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The PSM-II Exam is a challenging and comprehensive exam that requires candidates to demonstrate a deep understanding of the Scrum framework and its application in real-world scenarios. PSM-II exam covers a wide range of topics, including advanced Scrum concepts such as scaling Scrum, stakeholder management, and organizational change management. PSM-II exam is designed to test the candidate's ability to apply their knowledge of the Scrum framework to complex and challenging situations, and to make informed decisions based on their understanding of Scrum principles and values. Passing the PSM-II Exam is a testament to the candidate's expertise in the Scrum framework and their ability to apply it effectively in the workplace.
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The PSM-II Exam is a challenging exam that requires extensive preparation and knowledge of Scrum principles and practices. Scrum.org offers a range of resources to help candidates prepare for the exam, including practice assessments, training courses, and coaching sessions. Candidates who pass the PSM-II exam earn the prestigious PSM-II certification, which demonstrates their advanced knowledge and skills in Scrum.
The cost of the Scrum PSM II: Professional Scrum Master II Exam is USD 250. For more information related to exam price, please visit the official website at SCRUMstudy Website as the cost of exams may vary according to the region of the candidate.
NEW QUESTION # 164
Which way of creating Scrum Teams is consistent with the Scrum values?
(choose the best answer)
Answer: C
Explanation:
This is the best answer because it is consistent with the Scrum values of commitment, courage, focus, openness, and respect12. By providing boundaries, such as the product vision, the product backlog, the budget, and the timeline, the organization can enable the team members to self-organize and form cross-functional and collaborative Scrum Teams3 . This way, the team members can commit to their own goals, have the courage to face challenges, focus on delivering value, be open to feedback and learning, and respect each other's skills and perspectives12.
NEW QUESTION # 165
Scrum Master is a management position because the Scrum Master is accountable for the following three management activities:
(choose the best three answers)
Answer: A,B,D
Explanation:
Explanation
A Scrum Master is not a management position in the traditional sense of the word. A Scrum Master does not have authority over the team members, the product, or the project. A Scrum Master is a servant leader who helps the team self-organize, collaborate, and deliver value. A Scrum Master is accountable for managing the Scrum process, ensuring that the team follows the Scrum values and principles, and facilitating the team's interactions with stakeholders and the organization. A Scrum Master is also accountable for removing organizational impediments that limit the team's progress and productivity, such as bureaucracy, silos, or conflicts. A Scrum Master is not accountable for reporting on the performance of a team, managing the project plan and the project deliverables, or managing the capacity and utilization of the Developers. These are responsibilities of the Product Owner, the Developers, or other roles in the organization.
References:
Scrum Guide 2020, section "The Scrum Master", "The Scrum Team".
What is a scrum master? [+ Responsibilities] | Atlassian, section "Scrum master responsibilities".
Scrum Master Roles and Responsibilities [2023] | Simplilearn, section "What Does a Scrum Master Do?", "Scrum Master Responsibilities".
NEW QUESTION # 166
A Scrum Team must have a Product Owner and Scrum Master.
Answer: A
Explanation:
A Product Owner or Scrum Master can be dedicated to one team OR participate as a member on more than one team. How much time they spend with each team will directly impact effectiveness of the team.
NEW QUESTION # 167
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)
Answer: B,D
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 # 168
If there are multiple Scrum Teams working on the same product, all of the Scrum Teams must mutually define a Definition of Ready (DoR). The DoR is a checklist that the Product Owner must fulfill before a Product Backlog item can be presented at the Sprint Planning. This protects the Development Team from interruptions and disruptions during the Sprint.
Answer: B
Explanation:
Product Backlog items should be clear enough and have enough information for the Product Owner and Development to understand the work that needs to be done and to create a forecast of Product Backlog items to implement the Sprint Goal. Nothing stops the flow of Sprints, for example, we do not delay the Sprint because the items are not ready. In such cases, the
"unready" items would be selected for the Sprint anyway and refined during the Sprint.
In the case that the Product Backlog items are not clear enough, the Development Team forecasts the most likely Product Backlog items to meet the goal and create a Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint. At the end of the Sprint, the Scrum Team can discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.
NEW QUESTION # 169
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