Due to the extensive use of Agile approaches in various industries, there has been a steady increase in demand in recent years for Scrum Masters and developers with Scrum experience. A thorough understanding of Agile principles, Scrum frameworks, and real-world scenarios is necessary to prepare for a Scrum Master interview. The top 40 interview questions for Scrum Master, arranged by subject, are included here, along with sample answers to help in your preparation. Get started with our Scrum Master Course Syllabus.
Scrum Master Interview Questions and Answers for Freshers
Here are some interview questions for a Scrum Master aspirant:
1. What is Scrum?
Scrum is an Agile methodology that emphasizes cooperation, flexibility, and incremental progress in the management of complicated projects.
It includes events (Sprint, Daily Standup, Sprint Review, Retrospective), roles (Scrum Master, Product Owner, Development Team), and artifacts (Product Backlog, Sprint Backlog, Increment).
2. What are the three pillars of Scrum?
Transparency, Inspection, and Adaptation are the three pillars. Inspection entails routinely assessing progress, transparency guarantees insight into the process, and adaptation permits modifications in response to input.
3. What are the key roles in Scrum?
The principal roles of Scrum are:
- Scrum Master: Removes obstacles and facilitates the Scrum process.
- Product Owner: Sets priorities and oversees the Product Backlog.
- Development Team: Product increments are delivered by the development team.
4. What is a Sprint?
A sprint is a brief time frame during which a team works to accomplish a certain objective. Large projects are divided into more manageable chunks using sprints, which are an essential component of agile approaches like scrum.
Typically lasting two to four weeks, a sprint is a time-boxed iteration in which the team produces a potentially shippable product increment.
5. What makes Agile different from Scrum?
Scrum is a particular framework that applies Agile ideas, whereas Agile is a way of thinking or philosophy. Here are the key differences:
| Factors | Agile | Scrum |
| Scope | Agile is a broad approach that includes other approaches including Scrum, Kanban, and Extreme Programming. | Scrum is a particular Agile framework with its own set of guidelines and procedures. |
| Flexibility | Agile places a higher priority on flexibility and the ability to adjust to new requirements throughout the project. | Scrum takes a more organized approach with well defined sprint cycles. |
| Roles | Agile doesn’t mandate specific roles. | Scrum explicitly identifies roles like Product Owner, Scrum Master, and Development Team. |
| Process | Agile concentrates on the fundamental values and principles and lets teams personalize their workflow. | Scrum offers a comprehensive process with particular rituals like sprint planning, daily stand-ups, and sprint reviews. |
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6. What does a Scrum Master do?
In addition to coaching the team on Agile techniques and ensuring adherence to Scrum principles, a Scrum Master facilitates Scrum events and removes obstacles.
7. What is the difference between a Scrum Master and a Project Manager?
While a project manager concentrates on planning, carrying out, and delivering the project, a scrum master is a servant leader who supports the scrum process. While project managers frequently lead teams, scrum masters enable teams to self-organize.
| Factor | Scrum Master | Project Manager |
| Goals | It helps the team complete the project on schedule by concentrating on the team and the process. | It focuses on the project and makes sure it is finished on schedule and within budget. |
| Responsibilities | It oversees the team, coaches them, and makes sure they adhere to Scrum’s tenets. | It develops a timeline and schedule, oversees the project’s planning and execution, and controls the budget. |
| Focus | It emphasizes adaptability, teamwork, and consistent delivery. | It puts control, hierarchy, and reaching predetermined goals first. |
| Team | It collaborates closely with development teams, other stakeholders, and the product owner. | It oversees the project team, which includes gathering, assigning, and assisting them. |
| Methodology | It operates using the Agile paradigm, which makes use of brief daily meetings and sprints, which are brief work cycles. | It may employ conventional techniques like Waterfall, which emphasize thorough preparation up front. |
8. How would you respond to a team that isn’t using Scrum?
Sample Answer: I would first identify the underlying reasons behind the reluctance, coach them on the advantages of Scrum, then set an example. I would lead training sessions or workshops to reaffirm Scrum concepts if needed.
