Scrum SPS Scaled Professional Scrum (SPS) Exam Exam Practice Test

When a Nexus, which is a group of approximately three to nine Scrum Teams working on the same product, faces many dependencies during Nexus Sprint Planning, it can use some techniques to manage them effectively. One technique is to reorganize team members between the teams to eliminate cross-team dependencies. This can be done by forming feature teams or component teams based on the nature of the work and the skills required. By doing so, the Nexus can reduce the need for coordination and integration across teams, and increase the autonomy and ownership of each team 1122. Therefore, statement B is correct.

Another technique is to reorder Product Backlog items to better accommodate dependencies. This can be done by applying dependency management techniques such as dependency mapping, dependency inversion, dependency breaking, and dependency prioritization. By doing so, the Nexus can identify, visualize, resolve, and minimize the dependencies that affect the delivery of the Integrated Increment, which is the combined work of all the Scrum Teams in the Nexus that meets the Nexus Sprint Goal 334455. Therefore, statement D is also correct.

Statement A is incorrect because it implies that the Nexus Integration Team, which is a group of people who are accountable for ensuring the integration and delivery of the Integrated Increment, should do the dependent work ahead of the Sprint for the teams. This would create a bottleneck and a single point of failure, as well as undermine the self-organization and collaboration of the Scrum Teams 1122. Statement C is incorrect because it suggests that the Nexus should extend the Sprint so that the teams can have more time to complete the dependent work. This would violate the Scrum principle of time-boxing, which ensures that the Nexus delivers value frequently and incrementally, and inspects and adapts its process regularly 1122.

Moving away from component teams toward feature teams is a significant change that should be considered carefully. Here are some of the factors that should be taken into account:

• Feature teams have less communication overhead than component teams, as they are able to deliver end-to-end customer features without relying on other teams or components 11. This reduces the complexity and the dependencies among the teams, and improves the transparency and the feedback loop. Feature teams also foster more collaboration and cross-functional learning among the team members, as they have to work on different aspects of the product 22.
• When making this change, it helps to have support from the organization, as it may require a shift in the culture, the structure, and the processes of the company 33. The organization should provide the necessary resources, training, and coaching to the teams to help them adopt the feature team model. The organization should also align its goals, incentives, and metrics with the feature team approach, and remove any barriers or impediments that may hinder the teams’ performance 44.
• Productivity may decrease when making this kind of change, as the teams may face some challenges and difficulties in the transition period 55. For example, the teams may have to learn new skills, technologies, or domains that they are not familiar with. The teams may also have to deal with legacy code, technical debt, or integration issues that may slow down their delivery. The teams may also experience some resistance or conflict from the existing component teams or stakeholders. Therefore, the teams should expect some temporary setbacks and losses in productivity, and focus on continuous improvement and adaptation.

The other options are not correct for the following reasons:

• With feature teams, it is not easier to calculate the productivity per team, as productivity is not a simple or straightforward metric to measure in software development [6]. Productivity depends on various factors, such as the quality, the value, the complexity, and the customer satisfaction of the product. Moreover, focusing on the productivity per team may create a competitive or individualistic mindset among the teams, rather than a collaborative or collective one. The teams should focus on delivering the best possible product Increment that meets the Product Goal and the Definition of Done, rather than on maximizing their productivity [7].
• You can do Scrum without feature teams, as Scrum does not prescribe any specific team structure or organization [8]. Scrum only requires that the Scrum Team is cross-functional, self-organizing, and accountable for delivering a potentially releasable product Increment every Sprint [9]. However, feature teams are generally more aligned with the Scrum values and principles, as they enable the teams to deliver customer-centric features faster and more frequently, and to respond to changes more effectively [10]. Therefore, feature teams are recommended, but not mandatory, for Scrum.

A Nexus Integration Team is not responsible for actually doing the integration work during the Sprint. 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 11. However, the Nexus Integration Team is not accountable for the integration of the work of the individual Scrum Teams, as this is the responsibility of the Scrum Teams themselves 22. The Nexus Integration Team helps the Scrum Teams to coordinate, coach, and supervise the application of Nexus and the operation of Scrum, but it does not take over their work or accountability 33. Therefore, the statement is false.

