Steven, a Scrum Master, has been hired by an organization that is new to Scrum. He has been invited to meet the IT and product management team to kick-off the project. During the meeting the Product Owner asks how many Sprints will be needed to address the entire architecture and infrastructure before working on the features for the new product.
What are the two best responses for Steven to explain how such work is handled in Scrum?
(Choose two.)

• A. You explain that product management should not worry about technical solutions. You inform them that the developers will work with the IT department when needed and keep the Product Owner updated on additional time required for each Sprint. The additional effort will be added to the top of the Sprint Backlog before Sprint Planning.
• B. You coach the Product Owner and Development Team to add this work to Product Backlog to ensure transparency, have the Development Team estimate the work and do this in early Sprints while also creating some business functionality in the early Sprints.
• C. You explain that it is more effective when architecture and infrastructure emerge alongside the development of business functionality. The additional advantage is that business value is created more quickly and earlier.
• D. You confirm that architecture and infrastructure is needed before starting on business functionality but the estimated budget will be difficult to estimate. You suggest that the first Sprint will be dedicated towards building the technical foundation in order to get an accurate estimation for any additional budget and time required.

You are the Scrum Master for three Scrum Teams working on the same product. There is a single Product Backlog that all three Scrum Teams select from. Management is eager to improve the productivity of the teams and wants to standardize velocity across all three teams so that they can see how each team is delivering value. When responding to management, which two statements are appropriate? (Choose the best two answers)

• A. Standardizing velocity across teams can help with understanding which teams are creating more value.
• B. Incentivizing teams based on velocity can boost the Scrum Team's motivation to create more value.
• C. Velocity is the amount of business functionality that a Scrum Team creates in a Sprint. It is unique to that team and used as an input to Sprint Planning.
• D. Velocity has no direct relationship with value.

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?

• A. The Sprints have failed to produce shippable Increments there for opportunities to inspect and adapt is lost. The Scrum Master would encourage the organization to add more team members in order to increase the team's capacity.
• B. Extend the Sprint in order to complete the Sprint Backlog items.
• C. The Scrum Master would coach the team on improving their estimations and commitment to completing the Sprint Backlog.
• D. Inform Peter that the projected completion date is not correct. The Development team would estimate the remaining work to produce a shippable Increment and suggest making it "Done" before working on new features. Based on empirical data, Peter can adjust the completion date and decide how to continue.

You are the Scrum Master of a Scrum Team that is new to Scrum. The Product Owner comes to you halfway through the Sprint and says, "l do not feel like the De-velopers will be able to meet the forecast that they developed during Sprint Planning." What should you do in this situation?
(Choose the best answer)

• A. Agree to help the Product Owner by having a discussion with the Developers about the importance of meeting their forecast.
• B. Coach the Product Owner that achieving the Sprint Goal is the Scrum Team's objective. A forecast is only used to initially estimate the effort required to reach the Sprint Goal.
• C. Talk to the Developers. Challenge and inspire them to complete all of the work so that they meet their forecast.
• D. Add more people to the Scrum Team to meet the Product Owner's ex-pectations.