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PSM-II Practice Questions

Question # 1
In the Daily Scrum, the Product Owner applauds every Developer who moves a Sprint Backlog item to completion. The Product Owner wants to encourage the Developers to make progress visible on the burn-down chart. Select the two best options for the Scrum Master to take. (choose two answers)
A. Nothing. The Scrum Master does not attend the Daily Scrum.
B. Take the opportunity to create more energy and team spirit and encourage everyone to participate in the applause.
C. Coach the Scrum Team about the purpose of the Daily Scrum.
D. Tell the Product Owner your concerns about how his behavior may impact the Developers, and ask him to stop attending the Daily Scrum for some time.


C. Coach the Scrum Team about the purpose of the Daily Scrum.
D. Tell the Product Owner your concerns about how his behavior may impact the Developers, and ask him to stop attending the Daily Scrum for some time.



Question # 2
Scrum Master is a management position because the Scrum Master is accountable for the following three management activities:
A. Reporting on the performance of a team.
B. Managing the Scrum process.
C. Managing the project plan and the project deliverables.
D. The way Scrum is understood and enacted within the organization.
E. Removing organizational impediments that limit the team's progress and productivity.


B. Managing the Scrum process.
D. The way Scrum is understood and enacted within the organization.
E. Removing organizational impediments that limit the team's progress and productivity.

Explanation: A Scrum Master is not a management position in the traditional sense of the word. A Scrum Master does not have authority over the team members, the product, or the project. A Scrum Master is a servant leader who helps the team self-organize, collaborate, and deliver value. A Scrum Master is accountable for managing the Scrum process, ensuring that the team follows the Scrum values and principles, and facilitating the team’s interactions with stakeholders and the organization. A Scrum Master is also accountable for removing organizational impediments that limit the team’s progress and productivity, such as bureaucracy, silos, or conflicts. A Scrum Master is not accountable for reporting on the performance of a team, managing the project plan and the project deliverables, or managing the capacity and utilization of the Developers. These are responsibilities of the Product Owner, the Developers, or other roles in the organization.


Question # 3
Several Sprints into a project, the Product Owner tells the Scrum Master that a key stakeholder just started using the product The stakeholder is unhappy with the slow performance, a complaint that the Product Owner agrees with As the Scrum Master how will you move this forward?
A. Encourage the Product Owner to bring the performance concerns to the rest of the Scrum Team and work together to improve the Definition of Done
B. Wait to bring this up in the next Sprint Retrospective as this is the appropriate time for the Developers to re-consider the Definition of Done.
C. Bring the concern to the quality assurance members of the Scrum Team and ask them to improve how the system is tested.
D. Explain to the Product Owner that it is up to the Developers to decide on acceptable performance standards as they own the Definition of Done


A. Encourage the Product Owner to bring the performance concerns to the rest of the Scrum Team and work together to improve the Definition of Done

Explanation: As a Scrum Master, you are accountable for establishing an environment where the Scrum Team can be effective and deliver valuable products1. One of the ways to do this is by supporting the Product Owner in managing the Product Backlog and engaging with the stakeholders2. In this situation, where there is a performance issue with the product, your best option is:
Encourage the Product Owner to bring the performance concerns to the rest of the Scrum Team and work together to improve the Definition of Done. This option aligns with the principle of empiricism, which is the foundation of Scrum3. Empiricism means that you make decisions based on what is known, rather than what is assumed or predicted3. By encouraging the Product Owner to bring the performance concerns to the rest of the Scrum Team, you are helping them inspect the product Increment and adapt the Product Backlog based on transparent feedback from the stakeholder4. You are also helping them collaborate on improving the Definition of Done, which is a shared understanding of what it means for a product Increment to be complete and potentially releasable. The Definition of Done should reflect the quality standards and expectations of the stakeholders, and should be updated as needed to ensure that the product meets their needs and delivers value.
The other options are not advisable because:
Wait to bring this up in the next Sprint Retrospective as this is the appropriate time for the Developers to re-consider the Definition of Done. This option is incorrect because it contradicts your accountability as a Scrum Master. The Sprint Retrospective is an opportunity for the Scrum Team to reflect on their performance and identify improvements for the next Sprint. However, it is not the only time for them to inspect and adapt their product and process. As a Scrum Master, you should promote continuous improvement and help the Scrum Team address any issues or impediments as soon as they arise1. Waiting to bring this up in the next Sprint Retrospective would mean delaying feedback and action, which can lead to waste or dissatisfaction.

