Scrum PSM-II Exam With Confidence Using Practice Dumps

 The Sprint Retrospective is a Scrum event in which the Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done1. The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness1. The Scrum Team should focus on improving the quality of the product Increment, not on increasing the measured velocity. Velocity is a metric that indicates how much work the team has completed in a Sprint, but it does not reflect the value or quality of that work. Working product is one of the primary measures of progress in Agile.

Some actions that the Scrum Master can take in this situation are:

• Facilitate a discussion on how to improve the quality to a level sufficient for production, even if the measured velocity will drop in the next Sprint. This action will help the Scrum Team to identify and address the root causes of the quality issues, and to plan actions for improvement. The Scrum Master should encourage the Scrum Team to inspect their Definition of Done, their testing and quality assurance practices, their technical debt, and their collaboration with stakeholders. The Scrum Master should also help the Scrum Team to prioritize quality over quantity, and to understand that delivering a potentially releasable Increment at the end of every Sprint is one of the goals of Scrum.
• Stress the value of working product over measured velocity. This action will help the Scrum Team to align their work with the Agile values and principles, and to focus on delivering value to the customers and users. The Scrum Master should remind the Scrum Team that velocity is not a goal or a measure of success, but a tool for planning and forecasting. The Scrum Master should also help the Scrum Team to avoid falling into the trap of velocity-driven development, where they sacrifice quality, sustainability, and customer satisfaction for higher numbers.

Some actions that the Scrum Master should not take in this situation are:

• Agree and praise the Developers for their hard work, so they are motivated to do even more in the next Sprint. This action will not help the Scrum Team to improve their quality or effectiveness, but rather reinforce a false sense of achievement based on velocity. The Scrum Master should acknowledge and appreciate the Developers’ efforts, but also challenge them to inspect and adapt their work processes and outcomes. The Scrum Master should also help the Developers to balance their motivation with realism, and to avoid overcommitting or overestimating their capacity.
• Acknowledge the hard work, but remind the Developers that they need to improve to do even more in the next Sprint. This action will not help the Scrum Team to improve their quality or effectiveness, but rather put pressure on them to increase their velocity. The Scrum Master should not imply that doing more work is equivalent to doing better work, or that higher velocity is expected or desired. The Scrum Master should also help the Developers to avoid burnout, stress, and fatigue caused by unrealistic or unsustainable expectations.

References:

• The Sprint Retrospective - What It Is & Tips for Making the Most of Your Meeting | Scrum Alliance
• How to Measure Sprint Velocity in Agile | Parabol
• What is a Sprint Retrospective? - Zeolearn
• What Is the Goal of Sprint Retrospective Meeting? | Wrike
• What is a Sprint Retrospective? | Scrum.org
• [Principles behind the Agile Manifesto]
• [What is a Product Increment? | Scrum.org]
• [Velocity-driven development: A trap waiting for you | Agile Alliance]

 The Daily Scrum is a 15-minute event for the Developers of the Scrum Team to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work1. It is one of the five events of the Scrum framework and enables the three pillars of the empirical process of Scrum: transparency, inspection, and adaptation2. The Daily Scrum is not a status meeting, but a chance for the Developers to collaborate, coordinate, and plan their work3.

As a Scrum Master, you could help the Developers understand that lowering the frequency of communication will only increase the feeling of disconnect between the team members, especially when they are working from globally distributed locations. You could also coach the Developers on why a daily frequency is important as an opportunity to update the Sprint Plan and how it helps the team organize work toward achieving the Sprint Goal. You could suggest alternative conferencing tools or methods that are easily available and effective for the team. You could also facilitate the Daily Scrum by ensuring that it is positive, productive, and focused on the Sprint Goal.

Acknowledging and supporting this self-managing team’s decision might seem like a good option, but it would not help the team to improve their collaboration and alignment. Having the Developers vote to make sure there is consensus within the team might also seem like a democratic way to handle the situation, but it would not address the underlying issue of why the team wants to reduce the frequency of the Daily Scrum.

References:

• The Scrum Guide 2020, section “The Daily Scrum”
• What Is the Daily Scrum?, A Guide to the Daily Event - Scrum Alliance
• The Importance of Daily Scrum Meetings | Grata Software

The complexity of the problem being solved and the complexity of the requirements are both sources of uncertainty and variability that can impact the Sprint Goal and the Sprint Backlog. The skills and working relationships of the people on the Scrum Team(s) are also crucial for delivering a valuable product increment in a Sprint. The Scrum Master is accountable for establishing an environment where the Scrum Team can be effective and improving the professionalism of the Scrum Team.

References:

• Scrum Guide 2020, page 6: “The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.”
• Scrum Guide 2020, page 10: “The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog items. This provides guidance to the Development Team on why it is building the Increment.”
• Scrum Guide 2020, page 11: “The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how).”
• Evidence-Based Management Guide, page 9: “Uncertainty is inherent in complex work. The more complex work is, the more uncertainty there is. Uncertainty comes from two sources: variability and emergence.”