PSM II Block 16 - Certifica2IT

Professional Scrum Master II

Questions Block 16

1. Currently, your engineering department is organized in siloed teams that specialize by function (for example, design, front-end, back-end, database, and testing).
What would you consider when moving away from component teams towards feature teams?

You cannot begin Scrum without have feature teams. It is easier to measure and compare performance between feature teams. Feature teams should have an equal number of team members.

Members within feature teams require compatible personalities. Feature teams should have a mix of junior and senior members. Tasks are completed more quickly than component teams.

Moving from component teams to feature teams could reduce, productivity in the initial stages. Feature teams have less communication complexity. Getting the support from the business side makes the transition easier.

2. Part of the team’s Definition of “Done” requires creating or updating technical documentation in order to maintain the product and/or features in the future. The team’s technical writer will be on vacation during the Sprint.
What should you do?

Encourage the technical writers from other teams to form a specialized team to organize and plan the work for multiple teams.

The Development Team members will write it as they are still responsible for creating the documentation to make the Increment done in conformance with their Definition of “Done.”

Wait until the technical writer returns before continuing with related items.

Complete all development work first while adding technical documentation to the Product Backlog to be done in a subsequent Sprint.

3. Kevin is a senior developer that has recently joined an existing Scrum Team. The existing team members are unable to get along with Kevin and conclude that he is not a culture fit.
If necessary, who is responsible for removing the new team member, and why?

The Scrum Master because he/she is responsible for removing Impediments.

The Development Team is responsible because it is an internal team issue, and may request help from the Scrum Master.

The HR department, as they are responsible for the hiring process.

The Product Owner because he/she is responsible for managing the team.

4. A cross-functional Development Team is defined as:

Cross-skilled individuals who are able to do all the work necessary to deliver a shippable Increment at the end of the Sprint.

A team of engineers, testers, business analysts, technical architects and functional managers.

A group of full-stack developers shared across multiple teams.

A team of skilled developers that can effectively multi-task on multiple Product Backlog items at the same time.

5. Who should manage the tasks of Development Team during the Sprint?

The Project Manager.

The Product Owner.

The Scrum Master.

The Development Team.

All of the above.

6. Who must ensure that the work done for a Product Backlog item conforms to the Definition of “Done?”

The test team.

The Scrum Team.

The Scrum Master.

The Product Owner.

The Development Team.

7. A key concern when multiple Development Teams are working for the same Product Backlog is minimizing dependencies between teams.

True

False

8. The Scrum Master is no longer needed when teams become self-organized.

True

False

9. What Product Owner activities occur between the end of the current Sprint and the beginning of the next Sprint?

Product Backlog refinement.

Updating stakeholders on project progress.

There are no such activities. When the current Sprint ends, the new Sprint begins.

Participate as a team member at the Sprint Retrospective.

10. What factors are best considered when defining the Sprint length?

How often team membership changes and the size of the Development Team.

Having consistent Sprint length across all Scrum Teams.

The level of expertise over the technology to be used, ability to release an Increment to the end users, and the risk of being disconnected from the stakeholders.