Scrum PSM II Practice Test - Questions Answers, Page 3

Respect is one of the Scrum values that means recognizing the value of each individual and their contribution, trusting them to fulfill their tasks, listening to and considering their ideas, and acknowledging their accomplishments. Respect also means honoring the diversity of people, their experiences, and their opinions. Respect facilitates collaboration, learning, and creativity in the Scrum Team.

Some statements that demonstrate respectful behavior in the Scrum Team are:

Respect the accountabilities of the Scrum Team members. This means that each role in the Scrum Team has a clear set of responsibilities and expectations, and that other team members respect those boundaries and do not interfere with or undermine them. For example, the Product Owner is accountable for maximizing the value of the product and the work of the Developers, and the Developers respect that by following the Product Owner's guidance on what to work on and what not to work on. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide, causing change that increases the productivity of the Scrum Team, and working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization. The Developers respect that by adhering to the Scrum framework, being open to feedback and improvement, and collaborating with other Scrum Teams when needed.

Respect people, their experience, diversity, and difference in opinion. This means that each person in the Scrum Team is valued as a skilled professional who brings unique perspectives and insights to the team. The team members respect each other's expertise, skills, and ideas, and are willing to learn from each other and from their stakeholders. They also respect that people may have different opinions or preferences on how to approach a problem or a solution, and they seek to understand those differences rather than dismiss or ignore them. They engage in constructive dialogue and respectful disagreement when necessary, and they support team decisions even if they are not their personal choices.

Some statements that do not demonstrate respectful behavior in the Scrum Team are:

Respect the Product Owner by letting them change the Sprint Goal during the Sprint. This is not respectful because it violates the Scrum framework and undermines the Developers' autonomy and commitment. The Sprint Goal is a shared objective that provides guidance to the Developers on why they are building an Increment. It is crafted by the Product Owner in collaboration with the Developers during Sprint Planning, and it remains fixed for the duration of the Sprint unless a significant change occurs that invalidates it. Allowing the Product Owner to change the Sprint Goal during the Sprint would disrupt the focus and alignment of the Developers, introduce uncertainty and confusion, and reduce transparency and accountability.

Respect stakeholder expectations that Scrum Teams will meet their forecast. This is not respectful because it implies that stakeholders have unrealistic or unreasonable expectations that are not based on empirical evidence or feedback. The forecast is a plan for what functionality will be delivered in an Increment by the end of a Sprint. It is based on what is known at Sprint Planning, but it is not a guarantee or a commitment. The forecast may change during the Sprint as new information emerges or as unforeseen challenges arise. The Scrum Team respects stakeholders by being transparent about their progress and any changes to their forecast, by delivering a valuable Increment at least by the end of every Sprint, by seeking feedback from stakeholders during Sprint Review, and by incorporating that feedback into future Sprints.

The Scrum Values

Understanding the 5 Scrum Values

Top 5 Scrum Values & Principles

A Product Backlog item is a description of a feature or functionality that adds value to the product. It is selected by the Scrum Team during the Sprint Planning, based on the Product Owner's proposal and the Developers' forecast. It is expected that the Product Backlog item will be completed by the end of the Sprint, meaning that it meets the Definition of Done, which is a formal description of the state of the Increment when it meets the quality standards required for the product.

However, if a Product Backlog item is not completed by the end of the Sprint, meaning that it does not meet the Definition of Done, then:

The item is not included in the Increment for this Sprint (B), which is a valid option as it ensures that only ''Done'' work is delivered to the customer and stakeholders. The Increment is a concrete and usable outcome of a Sprint that provides value and feedback. It should not contain any undone or partially done work that may compromise its quality, usability, or value.

It is put on the Product Backlog for the Product Owner to decide what to do with it (D), which is another valid option as it respects the authority and accountability of the Product Owner to manage the Product Backlog, which is an ordered list of what is needed in the product. The Product Owner can decide whether to re-prioritize, re-estimate, refine, or remove the incomplete Product Backlog item based on new insights and stakeholder needs.

The other options are not correct because they:

Review the item, add the done part of the estimate to the velocity and create a Story for the remaining work (A), which is not a good option as it violates the principle of commitment and transparency that underlies the Definition of Done. The Scrum Team should not count or report any work that is not ''Done'' as part of their progress or performance. The Scrum Team should also not split or create new Product Backlog items during or after the Sprint, as this may affect their alignment and focus on the Sprint Goal.

Only the stakeholders decide over acceptance of undone work and whether to release it , which is not a good option as it violates the role and responsibility of the Product Owner and the Developers to deliver a potentially releasable Increment at the end of each Sprint. The stakeholders can provide feedback and suggestions for the product, but they cannot accept or release any work that does not meet the Definition of Done.

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.''

A: You organize an offsite team building activity to establish a foundation of trust. You observe whether the problem persists after the offsite activity. This is a good way to foster a positive team culture and improve the relationships among the team members. The offsite activity can help the team to have fun, relax, and bond with each other. It can also create an opportunity for the team to discuss their issues and concerns in a more informal and friendly setting. The Scrum Master can observe whether the problem of disagreement is resolved or reduced after the offsite activity, and provide feedback and support as needed.

E: To every team member expressing this concern you suggest raising this with the full team. You offer to help initiate the conversation but not to resolve the concern yourself. This is a good way to empower the team to address their own problems and find their own solutions. The Scrum Master can encourage the team members to speak up and share their perspectives and feelings with the whole team, rather than keeping them to themselves or complaining to others. The Scrum Master can also facilitate the conversation and ensure that it is respectful, constructive, and productive, but not intervene or impose their own opinion or decision.

