Scrum PSM II Exam Dumps, PSM II Practice Test Questions

Scrum PSM II Exam Dumps & Practice Test Questions

Question 1:

During a Daily Scrum, the Development Team members express concerns that a senior engineer is dominating the discussion and spending too much time explaining technical solutions. As the Scrum Master,

What two actions should you take to resolve the issue? (Choose two.)

A. Coach the Development Team to collaborate and take ownership of solving the issue.
B. Escalate the situation to the senior engineer's manager for resolution.
C. Suggest setting a time limit for each team member’s speaking time during the Daily Scrum, like two minutes.
D. Recommend using a token system to control speaking turns during the Daily Scrum.
E. Have a one-on-one conversation with the senior engineer to coach them on the intended focus of the Daily Scrum.

Answer: A, E

Explanation:
In this situation, the Scrum Master’s role is to facilitate the Daily Scrum and ensure that it runs smoothly and remains within its purpose of sharing progress, challenges, and next steps. If a senior engineer is dominating the conversation and focusing too much on technical explanations, it’s essential to address this issue in a constructive way that promotes collaboration and keeps the team engaged.

A. Coaching the Development Team to collaborate and take ownership is a proactive step toward resolving this issue. The Scrum Master should encourage the team to express their concerns directly and guide them to manage the conversation in a way that ensures everyone participates. This fosters a culture of mutual respect and collective responsibility. By coaching the team, you help them take ownership of the situation and resolve it together rather than relying on the Scrum Master to fix the issue.

E. Having a one-on-one conversation with the senior engineer is crucial for addressing the root cause of the issue. The Scrum Master can explain the purpose of the Daily Scrum and the need for concise, relevant updates. By coaching the senior engineer privately, the Scrum Master can help them understand how their behavior affects the team dynamics without publicly embarrassing them or creating further friction. This direct approach promotes a solution-focused conversation and can help the senior engineer align with Scrum practices.

On the other hand, some of the other options are less effective:

B. Escalating the situation to the senior engineer's manager might be an extreme response for this scenario. The Scrum Master should first attempt to resolve the issue within the team and use their role as a coach to address the behavior. Escalating too early could create unnecessary tension or damage team morale.

C. Setting a time limit could feel like an artificial solution that doesn’t address the underlying issue. While it may help control speaking times, it doesn’t encourage the team to take ownership of managing the discussion in a more collaborative way.

D. Using a token system to control speaking turns could feel rigid and may not address the root cause of the problem, which is the senior engineer’s domination of the discussion. It’s more important to cultivate an environment where everyone feels equally encouraged to contribute without needing external systems to regulate behavior.

In conclusion, coaching the team to collaborate and having a direct conversation with the senior engineer are the most effective strategies for resolving this issue and maintaining a healthy Scrum environment.

Question 2:

In Sprint Planning, the Definition of Done helps the Development Team decide how much work can be realistically completed from the Product Backlog and considered 'done' by the end of the Sprint.

Which two items best define what 'done' means for the team? (Choose two.)

A. Completing all necessary work to prepare the Increment for User Acceptance Testing.
B. Completing all necessary work to prepare the Increment for Integration Testing.
C. Delivering an Increment of working software that is potentially releasable to end users.
D. Fulfilling all the tasks outlined in the Definition of Done.
E. Completing all work within the Development Team's current skills and expertise.

Answer: C, D

Explanation:
The Definition of Done (DoD) is a critical aspect of Scrum, as it provides a shared understanding of what it means for a Product Backlog item or an Increment to be considered complete. The DoD ensures that the team has a clear and consistent standard for delivering work that meets the expectations of quality and completeness. Let’s break down the options:

C. Delivering an Increment of working software that is potentially releasable to end users is one of the key elements of the Definition of Done. In Scrum, an Increment is a piece of working software that adds value to the product and is ready to be released to users. The term "potentially releasable" means that the Increment should be in a state where it could be deployed, even if the decision to release it is deferred for some reason. This is crucial because it ensures the team is always moving toward delivering value, and the Increment aligns with the overall goal of providing a working product.

