The Sprint Goal and the Sprint Backlog are both outcomes of Sprint Planning, making this statement true. According to the Scrum Guide, Sprint Planning is an event where the Scrum Team collaborates to define the work to be performed during the Sprint. The Sprint Goal is a single objective set for the Sprint, providing focus and coherence to the work selected. It is crafted collaboratively by the Product Owner, Developers, and Scrum Master during Sprint Planning. Simultaneously, the Sprint Backlog is created, consisting of the Product Backlog items selected for the Sprint plus a plan to deliver them, aligned with the Sprint Goal. The Scrum Guide states: "Sprint Planning initiates the Sprint by laying out the work to be performed... This resulting plan is created by the collaborative work of the entire Scrum Team." Thus, both the Sprint Goal and Sprint Backlog emerge from this event, confirming option A as correct. Reference: Scrum Guide (2020), Section: "Sprint Planning."

The Scrum Guide emphasizes that a Scrum Team must be cross-functional, meaning it has all the competencies and skills necessary to create a "Done" Increment within a Sprint without relying on external resources. Option A aligns directly with this principle: "The Scrum Team consists of one Scrum Master, one Product Owner, and Developers... They are cross-functional, meaning the members have all the skills necessary to create value each Sprint." Option B, while suggesting a structured representation from disciplines, is too prescriptive and not a Scrum requirement—Scrum does not mandate specific roles like QA or UX within the Developers. Option C imposes a rigid team structure (one Lead Developer and a maximum of eight others), which contradicts Scrum’s flexibility in team composition (typically 10 or fewer total, but no specific roles or limits beyond that are mandated). Thus, A is the best answer, focusing on capability rather than structure. Reference: Scrum Guide (2020), Section: "The Scrum Team."

Sprint length in Scrum is a critical decision that impacts the team’s ability to deliver value and adapt. The Scrum Guide states that Sprints are fixed in length (typically one month or less) to create consistency and enable regular inspection and adaptation. While it doesn’t explicitly list factors, practical application and Scrum principles suggest: A (The ability to go to market with a product release): Shorter Sprints allow faster feedback and releases, aligning with Scrum’s focus on delivering value frequently. D (The level of uncertainty over the technology to be used): High uncertainty may warrant shorter Sprints to mitigate risk and validate assumptions, a key aspect of empirical process control. E (The risk of being disconnected from the stakeholders): Shorter Sprints ensure frequent stakeholder engagement (e.g., via Sprint Reviews), reducing this risk. Option B is incorrect because Scrum does not require uniform Sprint lengths across an organization— each team can choose what works best. Option C is irrelevant, as team formation changes are not tied to Sprint length in Scrum. Thus, A, D, and E are the best factors. Reference: Scrum Guide (2020), Section: "Sprint."

C: The Scrum Guide defines Scrum as "a lightweight framework that helps people, teams, and organizations generate value through adaptive solutions for complex problems." This is a core truth. D: Scrum’s foundation in empirical process control theory (transparency, inspection, adaptation) is explicitly stated in the Scrum Guide: "Scrum is founded on empiricism and lean thinking." E: The Scrum Guide emphasizes that "each element of the framework serves a specific purpose that is essential to the overall value and results realized with Scrum." Altering components risks losing Scrum’s benefits. Option A is false—Scrum is a framework, not a methodology, and cherry-picking parts undermines its integrity. Option B misrepresents Scrum; it’s not a tweak on traditional processes but a distinct approach, and it doesn’t merely replace Project Managers with self-organization—it eliminates that role entirely. Thus, C, D, and E are correct. Reference: Scrum Guide (2020), Sections: "Scrum Definition," "Scrum Theory."

The Scrum Guide states that the Sprint Backlog is owned by the Developers, who are responsible for planning and executing the work to achieve the Sprint Goal. If they realize they’ve over-committed, they must adjust the Sprint Backlog. However, since the Product Owner is accountable for maximizing value and managing the Product Backlog, their involvement is critical to ensure adjustments align with value delivery and the Sprint Goal. The Scrum Guide notes: "The Product Owner may influence the Developers by helping them understand and select trade-offs." Option A includes a non-existent "project manager" role in Scrum, making it incorrect. Option C involves stakeholders, who are not part of mid-Sprint adjustments (they provide feedback at the Sprint Review). Option D excludes the Product Owner, which is insufficient given their role. Thus, B is correct. Reference: Scrum Guide (2020), Sections: "Sprint Backlog," "The Product Owner."