PSM II Block 08 - Certifica2IT

Professional Scrum Master II

Questions Block 08

1. An organization is using Scrum to build five new products.
What would be the best two options for the number of Product Owners the organization should have? (Choose two.)

There is one Product Owner for each product (so five in total). Each Product Owner may delegate, share and align work within their individual Product Backlog.

Enough Product Owners to delegate as much work needed to maximize utilization of all Development Team members.

There is one Product Owner responsible for all five products. This person is not allowed to delegate any of the Product Owner responsibilities as he/she is accountable for the success of each product.

There is one Product Owner responsible for all five products. In order to scale his/her role, he/she can delegate some of the individual Product Owner responsibilities to others within each product but would still remain accountable for thevalue of the work produced.

2. Your company has notified the stakeholders that they will be delivering the first release of a new product within ten Sprints. On the seventh Sprint, the Scrum Team discovers that they will not be able to include all of the expected features within the first release. The Product Owner believes if they remove some items from the Definition of Done they will be able to accelerate the development process. The Development Team objects to this idea as it will lead to technical debt.
As a Scrum Master, what would be the best two ways to explain to the Product Owner the impact of technical debt? (Choose two.)

As long as there is still technical debt in the current release, feature development for the next release cannot be started. The Product Owner must first agree to this impact before allowing changes to the Definition of Done.

Reducing the Definition of Done will introduce unknown errors as development progresses and functionality is added. The system can become more difficult to stabilize as work progresses. Development for the actual release as well asfuture releases will be slowed down in unpredictable ways.

Releasing the version upon a reduced Definition of Done creates false assumptions about the actual state of the system. This will create many interruptions during the development of the next release as fixes will need to be done to theprevious release caused from a reduction of quality.

The amount of technical debt will need to be analyzed in order to understand the impact on subsequent releases in order to allocate additional Sprints at the end of the project.

3. Steven is a Scrum Master for three Scrum Teams building the same product and working from the same Product Backlog. Management wants to standardize how velocity is calculated across all three teams in order to identify which teams are high performing and which teams need more support.
What would be the best two responses Steven could provide to management? (Choose two.)

There is no direct relationship between velocity and value.

Standardizing velocity across teams is a good way to understand which teams are producing the most value.

Providing incentives based on velocity can increase the Scrum Team’s motivation to produce more value.

Velocity is the amount of business functionality that a Scrum Team creates in a Sprint. It is unique to that team and used as an input to Sprint Planning.

4. Which approach would you recommend to ensure that the Product Backlog items discussed at Sprint Planning are well understood, actionable, and easier to forecast?

Having a separate group of business analysts and functional testers analyzing high-ordered Product Backlog items before Sprint Planning.

Having the Product Owner work with stakeholders etween the end of the last Sprint and before beginning the next to prepare the Product Backlog items so not to interrupt the Development Team.

Having the business analysts in the Development Team create the upcoming Product Backlog items during a Sprint and adding them to the next Sprint’s forecast.

Having the Development Team use some time during each Sprint to help the Product Owner analyze, estimate, and design items at the top of the Product Backlog that is projected to be worked on in the upcoming Sprint.

5. During the Sprint Review of a scaled development effort, each Scrum Team should demonstrate its individual Increment in a separate branch of the code.

True

False

6. What would be the best two ways to identify that a Development Team is self-organizing? (Choose two.)

Management is able to know which members are working on which items.

Creativity thrives and new possibilities are explored.

The Development Team members are cross-functional and knows what it needs to do to deliver the all tasks committed to the Sprint Planning.

The Development Team is able to resolve internal conflicts between members in order to continue working.

7. Select two ways in which Scrum uses time-boxing to promote self-organization? (Choose two.)

Time-boxes ensures that the Development Team commits to completing the items in the Sprint Backlog by the end of the Sprint.

Time-boxes encourage the ones closest to the problem make the best possible decisions within the time-frame given the current situation.

Time-boxes can help teams plan how many additional Sprints is needed for User Acceptance testing.

Time-boxes helps everybody concentrate on the same problem at the same time.

8. Your organization requires all Increments to pass user acceptance testing (UAT) before it is allowed to be released to production.
Is it a good idea to postpone UAT until the end of the project to prevent the Development Team from being disrupted during the Sprints?

No, because the state of the Product Increment won’t be transparent and the feedback loop would be too long.

It depends on the team’s Definition of Done.

Yes, because the Development Team is a self-organizing team and should not be disrupted during development.

Yes, because UAT is done in a hardening Sprint before the release Sprint.

9. During the Sprint Review, one of the stakeholders announces that due to recent market changes, there is risk that funding might be reduced for the project. This triggers tensions to rise and arguments to break out between members. As a Scrum Master, what would be the best two actions to take? (Choose two.)

Defend the original budget and request the stakeholders to adhere to the original agreed funding for the product.

Encourage the stakeholders and Product Owner to focus on delivering the highest value items for the next Sprint.

Be objective and request for a short break for people to calm down.

Avoid getting involved as it is the Product Owner’s responsibility to manage stakeholder expectations.

Inform everyone that the team needs to stay busy until the information is formally announced.

10. The director of engineering in your organization always stresses the importance of meeting deadlines in order for the engineering department to be seen as a reliable source for the product management department. The director has calculated that the team’s velocity needs to increase an additional 15% to meet the commitment he made to management for the release date of the product.
He asks Steven, the team’s Scrum Master, to increase his team’s velocity. Which would be the best two responses for Steven to take? (Choose two.)

He explains how a team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. He refers the director to the Product Owner for all information concerning the progress ofdevelopment.

He informs the director of organizational impediments he is aware of that prevent the team from being more productive. He suggests collaborating with him on how to remove these impediments.

He educates his director how it is part of a team’s self-organization to improve velocity. He invites the director to the next Sprint Retrospective to brainstorm on how they can improve.

He helps the director understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile he presents this to the team as a challenge and a company goal, leaving it however upto them to figure out exactly how to achieve this.

He tells the director that this is not his responsibility in Scrum. He tells the director to work with the Product Owner to check whether the estimates on the Product Backlog are being respected during implementation.