptation
Reference
Scrum Guide 2020, Sprint Review
No change for months is a warning.
Advanced
11.Which best distinguishes the Review from the Retrospective?
Answer
B
Why
Purposes differ.
Other options
A, C, D: Not accurate.
Principle
Review vs Retro
Reference
Scrum Guide 2020
Product vs process.
Advanced
12.Only internal managers attend a team's Reviews, never users. What is the most likely risk?
Answer
A
Why
Key stakeholders provide real feedback.
Other options
B, C, D: Not consequences.
Principle
Attendees
Reference
Scrum Guide 2020, Sprint Review
Invite the people who use it.
Lesson summary
Purpose: inspect the Sprint's outcome and decide future adaptations.
A working session with key stakeholders, not a presentation.
Covers what was done, what changed in the environment and progress to the Product Goal.
The Product Backlog may be adjusted.
Undone work is not presented; the Review is never a release gate.
Up to four hours for a one-month Sprint; second to last event.
Official reference
Scrum Guide 2020: Sprint Review and Increment at scrumguides.org.
Lesson 15
Sprint Retrospective
The Sprint Retrospective concludes the Sprint. The Scrum Team inspects individuals, interactions, processes, tools and its Definition of Done, and plans ways to increase quality and effectiveness. The most helpful changes are addressed as soon as possible.
About 25 minutes, including the practice questions
What you will learn
State the purpose, timing and attendees of the Retrospective.
Name what the team inspects.
Turn discussion into a small number of real improvements.
Explain why improvements can go into the next Sprint Backlog.
Keep the Retrospective safe and blame-free.
Exam strategyExpect questions on who attends, what is inspected (including the Definition of Done), skipping Retrospectives, and how improvements are made real.
Simple explanation
The Retrospective is the last event of the Sprint, timeboxed to a maximum of three hours for a one-month Sprint (usually shorter for shorter Sprints). The whole Scrum Team attends.
The team inspects how the last Sprint went: individuals, interactions, processes, tools and its Definition of Done. It discusses what went well, what problems it met, and how those problems were or were not solved. It identifies the most helpful changes to improve its effectiveness.
The most impactful improvements are addressed as soon as possible. They may even be added to the Sprint Backlog for the next Sprint.
The Scrum Guide, 2020, Sprint Retrospective
Deeper professional explanation
From complaints to change
A Retrospective that produces ten ideas and no change is a ritual. Choose one or two of the most helpful changes, make them visible (for example in the next Sprint Backlog), and check at the next Retrospective whether they worked.
Find the assumptions
The Guide says assumptions that led the team astray are identified and their origins explored. "We assumed customers wanted speed; they wanted reliability" is far more useful than "the feature was wrong".
The Definition of Done is on the table
The Retrospective is where the team can strengthen its Definition of Done, within any organizational standard. A stronger DoD may change future forecasts.
The whole Scrum Team, safely
The Product Owner is part of the Scrum Team and attends; interactions with the Product Owner are often worth improving. Openness depends on safety. If a manager's presence silences people, find other ways to share impediments with that manager.
Not optional for mature teams
Mature teams still improve. Skipping the Retrospective loses an opportunity to inspect and adapt.
Case study: Retrospectives that work
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: The same complaintsSprint 25
For five Sprints, the Retrospective has listed the same problems: unclear items, late test environments, interruptions. Nothing changes.
What is the best change?
Best decision: B. The team chooses to refine items with Maya every Wednesday. Two Sprints later, unclear items drop sharply and the team picks the next problem.
Why not the others? A removes improvement. C takes ownership away. D skips the team's own action.
Decision 2: The manager's visitSprint 26
A department manager asks to attend Retrospectives "to understand the team's problems". When he attends, nobody speaks openly.
What is the most appropriate response?
Best decision: B. Sam meets the manager after each Retrospective to share impediments that need his help. Openness returns, and the manager gets better information.
Why not the others? A, C and D keep the safety problem.
Visual explanation
Product versus process: the most common confusion between the two events.
Common misunderstandings
"Mature teams can skip Retrospectives."
Every Sprint ends with one; there is always something to improve.
"The Retrospective is for Developers only."
The whole Scrum Team attends, including the PO.
"Improvements happen outside Sprint work."
They may be added to the next Sprint Backlog.
"The Retrospective finds who caused problems."
It finds what to improve, including the origins of wrong assumptions.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"The Definition of Done is reviewed at the Sprint Review."
The Retrospective inspects the DoD.
"The Retrospective timebox is four hours."
Three hours for a one-month Sprint; four is the Review.
"Stakeholders attend the Retrospective."
It is the Scrum Team's event.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What is the purpose of the Sprint Retrospective?
Answer
B
Why
Retrospective section.
Other options
C and D: Review topics. D: Not a purpose.
Principle
Purpose
Reference
Scrum Guide 2020, Sprint Retrospective
Better quality and effectiveness.
Foundation
2.Which event concludes the Sprint?
Answer
C
Why
Retrospective section.
Other options
A, B, D: Not the last.
Principle
Order
Reference
Scrum Guide 2020, Sprint Retrospective
Retro ends the Sprint.
Application
3.What may the team inspect in the Retrospective?
Answer
A
Why
Retrospective section.
Other options
B, C, D: Not Retro topics.
Principle
Scope
Reference
Scrum Guide 2020, Sprint Retrospective
DoD is in scope.
Application
4.Ten ideas come up every Retrospective, and none are done. What helps most?
Answer
C
Why
The most helpful changes are addressed as soon as possible.
Other options
A and D: Worse. D: Removes ownership.
Principle
Improvement
Reference
Scrum Guide 2020, Sprint Retrospective
Fewer, done.
Application
5.The PO says Retrospectives are "for the Developers". What is accurate?
Answer
D
Why
The Scrum Team inspects how the Sprint went.
Other options
A, B, C: Not in the Guide.
Principle
Attendees
Reference
Scrum Guide 2020, Sprint Retrospective
Whole team.
Application
6.A wrong assumption about customers caused rework. What does the Guide suggest?
Answer
D
Why
Retrospective section.
Other options
B: Blame. C: It's a process topic. D: Contradicts the Guide.
Principle
Assumptions
Reference
Scrum Guide 2020, Sprint Retrospective
Trace the assumption.
Application
7.A manager's presence silences the team. What is best?
Answer
B
Why
Openness depends on safety.
Other options
A, C, D: Keep the problem.
Principle
Safety
Reference
Scrum Guide 2020, Scrum Values
Safety enables openness.
Advanced
8.A team strengthens its DoD in the Retrospective. What should it expect?
Answer
D
Why
Forecasts depend on the DoD.
Other options
A, B, C: Not in the Guide.
Principle
DoD
Reference
Scrum Guide 2020, Sprint Planning
New Done, new forecasts.
Advanced
9.Which are typical Retrospective discussions? (Choose 2) (Choose 2)
Answer
A and D
Why
Retrospective section.
Other options
B and C: Review topics.
Principle
Content
Reference
Scrum Guide 2020, Sprint Retrospective
Wins, problems, fixes.
Advanced
10.A mature team proposes skipping Retrospectives. What is the best response?
Answer
B
Why
Events are not optional.
Other options
A, C, D: Remove or weaken it.
Principle
Cadence
Reference
Scrum Guide 2020, Scrum Events
Mature teams still improve.
Advanced
11.Which statements about Retrospective improvements are accurate? (Choose 2) (Choose 2)
Answer
A and B
Why
Retrospective section.
Other options
C and D: Delay improvement.
Principle
Improvement
Reference
Scrum Guide 2020, Sprint Retrospective
Act soon.
Advanced
12.Which best distinguishes the Retrospective from the Review?
Answer
A
Why
Purposes differ.
Other options
B, C, D: Not accurate.
Principle
Review vs Retro
Reference
Scrum Guide 2020
Process vs product.
Lesson summary
The Retrospective concludes the Sprint; the whole Scrum Team attends.
It inspects individuals, interactions, processes, tools and the DoD.
It looks at what went well, what went wrong, and why.
Choose the most helpful changes and act soon, even in the next Sprint Backlog.
The Product Backlog is an emergent, ordered list of what is needed to improve the product, and the single source of work for the Scrum Team. Refinement keeps items ready. The Product Goal is its commitment: the long-term objective the team plans against.
About 35 minutes, including the practice questions
What you will learn
Describe the Product Backlog and why it is a single source of work.
Explain refinement as an ongoing activity, and who sizes items.
Define when an item is ready for selection.
Write a Product Goal that describes a future state of the product.
Apply the rule of one Product Goal at a time.
Exam strategyQuestions test the single source of work, refinement as an activity (not an event, no 10% rule), Developers sizing, and what a Product Goal is.
Simple explanation
The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team. The Product Owner is accountable for it.
Refinement is the act of breaking down and further defining items into smaller, more precise items. It is an ongoing activity that adds details such as a description, order and size. Items that can be Done by the Scrum Team within one Sprint are ready for selection in Sprint Planning.
The Product Goal describes a future state of the product. It is in the Product Backlog, and the rest of the backlog emerges to define what will fulfil it. It is the long-term objective for the Scrum Team; they must fulfil or abandon one objective before taking on the next.
The Developers who will be doing the work are responsible for the sizing. The Product Owner may influence the Developers by helping them understand and select trade-offs.
The Scrum Guide, 2020, Product Backlog
Deeper professional explanation
One list, one order
Separate lists for defects, technical work, sales requests or compliance hide value trade-offs. Everything the team works on belongs in the one Product Backlog, ordered by the Product Owner.
Refinement is not an event
The 2020 Guide sets no timebox and no percentage for refinement; the old "10% of capacity" rule is gone. Many teams hold regular refinement sessions as a practice. What matters is that top items are ready when Sprint Planning arrives.
Detail where it is needed
Practical adviceItems near the top are small and well understood; items further down can stay rough. Detailing work two years ahead is often waste, because needs will change. A huge backlog with hundreds of equal-priority items is hard to keep transparent.
What a product is
The Guide describes a product as a vehicle to deliver value, with a clear boundary, known stakeholders, and well-defined users or customers. It could be a service, a physical product or something more abstract.
A good Product Goal
"Deliver features 1 to 40 by June" is a list and a date. "Patients can book and change appointments online without calling" is a future state the team can plan against and measure progress toward.
Example: an equipment rental companyIts Product Goal is "Customers can book, track and return equipment without phoning the depot". When a pilot shows customers mostly want real-time tracking, the Product Owner moves tracking items up and drops a planned loyalty feature.
Case study: Cleaning up the backlog
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: Two listsMonth 9
FreshCart keeps a feature backlog in one tool and a separate defect list owned by support. Developers pick from both, and nobody knows what matters most.
What is the best fix?
Best decision: B. Maya merges the lists. Two old defects turn out to matter more than a planned feature, and are fixed first.
Why not the others? A, C and D keep two sources of work.
