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Scrum PSM-II Exam Overview:

Certification Vendor:	Scrum
Exam Name:	Professional Scrum Master II (PSM II)
Exam Number:	PSM-II
Available Languages:	English
Exam Price:	$250 USD
Related Certifications:	Professional Scrum Product Owner (PSPO I) Professional Scrum Master I (PSM I) Professional Scrum Developer (PSD) Professional Scrum Master III (PSM III)
Exam Format:	Multiple Answer, Multiple Choice, True/False
Passing Score:	85%
Real Exam Qty:	30
Exam Duration:	60 minutes
Certificate Validity Period:	Lifetime (no expiration)
Recommended Training:	Professional Scrum Master Training (Scrum.org) Scrum Open Assessments Practice
Exam Registration:	Official PSM II Exam Page Scrum.org Assessments Portal
Sample Questions:	Scrum PSM-II Sample Questions
Exam Way:	Online, unproctored, time-limited assessment taken via Scrum.org platform
Pre Condition:	No mandatory prerequisites, but strong knowledge of Scrum Guide and experience as a Scrum Master is recommended (PSM I level knowledge is strongly advised).
Official Syllabus URL:	https://www.scrum.org/assessments/professional-scrum-master-ii

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Scrum PSM-II exam is a challenging and comprehensive certification examination. It measures the Scrum Masters' understanding and practical application of Scrum methodology, the Scrum framework, and the necessary tools and techniques to manage, facilitate, and lead successful Scrum projects. PSM-II Exam includes multiple-choice and essay-style questions that cover a range of advanced topics, such as Agile coaching, organizational design, and scaling Scrum. PSM-II exam is two hours long and consists of 30 questions.

Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q140-Q145):

NEW QUESTION # 140
A Scrum Master is not only a servant-leader to the Scrum Team and organization, it's also considered a management position.
Which three activities describe what a Scrum Master manages as reflected by the Scrum Guide?
(Choose three.)

A. The way Scrum is understood and enacted within the organization.
B. Managing the capacity and utilization of each Development Team member.
C. Managing the process in which Scrum is applied.
D. Managing the Product Backlog items and work in the Sprint Backlog.
E. Removing organizational impediments that limits the team's progress and productivity.
F. Reporting on the performance of the Sprint.

Answer: A,C,E

Explanation:
The Scrum Master must understand the principles and values behind agility as well as the Scrum theory.
He/she also must act in ways that reflects the values of Scrum and creates an environment for others to also embrace those values. He/she is responsible for ensuring the team's process stays within the boundaries of the Scrum framework as well as helping and supporting the team with continuous improvement.

NEW QUESTION # 141
As a Scrum Master, what would you strive for if five new Scrum Teams were to work on one product?

A. There should be five Product Backlogs and five Product Owners.
B. There should be five Product Backlogs and one Product Owner to manage them.
C. There should be five Product Owners, one for each Scrum Team.
D. The product has one Product Backlog and one Product Owner.

Answer: D

Explanation:
For a single product there is one Product Backlog. For a single Product Backlog there is one Product Owner.

NEW QUESTION # 142
Steven, who is a Scrum Master, on one of the Scrum Teams has approached you asking for advice. Their Daily Scrum requires more than 15 minutes and the team has suggested dividing themselves into two separate teams in order to stay within the time box.
As another Scrum Master, what would be the best response?

A. Unsure ?dividing a team into two cannot be decided based on this information. You offer to observe.
B. Disagree ?as the root cause may not be that the team is too big.
C. Agree ?this is an appropriate solution to the problem.
D. Agree ?You agree that dividing the team into two is a good strategy to allow the teams to learn how to run Daily Scrums quickly and effectively. Once they've learned to limit the Daily Scrum to
15 minutes, you can merge the teams again.

Answer: A

Explanation:
The relationship between cause and effect can become more clear when more information emerges.

NEW QUESTION # 143
After some small experiments with Scrum, your company decides to do a complete project with Scrum. As Scrum Master; you have been invited to the "project kick-off meeting" with IT and product management. The Product Owner asks how many Sprints IT will need to first figure out architecture and infrastructure issues. What are two options to explain how such work is managed using Scrum? (Choose the best two answers)

A. You explain that product management should not worry about such typical IT work. You inform them that you will assure that the team members reach out to the right people within the IT organization when needed During each Sprint Planning event they will keep the Product Owner updated about the additional effort it will take for that Sprint. That effort will come on top of the effort for the forecasted functional development.
B. You explain that technical risks are best controlled when architecture and infrastructure emerge alongside the development of functionality. The additional advantage is that business value is created faster and sooner.
C. You thank product management for understanding that these efforts indeed require effort and budget You confirm that architecture and infrastructure are best addressed before starting Scrum, but that the exact budget is difficult to calculate upfront You say you will organize this work in timeboxed Sprints of no more than 30 days to limit risk and be transparent toward product management on the actual progress.
D. You educate the Product Owner to add this work to the Product Backlog to uphold transparency.Ask the Developers to plan work during the first several Sprints to estimate these items, while also creating some business functionality in these early Sprints

