May 10, 2009
Scrum Quick Qizz
You’re the ScrumMaster for organization Foo and you’re working with Team Bar. In the first sprint planning meeting you’re thinking that the team committed too much functionality from Product Backlog. You, the ScrumMaster, reminded the team that they are responsible for committing only functionality that they can complete in a Sprint, and they can drop any functionality that they feel that cannot be completed.
The Team Bar strong believed that they can do so much work. They proceed with the Sprint.
At the sprint review meeting, the team demonstrated the functionality committed. The demo was guided by a script that team members follow consistently and religiously. Stakeholders at the meeting congratulated the team for the work done. At the end of the of the sprint review meeting, you started to play with the functionality delivered by the team and ignored the script they used to try different use cases. The software started to throw exceptions and crashing.
What went wrong?
A) The time spent in Spring Planning Meeting wasn’t enough.
B) The time allotted for Spring Review Meeting wasn’t enough.
C) Team Bar ignored the rule of Sashimi.
D) Everything went ok. What’s the point?
What is you best guess? Why?