PSM II Block 04 - Certifica2IT

Professional Scrum Master II

Questions Block 04

1. Steven, a Scrum Master, is approached by the Development Team members complaining that one of the senior engineers is using too much time during the Daily Scrums to share technical solutions. Which are the best two actions for Steven to take? (Choose two.)

Coach the Development Team to help them find a way to solve the problem, and for them to take ownership of the solution.

Contact the team member’s direct manager and to resolve this problem.

Suggest that the team members timebox the amount of time each person can speak at the Daily Scrum to a maximum of two minutes.

Suggest using a token to limit who is allowed to speak during the Daily Scrum.

Speak with the person privately and coach him on the purpose of the Daily Scrum.

2. During Sprint Planning, the Definition of Done will help the Development Team forecast the amount of work, selected from the Product Backlog, deemed feasible to make ‘done’ by the end of the Sprint. Which two items best describes what ‘done’ means? (Choose two.)

All the work needed to prepare the Increment for User Acceptance Testing.

All the work needed to prepare the Increment for Integration Testing.

Having an Increment of working software that is potentially releasable to the end users.

All the work performed as defined in the Definition of Done.

All the work completed within the current skills and expertise in the Development Team.

3. During the implementation of an item in the Sprint Backlog, a conflict arises between team members about what work is needed to make the item ‘done’. Some say it is a part of the Definition of Done and others say it isn’t. Steven, the Scrum Master, observes a debate forming and members beginning to take sides.
What is the best action for Steven to take?

Bring the Development Team members together and interpret the Definition of Done for them so that there are no future conflicts on interpretation.

Immediately end the discussion before it becomes worse. Make the decision on what work is needed to make the item ‘done’ and teach the team about the importance of avoiding conflicts.

Facilitate a session with all members on the Scrum Team to help them resolve the conflict, refine the Definition of Done, and become effective again. Tell the team that conflicts are a natural occurrence and coach them on the value ofresolving conflicts.

Bring the Product Owner to the discussion and have him/her decide the work needed to make the item ‘done.’ It is the Product Owner’s responsibility to manage the Development Team members.

4. Steven, the Scrum Master, observes that one of the Development Team members is not attending the Daily Scrum. The Development Team feels this is ok as they all sit in the same area and already have constant communication throughout the day.
Which is the best action for Steven to take?

Start running the Daily Scrum and require all members to be in attendance.

Talk to the Development Team member privately and tell him that he needs to be a team player.

Ask the Development Team, what value will result from having all team members present at the Daily Scrum and what are the risks if members don’t attend.

The Daily Scrum is owned by the Development Team and it is their responsibility to decide which team members must participate.

5. Over the course of several Sprints, the relationship between the Product Owner and the Development team has suffered. The Development Team is upset with the Product Owner for the constantly changing the upcoming items for the product. The Product Owner is upset with the Development Team for changing the work that needs to be done during the Sprint.
What should Steven, the Scrum Master, do?

During the Sprint Retrospective, ask the Product Owner and the Development Team to address the issues. Have the Team discuss why the changes occur and what impact they have on the value of the product.

The Scrum Master’s responsibility is to ensure the Development Team has a stable velocity. Any changes that negatively impact the team’s velocity will be rejected by the Scrum Master.

Take the time between Sprints to organize a team building session to rebuild the relationship.

Explain to the Development Team that the Product Owner is accountable for flow of value and needs to be followed in order to maximize the value delivered.

6. Individual Development Team members have been approaching Steven, the Scrum Master, to complain about Chris. Chris has the most experience on the system they are building. He often questions the choices team members make in design and architecture making them feel bad.
What are two good ways for Steven to address this problem? (Choose two.)

Steven observes whether this topic is raised at the Sprint Retrospective. If not, then he checks with the team on how comfortable they are with the way the design and architecture is being handled.

Steven suggests facilitating a session with the full team to help resolve the issue.

Steven tells the concerned members that Chris’ opinions should be respected as he has the most experience and understands what is best for long term sustainability.

Steven shares his concerns with Chris and the impact on the other team members and that he should be a team player.

Steven takes the time between Sprints to organize a team building session to build a stronger relationship.

7. By the end of the Sprint, a Product Backlog item in the Sprint Backlog does not meet the team’s Definition of Done.
What two things should happen with the item? (Choose two.)

It will be inspected at the Sprint Review and if it is acceptable by the stakeholders then include it in the Increment.

Do not include the item in the Increment for the Sprint.

Split the item and add the estimation of the completed work to the current Sprint so not to impact the velocity and add the ‘undone’ work to the next Sprint.

Estimate the remaining work needed to make it ‘done’ and add it to the Product Backlog for the Product Owner to decide what to do with it.

8. You have been hired as a Scrum Master for a company that has been doing business for over fifty years. In order to stay competitive, they have started an initiative to digitize their legacy systems. The company has several Scrum Teams working on different components that will be integrated to a single back office platform.
Your team is responsible for building the back office platform and integrating all other components. The Scrum Teams work in two week Sprints and are expected to deliver all functionality in six Sprints.
During development the requirement changes in the other components have been slowing down your team’s progress. Because of these changes, your team has estimated that they will not be able to deliver all expected work within the original timeframe. The Scrum Teams working on the other components confirm that they are still on track to meet the expected delivery date. The program manager in charge of the digitization initiative is upset and angry with your team.
As a Scrum Master, what could you do to help the Product Owner?

You suggest working with the program manager and the other teams on the ordering and the value of your team’s open Product Backlog items to redefine the possible delivery date.

You shorten your team’s Sprints to be ready sooner.

You remove all items from the Product Backlog for which development is forecasted to be beyond the expected date. These are likely to be low value anyhow.

You suggest adding additional developers to the team in order to increase velocity and meet the original date.

9. Steven is a Scrum Master for three different teams building a single product from the same Product Backlog. Development Team members from each team have approached Steven complaining that their teams need Nicole, an external specialist, to commit full time for their next Sprint.
Which three acceptable solutions would Steven consider? (Choose three.)

For Sprints that require Nicole’s expertise for more than one team, combine the teams into one and separate when they no longer need to share her services.

Investigate whether applying additional techniques or frameworks for scaling Scrum would be appropriate for this product team in the future, since you have multiple Scrum Teams working on the same product, with dependenciesbetween the teams.

People from the Development Teams with an interest in Nicole’s domain could volunteer to take on this work in their respective teams.

Ask Nicole for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Development Teams to re-prioritize the work so that tasks not depending on Nicole can be done first.

Have the Development Team re-order the Product Backlog so Nicole can serve one team full-time in a Sprint.

Create a team with Nicole and people from the teams to temporarily work in Nicole’s domain to serve the existing teams.

10. At the fifth Sprint Retrospective, the Product Owner mentions that he is surprised about the amount of technical debt that has built up in the system and that the product is not able to support an adequate number of users. Peter, the Product Owner, is upset that the product will need several more Sprints to address the scalability issues in order to meet his expectations.
What factors may have led to this?

The Scrum Team has not used the past Sprint Retrospectives effectively to inspect and adapt.

The Development Team has not been paying enough attention to technical quality.

The Development Team and the Product Owner are not having conversations around technical debt.

The Scrum Master has not ensured that the Scrum Team is transparent.

All of the above.

None of the above.