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What makes Agile teams effective isn’t just values and roles — it’s the events and artifacts that keep work transparent, aligned, and continuously improving. In this video, we’ll break down the essential Agile ceremonies and deliverables you must know for the PMP® exam and real-world project success.
This is the sixth video in our 15-part Agile Review & Question series. You’ll learn the purpose and outcomes of Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective, Product Backlog, Sprint Backlog, Sprint Goal, Definition of Done, Increment, backlog refinement, and more. Then, you’ll test your understanding with 10 scenario-based practice questions (Questions 51–60) with detailed explanations.
✅ You’ll learn how to:
• Understand the purpose of each Agile event and artifact
• Apply concepts like Definition of Done, Sprint Goal, and acceptance criteria in context
• Recognize how ceremonies and deliverables drive alignment, feedback, and improvement
• Strengthen exam readiness with real-world Agile scenarios
By practicing these questions, you’ll not only memorize Agile mechanics — you’ll know how to apply them under exam conditions and in the workplace.
Chapters:
0:00 Agile Events & Artifacts Overview
3:17 Question 51
5:09 Question 52
6:52 Question 53
8:45 Question 54
10:26 Question 55
12:17 Question 56
14:16 Question 57
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0:00
The topic we'll cover is agile events
0:02
and artifacts. The core ceremonies and
0:04
deliverables that bring structure,
0:05
alignment, and continuous improvement to
0:08
agile teams. These aren't just meetings
0:10
and lists. They're how agile teams plan
0:13
collaboratively, stay aligned, inspect
0:15
progress, and adapt quickly. Let's begin
0:18
with the events. For the exam, it's
0:21
important to understand the purpose,
0:23
timing, and outcomes of each event. The
0:25
sprint planning sets the tone for the
0:27
sprint. The team discusses what can be
0:29
delivered and how they'll get it done.
0:31
The outputs include a clear sprint goal
0:33
and the sprint backlog. Daily scrum is
0:36
the team's daily syncup. It keeps
0:38
everyone aligned, surfaces blockers
0:40
early, and helps the team adapt their
0:42
plan as needed. Sprint review is a
0:45
working demo for stakeholders. It's
0:47
about inspecting the increment,
0:49
gathering feedback, and updating the
0:50
product backlog based on what was
0:52
learned. Sprint retrospective gives the
0:55
team space to reflect and improve their
0:57
process. It's about making agile more
1:00
effective for the team one sprint at a
1:02
time. Now let's talk about the
1:04
artifacts, the items that create
1:07
transparency and shared understanding.
1:10
The product backlog is the full evolving
1:13
list of everything that might be built.
1:15
It's prioritized by the product owner
1:17
and updated often based on stakeholder
1:20
input and team feedback. The sprint
1:22
backlog is created during sprint
1:24
planning. It includes the selected
1:26
backlog items in the team's plan for how
1:28
to deliver them. It's a team-owned
1:31
artifact that evolves daily as work
1:33
progresses. The sprint goal is a short
1:36
guiding statement that captures the
1:37
purpose of the sprint and keeps the team
1:39
aligned even if not every backlog item
1:42
gets finished. The sprint goal ensures
1:44
everyone knows what success looks like
1:46
for that iteration. The definition of
1:48
done outlines the team's shared quality
1:51
criteria. It helps everyone understand
1:54
when work is truly complete, not just
1:56
coded or tested, but potentially
1:58
shippable. The increment represents the
2:01
sum of all completed work at the end of
2:03
a sprint. It must meet the definition of
2:05
done and be in a usable, potentially
2:08
shippable state. Even if the product
2:10
owner chooses not to release it
2:12
immediately, it's still a complete and
2:14
valuable deliverable. Backlog refinement
2:17
or grooming is a continuous process
2:19
where upcoming work is clarified, split
2:21
into smaller pieces, and estimated so
2:24
it's ready for future sprints. You'll
2:26
also need to understand acceptance
2:28
criteria, which define the conditions a
2:31
user story must meet to be considered
2:32
complete. This ties user stories
2:35
directly to stakeholder expectations.
