Quiz SPS: Scrum Scaled Professional Scrum

The purpose of Nexus Sprint Planning is to coordinate the activities of all Scrum Teams within a
Nexus for a single Sprint 1. To do this effectively, the Nexus needs to have a clear understanding of
the dependencies between the teams and the work items, and to communicate and collaborate with
each other and any outside experts as needed. Therefore, the best practices for this Nexus are:
A. Ensure all Scrum Teams and outside experts are available during the Nexus Sprint Planning event
and have a way of quickly communicating with each other. They should try to be together in the
same room or use technology that makes it seem as if they are in the same room. This practice
enables the Nexus to have a shared understanding of the Product Backlog, the Product Goal, and the
Nexus Sprint Goal, and to resolve any issues or questions that may arise during the planning. It also
allows the Nexus to leverage the expertise of the outside specialists who are required for some of
the work 2.
D . Visualize the known dependencies in the Product Backlog for all to see. As Scrum Teams select
work for the Sprint, they can easily check for any dependent work and communicate with other
teams. This practice helps the Nexus to identify and manage the dependencies between the teams
and the work items, and to optimize the flow of value delivery. It also supports transparency and
alignment within the Nexus 3.
The other two practices are not effective for this Nexus because:
B. Plan one Scrum Team’s Sprint at a time before moving on to the next team. This way you can
account for time zone differences and can communicate dependencies across all teams. This practice
is not optimal because it does not allow the Nexus to plan the Sprint as a whole, and to adjust the
work allocation and sequence based on the dependencies and the Nexus Sprint Goal. It also creates
delays and inefficiencies in the planning process, and reduces the collaboration and feedback
opportunities among the teams 4.
C. Have the Nexus Integration Team select the work for each of the individual Scrum Teams. This
allows the Nexus Integration Team to control the dependencies. This practice is not consistent with
the Nexus framework, which states that the Nexus Integration Team does not select the work for the
Scrum Teams, but rather facilitates the integration and delivery of the work done by the Scrum
Teams. It also undermines the self-organization and empowerment of the Scrum Teams, and reduces
their ownership and accountability for the work 1.

The best remedy for this situation is to ensure that all Scrum Teams understand the Nexus Sprint
Goal. The Nexus Sprint Goal is a commitment that describes the purpose that will be achieved by the
Nexus during the Sprint. It aligns with the Product Goal and provides coherence and focus for the
work of the Scrum Teams. By understanding the Nexus Sprint Goal, the Scrum Teams can see how
their work contributes to the product’s progress and value delivery 1234.
The other answers are not effective for this situation because:
A . During Nexus Sprint Planning, have all the teams plan the Sprint together in one room, so they
can see what other teams are working on. This answer is not sufficient because it does not address
the root cause of the problem, which is the lack of a clear and shared purpose for the Sprint. Having
all the teams plan the Sprint together may help them coordinate their work and identify
dependencies, but it does not necessarily help them understand how their work relates to the
product’s progress and value.
C . Ask the Scrum Master to explain to the teams that the Product Owner can choose which features
to work on, as she has the final say. This answer is not helpful because it does not foster
collaboration and alignment among the Scrum Teams. It also undermines the self-organization and
empowerment of the Scrum Teams, and reduces their ownership and accountability for the work.
The Product Owner is responsible for managing and ordering the Product Backlog, but the Scrum
Teams are responsible for selecting and delivering the work for the Sprint.
D . During Nexus Sprint Planning, ask each Scrum Team to create a Sprint Goal that describes the
purpose of the Sprint. This answer is not optimal because it does not ensure that the Scrum Teams
have a common objective and direction for the Sprint. Each Scrum Team may have a different Sprint
Goal that may or may not align with the Nexus Sprint Goal and the Product Goal. This may lead to
confusion, inconsistency, and sub-optimization of the product delivery.