Scrum Guide 2020, page 13: ''The Scrum Master serves the Scrum Team in several ways, including coaching the team members in self-management and cross-functionality.''

Professional Scrum Master II Course, page 20: ''The Scrum Master can help the team to build trust by creating a safe environment where people can express themselves openly and honestly, without fear of judgment or retaliation.''

Professional Scrum Master II Course, page 21: ''The Scrum Master can help the team to resolve conflicts by facilitating dialogue, listening actively, asking powerful questions, and supporting collaborative decision making.''

The Scrum Master should do this because it is the most effective way to ensure that the Scrum Teams are self-organizing, cross-functional, and collaborative. The Scrum Master can help the Scrum Teams to understand the benefits of working together as one integrated team, rather than as separate component teams. The Scrum Master can also facilitate the communication and coordination among the Scrum Teams, and support them in resolving any dependencies or conflicts that may arise.

Scrum Guide 2020, page 7: ''Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value in each Sprint.''

Scrum Guide 2020, page 7: ''Scrum Teams are self-managing, meaning they internally decide who does what, when, and how.''

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.''

A: Opportunities to inspect and adapt the Sprint Backlog are reduced. Re-aligning is bound to become even more difficult. This is a valid concern, as the Daily Scrum is an event where the Developers can inspect the progress toward the Sprint Goal and adapt the Sprint Backlog accordingly. If the Daily Scrum is held less frequently, the Developers may miss some opportunities to adjust their plan and collaborate effectively.

C: Less progress information will be shared, causing the plan for the Sprint to become inaccurate and transparency over progress toward the Sprint Goal is reduced. This is a valid concern, as the Daily Scrum is an event where the Developers can share their work status, challenges, and dependencies with each other. If the Daily Scrum is held less frequently, the Developers may have less visibility and awareness of what is going on in the Sprint, and may face more surprises or risks.

D: Impediments are raised and resolved more slowly which might impact productivity and progress. This is a valid concern, as the Daily Scrum is an event where the Developers can identify and communicate any impediments or issues that hinder their work. If the Daily Scrum is held less frequently, the Developers may have to wait longer to get help or support from their peers or the Scrum Master, and may lose some momentum or efficiency.

Scrum Guide 2020, page 11: ''The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work.''

Scrum Guide 2020, page 12: ''The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work.''

Professional Scrum Master II Course, page 14: ''The Daily Scrum is a key opportunity for inspection and adaptation at the team level. It helps the team to synchronize their work, identify impediments, and collaborate on solutions.''

The Product Owner is responsible for maximizing the value of the product and the work of the Developers. The Product Owner is also accountable for managing the Product Backlog, which is an ordered list of what is needed in the product. The Product Owner should collaborate with the Developers and the stakeholders to create and refine the Product Backlog, as well as to define and communicate the product vision and goals. Therefore, as a Scrum Master, you should direct the new Product Owner towards focusing on:

Building a good relationship with the stakeholders of the product (A), which is a valid option as it helps the Product Owner to understand and align with the changing organizational or market expectations, as well as to invite and receive feedback from the appropriate stakeholders during the Sprint Review, which is an event that inspects the outcome of the Sprint and determines future adaptations.

Relying on others in the Scrum Team and the stakeholders to formulate the Product Backlog (D), which is another valid option as it helps the Product Owner to leverage the functional and business insights of the Developers and the stakeholders, who are more familiar with the product and the customer needs. By questioning them and working with them, the Product Owner will quickly become more productive and effective.

The other options are not correct because they:

Inform the Product Owner that it is important that the Developers are updated on changing business priorities on a daily basis at the Daily Scrum (B), which is not a good option as it shows a misunderstanding of the purpose and format of the Daily Scrum, which is an event for the Developers to inspect their progress and plan their work for the next 24 hours, not a status report or a meeting for changing requirements or scope. The Product Owner should respect and support the Developers' commitment to their Sprint Goal and Sprint Backlog, and only introduce changes that do not endanger them.

Tell the Product Owner to make sure that there are no ambiguities or possible misunderstandings in the items on the Product Backlog by capturing the functional requirements during an analysis phase , which is not a good option as it shows a misunderstanding of the nature and process of the Product Backlog, which is a dynamic and emergent artifact that can change as more is learned about the product, users, market, and technology. The Product Owner should collaborate with the Developers to refine and clarify the Product Backlog items throughout the product development, not create detailed documents that are considered as final outputs of analysis Sprints.

A self-managing Scrum Team is one that internally decides who does what, when, and how. It does not need external direction or supervision to accomplish its work. A self-managing Scrum Team can resolve conflicts and continue working, as this shows that the team members can collaborate effectively and handle disagreements without escalating them. Creativity flourishes and new possibilities are explored, as this shows that the team members are empowered to experiment and innovate, rather than following a fixed plan or process.

The Scrum Guide 20201, section ''The Scrum Team''

The Scrum Master Learning Path2, module ''The Self-Managing Scrum Team''

The Professional Scrum Master II Course3, topic ''Self-Management''

As a Scrum Master, you could help the Product Owner by suggesting working with the program manager and the project managers of the other components on the ordering and the value of your open Product Backlog items to redefine the possible delivery date. This would allow you to collaborate with the stakeholders and align on the expectations and priorities of the product. You could also inspect and adapt your integration process and communication channels with the other teams to minimize the impact of changes and dependencies.

The Scrum Guide 2020, section ''The Scrum Master''

The Scrum Master Learning Path, module ''The Scrum Master as a Coach''

The Professional Scrum Master II Course, topic ''Stakeholder Management''