2024 Easy Success Scrum PSM-II Exam in First Try
Best PSM-II Exam Dumps for the Preparation of Latest Exam Questions
Scrum PSM-II Certification Exam is a 90-minute, multiple-choice exam consisting of 30 questions. PSM-II exam is designed to test a Scrum Master's knowledge and ability to apply Scrum principles and practices to real-world situations. The questions are scenario-based and require candidates to apply their knowledge of Scrum to solve complex problems.
NEW QUESTION # 21
A PO (Product Owner) is essentially the same thing as a traditional PM (Project Manager).
- A. False
- B. True
Answer: A
NEW QUESTION # 22
How much work must a Development Team do to a Product Backlog item it selects for a Sprint?
- A. As much as it has informed the Product Owner will be done for every Product Backlog item it selects in conformance with the definition of "Done".
- B. An equal amount of time on analysis, design, programming, testing and documentation.
- C. All development work and at least some testing.
- D. As much as it can fit into the Sprint. Any remaining work will be moved to a subsequent Sprint.
Answer: A
NEW QUESTION # 23
At the Sprint Planning, the Development Team is not able to forecast the number of Product Backlog items it can do in the upcoming Sprint due to unclear requirements. The Product Owner, however, was able to clearly define the business objective he hopes to achieve in the Sprint.
Which of the following two actions would you support? (Choose two.)
- A. They discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to occur again.
- B. Allow the Development Team members as much time as needed to review the Product Backlog items and reconvene with the Product Owner when they are confident enough to make a forecast for the Sprint.
- C. If all agree they can extend the Sprint Planning until the Development Team can forecast enough Product Backlog items before starting the implementation.
- D. The Development Team forecasts the most likely Product Backlog items to meet the business objective and create a Sprint Backlog based on a likely initial design and plan. Once the time- box for the Sprint Planning meeting is over, they start implementation and continue to analyze, decompose, and create additional functionality during the Sprint.
Answer: A,D
Explanation:
All events are time-boxed events, such that every event has a maximum duration. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.
NEW QUESTION # 24
What is a good way for a Scrum Team to ensure that security concerns are addressed and transparent?
- A. Add Security Sprints to resolve security concerns when needed.
- B. Delegate the work to an external team.
- C. Have the Scrum Team create Product Backlog items for each concern and/or add security concerns to the definition of "Done".
- D. Create a separate backlog for security items and only work on the items when a specialist becomes available.
Answer: C
Explanation:
The Product Backlog and the Definition of "Done" are artifacts that promote transparency.
NEW QUESTION # 25
In what two ways is velocity and technical debt related? (Choose two.)
- A. A Development Team can artificially increase velocity by allowing technical debt to be incurred.
- B. Adding estimates to technical debt will allow the Development Team to maintain constant velocity therefore ensuring predictability.
- C. They are not related because technical debt is non-functional and velocity is calculated based on end user functionality.
- D. As the Development Team is working on new Product Backlog items, they may unexpectedly run into technical debt that will result the team's velocity dropping.
Answer: A,D
Explanation:
Technical debt is a natural occurrence when developing complex products. It is a concept in software development that reflects the implied cost of additional rework caused by choosing an easy solution now instead of using a better approach that would take longer. And how it is managed will depend on the team AND context of the situation.
NEW QUESTION # 26
During a Sprint Review, the Product Owner determines that she is going to release thecurrentIncrement to production. The stakeholders ask to stop the Sprint to react more quickly to the user feedback that is expected after this release. The Product Owner prefers to continue the Sprint to make progress with the next release.
You facilitate a discussion on how to proceed.
What are two acceptable results of this discussion?
(choose the best two answers)
- A. Continue sprinting but allow customer feedback to change the Sprint Goal within the Sprint.
- B. Continue sprinting and include the customer feedback in the Product Backlog.
- C. Continue sprinting but shorten the Sprint length to allow for shorter feedback loops.
- D. Stop sprinting and let the Developers work on new customer requests as they arise.
Answer: B,C
Explanation:
Explanation
The Sprint Review is an event that inspects the outcome of the Sprint and determines future adaptations. The Product Owner has the authority to release the Increment to production at any time, but this does not mean that the Sprint has to be stopped or changed. The stakeholders can provide feedback and suggestions for the product, but they cannot interfere with the Sprint Goal or the Sprint Backlog within the Sprint. The Scrum Team can decide to:
Continue sprinting but shorten the Sprint length to allow for shorter feedback loops (A), which is a valid option if the Scrum Team agrees that this will improve their agility and value delivery. However, this should not be done frequently or arbitrarily, as it may disrupt the rhythm and focus of the team.
