Printable & Easy to Use PSM-II Dumps 100% Same Q&A In Your Real Exam [Q38-Q57]

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Printable & Easy to Use PSM-II Dumps 100% Same Q&A In Your Real Exam

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Scrum PSM-II exam is one of the most sought-after certifications for professionals in the agile software development industry. PSM-II exam is designed for individuals who have already achieved the Professional Scrum Master level I certification and are looking to further their knowledge and skills in the Scrum framework. The PSM-II exam is a challenging and rigorous test that requires a deep understanding of Scrum principles, practices, and methodologies.

NEW QUESTION 38
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.

True

False

NEW QUESTION 39
How should a Scrum Master divide a group of 100 people into multiple Development Teams?

Create teams based on their functional layer.

Have the resource manager assign the people to teams.

Ask the developers to divide themselves into teams.

NEW QUESTION 40
Several Sprints into a project, the Product Owner tells the Scrum Master that a key stakeholder just started using the product The stakeholder is unhappy with the slow performance, a complaint that the Product Owner agreeswithAs the Scrum Master how will you move this forward?
(choose the best answer)

Encourage the Product Owner to bring the performance concerns to the rest of the Scrum Team and work together to improve the Definition of Done

Wait to bring this up in the next Sprint Retrospective as this is the appropriate time for the Developers to re-consider the Definition of Done.

Bring the concern to the quality assurance members of the Scrum Team and ask them to improve how the system is tested.

Explain to the Product Owner that it is up to the Developers to decide on acceptable performance standards as they own the Definition of Done

Explanation: As a Scrum Master, you are accountable for establishing an environment where the Scrum Team can be effective and deliver valuable products1. One of the ways to do this is by supporting the Product Owner in managing the Product Backlog and engaging with the stakeholders2. In this situation, where there is a performance issue with the product, your best option is:
Encourage the Product Owner to bring the performance concerns to the rest of the Scrum Team and work together to improve the Definition of Done. This option aligns with the principle of empiricism, which is the foundation of Scrum3. Empiricism means that you make decisions based on what is known, rather than what is assumed or predicted3. By encouraging the Product Owner to bring the performance concerns to the rest of the Scrum Team, you are helping them inspect the product Increment and adapt the Product Backlog based on transparent feedback from the stakeholder4. You are also helping them collaborate on improving the Definition of Done, which is a shared understanding of what it means for a product Increment to be complete and potentially releasable. The Definition of Done should reflect the quality standards and expectations of the stakeholders, andshould be updated as needed to ensure that the product meets their needs and delivers value.
The other options are not advisable because:
Wait to bring this up in the next Sprint Retrospective as this is the appropriate time for the Developers to re-consider the Definition of Done. This option is incorrect because it contradicts your accountability as a Scrum Master. The Sprint Retrospective is an opportunity for the Scrum Team to reflect on their performance and identify improvements for the next Sprint. However, it is not the only time for them to inspect and adapt their product and process. As a Scrum Master, you should promote continuous improvement and help the Scrum Team address any issues or impediments as soon as they arise1.
Waiting to bring this up in the next Sprint Retrospective would mean delaying feedback and action, which can lead to waste or dissatisfaction.
Bring the concern to the quality assurance members of the Scrum Team and ask them to improve how the system is tested. This option is incorrect because it goes against your role as a facilitator, who helps the participants have constructive and respectful conversations. By bringing the concern to only a subset of the Scrum Team, you are creating silos and excluding others from contributing or learning. You are also implying that quality is only their responsibility, rather than a shared accountability of the whole Scrum Team. Moreover, you are not asking them for their input or feedback, but telling them what to do, which can undermine their autonomy and motivation.
Explain to the Product Owner that it is up to the Developers to decide on acceptable performance standards as they own the Definition of Done. This option is incorrect because it contradicts your role as a coach, who helps people grow and improve their skills and behaviors. By explaining to the Product Owner that it is up to the Developers to decide on acceptable performance standards, you are dismissing their concern and creating a gap between them and the Developers. You are also ignoring their valuable perspective and input as a stakeholder representative, who has a clear vision of what value means for the product. Instead of explaining, you should be asking questions and listening actively, and facilitating a dialogue between them and the Developers.
References: 1: https://www.scrum.org/resources/what-is-a-scrum-master 2:
https://www.scrum.org/resources/blog/scrum-master-supporting-product-owner 3:
https://www.scrum.org/resources/what-is-empiricism-and-why-is-it-important-to-scrum 4:
https://www.scrum.org/resources/what-is-a-sprint-review :
https://www.scrum.org/resources/blog/definition-done :
https://www.scrum.org/resources/what-is-a-sprint-retrospective :
https://www.scrum.org/resources/blog/facilitation-scrum-masters-superpower :
https://www.scrum.org/resources/blog/quality-shared-responsibility :
https://www.scrum.org/resources/blog/coaching-scrum-masters-superpower :
https://www.scrum.org/resources/what-is-a-product-owner

