SPS Scaled Professional Scrum (SPS) Exam Questions and Answers

The best answers for this question are:

• C. Provides input into each Scrum Team’s individual Daily Scrums to help them better plan their days work. This answer is correct because the Nexus Daily Scrum is an event that helps the Scrum Teams in a Nexus to coordinate their work and identify any integration issues or dependencies that may affect their progress toward the Nexus Sprint Goal. The appropriate representatives from each Scrum Team attend the Nexus Daily Scrum and share relevant information and feedback that can help their teams plan their work for the next 24 hours 112233.
• E. Is an opportunity to make integration issues transparent. This answer is also correct because the Nexus Daily Scrum is an event that enables the Scrum Teams in a Nexus to inspect the current state of the Integrated Increment and to make any integration issues or newly discovered cross-team dependencies transparent. The Nexus Daily Scrum also provides a forum for the Scrum Teams to collaborate and resolve any integration challenges or impediments that may arise during the Sprint 112244.

The other answers are not correct for the following reasons:

• A. Provides a single meeting where all Scrum Teams can update the Sprint Backlog. This answer is not accurate because the Nexus Daily Scrum is not a meeting where all Scrum Teams update the Sprint Backlog, but rather an event where appropriate representatives from each Scrum Team inspect the Integrated Increment and identify integration issues or dependencies. The Sprint Backlog is updated by each Scrum Team during their own Daily Scrum, which is a separate event from the Nexus Daily Scrum 1155.
• B. Is the same as a Scrum-of-Scrums. This answer is not true because the Nexus Daily Scrum is not the same as a Scrum-of-Scrums, which is a common practice for coordinating multiple Scrum Teams that is not part of the Scrum framework. The Nexus Daily Scrum is a specific event defined by the Nexus framework, which is a minimal extension of Scrum that enables multiple Scrum Teams to work together on a single product. The Nexus Daily Scrum has a clear purpose, structure, and outcome that differs from a Scrum-of-Scrums 112233.
• D. Is only for the Nexus Integration Team to plan their work for the next 24-hours. This answer is not correct because the Nexus Daily Scrum is not only for the Nexus Integration Team, but also for the appropriate representatives from each Scrum Team in the Nexus. The Nexus Integration Team is a special Scrum Team that facilitates the integration and delivery of the work done by the other Scrum Teams, but it does not plan the work for them. The Nexus Daily Scrum is an event that helps all the Scrum Teams in the Nexus to coordinate their work and identify any integration issues or dependencies 1155.

The best answer for this question is A. Integrating more frequently. This answer is correct because integrating more frequently can help the Scrum Teams in a Nexus to detect and resolve integration issues or dependencies earlier and faster, and to deliver a potentially releasable product increment at the end of each Sprint. Integrating more frequently can also reduce the complexity and risk of integration, and increase the quality and feedback of value delivery 112233.

The other answers are not correct for the following reasons:

• B. Doing more acceptance testing. This answer is not sufficient because doing more acceptance testing does not address the root cause of the problem, which is the late integration of the work. Acceptance testing can help to verify the quality and functionality of the product increment, but it does not ensure that the integration is done early and often. Moreover, doing more acceptance testing may consume more time and resources, and delay the delivery of the product increment 44.
• C. Doing more exploratory testing. This answer is not helpful because doing more exploratory testing does not solve the issue of the late integration of the work. Exploratory testing can help to discover and learn more about the product increment, but it does not guarantee that the integration is done smoothly and quickly. Furthermore, doing more exploratory testing may introduce more uncertainty and variability, and hinder the delivery of the product increment 55.
• D. Using Behavior-Driven Development. This answer is not relevant because using Behavior-Driven Development does not directly affect the integration of the work. Behavior-Driven Development is a technique that can help to define and communicate the expected behavior and outcomes of the product increment, but it does not ensure that the integration is done frequently and effectively. Additionally, using Behavior-Driven Development may require more collaboration and coordination, and complicate the delivery of the product increment [6].
• E. Investing in more Requirements Traceability. This answer is not useful because investing in more Requirements Traceability does not improve the integration of the work. Requirements Traceability is a practice that can help to track and document the origin and evolution of the product requirements, but it does not ensure that the integration is done timely and efficiently. Also, investing in more Requirements Traceability may increase the overhead and bureaucracy, and slow down the delivery of the product increment [7].
• F. All of the above. This answer is not correct because none of the above answers are effective for addressing the issue of the late integration of the work. As explained above, each of the above answers has its own limitations and drawbacks, and does not directly or sufficiently help the Scrum Teams in a Nexus to integrate their work more frequently and successfully. Therefore, the best answer is A. Integrating more frequently.

