GAQM CSM-001 Exam Dumps & Practice Test Questions

Question 1:

What is the maximum allowable time that a Scrum Team should allocate to the Daily Scrum meeting?

A. As much time as the team needs
B. 1 hour
C. 45 minutes
D. 15 minutes
E. 15 minutes, but less if the Sprint is shorter

Correct Answer: D

Explanation:

In the Scrum framework, the Daily Scrum—often referred to as the stand-up meeting—is a time-boxed event that enables the development team to synchronize their activities and create a plan for the next 24 hours. According to the official Scrum Guide, this meeting must not exceed 15 minutes, regardless of the size of the team or the length of the Sprint.

The purpose of the Daily Scrum is to foster transparency, inspect progress, and adapt the plan to better meet the Sprint Goal. Each team member typically answers three questions: What did I do yesterday? What will I do today? Are there any impediments? The idea is not to solve problems during the meeting but to surface them so they can be addressed afterward in smaller breakout sessions or problem-solving meetings.

Let’s evaluate each option:

• A. As much time as the team needs – This is incorrect. Scrum emphasizes discipline through time-boxing. Allowing unlimited time can result in inefficient, unfocused discussions and defeats the purpose of a quick, structured status meeting.

• B. 1 hour – This is incorrect. A one-hour meeting is far too long for a Daily Scrum and would indicate either a misunderstanding of Scrum or poor implementation. Extended meetings can waste valuable development time and reduce team morale.

• C. 45 minutes – Also incorrect. While shorter than an hour, 45 minutes is still triple the recommended time-box. The Daily Scrum must remain sharply focused and concise.

• D. 15 minutes – This is the correct answer. Scrum mandates a strict 15-minute time-box for the Daily Scrum, regardless of the Sprint length or team size. This ensures it remains a quick and effective planning tool.

• E. 15 minutes, but less if the Sprint is shorter – Incorrect. The Scrum Guide does not recommend adjusting the Daily Scrum duration based on Sprint length. It is consistently set at 15 minutes.

In conclusion, the Daily Scrum must not exceed 15 minutes. It is a critical ceremony for self-organization, promoting efficient daily planning and quick issue identification without bogging the team down in extended discussions.

Question 2:

Which of the following best describes the relationship between Agile and Scrum?

A. Agile is a methodology implemented through Scrum
B. Scrum is a specific framework used to apply Agile principles
C. Agile and Scrum are interchangeable terms for the same approach
D. Agile and Scrum are opposing approaches to development

Correct Answer: B

Explanation:

Understanding the relationship between Agile and Scrum is essential for anyone involved in modern software development or project management. While these two terms are often used interchangeably by beginners, they refer to distinct yet connected concepts.

Agile is a broad philosophy or mindset based on the Agile Manifesto, which outlines core values and principles like customer collaboration, responsiveness to change, iterative progress, and working software. Agile is not a process or a framework itself—it is a set of guiding principles for software development that emphasize flexibility, collaboration, and incremental improvement.

Scrum, on the other hand, is a specific framework that implements Agile principles. It provides defined roles (Scrum Master, Product Owner, Development Team), ceremonies (Daily Scrum, Sprint Planning, Sprint Review, Sprint Retrospective), and artifacts (Product Backlog, Sprint Backlog, Increment) that guide teams in practicing Agile effectively.

Now let’s examine each option:

• A. Agile is a methodology implemented through Scrum – Incorrect. Agile is not a methodology but a philosophical approach. Scrum is a methodology or framework that applies Agile principles, not the other way around.

• B. Scrum is a specific framework used to apply Agile principles – This is correct. Scrum is one of several Agile frameworks (others include Kanban, XP, Lean). It is widely used because it provides a practical structure for implementing Agile ideas.

• C. Agile and Scrum are interchangeable terms – Incorrect. While Scrum follows Agile principles, they are not the same. Agile is the umbrella under which Scrum exists, but Agile also includes other frameworks.

• D. Agile and Scrum are opposing approaches – Incorrect. Scrum is a subset of Agile. They are not in conflict but are instead complementary.

To summarize, Scrum is a structured method that allows teams to live out Agile values. It is one of the most popular frameworks for Agile implementation, offering specific tools and processes to ensure teams remain adaptive, collaborative, and customer-focused.

