SSM Supporting ART Events Practice Test 5 — 15 Questions

Question 1

During the System Demo for a two-week iteration, the Product Owner for Team Delta notices that the new feature is not actually integrated with another team's component, but the demo still shows it working. The Scrum Master investigates and finds the presenter used a local stub instead of the real integration. What should the Scrum Master do first?

Choose an answer to begin — your selection is scored in the full session.

Accepted Answer

Ask the presenter to stop the demo and explain that the System Demo must reflect the integrated solution from all teams in the ART.. The System Demo exists to show the integrated solution produced by all teams in the ART, so using a local stub misrepresents progress and removes the opportunity for genuine inspection. The Scrum Master's first responsibility is to protect the event's purpose by clarifying that only integrated work is demonstrated, then help the team address the underlying integration gap.

Answer

Accept the demo as valid because the team's own iteration goals were met and the feature works in their environment.

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Log a defect against the other team for failing to provide an integrated build to Team Delta before the demo.

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Cancel the remainder of the System Demo and reschedule it for the next iteration once integration is complete.

Question 2

A Scrum Master is preparing for the team's first PI Planning. The team has never created PI Objectives before. What guidance should the Scrum Master provide?

Accepted Answer

PI Objectives should describe the business value the team intends to deliver in the PI, and each should have a planned business value assigned.. PI Objectives communicate the business value a team intends to deliver during the PI and are assigned planned business values. They are created collaboratively, shared transparently, and are not a detailed story list. The other options misrepresent their purpose, audience, or authorship.

Answer

PI Objectives should be a detailed list of every user story the team will complete in the PI.

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PI Objectives should be written only by the Product Owner without team input.

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PI Objectives should be kept private to the team and not shared with stakeholders.

Question 3

As Scrum Master for Team Delta in a SAFe ART, you are facilitating the team's preparation for the upcoming System Demo. The Product Owner wants to show a polished, fully integrated feature, but the team has only completed three of five stories needed for that feature. What should you advise the team to do?

Accepted Answer

Demonstrate the completed stories and any partial functionality, being transparent about what is not yet integrated.. The System Demo is an integrated demo of the current system at the end of each Iteration. Teams should demonstrate completed work and be transparent about incomplete or partially integrated functionality. This approach provides accurate feedback, surfaces integration issues, and supports the ART's ability to inspect and adapt. Postponing, hiding, or replacing the demo with slides undermines the event's purpose.

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Demonstrate only the completed stories and omit any mention of the incomplete stories to avoid confusion.

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Ask the Product Owner to present a slide deck describing the feature instead of a live demo.

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Postpone the team's demo until all five stories are complete and the feature is fully integrated.

Question 4

A Scrum Master is facilitating the ART Sync for a newly launched Agile Release Train. The Product Manager has not attended the last three sessions, and the System Architect is also consistently absent. The teams are still sharing progress and dependencies. What is the most appropriate action for the Scrum Master?

Accepted Answer

Raise the attendance gap with the Release Train Engineer and help the Product Manager and System Architect understand their role in the ART Sync.. The ART Sync exists to synchronize teams and surface dependencies, and it relies on the Product Manager and System Architect for content and technical decisions. When those roles are absent, the Scrum Master should coach and escalate through the Release Train Engineer rather than cancel or replace the event. This preserves the cadence while addressing the root cause of the attendance problem.

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Take over the Product Manager's backlog prioritization duties during the ART Sync to keep the meeting productive.

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Replace the ART Sync with a written status report distributed by email to the Product Manager and System Architect.

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Cancel the ART Sync until the Product Manager and System Architect can attend.

Question 5

During the System Demo, the Scrum Master for Team Golf notices that the team's features are not integrated with another team's components, causing the demo to show only isolated functionality. The Release Train Engineer asks for an explanation. What is the most appropriate action for the Scrum Master to take?

Accepted Answer

Acknowledge the integration gap and commit to working with the other team to resolve it before the next System Demo.. The System Demo is a critical event for inspecting the integrated solution. When integration is lacking, the Scrum Master should facilitate collaboration between teams to resolve the issue. Acknowledging the gap and committing to work with the other team demonstrates ownership and aligns with the Scrum Master's role of removing impediments and promoting cross-team coordination.

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Explain that the team followed its own iteration plan and integration was not scheduled until the next PI.

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Blame the other team for not delivering their components on time and request that the RTE intervene.

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Suggest that the team skip the System Demo until all components are fully integrated to avoid showing incomplete work.

Question 6

Midway through PI Planning, the Scrum Master for Team Bravo notices that the team has stopped refining their draft plan and is instead waiting for another team to finish before continuing. The dependency is real, but the other team will not be ready for several hours. What is the most effective action for the Scrum Master to take?

