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Scrum PSM-II Exam Syllabus Topics:

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

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Reliable PSM-II Test Sample | PSM-II Valid Test Guide

The Scrum PSM-II certification exam is one of the top-rated and valuable credentials in the Scrum world. This Scrum PSM-II certification exam is designed to validate a candidate's skills and knowledge. With Scrum PSM-II Certification Exam everyone can upgrade their expertise and knowledge level.

Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q132-Q137):

NEW QUESTION # 132
The Development Team should have all the skills and competencies needed to:

A. Turn the Product Backlog items it selects into a potentially releasable product increment of functionality.
B. Do all of the development work in order to handoff to the testers in the subsequent Sprint.
C. Complete the project within the estimate as committed to the Product Owner.

Answer: A

NEW QUESTION # 133
Which two statements are true regarding the nature of large-scale product development with Scrum? (Choose the best two answers)

A. A well-structured Product Backlog can minimize and often eliminate Developers working on multiple Scrum Teams during a Sprint.
B. Scrum Team members must be working full time on a team.
C. Changes to the core Scrum framework are needed to be successful with Scrum at large scale.
D. A person working on multiple Scrum Teams at the same time is often less productive than when that person can focus on the Sprint Backlog of a single Scrum Team.

Answer: A,D

Explanation:
According to the Large-Scale Scrum (LeSS) framework, one of the principles for scaling agile development is to descale the organization, which means simplifying the structure and reducing dependencies and handoffs. A well-structured Product Backlog can help achieve this by enabling feature teams, which are cross-functional and cross-component teams that can deliver a complete customer-centric feature. Feature teams minimize and often eliminate Developers working on multiple Scrum Teams during a Sprint, as they can focus on one Product Backlog item at a time. This also improves productivity, quality, and learning, as Developers can avoid context switching and multitasking, which are known to reduce efficiency and effectiveness. A person working on multiple Scrum Teams at the same time is often less productive than when that person can focus on the Sprint Backlog of a single Scrum Team.
The Large-Scale Scrum (LeSS) framework also states that Scrum does not change when scaling up to multiple teams. The core Scrum framework remains intact, with one Product Owner, one Product Backlog, and potentially releasable Increments every Sprint. The only changes are adding a few coordination practices to cope with the increased complexity and interdependencies. Therefore, changes to the core Scrum framework are not needed to be successful with Scrum at large scale. Scrum Team members do not have to be working full time on a team, as long as they are committed to the Sprint Goal and deliver a Done Increment every Sprint. However, it is recommended that they spend as much time as possible with their team, as this fosters collaboration, communication, and alignment.

NEW QUESTION # 134
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 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.
B. 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.
C. 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
D. 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.

Answer: B,C

Explanation:
Explanation
B: 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.
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 plan12. 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 Sprint34. D. You educate the Product Owner to add this work to the Product Backlog to uphold transparency. Ask the Developers toplan work during the first several Sprints to estimate these items, while also creating some business functionality in these early Sprints 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 risks12. 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 Sprints34.

NEW QUESTION # 135
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. 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.
D. 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.
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 # 136
At the eighth Sprint Review, the stakeholders are upset that the product being built is not what they expected and will incur additional costs that was not planned for.
What may have led to this?

A. The Scrum Master has not ensured that the project is transparent. The Product Owner has not made the stakeholders aware of the progress of the project. The stakeholders have not been attending the Sprint Reviews.
B. The Scrum Master has not been attending the Daily Standup. The Product Owner has not been using the Gantt chart correctly. The Stakeholders has not been invited to the Sprint Retrospectives.
C. The Scrum Master has not been reporting on the progress of the Scrum Team. The Product Owner has not been managing the Development Team's tasks effectively. The Development Team has not been improving their velocity.

Answer: A

Explanation:
Scrum requires significant aspects of the process to be visible to those responsible for the outcome. This includes transparency with internal and external stakeholders.

NEW QUESTION # 137
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Individuals who pass the Professional Scrum Master level II (PSM II) certification exam demonstrate to their employers and clients that they have the knowledge and skills necessary to succeed in the industry. Actual4Labs is aware that preparing with outdated PSM-II Study Material results in a loss of time and money.

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