[Jan-2024] PSM-II Pre-Exam Practice Tests Exam Questions and Answers for Professional Scrum Master Study Guide [Q32-Q55]

Q32. Select the correct Scrum Team roles defined in Scrum.

Development Team, Scrum Master, Product Owner

Engineers, Business Analyst, Product Owner

Stakeholders, Scrum Master, Project Manager, Product Owner

Product Manager, Business Analyst, Development Team, Stakeholders

Q33. Who must ensure that the work done for a Product Backlog item conforms to the Definition of “Done?”

The test team.

The Scrum Team.

The Scrum Master.

The Product Owner.

The Development Team.

Q34. How should multiple Scrum Teams, working from the same Product Backlog, select the Product Backlog items their teams plan to work on?

The Product Owner will present the work and the Development Teams will select the items they will work on.

The Product Owner creates separate Product Backlogs for each Development Team.

Each Scrum Team would select an equal number of items.

The Product Owner assigns the work to each team.

The Scrum Team with the highest productivity will select the items first.

Q35. 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 of development.

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 up to 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.

Q36. Who should be present to review and adjust the selected Sprint work if the Development Team determines that it will not be able to finish the complete forecast?

The stakeholders and Scrum Master.

The Product Owner and the Development Team.

The Development Team and Project Manager.

The Scrum Master, the Business Analyst and the Development Team.

Q37. 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 the best two answers)

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

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.

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.

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.

Q38. The purpose of a Sprint is to produce a potentially releasable product Increment.

True

False

Q39. Marian is a product Owner working on a Scrum Team on a new release for her product. Based on the average velocity of the previous release Marian estimated the project to take seven Sprints. Average velocity In the previous release was thirteen completed units of work per Sprint Development is three Sprints underway, with tour more Sprints to go until the release.
Product Backlog has been stable.
Over the first three Sprints, the Developers report their average velocity is nine, while not having fully tested all the delivered functionality. The Developers estimate that the unfinished testing would have required of a Sprints time. The Developers believe that the required velocity of thirteen is within their reach. What is the most effective way to recover?
(choose the best answer)

The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. up to one release Sprint per three development Sprints may be required, It is Marian’s responsibility to inform users and stakeholders Of the impact on the release date.

Transparency needs to be restored by addng the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only
13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master’s duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team Or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders.

In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog.

The Developers inform Marian that the progress she has perceived to date is not correct The Increment is not releasable. They give Marian their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. The Developers also re-estimate the effort to complete the remaining backlog, including all testing. In the end, it is Marian’s call to continue the project or to cancel.

Explanation
The most effective way to recover is to restore transparency and trust by informing the Product Owner that the progress she has perceived to date is not correct. The Increment is not releasable because it does not meet the Definition of Done12, which is a shared understanding of what it means for work to be complete12. The Developers should give the Product Owner their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. This way, the Developers can ensure that they deliver a valuable, useful, and potentially releasable Increment every Sprint12. The Developers should also re-estimate the effort to complete the remaining backlog, including all testing, and communicate any changes or risks to the Product Owner. In the end, it is the Product Owner’s call to continue the project or to cancel it, based on the value and feasibility of the product12.
Some reasons why the other options are not correct are:
A: The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework does not prescribe any release Sprints or separate phases for testing or integration12. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not postpone or hide their undone work. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not mislead or deceive the Product Owner. The Developers should respect the Product Owner’s authority and accountability for maximizing the value of the product and the work of the Developers12, not shift the responsibility or blame to them. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.
B: Transparency needs to be restored by adding the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only 13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master’s duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders.
This option is not correct because it violates the Scrum framework and the Scrum roles. The Scrum framework does not prescribe any velocity or points as measures of progress or success12. The Scrum roles include Product Owner, Scrum Master, and Developers12. The Product Owner is accountable for maximizing the value of the product and the work of the Developers12, not for tracking or controlling their velocity or points. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide1, causing change that increases the productivity of the Scrum Team1, and working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization1, not for assessing or judging the performance of the Developers or initiating a restart or cancellation of the project. The Developers are accountable for creating a valuable, useful, and potentially releasable Increment every Sprint12, not for meeting a predetermined velocity or points target.
C: In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework requires that each Sprint delivers a potentially releasable Increment that meets the Definition of Done12, not a partially done or incomplete product that accumulates technical debt or quality issues. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not compromise on quality or value. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not hide or ignore their undone work. The Developers should respect the Product Owner’s authority and accountability for maximizing the value of the product and the work of the Developers12, not burden them with additional work or risk. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.
References:
What is an Increment? | Scrum.org
What is a Product Increment? | Scrum.org

Q40. You are the Scrum Master for four Scrum Teams working from the same Product Backlog. Several of the Developers come to you complaining that work identified for the upcoming two Sprints will require full time commitment from Stella, an external specialist who is not a member of any of the four Scrum Teams. What would you consider acceptable solutions for the problem?
(choose the best three answers)

Organize a release Sprint in which Stella can thoroughly check and complete all the work done in her domain before considering the work releasable.