Accepted Answer

Have the team continue planning around the dependency, capture it on the program board, and coordinate with the other team's Scrum Master to resolve it.. Dependencies are expected during PI Planning and are made visible on the program board. The team should keep planning the work within its control, record the dependency, and the Scrum Master should coordinate directly with the other team's Scrum Master or the RTE. This preserves the timebox, keeps transparency high, and addresses the dependency through the normal collaboration path.

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Escalate immediately to the Release Train Engineer and ask them to reassign the dependency to a third team that is available now.

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Remove the dependent feature from the team's PI objectives so the team can commit to a plan without external risk.

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Instruct the team to pause all planning until the other team's plan is finalized so the dependency can be sequenced correctly.

Question 7

During the system demo at the end of PI iteration 4, a Product Owner for one team challenges whether a feature shown by another team is genuinely integrated, since the two teams' work was only validated separately. As the Scrum Master, what is the most appropriate action?

Accepted Answer

Ask the presenting team to demonstrate the feature end to end with the contributing team's components running in the integrated environment, and capture any gap as a problem for the ART.. The system demo exists to show the integrated solution produced by all teams on the ART each iteration, so a challenge about whether cross-team functionality truly works together should be answered inside the demo by demonstrating it end to end. If the integration is incomplete, that finding is valuable feedback the ART can act on, which is precisely the inspect-and-adapt behavior the event is designed to produce.

Answer

Suggest the Product Owner raise the concern at the next Scrum of Scrums so the two teams can negotiate a joint verification approach outside the demo.

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Escalate to the Release Train Engineer and request that the feature be removed from the demo until both teams have completed their separate component tests.

Answer

Remind the Product Owner that the system demo is a staging environment event and that integration verification belongs to the teams' own iteration reviews.

Question 8

During the Scrum of Scrums (SoS) meeting, a representative from Team Alpha reports that they are blocked by a database schema change that Team Bravo must make. The SoS facilitator asks the Scrum Master of Team Alpha to take action. What is the most appropriate next step for the Scrum Master?

Accepted Answer

Escalate the dependency to the Release Train Engineer (RTE) and ensure it is tracked on the ART board.. The Scrum of Scrums is a daily or frequent event for coordinating cross-team dependencies. When a dependency cannot be resolved within the SoS, the Scrum Master should escalate it to the Release Train Engineer and ensure it is tracked on the ART board. This makes the impediment visible and allows the RTE to facilitate a timely resolution, keeping the ART aligned.

Answer

Ask Team Bravo's Product Owner to reprioritize the schema change to the top of their backlog immediately.

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Wait until the next PI Planning to raise the dependency as a risk.

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Instruct Team Alpha to work around the dependency by building a temporary database schema of their own.

Question 9

During the Inspect and Adapt event, the ART's quantitative measurement shows that the current PI delivered only 60 percent of planned business value. The Scrum Master is helping the team prepare for the problem-solving workshop. What is the most appropriate first step for the team?

Accepted Answer

Identify and agree on the problem to be solved before conducting root cause analysis.. The Inspect and Adapt problem-solving workshop is a structured, timeboxed activity that begins with agreeing on the problem, then moves to root cause analysis, corrective actions, and prioritization. Starting with a clear problem statement keeps the team aligned and ensures subsequent analysis targets the real cause of the missed business value rather than a symptom.

Answer

Ask the Release Train Engineer to adjust the PI Objectives retroactively to reflect the delivered value.

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Immediately assign a new improvement story to the next Sprint to raise the metric.

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Move directly to brainstorming corrective actions so the team can finish the workshop early.

Question 10

During PI Planning, the Scrum Master for Team Gamma notices that one team member is dominating the discussion and dismissing others' ideas during the team breakout. What is the most appropriate action for the Scrum Master to take?

Accepted Answer

Intervene to ensure all voices are heard and the team remains focused on the PI objectives.. The Scrum Master should intervene to ensure all voices are heard and the team stays focused. Facilitating inclusive discussions is a key Scrum Master responsibility during PI Planning. By addressing the dominating behavior, the Scrum Master helps the team leverage diverse perspectives and create a more robust plan.

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Ignore the behavior because PI Planning is time-boxed and the team must complete their plan.

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Escalate the behavior to the functional manager of the dominating team member.

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Let the team resolve the issue on their own to encourage self-management.

Question 11

A Scrum Master is preparing to facilitate the Inspect and Adapt event for the first time. Which sequence correctly describes the structure of the Inspect and Adapt?