2:38
Even though agile favors working
2:40
software over detailed documents, agile
2:42
documentation practices ensure that
2:44
teams still capture what's needed for
2:46
understanding, compliance, and
2:48
collaboration. And agile teams measure
2:51
progress with working outputs. Things
2:53
like completed stories, accepted
2:55
features, or demos, not just status
2:57
reports, or effort logged. Now, we'll go
3:00
through 10 practice questions that will
3:02
test your understanding of the purpose
3:04
and value of each agile event, the key
3:06
artifacts, the definition of done, and
3:09
how teams use acceptance criteria,
3:12
refinement, and documentation to deliver
3:14
real value. Let's get into our next
3:17
question. Question 51. During sprint
3:20
planning, a new agile team spends most
3:23
of the session discussing individual
3:25
tasks and assigning them to team
3:27
members. As a result, they run out of
3:30
time before finalizing the sprint goal
3:32
or understanding the overall value to be
3:35
delivered. What should the scrum master
3:38
do to improve the effectiveness of
3:39
sprint planning? A. Ask the product
3:42
owner to assign tasks beforehand so
3:45
planning runs more smoothly. B.
3:48
Encourage the team to focus first on
3:50
defining a clear sprint goal before
3:52
discussing tasks. C. Extend sprint
3:55
planning time to allow for a more
3:57
detailed breakdown of technical
3:59
assignments. D. Review the previous
4:02
sprints velocity in detail to help the
4:04
team forecast more accurately. You can
4:07
pause the video here if you need more
4:09
time to work on the question. The
4:11
correct answer is B. This question tests
4:14
your understanding of sprint planning's
4:16
purpose, which is not just about
4:18
assigning tasks. It's about defining
4:20
what value will be delivered and how the
4:23
team will work toward it. Choice B is
4:25
the best option because the sprint goal
4:27
creates alignment and focus. It sets a
4:30
shared direction for the team and helps
4:32
avoid turning sprint planning into a
4:34
task assignment session which is not the
4:36
intent in agile. Choice A is incorrect.
4:40
Having the product owner assign tasks
4:42
violates team self-management and
4:44
creates a command and control dynamic.
4:47
Choice C is incorrect. Extending the
4:50
time may give more space for discussion,
4:52
but it doesn't fix the root problem,
4:54
which is the lack of valuebased focus.
4:57
Choice D is incorrect. Velocity can
4:59
support planning, but focusing on it
5:02
first shifts attention away from shared
5:04
outcomes and can lead to scope fixation.
5:07
Let's move on to the next question if
5:08
you're ready. Question 52. A scrum
5:12
team's daily standups have gradually
5:14
shifted from quick, focused syncs to
5:17
lengthy problem-solving sessions. Team
5:20
members often start debating solutions
5:22
or diving into technical issues and the
5:24
meeting now regularly exceeds 30
5:27
minutes. What should the scrum master do
5:30
to help the team get back on track? A.
5:33
Coach the team to stay focused on the
5:35
purpose and time box of the daily scrum.
5:37
B. Encourage team members to hold
5:39
technical discussions after the daily
5:42
scrum. C. Add more time to the daily
5:44
standup to accommodate important issue
5:47
resolution. D. Suggest rotating
5:50
facilitators to help the team stay
5:51
focused during the meeting. You can
5:54
pause the video here if you need more
5:56
time to work on the question. The
5:58
correct answer is a. This question tests
6:01
your understanding of how the scrum
6:02
master protects the integrity of scrum
6:04
events, especially the daily scrum.
6:06
These meetings are meant to be brief,
6:08
focused, and purposeful. Choice A is the
6:10
best option because it focuses on
6:12
helping the team understand and respect
6:14
the purpose and structure of the daily
6:16
scrum. Coaching builds awareness and
6:18
self-correction, which are key to
6:20
long-term success. Choice B is
6:23
incorrect. While post scrum discussions
6:25
are helpful, it does not address the
6:26
root problem that the team has lost
6:28
focus during the event itself. Choice C
6:31
is incorrect. Extending the meeting may
6:33
seem practical, but it undermines the
6:35
scrum principle of time boxing and leads
6:38
to inefficient habits. Choice D is
6:41
incorrect. Rotating facilitators may
6:44
help with engagement, but without
6:46
resetting expectations, the format
6:48
issues will likely continue. Let's move
6:50
on to the next question if you're ready.
