CSM Certified ScrumMaster Exam Questions and Answers

Scrum teams plan workone Sprint at a time, using theSprint Planning eventto adapt the Sprint Backlog based on what was learned in previous Sprints. This approach aligns with Scrum'sempirical process control, which relies on inspection and adaptation to plan effectively.

According to the2020 Scrum Guide:

Sprint Planning creates aSprint Backlog, which includes the Sprint Goal, selected Product Backlog items, and the plan to deliver them.

Teams adjust their plans Sprint by Sprint, responding to new information, feedback, and changing circumstances.

Why the other options are incorrect:

A. One release at a time, adjusting the number of Sprints to the prior releases’ average velocity:Scrum does not prescribe release-driven planning or adjusting Sprint duration based on velocity.

C. One project at a time, adjusting each Sprint Backlog Item to meet the release date negotiated at inception:Scrum encourages iterative planning within Sprints, not fixed plans tied to predetermined release dates.

D. One Sprint at a time in the Product Backlog Refinement meeting with participation of stakeholders:Product Backlog Refinement is an ongoing activity, not a Sprint planning process. Stakeholders typically participate in Sprint Reviews, not in backlog refinement.

One of the primary services a Scrum Master provides to the Scrum Team isremoving impedimentsto the team’s progress. By doing so, the Scrum Master ensures that the team can work without unnecessary disruptions and remain focused on achieving the Sprint Goal.

According to the2020 Scrum Guide, the Scrum Master serves the Scrum Team in several ways, including:

Coaching the team in self-management and cross-functionality.

Helping the team focus on creating high-value Increments.

Removing impediments to the team’s progress.

Why the other options are incorrect:

A. Prioritize the Sprint Backlog:This is the Product Owner's responsibility as part of Product Backlog management.

B. Develop a release plan:Scrum does not require a release plan, and if it is needed, the Product Owner leads this activity with input from the Developers.

C. Manage the Product Backlog:Managing the Product Backlog is the Product Owner's accountability, not the Scrum Master's.

Facilitatingis the activity that seeks to build consensus in a group setting. In Scrum, the Scrum Master often acts as afacilitator, helping the team reach agreements during events such as Sprint Planning, Retrospectives, or backlog refinement sessions. Facilitators guide discussions neutrally, ensuring all voices are heard and helping the group align on decisions.

According to the2020 Scrum Guide, the Scrum Master:

Facilitates Scrum events as requested or needed.

Removes barriers to communication and fosters collaboration within the team.

Why the other options are incorrect:

A. Coaching:Coaching involves guiding individuals or teams to improve performance, but it is not specifically about building group consensus.

B. Teaching:Teaching focuses on imparting knowledge, not consensus-building.

C. Mentoring:Mentoring involves a one-on-one relationship where the mentor shares knowledge and experience, which is not a group activity.

TheDaily Scrumis a short, time-boxed event (15 minutes) where Developers inspect progress toward the Sprint Goal and adapt their plan for the day. It is not intended to solve problems or deep-dive into discussions. If a major technical issue is identified during the Daily Scrum, the team should note it and arrange to discuss and solve itoutside of the Daily Scrum.

According to the2020 Scrum Guide:

The Daily Scrum is focused on progress toward the Sprint Goal, and issues that require detailed discussion or resolution should be handled separately.

The Scrum Master may help facilitate these follow-up discussions if needed.

Why the other options are incorrect:

B. Interrupt the Daily Scrum and solve the problem immediately:The Daily Scrum is not a problem-solving session. Interrupting it for detailed discussions disrupts its purpose and timebox.

C. Escalate it to the Product Owner:Technical issues are typically handled by the Developers, not the Product Owner, who is responsible for managing the Product Backlog and ensuring value delivery.

D. Discuss it during the Sprint Review:Waiting until the Sprint Review to discuss atechnical issue would delay resolution and risk jeopardizing the Sprint Goal.

TheScrum Mastershould coach the Developers byexplaining the intent of the Daily Scrum, which is toinspect progress toward the Sprint Goaland adapt the plan as needed. The Daily Scrum is not a status update meeting—it is a collaborative event for the Developers to synchronize their efforts, share progress, and discuss any impediments.

According to the2020 Scrum Guide:

The Daily Scrum is a15-minute eventwhere the Developers inspect their progress and adapt their plan to achieve the Sprint Goal.

The event belongs to the Developers, and they decide how to structure it, but its purpose must align with the framework’s guidance.

Why the other options are incorrect:

B. Cancel the Daily Scrum and have status update meetings instead:Status update meetings go against Scrum principles, which emphasize team ownership and collaboration.

C. Reduce the occurrence for this meeting to once a week:The Daily Scrum is adailyevent for inspection and adaptation; reducing its frequency would hinder the team’s ability to remain aligned.

D. Make Daily Scrum an optional meeting for the Developers to attend:The Daily Scrum is mandatory for the Developers to inspect and adapt their plan, and making it optional undermines its importance.

The Product Owner is accountable forcreating and ordering Product Backlog itemsto maximize the value of the product. This includes clearly expressing Product Backlog items, ordering them to maximize value, and ensuring that the Product Backlog is transparent and understood.

According to the2020 Scrum Guide, the Product Owner is accountable for:

Maximizing the value of the product resulting from the work of the Scrum Team.

Effectively managing the Product Backlog by ensuring it is prioritized and transparent.

Creating Product Backlog items in collaboration with stakeholders and the Scrum Team.

Why the other options are incorrect:

A. Describe the solution:The Product Owner defines the "what" (desired outcomes), not the technical "solution," which is determined by the Developers.

B. Manage the Developers:The Product Owner does not manage the Developers. Developers are self-managing and self-organizing.