The purpose of the Nexus Sprint Backlog is to provide a view of dependent Product Backlog items in
a Sprint and to make dependencies transparent to the Scrum Teams 15. The Nexus Sprint Backlog is a
composite of the Product Backlog items from the Sprint Backlogs of the individual Scrum Teams, and
it is used to highlight dependencies and the flow of work during the Sprint. It is updated throughout
the Sprint as more is learned 21324354.
The other answers are not correct for the following reasons:
A . To make the work of the Nexus Integration Team transparent. This answer is not accurate because
the Nexus Sprint Backlog does not only show the work of the Nexus Integration Team, but also the
work of all the Scrum Teams in the Nexus. The Nexus Integration Team is responsible for facilitating
the integration and delivery of the work done by the Scrum Teams, but it does not select or assign
the work for them 15.
C . To visualize all Product Backlog items. This answer is not true because the Nexus Sprint Backlog
does not contain all the Product Backlog items, but only the ones that the developers in the Nexus
believe are necessary to achieve the Nexus Sprint Goal. The Product Backlog is the single source of
requirements for the product, and it is managed and ordered by the Product Owner 15.

The answer is false because not all Scrum Team members are required to attend the Nexus Daily
Scrum. According to the Online Nexus Guide1, the Nexus Daily Scrum is an event for appropriate
representatives from individual Scrum Teams to inspect the current state of the Integrated Increment
and to identify integration issues or newly discovered cross-team dependencies. The appropriate
representatives are those who can best collaborate and communicate the progress and impediments
of their Scrum Teams, and who can make and influence decisions regarding the integration and
delivery of the product. The number and selection of the representatives may vary depending on the
context and needs of the Nexus 234. The Nexus Daily Scrum does not replace the Daily Scrum of each
Scrum Team, which is still held by all the Developers of the team to plan their work for the day 5.

The true statements regarding using Scrum for large-scale product delivery are:
A . Splitting a team member’s time between multiple Scrum Teams is often less productive than
focusing that team member on a single team’s Sprint Backlog. This statement is true because
splitting a team member’s time between multiple teams can cause context switching,
communication overhead, coordination challenges, and reduced commitment and accountability. It
can also reduce the team’s ability to self-organize and deliver a potentially releasable product
increment at the end of each Sprint. Therefore, it is recommended that team members focus on one
team’s Sprint Backlog and work as a cross-functional and cohesive unit 1122.
D . A well-structured and refined Product Backlog can minimize and often eliminate dependencies
between multiple Scrum Teams working together on a product during a Sprint. This statement is true
because a well-structured and refined Product Backlog can help the Product Owner and the Scrum
Teams to identify and prioritize the most valuable and feasible work items, and to decompose them
into smaller and independent pieces that can be delivered by one or more teams. This can reduce
the complexity and risk of integration and dependency management, and increase the flow and
quality of value delivery 3344.
The other statements are false for the following reasons:
B . Scrum requires all team members work full time on a single team. This statement is false because
Scrum does not prescribe how team members allocate their time or effort. Scrum only defines the
roles, events, artifacts, and rules that guide the empirical process of product development. However,
as mentioned above, it is often more productive and effective for team members to focus on one
team’s Sprint Backlog and avoid splitting their time between multiple teams [5].
C . Changes to the core Scrum framework are needed to be successful with Scrum at large-scale. This
statement is false because Scrum is a lightweight and adaptable framework that can be applied to
any complex product development context, regardless of the size or scale. Scrum does not need to
be changed or modified to be successful at large-scale, but rather scaled up or down according to the
needs and goals of the product organization. There are various frameworks and approaches that can
help scale Scrum, such as Nexus, LeSS, SAFe, and Scrum@Scale, but they all adhere to the core
principles and values of Scrum [6] [7].

