[Jul-2024] SPS Pre-Exam Practice Tests | Exam Questions and Answers for Scaled Professional Scrum Study Guide
Certified Scaled Professional Scrum (SPS) Certification Sample Questions
NEW QUESTION # 19
How can a Nexus team help its developers understand how their work is contributing to the product's progress?
- A. Eliminate individual teams' daily scrum and prolong the Nexus Daily Scrum meeting
- B. Advice all the developers to attend the Nexus Daily Scrum
- C. Create and communicate the Nexus Sprint Goal to all Scrum Teams that describes the shared purpose of the Nexus
- D. Nexus Integration Team should reiterate the product goal as often as possible
Answer: C
NEW QUESTION # 20
What is the time box for Nexus Sprint Planning?
- A. It is up to the Nexus Team
- B. 16 hours for one month Sprint
- C. 12 hours for one month Sprint
- D. 8 hours for one month Sprint
Answer: A
NEW QUESTION # 21
A Nexus with five Scrum Teams has been created to build one product. Who has to coordinate the work with other teams in the Nexus?
- A. Scrum Master should teach the Developers that it is their responsibility to work with other teams
- B. Lead Developer on a Team should coordinate with other teams
- C. Product Owner
- D. Nexus Integration Team, because they are responsible for cross-team dependencies
Answer: A
NEW QUESTION # 22
During Nexus Sprint Retrospective, the team has acknowledged that there is some technical debt accumulated in the product.
What should they do?
- A. For the next Sprint, the team can set aside a certain percentage of effort to deal with the rework to eliminate technical debt
- B. Technical Debt can be ignored as the end user will not be able to notice it
- C. The team should deal with technical debt during the hardening Sprint
Answer: A
NEW QUESTION # 23
How often should the Nexus Sprint Backlog be adjusted?
- A. Once a week
- B. Only during Sprint Planning
- C. At least every Nexus Daily Scrum
Answer: C
NEW QUESTION # 24
What are the possible side effects of teams not integrating their work often? Select two best answers
- A. Increase in code conflicts
- B. Increase in Technical Debt
- C. Decrease in productivity
- D. Increase in Nexus Integration Team's workload
Answer: A,C
NEW QUESTION # 25
Which two statements best describe Nexus Sprint Goal?
- A. Nexus Sprint Goal is optional whereas individual team's Sprint goal is mandatory
- B. Nexus Sprint Goal describes the purpose that will be achieved by the Scrum Teams during the Sprint
- C. Nexus Sprint Goal holds little value as long as the positive feedback is received from stakeholders
- D. Nexus Sprint Goal is the sum of all the work and Sprint Goals of the individual Scrum Teams within the Nexus
Answer: B,D
NEW QUESTION # 26
Scenario B: Six Team Nexus with complex dependencies
A six team Nexus is developing a complex product, with different parts of the product that only certain Scrum Teams can work on. In fact, there are some highly specialized individuals outside the Nexus that are required for some of the work. In past Sprints the Nexus encountered challenges dealing with the many dependencies between Scrum Teams.
Which of the following two strategies would be most effective in dealing with their dependencies?
(choose the best two answers)
- A. Have the Nexus Integration Team order the Nexus Sprint Backlog. They should control and resolve the dependencies.
- B. Gather all people in the Nexus into a 48-hour Nexus Sprint Planning event.
Discover, document, and resolve dependencies during this time. - C. During Nexus Sprint Planning, have appropriate representatives from each team in the Nexus briefly meet to discuss dependencies for the upcoming Sprint. This conversation will help their individual team's Sprint Planning.
- D. Discover and document dependent work during Cross-Team Refinement of the Product Backlog, so teams are aware of dependencies before Nexus Sprint Planning. This will allow Nexus Sprint Planning to focus on resolving dependencies for the upcoming Sprint.
Answer: C,D
Explanation:
The Nexus framework is a way of scaling Scrum for multiple teams working on a single product. The Nexus framework uses Scrum as its building block and extends it only where necessary to minimize and manage dependencies between teams 11. The Nexus framework defines the accountabilities, events, and artifacts that bind and weave together the work of the teams in a Nexus 11. One of the key events in the Nexus framework is the Nexus Sprint Planning, which is used to coordinate the activities of all teams in the Nexus for a single Sprint 11.
In Scenario B, the Nexus is developing a complex product with different parts that only certain teams can work on. There are also some highly specialized individuals outside the Nexus that are required for some of the work. In past Sprints, the Nexus encountered challenges dealing with the many dependencies between teams. Dependencies are the relationships between the work items that affect the order, timing, or outcome of the work 22. Dependencies can cause delays, rework, waste, and lower quality 22. Therefore, it is important to identify and resolve dependencies as early and as often as possible 22.
