Scrum PSM-II Exam Questions–Reduce Your Chances Of Failure

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Scrum PSM-II (Professional Scrum Master level II (PSM II)) exam is an advanced certification for Scrum Masters who have extensive knowledge and skills in applying the Scrum framework. It is particularly designed for Scrum practitioners who are looking to enhance their expertise in using Scrum methodology and creating high-performing Scrum teams. PSM-II Exam is guided by the Scrum Guide and is created to measure the candidate's capability to apply Scrum framework in complex, real-life situations.

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Scrum PSM-II (Professional Scrum Master level II) Exam is a certification exam specifically designed for professionals who want to demonstrate their expertise in the Scrum framework. PSM-II exam is designed to test a candidate's knowledge and skills in the areas of Scrum principles, practices, and methodologies. In order to pass the exam, candidates must demonstrate a deep understanding of Scrum and its application in real-world scenarios.

Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q173-Q178):

NEW QUESTION # 173
An organization has just hired you as a new Scrum Master to help them transition their teams from their current traditional process to Scrum. The teams are currently structured to specialize in a single function. This is also known as component teams where a team would only address a single layer (i.e. design, frontend, backend, database, testing, etc.). You've introduced the concept of cross-functional teams where all the skills needed to produce business functionality, from end to end, are inside of a single team.
What should you keep in mind when transitioning from siloed teams to cross-functional teams? (Choose two.)

A. Newly formed teams will need time to stabilize before reaching their peak performance. During the initial stages of forming, performance will suffer and productivity may be low, although even then delivery of business value is still likely to increase.
B. People from the different layers and components will need time to become accustomed to working and delivering unified functionality together as one Scrum Team thus productivity may suffer.
C. Without feature teams, you cannot do Scrum. Postpone Scrum adoption until the teams are reorganized in feature teams.
D. It is easier to compare the performance between cross-functional teams in order to identify to which teams to assign tasks and which teams need additional coaching.

Answer: A,B

Explanation:
Forming a team takes time, and members often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these stages. When you understand it, you can help your new team become effective more quickly.

NEW QUESTION # 174
Which statements are true about the Sprint Goal?
(choose the best two answers)

A. Sprint Goals often change during the Sprint as new insights emerge during the work.
B. The use of Sprint Goals is optional in the Scrum Framework
C. Sprint Goals give Developers flexibility and creativity on how to implement functionality during the Sprint
D. During Sprint Planning, the Scrum Team crafts a Sprint Goal based on anobjective that the Product Owner would like to achieve that Sprint.

Answer: C,D

Explanation:
Explanation
According to the Scrum Guide 2020, the Sprint Goal is a short statement that provides direction and focus for the Scrum Team throughout the Sprint1. The Sprint Goal is chosenby the Scrum Team during Sprint Planning, based on the Product Backlog items that they forecast to complete in the Sprint1. The Sprint Goal also gives Developers flexibility and creativity on how to implement functionality during the Sprint, as long as they do not endanger the Sprint Goal1. Therefore, the statements that are true about the Sprint Goal are:
During Sprint Planning, the Scrum Team crafts a Sprint Goal based on an objective that the Product Owner would like to achieve that Sprint. This statement is true because it reflects the purpose and process of creating a Sprint Goal. The Product Owner proposes an objective for the Sprint, based on the current state of the product and the stakeholders' needs2. The Developers then select the Product Backlog items that support that objective, and craft a Sprint Goal that expresses what value they will deliver in the Sprint2.
Sprint Goals give Developers flexibility and creativity on how to implement functionality during the Sprint. This statement is true because it reflects the benefit and outcome of having a Sprint Goal. The Sprint Goal is not a fixed scope of work, but a flexible goal that guides the Developers' decisions and actions3. The Developers can modify their Sprint Backlog during the Sprint as needed, as long as they do not endanger the Sprint Goal1. The Sprint Goal also encourages the Developers to work together rather than on separate initiatives3.
The other statements are not true because:
Sprint Goals often change during the Sprint as new insights emerge during the work. This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a commitment by the Developers that does not change during a Sprint1. The Sprint Goal provides coherence and alignment for the Scrum Team, and helps them cope with complexity and uncertainty3. Changing the Sprint Goal during a Sprint would undermine its value and impact, and create confusion and waste.
The use of Sprint Goals is optional in the Scrum Framework. This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a mandatory element of each Sprint1. The Scrum Guide 2020 states that "the entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint" and "the Developers commit to achieving the Sprint Goal" 1.
Without a Sprint Goal, there would be no clear direction or focus for the Scrum Team, and no way to measure their progress or success.
References: 1: https://www.scrumguides.org/scrum-guide.html#sprint-goal 2:
https://www.scrumguides.org/scrum-guide.html#sprint-planning 3:
https://www.scrum.org/resources/blog/sprint-goal-key-element-scrum

NEW QUESTION # 175
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 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.
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 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.
D. 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.

Answer: B,D

Explanation:
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

NEW QUESTION # 176
Which two scenarios would best represent a self-organizing Development Team? (Choose two.)

A. The Development Team invites external people to the Sprint Planning to help them create a complete and detailed Sprint Backlog.
B. The Development Team creates its own Sprint Backlog, reflecting all work that is part of the Definition of Done.
C. Development Team members collaboratively select and re-plan their work throughout the Sprint.
D. Management works with the Scrum Master to optimize the Development Team's progress during the Sprint.
E. The Development Team members are strictly focused on the work within their functional role and always handing off the work to other roles in a timely matter.

Answer: B,C

Explanation:
A self-organized team is a team that is able to self-manage and decide how best to accomplish their work.

NEW QUESTION # 177
During the implementation of an item in the Sprint Backlog, a conflict arises between team members about what work is needed to make the item `done'. Some say it is a part of the Definition of Done and others say it isn't. Steven, the Scrum Master, observes a debate forming and members beginning to take sides.
What is the best action for Steven to take?

A. Bring the Product Owner to the discussion and have him/her decide the work needed to make the item `done.' It is the Product Owner's responsibility to manage the Development Team members.
B. Bring the Development Team members together and interpret the Definition of Done for them so that there are no future conflicts on interpretation.
C. Immediately end the discussion before it becomes worse. Make the decision on what work is needed to make the item `done' and teach the team about the importance of avoiding conflicts.
D. Facilitate a session with all members on the Scrum Team to help them resolve the conflict, refine the Definition of Done, and become effective again. Tell the team that conflicts are a natural occurrence and coach them on the value of resolving conflicts.

Answer: D

Explanation:
The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps the Scrum Team understand which of their interactions are helpful and which are not. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.

NEW QUESTION # 178
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