Get 2021 Updated Free Scrum PSM-II Exam Questions & Answer
PSM-II Dumps PDF and Test Engine Exam Questions
NEW QUESTION 60
The Scrum Master is no longer needed when teams become self-organized.
- A. True
- B. False
Answer: B
NEW QUESTION 61
Stakeholders are only allowed to meet with the Scrum Team at Sprint Review.
- A. True
- B. False
Answer: B
Explanation:
Getting feedback from Stakeholders is a crucial activity in Scrum. Working with stakeholders frequently ensures the team to focus on the right things to build. Although it is required to have Stakeholders at Sprint Review, they can also engage with the Scrum Team during Product Backlog Refinement, Sprint Planning or during the Sprint if the Scrum Team requires it.
NEW QUESTION 62
What should a Development Team do with non-functional requirements?
- A. Add them to a separate non-functional requirements list.
- B. Ensure they are addressed in every Increment.
- C. They will be addressed in the Integration Sprints.
- D. Assign them to the technical leads on the team.
Answer: B
Explanation:
Non-functional requirements should be worked on alongside functional development.
NEW QUESTION 63
Which statement best describes Scrum?
- A. A clearly defined and predictable process that follows the principles of Computer Science.
- B. A clearly defined methodology that defines the software development process.
- C. A manual for defining best practices for software development.
- D. A framework to address complex products in complex environments.
Answer: D
Explanation:
Frameworks allow those closest to the problem the flexibility to creatively and productively deliver products of the highest possible value. Each component of Scrum serves a specific purpose and is essential to Scrum's success and your usage of Scrum to develop complex projects.
NEW QUESTION 64
Which statement is correct about the length of the Sprints?
- A. The Sprint Length is defined by the Scrum Master.
- B. All Sprints must be one month or less and it is optimal to have a consistent Sprint length.
- C. The Sprint length is calculated by aggregating the time required to design, code and test.
- D. The Sprint length is dependent on the development effort forecasted (amount of items selected) during Sprint Planning.
Answer: B
NEW QUESTION 65
The Development Team discovers that it doesn't have the tools and infrastructure to make each selected Product Backlog item done.
What is the most appropriate action for the Scrum Master to take?
- A. Coach the Development Team to improve its skills, tools and infrastructure over time and establish a Definition of "Done" that is actually possible to achieve given the current circumstances.
- B. Encourage the Product Owner to accept partially done Increments and complete the work in the Hardening Sprint.
- C. Stop the Sprint and have the Development team work on the infrastructure before continuing.
Answer: A
Explanation:
The Scrum Master serves the Development Team by coaching it in self-organization and cross-functionality.
NEW QUESTION 66
If burndown charts are used to visualize progress, what does a trendline through a release burndown chart indicate?
- A. The evolution of the return of investment on the project.
- B. When the project will be over if the Product Owner removes work that is equal in effort to any new work that is added.
- C. When the work remaining is projected to be completed if nothing changes on the Product Backlog or Development Team.
- D. When all work will be completed so the Scrum Team can start work on a new Product Backlog.
Answer: C
Explanation:
The trendline is based on the team's average velocity and the projective completion to zero is based on the team's velocity. The burndown chart is a helpful tool for Development Teams to self-manage BUT it is not mandatory as the teams will decide the best way to manage their own progress and promote transparency.
NEW QUESTION 67
What factors are best considered when defining the Sprint length?
- A. How often team membership changes and the size of the Development Team.
- B. Having consistent Sprint length across all Scrum Teams.
- C. The level of expertise over the technology to be used, ability to release an Increment to the end users, and the risk of being disconnected from the stakeholders.
Answer: C
NEW QUESTION 68
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.)
- A. Continue with the Sprints but shorten the Sprint time-boxes to allow for shorter feedback loops.
- B. Continue with the Sprints but allow the Sprint Goal within the Sprint to change according to the customer feedback.
- C. Continue with the Sprints and include the customer feedback in the Product Backlog.
- D. Delay the next Sprint to allow the Development Team to work on new customer feedback.
Answer: A,C
Explanation:
A new Sprint starts immediately after the conclusion of the previous Sprint. Delaying the start of the next Sprint interrupts progress and can reduce the Time-to-Market. Shortening the Sprint length allows the team to respond quicker to changes outside of the Sprint plan and while still allowing delivery of business value. Adding user feedback to the Product Backlog helps the Product Owner with ordering the backlog to maximize the flow of value.
During the Sprint no changes are made that would endanger the Sprint Goal.
NEW QUESTION 69
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?
- A. 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.
- B. 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.
- C. 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.
- D. 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.
Answer: D
Explanation:
When a Product Backlog item or an Increment is described as "Done", everyone must understand what "Done" means. If there are multiple Scrum Teams working on the system or product release, the Development Teams on all the Scrum Teams must mutually define the definition of "Done" to have a shared understanding of what it means for work to be complete, to ensure transparency. Each Increment is additive to all prior Increments and thoroughly tested, ensuring that all Increments work together.
