Scrum Sprint

Correct Answer: Consult with the Product Owner to bring in the most valuable next task from the product backlog into the current Sprint.

The correct action when a Scrum team completes all planned sprint items with time to spare is to collaborate with the Product Owner to potentially bring forward valuable work from the product backlog. This supports the principles of maximizing value and continuous improvement. Starting the next Sprint's planning early, letting the team decide without PO consultation, or solely focusing on the definition of “Done” misses the opportunity to pull in valuable, additional work that can be delivered within the current Sprint’s scope and time frame.

Correct Answer: Have a one-on-one conversation with the member to understand any issues or concerns, then work together to find a solution.

The correct approach for a Scrum Master when faced with an unresponsive team member is to address the situation through open and supportive communication. This involves a one-on-one conversation to understand any underlying issues the team member may be facing and collaborating on potential solutions. Increasing the frequency of daily scrums does not directly address the root cause of disengagement and may even increase pressure on the team member. Delegating the issue to the team to resolve democratically can undermine the Scrum Master's role in fostering an environment of trust and support. Introducing a performance improvement plan might be seen as punitive and could further alienate the team member, instead of encouraging re-engagement and collaboration.

Correct Answer: Work with the Development Team to assess the impact of the issue and decide on the best course of action, considering the Product Owner's absence and the sprint goal.

The best course of action is for the Scrum Master to work with the Development Team to assess the impact of the critical issue and decide on the best approach, considering the Product Owner's absence and the sprint goal. Cancelling the Sprint or waiting for the Product Owner's return may unnecessarily delay addressing the issue. Assigning a temporary substitute from the Development Team may not be ideal, as the Product Owner's responsibilities and decision-making authority are distinct from the Development Team. Escalating the issue to higher management should be a last resort, as it may undermine the self-organization and autonomy of the Scrum Team. The Scrum Master should facilitate the team's decision-making process and ensure that the issue is addressed in a way that aligns with the Scrum values and principles, while minimizing disruption to the Sprint.