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NEW QUESTION # 38
Steven, the Scrum Master, is approached by one of the Development Team members saying that they are not completing regression tests for all of the work they are performing to the level defined in the Definition of Done.
They have discussed this with the Product Owner and decided to remove regression testing from the Definition of Done.
Which two actions are the most appropriate for Steven to take? (Choose two.)
- A. Ask the Development Team and the Product Owner if they are still able to produce potentially shippable product increments by altering the Definition of Done?
- B. Reject the decision as the long term maintainability of the product will be negatively impacted by modifying the Definition of Done.
- C. Accept the decision as a mutual agreement has been made between the Development Team and the Product Owner.
- D. Ask the Development Team and the Product Owner what problem they are trying to solve by altering the Definition of Done and removing regression testing from it. In what ways will this decision impact transparency and quality?
Answer: A,D
Explanation:
As a servant/leader, the Scrum Master facilitates conversations through open ended questions in order to help the team members make the best possible decisions according to what is known at the time. He/she does not approve or reject team decisions but ensures the team stays within the boundaries of the Scrum framework.
NEW QUESTION # 39
The director of engineering in your organization always stresses the importance of meeting deadlines in order for the engineering department to be seen as a reliable source for the product management department. The director has calculated that the team's velocity needs to increase an additional 15% to meet the commitment he made to management for the release date of the product.
He asks Steven, the team's Scrum Master, to increase his team's velocity. Which would be the best two responses for Steven to take? (Choose two.)
- A. He educates his director how it is part of a team's self-organization to improve velocity. He invites the director to the next Sprint Retrospective to brainstorm on how they can improve.
- B. He explains how a team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. He refers the director to the Product Owner for all information concerning the progress of development.
- C. He helps the director understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile he presents this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this.
- D. He informs the director of organizational impediments he is aware of that prevent the team from being more productive. He suggests collaborating with him on how to remove these impediments.
- E. He tells the director that this is not his responsibility in Scrum. He tells the director to work with the Product Owner to check whether the estimates on the Product Backlog are being respected during implementation.
Answer: B,D
Explanation:
The Scrum Master serves the organization by helping employees and stakeholders understand and enact Scrum and empirical product development and causing change that increases the productivity of the Scrum Team.
NEW QUESTION # 40
On a project where multiple Scrum Teams are working from the same Product Backlog, how should the work be distributed between teams?
- A. The Product Owner separates the Product Backlog items for each team.
- B. The Development Teams pull in work from a shared Product Backlog in agreement with the Product Owner and the other teams.
- C. Each Scrum Team must have an equal amount of User Stories per Sprint.
- D. The Scrum Team with the highest capacity will pull items from the Product Backlog first.
Answer: B
Explanation:
During Sprint Planning the number of items selected from the Product Backlog for the Sprint is solely up to the Development Team regardless of the number of Development Teams working from the same Product Backlog. Only the Development Team can assess what it can accomplish over the upcoming Sprint.
NEW QUESTION # 41
You have been hired as a Scrum Master for a company that has been doing business for over fifty years. In order to stay competitive, they have started an initiative to digitize their legacy systems. The company has several Scrum Teams working on different components that will be integrated to a single back office platform.
Your team is responsible for building the back office platform and integrating all other components. The Scrum Teams work in two week Sprints and are expected to deliver all functionality in six Sprints.
During development the requirement changes in the other components have been slowing down your team's progress. Because of these changes, your team has estimated that they will not be able to deliver all expected work within the original timeframe. The Scrum Teams working on the other components confirm that they are still on track to meet the expected delivery date. The program manager in charge of the digitization initiative is upset and angry with your team.
As a Scrum Master, what could you do to help the Product Owner?
- A. You suggest adding additional developers to the team in order to increase velocity and meet the original date.
- B. You suggest working with the program manager and the other teams on the ordering and the value of your team's open Product Backlog items to redefine the possible delivery date.
- C. You shorten your team's Sprints to be ready sooner.
- D. You remove all items from the Product Backlog for which development is forecasted to be beyond the expected date. These are likely to be low value anyhow.
Answer: B
Explanation:
The Scrum Master serves the Product Owner in several ways, including:
Finding techniques for effective Product Backlog management;
Helping the Scrum Team understand the need for clear and concise Product Backlog items; Understanding product planning in an empirical environment; Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value.
