Scrum Coaches and Trainers test - Certified ScrumMaster questions

Question 1

You are using an Earned Value Management System to track performance. Halfway through the project, you notice that the actual cost is far less than the earned value. How might you interpret this?

The earned value system isn't working properly. The project is over budget and corrective action is required. The project is under budget, implying good financial performance. The team is not working hard enough and needs to increase their efforts.

Correct Answer: The project is under budget, implying good financial performance.

In Earned Value Management System (EVMS), when actual cost is less than the earned value, it positively implies that the project is under budget. This indicates a good financial performance, as you are achieving the intended work for less expense. The second answer is incorrect, as the statement in the question traverses the scenario of over budget. The third answer is unrelated to the question, as the efficiency or work intensity of the team cannot be determined solely from the financial metrics. The fourth answer claiming the system isn't working is also incorrect. The given trend is a possible scenario in a well working EVMS, indicating positive performance.

Question 2

Your Scrum team has a few recurring issues that impact its productivity but discussions around these issues often turn argumentative. In your upcoming retrospective, how would you address this situation?

Facilitate a constructive discussion focusing on the issues not individuals Point out the team members responsible for the issues Let the team resolve these issues on their own Try to avoid these topics completely

Correct Answer: Facilitate a constructive discussion focusing on the issues not individuals

The best approach as a ScrumMaster is to 'Facilitate a constructive discussion focusing on the issues not individuals'. This approach enables the team to focus on resolving the issues rather than getting personal. Addressing contentious issues in retrospectives can help teams to improve, and it is important to ensure that discussions remain focused on resolving issues. 'Try to avoid these topics completely' isn't a beneficial approach as it doesn't address the issues directly and allows them to persist. 'Let the team resolve these issues on their own' can be a useful tactic once the team dynamics are strong and healthy, but in this scenario, it could just perpetuate the problem. Lastly, 'Point out the team members responsible for the issues' could potentially lead to a defensive and uncooperative environment which is not conducive to problem-solving and team building.

Question 3

The team has had a successful sprint, but in the retrospective, no one has any improvement points. As the Scrum Master, how do you react?

Encourage them to think about even smaller areas where there could be room for potential improvement. Let it go as there are no issues. Critique them for not being critical enough of their performance. Instruct them to invent some improvements anyway.

Correct Answer: Encourage them to think about even smaller areas where there could be room for potential improvement.

The best possible answer is 'Encourage them to think about even smaller areas where there could be room for potential improvement.'. This is because the role of a Scrum Master is to facilitate continuous improvement, and even when a team is doing well, there are always areas for potential enhancement. The other responses are not the best approaches. 'Let it go as there are no issues.' implies a lack of proactive approach in seeking ways to improve the team's performance. 'Instruct them to invent some improvements anyway.' may urge the team to create unnecessary changes, which could lead to contrived solutions. 'Critique them for not being critical enough of their performance.' sounds like blaming the team when there might not be substantial grounds for critique.

Scrum Coaches and Trainers

CSM - Scrum Coaches and Trainers Example Questions

Question 1

Question 2

Question 3

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