Updated Dec-2022 Exam Engine for PSM-II Exam Free Demo & 365 Day Updates [Q38-Q60]

NEW QUESTION 38
Which approach would you recommend to ensure that the Product Backlog items discussed at Sprint Planning are well understood, actionable, and easier to forecast?

Having a separate group of business analysts and functional testers analyzing high-ordered Product Backlog items before Sprint Planning.

Having the Product Owner work with stakeholders between the end of the last Sprint and before beginning the next to prepare the Product Backlog items so not to interrupt the Development Team.

Having the business analysts in the Development Team create the upcoming Product Backlog items during a Sprint and adding them to the next Sprint’s forecast.

Having the Development Team use some time during each Sprint to help the Product Owner analyze, estimate, and design items at the top of the Product Backlog that is projected to be worked on in the upcoming Sprint.

NEW QUESTION 39
Individual Development Team members have been approaching Steven, the Scrum Master, to complain about Chris. Chris has the most experience on the system they are building. He often Question:s the choices team members make in design and architecture making them feel bad.
What are two good ways for Steven to address this problem? (Choose two.)

Steven observes whether this topic is raised at the Sprint Retrospective. If not, then he checks with the team on how comfortable they are with the way the design and architecture is being handled.

Steven suggests facilitating a session with the full team to help resolve the issue.

Steven tells the concerned members that Chris’ opinions should be respected as he has the most experience and understands what is best for long term sustainability.

Steven shares his concerns with Chris and the impact on the other team members and that he should be a team player.

Steven takes the time between Sprints to organize a team building session to build a stronger relationship.

NEW QUESTION 40
A new Product Owner has joined an existing Scrum Team that has been working together for eight Sprints.
The Development Team has grown to have a good understanding of the functionality and business for the product they have been building. The Product Owner, being new to the company, is unsure about his responsibilities.
As a Scrum Master explain what two acceptable ways of helping the Product Owner would be. (Choose two.)

You advise the Product Owner to start building a good relationship with the stakeholders of the product.
Ongoing interaction with them is important to regularly align with changing organizational or market expectations. The Product Owner is also expected to invite the right stakeholders to the Sprint Review meeting.

You inform the Product Owner that, in today’s highly competitive markets, it is important that the Development Team is updated on changing business priorities on a daily basis. The Daily Scrum allows the Development Team to adapt to the changes in scope without delay.

You tell the Product Owner to make sure that there are no ambiguities or possible misunderstandings in the items on the Product Backlog when they are handed over to the Development Team. This is best done by capturing the functional requirements during an analysis phase, resulting in documents that are considered as the working product of such analysis Sprints.

You advise the Product Owner to rely on the Development Team and the stakeholders to formulate the Product Backlog, as they are the ones most knowledgeable. By asking questions and working with them the Product Owner will quickly be up to speed.

NEW QUESTION 41
What is a Product Owner responsibility that he/she might delegate?

Writing User Stories

Ordering the Product Backlog

Representing stakeholders to the Scrum team

Attending the Sprint Review

NEW QUESTION 42
What could be a reason for a Product Owner to delay the start of a new Sprint after the conclusion of the previous Sprint?

The QA team has not finished testing the previous Increment before declaring it ready to ship.

The stakeholders were disappointed with the Increment produced in the previous Sprint.

There is no acceptable reason. A new Sprint starts immediately after the conclusion of the previous Sprint.

The Product Owner needs additional time to identify the next initiatives.

There’s not enough work in the Product Backlog to work on in the upcoming Sprint.

NEW QUESTION 43
A Scrum Team has requested a hardening Sprint to integrate the work produced in previous Sprints and test before releasing.
What three scenarios has likely occurred? (Choose three.)

The team’s Definition of Done is not being adhered to during every Sprint.

The team’s Definition of Done is weak or incomplete causing a build up of technical debt.

The Development Team is having difficulties with the ability to regularly release during a Sprint.

Hardening Sprints are supported by the Scrum framework so this is acceptable.