Answer: B,D

Explanation:
This is a good option because it is consistent with the Scrum principle of empiricism, which means that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than following a predefined plan. By allowing the architecture and infrastructure to emerge iteratively and incrementally, the Scrum Team can address the most important and uncertain aspects first, and deliver valuable and functional increments every Sprint.
This is another good option because it is consistent with the Scrum value of transparency, which means that the Scrum Team and the stakeholders have a clear and common understanding of the product vision, goals, progress, and risks. By adding this work to the Product Backlog, the Product Owner can prioritize and refine it according to the value and urgency, and communicate it to the stakeholders. By asking the Developers to plan work during the first several Sprints, they can estimate these items based on their actual experience and capacity, while also delivering some business functionality in these early Sprints.

NEW QUESTION # 144
In the Sprint Retrospective, there is discussion that the quality of the Increment is not sufficient tor going to production In response, a Scrum Team member points out the high velocity reached by the team. What are the two best actions tor the Scrum Master to take?
(choose the best two answers)

A. Stress the value of working product over measured velocity.
B. Facilitate a discussion on now to improve the quality to a level sufficient tor production, even it the measured velocity will drop in the next Sprint
C. Agree and praise the Developers for their nard work, so they are motivated to do even more in the next Sprint
D. Acknowledge the nard work, but remind the Developers that they need to improve to do even more in the next Sprint.

Answer: A,B

Explanation:
Explanation
The Sprint Retrospective is a Scrum event in which the Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done1. The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness1. The Scrum Team should focus on improving the quality of the product Increment, not on increasing the measured velocity. Velocity is a metric that indicates how much work the team has completed in a Sprint, but it does not reflect the value or quality of that work. Working product is one of the primary measures of progress in Agile.
Some actions that the Scrum Master can take in this situation are:
Facilitate a discussion on how to improve the quality to a level sufficient for production, even if the measured velocity will drop in the next Sprint. This action will help the Scrum Team to identify and address the root causes of the quality issues, and to plan actions for improvement. The Scrum Master should encourage the Scrum Team to inspect their Definition of Done, their testing and quality assurance practices, their technical debt, and their collaboration with stakeholders. The Scrum Master should also help the Scrum Team to prioritize quality over quantity, and to understand that delivering a potentially releasable Increment at the end of every Sprint is one of the goals of Scrum.
Stress the value of working product over measured velocity. This action will help the Scrum Team to align their work with the Agile values and principles, and to focus on delivering value to the customers and users. The Scrum Master should remind the Scrum Team that velocity is not a goal or a measure of success, but a tool for planning and forecasting. The Scrum Master should also help the Scrum Team to avoid falling into the trap of velocity-driven development, where they sacrifice quality, sustainability, and customer satisfaction for higher numbers.
Some actions that the Scrum Master should not take in this situation are:
Agree and praise the Developers for their hard work, so they are motivated to do even more in the next Sprint. This action will not help the Scrum Team to improve their quality or effectiveness, but rather reinforce a false sense of achievement based on velocity. The Scrum Master should acknowledge and appreciate the Developers' efforts, but also challenge them to inspect and adapt their work processes and outcomes. The Scrum Master should also help the Developers to balance their motivation with realism, and to avoid overcommitting or overestimating their capacity.
Acknowledge the hard work, but remind the Developers that they need to improve to do even more in the next Sprint. This action will not help the Scrum Team to improve their quality or effectiveness, but rather put pressure on them to increase their velocity. The Scrum Master should not imply that doing more work is equivalent to doing better work, or that higher velocity is expected or desired. The Scrum Master should also help the Developers to avoid burnout, stress, and fatigue caused by unrealistic or unsustainable expectations.
References:
The Sprint Retrospective - What It Is & Tips for Making the Most of Your Meeting | Scrum Alliance How to Measure Sprint Velocity in Agile | Parabol What is a Sprint Retrospective? - Zeolearn What Is the Goal of Sprint Retrospective Meeting? | Wrike What is a Sprint Retrospective? | Scrum.org
[Principles behind the Agile Manifesto]
[What is a Product Increment? | Scrum.org]
[Velocity-driven development: A trap waiting for you | Agile Alliance]

NEW QUESTION # 145
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