Kevin is a senior developer that has recently joined an existing Scrum Team. The existing team members are unable to get along with Kevin and conclude that he is not a culture fit. If necessary, who is responsible for removing the new team member, and why?

A time-box is:

During Sprint Planning, the Development Team was not able to confidently forecast a Sprint Backlog but the Scrum Team was able to create a Sprint Goal for upcoming Sprint. What action should the Scrum Master take?

What should the Development Team do if they are approached by someone outside the team and asked to add a “very important” item to a Sprint that is in progress?

Cross-functional teams are specialized for working on specific system components (e.g. design, database, backend, frontend).

How often should Development Team membership change?

The Scrum values promote Development Teams be cross-functional and have all the skills needed to build a product within the team. While starting Scrum, what would be the advantages of keeping the existing component teams (e.g. design, database, backend, frontend)?

What is the recommended size for a Development Team (within the Scrum Team)?

Currently, your engineering department is organized in siloed teams that specialize by function (for example, design, front-end, back-end, database, and testing). What would you consider when moving away from component teams towards feature teams?

How should a Scrum Master respond if the Product Owner plans the first Sprint to only focus on setting up the infrastructure and architecture in order to work on functionality in a subsequent Sprint?

A high performing Scrum Team will have frequent Release Sprints.

Peter is a new Product Owner on a newly formed Scrum Team. Peter has projected a product completion date based on an estimated velocity of 21 completed points per Sprint. After the first 3 Sprints, the team has determined that their maximum velocity is 15 points and they are unable to create shippable increments at the end of each Sprint. What is the best way to proceed?

Every Development Team should have the competencies and skills needed to deliver a Done Increment in a Sprint.

You are the Scrum Master for four Scrum Teams working on one product. Several of the developers notify you that their teams will need full-time help of an external technical specialist in the upcoming two Sprints. What key concerns should the Scrum Master take into account?

When does a Sprint end?

When does a new Sprint begin?

A new Product Owner is hired to work on an existing product that has ongoing for five Sprints. He/she is unsure about all of the responsibilities of a Product Owner. Which of these Product Owner’s activities are defined in Scrum?

Who should be present to review and adjust the selected Sprint work if the Development Team determines that it will not be able to finish the complete forecast?