If you’re preparing for an Agile Scrum interview, it’s essential to be familiar with the commonly asked questions and answers. Agile methodologies, including Scrum, are widely adopted in the IT industry. As Scrum teams play vital roles in the success of a project, interviewers often look for candidates who have solid knowledge of Agile concepts and practices. Here, we’ve compiled a comprehensive list of the most frequently asked Agile and Scrum interview questions to help you ace your interview.

Understanding Basic Agile & Scrum Concepts

These foundational questions are essential to get you started on your Agile Scrum interview preparation. Make sure you are comfortable with the basics before diving into more complex topics.

What’s the Typical Duration of a Scrum Sprint?

Answer: The typical duration of a Scrum Sprint generally falls between 2 to 4 weeks, depending on the size, complexity, and scope of the project. The most commonly used Sprint duration is 4 weeks, as it provides teams with a reasonable timeframe to plan, develop, and deliver incremental value while still maintaining flexibility and adaptability.

A Scrum Sprint is a time-boxed iteration, meaning it has a fixed length, after which the team delivers a potentially shippable product increment. The short duration helps teams stay focused and allows for quick feedback loops from stakeholders or customers. Shorter Sprints (e.g., 2 weeks) can be ideal for fast-paced, high-priority projects, while longer Sprints may be more suitable for larger projects that require more time for completion.

By maintaining consistent Sprint durations, Scrum teams can optimize their workflow, ensure continuous delivery of value, and effectively manage project timelines. The Sprint length can be adjusted based on team preferences or project requirements, but it is crucial that the team remains consistent once a duration is chosen to enable predictable planning and execution.

What is Velocity in Agile?

Velocity in Agile is a fundamental metric used to measure a team’s capacity to complete work within a sprint. In Agile methodologies like Scrum, a sprint represents a defined period during which a team works to complete a set of predefined tasks or deliverables. Velocity is used to help teams estimate how much work they can handle in future sprints, which in turn aids in project planning, forecasting, and making more informed decisions.

At its core, velocity refers to the total number of story points or effort hours a team has successfully completed during a sprint. It essentially helps track the productivity and efficiency of the team over time, providing valuable insights into their performance and pace of delivery. In Agile frameworks, where work is often measured using story points (a relative measure of effort or complexity) or hours, velocity becomes a key metric for understanding how much work the team can commit to completing during a specific timeframe.

How is Velocity Calculated?

The calculation of velocity is straightforward. At the end of a sprint, the team tallies up the story points or hours associated with the user stories, tasks, or backlog items that were completed. The sum of the completed work is considered the team’s velocity for that sprint. Typically, velocity is calculated by adding up the story points or effort hours for the work that was actually finished—this excludes any incomplete work or work that did not meet the agreed-upon Definition of Done (DoD).

For example, let’s say a team completes the following tasks during a sprint:

• Task 1: 5 story points
• Task 2: 8 story points
• Task 3: 3 story points

The total velocity for this sprint would be 5 + 8 + 3 = 16 story points. This is the team’s velocity for that sprint, and it serves as a benchmark for future sprints.

The Role of Velocity in Agile Project Management

Velocity plays a crucial role in Agile project management by helping teams plan and forecast the amount of work they can take on in future sprints. By tracking velocity trends, teams gain a better understanding of their capacity, allowing them to make more accurate predictions and commitments to stakeholders. Instead of relying on abstract guesses, velocity offers a data-driven approach to estimating team capacity, which makes project management much more predictable and reliable.

Additionally, velocity helps teams identify patterns and bottlenecks. If a team’s velocity remains relatively constant over multiple sprints, it’s an indication that they have achieved a stable working rhythm. On the other hand, if velocity fluctuates significantly, it may signal that the team is facing issues that need to be addressed, such as resource constraints, unforeseen challenges, or process inefficiencies.

