Pass Your Scrum PSM-II Exam with Correct 76 Questions and Answers [Q29-Q47]

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Pass Your Scrum PSM-II Exam with Correct 76 Questions and Answers

Latest [Mar 29, 2024] 2024 Realistic Verified PSM-II Dumps

Topics of Scrum PSM II: Professional Scrum Master II Exam

The following topics are part of the PSM II exam dumps and PSM II practice exams that a candidate must have a firm grip on, to pass the exam:

1. Agile Overview

Developing self-organizing and cross-functional teams to discover requirements and develop solutions. Valuing individuals and interaction, customer collaboration, accomodating changes over time, and focus on working software rather than comprehensive documentation. Using agile methods like Scrum and Kanban to manage focus on workflow. Differentiating between Agile and traditional waterfall methodology.

This section constitutes of the following subtopics:

Methods of Agile
The Importance and boost of Agile
The Manifesto of the Agile
Interdependence Declaration
Agile Manifesto Principles

2. Scrum Overview

Developing an agile framework to break the task into timeboxed iterations (sprints). Encourage teams to learn through interactions, to coordinate themselves when working on an issue, and to focus on wins and losses to constantly improve. Overview of a series of discussions, methods, and roles that work together to help teams coordinate and handle their work.

This section constitutes of the following subtopics:

Advantages of Scrum
Characteristics of Scrum
Processes of Scrum
Principles of Scrum

3. Scrum Roles

Learning clearly defined roles of individuals in Scrum to improve efficiency. Scrum roles define the main responsibilities for those on the team. Roles in Scrum aren’t jobbed titles. Empiricism, self-organization, and constant development are the core of Scrum. The Scrum roles, therefore, include a minimum description of responsibilities and accountability to encourage teams to conduct work effectively. Scrum Roles can be divided into two main categories; Core and Non-core. The core roles are further divided and described below:

Product Owner
Scrum Team
Scrum Master

4. Phases of Scrum Project

Learning the main processes and phases involved in Scrum. These phases can be divided into 3 main groups namely pregame, game and postgame. The phases are listed below:

Estimation and Planning
Release
Initiation
Retrospect

5. Scaling Scrum

Scaling is becoming more effective as you grow. This refers to connecting several teams to deliver complex solutions that need proper coordinated working. The larger the size of a team, the greater the contact lines between team members, making it more difficult to establish trust and a shared goal. Scaling scrum will, therefore, help to establish personal relationships and maintain desired results. Scaling scrum comprises of the following contents:

Scrum Scalability
Scrum of Scrums (SoS) Meeting
Significance of Executive Support
Maintaining Traditional Roles to Scrum
Transition to Scrum

6. Mock Product Development

Develop mock product using the skills learned to practice agile development

7. Case Studies

Using simulated case studies to gain experience in carrying out a Scrum project

To appear for the PSM-II certification exam, a candidate must have a strong understanding of the Scrum framework and must have worked as a Scrum Master for at least a year. PSM-II exam consists of multiple-choice questions and scenarios that assess the candidate’s ability to apply Scrum principles in complex situations. PSM-II exam is time-bound, and candidates have 90 minutes to complete it. The passing score is 85%, which reflects the high level of expertise expected from a certified Scrum Master at this level. Successful completion of the PSM-II certification exam demonstrates that the Scrum Master has a deep understanding of Scrum and Agile principles, and is capable of leading and coaching teams to deliver high-quality products.

The Professional Scrum Master level II (PSM II) exam is a well-known certification for Scrum Masters who have gained considerable knowledge and experience in Scrum practices. Scrum is one of the most popular agile methodologies used in software development, and it emphasizes teamwork, collaboration, and iterative development. The PSM II exam is designed to test the Scrum Masters’ knowledge and skills in implementing and managing complex Scrum projects.

QUESTION 29
What Development Team structure is best suited to produce integrated increments?

Every Development Team has the abilities to develop functionality from beginning to end throughout all technical layers.

