素敵なPSM-II試験番号 &資格試験のリーダー &パススルーPSM-II: Professional Scrum Master level II (PSM II)

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Scrum PSM-II（Professional Scrum Master level II）試験は、すでにスクラムマスターとしての専門知識と経験を獲得したプロフェッショナル向けの認定プログラムです。この認定は、スクラムフレームワークの使用を促進し、支援する世界的に認知されたScrum.orgによって提供されています。PSM-II試験は、PSM-Iの次のレベルの認定であり、複雑なスクラムプロジェクトを効果的に管理するために必要な高度なスキルと知識を評価することに焦点を当てています。

PSM-II 試験を受験するためには、すでに PSM-I 認定を取得し、実践的な Scrum マスターとして少なくとも1年の経験を持っている必要があります。この試験は、複雑で挑戦的な状況で Scrum の原則と実践を適用する能力を評価することを目的としています。この試験は合格が難しく設計されており、Scrum の包括的な理解と実践的な実装について深い理解を持つ候補者だけが成功することができます。

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試験の準備方法-ユニークなPSM-II試験番号試験-有難いPSM-II試験内容

Scrum認定を取得したい場合は、PSM-II学習教材で時間と労力を大幅に節約できます。他にもやることがたくさんあることを知っており、当社の製品は何らかの形であなたの懸念を和らげます。まず、PSM-II試験の資料は、断片化された時間を組み合わせて効果を高め、次に、最短時間で試験に合格して希望の認定を取得できます。 PSM-II学習教材を使用すると、競争力を向上させることができます。 PSM-II学習ガイドの助けを借りて、あなたは他の人よりも最高の星になります

Scrum PSM-II（Professional Scrum MasterレベルII）認定試験は、Scrumチームをリードする知識とスキルを向上させたい経験豊富なScrumマスターを対象とした上級レベルの認定試験です。この認定試験は、Professional Scrum MasterレベルI（PSM I）認定から得た基礎知識と実践的な経験に基づいています。PSM-II認定試験は、Scrumトレーニング、認定、およびリソースを個人や組織に提供する組織であるScrum.orgによって提供されています。

Scrum Professional Scrum Master level II (PSM II) 認定 PSM-II 試験問題 (Q86-Q91):

質問 # 86
A Scrum Team has been working together for nine Sprints. A new Product Owner comes in, unsure about his responsibilities. As the Scrum Master you have observed how the functional and business insights of the Developers have grown over the past Sprints. The Product Owner however is relatively new to the company and to the product. What are two activities you would direct the new Product Owner towards focusing on?
(choose the best two answers)

A. You advise the Product Owner to start building a good relationship with the stakeholders of the product. On-going interaction with them is important to regularly align with changing organizational or market expectations. The Product Owner is also expected to invite the appropriate stakeholders to the Sprint Review.
B. You advise the Product Owner to rely on others in the Scrum Team and the stakeholders to formulate the Product Backlog, as they are the ones that are up to speed. By questioning them and working with them the Product Owner will quickly become more productive.
C. You inform the Product Owner that, in today's highly competitive markets, it is important that the Developers are updated on changing business priorities on a daily basis. It is why Scrum has this daily meeting. At this Daily Scrum the Developers can adapt to the changes in scope without delay.
D. You tell the Product Owner to make sure that there are no ambiguities or possible misunderstandings in the items on the Product Backlog when they are handed over to the Scrum Team. This is best done by capturing the functional requirements during an analysis phase, resulting in documents that are considered as the working product of such analysis Sprints.

正解：A、B

解説：
Explanation
The Product Owner is responsible for maximizing the value of the product and the work of the Developers.
The Product Owner is also accountable for managing the Product Backlog, which is an ordered list of what is needed in the product. The Product Owner should collaborate with the Developers and the stakeholders to create and refine the Product Backlog, as well as to define and communicate the product vision and goals.
Therefore, as a Scrum Master, you should direct the new Product Owner towards focusing on:
Building a good relationship with the stakeholders of the product (A), which is a valid option as it helps the Product Owner to understand and align with the changing organizational or market expectations, as well as to invite and receive feedback from the appropriate stakeholders during the Sprint Review, which is an event that inspects the outcome of the Sprint and determines future adaptations.
Relying on others in the Scrum Team and the stakeholders to formulate the Product Backlog (D), which is another valid option as it helps the Product Owner to leverage the functional and business insights of the Developers and the stakeholders, who are more familiar with the product and the customer needs. By questioning them and working with them, the Product Owner will quickly become more productive and effective.
The other options are not correct because they:
Inform the Product Owner that it is important that the Developers are updated on changing business priorities on a daily basis at the Daily Scrum (B), which is not a good option as it shows a misunderstanding of the purpose and format of the Daily Scrum, which is an event for the Developers to inspect their progress and plan their work for the next 24 hours, not a status report or a meeting for changing requirements or scope. The Product Owner should respect and support the Developers' commitment to their Sprint Goal and Sprint Backlog, and only introduce changes that do not endanger them.
Tell the Product Owner to make sure that there are no ambiguities or possible misunderstandings in the items on the Product Backlog by capturing the functional requirements during an analysis phase, which is not a good option as it shows a misunderstanding of the nature and process of the Product Backlog, which is a dynamic and emergent artifact that can change as more is learned about the product, users, market, and technology. The Product Owner should collaborate with the Developers to refine and clarify the Product Backlog items throughout the product development, not create detailed documents that are considered as final outputs of analysis Sprints.
References: : [Scrum Guide], The Product Owner : [Scrum Guide], The Product Backlog : [Scrum Guide], The Sprint Review : [Scrum Guide], The Scrum Master : [Scrum Guide], The Developers : [Scrum Guide], The Daily Scrum

質問 # 87
Paul is a Product Owner for multiple products. Each product is allocated a dedicated Scrum Team and a set budget. Based on the average velocity of a previous product release, Paul had estimated a new product to take 9 Sprints to complete. The average velocity of the previous product release was 50 completed units of work per Sprint. Over the first 3 Sprints, the Development Team reported an average velocity of 40 completed units per Sprint, while not fully completing the required integration tests. The Development Team estimates that integration testing would require additional effort to make the increments shippable. The Development Team is unsure if the required velocity is achievable.
What is the most effective way to recover?