Decision 2: The pivotMonth 10
A competitor's move makes FreshCart's Product Goal, "Become the fastest grocery delivery in the city", unrealistic. The team proposes a new goal focused on scheduled weekly deliveries.
What does the Guide allow?
Best decision: B. Maya abandons the old goal and sets the new one. The backlog is reordered around scheduled deliveries.
Why not the others? A ignores the evidence. C and D break one objective at a time.
Visual explanation
Practical modelThis shape is common practice, not a rule in the Guide.
Common misunderstandings
"Refinement is a Scrum event."
It is an ongoing activity.
"Refinement takes 10% of capacity."
That came from older Guides; the 2020 Guide sets no percentage.
"The Product Owner sizes items."
The Developers who will do the work size them.
"A team can pursue two Product Goals at once."
One objective at a time: fulfil or abandon before the next.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"Defects live in a separate list."
The Product Backlog is the single source of work.
"Items are ready once estimated in story points."
Ready means it can be Done within one Sprint.
"The Product Goal is finalized at each Sprint Planning."
That describes the Sprint Goal; the Product Goal is long-term.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What is the Product Backlog?
Answer
B
Why
Product Backlog section.
Other options
D: It is emergent. C: Sprint Backlog. D: Too narrow.
Principle
Definition
Reference
Scrum Guide 2020, Product Backlog
Emergent and ordered.
Foundation
2.Is refinement a Scrum event?
Answer
C
Why
Product Backlog section.
Other options
A, B, D: Not in the 2020 Guide.
Principle
Refinement
Reference
Scrum Guide 2020, Product Backlog
Activity, not event.
Application
3.Who sizes Product Backlog items?
Answer
A
Why
Product Backlog section.
Other options
C: May help with trade-offs. C, D: No.
Principle
Sizing
Reference
Scrum Guide 2020, Product Backlog
Doers size.
Application
4.When is an item ready for Sprint Planning?
Answer
C
Why
Product Backlog section.
Other options
A, B, D: Optional practices or invented gates.
Principle
Readiness
Reference
Scrum Guide 2020, Product Backlog
Done-able in one Sprint.
Application
5.Support keeps a separate defect list for the team. What is the problem?
Answer
D
Why
Single source of work.
Other options
A, B, C: Not the issue.
Principle
Single source
Reference
Scrum Guide 2020, Product Backlog
One list for all work.
Application
6.What does the Product Goal describe?
Answer
D
Why
Commitment: Product Goal.
Other options
B: Sprint Goal. C: DoD. D: Not in the Guide.
Principle
Product Goal
Reference
Scrum Guide 2020, Product Goal
Future state.
Application
7.A market change makes the Product Goal unrealistic. What may the team do?
Answer
B
Why
Fulfil or abandon before the next.
Other options
A: Ignores evidence. C, D: Break one objective at a time.
Principle
Product Goal
Reference
Scrum Guide 2020, Product Goal
Abandoning is allowed.
Advanced
8.A PO overwrites the Developers' sizes to fit a plan. What is the issue?
Answer
D
Why
Product Backlog section.
Other options
A, B, C: Not in the Guide.
Principle
Sizing
Reference
Scrum Guide 2020, Product Backlog
Don't overwrite the doers.
Advanced
9.Which statements about refinement are accurate? (Choose 2) (Choose 2)
Answer
A and D
Why
Product Backlog section.
Other options
B: Older guide. D: Developers take part.
Principle
Refinement
Reference
Scrum Guide 2020, Product Backlog
Smaller and clearer.
Advanced
10.A backlog has 400 items, all marked "high". What is the main problem?
Answer
B
Why
The backlog is an ordered list.
Other options
A, C, D: Not in the Guide.
Principle
Ordering
Reference
Scrum Guide 2020, Product Backlog
All high = no order.
Advanced
11.Which describe a product, per the Guide? (Choose 2) (Choose 2)
Answer
A and B
Why
Commitment: Product Goal.
Other options
C and D: Not in the Guide.
Principle
Product
Reference
Scrum Guide 2020, Product Goal
Products take many forms.
Advanced
12.Which Product Goal best fits the Guide?
Answer
A
Why
A future state of the product.
Other options
D: List and date. C: Output metric. D: Project constraint.
Principle
Product Goal
Reference
Scrum Guide 2020, Product Goal
Describe the future, not a list.
Lesson summary
The Product Backlog is an emergent, ordered list and the single source of work.
Refinement is an ongoing activity; there is no timebox or percentage.
Developers size items; the PO may help with trade-offs.
Ready means it can be Done within one Sprint.
The Product Goal is a long-term future state, in the Product Backlog.
One Product Goal at a time: fulfil or abandon before the next.
Official reference
Scrum Guide 2020: Product Backlog and Commitment: Product Goal at scrumguides.org.
Lesson 17
Sprint Backlog and Sprint Goal
The Sprint Backlog is a plan by and for the Developers: the Sprint Goal (why), the selected items (what) and a plan (how). The Sprint Goal is the commitment; it stays fixed while the exact work can change.
About 30 minutes, including the practice questions
What you will learn
Describe the three parts of the Sprint Backlog.
Explain who owns and updates the Sprint Backlog.
Explain the Sprint Goal as the commitment that gives focus and flexibility.
Handle work that turns out different than expected.
Separate the Sprint Goal from the Product Goal.
Exam strategyQuestions test ownership (Developers), timing (updated throughout the Sprint), and the difference between committing to a goal and guaranteeing every item.
Simple explanation
The Sprint Backlog is composed of the Sprint Goal (why), the Product Backlog items selected for the Sprint (what), and an actionable plan for delivering the Increment (how). It is a highly visible, real-time picture of the work the Developers plan to do, and it is updated throughout the Sprint as more is learned. It should have enough detail that the Developers can inspect their progress at the Daily Scrum.
The Sprint Goal is the single objective for the Sprint. It is a commitment by the Developers, created during Sprint Planning and then added to the Sprint Backlog. It creates coherence and focus, encouraging the Scrum Team to work together rather than on separate initiatives.
Although the Sprint Goal is a commitment by the Developers, it provides flexibility in terms of the exact work needed to achieve it.
The Scrum Guide, 2020, Commitment: Sprint Goal
If the work turns out to be different than they expected, they collaborate with the Product Owner to negotiate the scope of the Sprint Backlog within the Sprint without affecting the Sprint Goal.
The Scrum Guide, 2020, Commitment: Sprint Goal
Deeper professional explanation
Goal fixed, work flexible
The selected items are a forecast, not a promise. If the team learns a better path to the goal, the plan changes. If items must be added or removed, the Developers agree it with the Product Owner. A Sprint that meets its goal but leaves two items unfinished is a success; the items return to the Product Backlog.
Who changes what
The Developers change their plan whenever they learn something: tasks, order, who does what. Changing which items are in the Sprint is a scope change negotiated with the Product Owner. Nobody else, not a manager, a stakeholder or the Product Owner alone, edits the Developers' plan.
Visible, not policed
The Sprint Backlog should be highly visible. Using it to measure individual hours or rank people turns it into a control tool, and people start hiding the real state, which destroys the transparency it exists for.
Sprint Goal versus Product Goal
The Product Goal is the long-term objective, in the Product Backlog. The Sprint Goal is the single objective of one Sprint, in the Sprint Backlog. Each Sprint Goal should move the product toward the Product Goal.
Case study: When the plan meets reality
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: A better pathSprint 27, day 4
The Sprint Goal is "Customers can pay with saved cards". The Developers find a library that removes the need for two selected items, but requires one new item.
What should they do?
Best decision: B. Maya agrees in five minutes. The goal is reached two days early, and the team uses the time on a small valuable item she adds.
Why not the others? A ignores learning. C changes scope without the PO. D delays a better approach.
Decision 2: The manager's spreadsheetSprint 28
A manager starts exporting the Sprint Backlog daily to compare how many tasks each Developer closes.
What is the best response from the Scrum Master?
Best decision: B. The manager switches to watching Sprint Goal progress and the Increment at Reviews. Developers stop splitting tasks artificially to look busy.
Why not the others? A destroys transparency. C lets misuse continue. D rewards gaming.
Visual explanation
The further right, the more freely it changes.
Common misunderstandings
"The Sprint Backlog is frozen after Planning."
It is updated throughout the Sprint as more is learned.
"The commitment is to finish every selected item."
The commitment is the Sprint Goal; items are a forecast.
"The Product Owner owns the Sprint Backlog."
It is a plan by and for the Developers.
"A Sprint that leaves items unfinished failed."
If the Sprint Goal was met, it succeeded.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"The Product Owner may add items to the Sprint Backlog alone."
Scope changes are negotiated with the Developers, protecting the goal.
"The Sprint Goal may change daily."
The plan adapts daily; the goal is the Sprint's single objective.
"Sprint Goal and Product Goal are the same at different times."
One Sprint vs long-term; different artifacts.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.Which three parts make up the Sprint Backlog?
Answer
A
Why
Sprint Backlog section.
Other options
D: Other artifacts. C: Not the Guide's parts. D: Not artifacts.
Principle
Parts
Reference
Scrum Guide 2020, Sprint Backlog
Why, what, how.
Foundation
2.Who is the Sprint Goal a commitment by?
Answer
C
Why
Commitment: Sprint Goal.
Other options
A, B, D: Not the Guide's statement.
Principle
Commitment
Reference
Scrum Guide 2020, Sprint Goal
Developers commit.
Application
3.When is the Sprint Backlog updated?
Answer
D
Why
Sprint Backlog section.
Other options
A, B, C: Too limited.
Principle
Updates
Reference
Scrum Guide 2020, Sprint Backlog
Real-time plan.
Application
4.A Developer adds a refactoring task that supports the goal. Whose approval is needed?
Answer
B
Why
The plan belongs to the Developers.
Other options
A, C, D: Not required.
Principle
Ownership
Reference
Scrum Guide 2020, Sprint Backlog
Their plan.
Application
5.How much detail should the Sprint Backlog have?
Answer
A
Why
Sprint Backlog section.
Other options
C: Too much. C: Too little. D: Wrong owner.
Principle
Detail
Reference
Scrum Guide 2020, Sprint Backlog
Enough to inspect.
Application
6.What does the Sprint Goal create for the team?
Answer
B
Why
Commitment: Sprint Goal.
Other options
A, C, D: Not in the Guide.
Principle
Purpose
Reference
Scrum Guide 2020, Sprint Goal
One goal, one team.
Application
7.A Sprint meets its goal, but two items remain. What happens to them?
Answer
C
Why
Items are a forecast; unfinished ones go back.
Other options
B: Breaks the DoD. C: Fixed length. D: Not automatic.
Principle
Forecast
Reference
Scrum Guide 2020, Sprint Goal
Goal met is success.
Advanced
8.Developers find a better path that drops two items but keeps the goal. What is best?
Answer
C
Why
Scope is negotiated with the PO.
Other options
D: Ignores learning. C: Bypasses the PO. D: Delays.