9. How is a Scrum Master’s performance evaluated?
The skill of a Scrum Master to coach the team on Scrum practices, remove obstacles, facilitate effective team dynamics, encourage continuous improvement, and make sure the team is consistently delivering value, all while adhering to Scrum values and principles, is usually used to evaluate the team’s performance.
This is mainly done through observations of team interactions, sprint retrospectives, and metrics like velocity and cycle time.
10. How does one go about putting servant leadership into practice?
Serving the team by removing barriers, encouraging teamwork, and giving them the tools they need to thrive is the main goal of servant leadership. I put it into reality by encouraging a culture of trust, actively listening, and attending to the needs of the team.
11. What is the purpose of the Daily Standup?
The team synchronizes work, talks about progress, and identifies obstacles during the 15-minute Daily Standup. What was accomplished yesterday, what will be accomplished today, and any obstacles are the main points of emphasis.
12. How do you handle a team member who dominates the Daily Standup?
The best course of action when a team member dominates the daily standup is to gently interrupt, remind them to keep their updates brief, and actively encourage other team members to share their updates by calling on them by name. If the problem continues, you might want to have a private discussion with the person to discuss how their behavior affects the dynamics of the team and to promote more balanced participation.
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13. What is the purpose of the Sprint Retrospective?
The team gathers for the Retrospective at the conclusion of the Sprint to discuss what worked, what didn’t, and how to do better the following Sprint.
The purpose of a sprint retrospective is to identify areas for improvement as well as what went well and where you encountered issues. Regular reviews are a crucial component of teamwork.
14. How do you facilitate a Sprint Planning meeting?
Step 1: Reviewing the outcomes of the previous sprint should facilitate a Sprint Planning meeting.
Step 2: The product owner and you should clearly define the sprint goal, prioritize user stories from the product backlog, estimate effort using story points, assign tasks to team members based on capacity.
Step 3: Finalize the sprint backlog.
Throughout the process, make sure everyone is aware of their responsibilities and the overall sprint plan.
Step 4: Actively encourage collaboration and discussion to reach a consensus on the sprint scope.
15. What is the difference between a Sprint Review and a Sprint Retrospective?
While the Retrospective is an internal team gathering to consider the process and pinpoint changes, the Sprint Review concentrates on showcasing the finished product to stakeholders.
Examining and showcasing the work completed during the sprint as well as talking about the product’s future scope of work are the main goals of the sprint review.
The work process is the main emphasis of the sprint retrospective, which also highlights the team’s collaborative efforts during the sprint.
16. What is a Product Backlog?
The Product Owner maintains the Product Backlog, which is a prioritized list of features, improvements, and issue fixes.
- Features: The product needs to have new features added.
- Enhancements: Changes that must be made to the final product.
- Fixes: Errors or other problems that require attention.
- Technical work: Assignments requiring technological know-how.
- Knowledge acquisition: Activities involving the acquisition of new knowledge.
17. How do you ensure the Product Backlog is well-maintained?
To make sure that things are precisely described, ranked, and improved, we should collaborate closely with the product owner. The backlog is kept current through regular backlog refinement meetings.
In order to maintain a well-maintained Product Backlog, you should:
- Use a specialized tool to manage and visualize the backlog.
- Make sure to update it frequently based on shifting priorities and new information.
- Clearly define each backlog item with acceptance criteria.
- Prioritize items based on business value.
- Regularly review and refine the backlog through “backlog grooming” sessions.
18. What is the Definition of Done (DoD)?
The DoD is a common definition of what constitutes a finished job or user narrative. It guarantees deliveries are consistent and of high quality.
19. What is the difference between the Product Backlog and the Sprint Backlog?
The product backlog is dynamic and is constantly being improved and rearranged in response to stakeholder input and changing project requirements. To enable the team to concentrate on doing the assigned work without interruption, the sprint backlog, on the other hand, stays set for the duration of the sprint.
To simply say, All possible work for the product is included in the Product Backlog, whereas things chosen for the current Sprint are included in the Sprint Backlog.
