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| Section | Objectives |
|---|---|
| Topic 1: Understanding and Applying the Scrum Framework | - Events, artifacts, and commitments - Scrum theory and empiricism - Definition of Done and transparency - Scrum Team accountabilities - Scrum Values |
| Topic 2: Developing People and Teams | - Facilitation techniques - Teaching and enabling Scrum adoption - Self-managing teams - Coaching and mentoring |
| Topic 3: Complex organizational Scrum application | - Organizational impediments - Leadership and influence without authority - Scaling Scrum (e.g., Nexus concepts) |
| Topic 4: Managing Products with Agility | - Agile product thinking - Stakeholder collaboration - Product value and outcomes - Forecasting and release planning |
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質問 # 21
Learning turns into 'validated learning' when assumptions and goals can be assessed through results. What is a key way for a Product Owner to apply validated learning?
正解：
解説：
A key way aProduct Owner applies validated learningis byadapting the Product Backlog and Product Goal based on evidence from real outcomes, not assumptions.
Through inspection of:
* TheProduct Incrementduring the Sprint Review,
* Stakeholder and user feedback,
* Measured outcomes such as usage, value, or risk reduction,
the Product Owner assesses whether assumptions about value, users, or direction are valid. This learning becomesvalidatedonly when it is reflected inchanged decisions, such as:
* Reordering Product Backlog items,
* Adding or removing backlog items,
* Adjusting or even abandoning a Product Goal.
In other words, validated learning is applied when the Product Owneruses results to change what is built next, ensuring that future work is based on evidence rather than speculation.
質問 # 22
Someone from the HR department approaches you. They regret to inform you that the Product Owner for your team isabsent starting today and will be unavailable for the rest of this sprint. The Product Owner might be back at work somewhereduring the next sprint, but it's all unknown at this point. What should the Scrum team do?
正解：
解説：
When the Product Owner becomes unexpectedly unavailable, the Scrum Team must respond in a way that preservescontinuity, transparency, and value delivery, while respecting Scrum accountabilities.
Short-Term Response
In theshort term, covering the current Sprint and possibly the next Sprint, the Scrum Team should be able to continueworking. Scrum is designed to be resilient to short-term disruptions. The team can proceed by relying on:
* TheProduct Visionpreviously communicated by the Product Owner,
* Thecurrent state and ordering of the Product Backlog, which should already reflect the Product Owner's value decisions.
During this period, the Developers continue to work toward the Sprint Goal, and the Scrum Master ensures that Scrum events take place and remain productive. No one should assume the Product Owner role informally, as this would undermine accountability.
Longer-Term Impact
If the Product Owner's absence extends beyond a short period, it becomes animpedimentto the Scrum Team.
The Product Owner is accountable for maximizing product value and managing the Product Backlog.
Prolonged absence prevents effective backlog ordering, stakeholder collaboration, and value-based decision- making.
In this case, theScrum Master must make the impediment visible to the organization. This includes explaining the impact on value delivery and helping leadership understand the need for a clear Product Owner accountability. The organization should thenappoint a new Product Ownerto ensure continuity of decision- making and accountability.
質問 # 23
How does the Cone of Uncertainty influence the work being done by a development team during a product's development lifetime?
正解：
解説：
TheCone of Uncertaintydescribes how the level of uncertainty in a product's requirements, technology, and value is highest at the beginning of a product's lifetime and gradually decreases as knowledge is gained. This concept strongly influences the type of work a development team performs throughout the product's development lifecycle and aligns well with Scrum's empirical approach.
Early Stage: High Uncertainty and Discovery Work
At the start of a product's development lifetime, manyunknownsexist. These may relate to customer needs, technical feasibility, usability, or business value. According to Scrum's empirical nature, teams should not assume certainty where it does not exist. Therefore, early development work focuses primarily ondiscovery.
During this stage, the Development Team works to reduce uncertainty by:
* Conducting research and experiments,
* Building prototypes or spikes,
* Testing assumptions with users,
* Validating technical and business hypotheses.
This type of work helps the team learn quickly and avoid premature commitment to detailed solutions. The goal is not maximizing feature output, butmaximizing learningand reducing risk.
Middle Stage: Reduced Uncertainty and Feature Development
As important unknowns are discovered and addressed, the Cone of Uncertainty narrows. The team gains confidence in what to build and how to build it. At this point, work increasingly shifts toward delivering functional stories and featuresthat provide direct value to users.
