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Scrum PSM-II Exam Sample Questions

Question # 1

User documentation is part of your Definition of Done. However, there are not enough technical writers for all teams. Your Scrum Team does not have a technical writer. What needs to be done?

A. Your Scrum Team is still accountable for creating user documentation. In this case, the Developers will write it.

B. Let the user documentation remain undone and accumulate until after the last development Sprint. It will then be done by any available technical writers.

C. Form a separate team of technical writers that will work on an on-demand basis for the various Product Owners. Work order will be first in, first out.

Answer

A. Your Scrum Team is still accountable for creating user documentation. In this case, the Developers will write it.

Explanation: User documentation is part of your Definition of Done, which means that it is a requirement for delivering a potentially releasable product increment. Your Scrum Team cannot ignore or postpone this requirement, even if there are not enough technical writers for all teams. Your Scrum Team is responsible for creating and maintaining the user documentation, and the Developers are the ones who have the skills and authority to do so. The Scrum Master can help the Developers learn how to write effective user documentation, and the Product Owner can provide feedback on its quality and value.

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Question # 2

You are a Scrum Master entering an organization that wants to "evolve" their product development to Scrum. The organization's teams are organized into component teams. This means that teams address one single application layer only (for example, front end, middle tier, back end, and interfaces). You introduce the concept of feature teams, where teams have the skills to work on multiple layers throughout a Sprint and deliver working software every Sprint. What are two things you take into consideration when moving away from component teams toward feature teams? (choose two answers)

A. You cannot do Scrum without feature teams. Do not continue adopting Scrum until teams are reorganized in feature teams.

B. Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to Increase.

C. Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team.

D. With feature teams, it is easier to calculate and compare the productivity per team. Incentives on productivity are likely to speed up the transition to feature teams, and therefore the adoption of Scrum.

Answer

B. Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to Increase.
C. Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team.

Explanation:

B: Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to increase. This is a realistic expectation, as the teams will need to learn new skills, collaborate more effectively, and adapt to changing requirements. However, the benefit of feature teams is that they can deliver working software that provides value to the customers and stakeholders every Sprint, rather than waiting for the integration of different components.

C: Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team. This is a natural consequence of changing the team structure and culture, as the teams will need to overcome some challenges and conflicts, build trust and rapport, and establish a shared vision and goal. The Scrum Master can help the teams with this transition by facilitating communication, coaching, and mentoring.

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Question # 3

Scrum Master is a management position because the Scrum Master is accountable for the following three management activities:

A. Reporting on the performance of a team.

B. Managing the Scrum process.

C. Managing the project plan and the project deliverables.

D. The way Scrum is understood and enacted within the organization.

E. Removing organizational impediments that limit the team's progress and productivity.

Answer

B. Managing the Scrum process.
D. The way Scrum is understood and enacted within the organization.
E. Removing organizational impediments that limit the team's progress and productivity.

Explanation: A Scrum Master is not a management position in the traditional sense of the word. A Scrum Master does not have authority over the team members, the product, or the project. A Scrum Master is a servant leader who helps the team self-organize, collaborate, and deliver value. A Scrum Master is accountable for managing the Scrum process, ensuring that the team follows the Scrum values and principles, and facilitating the team’s interactions with stakeholders and the organization. A Scrum Master is also accountable for removing organizational impediments that limit the team’s progress and productivity, such as bureaucracy, silos, or conflicts. A Scrum Master is not accountable for reporting on the performance of a team, managing the project plan and the project deliverables, or managing the capacity and utilization of the Developers. These are responsibilities of the Product Owner, the Developers, or other roles in the organization.

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Question # 4

What are two ways in which technical debt relates to velocity?

A. Adding technical debt items to the Product Backlog to get estimated and added to your velocity forecasts can guarantee predictability.

B. Developers can artificially increase velocity by incurring technical debt.

C. They are not related, technical debt should be resolved by the support or operations department, not by the Developers.

D. Velocity may unexpectedly drop when the Developers run into technical debt while attempting to complete new Product Backlog items.

Answer

B. Developers can artificially increase velocity by incurring technical debt.
D. Velocity may unexpectedly drop when the Developers run into technical debt while attempting to complete new Product Backlog items.

Explanation:
B: Developers can artificially increase velocity by incurring technical debt. This is a true statement, as some Developers may choose to take shortcuts or compromise on quality in order to deliver more work in a Sprint. However, this is not a sustainable or ethical practice, as it will create more problems and costs in the future. The Scrum Master can help the Developers to avoid this temptation and focus on delivering value and quality instead.
D: Velocity may unexpectedly drop when the Developers run into technical debt while attempting to complete new Product Backlog items. This is a true statement, as technical debt can act as a drag on the productivity and progress of the Developers. Technical debt can make the work more difficult, complex, or risky, and may require more time and effort to fix or refactor. The Scrum Master can help the Developers to identify and manage technical debt, and communicate its impact to the Product Owner and the stakeholders.

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Question # 5

Scrum requires a Definition of Done. Which phrases describe the purpose of the Definition of Done?

A. It serves to track the percent completeness of a Product Backlog item during the Sprint.

B. During the Sprint it helps the Developers identify the work remaining for an Increment to be ready for release by the end of a Sprint.

C. It creates transparency into the state of the Increment when it is inspected at the Sprint Review.

D. It guides the Developers when creating a forecast at the Sprint Planning.

E. It provides a template for the documentation of the product Increment.

Answer

B. During the Sprint it helps the Developers identify the work remaining for an Increment to be ready for release by the end of a Sprint.
C. It creates transparency into the state of the Increment when it is inspected at the Sprint Review.
D. It guides the Developers when creating a forecast at the Sprint Planning.

Explanation:
The Definition of Done is a formal description of the state of the Increment when it meets the quality standards required for the product. The purpose of the Definition of Done is to:
During the Sprint, it helps the Developers identify the work remaining for an Increment to be ready for release by the end of a Sprint (B), by providing a clear and shared understanding of what “Done” means for each Product Backlog item and the Increment as a whole.
It creates transparency into the state of the Increment when it is inspected at the Sprint Review ©, by ensuring that everyone involved in the product development has the same expectations and criteria for evaluating the value, usability, and quality of the Increment.
It guides the Developers when creating a forecast at the Sprint Planning (D), by enabling them to estimate how much work they can realistically complete within a Sprint, based on their capacity, skills, and Definition of Done.

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