20. How do you handle changes to the Sprint Backlog during a Sprint?
Maintaining the Sprint Goal, being transparent with the Product Owner about any necessary adjustments, and only making changes that are absolutely necessary to achieve the Sprint’s goals should be the development team’s top priorities when managing changes to the Sprint Backlog during a Sprint. Usually, the backlog is updated during daily scrums to reflect any necessary modifications.
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Scrum Master Interview Questions for Experienced
Here are some interview questions for a Scrum Master experts:
1. What is velocity in Scrum, and how do you use it?
In Scrum, “velocity” is a crucial metric that gauges how much work a team can accomplish in a single sprint.
Usually expressed in story points, it helps in project timeline planning and helps the team estimate how much work to commit to in subsequent sprints. In essence, it represents the team’s “pace” of work based on historical performance.
To use velocity in Scrum, you have to
- Calculate velocity.
- Use sprint planning.
- Forecast delivery rates.
- Monitor team performance.
The amount of work a team accomplishes in a sprint is measured by velocity. Although it helps in sprint predictions, it is not a suitable performance metric.
2. How do you handle a team with low velocity?
A team with low velocity can be managed by first assessing its current sprint performance, identifying possible bottlenecks, and then putting strategies like better communication, backlog refinement, cross-training team members, technical debt resolution, open discussions during retrospectives, and clear and well-defined user stories into practice, all while keeping the team composition constant to reduce disruptions.
Key steps to address low team velocity:
- Analyze sprints.
- Refine the backlog.
- Promote communication and collaboration.
- Cross-training.
- Address technical debt.
- Leverage retrospectives.
- Maintain a consistent team.
- Clarify user stories.
- Reduce work in progress.
- Identify and remove impediments.
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3. What is a burndown chart, and how is it used?
A burndown chart shows how much work is left in a sprint. It assists the group in identifying possible delays and visualizing progress. Assessing whether a team is on track to complete their scheduled work within a sprint or project cycle is its primary application in Agile project management.
Important Points about Burndown Chart:
- Visual representation.
- Ideal line.
- Interpreting the chart to know positive and negative trends.
- Agile methodology.
Example:
4. How do you handle stakeholders who want detailed progress reports?
Establish clear communication channels, give regular updates with specific metrics and data points, adjust the report level of detail to their needs, proactively address any potential concerns, and actively engage stakeholders in discussions to ensure their understanding and alignment with the project goals.
This will help you deal with stakeholders who want detailed progress reports. Early on in the project, you should also set expectations regarding the frequency and format of reports.
5. What is cycle time, and why is it important?
In a variety of industries, including manufacturing, software development, and logistics, cycle time is a critical metric that helps identify bottlenecks in a process, optimize efficiency, and measure the speed of production or service delivery.
In other words, a shorter cycle time means a faster and more efficient workflow. Cycle time is the total amount of time it takes to complete a single unit of work, from start to finish, including any wait times.
6. How do you handle conflicts within the team?
To handle conflicts within a team, you can:
- Identify the Source: Recognize the root cause and the impact it is having on the team.
- Communicate Openly: Promote candid communication and attentive listening.
- Be Empathetic: Make an effort to comprehend the viewpoint of others.
- Focus on Interests: Look for areas of agreement and common ground.
- Create a Plan: Describe the following stages and due dates for settling the dispute.
- Compromise: Both parties may have to make allowances if the dispute cannot be settled.
- Use Mediation: If required, you may employ dispute resolution techniques or mediation.
7. What do you do if the Product Owner and Development Team disagree on priorities?
The best way to resolve a conflict between a Product Owner and the Development Team regarding priorities is to encourage open communication, talk about the reasons behind each viewpoint, and collaborate to come to an agreement based on the project’s overall objectives and user needs.
This may entail presenting data, talking about technical viability, and looking into possible compromises in order to determine the best course of action.
Key Steps to Take:
- Open and respectful dialogue.
- Focus on data and evidence.
- Joint decision-making.
- Consider the bigger picture.
- Involve stakeholders if required.
8. How do you motivate a disengaged team?
A disengaged team can be motivated by:
- Determining the underlying reason for their disengagement.
- Clearly communicating expectations.