Question 3:

Which of the following tasks is not part of the Product Owner’s role in a Scrum team?

A. Facilitating the daily Scrum meeting
B. Promoting team communication
C. Collecting requirements for the Product Backlog
D. Reviewing completed work during the Sprint Review

Correct Answer: A

Explanation:

In the Scrum framework, roles are clearly defined to ensure that responsibilities are distributed in a way that supports agile values and efficient teamwork. The Product Owner is primarily responsible for defining the product vision, managing the Product Backlog, and ensuring that the team delivers features that provide the most value to the customer or business.

Let’s examine the specific responsibilities based on each answer choice:

A. Facilitating the daily Scrum meeting
This is not a responsibility of the Product Owner. The Daily Scrum, also referred to as the daily stand-up, is a short meeting designed for the Development Team to synchronize their work and plan for the next 24 hours. This meeting is facilitated by the Scrum Master, not the Product Owner. While the Product Owner may attend to observe or answer quick clarifying questions, they do not lead or manage the meeting.

B. Promoting team communication
This is part of the Product Owner's broader responsibilities. Although the Scrum Master supports overall team dynamics and communication processes, the Product Owner is involved in facilitating communication regarding the product vision, goals, and backlog items. They help ensure the team understands the “what” and “why” behind each user story or requirement.

C. Collecting requirements for the Product Backlog
This is a central duty of the Product Owner. They are tasked with gathering input from stakeholders, customers, and users to build and refine the Product Backlog. They ensure that items are clearly defined, prioritized, and ready for development. This activity directly aligns with the Product Owner's role of maximizing product value.

D. Reviewing completed work during the Sprint Review
The Product Owner actively participates in the Sprint Review, where they inspect the product increment delivered by the team. During this session, they evaluate whether backlog items meet acceptance criteria and gather stakeholder feedback for future backlog refinements.

To summarize, while the Product Owner plays a key role in defining and prioritizing work, facilitating the Daily Scrum is not within their responsibilities. That task is owned by the Scrum Master, whose role includes promoting agile best practices and removing impediments.

Question 4:

What is the correct way to organize items in the Product Backlog?

A. Sort alphabetically, then by position in the list
B. Group features by category, then order by the date of request
C. Rank by business value and prioritize items that offer the highest ROI
D. List by the original request date, then by backlog sequence

Correct Answer: C

Explanation:

In Scrum, the Product Backlog is a dynamic, ordered list of everything known to be needed in the product. It evolves over time and reflects current product needs. The Product Owner is responsible for ordering the backlog to ensure that the Scrum Team is always focused on delivering maximum value.

Let’s analyze the provided choices:

A. Sort alphabetically, then by position in the list
This approach is incorrect because alphabetical sorting has no relevance to business value, urgency, or development priority. Backlog items are often user stories or functional tasks that need to be delivered based on stakeholder importance, not name.

B. Group features by category, then order by date of business request
While grouping by business domain or feature set might seem useful for organization, it doesn’t support true prioritization. Moreover, ordering by the date of request is not aligned with agile principles, as some newer items may have higher priority or value than older ones.

C. Rank by business value and prioritize items that offer the highest ROI
This is the correct answer. In a well-managed Scrum project, items in the Product Backlog are ordered by business importance. High-value items—those that deliver the most significant benefit to users or stakeholders—should be developed first. This method ensures return on investment (ROI) is maximized early in the product lifecycle. It supports agility by allowing teams to pivot quickly and deliver value incrementally.

D. List by the original request date, then by sequence in the backlog
This method may cause outdated, low-value requests to be built before more valuable work. Scrum promotes adaptive planning, so using the original date as a key organizing factor ignores the current strategic importance of items.

In conclusion, the Product Backlog should be a value-driven, prioritized list, with the most important and impactful items placed at the top. This ordering ensures that the development team is always working on features that will deliver the greatest business value, helping the organization meet its goals efficiently and iteratively.

Question 5:

Which of the following best represents a recognized role within the Scrum methodology?

