SPS Dumps With Exact Questions and Answers

When a Nexus, which is a group of approximately three to nine Scrum Teams working on the same product, faces many dependencies during Nexus Sprint Planning, it can use some techniques to manage them effectively. One technique is to reorganize team members between the teams to eliminate cross-team dependencies. This can be done by forming feature teams or component teams based on the nature of the work and the skills required. By doing so, the Nexus can reduce the need for coordination and integration across teams, and increase the autonomy and ownership of each team 1122. Therefore, statement B is correct.

Another technique is to reorder Product Backlog items to better accommodate dependencies. This can be done by applying dependency management techniques such as dependency mapping, dependency inversion, dependency breaking, and dependency prioritization. By doing so, the Nexus can identify, visualize, resolve, and minimize the dependencies that affect the delivery of the Integrated Increment, which is the combined work of all the Scrum Teams in the Nexus that meets the Nexus Sprint Goal 334455. Therefore, statement D is also correct.

Statement A is incorrect because it implies that the Nexus Integration Team, which is a group of people who are accountable for ensuring the integration and delivery of the Integrated Increment, should do the dependent work ahead of the Sprint for the teams. This would create a bottleneck and a single point of failure, as well as undermine the self-organization and collaboration of the Scrum Teams 1122. Statement C is incorrect because it suggests that the Nexus should extend the Sprint so that the teams can have more time to complete the dependent work. This would violate the Scrum principle of time-boxing, which ensures that the Nexus delivers value frequently and incrementally, and inspects and adapts its process regularly 1122.

When six new Scrum Teams are working on one product, they should form a Nexus, which is a framework for scaling Scrum 11. A Nexus has a single Product Owner who is accountable for maximizing the value of the product and the work performed and integrated by the Scrum Teams 1122. Therefore, statement D is correct.

A Nexus also works off a single Product Backlog, which is an ordered list of the work to be done by the Scrum Teams in the Nexus 11. The Product Backlog has a single source of requirements and priorities for the product, and it is managed by the Product Owner 1122. Therefore, statement C is also correct.

Statements A, B, and E are incorrect because they imply that each Scrum Team has its own Product Owner and Product Backlog, which would create confusion, inconsistency, and duplication of work. Having multiple Product Owners and Product Backlogs would also undermine the transparency and alignment that are essential for scaling Scrum 1122.

When multiple Scrum Teams are working together on the same product, each team should not maintain a separate Product Backlog. According to the Scrum Guide, the Product Backlog is the single source of truth for the product, and it is owned and managed by the Product Owner 11. Having multiple Product Backlogs for the same product would create confusion, inconsistency, and duplication among the Scrum Teams and the stakeholders. It would also compromise the transparency, the alignment, and the value of the product development.

Instead of having separate Product Backlogs, the Scrum Teams should work from a common Product Backlog that reflects the vision, the goal, and the priorities of the product 22. The Product Owner should collaborate and communicate with the Scrum Teams and the stakeholders to ensure that the Product Backlog is clear, refined, and ordered. The Scrum Teams should coordinate and integrate their work to deliver a single Integrated Increment that meets the Definition of Done and the Product Goal every Sprint 33.