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Scrum PSM I Exam Questions
Professional Scrum Master I (Page 7 )

Updated On: 24-Feb-2026
Page 7 of 55
PDF with 268 Questions

Scrum is a methodology that tells in detail how to build software incrementally.

  1. True
  2. False

Answer(s): B

Explanation:

According to the Scrum Guide1, Scrum is not a process, technique, or definitive method. Rather, it is a framework within which you can employ various processes and techniques. Scrum makes clear the relative efficacy of your product management and work techniques so that you can continuously improve the product, the team, and the working environment.



For which is the Scrum Master responsible?

  1. Managing the performance of the Scrum Team.
  2. The meetings and the objectives that a Scrum Team sets for itself.
  3. The Scrum framework being adopted and used properly.
  4. Keeping track of resource allocation.

Answer(s): C

Explanation:

According to the Scrum Guide1, 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.



A Development Team asks their Product Owner to re-order the Product Backlog. The team is waiting for an external supplier to deliver a specific software component. Without that component there won't be enough work in the next Sprint to occupy the full team. The Product Owner asks the Scrum Master for help.
What would be good advice to give the Product Owner?

  1. Remind the Product Owner that his primary concern is the flow of value reflected in the ordering of the Product Backlog.
  2. Tell the Product Owner to re-order the Product Backlog so the work involving the external component can be planned in a separate sprint.
  3. Tell the Product Owner that the Product Backlog should be ordered to maximize utilization of the Development Team.

Answer(s): A

Explanation:

According to the Scrum Guide1, ordering Product Backlog items is solely up to the Product Owner's discretion. The Product Owner orders items in the Product Backlog to best achieve goals and missions. To do this, they optimize value by considering various factors such as cost and benefit, risk, dependencies, date needed, etc.



As the Sprint Planning meeting progresses, the Development Team sees that the workload is greater than they can handle.
Which two are valid actions? (Choose two.)

  1. Recruit additional Development Team members before the work can begin.
  2. The Development Team ensures that the Product Owner is aware, starts the Sprint, and monitors progress.
  3. Cancel the Sprint.
  4. Remove or change selected Product Backlog items.
  5. The Development Team works overtime during this Sprint.

Answer(s): B,D

Explanation:

The correct answers are B and D, because the Scrum Guide states that "the number of items selected from the Product Backlog for the Sprint is solely up to the Development Team. Only the Development Team can assess what it can accomplish over the upcoming Sprint." Therefore, the Development Team can remove or change selected Product Backlog items in agreement with the Product Owner if they see that the workload is greater than they can handle. The Development Team should also ensure that the Product Owner is aware of the situation, start the Sprint, and monitor progress.



Currently, your Development Teams are organized to address a single layer only (for example, front end, middle tier, back end, and interfaces).
What are three things to consider when deciding to move away from such component teams toward feature teams? (Choose three.)

  1. You cannot do Scrum without feature teams.
  2. Productivity may suffer when making this kind of move.
  3. Getting support from the business side first helps.
  4. Feature teams have less communication overhead.
  5. With feature teams, it is easier to calculate the productivity per team.

Answer(s): B,C,D

Explanation:

The correct answers are B, C, and D, because moving away from component teams toward feature teams may involve some challenges and trade-offs. Productivity may suffer when making this kind of move, as teams need to learn new skills, coordinate with other teams, and deal with legacy code. Getting support from the business side first helps, as they can provide the vision, value, and feedback for the features. Feature teams have less communication overhead, as they can deliver end-to-end functionality without depending on other teams.


Reference:

[Suggested Reading for Professional Scrum MasterTM I]






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