6:53
Question 53. During a sprint review,
6:56
stakeholders raise new suggestions after
6:58
seeing the completed increment. The
7:00
product owner listens but does not
7:02
record the ideas, stating that only
7:04
previously prioritized backlog items
7:06
should be discussed. The scrum master
7:09
notices some stakeholders appear
7:11
disengaged by the end of the session.
7:13
What should the scrum master do? A
7:16
remind stakeholders to submit
7:18
suggestions through the formal backlog
7:20
refinement process. B. Support the
7:23
product owner in keeping the sprint
7:25
review limited to planned deliverables.
7:28
C. Encourage open discussion and ensure
7:31
valuable input is considered for future
7:33
backlog refinement. D. Recommend
7:37
adjusting the format of the sprint
7:38
review to keep it more structured and
7:41
efficient. You can pause the video here
7:43
if you need more time to work on the
7:45
question. The correct answer is C. This
7:48
question tests your understanding of the
7:50
sprint review as a collaborative
7:51
adaptive event. It's not just a
7:53
demonstration. It's a key moment for
7:56
feedback and alignment. Choice C is the
7:59
best option because it keeps the review
8:01
interactive and valuedriven, ensuring
8:04
stakeholders feel heard. The scrum
8:06
master's role is to create an
8:08
environment where ideas are welcomed,
8:10
recorded, and refined later if valuable.
8:13
Choice A is incorrect. While backlog
8:16
refinement is important, directing
8:17
stakeholders to a formal process in the
8:20
middle of a review may feel dismissive
8:21
and limit collaboration. Choice B is
8:25
incorrect. Focusing only on plan
8:27
deliverables misses the point of the
8:29
review. To inspect the product and adapt
8:31
the backlog based on stakeholder
8:33
feedback. Choice D is incorrect. While
8:36
structure helps, adjusting the format
8:38
won't resolve disengagement caused by
8:41
ignoring feedback. Let's move on to the
8:43
next question if you're ready. Question
8:46
54. A team has been running successful
8:49
sprints with minimal defects and strong
8:51
delivery. During the last few
8:52
retrospectives, however, the team
8:54
members have struggled to identify areas
8:56
for improvement and often suggest
8:58
repeating what already worked. What
9:01
should the scrum master do to support
9:03
meaningful continuous improvement? A.
9:06
Allow the team to skip retrospectives
9:08
until a problem arises that needs
9:10
attention. B. Remind the team that
9:13
retrospectives are required and must be
9:15
held at the end of every sprint. C.
9:18
Introduce new retrospective formats or
9:21
questions to help the team reflect more
9:23
deeply. D. Encourage the product owner
9:26
to attend and suggest improvement areas
9:28
for the team. You can pause the video
9:30
here if you need more time to work on
9:32
the question. The correct answer is C.
9:35
This question tests your understanding
9:37
of the sprint retrospective's purpose.
9:39
It's not just a formality. It's about
9:41
uncovering ways to improve even when
9:43
things are going well. Choice C is the
9:45
best option because using new techniques
9:47
or questions helps the team see
9:49
patterns, surface hidden challenges, and
9:51
stay engaged in the process of
9:53
continuous improvement. Even
9:55
high-erforming teams benefit from
9:57
reflection. Choice A is incorrect.
9:59
Skipping retrospectives undermines the
10:01
inspect and adapt cycle at the heart of
10:04
agile and risks complacency. Choice B is
10:07
incorrect. While it's true that
10:09
retrospectives are required, simply
10:11
reminding the team of that won't make
10:13
them more valuable. Choice D is
10:16
incorrect. Involving the product owner
10:18
can provide perspective, but it may
10:20
shift focus away from team-led
10:22
improvement. Let's move on to the next
10:25
question if you're ready. Question 55. A
10:28
product owner has maintained a
10:30
well-ordered product backlog, but after
10:32
several sprints, stakeholders express
10:34
concerns that new market insights are
10:36
not being reflected in upcoming work.
