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PSM II: Professional Scrum Master II

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The Professional Scrum Master II (PSM II) exam is a key certification for professionals aiming to advance their careers in Scrum and agile project management at a higher level. Our comprehensive resource for PSM II practice tests, shared by individuals who have successfully passed the exam, provides realistic scenarios and invaluable insights to enhance your exam preparation.

Why Use PSM II Practice Test?

  • Real Exam Experience: Our practice test accurately replicates the format and difficulty of the actual PSM II exam, providing you with a realistic preparation experience.

  • Identify Knowledge Gaps: Practicing with these tests helps you identify areas where you need more study, allowing you to focus your efforts effectively.

  • Boost Confidence: Regular practice with exam-like questions builds your confidence and reduces test anxiety.

  • Track Your Progress: Monitor your performance over time to see your improvement and adjust your study plan accordingly.

Key Features of PSM II Practice Test:

  • Up-to-Date Content: Our community ensures that the questions are regularly updated to reflect the latest exam objectives and technology trends.

  • Detailed Explanations: Each question comes with detailed explanations, helping you understand the correct answers and learn from any mistakes.

  • Comprehensive Coverage: The practice test covers all key topics of the PSM II exam, including advanced Scrum principles, scaling Scrum, and effective team collaboration.

  • Customizable Practice: Create your own practice sessions based on specific topics or difficulty levels to tailor your study experience to your needs.

Exam name: Professional Scrum Master II (PSM II)

Length of test: 90 minutes

Exam format: Multiple-choice and multiple-answer questions

Exam language: English

Number of questions in the actual exam: 30 questions

Passing score: 85%

Use the member-shared PSM II Practice Test to ensure you’re fully prepared for your certification exam. Start practicing today and take a significant step towards achieving your certification goals!

Related questions

Question 1

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True or False: During the Sprint Review of a scaled development effort, every Scrum Team should demonstrate its individual Increment separately.

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Question 2

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You are the Scrum Master for a Scrum Team whose Daily Scrum is scheduled to start at 10:00 each day. Developers routinely turn up late, and once everyone has assembled, the Daily Scrum starts. By then it is typically 4 to 5 minutes later than scheduled. 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 timebox, since there is only 10 or 11 minutes left after waiting for people to show up. The Developers ask for your advice.

(choose the best answer)

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Question 3

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User documentation is part of your Definition of Done. However, there are not enough technical writers for all teams. Your Scrum Team does not have a technical writer. What needs to be done?

(choose the best answer)

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Question 4

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One Scrum Team is developing a product. They track how much software they produce as velocity. Their current velocity is 18 units of done work. A second team will be added to work on the same product. What is the most likely impact on the velocity of the original team?

(choose the best answer)

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Question 5

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Which two options describe how project budgeting and financial forecasting work in Scrum?

(choose the best two answers)

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Question 6

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Which of the following affect the outcome of a Sprint?

(choose all that apply)

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Question 7

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Your Scrum Team has been working together for over a dozen Sprints. The Scrum Team consists of 10 members. Each Sprint takes four weeks. As a Scrum Master, you observe that the Developers are hardly collaborating; during the Sprint, members are primarily working on their own items. You also notice that the items on the Sprint Backlog are mostly unrelated. You suspect that the lack of a Sprint Goal might be the cause.

Although you have encouraged the use of a Sprint Goal, both the Product Owner and the Developers have concluded that they are unable to create Sprint Goals based on the wide variety of items on their Product Backlog.

What might explain why this Scrum Team is struggling to craft a Sprint Goal?

(choose all that apply)

Scrum might not be the best framework for the work done by this team.
Scrum might not be the best framework for the work done by this team.
The Sprints are too long.
The Sprints are too long.
The Product Owner does not have the mandate to make decisions about items on the Product Backlog nor their ordering.
The Product Owner does not have the mandate to make decisions about items on the Product Backlog nor their ordering.
The Product Owner is not communicating the Product Goal that they want to achieve in upcoming Sprints.
The Product Owner is not communicating the Product Goal that they want to achieve in upcoming Sprints.
The Scrum Team is too big.
The Scrum Team is too big.
Suggested answer: B, D, E
Explanation:

The possible explanations for why this Scrum Team is struggling to craft a Sprint Goal are B, D, and E.