NEW QUESTION # 42
How often should Development Team membership change?
- A. As needed, as long as it doesn't impact productivity.
- B. Never, as it conflicts with the Scrum process.
- C. Frequently in order to share knowledge.
- D. As needed, while taking into account a short term reduction in productivity.
Answer: D
Explanation:
It is not mandatory that the same team stay together, although it must be understood that any changes to the team will impact how they work together.
NEW QUESTION # 43
What is management's role in Scrum?
- A. To provide the necessary environment and support needed as defined by the Scrum Guide by providing insights and resources that help the Scrum Teams continue moving forward.
- B. Monitoring the Development Team's velocity.
- C. Monitoring skill levels of the Development Team.
- D. Identifying and removing people that are performing poorly.
Answer: A
Explanation:
Getting the support from the business side helps facilitate the changes that fosters empiricism, self- organization, bottom-up intelligence, and intelligent release of software.
NEW QUESTION # 44
What Product Owner activities occur between the end of the current Sprint and the beginning of the next Sprint?
- A. There are no such activities. When the current Sprint ends, the new Sprint begins.
- B. Product Backlog refinement.
- C. Updating stakeholders on project progress.
- D. Participate as a team member at the Sprint Retrospective.
Answer: A
NEW QUESTION # 45
The Sprint length should be:
- A. Short enough to be able to synchronize the development work with other business events.
- B. No more than one month.
- C. All of these answers are correct.
- D. Short enough to keep the business risk acceptable to the Product Owner.
Answer: C
NEW QUESTION # 46
Which approach would you recommend to ensure that the Product Backlog items discussed at Sprint Planning are well understood, actionable, and easier to forecast?
- A. Having a separate group of business analysts and functional testers analyzing high-ordered Product Backlog items before Sprint Planning.
- B. Having the business analysts in the Development Team create the upcoming Product Backlog items during a Sprint and adding them to the next Sprint's forecast.
- C. Having the Development Team use some time during each Sprint to help the Product Owner analyze, estimate, and design items at the top of the Product Backlog that is projected to be worked on in the upcoming Sprint.
- D. Having the Product Owner work with stakeholders between the end of the last Sprint and before beginning the next to prepare the Product Backlog items so not to interrupt the Development Team.
Answer: C
Explanation:
Product Backlog refinement is the act of adding detail, estimates, and order to items in the Product Backlog. This is an ongoing process in which the Product Owner and the Development Team collaborate on the details of Product Backlog items. During Product Backlog refinement, items are reviewed and revised. The Scrum Team decides how and when refinement is done. Refinement usually consumes no more than 10% of the capacity of the Development Team. However, Product Backlog items can be updated at any time by the Product Owner or at the Product Owner's discretion.
NEW QUESTION # 47
A PO (Product Owner) is essentially the same thing as a traditional PM (Project Manager).
- A. False
- B. True
Answer: A
NEW QUESTION # 48
Which two statements are the most accurate in regards to scaling Scrum for large projects requiring multiple Scrum Teams? (Choose two.)
- A. A well-structured Product Backlog can minimize and often eliminate Development Team members working on multiple Scrum Teams during a Sprint.
- B. Team members must work full time on a single Scrum Team.
- C. A person focusing on the Sprint Backlog of a single Scrum Team is often more productive than that same person working on multiple Scrum Teams at the same time.
- D. Customizing the core Scrum framework is necessary to be successful with Scrum at large scale.
Answer: A,C
Explanation:
A person or team working on a single problem at a time is typically more effective than one that is working on multiple problems congruently as they can fully focus and dedicate their energy to resolving the problem before moving to the next. Having a well-structured Product Backlog can help minimize dependencies and increase focus for each team.
NEW QUESTION # 49
Steven, the Scrum Master, observes that one of the Development Team members is not attending the Daily Scrum. The Development Team feels this is ok as they all sit in the same area and already have constant communication throughout the day.
Which is the best action for Steven to take?
- A. The Daily Scrum is owned by the Development Team and it is their responsibility to decide which team members must participate.
- B. Start running the Daily Scrum and require all members to be in attendance.
- C. Talk to the Development Team member privately and tell him that he needs to be a team player.
