SPS Exam Dumps : Scaled Professional Scrum (SPS) Exam

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 12. The Nexus framework defines the accountabilities, events, and artifacts that bind and weave together the work of the teams in a Nexus 12. One of the key roles in the Nexus framework is the Nexus Integration Team, which is a team of people who are responsible for coordinating, coaching, and supervising the integration of the work done by the Scrum Teams in the Nexus 21.

The purpose of the Nexus Integration Team is to:

• Raise transparency. This is answer A. This is a valid answer because the Nexus Integration Team is responsible for raising transparency across the Nexus 213. Transparency is one of the pillars of empiricism, which is the principle of making decisions based on observation, inspection, and adaptation 12. The Nexus Integration Team helps to raise transparency by facilitating the Nexus events, such as the Nexus Sprint Planning, the Nexus Daily Scrum, the Nexus Sprint Review, and the Nexus Sprint Retrospective 213. The Nexus Integration Team also helps to raise transparency by visualizing the Nexus Sprint Backlog, which is a representation of the work across the Nexus that has dependencies 213. The Nexus Integration Team also helps to raise transparency by communicating and collaborating with the stakeholders, the Product Owner, and the Scrum Teams 213.
• Be accountable that an Integrated Increment is produced. This is answer C. This is a valid answer because the Nexus Integration Team is accountable that an Integrated Increment is produced 214. The Integrated Increment is the integrated aggregation of all work completed by all the Scrum Teams in a Nexus 124. The Integrated Increment is the potentially releasable outcome of the Sprint, which means it meets the quality standards and expectations of the stakeholders 124. The Nexus Integration Team is accountable that an Integrated Increment is produced by ensuring that the work done by the Scrum Teams meets the Definition of Done, which is a formal description of the state of the Increment when it meets the quality measures required for the product 214. The Nexus Integration Team is also accountable that an Integrated Increment is produced by helping the Scrum Teams to identify and resolve any integration issues or dependencies that may affect the quality and delivery of the product 214.

The other two answers are not correct because:

• Manage the Nexus. This is answer B. This is not a valid answer because the Nexus Integration Team is not the manager of the Nexus. 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 Scrum Teams in the Nexus 211. The Nexus Integration Team does not manage or control the Nexus, but rather supports and enables the Nexus 211. The Nexus is self-organizing and autonomous, which means it decides how to do its work and what work to do 124.
• Integrate the work of the Scrum Teams. This is answer D. This is not a valid answer because the Nexus Integration Team is not the one who integrates the work of the Scrum Teams. 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 Scrum Teams in the Nexus 211. The Nexus Integration Team facilitates the integration of the work, but does not do it for the teams 211. The teams are responsible for integrating their own work and delivering a potentially releasable Increment of product value in each Sprint 124.

The best remedy for this situation is to ensure that all Scrum Teams understand the Nexus Sprint Goal. The Nexus Sprint Goal is a commitment that describes the purpose that will be achieved by the Nexus during the Sprint. It aligns with the Product Goal and provides coherence and focus for the work of the Scrum Teams. By understanding the Nexus Sprint Goal, the Scrum Teams can see how their work contributes to the product’s progress and value delivery 1234.

The other answers are not effective for this situation because:

• A. During Nexus Sprint Planning, have all the teams plan the Sprint together in one room, so they can see what other teams are working on. This answer is not sufficient because it does not address the root cause of the problem, which is the lack of a clear and shared purpose for the Sprint. Having all the teams plan the Sprint together may help them coordinate their work and identify dependencies, but it does not necessarily help them understand how their work relates to the product’s progress and value.
• C. Ask the Scrum Master to explain to the teams that the Product Owner can choose which features to work on, as she has the final say. This answer is not helpful because it does not foster collaboration and alignment among the Scrum Teams. It also undermines the self-organization and empowerment of the Scrum Teams, and reduces their ownership and accountability for the work. The Product Owner is responsible for managing and ordering the Product Backlog, but the Scrum Teams are responsible for selecting and delivering the work for the Sprint.
• D. During Nexus Sprint Planning, ask each Scrum Team to create a Sprint Goal that describes the purpose of the Sprint. This answer is not optimal because it does not ensure that the Scrum Teams have a common objective and direction for the Sprint. Each Scrum Team may have a different Sprint Goal that may or may not align with the Nexus Sprint Goal and the Product Goal. This may lead to confusion, inconsistency, and sub-optimization of the product delivery.

The most important concern for multiple Scrum Teams when they are working from the same Product Backlog is minimizing dependencies between teams. Dependencies are the relationships or constraints that exist between the work items or the teams that affect the delivery of the product 11. Dependencies can cause delays, rework, waste, and quality issues, and they can reduce the agility and value delivery of the Scrum Teams 2233. Therefore, minimizing dependencies between teams is a critical concern for scaling Scrum effectively 112233.

Statement A is incorrect because meeting original scope projections is not a primary concern for multiple Scrum Teams working from the same Product Backlog. Scrum does not prescribe a fixed scope for the product, but rather embraces change and adaptation based on feedback and learning 44. The Product Backlog is a dynamic and emergent artifact that reflects the current understanding of the product vision, goals, and requirements 44. The Product Owner is responsible for managing the Product Backlog and ordering the items in a way that maximizes the value of the product and the work of the Scrum Teams 44. Therefore, meeting original scope projections is not a relevant or realistic concern for scaling Scrum.

Statement C is incorrect because clear definition of requirements is not the most important concern for multiple Scrum Teams working from the same Product Backlog. While having clear and well-defined requirements is desirable and beneficial for the Scrum Teams, it is not always possible or necessary in a complex and uncertain environment 44. Scrum does not require detailed upfront specifications, but rather encourages empirical discovery and experimentation through frequent delivery and feedback 44. The Product Backlog items are refined and clarified by the Product Owner and the Developers as they collaborate and learn more about the product and the users 44. Therefore, clear definition of requirements is not the most critical concern for scaling Scrum.

Statement D is incorrect because making sure there is enough work for everyone on every team is not the most important concern for multiple Scrum Teams working from the same Product Backlog. Scrum does not focus on maximizing the utilization of the Scrum Team members, but rather on maximizing the value of the product and the work of the Scrum Teams 44. The Scrum Teams are self-organizing and cross-functional, which means they can decide how to do their work and have all the skills needed to create a potentially releasable Increment 44. The Scrum Teams pull work from the Product Backlog in agreement with the Product Owner, and they commit to delivering an Integrated Increment that meets the Nexus Sprint Goal 1144. Therefore, making sure there is enough work for everyone on every team is not the most essential concern for scaling Scrum.