[Aug-2024] Verified Scrum Exam Dumps with PSM-II Exam Study Guide
Best Quality Scrum PSM-II Exam Questions Free4Torrent Realistic Practice Exams [2024]
NEW QUESTION # 17
Peter is a new Product Owner on a newly formed Scrum Team. Peter has projected a product completion date based on an estimated velocity of 21 completed points per Sprint. After the first 3 Sprints, the team has determined that their maximum velocity is 15 points and they are unable to create shippable increments at the end of each Sprint.
What is the best way to proceed?
- A. Inform Peter that the projected completion date is not correct. The Development team would estimate the remaining work to produce a shippable Increment and suggest making it "Done" before working on new features. Based on empirical data, Peter can adjust the completion date and decide how to continue.
- B. The Sprints have failed to produce shippable Increments there for opportunities to inspect and adapt is lost. The Scrum Master would encourage the organization to add more team members in order to increase the team's capacity.
- C. Extend the Sprint in order to complete the Sprint Backlog items.
- D. The Scrum Master would coach the team on improving their estimations and commitment to completing the Sprint Backlog.
Answer: A
NEW QUESTION # 18
Scrum addresses which of the following four risks in software development? (Choose four.)
- A. The complexity and unpredictability of the requirements.
- B. The skills and working relationships of the people on the teams.
- C. The definition of incentive and bonus strategies by HR for all team members.
- D. The timescale of the planned work.
- E. The clear definitions of stages and gateways in the overall governance model.
- F. The stability and complexity of the technology.
Answer: A,B,D,F
Explanation:
Scrum is a framework within which people can address complex adaptive problems, while productively and creatively developing, delivering, and sustaining complex products of the highest possible value. Scrum employs an iterative, incremental approach to optimize predictability and control risk.
NEW QUESTION # 19
One Scrum Team is developing a product. They track how much software they produce as velocity. Their current velocity is 18 units of done work. A second team will be added to work on the same product. What is the most likely impact on the velocity of the original team?
(choose the best answer)
- A. Their velocity is likely to decrease and be lower than 18.
- B. Their velocity is likely to increase and be higher than 18.
- C. Their velocity is likely to be not affected and stay at 18.
Answer: A
Explanation:
Explanation
Adding a second team to work on the same product will introduce some challenges and overheads that can affect the velocity of the original team. For example, the teams will need to coordinate and communicate more frequently, integrate their work more often, resolve any dependencies or conflicts, and align their standards and practices. These activities will consume some time and effort that could otherwise be spent on delivering value. Therefore, the velocity of the original team is likely to decrease and be lower than 18, at least in the short term.
References:
Professional Scrum Master II Course, page 16: "Adding more people to a complex product development effort does not necessarily increase productivity or reduce time to market. In fact, it often has the opposite effect." 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
Adding more resources in Scrum will proportionally increase the value delivered.
- A. False
- B. True
Answer: A
Explanation:
When working on complex problems in complex environments, adding more resources (people, money, tools, etc.) cannot guarantee increased value or success.
NEW QUESTION # 21
Which two behaviors would reflect Servant Leadership in a Scrum Master? (Choose two.)
- A. Facilitating Scrum Events as requested or needed.
- B. Resolving every impediment for the Development Team.
- C. Coaching the Development Team, the Product Owner and the organization on how to work empirically.
- D. Staying away from internal Development Team interactions, maximizing their autonomy and freedom.
Answer: A,C
Explanation:
Explanation
Explanation:
The Scrum Master is responsible for serving the team by facilitating and removing impediments to ensure there are minimal roadblocks in the way of the team. The Scrum Master also coaches the Scrum Team and organization to ensure the benefits of Scrum is realized.
"Removing every impediment for the Development Team" may seem like the right thing to do but by doing it this way, the Dev Team's ability to self-organize would be limited. There are some impediments that will depend solely on the Scrum Master and there will be some that require collaboration with the Dev Team. The former might be working with the finance department to renew services that the team is using. The latter might be lack of skills to make a particular item done. The Scrum Master can coach the team on finding different solutions to resolve the issue.
"Removing impediments" is good. "Removing every impediment for the Development Team" is not so good and sometimes not even possible.
NEW QUESTION # 22
During the Sprint, the Development Team realizes they might not be able to finish all of the items in the Sprint Backlog.
What should happen?
- A. Product Backlog items are either 'done' or 'not done.' This helps with transparency, reduces complexity and allows for improved empiricism.
- B. Continue Sprinting until the work is complete and redefine a new Sprint time-box based on the results of the current Sprint.
- C. The Sprint length holds and the Development Team continuously learns what is actually possible to do within the time-box.
Answer: C
NEW QUESTION # 23
What factors are best considered when defining the Sprint length?