D. Fulfilling all the tasks outlined in the Definition of Done is another important aspect of the DoD. This includes checking off all the necessary conditions that have been agreed upon by the team to mark an item as "done". These tasks typically involve activities such as testing, documentation, code reviews, and other quality assurance activities. The Definition of Done serves as a comprehensive list of criteria that ensures the work is complete, and all tasks have been performed.

Now let’s examine the other options:

A. Completing all necessary work to prepare the Increment for User Acceptance Testing is part of the process, but it’s not necessarily part of the Definition of Done for the team. The DoD typically focuses on the readiness of the Increment itself, not specific testing phases like UAT. User Acceptance Testing can occur after the Increment is done.

B. Similarly, preparing the Increment for Integration Testing is an important part of the development cycle but not necessarily a requirement for the Definition of Done. The DoD refers to the completion of work within the sprint, not specific testing steps.

E. While completing work within the team’s current skills and expertise is important, it’s not a formal part of the Definition of Done. The DoD is more focused on quality, completeness, and functionality rather than the specific skillset of the team members. It’s assumed that the team can perform the necessary tasks within the constraints of their expertise, but the DoD is more concerned with the deliverables being in a releasable state.

In conclusion, the most relevant definitions of "done" in this context are delivering a potentially releasable Increment of working software (C) and ensuring that all tasks in the Definition of Done are completed (D). These actions align directly with the Scrum principles of delivering quality, functional increments that meet a clear set of criteria.

Question 3:

During the implementation of a Sprint Backlog item, a disagreement arises among team members about what work is required to consider the item 'done.' Some believe it is part of the Definition of Done, while others disagree.

What is the best approach for the Scrum Master to take?

A. Gather the Development Team to clarify the Definition of Done to prevent future conflicts.
B. Immediately end the discussion and make a final decision on what is required to make the item 'done,' emphasizing the importance of avoiding conflicts.
C. Facilitate a discussion with the Scrum Team to help them resolve the conflict, refine the Definition of Done, and improve team effectiveness. Emphasize that conflicts are natural and coach the team on how to resolve them.
D. Involve the Product Owner in the discussion and have them decide the necessary work to make the item 'done,' as it’s the Product Owner’s responsibility to manage the Development Team.

Answer: C

Explanation:
The Definition of Done (DoD) is a critical part of Scrum, ensuring that the team has a shared understanding of when work is considered complete. Conflicts can arise around the DoD, and it's the Scrum Master's role to facilitate communication and resolve conflicts rather than making decisions unilaterally.

Option A is a good approach, but it lacks the facilitation aspect and proactive nature of resolving the conflict in real-time. Gathering the team could be useful, but it’s not enough to address the immediate conflict or coach the team on resolving it.
Option B might solve the issue in the short term, but it undermines the team's ability to collaborate and self-manage, which is a fundamental aspect of Scrum. The Scrum Master should not make unilateral decisions but instead guide the team toward resolving the issue together.
Option C is the best choice, as it focuses on facilitating a discussion that helps the team resolve the conflict themselves. The Scrum Master should encourage collaboration and allow the team to refine the Definition of Done together. Conflicts are natural in a Scrum Team, and this approach fosters team autonomy and continuous improvement.
Option D might seem like an easy way to resolve the conflict, but it puts the decision-making power on the Product Owner, which is not their responsibility. The Development Team should own the Definition of Done, and the Scrum Master is there to help them navigate and refine it.

Thus, Option C is the most effective approach, encouraging the team to collaborate and resolve the conflict, which helps improve overall team effectiveness.

Question 4:

Steven, the Scrum Master, notices that one of the Development Team members is not attending the Daily Scrum. The rest of the team believes this is fine since they sit close together and communicate frequently. What should Steven do next?

A. Continue running the Daily Scrum as usual and require full attendance from all team members.
B. Have a private conversation with the absent team member and tell them they need to be more involved in the team.
C. Ask the Development Team to reflect on the value of having all members present at the Daily Scrum and discuss the risks if some members do not attend.
D. Allow the Development Team to decide who should participate in the Daily Scrum, as it is their responsibility to manage attendance.