Scrum has been customized in a suitable manner to make the previous work releasable.

NEW QUESTION 44
Steven is a Scrum Master for three Scrum Teams building the same product and working from the same Product Backlog. Management wants to standardize how velocity is calculated across all three teams in order to identify which teams are high performing and which teams need more support.
What would be the best two responses Steven could provide to management? (Choose two.)

There is no direct relationship between velocity and value.

Standardizing velocity across teams is a good way to understand which teams are producing the most value.

Providing incentives based on velocity can increase the Scrum Team’s motivation to produce more value.

Velocity is the amount of business functionality that a Scrum Team creates in a Sprint. It is unique to that team and used as an input to Sprint Planning.

NEW QUESTION 45
Which role would know the most about the progress toward a business objective or a release, and be able to explain clearly the alternatives?

The Product Owner

The Release Manager

The Development Team

The Scrum Master

NEW QUESTION 46
Scrum promotes self-organization.
Which of these statements would NOT support self-organizing?

The Development Team deciding what work to do in a Sprint.

Removing the need for documentation.

Being a lightweight framework.

Removing titles for Development Team members.

NEW QUESTION 47
The Development Team should have all the skills and competencies needed to:

Turn the Product Backlog items it selects into a potentially releasable product increment of functionality.

Do all of the development work in order to handoff to the testers in the subsequent Sprint.

Complete the project within the estimate as committed to the Product Owner.

NEW QUESTION 48
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?

Agree – this is an appropriate solution to the problem.

Disagree – as the root cause may not be that the team is too big.

Unsure – dividing a team into two cannot be decided based on this information. You offer to observe.

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.

NEW QUESTION 49
You have been hired as a Scrum Master for a company that has been doing business for over fifty years. In order to stay competitive, they have started an initiative to digitize their legacy systems. The company has several Scrum Teams working on different components that will be integrated to a single back office platform.
Your team is responsible for building the back office platform and integrating all other components. The Scrum Teams work in two week Sprints and are expected to deliver all functionality in six Sprints.
During development the requirement changes in the other components have been slowing down your team’s progress. Because of these changes, your team has estimated that they will not be able to deliver all expected work within the original timeframe. The Scrum Teams working on the other components confirm that they are still on track to meet the expected delivery date. The program manager in charge of the digitization initiative is upset and angry with your team.
As a Scrum Master, what could you do to help the Product Owner?

You suggest working with the program manager and the other teams on the ordering and the value of your team’s open Product Backlog items to redefine the possible delivery date.

You shorten your team’s Sprints to be ready sooner.

You remove all items from the Product Backlog for which development is forecasted to be beyond the expected date. These are likely to be low value anyhow.

You suggest adding additional developers to the team in order to increase velocity and meet the original date.

NEW QUESTION 50
Peter is a new Product Owner on a newly formed Scrum Team. Peter has projected a product completion date based on an estimated velocity of 21 completed points per Sprint. After the first 3 Sprints, the team has determined that their maximum velocity is 15 points and they are unable to create shippable increments at the end of each Sprint.
What is the best way to proceed?

The Sprints have failed to produce shippable Increments there for opportunities to inspect and adapt is lost. The Scrum Master would encourage the organization to add more team members in order to increase the team’s capacity.

The Scrum Master would coach the team on improving their estimations and commitment to completing the Sprint Backlog.

Extend the Sprint in order to complete the Sprint Backlog items.

Inform Peter that the projected completion date is not correct. The Development team would estimate the remaining work to produce a shippable Increment and suggest making it “Done” before working on new features. Based on empirical data, Peter can adjust the completion date and decide how to continue.

NEW QUESTION 51
Steven, the Scrum Master, is approached by one of the Development Team members saying that they are not completing regression tests for all of the work they are performing to the level defined in the Definition of Done.
They have discussed this with the Product Owner and decided to remove regression testing from the Definition of Done.
Which two actions are the most appropriate for Steven to take? (Choose two.)

