Scrum Professional Scrum Master level II (PSM II) - PSM-II Free Exam Questions

A. As much as it can fit into the Sprint. Any remaining work will be moved to a subsequent Sprint.

B. As much as it has informed the Product Owner will be done for every Product Backlog item it selects in conformance with the definition of "Done".

C. All development work and at least some testing.

D. An equal amount of time on analysis, design, programming, testing and documentation.

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. 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.

C. 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. 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.

A. 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.

B. 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.

C. 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.

D. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.

E. 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.

A. Estimates are made by the Product Owner.

B. Estimates must follow the Fibonacci Sequence.

C. Estimates must be made in Story Points.

D. The Development Team is responsible for estimates.

E. Estimates must be in relative units.

A. False

B. True

A. The Scrum Master loses the ability to update the Gantt chart properly, there by obscuring the Scrum Master's tracking of Sprint progress.

B. Impediments are raised and resolved more slowly which might impact productivity and progress.

C. Opportunities to inspect and adapt the Sprint Backlog are reduced. Re-aligning is bound to become even more difficult.

D. Less progress information will be shared, causing the plan for the Sprint to become inaccurate and transparency over progress toward the Sprint Goal is reduced.

E. The Product Owner cannot accurately report progress about the state of the forecasted work to the stakeholders.

A. Scrum Team members must be working full time on a team.

B. A well-structured Product Backlog can minimize and often eliminate Developers working on multiple Scrum Teams during a Sprint.

C. A person working on multiple Scrum Teams at the same time is often less productive than when that person can focus on the Sprint Backlog of a single Scrum Team.

D. Changes to the core Scrum framework are needed to be successful with Scrum at large scale.

A. You suggest an experiment: moving the event to a time that better suits the team.

B. You turn the question back to the Developers and ask what they think should be done to ensure their Daily Scrum is effective and meets its purpose.

C. To incentivize showing up on time, you tell the Developers that when people come late to the Daily Scrum, they will pay a small fee.

D. You suggest that when someone shows up late they cannot join that day's Daily Scrum.

E. You escalate this issue to management since you are responsible for ensuring Scrum is understood and enacted.

A. The Scrum Master never intervenes in matters of the Scrum Team, but allows them to maximize their autonomy and freedom.

B. The Scrum Master resolves every impediment that the Developers run into.

C. The Scrum Master coaches the Scrum Team and the organization how to work empirically.

D. The Scrum Master facilitates Scrum events as requested or needed.

A. Deciding on the value of the product features and value estimations.

B. Writing User Stories and reordering the Product Backlog.

C. Select the Product Backlog items for the Sprint and do the work planned in the Sprint Backlog.

D. Update stakeholders on the daily progress and keep the burn-down chart updated.

A. Note the issue for the next Sprint Retrospective.

B. Notify the team responsible for system performance.

C. Tell the Product Owner performance is defined by the Development Team.

D. Coach the Product Owner on effective ways to communicate this concern to the Development Team and encourage the Product Owner to add the performance issue to the Product Backlog.

A. The Product Owner cannot accurately inspect utilization of the individual team members.

B. Opportunities to inspect and adapt the Sprint Backlog are reduced.

C. Less information about the progress will be shared causing the Sprint plan to become inaccurate and reducing transparency over progress toward the Sprint Goal.

D. Impediments are raised and resolved more slowly.

E. The Scrum Master loses the ability to update the burndown chart adequately.

A. Yes, the Scrum Team is a self-managing team.

B. It depends on what is stated in their Definition of Done.

C. No, the Increment will not be transparent and the feedback loop is too long.

D. Yes, the Scrum Team needs stability in the Sprint.

A. Velocity has no direct relationship with value.

B. Standardizing velocity across teams can help with understanding which teams are creating more value.

C. Incentivizing teams based on velocity can boost the Scrum Team's motivation to create more value.

D. 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.

A. False

B. True