Answer: C

Explanation:
The Daily Scrum is a key Scrum event for team synchronization and self-organization. If a team member is not attending, it could lead to missed information and undermine the effectiveness of the Daily Scrum. However, it's important to approach the situation collaboratively and encourage the team to reflect on its importance.

Option A would force full attendance, but it doesn’t address the underlying issue. The team needs to understand why full attendance is important rather than just being told what to do.
Option B focuses on the individual and could create a confrontational atmosphere. While it's important to address the absent team member, it’s more effective to have the whole team reflect on the issue as a group.
Option C is the best approach because it encourages the Development Team to reflect on the value of having all members present at the Daily Scrum. This fosters team ownership and encourages the team to recognize the risks and benefits of full participation. It aligns with the Scrum values of collaboration and self-management.
Option D suggests letting the team manage attendance without addressing the root cause of the issue. While the team should take ownership of their processes, the Scrum Master’s role is to help them understand the importance of events like the Daily Scrum and guide them in ensuring its effectiveness.

Therefore, Option C is the best choice, as it promotes team reflection and collaboration, helping the team understand the importance of full participation in the Daily Scrum.

Question 5:

Over several Sprints, the relationship between the Product Owner and the Development Team has deteriorated. The Development Team is frustrated with the Product Owner for frequently changing the upcoming product items, while the Product Owner is upset with the Development Team for altering the work during the Sprint.

How should Steven, the Scrum Master, address this issue?

A. During the Sprint Retrospective, ask the Product Owner and the Development Team to discuss the issues, focusing on why the changes occur and how they impact the value of the product.
B. The Scrum Master’s responsibility is to ensure the Development Team has a stable velocity. Any changes that negatively impact the team’s velocity should be rejected by the Scrum Master.
C. Organize a team-building session between Sprints to help rebuild the relationship between the Product Owner and the Development Team.
D. Explain to the Development Team that the Product Owner is accountable for the flow of value and must be followed to maximize value delivery.

Answer: A, C

Explanation:
In Scrum, one of the primary responsibilities of the Scrum Master is to help maintain healthy communication and collaboration between the Scrum Team members, including the Product Owner and the Development Team. When issues arise between the Product Owner and the Development Team, it is the Scrum Master’s role to facilitate open discussions to address the underlying causes of conflict. Let’s examine the different actions Steven could take in this situation:

A. During the Sprint Retrospective, Steven should facilitate a discussion between the Product Owner and the Development Team about the issues they are facing, including the reasons behind the frequent changes to the product items and the alterations made by the Development Team during the Sprint. The Retrospective is the appropriate time to discuss process improvements and team dynamics. By understanding why the changes are happening and how they impact the value of the product, both parties can gain clarity and work towards resolving the issue. This promotes transparency, better communication, and collaboration, helping the team to identify the root causes of the conflict.

C. Organizing a team-building session between Sprints can be an effective way to rebuild the relationship between the Product Owner and the Development Team. This session could involve activities aimed at improving trust, understanding, and communication. When the Product Owner and the Development Team have a stronger, more collaborative relationship, they are more likely to work through challenges constructively. Team-building exercises can help both parties see things from each other’s perspectives, leading to a more harmonious and effective Scrum process.

Now let’s consider the other options:

B. While it is important for the Scrum Master to help the team maintain a stable velocity, this response oversimplifies the issue. Rejecting changes outright may not solve the underlying communication and collaboration problems. The Scrum Master should facilitate conversations that lead to a better understanding of how changes impact velocity and the overall workflow, rather than simply dismissing changes that negatively affect the team’s performance.

D. While it is true that the Product Owner is accountable for managing the flow of value, telling the Development Team that the Product Owner must be followed is not a productive way to address the issue. This approach may come off as directive and could deepen the frustration between the two parties. Instead, Steven should focus on facilitating open dialogue and finding ways to help both the Product Owner and the Development Team align on the goals and expectations, rather than imposing authority.

