When you prepare for a certification exam for BVOP.org or Scrum.org for example, you read sample preparation materials. Study a lot to get one certificate. See the BVOP.org Scrum Master Certification for example.
You cannot prepare for all Certified Scrum Master certification exams at the same time as BVOSM, PSM I, PSM II, or CSM. Let us make you happy. Our article gives you free training for all Scrum Master certification programs for all certification organizations. See more: “Preparation for the Scrum Master certification exam PSM, CSM, and BVOP“
Certified Scrum Master certification exam preparation for BVOSM, PSM I, PSM II and CSM
We present you sample problems from the typical daily life of the certified Scrum Master. For each problem, we also share a suitable reaction and answer from a certified Scrum Master. You can learn all of these problems and reactions to take your certification exam, whether it’s for BVOSM, PSM I, PSM II, or CSM. Reference: “Sample questions for Certified Scrum Master Preparation“, https://www.kosovatimes.net/sample-questions-for-certified-scrum-master-preparation/
And here are the sample topics and answers.
A member of the Development team starts asking questions to the other participants during the Daily Scrum
I’ll let him lead the meeting, that’s the basis of the meeting after all. Sprints should be led by a team member or the Scrum Master role. As long as the presenter is not always the same person. This may mean that some are trying to be informal leaders or to impose their opinion on other members. Reference: “Scrum Master certification exam preparation with sample questions“, https://www.polyscm.com/scrum-master-certification-exam-preparation-with-sample-questions/
Another department wants to attend your Daily Scrum meeting
I will tell them where the meeting is, but I will ask for an explanation of why they feel they should attend the meeting. And I will politely ask that they not attend. Only the Development team and the Scrum master should attend these meetings, the only one who can receive an invitation is the Product Owner. However, the invitation must come from the team, not self-invitation. Reference: “Preparation for the Certified Scrum Master certification exam for PSM, CSM or BVOSM“, https://securityinformationeventmanagement.com/preparation-for-the-certified-scrum-master-certification-exam/
A member of the Scrum Development team to invite a customer representative to your Daily Scrum event
I don’t think that’s a good idea. And I will recommend that this not happen. It is good that the information about the product comes only from the Product Owner, if we get it from a third party, we break the flow of information and skip an important role in the organization. The Product Owner knows how to properly articulate the details and convey them to the team in an appropriate manner. Reference: “Preparation for PSM, CSM, and BVOSM Scrum Master certification exam with sample questions“, https://www.policymatters.net/preparation-for-psm-csm-and-bvosm-scrum-master-certification-exam-with-sample-questions/
Your colleague is late for your Daily Scrum meeting but has sent you an email
I appreciate that he made an effort to send a response, but it defeats the purpose of the Sprint, and I would ask that it not be repeated. We should not allow Daily Scrum meetings to become reporting meetings. They are for discussion and communication with other members, not for reciting completed work and reports. Read more: “Preparation for Certified Scrum Master certification exam with sample questions”, https://www.azarnewsonline.com/preparation-for-certified-scrum-master-certification/
During your Daily Scrum meeting, a colleague tells the others what he got done yesterday
I’m glad he did a good job yesterday and has a plan for what he’s going to do today, I just don’t like that there isn’t much room for discussion. It is good to be able to have a discussion about what to do during the day, as well as to discuss possible obstacles or obstacles that appeared during the previous day. If there is no discussion, the whole event turns into a monologue and recital, a boring debriefing meeting. Source: “Preparation for Certified Scrum Master certification exam with sample questions“, https://www.shihannews.net/preparation-for-certified-scrum-master-certification-exam/
Certified Scrum Master certification exam preparation related to Daily Scrum
During your Daily Scrum meeting, a member of the Development team shares that he communicated with the designers about the next sprint
Very wrong practice, I do not accept such behavior at all. I guess with good intentions he went and did it, but it is a very harmful practice. It is not good to get ahead of the events, it is necessary to work on what has been discussed with the team, and to pursue the set goals in this Sprint, not two sprints ahead, even if this turns out to be of help moving forward. In the team, it is important here and now to observe the specific Stories. More on the topic: “Example questions for the Scrum Master certification exam“, https://customer-service-us.com/example-questions-for-the-scrum-master-certification-exam/
