Scrum PSM-II Exam Actual Questions

When multiple Scrum Teams work from the same Product Backlog, they need to collaborate and coordinate their work to deliver a potentially releasable Increment that meets the Definition of Done. This requires minimizing dependencies between Scrum Teams, such as technical, functional, or organizational dependencies. Dependencies can cause delays, rework, waste, and lower quality.Scrum Teams should strive to be cross-functional and autonomous, and use techniques such as feature slicing, dependency mapping, and integration testing to reduce dependencies123.Reference:1: https://www.scrum.org/resources/blog/dependencies-between-scrum-teams2: https://www.scrum.org/resources/blog/feature-slicing-how-make-it-work3: https://www.scrum.org/resources/blog/integration-testing-scrum-projects

One of the ways to do this is by facilitating the Scrum events, such as the Sprint Review, where the Scrum Team and the stakeholders inspect the product Increment and adapt the Product Backlog2. In this situation, where there is a conflict among the stakeholders about the budget and the funding, your two best options are:

Encourage the stakeholders to focus on delivering the highest value items for the next Sprint. This option aligns with the purpose of the Sprint Review, which is to collaborate on what was done in the Sprint and what to do next2. By encouraging the stakeholders to focus on delivering value, you are helping them prioritize the most important features or functionalities that can maximize the return on investment and reduce risk3. This can also help them align their expectations and goals, and create a shared understanding of the product vision.

Ask for a short break for people to calm down and be objective. This option aligns with your role as a facilitator, who helps the participants have constructive and respectful conversations4. By asking for a short break, you are giving them a chance to cool off and regain their composure. This can also help them be more objective and rational, and avoid emotional reactions that can escalate the conflict or damage the relationship.

The other options are not advisable because:

It is the Product Owner's meeting, so do nothing. This option is incorrect because it contradicts your accountability as a Scrum Master. The Sprint Review is not only the Product Owner's meeting, but a collaborative event that involves the whole Scrum Team and the stakeholders2. As a Scrum Master, you have a responsibility to facilitate this event and ensure that it is productive and valuable1. Doing nothing would mean neglecting your duty and allowing the conflict to persist or worsen.

Defend the budget, asking the stakeholders to support the funding of the work. This option is incorrect because it goes beyond your scope as a Scrum Master. The budget and the funding are not your primary concerns, but rather the value and quality of the product that you deliver1. Defending the budget would mean taking sides in the conflict, which can compromise your neutrality and credibility as a facilitator. It can also create more tension and resentment among the stakeholders, who may feel that you are not listening to their perspectives or interests.

Argue that the Scrum Team needs to be kept busy while the funding is confirmed. This option is incorrect because it contradicts the principle of empiricism, which is the foundation of Scrum5. Empiricism means that you make decisions based on what is known, rather than what is assumed or predicted5. Arguing that the Scrum Team needs to be kept busy while the funding is confirmed would mean ignoring or denying the reality of the situation, which can lead to waste or inefficiency. It can also undermine the trust and collaboration between the Scrum Team and the stakeholders, who may feel that you are not transparent or accountable.

As a Scrum Master, you are accountable for establishing an environment where the Scrum Team can be effective and deliver valuable products1.One of the ways to do this is by supporting the Product Owner in managing the Product Backlog and engaging with the stakeholders2. In this situation, where there is a performance issue with the product, your best option is:

Encourage the Product Owner to bring the performance concerns to the rest of the Scrum Team and work together to improve the Definition of Done.This option aligns with the principle of empiricism, which is the foundation of Scrum3.Empiricism means that you make decisions based on what is known, rather than what is assumed or predicted3.By encouraging the Product Owner to bring the performance concerns to the rest of the Scrum Team, you are helping them inspect the product Increment and adapt the Product Backlog based on transparent feedback from the stakeholder4. You are also helping them collaborate on improving the Definition of Done, which is a shared understanding of what it means for a product Increment to be complete and potentially releasable. The Definition of Done should reflect the quality standards and expectations of the stakeholders, and should be updated as needed to ensure that the product meets their needs and delivers value.

The other options are not advisable because:

Wait to bring this up in the next Sprint Retrospective as this is the appropriate time for the Developers to re-consider the Definition of Done.This option is incorrect because it contradicts your accountability as a Scrum Master. The Sprint Retrospective is an opportunity for the Scrum Team to reflect on their performance and identify improvements for the next Sprint. However, it is not the only time for them to inspect and adapt their product and process.As a Scrum Master, you should promote continuous improvement and help the Scrum Team address any issues or impediments as soon as they arise1. Waiting to bring this up in the next Sprint Retrospective would mean delaying feedback and action, which can lead to waste or dissatisfaction.

Bring the concern to the quality assurance members of the Scrum Team and ask them to improve how the system is tested.This option is incorrect because it goes against your role as a facilitator, who helps the participants have constructive and respectful conversations. By bringing the concern to only a subset of the Scrum Team, you are creating silos and excluding others from contributing or learning. You are also implying that quality is only their responsibility, rather than a shared accountability of the whole Scrum Team. Moreover, you are not asking them for their input or feedback, but telling them what to do, which can undermine their autonomy and motivation.

