Using Scrum does not ensure that adding more resources to a project 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

issues12. Scrum values quality over quantity, and focuses on delivering the most valuable and

feasible outcomes in a given timebox3 . Scrum also encourages teams to be self-organizing and

cross-functional, which means that they can work autonomously and collaboratively without relying

on external resources or dependencies3 .

Reference: 1: Adding more resources in Scrum will proportionally increase the value … 2: The

Mythical Man-Month - Wikipedia 3: Scrum - What is it, how it works, & how to start - Atlassian : How

Scrum Teams can Complement Scrum by Adding Practices, Tools and …

When scaling Scrum, it is important to have multiple Scrum Teams working from one Product

Backlog, because this ensures that they are aligned on the same product vision, goal, and

value12. Having one Product Backlog also helps to reduce duplication, inconsistency, and waste, and

to optimize the flow of work and feedback12. The Product Owner is accountable for managing the

Product Backlog and ensuring that it is transparent, ordered, and refined for the multiple Scrum

Teams3 . The Scrum Teams collaborate with the Product Owner and each other to deliver a single

integrated product Increment every Sprint3 .

Reference: 1: What is Scaling Scrum? | Scrum.org 2: Scaling Scrum with Nexus | Scrum.org 3: Scrum

Guide | Scrum Guides : The Nexus Framework for Scaling Scrum: Continuously Delivering an

Integrated Product with Multiple Scrum Teams

When multiple Scrum Teams work on the same product, they share one Product Backlog that

contains all the requirements for the product. The Product Owner is responsible for ordering and

refining the Product Backlog items, but does not assign them to specific teams. Instead, the Scrum

Teams pull in work from the Product Backlog in agreement with the Product Owner and the other

teams, based on their capacity, skills, dependencies, and Sprint Goals. This way, the Scrum Teams can

self-organize and collaborate to deliver a coherent and valuable product Increment.

Reference:

The Scrum Guide, November 2020, p. 7-8

Can two teams work on one product backlog?, Scrum.org, January 6, 2020

B: The Scrum Master coaches the Scrum Team and the organization how to work empirically. This is a

true statement, as the Scrum Master is responsible for helping everyone understand and apply the

principles and practices of Scrum, which is based on empirical process control. The Scrum Master can

teach the Scrum Team and the organization how to use transparency, inspection, and adaptation to

deliver valuable products in a complex environment.

C: The Scrum Master facilitates Scrum events as requested or needed. This is a true statement, as the

Scrum Master is responsible for ensuring that all Scrum events take place and are positive,

productive, and kept within the timebox. The Scrum Master can facilitate the communication and

collaboration among the Scrum Team and the stakeholders during the Sprint Planning, Daily Scrum,

Sprint Review, and Sprint Retrospective.

Reference:

Scrum Guide 2020, page 6: “The Scrum Master is accountable for establishing Scrum as defined in the

Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within

the Scrum Team and the organization.”

Scrum Guide 2020, page 13: “The purpose of each event in Scrum is to create an opportunity for

inspection and adaptation. These events are specifically designed to enable critical transparency and

inspection.”

Professional Scrum Master II Course, page 13: “The Scrum Master serves the Scrum Team by

facilitating the Scrum events and ensuring that they are effective and valuable.”

C: Velocity has no direct relationship with value. This is a true statement, as velocity is a measure of

the amount of work done by a Scrum Team in a Sprint, not the value or quality of that work. Velocity

can vary depending on many factors, such as the size, complexity, and priority of the Product Backlog

items, the skills and experience of the Developers, the Definition of Done, and the Sprint length.

Therefore, velocity is not a reliable indicator of value creation or team performance.

D: Velocity is the amount of business functionality that a Scrum Team creates in a Sprint. It is unique

to that team and used as an input to Sprint Planning. This is a true statement, as velocity is a team-

specific metric that reflects how much business functionality the Scrum Team can deliver in a Sprint.

Velocity can help the Scrum Team to forecast how many Product Backlog items they can select for the

next Sprint, based on their past performance and current capacity. However, velocity is not a goal or

a target for the Scrum Team, and it should not be compared across teams.

Reference:

Professional Scrum Master II Course, page 15: “Velocity is a measure of how much work a team can

complete in a given time period. It is usually expressed in terms of story points or function points per

Sprint.”

Professional Scrum Master II Course, page 16: “Velocity is not a measure of value or quality. It does

not tell us anything about the usefulness, usability, or desirability of the product increment.”

Professional Scrum Master II Course, page 17: “Velocity is unique to each team and depends on

many factors, such as the size and complexity of the work items, the skills and experience of the

team members, the definition of done, and the length of the Sprint.”

Professional Scrum Master II Course, page 18: “Velocity can be used as an input for Sprint Planning,

to help the team forecast how much work they can realistically accomplish in the next Sprint.

However, velocity is not a goal or a target for the team, and it should not be used to compare or

evaluate teams.”