Continue sprinting and include the customer feedback in the Product Backlog , which is the most appropriate option as it respects the empirical nature of Scrum and allows the Product Owner to prioritize and order the Product Backlog based on new insights and stakeholder needs.
References: : [Scrum Guide], The Sprint Review : [Scrum Guide], The Product Owner : [Scrum Guide], The Sprint : [Scrum Guide], The Product Backlog
NEW QUESTION # 27
Scrum addresses which of the following four risks in software development? (Choose four.)
- A. The complexity and unpredictability of the requirements.
- B. The timescale of the planned work.
- C. The definition of incentive and bonus strategies by HR for all team members.
- D. The skills and working relationships of the people on the teams.
- E. The stability and complexity of the technology.
- F. The clear definitions of stages and gateways in the overall governance model.
Answer: A,B,D,E
Explanation:
Scrum is a framework within which people can address complex adaptive problems, while productively and creatively developing, delivering, and sustaining complex products of the highest possible value. Scrum employs an iterative, incremental approach to optimize predictability and control risk.
NEW QUESTION # 28
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 Development Team is too big.
- B. The Product Owner doesn't set objectives that he/she wants to achieve with upcoming Sprints.
- C. Scrum might not be the best framework for this team.
- D. The Sprints are too long.
- E. The Product Owner is not empowered to make decisions about items in the Product Backlog nor how they are ordered.
Answer: B,C,E
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 # 29
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. They are not related, technical debt should be resolved by the support or operations department, not by the Developers.
- C. Velocity may unexpectedly drop when the Developers run into technical debt while attempting to complete new Product Backlog items.
- D. Adding technical debt items to the Product Backlog to get estimated and added to your velocity forecasts can guarantee predictability.
Answer: A,C
Explanation:
Explanation
B: Developers can artificially increase velocity by incurring technical debt. 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.
D: Velocity may unexpectedly drop when the Developers run into technical debt while attempting to complete new Product Backlog items. 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.
References:
How Technical Debt Affects Your Velocity1
Understanding the impact of technical debt on the capacity and velocity2
NEW QUESTION # 30
What would be the best two ways to identify that a Development Team is self-organizing? (Choose two.)
- A. The Development Team is able to resolve internal conflicts between members in order to continue working.
- B. Creativity thrives and new possibilities are explored.
- C. The Development Team members are cross-functional and knows what it needs to do to deliver the all tasks committed to the Sprint Planning.
- D. Management is able to know which members are working on which items.
Answer: A,B
Explanation:
In self-organized teams creativity thrives, conflicts can be resolved, and new possibilities are explored.
NEW QUESTION # 31
Who must ensure that the work done for a Product Backlog item conforms to the Definition of "Done?"
- A. The Scrum Team.
- B. The Scrum Master.
- C. The test team.
- D. The Development Team.
- E. The Product Owner.
Answer: D
Explanation:
The Development Team owns the Definition of "Done" and is accountable for the quality of the Product Backlog items.
NEW QUESTION # 32
Cross-functional teams are specialized for working on specific system components (e.g. design, database, backend, frontend).
- A. False
- B. True
Answer: A
Explanation:
Cross-functional teams have all the skills and competencies needed to deliver end-to-end work.
NEW QUESTION # 33
Steven is a Scrum Master for three different teams building a single product from the same Product Backlog. Development Team members from each team have approached Steven complaining that their teams need Nicole, an external specialist, to commit full time for their next Sprint.
Which three acceptable solutions would Steven consider? (Choose three.)
- A. Have the Development Team re-order the Product Backlog so Nicole can serve one team full-time in a Sprint.
- B. Ask Nicole for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Development Teams to re-prioritize the work so that tasks not depending on Nicole can be done first.
- C. For Sprints that require Nicole's expertise for more than one team, combine the teams into one and separate when they no longer need to share her services.
- D. People from the Development Teams with an interest in Nicole's domain could volunteer to take on this work in their respective teams.
- E. Create a team with Nicole and people from the teams to temporarily work in Nicole's domain to serve the existing teams.
- F. Investigate whether applying additional techniques or frameworks for scaling Scrum would be appropriate for this product team in the future, since you have multiple Scrum Teams working on the same product, with dependencies between the teams.
Answer: A,D,F
Explanation:
The Scrum Master is responsible for removing impediments within the current context of the situation AND boundaries defined by the Scrum framework.
NEW QUESTION # 34
Your Scrum Team has been working together for over a dozen Sprints. The Scrum Team consists of 10 members. Each Sprint takes four weeks. As a Scrum Master, you observe that the Developers are hardly collaborating; during the Sprint, members are primarily working on their own items. You also notice that the items on the Sprint Backlog are mostly unrelated. You suspect that the lack of a Sprint Goal might be the cause.