Reject the decision as the long term maintainability of the product will be negatively impacted by modifying the Definition of Done.

Accept the decision as a mutual agreement has been made between the Development Team and the Product Owner.

Ask the Development Team and the Product Owner what problem they are trying to solve by altering the Definition of Done and removing regression testing from it. In what ways will this decision impact transparency and quality?

Ask the Development Team and the Product Owner if they are still able to produce potentially shippable product increments by altering the Definition of Done?

NEW QUESTION 52
Steven is a Scrum Master for three different teams building a single product from the same Product Backlog. Development Team members from each team have approached Steven complaining that their teams need Nicole, an external specialist, to commit full time for their next Sprint.
Which three acceptable solutions would Steven consider? (Choose three.)

For Sprints that require Nicole’s expertise for more than one team, combine the teams into one and separate when they no longer need to share her services.

Investigate whether applying additional techniques or frameworks for scaling Scrum would be appropriate for this product team in the future, since you have multiple Scrum Teams working on the same product, with dependencies between the teams.

People from the Development Teams with an interest in Nicole’s domain could volunteer to take on this work in their respective teams.

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

Have the Development Team re-order the Product Backlog so Nicole can serve one team full-time in a Sprint.

Create a team with Nicole and people from the teams to temporarily work in Nicole’s domain to serve the existing teams.

NEW QUESTION 53
What should a Development Team do if they don’t understand a functional requirement?

Request a specialist to be added to the Development Team.

Move the item to a future Sprint.

Complete as much as possible and add the remaining work as a new Product Backlog item.

Work with the Product Owner to determine what is possible and acceptable.

NEW QUESTION 54
A Scrum Team has been working on a product for several iterations and has an average velocity of 55 units of
‘done’ work per Sprint. A second team will be added to work on the same product.
What might be the impact on the original team?

Their velocity is likely not affected and will remain at 55.

Their velocity is likely to drop and be less than 55.

Their velocity is likely to rise and be more than 55.

NEW QUESTION 55
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.

NEW QUESTION 56
What is a good way for a Scrum Team to ensure that security concerns are addressed and transparent?

Add Security Sprints to resolve security concerns when needed.

Have the Scrum Team create Product Backlog items for each concern and/or add security concerns to the definition of “Done”.

Create a separate backlog for security items and only work on the items when a specialist becomes available.

Delegate the work to an external team.

NEW QUESTION 57
Which two scenarios would best represent a self-organizing Development Team? (Choose two.)

The Development Team members are strictly focused on the work within their functional role and always handing off the work to other roles in a timely matter.

Management works with the Scrum Master to optimize the Development Team’s progress during the Sprint.

Development Team members collaboratively select and re-plan their work throughout the Sprint.

The Development Team invites external people to the Sprint Planning to help them create a complete and detailed Sprint Backlog.

The Development Team creates its own Sprint Backlog, reflecting all work that is part of the Definition of Done.

NEW QUESTION 58
According to the values of Scrum, which is the best way to create Development Teams?

The Product Owner will create a skills matrix according to what is needed for the project and work with the technical leads to allocate resources to the team.

Work with the leadership team to allocate members according to skills, seniority and experience to ensure that all Development Teams are balanced fairly.

Provide boundaries to the developers and allow them to self-organize into Development Teams.

NEW QUESTION 59
Part of the team’s Definition of “Done” requires creating or updating technical documentation in order to maintain the product and/or features in the future. The team’s technical writer will be on vacation during the Sprint.
What should you do?

Encourage the technical writers from other teams to form a specialized team to organize and plan the work for multiple teams.

The Development Team members will write it as they are still responsible for creating the documentation to make the Increment done in conformance with their Definition of “Done.”

Wait until the technical writer returns before continuing with related items.

Complete all development work first while adding technical documentation to the Product Backlog to be done in a subsequent Sprint.

NEW QUESTION 60
A key concern when multiple Development Teams are working for the same Product Backlog is minimizing dependencies between teams.

True

False