In conclusion, the most effective actions Steven can take are to use the Sprint Retrospective as a platform for discussion (A) and to organize team-building activities to improve relationships (C). These approaches are centered around improving communication, fostering collaboration, and addressing the root causes of the issues in a constructive way.

Question 6:

Several individual Development Team members have approached Steven, the Scrum Master, to express concerns about Chris, who has the most experience with the system they are building. Chris often questions the choices made by other team members in design and architecture, which makes them feel bad.

What are two effective actions Steven can take to address this issue? (Choose two.)

A. Steven observes whether the issue is raised during the Sprint Retrospective. If not, he checks with the team to see how comfortable they are with the way the design and architecture decisions are being handled.
B. Steven suggests facilitating a session with the entire team to help resolve the issue.
C. Steven tells the concerned team members that Chris’s opinions should be respected, as he has the most experience and knows what is best for long-term sustainability.
D. Steven privately talks to Chris about the impact his behavior is having on the team and encourages him to be more supportive and team-oriented.
E. Steven organizes a team-building session between Sprints to strengthen the relationships within the team.

Answer: A, D

Explanation:
In this scenario, the Scrum Master must address the concerns of the Development Team while also recognizing the valuable experience that Chris brings to the team. Steven's role is to facilitate communication and ensure that the team can work together effectively and respectfully. Let’s break down the possible actions Steven can take:

A. Observing whether the issue is raised during the Sprint Retrospective is a great first step. If the issue is not brought up during the Retrospective, Steven should check with the team members privately to understand how they feel about the way design and architecture decisions are being made. This gives the Scrum Master an opportunity to gauge the level of discomfort and explore potential solutions without putting anyone on the spot in front of the whole team. It’s also important to create a safe environment where concerns can be shared openly.

D. Steven should have a private conversation with Chris about the impact his behavior is having on the team. Chris may not be aware of how his questioning comes across to the other team members, and Steven can help him see the negative impact it’s having on team morale. Encouraging Chris to be more supportive and team-oriented can help improve the team dynamic. The Scrum Master should emphasize the importance of constructive feedback and create a more collaborative atmosphere in which everyone’s opinions are respected.

On the other hand, some of the other options may not be as effective:

B. Facilitating a session with the entire team could be a useful step, but this may be premature before understanding the specific dynamics at play. It might also feel too public or confrontational if the issue has not yet been fully addressed in a more private manner.

C. Telling the concerned team members that Chris’s opinions should be respected simply because he has more experience could further isolate the team members who are feeling uncomfortable. It’s important to value everyone’s input, regardless of experience, and focus on creating an environment where all voices are heard and respected.

E. While team-building activities can be helpful for strengthening relationships, they don’t address the specific issue with Chris’s behavior. It’s better to first address the root cause of the conflict directly and then consider team-building as a complementary measure.

In conclusion, the most effective actions Steven can take are to observe the issue during the Sprint Retrospective (A) and to have a private conversation with Chris (D). These actions address the problem directly, promote understanding, and help restore a collaborative team environment.

Question 7:

At the end of the Sprint, a Product Backlog item in the Sprint Backlog does not meet the team's Definition of Done. What are the two correct actions to take regarding this item? (Choose two.)

A. The item will be inspected during the Sprint Review, and if the stakeholders find it acceptable, it will be included in the Increment.
B. The item will not be included in the Increment for the Sprint.
C. The item should be split, with the completed portion added to the current Sprint to maintain velocity, and the unfinished work moved to the next Sprint.
D. The remaining work required to complete the item should be estimated and added to the Product Backlog for the Product Owner to decide what to do next.

Answer: B, D

Explanation:
When a Product Backlog item does not meet the team's Definition of Done by the end of the Sprint, it should not be considered part of the Increment. The Definition of Done ensures that the work is of the required quality and meets the acceptance criteria before being considered complete and part of the Increment.