Developers with an interest in Stella’s domain could volunteer to take on this work in their respective Scrum Teams.

Investigate whether additional techniques or frameworks for scaling Scrum would be appropriate for these Scrum Teams.

Have the Developers re-order the Product Backlog so Stella can serve one team full-time in a Sprint

Merge the Scrum Teams into one large Scrum Team for the next two Sprints. When the need for Stella’s expertise is over, the teams can separate again

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

Create a team with Stella and identify people from the Scrum Teams to temporarily work in Stella’s domain to learn to better serve the existing teams

Explanation
B) Developers with an interest in Stella’s domain could volunteer to take on this work in their respective Scrum Teams.
This is a good solution because it is consistent with the Scrum value of commitment, which means that the Scrum Team members are willing to learn new skills and take on new challenges to deliver value12. By volunteering to take on this work, the Developers can reduce the dependency on Stella, increase their cross-functionality, and collaborate more effectively within and across the Scrum Teams34.
F) Ask Stella for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Scrum Teams to re-prioritize the work so that tasks not depending on Stella can be done first This is another good solution because it is consistent with the Scrum principle of empiricism, which means that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than following a predefined plan12. By asking Stella for a plan to hire and train additional people, the Scrum Master can help address the root cause of the dependency and create more capacity and diversity in Stella’s domain. By working with the Product Owner and Scrum Teams to re-prioritize the work, the Scrum Master can also help optimize the value and feasibility of the product backlog items, and enable the Scrum Teams to deliver valuable and functional increments every Sprint34.
G) Create a team with Stella and identify people from the Scrum Teams to temporarily work in Stella’s domain to learn to better serve the existing teams This is also a good solution because it is consistent with the Scrum value of respect, which means that the Scrum Team members appreciate and value each other’s skills and perspectives12. By creating a team with Stella, the Scrum Master can acknowledge and leverage Stella’s expertise and experience in her domain. By identifying people from the Scrum Teams to temporarily work in Stella’s domain, the Scrum Master can also facilitate knowledge transfer and skill development among the team members, which can improve their self-organization and collaboration34.
References: 1: Scrum Values | Scrum.org 2: Scrum Values – Atlassian 3: Scrum Guide | Scrum Guides 4:
Scrum – What is it, how it works, & how to start – Atlassian

Q41. Eight months ago your company started developing a new product consisting ot several major components.
You are the Scrum Master on the team building the “core” component of the product; your component also integrates all the other components.
The Scrum Teams work in monthly Sprints, and the team has forecast that it will deliver the integrated product in three Sprints. Recently the team’s progress slowed because of changes to the other components that they integrate. The program manager is extremely upset when they find out that the team will need two more Sprints. The project managers of the other components confirm their adherence to the original forecast.
As a Scrum Master, what could you do to help the Product Owner?
(choose the best answer)

You calculate how many additional developers it would take to increase velocity to make the original date. You inform the program manager of the additional budget for these developers. This would then allow meeting the original forecast

You remove all items from the Product Backlog tor which development is forecast to be beyond the expected date.

You suggest working with the program manager and the project managers of the other components on the ordering and the value of your open Product Backlog items to redefine the possible delivery date.

You lengthen your Sprints to accommodate the delays.

Q42. True or False: When multiple Scrum Teams work on the same product, they should employ a “Definition of Ready” to maximize their velocity. A “Definitlon of Ready” ensures that Sprint Planning can end within its timebox. This has a positive effect on the team’s velocity, as the team will have more time for productive work.

True

False

Q43. You have just been hired as a Scrum Master by a company new to Scrum. The company wants to use Scrum to build a new product that was conceived by the product management department. You will be the Scrum Master of two new teams that will build a first version of the product. The product management department assigns two new Product Owners, but wants more advice about the required participation with the new Scrum Teams. Which two suggestions would you offer?
(choose the best two answers)

Having one Product Owner will improve the clarity of accountability to the teams and to the product management department.

Two Product Owners are necessary, one for each Scrum Team. They report to an overarching chief Product Owner.

Each Scrum Team has a separate Product Backlog, holding each team’s assigned requirements.

A single Product Backlog should be maintained holding all requirements for the new product.

