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Scrum PSM-II exam is a challenging exam that requires a deep understanding of the Scrum framework and its application in real-world scenarios. PSM-II exam consists of multiple-choice questions and scenario-based questions that require the Scrum Masters to apply their knowledge and experience to solve complex problems. The PSM-II Exam is a timed exam, and Scrum Masters have 90 minutes to complete the exam.

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Scrum PSM-II (Professional Scrum Master level II) Certification Exam is an advanced level exam designed for Scrum Masters who have gained a thorough understanding of Scrum principles and practices through practical experience. PSM-II Exam is conducted by Scrum.org, a leading global organization that offers training, certification, and resources to help individuals and organizations adopt and implement Scrum.

Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q49-Q54):

NEW QUESTION # 49
You are a Scrum Master entering an organization that wants to "evolve" their product development to Scrum. The organization's teams are organized into component teams. This means that teams address one single application layer only (for example, front end, middle tier, back end, and interfaces). You introduce the concept of feature teams, where teams have the skills to work on multiple layers throughout a Sprint and deliver working software every Sprint.
What are two things you take into consideration when moving away from component teams toward feature teams? (Choose the best two answers)

A. You cannot do Scrum without feature teams. Do not continue adopting Scrum until teams are reorganized in feature teams.
B. With feature teams, it is easier to calculate and compare the productivity per team. Incentives on productivity are likely to speed up the transition to feature teams, and therefore the adoption of Scrum.
C. Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to Increase.
D. Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team.

Answer: C,D

Explanation:
This is a realistic expectation, as the teams will need to learn new skills, collaborate more effectively, and adapt to changing requirements. However, the benefit of feature teams is that they can deliver working software that provides value to the customers and stakeholders every Sprint, rather than waiting for the integration of different components.
This is a natural consequence of changing the team structure and culture, as the teams will need to overcome some challenges and conflicts, build trust and rapport, and establish a shared vision and goal. The Scrum Master can help the teams with this transition by facilitating communication, coaching, and mentoring.

NEW QUESTION # 50
Currently, your engineering department is organized in siloed teams that specialize by function (for example, design, front-end, back-end, database, and testing).
What would you consider when moving away from component teams towards feature teams?

A. Moving from component teams to feature teams could reduce, productivity in the initial stages. Feature teams have less communication complexity. Getting the support from the business side makes the transition easier.
B. Members within feature teams require compatible personalities. Feature teams should have a mix of junior and senior members. Tasks are completed more quickly than component teams.
C. You cannot begin Scrum without have feature teams. It is easier to measure and compare performance between feature teams. Feature teams should have an equal number of team members.

Answer: A

Explanation:
The initial phase of forming a new team could cause short-term disruption as they need time to discover how to best work together. Because all the skills and competencies are inside the team the communication overhead is reduced. Having an environment that supports the Scrum values reduces complexity.

NEW QUESTION # 51
A few members of the Scrum Team discuss work that is not being done. Some say it is part of the Definition of Done, others say it is not. After an hour of angry discussion, someone starts making personal insults and anger levels rise. What is the best action for the Scrum Master to take?
(Choose the best answer)

A. End the discussion. Make the call whether the work is or is not part of the Definition of Done.
Identify who is involved in the conflict and decide on their further presence on the Scrum Team.
B. Conduct a session to help the Scrum Team resolve the conflict and create a uniform Definition of Done. Remind the other members of the Scrum Team that conflicting ideas are natural, but making it personal does not help.
C. Take the people involved aside. Ask them to resolve the situation outside of the Scrum Team, if required through their managers. The goal is to maintain stability in the team.
D. Defuse the conflict. Take the Definition of Done and tell the other members of the Scrum Team how to interpret it, so they can autonomously decide whether the debated work is or is not part of it

Answer: B

Explanation:
The best action for the Scrum Master to take in this situation is to conduct a session to help the Scrum Team resolve the conflict and create a uniform Definition of Done. This is because the Scrum Master is a servant-leader, a facilitator, and a coach to the team, who should have the skills to help resolve conflicts if called upon by the team. The Scrum Master can employ various strategies to effectively resolve conflicts within the Scrum Team, such as promoting open communication, facilitating active listening, mediating disagreements, and fostering collaboration.
The Scrum Master can also remind the team members that conflicting ideas are natural and can be beneficial for innovation and learning, but making it personal does not help and violates the Scrum values of respect and openness. The Scrum Master can guide the team to create a clear and shared Definition of Done that reflects their quality standards and expectations for the product4.

NEW QUESTION # 52
Paul is a Product Owner for multiple products. Each product is allocated a dedicated Scrum Team and a set budget. Based on the average velocity of a previous product release, Paul had estimated a new product to take 9 Sprints to complete. The average velocity of the previous product release was 50 completed units of work per Sprint. Over the first 3 Sprints, the Development Team reported an average velocity of 40 completed units per Sprint, while not fully completing the required integration tests. The Development Team estimates that integration testing would require additional effort to make the increments shippable. The Development Team is unsure if the required velocity is achievable.
What is the most effective way to recover?

A. In the next Sprints, the Development Team strives to make the selected work as close to `done' as possible and at the minimum 90% completed. Any undone work is divided into new Product Backlog Items that will be deferred to the last Sprint in order to maintain stable velocity.
B. The Development Team informs Paul that the progress he has perceived to date is not correct.
The Increment is not releasable. They give Paul their estimate of the effort it would take to get the previous work `done', and suggest doing that work first before proceeding with new features. The team also re- estimates the effort to make the remaining Product Backlog items `done', including all integration effort.
In the end, it is Paul's call to continue the project or to cancel.
C. The Scrum Master sets the open work aside to be performed in one or more release Sprints.They remind Paul to find funding for enough Release Sprints in which this remaining work can be done. Up to one release Sprint per three development Sprints may be required. It is Paul's role to inform users and stakeholders of the impact on the release date.
D. The Scrum Master will manage the Sprint Backlog and assign work to the Development Team members to ensure maximum utilization of each member. He/she will keep track of unused resources so that it does not impact the budget. Unused budget can be allocated for additional Sprints if needed.

Answer: B

Explanation:
Scrum is founded on empirical process control and asserts that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk. At the end of every Sprint, an increment of `done' work must be available in order to inspect and adapt accordingly.

NEW QUESTION # 53
During the implementation of an item in the Sprint Backlog, a conflict arises between team members about what work is needed to make the item 'done'. Some say it is a part of the Definition of Done and others say it isn't. Steven, the Scrum Master, observes a debate forming and members beginning to take sides.
What is the best action for Steven to take?

A. Facilitate a session with all members on the Scrum Team to help them resolve the conflict, refine the Definition of Done, and become effective again. Tell the team that conflicts are a natural occurrence and coach them on the value of resolving conflicts.
B. Bring the Development Team members together and interpret the Definition of Done for them so that there are no future conflicts on interpretation.
C. Bring the Product Owner to the discussion and have him/her decide the work needed to make the item 'done.' It is the Product Owner's responsibility to manage the Development Team members.
D. Immediately end the discussion before it becomes worse. Make the decision on what work is needed to make the item 'done' and teach the team about the importance of avoiding conflicts.

Answer: A

Explanation:
The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps the Scrum Team understand which of their interactions are helpful and which are not. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.

NEW QUESTION # 54
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