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PSM-III ist eine Scrum Zertifizierungsprüfung. So ist PSM-III Zertifizierung der erste Schritt zur Scrum Zertifizierung. Deswegen ist die PSM-III Zertifizierungsprüfung kürzlich immer beliebter geworden. Immer mehr Leute haben sich an der Scrum PSM-III Zertifizierungsprüfung beteiligt. Aber die Erfolgsquote in der Prüfung ist nicht so hoch. Wählen Sie auch einschlägige Prüfungskurse, wenn Sie PSM-III Prüfung ablegen möchten?
| Section | Objectives |
|---|---|
| Done and Undone Work | - Definition of Done |
| Scrum in the Organization | - Organizational Design and Culture - Scaling Scrum |
| The Scrum Framework | - Scrum Artifacts - Scrum Roles - Scrum Events |
| Product Backlog Management | - Backlog Refinement - Stakeholder Management |
| Facilitation and Coaching | - Coaching - Facilitation - Teaching |
| Scrum Theory and Empiricism | - Empirical process control - Scrum Values - Complex adaptive systems |
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17. Frage
A Development Team, arguing it is self-organising, indicates it no longer needs the Daily Scrum; they collaborate throughout the day and they feel it has become a needless ritual.
Antwort:
Begründung:
A Development Team claiming self-organization as a reason to stop theDaily Scrumreflects a misunderstanding of bothself-managementand the purpose of Scrum events. As a Scrum Master, I would address this through teaching, coaching, and empiricism rather than enforcement.
Daily Scrum Is Mandatory in Scrum
First, it must be made clear that theDaily Scrum is a required Scrum event. The Scrum Guide defines it as a
15-minute event held every working day of the Sprint for the Developers. Choosing to eliminate it means the team isno longer practicing Scrum, regardless of how well they collaborate informally.
Self-Organization Does Not Mean Skipping Empiricism
Self-organizing (self-managing) teams decidehowto do the work, notwhetherto inspect and adapt. Scrum events exist to upholdempirical process control. The Daily Scrum specifically enables:
* Transparencyabout progress toward the Sprint Goal,
* Inspectionof the Sprint Backlog and current plan,
* Adaptationof work for the next 24 hours.
Informal collaboration throughout the day does not replace theshared, intentional inspection momentthat the Daily Scrum provides.
The Daily Scrum Is Not a Ritual or Status Meeting
If the Daily Scrum feels like a needless ritual, this is asignal that it is not being used correctly. It should not be a status report or a meeting for the Scrum Master or Product Owner. Instead, it is aplanning event for the Developers, focused on how to best achieve the Sprint Goal.
As a Scrum Master, I would coach the team toimprove the Daily Scrum, for example by:
* Centering the discussion on progress toward the Sprint Goal,
* Making impediments and risks explicit,
* Using different formats that suit the team's context.
Risks of Removing the Daily Scrum
Removing the Daily Scrum reducestransparencyand delays inspection and adaptation. Problems such as integration issues, misalignment, or threats to the Sprint Goal may surface too late, increasing risk and waste.
Over time, this undermines predictability and value delivery.
18. Frage
The Product Owner remains distant. He/she has handed over the required Product Backlog for the Sprint but is not collaborating with the Development Team during the Sprint. What are valuable actions for a Scrum Master?
Antwort:
Begründung:
A distant Product Owner represents arisk to value delivery, transparency, and empiricism. While the Product Owner has provided a Product Backlog for the Sprint, lack of collaboration during the Sprint undermines learning and informed decision-making. As a Scrum Master, the focus should be oncoaching, enabling collaboration, and addressing systemic impediments, not substituting for the Product Owner.
1. Make the Impact Transparent
The Scrum Master should help make the impact of the Product Owner's absencevisible:
* Reduced ability to clarify Product Backlog Items,
* Slower decision-making when discoveries occur,
* Increased risk to the Sprint Goal and product value.
This transparency should be established through respectful conversations with the Product Owner and, if needed, through Scrum events such as the Sprint Retrospective.
2. Coach the Product Owner on Accountability
The Scrum Guide states that the Product Owner is accountable formaximizing valueandProduct Backlog management, which requires ongoing collaboration with Developers. The Scrum Master should coach the Product Owner to understand that handing over a backlog at Sprint Planning isnot sufficientand that availability during the Sprint is essential for empiricism.
3. Enable Better Collaboration Without Replacing the Product Owner
The Scrum Master should help create opportunities for collaboration, such as:
* Encouraging regular clarification moments during the Sprint,
* Improving Product Backlog refinement so fewer questions remain unanswered,
* Helping Developers prepare focused questions to use limited Product Owner availability effectively.
However, the Scrum Master mustnot take over Product Owner responsibilities, as this would blur accountabilities.
4. Address Organizational Causes
If the Product Owner's distance is due to workload, role confusion, or organizational pressure, this becomes an organizational impediment. The Scrum Master should raise this issue with leadership and help the organization understand the risk of an unavailable Product Owner to product outcomes.
19. Frage
How can leadership of an agile organization help self-organizing teams get the most out of Scrum?
Antwort:
Begründung:
Leadership plays a critical role in enabling self-organizing teams to succeed with Scrum. While Scrum Teams are self-managing, organizational leadership must create the conditions in which Scrum can thrive. This support is expressed through behaviors that reinforce empiricism, accountability, and continuous improvement, rather than through command-and-control practices.