10:39
The team continues to work through the
10:40
existing backlog items in order with
10:43
little change or rep prioritization.
10:46
What should the scrum master do? A
10:48
advise the product owner to preserve the
10:51
backlog order to avoid disrupting team
10:53
flow. B. Facilitate a backlog refinement
10:56
session to help the product owner
10:58
reassess priorities. C. Encourage the
11:01
team to raise concerns during daily
11:03
stand-ups when priorities feel outdated.
11:06
D. Acknowledge stakeholder concerns and
11:08
ask them to share new insights during
11:10
the next sprint review. You can pause
11:12
the video here if you need more time to
11:14
work on the question. The correct answer
11:16
is B. This question tests your
11:19
understanding of the dynamic nature of
11:21
the product backlog and the scrum
11:23
master's role in supporting
11:25
collaboration and adaptability.
11:28
Choice B is the best option because
11:30
backlog refinement sessions are intended
11:32
for reviewing and rep prioritizing items
11:34
based on new information. The scrum
11:36
master helps ensure that the product
11:38
owner considers emerging market needs
11:40
and keeps the backlog aligned with
11:42
business value. Choice A is incorrect.
11:45
While preserving flow is important,
11:47
sticking rigidly to backlog order
11:49
prevents responsiveness to change, a key
11:52
agile principle. Choice C is incorrect.
11:55
The daily standup is not designed for
11:58
strategic prioritization. It focuses on
12:01
short-term coordination, not product
12:03
direction. Choice D is incorrect. Asking
12:06
stakeholders to wait until the next
12:08
sprint review may delay needed
12:10
adjustments and miss the opportunity for
12:13
immediate backlog updates. Let's move on
12:15
to the next question if you're ready.
12:18
Question 56. During a sprint, a
12:21
developer marks a user story as complete
12:24
after writing the code and conducting a
12:26
quick demo to the product owner.
12:28
However, the team's definition of done
12:30
includes peer code review, unit testing,
12:32
and documentation updates, none of which
12:34
were completed. The developer says the
12:37
extra steps can be done after the
12:39
sprint. What should the project manager
12:41
do? Acknowledge the progress and ask the
12:44
team to complete the remaining steps in
12:46
the next sprint. B. Suggest revisiting
12:49
the definition of done with the
12:51
stakeholders so the team can stay on
12:52
track for delivery. C. Confirm with the
12:55
product owner that the story meets
12:57
functional expectations before closing
12:59
it. D. Reinforce that all items must
13:03
meet the agreed upon definition of done
13:05
before they are considered complete. You
13:07
can pause the video here if you need
13:09
more time to work on the question. The
13:11
correct answer is D. This question
13:14
evaluates your understanding of quality
13:16
control and agile and the importance of
13:18
adhering to the definition of done which
13:20
ensures consistency, transparency, and
13:23
shared quality expectations. Choice D is
13:26
the best option because it reinforces
13:28
accountability and alignment. When the
13:31
team commits to a definition of done,
13:33
all criteria must be completed before an
13:36
item is considered done. Skipping parts
13:38
of it weakens the integrity of the
13:40
increment and could cause quality issues
13:43
later. Choice A is incorrect. While
13:45
acknowledging progress is helpful,
13:47
pushing the remaining steps into the
13:49
next sprint violates the time box and
13:52
lowers quality. Choice B is incorrect.
13:55
Revisiting the definition of done
13:56
mid-sprint to avoid delivery impact
13:59
compromises standards and sends the
14:01
message that quality is optional. Choice
14:03
C is incorrect even if the product owner
14:06
is satisfied. Accepting incomplete work
14:09
bypasses team agreements and may create
14:11
rework or technical debt. Let's move on
14:14
to the next question if you're ready.
