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Free PSM II Exam Braindumps
Professional Scrum Master II Questions 66–70 (page: 15)

Updated On: 10-Feb-2026
Page 15 of 46
PDF with 221 Questions

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

  1. Wherever the Developers think is best.
  2. In a room where management can listen in.
  3. In the coffee corner to confirm this is an informal gathering.
  4. Around the Scrum board.
  5. In the room that is reserved by the Scrum Master.

Answer(s): A

Explanation:

Because the Daily Scrum is owned and managed by the Development Team, it is up to them to decide on the most effective place and time to hold the Daily Scrum.



In the Sprint Retrospective, there is discussion that the quality of the Increment is not sufficient for going to production. In response, a Scrum Team member points out the high velocity reached by the team.
What are the two best actions for the Scrum Master to take? (Choose two.)

  1. Stress the value of working product over measured velocity.
  2. Agree and praise the Developers for their hard work, so they are motivated to do even more in the next Sprint.
  3. Acknowledge the hard work, but remind the Developers that they need to improve to do even more in the next Sprint.
  4. Facilitate a discussion on how to improve the quality to a level sufficient for production, even if the measured velocity will drop in the next Sprint.

Answer(s): A,D

Explanation:

Scrum employs an iterative, incremental approach to optimize predictability and control risk. The primary objective of a Sprint (iteration) is to produce a potentially shippable product Increment. Having an Increment will allow the Scrum Team to know the right thing to do in the upcoming Sprint. Having a velocity is important but working software is the primary measure of progress.



Adding more resources in Scrum will proportionally increase the value delivered.

  1. True
  2. False

Answer(s): B

Explanation:

When working on complex problems in complex environments, adding more resources (people, money, tools, etc.) cannot guarantee increased value or success.



After some small experiments with Scrum, your company decides to do a complete project with Scrum. As Scrum Master, you have been invited to the "project kick-off meeting" with IT and product management. The Product Owner asks how many Sprints IT will need to first figure out architecture and infrastructure issues.
What are two options to explain how such work is managed using Scrum? (Choose two.)

  1. You explain that product management should not worry about such typical IT work. You inform them that you will assure that the team members reach out to the right people within the IT organization when needed. During each Sprint Planning event they will keep the Product Owner updated about the additional effort it will take for that Sprint. That effort will come on top of the effort for the forecasted functional development.
  2. You explain that technical risks are best controlled when architecture and infrastructure emerge alongside the development of functionality. The additional advantage is that business value is created faster and sooner.
  3. You thank product management for understanding that these efforts indeed require effort and budget. You confirm that architecture and infrastructure are best addressed before starting Scrum, but that the exact budget is difficult to calculate upfront. You say you will organize this work in timeboxed Sprints of no more than 30 days to limit risk and be transparent toward product management on the actual progress.
  4. You educate the Product Owner to add this work to the Product Backlog to uphold transparency. Ask the Developers to plan work during the first several Sprints to estimate these items, while also creating some business functionality in these early Sprints.

Answer(s): B,D

Explanation:

When working on complex problems in complex environments, it is difficult to fully predict all future needs and the best solutions will emerge as the work is being performed.



Steven, who is a Scrum Master, on one of the Scrum Teams has approached you asking for advice. Their Daily Scrum requires more than 15 minutes and the team has suggested dividing themselves into two separate teams in order to stay within the time box.

As another Scrum Master, what would be the best response?

  1. Agree ­ this is an appropriate solution to the problem.
  2. Disagree ­ as the root cause may not be that the team is too big.
  3. Unsure ­ dividing a team into two cannot be decided based on this information. You offer to observe.
  4. Agree ­ You agree that dividing the team into two is a good strategy to allow the teams to learn how to run Daily Scrums quickly and effectively. Once they've learned to limit the Daily Scrum to 15 minutes, you can merge the teams again.

Answer(s): C

Explanation:

The relationship between cause and effect can become more clear when more information emerges.



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