You are the Scrum Master for four Scrum Teams working on one product. Several of the developers notify you that their teams will need full-time help of an external technical specialist in the upcoming two Sprints.
What key concerns should the Scrum Master take into account?

• A.Having enough work for all Development Team members.
• B.The benefit of Development Teams solving the problem themselves and the ability to produce integrated Increments.
• C.Maintaining a consistent velocity.
• D.Hiring additional resources to fill the void in skillset.

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A Scrum Master teaches those who are interested in the Development Team's progress that progress in Scrum comes from inspecting an Increment at the Sprint Review.

• A.True
• B.False

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In order to start the first Sprint, Scrum only requires a Product Owner with enough ideas, a Development Team to execute on those ideas, and a Scrum Master to guide the process.

• A.True
• B.False

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At the end of the eighth Sprint, the internal sponsors are upset and angry with the progress of the product being built. The current state of the product is not as expected and will require additional Sprints and more budget than originally anticipated at the start of the project.
What factors may have led to this? (Choose three.)

• A.The Product Owner has not been engaging with sponsors frequently enough and has not been kept aware of the overall progress of the project.
• B.The sponsors haven't been using the Sprint Reviews to actively engage, and inspect and evaluate progress.
• C.The scope changes have not been tracked adequately and the change request process has not been followed properly.
• D.The stakeholders have not been using the Daily Scrum effectively to track the Development Team's progress.
• E.The Scrum Master has not ensured transparency.
• F.The project plan proposed to the sponsors at the start of the project followed stringently.

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Currently, your engineering department is organized in siloed teams that specialize by function (for example, design, front-end, back-end, database, and testing).
What would you consider when moving away from component teams towards feature teams?

• A.You cannot begin Scrum without have feature teams. It is easier to measure and compare performance between feature teams. Feature teams should have an equal number of team members.
• B.Members within feature teams require compatible personalities. Feature teams should have a mix of junior and senior members. Tasks are completed more quickly than component teams.
• C.Moving from component teams to feature teams could reduce, productivity in the initial stages. Feature teams have less communication complexity. Getting the support from the business side makes the transition easier.

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