Pass the Scrum Professional Scrum Master PSM-II Questions and answers with ValidTests

Scrum is a framework for addressing complex adaptive problems, such as product development, that require empirical process control and frequent inspection and adaptation. Scrum helps to mitigate the risks of:

The timescale of the planned work (A), by delivering potentially releasable increments of value at the end of each Sprint, which is a fixed time-box of one month or less.

The stability and complexity of the technology (B), by allowing the Development Team to self-organize and choose the best way to create a “Done” increment that meets the Definition of Done.

The complexity and unpredictability of the requirements ©, by enabling the Product Owner to manage the Product Backlog, which is an ordered list of what is needed in the product and can change as more is learned about the product, users, market, and technology.

The skills and working relationships of the people on the teams (D), by fostering a culture of collaboration, transparency, and accountability among the Scrum Team members and stakeholders.

References: : [Scrum Guide], Introduction : [Scrum Guide], The Sprint : [Scrum Guide], The Development Team : [Scrum Guide], The Product Backlog : [Scrum Guide], Scrum Values

According to the Scrum Guide 2020, the Sprint Goal is a short statement that provides direction and focus for the Scrum Team throughout the Sprint1. The Sprint Goal is chosenby the Scrum Team during Sprint Planning, based on the Product Backlog items that they forecast to complete in the Sprint1. The Sprint Goal also gives Developers flexibility and creativity on how to implement functionality during the Sprint, as long as they do not endanger the Sprint Goal1. Therefore, the statements that are true about the Sprint Goal are:

During Sprint Planning, the Scrum Team crafts a Sprint Goal based on an objective that the Product Owner would like to achieve that Sprint. This statement is true because it reflects the purpose and process of creating a Sprint Goal. The Product Owner proposes an objective for the Sprint, based on the current state of the product and the stakeholders’ needs2. The Developers then select the Product Backlog items that support that objective, and craft a Sprint Goal that expresses what value they will deliver in the Sprint2.

Sprint Goals give Developers flexibility and creativity on how to implement functionality during the Sprint. This statement is true because it reflects the benefit and outcome of having a Sprint Goal. The Sprint Goal is not a fixed scope of work, but a flexible goal that guides the Developers’ decisions and actions3. The Developers can modify their Sprint Backlog during the Sprint as needed, as long as they do not endanger the Sprint Goal1. The Sprint Goal also encourages the Developers to work together rather than on separate initiatives3.

The other statements are not true because:

Sprint Goals often change during the Sprint as new insights emerge during the work. This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a commitment by the Developers that does not change during a Sprint1. The Sprint Goal provides coherence and alignment for the Scrum Team, and helps them cope with complexity and uncertainty3. Changing the Sprint Goal during a Sprint would undermine its value and impact, and create confusion and waste.

The use of Sprint Goals is optional in the Scrum Framework. This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a mandatory element of each Sprint1. The Scrum Guide 2020 states that “the entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint” and “the Developers commit to achieving the Sprint Goal” 1. Without a Sprint Goal, there would be no clear direction or focus for the Scrum Team, and no way to measure their progress or success.

References: 1: https://www.scrumguides.org/scrum-guide.html#sprint-goal  2: https://www.scrumguides.org/scrum-guide.html#sprint-planning  3: https://www.scrum.org/resources/blog/sprint-goal-key-element-scrum

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.

References:

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)

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.

References:

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.”

 The most effective way to recover is to restore transparency and trust by informing the Product Owner that the progress she has perceived to date is not correct. The Increment is not releasable because it does not meet the Definition of Done12, which is a shared understanding of what it means for work to be complete12. The Developers should give the Product Owner their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. This way, the Developers can ensure that they deliver a valuable, useful, and potentially releasable Increment every Sprint12. The Developers should also re-estimate the effort to complete the remaining backlog, including all testing, and communicate any changes or risks to the Product Owner. In the end, it is the Product Owner’s call to continue the project or to cancel it, based on the value and feasibility of the product12.

Some reasons why the other options are not correct are:

A: The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework does not prescribe any release Sprints or separate phases for testing or integration12. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not postpone or hide their undone work. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not mislead or deceive the Product Owner. The Developers should respect the Product Owner’s authority and accountability for maximizing the value of the product and the work of the Developers12, not shift the responsibility or blame to them. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.

B: Transparency needs to be restored by adding the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only 13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master’s duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team orcancels the project. The Scrum Master will have to inform Product Owner and the stakeholders. This option is not correct because it violates the Scrum framework and the Scrum roles. The Scrum framework does not prescribe any velocity or points as measures of progress or success12. The Scrum roles include Product Owner, Scrum Master, and Developers12. The Product Owner is accountable for maximizing the value of the product and the work of the Developers12, not for tracking or controlling their velocity or points. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide1, causing change that increases the productivity of the Scrum Team1, and working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization1, not for assessing or judging the performance of the Developers or initiating a restart or cancellation of the project. The Developers are accountable for creating a valuable, useful, and potentially releasable Increment every Sprint12, not for meeting a predetermined velocity or points target.

C: In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework requires that each Sprint delivers a potentially releasable Increment that meets the Definition of Done12, not a partially done or incomplete product that accumulates technical debt or quality issues. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not compromise on quality or value. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not hide or ignore their undone work. The Developers should respect the Product Owner’s authority and accountability for maximizing the value ofthe product and the work of the Developers12, not burden them with additional work or risk. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.