Option A is incorrect because the item cannot be included in the Increment if it doesn't meet the Definition of Done, regardless of whether stakeholders find it acceptable. The Increment must be potentially releasable and meet the required quality standards.
Option B is correct because the item will not be included in the Increment if it doesn’t meet the Definition of Done. The Increment only includes fully completed work that meets the agreed standards.
Option C is incorrect because splitting the item to maintain velocity is not a best practice. The Scrum Team should focus on quality and completing work according to the Definition of Done. Unfinished work should not be moved to the next Sprint arbitrarily to avoid giving the appearance of false progress.
Option D is correct because the remaining work should be estimated and added to the Product Backlog for the Product Owner to prioritize. The Product Owner decides whether the work is important enough to be prioritized in the next Sprint. This approach ensures the team is aligned with the Product Owner’s goals and priorities.

In summary, Option B and Option D are the correct actions because the item should not be included in the Increment, and the remaining work should be addressed by adding it back to the Product Backlog for future prioritization.

Question 8:

During a Sprint, the Development Team notices that one of the team members is consistently unable to complete their tasks within the Sprint. This is affecting the team’s ability to meet the Sprint Goal. What should the Scrum Master do in this situation?

A. Remind the team member of the importance of completing tasks on time and urge them to improve their performance.
B. Discuss the issue during the Sprint Retrospective and find ways to adjust the team's capacity or workflows to accommodate the issue.
C. Assign the incomplete tasks to other team members and ensure the Sprint Goal is achieved.
D. Escalate the issue to the Product Owner and ask them to intervene.

Answer: B

Explanation:
In Scrum, the Scrum Master is responsible for ensuring that the Scrum Team is working collaboratively and continuously improving. When a team member consistently fails to complete their tasks, it can impact the Sprint Goal and the team's capacity. The Scrum Master needs to facilitate open communication and help the team identify and address the root causes of the issue.

Option A is not an ideal approach. While it's important to encourage improvement, simply reminding the team member does not address the underlying issue. Scrum encourages self-organization, and it's the team's responsibility to address performance problems together.
Option B is the best choice because the Sprint Retrospective is an opportunity for the team to reflect on what went well and what could be improved. The Scrum Master should help the team understand the root cause of the problem and adjust the team's workflows or capacity accordingly to avoid repeating the issue in the future. This aligns with continuous improvement, a core Scrum value.
Option C is not ideal because it removes accountability from the team member who is struggling and does not encourage collaboration or help the team improve. The team should address the capacity issues together, and tasks should not be arbitrarily reassigned during the Sprint.
Option D is not the best response because the Scrum Master is the first point of contact for such issues. The Product Owner is not directly responsible for team dynamics. The Scrum Master should facilitate problem-solving within the team before involving the Product Owner.

In conclusion, Option B is the most appropriate response, as it focuses on collaborative improvement during the Sprint Retrospective, helping the team adjust workflows to better meet the Sprint Goal in the future.

Question 9:

The Product Owner is struggling to keep the Product Backlog items clear and well-defined for the Development Team. What is the best way for the Scrum Master to assist the Product Owner in improving the backlog?

A. The Scrum Master should write clear and well-defined user stories for the Product Owner to use in the backlog.
B. The Scrum Master should guide the Product Owner in refining the backlog, ensuring items are clear and prioritized effectively.
C. The Scrum Master should let the Product Owner handle the backlog on their own without any interference.
D. The Scrum Master should ask the Development Team to refine the backlog together during Sprint Planning.

Answer: B

Explanation:
The Product Backlog is a crucial artifact in Scrum, and it is essential that it is clear, well-defined, and prioritized so that the Development Team can effectively deliver value during the Sprint. The Scrum Master plays an important role in supporting the Product Owner, especially when the Product Owner is struggling with backlog refinement. The best way for the Scrum Master to help in this situation is to guide the Product Owner through the process of refining the backlog. Let's break down why B is the best choice, and review the other options:

B. The Scrum Master should assist the Product Owner by guiding them in backlog refinement. Refining the backlog includes ensuring that the items are clear and contain sufficient detail so that the Development Team can work on them effectively. The Scrum Master can provide coaching to help the Product Owner structure user stories, define acceptance criteria, and prioritize items according to business value. Additionally, the Scrum Master can encourage the Product Owner to collaborate with the Development Team during refinement sessions. By providing support and coaching, the Scrum Master ensures that the backlog remains actionable, well-understood, and aligned with the overall product goals. This approach ensures continuous improvement and helps the Product Owner feel confident in managing the backlog.

