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The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team. There are no rules that apply to every scenario, just best practices that have worked...
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15 Most Common Job Interview Questions and Answers
And most definitely, the Scrum Master role is not about process enforcement. In this approach it is crucial that the Scrum Master coaches the scrum team to adopt such a holistic model, some call it dual-track agile, as well. Therefore, the PDF contains additional background and contextual information, how the following set of questions can be interpreted as well as guidance on desired or acceptable ranges of answers for each question — based on such a holistic model. The questions themselves are grouped into seven categories. Please find following 47 Scrum Master interview questions to identify suitable candidates for the role of Scrum Master or agile coach: I. The Agile Manifesto infers people over processes. Scrum Masters do not wield any real authority but act as servant leaders. The Scrum Team does not report to them. This question is meant to help reveal whether your candidate understands that their role is to lead — as opposed to manage — the team.
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Asking this question is also likely to reveal why your candidate is interested in the role of a Scrum Master in the first place. I support the Scrum Team in achieving self-organization. I do not tell people what to do. Every organization must develop its own criteria. Increasing team velocity is usually not considered to be a meaningful indicator. However, although mostly indirect, there are various indicators that may be useful in determining success: Products delivered to customers are resulting in higher retention rates, better conversion rates, increased customer lifetime value, and similar improvements to the business.
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A successful Scrum Team provides a good return on investment to the business. The improved organizational agility allows pursuing market opportunities successfully, which previously would have been considered futile. There has been a reduced allocation of resources to low-value products. Lead time, from validated idea to shipped product, has been reduced. The cycle time for hypotheses validations has been reduced, speeding up the product discovery process. Improved team happiness is exhibited by reduced churn and an increase in the number of referrals from team members. Increased competitiveness in the war for talent can be demonstrated by an increase in the number of experienced people willing to join the organization. Increased software quality can be demonstrated by measurably less technical debt, fewer bugs, and less time spent on maintenance. There is greater respect among stakeholders for the product delivery teams. Stakeholders are increasingly participating in events, for example, during the Sprint Review.
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A Scrum Master should not be concerned with removing problems that the Scrum Team can solve themselves, no matter how often this requirement is mentioned in job advertisements. A Scrum Team must learn to make its own decisions. This almost inevitably results in failures, dead-ends, and other unplanned excursions when the team is learning something new. Consequently, in the beginning, a team will need more guidance than usual from the Scrum Master — and of a different kind than exemplified by drawing offline boards see Questions 31 and 32 or updating tickets in JIRA.
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Such guidance should not, however, become an exercise in protective parenting — a team must be allowed to learn from their failures. That being said, there is one area where the Scrum Master is indeed removing problems on behalf of the team. This applies when the Scrum Team cannot solve the problem by themselves, for example, because the issue is an organizational problem. Communicating honestly and openly is the best way for a Scrum Master to get the cooperation of a Product Owner. They are allies with respect to coaching the organization to become, and remain, agile. A Product Owner is responsible for providing prompt feedback on product matters, clarifying goals, and for ensuring that the entire product delivery team understands the product vision.
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A Scrum Master, in return, supports the Product Owner in building a high-value, actionable Product Backlog, and to this end must facilitate effective collaboration between the Product Owner and the Scrum Team. There are two principal reasons why a Scrum Team should be involved in the product discovery process as early as possible: The sooner engineers participate in the product discovery process, the lesser the chances solutions will be pursued that are technically not viable or would not result in a return on investment. Involving a Scrum Team early on ensures that the team and its Product Owner develop a shared understanding and ownership of what will be built. This helps significantly with allocating resources to the right issues, maximizing value for the customer, and mitigating investment risk by maximizing the amount of low-value work not done. This motivates the team to participate when making changes necessary to accomplish the Sprint Goals defined for each Sprint or product release.
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How do you support the Product Owner so that they maximize value? This question revisits the previous. Again, your candidate should focus on explaining why involving the Scrum Team early in the product discovery process is beneficial for both the Product Owner and the organization. Additionally, Scrum Masters can effectively support Product Owners by ensuring that the Product Backlog refinement process is continuous and of a high value regarding the Product Backlog. Essentially, the Scrum Team either wins together or loses together. When answering this question, your candidate should explain that there is no simple way to ensure access to stakeholders. Overcoming this organizational debt, thus building trust among all participants, is a prime objective for the work of Scrum Masters. Your candidate might suggest encouraging stakeholders to engage in effective transparent, helpful communication. Sprint Reviews are a useful venue for this, and the interaction often promotes better relationships between different departments and business units.
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Question Stakeholders and the Agile Mindset How do you promote an agile mindset across departmental boundaries and throughout an organization and, in pursuit of that, what is your strategy when coaching stakeholders not familiar with IT? There are various tactics a Scrum Master can use to engage stakeholders with Scrum, for example: Most importantly, a Scrum Master should live and breathe the principles of the Scrum Guide and the Agile Manifesto. They should talk to everyone in the organization involved in building the product, and they should be transparent about what they do.
