Effort estimation is a technical task owned by the Developers, who execute the work. The Scrum

Guide notes: "The Developers are responsible for... planning how to deliver the Increment." During

Sprint Planning and refinement, they estimate effort based on their expertise.

A: Correct—the Developers collectively assess what’s needed to meet the Definition of "Done."

B: PMO isn’t a Scrum role; estimation stays within the team.

C: The Product Owner focuses on value and ordering, not technical estimates.

Exact Extract from Scrum Guide: "The Developers are the people in the Scrum Team that are

committed to creating any aspect of a usable Increment each Sprint... They are self-managing,

meaning they internally decide who does what, when, and how." (Section: "The Developers") This

includes effort estimation.

Thus, A is correct.

Reference: Scrum Guide (2020), Section: "The Developers."

The Scrum Guide tasks the Product Owner with ordering the Product Backlog to maximize value, but

it doesn’t mandate a specific method like "value points." Option B is correct—using value points

(e.g., in techniques like WSJF—Weighted Shortest Job First) is a helpful practice, but empirical

validation (market reception) remains the ultimate measure, aligning with Scrum’s focus on

inspection and adaptation. Option A overstates value points as "ultimate," ignoring real-world

feedback. Option C is too rigid; Scrum allows flexibility in tools as long as empiricism is upheld. Thus,

B is the best answer.

Reference: Scrum Guide (2020), Section: "The Product Owner."

The Scrum Guide mandates that when multiple Scrum Teams work on one product, they produce a

single integrated Increment: "Multiple Scrum Teams often work together on the same product... The

Increment must be integrated and usable so that it can provide value." This ensures transparency

and stakeholder feedback at the Sprint Review. Option A (hardening Sprint) is a misconception—

Scrum rejects separate phases for integration. Option B contradicts the single-product focus. Option

C limits integration to dependencies, but the Scrum Guide requires full integration regardless. Option

D correctly emphasizes the need for a cohesive, inspectable Increment, making it the best answer.

Reference: Scrum Guide (2020), Section: "The Increment."

The Daily Scrum is designed for synchronization and impediment reporting. The Scrum Guide states:

"The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint

Backlog as necessary, adjusting the upcoming planned work." Developers raise impediments, which

the Scrum Master then addresses.

A: Sprint Planning sets the Sprint’s work, not daily sync.

B: Correct—daily synchronization and impediment reporting.

C: Retrospective focuses on improvement, not daily progress.

D: Weekly status meetings aren’t in Scrum.

Exact Extract from Scrum Guide: "The Daily Scrum is a 15-minute event for the Developers of the

Scrum Team. To reduce complexity, it is held at the same time and place every working day of the

Sprint." (Section: "Daily Scrum")

Thus, B is correct.

Reference: Scrum Guide (2020), Section: "Daily Scrum."

The Scrum Guide defines the Scrum Team as consisting of three roles: "The Scrum Team consists of

one Scrum Master, one Product Owner, and Developers." Option A (Developers) is the group

responsible for building the Increment. Option D (Product Owner) manages the Product Backlog and

value delivery. Option E (Scrum Master) facilitates Scrum adoption and team effectiveness. Options B

(Users) and C (Customers) are external stakeholders, not Scrum Team roles—they interact with the

product but aren’t part of the team. Thus, A, D, and E are the correct roles.

Reference: Scrum Guide (2020), Section: "The Scrum Team."