The two strategies that would be most effective in dealing with the dependencies are:
Discover and document dependent work during Cross-Team Refinement of the Product Backlog, so teams are aware of dependencies before Nexus Sprint Planning. This will allow Nexus Sprint Planning to focus on resolving dependencies for the upcoming Sprint. This is answer A. This is a valid strategy because Cross-Team Refinement is an activity where representatives from each team in the Nexus meet to decompose and refine the Product Backlog items into smaller pieces of work that can be delivered by a single team or multiple teams 11. By doing this, the teams can discover and document the dependent work that needs to be done by other teams or external parties 11. This will help the teams to be aware of the dependencies before the Nexus Sprint Planning and to prepare for them 11. This will also allow the Nexus Sprint Planning to focus on resolving the dependencies for the upcoming Sprint, rather than spending time on identifying them 11.
During Nexus Sprint Planning, have appropriate representatives from each team in the Nexus briefly meet to discuss dependencies for the upcoming Sprint. This conversation will help their individual team's Sprint Planning. This is answer C. This is a valid strategy because Nexus Sprint Planning is an event where the Nexus, consisting of the Product Owner and appropriate representatives from each team, meet to plan the Sprint 11. The purpose of Nexus Sprint Planning is to coordinate the activities of all teams in the Nexus for a single Sprint 11. The result of Nexus Sprint Planning is a Nexus Sprint Goal that aligns with the Product Goal and a Nexus Sprint Backlog that contains the work to be done by the teams to achieve the Nexus Sprint Goal 11. During Nexus Sprint Planning, the representatives from each team can briefly meet to discuss the dependencies for the upcoming Sprint and how to resolve them 11. This conversation will help their individual team's Sprint Planning, where they can create their own team Sprint Goal and team Sprint Backlog that support the Nexus Sprint Goal and the Nexus Sprint Backlog 11.
The other two answers are not correct because:
Have the Nexus Integration Team order the Nexus Sprint Backlog. They should control and resolve the dependencies. This is answer B. This is not a valid strategy because the Nexus Integration Team is not the owner or the controller of the Nexus Sprint Backlog. The Nexus Integration Team is a role that consists of the Scrum Master, the Product Owner, and other members who are responsible for coordinating, coaching, and supervising the integration of the work done by the teams in the Nexus 1[1][5]. The Nexus Integration Team facilitates the Nexus Sprint Planning, but does not order or dictate the Nexus Sprint Backlog 1[1][5]. The Nexus Sprint Backlog is owned and managed by the Nexus, not by the Nexus Integration Team 1[1][5]. The Nexus Integration Team helps the teams to identify and resolve the dependencies, but does not control or impose them 1[1][5].
Gather all people in the Nexus into a 48-hour Nexus Sprint Planning event. Discover, document, and resolve dependencies during this time. This is answer D. This is not a valid strategy because gathering all people in the Nexus into a 48-hour Nexus Sprint Planning event is not feasible, efficient, or effective. The Nexus Sprint Planning is not meant to be a long and exhaustive event that involves all people in the Nexus 11. The Nexus Sprint Planning is meant to be a short and focused event that involves only the Product Owner and appropriate representatives from each team in the Nexus 11. The Nexus Sprint Planning is not meant to be the only time to discover, document, and resolve dependencies 11. The Nexus Sprint Planning is meant to be the time to coordinate the activities of the teams for the upcoming Sprint and to create a Nexus Sprint Goal and a Nexus Sprint Backlog 11. The discovery, documentation, and resolution of dependencies should be done continuously throughout the Sprint, not only during the Nexus Sprint Planning 11.
NEW QUESTION # 27
The Nexus Guide no longer prescribes the format of Nexus Sprint Retrospective. Is it still necessary to have individual teams' sprint retrospective?
- A. Yes
- B. No
Answer: A
NEW QUESTION # 28
Who are the mandatory members of Nexus Integration Team?
- A. Scrum Master
- B. Integration Specialist
- C. Business Analyst
- D. Product Owner
Answer: A,D
NEW QUESTION # 29
All the development team members need not attend Nexus Daily Scrum. True or False?
- A. FALSE
- B. TRUE
Answer: B
NEW QUESTION # 30
All developers must attend the Nexus Daily Scrum. True or False?
- A. FALSE
- B. TRUE
Answer: A
NEW QUESTION # 31
Four teams in a Nexus typically integrate their work only once, late in the Sprint. The teams report that it takes many hours or days to integrate their work, which delays the Sprint's end. To address this issue, which of the following would help?
(choose the best answer)
- A. Using Behavior-Driven Development.
- B. Doing more acceptance testing.
- C. All of the above.
- D. Integrating more frequently.
- E. Investing in more Requirements Traceability.
- F. Doing more exploratory testing.