First, leadership can help by actively supporting self-organization and Scrum adoption. This includes trusting teams to decide how they do their work, resisting the urge to micromanage, and reinforcing Scrum practices and values across the organization. Leaders who understand and support Scrum help protect teams from external pressure that undermines self-management.
Second, leaders should learn about Agile and Scrum and understand how to interact with Scrum Teams effectively. This knowledge enables leadership to engage in ways that are helpful rather than disruptive-for example, collaborating through Scrum events instead of bypassing the Product Owner or directly assigning work to Developers. Informed interaction strengthens alignment while preserving team autonomy.
Third, leadership must respect Scrum accountabilities, especially the authority of the Product Owner.
Respecting Product Owner decisions on ordering the Product Backlog ensures clear accountability for maximizing value. When leadership overrides or bypasses the Product Owner, it undermines transparency, focus, and trust within the Scrum Team.
Fourth, leadership can significantly support teams by removing impediments that are beyond the team's control. These may include organizational policies, structural constraints, tooling limitations, or conflicting incentives. By actively addressing such impediments, leadership enables teams to improve their effectiveness and deliver value more consistently.
Finally, leadership should provide a clear organizational vision and strategy. A compelling vision and coherent strategy give Scrum Teams a sense of purpose and direction, helping them understand how their work contributes to broader organizational goals. This clarity supports better decision-making, alignment, and motivation at the team level without prescribing detailed solutions.
20. Frage
A fellow Scrum Master asks for your input. His team members see no value in defining a Sprint goal and he has trouble explaining its use to them. What would you tell this Scrum Master?
Antwort:
Begründung:
If team members see no value in defining a Sprint Goal, this indicates a fundamental misunderstanding of Scrum. As a Scrum Master, I would explain to my fellow Scrum Master that theSprint Goal is a core element of Scrumand is essential for alignment, commitment, and empiricism.
First, the Sprint Goal explainswhy the Scrum Team is doing the work in the Sprint. According to the Scrum Guide, the Sprint Goal is the single objective for the Sprint and provides coherence to the Sprint Backlog. Without a clear "why," Sprint work becomes a collection of unrelated tasks rather than a purposeful effort to deliver value. The Sprint Goal helps the team understand the intent behind the selected Product Backlog Items and aligns daily decisions with that intent.
Second, the Sprint Goal represents acommitment by the Scrum Team. The team commits to doing everything in its power to achieve the Sprint Goal, even though the specific scope may evolve. This commitment fosters focus and shared accountability. Instead of optimizing for individual tasks, the team optimizes for achieving the Sprint Goal as a whole.
Third, the Sprint Goal actuallycreates flexibility rather than restricting it. When new discoveries, risks, or opportunities emerge during the Sprint, the team can adapt the Sprint Backlog as long as those changes do not endanger the Sprint Goal. This allows the team to respond to change while maintaining stability of purpose.
Without a Sprint Goal, change becomes arbitrary and increases the risk of losing focus.
Fourth, the Sprint Goal enables effectiveinspection and adaptation. During the Daily Scrum, the team inspects progress toward the Sprint Goal and adapts their plan accordingly. Similarly, at the Sprint Review, stakeholders can inspect whether the Sprint Goal was met. Without a Sprint Goal, there is no meaningful benchmark for inspection.
Finally, it is important to be clear thatwithout a Sprint Goal, Scrum is not being practiced as intended.
The Sprint Goal is a required element of Scrum, and removing it undermines transparency and weakens the empirical foundation of the framework.
21. Frage
How does the Cone of Uncertainty influence the work being done by a development team during a product's development lifetime?
Antwort:
Begründung:
TheCone of Uncertaintydescribes how the level of uncertainty in a product's requirements, technology, and value is highest at the beginning of a product's lifetime and gradually decreases as knowledge is gained. This concept strongly influences the type of work a development team performs throughout the product's development lifecycle and aligns well with Scrum's empirical approach.
Early Stage: High Uncertainty and Discovery Work
At the start of a product's development lifetime, manyunknownsexist. These may relate to customer needs, technical feasibility, usability, or business value. According to Scrum's empirical nature, teams should not assume certainty where it does not exist. Therefore, early development work focuses primarily ondiscovery.
During this stage, the Development Team works to reduce uncertainty by:
* Conducting research and experiments,
* Building prototypes or spikes,
* Testing assumptions with users,
* Validating technical and business hypotheses.
This type of work helps the team learn quickly and avoid premature commitment to detailed solutions. The goal is not maximizing feature output, butmaximizing learningand reducing risk.
Middle Stage: Reduced Uncertainty and Feature Development
As important unknowns are discovered and addressed, the Cone of Uncertainty narrows. The team gains confidence in what to build and how to build it. At this point, work increasingly shifts toward delivering functional stories and featuresthat provide direct value to users.
Development during this phase focuses on:
* Building usable, integrated product increments,
* Expanding functionality based on validated learning,
* Refining features through feedback and inspection.
Scrum supports this transition by enabling frequent inspection and adaptation through Sprints, ensuring that learning continues while value delivery accelerates.
Late Stage: Low Uncertainty and Operational Work
Toward the end of a product's development lifetime, most significant uncertainties have been resolved.
According toEvidence-Based Management (EBM),Unrealized Value becomes low, whileCurrent Value is high. At this stage, the volume of new feature development typically decreases.
The team's work becomes moreoperationalin nature, such as:
* Maintenance and optimization,
* Improving performance or stability,
* Addressing technical debt,
* Supporting existing users.
Investment decisions increasingly focus on sustaining value rather than discovering new opportunities.
22. Frage
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