Principle
Scope
Reference
Scrum Guide 2020, Sprint Goal
Better path, agreed openly.
Advanced
9.A manager uses the Sprint Backlog to count each person's closed tasks. What are the risks? (Choose 2) (Choose 2)
Answer
A and C
Why
Misuse damages transparency.
Other options
B and D: The opposite tends to occur.
Principle
Misuse
Reference
Scrum Guide 2020, Sprint Backlog
Visible, not policed.
Advanced
10.Which statement best distinguishes the Sprint Goal from the Product Goal?
Answer
D
Why
Different scope and artifact.
Other options
A, B, C: Not accurate.
Principle
Goals
Reference
Scrum Guide 2020
Short vs long term.
Advanced
11.A PO adds an item to the Sprint Backlog without telling the Developers. What is the issue?
Answer
D
Why
Scope is negotiated with the Developers.
Other options
B: Too rigid. C: Wrong owner. D: Incorrect.
Principle
Ownership
Reference
Scrum Guide 2020, Sprint Backlog
Negotiate, don't insert.
Advanced
12.Which statements about the Sprint Goal are accurate? (Choose 2) (Choose 2)
Answer
A and C
Why
Commitment: Sprint Goal.
Other options
B and D: Not in the Guide.
Principle
Sprint Goal
Reference
Scrum Guide 2020, Sprint Goal
Born in Planning, flexible in work.
Lesson summary
The Sprint Backlog: Sprint Goal (why), selected items (what), plan (how).
A plan by and for the Developers, highly visible, updated throughout the Sprint.
The Sprint Goal is the Developers' commitment and the Sprint's single objective.
The goal is fixed; the exact work is flexible.
Scope changes are negotiated with the Product Owner.
Using the Sprint Backlog to police people destroys its transparency.
Official reference
Scrum Guide 2020: Sprint Backlog and Commitment: Sprint Goal at scrumguides.org.
Lesson 18
Increment, release and Definition of Done
An Increment is a usable step toward the Product Goal. It is born the moment an item meets the Definition of Done. Increments may be released at any time, even before the Sprint ends; usable and released are different things.
About 35 minutes, including the practice questions
What you will learn
Define the Increment and when it is created.
Explain the Definition of Done and who creates and follows it.
Separate Increment from release, and the DoD from acceptance criteria.
Handle undone work correctly.
Apply the rules for organizational and multi-team Definitions of Done.
Exam strategyExpect questions on undone work at the Review, early releases, organizational DoD as a minimum, shared DoD across teams, and the difference between DoD and acceptance criteria.
Simple explanation
An Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, so all Increments work together. To provide value, it must be usable. Multiple Increments may be created within a Sprint, and an Increment may be delivered to stakeholders before the Sprint ends.
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 moment a Product Backlog item meets it, an Increment is born.
If an organizational Definition of Done exists, all Scrum Teams must follow it as a minimum. If not, the Scrum Team must create one appropriate for the product. The Developers are required to conform to it.
If a Product Backlog item does not meet the Definition of Done, it cannot be released or even presented at the Sprint Review. Instead, it returns to the Product Backlog for future consideration.
The Scrum Guide, 2020, Commitment: Definition of Done
Deeper professional explanation
Usable is not the same as released
Every Increment must be usable. Whether and when to release it is a separate business decision: a team may release several times a Sprint, or hold an Increment for a marketing launch. The Sprint Review is never a gate to releasing value.
Definition of Done versus acceptance criteria
Optional practiceAcceptance criteria describe what one specific item must do. They are a common practice, not in the Guide. The Definition of Done applies to all work and describes the quality the Increment must have. An item needs both to be truly finished, but only the DoD is a Scrum commitment.
Organizational and shared Definitions of Done
An organizational DoD is a floor: teams may add stricter criteria but not remove any. When several Scrum Teams work on one product, they must mutually define and comply with the same Definition of Done, otherwise their work may not integrate.
Undone work
Work that does not meet the DoD is not part of the Increment, is not presented at the Review, and returns to the Product Backlog. "90% done" is not done. A separate QA phase after the Sprint usually signals that the DoD is too weak.
Example: a medical-device software teamThe company's DoD requires code review and unit tests. Because the product is regulated, the team adds traceability to requirements and a usability check. Their Increments are released quarterly, after regulatory approval, but every Sprint's Increment is usable and Done.
Case study: What counts as Done
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: 90% doneLast day of Sprint 29
A feature works, but performance testing required by the Definition of Done is not finished. Mr. Grant wants it counted in the Increment and shown at the Review.
What is correct?
Best decision: B. The Review shows only Done work. The feature is finished early next Sprint and released mid-Sprint, without waiting for the Review.
Why not the others? A, C and D all treat undone work as Done.
Decision 2: Two teams, two DonesMonth 12
FreshCart now has two Scrum Teams on the app. One team's Done includes automated tests; the other's does not. Integration breaks every Sprint.
What does the Guide require?
Best decision: B. The Developers of both teams agree a shared DoD that includes integration tests. Breakages stop within two Sprints.
Why not the others? A causes the problem. C and D are not the Guide's process.
Visual explanation
Done creates the Increment. Releasing it is a choice that can happen at any point.
Common misunderstandings
"Increments are created only at the end of the Sprint."
An Increment is born when an item meets the DoD; several per Sprint are possible.
"Every Increment must be released."
It must be usable; release is a separate decision.
"Acceptance criteria are the Definition of Done."
Criteria are item-specific (optional); the DoD covers all work.
"An organizational DoD cannot be extended."
It is a minimum; teams may add stricter criteria.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"Undone work may be shown at the Review if labelled."
It cannot be presented as part of the Increment.
"Releases happen only after the Sprint Review."
Increments may be delivered before the Sprint ends.
"Each team on one product keeps its own DoD."
They mutually define and comply with one DoD.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.When is an Increment born?
Answer
A
Why
Definition of Done section.
Other options
B, C, D: Not the Guide's moment.
Principle
Increment
Reference
Scrum Guide 2020, Definition of Done
Done creates it.
Foundation
2.Who must conform to the Definition of Done?
Answer
C
Why
Definition of Done section.
Other options
A, B, D: Not the Guide's statement.
Principle
DoD
Reference
Scrum Guide 2020, Definition of Done
Developers conform.
Application
3.An item is 90% finished at Sprint end. What happens to it?
Answer
D
Why
Not Done = not in the Increment.
Other options
A, B, C: Treat undone work as Done.
Principle
Undone work
Reference
Scrum Guide 2020, Definition of Done
90% done is not done.
Application
4.May an Increment be released on day 4 of a 10-day Sprint?
Answer
B
Why
Increment section.
Other options
A, C, D: Invent gates.
Principle
Release
Reference
Scrum Guide 2020, Increment
Release when valuable.
Application
5.No organizational DoD exists. Who creates one?
Answer
A
Why
Definition of Done section.
Other options
B, C, D: Not the Guide's process.
Principle
DoD
Reference
Scrum Guide 2020, Definition of Done
The Scrum Team creates it.
Application
6.A team wants stricter checks than the company DoD. Is that allowed?
Answer
B
Why
Organizational DoD is a minimum.
Other options
A, C, D: Not in the Guide.
Principle
Org DoD
Reference
Scrum Guide 2020, Definition of Done
Floor, not ceiling.
Application
7.How many Increments can a team create in one Sprint?
Answer
C
Why
Increment section.
Other options
A, B, D: Invented limits.
Principle
Increment
Reference
Scrum Guide 2020, Increment
Many per Sprint.
Advanced
8.Two teams on one product use different DoDs and integration keeps failing. What does the Guide require?
Answer
C
Why
Definition of Done section.
Other options
D: Causes the problem. C, D: Not the process.
Principle
Shared DoD
Reference
Scrum Guide 2020, Definition of Done
One product, one Done.
Advanced
9.Which statements about the Increment are accurate? (Choose 2) (Choose 2)
Answer
A and C
Why
Increment section.
Other options
B and D: Not in the Guide.
Principle
Increment
Reference
Scrum Guide 2020, Increment
Additive and usable.
Advanced
10.What is the best description of acceptance criteria compared with the DoD?
Answer
D
Why
The DoD is the Scrum commitment.
Other options
A, B, C: Not accurate.
Principle
DoD vs criteria
Reference
Scrum Guide 2020, Definition of Done
One item vs all work.
Advanced
11.A QA department re-tests every Increment after the Sprint. What does this most likely signal?
Answer
D
Why
Increments should already be verified and usable.
Other options
B: Not required. C: Not a gate. D: Sub-teams are excluded.
Principle
DoD strength
Reference
Scrum Guide 2020, Increment
A gate after Done reveals a gap.
Advanced
12.A usable Increment is held back for a marketing launch. Which statements are accurate? (Choose 2) (Choose 2)
Answer
A and C
Why
Usable is required; release is separate.
Other options
B and D: Not in the Guide.
Principle
Release
Reference
Scrum Guide 2020, Increment
Usable now, release when wise.
Lesson summary
An Increment is a usable, verified step toward the Product Goal.
It is born when an item meets the Definition of Done; many per Sprint are possible.
Release is a separate decision; the Review is never a gate.
An organizational DoD is a minimum; one product means one shared DoD.
Undone work is not presented and returns to the Product Backlog.
Acceptance criteria are optional and item-specific; the DoD covers all work.
Official reference
Scrum Guide 2020: Increment and Commitment: Definition of Done at scrumguides.org.
Lesson 19
Product value, stakeholders and forecasting
Scrum aims at value, not output. The Product Owner maximizes value by learning from real results and stakeholders, and the team forecasts from what has already happened, never from hope.
About 30 minutes, including the practice questions
What you will learn
Explain the difference between output and value.
Use Sprint Reviews and evidence to adjust direction.
Forecast releases empirically and communicate uncertainty honestly.
Label forecasting tools as optional practices.
Collaborate with stakeholders without giving away the Product Owner's accountability.
Exam strategyQuestions contrast delivering every requested feature with maximizing value, and fixed-date promises with empirical forecasts.
Simple explanation
A team can finish every planned item and still deliver little value, if customers do not use what was built. Value is the benefit the product delivers. The Product Owner is accountable for maximizing it.
Stakeholders are anyone outside the Scrum Team with an interest in the product. They influence the Product Backlog by working with the Product Owner, especially at the Sprint Review.
Forecasts in Scrum are based on evidence. The Guide says that in complex environments, only what has already happened may be used for forward-looking decisions.
Various practices exist to forecast progress, like burn-downs, burn-ups, or cumulative flows. While proven useful, these do not replace the importance of empiricism.
The Scrum Guide, 2020, The Sprint
Deeper professional explanation
Output versus value
Output is what the team produces; value is what it changes for users and the organization. Two warning signs: a backlog that never changes after Reviews, and success measured only by the number of items completed.
