Preparation Notes for Professional Scrum Master I (PSM I) and Professional Scrum Product Owner I (PSPO) Certification Exams

Scrum principles are Inspection, Adaptation, and Transparency.
Scrum values are Honesty, Openness, Courage, Respect, Focus, Trust, Empowerment, and Collaboration.
In Scrum iteration is maximum 1 month.
Sprint Planning is maximum 8 hours for a one month Sprint.
Daily Standup Meeting is 15 minutes.
Waterfall has similar meanings with plan-driven, traditional, sequential, anticipatory, predictive, prescriptive.
Iterative has similar meanings with incremental and all-at-once.
Balance predictive up front work with adaptive just-in-time work.
LRM (Last Responsible Moment): Is the point that “Cost of not making decision” > “Cost of making decision” since at that point cost of deferring increases and becomes more than cost of deciding which decreases.
Cost of idle work is more than cost of idle workers.
No goal altering change happens during the Sprint.
Product backlog items have “Conditions of Satisfaction” (Item-specific Acceptance Criteria)
ATTD: Acceptance Test Driven Development Tests are associated with user stories.
From general to specific: Epics->Features->Themes->Stories->Tasks
User Stories are INVEST: Independent – Negotiable – Valuable – Estimable – Small – Testable
Agile adopts fail-fast strategy.
Persona: Individual that represent characteristic of a role.
Product Backlog Item (PBI) is DEEP: Detailed appropriately – Emergent – Estimated – Prioritized
Ideal hours: effort hours / man hours / person hours
Only Development Team has hands on experience for estimation.
Product Owner describes and clarifies, Scrum Master coaches and facilitates.
Estimates should be accurate not precise.
Velocity measures output (size) not outcome (value).
Technical Debt types: Naive debt, unavoidable debt, deliberate debt.
Technical Debt: unfit/bad design, defects, insufficient tests, excessive manual test, poor integration and release, lack of experience.
Duties of Product Owner: Funding decision at the end of each Sprint, Stop/Go decision, product backlog prioritization, grooming product backlog, defining acceptance criteria.
Grooming Product Backlog includes creating, estimating, refining, and prioritizing
In release planning PBI writing and story writing happens.
Product Owner is product manager, product marketer, project manager, business analyst, and acceptance tester.
Responsibilities of Scrum Master: coaching, servant leadership, process authority, interference shield, impediment remover, change agent.
Characteristics of Scrum Master: Knowledgeable, Questioning, Patient, Collaborative, Protective and Transparent.
Characteristics of Development Team: Self Organizing, Cross Functionality, Diverse and Sufficient, T-Shaped Skills (Broad and Deep), Musketeer Attitude, High Bandwidth Communications, Transparent Communication, Right Sized, Focused and Committed, Works at Sustainable Pace, Long Lived.
Feature Team comprises Component Teams.
PSI: Potentially Shippable Increment
Fixed Price Contract is not suitable for Agile.
Learning Cycle: Assume – Build – Feedback – Inspect – Adapt
Functional managers give feedback more frequently in Scrum and focus on team not individuals. Their duties are Fashioning Teams, Nurturing Teams, Aligning and Adopting Environment, Managing Value Creation Flow.
In Scrum there is good balance between up-front and just-in-time planning.
Up front planning too much makes blind and there occurs a tendency to be loyal to the plan.
Too much planning leads to Waste of effort, Waste of opportunity, Waste of updating work.
After product planning release planning comes.
A release can encompass one or more sprints.
Sprint planning produces sprint backlog and then description of task level work.
WSJF (Weighted Shortest Job First): Cost of Delay/Duration: It is the economically optimal sequencing method for products.
Scheduling Approach: When costs same, shortest job first, when durations are same highest cost of delay first.
Envisioning: Product Planning.
User Story format: As a <User Type>, I want <…>, So that <…>
Minimum Releasable Feature (MRF), Minimum Viable Product (MVP), Minimum Marketable Feature (MMF) is same.
Envisioning, Project Chartering, Project Initiation, Project Inception are same.
Fail Fast: Learn Fast and Pivot.
Release Types: Release after multiple sprints, Release every sprint, and Release every feature (continuous deployment /continuous delivery)
Initial release planning logically follows envisioning/product level planning.