Your Product Owner comes to your Daily Scrum meeting right before it ends and politely asks everyone to repeat what they shared
I am not happy with the situation that has arisen, but considering the decency and well-being of the organization, I will ask my colleagues to quickly repeat things. The late appearance of these meetings, especially by people who are not invited, is not a good practice and is not accepted with a “good eye”, it should not happen at all. Despite the unpleasant situation that has arisen, in my opinion, a good tone should be maintained, as long as this does not become a habit. Reference: “Preparation for the certification exam for CSM and PSM I (BVOSM) Scrum Master“, https://www.mu7club.com/preparation-for-certification-exam-scrum-master/
Your director wants another department to come to your Daily Scrum meeting to get experience
I don’t like the idea of having outsiders at the meeting, but if it is for an “educational” purpose, I will accept it. The presence of people external to the team will break the rhythm, may worry some of the members, and reduce the benefits of the meeting, even if they sit quietly and meekly in the corner. If their presence is to see how it is conducted and what exactly the procedures are, to familiarize themselves with the mechanics of the meeting, I would accept it, but it should not happen often, after all, we are at work, not at school. Reference: “Certified Scrum Master exam preparation with sample questions“, https://customessaysonline.net/certified-scrum-master-exam-preparation-with-sample-questions/
One of your Development team members has asked the Product Owner to attend the meeting to share important information, but the others are strongly against it
I will invite the Product Owner to the meeting despite the reluctance of the rest of the team. It is important to make things clear and that the information is accurate and timely. If the other members are so worried about not understanding information that should not be understood, I will suggest that they do not discuss it at this time, but focus on the unclear issues. It is important to receive timely information about the product and to clarify ambiguities in time, so as not to get errors that will later be expensive to fix. Reference: “Preparation for the Certified Scrum Master exam (PSM, CSM, BVOSM)“, https://mpmu.org/preparation-for-the-certified-scrum-master-exam-psm-csm-bvosm/
Your Daily Scrum meeting is underway. Tomorrow is the last day of the sprint. Several User Stories remain unfinished
As much as it bothers me, I will not spur the team and we will leave them for the next Sprint. In my opinion, it is better to leave the tasks for the next Sprint or for further, it depends on how they are allocated in the Backlog, than to push them and get errors and bugs in the product, due to haste and carelessness, in pursuit of the deadline.
A member of the Development team shares that he spent all day yesterday trying to speed up responses from your client’s marketing department
I will ask him to stop this practice, this is the Product Owner’s job, not the Development team’s. Everyone has a role in the organization and must respect it. There should be no skipping and performing functions that do not belong to the member in question. If he needs more information, he should address it to the Product Owner, and not correspond with the client or his employees. Reference: “Preparation for Scrum Master certification exam on Sprint event“, https://medfd.org/preparation-for-scrum-master-certification-exam-on-sprint-event/
Certified Scrum Master certification exam preparation related to Sprint Retrospective and Sprint Review
Your Development team wants to go on vacation, and they’re asking you to postpone the Sprint Retrospective
According to the Scrum methodology, the sprint retrospective can be postponed until the start of the next sprint. Because it is necessary to clarify the problems that arose before the team during the previous sprint. More on the topic: “Professional Scrum Master Certification Online“, https://pm.mba/posts/scrummaster-certification-online/
The client asks you to email them a summary of your meeting with the team and your thoughts on the Sprint Review meeting
The summary of the Sprint Review meeting will be sent, not by me, but by the Product Owner, because he knows the client’s requirements better and will be more valuable, with a recommendation that he must attend the next meeting or at least have a representative from his side, however, this type of meeting should be attended not only by the roles from the “Scrum” team but also by representatives of all parties. Reference: “Preparation for Scrum Master certification and tips for Scrum professionals”, https://www.kievpress.info/preparation-for-scrum-master-certification/
Your director has heard that your Sprint is coming to an end, but there is unfinished business. He is angry.