Development during this phase focuses on:
* Building usable, integrated product increments,
* Expanding functionality based on validated learning,
* Refining features through feedback and inspection.
Scrum supports this transition by enabling frequent inspection and adaptation through Sprints, ensuring that learning continues while value delivery accelerates.
Late Stage: Low Uncertainty and Operational Work
Toward the end of a product's development lifetime, most significant uncertainties have been resolved.
According toEvidence-Based Management (EBM),Unrealized Value becomes low, whileCurrent Value is high. At this stage, the volume of new feature development typically decreases.
The team's work becomes moreoperationalin nature, such as:
* Maintenance and optimization,
* Improving performance or stability,
* Addressing technical debt,
* Supporting existing users.
Investment decisions increasingly focus on sustaining value rather than discovering new opportunities.
質問 # 24
Describe the difference between feature and component teams, and how they hold up when viewed from the perspective ofthe Scrum Guide.
正解：
解説：
In Scrum, team structure significantly impacts the ability to deliver value. Two commonly discussed structures arecomponent teamsandfeature teams. Although the Scrum Guide does not explicitly define these terms, it strongly favors the characteristics of feature teams through its definition of a Scrum Team.
Component teamsare organized around technical specialties or system components, such as database, frontend, or middleware teams. Their work typically represents partial contributions to a product feature, requiring coordination and handoffs across multiple teams to deliver customer value. As a result, component teams often introduce dependencies, delay integration, and struggle to produce a usable Increment independently within a Sprint.
Feature teams, in contrast, are organized around delivering complete product features or Product Backlog Items. They are cross-functional and possess all the skills required to design, build, test, and deliver a "Done" Increment of value. Feature teams minimize dependencies and can independently deliver customer-facing functionality each Sprint.
From theScrum Guide perspective, feature teams align more closely with Scrum principles:
* The Scrum Guide states thatScrum Teams are cross-functional, which directly supports feature teams and challenges component team structures.
* Scrum requires each Sprint to produce ausable Increment. Feature teams can meet this expectation, while component teams usually cannot without reliance on other teams.
* Scrum is based onempiricism(transparency, inspection, and adaptation). Reduced dependencies in feature teams improve transparency and enable faster inspection and adaptation.
* Scrum emphasizesvalue delivery and accountability. Feature teams maintain clear ownership of outcomes, whereas component teams fragment accountability across technical silos.
While component teams may exist due to legacy structures or technical constraints, they represent organizational impediments rather than an ideal Scrum implementation. From a Professional Scrum Master III perspective, moving toward feature teams supports agility, improves value delivery, and better enables Scrum as defined in the Scrum Guide.
質問 # 25
During a retrospective, one of the more junior developers confesses he has a hard time getting his opinion heard. Whendiscussing the work to be done, the more experienced developers often don't let him finish his sentences or disregard what hehas to say. What Scrum Values are touched upon here?
正解：
解説：
The situation described directly touches on several coreScrum Values, which guide behavior and collaboration within Scrum Teams. In particular, the values ofCourage, Respect, and Opennessare most prominently involved.
First, the value ofCourageis demonstrated by the junior developer. Speaking up about feeling unheard, especially in front of more experienced colleagues, requires personal courage. Scrum encourages team members to be brave in raising difficult or uncomfortable issues so that problems can be addressed rather than ignored. Without courage, important impediments to collaboration and effectiveness would remain hidden.
Second, the situation highlights a lack ofRespectin team interactions. Scrum emphasizes that Scrum Team members respect each other as capable, independent individuals. Interrupting a colleague or disregarding their input-regardless of seniority-undermines this value. Respect is essential for effective collaboration and for creating an environment where all team members can contribute fully.
Third, the value ofOpennessis central to this scenario. Scrum Teams are expected to be open about challenges, feedback, and differing perspectives. Openness also means being receptive to ideas from all team members, independent of role, experience level, or background. Disregarding input from a junior developer contradicts Scrum's emphasis on openness and reduces the quality of decision-making.
質問 # 26
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2026年JPTestKingの最新PSM-III PDFダンプおよびPSM-III試験エンジンの無料共有：https://drive.google.com/open?id=14ZdZFGdjiLDOnvtBsfqmqG0PQ5Q_xqAt