Advanced Scrum Quiz

Scrum is the most popular Agile framework. According to Digita.ai’s 16th annual report, 87% of organizations using an Agile framework use Scrum. That’s up from 58% of Agile teams using Scrum, as documented in the 14th annual State of Agile report.

Scrum is simple; that is its power. Scrum’s simplicity allows teams to focus on delivering value and responding to change rather than getting bogged down in complexity.

Simplicity also keeps the framework agile and adaptable, allowing teams to respond quickly to changing business problems and market conditions, create their own agendas for the events and decide how best to work together to deliver value.

Scrum reduces the overhead and administrative burden associated with product development. With a simple framework, teams can focus on delivering usable products rather than administrative tasks. Productivity improves, and the time to market for new features and products is shorter.

Because the framework is easy to understand, teams can quickly learn and get started using Scrum to deliver value and improve quality and customer satisfaction.

Want to further test your Scrum knowledge here? Keep Learning!

7.5 minutes
15 multiple choice questions

All unanswered questions will be counted as incorrect answers.

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1 / 15

1. A Scrum Team lives by all the Scrum values and understands that these values are deeply interconnected — none can be displayed in isolation. By embodying the Scrum values, they build a foundation that helps them succeed in the long run:

1. Honesty

2. Unity

3. Integrity

4. Trust

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2. Who is accountable for maximizing the value of the product resulting from the work of the Scrum Team?

1. Scrum Team

2. Developers

3. Project Manager

4. Scrum Master

5. Product Owner

3 / 15

3. Appraisals in Scrum are the accountability of (select all that apply):

1. Project Manager

2. Product Owner

3. None of the above

4. Developers

5. Scrum Master

4 / 15

4. Inspect and Adapt is the accountability of: (Select all that apply)

1. Product Owner

2. Scrum Master

3. Project Manager

4. Scrum Team

5. Developers

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5. Scrum Teams are (select the best option):

1. Self-destructive, Self-motivating

2. Self-organizing, Cross-functional

3. Non-productive, Selfish

4. Cross-productive, Self-organizing

5. Self-motivating, Cross-productive

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6. The Product Backlog is usually ordered by:

1. Ordered by complexity. Less complex items are on top, and highly complex items are at the bottom.

2. Business Value.

3. Ordered by Risk. Low-risk items are to be on top, and high-risk items at the bottom.

4. Effort estimation.

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7. The subject matter experts (SMEs) invited for a Sprint Planning session by:

1. Scrum Team

2. Product Owner

3. Developers

4. Scrum Master

5. Senior stakeholders

Refined Guidance on Scrum Event Participation

Core Rule

Scrum Team members (Developers, Product Owner, Scrum Master) are the only required participants in all events.

Flexible Invitations (When Helpful, determined by Scrum Team)

Subject Matter Experts (SMEs) may join partially (e.g., clarify technical details during Backlog Refinement).

Stakeholders/Users may contribute to:

Sprint Reviews (feedback on the increment)

Backlog Refinement (clarify requirements)

Key Boundaries:

Invite selectively – Only include those who add immediate value to the discussion.

Timebox external input – Avoid letting guests dominate the event.

Scrum Master’s Role – Ensures outsiders don’t disrupt the team’s self-management.

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8. How does the Scrum Master help the Product Owner? Select all that apply.

1. Find techniques for effective Product Backlog management.

2. Facilitate Scrum events as requested or needed.

3. Lead and coach the organization in its Scrum adoption.

4. Understand product planning in an empirical environment.

5. Introduce cutting-edge development practices.

The Scrum Master serves the Product Owner through multiple key responsibilities:

Goal & Domain Clarity

Ensures the entire Scrum Team maintains a shared understanding of objectives, scope, and product domain knowledge.

Backlog Excellence

Identifies effective techniques for Product Backlog management.

Promotes clear, concise backlog item formulation.

Guides Product Backlog organization to maximize value delivery.

Empirical Planning Expertise

Facilitates evidence-based product planning in complex environments.

Agility Leadership

Models and promotes an agile mindset and practices.

Provides event facilitation as required.

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9. The following are mandatory skills for a Scrum Master (Select all that apply):

1. Technical skills

2. Estimation techniques

3. Systems thinking

4. Project management

Systems thinking is a core competency for Scrum Masters and all change agents. The role focuses on facilitation, coaching, and removing impediments rather than technical or project management expertise. It enables them to see interdependencies, identify root causes, and foster sustainable improvements, rather than applying quick fixes.

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10. The following is TRUE regarding the Definition of Done:

1. All of the above.

2. Developers are required to conform to the Definition of Done.

3. A formal description of the Increment's state once it meets the defined quality standards.

4. Creates transparency by providing everyone a shared understanding.

The Agile Definition of Done (DoD) is a set of criteria that must be met for a project to be considered complete. It serves as a checklist for Scrum teams, ensuring a shared understanding of the requirements needed to make a product releasable. The Definition of Done includes all of the characteristics and standards an Increment needs to meet in order to be released.