Sprints are created at sprint meetings with the team, then it is determined which tasks will be completed and they do not change until the end of the deadline that is set. Tasks that have not been completed are transferred back to the “board” and it is decided when they will be included for execution, usually, they will be executed already in the next sprint. So the sprint remains with the tasks approved like this, it is not a problem that there would be a few left for the next time, and this would not lead to an increase in the overall deadline for the product implementation. Reference: “Preparation with sample questions for Scrum Master certification exam CSM & PSMI”, https://wikipedia-lab.org/preparation-sample-questions-scrummaster-certification-exam/
The team reports to you this morning that they are done with all their work two days before the end of the sprint. While at the Sprint Review meeting, they will attend an interesting company training.
Terminating the Sprint itself is not within my authority as a Certified Scrum Master. This decision must be made by the Product Owner. I will consult with the Product Owner to find out if this will be possible and if so I will arrange it, if not I will convey to the team that this will not happen. Reference: “Free preparation for the Scrum Master certification exam (CSM, PSMI, PSMII, BVOP)”, https://brightonbot.com/preparation-scrum-master-certification-exam/
The Development team prefers not to work with an exact fixed time for the sprints
I’m against this, I think it’s a mistake and sprints should be of equal duration. Work during the sprint should be selected according to its timing, not the other way around. My role as a Scrum Master requires just that, to make sure the processes are followed and that things happen “as written by the books”. Reference: “Free training to prepare for the Scrum Master Certification exam”, https://www.islandjournal.net/scrum-master-certification-exam/
The Product Owner of the project has sent you an email stating that he will be gathering detailed information on several details and plans to follow up with the customer
Collecting detailed information is a good practice, but I’m not sure it’s a good idea to plan the work for a long time ahead. The main advantage of Scrum is that it is “flexible”. Long-term work planning should only serve as a guide.
You are coming back from vacation. The project team and Product Owner tell you that there is no time and the sprint should start without planning
The sprint must always be planned, if this is not done, chaos ensues, and no one knows what he is doing when he should be ready and what exactly is expected of him. The fact that the User story is at the top of the Product Backlog collection does not always mean that it is the most important and urgent thing to work on. Reference: “Best Scrum Master Certifications for 2022 and 2023“, https://eduwiki.me/best-scrum-master-certifications-for-2021-and-2022/
Your Product Owner has shared with the team that certain functionality is expected in a few months
Doing research isn’t a bad practice as long as it doesn’t interfere with the workflow. It’s always good to keep the team up-to-date on new technologies, but by the time we get to the far-flung problems, there may be much better solutions by then, they may not be as big as they seem now, and they may not even be reached at all. , it is not known what direction the product will take. More on the topic: “Best Scrum Master certification online”, https://scrumtime.org/best-scrum-master-certification-online/
A member of your team has just started working on a User Story that he expects to be scheduled for the next sprint
The stories in the Sprint are selected by the Product Owner and the team at the Sprint Planning meeting, they are worked on until the next Sprint. Team members do not choose for themselves what to work on, and they certainly do not work on a User Story that is destined for a future Sprint. Reference: “Preparation for the Scrum Master certification exam (BVOSM, CSM, PSM)“, https://mstsnl.net/preparation-for-the-scrum-master-certification-exam-bvosm-csm-psm/
A team member expresses dissatisfaction with the idea of everyone knowing what the other is working on.
This is not the Scrum model of work, it is not even teamwork and it is unacceptable. The team does not consider one person, but everyone, individual guarantees for results and time mean nothing.
Your colleague, the Scrum Master of your organization, meets you in the hallway and asks for advice on the length of his team’s sprint.