Release planning activities: Review constraints, Sprint mapping, Review MRFs, Backlog grooming.
Scope changes are shown in Burn-up chart more easily.
Burn-down chart is more suitable for fixed scope.
Sprint execution starts after Sprint Planning ends before Sprint Review.
Sprint Review focuses on product, Sprint Retrospective focuses on process.
Insights are ideas or perceptions of things that can be improved.
Scrum Master should follow the decisions taken in Sprint Retrospective and should be responsible for them.
Servant Leadership: Service to others, Holistic approach to work, Promote a sense of community, Shared decision-making power.
Three pillars of empiricism: Transparency, Adaptation and Inspection.
Sprint Goal is fixed but Sprint Backlog is not fixed.
In Nexus Sprint Retrospective, relevant representatives of Scrum Teams come together again.
There are 3 artifacts of Scrum: Product Backlog, Sprint Backlog, and Increment.
Planning Poker is not a prioritization technique, it is an estimation technique. Kano analysis is a prioritization technique.
Scrum is not a software development methodology, it is a process framework. It is not a process, technique or definitive method.
In Scrum transparency means significant aspects of the process must be visible to those responsible for the outcome, not the whole process visible to everyone or stakeholders.
Scrum should be used entirely, not to be tailored.
Product owner manages the value of the product by Product Backlog order or Customer Feedback via Frequent Releases.
Scrum increases the transparency of technical abilities.
Time boxing limits the risk of pursuing a wrong direction to the cost of one Sprint.
Inspection should be done in every event of Sprint but should not interrupt the flow of work.
Scrum Masters are servant leaders and coaches for Agile Team and Organization.
Development Team and Senior Management help Scrum Master to remove impediments.
Scrum Master does not act as a middleman between Product Owner and Development Team.
Scrum Master helps Product Owner to find techniques for managing the Product Backlog.
Acting as a go between Product Owner and Development Team weakens the team and blocks self-organization.
Scrum Master and Product Owner is a peer team member in Sprint Retrospective.
Scrum Master is a mandatory position.
Product Owner is the sole responsible for managing the Product Backlog.
Product Backlog items in the Sprint Backlog are not added or removed during Sprint.
Sprint Backlog is owned by Development Team.
Scrum Master is responsible for training and coaching all team members including Product Owner.
Prioritizing product backlog, creating user stories and creating timeline for burndown charts are the responsibilities of Product Owner.
Product Owner is the sole person for managing product backlog. Product Backlog management is clearly expressing Product Backlog items, Ordering Items in Product Backlog to achieve goals and missions, Optimize the value of the work that Development Team performs.
Embracing change is a value (principle) shared by XP teams.
Face-to-face meeting is an Agile principle.
Incremental Design is an XP practice.
Persona is a practice which is a fictional user.
Working software is an Agile principle.
Improving collaboratively and evolve experimentally is a Kanban practice.
Development Team is responsible for the Definition of Done.
Development Team is responsible to change Sprint Backlog in the middle of Sprint.
In Daily Scrum impediments are pointed out but not discussed.
Purpose of Daily Scrum is synchronization of developers.
Everyone is free to “attend” the meetings, as long as they do not “participate”.
Duration of Sprint is defined by Scrum Team.
An increment is valuable when it increases customer satisfaction and reduces long term operational costs.
Size, risk and cost affect the value, but do not impact ordering directly.
Product Owner is accountable for the content, availability and ordering of Product Backlog.
Development Team monitors the remaining work of Sprint Backlog.
An increment should be shipped when it makes sense.
Only %100 completed items are demonstrated in Sprint Review.
To ensure continuous improvement, Sprint Backlog should include at least one high priority process improvement identified in the previous Retrospective meeting.
Providing estimates, turning Sprint Backlog items into an Increment and making technical decisions are responsibilities of Development Team.
Product Owner is accountable for creating and sustaining a Product Backlog that maximizes value and represents the needs of the stakeholders.
Scrum Team and stakeholders inspect the outcome of Sprint and figure out what to do next in the Sprint Review.
Development Team manages the progress of work.
Only Development Team should attend the Daily Scrum.
Scrum Master enforces the rule that only Development Team members participate in Daily Scrum and teaches them to keep it within 15 minutes time box.
Product Backlog is ordered by Product Owner as what makes the most sense to optimize the value of work done by Development Team.