The Nexus Sprint Review is an event where the Nexus, consisting of multiple Scrum Teams, presents the Integrated Increment to the stakeholders for inspection and feedback 1. The Integrated Increment is the sum of all the work done by the Scrum Teams in a Sprint that meets the Definition of Done 1. The purpose of the Nexus Sprint Review is to inspect the outcome of the Sprint, discuss the progress toward the Product Goal, discuss any changes in the environment, and collaborate on what to do next 2.

In Scenario A, the Nexus Sprint Review is not conducted effectively. The teams are not using a shared environment to demonstrate the Integrated Increment, but rather showing their individual work. This means that the stakeholders cannot see the whole product and how it works together. The teams are also delaying the integration of their work, which can lead to quality issues, technical debt, and increased complexity 1. The stakeholders do not provide much feedback, which means that the Nexus cannot adapt to the changing needs and expectations of the customers and users. The event ends without any clear outcomes or next steps.

If this pattern continues for multiple Sprints, the effects may be:

• Quality will degrade as the teams delay creating a single Integrated Increment. This is answer B. By not integrating their work frequently and continuously, the teams will face more challenges and risks in ensuring that the product is functional, reliable, and usable. The teams will also miss the opportunity to validate their assumptions and learn from the feedback on the Integrated Increment 1.
• Ability to adapt will suffer as the stakeholders continue to disengage and not give feedback. This is answer D. By not engaging the stakeholders in a meaningful dialogue and collaboration, the Nexus will lose the insight and direction that the feedback provides. The Nexus will also risk building the wrong product or features that do not meet the needs and expectations of the customers and users. The stakeholders will also lose trust and confidence in the Nexus and the product 2.

The other two answers are not correct because:

• There will be more and more work to inspect so teams will need their own individual Sprint Reviews. This is answer A. This is not a valid effect because the Nexus Sprint Review replaces the individual Scrum Team Sprint Reviews 1. The Nexus Sprint Review is not a time for each team to present their work, but rather for the Nexus to present the Integrated Increment. The teams should not need their own Sprint Reviews, but rather focus on integrating their work and delivering a valuable product 1.
• Empiricism will suffer as the teams cannot produce a shared velocity. This is answer C. This is not a valid effect because velocity is not a measure of empiricism. Empiricism is the principle of making decisions based on observation, inspection, and adaptation 1. Velocity is a measure of the amount of work done by a team or a Nexus in a Sprint. Velocity is not a mandatory artifact or metric in Scrum or Nexus, and it does not reflect the quality or value of the work done 1.

The answer is false because not all Scrum Team members are required to attend the Nexus Daily Scrum. According to the Online Nexus Guide1, the Nexus Daily Scrum is an event for appropriate representatives from individual Scrum Teams to inspect the current state of the Integrated Increment and to identify integration issues or newly discovered cross-team dependencies. The appropriate representatives are those who can best collaborate and communicate the progress and impediments of their Scrum Teams, and who can make and influence decisions regarding the integration and delivery of the product. The number and selection of the representatives may vary depending on the context and needs of the Nexus 234. The Nexus Daily Scrum does not replace the Daily Scrum of each Scrum Team, which is still held by all the Developers of the team to plan their work for the day 5.

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 way for multiple Scrum Teams to deliver a valuable and useful Increment in a Sprint is to complete work that integrates with all of the other work from other Scrum Teams on the initiative. This means that the Scrum Teams collaborate and coordinate their work to produce a single Integrated Increment that meets the Definition of Done and the Product Goal. The Integrated Increment is the combined work of all the Scrum Teams that is potentially releasable and provides value to the customers and stakeholders 11.

