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Free PSM II Exam Braindumps (page: 18)

Page 17 of 52
PDF with 221 Questions

You have a Scrum Team that has been working together for over a year. The Development Team consists of eleven members who rarely collaborate and work within their functional boundaries. There are no Sprint Goals and most of the items in the Sprint Backlog are unrelated. The Scrum Team has concluded that it is not possible to create Sprint Goals based on the items in the Product Backlog.
What might explain why the Scrum Team is finding it difficult to craft Sprint Goals? (Choose all that apply.)

  1. The Sprints are too long.
  2. The Product Owner is not empowered to make decisions about items in the Product Backlog nor how they are ordered.
  3. The Product Owner doesn’t set objectives that he/she wants to achieve with upcoming Sprints.
  4. Scrum might not be the best framework for this team.
  5. The Development Team is too big.

Answer(s): B,C,D

Explanation:

Many people misinterpret the Scrum Guide as stating the Development Team size is limited to 3-9 members. In reality, it only states that there is inherent risk attached to having less than 3 members and more than 9 members. As the number of members increases, the lines of communication also increase. This can be calculated using the Group intercommunication formula: n(n − 1) / 2 where n is the number of members. Some teams are able to handle the risk and “synergize” whereas others might struggle. Saying that, the relationship between defining a Sprint Goal and Development Team size is unclear.

But the relationship between the ordering of the Product Backlog, the PO having clear objectives, and the Sprint Goal are direct. The Product Owner typically comes to the Sprint Planning with a business objective in mind and Product Backlog items related to the business objective. After deciding what can be done for the upcoming Sprint, the Scrum Team will craft a Sprint Goal that would be met through the implementation of the items. This is not dependent on the size of the team nor length of the Sprint.

Scrum is also a framework that’s fit for purpose. Some projects/products are not fit for Scrum... or, better stated, Scrum is not suitable for all projects/ products.



According to the Scrum Guide, where should the Daily Scrum be held?

  1. Wherever the Development Team decides is most suitable.
  2. In a room where management can attend.
  3. In the same location where the Development Team is seated.
  4. In front of the Scrum board.
  5. Wherever the Scrum Master decides is best.

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.



During the Sprint Retrospective, the team is discussing the quality issues that prevented the team from delivering a releasable Increment at the end of the Sprint. The Development Team does, however, mention that they were able to achieve a high velocity.What are the best two responses for Steven, their Scrum Master, to take? (Choose two.)

  1. Stress the value of working software over measured velocity.
  2. Agree and acknowledge the Development Team’s hard work, so they will be motivated to do even more in the next Sprint.
  3. Acknowledge the hard work but remind the Development Team that they need to improve in order to do even more in the next Sprint.
  4. Facilitate a discussion on how to improve the quality to a level high enough for the Increment to be releasable, even if the measured velocity drops 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.






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