Steven, a Scrum Master, has been hired by an organization that is new to Scrum. He has been invited to meet the IT and product management team to kick-off the project. During the meeting the Product Owner asks how many Sprints will be needed to address the entire architecture and infrastructure before working on the features for the new product. What are the two best responses for Steven to explain how such work is handled in Scrum? (Choose two)

You coach the Product Owner and Development Team to add this work to Product Backlog to ensure transparency, have the Development Team estimate the work and do this in early Sprints while also creating some business functionality in the early Sprints.

You explain that it is more effective when architecture and infrastructure emerge alongside the development of business functionality. The additional advantage is that business value is created more quickly and earlier.

You explain that product management should not worry about technical solutions. You inform them that the developers will work with the IT department when needed and keep the Product Owner updated on additional time required for each Sprint. The additional effort will be added to the top of the Sprint Backlog before Sprint Planning.

You confirm that architecture and infrastructure is needed before starting on business functionality but the estimated budget will be difficult to estimate. You suggest that the first Sprint will be dedicated towards building the technical foundation in order to get an accurate estimation for any additional budget and time required.

Steven, who is a Scrum Master, on one of the Scrum Teams has approached you asking for advice. Their Daily Scrum requires more than 15 minutes and the team has suggested dividing themselves into two separate teams in order to stay within the time box. As another Scrum Master, what would be the best response?

Unsure, dividing a team into two cannot be decided based on this information. You offer to observe.

Agree, this is an appropriate solution to the problem.

Disagree, as the root cause may not be that the team is too big.

Agree, You agree that dividing the team into two is a good strategy to allow the teams to learn how to run Daily Scrums quickly and effectively. Once they've learned to limit the Daily Scrum to 15 minutes, you can merge the teams again.

An organization is using Scrum to build five new products. What would be the best two options for the number of Product Owners the organization should have? (Choose two)

There is one Product Owner responsible for all five products. In order to scale his/her role, he/she can delegate some of the individual Product Owner responsibilities to others within each product but would still remain accountable for the value of the work produced.

There is one Product Owner for each product (so five in total). Each Product Owner may delegate, share and align work within their individual Product Backlog.

Enough Product Owners to delegate as much work needed to maximize utilization of all Development Team members.

There is one Product Owner responsible for all five products. This person is not allowed to delegate any of the Product Owner responsibilities as he/she is accountable for the success of each product.

Your company has notified the stakeholders that they will be delivering the first release of a new product within ten Sprints. On the seventh Sprint, the Scrum Team discovers that they will not be able to include all of the expected features within the first release. The Product Owner believes if they remove some items from the Definition of Done they will be able to accelerate the development process. The Development Team objects to this idea as it will lead to technical debt. As a Scrum Master, what would be the best two ways to explain to the Product Owner the impact of technical debt? (Choose two)

Reducing the Definition of Done will introduce unknown errors as development progresses and functionality is added. The system can become more difficult to stabilize as work progresses. Development for the actual release as well as future releases will be slowed down in unpredictable ways.

Releasing the version upon a reduced Definition of Done creates false assumptions about the actual state of the system. This will create many interruptions during the development of the next release as fixes will need to be done to the previous release caused from a reduction of quality.

As long as there is still technical debt in the current release, feature development for the next release cannot be started. The Product Owner must first agree to this impact before allowing changes to the Definition of Done.

The amount of technical debt will need to be analyzed in order to understand the impact on subsequent releases in order to allocate additional Sprints at the end of the project.

Steven is a Scrum Master for three Scrum Teams building the same product and working from the same Product Backlog. Management wants to standardize how velocity is calculated across all three teams in order to identify which teams are high performing and which teams need more support. What would be the best two responses Steven could provide to management? (Choose two)

There is no direct relationship between velocity and value.

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.

Standardizing velocity across teams is a good way to understand which teams are producing the most value.

Providing incentives based on velocity can increase the Scrum Team's motivation to produce more value.

Which approach would you recommend to ensure that the Product Backlog items discussed at Sprint Planning are well understood, actionable, and easier to forecast?

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.

Having a separate group of business analysts and functional testers analyzing high-ordered Product Backlog items before Sprint Planning.

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.