Evidence for value
Practical adviceUseful evidence includes usage data, customer feedback, support requests, revenue or cost effects. The Guide does not prescribe metrics; it requires decisions based on what is observed.
Forecasting honestly
Optional practiceBurn-up charts and similar tools can show likely ranges based on past Sprints. A good forecast is a range that updates every Sprint, not a fixed date promised months ahead. Product Goals are long-term objectives, not fixed-scope contracts.
Stakeholder collaboration
The Scrum Team is responsible for stakeholder collaboration as a product activity; the Scrum Master facilitates it when needed; the Product Owner decides the order. Stakeholders who go around the Product Owner, or committees that try to order the backlog, undermine this.
Example: a public library appThe team planned a reading-challenge feature. Sprint Review data showed most users only renewed loans. The Product Owner moved renewal improvements up; visits to branches for renewals fell sharply within two months.
Case study: Busy or valuable?
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: Every feature deliveredMonth 14
FreshCart's team delivered every planned feature for six months. Usage data shows most of them are rarely used.
What should Maya conclude?
Best decision: B. Maya interviews heavy users, drops four planned features and invests in faster checkout. Weekly orders rise.
Why not the others? A confuses output with value. C blames without evidence. D ignores empiricism.
Decision 2: "Give me a date"Month 15
The board demands a fixed date for the whole Product Goal. The team has six Sprints of results.
What is the best response?
Best decision: B. Maya shows a likely range of five to seven Sprints and updates it each Review. The board trusts the honest range more than past fixed dates.
Why not the others? A pads a guess. C ignores a reasonable need. D is not a Scrum accountability.
Visual explanation
Optional practiceA burn-up shows a range from past results. The range narrows as evidence grows.
Value comes from what users benefit from, learned through evidence.
"Good teams give fixed dates months ahead."
In complex work, forecasts are ranges based on what has happened.
"Burn-down charts are required."
They are optional practices that do not replace empiricism.
"Stakeholders order the backlog together."
They influence; the Product Owner decides.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"Velocity proves value."
Velocity measures output at best; value is about benefit.
"Add a buffer to make the forecast reliable."
A buffer pads a guess; evidence improves forecasts.
"The Product Goal is a fixed-date contract."
It is a long-term objective guiding the team.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What is the Product Owner accountable for?
Answer
B
Why
Product Owner section.
Other options
A, C, D: Not the Guide's accountability.
Principle
Value
Reference
Scrum Guide 2020, Product Owner
Value, not volume.
Foundation
2.What does the Guide say about burn-down charts?
Answer
C
Why
The Sprint section.
Other options
A, B, D: Not in the Guide.
Principle
Forecasting
Reference
Scrum Guide 2020, The Sprint
Tools help, evidence decides.
Application
3.A team delivered every planned item, but customers rarely use them. What is most accurate?
Answer
A
Why
Value is benefit, not output.
Other options
C: Confuses output and value. C: Blame. D: Ignores evidence.
Principle
Output vs value
Reference
Lesson 19
Done is not valuable by itself.
Application
4.Which basis for a release forecast best fits the Guide?
Answer
C
Why
Only what has happened informs forward decisions.
Other options
A, B, D: Predictions, not evidence.
Principle
Forecasting
Reference
Scrum Guide 2020, The Sprint
Forecast from evidence.
Application
5.Where do stakeholders most directly influence what comes next?
Answer
D
Why
The Review collaborates on next steps.
Other options
B and C: Not their events. D: Developers' plan.
Principle
Stakeholders
Reference
Scrum Guide 2020, Sprint Review
Review is the stakeholder forum.
Application
6.Usage data shows a planned feature is unlikely to be used. What should the PO do?
Answer
D
Why
Ordering for value uses evidence.
Other options
B: Ignores evidence. C: PO's decision. D: Delays.
Principle
Value
Reference
Scrum Guide 2020, Product Owner
Evidence reorders.
Application
7.Who facilitates stakeholder collaboration when it is needed?
Answer
B
Why
Scrum Master serving the PO.
Other options
A, C, D: Not the Guide's statement.
Principle
Stakeholders
Reference
Scrum Guide 2020, Scrum Master
SM facilitates.
Advanced
8.The board demands a fixed date for the whole Product Goal. What is the best response?
Answer
D
Why
Empirical forecasting.
Other options
C: Padded guess. C: Unhelpful. D: Not an accountability.
Principle
Forecasting
Reference
Scrum Guide 2020, The Sprint
Honest ranges build trust.
Advanced
9.Which are warning signs that a team optimizes output instead of value? (Choose 2) (Choose 2)
Answer
A and D
Why
No learning, output-only measures.
Other options
B and C: Signs of value focus.
Principle
Output vs value
Reference
Lesson 19
Watch what you measure.
Advanced
10.A stakeholder group wants to order the backlog by majority vote. What is the best response?
Answer
B
Why
Product Owner section.
Other options
A, C, D: Give away the PO's accountability.
Principle
Stakeholders
Reference
Scrum Guide 2020, Product Owner
One decides.
Advanced
11.Which statements about forecasting in Scrum are accurate? (Choose 2) (Choose 2)
Answer
A and B
Why
The Sprint section.
Other options
C: Not empirical. D: Output, not value.
Principle
Forecasting
Reference
Scrum Guide 2020, The Sprint
Evidence, updated often.
Advanced
12.Which evidence most directly informs product value?
Answer
A
Why
Value is about real use and benefit.
Other options
B, C, D: Output or activity.
Principle
Value
Reference
Lesson 19
Measure use, not effort.
Lesson summary
Output is what the team builds; value is the benefit it creates.
The PO maximizes value by ordering the backlog using evidence.
Stakeholders influence mainly through the Sprint Review and the PO.
Forecasts use what has already happened and are updated every Sprint.
Burn-downs and similar tools are optional and never replace empiricism.
The Product Goal is a long-term objective, not a fixed-scope contract.
Official reference
Scrum Guide 2020: Product Owner, The Sprint and Sprint Review at scrumguides.org.
Lesson 20
Quality and technical debt
In Scrum, quality is built in every Sprint through the Definition of Done. Shortcuts that lower quality create hidden debt that slows every future Sprint. Quality does not decrease to meet a date.
About 25 minutes, including the practice questions
What you will learn
Explain why quality does not decrease during a Sprint.
Describe technical debt and how it hides undone work.
Make quality work visible in the Product Backlog.
Use the Retrospective to strengthen the Definition of Done.
Respond to deadline pressure without cutting quality.
Exam strategy"Technical debt" is not a Guide term, but exam questions test the underlying rules: quality does not decrease, undone work is not in the Increment, and all work is in the Product Backlog.
Simple explanation
The Guide says quality does not decrease during the Sprint. The Developers instill quality by adhering to the Definition of Done, and work that does not meet it is not part of the Increment.
Practical termTechnical debt is a common name for shortcuts that make future work harder: missing tests, rushed design, copy-pasted code. It is not a Guide term, but it describes what happens when quality is traded for speed.
Quality does not decrease.
The Scrum Guide, 2020, The Sprint
Deeper professional explanation
Why shortcuts are expensive
A shortcut makes this Sprint look faster and every later Sprint slower. Worse, it is often invisible: the Increment looks Done, but carries hidden work. That breaks transparency, because stakeholders believe the product is in better shape than it is.
Make quality work visible
Improvements such as refactoring or test automation belong in the Product Backlog, where the Product Owner orders them with input from the Developers about value and risk. Secret side lists hide work and break the single source of work.
Strengthen the Definition of Done over time
The Retrospective inspects the Definition of Done. Teams often begin with a modest DoD and raise it as their skills and tools grow. A stronger DoD may reduce forecasts at first; that is honest, not a failure.
Under deadline pressure
The answer to pressure is scope, not quality: renegotiate what is delivered with the Product Owner, protect the Sprint Goal where possible, and keep the Definition of Done.
Example: a bridge-inspection data systemA civil engineering firm's team skipped data-validation checks to meet a deadline. Two months later, wrong load readings reached reports and every Sprint slowed for cleanup. The team added validation to its DoD and paid down the backlog of fixes over three Sprints.
Case study: The deadline shortcut
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: Skip the tests?Sprint 31, day 8
The team can meet the Sprint Goal only by skipping the automated tests its DoD requires. Mr. Grant says: "Just this once."
What is the best course?
Best decision: B. One low-priority part of the feature moves to the next Sprint. The rest ships Done, with no hidden debt.
Why not the others? A and D lower quality. C breaks the timebox.
Decision 2: The secret listSprint 32
The Developers keep a private list of refactoring tasks and work on it when they have spare time. Maya does not know it exists.
What is the best change?
Best decision: B. Maya sees that two refactoring items will speed up the next big feature, and orders them first.
Why not the others? A hides work. C gives it the wrong owner. D lets debt grow.
Visual explanation
Practical modelAn illustration of a common pattern, not data from the Guide.
Common misunderstandings
"Quality can be relaxed once to meet a date."
Quality does not decrease during the Sprint; renegotiate scope instead.
"Technical work should be kept off the Product Backlog."
All work belongs in the single Product Backlog.
"A strict DoD from day one is required."
Teams improve their DoD over time, inspected in the Retrospective.
"Technical debt is a Scrum Guide term."
It is a common practical term, not in the Guide.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"The PO may waive the DoD for urgent work."
The DoD is not waived; scope changes instead.
"A hardening Sprint fixes quality later."
Every Sprint should produce a Done, usable Increment.
"Hidden shortcuts don't affect transparency."
They make the Increment look better than it is.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What does the Guide say about quality during a Sprint?
Answer
B
Why
The Sprint section.
Other options
A, C, D: Not in the Guide.
Principle
Quality
Reference
Scrum Guide 2020, The Sprint
Quality holds.
Foundation
2.Who instills quality by adhering to the Definition of Done?
Answer
C
Why
Developers section.
Other options
A, B, D: Not the Guide's statement.
Principle
Quality
Reference
Scrum Guide 2020, Developers
Developers build it in.
Application
3.To meet the Sprint Goal, the team must skip tests the DoD requires. What is best?
Answer
A
Why
Quality does not decrease; scope can move.
Other options
C and D: Lower quality. C: Fixed length.
Principle
Pressure
Reference
Scrum Guide 2020, The Sprint
Cut scope, not quality.
Application
4.Developers keep a private refactoring list. What is the main issue?
Answer
C
Why
Single source of work.
Other options
A, B, D: Not in the Guide.
Principle
Visibility
Reference
Scrum Guide 2020, Product Backlog
All work, one list.
Application
5.Where should a team strengthen its Definition of Done?
Answer
D
Why
The Retrospective inspects the DoD.
Other options
A, B, C: Not the Guide's place.
Principle
DoD
Reference
Scrum Guide 2020, Sprint Retrospective
Improve Done in the Retro.
Application
6.A shortcut makes an Increment look Done but leaves hidden work. Which pillar suffers?
Answer
D
Why
The real state is hidden.
Other options
B and C: Follow from it. D: A value.