- Offering opportunities for professional development.
- Acknowledging accomplishments and creating a positive work environment.
- Encouraging open communication.
- Matching roles to individual strengths.
- If feasible, providing flexibility.
In other words, they should feel heard, respected, and empowered in their roles, with clear pathways for growth and advancement.
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9. How do you handle a team member who is not contributing?
The best way to deal with a team member who isn’t contributing is to first have an open and private discussion to find out what’s causing them to not participate, then clearly communicate expectations, offer support if necessary, and set measurable goals to track progress.
If the problem continues, you may want to consider other options, such as involving other team members or elevating the matter to HR, depending on the circumstances and company policy.
Key Steps to Take:
- Identify the root cause.
- Open communication.
- Set clear expectations.
- Offer support and feedback.
- Set measurable goals.
- Involve others if required.
- Follow up regularly.
10. How do you build trust within the team?
Being dependable, transparent, and promoting open communication are ways to foster trust in a team. Additionally, you can establish a welcoming atmosphere where team members are treated with respect and feel appreciated.
- Being Transparent: Communicate honestly and freely, be truthful about your goals and behavior, be explicit about the team’s goals and expectations, and don’t withhold resources or make choices behind closed doors.
- Encourage Open Communication: Establish a culture that encourages employees to voice their opinions, encourage people to provide information by posing open-ended questions, and encourage team members to share their thoughts, worries, and errors.
- Demonstrate Reliability: Be dependable and fulfill your commitments, keep your word, even when things get tough, and encourage your teammates when they make mistakes.
- Be a Capable Leader: Be personable and amiable, be aware of and sensitive to the feelings of your teammates, and encourage sincerity, compassion, and humanity.
11. What is the role of a Scrum Master in a scaled Agile environment (e.g., SAFe)?
The Scrum Master works with other Scrum Masters to guarantee team alignment, supports the team, and leads Scrum events in SAFe.
Key Responsibilities of SAFe:
- Educating teams on Agile principles and SAFe framework.
- Facilitating team events.
- Impediment removal.
- Team coaching and development.
- Alignment with program and portfolio goals.
- Supporting PI Planning.
12. What are the differences between scrum and kanban?
Both Scrum and Kanban are project management methodologies that facilitate more effective teamwork. Scrum concentrates on organizing workflow, whereas Kanban concentrates on visualizing work.
| Factors | Kanban | Scrum |
| Focus | Visualizing work. | Structuring workflow. |
| Delivery | Continuous delivery. | Chunks of deliverables. |
| Flexibility | More flexible. | More prescriptive. |
| Board | Visualizes work in progress. | Tracks work through stages. |
| Roles | Less defined roles. | Defined roles like product owner, scrum master, and development team. |
| Uses | For businesses that are typically satisfied with their current workflow, kanban is a solid option. | Scrum is a wonderful option for companies that require significant transformation. |
13. How do you handle technical debt in Scrum?
We can manage technical debt in Scrum with the following:
- By putting technical debt items in the product backlog.
- By allocating a portion of each sprint to refactor them.
- By prioritizing them according to their impact.
- By being transparent with stakeholders about their existence
- By establishing coding standards to stop additional debt accumulation.
In other words, treat technical debt as an integral part of the development process rather than an afterthought.
Key strategies for managing technical debt in Scrum:
- Make technical debt visible.
- Prioritize technical debt.
- Allocate sprint capacity.
- Regular communication.
- Code quality standards and use code metrics.
- Adapt definition of “Done”.
- Refactor incrementally.
- Consider the business context.
14. What is the role of the Scrum Master in Sprint Grooming?
The Scrum Master leads Backlog Refinement meetings, making sure the Product Owner sets priorities and the team comprehends the items.
This dynamic document, which is overseen by the Scrum Master, changes when priorities and new information become available. It acts as a roadmap for Daily Standups, guaranteeing openness and attention to the Sprint objective.
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15. How do you handle a team that consistently misses Sprint goals?
The best ways to address a team’s persistent failure to meet sprint goals are:
- Facilitating open communication.
- Reviewing sprint planning procedures in detail.
