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Scrum PSM-II Exam Syllabus Topics:

Section	Objectives
Grow Agile Organizations	- Organizational design and culture - Scaling and agility beyond the team
Develop and Deliver Products Professionally	- Incremental delivery and continuous improvement - Technical risk and quality management
Develop Individuals and Teams	- Leadership styles and adaptive behaviors - Self-managing and cross-functional teams - Facilitation, coaching, and servant leadership
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 Events: purpose, flow, and effective execution - Scrum Team structure and accountabilities - Scrum Artifacts: transparency and definition of 'Done' - Empiricism and Scrum Values

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Scrum Professional Scrum Master level II (PSM II) Sample Questions (Q19-Q24):

NEW QUESTION # 19
Five new Scrum Teams have been created to build one product. A few of the Developers ask the Scrum Master who will coordinate the work between the different Scrum Teams. What should the Scrum Master do?
(choose the best answer)

A. Advise the teams to reduce interdependence by working in separate branches and organizing a specific Sprint every four development Sprints to manage integration.
B. Collect the Sprint tasks from the teams at the end of their Sprint Planning and merge that into a consolidated plan for the entire Sprint.
C. Teach them that it is their responsibility to form Scrum Teams with the skills and knowledge to create an Increment by the end of every Sprint.
D. Visit the five Scrum Teams each day to facilitate alignment and synchronization of their Sprint Backlogs.
E. Teach the Product Owner to work with the lead developers on ordering Product Backlog in a way to avoid too much technical and development overlap during a Sprint.

Answer: C

Explanation:
Explanation
The Scrum Master should do this because it is the most effective way to ensure that the Scrum Teams are self-organizing, cross-functional, and collaborative. The Scrum Master can help the Scrum Teams to understand the benefits of working together as one integrated team, rather than as separate component teams.
The Scrum Master can also facilitate the communication and coordination among the Scrum Teams, and support them in resolving any dependencies or conflicts that may arise.
References:
Scrum Guide 2020, page 7: "Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value in each Sprint." Scrum Guide 2020, page 7: "Scrum Teams are self-managing, meaning they internally decide who does what, when, and how." 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 # 20
Your organization always stresses the importance of on-time delivery and reliability. A manager has detected that your team's progress is too slow. They feel that your team's velocity needs to be 10% higher.
The organization expects you, as the Scrum Master, to make it happen. How do you respond?
(choose the best two answers)

A. You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer management to the Product Owner for all information concerning the progress of development.
B. You educate management that it is the Scrum Team's responsibility to improve their velocity. You invite management to the next Sprint Retrospective to brainstorm on how they can improve.
C. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.
D. You tell management that this is not your accountability in Scrum. You direct them to the Product Owner to determine whether the forecast is accurate.
E. You help management understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile you present this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this.

Answer: A,C

Explanation:
Explanation
B) You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.
This is a good answer because it is consistent with the Scrum Master's accountability to serve the Scrum Team and the organization by identifying and addressing the factors that hinder the team's effectiveness12. By informing management of the organizational impediments, you can leverage their authority and influence to resolve them. By enlisting their help, you can also foster a collaborative and supportive relationship with them.
C) You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer management to the Product Owner for all information concerning the progress of development.
This is another good answer because it is consistent with the Scrum Master's accountability to educate and coach the organization on the Scrum framework and its principles12. By explaining how velocity is used in Scrum, you can help management understand that it is not a reliable metric for measuring performance or comparing teams. By referring management to the Product Owner, you can also respect the Product Owner's accountability to manage the product backlog and communicate the value and status of the product34.
References: 1: What is a Scrum Master? | Scrum.org 2: What is a scrum master? [+ Responsibilities] | Atlassian 3: What is a Product Owner? | Scrum.org 4: What is a product owner? [+ Responsibilities] | Atlassian : Scrum Guide | Scrum Guides

NEW QUESTION # 21
Steven is a Scrum Master for three Scrum Teams building the same product and working from the same Product Backlog. Management wants to standardize how velocity is calculated across all three teams in order to identify which teams are high performing and which teams need more support.
What would be the best two responses Steven could provide to management? (Choose two.)

A. Standardizing velocity across teams is a good way to understand which teams are producing the most value.
B. Velocity is the amount of business functionality that a Scrum Team creates in a Sprint. It is unique to that team and used as an input to Sprint Planning.
C. Providing incentives based on velocity can increase the Scrum Team's motivation to produce more value.
D. There is no direct relationship between velocity and value.

Answer: B,D

Explanation:
Working software is the primary measure of progress. Scrum is based on empirical process control theory where delivering working software frequently and measuring the impact helps the Product Owner maximize opportunity for the business to deliver value.

NEW QUESTION # 22
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. Having an even number of members in a Scrum Team to be able to do pair programming and be more productive.
B. Clearly defining sub-responsibilities and handovers within the Scrum Team.
C. Creating a valuable and useful Increment by the end of each Sprint.
D. Timeboxing work to allow for frequent inspection.

Answer: C,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 # 23
How should multiple Scrum Teams, working from the same Product Backlog, select the Product Backlog items their teams plan to work on?

A. Each Scrum Team would select an equal number of items.
B. The Scrum Team with the highest productivity will select the items first.
C. The Product Owner assigns the work to each team.
D. The Product Owner will present the work and the Development Teams will select the items they will work on.
E. The Product Owner creates separate Product Backlogs for each Development Team.

Answer: D

Explanation:
The ones doing the work are the best ones to decide what they can do and how to do it.

NEW QUESTION # 24
......

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