Principle
Transparency
Reference
Scrum Guide 2020, Transparency
Hidden debt is hidden truth.
Application
7.After strengthening the DoD, the team forecasts fewer items. What is accurate?
Answer
B
Why
Forecasts depend on the DoD.
Other options
A, C, D: Misread the effect.
Principle
Forecasts
Reference
Scrum Guide 2020, Sprint Planning
Higher bar, honest forecast.
Advanced
8.A consultant proposes a hardening Sprint every quarter. What is the best response?
Answer
D
Why
Hardening Sprints signal a weak DoD.
Other options
A, B, C: Accept hidden undone work.
Principle
Hardening
Reference
Scrum Guide 2020, Increment
Fix Done, not the calendar.
Advanced
9.Which practices protect quality under pressure? (Choose 2) (Choose 2)
Answer
A and D
Why
Scope moves; quality holds.
Other options
B and C: Lower quality.
Principle
Pressure
Reference
Scrum Guide 2020, The Sprint
Scope, not quality.
Advanced
10.Who orders refactoring work once it is in the Product Backlog?
Answer
B
Why
The PO orders all backlog items.
Other options
A: Hides work. C, D: Not their accountability.
Principle
Ordering
Reference
Scrum Guide 2020, Product Owner
Visible and ordered.
Advanced
11.Which are signs of growing technical debt? (Choose 2) (Choose 2)
Answer
A and B
Why
Common symptoms of hidden shortcuts.
Other options
C and D: Signs of health.
Principle
Debt
Reference
Lesson 20
Slowing pace is a signal.
Advanced
12.A PO asks to waive the DoD for one urgent customer item. What is the best response?
Answer
A
Why
Undone work cannot be released.
Other options
C and D: Release undone work. C: Not the SM's call.
Principle
Pressure
Reference
Scrum Guide 2020, Definition of Done
No waivers on Done.
Lesson summary
Quality does not decrease during the Sprint.
The Developers build quality in through the Definition of Done.
Shortcuts create hidden debt that slows future Sprints and harms transparency.
Quality work belongs in the Product Backlog, ordered by the PO.
Strengthen the DoD in the Retrospective; forecasts may change.
Under pressure, change scope, not quality.
Official reference
Scrum Guide 2020: The Sprint, Developers and Definition of Done at scrumguides.org.
Lesson 21
Many teams, one product
When a product needs several Scrum Teams, they share one Product Goal, one Product Backlog and one Product Owner, and they mutually define and comply with one Definition of Done. Each team still has its own Developers, Scrum Master and Sprint Backlog.
About 25 minutes, including the practice questions
What you will learn
State what multiple teams on one product share.
Explain why separate backlogs or Product Owners cause problems.
Keep Increments integrated across teams.
Coordinate across teams without adding hierarchy.
Label scaling frameworks as outside the Scrum Guide.
Exam strategyThe Guide's rules for multiple teams are short; questions test them precisely: shared Product Goal, Product Backlog, Product Owner and Definition of Done.
Simple explanation
If a Scrum Team becomes too large, the Guide says it should consider reorganizing into multiple cohesive Scrum Teams, each focused on the same product. Those teams share the same Product Goal, Product Backlog and Product Owner.
If multiple Scrum Teams are working together on a product, they must mutually define and comply with the same Definition of Done.
If Scrum Teams become too large, they should consider reorganizing into multiple cohesive Scrum Teams, each focused on the same product. Therefore, they should share the same Product Goal, Product Backlog, and Product Owner.
The Scrum Guide, 2020, Scrum Team
Deeper professional explanation
Why share so much
Separate backlogs mean competing orders of value and no single view of the product. Separate Product Owners mean conflicting decisions. Separate Definitions of Done mean Increments that do not fit together. Sharing these keeps one product with one direction and one quality standard.
What each team keeps
Each Scrum Team has its own Developers, its own Scrum Master accountability (one person may serve several teams), its own Sprint Backlog and its own Daily Scrum. Teams select work from the shared Product Backlog.
Coordination without hierarchy
Practical adviceDevelopers from different teams can coordinate directly whenever needed, for example on shared interfaces. Many groups plan in the same session or review the integrated Increment together. Adding a "coordinator" who directs teams creates hierarchy.
Scaling frameworks
Outside the GuideFrameworks such as Nexus, LeSS and SAFe offer patterns for many teams. They are not part of the Scrum Guide, and PSM I tests only the Guide's rules.
Case study: FreshCart grows to three teams
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: Three backlogs?Month 16
FreshCart now has three Scrum Teams. To avoid conflicts, each team proposes its own Product Backlog, and two teams want their own Product Owners.
What is the best response?
Best decision: B. The teams select from Maya's single backlog and meet briefly before each Sprint Planning to avoid collisions.
Why not the others? A and C split the product. D creates a team too large to work well.
Decision 2: The integration crashMonth 17
Each team's work passes its own tests, but combined, the app crashes before every Sprint Review.
What fits the Guide best?
Best decision: B. The shared DoD now requires the integrated build to pass. Crashes stop, and the Review shows one working Increment.
Why not the others? A and C delay integration. D keeps the cause.
Visual explanation
Shared on top, separate at team level.
Common misunderstandings
"Each team on a product needs its own Product Owner."
Teams on one product share one Product Owner.
"Each team keeps its own Definition of Done."
Teams on one product mutually define and follow one DoD.
"All teams must hold one joint Daily Scrum."
Each team holds its own; Developers coordinate as needed.
"Scaling frameworks are part of Scrum."
They are outside the Scrum Guide.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"A chief Product Owner coordinates team POs."
One product, one Product Owner.
"Each team needs its own Product Goal."
They share one Product Goal.
"An integration team combines work after the Sprint."
Increments should already work together, verified within the Sprint.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.What do multiple Scrum Teams on one product share?
Answer
B
Why
Scrum Team section.
Other options
A, C, D: Not the Guide's list.
Principle
Shared elements
Reference
Scrum Guide 2020, Scrum Team
Goal, backlog, owner.
Foundation
2.What must multiple teams on one product do with the DoD?
Answer
C
Why
Definition of Done section.
Other options
A, B, D: Not the Guide's rule.
Principle
Shared DoD
Reference
Scrum Guide 2020, Definition of Done
One product, one Done.
Application
3.Two teams on one product want separate backlogs to avoid conflicts. What is best?
Answer
A
Why
One product, one Product Backlog.
Other options
B, C, D: Split the product.
Principle
One backlog
Reference
Scrum Guide 2020, Scrum Team
One list.
Application
4.Does each team keep its own Daily Scrum?
Answer
C
Why
Each team's Developers inspect their own Sprint Goal.
Other options
A, B, D: Not in the Guide.
Principle
Team level
Reference
Scrum Guide 2020, Daily Scrum
Own team, own Daily Scrum.
Application
5.Developers from two teams disagree about an interface. Who should resolve it first?
Answer
D
Why
Developers own technical decisions.
Other options
A, B, C: Move the decision away.
Principle
Coordination
Reference
Scrum Guide 2020, Developers
Talk directly.
Application
6.Are Nexus, LeSS and SAFe part of the Scrum Guide?
Answer
D
Why
The Guide does not include scaling frameworks.
Other options
A, B, C: Not in the Guide.
Principle
Scaling
Reference
Scrum Guide 2020
PSM I tests the Guide.
Application
7.Combined work crashes before every Review. What fits the Guide best?
Answer
B
Why
Increments must work together.
Other options
A and D: Delay integration. D: Keeps the cause.
Principle
Integration
Reference
Scrum Guide 2020, Increment
Integrate inside Done.
Advanced
8.A company adds a "chief Product Owner" over three team Product Owners. What is the main issue?
Answer
D
Why
One product, one PO.
Other options
A, B, C: Not in the Guide.
Principle
One PO
Reference
Scrum Guide 2020, Scrum Team
One owner.
Advanced
9.Which elements does each team keep for itself? (Choose 2) (Choose 2)
Answer
A and D
Why
Shared vs team-level.
Other options
B and C: Shared across teams.
Principle
Team level
Reference
Scrum Guide 2020
Shared on top, separate below.
Advanced
10.A Scrum Team of 18 struggles with slow decisions. What does the Guide suggest?
Answer
B
Why
Scrum Team section.
Other options
A: Hierarchy. C: Sub-teams. D: Doesn't fix size.
Principle
Team size
Reference
Scrum Guide 2020, Scrum Team
Split into teams, not layers.
Advanced
11.Which coordination approaches fit Scrum? (Choose 2) (Choose 2)
Answer
A and B
Why
No hierarchy; shared product.
Other options
C: Hierarchy. D: Splits the product.
Principle
Coordination
Reference
Lesson 21
Coordinate without bosses.
Advanced
12.May one person serve as Scrum Master for two of the teams?
Answer
A
Why
Not restricted by the Guide.
Other options
B, C, D: Invent rules.
Principle
Scrum Master
Reference
Scrum Guide 2020, Scrum Master
Don't invent rules.
Lesson summary
Several teams on one product share the Product Goal, Product Backlog and Product Owner.
They mutually define and comply with one Definition of Done.
Each team keeps its own Developers, Sprint Backlog and Daily Scrum.
Developers coordinate directly across teams, without new hierarchy.
Increments must work together, verified within the Sprint.
Scaling frameworks are outside the Scrum Guide.
Official reference
Scrum Guide 2020: Scrum Team and Definition of Done at scrumguides.org.
Lesson 22
Scrum in the organization
Scrum Teams work inside organizations. Scrum makes visible how well management and processes work, and the Scrum Master helps the organization remove barriers. Leaders support Scrum by empowering teams and respecting the Product Owner, not by directing daily work.
About 30 minutes, including the practice questions
What you will learn
Explain how Scrum exposes organizational problems.
Handle management interference constructively.
Compare a Scrum Master and a traditional project manager fairly.
Recognize policies that undermine Scrum, such as individual rankings.
Describe the Scrum Master's service to the organization.
Exam strategyQuestions describe managers, PMOs, HR systems or approval chains clashing with Scrum. The best answer usually makes the impact visible and works with the organization to change it.
Simple explanation
The Guide says Scrum makes visible the relative efficacy of current management, environment and work techniques, so improvements can be made. That can be uncomfortable: slow approvals, conflicting priorities and siloed departments become obvious.
The Scrum Master serves the organization by leading, training and coaching its Scrum adoption; planning and advising implementations; helping people understand an empirical approach; and removing barriers between stakeholders and Scrum Teams.
For Product Owners to succeed, the entire organization must respect their decisions.
The Scrum Guide, 2020, Product Owner
Deeper professional explanation
Common clashes
Managers assigning tasks to Developers. Approval boards that delay every change. Individual performance rankings that discourage helping. Fixed-scope, fixed-date contracts for complex work. Constant reassignment of people between teams. Each undermines self-management, focus or adaptation.