Definition of Done is created by the development organization, if not by Development Team.
The purpose of Sprint is to produce a done increment of working product.
Sprint is over when time box expires.
During the sprint, scope may be clarified and renegotiated between Product Owner and Development Team.
Sprint planning is 8 hours for a monthly Sprint.
Time boxed events are events that have a maximum duration as specified.
In a sprint, some work can be removed as long as no changes are made that would endanger the Sprint Goal.
People in Scrum Team do not use people from other parts of company as they are cross-functional.
Having product vision is not mandatory.
There is no baselining in Scrum for Product Backlog.
Definition of Done is not done solely by Product Owner instead by development organization or Development Team.
Scrum Master is a management role.
Sprint Backlog items are removed or replaced at the end of Sprint.
The entire Development Team should be cross functional but not every member in Development Team.
Debate is not technique for Sprint Retrospective.
Staging requirements are non-functional requirements for scaling.
Story points help driving cross functional behavior, story point estimates do not decay, story point estimating is typically faster and story points are a pure measure of size.
Index cards are often used in Agile release planning.
Release backlog features are measured in story points while iteration backlog items are estimated in hours.
Limiting Work in Progress (WIP) is not a principle of DSDM (Dynamic System Development Model). DSDM delivers on time, collaborate and build incrementally and iteratively.
Scrum is a framework not methodology.
Scrum Master is a management role for process rather than people.
PM activities are distributed to the three Scrum roles.
Scrum is more about project delivery rather than project management.
It is OK for Product Owner and Scrum Master to be in Development Team.
There should be 3-9 Development Team member (Product Owner and Scrum Master are not included).
End users are the most important stakeholders.
Sprint Review is a formal event but informal meeting.
Only tasks in Sprint Backlog are updated during the Sprint.
Attributes of Product Backlog Items: Description, Order, Estimate, and Value.
Non-functional features are: Performance, Security, Scalability, and Maintainability.
Maximum length is three hour for a Sprint Retrospective for a one month Sprint.
Measuring project performance is the responsibility of Product Owner. Whereas, measuring sprint performance is the responsibility of Development Team.
To ensure continuous improvement at least one high priority process improvement identified in previous Sprint Retrospective should be included to Sprint Backlog.
Velocity and Value are not related directly.
All items do not have to be identified before starting the first Sprint.
Velocity is the average amount of work done per Sprint.
Time boxing does not help with technical debt.
Scrum Master role is facilitating Scrum events as requested or needed.
Uncertainty reduces as project progresses.
Completion date is the most important metric to calculate.
Development Team defines a Definition of Done for the product if it is not a convention of the organization.
Release Planning is the responsibility of Product Owner.
Sprint Retrospective is the last event (meeting) of Sprint.
Product Vision is updated by Product Owner at least once a year.
Product Roadmap should be updated at least semi-annually.
Product Owner manages the value of product by Product Backlog Order and Customer Feedback via frequent releases.
Scrum Master ensures the productivity of Sprint.
Scrum Master or Product Owner can be Development Team member at the same time.
Collective commitment is committing not only individual work but also work of everyone in the team.
Scrum teams know that focusing on one task at a time is more effective than trying to multitask.
3 artifacts of Scrum are Product Backlog, Sprint Backlog and Increment.
Product Increment is the sum of all of backlog items completed during this Sprint and all of previous Sprints.
5 Scrum Events are: Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective.
Working software does not mean that the software fully meets user needs.
Simplicity is the art of maximizing the work not done. The most effective way to keep something simple is often simply to do less.
Sprint Review is a formal event but informal meeting.
Non-functional and performance requirements may (not must) be captured in Definition of Done.
Characteristics of Sprint Goal: Flexibility, Cohesion, Guidance.
Even Product Backlog items are not ready, Sprint Planning can be conducted.
It is wrong that all interactions between stakeholders and Development Team should be through Product Owner.
Impediments are not discussed in Daily Scrum.
All work that developers do originate from Product Backlog.
The essence of Scrum is a small team of people that is highly flexible and adaptive.
When there are risks, it is better to have shorter Sprints.
When testing is added, increments would be more complete.
Scrum is a container for other techniques and methodologies.
When multiple Scrum teams work on the same product, their Sprint lengths do not have to be same.
