Scrum master questions:
What is user story : Mention the definition then mention INVEST criteria it should meet DOD
and DOR.
Q .If you are coming up with new team and then mature team what is your method of
estimating ?
For new team I would start by simply in terms of hours and after 4-5 sprints once it gets
mature its working fine then you get in terms of Tshirt, size estimation. Then introduce story
points Fibonacci series.
Q. Why is Fibonacci series? Small story has less dependency. Its granular. But when it is more
SP then you should break it down. The relative complexity increases.
Q- what is fav event in sprint? As such every ceremony is [Link] Demo, because you
demo the hard work you have done and get to know what is coming in next sprint by the PO.
It gives you confidence boost. Difficulty is when you get to know you haven’t met the goal.
Justifying becomes diiffuclt may be environment is down or team is not mature.
Difficult is sprint planning you don’t know what to bring to the table.
Q- have you resolved a conflict within the team what is nature of conflict.? When a new
technical strong guy enters during the appraisal time everyone starting raising issue
We have created peer review. Spoke to them individually Second one with Product owner
with new team. Doesn’t has experience so prioritize was becoming difficult. We introduced
our BA and facilitated discussion with her.
Q Discuss the situation where you utilised your certification? We were only using KANBAN
we will use scrum.
Q how do you know your team is respecting you as SM? You should empathetic with them
you use personal connection. =give them reason impediment removal may be hackathon to
improve the team.
Q what kind of impediments you faced what was nature? You faced culture issue while
interacting with people from other countries Feel issues with English? Open transcripts for
all of them because someone speak fast. Switch on videos 2) People from SA were very slow
I had to coach them what is sev, groom your product, Introduced 2 times backlog grooming.
Mock interview #2
Q Why daily scrum is of 15 minutes and not less or more than that? Scrum is based on
empiricism experience and over time It has been observed that they are able to complete
the work in 15 min
Q is scrum master job as admin? Like dev were not updating Jira. One dev asked that it is not
mentioned in scrum guide to update JIRA, you coached them that it hardly takes few mins to
update jira so that your work is transparent and inspection.
Q why scrum is framework and not methodology? A methodology tells you exactly how to
do things — step by step, with fixed rules and processes. A framework gives you a structure
and guiding principles, but you decide how to apply them.
Q why is sprint review and not demo? In demo you showcase your work and unidirectional
but not interactive where you take feedback but in review you take
Q mgmt. says we give you 5 dev so vel will increase? That’s not true more dev you add more
time they take to absorb new things and comm channels also inc so prod dec
Q If you are new SM and new team. How would you help PO in prioritizing the product
backlog? As a new Scrum Master, I’d first work with the Product Owner to make sure the
backlog is clear, refined, and aligned with business goals. I’d encourage using a prioritization
framework like MoSCoW or WSJF so that the most valuable and time-sensitive items come
first.
Q If you are not getting recognition as scrum master what will you do? You have to put I
aside and you have to think as team.
Q what all good qualities of SM ? Listener, facilitator, person with empathy, guide& mentor
Q If you failed as SM? As transformation it is diff to transform from waterfall to agile if they
are not willing to accept change
Q what is success as SM? If working in virtual env still team is delivering inspite of being
remote, team is collaborate even in absence of Scrum master
Q how your day as SM goes? I start day with burn up chart, then check mails and prepare for
meeting, check DOD before scrum review, have 1-2-1 with each dev each day, as part of COE
I have to share ppt with best practices
Q if the PO comes with new story in b/w sprint how to tackle? If the PO brings a new story
mid-sprint, I’d first remind them that sprint scope is fixed once committed. I’d assess with
the team because its dev who is working. whether it’s critical or can wait for the next sprint.
If it’s truly urgent, I’d facilitate discussion with the PO and team to remove or swap an equal-
sized story so sprint goals remain realistic. Coach him it should become habit
Q what are some-antipatterns you have seen? Timebox not fix like DSM extending beyond
20 min. team skipping retrospectives. PO dominating discussions. Mid sprint scope change
Q why should we hire you? I introduce agile transformation to new org.
Q- if a new PO comes up and not able to understand in framework how would you tackle?
Make him understand that each sprint should generate value. Prioritize backlog as per DOD,
DOR, invest
Q- if you are in meeting where people are talking about other framework what is your take?i
would be active listener and see what can I take from that. Will speak to other people to
gain knowledge and may be implement them in future.
Q- what is difference between technical debt and spike? A technical debt is leftover work or
shortcuts taken during development that must be fixed later to maintain quality (e.g., poor
code or missing tests). A spike, on the other hand, is a time-boxed research or investigation
activity done to gain knowledge or reduce uncertainty before implementing a feature.
Q how can you inc prod in team? In retro identity issues such as defect coming, people
taking too many leaves, spillover
Q If team member denies to join any scrum event? Its not about you but as team its an
opportunity for you to outshine yourself
Q- what is strength and weakness? I am problem solver, empathic person team can
approach you, weakness- working with global teams is challenge, collab is delay.
Q- how will you resolve conflict among team members? Listen to each member not bias take
common consensus, inculcate team shared goals team value, one of two values is respect
and openness in team.