A. The Scrum Master sets the open work aside to be performed in one or more release Sprints. They remind Paul to find funding for enough Release Sprints in which this remaining work can be done. Up to one release Sprint per three development Sprints may be required. It is Paul's role to inform users and stakeholders of the impact on the release date.
B. In the next Sprints, the Development Team strives to make the selected work as close to 'done' as possible and at the minimum 90% completed. Any undone work is divided into new Product Backlog Items that will be deferred to the last Sprint in order to maintain stable velocity.
C. The Scrum Master will manage the Sprint Backlog and assign work to the Development Team members to ensure maximum utilization of each member. He/she will keep track of unused resources so that it does not impact the budget. Unused budget can be allocated for additional Sprints if needed.
D. The Development Team informs Paul that the progress he has perceived to date is not correct. The Increment is not releasable. They give Paul their estimate of the effort it would take to get the previous work 'done', and suggest doing that work first before proceeding with new features. The team also re- estimates the effort to make the remaining Product Backlog items 'done', including all integration effort. In the end, it is Paul's call to continue the project or to cancel.

正解：D

解説：
Scrum is founded on empirical process control and asserts that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk. At the end of every Sprint, an increment of 'done' work must be available in order to inspect and adapt accordingly.

質問 # 88
A new member has just joined an existing Development Team that has been together for several Sprints.
During the Sprint, the individual has been trying to share his ideas and viewpoints but is continuously ignored by the rest of the Development Team.
Which three Scrum Values has the Development Team been neglecting? (Choose three.)

A. Commitment
B. Transparency
C. Respect
D. Openness
E. Focus
F. Courage

正解：C、D、F

解説：
The Scrum Team members have courage to do the right thing and work on challenging problems. The Scrum Team agree to be open (to speak and listen) about all the work and the challenges with performing the work.
Scrum Team members respect each other's skills, experience, and opinions.

質問 # 89
Five new Scrum Teams have been created to build one product. A few of the Developers ask the Scrum Master who will coordinate the work between the different Scrum Teams. What should the Scrum Master do?
(choose the best answer)

A. Advise the teams to reduce interdependence by working in separate branches and organizing a specific Sprint every four development Sprints to manage integration.
B. Teach them that it is their responsibility to form Scrum Teams with the skills and knowledge to create an Increment by the end of every Sprint.
C. Teach the Product Owner to work with the lead developers on ordering Product Backlog in a way to avoid too much technical and development overlap during a Sprint.
D. Collect the Sprint tasks from the teams at the end of their Sprint Planning and merge that into a consolidated plan for the entire Sprint.
E. Visit the five Scrum Teams each day to facilitate alignment and synchronization of their Sprint Backlogs.

正解：B

解説：
Explanation
The Scrum Master should do this because it is the most effective way to ensure that the Scrum Teams are self-organizing, cross-functional, and collaborative. The Scrum Master can help the Scrum Teams to understand the benefits of working together as one integrated team, rather than as separate component teams.
The Scrum Master can also facilitate the communication and coordination among the Scrum Teams, and support them in resolving any dependencies or conflicts that may arise.
References:
Scrum Guide 2020, page 7: "Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value in each Sprint." Scrum Guide 2020, page 7: "Scrum Teams are self-managing, meaning they internally decide who does what, when, and how." Nexus Guide 2020, page 5: "When multiple Scrum Teams are working together on the same product, there are additional complexities that arise. These complexities can be reduced by having the teams adhere to a common definition of "Done" and a single Product Backlog."

質問 # 90
What conditions are most likely occurring if you feel you need a "Quality Assurance and Release Readiness Sprint"? (Choose the best three answers)

A. The Definition of Done is weak or incomplete, allowing technical debt to accumulate.
B. The Developers find it nearly impossible to create a valuable, useful product Increment in a Sprint.
C. The Definition of Done is not being met every Sprint.
D. You are following Scrum and the concept of a Hardening Sprint.
E. Scrum has been modified in an acceptable manner to introduce "Quality Assurance and Release Readiness Sprints".

正解：A、B、C

解説：
A "Quality Assurance and Release Readiness Sprint" is not a Scrum concept, but a sign of poor engineering practices and weak adherence to the Scrum values and principles. It indicates that the Scrum Team is not delivering a potentially releasable product Increment every Sprint, which is one of the core commitments of Scrum. This could be due to a weak or incomplete Definition of Done, which allows technical debt to accumulate and compromises the quality and usability of the product. It could also be due to the Developers finding it nearly impossible to create a valuable, useful product Increment in a Sprint, which could be caused by various factors such as lack of skills, tools, collaboration, feedback, or empowerment. The Definition of Done is not being met every Sprint, which means that the Scrum Team is not fulfilling its accountability for the Increment and is not transparent about the state of the product.

質問 # 91
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PSM-II試験内容: https://www.jpntest.com/shiken/PSM-II-mondaishu

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