Suggested Certification for Scrum Project Manager

PSM I, II, III Assessment Certifications - Scrum.org
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Interview Questions and Answers

Essential skills include facilitation, coaching, communication, problem-solving, conflict resolution, and a deep understanding of Scrum principles and practices.

Ideally, requirements should be fixed during a Sprint. However, if changes are unavoidable, the Scrum Project Manager works with the Product Owner and the team to assess the impact of the changes and adjust the Sprint Backlog accordingly. This may involve removing or replacing items.

By empowering the team to make decisions, providing them with the necessary resources and support, and encouraging them to take ownership of their work. The Scrum Project Manager focuses on removing obstacles and providing guidance, rather than dictating how the work should be done.

By educating stakeholders about the benefits of Scrum, involving them in the Sprint Review, and providing them with regular updates on the projects progress. Transparency and clear communication are key to building trust and managing expectations.

Relevant certifications include Certified Scrum Master (CSM), Professional Scrum Master (PSM), Agile Certified Practitioner (PMI-ACP), and SAFe Scrum Master (SSM).

The Scrum Project Manager facilitates the Sprint Review meeting, ensuring that stakeholders are present, the team demonstrates the completed work, and feedback is gathered for future Sprints.

The Scrum Project Manager facilitates the Sprint Retrospective, helping the team identify what went well, what could be improved, and what actions to take in the next Sprint to improve their process.

For distributed teams, the Scrum Project Manager needs to ensure effective communication and collaboration tools are in place, such as video conferencing, online collaboration platforms, and clear communication channels. They should also be mindful of time zone differences and cultural nuances.

Common challenges include resistance to change, lack of management support, difficulty in removing impediments, and maintaining team motivation.

The Scrum Project Manager facilitates open communication and helps the team resolve conflicts by encouraging collaboration, active listening, and a focus on shared goals.

Common impediments include lack of resources, unclear requirements, technical challenges, and external dependencies. The Scrum Project Manager removes these impediments by escalating them if necessary, collaborating with stakeholders, and finding creative solutions.

Progress can be measured using burndown charts, velocity tracking, and by assessing whether the team has met its Sprint Goal. Success is evaluated by the value delivered to the stakeholders and the quality of the completed work.

The Scrum Project Manager facilitates the Sprint Planning meeting, ensuring that the Product Owner presents the prioritized Product Backlog, the Development Team estimates the effort required for each item, and the team agrees on a Sprint Goal.

The Scrum Project Manager ensures the Daily Scrum stays within its time box (typically 15 minutes) and that the team focuses on progress towards the Sprint Goal, identifying any impediments, and planning for the next 24 hours.

A Sprint is a short, time-boxed period (typically 1-4 weeks) during which a Scrum team works to complete a set amount of work. The length of the Sprint depends on the projects needs and the teams velocity.

The Product Backlog is a prioritized list of features, bug fixes, and other requirements that need to be implemented in the project. The Product Owner is primarily responsible for managing and prioritizing the Product Backlog.

The Definition of Done is a shared understanding of what it means for a piece of work to be considered complete and ready for release. It ensures quality and consistency across the project.

A Scrum Project Manager, often referred to as a Scrum Master, is responsible for facilitating the Scrum framework, removing impediments, coaching the team, protecting the team from distractions, and ensuring Scrum values and practices are followed.

A traditional Project Manager is more directive and focuses on planning, executing, and controlling the project. A Scrum Project Manager (Scrum Master) is more of a facilitator and coach, empowering the team to self-organize and improve continuously.

The key Scrum ceremonies are Sprint Planning, Daily Scrum (or Daily Stand-up), Sprint Review, and Sprint Retrospective. The Scrum Project Manager facilitates these meetings by ensuring they are time-boxed, productive, and focused on their intended outcomes.

Agile is a method applied to quickly adapt to market and environmental changes in productive and cost-effective ways and also encourage “just-in-time” production

Agile allows a bit of everything to be done at the same time including design, development, and testing. Whereas in waterfall one phase ends and next phase starts. Agile encourages quick, regular feedback mechanism and takes on requirement adjustments. Fe

Three roles: the Product Owner, Scrum Master, and the Delivery Team.

If the requirements are simple, predictable, fully defined and understood and do not change.

Velocity is a measure of the amount of work a team can work during a single Sprint and is the key metric in Scrum. Velocity is calculated at the end of the Sprint by averaging the total points for all fully completed user stories. Capacity is how much ava

Start of the day, the team meets to answer three questions: What did you do yesterday?, What do you plan on doing today?, Are there any blocks that keep you from doing your work? Usually, the Regular Standup meetings are time-boxed to between 5 and 15 min

Technical, operational, Business, External, organizational issues; Missing or sick member of the team; Lack of support system for management; Lack of skills or knowledge.

No metrics of indicators are universally agreed to measure that Agile is working. Each team will develop their own concept of success. Here are a few indicators: Product increments meet client needs; Increased software quality. Fewer bugs, and technical d

The Product Owner presents the Sprint goal and discusses the backlog items of the high priority. The Delivery team then determines the amount of work it takes for the next sprint

The Scrum Master remove blocks, teach the team to become self-organized and serve as a coach who teaches Agile and Scrum values and principles

Agile is umbrella under which Scrum falls. Agile has four main beliefs and a dozen rules. Scrum has it's own collection of ideals and standards which offers a framework for helping teams become agile

Kanban, Test Driven Development, and Feature-Driven Development.

1 to 4 weeks, ideally it should be 2 weeks

Burndown charts to burn-up charts, which are the standard metrics. Also it's good to understand how many stories were committed vs completed per sprint and the number of defects identified post-production

No, velocity is a good proxy for the team capacity.