Answer: D
Explanation:
The best answer for this question is A. Integrating more frequently. This answer is correct because integrating more frequently can help the Scrum Teams in a Nexus to detect and resolve integration issues or dependencies earlier and faster, and to deliver a potentially releasable product increment at the end of each Sprint. Integrating more frequently can also reduce the complexity and risk of integration, and increase the quality and feedback of value delivery 112233.
The other answers are not correct for the following reasons:
B). Doing more acceptance testing. This answer is not sufficient because doing more acceptance testing does not address the root cause of the problem, which is the late integration of the work. Acceptance testing can help to verify the quality and functionality of the product increment, but it does not ensure that the integration is done early and often. Moreover, doing more acceptance testing may consume more time and resources, and delay the delivery of the product increment 44.
C). Doing more exploratory testing. This answer is not helpful because doing more exploratory testing does not solve the issue of the late integration of the work. Exploratory testing can help to discover and learn more about the product increment, but it does not guarantee that the integration is done smoothly and quickly. Furthermore, doing more exploratory testing may introduce more uncertainty and variability, and hinder the delivery of the product increment 55.
D). Using Behavior-Driven Development. This answer is not relevant because using Behavior-Driven Development does not directly affect the integration of the work. Behavior-Driven Development is a technique that can help to define and communicate the expected behavior and outcomes of the product increment, but it does not ensure that the integration is done frequently and effectively. Additionally, using Behavior-Driven Development may require more collaboration and coordination, and complicate the delivery of the product increment [6].
E). Investing in more Requirements Traceability. This answer is not useful because investing in more Requirements Traceability does not improve the integration of the work. Requirements Traceability is a practice that can help to track and document the origin and evolution of the product requirements, but it does not ensure that the integration is done timely and efficiently. Also, investing in more Requirements Traceability may increase the overhead and bureaucracy, and slow down the delivery of the product increment [7].
F). All of the above. This answer is not correct because none of the above answers are effective for addressing the issue of the late integration of the work. As explained above, each of the above answers has its own limitations and drawbacks, and does not directly or sufficiently help the Scrum Teams in a Nexus to integrate their work more frequently and successfully. Therefore, the best answer is A. Integrating more frequently.
NEW QUESTION # 32
Who is accountable for a releasable integrated Product being delivered at least once at the end of every Sprint?
- A. Scrum Master
- B. Nexus Integration Team
- C. Product Owner
- D. Every Team member
Answer: B
NEW QUESTION # 33
Scenario A: Nexus Sprint Review with Five Scrum Teams
There are five Scrum Teams working on a product. During the Nexus Sprint Review, the teams present the results of the Sprint. After introductions, each team takes time to present their work for inspection by individually showing the new features they have built. They are not using a shared environment. The stakeholders do not provide much feedback. The event ends and people filter out of the room.
Since teams are not using a shared environment, what is likely?
(choose the best two answers)
- A. The Nexus has not yet reached the integration phase.
- B. There is no single Integrated Increment.
- C. The Nexus Integration Team is lacking or nonexistent.
- D. The Sprint is too short.
Answer: B,C
Explanation:
According to the Nexus Guide1, the Nexus Sprint Review is an event where the Nexus presents the Done Integrated Increment that was built over the Sprint and collects feedback from the stakeholders. The Integrated Increment is the combined work of all the Scrum Teams in the Nexus that meets the Definition of Done. The Nexus Guide also states that the Nexus Integration Team is a specialized Scrum Team that provides services and guidance to the Scrum Teams in the Nexus to ensure that the Integrated Increment is produced every Sprint.
In the scenario, the teams are not using a shared environment, which implies that they are not integrating their work frequently and effectively. This means that there is no single Integrated Increment that can be inspected and adapted by the stakeholders. This also suggests that the Nexus Integration Team is lacking or nonexistent, or that it is not fulfilling its role of facilitating integration and resolving dependencies. Without a Nexus Integration Team and a shared environment, the Nexus cannot deliver a valuable product Increment that meets the Product Goal.
The Sprint length and the integration phase are not relevant to the scenario. The Sprint length is determined by the Nexus based on the complexity and uncertainty of the product, and it should be less than a month. The integration phase is not a separate phase in Nexus, but a continuous activity that happens throughout the Sprint. Therefore, A and B are not correct answers.
NEW QUESTION # 34
What are three benefits of self-managing Scrum Teams?
(choose the best three answers)
- A. Increased creativity.
- B. Increased self-accountability.
- C. Increased rule compliance.
- D. Increased commitment.
- E. Increased accuracy of estimates.