NEW QUESTION 70
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.)
- A. 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.
- B. 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.
- C. 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.
- D. A complete list of security-related Product Backlog items needs to be created before starting a new Sprint.
- E. 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.
Answer: B,C
Explanation:
In order to ensure transparency, work that must be done to the product must be visible in either the Product Backlog or the Definition of Done.
NEW QUESTION 71
What should a Development Team do if they don't understand a functional requirement?
- A. Work with the Product Owner to determine what is possible and acceptable.
- B. Move the item to a future Sprint.
- C. Complete as much as possible and add the remaining work as a new Product Backlog item.
- D. Request a specialist to be added to the Development Team.
Answer: A
Explanation:
Explanation/Reference:
NEW QUESTION 72
What activities would a Product Owner do during an active Sprint?
- A. Prioritize the Sprint Backlog.
- B. Engage with the stakeholders and answer Question:s from the Development Team.
- C. Update the burndown chart.
- D. Participate at the Daily Scrum.
Answer: B
NEW QUESTION 73
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 is not empowered to make decisions about items in the Product Backlog nor how they are ordered.
- B. The Sprints are too long.
- C. The Product Owner doesn't set objectives that he/she wants to achieve with upcoming Sprints.
- D. The Development Team is too big.
- E. Scrum might not be the best framework for this team.
Answer: A,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 74
After several Sprints, a key stakeholder starts using the product. The stakeholder is surprised by the slow performance and complains to the Product Owner. The Product Owner comes to the Scrum Master asking for advice.
What is the best action for a Scrum Master to take?
- A. Bring the concern to the testers in the Development Team and ask them to include performance testing.
- B. Explain to the Product Owner that it's up to the Development Team to. decide on acceptable performance standards as they own the Definition of Done.
- C. Encourage the Product Owner to bring the performance concerns to the Development Team and work with them on how to improve performance, and ultimately have stronger Definition of Done.
- D. Wait until the next Sprint Retrospective as it is the most opportune time to modify the Definition of Done.
Answer: C
Explanation:
The highest priority of agility is to satisfy the customer through early and continuous delivery of valuable software. Because the Development Team is the one doing the work and increments must meet performance standards, they can expand their Definition of Done to include more stringent criteria for higher quality.
NEW QUESTION 75
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 is not empowered to make decisions about items in the Product Backlog nor how they are ordered.
- B. The Sprints are too long.
- C. The Product Owner doesn't set objectives that he/she wants to achieve with upcoming Sprints.
- D. The Development Team is too big.
- E. Scrum might not be the best framework for this team.
Answer: A,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 76
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. 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.
- 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. Take the time between Sprints to organize a team building session to rebuild the relationship.
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 77
Steven is a Scrum Master for three Scrum Teams building the same product and working from the same Product Backlog. Management wants to standardize how velocity is calculated across all three teams in order to identify which teams are high performing and which teams need more support.
What would be the best two responses Steven could provide to management? (Choose two.)
- A. Providing incentives based on velocity can increase the Scrum Team's motivation to produce more value.
- B. There is no direct relationship between velocity and value.
- C. Velocity is the amount of business functionality that a Scrum Team creates in a Sprint. It is unique to that team and used as an input to Sprint Planning.
- D. Standardizing velocity across teams is a good way to understand which teams are producing the most value.
Answer: B,C
Explanation:
Working software is the primary measure of progress. Scrum is based on empirical process control theory where delivering working software frequently and measuring the impact helps the Product Owner maximize opportunity for the business to deliver value.
NEW QUESTION 78
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. People from the Development Teams with an interest in Nicole's domain could volunteer to take on this work in their respective teams.
- B. 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.
- C. 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.
- D. 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.
- E. Have the Development Team re-order the Product Backlog so Nicole can serve one team full-time in a Sprint.
- F. Create a team with Nicole and people from the teams to temporarily work in Nicole's domain to serve the existing teams.
Answer: A,C,E
Explanation:
Explanation
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 79
If burndown charts are used to visualize progress, what does a trendline through a release burndown chart indicate?
- A. The evolution of the return of investment on the project.
The trendline is based on the team's average velocity and the projective completion to zero is based on the team's velocity. The burndown chart is a helpful tool for Development Teams to self-manage BUT it is not mandatory as the teams will decide the best way to manage their own progress and promote transparency. - B. When the project will be over if the Product Owner removes work that is equal in effort to any new work that is added.
- C. When the work remaining is projected to be completed if nothing changes on the Product Backlog or Development Team.
- D. When all work will be completed so the Scrum Team can start work on a new Product Backlog.
Answer: C
NEW QUESTION 80
Steven is a Scrum Master on a new Scrum Team.
What would be the best way for him to determine if the Product Owner is interacting enough with the Development Team during a Sprint?
