Important Scrum PSM-II Exam Questions

Answer: A, C

Explanation:

The best two answers are A and C.

A) Timeboxing work to allow for frequent inspection. This is a relevant boundary for self-management provided by the Scrum framework, as it helps the Scrum Team to organize their work into fixed-length Sprints and other events, such as the Daily Scrum, the Sprint Planning, the Sprint Review, and the Sprint Retrospective. Timeboxing enables the Scrum Team to inspect their progress, adapt their plan, and deliver value regularly and predictably.

C) Creating a valuable and useful Increment by the end of each Sprint. This is also a relevant boundary for self-management provided by the Scrum framework, as it guides the Scrum Team to focus on delivering a product Increment that meets the Sprint Goal and the Definition of Done. Creating a valuable and useful Increment requires the Scrum Team to collaborate, communicate, and coordinate effectively, and to apply their skills and creativity to solve complex problems.

The Scrum Guide, section 2.3 (The Scrum Team), page 7

The Scrum Guide, section 3.1 (The Sprint), page 8

The Scrum Guide, section 3.4 (The Increment), page 10

The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 2 (The Sprint), lesson 3 (The Sprint Goal), lesson 4 (Sprint Planning) and lesson 5 (The Sprint Review)

The Professional Scrum Master II (PSM II) Assessment, question 40

Answer: B

Explanation:

A Definition of Ready (DoR) is a set of agreements that lets everyone know when a product backlog item is ready to be taken into a sprint12.A DoR can help the Scrum Team ensure that the product backlog items are clear, feasible, valuable, and testable12. However, a DoR does not necessarily maximize the team's velocity, nor does it ensure that the sprint planning can end within its timebox.Velocity is a measure of how much work a team can complete in a sprint, and it depends on many factors, such as the team's capacity, skills, collaboration, and quality standards3. A DoR may help the team avoid wasting time on unclear or incomplete items, but it does not guarantee that the team can deliver more value or faster. Similarly, a DoR may help the team prepare for the sprint planning, but it does not guarantee that the team can finish the planning within its timebox. The sprint planning is an empirical and collaborative event, where the team inspects the product backlog, negotiates with the product owner, and crafts a sprint goal and a sprint backlog . A DoR may reduce some uncertainties and risks, but it does not eliminate them. The team still needs to adapt to changing requirements and expectations, and make realistic and meaningful commitments .

Answer: C, D

Explanation:

C) 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.

This is a good way because it is consistent with the Scrum principle ofempiricism, which means that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than following a predefined plan12. By adding these security concerns to the Product Backlog, the Product Owner can prioritize and refine them according to the value and urgency, and communicate them to the stakeholders.By addressing them throughout the next Sprints, the Scrum Team can deliver valuable and functional increments that also meet the security requirements34. D. 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 external specialists to better understand the requirements

This is another good way because it is consistent with the Scrum value ofopenness, which means that the Scrum Team and the stakeholders have a clear and common understanding of the product vision, goals, progress, and risks12. By adding these expectations to the Definition of Done, the Scrum Team can ensure that every future Increment meets the quality standards and satisfies the stakeholder needs.By working with external specialists, the Scrum Team can also leverage their expertise and experience to better understand and implement the security requirements34.

Answer: B, C

Explanation:

B: Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to increase. This is a realistic expectation, as the teams will need to learn new skills, collaborate more effectively, and adapt to changing requirements. However, the benefit of feature teams is that they can deliver working software that provides value to the customers and stakeholders every Sprint, rather than waiting for the integration of different components.

C: 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. This is a natural consequence of changing the team structure and culture, as the teams will need to overcome some challenges and conflicts, build trust and rapport, and establish a shared vision and goal. The Scrum Master can help the teams with this transition by facilitating communication, coaching, and mentoring.

Professional Scrum Master II Course, page 17: ''Feature teams are cross-functional teams that can deliver end-to-end functionality for a product. They have all the skills and competencies needed to work on multiple layers of the system.''

Professional Scrum Master II Course, page 18: ''Component teams are teams that specialize in one layer or component of the system. They often depend on other teams to deliver a complete functionality for a product.''

Professional Scrum Master II Course, page 19: ''Feature teams have many advantages over component teams, such as faster feedback, higher quality, lower complexity, and more customer value.''

Answer: B

Explanation:

Adding a second team to work on the same product will introduce some challenges and overheads that can affect the velocity of the original team. For example, the teams will need to coordinate and communicate more frequently, integrate their work more often, resolve any dependencies or conflicts, and align their standards and practices. These activities will consume some time and effort that could otherwise be spent on delivering value. Therefore, the velocity of the original team is likely to decrease and be lower than 18, at least in the short term.

Professional Scrum Master II Course, page 16: ''Adding more people to a complex product development effort does not necessarily increase productivity or reduce time to market. In fact, it often has the opposite effect.''

Nexus Guide 2020, page 5: ''When multiple Scrum Teams are working together on the same product, there are additional complexities that arise. These complexities can be reduced by having the teams adhere to a common definition of ''Done'' and a single Product Backlog.''