Accepted Answer

System demo and metrics review, then the program-level retrospective, then the problem-solving workshop.. The Inspect and Adapt event follows a fixed sequence: the system demo and metrics review establish the current state, the program-level retrospective lets the ART reflect on that evidence, and the problem-solving workshop applies root-cause analysis to the most significant issue. This order keeps improvement grounded in data rather than opinion and ends with concrete actions.

Answer

Program-level retrospective, then the problem-solving workshop, then the system demo and metrics review.

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Problem-solving workshop, then the program-level retrospective, then the system demo and metrics review.

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Problem-solving workshop, then the system demo and metrics review, then the program-level retrospective.

Question 12

During the System Demo for an ART whose Solution Train includes three ARTs, the Product Management representative from another ART notes that a dependency delivered by Team Beta was never integrated, so a Feature cannot be demonstrated. As the Scrum Master of Team Beta, what is the most appropriate immediate action?

Accepted Answer

Capture the integration gap as a Program-level impediment and immediately drive the integration so the Feature can be demonstrated at the next System Demo.. The System Demo is the ART's integrated inspect-and-adapt event, so a missing cross-team integration is a Program-level impediment rather than a local team matter. Surfacing it to the RTE and driving the integration restores transparency and lets the ART adapt. Deferring, isolating, or avoiding the demo all hide the problem and prevent the coordinated fix the dependency requires.

Answer

Ask the Release Train Engineer to move the Feature to the next PI and remove it from the current Program Board so the demo stays clean.

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Direct the team to stop attending System Demos until the other ART has integrated its portion of the Solution.

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Record the issue in the team's Retrospective board and address it only within Team Beta's own improvement backlog.

Question 13

You are the Scrum Master for Team Beta in an ART that runs three-week sprints, but the System Demo occurs every two weeks at the end of each sprint's second week. Team Beta's latest increment is only partially integrated with Team Gamma's API, though both teams have completed their committed stories. During the System Demo, the Product Manager asks why the end-to-end customer journey cannot be shown. What should you do first?

Accepted Answer

Explain that the System Demo shows the integrated solution from all teams, and facilitate a discussion about the integration gap as an impediment.. The System Demo is an ART-level event that demonstrates the integrated solution from all teams every two weeks. When integration is incomplete, the Scrum Master should ensure the gap is visible and treated as an impediment, not hidden or bypassed. This maintains transparency and allows the ART to inspect and adapt, which is the core purpose of the event.

Answer

Cancel the System Demo for this iteration and schedule a special integration session with Team Gamma instead.

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Request that Team Beta's Product Owner present only the stories that are fully integrated with Team Gamma's API.

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Ask Team Gamma to delay the demo until their API is fully integrated with Team Beta's increment.

Question 14

Two iterations into a PI, the Scrum Master notices that the team's representatives consistently arrive at the Scrum of Scrums unprepared, reporting only their own status while the ART's cross-team dependencies go unaddressed. What is the most effective action for the Scrum Master to take?

Accepted Answer

Work with the team to prepare dependency information before each Scrum of Scrums, coaching the representative on raising blockers and following up on commitments.. The Scrum Master's responsibility for ART events is to help teams get value from them, so the right move is to coach the team representative to arrive with dependency status, blockers, and follow-up items. That keeps ownership with the team, improves coordination for the whole train, and builds a habit that persists beyond the current PI. Imposing controls or substituting for the representative addresses symptoms rather than capability.

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Attend the Scrum of Scrums personally and take over reporting so the team's dependency information is presented accurately.

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Recommend the team stop sending representatives and instead post dependency updates in a shared channel that other teams can read asynchronously.

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Ask the Release Train Engineer to add a mandatory dependency checklist to the Scrum of Scrums agenda and enforce attendance rules for all representatives.

Question 15

A Scrum Master on an Agile Release Train notices that during the System Demo, teams present polished slide decks instead of demonstrating the integrated solution running in the staging environment. Stakeholders cannot see whether the features actually work together. What is the most appropriate action for the Scrum Master?

Accepted Answer

Coach the teams to demonstrate the integrated solution from the staging environment so stakeholders can assess real progress.. The System Demo is the ART's opportunity to inspect the integrated solution produced by all teams during the Iteration, demonstrated in a staging or production-like environment. Replacing live demonstration with slides or reports defeats its empirical purpose. The Scrum Master should coach teams back to demonstrating working, integrated functionality so stakeholders can give informed feedback.

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Cancel the System Demo and rely on the teams' Sprint Reviews to inform stakeholders of progress.

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Ask the Release Train Engineer to present a consolidated status report on behalf of all teams instead.

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Allow the slide decks but require each team to add a screenshot of their passing automated tests.