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Scrum PSM-II Exam Syllabus Topics:

Section	Objectives
Topic 1: Develop and Deliver Products Professionally	- Incremental delivery and continuous improvement - Technical risk and quality management
Topic 2: Grow Agile Organizations	- Organizational design and culture - Scaling and agility beyond the team
Topic 3: Manage Products with Agility	- Product Backlog management and refinement - Value delivery and product strategy alignment - Stakeholder engagement and customer focus
Topic 4: Develop Individuals and Teams	- Facilitation, coaching, and servant leadership - Self-managing and cross-functional teams - Leadership styles and adaptive behaviors
Topic 5: Understand and Apply the Scrum Framework	- Scrum Team structure and accountabilities - Scrum Artifacts: transparency and definition of 'Done' - Empiricism and Scrum Values - Scrum Events: purpose, flow, and effective execution

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Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q134-Q139):

NEW QUESTION # 134
If there are multiple Scrum Teams working on the same product, all of the Scrum Teams must mutually define a Definition of Ready (DoR). The DoR is a checklist that the Product Owner must fulfill before a Product Backlog item can be presented at the Sprint Planning. This protects the Development Team from interruptions and disruptions during the Sprint.

A. False
B. True

Answer: A

Explanation:
Explanation
Explanation:
Product Backlog items should be clear enough and have enough information for the Product Owner and Development to understand the work that needs to be done and to create a forecast of Product Backlog items to implement the Sprint Goal. Nothing stops the flow of Sprints, for example, we do not delay the Sprint because the items are not ready. In such cases, the "unready" items would be selected for the Sprint anyway and refined during the Sprint.
In the case that the Product Backlog items are not clear enough, the Development Team forecasts the most likely Product Backlog items to meet the goal and create a Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint. At the end of the Sprint, the Scrum Team can discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.

NEW QUESTION # 135
You are the Scrum Master of a Scrum Team that has one Developer who disagrees with team decisions. Their disagreements are becoming disruptive and slowing progress. The Developer often returns to earlier team decisions and re-opens the issue. What are two ways to go about this problem? (Choose the best two answers)

A. You take the Developer aside to express your concern over their disagreements and tell them to act as a team player and to comply with the team's decision.
B. You organize an offsite team building activity to establish a foundation of trust. You observe whether the problem persists after the offsite activity.
C. At the Sprint Retrospective you observe whether the topic is raised. If it does not happen, you check on how comfortable everybody is with the way team decisions are made.
D. To every team member expressing this concern you suggest raising this with the full team. You offer to help initiate the conversation but not to resolve the concern yourself.
E. You go to the Human Resources department and ask them to have a conversation with the Developer based on the issues the team has raised.

Answer: B,D

Explanation:
This is a good way to foster a positive team culture and improve the relationships among the team members. The offsite activity can help the team to have fun, relax, and bond with each other. It can also create an opportunity for the team to discuss their issues and concerns in a more informal and friendly setting. The Scrum Master can observe whether the problem of disagreement is resolved or reduced after the offsite activity, and provide feedback and support as needed.
This is a good way to empower the team to address their own problems and find their own solutions. The Scrum Master can encourage the team members to speak up and share their perspectives and feelings with the whole team, rather than keeping them to themselves or complaining to others. The Scrum Master can also facilitate the conversation and ensure that it is respectful, constructive, and productive, but not intervene or impose their own opinion or decision.

NEW QUESTION # 136
Steven, the Scrum Master, is approached by one of the Development Team members saying that they are not completing regression tests for all of the work they are performing to the level defined in the Definition of Done. They have discussed this with the Product Owner and decided to remove regression testing from the Definition of Done.
Which two actions are the most appropriate for Steven to take? (Choose two.)

A. Accept the decision as a mutual agreement has been made between the Development Team and the Product Owner.
B. Reject the decision as the long term maintainability of the product will be negatively impacted by modifying the Definition of Done.
C. Ask the Development Team and the Product Owner if they are still able to produce potentially shippable product increments by altering the Definition of Done?
D. Ask the Development Team and the Product Owner what problem they are trying to solve by altering the Definition of Done and removing regression testing from it. In what ways will this decision impact transparency and quality?

Answer: C,D

Explanation:
As a servant/leader, the Scrum Master facilitates conversations through open ended Question:s in order to help the team members make the best possible decisions according to what is known at the time. He/she does not approve or reject team decisions but ensures the team stays within the boundaries of the Scrum framework.

NEW QUESTION # 137
One Scrum Team is developing a product. They track how much software they produce as velocity. Their current velocity is 18 units of done work. A second team will be added to work on the same product. What is the most likely impact on the velocity of the original team?
(choose the best answer)

A. Their velocity is likely to be not affected and stay at 18.
B. Their velocity is likely to decrease and be lower than 18.
C. Their velocity is likely to increase and be higher than 18.

Answer: B

Explanation:
Explanation
Adding a second team to work on the same product will introduce some challenges and overheads that can affect the velocity of the original team. For example, the teams will need to coordinate and communicate more frequently, integrate their work more often, resolve any dependencies or conflicts, and align their standards and practices. These activities will consume some time and effort that could otherwise be spent on delivering value. Therefore, the velocity of the original team is likely to decrease and be lower than 18, at least in the short term.
References:
Professional Scrum Master II Course, page 16: "Adding more people to a complex product development effort does not necessarily increase productivity or reduce time to market. In fact, it often has the opposite effect." Nexus Guide 2020, page 5: "When multiple Scrum Teams are working together on the same product, there are additional complexities that arise. These complexities can be reduced by having the teams adhere to a common definition of "Done" and a single Product Backlog."

NEW QUESTION # 138
What are two signs that a Scrum Team is self-managing?
(choose the best two answers)

A. The Developers always know the status of the assigned work needed to deliver the tasks committed in the Sprint Plan.
B. Creativity flourishes and new possibilities are explored.
C. Management understands the team's daily tasks at all times.
D. The Scrum Team can resolve conflicts and continue working.

Answer: B,D

Explanation:
Explanation
A self-managing Scrum Team is one that internally decides who does what, when, and how. It does not need external direction or supervision to accomplish its work. A self-managing Scrum Team can resolve conflicts and continue working, as this shows that the team members can collaborate effectively and handle disagreements without escalating them. Creativity flourishes and new possibilities are explored, as this shows that the team members are empowered to experiment and innovate, rather than following a fixed plan or process.
References:
The Scrum Guide 20201, section "The Scrum Team"
The Scrum Master Learning Path2, module "The Self-Managing Scrum Team"
The Professional Scrum Master II Course3, topic "Self-Management"

NEW QUESTION # 139
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