Key Benefits of Using Velocity in Agile

1. Enhanced Predictability and Planning
   By tracking velocity over time, teams can estimate how much work they will likely complete in future sprints. This predictive ability allows Agile teams to plan more effectively and make realistic commitments to deliverables.
2. Improved Stakeholder Communication
   Velocity helps Agile teams communicate their progress to stakeholders. By understanding their average velocity, stakeholders can have a clear view of when specific features or products will be delivered. This transparency fosters trust and alignment between the development team and the stakeholders.
3. Informed Decision Making
   Teams can use velocity data to assess their capacity and make informed decisions regarding which items from the product backlog should be prioritized. For example, if the team’s velocity is consistently high, they may choose to commit to more ambitious goals in future sprints.
4. Continuous Improvement
   Tracking velocity can also be a tool for continuous improvement. If a team notices that their velocity is declining or inconsistent, they can analyze their sprint retrospectives to identify root causes and adjust their processes or workflows accordingly.
5. Avoiding Overcommitment
   One of the common pitfalls in Agile teams is overcommitting to too many tasks within a sprint. Velocity helps prevent this by providing a clear indication of the team’s historical capacity, allowing them to only commit to what they can realistically achieve without stretching themselves too thin.

Factors that Influence Velocity

While velocity provides valuable insights, it’s important to note that it’s not a perfect measure. Several factors can influence a team’s velocity, and these factors need to be considered when interpreting the metric:

1. Team Composition
   Changes in the team’s size, skillset, or experience can significantly affect the team’s velocity. For example, if a new member joins the team, it may take some time for them to become familiar with the project, which could initially slow down the team’s velocity.
2. Team Maturity
   As Agile teams mature and improve their processes, their velocity tends to increase over time. Newer teams may struggle with efficiency as they fine-tune their workflows, while more experienced teams are likely to have higher velocity due to their improved collaboration and understanding of Agile practices.
3. Complexity of Work
   The complexity of tasks in a sprint can impact velocity. If a sprint includes more challenging or unfamiliar tasks, the team may complete fewer story points than if the sprint is filled with routine or low-complexity tasks.
4. External Disruptions
   Events or factors outside the control of the team, such as external dependencies, interruptions, or changes in priorities, can influence velocity. In some cases, teams may face delays due to factors such as waiting for approvals, relying on other teams, or changes in project scope.
5. Work Estimation Accuracy
   The accuracy of work estimation (story points or effort hours) also plays a role in velocity. If the team consistently underestimates or overestimates the complexity of their tasks, it could lead to inflated or deflated velocity metrics.

Velocity is Unique to Each Team

It is crucial to emphasize that velocity is unique to each team and should not be used to compare one team’s performance with another. Each team has its own dynamics, skills, and working environment, which makes direct comparisons of velocity misleading and unproductive.

For instance, one team might have a high velocity because they typically work on simpler tasks, while another team might have a lower velocity due to tackling more complex and time-consuming challenges. Therefore, teams should focus on their own historical velocity trends and use that data to improve their performance, rather than attempting to measure themselves against other teams.

How Velocity Supports Agile Project Planning

In Agile project management, planning is a continuous process. Teams need to assess their available capacity and ensure they are focusing on high-priority tasks. Velocity serves as an essential tool in this regard, helping teams adjust their commitments based on historical data.

1. Sprint Planning
   During sprint planning, teams use their average velocity to decide how many story points or tasks they can realistically commit to completing. By reviewing their velocity data from previous sprints, the team can make more informed decisions on what can be accomplished in the upcoming sprint.
2. Release Planning
   Velocity also plays a critical role in release planning. Based on the team’s velocity, Agile product owners can forecast when specific features or product increments are likely to be ready for release. This level of forecasting helps align product delivery with business objectives and stakeholder expectations.
3. Product Backlog Refinement
   When refining the product backlog, teams use velocity as a guide to understand how much work can fit into future sprints. By knowing their velocity, teams can prioritize high-value features that align with their capacity, ensuring that important tasks are completed first.

