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Scrum PSM-II (Professional Scrum Master level II) certification exam is a rigorous assessment of a candidate's knowledge of Scrum theory, practices, and principles. It is designed for experienced Scrum practitioners who have a deep understanding of Scrum and its application in real-world scenarios. The PSM-II certification exam is the second level in the Professional Scrum Master certification program offered by Scrum.org.
NEW QUESTION # 107
When multiple Scrum Teams are working from the same Product Backlog, also known as scaled Scrum, they must still work in conformance of the Scrum guide.
- A. False
- B. True
Answer: B
Explanation:
Scrum is a framework with built in flexibility to support multiple Scrum Teams working on a single product.
NEW QUESTION # 108
Self-management is more effective when it happens within boundaries.
Select two relevant boundaries for self-management provided by the Scrum framework.
(choose the best two answers)
- A. Creating a valuable and useful Increment by the end of each Sprint.
- B. Clearly defining sub-responsibilities and handovers within the Scrum Team.
- C. Timeboxing work to allow for frequent inspection.
- D. Having an even number of members in a Scrum Team to be able to do pair programming and be more productive.
Answer: A,C
Explanation:
Explanation
The best two answers are A and C.
A) Timeboxing work to allow for frequent inspection. This is a relevant boundary for self-management provided by the Scrum framework, as it helps the Scrum Team to organize their work into fixed-length Sprints and other events, such as the Daily Scrum, the Sprint Planning, the Sprint Review, and the Sprint Retrospective. Timeboxing enables the Scrum Team to inspect their progress, adapt their plan, and deliver value regularly and predictably.
C) Creating a valuable and useful Increment by the end of each Sprint. This is also a relevant boundary for self-management provided by the Scrum framework, as it guides the Scrum Team to focus on delivering a product Increment that meets the Sprint Goal and the Definition of Done. Creating a valuable and useful Increment requires the Scrum Team to collaborate, communicate, and coordinate effectively, and to apply their skills and creativity to solve complex problems.
References:
The Scrum Guide, section 2.3 (The Scrum Team), page 7
The Scrum Guide, section 3.1 (The Sprint), page 8
The Scrum Guide, section 3.4 (The Increment), page 10
The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 2 (The Sprint), lesson 3 (The Sprint Goal), lesson 4 (Sprint Planning) and lesson 5 (The Sprint Review) The Professional Scrum Master II (PSM II) Assessment, question 40
NEW QUESTION # 109
At the ninth Sprint Retrospective, the Product Owner is very disappointed and angry. She has determined that the technical debt has increased, and the product is not meeting her expectations. The product will need a few more Sprints to meet the scalability requirements.
Which of the following could be true? Select the best response. (Choose the best answer)
- A. The Scrum Team is not having conversations around technical debt.
- B. The Scrum Team has not used the past Sprint Retrospectives effectively to inspect and adapt.
- C. All of the above.
- D. None of the above.
- E. The Developers have not been paying enough attention to quality.
- F. The Scrum Master has not ensured that the Scrum Team is being transparent.
Answer: C
Explanation:
The situation described in the question indicates that there are multiple problems in the Scrum Team that have led to the increase of technical debt and the dissatisfaction of the Product Owner.
These problems include:
The Scrum Team has not used the past Sprint Retrospectives effectively to inspect and adapt.
The Sprint Retrospective is an opportunity for the Scrum Team to reflect on their performance and identify improvements for the next Sprint. If the Scrum Team has not been using this event properly, they may have missed some issues or opportunities that could have improved their quality and value delivery.
The Developers have not been paying enough attention to quality. The Developers are accountable for creating a potentially releasable product increment that meets the Definition of Done and the Sprint Goal. If the Developers have not been focusing on quality, they may have introduced defects, errors, or inefficiencies that compromise the functionality and usability of the product. The Scrum Team is not having conversations around technical debt. Technical debt is the accumulation of work that needs to be done to ensure that a product is maintainable and extensible in the future. If the Scrum Team is not discussing and managing technical debt, they may be neglecting some important aspects of the product architecture, design, or code that could affect its scalability, performance, or security.
The Scrum Master has not ensured that the Scrum Team is being transparent. The Scrum Master is responsible for establishing an environment where transparency, inspection, and adaptation can occur. If the Scrum Master has not ensured that the Scrum Team is being transparent, they may have allowed some hidden problems or assumptions to persist that could affect the quality and value of the product.
NEW QUESTION # 110
During Sprint Planning, the Development Team was not able to confidently forecast a Sprint Backlog but the Scrum Team was able to create a Sprint Goal for upcoming Sprint. What action should the Scrum Master take?