Only Development Team can change Sprint Backlog.
Staging requirements means non-functional requirements for scaling.
Visibility means transparency in Scrum.
Release Backlog items are estimated in story points.
Generalized specialists are best to use in Agile Teams.
Kano model is a prioritization technique that says the more the better.
IRR (Internal Rate of Return) is the best method for comparing values of two different cash flows.
Charter includes milestones, critical success factors and vision.
Kanban means signboard.
Ground rules are unwritten rules about the project.
Exploratory testing is the process of testing delivered or “done done”.
Agile project management assumes different leadership styles for different stages of team formation.
Triangulating involves estimating a story based upon its relationship to other stories.
Blitz Planning is Index Card Planning.
Agile projects are estimated top-down.
Zero point estimates has zero point that trivial effort is needed.
Iteration backlog is managed by the team.
The process of testing delivered stories is known as exploratory testing.
The difference between actual cost of change and optimal cost of change is the technical debt.
The team should delay commitment until the last responsible moment.
Affinity groups work closely and solicit feedback.
XP takes a fanatical approach to pay the technical debt.
5 core risk areas are: Inherent schedule flow, Requirements inflation, Employee turnover, Specification breakdown, Poor productivity.
The tool to represent the work remaining on the project is Product Backlog.
Goals are SMART (Specific, Measurable, Attainable, Realistic, and Timely).
XP is collective ownership, continuous integration and pair programming.
MoSCoW technique is for prioritization. W stands for “Wont Have”.
Spike is a task of short experiment carried out to gain the knowledge about a specific question.
User stories are at the top of the Product backlog and they are well-defined.
Product Backlog should be detailed, estimable and prioritized.
Core principles of XP: Planning game, Collective code ownership, refactoring.
Release planning meeting kicks of Agile release.
Retained revenue: Revenue lost is prevented by developing a feature.
RAPID is not an Agile methodology.
Fractional assignment: Assigning people to multiple projects simultaneously which negatively impacts productivity.
If a task or work is added to a release, its burndown chart bottom line goes down.
When Product Owner is absent, Scrum Master will assume his responsibilities at sprint planning meeting.
Ideal time is uninterrupted work time.
Determining average velocity is the best way to estimate cost.
Exploratory testing: Catching bugs related to security and concurrency.
Cocktail party effect is osmotic communication.
User stories are support tool for analysis.
MoSCoW technique is a prioritization technique: M: Must have, S: Should have, C: Could have, W: Will not have.
Individuals and interactions over process and tools, Working software over comprehensive documentation, Customer collaboration over contract negotiation, Responding to change over following a plan.
Story point is a fixed unit of development effort.
Prototyping is an Agile feedback technique.
8 DSDM (Dynamic System Development Model) principles: Focus on the business needs, Deliver on time, Collaborate, Never compromise quality, Build incrementally from firm foundations, Develop iteratively, Communicate continuously and early, Demonstrate control.
Core XP values: Simplicity, Feedback and Courage.
Story points represent cost, value points represent benefit.
Planning game: Safeguard on organization against the loss of tacit knowledge (XP mechanism)
Release planning: Allocate work from the product backlog into the iterations based on priority.
Staging requirements to scale a Scrum projects are documented in Product Backlog.
The process of defining and prioritizing the non-functional requirements for scaling is called staging.
Continuous flow perspective: Value during current and potential future projects.
It is not mandatory for multiple sprints to start and end at the same time.
A person may provide special type of expertise to multiple teams.
Non-functional features are security, performance, maintainability, scalability. They are about the way that functions work.
Two features of Product Backlog: Non-technical and independent.
Non-functional features can be added to Product Backlog as an item or it can be added to Definition of Done.
During project, length of sprint can be changed, not during Sprint.
Relative effort/size based units: Story points.
Velocity is calculated by Development Team.
Parkinson Law is if a developer takes fewer tasks, he/she will adjust his/her speed according to that task (intentionally slows down or speeds up).
One person can be Scrum Master for multiple teams.
Definition of Done includes Development Process, Quality Criteria, and Non-Functional Features.
1 Definition of Done for all Product Backlog Items.
Measuring progress of Sprint is the responsibility of Development Team.
Sprint Review is getting feedback from customer and is an informal meeting.
In Scrum the goal is to generate as much value as possible.