Velocity is a powerful metric in Agile, offering teams a clear understanding of their capacity to complete work within a sprint. By tracking velocity, teams can make data-driven decisions about sprint planning, forecasting, and prioritization. While velocity is not an end-all measure of success, it provides critical insights into team performance and helps maintain a sustainable pace of work.

To leverage velocity effectively, teams should focus on improving their own historical performance rather than comparing themselves with others. Velocity should be treated as a dynamic metric that evolves as the team matures and optimizes its processes. By understanding and using velocity as part of the Agile framework, teams can foster a culture of continuous improvement, enhanced collaboration, and greater alignment with stakeholders.

By maintaining consistent velocity tracking, teams can improve their ability to deliver high-quality products within predictable timelines, which ultimately drives success in Agile project management.

Understanding Impediments in Scrum

In Scrum, impediments are any obstacles or challenges that hinder the Scrum team from reaching their goals or completing the tasks within a sprint. Scrum is designed to be a flexible and iterative framework that helps teams deliver value efficiently, but despite its focus on collaboration, transparency, and continuous improvement, obstacles can still arise. These impediments can range from technical difficulties to organizational barriers, and they can have a significant impact on the team’s ability to execute the Sprint Backlog and meet the Sprint Goal. Recognizing and addressing these impediments swiftly is critical for the success of a Scrum team and the overall project.

Impediments are a natural part of any complex project and can emerge from various sources, including internal challenges within the team, external factors, or even environmental conditions. Therefore, it’s essential for Scrum teams, Scrum Masters, and stakeholders to have a clear understanding of what constitutes an impediment and how to effectively manage it to maintain smooth progress.

Types of Impediments in Scrum

Impediments can vary widely in terms of their nature, scope, and impact on the project. Understanding the different types of impediments helps Scrum teams respond appropriately and resolve them effectively.

1. Technical Impediments
   Technical impediments are related to issues within the technology, tools, or infrastructure that the Scrum team relies on to complete their work. These could include software bugs, system downtimes, or integration problems. For example, if the development team encounters a technical issue with the development environment, such as a server outage or a bug in the build pipeline, it could prevent them from making progress on the sprint goal. Resolving these issues promptly is crucial, as technical impediments can stall the development process and delay delivery.
2. Resource Constraints
   Lack of resources—whether it be skilled personnel, hardware, or software tools—can be a significant impediment in Scrum. If the Scrum team does not have access to the necessary resources, such as specialized knowledge or equipment, they may not be able to complete their tasks as planned. For example, if a key developer is unavailable due to illness or a critical piece of equipment breaks down, it can create delays and bottlenecks. Identifying resource needs early on and ensuring that the Scrum team has access to what they require is essential for maintaining progress.
3. Organizational Barriers
   Sometimes, impediments arise from within the organization itself. Organizational issues, such as misalignment with business priorities, a lack of communication between teams, or insufficient support from leadership, can prevent Scrum teams from delivering effectively. For instance, if the Scrum team is waiting for approvals or decisions from higher-ups that never materialize in a timely fashion, it could delay the sprint. Organizational impediments can also include unclear roles and responsibilities, lack of training, or insufficient collaboration between different departments, all of which can interfere with the team’s ability to execute efficiently.
4. External Factors
   External factors are obstacles that are beyond the control of the Scrum team but can still disrupt their work. These could include things like adverse weather conditions, public holidays, or regulatory changes that impact the team’s ability to carry out their work. For example, if the team is working on a tight deadline but an unexpected regulatory change requires a revision of their deliverables, it could lead to significant delays. Similarly, events such as supply chain issues or a sudden shift in market conditions can also create external impediments that Scrum teams must adapt to.
5. Human or Social Impediments
   Human or social impediments refer to interpersonal or team dynamics that negatively impact performance. These can include issues like poor communication, interpersonal conflicts, lack of motivation, or even low morale within the team. If there is a lack of collaboration or a team member is unwilling to participate in key discussions, it can lead to misunderstandings and delays in the completion of tasks. Scrum Masters need to be particularly vigilant about these types of impediments, as addressing them early can prevent them from escalating into more significant issues that affect the team’s productivity and morale.
6. Process or Methodological Issues
   Scrum is a highly disciplined framework, and if the team deviates from its practices—whether it’s not adhering to sprint ceremonies, failing to use the Definition of Done properly, or neglecting backlog refinement—these issues can also act as impediments. For instance, if the team skips daily standups or doesn’t communicate effectively during sprint planning, it can lead to confusion and lack of alignment. These kinds of process-related impediments can negatively affect how the team performs and ultimately lead to missed goals or incomplete work.

