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Scrum Master cannot be the Product Owner, manager of the Team or the Project Manager (T/F)

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1. Scrum Master cannot be the Product Owner, manager of the Team or the Project Manager (T/F)

1. Business value 2. Release date 3. Interdependency
1. Customer satisfaction by early and continuous delivery of valuable software 2. Welcome changing requirements, even late in development for the competitive advantage 3. Working software is delivered frequently (weeks rather than months) 4. Business people and developers should work together daily 5. Face-to-face conversation is the best form of communication 6. Build projects around motivated individuals 7. Working software is the primary measure of progress 8. Maintain a constant pace indefinitely (promote sustainable development) 9. Continuous attention to technical excellence and good design 10. Simplicity—the art of maximizing the amount of work not done—is essential 11. Self-organizing teams 12. Regular adaptation to changing circumstances
The estimates for all the user stories identified by Product Owner and team are summed up and divided by average velocity of the team from the past releases - This will give number of Sprints required to complete the desired set of functionalities based on which the Release end date can be defined.
TRUE

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Scrum Master cannot be the Product Owner, manager of the Team or the Project Manager (T/F)

❤ If you liked Fatskills, consider supporting us by checking out The Life Manuals You Never Got.

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All trademarks, logos and brand names are the property of their respective owners. All company, product and service names used in this website are for identification purposes only. Use of these names, trademarks and brands does not imply endorsement.

About | Explore | User Guide | Topics | Subjects | Doubt Solver | Career Aptitude Test | Answers | Free Tools | What Should We Know?
Privacy | Terms |

Without work one finishes nothing. - Ralph Waldo Emerson
© 2026 Fatskills.com