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 Nexus Sprint Retrospective is all of the above, meaning that it aims to:

• Plan ways to increase quality and effectiveness across the whole Nexus. The Nexus Sprint Retrospective is a formal opportunity for a Nexus to inspect and adapt itself and create a plan for improvements to be enacted during the next Sprint to ensure continuous improvement 11.
• To inspect how the last Sprint went with regards to individuals, teams, interactions, processes, tools, and its Definition of Done. The Nexus Sprint Retrospective follows the same format and principles as the Scrum Team Sprint Retrospective, but at a larger scale. The Nexus inspects the aspects of the product development that affect the Nexus as a whole, such as the collaboration, the integration, the dependencies, the quality, and the value 22.
• To complement the Scrum Teams’ Sprint Retrospectives by using bottom-up intelligence to focus on issues that affect the Nexus as a whole. The Nexus Sprint Retrospective does not replace the Scrum Teams’ Sprint Retrospectives, but rather enhances them by using the input and output from the individual teams to identify and address the shared challenges and opportunities 33.

The Nexus framework is a way of scaling Scrum for multiple teams working on a single product. The Nexus framework uses Scrum as its building block and extends it only where necessary to minimize and manage dependencies between teams 11. The Nexus framework defines the accountabilities, events, and artifacts that bind and weave together the work of the teams in a Nexus 11. One of the key artifacts in the Nexus framework is the Integrated Increment, which is the integrated aggregation of all work completed by all the Scrum Teams in a Nexus 112.

When multiple Scrum Teams work on a product at the same time, the statements that are true are:

• The different Scrum Teams coordinate their work to deliver a single Increment. This is answer A. This is a valid answer because the different Scrum Teams in a Nexus are not working in isolation, but rather collaborating and coordinating their work to deliver a single Increment 113. The single Increment is the Integrated Increment, which is the sum of all the work done by the Scrum Teams in a Sprint that meets the Definition of Done 112. The single Increment is the potentially releasable outcome of the Sprint, which means it meets the quality standards and expectations of the stakeholders 112.
• The Developers must integrate their work before the end of the Sprint. This is answer C. This is a valid answer because the Developers are the people who do the work of delivering a potentially releasable Increment of product value in each Sprint 114. The Developers must integrate their work before the end of the Sprint, which means they must combine and verify their work frequently and continuously throughout the Sprint 114. The integration of the work is essential for ensuring the quality and usability of the product, as well as for validating the assumptions and learning from the feedback 114.

The other three answers are not correct because:

• Each Scrum Team develops one or more product components which the Nexus Integration team uses to assemble the Integrated Increment. This is answer B. This is not a valid answer because the Nexus Integration Team is not the one who assembles the Integrated Increment. The Nexus Integration Team is a role that consists of the Scrum Master, the Product Owner, and other members who are responsible for coordinating, coaching, and supervising the integration of the work done by the Scrum Teams in the Nexus 11[5]. The Nexus Integration Team facilitates the integration of the work, but does not do it for the teams 11[5]. The teams are responsible for integrating their own work and delivering a potentially releasable Increment of product value in each Sprint 11[5].
• They are all on the same Scrum Team. This is answer D. This is not a valid answer because they are not all on the same Scrum Team. A Scrum Team is a small group of people who are cross-functional and self-organizing, and who deliver a potentially releasable Increment of product value in each Sprint 11[6]. A Scrum Team usually consists of one Scrum Master, one Product Owner, and a few Developers 11[6]. When multiple Scrum Teams work on a product at the same time, they are not on the same Scrum Team, but rather on different Scrum Teams that form a Nexus 11[6]. A Nexus is a group of three to nine Scrum Teams who work on a single product and who share a common Product Backlog, a common Definition of Done, and a common Sprint Goal 11[6].
• The Scrum of Scrums assembles the components into an Integrated Increment. This is answer E. This is not a valid answer because the Scrum of Scrums is not a part of the Nexus framework. The Scrum of Scrums is a term that is sometimes used to describe a coordination mechanism for multiple Scrum Teams, where representatives from each team meet regularly to share information and align their work [7][7]. The Scrum of Scrums is not a formal event or role in Scrum or Nexus, and it is not the one who assembles the components into an Integrated Increment [7][7]. The teams are responsible for integrating their own work and delivering a potentially releasable Increment of product value in each Sprint 11[5].