Although you have encouraged the use of a Sprint Goal, both the Product Owner and the Developers have concluded that they are unable to create Sprint Goals based on the wide variety of items on their Product Backlog.
What might explain why this Scrum Team is struggling to craft a Sprint Goal?
(choose all that apply)
- A. Scrum might not be the best framework for the work done by this team.
- B. The Sprints are too long.
- C. The Product Owner does not have the mandate to make decisions about items on the Product Backlog nor their ordering.
- D. The Product Owner is not communicating the Product Goal that they want to achieve in upcoming Sprints.
- E. The Scrum Team is too big.
Answer: B,D,E
Explanation:
Explanation
The possible explanations for why this Scrum Team is struggling to craft a Sprint Goal are B, D, and E.
B) The Sprints are too long. A four-week Sprint is the maximum duration allowed by the Scrum Guide, and it may not be suitable for complex and uncertain work that requires frequent feedback and adaptation. A shorter Sprint may help the Scrum Team to focus on a clear and coherent Sprint Goal that aligns with the Product Goal and delivers a valuable Increment.
D) The Product Owner is not communicating the Product Goal that they want to achieve in upcoming Sprints.
The Product Goal is a long-term objective for the Scrum Team that provides direction and purpose for their work. The Product Owner is responsible for communicating the Product Goal to the Developers and collaborating with them to create Sprint Goals that move them closer to the Product Goal. Without a clear Product Goal, the Scrum Team may lack a shared vision and end up working on unrelated items.
E) The Scrum Team is too big. The Scrum Guide recommends that the Scrum Team consists of 10 or fewer people, including the Scrum Master and the Product Owner. A larger team may have difficulties in collaborating effectively, self-organizing, and creating a meaningful Sprint Goal that reflects the collective commitment of the Developers. A smaller team may improve the communication, coordination, and cohesion among the Developers and help them to create and achieve a Sprint Goal.
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 3.3 (The Sprint Goal), page 9
The Scrum Guide, section 4.1 (The Product Backlog), page 11
The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 2 (The Sprint) and lesson 3 (The Sprint Goal)
NEW QUESTION # 35
Steven is a Scrum Master for three different teams building a single product from the same Product Backlog.
Development Team members from each team have approached Steven complaining that their teams need Nicole, an external specialist, to commit full time for their next Sprint.
Which three acceptable solutions would Steven consider? (Choose three.)
- A. Have the Development Team re-order the Product Backlog so Nicole can serve one team full-time in a Sprint.
- B. Ask Nicole for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Development Teams to re-prioritize the work so that tasks not depending on Nicole can be done first.
- C. For Sprints that require Nicole's expertise for more than one team, combine the teams into one and separate when they no longer need to share her services.
- D. People from the Development Teams with an interest in Nicole's domain could volunteer to take on this work in their respective teams.
- E. Create a team with Nicole and people from the teams to temporarily work in Nicole's domain to serve the existing teams.
- F. Investigate whether applying additional techniques or frameworks for scaling Scrum would be appropriate for this product team in the future, since you have multiple Scrum Teams working on the same product, with dependencies between the teams.
Answer: A,D,F
Explanation:
The Scrum Master is responsible for removing impediments within the current context of the situation AND boundaries defined by the Scrum framework.
NEW QUESTION # 36
Over the course of several Sprints, the relationship between the Product Owner and the Development team has suffered. The Development Team is upset with the Product Owner for the constantly changing the upcoming items for the product. The Product Owner is upset with the Development Team for changing the work that needs to be done during the Sprint.
What should Steven, the Scrum Master, do?
- A. Take the time between Sprints to organize a team building session to rebuild the relationship.
- B. The Scrum Master's responsibility is to ensure the Development Team has a stable velocity. Any changes that negatively impact the team's velocity will be rejected by the Scrum Master.
- C. During the Sprint Retrospective, ask the Product Owner and the Development Team to address the issues.
Have the Team discuss why the changes occur and what impact they have on the value of the product. - D. Explain to the Development Team that the Product Owner is accountable for flow of value and needs to be followed in order to maximize the value delivered.
Answer: C
Explanation:
Conflicts are a natural occurrence and the Scrum Master coaches the Development Team on the value of resolving conflicts. Leaving conflicts unresolved can impact the Scrum values of openness and respect diminishing trust. Lower trust levels will impact the Scrum Team's effectiveness and can cause impediments in the future. It is the responsibility of the Scrum Master to remove impediments that hinder the team through conflict resolution and facilitation.
NEW QUESTION # 37
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