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| Section | Objectives |
|---|---|
| Scrum in the Organization | - Organizational Design and Culture - Scaling Scrum |
| Scrum Theory and Empiricism | - Complex adaptive systems - Empirical process control - Scrum Values |
| Done and Undone Work | - Definition of Done |
| The Scrum Framework | - Scrum Roles - Scrum Events - Scrum Artifacts |
| Facilitation and Coaching | - Teaching - Coaching - Facilitation |
| Product Backlog Management | - Stakeholder Management - Backlog Refinement |
You can choose the number of Professional Scrum Master level III (PSM III) (PSM-III) questions and time frame of the PSM-III Desktop practice exam software as per your learning needs. Performance reports of Scrum PSM-III Practice Test will be useful for tracking your progress and identifying areas for further study.
NEW QUESTION # 28
"Technical debt is the sole concern of the development team". As a Scrum Master, do you agree with this statement? Whyor why not?.
Answer:
Explanation:
As a Scrum Master, I donot agreewith the statement that technical debt is the sole concern of the Development Team. While Developers are responsible for recognizing and understanding technical debt, its impact extends far beyond the team and affectsagility, quality, and deliveryat the product and organizational level.
First, technical debt directly influences a team'sability to remain agile. As technical debt accumulates, the cost and effort required to change the product increase. This slows down development, reduces predictability, and eventually makes it difficult-or even impossible-to deliver working software within reasonable timeframes. When agility is reduced, the entireorganizationsuffers, not just the Development Team.
Second, technical debt has a significant impact onproduct quality and delivery. High levels of technical debt often lead to defects, instability, and integration problems. This undermines the Scrum principle of delivering a "Done" Increment each Sprint. When the product cannot be reliably delivered or inspected, customers and stakeholders are directly affected, making technical debt a shared concern.
Third, while Developers are best positioned toidentify when technical debt occurs, addressing it requires collaboration across the Scrum Team. The Product Owner must understand that not all work in a Sprint will result in new functionality. Investing in reducing technical debt is an investment in future value, sustainability, and delivery capability. Stakeholders also need transparency about this trade-off.
Fourth, Scrum encourages making technical debt visible andaddressing it continuously, rather than postponing it indefinitely. This may involve adding technical debt-related work to the Product Backlog and prioritizing it alongside functional work. Treating technical debt as "invisible" or purely technical undermines empiricism and long-term value creation.
NEW QUESTION # 29
When working on one software product with multiple Scrum teams in Scrum Nexus, what is important about dependenciesof the planned Backlog Items and integration of the work being done?
Answer:
Explanation:
When multiple Scrum Teams work together on a single product usingScrum Nexus, managing dependencies and ensuring effective integration are critical to delivering a usable Increment each Sprint. Scrum Nexus extends Scrum by explicitly addressing the complexity that arises from multiple teams working on the same product.
First,dependencies between teams should be minimized. Dependencies reduce autonomy, slow feedback, and increase risk. In Nexus, Product Backlog Items should be ordered and refined in such a way that work with strong dependencies is keptwithin a single team whenever possible. This supports cross-functionality at the team level and reduces the coordination overhead required between teams.
Second, when dependencies cannot be avoided, they must be madetransparent and actively managed. The Nexus framework encourages early identification of dependencies during Nexus Sprint Planning so that teams can coordinate their work effectively. However, the goal remains to continuously reduce dependencies over time through better backlog ordering, architecture improvements, and skill broadening.
Third,integration of work is vital and takes precedence over completing all planned work. In Scrum Nexus, an Increment is only considered "Done" when the work of all teams is fully integrated and meets the shared Definition of Done. Unintegrated work, even if technically complete by an individual team, does not provide value and increases risk.
Fourth, integration must occurearly and often during the Sprint, not only at the end. Continuous integration helps uncover issues sooner, supports frequent inspection, and enables timely adaptation. Delaying integration increases the likelihood of defects, rework, and failure to produce a usable Increment.
NEW QUESTION # 30
The Product Owner asks the Development Team to pick up a very urgent item late in Sprint that was not forecasted, nor is itrelated to the Sprint Goal. The Development Team believes it can pick this up, as it is close to meeting the Sprint Goal. But, thiswould involve not meeting their process improvement goal agreed upon during the last Sprint Retrospective. The ProductOwner argues that, as it's the highest priority to satisfy the customer, the needs of the customer have a higher priority than theprocess improvement goal for the team.
What is your view on this as a Scrum Master?
Answer:
Explanation:
From a Scrum Master's perspective, this situation must be approached by balancingrespect for Scrum accountabilities,protection of empiricism, andlong-term value delivery, rather than reacting solely to short- term urgency.