Bring the concern to the quality assurance members of the Scrum Team and ask them to improve how the system is tested. This option is incorrect because it goes against your role as a facilitator, who helps the participants have constructive and respectful conversations. By bringing the concern to only a subset of the Scrum Team, you are creating silos and excluding others from contributing or learning. You are also implying that quality is only their responsibility, rather than a shared accountability of the whole Scrum Team. Moreover, you are not asking them for their input or feedback, but telling them what to do, which can undermine their autonomy and motivation.

Explain to the Product Owner that it is up to the Developers to decide on acceptable performance standards as they own the Definition of Done. This option is incorrect because it contradicts your role as a coach, who helps people grow and improve their skills and behaviors. By explaining to the Product Owner that it is up to the Developers to decide on acceptable performance standards, you are dismissing their concern and creating a gap between them and the Developers. You are also ignoring their valuable perspective and input as a stakeholder representative, who has a clear vision of what value means for the product. Instead of explaining, you should be asking questions and listening actively, and facilitating a dialogue between them and the Developers.


Question # 4
Eight months ago your company started developing a new product consisting ot several major components. You are the Scrum Master on the team building the "core" component of the product; your component also integrates all the other components.

The Scrum Teams work in monthly Sprints, and the team has forecast that it will deliver the integrated product in three Sprints. Recently the team's progress slowed because of changes to the other components that they integrate. The program manager is extremely upset when they find out that the team will need two more Sprints. The project managers of the other components confirm their adherence to the original forecast.

As a Scrum Master, what could you do to help the Product Owner?

(choose the best answer)
A. You calculate how many additional developers it would take to increase velocity to make the original date. You inform the program manager of the additional budget for these developers. This would then allow meeting the original forecast
B. You remove all items from the Product Backlog tor which development is forecast to be beyond the expected date.
C. You suggest working with the program manager and the project managers of the other components on the ordering and the value of your open Product Backlog items to redefine the possible delivery date.
D. You lengthen your Sprints to accommodate the delays.


C. You suggest working with the program manager and the project managers of the other components on the ordering and the value of your open Product Backlog items to redefine the possible delivery date.

Explanation:

As a Scrum Master, you could help the Product Owner by suggesting working with the program manager and the project managers of the other components on the ordering and the value of your open Product Backlog items to redefine the possible delivery date. This would allow you to collaborate with the stakeholders and align on the expectations and priorities of the product. You could also inspect and adapt your integration process and communication channels with the other teams to minimize the impact of changes and dependencies.

References:

The Scrum Guide 2020, section “The Scrum Master”
The Scrum Master Learning Path, module “The Scrum Master as a Coach”
The Professional Scrum Master II Course, topic “Stakeholder Management”


Question # 5
You are the Scrum Master for four Scrum Teams working from the same Product Backlog. Several of the Developers come to you complaining that work identified for the upcoming two Sprints will require full time commitment from Stella, an external specialist who is not a member of any of the four Scrum Teams. What would you consider acceptable solutions for the problem? (Choose three.)
A. Merge the Scrum Teams into one large Scrum Team for the next two Sprints. When the need for Stella's expertise is over, the teams can separate again.
B. Developers with an interest in Stella's domain could volunteer to take on this work in their respective Scrum Teams.
C. Ask Stella for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Scrum Teams to re-prioritize the work so that tasks not depending on Stella can be done first.
D. Investigate whether additional techniques or frameworks for scaling Scrum would be appropriate for these Scrum Teams.
E. Create a team with Stella and identify people from the Scrum Teams to temporarily work in Stella's domain to learn to better serve the existing teams.


