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認定されたScaled Professional Scrum（SPS）認定試験は、スクラムを使用してアジャイルをスケーリングする際の知識とスキルを実証したい専門家向けに設計された世界的に認められた認定プログラムです。この認定は、大規模なアジャイルプロジェクトや組織に関与している個人に最適であり、スクラムを使用してこれらのプロジェクトを効果的に管理する方法を探しています。
質問 # 99
True or False: Scrum Teams must report back to the Nexus Integration Team right after their individual Daily Scrums.
- A. True
- B. False
正解：B
解説：
Scrum Teams do not have to report back to the Nexus Integration Team right after their individual Daily Scrums. 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 14. The Nexus Daily Scrum is an event where the Nexus Integration Team and one or two representatives from each Scrum Team meet to inspect the current state of the Integrated Increment and identify any integration issues or dependencies 12. The Nexus Daily Scrum takes place before the individual Daily Scrums of the Scrum Teams 13. The purpose of the Nexus Daily Scrum is to coordinate any challenges and dependencies of the day that all teams should be aware of, not to report back to the Nexus Integration Team 12. The individual Daily Scrums of the Scrum Teams are focused on planning how to fix the integration problems and achieve the Sprint Goal 13. Therefore, the statement is false.
質問 # 100
Nexus with 3 teams have selected 4 PBIs for the upcoming Sprint. Team A will work on Item 1, Team B will work on Item 2 & 3, Team C will work on Item 4. Item 3 has a dependence on Item 2.
Which PBI is the most concerning?
- A. Item 2, because Item 3 has dependence on it
- B. None of the PBIs
- C. All the 4 PBIs
- D. Item 3, because it cannot proceed without the completion of Item 2
正解：B
質問 # 101
Which event precedes Individual teams' Daily Scrum?
- A. Nexus Daily Scrum
- B. Nexus Sprint Planning
- C. Cross-Team Refinement
- D. Nexus Sprint Backlog adjustment
正解：A
質問 # 102
Definition of Done is always same for Nexus and all individual Scrum Teams. True or False?
- A. FALSE
- B. TRUE
正解：A
質問 # 103
A five team Nexus is developing a purchase order application. There are several dependencies and Nexus faced a lot of challenges in managing them.
How should they conduct their Nexus Sprint Planning to minimize such difficulties due to the dependencies?
- A. Nexus should hold separate Sprint Planning for each team
- B. Utilize refinement sessions to highlight the dependencies and visualize them for all the developers to see during the Nexus Sprint Planning
- C. Nexus Integration Team should assign the work since they are accountable for managing the dependencies
- D. Bring in specialists from outside Nexus to guide the Developers
正解：B
質問 # 104
In Nexus, an increment is considered DONE only when it is integrated, usable and potentially releasable. True or False?
- A. FALSE
- B. TRUE
正解：B
質問 # 105
Which statements are true when multiple Scrum Teams work on a product at the same time?
(choose the best two answers)
- A. The Scrum of Scrums assembles the components into an Integrated Increment.
- B. The different Scrum Teams coordinate their work to deliver a single Increment.
- C. Each Scrum Team develops one or more product components which the Nexus Integration team uses to assemble the Integrated Increment.
- D. They are all on the same Scrum Team.
- E. The Developers must integrate their work before the end of the Sprint.
正解：B、E
解説：
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].
質問 # 106
Several developers are new to Nexus. They are discussing how often should the scrum teams integrate the increment? Select the best answer
- A. Once per release
- B. Once a Sprint
- C. As often as possible
正解：C
質問 # 107
Currently, your Scrum Teams are organized to address a single functional (component) area of the product. What should be considered when deciding to move away from such component teams toward feature teams?
(choose the best three answers)
- A. Feature teams have less communication overhead.
- B. With feature teams, it is easier to calculate the productivity per team.
- C. You cannot do Scrum without feature teams.
- D. Productivity may decrease when making this kind of change.
- E. When making this change, it helps to have support from the organization.
正解：A、D、E
解説：
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.
質問 # 108
Scenario A: Nexus Sprint Review with Five Scrum Teams
There are five Scrum Teams working on a product. During the Nexus Sprint Review, the teams present the results of the Sprint. After introductions, each team takes time to present their work for inspection by individually showing the new features they have built. They are not using a shared environment. The stakeholders do not provide much feedback. The event ends and people filter out of the room.
