PSM I Practice Worksheets & Answer Key

Answer: Make the actual completion state visible before interpreting the results and adapting investment.

1. Inspection depends on a sufficiently transparent account of the work. A completion figure that includes work failing the quality boundary can make a frequent meeting produce a misleading conclusion. Make the actual state and its limitations visible, then inspect and adapt decisions using that evidence. Historical comparisons can be explained rather than protected by preserving a misleading definition. The objective is not perfect information; it is an honest basis for an appropriate next decision.

Answer: The Product Owner, while considering evidence and stakeholder needs.

1. The Product Owner remains accountable for maximizing value and effective Product Backlog management. Stakeholder input and Developers’ knowledge are important evidence, but neither customer size nor technical effort transfers that accountability. The case does not give enough information to select the feature itself. It asks who must remain accountable while the competing evidence is considered, not whose opinion should always win.

Answer: Inspect progress toward the Sprint Goal and adapt the upcoming work accordingly.

1. The Daily Scrum gives Developers an opportunity to inspect progress toward the Sprint Goal and adapt their Sprint Backlog. A failed integration approach is relevant because it changes their plan for achieving the objective. The event is not a daily individual approval meeting, a release gate or a replacement for the Retrospective. Developers may need more detailed follow-up discussion outside the event to replan the technical work.

Answer: Keep the organizational requirement as a minimum when assessing whether the change is Done.

1. The scenario explicitly makes the security check part of the organizational Definition of Done. That standard remains a minimum for every Scrum Team. A value or scheduling decision does not turn unfinished quality work into a Done Increment. The team can discuss scope and delivery options, but it must not claim that the unchanged quality boundary has been met. No conclusion about the actual technical risk of this fictional change is required.

Answer: Let the Scrum Team internally decide who does what, when and how within its accountabilities and constraints.

1. A Scrum Team is self-managing: its members internally decide who does what, when and how. This does not remove product direction, quality obligations or the different Scrum accountabilities. The appropriate change is to allow internal decisions rather than preserve external task control under another title. Supporting the team may still require organizational coaching and clarity about legitimate constraints; self-management is not an absence of coordination.

Answer: Consider product value and relevant evidence such as risk, dependencies and learning needs.

1. The Product Owner is accountable for product value and effective backlog management. Ordering can consider several factors in the context of the Product Goal, including risk, dependencies and what the team needs to learn. Scrum does not prescribe one universal scoring formula. The available information is insufficient to rank these three items numerically; the question asks for a defensible basis for the decision, with uncertainty left visible.

Answer: Enable the team to improve its practices within Scrum while supporting Developer self-management.

1. The Scrum Master is accountable for establishing Scrum and for the Scrum Team effectiveness by enabling improvements in its practices within the framework. Coaching self-management is part of the service to the team. That accountability does not convert the Scrum Master into an individual task dispatcher or automatically transfer another accountability. A task-assignment count alone would also leave the actual effectiveness question unanswered. Inspect the team needs and support a useful improvement.

Answer: Explain the observed range and changed capacity, then discuss an updated forecast and the uncertainty behind it.

1. Past performance can inform a forecast when the work and operating conditions are relevant, but the changed capacity is material information. Discuss that evidence, the remaining work and uncertainty instead of presenting a historical average as a guarantee. Scrum does not prescribe this item-count forecasting technique or a universal formula. This fictional conversation applies empiricism and the Planning guidance about considering past performance, upcoming capacity and the Definition of Done; it does not infer an exact revised date from insufficient data.