Each Development Team specializes in one technical layer of the system (e.g. GUI, database, middle tier, interfaces).

QUESTION 30
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)

The Scrum Team has not used the past Sprint Retrospectives effectively to inspect and adapt.

The Developers have not been paying enough attention to quality.

The Scrum Team is not having conversations around technical debt.

The Scrum Master has not ensured that the Scrum Team is being transparent.

All of the above.

None of the above.

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.
References:
Scrum Guide 2020, page 13: “The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness.” Scrum Guide 2020, page 10: “The Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.” Professional Scrum Master II Course, page 12: “Technical debt is a metaphor for expressing how doing things in a suboptimal way can accumulate over time and make it harder to change or improve a product in the future.” Scrum Guide 2020, page 6: “The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.”

QUESTION 31
Which two options describe how project budgeting and financial forecasting work in Scrum?
(choose the best two answers)

Scrum does not align with traditional accounting practices. The financial department needs to be given a fixed cost per Sprint per team.

Several Sprints may be funded as a single release, with the result of each Sprint being releasable product

The only funding is for the run cost (time and materials) of the Scrum Teams, so no budgeting process is needed_

It is ideally revisited as frequently as each Sprint to ensure value is being delivered for the investment spent.

Explanation
Short Explanation: Scrum is a framework for delivering value to customers and stakeholders in an iterative and incremental way. Scrum does not prescribe how project budgeting and financial forecasting should be performed, but it does provide some principles and practices that can help with this process.
One of these principles is that each Sprint should produce a potentially releasable product Increment that delivers value and meets the Definition of Done. This means that several Sprints may be funded as a single release, with the result of each Sprint being releasable product12. This allows the Product Owner to decide when to release the product based on the feedback from the customers and stakeholders, and the market conditions.
Another principle is that Scrum promotes transparency, inspection, and adaptation. This means that the budgeting and forecasting process should be revisited as frequently as each Sprint to ensure value is being delivered for the investment spent13. This allows the Scrum Team to inspect the outcomes of the delivered Sprint Increments, compare them with the expected benefits and costs, and adapt the product backlog and the release plan accordingly.
Scrum does not align with traditional accounting practices that require fixed scope, cost, and time. However, this does not mean that Scrum Teams do not need a budgeting process or that they only need to cover the run cost (time and materials) of the Scrum Teams. Scrum Teams still need to estimate the size and value of the product backlog items, forecast the delivery date and cost of the product or release, and track the actual spending and revenue of the product or release43. The difference is that these estimates and forecasts are based on empirical data from previous Sprints, rather than on upfront assumptions or guesses. They are also subject to change as new information emerges or new requirements arise.
References:
Scrum Guide 2020, section “The Sprint”, “The Increment”, “Empiricism”.
Tips for Effective Agile Budgeting and Forecasting | Toptal, section “Establish Context and Set Expectations”, “Budget for Value”.
Project forecasts and budgets | Microsoft Learn, section “Project forecasting”.
Planning and Budgeting in Scrum Projects – PMHut, section “Budgeting in Scrum Projects”.

QUESTION 32
A multi-national company is using Scrum for product development of their five major products.
What alternatives should the company consider to decide how many Product Owners are needed for these five products?
(choose the best two answers)

There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog.

There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams.

There is one Product Owner for all five products. This person may not delegate work to others for specific value, capabilities, and functionality, given these are all the Product Owner’s individual responsibility.

There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.