Q44. An organization wants to apply Scrum to build a new product and has hired Steven to be the Scrum Master of three new teams that will build the first release. The organization is new to Scrum and asks Steven for advice on how to start.
Which two things should Steven first advise? (Choose two.)

Each Scrum Team has its own Product Backlog with items only their team will be working on.

One Product Backlog to represent all of the known work needed to be done for the product.

Three Product Owners, one for each Scrum Team.

Having one Product Owner to be accountable for maximizing the flow of value throughout the development process and provide transparency on the overall progress.
The Scrum Master serves the organization in several ways, including: Leading and coaching the organization in its Scrum adoption; Planning Scrum implementations within the organization; Helping employees and stakeholders understand and enact Scrum and empirical product development.

Q45. 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.

Q46. A multi-national company is using Scrum for product development of their five major products.
What alternatives should the company consider to decide how many Product Owners are needed for these five products?
(choose the best two answers)

There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog.

There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams.

There is one Product Owner for all five products. This person may not delegate work to others for specific value, capabilities, and functionality, given these are all the Product Owner’s individual responsibility.

There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.

Explanation
A: There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog. This is a reasonable alternative, as it allows each Product Owner to focus on one product and its vision, value proposition, and stakeholder needs. The Product Owner can also leverage the expertise and input of other people who can help with the product development, such as business analysts, domain experts, or user representatives. The five Product Owners can coordinate and collaborate with each other through the Product Backlog, which is a single source of truth for the product requirements and priorities.
D: There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
This is another reasonable alternative, as it allows one Product Owner to have a holistic view of the five products and their interdependencies, synergies, and trade-offs. The Product Owner can also delegate some of the work to other people who can act as proxies or representatives for the different aspects of the products, such as features, modules, or components. The Product Owner can still maintain the ultimate authority and responsibility for the Product Backlog and the product value delivery.
References:
Scrum Guide 2020, page 7: “The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team.” Scrum Guide 2020, page 8: “The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team.” Professional Scrum Master II Course, page 22: “The Product Owner may delegate some of their work to others who can help them with the product development, such as business analysts, domain experts, or user representatives. However, the Product Owner remains accountable for the Product Backlog and its content.” Professional Scrum Master II Course, page 23: “The Product Owner may scale their role by working with other Product Owners who are responsible for different products, features, modules, or components. However, there should be only one Product Owner per product who has the final say on the product vision and value proposition.”

Q47. Steven is a Scrum Master of a Development Team that has members working in different cities and time zones. Organizing the Scrum events is time consuming and requires a lot of effort to set up and run. The Development Team proposes to only hold the Daily Scrum on Mondays.
Which two responses would be most appropriate from Steven? (Choose two.)

Coach the team on why having a Daily Scrum every day is an important opportunity to update the Sprint plan and how it helps the team self-organize work toward achieving the Sprint Goal.

Ensure that there is an overall consensus by having the Development Team members vote.

Help the Development Team understand that lowering the frequency of communication will only increase the feeling of disconnect between the team members.

Acknowledge and support their decision.

Q48. 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.

Q49. Which role is responsible for engaging with stakeholders?

The team lead

The business analyst

The project manager

The Development Team

The Product Owner

Q50. The Development Team can cancel the Sprint:

When the availability of the Product Owner is less than expected.

When the requirements for the work to be done become unclear or not understood.

It can’t. Only Product Owners can cancel Sprints.

When the Sprint Backlog is determined to be unachievable.

When too many impediments occur.

Q51. Doing your best and helping other Scrum Team members demonstrates which of the following?

Value of Commitment

Increased Revenue

Increased Profit

Maximizing utilization

High Performance

Q52. At the end of the eighth Sprint, the internal sponsors are upset and angry with the progress of the product being built. The current state of the product is not as expected and will require additional Sprints and more budget than originally anticipated at the start of the project.
What factors may have led to this? (Choose three.)

The Product Owner has not been engaging with sponsors frequently enough and has not been kept aware of the overall progress of the project.

The sponsors haven’t been using the Sprint Reviews to actively engage, and inspect and evaluate progress.

The scope changes have not been tracked adequately and the change request process has not been followed properly.

The stakeholders have not been using the Daily Scrum effectively to track the Development Team’s progress.

The Scrum Master has not ensured transparency.

The project plan proposed to the sponsors at the start of the project followed stringently.

Q53. 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.

Q54. 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.

Q55. Who should manage the tasks of Development Team during the Sprint?

The Project Manager.

The Product Owner.

The Scrum Master.

The Development Team.

All of the above.

[Jan-2024] PSM-II Pre-Exam Practice Tests Exam Questions and Answers for Professional Scrum Master Study Guide [Q32-Q55]

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