Simulador Test Professional Scrum Master I

When several Scrum Team work together on a single Product:
They have a single Product Backlog.
They have a single Product Owner.
Each Scrum Team will perform its own Sprint run by a specific plan (Sprint Backlog).
They can share a single Scrum Master or have more than one.

From the SG2020:
About the Product Backlog:
«Product Backlog refinement is the act of breaking down and further defining Product Backlog items into smaller more precise items. «
«During the Sprint: The Product Backlog is refined as needed;»
«The Product Backlog may also be adjusted to meet new opportunities. «

About the Sprint Backlog: «The Sprint Backlog is a plan by and for the Developers. It is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal. Consequently, the Sprint Backlog is updated throughout the Sprint as more is learned. It should have enough detail that they can inspect their progress in the Daily Scrum.»

From the SG2020: «They are fixed length events of one month or less to create consistency. A new Sprint starts immediately after the conclusion of the previous Sprint.»

During the Sprint, neither duration nor team size nor quality (Definition of Done) can change. Only the scope (Sprint Backlog) can be adjusted to what is posible during the Sprint lenght, providing the Sprint Goal is met.

From the SG2020: «The Scrum Master serves the Scrum Team in several ways, including: Coaching the team members in self-management and cross-functionality».

In order to improve the self-managemet capabilities of the Scrum Team, conflicts about how to do things should be managed by the own people involved in the decision. Using a quick approach such as voting or escalating to management will probably generate frustration from the losers. Striving to hear all the voices and help people to consider all aspects through open questions should be more effective to improve their self-management capabilities.

From the SG2020:
«However, the Developers are always accountable for:
Creating a plan for the Sprint, the Sprint Backlog;
Instilling quality by adhering to a Definition of Done;
Adapting their plan each day toward the Sprint Goal; and,
Holding each other accountable as professionals.»

From the SG2020: «The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed.»

A Done increment should typically have been validated during the Sprint. The progress review agains the Product Goal is not a project plan reporting.

From the SG2020:

«The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work.»

The Definition of Done is reviewed during the Sprint Retrospective. Developers do not need to create work backlogs beyond the current day timeframe.

The Scrum values are: Courage, Respect, Commitment, Focus and Opennes.

Transparency is one of the pillars of Empiricism (Transparency > Inspection > Adaptation).

From the SG2020:
«The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed as part of the Increment.»
«However, the more the Developers know about their past performance, their upcoming capacity, and their Definition of Done, the more confident they will be in their Sprint forecasts.»

Although audits may be used to enforce the Definition of Done, that approach may not be consistant with the Scrum Values (e.g. respect).

The Definition of Done (DoD) is more efficient when it can be automated, but that is not the main goal of DoD.

From the SG2020: «Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how.»

From the SG2020: «»The Scrum Team consists of one Scrum Master, one Product Owner, and Developers.»»

In a scaled environment, a Product Owner can work with more than one Scrum Team (being the common Product Owner for all of them). A Scrum Master can work with one or more Scrum Teams.

Management’s accountability includes meeting organizational goals. They can guide the Scrum Teams on how to improve and better align with the rest of the organization. They do not need any information about the Sprint progress, but can act as stakeholders during the Sprint Review.

From the SG2020:
«The Product Owner is also accountable for effective Product Backlog management, which includes:
Developing and explicitly communicating the Product Goal;
Creating and clearly communicating Product Backlog items;
Ordering Product Backlog items; and,
Ensuring that the Product Backlog is transparent, visible and understood.»

«Within a Scrum Team, there are no sub-teams or hierarchies.»

Those responsibilities do not include managing the Developers or validating the features. The Increment is done whenever it meets the «Definition of Done».

Technical, Security, Usability or other requirements can be shaped as PBI if they are important. If they are not very important and focus on just one feature, they can be checked using the acceptance criteria.

If they need to be checked against many other features, they can be included into the Definition of Done.

Quality is responsibility of the Scrum Team, not of external QA teams.