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The PSM II exam is a challenging test that assesses the ability of Scrum Masters to apply Scrum principles and practices in complex situations. PSM-II Exam consists of 30 multiple-choice questions that must be completed within 90 minutes. The questions are designed to test the Scrum Master's ability to identify and solve complex problems, facilitate effective collaboration among team members, and promote a culture of continuous improvement.

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Scrum PSM-II certification exam is a challenging and rewarding certification that validates a candidate's mastery of Scrum principles and practices. It is designed for experienced Scrum practitioners who have a deep understanding of Scrum and its application in real-world scenarios. Passing the PSM-II Certification Exam demonstrates to employers and peers that the certified individual has the skills and knowledge needed to effectively lead Scrum teams, manage stakeholders, and deliver high-quality products.

Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q73-Q78):

NEW QUESTION # 73
Steven, a Scrum Master, is approached by the Development Team members complaining that one of the senior engineers is using too much time during the Daily Scrums to share technical solutions.
Which are the best two actions for Steven to take? (Choose two.)

A. Suggest that the team members timebox the amount of time each person can speak at the Daily Scrum to a maximum of two minutes.
B. Contact the team member's direct manager and to resolve this problem.
C. Speak with the person privately and coach him on the purpose of the Daily Scrum.
D. Suggest using a token to limit who is allowed to speak during the Daily Scrum.
E. Coach the Development Team to help them find a way to solve the problem, and for them to take ownership of the solution.

Answer: C,E

Explanation:
The Scrum Master serves the Development Team in several ways, including:
Coaching the Development Team in self-organization and cross-functionality; Facilitating Scrum events as requested or needed.
It is the Scrum Master's responsibility to teach the Scrum Team the value and objective of each Scrum event in order to help them maximize the benefits of each event in accordance to the Scrum values and theory.

NEW QUESTION # 74
What might be a valid reason for abnormally cancelling a Sprint?

A. When the Sprint Goal becomes obsolete.
B. When the work becomes too difficult for the Development Team.
C. When the Development Team discovers it cannot meet their Sprint commitments.
D. When the sales department discovers features that add more value than the current work being done.

Answer: A

NEW QUESTION # 75
If burndown charts are used to visualize progress, what does a trendline through a release burndown chart indicate?

A. When the project will be over if the Product Owner removes work that is equal in effort to any new work that is added.
B. When all work will be completed so the Scrum Team can start work on a new Product Backlog.
C. When the work remaining is projected to be completed if nothing changes on the Product Backlog or Development Team.
D. The evolution of the return of investment on the project.

Answer: C

Explanation:
The trendline is based on the team's average velocity and the projective completion to zero is based on the team's velocity. The burndown chart is a helpful tool for Development Teams to self-manage BUT it is not mandatory as the teams will decide the best way to manage their own progress and promote transparency.

NEW QUESTION # 76
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. At the end of Sprint Planning, collect all Sprint tasks and create a consolidated plan for the entire Sprint.
B. 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.
C. Advise the teams to minimize dependencies by working on separate development branches and integrate at the end of four Sprint cycles.
D. Visit the five Development Teams daily to ensure alignment and that all Sprint Backlogs remain synchronized.
E. 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.

Answer: B

Explanation:
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.

NEW QUESTION # 77
A multi-national company is using Scrum for product development of their five major products.
What alternatives should the company consider to decide how many Product Owners are needed for these five products? (Choose the best two answers)

A. There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams.
B. There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
C. There is one Product Owner for all five products. This person may not delegate work to others for specific value, capabilities, and functionality, given these are all the Product Owner's individual responsibility.
D. There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog.

Answer: B,D

Explanation:
This is a reasonable alternative, as it allows each Product Owner to focus on one product and its vision, value proposition, and stakeholder needs. The Product Owner can also leverage the expertise and input of other people who can help with the product development, such as business analysts, domain experts, or user representatives. The five Product Owners can coordinate and collaborate with each other through the Product Backlog, which is a single source of truth for the product requirements and priorities.
This is another reasonable alternative, as it allows one Product Owner to have a holistic view of the five products and their interdependencies, synergies, and trade-offs. The Product Owner can also delegate some of the work to other people who can act as proxies or representatives for the different aspects of the products, such as features, modules, or components. The Product Owner can still maintain the ultimate authority and responsibility for the Product Backlog and the product value delivery.

NEW QUESTION # 78
......

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