QUESTION: 6

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.

Answer(s): A,B,E

Explanation:

One of the principles of agility includes working closely with business people. In order to manage stakeholder expectation, there must be open communication (through collaboration and transparency) throughout the project cycle. This maximizes alignment, helps with making business decisions, and reduces risk.
Although, the Scrum Guide does not directly state that the Scrum Master is responsible for ensuring transparency it is implicit. The Scrum Master is responsible for the process in which Scrum is adopted and enacted. Scrum is founded on empiricism and the Scrum Master helps those inside and outside the team work in an empirical environment which includes transparency (one of the three pillars of empiricism).

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QUESTION: 7

Three Development Teams are currently building a single product and pulling work from the same Product Backlog. All three teams have identified that they will need Dan, a database specialist, to work full time in their team for the next several Sprints.

What should Steven, the Scrum Master, do to solve this potential problem?

Manage the items in the Sprint Backlogs so that Dan can be utilized evenly for each team.
Assign Dan to the team with the most urgent tasks first and then move him to the next team and so on until the required support is completed.
Facilitate a discussion with all Development Teams on how they want to deal with this issue, and help them implement their preferred solution.
Ask Dan to work with the HR department to recruit and hire additional database specialists. In the meantime, have the Product Owner move items that do not depend on Dan to the top of the Product Backlog.

Answer(s): C

Explanation:

As a servant/leader, the Scrum Master facilitates conversations through open ended questions in order to help the team members make the best possible decisions according to what is known at the time. He/she does not approve or reject team decisions but ensures the team stays within the boundaries of the Scrum framework.

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QUESTION: 8

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 two.)

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.
Two Product Owners are necessary, one for each Scrum Team. They report to an overarching chief Product Owner.
Having one Product Owner will improve the clarity of accountability to the teams and to the product management department.

Answer(s): B,D

Explanation:

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.

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QUESTION: 9

A Development Team has a total of six members, 4 members who work full time in the office and 2 members who work part time at home. The Development Team is complaining that it is too difficult to synchronize every day and has suggested having the Daily Scrum every other day instead.

What would be three key concerns if the Daily Scrum is held less frequently? (Choose three.)

Impediments are raised and resolved more slowly.
Opportunities to inspect and adapt the Sprint Backlog are reduced.
Less information about the progress will be shared causing the Sprint plan to become inaccurate and reducing transparency over progress toward the Sprint Goal.
The Scrum Master loses the ability to update the burndown chart adequately.
The Product Owner cannot accurately inspect utilization of the individual team members.

Answer(s): A,B,C

Explanation:

The Daily Scrum is an internal meeting for the Development Team to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog. The Daily Scrum optimizes the probability that the Development Team will meet the Sprint Goal. Every day, the Development Team should understand how it intends to work together as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment by the end of the Sprint.
Reducing the frequency of the event will increase the length of the feedback loop and adds risk if the team deviates too far off course.

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QUESTION: 10

Steven is a Scrum Master asked to assist in creating five new Scrum Teams that will be working to build a highly anticipated product. He talks with them about the importance of being able to integrate their Increments by the end of their Sprints. This includes the first Sprints. The product is very important to both the end users and the organization.

Of the choices raised by future team members, what would Steven encourage?

Each Scrum Team delivers Increments in its own code branch. After UAT is performed at the Sprint Review, the code branch is isolated until enough Increments are considered acceptable. All code branches will then be merged during the release phase.
Each Scrum Team delivers functionality at the end of each Sprint. New Product Backlog items will then be added to the next Sprint Backlog to integrate their functionality with the other teams to create a unified Increment.
All Scrum Teams agree on a mutual understanding of `done' that defines all work necessary to deliver a potentially shippable Increment that includes all previous Increments delivered for the product.
Wait until enough of the infrastructure and architecture is in place before starting the first Sprints. This will increase the success of delivering integrated Increments in Sprint 1.

Answer(s): C

Explanation:

When a Product Backlog item or an Increment is described as "Done", everyone must understand what "Done" means. If there are multiple Scrum Teams working on the system or product release, the Development Teams on all the Scrum Teams must mutually define the definition of "Done" to have a shared understanding of what it means for work to be complete, to ensure transparency. Each Increment is additive to all prior Increments and thoroughly tested, ensuring that all Increments work together.

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Free Scrum PSM II Exam Questions (page: 3)

QUESTION: 6

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QUESTION: 7

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QUESTION: 8

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QUESTION: 9

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QUESTION: 10

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