- Evaluating task estimates.
- Spotting potential obstacles.
- Working together with the team to modify the team’s strategy.
They may include the Scrum Master leading discussions to identify the underlying reasons for missed goals and putting solutions in place to improve future sprints.
Key steps to address a team consistently missing sprint goals:
- Open communication and reflection with regular check-ins, retrospectives, and honest feedback.
- Sprint planning and goal setting with detailed backlog refinement, accurate estimation, and SMART goals, and team ownership.
- Addressing potential roadblocks using dependency management, and resource constraints.
- Adapting the process through breaking down complex tasks, performing prioritization, and employing continuous improvement.
16. What would you do if the Product Owner is unavailable during a Sprint?
The best course of action in the event that the Product Owner is unavailable during a Sprint is to assign a temporary “acting” Product Owner from the team, typically a team member who has a thorough understanding of the product and priorities, to make important decisions and offer clarifications as needed throughout the Sprint.
This ensures that the team collaborates and communicates clearly in order to minimize disruptions and keep the team moving forward toward the Sprint Goal.
Key steps to take:
- Identify a suitable replacement.
- Communicate clearly.
- Leverage existing documentation.
- Prioritize critical issues.
- Maintain open communication.
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17. How would you handle a team that resists adopting Scrum?
The key to dealing with a team that is resisting Scrum adoption is to honestly address their concerns, identify the underlying reasons for their resistance, and actively involve them in the process by educating them, encouraging open communication, and implementing changes gradually while taking their input into consideration.
This may entail conducting pilot projects, offering specialized training, and making sure that the leadership is on board with the shift to Scrum.
Important Steps to Take:
- Identify the reasons for resistance such as open dialogue and misconceptions, and past experiences.
- Educate and train the team with Scrum basics and some tailored approach.
- Involve stakeholders and leadership with executive buy-in and customer perspective.
- Pilot projects and gradual implementation using small-scale testing and Iterative refinement.
- Focus on communication and transparency through regular feedback loops and visible progress.
- Empower the team with self-organization and celebrate successes.
18. What would you do if a stakeholder tries to add scope during a Sprint?
When a stakeholder tries to add scope during a sprint, the best course of action is to gently explain the value of keeping the sprint scope fixed, talk about the possible consequences of adding new work in the middle of the sprint, and collaborate with the stakeholder to prioritize the new request for a later sprint.
This will keep the stakeholder informed and involved in the process while also clearly communicating the reasons why adding scope in the middle of a sprint is not a good idea.
Key Steps to Take:
- Acknowledge the request.
- Explain the Agile principle of fixed scope.
- Assess the impact.
- Propose alternative solutions.
- Add to the backlog.
- Re-prioritize backlog items.
- Communicate clearly.
- Involve the Product Owner.
19. How do you handle a team that is not improving after multiple Retrospectives?
Seek advice from a more experienced facilitator or external consultant to identify potential blind spots and implement more effective strategies.
If a team isn’t improving after several retrospectives, think about addressing the underlying issues by:
- Facilitating deeper discussions.
- Reviewing the retrospective process itself.
- Making sure action items are followed up on.
- Involving stakeholders outside of the immediate team.
- Assessing whether there are external factors impeding progress.
20. What would you do if the team is consistently overcommitting in Sprint Planning?
The best course of action if a team is routinely overcommitting during Sprint Planning is
- To encourage candid conversations about realistic capacity.
- Actively involve the team in task estimation, and use historical velocity data to inform planning.
If the problem continues, the Scrum Master should work with the product owner to properly prioritize the backlog and address the root causes of overcommitment.
Other tactics that should be used include timeboxing, improved backlog grooming, and estimation training.
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Conclusion
A thorough comprehension of the Scrum framework, Agile concepts, and the capacity to manage real-world situations are necessary for interview preparation for a Scrum Master position. You can show that you are qualified for the position by being familiar with the top 40 interview questions for Scrum Master and preparing well-considered, experience-based answers. Upskill with our Scrum Master training in Chennai. s with our interview questions for Scrum Master. Learn and level up with SLA.