Explanation
A: There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog. This is a reasonable alternative, as it allows each Product Owner to focus on one product and its vision, value proposition, and stakeholder needs. The Product Owner can also leverage the expertise and input of other people who can help with the product development, such as business analysts, domain experts, or user representatives. The five Product Owners can coordinate and collaborate with each other through the Product Backlog, which is a single source of truth for the product requirements and priorities.
D: There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
This is another reasonable alternative, as it allows one Product Owner to have a holistic view of the five products and their interdependencies, synergies, and trade-offs. The Product Owner can also delegate some of the work to other people who can act as proxies or representatives for the different aspects of the products, such as features, modules, or components. The Product Owner can still maintain the ultimate authority and responsibility for the Product Backlog and the product value delivery.
References:
Scrum Guide 2020, page 7: “The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team.” Scrum Guide 2020, page 8: “The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team.” Professional Scrum Master II Course, page 22: “The Product Owner may delegate some of their work to others who can help them with the product development, such as business analysts, domain experts, or user representatives. However, the Product Owner remains accountable for the Product Backlog and its content.” Professional Scrum Master II Course, page 23: “The Product Owner may scale their role by working with other Product Owners who are responsible for different products, features, modules, or components. However, there should be only one Product Owner per product who has the final say on the product vision and value proposition.”

QUESTION 33
Who manages the progress of work during a Sprint?

The Scrum Master

The Product Owner

The Team Lead

The Development Team

QUESTION 34
At the seventh Sprint Review, the stakeholders seem disappointed and angry. When asked about it, they say the product being built will not meet their needs and will cost more than they anticipated spending. What factors may have led to this?
(choose the best three answers)

The stakeholders have not been using the Sprint Reviews to actively engage, and inspect and evaluate progress.

The stakeholders were not allowed to enter the development area, or be present at the Daily Scrum.

The Project Management Office (PMO) and its project managers have not been adequately engaged, causing the project plan to become inaccurate.

The Scrum Master has not ensured transparency.

The Product Owner has not been interacting frequently with the stakeholders and kept them aware of the progress of the project.

Changes to the project plan were not adequately documented and shared. The change request procedure was not diligently followed.

Explanation
A) The stakeholders have not been using the Sprint Reviews to actively engage, and inspect and evaluate progress. This is a possible factor that may have led to the disappointment and anger of the stakeholders. The Sprint Review is an event where the Scrum Team and the stakeholders collaborate to inspect the product Increment and adapt the Product Backlog based on feedback and new insights. If the stakeholders do not participate actively in the Sprint Review, they may miss the opportunity to provide input, voice their concerns, and influence the direction of the product development.
D) The Scrum Master has not ensured transparency. This is another possible factor that may have led to the disappointment and anger of the stakeholders. The Scrum Master is accountable for establishing and promoting transparency among the Scrum Team and the stakeholders, by ensuring that everyone has a clear and common understanding of the product vision, the Product Goal, the Product Backlog, the Sprint Goal, the Sprint Backlog, and the Definition of Done. Without transparency, there may be misalignment, confusion, or unrealistic expectations among the stakeholders regarding the product being built.
E) The Product Owner has not been interacting frequently with the stakeholders and kept them aware of the progress of the project. This is also a possible factor that may have led to the disappointment and anger of the stakeholders. The Product Owner is responsible for engaging with the stakeholders regularly and communicating the value, scope, and status of the product development. The Product Owner should also seek feedback from the stakeholders and incorporate it into the Product Backlog refinement and ordering. If the Product Owner does not interact frequently with the stakeholders, they may feel disconnected, ignored, or dissatisfied with the product being built.
References:
The Scrum Guide, section 2.3 (The Scrum Team), page 7
The Scrum Guide, section 3.6 (The Sprint Review), page 11
The Scrum Guide, section 4.1 (The Product Backlog), page 11
The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 5 (The Sprint Review) and lesson 6 (The Sprint Retrospective)

QUESTION 35
Scrum has a role called “Project Manager.”

True

False

QUESTION 36
What conditions are most likely occurring if you feel you need a “Quality Assurance and Release Readiness Sprint”?
(choose the best three answers)

You are following Scrum and the concept of a Hardening Sprint.

Scrum has been modified in an acceptable manner to introduce “Quality Assurance and Release Readiness Sprints”.

The Definition of Done is weak or incomplete, allowing technical debt to accumulate.

The Developers find it nearly impossible to create a valuable, useful product Increment in a Sprint.

The Definition of Done is not being met every Sprint.