NEW QUESTION 41
Who manages the progress of work during a Sprint?

The Scrum Master

The Product Owner

The Team Lead

The Development Team

NEW QUESTION 42
Which of the following is required in Scrum?

Sprint Retrospective

All Development Team members answering the three Question:s at the Daily Scrum

Sprint Burndown Chart

User Stories

All of the above

NEW QUESTION 43
What must the Development Team do during the first Sprint?

Create a potentially shippable product Increment that includes at least one piece of functionality.

Analyze and estimate the requirements for the subsequent Sprints.

Create a project plan in order to map functional development to Sprint dates.

Only design and develop the architecture and infrastructure.

NEW QUESTION 44
Peter, a Project Manager, has raised concerns about your Scrum Team’s productivity and progress towards the objectives.
Which is the best way to respond to Peter’s concerns?

Share the Product Backlog, the projections towards the release dates and ensure that Peter has access.

Show the Profit & Loss (P&L) report.

Share the current impediments.

Share the last stakeholder status report prepared by the Scrum Master.

NEW QUESTION 45
Steven is a Scrum Master asked to assist in creating five new Scrum Teams that will be working to build a highly anticipated product. He talks with them about the importance of being able to integrate their Increments by the end of their Sprints. This includes the first Sprints. The product is very important to both the end users and the organization.
Of the choices raised by future team members, what would Steven encourage?

Each Scrum Team delivers Increments in its own code branch. After UAT is performed at the Sprint Review, the code branch is isolated until enough Increments are considered acceptable. All code branches will then be merged during the release phase.

Each Scrum Team delivers functionality at the end of each Sprint. New Product Backlog items will then be added to the next Sprint Backlog to integrate their functionality with the other teams to create a unified Increment.

All Scrum Teams agree on a mutual understanding of ‘done’ that defines all work necessary to deliver a potentially shippable Increment that includes all previous Increments delivered for the product.

Wait until enough of the infrastructure and architecture is in place before starting the first Sprints. This will increase the success of delivering integrated Increments in Sprint 1.

NEW QUESTION 46
The Development Team has suggested to move the Daily Scrum to every other day instead of every day.
What is the most appropriate action for the Scrum Master to take?

Learn why the Development Team wants this, coach the team on why the Daily Scrum is important and work with them to improve the outcome of the Daily Scrum.

Support the self-organizing team’s decision.

Have the Development Team members vote on which days the Daily Scrum should occur.

NEW QUESTION 47
During a Product Backlog refinement meeting, the Product Owner introduces a business objective that will be worked on for the next several Sprints. The Product Owner envisions several key features necessary to be delivered in order to meet the business objective. As the features will be using sensitive user data it will be subjected to external security audits. These non-functional security requirements were not applicable to previous Increments.
What are two good ways the Development Team can handle these high-security concerns? (Choose two.)

