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| Section | Objectives |
|---|
| Develop Individuals and Teams | - Facilitation, coaching, and servant leadership - Self-managing and cross-functional teams - Leadership styles and adaptive behaviors
|
| Grow Agile Organizations | - Scaling and agility beyond the team - Organizational design and culture
|
| Develop and Deliver Products Professionally | - Incremental delivery and continuous improvement - Technical risk and quality management
|
| Manage Products with Agility | - Product Backlog management and refinement - Value delivery and product strategy alignment - Stakeholder engagement and customer focus
|
| Understand and Apply the Scrum Framework | - Scrum Team structure and accountabilities - Empiricism and Scrum Values - Scrum Events: purpose, flow, and effective execution - Scrum Artifacts: transparency and definition of 'Done'
|
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Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q46-Q51):
NEW QUESTION # 46
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. Steven coaches Peter on best practices for updating the burndown chart as it provides accurate information on how well the team is performing.
- C. Nothing. Steven is optional at the Daily Scrum and it is the responsibility of the team to decide how to best run it.
- 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 # 47
What should a Development Team do if they don't understand a functional requirement?
- A. Work with the Product Owner to determine what is possible and acceptable.
- B. Move the item to a future Sprint.
- C. Request a specialist to be added to the Development Team.
- D. Complete as much as possible and add the remaining work as a new Product Backlog item.
Answer: A
NEW QUESTION # 48
A multi-national company is using Scrum for product development of their five major products.
What alternatives should the company consider to decide how many Product Owners are needed for these five products? (Choose the best two answers)
- A. There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog.
- B. There is one Product Owner for all five products. This person may not delegate work to others for specific value, capabilities, and functionality, given these are all the Product Owner's individual responsibility.
- C. There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams.
- D. There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
Answer: A,D
Explanation:
This is a reasonable alternative, as it allows each Product Owner to focus on one product and its vision, value proposition, and stakeholder needs. The Product Owner can also leverage the expertise and input of other people who can help with the product development, such as business analysts, domain experts, or user representatives. The five Product Owners can coordinate and collaborate with each other through the Product Backlog, which is a single source of truth for the product requirements and priorities.
This is another reasonable alternative, as it allows one Product Owner to have a holistic view of the five products and their interdependencies, synergies, and trade-offs. The Product Owner can also delegate some of the work to other people who can act as proxies or representatives for the different aspects of the products, such as features, modules, or components. The Product Owner can still maintain the ultimate authority and responsibility for the Product Backlog and the product value delivery.
NEW QUESTION # 49
A Scrum Team has been working on a product for several iterations and has an average velocity of 55 units of `done' work per Sprint. A second team will be added to work on the same product.
What might be the impact on the original team?
- A. Their velocity is likely to drop and be less than 55.
- B. Their velocity is likely to rise and be more than 55.
- C. Their velocity is likely not affected and will remain at 55.
Answer: A
Explanation:
Similar to membership changes within a single Scrum Team, adding or removing additional Scrum Teams working on the same product will impact productivity in the short term. Adding additional teams often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these stages.
NEW QUESTION # 50
Which way of creating Scrum Teams is consistent with the Scrum values?
(choose the best answer)
- A. Managers collaborating across their respective areas of responsibility to assign individuals to specific teams.
- B. Providing boundaries that help the team members organize themselves into Scrum Teams.
- C. The Chief Product Owner determines the team structures and assigns who is needed in which Scrum Team based on skills, seniority and the business area.
Answer: B
Explanation:
This is the best answer because it is consistent with the Scrum values of commitment, courage, focus, openness, and respect12. By providing boundaries, such as the product vision, the product backlog, the budget, and the timeline, the organization can enable the team members to self-organize and form cross-functional and collaborative Scrum Teams3 . This way, the team members can commit to their own goals, have the courage to face challenges, focus on delivering value, be open to feedback and learning, and respect each other's skills and perspectives12.
NEW QUESTION # 51
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