PSM-II Online Practice Questions and Answers

You have been hired as a Scrum Master for a company that has been doing business for over fifty years. In order to stay competitive, they have started an initiative to digitize their legacy systems. The company has several Scrum Teams working on different components that will be integrated to a single back office platform.

Your team is responsible for building the back office platform and integrating all other components. The Scrum Teams work in two week Sprints and are expected to deliver all functionality in six Sprints.

During development the requirement changes in the other components have been slowing down your team's progress. Because of these changes, your team has estimated that they will not be able to deliver all expected work within the original timeframe. The Scrum Teams working on the other components confirm that they are still on track to meet the expected delivery date. The program manager in charge of the digitization initiative is upset and angry with your team.

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

A. You suggest working with the program manager and the other teams on the ordering and the value of your team's open Product Backlog items to redefine the possible delivery date.

B. You shorten your team's Sprints to be ready sooner.

C. You remove all items from the Product Backlog for which development is forecasted to be beyond the expected date. These are likely to be low value anyhow.

D. You suggest adding additional developers to the team in order to increase velocity and meet the original date.

Steven is a Scrum Master of a Development Team that has members working in different cities and time zones. Organizing the Scrum events is time consuming and requires a lot of effort to set up and run. The Development Team proposes to only hold the Daily Scrum on Mondays.

Which two responses would be most appropriate from Steven? (Choose two.)

A. Coach the team on why having a Daily Scrum every day is an important opportunity to update the Sprint plan and how it helps the team self-organize work toward achieving the Sprint Goal.

B. Ensure that there is an overall consensus by having the Development Team members vote.

C. Help the Development Team understand that lowering the frequency of communication will only increase the feeling of disconnect between the team members.

D. Acknowledge and support their decision.

A new Product Owner has joined an existing Scrum Team that has been working together for eight Sprints. The Development Team has grown to have a good understanding of the functionality and business for the product they have been building. The Product Owner, being new to the company, is unsure about his responsibilities.

As a Scrum Master explain what two acceptable ways of helping the Product Owner would be. (Choose two.)

A. You advise the Product Owner to start building a good relationship with the stakeholders of the product. Ongoing interaction with them is important to regularly align with changing organizational or market expectations. The Product Owner is also expected to invite the right stakeholders to the Sprint Review meeting.

B. You inform the Product Owner that, in today's highly competitive markets, it is important that the Development Team is updated on changing business priorities on a daily basis. The Daily Scrum allows the Development Team to adapt to the changes in scope without delay.

C. You tell the Product Owner to make sure that there are no ambiguities or possible misunderstandings in the items on the Product Backlog when they are handed over to the Development Team. This is best done by capturing the functional requirements during an analysis phase, resulting in documents that are considered as the working product of such analysis Sprints.

D. You advise the Product Owner to rely on the Development Team and the stakeholders to formulate the Product Backlog, as they are the ones most knowledgeable. By asking questions and working with them the Product Owner will quickly be up to speed.

What would be the best two ways to identify that a Development Team is self-organizing? (Choose two.)

A. Management is able to know which members are working on which items.

B. Creativity thrives and new possibilities are explored.

C. The Development Team members are cross-functional and knows what it needs to do to deliver the all tasks committed to the Sprint Planning.

D. The Development Team is able to resolve internal conflicts between members in order to continue working.

A Scrum Master teaches those who are interested in the Development Team's progress that progress in Scrum comes from inspecting an Increment at the Sprint Review.

A. True

B. False

What should a Development Team do if they don't understand a functional requirement?

A. Request a specialist to be added to the Development Team.

B. Move the item to a future Sprint.

C. Complete as much as possible and add the remaining work as a new Product Backlog item.

D. Work with the Product Owner to determine what is possible and acceptable.

The Scrum values promote Development Teams be cross-functional and have all the skills needed to build a product within the team. While starting Scrum, what would be the advantages of keeping the existing component teams (e.g. design, database, backend, frontend)?

A. Component teams would have all the skills needed to focus on their specific technical layer.

B. Component teams generally have all the skills needed to deliver shippable Increments that add business value.

C. Because their productivity is already predictable, they can deliver shippable Increments more quickly than a newly formed team.

D. Because they have been working together for some time, there will be less initial disruption than a newly formed team. As they begin working, they will discover what works best and how to move towards cross-functional teams.

E. There is less communication overhead than working in feature teams.

What are two signs that a Scrum Team is self-managing? (Choose two.)

A. Creativity flourishes and new possibilities are explored.

B. The Scrum Team can resolve conflicts and continue working.

C. Management understands the team's daily tasks at all times.

D. The Developers always know the status of the assigned work needed to deliver the tasks committed in the Sprint Plan.

You are a Scrum Master and one of the Developers approaches you and says: Every Sprint we are not completing regression testing for all of the selected Product Backlog items in the Sprint, but regression testing is part of the Definition of Done. We have discussed with the Product Owner and during the Sprint we decided to change the Definition of Done to remove regression testing. Which two actions are appropriate in this situation? (Choose two.)

A. Agree with altering the Definition of Done, if both the Developers and Product Owner agree.

B. Ask the Developers and the Product Owner if removing regression testing from the Definition of Done allows the team to produce useful and valuable Increments at the end of every Sprint?

C. Ask the Developers and the Product Owner what problem they are going to solve by altering the Definition of Done during the Sprint to remove regression testing. Will this raise transparency or improve quality?

D. Disagree with the decision and tell them that having a stringent Definition of Done is important for the quality of the product, and they need to follow it.

Eight months ago your company started developing a new product consisting of 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?

A. You remove all items from the Product Backlog for 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.