They should be planned in parallel Sprints so not to disrupt the Development Team during feature development. After security concerns have been finalized, they will be applied to the work that is already completed before new feature development can continue.

They should be handled in a parallel Sprint by a separate security team so that security can be resolved through application enhancements without impacting the functional development.

A complete list of security-related Product Backlog items needs to be created before starting a new Sprint.

During the Sprint Retrospective, the Development Team assesses how to add these expectations to their Definition of Done so every future Increment will meet these security requirements. If needed they can work with external specialists to better understand the requirements.

They are added to the Product Backlog and addressed throughout the next Sprints, combined with creating the business functionality in those Sprints, no matter how small the business functionality.

NEW QUESTION 48
Which is the best description of a Product Owner?

Requirements developer.

Value optimizer.

Team leader.

Go-between between development team and stakeholders.

NEW QUESTION 49
In the Sprint Review; one of the stakeholders highlights the money spent this year; and that due to market changes, the funding may run out An argument follows this statement, with raised voices and strong emotional statements. As a Scrum Master, what are your two best options?
(choose the best two answers)

Encourage the stakeholders to focus on delivering the highest value items for the next Sprint.

It is the Product Owner’s meeting, so do nothing.

Defend the budget, asking the stakeholders to support the funding of the work.

Argue that the Scrum Team needs to be kept busy while the funding is confirmed

Ask for a short break for people to calm down and be objective

Explanation
One of the ways to do this is by facilitating the Scrum events, such as the Sprint Review, where the Scrum Team and the stakeholders inspect the product Increment and adapt the Product Backlog2. In this situation, where there is a conflict among the stakeholders about the budget and the funding, your two best options are:
Encourage the stakeholders to focus on delivering the highest value items for the next Sprint.This option aligns with the purpose of the Sprint Review, which is to collaborate on what was done in the Sprint and what to do next2.By encouraging the stakeholders to focus on delivering value, you are helping them prioritize the most important features or functionalities that can maximize the return on investment and reduce risk3. This can also help them align their expectations and goals, and create a shared understanding of the product vision.
Ask for a short break for people to calm down and be objective.This option aligns with your role as a facilitator, who helps the participants have constructive and respectful conversations4. By asking for a short break, you are giving them a chance to cool off and regain their composure. This can also help them be more objective and rational, and avoid emotional reactions that can escalate the conflict or damage the relationship.
The other options are not advisable because:
It is the Product Owner’s meeting, so do nothing.This option is incorrect because it contradicts your accountability as a Scrum Master.The Sprint Review is not only the Product Owner’s meeting, but a collaborative event that involves the whole Scrum Team and the stakeholders2.As a Scrum Master, you have a responsibility to facilitate this event and ensure that it is productive and valuable1. Doing nothing would mean neglecting your duty and allowing the conflict to persist or worsen.
Defend the budget, asking the stakeholders to support the funding of the work.This option is incorrect because it goes beyond your scope as a Scrum Master.The budget and the funding are not your primary concerns, but rather the value and quality of the product that you deliver1. Defending the budget would mean taking sides in the conflict, which can compromise your neutrality and credibility as a facilitator.
It can also create more tension and resentment among the stakeholders, who may feel that you are not listening to their perspectives or interests.
Argue that the Scrum Team needs to be kept busy while the funding is confirmed.This option is incorrect because it contradicts the principle of empiricism, which is the foundation of Scrum5.Empiricism means that you make decisions based on what is known, rather than what is assumed or predicted5. Arguing that the Scrum Team needs to be kept busy while the funding is confirmed would mean ignoring or denying the reality of the situation, which can lead to waste or inefficiency. It can also undermine the trust and collaborationbetween the Scrum Team and the stakeholders, who may feel that you are not transparent or accountable.
References:1: https://www.scrum.org/resources/what-is-a-scrum-master2:
https://www.scrum.org/resources/what-is-a-sprint-review3:
https://www.scrum.org/resources/blog/value-driven-development4:
https://www.scrum.org/resources/blog/facilitation-scrum-masters-superpower5:
https://www.scrum.org/resources/what-is-empiricism-and-why-is-it-important-to-scrum

NEW QUESTION 50
A new Product Owner is hired to work on an existing product that has ongoing for five Sprints. He/she is unsure about all of the responsibilities of a Product Owner. Which of these Product Owner’s activities are defined in Scrum?

