PSM-II Professional Scrum Master level II (PSM II) Questions and Answers

Impediments are raised and resolved more slowly.

Opportunities to inspect and adapt the Sprint Backlog are reduced.

Less information about the progress will be shared causing the Sprint plan to become inaccurate and reducing transparency over progress toward the Sprint Goal.

The Scrum Master loses the ability to update the burndown chart adequately.

The Product Owner cannot accurately inspect utilization of the individual team members.

Product Backlog refinement.

Updating stakeholders on project progress.

There are no such activities. When the current Sprint ends, the new Sprint begins.

Participate as a team member at the Sprint Retrospective.

Commitment

Respect

Transparency

Focus

Openness

Courage

The Development Team

The Product Owner

The Stakeholders

The Scrum Master

Ensure the Scrum Team members have compatible personalities, have the tech leads clarify the expectations and responsibilities of each role, and propose a performance rewards system.

Have the Scrum Team members introduce their background experience with each other, ask the Product Owner to discuss the product and answer QUESTION NO:s, and ensure the team understands the need for a Definition of “Done.”

Wherever the Development Team decides is most suitable.

In a room where management can attend.

In the same location where the Development Team is seated.

In front of the Scrum board.

Wherever the Scrum Master decides is best.

Their velocity is likely not affected and will remain at 55.

Their velocity is likely to drop and be less than 55.

Their velocity is likely to rise and be more than 55.

The company founder

The board of directors

The Head of Product

The Product’s users

Ensure they are addressed in every Increment.

Assign them to the technical leads on the team.

They will be addressed in the Integration Sprints.

Add them to a separate non-functional requirements list.

Cross-skilled individuals who are able to do all the work necessary to deliver a shippable Increment at the end of the Sprint.

A team of engineers, testers, business analysts, technical architects and functional managers.

A group of full-stack developers shared across multiple teams.

A team of skilled developers that can effectively multi-task on multiple Product Backlog items at the same time.

The working relationships and skills of the people on the Scrum Team(s).

The complexity and stability of the technology.

The complexity of the requirements.

Sprint Goals are defined when the completed work is reviewed at the end of a Sprint.

Sprint Goals give the Development Teams flexibility and creativity on how to implement functionality during the Sprint.

During the Sprint Planning, the entire Scrum Team collaboratively crafts a Sprint Goal based on a business objective that the Product Owner would like to achieve that Sprint.

Sprint Goals can change as new insights emerge during the Sprint.

You advise the Product Owner to start building a good relationship with the stakeholders of the product.

Ongoing interaction with them is important to regularly align with changing organizational or market expectations. The Product Owner is also expected to invite the right stakeholders to the Sprint Review meeting.

You inform the Product Owner that, in today’s highly competitive markets, it is important that the Development Team is updated on changing business priorities on a daily basis. The Daily Scrum allows the Development Team to adapt to the changes in scope without delay.

You tell the Product Owner to make sure that there are no ambiguities or possible misunderstandings in the items on the Product Backlog when they are handed over to the Development Team. This is best done by capturing the functional requirements during an analysis phase, resulting in documents that are considered as the working product of such analysis Sprints.

You advise the Product Owner to rely on the Development Team and the stakeholders to formulate the Product Backlog, as they are the ones most knowledgeable. By asking QUESTION NO:s and working with them the Product Owner will quickly be up to speed.

Making sure each member has an opportunity to answer all three QUESTION NO:s.

Leading the Daily Scrum.

Teaching the Development Team to keep the Daily Scrum time-boxed to 15 minutes or less.

Updating the Scrum board.

All of the above.

No, because the state of the Product Increment won’t be transparent and the feedback loop would be too long.

It depends on the team’s Definition of Done.

Yes, because the Development Team is a self-organizing team and should not be disrupted during development.

Yes, because UAT is done in a hardening Sprint before the release Sprint.

The team lead

The business analyst

The project manager

The Development Team

The Product Owner

Allow the team leads to divide and select teams.

Understanding the product, the product vision and the Scrum framework, the group self-organizes into teams.

Create a skills matrix, identify role levels, and years of experience to assign people to teams.

The teams will rotate members every Sprint to spread knowledge.

Require all teams in the organization to start using Scrum as soon as possible.

Arrange 1:1 coaching sessions to discuss any identified concerns Steven may have.

Schedule formal trainings.

Penalize any Scrum Team members who are not staying within the Scrum Framework.

Educate stakeholders and clients about Scrum.

Extend Retrospectives to include formal training.

True

False

Product Backlog items are either ‘done’ or ‘not done.’ This helps with transparency, reduces complexity and allows for improved empiricism.

Continue Sprinting until the work is complete and redefine a new Sprint time-box based on the results of the current Sprint.

The Sprint length holds and the Development Team continuously learns what is actually possible to do within the time-box.

The QA team has not finished testing the previous Increment before declaring it ready to ship.

The stakeholders were disappointed with the Increment produced in the previous Sprint.

There is no acceptable reason. A new Sprint starts immediately after the conclusion of the previous Sprint.

The Product Owner needs additional time to identify the next initiatives.

There’s not enough work in the Product Backlog to work on in the upcoming Sprint.

False. A Scrum Master is only necessary when requested or needed.

True. Each must be a full-time member on the Scrum Team.

True. Their participation and availability will impact the outcomes produced by the Scrum Team.

False. If a Product Owner is unavailable, he/she can be replaced by a Business Analyst.

Very little change will happen as the vocabulary in Scrum is specifically defined for implementing Scrum.

The organization may not realize the real benefits of Scrum as there would be no real change on the way the teams work.

Organizations may feel less stressed as the behaviors would remain familiar to management.

All answers apply.