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The Scrum modern job market is becoming more and more competitive and challenging and if you are not ready for it then you cannot pursue a rewarding career. Take a smart move right now and enroll in the Professional Scrum Master level II (PSM II) (PSM-II) certification exam and strive hard to pass the Professional Scrum Master level II (PSM II) (PSM-II) certification exam. The Professional Scrum Master level II (PSM II) (PSM-II) certification exam offers you a unique opportunity to learn new in-demand skills and knowledge.

Scrum PSM-II Exam Syllabus Topics:

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

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Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q198-Q203):

NEW QUESTION # 198
What must the Development Team do during the first Sprint?

A. Create a project plan in order to map functional development to Sprint dates.
B. Create a potentially shippable product Increment that includes at least one piece of functionality.
C. Analyze and estimate the requirements for the subsequent Sprints.
D. Only design and develop the architecture and infrastructure.

Answer: B

Explanation:
Sprints promote iterative and incremental development.

NEW QUESTION # 199
An organization has just hired you as a new Scrum Master to help them transition their teams from their current traditional process to Scrum. The teams are currently structured to specialize in a single function. This is also known as component teams where a team would only address a single layer (i.e. design, frontend, backend, database, testing, etc.). You've introduced the concept of cross-functional teams where all the skills needed to produce business functionality, from end to end, are inside of a single team.
What should you keep in mind when transitioning from siloed teams to cross-functional teams? (Choose two.)

A. Without feature teams, you cannot do Scrum. Postpone Scrum adoption until the teams are reorganized in feature teams.
B. Newly formed teams will need time to stabilize before reaching their peak performance. During the initial stages of forming, performance will suffer and productivity may be low, although even then delivery of business value is still likely to increase.
C. It is easier to compare the performance between cross-functional teams in order to identify to which teams to assign tasks and which teams need additional coaching.
D. People from the different layers and components will need time to become accustomed to working and delivering unified functionality together as one Scrum Team thus productivity may suffer.

Answer: B,D

Explanation:
Forming a team takes time, and members often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these stages. When you understand it, you can help your new team become effective more quickly.

NEW QUESTION # 200
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. Scrum might not be the best framework for this team.
B. The Development Team is too big.
C. The Product Owner is not empowered to make decisions about items in the Product Backlog nor how they are ordered.
D. The Product Owner doesn't set objectives that he/she wants to achieve with upcoming Sprints.
E. The Sprints are too long.

Answer: A,C,D

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 # 201
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.)

A. 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.
B. 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.
C. 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.
D. 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.

Answer: B,D

Explanation:
The ones that are closest to the work are the best ones to understand and explain what the work is and what the needs of the users and product are.

NEW QUESTION # 202
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. There is no direct relationship between velocity and value.
B. 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.
C. Providing incentives based on velocity can increase the Scrum Team's motivation to produce more value.
D. Standardizing velocity across teams is a good way to understand which teams are producing the most value.

Answer: A,B

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 # 203
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