B. Developers with an interest in Stella's domain could volunteer to take on this work in their respective Scrum Teams.
C. Ask Stella for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Scrum Teams to re-prioritize the work so that tasks not depending on Stella can be done first.



Question # 6
How should requirements be distributed when multiple Scrum Teams work on the same product?
A. They must be selected from one Product Backlog in such a way that each Scrum Team has an equal volume of requirements per Sprint.
B. The Scrum Teams pull in work from a shared Product Backlog in agreement with the Product Owner and the other teams.
C. The Scrum Team with the highest velocity pulls items from an overall Product Backlog first
D. The Product Owner decides by providing each team with its own Product Backlog.


B. The Scrum Teams pull in work from a shared Product Backlog in agreement with the Product Owner and the other teams.

Explanation: When multiple Scrum Teams work on the same product, they share one Product Backlog that contains all the requirements for the product. The Product Owner is responsible for ordering and refining the Product Backlog items, but does not assign them to specific teams. Instead, the Scrum Teams pull in work from the Product Backlog in agreement with the Product Owner and the other teams, based on their capacity, skills, dependencies, and Sprint Goals. This way, the Scrum Teams can self-organize and collaborate to deliver a coherent and valuable product Increment.


Question # 7
During Sprint Planning, Developers work with the Product Owner to create a forecast for the Sprint. A forecast is a selection of Product Backlog items that the Developers believe are possible to get done by the end of the Sprint. Select two things that explain what done means. (choose the best two answers)
A. Having an Increment that could be released to end users.
B. All work for which enough expertise and skills are present in the Scrum Team.
C. All work performed meets the Definition of Done.
D. All work to create an Increment that is ready for testing.
E. All work to create an Increment that is ready for acceptance testing by the Product Owner.


A. Having an Increment that could be released to end users.
C. All work performed meets the Definition of Done.

Explanation:

Done means that the Increment is in a usable condition and meets the Scrum Team’s Definition of Done. The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed as part of the Increment. Having an Increment that could be released to end users means that it is potentially releasable, which is one of the goals of Scrum. All work performed meets the Definition of Done means that the Developers have ensured that every Product Backlog item selected for the Sprint conforms to the agreed quality standards.

References:

  • The Scrum Guide, November 2020, p. 10-11
  • What is a Definition of Done?, Scrum.org, accessed on September 30, 2023
  • DONE Understanding Of The Definition Of "Done”, Scrum.org, December 16, 2019


Question # 8
You are a Scrum Master helping to establish five Scrum Teams that will be building a product. You discuss with them the high level of integration that the product Increment will require by the end of their first Sprint. It is a highly anticipated product, both by consumers and by the organization. Of the options raised by the future Scrum Team members, which option do you encourage?
A. Each Scrum Team provides a separate Increment with the functionality added by the individual team. The Sprint Review is used to identify the work needed to integrate with the other Scrum Teams. This work is then added to the Product Backlog.
B. Each Scrum Team delivers done Increments in its own area of responsibility. Upon functional acceptance at the Sprint Review, the code is isolated for future stabilization. The release date is adjusted according to the expected work and time of such integration phase.
C. In the first Sprint, integration is less important. The goal is to deliver business value. Functionality that is not integrated with the work of other Scrum Teams by the end of a Sprint is still reviewed to assess its potential business value. It can still be released at the Product Owner's discretion, and silent consent of the stakeholders.
D. All Scrum Teams agree on a shared Definition of Done that describes all work needed to deliver an Increment that is the integrated sum of the work from all Scrum Teams.


D. All Scrum Teams agree on a shared Definition of Done that describes all work needed to deliver an Increment that is the integrated sum of the work from all Scrum Teams.



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