How to respond
Make the impact transparent with evidence: how long changes wait, what a ranking does to teamwork. Then work with the people who own the policy. Respect legitimate needs, such as safety rules or legal approvals, while removing the delay around them.
Scrum Master and traditional project manager
A traditional project manager often plans and assigns work and reports status, which fits stable, well-understood work. A Scrum Master builds the team's ability to plan and assign its own work and helps the organization adopt Scrum. Neither role is "bad"; they suit different kinds of work.
What managers can do
Practical adviceManagers support Scrum Teams by setting clear objectives and constraints, keeping teams stable, funding tools and training, and removing barriers. They influence the product through the Product Owner.
Example: a government licensing officeEvery form change needed three signatures and took six weeks. The Scrum Master showed the director how many improvements were waiting. The director delegated approval of minor changes to the Product Owner, and the backlog of waiting changes cleared in two months.
Case study: The organization pushes back
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: The PMO reportMonth 18
The PMO asks every Scrum Team for a weekly 10-page status report with individual task hours.
What is the best response from the Scrum Master?
Best decision: B. The PMO mainly needed release forecasts and risks. It now joins Sprint Reviews and reads a one-page forecast. The 10-page report is dropped.
Why not the others? A wastes effort and invites micromanagement. C is unhelpful. D spreads the waste.
Decision 2: The rankingMonth 19
HR plans to rank Developers by individual tickets closed for bonuses.
What should the Scrum Master do?
Best decision: B. HR adds a team-outcome bonus instead. Developers keep helping each other.
Why not the others? A ignores a barrier. C is unrealistic. D reinforces the harm.
Visual explanation
The Scrum Master's path from friction to improvement.
Common misunderstandings
"A Scrum Master is a project manager with a new title."
The roles differ; the Scrum Master builds team self-management.
"Scrum works best if the organization doesn't change."
Scrum exposes organizational problems so they can be improved.
"HR systems are none of the Scrum Master's business."
Removing barriers to Scrum is part of serving the organization.
"Traditional project management is always wrong."
It fits stable, well-understood work.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"The Scrum Master should write status reports for management."
Offer transparency through artifacts and events instead.
"Remove every approval as an impediment."
Respect legitimate needs; remove avoidable delay.
"Managers decide the backlog order."
The organization must respect the Product Owner's decisions.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.According to the Guide, what does Scrum make visible?
Answer
B
Why
Scrum Definition.
Other options
A, C, D: Not in the Guide.
Principle
Visibility
Reference
Scrum Guide 2020, Scrum Definition
Scrum is a mirror.
Foundation
2.Which is a Scrum Master service to the organization?
Answer
C
Why
Scrum Master section.
Other options
A, B, D: Not SM services.
Principle
Service
Reference
Scrum Guide 2020, Scrum Master
Remove barriers.
Application
3.A PMO demands a weekly 10-page report with individual hours. What is best?
Answer
A
Why
SM serves the organization.
Other options
C: Waste and micromanagement. C: Unhelpful. D: Spreads waste.
Principle
PMO
Reference
Scrum Guide 2020, Scrum Master
Meet the need, not the format.
Application
4.HR plans individual rankings by tickets closed. What should the SM do?
Answer
C
Why
Systems should reinforce the values.
Other options
A and D: Reinforce harm. D: Unrealistic.
Principle
Incentives
Reference
Scrum Guide 2020, Scrum Values
Reward teams, not tickets.
Application
5.Safety rules require an approval step that slows testing. What fits best?
Answer
D
Why
Remove waste, not safeguards.
Other options
A, B, C: Unsafe or misplaced.
Principle
Approvals
Reference
Lesson 22
Keep the safeguard, cut the wait.
Application
6.An executive reorders the backlog directly. Which Guide statement applies most?
Answer
D
Why
Product Owner section.
Other options
A, B, C: True but not relevant.
Principle
PO authority
Reference
Scrum Guide 2020, Product Owner
Respect the PO.
Application
7.How does a Scrum Master differ from a traditional project manager?
9.A director says Scrum created problems because delays are now visible. What is the best response?
Answer
D
Why
Scrum Definition: makes efficacy visible.
Other options
A, B, C: Misread the effect.
Principle
Visibility
Reference
Scrum Guide 2020, Scrum Definition
The mirror didn't cause it.
Advanced
10.Which are useful ways managers support Scrum Teams? (Choose 2) (Choose 2)
Answer
A and B
Why
Create conditions, not instructions.
Other options
C and D: Take over team decisions.
Principle
Leadership
Reference
Lesson 22
Support, don't steer daily.
Advanced
11.A fixed-scope, fixed-date contract is signed for complex work. What is the main risk?
Answer
B
Why
Complex work needs adaptation.
Other options
A, C, D: Not consequences.
Principle
Contracts
Reference
Scrum Guide 2020, Scrum Theory
Fixed everything blocks learning.
Advanced
12.Which statement fairly compares Scrum and traditional project management?
Answer
A
Why
Fair comparison.
Other options
B, C, D: Overstate.
Principle
Comparison
Reference
Lesson 22
Right tool for the work.
Lesson summary
Scrum exposes how well management, processes and techniques work.
The Scrum Master serves the organization: training, advising, removing barriers.
Respect legitimate needs; remove avoidable delay around them.
Policies like individual rankings and constant reassignment undermine Scrum.
The organization must respect the Product Owner's decisions.
Scrum Master and traditional PM roles fit different kinds of work.
Official reference
Scrum Guide 2020: Scrum Definition, Scrum Master and Product Owner at scrumguides.org.
Lesson 23
Scrum beyond software
Scrum works wherever work is complex: hardware, healthcare, construction design, marketing, research, government. The rules stay the same; what changes is what a usable Increment looks like and what the Definition of Done must cover.
About 25 minutes, including the practice questions
What you will learn
Explain why Scrum applies to complex work in any domain.
Define a usable Increment for physical or service work.
Write a Definition of Done for non-software products.
Handle long lead times without breaking the Sprint length.
Recognize that "Developers" includes every specialist.
Exam strategyQuestions often set a scenario in a factory, hospital or marketing team to test whether you still apply the Guide's rules exactly.
Simple explanation
The Guide says Scrum was initially developed for products, and is now used for software, hardware, embedded software, networks of interacting functions, autonomous vehicles, schools, government, marketing, managing the operation of organizations and much more. It uses the word "Developers" to simplify, not to exclude: researchers, analysts, scientists and other specialists are Developers too.
The rules do not change outside software. Sprints are still one month or less, each Sprint still aims for a usable Increment that meets the Definition of Done, and the same accountabilities, events and artifacts apply.
We use the word "developers" in Scrum not to exclude, but to simplify. If you get value from Scrum, consider yourself included.
The Scrum Guide, 2020, Purpose of the Scrum Guide
Deeper professional explanation
What "usable" means outside software
Practical adviceA usable Increment is something stakeholders can actually inspect or use: a tested gripper station running real parts, a new patient-intake step trialled on one ward, a campaign landing page live for one region, a verified structural design for one floor. Drawings or reports alone rarely count; they show intent, not a working result.
Definition of Done for physical work
A DoD outside software may include safety checks, measurements against tolerances, regulatory documentation, sign-off tests with real materials, or user trials. Organizational standards, such as safety rules, are a minimum.
Long lead times
Parts that take eight weeks to arrive do not justify eight-week Sprints. Teams slice work so each Sprint still produces something verifiable: simulate, prototype, test sub-assemblies, or order early while building what is possible now.
Cross-functional across disciplines
Handoffs between departments (design, then electrical, then programming, then test) recreate a sequential process inside Sprints. Putting the disciplines in one Scrum Team, working on one goal, surfaces integration problems in weeks instead of at the end.
Example: a school curriculum teamTeachers redesigning a science course work in three-week Sprints. Each Sprint, one new unit is taught to a pilot class and student results are inspected at the Sprint Review with the department head and parents' representatives. Weak units are reworked before the full rollout.
Case study: A conveyor manufacturer tries Scrum
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: The eight-week motorsProject start
A conveyor manufacturer adopts Scrum. Motors take eight weeks to arrive, so the engineers propose eight-week Sprints.
What is the best approach?
Best decision: B. Motors are ordered in Sprint 1. Meanwhile the team builds and tests the frame and controls with a rental motor. When the real motors arrive, integration takes days, not weeks.
Why not the others? A breaks the limit. C removes inspection. D splits the product.
Decision 2: The drawings IncrementSprint 2 Review
The team proposes to present a complete set of drawings as its Increment for Sprint 2.
What is the most useful view?
Best decision: B. The team shows a sub-assembly running real packages. The customer spots a jam point that the drawings had hidden.
Why not the others? A shows intent, not results. C removes inspection. D ignores the DoD.
Visual explanation
The test is the same in every domain: can stakeholders inspect a real result?
Common misunderstandings
"Scrum is only for software."
The Guide lists many other domains.
"Hardware teams need longer Sprints."
Sprints stay one month or less; slice the work.
"Only programmers are Developers."
The word includes all specialists creating the Increment.
"Drawings and reports are always good Increments."
They show intent; a usable result is better evidence.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
A factory scenario with an extended Sprint.
The one-month limit applies in every domain.
"Non-software teams may skip the Definition of Done."
Every Increment must meet a DoD, whatever the domain.
"Researchers are stakeholders, not Developers."
If they create the Increment, they are Developers.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.Which domains does the Guide mention as using Scrum?
Answer
B
Why
Purpose of the Scrum Guide.
Other options
A, C, D: Too narrow.
Principle
Domains
Reference
Scrum Guide 2020, Purpose
Complex work, anywhere.
Foundation
2.Why does the Guide use the word "Developers"?
Answer
C
Why
Purpose of the Scrum Guide.
Other options
A, B, D: Misread the term.
Principle
Developers
Reference
Scrum Guide 2020, Purpose
Everyone who builds.
Application
3.Parts take eight weeks to arrive. A team wants eight-week Sprints. What is best?
Answer
A
Why
The limit applies in every domain.
Other options
C: Breaks it. C: Removes inspection. D: Splits the product.
Principle
Lead times
Reference
Scrum Guide 2020, The Sprint
Slice, don't stretch.
Application
4.Which is the most useful Increment for a machine builder in Sprint 2?
Answer
C
Why
Usable and inspectable.
Other options
A, B, D: Show intent, not results.
Principle
Usable
Reference
Scrum Guide 2020, Increment
Show it working.
Application
5.A hospital team's DoD should most likely include what?
Answer
D
Why
The DoD reflects the product's required quality.
Other options
C: Optional practice. C: Too narrow. D: Not a DoD item.
Principle
DoD
Reference
Scrum Guide 2020, Definition of Done
Done fits the domain.
Application
6.A research scientist builds part of the Increment. What is she in Scrum?
Answer
D
Why
Developers create the Increment.
Other options
B and C: Not if she builds it. D: No sub-teams.
Principle
Developers
Reference
Scrum Guide 2020, Developers
Builder = Developer.