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Product and engineering teams can produce evidence proving to stakeholders that Scrum is significantly reducing the lead time from idea to product launch. Product and engineering teams can demonstrate that Scrum mitigates risk i. A Scrum Team can be transparent with respect to their work and proactively engage stakeholders by inviting them to Sprint Reviews and other events where the team communicates their activity or progress. Training for everyone in the organization, particularly the stakeholders, is important. One hands-on approach is to organize workshops designed to teach agile techniques for non-technical colleagues.
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This is a deliberately open question meant to encourage discussion. In answering this question, your candidate should elaborate on how they would spread an agile mindset throughout an organization or, ideally, and more specifically, how they would create a learning organization that embraces experimentation in order to identify the best product for its customers. They will also point at the necessity to find a high-ranking executive to sponsor the transformation. One practical approach when introducing Scrum to senior executives is to organize workshops for higher management levels. Applying Scrum at the executive level has been successful in the past. Executives, and potentially even key directors, can gain first-hand experience with agile practices if organized as a Scrum Team. There is no right or wrong answer to this question. After the initial phase of trying to apply the concepts, when the very first obstacles are encountered, some of these stakeholders begin to resist continued adoption.
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What is your strategy for and experience in handling these situations? This question is meant to encourage an exchange of ideas about, and lessons learned when overcoming resistance to Scrum within an organization. We have published a list of several agile failure patterns. Your candidate should also be familiar with the particular challenge middle managers face in any transition to agile practices. Moving from a command-and-control style i. How do you feel about this procedure? A Product Owner should not take this shortcut and turn requirements documents received from stakeholders into work items, and a Scrum Master should never accept such a procedure. It makes no difference if the project manager is posing as a Product Owner. Instead, the organization should start including everyone in the product discovery process, thereby ensuring a shared vision of what needs to be built. Question PO Anti-Pattern What kind of information would you require from the Product Owner in order to provide your team with an update on the product and market situation?
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Such information may be of a quantitative nature e. An excellent suggestion on the part of your candidate would be for the Scrum Team to participate in gathering qualitative signals by taking part in user interviews. Please note: Normally, the Product Owner would provide this information during Sprint Reviews or the refinement process. Noting that the question Q12 itself is pointing at an anti-pattern, that would make a good topic for a Retrospective, is a bonus for the candidate. Question Writing User Stories Who should be writing user stories? Writing user stories should be a joint effort by all members of a Scrum Team— card, conversation, confirmation.
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The questions can be majorly categorized under three categories. Terms and terminologies The interviewer can ask you to explain some terms and terminologies related to testing like — what is a defect , what is regression testing , What is black box testing , white box testing , What is BVA , etc. This gives them the confidence that you are aware of the terminologies and topics related to software testing. Theoretical questions If the interviewer is content with your basic knowledge on testing topics and they may proceed with the next level of assessment. Try to give some examples of whatever you have done in such situations in your company. This will help them to confirm that you are a genuine candidate who has a good work experience in testing profession. Practical questions Some interviewers prefer to judge you on your analytical skills by asking you some practical questions or scenario based questions like — Explain all the test scenarios for a keypad application on your mobile phone, How you will test a given application in very less time, Explain a scenario where the severity is low but priority is high , they may give you some problem solving questions etc.
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Interviewers may not expect the correct answer but they do expect you to make your best attempt. Now you are aware of the types of questions that an interviewer can ask. This segment will help you understand how to prepare for your interview. How to prepare for a Software Testing Interview Study the material properly and understand all the terms and terminologies. Do some research and find out some details about the organization where you are interviewing. Wear formal attire that you would likely need to wear in that position. Do not be nervous. Be confident and aware of your skills, abilities and experiences.
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Take relevant material to the interview like resume, certificates, references or names and their contact details. Make sure you turn up at the interview, 15 minutes prior to the time of interview. Review the questions that were asked and find the correct answers to the ones you may have gotten wrong. Remember this is just another learning lesson to prepare you for the next interview and your next job.
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Get structured answers for speci c positions, and see how JobTestPrep can help you ace your next competency test interview. Competency-based interviews rely on the assumption that past successful or unsuccessful job scenarios provide evidence of compatibility with a position's requisites. You are required to answer questions that call upon your work experience to explain the outcome of your past decisions. Interviewers use these answers to gain a better understanding of your personality, your thought process, and how you may act in the future.
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Competencies are a wide range of behavioural, cognitive, and knowledge-based skills which characterise people in their working environments. They are then compared with speci c, employer-dependent standards to see if the candidate is a suitable t for their company. Most employers, especially those who employ many workers, are interested in competency testing that evaluates applicants prior to their quali cation. This is done to ensure applicants not only ful l the speci c skills required for the job but that they can also cope with the company's vision and with future promotions and position replacements. Competencies are often divided into three main categories: Behavioural competencies include a person's values, morals, desires, and motivations, or, alternatively, they may span around social skills, such as communication, leadership, teamwork, and coping with stress.