- A. Check whether the Product Owner is actively engaged at the Daily Scrums.
- B. See whether the Product Owner has provided enough information at the Sprint Planning to make his/her presence optional during the Sprint. The level of autonomy within Development Team can be the result of having the right presence from the Product Owner.
- C. The Product Owner must always be present with the Development Team. Unavailability of the Product Owner is prohibited in Scrum.
- D. Check whether the Increment presented at the Sprint Review meets the Product Owner's expectations.
Answer: B
Explanation:
Outcomes of the Scrum Team are affected by the Product Owner's participation and availability. During a Sprint he/she is responsible for answering Question:s from the Development Team about items in the current Sprint and optimizing the value of the work the Development Team does.
NEW QUESTION 81
What is a Product Owner responsibility that he/she might delegate?
- A. Attending the Sprint Review
- B. Ordering the Product Backlog
- C. Writing User Stories
- D. Representing stakeholders to the Scrum team
Answer: B
Explanation:
The Development Team may need to order the Product Backlog as they would know the most about technical limitations, risks, or dependencies between Product Backlog Items. As User Stories is a localized practice, Scrum does not govern it or dictate the practice. How the team describes the items is up to them as long as it has enough information to be transparent and understood.
NEW QUESTION 82
Steven is a Scrum Master employed by the engineering department. The Director of Engineering considers using Scrum for a new project but wonders about the value of having all of the Development Team members attend the Daily Scrum. He is concerned that the employees already attend a lot of mandatory company meetings.
What are two outcomes of the Daily Scrum that Steven should explain on why the Daily Scrum is important?
(Choose two.)
- A. Through the short, daily alignment of the Daily Scrum the members of the Development Team grow 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 Development Team to best tackle any unforeseen circumstances that might otherwise disrupt the team's progress.
- B. During the Daily Scrum the members of the Development Team will inform of problems that are hindering their progress, and for which they have no means to resolve. They will inform Steven as a Scrum Master, so he can remove the impediments and help the team be more productive.
- C. During the Daily Scrum, the Development Team needs to update the Scrum board with their current status and progress, at a task level. This is crucial to ensure that the Directory of Engineering knows the team's actual progress and control the work being done.
- D. The Development Team members will produce a daily status report indicating how much time was spent working on individual tasks since the last Daily Scrum. The reports will help in 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 next Sprint Planning.
- E. The Daily Scrum serves for the Development Team to report to Steven, as a Scrum Master, all updates on the assigned tasks in the Sprint Backlog. He can then use the team's updates to plan their work for the next day, making sure that every team member is assigned the right tasks.
Answer: A,B
Explanation:
The Development Team uses the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog. The Daily Scrum optimizes the probability that the Development Team will meet the Sprint Goal. Every day, the Development Team should understand how it intends to work together as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment by the end of the Sprint.
NEW QUESTION 83
A Development Team member has notified the Scrum Master of a potential data security risk.
What action should the Scrum Master take?
- A. Notify the test team.
- B. Add a Product Backlog item to address the security issue.
- C. Wait until the Sprint Retrospective to add security to the definition of "Done".
- D. Ask the Development Team member to share the issue with the team as soon as possible.
Answer: D
Explanation:
It is best to coach the Development Team members to collaborate on issues regardless of severity. They may consult the Scrum Master of Product Owner if needed.
NEW QUESTION 84
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Scrum Master Certified PSM II Certification Path
Scrum Master Certified PSM II Certification Path is fairly simple. There is no official prerequisite for this qualification, but before applying for the exam student should practice Scrum PSM II dumps, it is desirable to complete the Scrum Developer Certified (SDC) qualification. Another 2-day classroom training available at SCRUMstudy is highly recommended. This qualification is ideal for anyone who wishes to become a Scrum Master. The certification needs to be maintained. For this, it is necessary to take the Scrum Master Certified PSM II Recertification Exam after every 3 years.
By registering for the exam, all candidates will get access to the online complementary course with videos of all concepts, case studies, and other learning aids. Training and live classes will ensure a 100% pass rate to dedicated candidates. Qualified applicants will be awarded Scrum Master Certified PSM II upon successfully passing the exam.
Topics of Scrum PSM II: Professional Scrum Master II Exam
The following topics are part of the PSM II 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:
- The Manifesto of the Agile
- Methods of Agile
- Interdependence Declaration
- Agile Manifesto Principles
- Comparison of Agile and Traditional methodology
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:
- Processes of Scrum
- Principles of Scrum
- Advantages of Scrum
- Characteristics 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:
- Scrum Team
- Scrum Master
- Product Owner
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:
- Initiation
- Estimation and Planning
- Release
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:
- Maintaining Traditional Roles to Scrum
- Mapping to Scrum from Traditional Roles
- Scrum of Scrums (SoS) Meeting
- Significance of Executive Support
- Scrum Scalability
- 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
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