PSM II: Professional Scrum Master II

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

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

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

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.

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.

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.

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

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

• True

• False

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 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 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 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.

• 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.

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?

• Agree, this is an appropriate solution to the problem.

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

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

• 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.