QUESTION: 13

Currently, your Scrum Teams are organized to address a single functional (component) area of the product.
What should be considered when deciding to move away from such component teams toward feature teams?
(choose the best three answers)

Feature teams have less communication overhead.
With feature teams, it is easier to calculate the productivity per team.
You cannot do Scrum without feature teams.
When making this change, it helps to have support from the organization.
Productivity may decrease when making this kind of change.

Answer(s): A,D,E

Explanation:

Moving away from component teams toward feature teams is a significant change that should be considered carefully. Here are some of the factors that should be taken into account:
Feature teams have less communication overhead than component teams, as they are able to deliver end-to-end customer features without relying on other teams or components 11. This reduces the complexity and the dependencies among the teams, and improves the transparency and the feedback loop. Feature teams also foster more collaboration and cross-functional learning among the team members, as they have to work on different aspects of the product 22.
When making this change, it helps to have support from the organization, as it may require a shift in the culture, the structure, and the processes of the company 33. The organization should provide the necessary resources, training, and coaching to the teams to help them adopt the feature team model. The organization should also align its goals, incentives, and metrics with the feature team approach, and remove any barriers or impediments that may hinder the teams' performance 44. Productivity may decrease when making this kind of change, as the teams may face some challenges and difficulties in the transition period 55. For example, the teams may have to learn new skills, technologies, or domains that they are not familiar with. The teams may also have to deal with legacy code, technical debt, or integration issues that may slow down their delivery. The teams may also experience some resistance or conflict from the existing component teams or stakeholders. Therefore, the teams should expect some temporary setbacks and losses in productivity, and focus on continuous improvement and adaptation.
The other options are not correct for the following reasons:
With feature teams, it is not easier to calculate the productivity per team, as productivity is not a simple or straightforward metric to measure in software development [6]. Productivity depends on various factors, such as the quality, the value, the complexity, and the customer satisfaction of the product. Moreover, focusing on the productivity per team may create a competitive or individualistic mindset among the teams, rather than a collaborative or collective one. The teams should focus on delivering the best possible product Increment that meets the Product Goal and the Definition of Done, rather than on maximizing their productivity [7].

You can do Scrum without feature teams, as Scrum does not prescribe any specific team structure or organization [8]. Scrum only requires that the Scrum Team is cross-functional, self-organizing, and accountable for delivering a potentially releasable product Increment every Sprint [9]. However, feature teams are generally more aligned with the Scrum values and principles, as they enable the teams to deliver customer-centric features faster and more frequently, and to respond to changes more effectively [10]. Therefore, feature teams are recommended, but not mandatory, for Scrum.

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QUESTION: 14

How should multiple Scrum Teams deliver a valuable and useful Increment in a Sprint? (choose the best answer)

Each Scrum Team delivers done Increments of its own area of responsibility. These Increments are integrated into a whole product during stabilization prior to release.
Each Scrum Team provides a unique done Increment that includes the team's added functionality.
Each Sprint, all Scrum Teams complete work that integrates with all of the other work from other Scrum Teams on the initiative.
Functionality not integrated with the work of other Scrum Teams may be delivered as unintegrated Increments to demonstrate the value created by the Scrum Teams unable to completely integrate their Increments.

Answer(s): C

Explanation:

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.

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QUESTION: 15

True or False: A Nexus Integration Team is accountable for ensuring that a Integrated Increment is produced at least once a Sprint.

True
False

Answer(s): B

Explanation:

A Nexus Integration Team is not accountable for ensuring that an Integrated Increment is produced at least once a Sprint. The Nexus Integration Team is a specialized Scrum Team that provides services and guidance to the Scrum Teams in the Nexus to ensure that the Integrated Increment is produced every Sprint 11. However, the Nexus Integration Team is not accountable for the integration of the work of the individual Scrum Teams, as this is the responsibility of the Scrum Teams themselves 22. The Nexus Integration Team helps the Scrum Teams to coordinate, coach, and supervise the application of Nexus and the operation of Scrum, but it does not take over their work or accountability 33. Therefore, the statement is false.

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QUESTION: 16

What are three benefits of self-managing Scrum Teams?
(choose the best three answers)

Increased rule compliance.
Increased self-accountability.
Increased creativity.
Increased commitment.
Increased accuracy of estimates.

Answer(s): B,C,D

Explanation:

Self-managing Scrum Teams are teams that internally decide who does what, when, and how, rather than being directed by others outside the team 11. Self-managing Scrum Teams have the following benefits:
Increased self-accountability: Self-managing Scrum Teams are accountable for delivering a potentially releasable product Increment every Sprint that meets the Definition of Done and the Product Goal 22. They are also accountable for following the Scrum values and principles, and for inspecting and adapting their work and process 33. By being accountable for their own decisions and actions, self-managing Scrum Teams are more responsible, transparent, and quality-oriented. Increased creativity: Self-managing Scrum Teams have the autonomy and the empowerment to choose how best to accomplish their work, rather than being constrained by predefined methods or instructions 44. They also have the opportunity to experiment, learn, and innovate, as they are encouraged to try new ideas and approaches to solve complex problems [5]. By having the freedom and the support to be creative, self-managing Scrum Teams are more productive, adaptive, and valuable.
Increased commitment: Self-managing Scrum Teams have the ownership and the involvement in their work, as they are part of the planning, execution, and review of the product development [6]. They also have the trust and the collaboration among the team members, as they share a common goal and vision, and respect each other's skills and abilities [7]. By having the sense of belonging and the teamwork, self-managing Scrum Teams are more motivated, engaged, and satisfied.

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