Writing User Stories.

Interacting with stakeholders and ensuring that the most valuable functionality is always produced first.

Describing features as Use Cases.

Ensuring work is completed within scope and time.

NEW QUESTION 51
The relationship between the Product Owner and the Developers has degraded over time.
The Developers are growing increasingly angry with the Product Owner for changing the requirements all the time and not being available enough. The Product Owner is angry with the Developers for changing requirements during implementation. What guidance should the Scrum Master offer?
(choose the best answer)

Take everyone to a 2-day off-site event to relax and re-align. It is liberating to take people’s minds away from work.

Ask each person’s functional manager to instruct their employees that they must collaborate better, or be removed from the team.

Address why requirements change during the Sprint Retrospective. Ask the Developers and the Product Owner to talk about why the requirements are changing and consider the impact on value during this discussion.

Ask for a project manager or other external resource to mediate and temporarily take over for the Product Owner.

Explanation
The Scrum Master is responsible for promoting and supporting Scrum, which includes helping the Scrum Team and the organization understand and enact Scrum values, principles, and practices. The Scrum Master should offer guidance that:
Addresses the root cause of the conflict, not just the symptoms or the consequences.
Empowers the Scrum Team to self-organize and collaborate effectively, without relying on external intervention or authority.
Fosters a culture of transparency, inspection, and adaptation, where feedback is welcomed and used to improve the product and the process.
Focuses on delivering value to the customer and meeting the Sprint Goal, not on following a fixed plan or satisfying individual preferences.
Therefore, the best option is to address why requirements change during the Sprint Retrospective, which is an event that allows the Scrum Team to inspect how they worked together and create a plan for improvements.
The Scrum Master should ask the Developers and the Product Owner to talk about why the requirements are changing and consider the impact on value during this discussion. This will help them understand each other’s perspectives, clarify their expectations, and align their goals.
The other options are not appropriate because they:
Take everyone to a 2-day off-site event to relax and re-align (A), which may be a nice gesture, but does not solve the underlying problem or help the Scrum Team improve their collaboration skills. It may also be seen as a distraction or a reward for poor performance.
Ask each person’s functional manager to instruct their employees that they must collaborate better, or be removed from the team (B), which undermines the self-organization and autonomy of the Scrum Team and introduces a threat of punishment that may damage trust and motivation. It also violates the Scrum value of respect and the principle of servant leadership.
Ask for a project manager or other external resource to mediate and temporarily take over for the Product Owner (D), which creates a dependency on an outsider who may not have the necessary knowledge, authority, or vision to manage the product. It also violates the Scrum role of the Product Owner and the principle of single-wringable-neck.
References: : [Scrum Guide], The Scrum Master : [Scrum Guide], The Sprint Retrospective : [Scrum Guide], The Product Owner : [Scrum Guide], The Developers : [Scrum Guide], Scrum Values

NEW QUESTION 52
Which two statements best describe a Sprint Goal? (Choose two.)

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.

NEW QUESTION 53
You are a Scrum Master employed by the IT department. The IT manager considers adopting Scrum tor a new project He wonders however, what the value is in having all team members attend this meeting called “Daily Scrum” every day. The organization already has its employees attending so many mandatory meetings.
What are two outcomes of the Daily Scrum you inform him about, to express the importance of the Daily Scrum?
(choose the best two answers)

During the Daily Scrum the Developers will bring up problems that are hindering their progress, and tor which they nave no means to resolve, this provides an opportunity to resolve those impediments.

