PSM II Block 05 - Certifica2IT

Professional Scrum Master II

Questions Block 05

1. Which two scenarios would best represent a self-organizing Development Team? (Choose two.)

The Development Team members are strictly focused on the work within their functional role and always handing off the work to other roles in a timely matter.

Management works with the Scrum Master to optimize the Development Team’s progress during the Sprint.

Development Team members collaboratively select and re-plan their work throughout the Sprint.

The Development Team invites external people to the Sprint Planning to help them create a complete and detailed Sprint Backlog.

The Development Team creates its own Sprint Backlog, reflecting all work that is part of the Definition of Done.

2. Steven is a Scrum Master of a Development Team that has members working in different cities and time zones. Organizing the Scrum events is time consuming and requires a lot of effort to set up and run. The Development Team proposes to only hold the Daily Scrum on Mondays.
Which two responses would be most appropriate from Steven? (Choose two.)

Coach the team on why having a Daily Scrum every day is an important opportunity to update the Sprint plan and how it helps the team self-organize work toward achieving the Sprint Goal.

Ensure that there is an overall consensus by having the Development Team members vote.

Help the Development Team understand that lowing the frequency of communication will only increase the feeling of disconnect between the team members.

Acknowledge and support their decision.

3. Steven is a Scrum Master of a Scrum Team that is new to Scrum. At the halfway point of the Sprint, the Product Owner comes to Steven telling him that he is concerned the Development Team will not be able to complete the entire Sprint Backlog by the end of the Sprint.
What should Steven do in this situation?

Motivate the Development Team to meet their commitment to the Product Owner.

Coach the Product Owner that with complex software development, you cannot promise the entire scope that was forecast during Sprint Planning. As more is learned during the Sprint, work may emerge that affects the Sprint Backlog.

Advise the Product Owner that the Development Team owns the Sprint Backlog and it is up to them to meet their commitments. No one tells the Development Team how to turn Product Backlog into Increments of potentially releasablefunctionality.

Add more people to the Development Team to meet the Product Owner’s expectations.

4. Scrum addresses which of the following four risks in software development? (Choose four.)

The complexity and unpredictability of the requirements.

The stability and complexity of the technology.

The skills and working relationships of the people on the teams.

The timescale of the planned work.

The clear definitions of stages and gateways in the overall governance model.

The definition of incentive and bonus strategies by HR for all team members.

5. After several Sprints, a key stakeholder starts using the product. The stakeholder is surprised by the slow performance and complains to the Product Owner. The Product Owner comes to the Scrum Master asking for advice.
What is the best action for a Scrum Master to take?

Wait until the next Sprint Retrospective as it is the most opportune time to modify the Definition of Done.

Bring the concern to the testers in the Development Team and ask them to include performance testing.

Explain to the Product Owner that it’s up to the Development Team to. decide on acceptable performance standards as they own the Definition of Done.

Encourage the Product Owner to bring the performance concerns to the Development Team and work with them on how to improve performance, and ultimately have stronger Definition of Done.

6. During the Sprint Review, the Product Owner decides to release the current Increment to production. The stakeholders suggest temporarily delaying the next Sprint in order to respond more quickly to user feedback after the release. The Product Owner prefers to continue to the next Sprint and make progress towards the next release. Steven, the Scrum Master, begins facilitating the discussion. What would be two acceptable outcomes of the discussion? (Choose two.)

Continue with the Sprints and include the customer feedback in the Product Backlog.

Delay the next Sprint to allow the Development Team to work on new customer feedback.

Continue with the Sprints but shorten the Sprint time-boxes to allow for shorter feedback loops.

Continue with the Sprints but allow the Sprint Goal within the Sprint to change according to the customer feedback.

7. At the Sprint Planning, the Development Team is not able to forecast the number of Product Backlog items it can do in the upcoming Sprint due to unclear requirements. The Product Owner, however, was able to clearly define the business objective he hopes to achieve in the Sprint.
Which of the following two actions would you support? (Choose two.)

The Development Team forecasts the most likely Product Backlog items to meet the business objective and create a Sprint Backlog based on a likely initial design and plan. Once the time- box for the Sprint Planning meeting is over,they start implementation and continue to analyze, decompose, and create additional functionality during the Sprint.

If all agree they can extend the Sprint Planning until the Development Team can forecast enough Product Backlog items before starting the implementation.

Allow the Development Team members as much time as needed to review the Product Backlog items and reconvene with the Product Owner when they are confident enough to make a forecast for the Sprint.

They discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to occur again.

8. Steven is a Scrum Master on a new Scrum Team.
What would be the best way for him to determine if the Product Owner is interacting enough with the Development Team during a Sprint?

Check whether the Product Owner is actively engaged at the Daily Scrums.

Check whether the Increment presented at the Sprint Review meets the Product Owner’s expectations.

See whether the Product Owner has provided enough information at the Sprint Planning to make his/her presence optional during the Sprint. The level of autonomy within Development Team can be the result of having the right presencefrom the Product Owner.

The Product Owner must always be present with the Development Team. Unavailability of the Product Owner is prohibited in Scrum.

9. In what two ways is velocity and technical debt related? (Choose two.)

They are not related because technical debt is non-functional and velocity is calculated based on end user functionality.

As the Development Team is working on new Product Backlog items, they may unexpectedly run into technical debt that will result the team’s velocity dropping.

A Development Team can artificially increase velocity by allowing technical debt to be incurred.

Adding estimates to technical debt will allow the Development Team to maintain constant velocity therefore ensuring predictability.

10. A new Product Owner has joined an existing Scrum Team that has been working together for eight Sprints. The Development Team has grown to have a good understanding of the functionality and business for the product they have been building. The Product Owner, being new to the company, is unsure about his responsibilities.
As a Scrum Master explain what two acceptable ways of helping the Product Owner would be. (Choose two.)

You advise the Product Owner to start building a good relationship with the stakeholders of the product. Ongoing interaction with them is important to regularly align with changing organizational or market expectations. The ProductOwner is also expected to invite the right stakeholders to the Sprint Review meeting.

You inform the Product Owner that, in today’s highly competitive markets, it is important that the Development Team is updated on changing business priorities on a daily basis. The Daily Scrum allows the Development Team to adapt tothe changes in scope without delay.

You tell the Product Owner to make sure that there are no ambiguities or possible misunderstandings in the items on the Product Backlog when they are handed over to the Development Team. This is best done by capturing thefunctional requirements during an analysis phase, resulting in documents that are considered as the working product of such analysis Sprints.

You advise the Product Owner to rely on the Development Team and the stakeholders to formulate the Product Backlog, as they are the ones most knowledgeable. By asking questions and working with them the Product Owner willquickly be up to speed.