What could help this Nexus create a single Integrated Increment for inspection at the Nexus Sprint Review?
(choose the best answer)
- A. Enforce a Definition of Done across the entire Nexus that includes integration.
- B. Reserve the last few days of the Sprint for testing and integration.
- C. Have the Nexus Integration Team integrate all the work as early as possible.
- D. Have a Sprint dedicated to integration.
正解：A
解説：
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 11.
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 11. 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.
What could help this Nexus create a single Integrated Increment for inspection at the Nexus Sprint Review is:
Enforce a Definition of Done across the entire Nexus that includes integration. This is answer B. This is a valid answer because the Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product 11. The Definition of Done is used to assess when work is complete on the product Increment 11. The Definition of Done is defined by the Nexus and applies to all the work done by the Scrum Teams in the Nexus 11. The Definition of Done should include integration as one of the criteria, which means that the work done by the teams should be integrated frequently and continuously throughout the Sprint 11. By enforcing a Definition of Done that includes integration, the Nexus can ensure that the Integrated Increment is usable and potentially releasable, which means it meets the quality standards and expectations of the stakeholders 11.
The other three answers are not correct because:
Reserve the last few days of the Sprint for testing and integration. This is answer A. This is not a valid answer because reserving the last few days of the Sprint for testing and integration is not a good practice. It implies that the teams are not testing and integrating their work throughout the Sprint, but rather doing it at the end of the Sprint. This can lead to quality issues, technical debt, and increased complexity 11. It also reduces the time available for inspection and adaptation, which are essential for empiricism and agility 11.
Have the Nexus Integration Team integrate all the work as early as possible. This is answer C. This is not a valid answer because the Nexus Integration Team is not the only one responsible for integrating all the work. 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 teams in the Nexus 11. The Nexus Integration Team facilitates the integration of the work, but does not do it for the teams 11. The teams are responsible for integrating their own work and delivering a potentially releasable Increment of product value in each Sprint 11.
Have a Sprint dedicated to integration. This is answer D. This is not a valid answer because having a Sprint dedicated to integration is not consistent with Scrum or Nexus. Scrum and Nexus require that the teams deliver a potentially releasable Increment of product value in each Sprint 11. Having a Sprint dedicated to integration means that the teams are not delivering any value or receiving any feedback in that Sprint 11. It also means that the teams are accumulating technical debt and complexity that will make integration more difficult and risky 11.
質問 # 109
Select two true statements about Product Backlog Tree map.
- A. The sizes of the boxes represent the size of a Product Backlog item
- B. The colour or shading represents the completeness
- C. It is a tool to show the dependency between the Product Backlog items
- D. It is a chart which looks like a tree
正解：A、B
質問 # 110
What are the possible side effects of teams not integrating their work often? Select two best answers
- A. Decrease in productivity
- B. Increase in Nexus Integration Team's workload
- C. Increase in code conflicts
- D. Increase in Technical Debt
正解：A、C
質問 # 111
What is the recommended number of teams per Nexus?
- A. 3 to 12
- B. 4 to 10
- C. 3 to 9
- D. 2 to 5
正解：C
質問 # 112
What should be done when one team is consistently performing better than the other teams?
- A. Release the low performing teams from the Nexus
- B. Assign low priority tasks to low performing teams
- C. Changing team composition should be considered
正解：C
質問 # 113
Who is accountable for managing Product Backlog in Nexus?
- A. Nexus Integration Team
- B. Development Teams
- C. Scrum Master
- D. Product Owner
正解：D
質問 # 114
How should multiple Scrum Teams deliver a valuable and useful Increment in a Sprint?
(choose the best answer)
- A. Each Scrum Team delivers done Increments of its own area of responsibility. These Increments are integrated into a whole product during stabilization prior to release.
- B. Functionality not integrated with the work of other Scrum Teams may be delivered as unintegrated Increments to demonstrate the value created by the Scrum Teams
- C. Each Scrum Team provides a unique done Increment that includes the team's added functionality.
- D. Each Sprint, all Scrum Teams complete work that integrates with all of the other work from other Scrum Teams on the initiative.
正解：D
解説：
unable to completely integrate their Increments.
Explanation:
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.
質問 # 115
Scenario C: Dependencies and Product Backlog items
During Nexus Sprint Planning, representatives from each of the 9-member Scrum Teams identify many dependencies. This makes it hard for them to choose the work they could pull into their individual teams for the next Sprint. No matter how they reorganize the Product Backlog items, they continually find more or new dependencies.
