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Scrum PSM-II Exam Syllabus Topics:

Section	Objectives
Topic 1: 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 2: Scrum Theory and Principles	- Empiricism (Transparency, Inspection, Adaptation) 1. Scrum values and pillars application 2. Empirical process control in real scenarios
Topic 3: 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. Scrum Master stance as servant leader 2. Product Owner and Developers collaboration
Topic 4: Agile Leadership and Evidence-Based Management	- Value Delivery Optimization 1. Measuring outcomes over outputs 2. Stakeholder engagement strategies

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Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q68-Q73):

NEW QUESTION # 68
Steven, the Scrum Master, is approached by one of the Development Team members saying that they are not completing regression tests for all of the work they are performing to the level defined in the Definition of Done.
They have discussed this with the Product Owner and decided to remove regression testing from the Definition of Done.
Which two actions are the most appropriate for Steven to take? (Choose two.)

A. Accept the decision as a mutual agreement has been made between the Development Team and the Product Owner.
B. Ask the Development Team and the Product Owner if they are still able to produce potentially shippable product increments by altering the Definition of Done?
C. Reject the decision as the long term maintainability of the product will be negatively impacted by modifying the Definition of Done.
D. Ask the Development Team and the Product Owner what problem they are trying to solve by altering the Definition of Done and removing regression testing from it. In what ways will this decision impact transparency and quality?

Answer: B,D

Explanation:
As a servant/leader, the Scrum Master facilitates conversations through open ended questions in order to help the team members make the best possible decisions according to what is known at the time. He/she does not approve or reject team decisions but ensures the team stays within the boundaries of the Scrum framework.

NEW QUESTION # 69
At the Sprint Planning, the Development Team is not able to forecast the number of Product Backlog items it can do in the upcoming Sprint due to unclear requirements. The Product Owner, however, was able to clearly define the business objective he hopes to achieve in the Sprint.
Which of the following two actions would you support? (Choose two.)

A. If all agree they can extend the Sprint Planning until the Development Team can forecast enough Product Backlog items before starting the implementation.
B. They discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to occur again.
C. Allow the Development Team members as much time as needed to review the Product Backlog items and reconvene with the Product Owner when they are confident enough to make a forecast for the Sprint.
D. The Development Team forecasts the most likely Product Backlog items to meet the business objective and create a Sprint Backlog based on a likely initial design and plan. Once the time- box for the Sprint Planning meeting is over, they start implementation and continue to analyze, decompose, and create additional functionality during the Sprint.

Answer: B,D

Explanation:
All events are time-boxed events, such that every event has a maximum duration. 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.

NEW QUESTION # 70
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 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.
C. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.
D. 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.
E. 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.

Answer: A,C

Explanation:
Explanation
B) You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.
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 effectiveness12. 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.
C) 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.
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 principles12. 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.
References: 1: What is a Scrum Master? | Scrum.org 2: What is a scrum master? [+ Responsibilities] | Atlassian 3: What is a Product Owner? | Scrum.org 4: What is a product owner? [+ Responsibilities] | Atlassian : Scrum Guide | Scrum Guides

NEW QUESTION # 71
You have a Scrum Team that has been working together for over a year. The Development Team consists of eleven members who rarely collaborate and work within their functional boundaries. There are no Sprint Goals and most of the items in the Sprint Backlog are unrelated. The Scrum Team has concluded that it is not possible to create Sprint Goals based on the items in the Product Backlog.
What might explain why the Scrum Team is finding it difficult to craft Sprint Goals? (Choose all that apply.)

A. Scrum might not be the best framework for this team.
B. The Sprints are too long.
C. The Product Owner doesn't set objectives that he/she wants to achieve with upcoming Sprints.
D. The Development Team is too big.
E. The Product Owner is not empowered to make decisions about items in the Product Backlog nor how they are ordered.

Answer: A,C,E

Explanation:
Many people misinterpret the Scrum Guide as stating the Development Team size is limited to 3-9 members. In reality, it only states that there is inherent risk attached to having less than 3 members and more than 9 members. As the number of members increases, the lines of communication also increase. This can be calculated using the Group intercommunication formula: n(n − 1) / 2 where n is the number of members. Some teams are able to handle the risk and "synergize" whereas others might struggle. Saying that, the relationship between defining a Sprint Goal and Development Team size is unclear.
But the relationship between the ordering of the Product Backlog, the PO having clear objectives, and the Sprint Goal are direct. The Product Owner typically comes to the Sprint Planning with a business objective in mind and Product Backlog items related to the business objective. After deciding what can be done for the upcoming Sprint, the Scrum Team will craft a Sprint Goal that would be met through the implementation of the items. This is not dependent on the size of the team nor length of the Sprint.
Scrum is also a framework that's fit for purpose. Some projects/products are not fit for Scrum... or, better stated, Scrum is not suitable for all projects/products.

NEW QUESTION # 72
Doing your best and helping other Scrum Team members demonstrates which of the following?

A. Value of Commitment
B. Maximizing utilization
C. Increased Profit
D. Increased Revenue
E. High Performance

Answer: A

Explanation:
People personally commit to achieving the goals of the Scrum Team by doing their best and helping others.

NEW QUESTION # 73
......

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