Most Recent Scrum PSM-II Exam Dumps

Prepare for the Scrum Professional Scrum Master II exam with our extensive collection of questions and answers. These practice Q&A are updated according to the latest syllabus, providing you with the tools needed to review and test your knowledge.

QA4Exam focus on the latest syllabus and exam objectives, our practice Q&A are designed to help you identify key topics and solidify your understanding. By focusing on the core curriculum, These Questions & Answers helps you cover all the essential topics, ensuring you're well-prepared for every section of the exam. Each question comes with a detailed explanation, offering valuable insights and helping you to learn from your mistakes. Whether you're looking to assess your progress or dive deeper into complex topics, our updated Q&A will provide the support you need to confidently approach the Scrum PSM-II exam and achieve success.

The questions for PSM-II were last updated on Feb 21, 2025.

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Question No. 1

How should requirements be distributed when multiple Scrum Teams work on the same product?

(choose the best answer)

A. They must be selected from one Product Backlog in such a way that each Scrum Team has an equal volume of requirements per Sprint.

BThe Scrum Teams pull in work from a shared Product Backlog in agreement with the Product Owner and the other teams.
C. The Scrum Team with the highest velocity pulls items from an overall Product
Backlog first

DThe Product Owner decides by providing each team with its own Product Backlog.

Show Answer

Correct Answer: B

When multiple Scrum Teams work on the same product, they share one Product Backlog that contains all the requirements for the product. The Product Owner is responsible for ordering and refining the Product Backlog items, but does not assign them to specific teams. Instead, the Scrum Teams pull in work from the Product Backlog in agreement with the Product Owner and the other teams, based on their capacity, skills, dependencies, and Sprint Goals. This way, the Scrum Teams can self-organize and collaborate to deliver a coherent and valuable product Increment.

The Scrum Guide, November 2020, p. 7-8

Can two teams work on one product backlog?, Scrum.org, January 6, 2020

Question No. 2

A few members of the Scrum Team discuss work that is not being done. Some say it is part of the Definition of Done, others say it is not. After an hour of angry discussion, someone starts making personal insults and anger levels rise. What is the best action for the Scrum Master to take?

(choose the best answer)

ADefuse the conflict. Take the Definition of Done and tell the other members of the Scrum Team how to interpret it, so they can autonomously decide whether the debated work is or is not part of it

BConduct a session to help the Scrum Team resolve the conflict and create a uniform Definition of Done. Remind the other members of the Scrum Team that conflicting ideas are natural, but making it personal does not help.

CEnd the discussion. Make the call whether the work is or is not part of the Definition of Done. Identify who is involved in the conflict and decide on their further presence on the Scrum Team.

DTake the people involved aside. Ask them to resolve the situation outside of the Scrum Team, if required through their managers. The goal is to maintain stability in the team.

Show Answer

Correct Answer: B

The best action for the Scrum Master to take in this situation is to conduct a session to help the Scrum Team resolve the conflict and create a uniform Definition of Done.This is because the Scrum Master is a servant-leader, a facilitator, and a coach to the team, who should have the skills to help resolve conflicts if called upon by the team1.The Scrum Master can employ various strategies to effectively resolve conflicts within the Scrum Team, such as promoting open communication, facilitating active listening, mediating disagreements, and fostering collaboration2.The Scrum Master can also remind the team members that conflicting ideas are natural and can be beneficial for innovation and learning, but making it personal does not help and violates the Scrum values of respect and openness3.The Scrum Master can guide the team to create a clear and shared Definition of Done that reflects their quality standards and expectations for the product4.

The other options are not the best actions for the Scrum Master to take, because they either undermine the self-organization and autonomy of the team, escalate the conflict, or avoid addressing the root cause of the problem.

Question No. 3

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

(choose the best answer)

AYou 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

BYou remove all items from the Product Backlog tor which development is forecast to be beyond the expected date.

CYou 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.

DYou lengthen your Sprints to accommodate the delays.

Show Answer

Correct Answer: C

As a Scrum Master, you could help the Product Owner by suggesting 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. This would allow you to collaborate with the stakeholders and align on the expectations and priorities of the product. You could also inspect and adapt your integration process and communication channels with the other teams to minimize the impact of changes and dependencies.