QUESTION 37
You are the Scrum Master for four teams working from the same Product Backlog. Several of the Developers come to you complaining that work identified for the upcoming two Sprints will require full time commitment from Phil, an external specialist. As the Scrum Master what should you do to solve this upcoming problem?
(choose the best answer)

Prepare the Sprint Backlogs each day tor the teams so Phil can spend some time in each team.

Allocate Phil to one team per Sprint, so that over tour Sprints every team will have had the support It requires.

As needed, consult with the Developers on now they want to manage this problem and help them implement their preferred solution.

Ask Phil tor a plan to hire and train additional people in nis domain, and in the meantime work with the Product Owner and Developers to re-prioritize the work so that tasks not depending on Phil can be done first.

Explanation
As the Scrum Master, your role is to serve the Scrum Team by helping them to work effectively and deliver value. You are not responsible for managing the work or assigning tasks to the Developers. You should respect the self-organization and autonomy of the Developers, and support them in finding their own solutions to the problem. You should also facilitate collaboration and communication among the Developers and with other stakeholders, such as Phil and the Product Owner.
Some reasons why the other options are not correct are:
A: Preparing the Sprint Backlogs each day for the teams so Phil can spend some time in each team. This option is not correct because it violates the Scrum framework and the Scrum Master role. The Sprint Backlog is owned and managed by the Developers, not by the Scrum Master. The Scrum Master should not interfere with or dictate how the Developers plan and execute their work. The Scrum Master should also not impose a solution that may not be optimal or feasible for the teams or for Phil.
B: Allocate Phil to one team per Sprint, so that over four Sprints every team will have had the support it requires. This option is not correct because it violates the Scrum framework and the Scrum Master role.
The Scrum Master should not allocate resources or assign tasks to the teams or to Phil. The Scrum Master should also not impose a solution that may not be aligned with the Product Owner’s priorities or the teams’ needs.
D: Ask Phil for a plan to hire and train additional people in his domain, and in the meantime work with the Product Owner and Developers to re-prioritize the work so that tasks not depending on Phil can be done first. This option is not correct because it violates the Scrum framework and the Scrum Master role. The Scrum Master should not ask Phil to do something that may be beyond his authority or responsibility. The Scrum Master should also not work with the Product Owner and Developers to re-prioritize the work, as this is the Product Owner’s accountability. The Scrum Master should respect the Product Owner’s decisions on what is valuable and what is not, and support the Developers in delivering that value.
References:
What is a Scrum Master? | Scrum.org
What is a Sprint Backlog? | Scrum.org
Who is responsible for dependency management? | Scrum.org
[Managing Dependencies in Scrum – Scrum Alliance]

QUESTION 38
What is a Product Owner responsibility that he/she might delegate?

Writing User Stories

Ordering the Product Backlog

Representing stakeholders to the Scrum team

Attending the Sprint Review

QUESTION 39
A multi-national company is using Scrum for product development of their five major products.
What alternatives should the company consider to decide how many Product Owners are needed for these five products?
(choose the best two answers)

There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams.

QUESTION 40
Technical Debt can lead to false assumptions about the current state of the system and the Increment reviewed at the end of the Sprint.

True

False

QUESTION 41
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.

QUESTION 42
The Sprint length should be:

Short enough to keep the business risk acceptable to the Product Owner.

Short enough to be able to synchronize the development work with other business events.

No more than one month.

All of these answers are correct.

QUESTION 43
You are the Scrum Master for four Scrum Teams working from the same Product Backlog. Several of the Developers come to you complaining that work identified for the upcoming two Sprints will require full time commitment from Stella, an external specialist who is not a member of any of the four Scrum Teams. What would you consider acceptable solutions for the problem?
(choose the best three answers)

Organize a release Sprint in which Stella can thoroughly check and complete all the work done in her domain before considering the work releasable.

Developers with an interest in Stella’s domain could volunteer to take on this work in their respective Scrum Teams.

Investigate whether additional techniques or frameworks for scaling Scrum would be appropriate for these Scrum Teams.

