The best answers are A, C, and E. The Definition of Done creates transparency by making everyone understand what it means for work to be complete. That makes Option C correct. It also creates a shared understanding of completion, which makes Option E correct. This is essential in Scrum because inspection is only meaningful when there is clarity about whether a Product Backlog item or Increment is actually done.

Option A is also correct because the Definition of Done helps Developers determine how much work they can realistically select during Sprint Planning. If the team understands the full quality criteria required for completion, they can make better decisions about how many Product Backlog items fit within the Sprint.

Option B is incorrect because Scrum does not support “mostly done.” Work is either done according to the Definition of Done or it is not done. Option D is incorrect because the Definition of Done does not describe Scrum events. It applies to the Increment and defines the quality measures required for completeness.

In Scrum, the Definition of Done is a critical tool for quality, transparency, and forecasting realistic Sprint scope.

The correct answer is D. 10 or fewer. According to the Scrum Guide 2020 1 , “The Scrum Team is small enough to remain nimble and large enough to complete significant work within a Sprint, typically 10 or fewer people.” The other options are outdated or incorrect. Option A was based on the previous version of the Scrum Guide, which suggested a range of 3 to 9 developers 2 . Option B is too vague and does not account for the upper limit of team size. Option C is too specific and does not allow for flexibility.

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.

a burndown chart is a graphical representation of work left to do versus time. It is very useful for predicting when all of the work will be completed. It is often used in agile software development methodologies such as Scrum. However, burndown charts can be applied to any project containing measurable progress over time. A release burndown chart tracks progress across multiple Sprints towards a product release. It shows how much work remains in the Product Backlog at any given time during the release cycle. A trend line through a release burndown chart indicates when the work remaining will likely be completed if nothing changes on the Product Backlog or the Development Team.

The Scrum Master should ask the person to share the issue with the team as soon as possible, as stated in [5]: “The Scrum Master should encourage transparency and collaboration within the team and with other stakeholders. If there is a concern about data security issues, it should be brought up to the team and discussed openly. The team can then decide how to handle it, whether by creating a Product Backlog item, updating the definition of “Done”, or taking some other action.”

The best two answers are A and B. As a Scrum Team, prioritizing the list and working on them in order is a good technique to tackle the impediments. This way, the team can focus on the most urgent and important issues first and avoid being overwhelmed by the number of impediments. The Scrum Master discusses the impediments with the Scrum Team is also a helpful technique, as it allows the team to share their perspectives, identify the root causes, and come up with possible solutions. The Scrum Master can also coach the team on how to remove or prevent impediments in the future.

There is no such thing as Sprint 0 in Scrum, as stated in [7]: “Sprint 0 is a term used by some people who use Scrum to describe an initial period before starting Sprints where they do some upfront planning or analysis. However, this is not part of Scrum and contradicts its principles of empirical process control, iterative delivery, and responding to change.”

According to the Scrum Guide 1 , the heart of Scrum is a Sprint, a time-box of one month or less during which a “Done”, useable, and potentially releasable product Increment is created. The Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together.

The correct answer is B, because the Development Team determines how work is performed during the Sprint. The Scrum Guide states that “development Teams are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality.” Therefore, the Development Team has the autonomy and responsibility to organize and manage its own work.

The best answer is B. The Sprint length is unchanged and the Scrum Team continuously learns and adapts.

According to the Scrum Guide 1 , “Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint.” Therefore, the Sprint is not extended or shortened based on the completion of the work.

The Scrum Guide also states that “Scrum Teams deliver products iteratively and incrementally, maximizing opportunities for feedback. Incremental deliveries of ‘Done’ product ensure a potentially useful version of working product is always available.” Therefore, the Scrum Team should focus on delivering a potentially releasable Increment of value by the end of the Sprint, even if some work items are not completed.

The Scrum Team should also use the Sprint Retrospective to inspect how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. The Scrum Team should identify and order the major items that went well and potential improvements, and create a plan for implementing improvements to the way they do their work. This way, the Scrum Team continuously learns and adapts to changing circumstances and challenges.