The best option for how Product Ownership might be structured in a company with five products is to have one Product Owner responsible for each product or one Product Owner responsible for all five products. Both of these options are consistent with the Scrum Guide, which states that the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team 11. The Product Owner may delegate work as needed, but they remain accountable for the value delivered. The Product Owner also provides clarity to the team about the product vision, goal, and backlog 11.

The other options are not advisable for the following reasons:

• Assigning as many Product Owners as needed to communicate expectations and requirements to the Scrum Team is not a good idea, as it would create confusion, inconsistency, and conflict among the Product Owners and the Scrum Team. The Scrum Guide states that the Product Owner is one person, not a committee 11. Having multiple Product Owners for one product would compromise the transparency, the alignment, and the decision-making of the Scrum Team.
• Having one primary Product Owner and one Product Owner for each product is also not a good idea, as it would create a hierarchy and a dependency among the Product Owners. The primary Product Owner would have too much authority and responsibility, while the Product Owners for each product would have too little. This would undermine the accountability, the collaboration, and the empowerment of the Product Owners and the Scrum Teams.

Self-managing Scrum Teams are teams that internally decide who does what, when, and how, rather than being directed by others outside the team 11. Self-managing Scrum Teams have the following benefits:

• Increased self-accountability: Self-managing Scrum Teams are accountable for delivering a potentially releasable product Increment every Sprint that meets the Definition of Done and the Product Goal 22. They are also accountable for following the Scrum values and principles, and for inspecting and adapting their work and process 33. By being accountable for their own decisions and actions, self-managing Scrum Teams are more responsible, transparent, and quality-oriented.
• Increased creativity: Self-managing Scrum Teams have the autonomy and the empowerment to choose how best to accomplish their work, rather than being constrained by predefined methods or instructions 44. They also have the opportunity to experiment, learn, and innovate, as they are encouraged to try new ideas and approaches to solve complex problems [5]. By having the freedom and the support to be creative, self-managing Scrum Teams are more productive, adaptive, and valuable.
• Increased commitment: Self-managing Scrum Teams have the ownership and the involvement in their work, as they are part of the planning, execution, and review of the product development [6]. They also have the trust and the collaboration among the team members, as they share a common goal and vision, and respect each other’s skills and abilities [7]. By having the sense of belonging and the teamwork, self-managing Scrum Teams are more motivated, engaged, and satisfied.

The most important concern for multiple Scrum Teams when they are working from the same Product Backlog is minimizing dependencies between teams. Dependencies are the relationships or constraints that exist between the work items or the teams that affect the delivery of the product 11. Dependencies can cause delays, rework, waste, and quality issues, and they can reduce the agility and value delivery of the Scrum Teams 2233. Therefore, minimizing dependencies between teams is a critical concern for scaling Scrum effectively 112233.

Statement A is incorrect because meeting original scope projections is not a primary concern for multiple Scrum Teams working from the same Product Backlog. Scrum does not prescribe a fixed scope for the product, but rather embraces change and adaptation based on feedback and learning 44. The Product Backlog is a dynamic and emergent artifact that reflects the current understanding of the product vision, goals, and requirements 44. The Product Owner is responsible for managing the Product Backlog and ordering the items in a way that maximizes the value of the product and the work of the Scrum Teams 44. Therefore, meeting original scope projections is not a relevant or realistic concern for scaling Scrum.

Statement C is incorrect because clear definition of requirements is not the most important concern for multiple Scrum Teams working from the same Product Backlog. While having clear and well-defined requirements is desirable and beneficial for the Scrum Teams, it is not always possible or necessary in a complex and uncertain environment 44. Scrum does not require detailed upfront specifications, but rather encourages empirical discovery and experimentation through frequent delivery and feedback 44. The Product Backlog items are refined and clarified by the Product Owner and the Developers as they collaborate and learn more about the product and the users 44. Therefore, clear definition of requirements is not the most critical concern for scaling Scrum.

