PSM-II Practice Exam Question 1. The Product Owner tells you that there are too many defects in the recent release. The customers are not happy. The stakeholders are also complaining about the quality of the product. What are the possible options to move ahead? (Choose the best two answers) Coach the team about the importance of quality of code and need of Definition of Done. Tell the Product Owner that quality is Developers concern and the PO should not intervene unnecessarily. Suggest the Product Owner to make the next sprint a Defect fix sprint to improve quality. Coach the Product Owner how to work with Developers and improve the quality. Update the Definition of Done and ensure that Developers follow it. 2. You are a Scrum Master for a team, and you have observed that the Product Backlog is not refined enough for upcoming Sprints. What are the two best ways to proceed in this situation? (Choose the best two answers) Refinement is not your responsibility, so you actively do nothing. At the Sprint Retrospective you wait for the Scrum Team to bring this up to see if they are also concerned about it. You tell the Product Owner that it’s his job to keep the Product Backlog updated and refined. You ask the Developers to spend time during the Sprint and update Product Backlog. At the Sprint Retrospective you ask the Scrum Team about the state of Product Backlog and its impact on future sprints. 3. Which statement about the Sprint Goal is incorrect? (Choose 1)The Product Owner respects the opinions of the Developers about whether they can achieve the Sprint Goal.It is only a forecast and may change within the Sprint as more is learned.It helps increase focus.If it does not seem achievable, the Developers have the courage to tell the Product Owner.The Scrum Team commits to it. 4. You are the Scrum Master for a team. Their Daily Scrum is scheduled to start at 9:00 AM each day. Developers routinely show up late, and once everyone is assembled, the meeting starts. By then it is typically 4 to 5 minutes later than the scheduled time. Other meetings in the organization typically allow 4 to 5 minutes for people to transport within the building. Some Developers complain that it is now hard to achieve the purpose of the Daily Scrum within the time box, since there is only 10 11 minutes left after waiting for people to show up. The Developers do not know what to do and ask for your advice. (Choose 1)You escalate this issue to management since you are responsible for ensuring Scrum is understood and enacted.To incentivize showing up on time, you tell the Developers that when people come late to the Daily Scrum, they will pay a small fee.You suggest that when someone shows up late, they cannot join that day’s Daily Scrum.You suggest an experiment: moving the event to a time that better suits the team.You turn the question back to the Developers and ask what they think should be done to ensure their Daily Scrum is effective and meets its purpose. 5. 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 the two things you take into consideration when moving away from component teams towards feature teams? (Choose 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 codes or story points, will probably suffer during the transition, although even then delivery of business values 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. 6. The Developers are waiting for an external supplier to deliver a specific product component that they need to integrate and use. Without that component there will not be enough work in the next Sprint to occupy the full team. They ask their Product Owner to re-order the Product Backlog. The Product Owner asks the Scrum Master for help. What would be food advice for the Product Owner? (Choose 1)Tell the Product Owner that his primary concern is the flow of value reflected in the ordering of the Product Backlog. Timeline of the flow might be influences by such dependencies and require some level of Product Backlog re-ordering.Tell the Product Owner to remove all work involving the external component from the Product Backlog and create a new backlog for it. The work can then be planned in one or more separate Sprints as soon as the component is available.Tell the Product Owner that the Product Backlog need to be re-ordered to maximize utilization of the Developers. It is important to keep productivity high through proper use of the capacity available. 7. Your organization always stresses the importance of on-time delivery and reliability. A manager has detected that your team’s progress is too slow. They feel that your team’s velocity needs to be 10% higher. The organization expects you, as the Scrum Master, to make it happen. How do you respond? (Choose the best two answers) You help management understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile you present 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. You educate management that it is the Scrum Team’s responsibility to improve their velocity. You invite management to the next Sprint Retrospective to brainstorm on how they can improve. You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer management to the Product Owner for all information concerning the progress of development. You tell management that this is not your accountability in Scrum. You direct them to the Product Owner to determine whether the forecast is accurate. 