An important aspect of Scrum are timeboxes. Select two ways in which timeboxing reinforces the creation of value. (Choose the best two answers)

• A. Timeboxes help everyone focus on the same problem at the same time.
• B. Scrum Teams can determine on their own how much overtime is acceptable for a timebox- generally expressed as a percentage of the timebox.
• C. Timeboxing assures that a Product Owner does not interrupt the Developers during a Sprint.
• D. Timeboxes encourage the people who are closest to the problem to create the best possible result in the time allotted, given the current context.

According to the Scrum Guide, where should the Daily Scrum be held?

• A. Wherever the Scrum Master decides is best.
• B. Wherever the Development Team decides is most suitable.
• C. In front of the Scrum board.
• D. In a room where management can attend.
• E. In the same location where the Development Team is seated.

A few members of the Scrum Team discuss work that is not being done. Some say it is part of the Definition of Done, others say it is not. After an hour of angry discussion, someone starts making personal insults and anger levels rise. What is the best action for the Scrum Master to take?
(Choose the best answer)

• A. Take the people involved aside. Ask them to resolve the situation outside of the Scrum Team, if required through their managers. The goal is to maintain stability in the team.
• B. End the discussion. Make the call whether the work is or is not part of the Definition of Done.
  Identify who is involved in the conflict and decide on their further presence on the Scrum Team.
• C. Defuse the conflict. Take the Definition of Done and tell the other members of the Scrum Team how to interpret it, so they can autonomously decide whether the debated work is or is not part of it
• D. Conduct a session to help the Scrum Team resolve the conflict and create a uniform Definition of Done. Remind the other members of the Scrum Team that conflicting ideas are natural, but making it personal does not help.

The director of engineering in your organization always stresses the importance of meeting deadlines in order for the engineering department to be seen as a reliable source for the product management department. The director has calculated that the team's velocity needs to increase an additional 15% to meet the commitment he made to management for the release date of the product. He asks Steven, the team's Scrum Master, to increase his team's velocity. Which would be the best two responses for Steven to take? (Choose two.)

• A. He explains how a team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. He refers the director to the Product Owner for all information concerning the progress of development.
• B. He helps the director understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile he presents this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this.
• C. He educates his director how it is part of a team's self-organization to improve velocity. He invites the director to the next Sprint Retrospective to brainstorm on how they can improve.
• D. He informs the director of organizational impediments he is aware of that prevent the team from being more productive. He suggests collaborating with him on how to remove these impediments.
• E. He tells the director that this is not his responsibility in Scrum. He tells the director to work with the Product Owner to check whether the estimates on the Product Backlog are being respected during implementation.