The other options are not correct for the following reasons:

• Each Scrum Team delivering done Increments of its own area of responsibility and integrating them into a whole product during stabilization prior to release is not a good idea, as it violates the Scrum principles and values. The Scrum Guide states that the Scrum Team delivers a product Increment that is usable and valuable at the end of every Sprint, not at the end of the release 22. Delaying the integration until the stabilization phase would compromise the transparency, the feedback, and the adaptability of the Scrum Teams.
• Each Scrum Team providing a unique done Increment that includes the team’s added functionality is not a good idea, as it does not ensure that the product Increment is integrated and consistent across the initiative. The Scrum Guide states that the product Increment is the sum of all the Product Backlog items completed during a Sprint and all previous Sprints 22. If each Scrum Team provides a unique Increment, they may not be aligned with the Product Goal and the Definition of Done, and they may create conflicts or dependencies with other Scrum Teams.
• Functionality not integrated with the work of other Scrum Teams being delivered as unintegrated Increments to demonstrate the value created by the Scrum Teams unable to completely integrate their Increments is not a good idea, as it does not ensure that the product Increment is done and valuable. The Scrum Guide states that the product Increment must be usable and meet the Definition of Done 22. If some functionality is not integrated with the work of other Scrum Teams, it may not be usable or valuable to the customers and stakeholders, and it may introduce technical debt or quality issues.

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.

The purpose of Nexus Sprint Planning is to coordinate the activities of all Scrum Teams within a Nexus for a single Sprint 1. To do this effectively, the Nexus needs to have a clear understanding of the dependencies between the teams and the work items, and to communicate and collaborate with each other and any outside experts as needed. Therefore, the best practices for this Nexus are:

• A. Ensure all Scrum Teams and outside experts are available during the Nexus Sprint Planning event and have a way of quickly communicating with each other. They should try to be together in the same room or use technology that makes it seem as if they are in the same room. This practice enables the Nexus to have a shared understanding of the Product Backlog, the Product Goal, and the Nexus Sprint Goal, and to resolve any issues or questions that may arise during the planning. It also allows the Nexus to leverage the expertise of the outside specialists who are required for some of the work 2.
• D. Visualize the known dependencies in the Product Backlog for all to see. As Scrum Teams select work for the Sprint, they can easily check for any dependent work and communicate with other teams. This practice helps the Nexus to identify and manage the dependencies between the teams and the work items, and to optimize the flow of value delivery. It also supports transparency and alignment within the Nexus 3.

The other two practices are not effective for this Nexus because:

• B. Plan one Scrum Team’s Sprint at a time before moving on to the next team. This way you can account for time zone differences and can communicate dependencies across all teams. This practice is not optimal because it does not allow the Nexus to plan the Sprint as a whole, and to adjust the work allocation and sequence based on the dependencies and the Nexus Sprint Goal. It also creates delays and inefficiencies in the planning process, and reduces the collaboration and feedback opportunities among the teams 4.
• C. Have the Nexus Integration Team select the work for each of the individual Scrum Teams. This allows the Nexus Integration Team to control the dependencies. This practice is not consistent with the Nexus framework, which states that the Nexus Integration Team does not select the work for the Scrum Teams, but rather facilitates the integration and delivery of the work done by the Scrum Teams. It also undermines the self-organization and empowerment of the Scrum Teams, and reduces their ownership and accountability for the work 1.

Using Scrum does not ensure that adding more resources to a product delivery effort proportionally increases the value delivered. In fact, adding more resources may have the opposite effect, as it can introduce more complexity, communication overhead, coordination challenges, and integration issues that can reduce the productivity and quality of the Scrum Teams 12. Scrum does not prescribe a specific team size or composition, but it does recommend that the Scrum Team is small enough to remain nimble and large enough to complete significant work within a Sprint 3. Scrum also emphasizes the importance of delivering a potentially releasable increment of the product at least once per Sprint, which enables the Scrum Team and the stakeholders to inspect the value delivered and adapt accordingly 4. Therefore, using Scrum does not guarantee that adding more resources will increase the value delivered, but rather that delivering value frequently and incrementally will optimize the value delivery.