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 Scrum Master is not only a servant-leader to the Scrum Team and organization, it's also considered a management position. Which three activities describe what a Scrum Master manages as reflected by the Scrum Guide? (Choose three)

The way Scrum is understood and enacted within the organization

Managing the process in which Scrum is applied

Removing organizational impediments that limits the team's progress and productivity

Reporting on the performance of the Sprint

Managing the capacity and utilization of each Development Team member

An organization has just hired you as a new Scrum Master to help them transition their teams from their current traditional process to Scrum. The teams are currently structured to specialize in a single function. This is also known as component teams where a team would only address a single layer (i.e. design, front-end, back-end, database, testing, etc.). You've introduced the concept of cross-functional teams where all the skills needed to produce business functionality, from end to end, are inside of a single team. What should you keep in mind when transitioning from siloed teams to cross-functional teams? (Choose two)

Newly formed teams will need time to stabilize before reaching their peak performance. During the initial stages of forming, performance will suffer and productivity may be low, although even then delivery of business value is still likely to increase.

People from the different layers and components will need time to become accustomed to working and delivering unified functionality together as one Scrum Team thus productivity may suffer.

It is easier to compare the performance between cross-functional teams in order to identify to which teams to assign tasks and which teams need additional coaching.

Paul is a Product Owner for multiple products. Each product is allocated a dedicated Scrum Team and a set budget. Based on the average velocity of a previous product release, Paul had estimated a new product to take 9 Sprints to complete. The average velocity of the previous product release was 50 completed units of work per Sprint. Over the first 3 Sprints, the Development Team reported an average velocity of 40 completed units per Sprint, while not fully completing the required integration tests. The Development Team estimates that integration testing would require additional effort to make the increments shippable. The Development Team is unsure if the required velocity is achievable. What is the most effective way to recover?

The Development Team informs Paul that the progress he has perceived to date is not correct. The Increment is not releasable. They give Paul their estimate of the effort it would take to get the previous work done, and suggest doing that work first before proceeding with new features. The team also re-estimates the effort to make the remaining Product Backlog items done, including all integration effort. In the end, it is Paul's call to continue the project or to cancel.

In the next Sprints, the Development Team strives to make the selected work as close to done as possible and at the minimum 90% completed. Any undone work is divided into new Product Backlog Items that will be deferred to the last Sprint in order to maintain stable velocity.

The Scrum Master will manage the Sprint Backlog and assign work to the Development Team members to ensure maximum utilization of each member. He/ she will keep track of unused resources so that it does not impact the budget. Unused budget can be allocated for additional Sprints if needed.

The Scrum Master sets the open work aside to be performed in one or more release Sprints. They remind Paul to find funding for enough Release Sprints in which this remaining work can be done. Up to one release Sprint per three development Sprints may be required. It is Paul's role to inform users and stakeholders of the impact on the release date.

Paul, a Product Owner of one of the Scrum Teams, has been attending the Daily Scrum. During the Daily Scrum, the Development Team members have been reporting their daily work to Paul so that he is aware of their Sprint progress and what each member is working on. What is the best action for the Scrum Master to take?

Coach Paul and Development Team members on the purpose of the Scrum events and let them figure out what to do in this situation

Ask Paul to stop attending the Daily Scrum

Allow the Paul to participate in the Daily Scrum as he is responsible for the success of the product

Facilitate the Daily Scrums to avoid any conflicts between the Development Team members and Paul

Steven, the Scrum Master, is approached by one of the Development Team members saying that they are not completing regression tests for all of the work they are performing to the level defined in the Definition of Done. They have discussed this with the Product Owner and decided to remove regression testing from the Definition of Done. Which two actions are the most appropriate for Steven to take? (Choose two)

Ask the Development Team and the Product Owner what problem they are trying to solve by altering the Definition of Done and removing regression testing from it. In what ways will this decision impact transparency and quality?

Ask the Development Team and the Product Owner if they are still able to produce potentially shippable product increments by altering the Definition of Done?

Reject the decision as the long term maintainability of the product will be negatively impacted by modifying the Definition of Done.

Accept the decision as a mutual agreement has been made between the Development Team and the Product Owner.

At the end of the eighth Sprint, the internal sponsors are upset and angry with the progress of the product being built. The current state of the product is not as expected and will require additional Sprints and more budget than originally anticipated at the start of the project. What factors may have led to this? (Choose three)

The Product Owner has not been engaging with sponsors frequently enough and has not been kept aware of the overall progress of the project.

The sponsors haven't been using the Sprint Reviews to actively engage, and inspect and evaluate progress.

The Scrum Master has not ensured transparency.

The scope changes have not been tracked adequately and the change request process has not been followed properly.

The stakeholders have not been using the Daily Scrum effectively to track the Development Team's progress.

Three Development Teams are currently building a single product and pulling work from the same Product Backlog. All three teams have identified that they will need Dan, a database specialist, to work full time in their team for the next several Sprints. What should Steven, the Scrum Master, do to solve this potential problem?