- A. Forecast the most likely Product Backlog items to meet the goal and discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.
- B. Postpone the Sprint in order for the Product Owner to refine the Product Backlog to the level needed.
- C. Extend the Sprint Planning time-box until the Development Team can forecast enough items to begin the Sprint.
- D. Request assistance from the technical architect.
Answer: A
NEW QUESTION # 111
How much time is allowed between the conclusion of the current Sprint and the start of the next Sprint?
- A. None. A new Sprint starts immediately following the conclusion of the previous Sprint.
- B. Enough time for the Product Owner to prepare the Product Backlog for Sprint Planning.
- C. Maximum of one day for Sprints that are time-boxed to two weeks.
- D. All of the above are allowed.
- E. Enough time for the last Increment to finish testing.
Answer: A
NEW QUESTION # 112
You are a Scrum Master and one of the Developers approaches you and says: Every Sprint we are not completing regression testing for all of the selected Product Backlog items in the Sprint, but regression testing is part of the Definition of Done. We have discussed with the Product Owner and during the Sprint we decided to change the Definition of Done to remove regression testing. Which two actions are appropriate in this situation? (Choose the best two answers)
- A. Agree with altering the Definition of Done, if both the Developers and Product Owner agree.
- B. Disagree with the decision and tell them that having a stringent Definition of Done is important for the quality of the product, and they need to follow it.
- C. Ask the Developers and the Product Owner if removing regression testing from the Definition of Done allows the team to produce useful and valuable Increments at the end of every Sprint?
- D. Ask the Developers and the Product Owner what problem they are going to solve by altering the Definition of Done during the Sprint to remove regression testing. Will this raise transparency or improve quality?
Answer: C,D
Explanation:
This is a good way to challenge the decision and make them think about the consequences of lowering the quality standards. The Scrum Master can help them understand the importance of delivering a potentially releasable product increment that meets the expectations of the stakeholders and customers.
This is a good way to explore the root cause of the issue and find out why they are not able to complete regression testing for all of the selected Product Backlog items in the Sprint. The Scrum Master can help them identify and remove any impediments or inefficiencies that prevent them from achieving their Sprint Goal.
NEW QUESTION # 113
You have a Scrum Team that has been working together for over a year. The Development Team consists of eleven members who rarely collaborate and work within their functional boundaries.
There are no Sprint Goals and most of the items in the Sprint Backlog are unrelated. The Scrum Team has concluded that it is not possible to create Sprint Goals based on the items in the Product Backlog.
What might explain why the Scrum Team is finding it difficult to craft Sprint Goals? (Choose all that apply.)
- A. The Product Owner doesn't set objectives that he/she wants to achieve with upcoming Sprints.
- B. The Development Team is too big.
- C. Scrum might not be the best framework for this team.
- D. The Product Owner is not empowered to make decisions about items in the Product Backlog nor how they are ordered.
- E. The Sprints are too long.
Answer: A,C,D
Explanation:
Many people misinterpret the Scrum Guide as stating the Development Team size is limited to 3-
9 members. In reality, it only states that there is inherent risk attached to having less than 3 members and more than 9 members. As the number of members increases, the lines of communication also increase.
This can be calculated using the Group intercommunication formula: n(n - 1) / 2 where n is the number of members. Some teams are able to handle the risk and "synergize" whereas others might struggle.
Saying that, the relationship between defining a Sprint Goal and Development Team size is unclear.
But the relationship between the ordering of the Product Backlog, the PO having clear objectives, and the Sprint Goal are direct. The Product Owner typically comes to the Sprint Planning with a business objective in mind and Product Backlog items related to the business objective. After deciding what can be done for the upcoming Sprint, the Scrum Team will craft a Sprint Goal that would be met through the implementation of the items. This is not dependent on the size of the team nor length of the Sprint.
Scrum is also a framework that's fit for purpose. Some projects/products are not fit for Scrum...
or, better stated, Scrum is not suitable for all projects/products.
NEW QUESTION # 114
If there are multiple Scrum Teams working on the same product, all of the Scrum Teams must mutually define a Definition of Ready (DoR). The DoR is a checklist that the Product Owner must fulfill before a Product Backlog item can be presented at the Sprint Planning. This protects the Development Team from interruptions and disruptions during the Sprint.