Answer: A,B,D
Explanation:
Self-managing Scrum Teams are teams that internally decide who does what, when, and how, rather than being directed by others outside the team 11. Self-managing Scrum Teams have the following benefits:
Increased self-accountability: Self-managing Scrum Teams are accountable for delivering a potentially releasable product Increment every Sprint that meets the Definition of Done and the Product Goal 22. They are also accountable for following the Scrum values and principles, and for inspecting and adapting their work and process 33. By being accountable for their own decisions and actions, self-managing Scrum Teams are more responsible, transparent, and quality-oriented.
Increased creativity: Self-managing Scrum Teams have the autonomy and the empowerment to choose how best to accomplish their work, rather than being constrained by predefined methods or instructions 44. They also have the opportunity to experiment, learn, and innovate, as they are encouraged to try new ideas and approaches to solve complex problems [5]. By having the freedom and the support to be creative, self-managing Scrum Teams are more productive, adaptive, and valuable.
Increased commitment: Self-managing Scrum Teams have the ownership and the involvement in their work, as they are part of the planning, execution, and review of the product development [6]. They also have the trust and the collaboration among the team members, as they share a common goal and vision, and respect each other's skills and abilities [7]. By having the sense of belonging and the teamwork, self-managing Scrum Teams are more motivated, engaged, and satisfied.
NEW QUESTION # 35
Karen was new to Scrum when the product development started. After 7 Sprints, she gained a lot of experience as a team member and would like to join the Nexus Integration Team. Is she a good candidate to be part of NIT?
- A. No, NIT members require several years of experience in Scrum
- B. Yes, because Karen is now an experienced team member
- C. No, because internal team members cannot be part of NIT
- D. No, because NIT membership remains same from Sprint 1 to last Sprint
Answer: B
NEW QUESTION # 36
3 Teams are working in a Nexus. Team A has a lot of expertise on a new technology and they have been working on it since Sprint 1. Skills of teams B and C in that technology are considered average. At the end of Sprint 4, NIT Scrum Master recommends the introduction of pair-programming for the upcoming Sprint so that the remaining two teams get a hands-on experience on the new technology. But the Product Owner refuses to agree because he believes the team's output will reduce drastically. Select all relevant options.
- A. They should take a break after Sprint 4 and conduct a training session in the new technology
- B. Product Owner is correct, Pair-Programming should not be tried at all because it reduces output
- C. It is a good idea to try the pair-programming as it will strengthen the other 2 teams' capability in the new technology.
- D. They could consider moving 1-2 resources from Team A into other teams and let them work on some low-risk items
Answer: C,D
NEW QUESTION # 37
True or False: Many Scrum Teams working on the same product create coordination challenges that can be fully addressed by creating a communication plan.
- A. True
- B. False
Answer: B
Explanation:
Creating a communication plan is not enough to fully address the coordination challenges that arise when many Scrum Teams work on the same product. A communication plan is a document that outlines the objectives, methods, channels, and frequency of communication among the stakeholders of a project or product 1. While a communication plan is useful for ensuring clarity, transparency, and alignment among the Scrum Teams and other parties involved, it does not address other aspects of coordination, such as integration, dependency management, alignment of goals and vision, and cross-team collaboration 2.
To effectively coordinate multiple Scrum Teams working on the same product, a communication plan should be complemented by other practices and frameworks, such as:
Nexus: Nexus is a framework for scaling Scrum that consists of three to nine Scrum Teams working together to deliver an Integrated Increment every Sprint 3. Nexus provides roles, events, artifacts, and rules that help the Scrum Teams coordinate, integrate, and align their work, while maintaining the Scrum values and principles 4.
Scrum of Scrums: Scrum of Scrums is a technique for scaling Scrum that involves a regular meeting of representatives from each Scrum Team to share progress, identify dependencies, resolve issues, and align on the product vision and goal . Scrum of Scrums helps the Scrum Teams communicate and collaborate effectively, while minimizing the overhead and complexity of coordination .
Communities of Practice: Communities of Practice are groups of people who share a common interest, skill, or domain, and who meet regularly to exchange knowledge, ideas, and best practices . Communities of Practice help the Scrum Teams learn from each other, improve their skills, and foster a culture of continuous improvement .
NEW QUESTION # 38
When compared to Scrum, which additional artifact does Nexus have?
- A. Nexus Sprint Backlog
- B. Nexus Product Backlog
- C. Nexus Team Backlog
- D. Definition of Done
Answer: A
NEW QUESTION # 39
There are 4 Scrum Teams working on a product. During the Nexus Sprint Review, the teams present their work by individually showing the new features they have built. The features are current hosted in multiple local environments.
What is the likely reason that the teams are not using a shared environment?
- A. Integrated increments are available only during the release phase
- B. Team did not produce an integrated increment
- C. It is not necessary to show the features in an integrated form
- D. Features are too complex
Answer: B
NEW QUESTION # 40
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