Application
7.Design, electrical and programming work in sequence with handoffs inside each Sprint. What is the main risk?
Answer
B
Why
Handoffs delay integration.
Other options
A, C, D: Not the main risk.
Principle
Cross-functional
Reference
Lesson 23
Work together, not in turn.
Advanced
8.Which make a good Increment for a marketing team? (Choose 2) (Choose 2)
Answer
C and D
Why
Usable and inspectable with real users.
Other options
A and B: Show intent.
Principle
Usable
Reference
Lesson 23
Real users, real results.
Advanced
9.A school team asks whether Scrum's rules change for teaching. What is accurate?
Answer
D
Why
Same rules; domain-specific Increments.
Other options
A, B, C: Change the rules.
Principle
Rules
Reference
Scrum Guide 2020
Same Scrum, new setting.
Advanced
10.A construction design team shows only finished drawings each Review, and clashes appear on site. What helps most?
Answer
B
Why
Verified, inspectable work surfaces problems early.
Other options
A, C, D: Delay inspection.
Principle
Inspection
Reference
Lesson 23
Verify early.
Advanced
11.Which belong in a Definition of Done for physical products? (Choose 2) (Choose 2)
Answer
A and B
Why
Quality measures required for the product.
Other options
C and D: Not quality measures.
Principle
DoD
Reference
Scrum Guide 2020, Definition of Done
Done = required quality.
Advanced
12.A company runs Scrum only for software, while hardware follows a separate plan for the same machine. What is the main concern?
Answer
A
Why
One product, one Product Backlog and team setup.
Other options
B, C, D: Not accurate.
Principle
Product
Reference
Scrum Guide 2020, Scrum Team
One product, one Scrum.
Lesson summary
Scrum fits complex work in any domain.
"Developers" means everyone who creates the Increment.
The rules do not change outside software.
A usable Increment is a real, inspectable result.
The DoD reflects the quality the product requires.
Long lead times call for slicing work, not longer Sprints.
Official reference
Scrum Guide 2020: Purpose of the Scrum Guide and Increment at scrumguides.org.
Lesson 24
One full Sprint, start to finish
This lesson follows one complete FreshCart Sprint, from Planning to Retrospective, and asks you to make the key decisions. It ties together everything from the course: accountabilities, events, artifacts and commitments working as one system.
About 40 minutes, including the practice questions
What you will learn
Apply the rules of every event in sequence.
Make realistic decisions across a whole Sprint.
See how artifacts and commitments connect day by day.
Recognize how one bad decision affects later events.
Prepare for integrated exam scenarios.
Exam strategyMany hard PSM I questions combine two or three rules. Working through a whole Sprint builds the habit of seeing how they interact.
Simple explanation
The setting. FreshCart, Sprint 40. Two-week Sprint. Product Goal: "Customers can schedule weekly grocery deliveries without phoning support." Maya is Product Owner, Sam is Scrum Master, and seven Developers are on the team.
Day 1, Sprint Planning: Maya proposes making scheduling self-service. The team agrees the Sprint Goal "Customers can change their delivery day themselves." The Developers select six items and plan the first days.
Days 2–9: Daily Scrums, a mid-Sprint surprise, a stakeholder request and a quality decision.
Day 10: Sprint Review with stakeholders, then the Retrospective.
The Sprint Goal must be finalized prior to the end of Sprint Planning.
The Scrum Guide, 2020, Sprint Planning
Deeper professional explanation
Day 4: the surprise
The Developers discover that the delivery-slot service cannot handle changes inside 24 hours. One selected item cannot be finished. The Sprint Goal is still reachable with a simpler rule. They adapt the plan and agree the scope change with Maya the same day.
Day 6: the stakeholder request
The sales director asks a Developer to add a promotional banner "today". It is unrelated to the Sprint Goal. The Developer brings it to Maya, who adds it to the Product Backlog for the next Sprint.
Day 8: the quality decision
Performance tests required by the Definition of Done reveal slow loading. The team considers skipping them; instead they fix the slowest query and keep the DoD. One low-value item moves back to the Product Backlog.
Day 10: Review and Retrospective
At the Review, stakeholders try the feature live. Support reports a 30% drop in calls during the pilot. They suggest letting customers skip a week, and Maya moves that up the backlog. At the Retrospective, the team notices that the day-4 surprise came from an untested assumption about the slot service. They add a one-hour technical check to refinement for risky items.
What connected it all
The Sprint Goal guided every choice. Transparency (the Day 4 problem raised at once) made adaptation possible. The Definition of Done kept quality. The Product Owner kept one ordered backlog. The Scrum Master mostly stayed in the background, facilitating and protecting the process.
Case study: Your decisions in Sprint 40
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: Day 4 surpriseSprint 40, day 4
One selected item cannot be finished because of a technical limit. The Sprint Goal can still be met with a simpler approach.
What should the Developers do?
Best decision: B. The goal stays intact, the plan changes, and Maya knows why.
Why not the others? A: the goal is not obsolete, and only the PO may cancel. C wastes effort. D breaks the timebox.
Decision 2: Day 8 qualitySprint 40, day 8
Performance tests fail. Fixing them may cost one of the remaining items.
What is the best course?
Best decision: B. The Increment is genuinely Done, and the goal is met.
Why not the others? A, C and D lower quality or release undone work.
Visual explanation
Each decision point applies a rule you learned earlier in the course.
Common misunderstandings
"A surprise mid-Sprint means the Sprint failed."
Adapting to surprises is how Scrum is meant to work.
"The Scrum Master runs the Sprint."
The Scrum Master facilitates and protects the process; the team runs the work.
"Stakeholder requests go straight into the Sprint."
They go to the Product Owner and the Product Backlog.
"Retrospectives only list problems."
They trace causes and choose a concrete improvement.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
An integrated scenario with one rule hidden in the details.
Check every rule involved: goal, scope, quality, accountability, timebox.
"Cancel the Sprint because the plan changed."
Only an obsolete goal justifies cancellation.
"Fix the root cause at the Review."
Process causes belong in the Retrospective.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.When must the Sprint Goal be finalized?
Answer
B
Why
Sprint Planning section.
Other options
A, C, D: Too late or undefined.
Principle
Planning
Reference
Scrum Guide 2020, Sprint Planning
Before Planning ends.
Foundation
2.Which event concludes Sprint 40?
Answer
C
Why
Retrospective section.
Other options
B: Second to last. C, D: Not the last event.
Principle
Order
Reference
Scrum Guide 2020, Sprint Retrospective
Retro closes it.
Application
3.On day 4 a selected item proves impossible, but the goal is reachable. What is best?
Answer
A
Why
Scope renegotiation protects the goal.
Other options
C: Not obsolete. C: Wastes effort. D: Timebox.
Principle
Adaptation
Reference
Scrum Guide 2020, The Sprint
Adapt within the Sprint.
Application
4.On day 6 the sales director asks a Developer for an unrelated banner today. Where should it go?
Answer
C
Why
Work enters through the PO.
Other options
D: Endangers focus. C: Not the SM's role. D: Hides work.
Principle
Requests
Reference
Scrum Guide 2020, Product Owner
Route it to the PO.
Application
5.On day 8 performance tests fail. What keeps the Increment genuinely Done?
Answer
D
Why
Quality does not decrease.
Other options
A, B, C: Lower quality.
Principle
Quality
Reference
Scrum Guide 2020, The Sprint
Done means Done.
Application
6.At the Review, support reports 30% fewer calls. What is the best use of this?
Answer
D
Why
The Review inspects outcomes and adapts the backlog.
Other options
A, B, C: Waste the evidence.
Principle
Review
Reference
Scrum Guide 2020, Sprint Review
Outcomes guide next steps.
Application
7.Where should the team trace why the day-4 surprise happened?
Answer
B
Why
Assumptions are explored in the Retrospective.
Other options
A and D: Other purposes. D: Misses learning.
Principle
Retrospective
Reference
Scrum Guide 2020, Sprint Retrospective
Find the assumption.
Advanced
8.Which rules guided the day-4 and day-8 decisions? (Choose 2) (Choose 2)
Answer
C and D
Why
The Sprint section.
Other options
A and B: Not in the Guide.
Principle
Integration
Reference
Scrum Guide 2020, The Sprint
Scope moves; quality holds.
Advanced
9.During Sprint 40, what was Sam's main contribution as Scrum Master?
Answer
D
Why
SM serves; the team decides.
Other options
A: PO and Developers. C, D: Developers.
Principle
Scrum Master
Reference
Scrum Guide 2020, Scrum Master
Enable, don't decide.
Advanced
10.Which artifacts changed during Sprint 40? (Choose 2) (Choose 2)
Answer
A and B
Why
The plan and backlog adapted; goal and DoD stayed.
Other options
C and D: Unchanged this Sprint.
Principle
Artifacts
Reference
Scrum Guide 2020
Plans move; commitments steady.
Advanced
11.What made adaptation possible on day 4?
Answer
B
Why
Transparency enables inspection and adaptation.
Other options
A, C, D: Not what happened or not allowed.
Principle
Pillars
Reference
Scrum Guide 2020, Scrum Theory
Visible early, fixed early.
Advanced
12.Which improvement fits the Retrospective's finding about the untested assumption?
The Sprint Goal guides every decision during the Sprint.
Transparency early makes adaptation cheap.
Scope changes are agreed with the PO; quality never drops.
New requests go to the Product Owner and the Product Backlog.
The Review uses outcomes to decide next steps.
The Retrospective traces causes and picks a concrete improvement.
Official reference
Read the full Scrum Guide 2020 once more after this lesson, start to finish.
Lesson 25
Reading PSM I questions; 2017 vs 2020
Many wrong answers come from misreading the question or from old study material. Learn a simple reading method, and know exactly what changed in the 2020 Scrum Guide.
About 30 minutes, including the practice questions
What you will learn
Apply a five-step method to read any PSM I question.
Spot invented rules and outdated rules in answer options.
Handle "choose 2" and "choose 3" questions safely.
Name the main changes from the 2017 to the 2020 Scrum Guide.
Use time well across 80 questions.
Exam strategyThis lesson is pure exam technique. It applies to every topic in the course.
Simple explanation
A five-step reading method:
Read the last line first. Is it asking for the best action, an accurate statement, or something NOT true? How many answers?
Find who is involved. Product Owner, Scrum Master, Developers, the whole Scrum Team, or someone outside?
Find the rule at stake. Accountability, event purpose, timebox, artifact ownership, commitment.
Remove invented and outdated options. Rules the Guide never states, or rules from older versions.
Choose the option closest to the Guide, at the strength the Guide states it: required, allowed or not mentioned.