14:16
Question 57. Midway through the sprint,
14:19
a few team members raised concerns that
14:21
upcoming backlog items are vague and
14:24
lack sufficient detail. The product
14:26
owner has been unavailable for
14:27
refinement sessions, and the team feels
14:29
unprepared for the next sprint planning.
14:32
What should the project manager do? A,
14:35
ask the team to proceed with estimating
14:36
the items as best they can during sprint
14:39
planning. B, re-engage the product owner
14:41
and support the team in clarifying
14:44
upcoming backlog items. C. Facilitate a
14:47
meeting between stakeholders and the
14:49
team to gather the missing details. B.
14:52
Suggest the team rely on historical
14:54
velocity to compensate for the lack of
14:56
detail in backlog items. You can pause
14:59
the video here if you need more time to
15:02
work on the question. The correct answer
15:04
is B. This question tests your
15:06
understanding of backlog refinement and
15:08
the project manager's role in supporting
15:10
product owner and team collaboration. A
15:13
healthy backlog is essential for
15:14
effective planning. Choice B is the best
15:17
option because the product owner is
15:19
accountable for the backlog and the
15:21
project manager can play a facilitative
15:23
role by re-engaging them to ensure that
15:25
upcoming work is clear and prioritized.
15:28
This supports delivery readiness and
15:30
team alignment. Choice A is incorrect.
15:33
Estimating vague items leads to
15:35
unreliable forecasting and lowers team
15:37
confidence in commitments. Choice C is
15:40
incorrect. While stakeholder input can
15:43
help, it doesn't replace the product
15:45
owner's responsibility or ensure backlog
15:48
quality and prioritization.
15:50
Choice D is incorrect. Relying on
15:53
velocity to compensate for unclear items
15:55
treats planning like guesswork and risks
15:57
misalignment and rework. Let's move on
16:00
to the next question if you're ready.
16:02
Question 58. During the sprint review, a
16:05
stakeholder points out that a completed
16:07
user story does not meet their
16:09
expectations. The product owner explains
16:11
that the story was accepted because it
16:13
met the acceptance criteria written at
16:15
the start of the sprint. The team is
16:17
confused because the stakeholders
16:19
feedback seems valid, but it was not
16:21
reflected in the original criteria.
16:24
What should the project manager do? A
16:27
conduct an impact analysis to assess
16:29
whether the stakeholders feedback should
16:31
affect the current release. B. Remind
16:34
the stakeholder that acceptance criteria
16:37
cannot change once the sprint begins. C.
16:40
Facilitate a conversation between the
16:42
team, product owner, and stakeholder to
16:45
clarify expectations and improve future
16:47
stories. D. Ask the product owner to
16:50
update the story to reflect the
16:52
stakeholders feedback and reopen it in
16:54
the next sprint. You can pause the video
16:57
here if you need more time to work on
16:59
the question. The correct answer is C.
17:02
This question focuses on validating user
17:05
stories and managing expectations
17:06
through clear acceptance criteria. It
17:09
also highlights the importance of
17:10
continuous improvement in agile
17:12
collaboration. Choice C is the best
17:15
option because it encourages transparent
17:17
communication and shared understanding.
17:20
By bringing the team, product owner, and
17:22
stakeholder together, the project
17:24
manager promotes better alignment on
17:26
expectations for future stories and
17:28
prevents repeat confusion. Choice A is
17:31
incorrect. Conducting an impact analysis
17:34
sounds logical but shifts focus to the
17:36
current release rather than solving the
17:38
underlying misalignment on acceptance
17:40
criteria. Choice B is incorrect. While
17:44
technically true, simply reminding
17:47
stakeholders about process rules can
17:49
damage trust and discourage feedback.
17:53
Choice D is incorrect. Reopening the
17:56
story without broader discussion may
17:58
lead to rework without understanding the
18:00
root cause of the miscommunication.
