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Scrum PSM-II, also known as Professional Scrum Master level II (PSM II), is a certification exam designed to evaluate the proficiency of a Scrum Master in implementing Scrum principles and practices within an organization. The PSM II exam is considered as an advanced level certification, and it is a natural progression for those who have already obtained the PSM I certification. The PSM II certification is administered by Scrum.org, a global organization that provides training, assessments, and certifications in Scrum.

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The PSM-II exam is a challenging and comprehensive assessment that tests the Scrum Master’s ability to apply Scrum in real-world situations. PSM-II exam consists of 30 multiple-choice questions that must be completed within 90 minutes. The questions are designed to evaluate the Scrum Master’s knowledge of Scrum principles, practices, and techniques, as well as their ability to apply them in complex and challenging scenarios. The PSM-II Exam is a rigorous test of the Scrum Master’s skills and expertise, and passing it is a significant achievement that demonstrates their mastery of Scrum.

Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q256-Q261):

NEW QUESTION # 256
Scrum requires a Definition of Done. Which phrases describe the purpose of the Definition of Done? (Choose the best three answers)

A. It creates transparency into the state of the Increment when it is inspected at the Sprint Review.
B. It provides a template for the documentation of the product Increment.
C. It is a checklist to inspect whether the Developers have performed their tasks by the end of a Sprint.
D. It guides the Developers when creating a forecast at the Sprint Planning.
E. During the Sprint it helps the Developers identify the work remaining for an Increment to be ready for release by the end of a Sprint.
F. It serves to track the percent completeness of a Product Backlog item during the Sprint.

Answer: A,D,E

Explanation:
The Definition of Done is a formal description of the state of the Increment when it meets the quality standards required for the product. The purpose of the Definition of Done is to:
During the Sprint, it helps the Developers identify the work remaining for an Increment to be ready for release by the end of a Sprint (B), by providing a clear and shared understanding of what "Done" means for each Product Backlog item and the Increment as a whole. It creates transparency into the state of the Increment when it is inspected at the Sprint Review, by ensuring that everyone involved in the product development has the same expectations and criteria for evaluating the value, usability, and quality of the Increment. It guides the Developers when creating a forecast at the Sprint Planning (D), by enabling them to estimate how much work they can realistically complete within a Sprint, based on their capacity, skills, and Definition of Done.

NEW QUESTION # 257
During the Sprint Review of a scaled development effort, every Scrum Team should demonstrate its individual Increment separately.

A. True
B. False

Answer: B

Explanation:
During the Sprint Review of a scaled development effort, the Scrum Teams should demonstrate the integrated Increment that they have collectively delivered, not their individual Increments separately. This ensures that the stakeholders can provide feedback on the value and quality of the product as a whole, and that the Scrum Teams can inspect their alignment and collaboration.

NEW QUESTION # 258
In Scrum, how would budgeting and financial forecasting be performed? (Choose two.)

A. A single release may be funded with several Sprints where every Sprint is producing shippable increments.
B. Budgeting is not necessary as the only funding necessary is the operational costs of the Scrum Teams.
C. Frequently inspect the outcomes of the delivered Sprint Increments to understand how much value is being produced per investment spent.
D. Fixed budgets are not allowed in Scrum.

Answer: A,C

Explanation:
The cost of developing, delivering, and sustaining products can impact how the flow of value is managed throughout the life of a product. Each Sprint is an opportunity to inspect the investment (financial, time, effort, etc.) against the returned value (customer satisfaction, revenue, etc.) of the work that has been delivered. The team can then decide on what it should do next to maximize the value of the investment.

NEW QUESTION # 259
After some small experiments with Scrum, your company decides to do a complete project with Scrum. As Scrum Master; you have been invited to the "project kick-off meeting" with IT and product management. The Product Owner asks how many Sprints IT will need to first figure out architecture and infrastructure issues. What are two options to explain how such work is managed using Scrum? (Choose the best two answers)

A. You explain that technical risks are best controlled when architecture and infrastructure emerge alongside the development of functionality. The additional advantage is that business value is created faster and sooner.
B. You thank product management for understanding that these efforts indeed require effort and budget You confirm that architecture and infrastructure are best addressed before starting Scrum, but that the exact budget is difficult to calculate upfront You say you will organize this work in timeboxed Sprints of no more than 30 days to limit risk and be transparent toward product management on the actual progress.
C. You explain that product management should not worry about such typical IT work. You inform them that you will assure that the team members reach out to the right people within the IT organization when needed During each Sprint Planning event they will keep the Product Owner updated about the additional effort it will take for that Sprint. That effort will come on top of the effort for the forecasted functional development.
D. You educate the Product Owner to add this work to the Product Backlog to uphold transparency.Ask the Developers to plan work during the first several Sprints to estimate these items, while also creating some business functionality in these early Sprints

Answer: A,D

Explanation:
This is a good option 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 plan. By allowing the architecture and infrastructure to emerge iteratively and incrementally, the Scrum Team can address the most important and uncertain aspects first, and deliver valuable and functional increments every Sprint.
This is another good option because it is consistent with the Scrum value of transparency, which means that the Scrum Team and the stakeholders have a clear and common understanding of the product vision, goals, progress, and risks. By adding this work to the Product Backlog, the Product Owner can prioritize and refine it according to the value and urgency, and communicate it to the stakeholders. By asking the Developers to plan work during the first several Sprints, they can estimate these items based on their actual experience and capacity, while also delivering some business functionality in these early Sprints.

NEW QUESTION # 260
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 inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.
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 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.
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 tell management that this is not your accountability in Scrum. You direct them to the Product Owner to determine whether the forecast is accurate.

Answer: A,B

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 # 261
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