The Daily Scrum serves tor the Developers to report to you, as a Scrum Master, all updates on the tasks to the Sprint, as registered in the Sprint Backlog. You can then use the team’s updates to plan their work tor the next day, making sure that every team member is assigned the right tasks.

Through the snort, daily alignment of the Daily Scrum the Developers build and improve a shared understanding of the most important work to be undertaken in the next 24 hours, to achieve the best possible progress toward the Sprint Goal. This daily opportunity to inspect and adapt Will enable the Developers to tackle any unforeseen circumstances that might otherwise disrupt the team’s progress.

During the Daily Scrum, the Developers need to update the Scrum board with their current status and progress, at a task level. This is crucial to ensure that the IT manager can go up to the room at any time and view the team’s actual progress.

The Developers will produce a status report indicating what each individual has done the past working day, and now much time that has taken. The accumulated reports will support discussing how the Sprint went at the Sprint Review meeting. It will provide detailed insights into the accuracy of estimates versus actual time spent, which can be used to create better estimates at the subsequent Sprint Planning meeting.

NEW QUESTION 54
In the Daily Scrum, the Product Owner applauds every Developer who moves a Sprint Backlog item to completion. The Product Owner wants to encourage the Developers to make progress visible on the burn-down chart. Select the two best options for the Scrum Master to take.
(choose the best two answers)

Nothing. The Scrum Master does not attend the Daily Scrum.

Take the opportunity to create more energy and team spirit and encourage everyone to participate in the applause.

Coach the Scrum Team about the purpose of the Daily Scrum.

Tell the Product Owner your concerns about how his behavior may impact the Developers, and ask him to stop attending the Daily Scrum for some time.

NEW QUESTION 55
During the Sprint Review the Product Owner introduces the functionality that is likely to be done over the next Sprints. The Chief Security Officer reminds everyone that through the envisioned functionality, sensitive personal user data will be stored. This might be the subject of external security audits. He reminds everyone of important non-functional requirements with regards to security. These were not applicable and not considered previously What are two effective ways the Scrum Team can manage these high-security concerns?
(choose the best two answers)

They are discussed, determined, and documented in parallel Sprints to not disturb the actual feature development Once analyzed, they should be applied to the work already done before further feature development can continue.

The impact of these security concerns on past and future work needs to be determined before new Sprints can start. A list of security-related Product Backlog items needs to be passed on to the Product Owner before starting the next Sprint

They are added to the Product Backlog and addressed throughout the next Sprints, combined with creating the business functionality in those Sprints, no matter how small that business functionality.

During the Sprint Retrospective, the Scrum Team assesses how to add these expectations to the Definition of Done so every future Increment will live up to these requirements. If needed they can work with external specialists to better understand the requirements

They should be managed by a separate specialist team in a parallel Sprint, so they can be specifically resolved through an improved application design without hindering functional development.

NEW QUESTION 56
During the Sprint Review, the Product Owner decides to release the current Increment to production. The stakeholders suggest temporarily delaying the next Sprint in order to respond more quickly to user feedback after the release. The Product Owner prefers to continue to the next Sprint and make progress towards the next release. Steven, the Scrum Master, begins facilitating the discussion.
What would be two acceptable outcomes of the discussion? (Choose two.)

Continue with the Sprints and include the customer feedback in the Product Backlog.

Delay the next Sprint to allow the Development Team to work on new customer feedback.

Continue with the Sprints but shorten the Sprint time-boxes to allow for shorter feedback loops.

Continue with the Sprints but allow the Sprint Goal within the Sprint to change according to the customer feedback.

NEW QUESTION 57
When does a Sprint end?

When there is no work remaining in the Sprint Backlog.

When the time-box expires.

It depends on the Product Owner.

Immediately after the conclusion of the Sprint Review.