SPS Exam Dumps : Scaled Professional Scrum (SPS) Exam

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.

The best way for multiple Scrum Teams to deliver a valuable and useful Increment in a Sprint is to complete work that integrates with all of the other work from other Scrum Teams on the initiative. This means that the Scrum Teams collaborate and coordinate their work to produce a single Integrated Increment that meets the Definition of Done and the Product Goal. The Integrated Increment is the combined work of all the Scrum Teams that is potentially releasable and provides value to the customers and stakeholders 11.

The other options are not correct for the following reasons:

• Each Scrum Team delivering done Increments of its own area of responsibility and integrating them into a whole product during stabilization prior to release is not a good idea, as it violates the Scrum principles and values. The Scrum Guide states that the Scrum Team delivers a product Increment that is usable and valuable at the end of every Sprint, not at the end of the release 22. Delaying the integration until the stabilization phase would compromise the transparency, the feedback, and the adaptability of the Scrum Teams.
• Each Scrum Team providing a unique done Increment that includes the team’s added functionality is not a good idea, as it does not ensure that the product Increment is integrated and consistent across the initiative. The Scrum Guide states that the product Increment is the sum of all the Product Backlog items completed during a Sprint and all previous Sprints 22. If each Scrum Team provides a unique Increment, they may not be aligned with the Product Goal and the Definition of Done, and they may create conflicts or dependencies with other Scrum Teams.
• Functionality not integrated with the work of other Scrum Teams being delivered as unintegrated Increments to demonstrate the value created by the Scrum Teams unable to completely integrate their Increments is not a good idea, as it does not ensure that the product Increment is done and valuable. The Scrum Guide states that the product Increment must be usable and meet the Definition of Done 22. If some functionality is not integrated with the work of other Scrum Teams, it may not be usable or valuable to the customers and stakeholders, and it may introduce technical debt or quality issues.