8. You are a Scrum Master employed by the IT department. The IT manager considers adopting Scrum for a new project. He wonders however, what the value is in having all team members attend this meeting called “Daily Scrum” every day. The organization already has its employees attending so many mandatory meetings. What are the two outcomes of the Daily Scrum you inform him about, to express the importance of the Daily Scrum? (Choose the best two answers) Through the short, daily alignment of the Daily Scrum the Developers build and improve a shared understanding of the most important work to be undertaken in the next 24 hours, to achieve the best possible progress towards the Sprint Goal. This daily opportunity to inspect and adapt will enable the Developers to tackle any unforeseen circumstances that might otherwise disrupt the team’s progress. During the Daily Scrum the Developers will bring up problems that are hindering their progress, and for which they have no means to resolve, this provides an opportunity to resolve those impediments. During the Daily Scrum, the Developers need to update the Scrum board with their status and progress, at a task level. This is crucial to ensure that the IT manager can go up to the room at any time and view the team’s actual progress. The Developers will produce a status report indicating what everyone has done the past working day, and how much time that has taken. The accumulated reports will support discussing how the Sprint went at the Sprint Review meeting. It will provide detailed insights into the accuracy of the estimated versus actual time spent, which can be used to create better estimates at the subsequent Sprint Planning meeting. 9. The relationship between the Product Owner and the Developers has degraded over time. The Developers are growing increasingly angry with the Product Owner for changing the requirements all the time and not being available enough. The Product Owner is angry with the Developers for changing requirements during implementation. What guidance should the Scrum Master offer? (Choose 1)Take everyone to a 2-day off-site event to relax and re-align. It is liberating to take people’s minds away from work.Ask each person’s functional manager to instruct their employees that they must collaborate better or be removed from the team.Address why requirement change during the Sprint Retrospective. Ask the Developers and the Product Owner to talk about why the requirements are changing and consider the impact on value during this discussion.Ask for a project manager or other external resource to mediate and temporarily take over for the Product Owner. 10. You are a Scrum Master and one of the Developers approaches you and says: Every Sprint we are not completing regression testing for all the selected Product Backlog items in the Sprint, but regression testing is part of the Definition of Done. We have discussed with the Product Owner and during the Sprint we decided to change the Definition of Done to remove regression testing. Which two actions are appropriate in this situation? (Choose the best two answers) Ask the Developers and the Product Owner if removing regression testing from the Definition of Done allows the team to produce useful and valuable increments at the end of every Sprint. Disagree with the decision and tell them that having a stringent Definition of Done is important for the quality of the product, and they need to follow it. Ask the Developers and the Product Owner what problem they are going to solve by altering the Definition of Done during the Sprint to remove the regression testing. Will this raise transparency or improve quality? Agree with the altering the Definition of Done, if both the Developers and Product Owner agree. 11. What is the primary concern when multiple Scrum Teams work from the same Product Backlog with the goal of creating a valuable and useful integrated increment by the end of their Sprint? (Choose 1)Making sure there is enough work for everyone on every team.Clearly defining all requirements three Sprint ahead.Minimizing dependencies between Scrum Teams.Maximizing velocity. 12. A Scrum team is struggling over the fact that not all Developers work full time and that other Developers regularly work from home. To solve the difficulties in aligning daily, at the Sprint Retrospective two Developers struggling having the Daily Scrum every three days, when everyone is in the office. What would be the 3 key concerns if the frequency of the Daily Scrum were to be lowered? (Choose the best three answers) The Scrum Master loses the ability to update the Gantt chart properly, thereby obscuring the Scrum Master’s tracking of Sprint progress. Impediments are raised and resolve more slowly which might impact productivity and progress. Less progress information will be shared, causing the Sprint plan to become inaccurate and transparency over progress towards the Sprint Goal is reduced. The Product Owner cannot accurately report progress about the state of the forecast work to the stakeholders. 13. A multi-national company is using Scrum for product development of their five major products. What alternatives should the company consider deciding how many Product Owners are needed for these five products? (Choose the best two answers) There are as many Product Owners as needed to analyse, document, and explain expectations and requirements with all Scrum Teams. There is one Product Owner for each product (5 in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within the product. The five Product Owners share and align work via Product Backlog. 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. 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. 14. In the Daily Scrum, the Product Owner applauds every Developers who moves a Sprint Backlog item to completion. The Product Owner wants to encourage the Developers to make progress visible on the burn-down chart. Select the two best options for the Scrum Master to take. (Choose the best two answers) Coach the Scrum Team about the purpose of the Daily Scrum. Nothing. The Scrum Master does not attend the Daily Scrum. Take the opportunity to create more energy and team spirit and encourage everyone to participate in the applause. Tell the Product Owner your concerns about how his behaviour may impact the Developers and ask him to stop attending the Daily Scrum for some time. 15. During the Sprint Review the Product Owner introduces the functionality that is likely to be done over the next Sprints. The Chief Security Officer reminds everyone that through the envisioned functionality, sensitive personal user data will be stored. This might be the subject of external security audits. He reminds everyone of important non-functional requirements with regards to security. There were not applicable and not considered previously. What are two effective ways the Scrum