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Scrum PSM-II Certification is a valuable asset for Scrum Masters who want to demonstrate their knowledge and skills in the field of Scrum and Agile methodologies. Professional Scrum Master level II (PSM II) certification is a rigorous test that evaluates the Scrum Master’s ability to apply Scrum in complex situations. Professional Scrum Master level II (PSM II) certification helps Scrum Masters to gain credibility in the industry and opens up new opportunities for career advancement.

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Scrum PSM-II (Professional Scrum Master level II) Certification Exam is an advanced level certification designed for experienced Scrum Masters who want to improve their knowledge and skills in leading Scrum teams. Professional Scrum Master level II (PSM II) certification exam builds on the foundational knowledge and practical experience gained from the Professional Scrum Master level I (PSM I) certification. The PSM-II certification exam is offered by Scrum.org, an organization that provides Scrum training, certification, and resources to individuals and organizations worldwide.

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.

Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q214-Q219):

NEW QUESTION # 214
What Product Owner activities occur between the end of the current Sprint and the beginning of the next Sprint?

A. Participate as a team member at the Sprint Retrospective.
B. There are no such activities. When the current Sprint ends, the new Sprint begins.
C. Product Backlog refinement.
D. Updating stakeholders on project progress.

Answer: B

NEW QUESTION # 215
What would be the main benefits of self-organization?

A. Increased capacity, accuracy of estimates, output.
B. Increased rule compliance, self-accountability, output.
C. Increased creativity, self-accountability, commitment.
D. Increased rule compliance, self-accountability, commitment.

Answer: C

Explanation:
Self-organized teams allow teams to creatively solve difficult problems, be accountable for the work they do, and commit to each other and the goals of the team.

NEW QUESTION # 216
Your organization has announced a release to its user base three Sprints from now To be able to include all functionality in the release, work needs to accelerate. The Product Owner puts some testing from the Definition of Done on hold for the next three Sprints, while adding a generic item to the Product Backlog to resolve this in a future release.
The Developers object that this will lead to technical debt. Select two ways that explain the impact of technical debt to the Product Owner.
(choose the best two answers)

A. A generic Product Backlog item is not good enough. The amount of technical debt will have to be calculated and estimated much more precisely, so the total amount of extra work that needs to be budgeted is well known.
B. Releasing the version creates false assumptions about the actual state of the system. This is likely to result in interruptions during future Sprints in order to react to unforeseen problems arising from not having met the Definition of Done.
C. As development progresses and functionality is added upon the reduced Definition of Done, unknown errors will creep in. The system becomes more difficult to stabilize. Work for the actual release as well as future releases Will be slowed down in unpredictable ways.
D. Feature development of a next release is not allowed to start as long as there is technical debt from the current release. The Product Owner should first accept this impact before the Definition of Done can be reduced.

Answer: B,C

Explanation:
Explanation
Technical debt is the implied cost of rework caused by choosing an easy solution now instead of a better approach that would take longer1. Reducing the Definition of Done for the next three Sprints will create technical debt, which will have negative impacts on the product quality, value, and delivery. Two ways to explain these impacts to the Product Owner are:
Releasing the version creates false assumptions about the actual state of the system. This is likely to result in interruptions during future Sprints in order to react to unforeseen problems arising from not having met the Definition of Done2. This will reduce the transparency, predictability, and adaptability of the Scrum process, and compromise the trust and satisfaction of the customers and stakeholders.
As development progresses and functionality is added upon the reduced Definition of Done, unknown errors will creep in. The system becomes more difficult to stabilize. Work for the actual release as well as future releases will be slowed down in unpredictable ways3. This will increase the complexity, risk, and cost of the product development, and lower the value and quality of the product.
References:
What is Technical Debt in Scrum? | StarAgile, section "The technical debt is created when".
Technical Debt & Scrum: Who Is Responsible? | Scrum.org, section "What Is Technical Debt?".
Managing Technical Debt in a Scrum Project | SCRUMstudy Blog, section "Technical debt accrues".

NEW QUESTION # 217
Individual Development Team members have been approaching Steven, the Scrum Master, to complain about Chris. Chris has the most experience on the system they are building. He often Question:s the choices team members make in design and architecture making them feel bad.
What are two good ways for Steven to address this problem? (Choose two.)

A. Steven suggests facilitating a session with the full team to help resolve the issue.
B. Steven observes whether this topic is raised at the Sprint Retrospective. If not, then he checks with the team on how comfortable they are with the way the design and architecture is being handled.
C. Steven takes the time between Sprints to organize a team building session to build a stronger relationship.
D. Steven tells the concerned members that Chris' opinions should be respected as he has the most experience and understands what is best for long term sustainability.
E. Steven shares his concerns with Chris and the impact on the other team members and that he should be a team player.

Answer: A,B

Explanation:
Conflicts are a natural occurrence and the Scrum Master coaches the Development Team on the value of resolving conflicts. Leaving conflicts unresolved can impact the Scrum values of openness and respect diminishing trust. Lower trust levels will impact the Scrum Team's effectiveness and can cause impediments in the future. It is the responsibility of the Scrum Master to remove impediments that hinder the team through conflict resolution and facilitation.

NEW QUESTION # 218
Which two statements are true regarding the nature of large-scale product development with Scrum?
(choose the best two answers)

A. A person working on multiple Scrum Teams at the same time is often less productive than when that person can focus on the Sprint Backlog of a single Scrum Team.
B. Changes to the core Scrum framework are needed to be successful with Scrum at large scale.
C. Scrum Team members must be working full time on a team.
D. A well-structured Product Backlog can minimize and often eliminate Developers working on multiple Scrum Teams during a Sprint.

Answer: A,D

Explanation:
Explanation
According to the Large-Scale Scrum (LeSS) framework, one of the principles for scaling agile development is to descale the organization, which means simplifying the structure and reducing dependencies and handoffs. A well-structured Product Backlog can help achieve this by enabling feature teams, which are cross-functional and cross-component teams that can deliver a complete customer-centric feature. Feature teams minimize and often eliminate Developers working on multiple Scrum Teams during a Sprint, as they can focus on one Product Backlog item at a time. This also improves productivity, quality, and learning, as Developers can avoid context switching and multitasking, which are known to reduce efficiency and effectiveness. A person working on multiple Scrum Teams at the same time is often less productive than when that person can focus on the Sprint Backlog of a single Scrum Team.
The Large-Scale Scrum (LeSS) framework also states that Scrum does not change when scaling up to multiple teams. The core Scrum framework remains intact, with one Product Owner, one Product Backlog, and potentially releasable Increments every Sprint. The only changes are adding a few coordination practices to cope with the increased complexity and interdependencies. Therefore, changes to the core Scrum framework are not needed to be successful with Scrum at large scale.
Scrum Team members do not have to be working full time on a team, as long as they are committed to the Sprint Goal and deliver a Done Increment every Sprint. However, it is recommended that they spend as much time as possible with their team, as this fosters collaboration, communication, and alignment.
References:
The Large-Scale Scrum (LeSS) framework | Atlassian, accessed on September 30, 2023 Overview - Large Scale Scrum (LeSS), accessed on September 30, 2023 Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum, Craig Larman and Bas Vodde, 2010 Leading Large Scale Product Development with Large-Scale Scrum (LeSS), Kamlesh Ravlani, 2015

NEW QUESTION # 219
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