Have the Developers re-order the Product Backlog so Stella can serve one team full-time in a Sprint

Merge the Scrum Teams into one large Scrum Team for the next two Sprints. When the need for Stella’s expertise is over, the teams can separate again

Ask Stella for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Scrum Teams to re-prioritize the work so that tasks not depending on Stella can be done first

Create a team with Stella and identify people from the Scrum Teams to temporarily work in Stella’s domain to learn to better serve the existing teams

Explanation
B: Developers with an interest in Stella’s domain could volunteer to take on this work in their respective Scrum Teams.
This is a good solution because it is consistent with the Scrum value of commitment, which means that the Scrum Team members are willing to learn new skills and take on new challenges to deliver value12. By volunteering to take on this work, the Developers can reduce the dependency on Stella, increase their cross-functionality, and collaborate more effectively within and across the Scrum Teams34. F. Ask Stella for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Scrum Teams to re-prioritize the work so that tasks not depending on Stella can be done first This is another good solution because it is consistent with the Scrum principle of empiricism, which means that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than following a predefined plan12. By asking Stella for a plan to hire and train additional people, the Scrum Master can help address the root cause of the dependency and create more capacity and diversity in Stella’s domain. By working with the Product Owner and Scrum Teams to re-prioritize the work, the Scrum Master can also help optimize the value and feasibility of the product backlog items, and enable the Scrum Teams to deliver valuable and functional increments every Sprint34. G. Create a team with Stella and identify people from the Scrum Teams to temporarily work in Stella’s domain to learn to better serve the existing teams This is also a good solution because it is consistent with the Scrum value of respect, which means that the Scrum Team members appreciate and value eachother’s skills and perspectives12. By creating a team with Stella, the Scrum Master can acknowledge and leverage Stella’s expertise and experience in her domain. By identifying people from the Scrum Teams to temporarily work in Stella’s domain, theScrum Master can also facilitate knowledge transfer and skill development among the team members, which can improve their self-organization and collaboration34.
References: 1: Scrum Values | Scrum.org 2: Scrum Values – Atlassian 3: Scrum Guide | Scrum Guides 4:
Scrum – What is it, how it works, & how to start – Atlassian

QUESTION 44
Select two ways in which Scrum uses time-boxing to promote self-organization? (Choose two.)

Time-boxes ensures that the Development Team commits to completing the items in the Sprint Backlog by the end of the Sprint.

Time-boxes encourage the ones closest to the problem make the best possible decisions within the time- frame given the current situation.

Time-boxes can help teams plan how many additional Sprints is needed for User Acceptance testing.

Time-boxes helps everybody concentrate on the same problem at the same time.

QUESTION 45
A new Product Owner has joined an existing Scrum Team that has been working together for eight Sprints.
The Development Team has grown to have a good understanding of the functionality and business for the product they have been building. The Product Owner, being new to the company, is unsure about his responsibilities.
As a Scrum Master explain what two acceptable ways of helping the Product Owner would be. (Choose two.)

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 questions and working with them the Product Owner will quickly be up to speed.

QUESTION 46
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)

Timeboxing work to allow for frequent inspection.

Clearly defining sub-responsibilities and handovers within the Scrum Team.

Creating a valuable and useful Increment by the end of each Sprint.

Having an even number of members in a Scrum Team to be able to do pair programming and be more productive.

QUESTION 47
Another team’s Scrum Master seeks your advice. The Daily Scrum always runs longer than 15 minutes. The Developers suggest splitting the Scrum Team into two teams. What is your response?
(choose the best answer)

You disagree – there is not enough information to justify splitting a team into two teams. You ask if there is anything you can do to help your colleague, for example observe one of the Daily Scrums with them.

You agree – this is an appropriate solution to the problem.

You disagree – you tell the Scrum Master that as Scrum Master they need to manage the timebox better.

You agree – splitting the team into two teams is a good strategy to allow them to learn how to run Daily Scrums quickly and effectively. Once they have learned to limit the Daily Scrum to 15 minutes, you can combine the teams again.