A. Add each open impediment to the Product Backlog.

B. Prioritize the list and work on them in order.

C. Arrange a triage meeting with all project managers.

D. Discuss the impediments with the Development Team.

A. Collect the Sprint tasks from the teams at the end of their Sprint Planning and merge that into a consolidated plan for the entire Sprint.

B. Teach the Product Owner to work with the lead developers on ordering Product Backlog in a way to avoid too much technical and development overlap during a Sprint.

C. Visit the five teams each day to inspect that their Sprint Backlogs are aligned.

D. Teach them that it is their responsibility to work with the other teams to create an integrated Increment.

A. Forecast the most likely Product Backlog items to meet the goal and create a Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint.

B. Cancel the Sprint. Send the entire team to an advanced Scrum training and then start a new Sprint.

C. Discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.

D. Continue the Sprint Planning meeting past its time-box until an adequate number of Product Backlog items are well enough understood for the Development Team to make a complete forecast. Then start the Sprint.

E. Ask everyone to take as much time as needed to analyze the Product Backlog first, and then reconvene another Sprint Planning meeting.

A. True

B. False

A. Complete the project within the date and cost as calculated by the Product Owner.

B. Do all of the development work, except for specialized testing that requires additional tools and environments.

C. Turn Product Backlog items into an Increment of potentially releasable product functionality.