The length of the Sprint depends on the experience of the team, the nature of work, deadlines, time of year, and a bunch of other factors. It is possible to do 2 test sprints at the beginning of the project to find out who best suits the team’s pace. After that, a length must be chosen for all project development sprints. If it is not sufficient, the tasks should be reduced, if it is excessive, the tasks should be increased, but not the Sprint should be changed. Reference: “Quick and easy preparation for the Scrum Master certification exam“, https://www.businesspad.org/quick-and-easy-preparation-for-the-scrum-master-certification-exam/
The Product Owner role on your team wants to change the sprint duration to 6 weeks
The length of the Sprint should not change, it breaks the rhythm of work, no matter how complex the work is. If necessary, the task will be broken into small parts that fit the length of the Sprint. Better to delay product functionality than to create a poor-quality product. Reference: “Lessons for Scrum Master certification and practicing professionals“, https://newia.info/lessons-for-scrum-master-certification-and-practicing-professionals/
You receive an email from your client’s Project Manager. It asks if there is any problem if your sprint is 6 business days
Six working days is quite a short time for a Sprint, according to the minimum it should be 2 weeks or 10 working days, this allows the team not to feel pressed for time, leaves room for some unforeseen situations, and time for an adequate reaction. See the Certified Product Owner article: https://www.muzonet.com/certified-product-owner-and-product-owner-certification-online/
Your director has read a lot of information on the Internet about Scrum and wants you to time your sprints to one working week
In a short Sprint, the team is always up to date with the new requirements, there are more frequent meetings, retrospectives, and planning, this reduces the risk of mistakes in understanding the wishes of the stakeholders, but creates a sense of urgency, increases the pressure on the team, mistakes are made due to haste and neglect and reduces product quality.
At the end of the Sprint Planning meeting, your Product Owner asks the others to rate the perceived success of the sprint
I agree with this practice, my only objection is that it should be done a little earlier than the end of the Sprint Planning meeting. for example, in the beginning, to be able to make a judgment about the forecasting of the Sprint Backlog for the next sprint. I would advise the Product Owner to do this evaluation at the end of the retrospective meeting rather than the planning meeting.
At the end of the Sprint Planning meeting, your Product Owner asks the development team members to send an email with their ideas on how they will do the work in the sprint
No matter how long the meeting lasted, at the end of it, the Development team should be able to explain how they will accomplish their tasks and how they will organize themselves. The duration can vary, so if our sprint is 1 month long and the meeting is 8 hours long, it will be tiring in any case, I would advise the Product Owner not to make our team send something, but rather soon to discuss any obstacles if they see any.
A three-week sprint awaits you, the team and the product owner have discussed the necessary details on vague User Stories
According to “Scrum” practices, the Sprint Planning Meeting for this sprint duration should be around 5 hours. Termination even so early, in my opinion, would be a mistake. In my opinion, if everything has been discussed and there are no more questions, additional User Stories should be discussed, which should be included in the Sprint in case of quick handling of the planned tasks. Also, possible problems from the previous sprint can be discussed, but in no case, the meeting should be terminated.
There are 6 members of the Development team at your sprint planning meeting. Everyone is guessing with a number about the success of your sprint. You count the score and the total is 15
The arithmetic average of the numbers shows that the opinion of the team is approximately the same and high, so I accept the meeting as a success and release the attendees. We can have a little discussion as to why some members give a lower score, but objectively the result shows that the sprint was “successful”.
During your Sprint Planning, you notice that a more novice member of the Development team systematically discards cards that have the numbers 1 or 3 and always places his card last
This “fear” is normal to feel in a new team member, it does not make him less of a specialist than others, maybe he is still trying to see the level of his other colleagues or cannot yet make a real judgment of the items. New team members should be prompted and encouraged to be a little bolder in their decisions and not wait to hear from others what their choice of response should be.
During your Sprint Planning, you notice that a senior member of the Development team systematically throws cards that have the numbers 3 or 5 and always places his card first.
As a senior member, he believes that all tasks are easy and will not require much time to complete. The other possibility is that he knows things that the other team members do not know, how to do the tasks more easily or some “method” to complete the tasks faster. This is an occasion for discussion with him, he may be bored or tired of work and just want to get through Sprint Planning faster.
Right before your Sprint Planning, your Product Owner tells the others that the beginners will not throw cards because there is a lot of work to evaluate, and in his opinion, there will not be enough time.