The Definition of Done is the commitment by the Developers for the Increment, much like the Sprint Goal is the commitment by the Developers for the Sprint Backlog and the Product Goal is the commitment by the Product Owner for the Product Backlog. The Definition of Done includes all of the characteristics and standards an Increment needs to meet in order to be released.

In Scrum, the Definition of Done is a clear list of conditions that must be satisfied to mark a product increment as complete.

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11. Whose responsibility is to track the progress of the Sprint? (Select all that apply)

1. Developers

2. Scrum Team

3. Scrum Master

4. Project Manager

5. Product Owner

Tracking Progress Toward the Sprint Goal

Daily Progress Monitoring
According to the Scrum Guide, the Developers must:

Assess remaining work daily during the Daily Scrum. By doing so they ensure transparency and are able to make adjustments as necessary to meet the Sprint goal.

Update effort estimates for all Sprint Backlog items.

Evaluate the likelihood of achieving the Sprint Goal, related to creating a potentially releasable Increment.

The Sprint Burndown Chart
This essential tracking tool:

Visualizes total remaining work across the Sprint.

Ideally shows a consistent downward trend.

Reaches "zero effort remaining" by the Sprint's end.

Focuses on future work needed (not time spent).

Practical Realities

Progress is rarely perfectly linear.

Charts often fluctuate (this is normal in product development).

The true value lies in enabling data-driven adjustments.

When Progress Stalls
If the burndown line isn't trending downward:

The team should collaboratively problem-solve.

Options may include:

Scope refinement (in consultation with the PO).

Process improvements.

Workflow adjustments.

All changes must maintain a sustainable pace.

Key Insight: The burndown chart's power comes from its forward-looking focus - showing what separates the team from their goal rather than dwelling on past effort.

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12. During the Sprint, who is allowed to add tasks to the Sprint Backlog? Select all that apply.

1. The Developers

2. The Key Stakeholders

3. The Product Owner

4. The Scrum Team

5. The Scrum Master

The Sprint Backlog is the Developers' exclusive responsibility and can only be modified by them during the Sprint. Even if the Product Owner requests changes to the planned work, these must go through the Developers' approval process.

As the tactical plan for the Sprint, the Sprint Backlog is created by the Developers during Sprint Planning. This collaborative process involves:

The Product Owner presenting prioritized Product Backlog items.

The Developers:

Evaluating the items

Assessing capacity

Determining achievable work

Formulating an execution plan

The resulting Sprint Backlog serves as the team's blueprint for accomplishing the Sprint Goal.

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13. It is best to do Product Backlog estimation during:

1. Product Backlog Refinement.

2. Sprint Retrospective.

3. Scrum doesn't mandate estimation, so it is best avoided.

4. Sprint Planning.

Best time to estimate the Product Backlog:

Ongoing: During Backlog Refinement (Ideal)

When: Dedicated refinement sessions (at least once per Sprint)

Why:

Prevents Sprint Planning bottlenecks

Allows for deeper analysis of complex items

Enables PO to adjust priorities before commitment

Output:

Metric (story points)

Clear acceptance criteria

Just-in-Time: During Sprint Planning (Final Check)

When: Final hours of Sprint Planning

Why:

Confirms estimates account for latest insights

Ensures selected items align with Sprint Goal

Output:

Committed Sprint Backlog

Task breakdowns

Ad-Hoc: When New Work Emerges

When: New high-priority items arrive mid-Sprint

Why:

Maintains backlog readiness

Avoids surprise capacity issues

Rule:

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14. True Leadership means:

1. Make decisions on behalf of the Developers.

2. Display contextual leadership - help Developers to make decisions and/or help the organization in its Scrum adoption.

3. Serve the leaders of the organization, and provide them with the status of the work done by the Developers.

4. Service the Developers with whatever logistics and infrastructure are needed.

True Leadership in Scrum: Servant Leadership + Empowerment

Scrum redefines leadership as facilitation, not control, supports both team-level and organization-level Scrum adoption and it maintain team self-management while providing guidance. It’s not about authority, but about enabling teams to self-organize, innovate, and deliver value fearlessly.

A great leader cultivates skills, removes obstacles, and leads by example, building trust that drives both team and organizational success.

True leadership in Scrum isn’t a role—it’s a behavior. The best leaders measure their success by how little they’re needed.

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15. If an inspector determines that one or more aspects of a process deviate outside acceptable limits, when must an adjustment be made?

1. After discussing the deviations at the Daily Scrum.

2. As soon as possible to minimize further deviation.

3. After clarifying all the details with the Product Owner.

4. After Scrum Master approval.

In the Scrum framework, when an inspector determines that one or more aspects of a process deviate outside acceptable limits, an adjustment must be made as soon as possible. This is a core principle of Scrum's empirical process control.

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The Power of Frequent, Valuable Increments in Scrum

Why Scrum Doesn’t Address Appraisals:

Best Practices for Appraisals in Scrum:

How the Scrum Team Inspects & Adapts:

Why is it a Shared Accountability?

Refined Guidance on Scrum Event Participation

Key Boundaries:

Tracking Progress Toward the Sprint Goal

Best time to estimate the Product Backlog:

True Leadership in Scrum: Servant Leadership + Empowerment