- A. True
- B. False
Answer: B
Explanation:
Product Backlog items should be clear enough and have enough information for the Product Owner and Development to understand the work that needs to be done and to create a forecast of Product Backlog items to implement the Sprint Goal. Nothing stops the flow of Sprints, for example, we do not delay the Sprint because the items are not ready. In such cases, the
"unready" items would be selected for the Sprint anyway and refined during the Sprint.
In the case that the Product Backlog items are not clear enough, the Development Team forecasts the most likely Product Backlog items to meet the goal and create a Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint. At the end of the Sprint, the Scrum Team can discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.
NEW QUESTION # 115
The director of engineering in your organization always stresses the importance of meeting deadlines in order for the engineering department to be seen as a reliable source for the product management department. The director has calculated that the team's velocity needs to increase an additional 15% to meet the commitment he made to management for the release date of the product. He asks Steven, the team's Scrum Master, to increase his team's velocity. Which would be the best two responses for Steven to take? (Choose two.)
- A. He explains how a team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. He refers the director to the Product Owner for all information concerning the progress of development.
- B. He educates his director how it is part of a team's self-organization to improve velocity. He invites the director to the next Sprint Retrospective to brainstorm on how they can improve.
- C. He tells the director that this is not his responsibility in Scrum. He tells the director to work with the Product Owner to check whether the estimates on the Product Backlog are being respected during implementation.
- D. He helps the director understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile he presents this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this.
- E. He informs the director of organizational impediments he is aware of that prevent the team from being more productive. He suggests collaborating with him on how to remove these impediments.
Answer: A,E
Explanation:
The Scrum Master serves the organization by helping employees and stakeholders understand and enact Scrum and empirical product development and causing change that increases the productivity of the Scrum Team.
NEW QUESTION # 116
What would be two boundaries, defined in Scrum, that give guidance for teams to effectively self-organize? (Choose two.)
- A. Creating an integrated and potentially shippable Increment by the end of each Sprint.
- B. Having a mixture of different levels of skills and experience to promote domain knowledge sharing.
- C. Timeboxing the events in Scrum to allow for regular inspection and adaptation creating opportunities to adjust course in any given path.
- D. Clearly defined functional teams within the Development Team to define handoff phases during development.
Answer: A,C
Explanation:
Time-boxing promotes regularity and focus for self-organized teams. Having shippable Increments allows teams to collaboratively make decisions on what needs to be done next.
NEW QUESTION # 117
One Scrum Team is developing a product. They track how much software they produce as velocity. Their current velocity is 18 units of done work. A second team will be added to work on the same product. What is the most likely impact on the velocity of the original team? (Choose the best answer)
- A. Their velocity is likely to decrease and be lower than 18.
- B. Their velocity is likely to increase and be higher than 18.
- C. Their velocity is likely to be not affected and stay at 18.
Answer: A
Explanation:
Adding a second team to work on the same product will introduce some challenges and overheads that can affect the velocity of the original team. For example, the teams will need to coordinate and communicate more frequently, integrate their work more often, resolve any dependencies or conflicts, and align their standards and practices. These activities will consume some time and effort that could otherwise be spent on delivering value. Therefore, the velocity of the original team is likely to decrease and be lower than 18, at least in the short term.
NEW QUESTION # 118
Technical Debt can lead to false assumptions about the current state of the system and the Increment reviewed at the end of the Sprint.
- A. False
- B. True
Answer: B
Explanation:
Explanation
Explanation:
Technical debt is any shortcomings in the code. It is a natural by-product of software development (unavoidable) and can at best be managed. If neglected, it will compound and have a negative effect on the team's ability to the deliver value. A team can have an artificially high velocity by taking shortcuts or introducing technical, debt into the system. This can give a false assumption about the current state of the product. It can look good on the surface but underneath can be a mess.
NEW QUESTION # 119
Which two of these situations best demonstrate that a Scrum Team is self-managing? (Choose the best two answers)
- A. The Developers create their own Sprint Backlog, reflecting all work that is part of the Definition of Done.
- B. The Developers are strictly working within the boundaries of their function description, and are handing off work in a timely fashion to the other members within the team.
- C. Management is invited to the Daily Scrum for a progress update and subsequently works with the Scrum Master to optimize the plan for the next day.
- D. Developers collaboratively select and re-plan their work during the Sprint.
- E. The Scrum Team invites the right external people to the Sprint Planning to help them create a complete and detailed Sprint Backlog before the meeting timebox expires.
Answer: A,D
Explanation:
A Scrum Team is self-managing, meaning that they have the autonomy and authority to organize and manage their own work within the boundaries of Scrum. A self-managing Scrum Team:
Creates their own Sprint Backlog, reflecting all work that is part of the Definition of Done (C), which is a valid option as it shows that the Developers are responsible for planning and executing the work needed to deliver a potentially releasable Increment at the end of each Sprint.
