Free Online PSM-II Practice Test

Question 1

Your company has notified the stakeholders that they will be delivering the first release of a new product

within ten Sprints. On the seventh Sprint, the Scrum Team discovers that they will not be able to include all of

the expected features within the first release. The Product Owner believes if they remove some items from the

Definition of Done they will be able to accelerate the development process. The Development Team objects to

this idea as it will lead to technical debt.

As a Scrum Master, what would be the best two ways to explain to the Product Owner the impact of technical

debt? (Choose two.)

A : As long as there is still technical debt in the current release, feature development for the next release cannot be started. The Product Owner must first agree to this impact before allowing changes to the Definition of Done.

B : Reducing the Definition of Done will introduce unknown errors as development progresses and functionality is added. The system can become more difficult to stabilize as work progresses. Development for the actual release as well as future releases will be slowed down in unpredictable ways.

C : Releasing the version upon a reduced Definition of Done creates false assumptions about the actual state of the system. This will create many interruptions during the development of the next release as fixes will need to be done to the previous release caused from a reduction of quality.

D : The amount of technical debt will need to be analyzed in order to understand the impact on subsequent releases in order to allocate additional Sprints at the end of the project.

Answer: B,C

Question 2

An organization has just hired you as a new Scrum Master to help them transition their teams from their current traditional process to Scrum. The teams are currently structured to specialize in a single function. This is also known as component teams where a team would only address a single layer (i.e. design, frontend,

backend, database, testing, etc.). You’ve introduced the concept of cross-functional teams where all the skills needed to produce business functionality, from end to end, are inside of a single team. What should you keep in mind when transitioning from siloed teams to cross-functional teams? (Choose two.)

A : It is easier to compare the performance between cross-functional teams in order to identify to which teams to assign tasks and which teams need additional coaching.

B : Newly formed teams will need time to stabilize before reaching their peak performance. During the initial stages of forming, performance will suffer and productivity may be low, although even then delivery of business value is still likely to increase.

C : Without feature teams, you cannot do Scrum. Postpone Scrum adoption until the teams are reorganized in feature teams.

D : People from the different layers and components will need time to become accustomed to working and delivering unified functionality together as one Scrum Team thus productivity may suffer.

Answer: B,D

Question 3

Which two statements best describe a Sprint Goal? (Choose two.)

A : Sprint Goals are defined when the completed work is reviewed at the end of a Sprint.

B : Sprint Goals give the Development Teams flexibility and creativity on how to implement functionality during the Sprint.

C : During the Sprint Planning, the entire Scrum Team collaboratively crafts a Sprint Goal based on a business objective that the Product Owner would like to achieve that Sprint.

D : Sprint Goals can change as new insights emerge during the Sprint.

Answer: B,C

Question 4

Steven is a Scrum Master employed by the engineering department. The Director of Engineering considers

using Scrum for a new project but wonders about the value of having all of the Development Team members

attend the Daily Scrum. He is concerned that the employees already attend a lot of mandatory company

meetings.

What are two outcomes of the Daily Scrum that Steven should explain on why the Daily Scrum is important?

(Choose two.)

A : During the Daily Scrum the members of the Development Team will inform of problems that are hindering their progress, and for which they have no means to resolve. They will inform Steven as a Scrum Master, so he can remove the impediments and help the team be more productive.

B : Through the short, daily alignment of the Daily Scrum the members of the Development Team grow and improve a shared understanding of the most important work to be undertaken in the next 24 hours to achieve the best possible progress toward the Sprint Goal. This daily opportunity to inspect and adapt will enable the Development Team to best tackle any unforeseen circumstances that might otherwise disrupt the team’s progress.

C : The Development Team members will produce a daily status report indicating how much time was spent working on individual tasks since the last Daily Scrum. The reports will help in discussing how the Sprint went at the Sprint Review meeting. It will provide detailed insights into the accuracy of estimates versus actual time spent, which can be used to create better estimates at the next Sprint Planning.

D : The Daily Scrum serves for the Development Team to report to Steven, as a Scrum Master, all updates on the assigned tasks in the Sprint Backlog. He can then use the team’s updates to plan their work for the next day, making sure that every team member is assigned the right tasks.

E : During the Daily Scrum, the Development Team needs to update the Scrum board with their current status and progress, at a task level. This is crucial to ensure that the Directory of Engineering knows the team’s actual progress and control the work being done.

Answer: A,B

Question 5

Which role is responsible for engaging with stakeholders?

A : The team lead

B : The business analyst

C : The project manager

D : The Development Team

E : The Product Owner

Answer: A

Free Online Scrum PSM-II Practice Test