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

A. Up to 10% of the capacity of the Development Team in a typical Sprint, but as much as 90% in early Sprints B. As much as the Product Owner deems necessary to create enough ready Product Backlog Items C. No more than 10% of the capacity of the Development Team D. As much as the Product Owner and Development Team agree is necessary to create enough ready Product Backlog Items

A. Managing the process in which Scrum is applied. B. Removing organizational impediments that limits the team's progress and productivity. C. Managing the capacity and utilization of each Development Team member. D. Reporting on the performance of the Sprint. E. The way Scrum is understood and enacted within the organization. F. Managing the Product Backlog items and work in the Sprint Backlog.

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 facilitates Scrum events as requested or needed C. The Scrum Master coaches the Scrum Team and the organization how to work empirically. D. The Scrum Master resolves every impediment that the Developers run into

A. Talk to the Developers. Challenge and inspire them to complete all of the work so that they meet their forecast. B. Agree to help the Product Owner by having a discussion with the Developers about the importance of meeting their forecast. C. Coach the Product Owner that achieving the Sprint Goal is the Scrum Team's objective. A forecast is only used to initially estimate the effort required to reach the Sprint Goal. D. Add more people to the Scrum Team to meet the Product Owner's ex-pectations.

A. Offer the Product Owner help in understanding that the goal of ordering the Product Backlog is to maximize the flow of value. B. Delay the Sprint in order for the Product Owner to have enough time to prioritize the Product Backlog. C. Have the Development Team order the work instead of the Product Owner. D. Have the Product Owner order the items based on size, having the Development Team work on the smallest items first. E. Delegate the work to the Assistant Product Owner.

A. Stakeholders, Scrum Master, Project Manager, Product Owner B. Engineers, Business Analyst, Product Owner C. Product Manager, Business Analyst, Development Team, Stakeholders D. Development Team, Scrum Master, Product Owner

A. It is put on the Product Backlog for the Product Owner to decide what to do with it. B. Only the stakeholders decide over acceptance of undone work and whether to release it. C. Review the item, add the done part of the estimate to the velocity and create a Story for the remaining work. D. The item is not included in the Increment for this Sprint.

A. Teach the Developers how to deal with this situation by attending the Daily Scrum yourself. B. Ask the Developers, what value they get by having the Daily Scrum with all team members present and what might go wrong if all Developers do not attend. C. You do not intervene. The Developers own the Daily Scrum, so they should deal with any issues with attendance. D. Talk to the Developer who is missing the Daily Scrum and ask her to always attend the Daily Scrum.

A. In the same location where the Development Team is seated. B. Wherever the Development Team decides is most suitable. C. In front of the Scrum board. D. In a room where management can attend. E. Wherever the Scrum Master decides is best.

A. A group of full-stack developers shared across multiple teams. B. Cross-skilled individuals who are able to do all the work necessary to deliver a shippable Increment at the end of the Sprint. C. A team of skilled developers that can effectively multi-task on multiple Product Backlog items at the same time. D. A team of engineers, testers, business analysts, technical architects and functional managers.

A. Having the Product Owner work with stakeholders between the end of the last Sprint and before beginning the next to prepare the Product Backlog items so not to interrupt the Development Team. B. Having the Development Team use some time during each Sprint to help the Product Owner analyze, estimate, and design items at the top of the Product Backlog that is projected to be worked on in the upcoming Sprint. C. Having a separate group of business analysts and functional testers analyzing high-ordered Product Backlog items before Sprint Planning. D. Having the business analysts in the Development Team create the upcoming Product Backlog items during a Sprint and adding them to the next Sprint's forecast.

A. There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams. B. There is one Product Owner for all five products. This person may not delegate work to others for specific value, capabilities, and functionality, given these are all the Product Owner's individual responsibility. C. There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog. D. There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.

A. The Definition of Done is not being met every Sprint. B. The Definition of Done is weak or incomplete, allowing technical debt to accumulate. C. The Developers find it nearly impossible to create a valuable, useful product Increment in a Sprint. D. Scrum has been modified in an acceptable manner to introduce "Quality Assurance and Release Readiness Sprints". E. You are following Scrum and the concept of a Hardening Sprint.

A. Have the Scrum Team members introduce their background experience with each other, ask the Product Owner to discuss the product and answer questions, and ensure the team understands the need for a Definition of "Done." B. Ensure the Scrum Team members have compatible personalities, have the tech leads clarify the expectations and responsibilities of each role, and propose a performance rewards system.