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Scrum PSM-II Exam Syllabus Topics:

Section	Objectives
Topic 1: Scrum Framework Mastery	- Scrum Events and Artifacts 1. Sprint Planning, Daily Scrum, Sprint Review, Retrospective 2. Product Backlog, Sprint Backlog, Increment usage - Scrum Accountabilities 1. Product Owner and Developers collaboration 2. Scrum Master stance as servant leader
Topic 2: Advanced Scrum Mastery	- Coaching and Facilitation 1. Facilitating complex Scrum events 2. Coaching teams and organizations - Organizational Impediments 1. Driving agile transformation 2. Identifying and removing systemic impediments
Topic 3: Agile Leadership and Evidence-Based Management	- Value Delivery Optimization 1. Stakeholder engagement strategies 2. Measuring outcomes over outputs
Topic 4: Scrum Theory and Principles	- Empiricism (Transparency, Inspection, Adaptation) 1. Scrum values and pillars application 2. Empirical process control in real scenarios

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Scrum Professional Scrum Master level II (PSM II) 認定 PSM-II 試験問題 (Q246-Q251):

質問 # 246
Steven is a Scrum Master of a Scrum Team that is new to Scrum. At the halfway point of the Sprint, the Product Owner comes to Steven telling him that he is concerned the Development Team will not be able to complete the entire Sprint Backlog by the end of the Sprint.
What should Steven do in this situation?

A. Advise the Product Owner that the Development Team owns the Sprint Backlog and it is up to them to meet their commitments. No one tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality.
B. Add more people to the Development Team to meet the Product Owner's expectations.
C. Motivate the Development Team to meet their commitment to the Product Owner.
D. Coach the Product Owner that with complex software development, you cannot promise the entire scope that was forecast during Sprint Planning. As more is learned during the Sprint, work may emerge that affects the Sprint Backlog.

正解：D

解説：
Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. The Sprint Backlog is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a `Done' Increment. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.
Why C is incorrect:
a) The Dev Team does not commit to finishing all items in the Sprint Backlog. Committing to completing all items would be fixed scope and fixed time leaving no room to adapt. They commit to the Sprint Goal and doing the right thing.
b) It's also incorrect for the PO to focus on completing the entire Sprint Backlog. Finishing everything should not be his main focus. Having a shippable increment that meets the Sprint Goal is more important than trying to finish everything. The advice in option C is equivalent to "Don't worry, they'll get everything done." but because of the complex domain, you cannot guarantee everything will get done.

質問 # 247
An organization is planning to form five new Scrum Teams to work on building a single product. A few of the future team members ask the Scrum Master who will coordinate the work between the different Scrum Teams.
What action should the Scrum Master take?

A. Teach the Product Owner to work with the technical leads on ordering Product Backlog in a way to avoid too much technical and development overlap during a Sprint.
B. Advise the teams to minimize dependencies by working on separate development branches and integrate at the end of four Sprint cycles.
C. At the end of Sprint Planning, collect all Sprint tasks and create a consolidated plan for the entire Sprint.
D. Teach them that it is their responsibility to form the teams such that each team will have the necessary skills, knowledge, and competencies to create an integrated Increment by the end of every Sprint.
E. Visit the five Development Teams daily to ensure alignment and that all Sprint Backlogs remain synchronized.

正解：D

解説：
Development Teams are structured and empowered by the organization to organize and manage their own work. This includes deciding how to form teams when multiple teams are needed. The resulting synergy optimizes the Development Team's overall efficiency and effectiveness. They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality.

質問 # 248
What should a Development Team do if they don't understand a functional requirement?

A. Move the item to a future Sprint.
B. Work with the Product Owner to determine what is possible and acceptable.
C. Complete as much as possible and add the remaining work as a new Product Backlog item.
D. Request a specialist to be added to the Development Team.

正解：B

質問 # 249
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 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.
B. 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.
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 inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.

正解：A、E

解説：
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.

質問 # 250
When multiple Scrum Teams are working from the same Product Backlog, also known as scaled Scrum, they must still work in conformance of the Scrum guide.

A. False
B. True

正解：B

解説：
Scrum is a framework with built in flexibility to support multiple Scrum Teams working on a single product.

質問 # 251
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