Estimation Techniques

Correct Answer: The combined estimation exceeds the original story point.

The problem with this suggestion is that the combined estimation of the two new stories (8 points each) exceeds the original story estimation of 13 points, making a total of 16 points. This increases the total estimation and can affect the sprint planning. The other statement that 'There is nothing wrong with this suggestion' is incorrect, because it directly contrasts with the problem of point inflation. The answer saying 'The Product Owner should not interfere with story estimations' is also not true, as the product owner can indeed provide input, even though the estimation is mostly handled by the team. The last answer about 'The size of the new stories is not a Fibonacci number' is not incorrect, because story points in agile can be assigned any integer value, with many teams using the Fibonacci sequence, but it's not a firm rule. The main issue here is the inflation of the total story points, not the specific values assigned to each story.

Correct Answer: Break down the user story into smaller, manageable tasks

In Scrum, it's recommended to break down user stories that are too large to be completed within a single sprint into smaller, manageable tasks. This approach not only makes the work more manageable, but it also provides better visibility into the progress and allows for more precise estimations. Assigning it to a more experienced team member doesn't necessarily solve the underlying issue of the story being too large, and might even be counterproductive by fostering an unequal distribution of work. Increasing the duration of the sprint goes against Scrum's principle of keeping sprints to a consistent length, which helps establish a predictable rhythm for delivering increments of value. Leaving it as it is and striving to complete it in the next sprint runs the risk of falling into a pattern of repeatedly rolling over work from sprint to sprint, which can be harmful for the team's morale and momentum.

Correct Answer: 21

In Scrum's practice of story pointing, the Fibonacci sequence is often used to quantify the complexity of tasks. The numbers in the sequence are 1, 2, 3, 5, 8, 13, 21, and so forth. When a user story is assigned a higher Fibonacci number, it is considered to be more complex and uncertain. In this scenario, the user story is described as having 'lots of unknowns and potential complexity', therefore it is best represented by a higher number in the sequence like '21'. The other numbers - '1', '3', and '5' - are too low for a story with high complexity and many unknowns, which are usually represented by higher numbers in the sequence.