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Scrum PSM-II Exam Syllabus Topics:

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

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Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q61-Q66):

NEW QUESTION # 61
Which two options describe how project budgeting and financial forecasting work in Scrum?
(Choose the best two answers)

A. Scrum does not align with traditional accounting practices. The financial department needs to be given a fixed cost per Sprint per team.
B. It is ideally revisited as frequently as each Sprint to ensure value is being delivered for the investment spent.
C. The only funding is for the run cost (time and materials) of the Scrum Teams, so no budgeting process is needed_
D. Several Sprints may be funded as a single release, with the result of each Sprint being releasable product

Answer: B,D

Explanation:
Short Scrum is a framework for delivering value to customers and stakeholders in an iterative and incremental way. Scrum does not prescribe how project budgeting and financial forecasting should be performed, but it does provide some principles and practices that can help with this process. One of these principles is that each Sprint should produce a potentially releasable product Increment that delivers value and meets the Definition of Done. This means that several Sprints may be funded as a single release, with the result of each Sprint being releasable product. This allows the Product Owner to decide when to release the product based on the feedback from the customers and stakeholders, and the market conditions.
Another principle is that Scrum promotes transparency, inspection, and adaptation. This means that the budgeting and forecasting process should be revisited as frequently as each Sprint to ensure value is being delivered for the investment spent. This allows the Scrum Team to inspect the outcomes of the delivered Sprint Increments, compare them with the expected benefits and costs, and adapt the product backlog and the release plan accordingly. Scrum does not align with traditional accounting practices that require fixed scope, cost, and time. However, this does not mean that Scrum Teams do not need a budgeting process or that they only need to cover the run cost (time and materials) of the Scrum Teams. Scrum Teams still need to estimate the size and value of the product backlog items, forecast the delivery date and cost of the product or release, and track the actual spending and revenue of the product or release. The difference is that these estimates and forecasts are based on empirical data from previous Sprints, rather than on upfront assumptions or guesses. They are also subject to change as new information emerges or new requirements arise.

NEW QUESTION # 62
Which statement is FALSE in regards to the Sprint Goal?

A. The Development Team commits to it.
B. The Product Owner respects the Development Team's opinion on whether they can achieve it.
C. It is only a forecast and changes during the Sprint as more is learned.
D. If it doesn't seem achievable, the Development Team has the courage to tell the Product Owner.
E. It helps increase focus.
F. The Scrum Team discusses openly about alternative ways to reach it.

Answer: C

Explanation:
The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Development Team on why it is building the Increment.

NEW QUESTION # 63
Peter, the Product Owner, has been giving positive recognition to individual Development Team members who have moved their work to `done' during the Daily Scrum. Peter wants to ensure the team is adhering to the ideal guideline on the burndown chart.
What would be two valid actions for Steven, the Scrum Master, to take? (Choose two.)

A. Steven talks with Peter about concerns of how his behavior might impact the team members and request that he stop attending for now.
B. Nothing. Steven is optional at the Daily Scrum and it is the responsibility of the team to decide how to best run it.
C. Steven coaches Peter on best practices for updating the burndown chart as it provides accurate information on how well the team is performing.
D. Steven coaches the Scrum Team about the purpose of the Daily Scrum.

Answer: A,D

Explanation:
The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide.
Scrum Masters do this by helping everyone understand Scrum theory, practices, rules, and values.
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 aren't.
The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.

NEW QUESTION # 64
Scrum requires a Definition of Done. Which phrases describe the purpose of the Definition of Done?
(choose the best three answers)

A. During the Sprint it helps the Developers identify the work remaining for an Increment to be ready for release by the end of a Sprint.
B. It guides the Developers when creating a forecast at the Sprint Planning.
C. It is a checklist to inspect whether the Developers have performed their tasks by the end of a Sprint.
D. It provides a template for the documentation of the product Increment.
E. It serves to track the percent completeness of a Product Backlog item during the Sprint.
F. It creates transparency into the state of the Increment when it is inspected at the Sprint Review.

Answer: A,B,F

Explanation:
Explanation
The Definition of Done is a formal description of the state of the Increment when it meets the quality standards required for the product. The purpose of the Definition of Done is to:
During the Sprint, it helps the Developers identify the work remaining for an Increment to be ready for release by the end of a Sprint (B), by providing a clear and shared understanding of what "Done" means for each Product Backlog item and the Increment as a whole.
It creates transparency into the state of the Increment when it is inspected at the Sprint Review, by ensuring that everyone involved in the product development has the same expectations and criteria for evaluating the value, usability, and quality of the Increment.
It guides the Developers when creating a forecast at the Sprint Planning (D), by enabling them to estimate how much work they can realistically complete within a Sprint, based on their capacity, skills, and Definition of Done.
References: : [Scrum Guide], The Definition of Done : [Scrum Guide], The Increment : [Scrum Guide], The Sprint Review : [Scrum Guide], The Sprint Planning

NEW QUESTION # 65
A key measure of success for the Product Owner is velocity.

A. False
B. True

Answer: A

Explanation:
Velocity only measures the team's average speed and does not reflect how much value is being delivered to the customers. Even when it's considered inside the project, while it's important, it's not the key measure of success. The Product Owner should be focused on how much value is delivered to the customers.

NEW QUESTION # 66
......

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