References:

What is an Increment? | Scrum.org

What is a Product Increment?| Scrum.org

A Scrum Master is not a management position in the traditional sense of the word. A Scrum Master does not have authority over the team members, the product, or the project. A Scrum Master is a servant leader who helps the team self-organize, collaborate, and deliver value. A Scrum Master is accountable for managing the Scrum process, ensuring that the team follows the Scrum values and principles, and facilitating the team’s interactions with stakeholders and the organization. A Scrum Master is also accountable for removing organizational impediments that limit the team’s progress and productivity, such as bureaucracy, silos, or conflicts. A Scrum Master is not accountable for reporting on the performance of a team, managing the project plan and the project deliverables, or managing the capacity and utilization of the Developers. These are responsibilities of the Product Owner, the Developers, or other roles in the organization.

References:

Scrum Guide 2020, section “The Scrum Master”, “The Scrum Team”.

What is a scrum master?[+ Responsibilities] | Atlassian, section “Scrum master responsibilities”.

Scrum Master Roles and Responsibilities [2023] | Simplilearn, section “What Does a Scrum Master Do?”, “Scrum Master Responsibilities”.

This is a good option because the Scrum Master’s role is to help the Scrum Team understand and apply the Scrum framework and its principles12. The Scrum Master should also facilitate and enable the team’s self-organization and collaboration12. By coaching the Scrum Team, the Scrum Master can help them realize that the Daily Scrum is not a status update or a performance review, but a time to inspect and adapt their progress toward the Sprint Goal3 . D. Tell the Product Owner your concerns about how his behavior may impact the Developers, and ask him to stop attending the Daily Scrum for some time.

This is another good option because the Scrum Master’s role is to protect the Scrum Team from external interference and distractions12. The Scrum Master should also coach the Product Owner on how to maximize the value of the product and collaborate effectively with the Developers12. By telling the Product Owner your concerns, you can help him understand that his behavior may create pressure, dependency, or resentment among the Developers, which can harm their motivation,creativity, and autonomy . By asking him to stop attending the Daily Scrum for some time, you can give the Developers some space to self-manage their work and communication.

References: 1: What is a Scrum Master? | Scrum.org 2: What is a scrum master? [+ Responsibilities] | Atlassian 3: What’s the role of the Product Owner at the Daily Scrum? | by Maarten Dalmijn | Serious Scrum | Medium : Scrum Guide | Scrum Guides : Product Owner’s Role in a Daily Scrum: How to Support the … - Eleken : The Power of Intrinsic Motivation - Forbes

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.

References:

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.”

 User acceptance testing is a process of verifying that the product meets the user’s needs and expectations. It is an important feedback mechanism that helps the Scrum Team validate their assumptions, inspect the value and quality of the Increment, and adapt their plans accordingly. Scrum requires that the Increment be transparent, meaning that it is observable and understandable by anyone with a stake in the outcome. Scrum also requires that the feedback loop be short, meaning that the Scrum Team can receive and respond to feedback quickly and frequently.

Therefore, it is not a good idea to have user acceptance testing done every third Sprint, because:

The Increment will not be transparent (B), meaning that the Scrum Team and the stakeholders will not have a clear and shared understanding of what has been done and what remains to be done. This may lead to misalignment, confusion, or conflict over the product vision, scope, and quality.

The feedback loop is too long (B), meaning that the Scrum Team will not be able to inspect and adapt based on the user’s feedback in a timely manner. This may lead to wasted effort, missed opportunities, or reduced value delivery.

The other options are not correct because:

It does not depend on what is stated in their Definition of Done (A), which is a formal description of the state of the Increment when it meets the quality standards required for the product. The Definition of Done does not dictate how or when user acceptance testing should be done, but rather what criteria must be met for the Increment to be considered “Done”.

The Scrum Team is a self-managing team ©, which means that they have the autonomy and authority to organize and manage their own work within theboundaries of Scrum. However, this does not mean that they can ignore or postpone user feedback, which is essential for delivering value and satisfying customer needs.

The Scrum Team needs stability in the Sprint (D), which means that they need to have a clear and consistent Sprint Goal, Sprint Backlog, and Definition of Done throughout the Sprint. However, this does not mean that they need to avoid or resist user feedback, which is a source of learning and improvement for the product and the process.

References: : [Scrum Guide], The Increment : [Scrum Guide], Transparency : [Scrum Guide], The Definition of Done : [Scrum Guide], The Scrum Team : [Scrum Guide], The Sprint Goal

B. You explain that technical risks are best controlled when architecture and infrastructure emerge alongside the development of functionality. The additional advantage is that business value is created faster and sooner.

This is a good option because it is consistent with the Scrum principle of empiricism, which means that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than following a predefined plan12. By allowing the architecture and infrastructure to emerge iteratively and incrementally, the Scrum Team can address the most important and uncertain aspects first, and deliver valuable and functional increments every Sprint34. D. You educate the Product Owner to add this work to the Product Backlog to uphold transparency. Ask the Developers toplan work during the first several Sprints to estimate these items, while also creating some business functionality in these early Sprints

This is another good option because it is consistent with the Scrum value of transparency, 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 this work to the Product Backlog, the Product Owner can prioritize and refine it according to the value and urgency, and communicate it to the stakeholders. By asking the Developers to plan work during the first several Sprints, they can estimate these items based on their actual experience and capacity, while also delivering some business functionality in these early Sprints34.