The correct answer is B, because the time-box for a Daily Scrum is 15 minutes. The Scrum Guide states that “the Daily Scrum is a 15-minute time-boxed event for the Development Team to synchronize activities and create a plan for the next 24 hours.”

According to the Scrum Guide, a Development Team is cross-functional if it has all the skills to create a potentially releasable Increment by the end of every Sprint. The other options are not indicators of cross-functionality, as they are either specific practices (such as pair programming or test driven development) or irrelevant factors (such as conflicts within the team or ability to perform every task).

According to the Scrum Guide, a Scrum Master fulfills a different role from a traditional project manager. A Scrum Master is a servant-leader and a coach for the Scrum Team and the organization, not a manager or a supervisor. A Scrum Master does not assign tasks, set deadlines, or monitor progress, but rather facilitates self-organization, collaboration, and empiricism within the Scrum Team and the organization.

According to the Scrum Guide 1 , Product Backlog refinement is an ongoing activity in which Product Backlog items are reviewed and revised. The Developers who will be doing the work are responsible for sizing or estimating it. The Product Owner may influence them by helping them understand and select trade-offs.

The correct answers are B and C, because technical debt impacts transparency in these ways. It leads to false assumptions about the current state of the system, specifically of an Increment being releasable at the end of a Sprint, as it may contain hidden defects or incomplete functionality. It also results in future work being slowed down in unpredictable ways, as development progresses and code is added, the system becomes more difficult to stabilize and maintain.

A Sprint may be cancelled only if the Sprint Goal becomes obsolete. This makes Option A the correct answer. The Scrum Guide is very clear that only the Product Owner has the authority to cancel a Sprint, although that decision may be influenced by stakeholders, the Developers, or the Scrum Master. The reason for cancellation is not general disruption, poor forecasting, or the appearance of new work. It is specifically tied to the Sprint Goal no longer having value or relevance.

Option B is incorrect because a new business opportunity does not automatically justify cancelling a Sprint. Scrum is designed to handle change without disrupting the Sprint unless the Sprint Goal itself is no longer valid. Option C is incorrect because feasibility concerns should be addressed through collaboration and adaptation, but they do not by themselves define the cancellation rule. Option D is incorrect because not finishing all selected work is not a reason to cancel a Sprint. Scrum accepts uncertainty, and the team inspects and adapts. The Sprint Goal remains the key commitment, and as long as it is still relevant, the Sprint should continue.

A Sprint burndown chart shows an estimate of the total work remaining for the Sprint, as stated in  3 : “A sprint burndown chart tracks work remaining in a sprint. It shows how much work remains at any given point during a sprint. It helps teams monitor whether they will finish all planned tasks by the end of a sprint.”

The correct answer is D, because one of the services that a Scrum Master can provide in regard to the Daily Scrum is to teach the Development Team to keep the Daily Scrum within the 15 minute time-box. The Scrum Guide states that “the Scrum Master ensures that the Development Team has the meeting, but the Development Team is responsible for conducting the Daily Scrum. The Scrum Master teaches the Development Team to keep the Daily Scrum within the 15-minute time-box.”

Three topics for the Developers to discuss at the Daily Scrum as they inspect their progress toward the Sprint Goal are:

What have we learned since yesterday, and how should we modify our plan to increase our ability to meet the Sprint Goal?

Are there any impediments blocking progress toward the Sprint Goal?

Are there any decisions that need to be made to maintain progress toward the Sprint Goal?

These topics are suggested by [6]: “The structure of the meeting is set by the Developers and can be conducted in different ways if it focuses on progress toward the Sprint Goal. Some Development Teams will use questions, some will be more discussion based.”