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Scrum PSM-II Exam Sample Questions

Question # 1

Where should the Daily Scrum be held according to the Scrum Guide?

A. Around the Scrum board.

B. In the coffee corner to confirm this is an informal gathering.

C. Wherever the Developers think is best.

D. In a room where management can listen in.

E. In the room that is reserved by the Scrum Master.

Answer

C. Wherever the Developers think is best.

Explanation:

According to the Scrum Guide 2020, the Developers can choose the location and structure of their Daily Scrum, as long as it is consistent and conducive to inspection and adaptation. The Daily Scrum is an event for the Developers, not for the Scrum Master, the Product Owner, or the management. The Developers are responsible for planning their work for the next 24 hours and synchronizing their progress toward the Sprint Goal.

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Question # 2

You are a Scrum Master employed by the IT department. The IT manager considers adopting Scrum tor a new project He wonders however, what the value is in having all team members attend this meeting called "Daily Scrum" every day. The organization already has its employees attending so many mandatory meetings. What are two outcomes of the Daily Scrum you inform him about, to express the importance of the Daily Scrum? (choose two answers)

A. During the Daily Scrum the Developers will bring up problems that are hindering their progress, and tor which they nave no means to resolve, this provides an opportunity to resolve those impediments.

B. The Daily Scrum serves tor the Developers to report to you, as a Scrum Master, all updates on the tasks to the Sprint, as registered in the Sprint Backlog. You can then use the team's updates to plan their work tor the next day, making sure that every team member is assigned the right tasks.

C. Through the snort, daily alignment of the Daily Scrum the Developers build and improve a shared understanding of the most important work to be undertaken in the next 24 hours, to achieve the best possible progress toward the Sprint Goal. This daily opportunity to inspect and adapt Will enable the Developers to tackle any unforeseen circumstances that might otherwise disrupt the team's progress.

D. During the Daily Scrum, the Developers need to update the Scrum board with their current status and progress, at a task level. This is crucial to ensure that the IT manager can go up to the room at any time and view the team's actual progress.

E. The Developers will produce a status report indicating what each individual has done the past working day, and now much time that has taken. The accumulated reports will support discussing how the Sprint went at the Sprint Review meeting. It will provide detailed insights into the accuracy of estimates versus actual time spent, which can be used to create better estimates at the subsequent Sprint Planning meeting.

Answer

A. During the Daily Scrum the Developers will bring up problems that are hindering their progress, and tor which they nave no means to resolve, this provides an opportunity to resolve those impediments.
C. Through the snort, daily alignment of the Daily Scrum the Developers build and improve a shared understanding of the most important work to be undertaken in the next 24 hours, to achieve the best possible progress toward the Sprint Goal. This daily opportunity to inspect and adapt Will enable the Developers to tackle any unforeseen circumstances that might otherwise disrupt the team's progress.

Explanation:

The Daily Scrum is a 15-minute event for the Developers of the Scrum Team to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work. The Daily Scrum is not a status meeting, but a way for the Developers to collaborate and self-organize around the most important work for the next 24 hours. The Daily Scrum also provides an opportunity for the Developers to identify and communicate any impediments that are hindering their progress, and request help from the Scrum Master or other team members to resolve them.

References:
What is a Daily Scrum?| Scrum.org
What Is the Daily Scrum?| A Guide to the Daily Event - Scrum Alliance

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Question # 3

What conditions are most likely occurring if you feel you need a "Quality Assurance and Release Readiness Sprint"?

A. You are following Scrum and the concept of a Hardening Sprint.

B. Scrum has been modified in an acceptable manner to introduce "Quality Assurance and Release Readiness Sprints".

C. The Definition of Done is weak or incomplete, allowing technical debt to accumulate.

D. The Developers find it nearly impossible to create a valuable, useful product Increment in a Sprint.

E. The Definition of Done is not being met every Sprint.

Answer

C. The Definition of Done is weak or incomplete, allowing technical debt to accumulate.
D. The Developers find it nearly impossible to create a valuable, useful product Increment in a Sprint.
E. The Definition of Done is not being met every Sprint.

Explanation: A “Quality Assurance and Release Readiness Sprint” is not a Scrum concept, but a sign of poor engineering practices and weak adherence to the Scrum values and principles. It indicates that the Scrum Team is not delivering a potentially releasable product Increment every Sprint, which is one of the core commitments of Scrum. This could be due to a weak or incomplete Definition of Done, which allows technical debt to accumulate and compromises the quality and usability of the product. It could also be due to the Developers finding it nearly impossible to create a valuable, useful product Increment in a Sprint, which could be caused by various factors such as lack of skills, tools, collaboration, feedback, or empowerment. The Definition of Done is not being met every Sprint, which means that the Scrum Team is not fulfilling its accountability for the Increment and is not transparent about the state of the product.

