The Most In-Demand Scrum PSM-II Pass Guaranteed Quiz [Q50-Q64]

Q50. 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.)

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.

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.

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.

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.

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.

Q51. At the Sprint Planning, the Development Team is not able to forecast the number of Product Backlog items it can do in the upcoming Sprint due to unclear requirements. The Product Owner, however, was able to clearly define the business objective he hopes to achieve in the Sprint.
Which of the following two actions would you support? (Choose two.)

The Development Team forecasts the most likely Product Backlog items to meet the business objective and create a Sprint Backlog based on a likely initial design and plan. Once the time- box for the Sprint Planning meeting is over, they start implementation and continue to analyze, decompose, and create additional functionality during the Sprint.

If all agree they can extend the Sprint Planning until the Development Team can forecast enough Product Backlog items before starting the implementation.

Allow the Development Team members as much time as needed to review the Product Backlog items and reconvene with the Product Owner when they are confident enough to make a forecast for the Sprint.

They discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to occur again.

Q52. Select two ways in which Scrum uses time-boxing to promote self-organization? (Choose two.)

Time-boxes ensures that the Development Team commits to completing the items in the Sprint Backlog by the end of the Sprint.

Time-boxes encourage the ones closest to the problem make the best possible decisions within the time- frame given the current situation.

Time-boxes can help teams plan how many additional Sprints is needed for User Acceptance testing.

Time-boxes helps everybody concentrate on the same problem at the same time.

Q53. 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.

Q54. When multiple Scrum Teams are working from the same Product Backlog, also known as scaled Scrum, they must still work in conformance of the Scrum guide.

True

False

Q55. 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.

Q56. What would likely happen if management only changed the organization’s current terminology to fit Scrum without the proper understanding and support of Scrum as defined in the Scrum Guide?

Very little change will happen as the vocabulary in Scrum is specifically defined for implementing Scrum.

The organization may not realize the real benefits of Scrum as there would be no real change on the way the teams work.

Organizations may feel less stressed as the behaviors would remain familiar to management.

All answers apply.

Q57. 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.

Q58. What action should a Scrum Master take if the Development Team has decided that Retrospectives are no longer necessary?

Start facilitating more productive and useful Retrospectives.

Suggest reducing the frequency of the Retrospectives.

Extend the Sprint time-box in order to fit the Retrospectives.

Comply with the team’s decision.

Q59. Steven is a Scrum Master on a new Scrum Team.
What would be the best way for him to determine if the Product Owner is interacting enough with the Development Team during a Sprint?

Check whether the Product Owner is actively engaged at the Daily Scrums.

Check whether the Increment presented at the Sprint Review meets the Product Owner’s expectations.

See whether the Product Owner has provided enough information at the Sprint Planning to make his/her presence optional during the Sprint. The level of autonomy within Development Team can be the result of having the right presence from the Product Owner.

The Product Owner must always be present with the Development Team. Unavailability of the Product Owner is prohibited in Scrum.

Q60. Which stakeholder is the most important for the Product Owner to satisfy?

The company founder

The board of directors

The Head of Product

The Product’s users

Q61. 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.

Q62. 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.

Q63. If burndown charts are used to visualize progress, what does a trendline through a release burndown chart indicate?

When all work will be completed so the Scrum Team can start work on a new Product Backlog.

When the project will be over if the Product Owner removes work that is equal in effort to any new work that is added.

When the work remaining is projected to be completed if nothing changes on the Product Backlog or Development Team.

The evolution of the return of investment on the project.
The trendline is based on the team’s average velocity and the projective completion to zero is based on the team’s velocity. The burndown chart is a helpful tool for Development Teams to self-manage BUT it is not mandatory as the teams will decide the best way to manage their own progress and promote transparency.

Q64. Which of the following are feedback loops in Scrum?

Daily Scrum, Sprint Review, and Sprint Retrospective

Daily Standup, Sprint Review, and Sprint Retrospective

Release Planning, Daily Scrum, and Sprint Review

Grooming, Daily Status, and Sprint Review