How Impediments are Identified in Scrum

Identifying and recognizing impediments is the first critical step in removing them. Often, impediments are discovered during daily standups, sprint reviews, or retrospectives, where team members have an opportunity to discuss what’s hindering their progress. However, it’s not always easy to identify impediments immediately, as they may not always be obvious or may manifest in subtle ways.

1. Daily Standups
   The Daily Scrum (also known as the standup) is a vital ceremony where team members share what they accomplished, what they plan to work on, and any obstacles or impediments they’re facing. During this meeting, team members are encouraged to voice any challenges they are encountering. This is an excellent opportunity for the Scrum Master to identify and address impediments as they arise. If a team member reports that they’re stuck on a task due to a lack of resources, this can be noted as an impediment.
2. Sprint Retrospectives
   During the Sprint Retrospective, the team reflects on the work completed during the sprint and identifies ways to improve for the future. This meeting is an excellent forum for recognizing recurring impediments that may not have been resolved in previous sprints. By reflecting on past challenges, the team can develop strategies to avoid or mitigate similar issues in the future.
3. Continuous Communication
   Scrum Masters should actively engage with team members and stakeholders throughout the sprint to monitor the project’s progress and identify any potential impediments. Regular communication allows Scrum Masters to catch issues early on, before they become blockers to the team’s progress. Encouraging open dialogue between team members fosters an environment where impediments can be raised and addressed in a timely manner.

The Role of the Scrum Master in Removing Impediments

The Scrum Master plays a critical role in identifying, addressing, and removing impediments to the team’s progress. As the servant-leader for the Scrum team, the Scrum Master is responsible for ensuring that the team is able to work effectively and efficiently. Their role in managing impediments includes the following key responsibilities:

1. Facilitation
   The Scrum Master facilitates communication and collaboration within the team, helping them identify and articulate the impediments they’re facing. In many cases, the Scrum Master may not be the one who directly resolves the impediment but acts as a facilitator to guide the team toward solutions.
2. Escalation
   If an impediment is beyond the Scrum Master’s control, they are responsible for escalating the issue to the appropriate stakeholders or leadership. For example, if the team is waiting on a decision from upper management, the Scrum Master may need to escalate the matter to ensure that the necessary approvals are made to avoid delays.
3. Resource Allocation
   If a resource constraint is identified as an impediment, the Scrum Master may work with other departments or external teams to allocate the necessary resources, whether it’s additional personnel, equipment, or tools.
4. Continuous Improvement
   The Scrum Master should ensure that impediments are not just addressed as they arise but also prevent them from reoccurring. By analyzing the root cause of impediments, the Scrum Master can help the team adopt practices and processes that minimize the likelihood of similar issues emerging in the future.

Impediments in Scrum are an unavoidable part of any project, but their timely identification and resolution are key to maintaining a smooth and productive workflow. Scrum teams must be vigilant in recognizing obstacles, whether technical, organizational, or interpersonal, and work collaboratively to address them. By ensuring that impediments are swiftly addressed, the Scrum Master ensures that the team remains focused, motivated, and aligned with the project’s goals, enabling the Scrum team to continuously deliver value to the organization and stakeholders. Ultimately, the effective management of impediments is an integral part of the Scrum process, driving continuous improvement and ensuring that teams can consistently meet their objectives.