- D. Ask the Development Team, what value will result from having all team members present at the Daily Scrum and what are the risks if members don't attend.
Answer: D
Explanation:
The Scrum Master is responsible for ensuring that the Scrum Team understands the purpose and value of the Scrum events. Because the Daily Scrum is owned by the Development Team, it will decide how best to run the event. And if needed the Scrum Master will coach the team to ensure the decisions stay within the boundaries of the Scrum framework.
NEW QUESTION # 50
Scrum has a role called "Project Manager."
- A. False
- B. True
Answer: A
Explanation:
The Scrum Framework only recognizes three roles although others may be needed to help the team build the most valuable product possible.
NEW QUESTION # 51
What would be the main benefits of self-organization?
- A. Increased capacity, accuracy of estimates, output.
- B. Increased rule compliance, self-accountability, commitment.
- C. Increased creativity, self-accountability, commitment.
- D. Increased rule compliance, self-accountability, output.
Answer: C
Explanation:
Explanation/Reference:
Explanation:
Self-organized teams allow teams to creatively solve difficult problems, be accountable for the work they do, and commit to each other and the goals of the team.
NEW QUESTION # 52
Your company has notified the stakeholders that they will be delivering the first release of a new product within ten Sprints. On the seventh Sprint, the Scrum Team discovers that they will not be able to include all of the expected features within the first release. The Product Owner believes if they remove some items from the Definition of Done they will be able to accelerate the development process. The Development Team objects to this idea as it will lead to technical debt.
As a Scrum Master, what would be the best two ways to explain to the Product Owner the impact of technical debt? (Choose two.)
- A. As long as there is still technical debt in the current release, feature development for the next release cannot be started. The Product Owner must first agree to this impact before allowing changes to the Definition of Done.
- B. Releasing the version upon a reduced Definition of Done creates false assumptions about the actual state of the system. This will create many interruptions during the development of the next release as fixes will need to be done to the previous release caused from a reduction of quality.
- C. Reducing the Definition of Done will introduce unknown errors as development progresses and functionality is added. The system can become more difficult to stabilize as work progresses. Development for the actual release as well as future releases will be slowed down in unpredictable ways.
- D. The amount of technical debt will need to be analyzed in order to understand the impact on subsequent releases in order to allocate additional Sprints at the end of the project.
Answer: B,C
Explanation:
The Definition of Done helps the Scrum Team have a shared understanding of what it means for work to be complete, to ensure transparency. The Definition of Done is used to assess when work is complete on the product Increment. It also ensures that the work that is done is in usable condition and meets the Development Teams quality standards for future sustainability.
NEW QUESTION # 53
An organization has just hired you as a new Scrum Master to help them transition their teams from their current traditional process to Scrum. The teams are currently structured to specialize in a single function. This is also known as component teams where a team would only address a single layer (i.e. design, frontend, backend, database, testing, etc.). You've introduced the concept of cross-functional teams where all the skills needed to produce business functionality, from end to end, are inside of a single team.
What should you keep in mind when transitioning from siloed teams to cross-functional teams? (Choose two.)
- A. Without feature teams, you cannot do Scrum. Postpone Scrum adoption until the teams are reorganized in feature teams.
- B. People from the different layers and components will need time to become accustomed to working and delivering unified functionality together as one Scrum Team thus productivity may suffer.
- C. It is easier to compare the performance between cross-functional teams in order to identify to which teams to assign tasks and which teams need additional coaching.
- D. Newly formed teams will need time to stabilize before reaching their peak performance. During the initial stages of forming, performance will suffer and productivity may be low, although even then delivery of business value is still likely to increase.
Answer: B,D
Explanation:
Forming a team takes time, and members often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these stages. When you understand it, you can help your new team become effective more quickly.
NEW QUESTION # 54
After several Sprints, a key stakeholder starts using the product. The stakeholder is surprised by the slow performance and complains to the Product Owner. The Product Owner comes to the Scrum Master asking for advice.
What is the best action for a Scrum Master to take?
- A. Encourage the Product Owner to bring the performance concerns to the Development Team and work with them on how to improve performance, and ultimately have stronger Definition of Done.
- B. Wait until the next Sprint Retrospective as it is the most opportune time to modify the Definition of Done.
- C. Explain to the Product Owner that it's up to the Development Team to. decide on acceptable performance standards as they own the Definition of Done.