Facilitate a discussion with all Development Teams on how they want to deal with this issue, and help them implement their preferred solution.

Manage the items in the Sprint Backlogs so that Dan can be utilized evenly for each team.

Assign Dan to the team with the most urgent tasks first and then move him to the next team and so on until the required support is completed.

Ask Dan to work with the HR department to recruit and hire additional database specialists. In the meantime, have the Product Owner move items that do not depend on Dan to the top of the Product Backlog.

An organization wants to apply Scrum to build a new product and has hired Steven to be the Scrum Master of three new teams that will build the first release. The organization is new to Scrum and asks Steven for advice on how to start. Which two things should Steven first advise? (Choose two)

Having one Product Owner to be accountable for maximizing the flow of value throughout the development process and provide transparency on the overall progress.

One Product Backlog to represent all of the known work needed to be done for the product.

Each Scrum Team has its own Product Backlog with items only their team will be working on.

Three Product Owners, one for each Scrum Team.

A Development Team has a total of six members, 4 members who work full time in the office and 2 members who work part time at home. The Development Team is complaining that it is too difficult to synchronize every day and has suggested having the Daily Scrum every other day instead. What would be three key concerns if the Daily Scrum is held less frequently? (Choose three)

Impediments are raised and resolved more slowly.

Opportunities to inspect and adapt the Sprint Backlog are reduced.

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

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

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

Steven is a Scrum Master asked to assist in creating five new Scrum Teams that will be working to build a highly anticipated product. He talks with them about the importance of being able to integrate their Increments by the end of their Sprints. This includes the first Sprints. The product is very important to both the end users and the organization. Of the choices raised by future team members, what would Steven encourage?

All Scrum Teams agree on a mutual understanding of done that defines all work necessary to deliver a potentially shippable Increment that includes all previous Increments delivered for the product.

Each Scrum Team delivers Increments in its own code branch. After UAT is performed at the Sprint Review, the code branch is isolated until enough Increments are considered acceptable. All code branches will then be merged during the release phase

Each Scrum Team delivers functionality at the end of each Sprint. New Product Backlog items will then be added to the next Sprint Backlog to integrate their functionality with the other teams to create a unified Increment.

Wait until enough of the infrastructure and architecture is in place before starting the first Sprints. This will increase the success of delivering integrated Increments in Sprint 1.

According to the values of Scrum, which is the best way to create Development Teams?

Provide boundaries to the developers and allow them to self-organize into Development Teams.

The Product Owner will create a skills matrix according to what is needed for the project and work with the technical leads to allocate resources to the team.

Work with the leadership team to allocate members according to skills, seniority and experience to ensure that all Development Teams are balanced fairly.

In Scrum, how would budgeting and financial forecasting be performed? (Choose two)

Frequently inspect the outcomes of the delivered Sprint Increments to understand how much value is being produced per investment spent.

A single release may be funded with several Sprints where every Sprint is producing shippable increments.

Budgeting is not necessary as the only funding necessary is the operational costs of the Scrum Teams.

Fixed budgets are not allowed in Scrum.

Steven is a Scrum Master that was hired to help an organization, that is new to Scrum, understands and enacts Scrum effectively. Which three activities would be acceptable? (Choose three)

Educate stakeholders and clients about Scrum.

Arrange 1:1 coaching sessions to discuss any identified concerns Steven may have.

Require all teams in the organization to start using Scrum as soon as possible.

Extend Retrospectives to include formal training.

A Scrum Team has been working on a product for several iterations and has an average velocity of 55 units of done work per Sprint. A second team will be added to work on the same product. What might be the impact on the original team?

Their velocity is likely to drop and be less than 55.

Their velocity is likely not affected and will remain at 55.

Their velocity is likely to rise and be more than 55.

What would be two boundaries, defined in Scrum, that give guidance for teams to effectively self-organize? (Choose two)

Time-boxing the events in Scrum to allow for regular inspection and adaptation creating opportunities to adjust course in any given path.

Creating an integrated and potentially shippable Increment by the end of each Sprint.

Clearly defined functional teams within the Development Team to define hand-off phases during development.

Having a mixture of different levels of skills and experience to promote domain knowledge sharing.

Peter, the Product Owner, has been giving positive recognition to individual Development Team members who have moved their work to done during the Daily Scrum. Peter wants to ensure the team is adhering to the ideal guideline on the burndown chart. What would be two valid actions for Steven, the Scrum Master, to take? (Choose two)

Steven talks with Peter about concerns of how his behavior might impact the team members and request that he stop attending for now.

Steven coaches the Scrum Team about the purpose of the Daily Scrum.