Explain to the Product Owner that it is up to the Developers to decide on acceptable performance standards as they own the Definition of Done.This option is incorrect because it contradicts your role as a coach, who helps people grow and improve their skills and behaviors. By explaining to the Product Owner that it is up to the Developers to decide on acceptable performance standards, you are dismissing their concern and creating a gap between them and the Developers. You are also ignoring their valuable perspective and input as a stakeholder representative, who has a clear vision of what value means for the product. Instead of explaining, you should be asking questions and listening actively, and facilitating a dialogue between them and the Developers.

According to the Scrum Guide 2020, the Scrum Team commits to achieving the Sprint Goal and creating a valuable product Increment every Sprint1.The Sprint Goal is a short statement that provides direction and focus for the Scrum Team throughout the Sprint2.The product Increment is a concrete and usable outcome that meets the Definition of Done and adds value to the product3. Therefore, the Scrum Team commits to:

Working towards the Sprint Goal.This means that the Scrum Team collaborates and coordinates their work to deliver a product Increment that satisfies the Sprint Goal.The Sprint Goal is chosen by the Scrum Team during Sprint Planning, based on the Product Backlog items that they forecast to complete in the Sprint2.The Sprint Goal provides coherence and alignment for the Scrum Team, and helps them cope with complexity and uncertainty4.

Seeking stakeholder feedback.This means that the Scrum Team engages with the stakeholders and customers who have an interest or influence on the product. The Scrum Team seeks their feedback to inspect and adapt the product Increment and the Product Backlog, and to validate their assumptions and hypotheses. The Sprint Review is an event where the Scrum Team and the stakeholders collaborate on what was done in the Sprint and what to do next.

Upholding transparency.This means that the Scrum Team makes all aspects of their work visible to those who are responsible for the outcome. Transparency enables inspection and adaptation, which are essential for empiricism. The Scrum Team upholds transparency by using the Scrum artifacts (Product Backlog, Sprint Backlog, and Increment) as sources of information and progress, and by having frequent and honest communication among themselves and with the stakeholders.

The other options are not correct because:

Getting all the forecast work in the Sprint Plan done.This option is incorrect because it implies that the Scrum Team is committed to a fixed scope of work, rather than a flexible goal. The Scrum Guide 2020 states that ''the Developers do not commit to completing all of the work planned during a Sprint Planning'' but rather ''they plan their work as they perform it throughout the Sprint''. The Scrum Team can modify their Sprint Backlog during the Sprint as needed, as long as they do not endanger the Sprint Goal.

Increasing velocity.This option is incorrect because it implies that the Scrum Team is committed to a metric that is not part of the Scrum framework. Velocity is a measure of how much work a team can deliver in a given time period, usually based on story points or hours. However, velocity is not a reliable indicator of value or quality, and it can vary depending on many factors, such as team size, complexity, dependencies, etc. The Scrum Guide 2020 does not mention velocity as a commitment or an artifact of the Scrum Team.

Having the Product Owner available to the Developers on a daily basis.This option is incorrect because it implies that the Product Owner is not part of the Scrum Team, but rather an external stakeholder. The Scrum Guide 2020 states that ''the Product Owner is one person who is a member of the Scrum Team'' and ''is accountable for maximizing value resulting from work of Developers''. The Product Owner collaborates closely with the Developers throughout the Sprint, not only by being available, but also by providing vision, guidance, feedback, and clarification.

According to the Scrum Guide 2020, the Sprint Goal is a short statement that provides direction and focus for the Scrum Team throughout the Sprint1.The Sprint Goal is chosen by the Scrum Team during Sprint Planning, based on the Product Backlog items that they forecast to complete in the Sprint1.The Sprint Goal also gives Developers flexibility and creativity on how to implement functionality during the Sprint, as long as they do not endanger the Sprint Goal1. Therefore, the statements that are true about the Sprint Goal are:

During Sprint Planning, the Scrum Team crafts a Sprint Goal based on an objective that the Product Owner would like to achieve that Sprint.This statement is true because it reflects the purpose and process of creating a Sprint Goal.The Product Owner proposes an objective for the Sprint, based on the current state of the product and the stakeholders' needs2.The Developers then select the Product Backlog items that support that objective, and craft a Sprint Goal that expresses what value they will deliver in the Sprint2.

Sprint Goals give Developers flexibility and creativity on how to implement functionality during the Sprint.This statement is true because it reflects the benefit and outcome of having a Sprint Goal.The Sprint Goal is not a fixed scope of work, but a flexible goal that guides the Developers' decisions and actions3.The Developers can modify their Sprint Backlog during the Sprint as needed, as long as they do not endanger the Sprint Goal1.The Sprint Goal also encourages the Developers to work together rather than on separate initiatives3.

The other statements are not true because:

Sprint Goals often change during the Sprint as new insights emerge during the work.This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a commitment by the Developers that does not change during a Sprint1.The Sprint Goal provides coherence and alignment for the Scrum Team, and helps them cope with complexity and uncertainty3. Changing the Sprint Goal during a Sprint would undermine its value and impact, and create confusion and waste.

The use of Sprint Goals is optional in the Scrum Framework.This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a mandatory element of each Sprint1.The Scrum Guide 2020 states that ''the entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint'' and ''the Developers commit to achieving the Sprint Goal''1. Without a Sprint Goal, there would be no clear direction or focus for the Scrum Team, and no way to measure their progress or success.