Statement D is incorrect because making sure there is enough work for everyone on every team is not the most important concern for multiple Scrum Teams working from the same Product Backlog. Scrum does not focus on maximizing the utilization of the Scrum Team members, but rather on maximizing the value of the product and the work of the Scrum Teams 44. The Scrum Teams are self-organizing and cross-functional, which means they can decide how to do their work and have all the skills needed to create a potentially releasable Increment 44. The Scrum Teams pull work from the Product Backlog in agreement with the Product Owner, and they commit to delivering an Integrated Increment that meets the Nexus Sprint Goal 1144. Therefore, making sure there is enough work for everyone on every team is not the most essential concern for scaling Scrum.

The Nexus Sprint Retrospective is an event where the Nexus, consisting of multiple Scrum Teams, inspects and adapts its processes, tools, interactions, and dependencies to improve its quality and effectiveness 11. The Nexus Sprint Retrospective occurs after the Nexus Sprint Review and before the next Nexus Sprint Planning 11. The Nexus Sprint Retrospective has two parts: a first part where representatives from each Scrum Team identify shared challenges and opportunities, and a second part where each Scrum Team conducts its own Sprint Retrospective 23.

The Nexus Integration Team is a role that consists of the Scrum Master, the Product Owner, and other members who are responsible for coordinating, coaching, and supervising the integration of the work done by the Scrum Teams in the Nexus 11. The Nexus Integration Team has the overall responsibility for ensuring the Nexus Sprint Retrospective occurs 11. The Nexus Integration Team facilitates the first part of the Nexus Sprint Retrospective, where the representatives from each Scrum Team share their insights and challenges 11. The Nexus Integration Team also participates in the second part of the Nexus Sprint Retrospective, where each Scrum Team reflects on its own performance and improvement actions 11. The Nexus Integration Team helps the Scrum Teams to identify and resolve any cross-team impediments or dependencies that may affect the quality and delivery of the Integrated Increment 11.

The other three answers are not correct because:

• The Scrum Master on the Nexus Integration Team. This is answer A. This is not a valid answer because the Scrum Master on the Nexus Integration Team is not the only one responsible for ensuring the Nexus Sprint Retrospective occurs. The Scrum Master on the Nexus Integration Team is a member of the Nexus Integration Team, but not the sole accountable person for the event. The Scrum Master on the Nexus Integration Team helps to facilitate the Nexus Sprint Retrospective, but does not own or control it 11.
• Any Scrum Master from the Nexus. This is answer B. This is not a valid answer because any Scrum Master from the Nexus does not have the authority or the responsibility to ensure the Nexus Sprint Retrospective occurs. Any Scrum Master from the Nexus is a member of a Scrum Team, but not a member of the Nexus Integration Team. Any Scrum Master from the Nexus helps to facilitate the Sprint Retrospective of their own Scrum Team, but does not have the visibility or the influence over the other Scrum Teams or the Nexus as a whole 11.
• The Developers. This is answer D. This is not a valid answer because the Developers do not have the responsibility for ensuring the Nexus Sprint Retrospective occurs. The Developers are the people who do the work of delivering a potentially releasable Increment of product value in each Sprint 11. The Developers participate in the Nexus Sprint Retrospective, but they do not organize or facilitate it. The Developers provide feedback and suggestions for improvement, but they do not have the accountability or the authority to ensure the Nexus Sprint Retrospective occurs 11.

When multiple Scrum Teams are working together on the same product, each team should not maintain a separate Product Backlog. According to the Scrum Guide, the Product Backlog is the single source of truth for the product, and it is owned and managed by the Product Owner 11. Having multiple Product Backlogs for the same product would create confusion, inconsistency, and duplication among the Scrum Teams and the stakeholders. It would also compromise the transparency, the alignment, and the value of the product development.

Instead of having separate Product Backlogs, the Scrum Teams should work from a common Product Backlog that reflects the vision, the goal, and the priorities of the product 22. The Product Owner should collaborate and communicate with the Scrum Teams and the stakeholders to ensure that the Product Backlog is clear, refined, and ordered. The Scrum Teams should coordinate and integrate their work to deliver a single Integrated Increment that meets the Definition of Done and the Product Goal every Sprint 33.

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.