Steven coaches Peter on best practices for updating the burndown chart as it provides accurate information on how well the team is performing.

Nothing. Steven is optional at the Daily Scrum and it is the responsibility of the team to decide how to best run it.

A Scrum Team has requested a hardening Sprint to integrate the work produced in previous Sprints and test before releasing. What three scenarios has likely occurred? (Choose three)

The team's Definition of Done is not being adhered to during every Sprint.

The team's Definition of Done is weak or incomplete causing a build up of technical debt.

The Development Team is having difficulties with the ability to regularly release during a Sprint.

Hardening Sprints are supported by the Scrum framework so this is acceptable.

Scrum has been customized in a suitable manner to make the previous work releasable.

Which three statements best describe the purpose of having a Definition of Done? (Choose three)

It provides guidance to the Development Team when they are forecasting their Sprint Backlog during the Sprint Planning.

As the Development Team is doing the work, it provides guidance on the remaining work needed to create the potentially shippable Increment by the end of the Sprint.

It creates transparency and provides a common understanding of the done state of the Increment at the Sprint Review.

It is a checklist to monitor the Development Team member's progress on a task.

It helps the Development Team defer any pending work to subsequent Sprints.

What is management's role in Scrum?

To provide the necessary environment and support needed as defined by the Scrum Guide by providing insights and resources that help the Scrum Teams continue moving forward.

Identifying and removing people that are performing poorly.

Monitoring skill levels of the Development Team.

Monitoring the Development Team's velocity.

What would likely happen if management only changed the organization's current terminology to fit Scrum without the proper understanding and support of Scrum as defined in the Scrum Guide?

Very little change will happen as the vocabulary in Scrum is specifically defined for implementing Scrum.

The organization may not realize the real benefits of Scrum as there would be no real change on the way the teams work.

Organizations may feel less stressed as the behaviors would remain familiar to management.

Which statement best describes Scrum?

A framework to address complex products in complex environments.

A clearly defined methodology that defines the software development process.

A manual for defining best practices for software development.

A clearly defined and predictable process that follows the principles of Computer Science.

Peter, a Project Manager, has raised concerns about your Scrum Team's productivity and progress towards the objectives. Which is the best way to respond to Peter's concerns?

Share the Product Backlog, the projections towards the release dates and ensure that Peter has access

Show the Profit & Loss (P&L) report

Share the last stakeholder status report prepared by the Scrum Master

The three pillars of empirical process control consist of:

Inspection, Transparency, Adaptation

Planning, Inspection, Adaptation

Planning, Demonstration, Retrospective

Respect For People, Kaizen, Eliminating Waste

Steven, a Scrum Master, is approached by the Development Team members complaining that one of the senior engineers is using too much time during the Daily Scrums to share technical solutions. Which are the best two actions for Steven to take? (Choose two)

Coach the Development Team to help them find a way to solve the problem, and for them to take ownership of the solution.

Speak with the person privately and coach him on the purpose of the Daily Scrum.

Contact the team member's direct manager and to resolve this problem.

Suggest that the team members time-box the amount of time each person can speak at the Daily Scrum to a maximum of two minutes.

Suggest using a token to limit who is allowed to speak during the Daily Scrum.

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)

Having an Increment of working software that is potentially releasable to the end users.

All the work performed as defined in the Definition of Done.

All the work needed to prepare the Increment for User Acceptance Testing.

All the work needed to prepare the Increment for Integration Testing.

All the work completed within the current skills and expertise in the Development Team.

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?

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.

Bring the Development Team members together and interpret the Definition of Done for them so that there are no future conflicts on interpretation.

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.

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.

Steven, the Scrum Master, observes that one of the Development Team members is not attending the Daily Scrum. The Development Team feels this is OK as they all sit in the same area and already have constant communication throughout the day. Which is the best action for Steven to take?

Ask the Development Team, what value will result from having all team members present at the Daily Scrum and what are the risks if members don't attend.

Start running the Daily Scrum and require all members to be in attendance.

Talk to the Development Team member privately and tell him that he needs to be a team player.

The Daily Scrum is owned by the Development Team and it is their responsibility to decide which team members must participate.

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?

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.

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.

Take the time between Sprints to organize a team building session to rebuild the relationship.

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.

Individual Development Team members have been approaching Steven, the Scrum Master, to complain about Chris. Chris has the most experience on the system they are building. He often questions the choices team members make in design and architecture making them feel bad. What are two good ways for Steven to address this problem? (Choose two)

Steven observes whether this topic is raised at the Sprint Retrospective. If not, then he checks with the team on how comfortable they are with the way the design and architecture is being handled.