Now, let’s consider the other options:

A. While it might seem helpful for the Scrum Master to write the user stories themselves, this doesn’t empower the Product Owner to manage the backlog independently. The Product Owner must own the backlog, and the Scrum Master’s role is not to do the Product Owner’s work but rather to support them in their role. Writing user stories for the Product Owner reduces their responsibility and can lead to misunderstandings or misalignment with the product vision.

C. Allowing the Product Owner to handle the backlog independently without support may leave them without guidance, especially if they are already struggling. While the Product Owner does own the backlog, the Scrum Master has a responsibility to provide support and coaching when needed. Simply stepping back without providing help is not in line with the Scrum Master’s role of being a servant-leader.

D. While it is helpful for the Development Team to participate in backlog refinement, this activity should happen before Sprint Planning, not during it. Sprint Planning should focus on selecting items from the backlog for the upcoming Sprint, not refining the backlog itself. The refinement process should occur ahead of time, in dedicated sessions, where the Product Owner can collaborate with the Development Team to clarify requirements and ensure that the backlog items are well-understood. Asking the team to refine the backlog during Sprint Planning would be inefficient and may detract from the focus of the meeting.

In conclusion, the Scrum Master’s best course of action is to guide the Product Owner in refining the backlog, helping them to create clear, actionable items that align with the product vision and business needs (B).

Question 10:

During a Sprint Retrospective, one team member feels that their opinions are not being heard, and they are not contributing to the team's improvements. What should the Scrum Master do?

A. Encourage the team member to speak up more forcefully so their opinions are heard.
B. Ask the team to pause and ensure that everyone, including the quiet team member, has a chance to express their thoughts.
C. Acknowledge the team member's concerns but focus the discussion on the more vocal team members for the remainder of the retrospective.
D. Recommend that the team member writes down their thoughts and sends them to the Scrum Master after the meeting.

Answer: B

Explanation:
The Sprint Retrospective is a key opportunity for the Scrum Team to reflect on the Sprint and discuss areas for improvement. It's crucial that all team members feel heard and have the chance to contribute their perspectives. If one team member feels their opinions are not being heard, the Scrum Master has a responsibility to facilitate an environment where everyone’s voice is valued. Let’s analyze why B is the best response and the issues with the other options:

B. The Scrum Master should pause the meeting to ensure that everyone, including the quieter team members, has the opportunity to speak. In Scrum, the Retrospective should be a safe space where all team members feel comfortable expressing their thoughts without fear of judgment. The Scrum Master can encourage participation by asking direct questions, inviting team members to speak, and making sure everyone is included in the conversation. This ensures that the team member who feels unheard gets the opportunity to express their concerns, which may lead to valuable insights for the team’s improvement.

Now, let’s explore the other options:

A. Encouraging the team member to speak up more forcefully is not the most appropriate approach. It could make the team member feel even more uncomfortable and may not address the root cause of the issue. The goal is to create an environment where everyone feels safe to share their thoughts, not to encourage a louder voice.

C. Focusing the discussion on the more vocal team members and ignoring the quieter ones would reinforce the problem. It undermines the principle of team collaboration, where each member’s input is equally valued. This approach could create further frustration and contribute to the team member feeling isolated and disengaged.

D. Recommending that the team member write down their thoughts and send them to the Scrum Master after the meeting does not address the immediate concern. The goal should be to create an open dialogue during the Retrospective, not to have team members submit feedback after the fact. While written feedback can be useful, it shouldn’t replace active participation in the meeting.

In conclusion, the Scrum Master should pause the meeting and ensure that everyone has an opportunity to express their thoughts, making the Retrospective a collaborative and inclusive process for all team members (B).