Scrum PSM-II Testfagen, PSM-II Demotesten

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Unsere Scrum PSM-II Prüfungsunterlage (Professional Scrum Master level II (PSM II)) enthalten alle echten, originalen und richtigen Fragen und Antworten. Die Abdeckungsrate unserer Scrum PSM-II Unterlagen (Fragen und Antworten) (Professional Scrum Master level II (PSM II)) ist normalerweise mehr als 98%.

Die PSM II -Prüfung soll die Fähigkeit eines Kandidaten testen, das Scrum -Framework in komplexen und herausfordernden Situationen anzuwenden. Es ist für Scrum Masters gedacht, die bereits die PSM I -Zertifizierung erhalten haben und Erfahrung in einer Scrum -Umgebung haben. Die Prüfung ist eine Herausforderung und erfordert ein tiefes Verständnis von Scrum -Theorie, Prinzipien und Praktiken.

Um die PSM-II-Prüfung ablegen zu können, müssen Kandidaten bereits die PSM-I-Zertifizierung erworben haben und mindestens ein Jahr als praktizierender Scrum-Master tätig sein. Die Prüfung soll die Fähigkeit der Kandidaten bewerten, Scrum-Prinzipien und Praktiken in komplexen und herausfordernden Situationen anzuwenden. Die Prüfung ist darauf ausgelegt, schwer zu bestehen, und nur diejenigen, die ein umfassendes Verständnis von Scrum und seiner praktischen Umsetzung haben, werden erfolgreich sein.

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PSM-II Demotesten, PSM-II Prüfungsaufgaben

Die echten und originalen Prüfungsfragen und Antworten zu PSM-II Zertifizierung (Professional Scrum Master level II (PSM II)) bei ZertFragen wurden verfasst von unseren IT-Experten mit den Informationen von PSM-II Prüfungen (Professional Scrum Master level II (PSM II)) aus dem Testcenter wie PROMETRIC oder VUE.

Die durch die PSM-II-Prüfung erlangte Zertifizierung zeigt, dass der Scrum Master über tiefgreifendes Wissen und Fähigkeiten in Scrum-Praktiken verfügt, die Organisationen dabei helfen können, hochwertige Produkte und Dienstleistungen schneller und effizienter zu liefern. Die zertifizierten PSM-II-Scrum-Master können ihre Teams durch komplexe Projekte führen und wertvolle Einblicke und Unterstützung für Stakeholder bieten. Arbeitgeber suchen zunehmend nach PSM-II-zertifizierten Scrum-Mastern, um ihre Scrum-Teams zu leiten, wodurch diese Zertifizierung ein wertvolles Gut für Fachleute darstellt, die ihre Karriere in Scrum vorantreiben möchten.

Scrum Professional Scrum Master level II (PSM II) PSM-II Prüfungsfragen mit Lösungen (Q251-Q256):

251. Frage
A Scrum Team has been using the Daily Scrum to report Sprint progress to the Product Owner, because the Product Owner wants to track what every Developer is working on every day. What is the best thing for the Scrum Master to do? (Choose the best answer)

A. Start attending the Daily Scrum so that whenever the Developers have a conflict with the Product Owner, the Scrum Master can resolve the conflict
B. Coach the Product Owner and the Developers on the purpose of Scrum events and let them figure out how to deal with this situation.
C. Nothing. The Product Owner can continue to track progress at the Daily Scrum.
D. Ask the Product Owner to stop attending the Daily Scrum.

Antwort: B

Begründung:
This is the best answer because it is consistent with the Scrum Master's accountability to educate and coach the Scrum Team and the organization on the Scrum framework and its principles. By coaching the Product Owner and the Developers on the purpose of Scrum events, the Scrum Master can help them understand that the Daily Scrum is not a status report or a performance review, but a time to inspect and adapt their progress toward the Sprint Goal. By letting them figure out how to deal with this situation, the Scrum Master can also respect and enable their self- organization and collaboration.

252. Frage
True or False: When scaling Scrum it is important to have multiple Scrum Teams working from one Product Backlog

A. False
B. True

Antwort: B

Begründung:
Explanation
When scaling Scrum, it is important to have multiple Scrum Teams working from one Product Backlog, because this ensures that they are aligned on the same product vision, goal, and value12. Having one Product Backlog also helps to reduce duplication, inconsistency, and waste, and to optimize the flow of work and feedback12. The Product Owner is accountable for managing the Product Backlog and ensuring that it is transparent, ordered, and refined for the multiple Scrum Teams3 . The Scrum Teams collaborate with the Product Owner and each other to deliver a single integrated product Increment every Sprint3 .
References: 1: What is Scaling Scrum? | Scrum.org 2: Scaling Scrum with Nexus | Scrum.org 3: Scrum Guide | Scrum Guides : The Nexus Framework for Scaling Scrum: Continuously Delivering an Integrated Product with Multiple Scrum Teams

253. Frage
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. 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.
B. 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.
C. 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.
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.

Antwort: A

Begründung:
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.

254. Frage
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. 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.
B. 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.
C. You cannot do Scrum without feature teams. Do not continue adopting Scrum until teams are reorganized in feature teams.
D. 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.

Antwort: A,B

Begründung:
Explanation
B: 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. 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.
C: 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. 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.
References:
Professional Scrum Master II Course, page 17: "Feature teams are cross-functional teams that can deliver end-to-end functionality for a product. They have all the skills and competencies needed to work on multiple layers of the system." Professional Scrum Master II Course, page 18: "Component teams are teams that specialize in one layer or component of the system. They often depend on other teams to deliver a complete functionality for a product." Professional Scrum Master II Course, page 19: "Feature teams have many advantages over component teams, such as faster feedback, higher quality, lower complexity, and more customer value."

255. Frage
How much work must a Development Team do to a Product Backlog item it selects for a Sprint?

A. As much as it can fit into the Sprint. Any remaining work will be moved to a subsequent Sprint.
B. All development work and at least some testing.
C. As much as it has informed the Product Owner will be done for every Product Backlog item it selects in conformance with the definition of "Done".
D. An equal amount of time on analysis, design, programming, testing and documentation.

Antwort: C

256. Frage
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