Owning means being accountable for that.
Process improvement items are not directly about features and functions.
Product Owner has the authority to cancel the sprint.
Done based on Definition of Done = usable by end users = releasable = potentially releasable = potentially shippable
Demo is not best word for Sprint Review.
Sprint Review is an inspection of the increment to collect feedback and see what to do in the next Sprint.
Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective are formal opportunities for inspecting and adapting.
Developers may answer 3 standard questions during Daily Scrum meetings. It is common and recommended but not mandatory.
Daily Scrum is held at the same time and place every day.
Scrum Values are CCFOR: Commitment, Courage, Focus, Openness, and Respect.
Team is cross functional, not team members.
Sprint planning is not about assigning items to developers. Sprint planning is what can be done and how to do it.
Minimum level of quality remains same during Sprint.
Sprint Backlog and Product Backlog changes during the Sprint.
Development Team members should work at a constant pace not “as much as needed”.
Maximizing the value of the product is primary responsibility of Product Owner.
Scrum Team is responsible for composing the Sprint Goal and setting time boxed duration of Sprints.
The purpose of each Sprint is to create a potentially releasable piece of software; it does not have to be released.
Contribution of Scrum Master to Daily Scrum is about the context not the content.
Budgeting is done in Scrum. Ideally it is revised in each Sprint to ensure value is being delivered.
Product Backlog describes everything that is needed in the product.
Daily Scrum is not necessarily facilitated by Scrum Master. It can be facilitated by Scrum Master as requested or required, not by default.
Definition of Done is the responsibility of Development Team.
Sprint Goal is the responsibility of Scrum Team.
The word “development” means in Scrum that complex work that can include all suggested options and even more.
Scrum can be used to manage the operation of an organization.
Scrum Master facilitates, ensures and teaches the Development Team about Daily Scrum and if others are present at the Daily Scrum, he/she ensures that they do not disrupt the meeting.
Scrum Master or Product Owner may invite people to Sprint Planning; they will attend but not participate. They may be key stakeholders.
Product Backlog is the source of requirements for any changes to the product.
Sprint Planning, Sprint Retrospective and Daily Scrum can be ended before its time boxed duration.
Having Sprints to remove technical debt without implementing functionality is prohibited.
Sprint Goal is not a Scrum artifact.
Increment, Product Backlog and Sprint Backlog are Scrum artifacts.
Team model in Scrum is designed to optimize Flexibility, Creativity and Productivity.
Scrum Team crafts the Sprint Goal.
Sprint is not a formal opportunity to inspect and adapt.
Only members of the Development Team create the Increment.
Quality goals do not decrease during the Sprint.
Key stakeholders are allowed to participate only in Sprint Review.
Scrum Master is responsible to work with Scrum Team and the organization to increase the transparency of Scrum artifacts by learning, convincing and change.
Definition of Done is used to assess when work is completed on product increment, It guides Development Team in knowing how many Product Backlog items it can select during Sprint Planning. It ensures artifact transparency. However it does not helps in inspection and adaptation.
Product Owner monitors progress towards high level goals.
Answering the three questions in Daily Scrum is fine but there are also other ways. There is no prescribed structure and there are other ways of conducting the meeting.
In order to ensure continuous improvement, the Sprint Backlog (not Product Backlog) includes at least one high priority process improvement identified in the previous Sprint Retrospective.
The Product Owner manages the inspection of the increment by inviting stakeholders to give feedback at the Sprint Review meeting and by reviewing the Product Backlog at the same time.
Scrum employs an iterative and incremental approach to optimize predictability and control risk.
Determining how they will complete a given Product Backlog Item optimizes the overall efficiency and effectiveness of the Development Team
Development Team may invite other people to Sprint Planning to attend in order to provide technical or domain advice.
Scrum optimizes predictability.
Scrum uses established time durations for events to ensure appropriate amount of time is spent for planning without allowing waste.
Decisions of the Product Owner made visible by the content in the Product Backlog and by the ordering in the Product Backlog.
Scrum makes clear the relative efficacy of your product management and development practices.
Scrum Master is responsible for ensuring Scrum is understood and enacted.
Product Backlog Management includes ordering the items in the Product Backlog not by size and risk, but to best achieve goals and missions.
Empiricism asserts that making decisions is based on what is known.