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Cognitive competencies are usually measured by one's learning skills, aptitudes, and abilities. Technical competencies include eld-related knowledge and performance, such as the ability to operate certain technologies or systems, apply computer skills, etc. Interviewers are looking to get as much information out of you as possible, so make sure your responses provide all the necessary information for the interviewer to understand the scope of your answer. Often, interviewers will focus on instances of past failures or successes. Admitting your failures will not re ect negatively on your interview if you relate how you remedied the situation, what you learned, and how you plan to avoid making the same mistake again. Some questions can be asked for almost any position, whilst some questions are speci c to certain jobs. We will start with some basic sample questions.
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Following are the competency-based interview questions and sample answers per position. Give an example of your sales skills. Give an example of a project in which you were involved that required your teamwork skills. How do you deal with stressful situations? How would you assess your ability to bring about change? Give an example of a weighty decision you made in your last position.
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Give an example of a change you initiated in your organisation. As a manager, do you direct the project or the people? Describe a success of yours as a manager. Often during competency interview questions, interviewers are interested in hearing how you contend with failure. For instance, a question may take one of the following forms: Give an example of a con ict you had with a customer and how you responded. Give an example of a con ict you had with your superior and how you responded. How would you resolve a state of competition with a team colleague? Describe a failure of yours as a manager. I received a bonus several times as the leading salesperson in the company'. Comment: This response adequately answers the question asked. Question: 'Give an example of your sales ability'. Answer: A candidate who responds with a lack of con dence and answers, 'I have a tough time recalling a speci c instance', will leave a bad impression.
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A candidate who responds with con dence will answer, 'Last month I closed a big deal with a leading computer rm. The deal signi cantly increased the company's turnover for the last quarter'. During a competency-based interview, the candidate must prove competency by giving speci c examples. Question: 'How would you describe yourself as a team member? What do you enjoy better, working as a team or working alone? I enjoy the company of people. I like working in a team, and I am always willing to help and do my share'. Question: 'Give me an example of a contribution you made to your work team'. Answer: 'I recently worked with ve programmers on a project for a large food company. I made a signi cant contribution to the success of the team in carrying out the project.
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At the end of the project, I got a letter of commendation for my contribution to the success of the team'. Question: 'How do you deal with working under pressure? For example, recently, the number of workers in our department was cut, while the amount of work I was given nearly doubled. I was asked by the managers to work overtime, and I managed to work e ciently and in a professional manner during a busy and stressful time. I showed e ciency and professionalism despite the stress'. Comment: Adding the example reinforced the competency that the candidate described. Answer: 'Recently, I had to make a decision involving promoting a worker to a managerial level. One of the candidates for the job was close to me, but, despite the closeness, I decided to choose another person. This was a major decision that strengthened the department'. Comment: Hesitation is not a trait that interviewers appreciate. On the other hand, rash decisions give the impression of a candidate under pressure.
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It is wise to demonstrate mature decision-making ability. Question: 'How do people view you as a manager? I know how to listen to other views with open-mindedness, and I know how to make decisions when need be. I make a signi cant contribution to achieving the goals of the organisation'. Comment: A suitable candidate believes in himself and is not overly modest. You need to show competency in dealing with con ict, as well as demonstrate a positive attitude towards superiors, colleagues, and customers.
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In addition, you must demonstrate that you function calmly and purposefully even in stressful situations. Finally, you must demonstrate con dence in yourself and in your achievements on the job. To prepare yourself for competency questions, we recommend taking the following steps: Have your CV with you and some scratch paper on which you can write down your responses to questions about your experience. Start reviewing the list of competency-based questions to see if you have suitable answers for them. Write down the key points you wish to discuss. Try to say these key points aloud to see if you sound coherent and convincing. JobTestPrep provides you with an online interview platform which lets you pre-record interview video answers. This platform features sets of competency-based questions and answers that you can record yourself.
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Tell me about yourself The key here is to be concise. The best answers to this interview question will be 90 seconds or less. You want to answer in chronological order — start with how you got into your current line of work or career path. And then finish your story with your current situation. I took a job with Pfizer and was promoted after three years to lead projects in their cancer research division.
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I saw on your job description that you mention this is an opportunity to lead teams of people, so I was eager to learn more. Why are you job searching right now? BUT — have a good reason for why you want this particular job too. This is super important. Employers want to feel like you want their job, not just any job. Focus on what you want to gain in a move. How did you hear about this position? The best responses to this question will be straight-forward and clear. For example, these are all good answers for how you heard about the job: You found them researching online You were familiar with them before you started job searching You found them in a press release or news article A colleague told you about them A recruiter contacted you about them Etc.
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