B) The Sprints are too long. A four-week Sprint is the maximum duration allowed by the Scrum Guide, and it may not be suitable for complex and uncertain work that requires frequent feedback and adaptation. A shorter Sprint may help the Scrum Team to focus on a clear and coherent Sprint Goal that aligns with the Product Goal and delivers a valuable Increment.

D) The Product Owner is not communicating the Product Goal that they want to achieve in upcoming Sprints. The Product Goal is a long-term objective for the Scrum Team that provides direction and purpose for their work. The Product Owner is responsible for communicating the Product Goal to the Developers and collaborating with them to create Sprint Goals that move them closer to the Product Goal. Without a clear Product Goal, the Scrum Team may lack a shared vision and end up working on unrelated items.

E) The Scrum Team is too big. The Scrum Guide recommends that the Scrum Team consists of 10 or fewer people, including the Scrum Master and the Product Owner. A larger team may have difficulties in collaborating effectively, self-organizing, and creating a meaningful Sprint Goal that reflects the collective commitment of the Developers. A smaller team may improve the communication, coordination, and cohesion among the Developers and help them to create and achieve a Sprint Goal.

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 3.3 (The Sprint Goal), page 9

The Scrum Guide, section 4.1 (The Product Backlog), page 11

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

asked 23/09/2024
First Last
38 questions

Question 8

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You are a Scrum Master helping to establish five Scrum Teams that will be building a product.

You discuss with them the high level of integration that the product Increment will require by the end of their first Sprint. It is a highly anticipated product, both by consumers and by the organization. Of the options raised by the future Scrum Team members, which option do you encourage?

(choose the best answer)

Each Scrum Team provides a separate Increment with the functionality added by the individual team. The Sprint Review is used to identify the work needed to integrate with the other Scrum Teams. This work is then added to the Product Backlog.
Each Scrum Team provides a separate Increment with the functionality added by the individual team. The Sprint Review is used to identify the work needed to integrate with the other Scrum Teams. This work is then added to the Product Backlog.
Each Scrum Team delivers done Increments in its own area of responsibility. Upon functional acceptance at the Sprint Review, the code is isolated for future stabilization. The release date is adjusted according to the expected work and time of such integration phase.
Each Scrum Team delivers done Increments in its own area of responsibility. Upon functional acceptance at the Sprint Review, the code is isolated for future stabilization. The release date is adjusted according to the expected work and time of such integration phase.
In the first Sprint, integration is less important. The goal is to deliver business value. Functionality that is not integrated with the work of other Scrum Teams by the end of a Sprint is still reviewed to assess its potential business value. It can still be released at the Product Owner's discretion, and silent consent of the stakeholders.
In the first Sprint, integration is less important. The goal is to deliver business value. Functionality that is not integrated with the work of other Scrum Teams by the end of a Sprint is still reviewed to assess its potential business value. It can still be released at the Product Owner's discretion, and silent consent of the stakeholders.
All Scrum Teams agree on a shared Definition of Done that describes all work needed to deliver an Increment that is the integrated sum of the work from all Scrum Teams.
All Scrum Teams agree on a shared Definition of Done that describes all work needed to deliver an Increment that is the integrated sum of the work from all Scrum Teams.
Suggested answer: D
Explanation:

The Scrum Guide states that ''the moment a Product Backlog item meets the Definition of Done, an Increment is born'' and that ''the Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints''. Therefore, to deliver a product Increment that is integrated and potentially releasable, all Scrum Teams must have a shared understanding of what ''Done'' means and ensure that their work meets that standard. This also enables transparency, inspection, and adaptation across the Scrum Teams.