First, it is important to reaffirm that theDevelopment Team owns the Sprint Backlog. According to the Scrum Guide, once the Sprint has started, changes to the Sprint Backlog are negotiatedonly between the Product Owner and the Development Team, and the Development Team has thefinal sayon whether additional work can be taken on. Therefore, the Product Owner cannot unilaterally force the urgent item into the Sprint, even if it represents the highest customer priority. If the Development Team believes it can incorporate the item without jeopardizing the Sprint Goal, it may choose to do so-but this remains their decision.
Second, the Scrum Master should help the Product Owner understand thatnot all priorities are equal within a Sprint. The Sprint Goal provides focus and stability, and work that is not related to the Sprint Goal introduces risk. While satisfying the customer is important, Scrum explicitly valuessustainable improvement and learning. The process improvement goal agreed upon during the Sprint Retrospective represents a deliberate investment in the team's effectiveness. Sacrificing this improvement for short-term delivery may create a local optimization thatharms long-term customer value.
Third, the Scrum Master should coach both the Product Owner and the Development Team on thesystemic impact of slowing process improvements. Continuous improvement is a core expectation of Scrum, and the Scrum Guide states that the Scrum Team should plan ways to increase quality and effectiveness. When improvement goals are repeatedly deprioritized, delivery predictability, quality, and morale eventually decline-directly affecting customers. Therefore, the Product Owner's argument that customer needs always outweigh improvement work reflects ashort-term mindsetthat the Scrum Master should challenge through education and coaching.
Fourth, this situation should beinspected during the Sprint Retrospective. The team should reflect on why urgent, unplanned work appears late in the Sprint, whether it represents a recurringpattern, and how this impacts Sprint Goals and improvement commitments. The Scrum Master should facilitate this discussion to ensure transparency and learning, rather than blame.
Finally, if this behavior becomes a pattern, the Scrum Master must take a more active stance. This includes teaching and reminding the Scrum Team that at least one improvement from the Sprint Retrospective should be planned into the upcoming Sprint. This protects the intent of the Retrospective and ensures that improvement is not treated as optional or expendable work.
NEW QUESTION # 31
Mid-sprint a development team forecasts it will not be able to deliver all the planned backlog items. They are worried andask for your advice as Scrum Master. What will you tell them?
Answer:
Explanation:
When a Development Team realizes mid-Sprint that it may not be able to deliver all planned Sprint Backlog Items, this situation should be handled throughempiricism, not concern or blame. As a Scrum Master, I would reassure the team and guide them back to Scrum principles.
First, I would remind the team that in Scrum they donot commit to delivering all Sprint Backlog Items.
Instead, the Scrum Team commits todoing their very best to achieve the Sprint Goal. Discovering additional work, complexity, or unknowns during the Sprint is expected, especially in complex product development. The Sprint Backlog is a forecast, not a fixed contract.
Second, I would help the team assess theimpact of what they have discovered. If the newly discovered work is minor and theSprint Goal is still within reach, the team can continue as planned while adapting the Sprint Backlog as needed. This reflects normal inspection and adaptation during the Sprint.
Third, if the impact is significant and threatens the Sprint Goal, the Development Team should have a focused discussion aboutif and how the Sprint Goal can still be met. This may involve changing the approach, reducing scope while preserving the Sprint Goal, or identifying alternative ways to deliver the intended value.
In such cases, theProduct Owner should be involvedin the conversation. Including the Product Owner increases transparency and enables faster value-based decision-making, such as re-negotiating scope or adjusting priorities while keeping the Sprint Goal intact. This collaboration ensures that adaptations are aligned with product value.
NEW QUESTION # 32
What would be an example of a development team member displaying unethical behaviour?
Answer:
Explanation:
An example of unethical behaviour by a Development Team member in Scrum isknowingly delivering low- quality or non-secure softwarewhile being aware of the potential negative impact on users, stakeholders, or the organization. Such behaviour contradicts the ethical expectations embedded in Scrum and violates multiple Scrum Values.
For instance, a developer may intentionally ignore known defects, security vulnerabilities, or technical debt in order to finish work faster or appear more productive. Releasing software that is known to be insecure or unstable places end-users at risk and misrepresents the true state of the product. This underminesCommitment to quality andCourage, as the individual avoids addressing difficult issues or raising concerns.
Another unethical example iswithholding important informationfrom the Scrum Team or stakeholders. This may include hiding risks, downplaying impediments, or not being transparent about progress or challenges.
Such behaviour violatesOpennessand damages trust, which is essential for empiricism and effective collaboration.
Unethical behaviour may also be expressed throughfailing to support team members. For example, refusing to help others, dismissing or disrespecting colleagues' opinions, or working in ways that harm team cohesion contradicts the Scrum Value ofRespect. Scrum expects team members to collaborate and support each other in achieving the Sprint Goal.
Finally,going against agreements made by the Scrum Team, such as ignoring the Definition of Done or agreed working agreements, is unethical. This damages accountability and can mislead stakeholders about the quality and completeness of the work.
NEW QUESTION # 33
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