- A. The level of expertise over the technology to be used, ability to release an Increment to the end users, and the risk of being disconnected from the stakeholders.
- B. How often team membership changes and the size of the Development Team.
- C. Having consistent Sprint length across all Scrum Teams.
Answer: A
NEW QUESTION # 24
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 remove all items from the Product Backlog tor which development is forecast to be beyond the expected date.
- B. 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
- C. You lengthen your Sprints to accommodate the delays.
- D. 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.
Answer: D
Explanation:
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"
NEW QUESTION # 25
During the implementation of an item in the Sprint Backlog, a conflict arises between team members about what work is needed to make the item 'done'. Some say it is a part of the Definition of Done and others say it isn't. Steven, the Scrum Master, observes a debate forming and members beginning to take sides.
What is the best action for Steven to take?
- A. Facilitate a session with all members on the Scrum Team to help them resolve the conflict, refine the Definition of Done, and become effective again. Tell the team that conflicts are a natural occurrence and coach them on the value of resolving conflicts.
- B. Bring the Product Owner to the discussion and have him/her decide the work needed to make the item 'done.' It is the Product Owner's responsibility to manage the Development Team members.
- C. Immediately end the discussion before it becomes worse. Make the decision on what work is needed to make the item 'done' and teach the team about the importance of avoiding conflicts.
- D. Bring the Development Team members together and interpret the Definition of Done for them so that there are no future conflicts on interpretation.
Answer: A
Explanation:
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 are not. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.
NEW QUESTION # 26
At the fifth Sprint Retrospective, the Product Owner mentions that he is surprised about the amount of technical debt that has built up in the system and that the product is not able to support an adequate number of users.
Peter, the Product Owner, is upset that the product will need several more Sprints to address the scalability issues in order to meet his expectations.
What factors may have led to this?
- A. The Scrum Team has not used the past Sprint Retrospectives effectively to inspect and adapt.
- B. The Scrum Master has not ensured that the Scrum Team is transparent.
- C. The Development Team has not been paying enough attention to technical quality.
- D. The Development Team and the Product Owner are not having conversations around technical debt.
- E. None of the above.
- F. All of the above.
Answer: F
Explanation:
Each component within the Scrum framework serves a specific purpose and is essential to Scrum's success and usage. Scrum's roles, events, artifacts, and rules are immutable and although implementing only parts of Scrum is possible, the result is not Scrum.
NEW QUESTION # 27
Who must ensure that the work done for a Product Backlog item conforms to the Definition of "Done?"
- A. The Development Team.
- B. The Product Owner.
- C. The test team.
- D. The Scrum Team.
- E. The Scrum Master.
Answer: A
Explanation:
The Development Team owns the Definition of "Done" and is accountable for the quality of the Product Backlog items.
NEW QUESTION # 28
The Development Team should have all the skills and competencies needed to:
- A. Complete the project within the estimate as committed to the Product Owner.
- B. Turn the Product Backlog items it selects into a potentially releasable product increment of functionality.
- C. Do all of the development work in order to handoff to the testers in the subsequent Sprint.
Answer: B
NEW QUESTION # 29
Over the course of several Sprints, the relationship between the Product Owner and the Development team has suffered. The Development Team is upset with the Product Owner for the constantly changing the upcoming items for the product. The Product Owner is upset with the Development Team for changing the work that needs to be done during the Sprint.
What should Steven, the Scrum Master, do?
- A. Explain to the Development Team that the Product Owner is accountable for flow of value and needs to be followed in order to maximize the value delivered.
- B. During the Sprint Retrospective, ask the Product Owner and the Development Team to address the issues.
Have the Team discuss why the changes occur and what impact they have on the value of the product. - C. The Scrum Master's responsibility is to ensure the Development Team has a stable velocity. Any changes that negatively impact the team's velocity will be rejected by the Scrum Master.
- D. Take the time between Sprints to organize a team building session to rebuild the relationship.
Answer: B
Explanation:
Conflicts are a natural occurrence and the Scrum Master coaches the Development Team on the value of resolving conflicts. Leaving conflicts unresolved can impact the Scrum values of openness and respect diminishing trust. Lower trust levels will impact the Scrum Team's effectiveness and can cause impediments in the future. It is the responsibility of the Scrum Master to remove impediments that hinder the team through conflict resolution and facilitation.
NEW QUESTION # 30
Which two scenarios would best represent a self-organizing Development Team? (Choose two.)
- A. The Development Team members are strictly focused on the work within their functional role and always handing off the work to other roles in a timely matter.
- B. The Development Team creates its own Sprint Backlog, reflecting all work that is part of the Definition of Done.
- C. The Development Team invites external people to the Sprint Planning to help them create a complete and detailed Sprint Backlog.
- D. Development Team members collaboratively select and re-plan their work throughout the Sprint.
