2026年CertShikenの最新PSM-II PDFダンプおよびPSM-II試験エンジンの無料共有：https://drive.google.com/open?id=1o-1rXVAvaO3T1JvLJ9DsLPrGkspc-6FD
多種多様なユーザーのニーズを促進するために、PSM-IIスタディガイドでは、現在最高の適用率を持つ3つのモデル（PDF、ソフトウェア、オンライン）を開発しました。別の名前のオンラインモードは、学習教材のアプリです。ブラウザ上のユーザー端末が、この学習モデルの教材をシミュレートするPSM-IIによって適用されたアプリケーションを実現できる限り、Webブラウザーに基づいて開発されます、ユーザーはアプリのリンクを開くだけで済み、PSM-II学習教材の方法で学習コンテンツをリアルタイムですばやく開くことができます。
| Section | Objectives |
|---|---|
| Topic 1: Scrum Framework Mastery | - Scrum Events and Artifacts
|
| Topic 2: Agile Leadership and Evidence-Based Management | - Value Delivery Optimization
|
| Topic 3: Advanced Scrum Mastery | - Organizational Impediments
|
| Topic 4: Scrum Theory and Principles | - Empiricism (Transparency, Inspection, Adaptation)
|
CertShikenはScrumのPSM-II認定試験に受かりたい各受験生に明確かつ顕著なソリューションを提供しました。当社はScrumのPSM-II認定試験の詳しい問題と解答を提供します。当社のIT専門家が最も経験と資格があるプロな人々で、我々が提供したテストの問題と解答は実際の認定試験と殆ど同じです。これは本当に素晴らしいことです。それにもっと大切なのは、CertShikenのサイトは世界的でPSM-II試験トレーニングによっての試験合格率が一番高いです。
質問 # 151
You are a Scrum Master entering an organization that wants to "evolve" their product development to Scrum.
The organization's teams are organized into component teams. This means that teams address one single application layer only (for example, front end, middle tier, back end, and interfaces).
You introduce the concept of feature teams, where teams have the skills to work on multiple layers throughout a Sprint and deliver working software every Sprint. What are two things you take into consideration when moving away from component teams toward feature teams?
(choose the best two answers)
正解：A、C
解説：
Explanation
B: Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to increase. This is a realistic expectation, as the teams will need to learn new skills, collaborate more effectively, and adapt to changing requirements. However, the benefit of feature teams is that they can deliver working software that provides value to the customers and stakeholders every Sprint, rather than waiting for the integration of different components.
C: Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team. This is a natural consequence of changing the team structure and culture, as the teams will need to overcome some challenges and conflicts, build trust and rapport, and establish a shared vision and goal. The Scrum Master can help the teams with this transition by facilitating communication, coaching, and mentoring.
References:
Professional Scrum Master II Course, page 17: "Feature teams are cross-functional teams that can deliver end-to-end functionality for a product. They have all the skills and competencies needed to work on multiple layers of the system." Professional Scrum Master II Course, page 18: "Component teams are teams that specialize in one layer or component of the system. They often depend on other teams to deliver a complete functionality for a product." Professional Scrum Master II Course, page 19: "Feature teams have many advantages over component teams, such as faster feedback, higher quality, lower complexity, and more customer value."
質問 # 152
Your Scrum Team has been working together for over a dozen Sprints. The Scrum Team consists of 10 members. Each Sprint takes four weeks. As a Scrum Master, you observe that the Developers are hardly collaborating; during the Sprint, members are primarily working on their own items. You also notice that the items on the Sprint Backlog are mostly unrelated. You suspect that the lack of a Sprint Goal might be the cause. Although you have encouraged the use of a Sprint Goal, both the Product Owner and the Developers have concluded that they are unable to create Sprint Goals based on the wide variety of items on their Product Backlog. What might explain why this Scrum Team is struggling to craft a Sprint Goal? (Choose all that apply)
正解：B、C、D
解説：
The possible explanations for why this Scrum Team is struggling to craft a Sprint Goal are B, D, and E.
A four-week Sprint is the maximum duration allowed by the Scrum Guide, and it may not be suitable for complex and uncertain work that requires frequent feedback and adaptation. A shorter Sprint may help the Scrum Team to focus on a clear and coherent Sprint Goal that aligns with the Product Goal and delivers a valuable Increment.
The Product Goal is a long-term objective for the Scrum Team that provides direction and purpose for their work. The Product Owner is responsible for communicating the Product Goal to the Developers and collaborating with them to create Sprint Goals that move them closer to the Product Goal. Without a clear Product Goal, the Scrum Team may lack a shared vision and end up working on unrelated items.
The Scrum Guide recommends that the Scrum Team consists of 10 or fewer people, including the Scrum Master and the Product Owner. A larger team may have difficulties in collaborating effectively, self-organizing, and creating a meaningful Sprint Goal that reflects the collective commitment of the Developers. A smaller team may improve the communication, coordination, and cohesion among the Developers and help them to create and achieve a Sprint Goal.
質問 # 153
When does a Sprint end?
正解：A
質問 # 154
Your organization requires all Increments to pass user acceptance testing (UAT) before it is allowed to be released to production.
Is it a good idea to postpone UAT until the end of the project to prevent the Development Team from being disrupted during the Sprints?
正解：C
解説：
The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team's current definition of "Done". At the end of a Sprint, the new Increment must be "Done", which means it must be in useable condition and meet the Scrum Team's definition of "Done". An increment is a body of inspectable, done work that supports empiricism at the end of the Sprint. If UAT is a part of the team or organizational standard, then any delay in this activity will reduce transparency and increase risk.
質問 # 155
A Development Team has a total of six members, 4 members who work full time in the office and 2 members who work part time at home. The Development Team is complaining that it is too difficult to synchronize every day and has suggested having the Daily Scrum every other day instead.
What would be three key concerns if the Daily Scrum is held less frequently? (Choose three.)
正解：B、C、D
解説：
The Daily Scrum is an internal meeting for the Development Team to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog. The Daily Scrum optimizes the probability that the Development Team will meet the Sprint Goal. Every day, the Development Team should understand how it intends to work together as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment by the end of the Sprint.
Reducing the frequency of the event will increase the length of the feedback loop and adds risk if the team deviates too far off course.
質問 # 156
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