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Question # 4

Several Sprints into a project, the Product Owner tells the Scrum Master that a key stakeholder just started using the product The stakeholder is unhappy with the slow performance, a complaint that the Product Owner agrees with As the Scrum Master how will you move this forward?

A. Encourage the Product Owner to bring the performance concerns to the rest of the Scrum Team and work together to improve the Definition of Done

B. Wait to bring this up in the next Sprint Retrospective as this is the appropriate time for the Developers to re-consider the Definition of Done.

C. Bring the concern to the quality assurance members of the Scrum Team and ask them to improve how the system is tested.

D. Explain to the Product Owner that it is up to the Developers to decide on acceptable performance standards as they own the Definition of Done

Answer

A. Encourage the Product Owner to bring the performance concerns to the rest of the Scrum Team and work together to improve the Definition of Done

Explanation: As a Scrum Master, you are accountable for establishing an environment where the Scrum Team can be effective and deliver valuable products1. One of the ways to do this is by supporting the Product Owner in managing the Product Backlog and engaging with the stakeholders2. In this situation, where there is a performance issue with the product, your best option is:
Encourage the Product Owner to bring the performance concerns to the rest of the Scrum Team and work together to improve the Definition of Done. This option aligns with the principle of empiricism, which is the foundation of Scrum3. Empiricism means that you make decisions based on what is known, rather than what is assumed or predicted3. By encouraging the Product Owner to bring the performance concerns to the rest of the Scrum Team, you are helping them inspect the product Increment and adapt the Product Backlog based on transparent feedback from the stakeholder4. You are also helping them collaborate on improving the Definition of Done, which is a shared understanding of what it means for a product Increment to be complete and potentially releasable. The Definition of Done should reflect the quality standards and expectations of the stakeholders, and should be updated as needed to ensure that the product meets their needs and delivers value.
The other options are not advisable because:
Wait to bring this up in the next Sprint Retrospective as this is the appropriate time for the Developers to re-consider the Definition of Done. This option is incorrect because it contradicts your accountability as a Scrum Master. The Sprint Retrospective is an opportunity for the Scrum Team to reflect on their performance and identify improvements for the next Sprint. However, it is not the only time for them to inspect and adapt their product and process. As a Scrum Master, you should promote continuous improvement and help the Scrum Team address any issues or impediments as soon as they arise1. Waiting to bring this up in the next Sprint Retrospective would mean delaying feedback and action, which can lead to waste or dissatisfaction.

Bring the concern to the quality assurance members of the Scrum Team and ask them to improve how the system is tested. This option is incorrect because it goes against your role as a facilitator, who helps the participants have constructive and respectful conversations. By bringing the concern to only a subset of the Scrum Team, you are creating silos and excluding others from contributing or learning. You are also implying that quality is only their responsibility, rather than a shared accountability of the whole Scrum Team. Moreover, you are not asking them for their input or feedback, but telling them what to do, which can undermine their autonomy and motivation.

Explain to the Product Owner that it is up to the Developers to decide on acceptable performance standards as they own the Definition of Done. This option is incorrect because it contradicts your role as a coach, who helps people grow and improve their skills and behaviors. By explaining to the Product Owner that it is up to the Developers to decide on acceptable performance standards, you are dismissing their concern and creating a gap between them and the Developers. You are also ignoring their valuable perspective and input as a stakeholder representative, who has a clear vision of what value means for the product. Instead of explaining, you should be asking questions and listening actively, and facilitating a dialogue between them and the Developers.

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Question # 5

Self-management is more effective when it happens within boundaries. Select two relevant boundaries for self-management provided by the Scrum framework. (choose two answers)

A. Timeboxing work to allow for frequent inspection.

B. Clearly defining sub-responsibilities and handovers within the Scrum Team.

C. Creating a valuable and useful Increment by the end of each Sprint.

D. Having an even number of members in a Scrum Team to be able to do pair programming and be more productive.

Answer

A.

Timeboxing work to allow for frequent inspection.

C. Creating a valuable and useful Increment by the end of each Sprint.

Explanation:

The best two answers are A and C.

A. Timeboxing work to allow for frequent inspection. This is a relevant boundary for self-management provided by the Scrum framework, as it helps the Scrum Team to organize their work into fixed-length Sprints and other events, such as the Daily Scrum, the Sprint Planning, the Sprint Review, and the Sprint Retrospective. Timeboxing enables the Scrum Team to inspect their progress, adapt their plan, and deliver value regularly and predictably.

C. Creating a valuable and useful Increment by the end of each Sprint. This is also a relevant boundary for self-management provided by the Scrum framework, as it guides the Scrum Team to focus on delivering a product Increment that meets the Sprint Goal and the Definition of Done. Creating a valuable and useful Increment requires the Scrum Team to collaborate, communicate, and coordinate effectively, and to apply their skills and creativity to solve complex problems.

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