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Scrum PSM-II Exam Syllabus Topics:

Section	Objectives
Topic 1: Manage Products with Agility	- Product Backlog management and refinement - Stakeholder engagement and customer focus - Value delivery and product strategy alignment
Topic 2: Develop Individuals and Teams	- Self-managing and cross-functional teams - Leadership styles and adaptive behaviors - Facilitation, coaching, and servant leadership
Topic 3: Develop and Deliver Products Professionally	- Technical risk and quality management - Incremental delivery and continuous improvement
Topic 4: Understand and Apply the Scrum Framework	- Scrum Artifacts: transparency and definition of 'Done' - Scrum Team structure and accountabilities - Empiricism and Scrum Values - Scrum Events: purpose, flow, and effective execution
Topic 5: Grow Agile Organizations	- Scaling and agility beyond the team - Organizational design and culture

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Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q200-Q205):

NEW QUESTION # 200
What is a Product Owner responsibility that he/she might delegate?

A. Writing User Stories
B. Attending the Sprint Review
C. Representing stakeholders to the Scrum team
D. Ordering the Product Backlog

Answer: D

Explanation:
Explanation
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 # 201
What should a Development Team do if it realizes it has selected too much work after starting the Sprint?

A. Add additional team members to handle the extra work.
B. Modify the definition of "Done" to ensure all Product Backlog items can be done by the end of the Sprint.
C. Continue working and update the Product Owner at the Sprint Review.
D. Work with the Product Owner to remove some work or Product Backlog items as soon as possible.

Answer: D

Explanation:
The Sprint Backlog is a living artifact that evolves and changes as more is learned or discovered.

NEW QUESTION # 202
Which approach would you recommend to ensure that the Product Backlog items discussed at Sprint Planning are well understood, actionable, and easier to forecast?

A. Having the Product Owner work with stakeholders between the end of the last Sprint and before beginning the next to prepare the Product Backlog items so not to interrupt the Development Team.
B. Having a separate group of business analysts and functional testers analyzing high-ordered Product Backlog items before Sprint Planning.
C. Having the business analysts in the Development Team create the upcoming Product Backlog items during a Sprint and adding them to the next Sprint's forecast.
D. Having the Development Team use some time during each Sprint to help the Product Owner analyze, estimate, and design items at the top of the Product Backlog that is projected to be worked on in the upcoming Sprint.

Answer: D

Explanation:
Product Backlog refinement is the act of adding detail, estimates, and order to items in the Product Backlog. This is an ongoing process in which the Product Owner and the Development Team collaborate on the details of Product Backlog items. During Product Backlog refinement, items are reviewed and revised. The Scrum Team decides how and when refinement is done. Refinement usually consumes no more than 10% of the capacity of the Development Team. However, Product Backlog items can be updated at any time by the Product Owner or at the Product Owner's discretion.

NEW QUESTION # 203
What should a Development Team do with non-functional requirements?

A. Assign them to the technical leads on the team.
B. They will be addressed in the Integration Sprints.
C. Ensure they are addressed in every Increment.
D. Add them to a separate non-functional requirements list.

Answer: C

Explanation:
Non-functional requirements should be worked on alongside functional development.

NEW QUESTION # 204
Your organization always stresses the importance of on-time delivery and reliability. A manager has detected that your team's progress is too slow. They feel that your team's velocity needs to be 10% higher. The organization expects you, as the Scrum Master, to make it happen. How do you respond? (Choose the best two answers)

A. You tell management that this is not your accountability in Scrum. You direct them to the Product Owner to determine whether the forecast is accurate.
B. You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer management to the Product Owner for all information concerning the progress of development.
C. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.
D. You educate management that it is the Scrum Team's responsibility to improve their velocity. You invite management to the next Sprint Retrospective to brainstorm on how they can improve.
E. You help management understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile you present this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this.

Answer: B,C

Explanation:
This is a good answer because it is consistent with the Scrum Master's accountability to serve the Scrum Team and the organization by identifying and addressing the factors that hinder the team's effectiveness. By informing management of the organizational impediments, you can leverage their authority and influence to resolve them. By enlisting their help, you can also foster a collaborative and supportive relationship with them.
This is another good answer because it is consistent with the Scrum Master's accountability to educate and coach the organization on the Scrum framework and its principles. By explaining how velocity is used in Scrum, you can help management understand that it is not a reliable metric for measuring performance or comparing teams. By referring management to the Product Owner, you can also respect the Product Owner's accountability to manage the product backlog and communicate the value and status of the product34.

NEW QUESTION # 205
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