What should the Scrum Teams do to effectively deal with their dependencies?
(choose the best answer)
- A. Merge the two Scrum Teams together that have the most dependencies with each other.
- B. All of the above.
- C. Institute quarterly meetings for planning out all dependencies between teams.
- D. Increase the frequency of Cross-Team Refinement to reduce dependencies.
正解：D
解説：
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 events in the Nexus framework is the Nexus Sprint Planning, which is used to coordinate the activities of all teams in the Nexus for a single Sprint 11.
In Scenario C, the Nexus Sprint Planning is not conducted effectively. The representatives from each of the 9-member Scrum Teams identify many dependencies, which makes it hard for them to choose the work they could pull into their individual teams for the next Sprint. No matter how they reorganize the Product Backlog items, they continually find more or new dependencies. Dependencies are the relationships between the work items that affect the order, timing, or outcome of the work 22. Dependencies can cause delays, rework, waste, and lower quality 22. Therefore, it is important to identify and resolve dependencies as early and as often as possible 22.
What should the Scrum Teams do to effectively deal with their dependencies is:
Increase the frequency of Cross-Team Refinement to reduce dependencies. This is answer A. This is a valid answer because Cross-Team Refinement is an activity where representatives from each team in the Nexus meet to decompose and refine the Product Backlog items into smaller pieces of work that can be delivered by a single team or multiple teams 11. By doing this, the teams can reduce the dependencies by breaking down the work into more manageable and independent units 11. The teams can also identify and resolve the dependencies before the Nexus Sprint Planning, which will make the planning easier and more effective 11. By increasing the frequency of Cross-Team Refinement, the teams can ensure that the Product Backlog items are ready and clear for the Nexus Sprint Planning 11.
The other three answers are not correct because:
Merge the two Scrum Teams together that have the most dependencies with each other. This is answer B. This is not a valid answer because merging the two Scrum Teams together that have the most dependencies with each other is not a good solution. It implies that the teams are not able to collaborate and coordinate effectively with each other, and that they need to be in the same team to work on the same product 11. It also increases the size and complexity of the merged team, which can reduce its agility and productivity 11. It also does not address the root cause of the dependencies, which may be related to the product or communication structure 22.
Institute quarterly meetings for planning out all dependencies between teams. This is answer C. This is not a valid answer because instituting quarterly meetings for planning out all dependencies between teams is not consistent with Scrum or Nexus. Scrum and Nexus require that the teams plan and deliver a potentially releasable Increment of product value in each Sprint, which is usually a few weeks long 11. Instituting quarterly meetings for planning out all dependencies between teams means that the teams are not planning or delivering any value or receiving any feedback in the Sprints 11. It also means that the teams are not able to adapt to the changing needs and expectations of the customers and users, which are essential for empiricism and agility 11.
All of the above. This is answer D. This is not a valid answer because none of the above answers are valid. Therefore, choosing all of them is not a valid answer either.
質問 # 116
When compared to Scrum, which additional artifact does Nexus have?
- A. Nexus Team Backlog
- B. Nexus Sprint Backlog
- C. Nexus Product Backlog
- D. Definition of Done
正解：B
質問 # 117
Multiple teams on a Nexus are working on the same code and there are lot of conflicts during the code merge. This problem can be avoided using Trunk-based development. True or False?
- A. FALSE
- B. TRUE
正解：B
質問 # 118
During the first Nexus Daily Scrum, members realize they need to build a common tool to enable continuous integration.
Which should be the next steps?
- A. Team should request Nexus Integration Team to perform the work required
- B. This requirement should be discussed with Product Owner
- C. This doesn't qualify to be a Product Backlog item. Teams must add it to Nexus Sprint Backlog
- D. This requirement to build continuous integration tool should be added to Product Backlog
正解：B、D
質問 # 119
Who is a mandatory member of Nexus Integration Team?
- A. Business Analyst
- B. Customer
- C. Senior Development Team member
- D. Product Owner
正解：D
質問 # 120
What does Nexus Sprint Backlog contain?
- A. Only the Product Backlog items which Nexus Integration Team must work on
- B. All the Product Backlog items selected by all teams for that Sprint
- C. Only the Product Backlog items which have cross team dependency
正解：B
質問 # 121
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