The best answers for this question are:
C . Provides input into each Scrum Team’s individual Daily Scrums to help them better plan their days
work. This answer is correct because the Nexus Daily Scrum is an event that helps the Scrum Teams
in a Nexus to coordinate their work and identify any integration issues or dependencies that may
affect their progress toward the Nexus Sprint Goal. The appropriate representatives from each Scrum
Team attend the Nexus Daily Scrum and share relevant information and feedback that can help their
teams plan their work for the next 24 hours 112233.
E . Is an opportunity to make integration issues transparent. This answer is also correct because the
Nexus Daily Scrum is an event that enables the Scrum Teams in a Nexus to inspect the current state
of the Integrated Increment and to make any integration issues or newly discovered cross-team
dependencies transparent. The Nexus Daily Scrum also provides a forum for the Scrum Teams to
collaborate and resolve any integration challenges or impediments that may arise during the Sprint
112244.
The other answers are not correct for the following reasons:
A . Provides a single meeting where all Scrum Teams can update the Sprint Backlog. This answer is
not accurate because the Nexus Daily Scrum is not a meeting where all Scrum Teams update the
Sprint Backlog, but rather an event where appropriate representatives from each Scrum Team
inspect the Integrated Increment and identify integration issues or dependencies. The Sprint Backlog
is updated by each Scrum Team during their own Daily Scrum, which is a separate event from the
Nexus Daily Scrum 1155.
B . Is the same as a Scrum-of-Scrums. This answer is not true because the Nexus Daily Scrum is not
the same as a Scrum-of-Scrums, which is a common practice for coordinating multiple Scrum Teams
that is not part of the Scrum framework. The Nexus Daily Scrum is a specific event defined by the
Nexus framework, which is a minimal extension of Scrum that enables multiple Scrum Teams to work
together on a single product. The Nexus Daily Scrum has a clear purpose, structure, and outcome
that differs from a Scrum-of-Scrums 112233.
D . Is only for the Nexus Integration Team to plan their work for the next 24-hours. This answer is not
correct because the Nexus Daily Scrum is not only for the Nexus Integration Team, but also for the
appropriate representatives from each Scrum Team in the Nexus. The Nexus Integration Team is a
special Scrum Team that facilitates the integration and delivery of the work done by the other Scrum
Teams, but it does not plan the work for them. The Nexus Daily Scrum is an event that helps all the
Scrum Teams in the Nexus to coordinate their work and identify any integration issues or
dependencies 1155.

The best answer for this question is A. Integrating more frequently. This answer is correct because
integrating more frequently can help the Scrum Teams in a Nexus to detect and resolve integration
issues or dependencies earlier and faster, and to deliver a potentially releasable product increment
at the end of each Sprint. Integrating more frequently can also reduce the complexity and risk of
integration, and increase the quality and feedback of value delivery 112233.
The other answers are not correct for the following reasons:
B . Doing more acceptance testing. This answer is not sufficient because doing more acceptance
testing does not address the root cause of the problem, which is the late integration of the work.
Acceptance testing can help to verify the quality and functionality of the product increment, but it
does not ensure that the integration is done early and often. Moreover, doing more acceptance
testing may consume more time and resources, and delay the delivery of the product increment 44.
C . Doing more exploratory testing. This answer is not helpful because doing more exploratory testing
does not solve the issue of the late integration of the work. Exploratory testing can help to discover
and learn more about the product increment, but it does not guarantee that the integration is done
smoothly and quickly. Furthermore, doing more exploratory testing may introduce more uncertainty
and variability, and hinder the delivery of the product increment 55.
D . Using Behavior-Driven Development. This answer is not relevant because using Behavior-Driven
Development does not directly affect the integration of the work. Behavior-Driven Development is a
technique that can help to define and communicate the expected behavior and outcomes of the
product increment, but it does not ensure that the integration is done frequently and effectively.
Additionally, using Behavior-Driven Development may require more collaboration and coordination,
and complicate the delivery of the product increment [6].
E . Investing in more Requirements Traceability. This answer is not useful because investing in more
Requirements Traceability does not improve the integration of the work. Requirements Traceability is
a practice that can help to track and document the origin and evolution of the product requirements,
but it does not ensure that the integration is done timely and efficiently. Also, investing in more
Requirements Traceability may increase the overhead and bureaucracy, and slow down the delivery
of the product increment [7].
F . All of the above. This answer is not correct because none of the above answers are effective for
addressing the issue of the late integration of the work. As explained above, each of the above
answers has its own limitations and drawbacks, and does not directly or sufficiently help the Scrum
Teams in a Nexus to integrate their work more frequently and successfully. Therefore, the best
answer is A. Integrating more frequently.