- E. Management works with the Scrum Master to optimize the Development Team's progress during the Sprint.
Answer: B,D
Explanation:
A self-organized team is a team that is able to self-manage and decide how best to accomplish their work.
NEW QUESTION # 31
During Sprint Planning, the Definition of Done will help the Development Team forecast the amount of work, selected from the Product Backlog, deemed feasible to make 'done' by the end of the Sprint.
Which two items best describes what 'done' means? (Choose two.)
- A. All the work needed to prepare the Increment for Integration Testing.
- B. All the work completed within the current skills and expertise in the Development Team.
- C. All the work performed as defined in the Definition of Done.
- D. All the work needed to prepare the Increment for User Acceptance Testing.
- E. Having an Increment of working software that is potentially releasable to the end users.
Answer: C,E
Explanation:
When a Product Backlog item or an Increment is described as 'Done', everyone must understand what 'Done' means. Although this may vary significantly per Scrum Team, members must have a shared understanding of what it means for work to be complete, to ensure transparency. This is the Definition of Done for the Scrum Team and is used to assess when work is complete on the product Increment. The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team's current Definition of Done.
NEW QUESTION # 32
In the Sprint Retrospective, there is discussion that the quality of the Increment is not sufficient tor going to production In response, a Scrum Team member points out the high velocity reached by the team. What are the two best actions tor the Scrum Master to take?
(choose the best two answers)
- A. Stress the value of working product over measured velocity.
- B. Facilitate a discussion on now to improve the quality to a level sufficient tor production, even it the measured velocity will drop in the next Sprint
- C. Acknowledge the nard work, but remind the Developers that they need to improve to do even more in the next Sprint.
- D. Agree and praise the Developers for their nard work, so they are motivated to do even more in the next Sprint
Answer: A,B
Explanation:
Explanation
The Sprint Retrospective is a Scrum event in which the Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done1. The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness1. The Scrum Team should focus on improving the quality of the product Increment, not on increasing the measured velocity. Velocity is a metric that indicates how much work the team has completed in a Sprint, but it does not reflect the value or quality of that work. Working product is one of the primary measures of progress in Agile.
Some actions that the Scrum Master can take in this situation are:
Facilitate a discussion on how to improve the quality to a level sufficient for production, even if the measured velocity will drop in the next Sprint. This action will help the Scrum Team to identify and address the root causes of the quality issues, and to plan actions for improvement. The Scrum Master should encourage the Scrum Team to inspect their Definition of Done, their testing and quality assurance practices, their technical debt, and their collaboration with stakeholders. The Scrum Master should also help the Scrum Team to prioritize quality over quantity, and to understand that delivering a potentially releasable Increment at the end of every Sprint is one of the goals of Scrum.
Stress the value of working product over measured velocity. This action will help the Scrum Team to align their work with the Agile values and principles, and to focus on delivering value to the customers and users. The Scrum Master should remind the Scrum Team that velocity is not a goal or a measure of success, but a tool for planning and forecasting. The Scrum Master should also help the Scrum Team to avoid falling into the trap of velocity-driven development, where they sacrifice quality, sustainability, and customer satisfaction for higher numbers.
Some actions that the Scrum Master should not take in this situation are:
Agree and praise the Developers for their hard work, so they are motivated to do even more in the next Sprint. This action will not help the Scrum Team to improve their quality or effectiveness, but rather reinforce a false sense of achievement based on velocity. The Scrum Master should acknowledge and appreciate the Developers' efforts, but also challenge them to inspect and adapt their work processes and outcomes. The Scrum Master should also help the Developers to balance their motivation with realism, and to avoid overcommitting or overestimating their capacity.
Acknowledge the hard work, but remind the Developers that they need to improve to do even more in the next Sprint. This action will not help the Scrum Team to improve their quality or effectiveness, but rather put pressure on them to increase their velocity. The Scrum Master should not imply that doing more work is equivalent to doing better work, or that higher velocity is expected or desired. The Scrum Master should also help the Developers to avoid burnout, stress, and fatigue caused by unrealistic or unsustainable expectations.
References:
The Sprint Retrospective - What It Is & Tips for Making the Most of Your Meeting | Scrum Alliance How to Measure Sprint Velocity in Agile | Parabol What is a Sprint Retrospective? - Zeolearn What Is the Goal of Sprint Retrospective Meeting? | Wrike What is a Sprint Retrospective? | Scrum.org
[Principles behind the Agile Manifesto]
[What is a Product Increment? | Scrum.org]
[Velocity-driven development: A trap waiting for you | Agile Alliance]
NEW QUESTION # 33
......
Authentic Best resources for PSM-II: https://validdumps.free4torrent.com/PSM-II-valid-dumps-torrent.html