You are the Scrum Master of a team having a Product Owner and eight Developers. Your team is developing a medicine substance modelling tool. One of your key developers having a degree in chemistry has resigned and is going to leave in 6 weeks. His replacement will arrive tomorrow, they are expected to go through a handover. How do you integrate the new developer?

The size of the Scrum Team must be 10 or less, thus, you will initiate splitting up the team and setting up a Nexus.
Since a team should not have more than 10 members, the new developer cannot become a member of the Scrum Team before her predecessor leaves.
The handover should be done separately from Sprint work.
Despite 11 members being one more than the ideal maximum of 10, let the new developer join. Observe whether the team can still work efficiently. Splitting up a team is a huge disruption for a temporary situation.

A senior stakeholder regularly attends Daily Scrum. The Scrum Master notices that even though the stakeholder does not actively disturb the meeting, Developers started to talk about their heroic efforts and stopped talking about how to complete the Sprint. What should the Scrum Master do?

Discuss with the stakeholder confidentially that he or she does not need to attend Daily Scrum every day and there are other ways to stay informed. Discuss with the Developers that the presence of external stakeholders is not a good excuse for changing the agenda since the team is still responsible for building the Increment.
Nothing, let the senior stakeholder learn the tremendous effort made for the success of the "project".
Ask the stakeholder to leave. Daily Scrum is an internal meeting for the Developers, chickens should not be there.
He or she should take control of the meeting and ask the 3 standard questions. Interrogate the Developers if the information given is inadequate.

You are the Scrum Master of a team preparing for a Sprint Review. The Product Owner tells the team that stakeholders are not invited. The project will only go live in months, the review will be held between team members. What should be your reaction?

Agree. Why bother the stakeholders when the Increment is just another in-progress state of the product?
Explain the importance of inspection in an empirical delivery process. Advise the Product Owner not to miss these rare opportunities.

You are the Scrum Master. The Sprint will complete in two days. Each day of the Sprint is equivalent to 8 hours. The team has just enough time to complete all tasks in the remaining 16 hours with the exception of three tasks. Of these three tasks, two tasks (a total of 6 hours) are required to complete one Product Backlog item and one task (an estimate of 2 hours) is required to complete another Product Backlog item. How should the development team handle the remaining three tasks?

The development team should negotiate with the Product Owner on the definition of "done".
The development team should work the extra 8 hours to complete their commitment to the Product Owner
The development team should place the two Product Backlog items back onto the Product Backlog
The development team should keep the three tasks on the Sprint Backlog for the next Sprint and complete those tasks first

You are the Scrum Master of a team. After the product was released to the public, an IT manager proposes to dismantle your Scrum Team, arguing that Scrum is only suitable for developing a product. Since the product is on the market, development and maintenance should be separated. What should you do?

Disagree, because Scrum is a good framework for both development and maintenance. What is more: issues arising as part of maintenance serve as important feedback for the Scrum Team.
Disagree, because development should not be hindered by maintenance issues. Your team should continue delivering new features while someone else should be assigned with maintenance tasks.
Agree with the manager and propose a development- and a maintenance team.

A team that has newly transitioned to Scrum. The Product Owner wants to know the level of detail he needs to put in the Product Backlog Items (PBIs) so that the team can work with them. What guidance would you give in this regard?

PBIs should be as detailed as possible so that there is no room for ambiguity
It can be no more than 1 index card in length and the details given in a separate document
The level of detail should be worked out between the Developers and the Product Owner
PBIs can contain less detail because Agile relies on working software over comprehensive documentation

Why does Scrum prevent Product Owners from changing Product Backlog items that are being worked on during the Sprint?

The development team cannot meet their Sprint commitment to complete work if requirements are changing
A Sprint cycle is not enough time for senior management review and approve changes
This forces Product Owners to focus on what is really important for the team to develop.
The development team must be able to limit the Product Owner authority

As the Scrum Guide details, the Scrum Master provides service to the Product Owner. Your Product Owner has a bad experience with the marketing team. During the upcoming Sprints, it is essential to involve the marketing team in the elicitation of new backlog items. Your Product Owner asks you as the Scrum Master to take over her duties when it comes to managing those backlog items which require the marketing team's contribution. Do you accept her request?

No, managing the Product Backlog is the Product Owner's exclusive duty.
Dealing with the stakeholders is her problem.
You cannot take over the Product Owner's duty but as a facilitatior, you can improve communication between her and the marketing team.
Yes, it is the Scrum Master's duty to support the Product Owner. We are one team, we are committed to the same goal.

More than one Scrum Team is working on a single project or release. How should the Product Backlog be arranged?

A separate Product Backlog is constructed for each Scrum Team. All of the increments are integrated at the end in an integration Sprint
All Scrum Teams work from a common Product Backlog and integrate their work every sprint
Only one Scrum Team should work on Scrum project
Scrum Teams should have their separate Product Backlogs

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