The Scrum Guide 2020, section ''The Scrum Master''

The Scrum Master Learning Path, module ''The Scrum Master as a Coach''

The Professional Scrum Master II Course, topic ''Stakeholder Management''

Question No. 4

You are the Scrum Master of a Scrum Team that is new to Scrum. The Product Owner comes to you halfway through the Sprint and says, "l do not feel like the De-velopers will be able to meet the forecast that they developed during Sprint Planning." What should you do in this situation?

(choose the best answer)

ACoach 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.

BAgree to help the Product Owner by having a discussion with the Developers about the importance of meeting their forecast.

CAdd more people to the Scrum Team to meet the Product Owner's ex-pectations.

DTalk to the Developers. Challenge and inspire them to complete all of the work so that they meet their forecast.

Show Answer

Correct Answer: A

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.

This is true because the Scrum Master's role is to help the Product Owner understand the Scrum framework and its principles, such as empiricism, self-organization, and collaboration12.The Scrum Master should also remind the Product Owner that the forecast is not a commitment, but a plan that can be adjusted based on the Sprint progress and feedback3. The Scrum Master should focus on the value and outcome of the Sprint, rather than the output and scope.

Question No. 5

Marian is a product Owner working on a Scrum Team on a new release for her product. Based on the average velocity of the previous release Marian estimated the project to take seven Sprints. Average velocity In the previous release was thirteen completed units of work per Sprint Development is three Sprints underway, with tour more Sprints to go until the release.

Product Backlog has been stable.

Over the first three Sprints, the Developers report their average velocity is nine, while not having fully tested all the delivered functionality. The Developers estimate that the unfinished testing would have required of a Sprints time. The Developers believe that the required

velocity of thirteen is within their reach. What is the most effective way to recover?

(choose the best answer)

A. The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian 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 Marian's responsibility to inform users and stakeholders Of the impact on the release date.

B. Transparency needs to be restored by addng the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only 13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team Or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders.

CIn the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog.

DThe Developers inform Marian that the progress she has perceived to date is not correct The Increment is not releasable. They give Marian their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. The Developers also re-estimate the effort to complete the remaining backlog, including all testing. In the end, it is Marian's call to continue the project or to cancel.

Show Answer

Correct Answer: D

The most effective way to recover is to restore transparency and trust by informing the Product Owner that the progress she has perceived to date is not correct.The Increment is not releasable because it does not meet the Definition of Done12, which is a shared understanding of what it means for work to be complete12. The Developers should give the Product Owner their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features.This way, the Developers can ensure that they deliver a valuable, useful, and potentially releasable Increment every Sprint12. The Developers should also re-estimate the effort to complete the remaining backlog, including all testing, and communicate any changes or risks to the Product Owner.In the end, it is the Product Owner's call to continue the project or to cancel it, based on the value and feasibility of the product12.

Some reasons why the other options are not correct are:

A: The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. This option is not correct because it violates the Scrum framework and the Scrum values.The Scrum framework does not prescribe any release Sprints or separate phases for testing or integration12.The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not postpone or hide their undone work. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not mislead or deceive the Product Owner.The Developers should respect the Product Owner's authority and accountability for maximizing the value of the product and the work of the Developers12, not shift the responsibility or blame to them. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.

B: Transparency needs to be restored by adding the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only 13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders. This option is not correct because it violates the Scrum framework and the Scrum roles.The Scrum framework does not prescribe any velocity or points as measures of progress or success12.The Scrum roles include Product Owner, Scrum Master, and Developers12.The Product Owner is accountable for maximizing the value of the product and the work of the Developers12, not for tracking or controlling their velocity or points.The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide1, causing change that increases the productivity of the Scrum Team1, and working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization1, not for assessing or judging the performance of the Developers or initiating a restart or cancellation of the project.The Developers are accountable for creating a valuable, useful, and potentially releasable Increment every Sprint12, not for meeting a predetermined velocity or points target.

C: In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog. This option is not correct because it violates the Scrum framework and the Scrum values.The Scrum framework requires that each Sprint delivers a potentially releasable Increment that meets the Definition of Done12, not a partially done or incomplete product that accumulates technical debt or quality issues.The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not compromise on quality or value. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not hide or ignore their undone work.The Developers should respect the Product Owner's authority and accountability for maximizing the value of the product and the work of the Developers12, not burden them with additional work or risk. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.

What is an Increment? | Scrum.org

What is a Product Increment? | Scrum.org

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