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

The Scrum Master Learning Path, module 5 (The Increment), lesson 1 (What is an Increment?) and lesson 2 (Definition of Done)

asked 23/09/2024
Amidou Florian TOURE
36 questions

Question 9

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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 the best answer)

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.
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.
Ask each person's functional manager to instruct their employees that they must collaborate better, or be removed from the team.
Address why requirements 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.
Address why requirements 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.
Ask for a project manager or other external resource to mediate and temporarily take over for the Product Owner.
Suggested answer: C
Explanation:

The Scrum Master is responsible for promoting and supporting Scrum, which includes helping the Scrum Team and the organization understand and enact Scrum values, principles, and practices. The Scrum Master should offer guidance that:

Addresses the root cause of the conflict, not just the symptoms or the consequences.

Empowers the Scrum Team to self-organize and collaborate effectively, without relying on external intervention or authority.

Fosters a culture of transparency, inspection, and adaptation, where feedback is welcomed and used to improve the product and the process.

Focuses on delivering value to the customer and meeting the Sprint Goal, not on following a fixed plan or satisfying individual preferences.

Therefore, the best option is to address why requirements change during the Sprint Retrospective , which is an event that allows the Scrum Team to inspect how they worked together and create a plan for improvements. The Scrum Master should ask the Developers and the Product Owner to talk about why the requirements are changing and consider the impact on value during this discussion. This will help them understand each other's perspectives, clarify their expectations, and align their goals.

The other options are not appropriate because they:

Take everyone to a 2-day off-site event to relax and re-align (A), which may be a nice gesture, but does not solve the underlying problem or help the Scrum Team improve their collaboration skills. It may also be seen as a distraction or a reward for poor performance.

Ask each person's functional manager to instruct their employees that they must collaborate better, or be removed from the team (B), which undermines the self-organization and autonomy of the Scrum Team and introduces a threat of punishment that may damage trust and motivation. It also violates the Scrum value of respect and the principle of servant leadership.

Ask for a project manager or other external resource to mediate and temporarily take over for the Product Owner (D), which creates a dependency on an outsider who may not have the necessary knowledge, authority, or vision to manage the product. It also violates the Scrum role of the Product Owner and the principle of single-wringable-neck.

asked 23/09/2024
Higinia Silva
35 questions

Question 10

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You have just been hired as a Scrum Master by a company new to Scrum. The company wants to use Scrum to build a new product that was conceived by the product management department. You will be the Scrum Master of two new teams that will build a first version of the product. The product management department assigns two new Product Owners, but wants more advice about the required participation with the new Scrum Teams. Which two suggestions would you offer?

(choose the best two answers)

Having one Product Owner will improve the clarity of accountability to the teams and to the product management department.
Having one Product Owner will improve the clarity of accountability to the teams and to the product management department.
Two Product Owners are necessary, one for each Scrum Team. They report to an overarching chief Product Owner.
Two Product Owners are necessary, one for each Scrum Team. They report to an overarching chief Product Owner.
Each Scrum Team has a separate Product Backlog, holding each team's assigned requirements.
Each Scrum Team has a separate Product Backlog, holding each team's assigned requirements.
A single Product Backlog should be maintained holding all requirements for the new product.
A single Product Backlog should be maintained holding all requirements for the new product.
Suggested answer: A, D
Explanation:

A) Having one Product Owner will improve the clarity of accountability to the teams and to the product management department. This is a good suggestion, as it ensures that there is a single person who is responsible for maximizing the value of the product and managing the Product Backlog. Having one Product Owner also avoids confusion, duplication, or conflict among multiple Product Owners who may have different visions, priorities, or expectations for the product.

D) A single Product Backlog should be maintained holding all requirements for the new product. This is also a good suggestion, as it ensures that there is a single source of truth for the product requirements and that they are transparent and visible to all stakeholders. Having a single Product Backlog also enables the Product Owner to order the items based on their value, risk, dependency, and urgency, and to collaborate with the Scrum Teams to select and refine the items for each Sprint.

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

The Scrum Guide, section 4.1 (The Product Backlog), page 11

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

asked 23/09/2024
Re na
41 questions