D. Recognize titles:Titles have no significance in Scrum, and this is not a responsibility of any Scrum role.

When Developers ask for help or admit they do not know something, they demonstrateCourage, one of the five Scrum Values. It takes courage to be open about challenges or limitations and seek assistance, as it fosters collaboration, transparency, and trust within the team.

According to the2020 Scrum Guide, the Scrum Values include:

Commitment: Dedicated to the team’s goals and delivering value.

Focus: Concentrating on the Sprint Goal and avoiding distractions.

Openness: Transparent about work and progress.

Respect: Valuing each other's contributions and perspectives.

Courage: Taking risks, speaking up, and tackling challenges.

Why the other options are incorrect:

A. Respect:Respect is about valuing team members' contributions, but asking for help reflects personal courage.

C. Commitment:Commitment relates to dedication to achieving goals, not specifically asking for help.

D. Focus:Focus involves prioritizing and working toward the Sprint Goal, not addressing knowledge gaps or challenges.

When the Scrum Team does not understand the goal, scope, or product domain, theScrum Master should facilitate a discussion between the Stakeholders, Product Owner, and Developers. This ensures clarity and shared understanding, enabling the team to move forward effectively.

According to the2020 Scrum Guide, the Scrum Master serves the team by:

Facilitating stakeholder collaborationas needed.

Ensuring that the Product Backlog is understoodby the Scrum Team.

Removing any barriers that hinder the team's ability to achieve the Sprint Goal.

Why the other options are incorrect:

A. Direct the Developers to stop working until the Product Owner improves the acceptance criteria:Stopping work is not productive, and collaboration with the Product Owner and stakeholders is the proper approach to resolving misunderstandings.

B. Cancel the Sprint and schedule a new Planning meeting:Cancelling the Sprint should be an absolute last resort and is typically done only when the Sprint Goal becomes unachievable.

C. Do nothing because this is the responsibility of the Product Owner:While the Product Owner owns the Product Backlog, the Scrum Master is responsible for facilitating collaboration and resolving impediments.

TheDaily Scrumis the event where impediments to achieving the Sprint Goal are shared. It is a time-boxed event (15 minutes) held every day during the Sprint. During this event, the Developers inspect their progress toward the Sprint Goal and identify any blockers or impediments that need to be addressed.

According to the2020 Scrum Guide:

The Developers use the Daily Scrum to inspect progress andadapt their planto achieve the Sprint Goal.

Impediments are raised and addressed by the Scrum Master if they cannot be resolved by the team.

Why the other options are incorrect:

B. Sprint Planning:Sprint Planning is focused on creating the Sprint Goal and selecting Product Backlog items for the Sprint, not sharing impediments.

C. Sprint Retrospective:The Retrospective focuses on process improvements and team dynamics, not day-to-day impediments during the Sprint.

D. Sprint Review:The Sprint Review is about presenting the Increment and gathering feedback, not resolving impediments.

TheSprint Retrospectiveis a formal opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. This event focuses oncontinuous improvementby reviewing processes, collaboration, tools, and their adherence to the Definition of Done.

According to the2020 Scrum Guide, the Sprint Retrospective serves the following purposes:

Toinspecthow the last Sprint went in terms of individuals, interactions, processes, tools, and the Definition of Done.

To identify andagree upon actionable improvementsthat will increase the team's effectiveness in future Sprints.

Why the other options are incorrect:

B. Plan the incomplete work for the next Sprint and submit reasons to the Product Owner:This is not the purpose of the Sprint Retrospective. Sprint Planning is the event where the team plans the upcoming Sprint.

C. Explain what Backlog items have been done and what has not been done:This describes the Sprint Review, where the team discusses completed and incomplete Product Backlog Items with stakeholders.

D. Identify Developers who did not perform well in the Sprint:Scrum encourages collaboration, respect, and continuous improvement, not blaming individuals for shortcomings.

TheScrum Masterworks with theScrum Teamand other involved parties (such as stakeholders) to ensure that artifacts aretransparent. Transparency is one of the three pillars of empiricism in Scrum and is critical for effective inspection and adaptation. If artifacts (e.g., Product Backlog, Sprint Backlog, Increment) are not transparent, it can hinder decision-making and progress.

According to the2020 Scrum Guide, the Scrum Master is responsible for ensuring that everyone involved understands:

The purpose of the artifacts(e.g., Product Backlog, Sprint Backlog, Increment).

The Definition of Done, to ensure shared understanding of what constitutes a completed work item.

Why the other options are incorrect:

A. End users:While feedback from end users is important, they are not directly responsible for ensuring transparency of artifacts.

C. Management team:Management is not directly involved in artifact transparency, as this is primarily a collaboration between the Scrum Team and relevant stakeholders.

D. Project Manager:There is no role of "Project Manager" in Scrum.

Fromself-organizing teams,the best architecture, requirements, and designsemerge. This aligns with one of theAgile Manifesto Principles, which states:

"The best architectures, requirements, and designs emerge from self-organizing teams."

Self-organizing teams have the autonomy to make decisions, collaborate effectively, and adapt their processes to deliver high-quality solutions.

Self-organizing teams work without being micromanaged, leveraging their expertise and collective intelligence to solve complex problems and create innovative solutions.

Why the other options are incorrect:

A. The best process flows, user stories and requirements:While self-organizing teams improve processes, the Agile principle specifically mentions architecture, requirements, and designs.

C. The best designs, user stories and Sprint Backlog:The Sprint Backlog is an artifact, not an outcome of self-organization.

D. The best architecture, user stories and requirements:User stories are part of backlog items, but the principle focuses on architecture, requirements, and designs.