Team can manage these high-security concerns? (Select the best two answers) They are discussed, determined, and documented in parallel Sprints to not disturb the actual feature development. Once analyzed, they should be applied to the work already done before further feature development can continue. The impact of these security concerns on past and future work needs to be determined before new sprints can start. A list of security related Product Backlog items needs to be passed on to the Product Owner before starting the next Sprint with the Development Team. They are added to the Product Backlog and addressed throughout the next Sprints, combined with creating the business functionality in those Sprints, no matter how small that business functionality. During the Sprint Retrospective, the Scrum Team assesses how to add these expectations to the Definition of Done so every future increment will live up to these requirements. If needed they can work with the external specialists to better understand the requirements. They should be managed by a separate specialist’s team in a parallel Sprint, so they can be specifically resolved through an improved application design without hindering functional development. 16. Another Team’s Scrum Master seeks your advice. The Daily Scrum always runs longer than 15 minutes. The Developers suggest splitting the Scrum team into two teams. What is your response? (Choose one answer)You disagree – splitting a team into two team cannot be decided based on this information. You offer to observe.You agree – this is an appropriate solution to the problem.You disagree – you tell the Scrum Master that as Scrum Master they need to manage the time box better.You agree – splitting the team into two teams is a good strategy to allow them to learn how to run Daily Scrums quickly and effectively. Once they have learned to limit the Daily Scrum to 15 minutes, you can combine the teams again. 17. At the sixth Sprint Review, the Stakeholders seem disappointed and angry. When asked about it, they say the Product being built will not meet their needs and will cost more that they anticipated spending. What factors may have led to this? (Choose the best three answers) The Project Management Office (PMO) and its project managers have not been adequately engaged, causing the project plan to become inaccurate. Changes to the project plan were not adequately documented and shared. The change request procedure was not diligently followed. The Scrum Master has not ensured transparency. The stakeholders were not allowed to enter the development area or be present at the Daily Scrum. The stakeholders have not been using the Sprint Reviews to actively engage and inspect and evaluate progress. The Product Owner has not been interacting frequently with the stakeholders and kept them aware of the progress of the project. 18. What are two signs that a Scrum Team is self-managing? (Choose the best two answers) Management always understands the team’s daily tasks. The Developers always know the status of the assigned work needed to deliver the tasks committed in the Sprint Plan. The Scrum Team can resolve conflicts and continue working. Creativity flourished and new possibilities are explored. 19. You are the Scrum Master of a Scrum Team that is new to Scrum. The Product Owner comes to you halfway through the Sprint and says, “I do not feel like the Developers will be able to meet the forecast that they developed during Sprint Planning”. What should you do in this situation? (Choose one answer).Add more people to the Scrum team to meet the Product Owner’s expectations.Talk to the Developers. Challenge and inspire them to complete all of the work so that they meet their forecast.Coach the Product Owner that achieving the Sprint Goal is Scrum Team’s objective. A forecast is only used to initially estimate the effort required to reach the Sprint Goal.Agree to help the Product Owner by having a discussion with the Developer’s about the importance of meeting their forecast. 20. Which way of creating Scrum Teams is consistent with the Scrum values? (Choose the best answer)Providing boundaries that help the team members organize themselves into Scrum Teams.Managers collaborating across their respective areas of responsibility to assign individuals to specific teams.The Chief Product Owner determines the team structures and assigns who is needed in which Scrum Team based on skills, seniority, and the business area. 21. In an environment where user acceptance testing is required before the Increment can be put into production, a development manager proposes to have user acceptance testing done every third Sprint, because the feedback from the user acceptance tests is disrupting work in Sprints. Is this a good idea? (Choose one answer)It depends on what is stated in their Definition of Done.Yes, the Scrum Team is self-managing team.No, the increment will not be transparent, and the feedback loop is too long.Yes, the Scrum Team needs stabilization in the Sprint. 22. You are the Scrum Master for four 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 Alex, an external specialist. As the Scrum Master what should you do to solve this upcoming problem? (Choose one answer)Prepare the Sprint Backlogs each day for the teams so Phil can spend some time in each team.Allocate Phil to one team per Sprint, so that over four Sprints every team will have the support it requires.As needed, consult with the Developers on how they want to manage this problem and help them implement their preferred solution.Ask Phil for a plan to hire and train additional people in his domain, and in the meantime work with the Product Owner and the Developers to re-prioritize the work so that tasks not depending on Phil can be done first. Time is Up! 2021-05-18T15:06:34+05:30May 18th, 2021|0 Comments Share This Story, Choose Your Platform! facebooktwitterlinkedinwhatsapp Sign up for the Newsletter Stay updated with the latest Agile & Scrum trends. Leave this field empty if you're human: Leave A Comment Cancel replyComment Save my name, email, and website in this browser for the next time I comment.