Differentiating Between Agile and Scrum

In the world of software development and project management, Agile and Scrum are two terms that are frequently used together, but they are not synonymous. While both are closely related and stem from the same core principles, they serve different purposes. To clarify the distinction, it’s important to understand that Agile is a broad methodology or mindset, while Scrum is a specific framework that falls under the umbrella of Agile practices.

What is Agile?

Agile is a set of values and principles outlined in the Agile Manifesto, which was created in 2001 by a group of software developers who sought a better way to develop software. Agile is not a specific methodology or framework but rather a philosophy that promotes a flexible and collaborative approach to development. It emphasizes iterative progress, flexibility, continuous improvement, and customer collaboration over rigid processes and extensive documentation.

The main principles of Agile include:

1. Customer Satisfaction Through Continuous Delivery
   Agile prioritizes the delivery of working software that meets the needs of the customer. By delivering products incrementally and frequently, Agile teams can better respond to customer feedback and changes in requirements.
2. Embracing Change
   Agile recognizes that requirements often evolve over time. Instead of sticking rigidly to initial plans, Agile methodologies are designed to accommodate and respond to change, even late in the development process.
3. Collaborative Work Environment
   Agile promotes strong collaboration between developers, stakeholders, and customers. It encourages cross-functional teams to work closely together and share knowledge to deliver the best possible product.
4. Simplicity and Efficiency
   Agile focuses on delivering the highest value with the least amount of work, avoiding unnecessary features or overly complex processes that do not contribute to the project’s goals.
5. Self-Organizing Teams
   Agile promotes teams that are empowered to make decisions and organize their work without requiring micromanagement. This autonomy helps teams work more efficiently and fosters creativity and innovation.
6. Continuous Improvement
   Agile encourages teams to reflect regularly on their processes and outcomes, seeking opportunities for improvement to deliver better results in future iterations.

What is Scrum?

Scrum, on the other hand, is a specific framework that implements Agile principles. It provides a structured approach to organizing and managing work through defined roles, processes, and ceremonies. Scrum is one of the many ways to adopt Agile practices, and it’s particularly well-suited to teams working on complex, evolving projects, such as software development.

Scrum is characterized by:

1. Roles
   Scrum defines three key roles within a team:
   • Product Owner: Responsible for defining the product backlog and ensuring that the team is working on the most valuable features.
   • Scrum Master: Acts as a facilitator, ensuring the team adheres to Scrum practices, helping remove impediments, and fostering a productive and collaborative environment.
   • Development Team: A cross-functional group responsible for delivering the product increment during each sprint.
2. Sprints
   Scrum organizes work into time-boxed iterations known as sprints, typically lasting 1-4 weeks. Each sprint aims to produce a potentially shippable product increment, focusing on a set of prioritized items from the product backlog.

3. Ceremonies
   Scrum includes several regular meetings (ceremonies) to ensure transparency, communication, and continuous improvement:
   • Sprint Planning: The team decides which backlog items they will focus on in the upcoming sprint.
   • Daily Standup (Daily Scrum): A short, daily meeting where the team members share their progress, plans, and any obstacles they are facing.
   • Sprint Review: At the end of the sprint, the team demonstrates the work done to stakeholders for feedback and validation.
   • Sprint Retrospective: After the sprint review, the team reflects on the process and identifies ways to improve.
4. Artifacts
   Scrum uses several artifacts to track progress and maintain focus:
   • Product Backlog: A prioritized list of all the features, enhancements, fixes, and work to be done in the project.
   • Sprint Backlog: A list of tasks the team commits to completing during a sprint.
   • Increment: The working product that results from the sprint, which is a potentially shippable product or feature.
5. Transparency and Inspection
   Scrum emphasizes the importance of transparency and inspection to ensure the team is aligned with the project’s goals. Through ceremonies such as the Daily Scrum and Sprint Review, Scrum provides opportunities to inspect progress and adapt as needed.