A. Database Admin
B. Development Team
C. QA Tester
D. Senior Developer

Correct Answer: B

Explanation:

Scrum is a lightweight, agile framework designed for managing and completing complex projects. It emphasizes collaboration, iterative progress, and clearly defined roles to ensure team efficiency and successful product delivery. Within Scrum, only three core roles are officially recognized: the Product Owner, the Scrum Master, and the Development Team.

Let’s analyze each option to understand which aligns with Scrum’s formal role structure:

• A. Database Admin: This role, although important in many IT environments, is not a formal Scrum role. A database administrator might contribute as part of a Scrum team, but their function is not separately defined within the framework. Scrum encourages cross-functional teams, so the necessary database expertise would be part of the Development Team itself.

• B. Development Team: This is the correct answer. The Development Team is one of the three fundamental roles in Scrum. It consists of professionals who are responsible for delivering potentially releasable increments of the product at the end of each Sprint. These teams are self-organizing and cross-functional, meaning they have all the skills required to deliver the work without depending on others outside the team. The team collaborates daily and shares responsibility for completing the Sprint Goal.

• C. QA Tester: While quality assurance is a critical function in product development, Scrum does not assign a dedicated QA role. Instead, all members of the Development Team are responsible for ensuring product quality. This approach avoids silos and promotes shared accountability, with everyone contributing to testing and validation as part of the development process.

• D. Senior Developer: Scrum avoids hierarchical roles within the Development Team. There is no designation such as “Senior” or “Junior” developer in Scrum. Every team member is considered equally responsible for delivering value and is encouraged to collaborate without rigid titles. The focus is on team capability rather than individual seniority.

In summary, Scrum defines only three official roles: Product Owner, Scrum Master, and Development Team. Of the options provided, only the Development Team is an actual Scrum role. It reflects the framework’s emphasis on collaboration, shared responsibility, and eliminating traditional role barriers to promote team ownership and value-driven delivery.

Question 6:

Does the Scrum framework provide detailed rules or requirements about how documentation should be created or maintained?

A. True
B. False

Correct Answer: B

Explanation:

The Scrum framework prioritizes working software, team collaboration, and value delivery over extensive process overheads, including documentation. While documentation can be part of the development process, Scrum does not enforce specific standards or rules about what kind or how much documentation should be produced.

Let’s explore this more deeply:

• Scrum's Core Principles: Scrum follows Agile values as described in the Agile Manifesto, which places emphasis on “working software over comprehensive documentation.” This does not mean that documentation is discouraged entirely; rather, it suggests that documentation should be minimal, relevant, and supportive of delivering value.

• What Documentation Exists in Scrum? Scrum naturally leads to the creation of certain types of documentation through its artifacts and events. For instance, the Product Backlog serves as an evolving list of work and priorities, the Sprint Backlog defines what will be done during a Sprint, and the Increment includes all completed and tested work. However, these are not rigid documentation formats—they are living tools used by the team for planning and communication.

• A. True: This option is incorrect because Scrum does not prescribe strict guidelines for documentation. It allows teams the flexibility to decide what documentation is necessary based on the project’s complexity, regulatory needs, or stakeholder requirements.

• B. False: This is the correct answer. The Scrum Guide, the official body of knowledge for Scrum, does not define mandatory documentation practices. Scrum’s simplicity is deliberate to allow teams the freedom to adapt practices like documentation to their own context. Documentation in Scrum should be "just enough" to support communication and understanding but never become a burden or a blocker to value delivery.

To conclude, Scrum promotes lean documentation, focusing more on effective collaboration, transparency, and delivering working solutions. The decision on what documentation is needed lies with the Scrum Team and should be tailored to meet the needs of the product, organization, and stakeholders. Scrum’s adaptability ensures that teams remain agile rather than bogged down in bureaucratic practices.

Question 7:

What are the specific, actionable elements that a Scrum team creates in order to transform a Product Backlog Item into a functional component of the software?

A. User Stories
B. Use Cases
C. Line Items
D. Tasks

Correct Answer: D

Explanation:

Within the Scrum framework, the process of developing a product begins with a Product Backlog, which is a dynamic list of customer-centric needs and features represented by Product Backlog Items (PBIs). These items typically describe desired functionality or improvements from a user or stakeholder perspective. However, PBIs are high-level in nature and are not directly executable. To turn them into deliverable work during a Sprint, the Scrum Team must break each item down into smaller, manageable units of work — and these are called Tasks.