No matter if they are beginners or not, each member of the team must roll a card to see their judgment on the tasks. After all, this is a Planning meeting and tasks for a week/two or months ahead should be evaluated. I would advise the Product Owner if can avoid long discussions on the evaluation of the tasks if it can save some time there.
Senior members of the Development team suggest that the Sprint Planning game be played with the cards face up and their numbers visible to make it easier for novice players to choose their card selections
The only way to gain experience and courage is for beginners to give evaluations without being “prompted” and not doing them a favor. Yes, in “Scrum” the methodology is mainly teamwork, with an open way of working and self-organization, but the software engineer, who until 3 months ago did not see what the Product Backlog was, will hardly be a good start to his career, yes cannot make correct judgments about a given task.
After each “play” to select the Story Points of each User Story, the team discusses the differences in the numbers on the cards.
That’s good that the differences in numbers are discussed and it’s good, I don’t agree that the highest card should be chosen. Rather, aka is chosen this way, I tend to do an arithmetic mean and lean towards the lowest possible number. Discussion and unanimous decision-making is the correct practice for differences in assessment.
During your Sprint Planning, a senior member of the Development team openly resents the User Story prioritized at the top of the backlog and carefully prepared for the Development team. All information is available and well-described.
Realistically speaking, the Development team is the one who will develop the product and it is their right to refuse to do something once they know it will hinder the next stages. Although the Product Owner is responsible for the User Stories and prioritizes them, the team may not execute them in that order if there is a good reason to do so.
In the middle of the Sprint planning meeting, you are on your 5th Sprint. The Development team takes their seats and you hear your colleagues talking to each other that they are considering changing some of the technology they are using for the product.
However, the Development team knows best what technology to use for the product, since intending to replace the existing one is assumed to have a good reason and should be heard before a decision is made. There may be a simple solution to any of the tasks, already with the new technology, so that by the end of the project or the next 5 sprints, the team will be more productive.
Your director is calling you. He wants to hear as a guide how many User Stories and which ones specifically your team can do in the next sprint.
After the next sprint planning meeting has passed, the Director will receive information about the Stories that will be executed and how many of them will be taken into account. If the Product Owner has prioritized them for the next sprint, naturally not all received in the month will be fulfilled. Only the Development team can decide who and how many stories can be made during the sprint.
The Development team is discussing the idea of suspending work on the preliminary graphic design of elements of the project because they already have a known collection of developed components.
At the next Sprint planning meeting, it will be discussed how the product development will continue and it will be clear what the product development will be. Naturally, the new collection of components is presented to the client and all stakeholders, and if everyone agrees, they can be inserted. However, the Development team knows what is best for the development of the product and how best to act, we should not reject their ideas, and in general, I should not interfere with the work of the team.
Your Product Owner is away on a business trip again. Will not attend the Sprint Planning meeting.
Even with all the information available, even if we have estimated all together in advance the items for the next sprint, it is still not a good idea to hold the meeting without the Product Owner. Even on a business trip, we can have a small planning meeting to start work until the Product Owner returns or is free to clarify things. I will recommend working on fewer stories or those that are already as comments from the client or stakeholders, those for “debugging” or for shaping.
In 5 minutes, your Sprint Planning meeting starts. Your Product Owner tells you at the last minute that your client’s project manager will be present at the Sprint planning meeting
It is not good for me to have outsiders present at this meeting, but information from interested parties may affect the Stories the team will choose to work on. I would let the Project Manager attend. After passing on my information, I will advise the team not to work on stories that are affected by the new information before the Product Owner has reviewed and prioritized them in the Backlog.
The Product Owner presents the Product Backlog items that he has selected for the Development team to develop during the Sprint. All items seem clear and understandable
The idea that the Product Owner has chosen the items the team will work on in the sprint without discussing them is not a good idea. But, if they are such that they follow the previous sprints to upgrade the product and the developers don’t mind, we can move to the next phase of the meeting, discuss the development of the items better or do the evaluation of the previous sprint. In “Scrum” practices, only the Development team can choose the items they will work on, they cannot be assigned tasks.