Scrum PSD Dumps

Scrum requires no documentation

Technical writers

Scrum master

Product owner

Developers

The developers

Product owner

The company’s database specialist

Scrum master

Definition of done

Sprint goal

Sprint planning outcome

Product goal

The Product Owner.

The Scrum Team.

The Scrum Master.

The Developers.

Managers doing performance reviews by comparing one programmer’s code to another’s

Two developers writing code together, providing constant peer review

Two programmers writing code separately, but always review each other’s pull requests

Developer and tester work together to write and test code

It is a great way for Testers to contribute early in the Sprint as they can start creating all the tests from the beginning.

It increases collaboration between Developers as it requires Pair Programming.

It helps to identify gaps in understanding the desired behavior.

It might lead to better code as refactoring is part of the Test-Driven Development cycle.

It helps break down complex problems into smaller ones that are much easier to be tackled.

It makes Integration Tests obsolete and by doing so saves a lot of time.

The need for a stable velocity

The benefit of the teams figuring it out theirselves

The need to have all developers busy with work

The ability of the scrum teams to produce integrated increments

As needed, taking into account a short term reduction in productivity

Every sprint to remain agile

Never, it will reduce the velocity

As needed, but it should not affect the productivity

Work with the QA departments on the increment of the current sprint

Update the project plan with stakeholders

Refine the backlog

There are no such activities. The next sprint starts immediately after the current sprint

Build.

Security.

Design pattern selection.

Scalability.

Additions features in a usable state that complement those delivered in previous iterations

UML diagrams that describe how to deliver functionality in future iterations

A new user interface design for functionality delivered in previous iterations

An automated test suite to verify functionality delivered in previous iterations

A decomposition of all product backlog items into tasks for future sprint backlog lists

No, because the increment has to be approved at the Sprint Review before it can be released, and a 2-week Sprint would not be considered continuous.

No, because stakeholders may have already seen the new features and the Sprint Review will be meaningless.

No, because before releasing an Increment it first has to fulfill the Definition of Done.

No, because the Product Owner may not be available each time a PBI is done, and the Product Owner has to decide if it should be released.

Yes, there is nothing in Scrum that conflicts with Continuous Delivery.

It is a chance for inspecting the outcome of a sprint and determining the next steps

It is a mechanism to control the work of the developers

It is a demo of the work that was done

The sprint backlog

The product goal

The Sprint goal

Sprint review minutes

Product goal

Sprint goal

Sprint planning outcome

Definition of done

It is an emergent, ordered list of what is needed to improve the product

It is the diary of the product owner

It is mainly meant as inspiration for the sprint planning

It is a list of all the requirements that will have to be added to the product

It is allowed to grow and change as more is learned about the product and its customers.

It provides just enough information to enable a Scrum Team to start the design phase of a product.

It is baselined to follow change management processes.

It contains all foreseeable tasks and requirements from which the Scrum Team can develop and maintain a complete project plan.

A culture of continuous experimentation and learning.

To deliver value earlier and more frequently.

A tool-focused way of introducing DevOps, compared to a mindset way (second way) and organizational structure (third way).

Using automated build and release pipelines.

The first set of practices a team should apply before moving to the second way.

Release planning

Daily scrum

Sprint review

Sprint retrospective

Refinement meeting

A term representing the eventual consequences of poor technical choices

Developers that have to pay college debt

Code that hasn’t been documented

The money an organization owes to tool and hardware vendors

False

True

A software development practice used by integration teams to create best practice branching and merging strategies

A software development practice that continuously integrates feedback from users in the software design

A software development practice where developers all work on the same computer to assure a common codebase

A software development practice where developers integrate and verify their work frequently, often multiple times a day, to detect integration errors as quickly as possible

False

True

The Developers may forecast less overall work in Sprint 8.

Stakeholders will encourage the Scrum Team to estimate better during the Sprint 8 Planning Meeting.

There is nothing wrong. The Developers will present all Product Backlog items selected for Sprint 7 at the end of the Sprint.

The Developers carry over incomplete Sprint Backlog items from Sprint 7 to Sprint 8 and monitor the Sprint 8 burn-down chart. As soon as deviation from trends is detected, the Developers work with the Product Owner to negotiate remaining work.

The Scrum Master adds additional Developers for Sprint 8.

The Developers put incomplete Product Backlog items back into the Product Backlog for re-ordering. The Product Owner may ask the Developers to complete the unfinished Product Backlog items from Sprint 7 in Sprint 8.

Do all the work except for deployment

Complete the work in the within the foreseen time and costs

Create a potentially releasable increment from the product backlog items

Doing all work needed to meet the Definition of Done.

Updating Sprint tasks properly in the electronic tracking tool.

Keeping track of and estimating all undone work to be completed in a “hardening" Sprint.

Reporting Sprint progress to the stakeholders daily.

False

True

It does not measure usability

It is too complicated to explain to management

It only provides insights to programmers

It does not ensure that the most important or highest risk areas of the code are being exercised by tests

It could create incentives to write tests that simply increase code coverage, rather than tests that find bugs without increasing code coverage

A technical requirement that must be satisfied

A bug

Great development practices

Something that completes the test coverage of a system

False

True

The continuous restructuring of software to retain flexibility

Having the tester in the development team write the test plans before coding

Creating tests before satisfying them

Testing existing code before adding more code to it

Scrum is a framework for developing and sustaining complex products.

Each component of scrum serves a specific purpose and is essential to Scrum's success

Scrum is based on empirical process control

Scrum is like traditional project management, but then with project managers replaced by self-management.

Scrum is a methodology based on empirical process control.

Models are not used by agile teams

Models are maintained along with the software as it emerges

Models are assembly instructions for the developers

Modeling may be useful to increase shared understanding

In production during peak hours

Often during the development

In production

Just before deployment to production

The person who is responsible for configuration management within the team

The person who broke the build

The tester responsible for validating builds

The next person who needs the build to complete successfully

Each team’s automated build is integrated toward the end of the sprint

Developers should perform a combination of local and private builds

Each team should have its own automated build

There is one automated build for all teams

Function points

Cyclometic complexity

Depth of inheritance

True

False

Work together and self manage to create value

Design the full architecture before starting

Creating a plan for the entire project

Create a potentially shippable functionality in the sprint

Manage the meeting

All of these

Lead the discussion

Ensure that the meeting takes place and that its timebox won't be exceeded

Make sure all three questions of the daily scrum are answered

Less than 50% of the application is working correctly

There are no bugs in the application

At least 50% of the application is working correctly

You did not break any of the unit tests that already existed

Release documentation

Build automation

Security

Design pattern choices

Scalability

The Architect chosen by the Scrum Team.

The software architect assigned to the Scrum Team.

The Developers with input from the Scrum Team and others.

The Chief Architect.

The behavior of a given object can be emulated to the system under test

They are machine-generated and eliminate the need to write code by hand

To increase tight coupling

TDD is impossible without them

Isolating a particular system component for controlled testing

True

False

Extracting methods

Reordering method parameters to improve readability

Changing external interfaces or APIs

Renaming things to be more logical

Extracting interfaces

Every team must make their own DoD, a meeting should be organised so that the differences are known.

It depends on the product owner

All development teams must have a DoD that makes their combined work releasable.

Every team uses its own. The differences are discussed in a hardening sprint.

False

True