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| Section | Objectives |
|---|---|
| Topic 1: Develop and Deliver Products Professionally | - Incremental delivery and continuous improvement - Technical risk and quality management |
| Topic 2: 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 |
| Topic 3: Manage Products with Agility | - Stakeholder engagement and customer focus - Value delivery and product strategy alignment - Product Backlog management and refinement |
| Topic 4: Grow Agile Organizations | - Organizational design and culture - Scaling and agility beyond the team |
| Topic 5: Develop Individuals and Teams | - Leadership styles and adaptive behaviors - Facilitation, coaching, and servant leadership - Self-managing and cross-functional teams |
>> Exam PSM-II Guide Materials <<
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NEW QUESTION # 58
Which two options describe how project budgeting and financial forecasting work in Scrum?
(Choose the best two answers)
Answer: C,D
Explanation:
Short Scrum is a framework for delivering value to customers and stakeholders in an iterative and incremental way. Scrum does not prescribe how project budgeting and financial forecasting should be performed, but it does provide some principles and practices that can help with this process. One of these principles is that each Sprint should produce a potentially releasable product Increment that delivers value and meets the Definition of Done. This means that several Sprints may be funded as a single release, with the result of each Sprint being releasable product. This allows the Product Owner to decide when to release the product based on the feedback from the customers and stakeholders, and the market conditions.
Another principle is that Scrum promotes transparency, inspection, and adaptation. This means that the budgeting and forecasting process should be revisited as frequently as each Sprint to ensure value is being delivered for the investment spent. This allows the Scrum Team to inspect the outcomes of the delivered Sprint Increments, compare them with the expected benefits and costs, and adapt the product backlog and the release plan accordingly. Scrum does not align with traditional accounting practices that require fixed scope, cost, and time. However, this does not mean that Scrum Teams do not need a budgeting process or that they only need to cover the run cost (time and materials) of the Scrum Teams. Scrum Teams still need to estimate the size and value of the product backlog items, forecast the delivery date and cost of the product or release, and track the actual spending and revenue of the product or release. The difference is that these estimates and forecasts are based on empirical data from previous Sprints, rather than on upfront assumptions or guesses. They are also subject to change as new information emerges or new requirements arise.
NEW QUESTION # 59
Marian is a product Owner working on a Scrum Team on a new release for her product. Based on the average velocity of the previous release Marian estimated the project to take seven Sprints. Average velocity In the previous release was thirteen completed units of work per Sprint Development is three Sprints underway, with tour more Sprints to go until the release.
Product Backlog has been stable.
Over the first three Sprints, the Developers report their average velocity is nine, while not having fully tested all the delivered functionality. The Developers estimate that the unfinished testing would have required of a Sprints time. The Developers believe that the required velocity of thirteen is within their reach. What is the most effective way to recover?
(choose the best answer)
Answer: C
Explanation:
Explanation
The most effective way to recover is to restore transparency and trust by informing the Product Owner that the progress she has perceived to date is not correct. The Increment is not releasable because it does not meet the Definition of Done12, which is a shared understanding of what it means for work to be complete12. The Developers should give the Product Owner their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. This way, the Developers can ensure that they deliver a valuable, useful, and potentially releasable Increment every Sprint12. The Developers should also re-estimate the effort to complete the remaining backlog, including all testing, and communicate any changes or risks to the Product Owner. In the end, it is the Product Owner's call to continue the project or to cancel it, based on the value and feasibility of the product12.
Some reasons why the other options are not correct are:
A: The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework does not prescribe any release Sprints or separate phases for testing or integration12. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not postpone or hide their undone work. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not mislead or deceive the Product Owner. The Developers should respect the Product Owner's authority and accountability for maximizing the value of the product and the work of the Developers12, not shift the responsibility or blame to them. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.
B: Transparency needs to be restored by adding the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only 13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders.
This option is not correct because it violates the Scrum framework and the Scrum roles. The Scrum framework does not prescribe any velocity or points as measures of progress or success12. The Scrum roles include Product Owner, Scrum Master, and Developers12. The Product Owner is accountable for maximizing the value of the product and the work of the Developers12, not for tracking or controlling their velocity or points. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide1, causing change that increases the productivity of the Scrum Team1, and working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization1, not for assessing or judging the performance of the Developers or initiating a restart or cancellation of the project. The Developers are accountable for creating a valuable, useful, and potentially releasable Increment every Sprint12, not for meeting a predetermined velocity or points target.
C: In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework requires that each Sprint delivers a potentially releasable Increment that meets the Definition of Done12, not a partially done or incomplete product that accumulates technical debt or quality issues. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not compromise on quality or value. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not hide or ignore their undone work. The Developers should respect the Product Owner's authority and accountability for maximizing the value of the product and the work of the Developers12, not burden them with additional work or risk. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.
References:
What is an Increment? | Scrum.org
What is a Product Increment? | Scrum.org
NEW QUESTION # 60
When scaling Scrum it is important to have multiple Scrum Teams working from one Product Backlog
Answer: A
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 value.
Having one Product Backlog also helps to reduce duplication, inconsistency, and waste, and to optimize the flow of work and feedback. The Product Owner is accountable for managing the Product Backlog and ensuring that it is transparent, ordered, and refined for the multiple Scrum Teams. The Scrum Teams collaborate with the Product Owner and each other to deliver a single integrated product Increment every Sprint.
NEW QUESTION # 61
In the Daily Scrum, the Product Owner applauds every Developer who moves a Sprint Backlog item to completion. The Product Owner wants to encourage the Developers to make progress visible on the burn-down chart. Select the two best options for the Scrum Master to take. (Choose the best two answers)
Answer: A,D
Explanation:
This is a good option because the Scrum Master's role is to help the Scrum Team understand and apply the Scrum framework and its principles. The Scrum Master should also facilitate and enable the team's self-organization and collaboration. By coaching the Scrum Team, the Scrum Master can help them realize that the Daily Scrum is not a status update or a performance review, but a time to inspect and adapt their progress toward the Sprint Goal.
This is another good option because the Scrum Master's role is to protect the Scrum Team from external interference and distractions. The Scrum Master should also coach the Product Owner on how to maximize the value of the product and collaborate effectively with the Developers. By telling the Product Owner your concerns, you can help him understand that his behavior may create pressure, dependency, or resentment among the Developers, which can harm their motivation, creativity, and autonomy. By asking him to stop attending the Daily Scrum for some time, you can give the Developers some space to self-manage their work and communication.
NEW QUESTION # 62
What would be good ways of creating Development Teams that would support the Scrum values?
Answer: C
Explanation:
The ones that will be doing the work are the best ones to decide on what Development Team structures work best.
NEW QUESTION # 63
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