Scrum Values and Self-Organization Flashcards
7 cards from real CSM practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Scrum Values and Self-Organization flashcards as text
The Scrum value of Focus is best described as:
Answer: Everyone focuses on the Sprint work and goals of the Scrum Team
Focus means directing the team's energy toward the Sprint work and goals rather than everything that could be done.
Who is ultimately responsible for the self-organization of the Development Team?
Answer: The Development Team itself
The Development Team is self-organizing and decides internally how to accomplish Sprint Backlog items without external direction.
Which scenario best illustrates the Scrum value of Courage?
Answer: A team member voices concerns about a technical approach that could cause serious problems
Courage means speaking up about problems or difficult truths, even when doing so is uncomfortable or creates tension.
In Scrum, empiricism is built on three pillars. Which set correctly identifies them?
Answer: Transparency, Inspection, Adaptation
Scrum's empirical process control rests on the three pillars of Transparency, Inspection, and Adaptation.
A Development Team member insists on doing all the testing alone because 'that is my job.' What Scrum principle does this attitude violate?
Answer: Cross-functionality and collaboration
Cross-functional teams share responsibility; rigid specialization prevents collaboration and limits the team's ability to deliver a Done Increment.
The Scrum value of Respect is best demonstrated when:
Answer: Each person acknowledges and values the capabilities and contributions of their teammates
Respect means recognizing each person's capabilities and contributions, creating an environment of mutual trust and collaboration.
Which statement about Development Team size in Scrum is most accurate?
Answer: The Development Team should have 3 to 9 members to remain effective
Scrum recommends Development Teams of 3–9 members; fewer lacks sufficient skills, while more creates excessive coordination complexity.