Tasks are the smallest units of work in the Scrum hierarchy. They are granular, technical actions required to implement and complete a PBI, often broken down by the Development Team during Sprint Planning. Each task is designed to be achievable within a short timeframe, often a day or less, and is assigned to team members to ensure shared responsibility and progress visibility. The use of tasks enables clear planning, allows for better tracking of Sprint progress, and supports team members in collaboratively delivering the Sprint Goal.

Now let’s evaluate the options:

• A. User Stories: This is incorrect. While User Stories are a popular format for expressing Product Backlog Items in Agile, they are still high-level descriptions, not the actionable work itself. For example, a User Story might say, "As a user, I want to reset my password." The actual work to fulfill this story is decomposed into tasks like "Create reset password UI", "Implement backend logic", etc.

• B. Use Cases: Incorrect. Use Cases are formal, narrative descriptions used primarily in traditional system modeling (like UML). They are not typically used in Scrum, which favors lighter, faster requirements documentation like User Stories and PBIs.

• C. Line Items: This term is not standard within the Scrum context. While it may refer to listed components in other contexts (e.g., invoices or forms), it doesn’t describe detailed, actionable work in software development.

• D. Tasks: This is the correct answer. Tasks represent the concrete work derived from backlog items, enabling the team to transform abstract requirements into functioning software. These are actively tracked on boards or tools like Jira or Trello during the Sprint.

In summary, Tasks are the essential working units that Development Teams use to deliver on their commitments within a Sprint, bridging the gap between requirements and implementation.

Question 8:

Why is it not allowed for the Product Owner to make changes to Product Backlog items that the team is already working on during an active Sprint?

A. Because altering requirements mid-Sprint can prevent the team from fulfilling its Sprint commitment
B. Because senior leadership doesn't have enough time during a Sprint to review and authorize changes
C. Because this limitation helps Product Owners focus only on the most essential work
D. Because the Development Team must control the Product Owner's influence

Correct Answer: A

Explanation:

A core principle of Scrum is to maintain focus and stability during the Sprint, allowing the Development Team to concentrate on the selected work without interference. Once a Sprint begins, the Product Owner and Development Team agree on a Sprint Backlog, which defines the scope and goals for that iteration. From that point forward, any changes to Product Backlog Items under development are restricted until the Sprint concludes.

The primary reason for this rule is rooted in Scrum's emphasis on commitment, focus, and predictability. If Product Backlog Items were allowed to change during the Sprint, the Development Team’s effort would become unfocused, leading to missed Sprint Goals, inconsistent quality, and increased risk. Hence, Scrum provides a protected window of time during which the team can deliver value without shifting requirements.

Let’s evaluate the choices:

• A. Because altering requirements mid-Sprint can prevent the team from fulfilling its Sprint commitment: This is correct. The team agrees during Sprint Planning to deliver a specific scope. Introducing changes mid-Sprint causes disruptions and confusion, undermining the Sprint’s objectives. By locking the scope, the team can stay aligned and focused on delivering what was promised.

• B. Because senior leadership doesn't have enough time during a Sprint to review and authorize changes: This is incorrect. Scrum doesn’t depend on management approval cycles during a Sprint. Decisions are decentralized, and the Product Owner holds authority over the backlog. The restriction on mid-Sprint changes is about stability, not managerial bureaucracy.

• C. Because this limitation helps Product Owners focus only on the most essential work: This is partially true in a broader sense — Product Owners are expected to prioritize value — but the reason they can’t alter work mid-Sprint is not to force prioritization. It’s to protect the Sprint commitment.

• D. Because the Development Team must control the Product Owner's influence: Incorrect. Scrum promotes collaboration, not control. The Product Owner is a vital part of the team and has a defined role. This rule isn’t about power dynamics; it’s about process integrity.

In conclusion, Scrum prohibits changes to in-progress Product Backlog Items during a Sprint to preserve focus, consistency, and the team's ability to deliver on its commitments. This discipline enhances predictability and supports a sustainable development pace.

Question 9:

Which of the following items is not officially recognized as a Scrum artifact?

