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Scrum PSM-II Exam Syllabus Topics:

Section	Objectives
Topic 1: Scrum Theory and Principles	- Empiricism 1. Inspection 2. Transparency 3. Adaptation - Scrum Values 1. Respect 2. Courage 3. Commitment 4. Openness 5. Focus
Topic 2: Developing People and Teams	- Facilitation Skills 1. Decision-Making Support 2. Workshop Facilitation - Team Dynamics 1. Conflict Resolution 2. Collaboration Techniques 3. Team Coaching
Topic 3: Scrum Master Responsibilities	- Servant Leadership 1. Enabling Self-Management 2. Removing Impediments 3. Continuous Improvement - Serving the Scrum Team 1. Supporting Product Owners 2. Coaching Developers 3. Facilitating Scrum Events
Topic 4: Managing Products with Agility	- Product Backlog Management 1. Ordering and Refinement 2. Value Optimization - Stakeholder Collaboration 1. Expectation Management 2. Feedback Loops
Topic 5: Supporting Organizational Change	- Agile Transformation 1. Organizational Impediments 2. Change Management - Scaling Scrum 1. Organizational Agility 2. Multi-Team Collaboration

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Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q205-Q210):

NEW QUESTION # 205
A Development Team, that has remote team members, typically spends time before the Daily Scrum to setup the meeting rooms and conference calling equipment and tools in order to have their Daily Scrum.
How should the Scrum Master handle this situation?

A. Allow the Development Team to self-manage and decide for itself what to do.
B. Ask the Development Team members to alternate who is responsible for meeting setup.
C. Setup the meeting and tell the Development Team that is how it will be done.
D. Inform management and ask them to solve it.

Answer: A

Explanation:
As a self-organized team, they will decide for themselves how to best manage communication between team members. The Scrum Master will only take action if requested OR if he/she observes that there is a potential problem.

NEW QUESTION # 206
Relationships between the Product Owner and Development team have been tense for many Sprints. The Product Owner has lost trust and respect for the Development Team as they consistently fail to achieve the Sprint Goal to her satisfaction by the end of each Sprint. The Development Team blame the Product Owner for increasing scope each Sprint making the Sprint Goal unachievable.
As a Scrum Master, what should you do?

A. Talk to the Product Owner and tell them not to increase scope mid Sprint
B. Discuss the situation with the Scrum Team. Help them find improved ways to clarify and set a more realistic Sprint Goal
C. Take no action. Allow the Development Team to self organise to address the issue
D. Speak to the line managers of the various Development Team members about their lack of productivity and ask them to take corrective action.

Answer: B

NEW QUESTION # 207
Creating a forecast for a Sprint tends to run more smoothly when the Product Backlog items that are discussed are well understood and actionable. Which approach would you recommend to ensure well understood and actionable Product Backlog items at Sprint Planning? (Choose the best answer)

A. The analysts on the Scrum Team document high-ordered Product Backlog items during a Sprint when they are not busy working on the forecast.
B. The Developers use some time in each Sprint to analyze, estimate and design high-ordered Product Backlog items.
C. The Product Owner works with the stakeholders to prepare Product Backlog items outside of the Sprint so the Developers will not be disrupted.
D. A separate Scrum Team of business analysts and testers analyze high-ordered requirements one Sprint ahead of development.

Answer: C

Explanation:
This approach ensures that the Product Backlog items are ready for the Sprint Planning and that the Developers can focus on their work during the Sprint. It also allows the Product Owner to collaborate with the stakeholders and align the Product Backlog with the Product Goal. The other options are either inefficient, ineffective, or not aligned with the Scrum values and principles

NEW QUESTION # 208
A multi-national company is using Scrum for product development of their five major products.
What alternatives should the company consider to decide how many Product Owners are needed for these five products?
(choose the best two answers)

A. There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog.
B. There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
C. There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams.
D. There is one Product Owner for all five products. This person may not delegate work to others for specific value, capabilities, and functionality, given these are all the Product Owner's individual responsibility.

Answer: A,B

Explanation:
Explanation
A: There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog. This is a reasonable alternative, as it allows each Product Owner to focus on one product and its vision, value proposition, and stakeholder needs. The Product Owner can also leverage the expertise and input of other people who can help with the product development, such as business analysts, domain experts, or user representatives. The five Product Owners can coordinate and collaborate with each other through the Product Backlog, which is a single source of truth for the product requirements and priorities.
D: There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
This is another reasonable alternative, as it allows one Product Owner to have a holistic view of the five products and their interdependencies, synergies, and trade-offs. The Product Owner can also delegate some of the work to other people who can act as proxies or representatives for the different aspects of the products, such as features, modules, or components. The Product Owner can still maintain the ultimate authority and responsibility for the Product Backlog and the product value delivery.
References:
Scrum Guide 2020, page 7: "The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team." Scrum Guide 2020, page 8: "The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team." Professional Scrum Master II Course, page 22: "The Product Owner may delegate some of their work to others who can help them with the product development, such as business analysts, domain experts, or user representatives. However, the Product Owner remains accountable for the Product Backlog and its content." Professional Scrum Master II Course, page 23: "The Product Owner may scale their role by working with other Product Owners who are responsible for different products, features, modules, or components. However, there should be only one Product Owner per product who has the final say on the product vision and value proposition."

NEW QUESTION # 209
Steven is a Scrum Master of a Scrum Team that is new to Scrum. At the halfway point of the Sprint, the Product Owner comes to Steven telling him that he is concerned the Development Team will not be able to complete the entire Sprint Backlog by the end of the Sprint.
What should Steven do in this situation?

A. Advise the Product Owner that the Development Team owns the Sprint Backlog and it is up to them to meet their commitments. No one tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality.
B. Coach the Product Owner that with complex software development, you cannot promise the entire scope that was forecast during Sprint Planning. As more is learned during the Sprint, work may emerge that affects the Sprint Backlog.
C. Add more people to the Development Team to meet the Product Owner's expectations.
D. Motivate the Development Team to meet their commitment to the Product Owner.

Answer: B

Explanation:
Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. The Sprint Backlog is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a 'Done' Increment. 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.
Why C is incorrect:
a) The Dev Team does not commit to finishing all items in the Sprint Backlog. Committing to completing all items would be fixed scope and fixed time leaving no room to adapt. They commit to the Sprint Goal and doing the right thing.
b) It's also incorrect for the PO to focus on completing the entire Sprint Backlog. Finishing everything should not be his main focus. Having a shippable increment that meets the Sprint Goal is more important than trying to finish everything. The advice in option C is equivalent to "Don't worry, they'll get everything done." but because of the complex domain, you cannot guarantee everything will get done.

NEW QUESTION # 210
......

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