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Scrum PSM-II Exam Syllabus Topics:

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

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Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q182-Q187):

NEW QUESTION # 182
A Scrum Master is not only a servant-leader to the Scrum Team and organization, it's also considered a management position.
Which three activities describe what a Scrum Master manages as reflected by the Scrum Guide?
(Choose three.)

A. The way Scrum is understood and enacted within the organization.
B. Removing organizational impediments that limits the team's progress and productivity.
C. Managing the process in which Scrum is applied.
D. Reporting on the performance of the Sprint.
E. Managing the capacity and utilization of each Development Team member.
F. Managing the Product Backlog items and work in the Sprint Backlog.

Answer: A,B,C

Explanation:
The Scrum Master must understand the principles and values behind agility as well as the Scrum theory.
He/she also must act in ways that reflects the values of Scrum and creates an environment for others to also embrace those values. He/she is responsible for ensuring the team's process stays within the boundaries of the Scrum framework as well as helping and supporting the team with continuous improvement.

NEW QUESTION # 183
Self-management is more effective when it happens within boundaries.
Select two relevant boundaries for self-management provided by the Scrum framework.
(choose the best two answers)

A. Creating a valuable and useful Increment by the end of each Sprint.
B. Having an even number of members in a Scrum Team to be able to do pair programming and be more productive.
C. Clearly defining sub-responsibilities and handovers within the Scrum Team.
D. Timeboxing work to allow for frequent inspection.

Answer: A,D

Explanation:
Explanation
The best two answers are A and C.
A) Timeboxing work to allow for frequent inspection. This is a relevant boundary for self-management provided by the Scrum framework, as it helps the Scrum Team to organize their work into fixed-length Sprints and other events, such as the Daily Scrum, the Sprint Planning, the Sprint Review, and the Sprint Retrospective. Timeboxing enables the Scrum Team to inspect their progress, adapt their plan, and deliver value regularly and predictably.
C) Creating a valuable and useful Increment by the end of each Sprint. This is also a relevant boundary for self-management provided by the Scrum framework, as it guides the Scrum Team to focus on delivering a product Increment that meets the Sprint Goal and the Definition of Done. Creating a valuable and useful Increment requires the Scrum Team to collaborate, communicate, and coordinate effectively, and to apply their skills and creativity to solve complex problems.
References:
The Scrum Guide, section 2.3 (The Scrum Team), page 7
The Scrum Guide, section 3.1 (The Sprint), page 8
The Scrum Guide, section 3.4 (The Increment), page 10
The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 2 (The Sprint), lesson 3 (The Sprint Goal), lesson 4 (Sprint Planning) and lesson 5 (The Sprint Review) The Professional Scrum Master II (PSM II) Assessment, question 40

NEW QUESTION # 184
Which three statements best describe the purpose of having a Definition of Done? (Choose three.)

A. It helps the Scrum Team decide how much time is needed before the Sprint can end.
B. It is a checklist to monitor the Development Team member's progress on a task.
C. It creates transparency and provides a common understanding of the `done' state of the Increment at the Sprint Review.
D. It helps the Development Team defer any pending work to subsequent Sprints.
E. As the Development Team is doing the work, it provides guidance on the remaining work needed to create the potentially shippable Increment by the end of the Sprint.
F. It provides guidance to the Development Team when they are forecasting their Sprint Backlog during the Sprint Planning.

Answer: C,E,F

Explanation:
When a Product Backlog item or an Increment is described as `Done', everyone must understand what `Done' means. Scrum Team members must have a shared understanding of what it means for work to be complete, to ensure transparency and is used to assess when work is complete on the product Increment.
This Definition of Done provides the team guidance on what it takes to make the increment shippable.

NEW QUESTION # 185
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 not affected and will remain at 55.
C. Their velocity is likely to rise and be more than 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 # 186
After some small experiments with Scrum, your company decides to do a complete project with Scrum. As Scrum Master; you have been invited to the "project kick-off meeting" with IT and product management. The Product Owner asks how many Sprints IT will need to first figure out architecture and infrastructure issues. What are two options to explain how such work is managed using Scrum? (Choose the best two answers)

A. You educate the Product Owner to add this work to the Product Backlog to uphold transparency.Ask the Developers to plan work during the first several Sprints to estimate these items, while also creating some business functionality in these early Sprints
B. You thank product management for understanding that these efforts indeed require effort and budget You confirm that architecture and infrastructure are best addressed before starting Scrum, but that the exact budget is difficult to calculate upfront You say you will organize this work in timeboxed Sprints of no more than 30 days to limit risk and be transparent toward product management on the actual progress.
C. You explain that technical risks are best controlled when architecture and infrastructure emerge alongside the development of functionality. The additional advantage is that business value is created faster and sooner.
D. You explain that product management should not worry about such typical IT work. You inform them that you will assure that the team members reach out to the right people within the IT organization when needed During each Sprint Planning event they will keep the Product Owner updated about the additional effort it will take for that Sprint. That effort will come on top of the effort for the forecasted functional development.

Answer: A,C

Explanation:
This is a good option because it is consistent with the Scrum principle of empiricism, which means that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than following a predefined plan. By allowing the architecture and infrastructure to emerge iteratively and incrementally, the Scrum Team can address the most important and uncertain aspects first, and deliver valuable and functional increments every Sprint.
This is another good option because it is consistent with the Scrum value of transparency, which means that the Scrum Team and the stakeholders have a clear and common understanding of the product vision, goals, progress, and risks. By adding this work to the Product Backlog, the Product Owner can prioritize and refine it according to the value and urgency, and communicate it to the stakeholders. By asking the Developers to plan work during the first several Sprints, they can estimate these items based on their actual experience and capacity, while also delivering some business functionality in these early Sprints.

NEW QUESTION # 187
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