18:03
Let's move on to the next question if
18:05
you're ready. Question 59. Midway
18:07
through an agile project, a compliance
18:09
officer raises a concern that critical
18:11
architecture decisions are not being
18:13
formally captured. The development team
18:15
argues that agile values working
18:17
software over documentation and prefers
18:20
to keep details within the codebase and
18:22
team discussions. The project sponsor is
18:24
now asking for a resolution that
18:26
balances agility with traceability. What
18:29
should the project manager do? A. Advise
18:32
the team to maintain detailed
18:34
architecture documentation for all
18:36
technical decisions going forward. B.
18:39
Work with stakeholders to define the
18:41
minimal necessary documentation that
18:43
supports compliance and business needs.
18:46
C. Ask the compliance officer to attend
18:48
sprint reviews to observe team progress
18:50
and reduce reliance on formal records.
18:53
D. Explain to the stakeholders agile's
18:56
focus on working software, team
18:58
communication, and minimum
19:00
documentation. You can pause the video
19:02
here if you need more time to work on
19:04
the question. The correct answer is B.
19:08
This question tests your ability to
19:09
balance agile values with regulatory and
19:12
organizational requirements. In real
19:14
world agile environments, working
19:15
software is a priority, but
19:17
documentation isn't discarded. It must
19:19
still serve value in compliance. Choice
19:21
B is the best option because it reflects
19:23
the agile principle of just enough
19:25
documentation tailored to business and
19:27
compliance needs. It shows that agile
19:30
teams are flexible and responsive to
19:32
stakeholder concerns while still
19:33
maintaining efficiency.
19:36
Choice A is incorrect. Creating detailed
19:39
documentation for all technical
19:40
decisions may be wasteful and go beyond
19:43
what's actually needed, violating the
19:44
agile principle of simplicity. Choice C
19:48
is incorrect. While involving the
19:49
compliance officer can improve
19:51
visibility, sprint reviews aren't the
19:53
right venue for architectural
19:54
traceability. Choice D is incorrect.
19:57
Educating stakeholders about agile
19:59
values is helpful, but ignoring their
20:01
need for documentation misses the
20:03
opportunity to collaborate and adapt.
20:06
Let's move on to the next question if
20:08
you're ready. Question 60. An executive
20:12
sponsor asked the project manager for a
20:14
status update on the agile team's
20:16
progress. The project manager presents a
20:18
slide showing velocity trends, team
20:20
capacity, and total story points
20:22
completed. The sponsor appears confused
20:24
and asks, "But how do we know if we're
20:27
actually making real progress?" What
20:30
should the project manager highlight? A.
20:32
Reassure the sponsor that velocity
20:34
trends and story points are standard
20:37
agile metrics used across the industry.
20:40
B. Explain that progress is measured
20:42
through the completion of planned tasks
20:44
and meeting team capacity targets. C.
20:47
Share the latest working product
20:49
increments and explain how they align
20:50
with business objectives.
20:53
D. Show a burnup chart to forecast how
20:56
many story points will be completed by
20:57
the end of the release. You can pause
21:00
the video here if you need more time to
21:02
work on the question. The correct answer
21:04
is C. This question tests your
21:07
understanding of how agile measures real
21:10
progress not through internal metrics
21:12
alone but through delivering working
21:14
valuable outcomes. Choice C is the best
21:17
option because in agile progress is
21:19
evaluated based on working product
21:21
increments that can be reviewed,
21:23
validated, and aligned with business
21:25
goals. This is what provides true
21:27
transparency and confidence. Choice A is
21:31
incorrect. While velocity and story
21:33
points are helpful team level tools,
21:36
they don't always resonate with business
21:38
stakeholders who care about value
21:40
delivery. Choice B is incorrect.
21:43
Capacity and task completion are
21:46
internal productivity indicators, not
21:48
business focused progress measures.
21:50
Choice D is incorrect. A burnup chart
21:53
can provide forecasts, but without
21:56
showing actual working outputs, it
21:58
doesn't demonstrate what value has been
22:00
delivered so far. Great job on
22:03
completing the 10 questions on agile
22:05
events and artifacts. That's a total of
22:07
60 agile questions mastered so far.
22:10
Every question you tackle sharpens your
22:12
exam readiness. Keep it up. When you're
22:14
ready, I will see you in the next topic.