Q - your team is getting bored in scrum retro. what actions you will take to be effective?
I’d first try to understand the root cause — whether it’s repetition, lack of follow-up on
previous actions, or a feeling that f/b doesn’t lead to real change. I’d refresh the format by
introducing interactive techniques like “Start–Stop–Continue,” “Sailboat,” or “Mad–Sad–
Glad” to keep discussions lively and focused.
I’d also rotate facilitation occasionally, letting team members lead the retro to create
ownership and variety.
Q what is diff b/w capability and feature give example? It is from Safe framework. A
Capability is a high-level solution behavior that spans multiple Agile Release Trains (ARTs) It
represents a larger business objective Capabilities are typically defined during Program or
Solution level planning and later broken down into Features.
A Feature is a service or functionality that delivers specific value to the customer and can be
completed within a single Program Increment (usually 8–12 weeks). Timeframe: A Feature
is completed within 1 PI and can be further broken down into User Stories for teams.
Q if you mgr ask you to share something against org policy what would you do? You check
whether at your level whether it is their against policy or not. Discuss with your mgr and
document in form of email. Also loop HR.
Q in case your mgr/QA is saying to complete user story with less DOD? Regression has been
completed code moved to server AC met. You analzye why this is happening although it is
done initially with agreement of all. You check with PO if there are something which are not
needed but coach them if we can include a little
Q you are SM. Team is experiencing lack of clear direction resulting in rework, poor
comms(retro & DSM), Collab with transparency in JIRA visible to everyone pair programming
difficulty estimating and completing work(look at historical data and capacity) and low
morale? (Retro discussion) Thorough backlog refinement with scrum team, involve SME
wherever req, facilitate meetings, AC reviewed by PO.
Q- Team members are not punctual? Coach abt meetings, let them know about your
expectations, if some team member is missing its his responsibility to update later via email
Q- No accurate estimation. Some are underestimating some are overcommitting miss
deadline? Do relative estimation, try look at previous sprint in terms of [Link]
promoting your team and delegate responsibilities. Do r&[Link] SME
Q- You are agile coach. Team is struggling with delivering high quality software?Do retro and
assess your past issues come with action plan. Intro to TDD, pair prgm, improve DOD, Limit
WIP. Stick to timebox and not extend. Promote collab culture.
Q How would you handle defects issues in prod which involve mutilpe dependancies on
external things? As SM I discuss before release we collab with team, involve business for
transparency
Q- you come across situation where the test server when code is released to prod server
goes down what would you do as SM? I’d first facilitate quick collab b/w the DevOps, QA,
and dev teams to identify the root cause. I’d ensure the issue is logged, a rollback
communicate status transparently to stakeholders. Also release incrementally introduce
automated env check
Q- Your project req integration with 3rd party apps with ups/m and downs/m what you will
do address this vendor liability? Designated person should be aligned Robust monitoring
Q-what are different configuration in SAFe ? which configuration you are operating in ?
SAFe has four configurations based on the size and complexity of the organization:
1. Essential SAFe – the core configuration with Agile Teams and an ART (Agile Release
Train).
2. Large Solution SAFe – adds coordination for multiple ARTs without portfolio level.
3. Portfolio SAFe – includes Lean Portfolio Management for strategy and funding
alignment.
4. Full SAFe – combines all levels (Team, Program, Large Solution, Portfolio).
Currently, I’m operating in Essential SAFe, where we focus on managing a single ART with
multiple Agile teams delivering value through PI Planning, Iterations, and Inspect & Adapt
events.
[Link] a cx how will you measure the outcomes ? I will check historical data in waterfall vs
agile model what was time to market in one year how many features delivered in each
model. In agile you can measure velocity, not in waterfall. You can check f/b of scrum team
how they are feeling in agile.
Q. you team is feeling burnout how will you handle as SM? You would ack the stressful
situation. You can give them work from home if possible. You can check with PO that only
essential features to develop.
Q. You are in sitn. Where a sr dev disagrees with your idea in sprint planning? As a team
member I would understand his point of view whats wrong with idea of SM. We have to
coach we don’t have time for trial and error focus and respect. Ex: there was one of sr dev
was bossing to do work alone but had 1-21 discussion with him to ego maasage him that
allow jr dev also to work if in case you are not there they can exp
Q. if you observe there is another SM in other team who is not performing what will you do
First observe is timebox and agenda of call respected are all team member respecting and
collaborating. Is SM also doing micromgmnt or not even shielding. Talk to SM 1-2-1. I can
take consent from SM whether I can be part of their meeting as silent observer take notes
come up with plan. In case if it is not improving escalate to mgmt.
Q. How would make boring retro fun ? Ask question which is fav sport to oeveryone. Add
one extra column of thank you on board so everyone participates say thank you means team
is collaborating. Rotating members every sprint by sprint
Q How would you self evalute yourself as SM? Gather f/b from scrum team, stakeholders
unanimously 2) Try checking if team has become self mature enough to solve blockers on
their own try for 1-2 sprints if not then you step in 3) Are you giving any value to team, check
for new tech or new certifcations