Key Similarities Between Agile and Scrum

Despite the differences, Agile and Scrum share a common foundation and a number of key similarities:

1. Iterative and Incremental Approach
   Both Agile and Scrum emphasize delivering work in small, manageable increments. This allows teams to adapt quickly to changes and deliver value continuously.
2. Collaboration and Communication
   Both frameworks stress the importance of effective communication and collaboration among team members, stakeholders, and customers.
3. Focus on Continuous Improvement
   Both Agile and Scrum encourage teams to reflect on their processes regularly and make improvements to enhance efficiency and quality.
4. Customer-Centric
   Both Agile and Scrum prioritize delivering value to the customer and adapting to their needs through continuous feedback and iterations.

In summary, Agile is a broad philosophy that emphasizes iterative development, flexibility, and collaboration, while Scrum is a specific framework that applies Agile principles in a structured way through defined roles, processes, and ceremonies. Scrum is one of many ways to implement Agile practices, but it is one of the most popular and widely adopted frameworks for teams looking to work iteratively and incrementally in complex environments.

While Agile provides the overarching principles and mindset, Scrum offers a concrete set of practices that guide teams in their day-to-day work, providing clarity and structure for implementing Agile. Teams can choose to follow Scrum for its well-defined approach, or they can adopt other Agile methodologies depending on their specific needs and circumstances. Regardless of the specific framework or methodology, the ultimate goal is to deliver high-quality products that provide value to customers, adapt to change, and foster a collaborative and efficient working environment.

5. What is an Increment in Scrum?

Answer: An Increment refers to the sum of all completed Product Backlog items during a Sprint. Each increment adds to the previous increments, contributing to the final product release.

6. What is a “Build-Breaker”?

Answer: A build-breaker occurs when a bug or issue in the software prevents the build process from completing. This may cause compilation errors or test failures that need to be addressed immediately.

7. Can you describe a Daily Stand-Up?

Answer: The Daily Stand-Up is a short, 15-minute meeting where the Scrum team discusses what was accomplished yesterday, what’s planned for today, and any obstacles that are blocking progress. It’s a vital tool for team synchronization.

8. What is Scrum-ban?

Answer: Scrum-ban is a hybrid approach that combines the iterative structure of Scrum with the flexibility of Kanban. It is useful for projects that require continuous delivery or have frequent, unpredictable changes.

Agile-Specific Interview Questions

This section dives deeper into Agile-specific topics, including methodologies, principles, and the broader scope of Agile practices.

9. What are some key Agile Quality Strategies?

Answer: Key strategies include iterative development, re-factoring, dynamic code analysis, regular feedback loops, continuous testing, and frequent reviews. These strategies focus on delivering quality incrementally and maintaining consistency throughout development.

10. What is the Agile Manifesto and its Principles?

Answer: The Agile Manifesto outlines four key values:

1. Prioritize individuals and interactions over processes and tools.
2. Deliver working software frequently.
3. Collaborate with customers continuously.
4. Respond to change, even late in the project.

There are 12 principles in total that emphasize customer satisfaction, continuous improvement, and flexibility.

11. Can you list any drawbacks of the Agile methodology?

Answer: Some limitations of Agile include difficulty in estimating project timelines, challenges in large-scale implementations, a lack of formal documentation, and potential misalignment with clients’ evolving requirements.

12. What’s the purpose of Burn-Up and Burn-Down Charts?

Answer: A Burn-Down chart tracks the amount of work remaining in a project, whereas a Burn-Up chart shows the amount of work completed. Both are used to monitor the progress of a Sprint or project.