Steven suggests facilitating a session with the full team to help resolve the issue.

Steven tells the concerned members that Chris's opinions should be respected as he has the most experience and understands what is best for long term sustainability.

Steven shares his concerns with Chris and the impact on the other team members and that he should be a team player.

Steven takes the time between Sprints to organize a team building session to build a stronger relationship.

By the end of the Sprint, a Product Backlog item in the Sprint Backlog does not meet the team's Definition of Done. What two things should happen with the item? (Choose two)

Do not include the item in the Increment for the Sprint.

Estimate the remaining work needed to make it done and add it to the Product Backlog for the Product Owner to decide what to do with it.

It will be inspected at the Sprint Review and if it is acceptable by the stakeholders then include it in the Increment.

Split the item and add the estimation of the completed work to the current Sprint so not to impact the velocity and add the undone work to the next Sprint.

PSM II: Professional Scrum Master II

Authored by Pedram Keshavarzi

Professional Development, Business, Special Education

Professional Development

Used 403+ times

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180 questions

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MULTIPLE SELECT QUESTION

3 mins • 1 pt

A new member has just joined an existing Development Team that has been together for several Sprints. During the Sprint, the individual has been trying to share his ideas and viewpoints but is continuously ignored by the rest of the Development Team.
Which three Scrum Values has the Development Team been neglecting? (Choose three)

Commitment

Respect

Courage

Focus

Openness

MULTIPLE SELECT QUESTION

3 mins • 1 pt

Which two behaviors would reflect Servant Leadership in a Scrum Master? (Choose two)

Facilitating Scrum Events as requested or needed

Coaching the Development Team, the Product Owner and the organization on how to work empirically

Staying away from internal Development Team interactions, maximizing their autonomy and freedom

Resolving every impediment for the Development Team

MULTIPLE CHOICE QUESTION

3 mins • 1 pt

Collaboration issues and technical dependencies between multiple Scrum Teams working on the same product can be fully resolved by using the correct version control tools.

True

False

MULTIPLE SELECT QUESTION

3 mins • 1 pt

Which two statements are the most accurate in regards to scaling Scrum for large projects requiring multiple Scrum Teams? (Choose two)

A person focusing on the Sprint Backlog of a single Scrum Team is often more productive than that same person working on multiple Scrum Teams at the same time.

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

Team members must work full time on a single Scrum Team.

Customizing the core Scrum framework is necessary to be successful with Scrum at large scale.

MULTIPLE SELECT QUESTION

3 mins • 1 pt

You have a Scrum Team that has been working together for over a year. The Development Team consists of eleven members who rarely collaborate and work within their functional boundaries. There are no Sprint Goals and most of the items in the Sprint Backlog are unrelated. The Scrum Team has concluded that it is not possible to create Sprint Goals based on the items in the Product Backlog.
What might explain why the Scrum Team is finding it difficult to craft Sprint Goals? (Choose all that apply)

The Sprints are too long.

The Product Owner is not empowered to make decisions about items in the Product Backlog nor how they are ordered.

The Product Owner doesn't set objectives that he/she wants to achieve with upcoming Sprints.

Scrum might not be the best framework for this team.

The Development Team is too big.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

According to the Scrum Guide, where should the Daily Scrum be held?

Wherever the Development Team decides is most suitable.

In a room where management can attend.

In the same location where the Development Team is seated.

In front of the Scrum board.

Wherever the Scrum Master decides is best.

MULTIPLE SELECT QUESTION

3 mins • 1 pt

During the Sprint Retrospective, the team is discussing the quality issues that prevented the team from delivering a releasable Increment at the end of the Sprint.
The Development Team does, however, mention that they were able to achieve a high velocity.
What are the best two responses for Steven, their Scrum Master, to take? (Choose two)

Stress the value of working software over measured velocity

Agree and acknowledge the Development Team's hard work, so they will be motivated to do even more in the next Sprint

Acknowledge the hard work but remind the Development Team that they need to improve in order to do even more in the next Sprint

Facilitate a discussion on how to improve the quality to a level high enough for the Increment to be releasable, even if the measured velocity drops in the next Sprint

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PSM II: Professional Scrum Master II

Which two behaviors would reflect Servant Leadership in a Scrum Master? (Choose two)

Collaboration issues and technical dependencies between multiple Scrum Teams working on the same product can be fully resolved by using the correct version control tools.

Which two statements are the most accurate in regards to scaling Scrum for large projects requiring multiple Scrum Teams? (Choose two)

According to the Scrum Guide, where should the Daily Scrum be held?

Adding more resources in Scrum will proportionally increase the value delivered.

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