Product Backlog management does not include authoring Product Backlog items.
As a product is used and gains value and the marketplace provides feedback, the Product Backlog becomes a larger and a more exhaustive list.
When a Sprint becomes too long, the definition of what is being built may change, complexity may rise and risk may increase.
The Definition of Done applies to the Scrum Team.
According to empirical process theory knowledge comes from experience and decisions are made based on what is known
The Development Team -should- be no smaller than 3 and no larger than 9 members.
A Scrum Team uses 2 weeks Sprints and time box their Sprint Planning to 6 hours. This does not break Scrum rule.
The Definition of Done is a mandatory part of Scrum.
Product Owner must attend both first and second part of the Sprint Planning
Sprint Planning – 8 hours or less, Daily Scrum – 15 minutes or less, Sprint Review – 4 hours or less, Sprint Retrospective – 3 hours or less.
Scrum does not eliminate the complexity that is inherent in delivering a product in today’s world; instead it offers a framework for dealing with complexity.
Definition of Done applies globally for all Product Backlog Items for a product, while acceptance criteria pertain to specific items. Acceptance Criteria could also form the basis of new PBIs.
Refactoring (for source code) means improving internal structure, for example removing duplicate code, not functional behavior.
In Sprint Retrospective, Product Owner is optional
Scrum is difficult to master.
Sprint Planning: What can be delivered in the Increment resulting from the upcoming Sprint? (1^st part – Defining Sprint Goal and Sprint Backlog Items) and What can be delivered in the Increment resulting from the upcoming Sprint? (2^nd part – Defining tasks)
Product Backlog Items have DOVE: Description, Order, Value, Estimate
Empiricism provides frequent opportunities to discuss different possibilities and frequent opportunities to make informed decisions, reducing risk.
Scrum increases the transparency of technical ability of team to create product increment and information on real progress.
Scrum employs an iterative, incremental approach to optimize predictability and control risk.
There is no commitment in Scrum, only estimates.
If there is a problem about trust then all values of Scrum are affected by that.
Scrum shifts the accountability to team, not individual team members.
Two Scrum teams will have two Product Owners but the same person having the Product Owner role can be part of two different Scrum Teams working on different products.
Stakeholders attend the Sprint Review, not the entire organization.
Scrum does not require having a plan for the entire project.
Product Owner can be influenced by Stakeholders.
Development Team does not share some of the Product Owner responsibilities.
The purpose of Definition of Done is to create transparency so that everybody understands what Done means.
Improving speed means improving Productivity, not improving estimates.
Product Backlog Items does not have to include test descriptions.
Only Daily Scrum should be held at the same time and at the same place, not others.
Standing up is not a requirement for Daily Scrum in Scrum even it is called Standup Meeting.
For Scrum Master, there is no responsibility to fill in for the Product Owner role, if Product Owner is absent.
Scrum can be used to deliver products multiple times per day.
Scrum Team decides when and how the Product Backlog refinement is done.
Definition of Done includes quality criteria.
Tracking the forecasts of when the work will be completed for reaching different business goals is the duty of Product Owner
Self-organization increases commitment and accountability.
Product Owner can delegate the ordering of the items in Product Backlog to the Development Team but the final responsibility belongs to Product Owner.
The purpose of Definition of Done is to increase transparency, have a shared understanding of what completed work means and guides the Development Team during the Sprint Planning meeting.

Net Present Value (NPV): NPV calculations take time value of money into consideration. It is highly dependent on the magnitude of the project. Projects with negative NPV values do not yield any financial benefit. However, NPV alone is not the ideal benefit measurement method.
Scrum is a discovery process that starts with just enough preparation.
Scrum is not a standardized process where you methodologically follow a series of sequential steps that are guaranteed to produce on time and on budget and a high-quality product that delight customer.
Product Vision is used to help align the decisions and development with the expected outcome.
Scrum employs an iterative and incremental approach to optimize predictability and control risks.
No one leads or controls Sprint Review. Product increment is inspected and Product Backlog is adopted.
Sprint Goal causes the Development Team to work together.
Value is a measure of effectiveness of each dollar spent on software development that creates value for the organization.
Value involves getting more Return On Investment (ROI) at less TCO (Total Cost of Ownership)
MoSCoW technique is not an Agile Technique but widely used in Agile.