13. What is a Zero Sprint and what does Spike mean in Agile?

Answer: A Zero Sprint is a preparatory Sprint used to set up the project environment or finalize product backlogs before the official work begins. A Spike is a research or exploratory task performed to gather information and make technical decisions.

Scrum-Specific Interview Questions

If you are applying for a Scrum-related role, expect questions that focus on Scrum-specific processes, roles, and practices.

14. What are the key responsibilities of a Scrum Master?

Answer: The Scrum Master is a facilitator and coach for the Scrum team. They help resolve issues, remove impediments, and guide the team towards self-organization. Their focus is on ensuring the Scrum process is followed and that the team is working efficiently.

15. Can you explain what a Story Point is in Scrum?

Answer: A Story Point is a unit of measurement used to estimate the effort required to complete a User Story. It is relative to other stories and helps the team gauge their capacity and the complexity of tasks.

16. What does “Sashimi” mean in Scrum methodology?

Answer: Sashimi refers to the practice of ensuring all tasks are completed at the same level of quality, meaning there is no unfinished work within a sprint. Every aspect, including analysis, design, coding, testing, and documentation, should be addressed during the Sprint.

17. What are the main roles in Scrum?

Answer: Scrum involves three key roles:

• Scrum Master: Ensures Scrum practices are followed and helps the team improve.
• Product Owner: Represents the stakeholders and ensures the team is building the right product.
• Development Team: The group of professionals who work together to deliver the product increment.

18. How would you define the responsibilities of a Scrum Master?

Answer: The Scrum Master is responsible for coaching the team on Agile practices, ensuring smooth Scrum ceremonies, removing obstacles, tracking progress, and ensuring continuous improvement.

19. Can you list the key Scrum ceremonies?

Answer: The main Scrum ceremonies are:

• Sprint Planning: Teams plan the tasks and goals for the Sprint.
• Daily Scrum: A quick daily meeting to update the team on progress.
• Sprint Review: The team reviews completed work and receives feedback.
• Sprint Retrospective: A meeting to reflect on the Sprint and discuss improvements.

Agile Testing Interview Questions

For roles that involve testing in an Agile environment, you might be asked about how testing is handled within an Agile framework.

20. What is Agile Testing?

Answer: Agile Testing is a testing methodology that aligns with Agile principles. It’s iterative, with tests being integrated into each sprint. Feedback is gathered continuously, allowing for quick adjustments.

21. What are the core principles of Agile testing?

Answer: Key principles include customer satisfaction, adaptability to change, continuous feedback, collaboration, and self-organization. The goal is to ensure high-quality, working software at all times.

22. What skills should a good Agile tester possess?

Answer: A skilled Agile tester should be well-versed in Agile practices, have excellent communication abilities, be adaptable to changing requirements, and possess the technical expertise to identify and address potential issues early in the development process.

Advanced Agile & Scrum Concepts

For roles that require a deeper understanding of Agile and Scrum, be prepared to answer more advanced questions that involve complex concepts.

23. What is a Scrum of Scrums?

Answer: A Scrum of Scrums is a coordination meeting between multiple Scrum teams working on a large project. Each team selects an ambassador to represent them in the cross-team meetings, ensuring communication and progress alignment.

24. Can you name some other Agile frameworks besides Scrum?

Answer: Some other popular Agile frameworks include:

• Kanban: Focuses on continuous delivery and workflow efficiency.
• Feature Driven Development (FDD): Emphasizes delivering specific, functional features.
• Extreme Programming (XP): A software development methodology that improves software quality and responsiveness to changing customer requirements.

Final Thoughts

Preparing for an Agile Scrum interview requires a comprehensive understanding of both the theory and practice of Agile methodologies. By covering all the essential topics, from basic Scrum principles to advanced Agile concepts, you’ll be well-equipped to handle any question that comes your way. Be confident in your knowledge, and use your experience to demonstrate how you can contribute to a successful Agile team.