PBI 2 is the most concerning because it involves a cross-team dependency within the same Sprint,
which can create challenges and risks for the integration and delivery of the product increment.
According to the Online Nexus Guide1, dependencies should be minimized or eliminated as much as
possible, and if they exist, they should be made transparent and resolved as early as possible. Cross-
team dependencies within the same Sprint can cause delays, conflicts, rework, and waste, and
reduce the quality and value of the product increment 234.
The other answers are not correct for the following reasons:
A. PBI 2, because it has the most dependencies. This answer is not accurate because PBI 2 does not
have the most dependencies, but only one dependency with PBI 1 from Team Red. PBI 3 has the
most dependencies, as it depends on PBI 1, PBI 2, and PBI 4. However, PBI 3 is not as concerning as
PBI 2, because its dependencies are not within the same Sprint, but across different Sprints. This
means that PBI 3 can be refined and planned in advance, and the teams can coordinate and
communicate their work more effectively 5.
B. PBI 1, because it is on the top of the Product Backlog. This answer is not relevant because the
position of PBI 1 on the Product Backlog does not indicate its level of concern, but its priority and
value. The Product Backlog is ordered by the Product Owner based on various factors, such as
business value, risk, complexity, and dependencies. PBI 1 may be on the top of the Product Backlog
because it is the most valuable or urgent item, or because it is a prerequisite for other items, but it is
not necessarily the most concerning item 6.
C. PBI 1, because it is the first piece of work with a dependency. This answer is not true because PBI
1 is not the first piece of work with a dependency, but the first piece of work that other items depend
on. PBI 1 does not have any dependencies itself, but it creates dependencies for PBI 2, PBI 3, and PBI
5. Therefore, PBI 1 is not as concerning as PBI 2, because it does not depend on any other item, and it
can be completed independently by Team Red 5.

According to the Nexus Guide1, the Nexus Sprint Review is an event where the Nexus presents the
Done Integrated Increment that was built over the Sprint and collects feedback from the
stakeholders. The Integrated Increment is the combined work of all the Scrum Teams in the Nexus
that meets the Definition of Done. The Nexus Guide also states that the Nexus Integration Team is a
specialized Scrum Team that provides services and guidance to the Scrum Teams in the Nexus to
ensure that the Integrated Increment is produced every Sprint.
In the scenario, the teams are not using a shared environment, which implies that they are not
integrating their work frequently and effectively. This means that there is no single Integrated
Increment that can be inspected and adapted by the stakeholders. This also suggests that the Nexus
Integration Team is lacking or nonexistent, or that it is not fulfilling its role of facilitating integration
and resolving dependencies. Without a Nexus Integration Team and a shared environment, the
Nexus cannot deliver a valuable product Increment that meets the Product Goal.
The Sprint length and the integration phase are not relevant to the scenario. The Sprint length is
determined by the Nexus based on the complexity and uncertainty of the product, and it should be
less than a month. The integration phase is not a separate phase in Nexus, but a continuous activity
that happens throughout the Sprint. Therefore, A and B are not correct answers.

The best way to improve the ability of the Scrum Teams in a Nexus to produce an Increment for the
next Sprint is to reduce the amount of work that the teams pull into the Sprint. This will allow the
teams to focus on delivering a high-quality and valuable product Increment that meets the Definition
of Done and the Product Goal. Reducing the amount of work also reduces the complexity and
dependencies among the teams, which makes integration easier and faster.
The other options are not advisable for the following reasons:
Asking the Nexus Integration Team to extend the Sprint to allow more time for integration is not
consistent with the Scrum principles and values. The Sprint length should be fixed and consistent
throughout the product development, and it should be less than a month. Extending the Sprint
would compromise the feedback loop, the transparency, and the adaptability of the Nexus 11.
Reducing the number of Scrum Teams to reduce complexity is not a viable solution, as it would also
reduce the capacity and the productivity of the Nexus. The number of Scrum Teams in a Nexus
should be based on the size and the scope of the product, and it should not exceed nine teams 11.
Reducing the number of teams would also disrupt the existing team dynamics and collaboration.
Adding another Scrum Team to the Nexus to increase capacity is not a good idea, as it would increase
the complexity and the dependencies among the teams. Adding another team would also require
more coordination and communication, which would consume more time and resources. Moreover,
adding another team would not necessarily increase the value or the quality of the product
Increment 22.