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Scrum PSM-II Exam Syllabus Topics:

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

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Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q163-Q168):

NEW QUESTION # 163
Over the course of several Sprints, the relationship between the Product Owner and the Development team has suffered. The Development Team is upset with the Product Owner for the constantly changing the upcoming items for the product. The Product Owner is upset with the Development Team for changing the work that needs to be done during the Sprint.
What should Steven, the Scrum Master, do?

A. During the Sprint Retrospective, ask the Product Owner and the Development Team to address the issues.
Have the Team discuss why the changes occur and what impact they have on the value of the product.
B. Take the time between Sprints to organize a team building session to rebuild the relationship.
C. Explain to the Development Team that the Product Owner is accountable for flow of value and needs to be followed in order to maximize the value delivered.
D. The Scrum Master's responsibility is to ensure the Development Team has a stable velocity. Any changes that negatively impact the team's velocity will be rejected by the Scrum Master.

Answer: A

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 # 164
If burndown charts are used to visualize progress, what does a trendline through a release burndown chart indicate?

A. When the project will be over if the Product Owner removes work that is equal in effort to any new work that is added.
B. When the work remaining is projected to be completed if nothing changes on the Product Backlog or Development Team.
C. When all work will be completed so the Scrum Team can start work on a new Product Backlog.
D. The evolution of the return of investment on the project.

Answer: B

Explanation:
The trendline is based on the team's average velocity and the projective completion to zero is based on the team's velocity. The burndown chart is a helpful tool for Development Teams to self-manage BUT it is not mandatory as the teams will decide the best way to manage their own progress and promote transparency.

NEW QUESTION # 165
At the end of the eighth Sprint, the internal sponsors are upset and angry with the progress of the product being built. The current state of the product is not as expected and will require additional Sprints and more budget than originally anticipated at the start of the project.
What factors may have led to this? (Choose three.)

A. The project plan proposed to the sponsors at the start of the project followed stringently.
B. The sponsors haven't been using the Sprint Reviews to actively engage, and inspect and evaluate progress.
C. The stakeholders have not been using the Daily Scrum effectively to track the Development Team's progress.
D. The scope changes have not been tracked adequately and the change request process has not been followed properly.
E. The Product Owner has not been engaging with sponsors frequently enough and has not been kept aware of the overall progress of the project.
F. The Scrum Master has not ensured transparency.

Answer: B,E,F

Explanation:
One of the principles of agility includes working closely with business people. In order to manage stakeholder expectation, there must be open communication (through collaboration and transparency) throughout the project cycle. This maximizes alignment, helps with making business decisions, and reduces risk.
Although, the Scrum Guide does not directly state that the Scrum Master is responsible for ensuring transparency it is implicit. The Scrum Master is responsible for the process in which Scrum is adopted and enacted. Scrum is founded on empiricism and the Scrum Master helps those inside and outside the team work in an empirical environment which includes transparency (one of the three pillars of empiricism).

NEW QUESTION # 166
Steven is a Scrum Master of a Scrum Team that is new to Scrum. At the halfway point of the Sprint, the Product Owner comes to Steven telling him that he is concerned the Development Team will not be able to complete the entire Sprint Backlog by the end of the Sprint.
What should Steven do in this situation?

A. Advise the Product Owner that the Development Team owns the Sprint Backlog and it is up to them to meet their commitments. No one tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality.
B. Coach the Product Owner that with complex software development, you cannot promise the entire scope that was forecast during Sprint Planning. As more is learned during the Sprint, work may emerge that affects the Sprint Backlog.
C. Motivate the Development Team to meet their commitment to the Product Owner.
D. Add more people to the Development Team to meet the Product Owner's expectations.

Answer: B

Explanation:
Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. The Sprint Backlog is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a `Done' Increment. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.
Why C is incorrect:
a) The Dev Team does not commit to finishing all items in the Sprint Backlog. Committing to completing all items would be fixed scope and fixed time leaving no room to adapt. They commit to the Sprint Goal and doing the right thing.
b) It's also incorrect for the PO to focus on completing the entire Sprint Backlog. Finishing everything should not be his main focus. Having a shippable increment that meets the Sprint Goal is more important than trying to finish everything. The advice in option C is equivalent to "Don't worry, they'll get everything done." but because of the complex domain, you cannot guarantee everything will get done.

NEW QUESTION # 167
How much time is allowed between the conclusion of the current Sprint and the start of the next Sprint?

A. Maximum of one day for Sprints that are time-boxed to two weeks.
B. Enough time for the Product Owner to prepare the Product Backlog for Sprint Planning.
C. Enough time for the last Increment to finish testing.
D. All of the above are allowed.
E. None. A new Sprint starts immediately following the conclusion of the previous Sprint.

Answer: E

NEW QUESTION # 168
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