A. User Stories
B. Sprint Backlog
C. Product Backlog
D. Software Increment

Correct Answer: A

Explanation:

Scrum, as a lightweight and iterative framework, defines three core artifacts that provide transparency, facilitate communication, and promote empirical process control. These artifacts are crucial for understanding the progress of the product and enabling decision-making based on the current state of development. The recognized Scrum artifacts are the Product Backlog, Sprint Backlog, and the Increment (often referred to as the Software Increment). Each plays a distinct role in helping the Scrum Team achieve its goals.

Let’s analyze each option to determine which one is not a Scrum artifact:

• A. User Stories: This is the correct answer. User Stories are a technique, not a Scrum artifact. They are commonly used in Agile frameworks, including Scrum, to represent individual pieces of functionality from the user's perspective. However, they serve only as a way to describe requirements inside the Product Backlog—which is a Scrum artifact. User Stories make backlog items easier to understand but are not officially defined by Scrum as standalone artifacts.

• B. Sprint Backlog: This is a Scrum artifact that contains the set of Product Backlog items selected for the Sprint, along with the team’s plan to deliver them. It is dynamic and evolves as the team gains a better understanding of the work involved during the Sprint.

• C. Product Backlog: Another official Scrum artifact, this is the master list of everything that might be needed in the product. It is owned and prioritized by the Product Owner. The Product Backlog is continuously refined as new insights and changes arise throughout the product lifecycle.

• D. Software Increment: Commonly referred to simply as the Increment, this is the resulting product at the end of each Sprint. It must be in a usable condition, potentially releasable, and meet the Scrum Team’s Definition of Done. The Increment provides a tangible measure of progress.

In summary, User Stories help communicate requirements but are not classified as Scrum artifacts. The Sprint Backlog, Product Backlog, and Software Increment are the official artifacts that promote transparency and inspection throughout the Scrum process.

Question 10:

You're transitioning your team from RUP (Rational Unified Process) to Scrum. The team previously used 3-month cycles, but now you need to define a Sprint cycle suitable for Scrum. 

In what unit of time should this new Sprint duration be set?

A. A fixed number of months
B. A fixed number of weeks, excluding holidays
C. A fixed number of days
D. A fixed number of hours

Correct Answer: B

Explanation:

In Scrum, Sprints are short, consistent timeboxes during which a “Done,” usable, and potentially releasable product Increment is created. Selecting an appropriate Sprint duration is crucial for enabling regular inspection, adaptation, and delivery of value. Scrum prescribes that a Sprint must be no longer than one calendar month and is typically between 1 to 4 weeks. This timeframe allows for fast feedback, quicker iterations, and the flexibility to respond to changing requirements.

Let’s examine each option:

• A. A fixed number of months: This is incorrect. Setting a Sprint duration to months (like 2 or 3 months, as used in RUP) is incompatible with the Scrum framework. Long cycles reduce opportunities for regular feedback, adaptation, and learning—key pillars of Agile. It also delays the delivery of incremental value to stakeholders.
  
  

• B. A fixed number of weeks, excluding holidays: This is the correct answer. Sprint durations are typically defined in weeks, such as 1-week, 2-week, or 4-week cycles. Defining them in weeks aligns with Scrum’s recommendation and helps establish a predictable development rhythm. Holidays and other exceptional events can be considered during planning, but they don’t change the defined Sprint length. Consistency in cycle duration is essential for velocity tracking and team cadence.

• C. A fixed number of days: While technically feasible (e.g., a 10-day Sprint), defining Sprints in terms of days is uncommon and may hinder broader planning and coordination. Weekly-based planning offers a clearer, more predictable structure for most teams, helping align ceremonies like reviews and retrospectives.

• D. A fixed number of hours: This is not appropriate. Scrum discourages defining Sprint lengths in hours because it undermines the concept of time-boxing over longer, sustainable development cycles. Planning work in hours is more suited to task estimation within a Sprint, not for determining Sprint boundaries.

In transitioning from RUP to Scrum, the goal is to reduce lengthy, inflexible iterations in favor of more adaptive, feedback-driven development cycles. Therefore, Sprints should be defined in weeks, ideally lasting between 1 and 4 weeks. This supports the Scrum principles of iterative development, transparency, and continuous improvement.