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Currently, your Scrum Teams are organized to address a single functional (component) area of

the product. What should be considered when deciding to move away from such component

teams toward feature teams?

(choose the best three answers)

AFeature teams have less communication overhead.

BWith feature teams, it is easier to calculate the productivity per team.

CYou cannot do Scrum without feature teams.

DWhen making this change, it helps to have support from the organization.

EProductivity may decrease when making this kind of change.

Scenario C: Dependencies and Product Backlog items

During Nexus Sprint Planning, representatives from each of the 9-member Scrum Teams

identify many dependencies. This makes it hard for them to choose the work they could pull

into their individual teams for the next Sprint. No matter how they reorganize the Product

Backlog items, they continually find more or new dependencies.

What would you recommend to the two teams that are continually dependent on each other to

help them manage their work?

(choose the best answer)

AThe Nexus Integration Team should be responsible for integrating the work of these
two Scrum Teams.

BReorganize these two Scrum Teams so that one is responsible for development and
one is responsible for integration.

CMerge the two Scrum Teams together.

DEnsure the appropriate representatives from both teams are present during Cross-
Team Refinement.

A company has five products and are using Scrum for product delivery. Which statements

represent the best option for how Product Ownership might be structured?

(choose the best two answers)

AAssign as many Product Owners as needed to communicate expectations and
requirements to the Scrum Team.

BOne Product Owner responsible for each product. Each of these Product
Owners may delegate work as needed, but they remain accountable for the
value delivered by their product.

COne Product Owner responsible for all five products. This Product Owner may
delegate work as needed, but the Product Owner remains accountable for the
value delivered.

DOne primary Product Owner and one Product Owner for each product. The
primary Product owner delegates all accountability for delivering value to the
Product Owners for each product.

The Scrum Teams in a Nexus find they have simply too much work each Sprint to do to deliver

a valuable and useful Increment. What could they try to improve their ability to produce an

Increment for the next Sprint?

(choose the best answer)

AReduce the amount of work that the teams pull into the Sprint.

BAsk the Nexus Integration Team to extend the Sprint to allow more time for
integration.

CReduce the number of Scrum Teams to reduce complexity.

DAdd another Scrum Team to the Nexus to increase capacity.

Scenario A: Nexus Sprint Review with Five Scrum Teams

There are five Scrum Teams working on a product. During the Nexus Sprint Review, the teams

present the results of the Sprint. After introductions, each team takes time to present their work

for inspection by individually showing the new features they have built. They are not using a

shared environment. The stakeholders do not provide much feedback. The event ends and

people filter out of the room.

Since teams are not using a shared environment, what is likely?

(choose the best two answers)

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