Scrum PSM II Practice Test - Questions Answers, Page 5

A) They discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur. This is a good action to take, as it shows that the Scrum Team is willing to inspect and adapt their process and improve their collaboration and communication. The Sprint Retrospective is an opportunity for the Scrum Team to identify the root causes of the problem and create a plan for implementing improvements in the next Sprint.

D) The Developers forecast 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 timebox for the Sprint Planning event is over, they start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint. This is also a good action to take, as it shows that the Scrum Team is flexible and adaptive, and does not let uncertainty or ambiguity prevent them from delivering value. The Developers can use the Sprint Goal as a guide to select and refine the Product Backlog items during the Sprint, and collaborate with the Product Owner to ensure that they are meeting the expectations and needs of the stakeholders.

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 3.5 (The Sprint Planning), page 10

The Scrum Guide, section 3.7 (The Sprint Retrospective), page 12

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 6 (The Sprint Retrospective)

A) The stakeholders have not been using the Sprint Reviews to actively engage, and inspect and evaluate progress. This is a possible factor that may have led to the disappointment and anger of the stakeholders. The Sprint Review is an event where the Scrum Team and the stakeholders collaborate to inspect the product Increment and adapt the Product Backlog based on feedback and new insights. If the stakeholders do not participate actively in the Sprint Review, they may miss the opportunity to provide input, voice their concerns, and influence the direction of the product development.

D) The Scrum Master has not ensured transparency. This is another possible factor that may have led to the disappointment and anger of the stakeholders. The Scrum Master is accountable for establishing and promoting transparency among the Scrum Team and the stakeholders, by ensuring that everyone has a clear and common understanding of the product vision, the Product Goal, the Product Backlog, the Sprint Goal, the Sprint Backlog, and the Definition of Done. Without transparency, there may be misalignment, confusion, or unrealistic expectations among the stakeholders regarding the product being built.

E) The Product Owner has not been interacting frequently with the stakeholders and kept them aware of the progress of the project. This is also a possible factor that may have led to the disappointment and anger of the stakeholders. The Product Owner is responsible for engaging with the stakeholders regularly and communicating the value, scope, and status of the product development. The Product Owner should also seek feedback from the stakeholders and incorporate it into the Product Backlog refinement and ordering. If the Product Owner does not interact frequently with the stakeholders, they may feel disconnected, ignored, or dissatisfied with the product being built.

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

The Scrum Guide, section 3.6 (The Sprint Review), page 11

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

The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 5 (The Sprint Review) and lesson 6 (The Sprint Retrospective)

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)

A) Developers collaboratively select and re-plan their work during the Sprint. This situation demonstrates that the Scrum Team is self-managing, as it shows that the Developers have the autonomy and authority to decide how to best accomplish their work, without being directed by others outside the team. The Developers can also adapt their plan based on new insights, feedback, or impediments that arise during the Sprint.

C) The Developers create their own Sprint Backlog, reflecting all work that is part of the Definition of Done. This situation also demonstrates that the Scrum Team is self-managing, as it shows that the Developers have the responsibility and accountability to create a realistic and achievable plan for the Sprint, based on their understanding of the Sprint Goal and the Product Backlog items. The Developers also ensure that their work meets the quality standards defined by the Definition of Done.

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

The Scrum Guide, section 3.2 (The Daily Scrum), page 9

The Scrum Guide, section 3.5 (The Sprint Planning), page 10

The Scrum Guide, section 3.6 (The Sprint Review), page 11

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 39

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

The complexity of the problem being solved and the complexity of the requirements are both sources of uncertainty and variability that can impact the Sprint Goal and the Sprint Backlog. The skills and working relationships of the people on the Scrum Team(s) are also crucial for delivering a valuable product increment in a Sprint. The Scrum Master is accountable for establishing an environment where the Scrum Team can be effective and improving the professionalism of the Scrum Team.

Scrum Guide 2020, page 6: ''The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.''

Scrum Guide 2020, page 10: ''The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog items. This provides guidance to the Development Team on why it is building the Increment.''

Scrum Guide 2020, page 11: ''The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how).''

Evidence-Based Management Guide, page 9: ''Uncertainty is inherent in complex work. The more complex work is, the more uncertainty there is. Uncertainty comes from two sources: variability and emergence.''

During the Sprint Review of a scaled development effort, the Scrum Teams should demonstrate the integrated Increment that they have collectively delivered, not their individual Increments separately. This ensures that the stakeholders can provide feedback on the value and quality of the product as a whole, and that the Scrum Teams can inspect their alignment and collaboration.

Scrum Guide 2020, page 14: ''The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed.''

Nexus Guide 2020, page 7: ''The Nexus Sprint Review is an event where appropriate stakeholders review the Integrated Increment that has been built throughout the Sprint by all Scrum Teams in a Nexus.''

A: Arrange one-on-one coaching sessions where concerns the Scrum Master has identified can be discussed. This is a good way to provide individual feedback and guidance to the Scrum Team members and other people involved in the Scrum process. The Scrum Master can help them overcome any challenges or misunderstandings they may have about Scrum.

C: Schedule group training about Scrum. This is a good way to educate and inform a larger audience about the principles and practices of Scrum. The Scrum Master can use this opportunity to share their knowledge and experience with Scrum, and answer any questions or concerns that may arise.

E: Educate stakeholders and customers about Scrum. This is a good way to ensure that the people who have a stake in the product or service understand the benefits and expectations of Scrum. The Scrum Master can help them appreciate the value of empirical feedback, transparency, and collaboration that Scrum provides.

Scrum Guide 2020, page 6: ''The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.''

Professional Scrum Master II Course, page 8: ''The role of the Scrum Master is to help everyone involved in creating products with Scrum to understand, apply, and improve upon the use of the framework.''

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.''