Deeper professional explanation
Main changes from 2017 to 2020
2017 Guide
2020 Guide
Development Team (a team within the team)
Developers, inside one Scrum Team
Roles
Accountabilities
Self-organizing
Self-managing
3 to 9 Development Team members
Scrum Team typically 10 or fewer
No Product Goal
Product Goal added as a commitment
No named commitments
Product Goal, Sprint Goal, Definition of Done
Sprint Planning: what and how
Sprint Planning adds why (the Sprint Goal)
Three Daily Scrum questions
Developers choose any structure
Refinement usually no more than 10% of capacity
Refinement is an ongoing activity; no percentage
Detailed steps for cancelled Sprints
Only: PO may cancel if the goal is obsolete
Scrum Master as "servant-leader"
"True leaders who serve"
Invented rules
Wrong options often state rules the Guide never makes: "Scrum forbids part-time members", "each Scrum Master may serve only one team", "every Increment must be released", "Sprints must be two weeks". If you cannot recall the rule in the Guide, be suspicious.
Multi-answer questions
Each selection must be right. Pick the options you are sure of first, then judge the rest. Partly right is fully wrong.
Time
About 45 seconds per question. Answer everything, mark doubtful ones, return at the end. A blank answer is always wrong.
Case study: Reading under pressure
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: Read the last linePractice exam, question 12
A long scenario describes a frustrated Product Owner, a busy Scrum Master and delayed testing. The last line asks: "Which TWO actions should the Developers take?"
What should you focus on first?
Best approach: B. The question asks about the Developers, and for two answers. Options about the PO or SM may be true but answer a different question.
Why not the others? A and C answer a different question. D is not a reliable signal.
Decision 2: The old rulePractice exam, question 47
An option says: "The Development Team should have between 3 and 9 members." It sounds familiar.
How should you judge it?
Best approach: B. The 2020 Guide says the Scrum Team is typically 10 or fewer, with no 3-to-9 rule.
Why not the others? A trusts outdated memory. C is too blunt. D still risks an outdated answer.
Visual explanation
Exam strategyPractise this on every question until it becomes automatic.
Common misunderstandings
"Answers with 'always' or 'never' are wrong."
Judge the claim; the Guide uses strong words too.
"The longest answer is usually right."
Length is not a reliable signal.
"Older study guides are still accurate."
Several rules changed in 2020.
"Partial credit exists for multi-answer questions."
Every selection must be right.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
"3 to 9 Developers", "10% refinement", "three questions".
2017 rules; not in the 2020 Guide.
"Scrum forbids X" when the Guide is silent.
An invented rule; be suspicious.
Answering about the wrong person.
Re-read who the question asks about.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.Which term did the 2020 Guide introduce as a commitment for the Product Backlog?
Answer
B
Why
New in 2020.
Other options
A, C, D: Not Scrum commitments.
Principle
2020 changes
Reference
Scrum Guide 2020, Product Goal
Product Goal is new.
Foundation
2.Which 2017 term was replaced by "accountabilities"?
Answer
C
Why
2017 vs 2020.
Other options
A, B, D: Not the old term.
Principle
2020 changes
Reference
Scrum Guide 2020
Roles became accountabilities.
Application
3.A question ends "Which TWO actions should the Developers take?" What should you check first?
Answer
A
Why
Read the last line first.
Other options
B, C, D: Not reliable.
Principle
Reading
Reference
Lesson 25
Who, and how many.
Application
4.An option says "refinement should take no more than 10% of capacity". How should you judge it?
Answer
C
Why
2020 sets no percentage.
Other options
A, B, D: Not in the 2020 Guide.
Principle
Outdated rules
Reference
Scrum Guide 2020, Product Backlog
No 10% rule now.
Application
5.An option claims "Scrum forbids a Scrum Master from serving two teams". What is the best reaction?
Answer
D
Why
The Guide states no such rule.
Other options
A, B, C: Accept an invented rule.
Principle
Invented rules
Reference
Lesson 25
No source, no rule.
Application
6.What was added to Sprint Planning in 2020?
Answer
D
Why
2017 vs 2020.
Other options
A, B, C: Not 2020 additions.
Principle
2020 changes
Reference
Scrum Guide 2020, Sprint Planning
Why was added.
Application
7.How long should you spend per question on average?
Answer
B
Why
80 questions in 60 minutes.
Other options
A and C: Too slow. C: Too rushed.
Principle
Time
Reference
Lesson 0
45 seconds.
Advanced
8.Which are 2017 rules no longer in the 2020 Guide? (Choose 2) (Choose 2)
Answer
C and D
Why
Removed in 2020.
Other options
A and B: Still current.
Principle
2020 changes
Reference
Scrum Guide 2020
Know what was removed.
Advanced
9.Which reading step helps most with long scenarios?
Answer
D
Why
Know what you are looking for.
Other options
A: Slow. C, D: Unreliable.
Principle
Reading
Reference
Lesson 25
Question first, story second.
Advanced
10.A multi-answer question asks for three answers. You are sure of two. What is the best approach?
Answer
B
Why
All three must be right; select exactly three.
Other options
A and C: Wrong count. D: Blank is wrong.
Principle
Multi-answer
Reference
Lesson 25
Exactly the number asked.
Advanced
11.Which statements about the 2020 Guide are accurate? (Choose 2) (Choose 2)
Answer
A and B
Why
2020 wording.
Other options
C and D: 2017 content.
Principle
2020 changes
Reference
Scrum Guide 2020
Know the 2020 wording.
Advanced
12.Two options look right; one says the Guide "requires" it, the other that it is "allowed". What decides?
Answer
A
Why
Strength of the claim matters.
Other options
B, C, D: Unreliable.
Principle
Reading
Reference
Lesson 2
Required or allowed?
Lesson summary
Read the last line first: what, and how many.
Identify who is involved and which rule is tested.
Remove invented and outdated options.
Choose the option closest to the Guide, at its stated strength.
Know the 2017-to-2020 changes.
About 45 seconds per question; never leave blanks.
Official reference
Compare the Scrum Guide 2020 with older study material you may own.
Lesson 26
Final review: the hardest distinctions
This final lesson reviews the distinctions that cause most wrong answers. If you can explain each pair below in one sentence, you are close to ready for the exam.
About 30 minutes, including the practice questions
What you will learn
Explain each of the key distinctions in one sentence.
Recognize them inside realistic scenarios.
Identify your weakest distinctions for final review.
Connect each distinction to its Scrum Guide section.
Decide when you are ready to book the exam.
Exam strategyThese distinctions appear again and again on PSM I in different disguises.
Simple explanation
The key distinctions:
Accountable vs responsible: answer for the result vs do the work.
Self-managing vs manager-directed: the team decides who, what, when, how.
Product Goal vs Sprint Goal: long-term objective vs one Sprint's objective.
Sprint Review vs Retrospective: the product vs the way of working.
Increment vs release: usable and Done vs delivered to users.
Refinement vs events: an ongoing activity vs the five events.
Definition of Done vs acceptance criteria: quality for all work vs item-specific (optional).
Scrum Master vs project manager: enables self-management vs plans and assigns.
Empiricism vs predictive planning: decide from observation vs fix the plan upfront.
Commitment vs guarantee: the Sprint Goal vs every selected item.
Deeper professional explanation
Three more that catch people
Obsolete vs difficult Sprint Goal: only an obsolete goal justifies cancellation, and only by the Product Owner. Scope vs quality: scope can be renegotiated during the Sprint; quality cannot decrease. Required vs allowed vs not mentioned: many wrong options turn an allowed practice into a rule, or invent one.
A readiness check
Practical adviceYou are likely ready when you can explain every distinction above without notes, you score 90% or more on two timed 80-question mock exams in a row, and you no longer get questions wrong because of outdated rules.
Your last week
Read the Scrum Guide once more, slowly. Take two full mock exams under time. Review every wrong answer and link it to a distinction in this lesson. Rest the day before the exam.
Case study: Ready or not?
Make each decision before you read the outcome. The wrong options are mistakes real people make.
Decision 1: Final mocksOne week before the exam
A student scores 88%, 91% and 93% on three timed mocks. Most errors are on Review vs Retrospective questions.
What is the best plan?
Best decision: B. Targeted review fixes the weak spot. The next mock is 95%, and the student passes.
Why not the others? A leaves a known gap. C and D waste time.
Decision 2: The familiar wrong answerExam day
A question asks who is accountable for the Product Backlog when the PO delegates writing items to an analyst. One option names the analyst.
Which distinction decides it?
Best answer: A. The analyst is responsible for the work; the Product Owner remains accountable.
Why not the others? They are real distinctions, but not the one tested here.
Visual explanation
Cover the right side of the list above and test yourself on each pair.
Common misunderstandings
"If I know the definitions, I will pass."
Most questions test distinctions inside scenarios.
"One good mock score means I'm ready."
Aim for two in a row at 90% or more.
"The night before is for cramming."
A calm, rested mind reads tricky wording better.
"Experience replaces the Guide."
The exam follows the 2020 Guide exactly.
Exam traps
These are differences in meaning. Read what the statement claims, then check it against the Guide.
The trap
How to read it
A question that mixes two distinctions.
Find the one the last line actually asks about.
An obsolete vs difficult Sprint Goal.
Only obsolete justifies cancellation.
Scope vs quality under pressure.
Scope may move; quality may not.
Knowledge check
12 questions: 2 foundation, 5 application, 5 advanced. Select, then press Submit. Explanations appear only after you submit.
Foundation
1.Who is accountable for the Product Backlog when the PO delegates writing items?
Answer
B
Why
Accountable vs responsible.
Other options
D: Responsible only. C, D: Not the Guide's assignment.
Principle
Accountable vs responsible
Reference
Scrum Guide 2020, Product Owner
Delegate work, keep accountability.
Foundation
2.Which event inspects how the team works?
Answer
C
Why
Review vs Retro.
Other options
B: The product. C: Daily plan. D: The Sprint's plan.
Principle
Review vs Retro
Reference
Scrum Guide 2020, Sprint Retrospective
Retro = process.
Application
3.A Sprint met its goal but left one item unfinished. What does this show?
Answer
A
Why
Commitment vs guarantee.
Other options
B, C, D: Misread the commitment.
Principle
Commitment vs guarantee
Reference
Scrum Guide 2020, Sprint Goal
Goal met is success.
Application
4.A usable Increment is held for a launch event. Which distinction applies?
Answer
C
Why
Usable and released differ.
Other options
A, B, D: Not tested here.
Principle
Increment vs release
Reference
Scrum Guide 2020, Increment
Usable ≠ released.
Application
5.A manager assigns daily tasks to Developers. Which distinction is at stake?
Answer
D
Why
Who decides who does what.
Other options
A, B, C: Not central here.
Principle
Self-management
Reference
Scrum Guide 2020, Scrum Team
Team decides who.
Application
6.Which is item-specific and optional rather than a Scrum commitment?
Answer
D
Why
DoD vs acceptance criteria.
Other options
A, B, C: Commitments in the Guide.
Principle
DoD vs criteria
Reference
Scrum Guide 2020, Definition of Done
Criteria are optional.
Application
7.A goal becomes very hard to reach but still matters. What applies?