Evidence Based Management measure KVA (Key Value Areas). They are Current Value, Time to Market and Ability to Innovate.
Product Scorecard items: Financial – Customer- Product and Process – People
Revenue is not the only factor to measure the value of the product.
Prioritizing the investment on building highly usable features provide the highest chance of creating value.
Code Quality is not a measure to track the value being delivered.
In continuous deployment (delivery), releases do not wait for the end of Sprint.
Release planning means Longer Term Planning and Milestone-driven planning as well.
Only release the work that is “Done”.
Vision describes why the project is being undertaken and what the desired end state is.
Product Vision should be clear and stable, broad and engaging, short and sweet.
Product Owner utilizes the underlying empirical product planning features of Scrum to bring the product vision to life.
Debt: bad (unfit) design, defects, insufficient test coverage, excessive manual testing, poor integration and release management, lack of platform experience.
Three debt management activities are: Managing the accrual of technical debt, making technical debt visible, servicing the technical debt.
Definition of Done decreases technical debt.
The main reason of technical debt is not poor code.
In Sprint Review and Sprint Planning people from outside the team are allowed to participate.
It is not necessary to order based on the value of Product Backlog Items. There are other parameters such as risk and dependencies as well.
Sprint Goal provides guidance and flexibility and common target to work together.
A typical stakeholder is a man who is responsible for making the funding decisions for the product development effort, the user of the product, the man who is responsible for paying to use the product.
Product Owner should track the performance of project at least once per Sprint.
Product Owner can delegate some of his or her responsibilities to Development Team; however he or she remains accountable.
We cannot trust the identified tasks because we may have dismissed some tasks and the sum of them do not conform to the Definition of Done.
There is no prerequisite for starting Sprint Planning.
Both Product Backlog and Sprint Backlog can be prioritized.
Technical Debt: Lack of Risk Assessment (RA), lack of Business Impact Analysis (BIA).
infrastructure Age / Obsolescence is a problem and source of technical debt.
Total Cost of Ownership (TCO) is the combination of product and maintenance costs of the product.
Building the quality of product from the beginning is a good practice of quality.
Development Team and Product Owner should work together to complete Sprint Backlog Item related problem.
Scrum Team adopts the Definition of Done at Sprint Retrospective.
In product burndown charts, Sprints are shown on X-axis, in Sprint burndown charts, days of Sprint are shown on X-axis.
When tests are added, increments would be more complete.
Product Owner has the authority to invite stakeholders for Product Backlog Refinement Session.
New work to complete Sprint Goal can be added when it is identified.
Timeboxing does not help with technical debt. It helps establishing WIP limits and prioritization.
Product Owner does not look for the approval of key stakeholders for release decision.
Increment is “Done” as it is clear by its definition.
Revenue stream type of simplifying a process: Operational Efficiency.
By increasing customer satisfaction and through frequent releases, success is achieved in Scrum.
Development Team can remove items from Sprint Backlog, it is not duty of Product Owner
Nonfunctional or system requirements should be captured in Definition of Done, it is not a must.
Assigning tasks is a responsibility of Development Team. Breaking down Product Backlog Items into smaller ones is not responsibility of Development Team.
Key stakeholders can only participate in Sprint Review.
Sprint Length needs to be agreed by the Product Owner.
Product Owner communicates marketplace knowledge to Scrum Team through daily ad-hoc interactions, Product Backlog Refinement, and Sprint Reviews.
Product Owner is not responsible for composing Definition of Ready. There is no such concept in Scrum.
PMO manages portfolios and programs and facilitates the application of techniques that complement Scrum in a company that uses Scrum.
It is not necessary for Scrum Master to facilitate Daily Scrum.
Others may attend Daily Scrum.
Same person can play both the Product Owner and Scrum Master role.
Product Owner may decide to allow developers to add items to Product Backlog under the supervision.
Product Owner answers questions about items in Sprint Backlog.
Definition of Done guides Development Team in knowing how many Product Backlog items it can select during a Sprint Planning.
Definition of Done does not help in inspection and adaptation.
Product Owner may delegate Product Backlog work to Development Team completely, but he is solely responsible and accountable.

Preparation Notes for Professional Scrum Master I (PSM I) and Professional Scrum Product Owner I (PSPO) Certification Exams

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