Collaboratively selects and re-plans their work during the Sprint (D), which is another valid option as it shows that the Developers are able to adapt to changing requirements, priorities, or circumstances within the Sprint, without relying on external instructions or approvals.
NEW QUESTION # 120
Select two ways in which Scrum uses time-boxing to promote self-organization? (Choose two.)
- A. Time-boxes encourage the ones closest to the problem make the best possible decisions within the time- frame given the current situation.
- B. Time-boxes ensures that the Development Team commits to completing the items in the Sprint Backlog by the end of the Sprint.
- C. Time-boxes can help teams plan how many additional Sprints is needed for User Acceptance testing.
- D. Time-boxes helps everybody concentrate on the same problem at the same time.
Answer: A,D
Explanation:
Time-boxes help everyone focus on the work of the Sprint and personally commit to achieving the goals of the Scrum Team.
NEW QUESTION # 121
What are two ways in which technical debt relates to velocity? (Choose the best two answers)
- A. Developers can artificially increase velocity by incurring technical debt.
- B. Velocity may unexpectedly drop when the Developers run into technical debt while attempting to complete new Product Backlog items.
- C. Adding technical debt items to the Product Backlog to get estimated and added to your velocity forecasts can guarantee predictability.
- D. They are not related, technical debt should be resolved by the support or operations department, not by the Developers.
Answer: A,B
Explanation:
This is a true statement, as some Developers may choose to take shortcuts or compromise on quality in order to deliver more work in a Sprint. However, this is not a sustainable or ethical practice, as it will create more problems and costs in the future. The Scrum Master can help the Developers to avoid this temptation and focus on delivering value and quality instead.
This is a true statement, as technical debt can act as a drag on the productivity and progress of the Developers. Technical debt can make the work more difficult, complex, or risky, and may require more time and effort to fix or refactor. The Scrum Master can help the Developers to identify and manage technical debt, and communicate its impact to the Product Owner and the stakeholders.
NEW QUESTION # 122
During the Sprint, the Development Team realizes they might not be able to finish all of the items in the Sprint Backlog.
What should happen?
- A. Product Backlog items are either `done' or `not done.' This helps with transparency, reduces complexity and allows for improved empiricism.
- B. Continue Sprinting until the work is complete and redefine a new Sprint time-box based on the results of the current Sprint.
- C. The Sprint length holds and the Development Team continuously learns what is actually possible to do within the time-box.
Answer: C
NEW QUESTION # 123
What is the most appropriate action for the Scrum Master to take if the Product Owner is having difficulties managing the Product Backlog?
- A. Delay the Sprint in order for the Product Owner to have enough time to prioritize the Product Backlog.
- B. Offer the Product Owner help in understanding that the goal of ordering the Product Backlog is to maximize the flow of value.
- C. Have the Development Team order the work instead of the Product Owner.
- D. Delegate the work to the Assistant Product Owner.
- E. Have the Product Owner order the items based on size, having the Development Team work on the smallest items first.
Answer: B
Explanation:
Explanation/Reference:
Explanation:
The Product Owner's primary concern is the flow of value reflected in the ordering of the Product Backlog.
NEW QUESTION # 124
Steven, who is a Scrum Master, on one of the Scrum Teams has approached you asking for advice. Their Daily Scrum requires more than 15 minutes and the team has suggested dividing themselves into two separate teams in order to stay within the time box.
As another Scrum Master, what would be the best response?
- A. Unsure - dividing a team into two cannot be decided based on this information. You offer to observe.
- B. Agree - this is an appropriate solution to the problem.
- C. Agree - You agree that dividing the team into two is a good strategy to allow the teams to learn how to run Daily Scrums quickly and effectively. Once they've learned to limit the Daily Scrum to 15 minutes, you can merge the teams again.
- D. Disagree - as the root cause may not be that the team is too big.
Answer: A
Explanation:
The relationship between cause and effect can become more clear when more information emerges.
NEW QUESTION # 125
How often should Development Team membership change?
- A. Frequently in order to share knowledge.
- B. As needed, as long as it doesn't impact productivity.
- C. As needed, while taking into account a short term reduction in productivity.
- D. Never, as it conflicts with the Scrum process.
Answer: C
Explanation:
It is not mandatory that the same team stay together, although it must be understood that any changes to the team will impact how they work together.
NEW QUESTION # 126
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