- D. Bring the concern to the testers in the Development Team and ask them to include performance testing.
Answer: A
Explanation:
The highest priority of agility is to satisfy the customer through early and continuous delivery of valuable software. Because the Development Team is the one doing the work and increments must meet performance standards, they can expand their Definition of Done to include more stringent criteria for higher quality.
NEW QUESTION # 55
What would be two boundaries, defined in Scrum, that give guidance for teams to effectively self-organize? (Choose two.)
- A. Clearly defined functional teams within the Development Team to define handoff phases during development.
- B. Creating an integrated and potentially shippable Increment by the end of each Sprint.
- C. Having a mixture of different levels of skills and experience to promote domain knowledge sharing.
- D. Timeboxing the events in Scrum to allow for regular inspection and adaptation creating opportunities to adjust course in any given path.
Answer: B,D
Explanation:
Time-boxing promotes regularity and focus for self-organized teams. Having shippable Increments allows teams to collaboratively make decisions on what needs to be done next.
NEW QUESTION # 56
Several Sprints into a project, a client is complaining to the Product Owner about the poor performance of the product.
As a Scrum Master, how can you help the Product Owner?
- A. Coach the Product Owner on effective ways to communicate this concern to the Development Team and encourage the Product Owner to add the performance issue to the Product Backlog.
- B. Notify the team responsible for system performance.
- C. Tell the Product Owner performance is defined by the Development Team.
- D. Note the issue for the next Sprint Retrospective.
Answer: A
NEW QUESTION # 57
During the Sprint Review, the Product Owner decides to release the current Increment to production. The stakeholders suggest temporarily delaying the next Sprint in order to respond more quickly to user feedback after the release. The Product Owner prefers to continue to the next Sprint and make progress towards the next release. Steven, the Scrum Master, begins facilitating the discussion.
What would be two acceptable outcomes of the discussion? (Choose two.)
- A. Continue with the Sprints but allow the Sprint Goal within the Sprint to change according to the customer feedback.
- B. Delay the next Sprint to allow the Development Team to work on new customer feedback.
- C. Continue with the Sprints and include the customer feedback in the Product Backlog.
- D. Continue with the Sprints but shorten the Sprint time-boxes to allow for shorter feedback loops.
Answer: C,D
Explanation:
A new Sprint starts immediately after the conclusion of the previous Sprint. Delaying the start of the next Sprint interrupts progress and can reduce the Time-to-Market. Shortening the Sprint length allows the team to respond quicker to changes outside of the Sprint plan and while still allowing delivery of business value. Adding user feedback to the Product Backlog helps the Product Owner with ordering the backlog to maximize the flow of value.
During the Sprint no changes are made that would endanger the Sprint Goal.
NEW QUESTION # 58
The director of engineering in your organization always stresses the importance of meeting deadlines in order for the engineering department to be seen as a reliable source for the product management department. The director has calculated that the team's velocity needs to increase an additional 15% to meet the commitment he made to management for the release date of the product.
He asks Steven, the team's Scrum Master, to increase his team's velocity. Which would be the best two responses for Steven to take? (Choose two.)
- A. He educates his director how it is part of a team's self-organization to improve velocity. He invites the director to the next Sprint Retrospective to brainstorm on how they can improve.
- B. He explains how a team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. He refers the director to the Product Owner for all information concerning the progress of development.
- C. He helps the director understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile he presents this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this.
- D. He informs the director of organizational impediments he is aware of that prevent the team from being more productive. He suggests collaborating with him on how to remove these impediments.
- E. He tells the director that this is not his responsibility in Scrum. He tells the director to work with the Product Owner to check whether the estimates on the Product Backlog are being respected during implementation.
Answer: B,D
Explanation:
Explanation
Explanation:
The Scrum Master serves the organization by helping employees and stakeholders understand and enact Scrum and empirical product development and causing change that increases the productivity of the Scrum Team.
NEW QUESTION # 59
Who should be present to review and adjust the selected Sprint work if the Development Team determines that it will not be able to finish the complete forecast?
- A. The Scrum Master, the Business Analyst and the Development Team.
- B. The stakeholders and Scrum Master.
- C. The Product Owner and the Development Team.
- D. The Development Team and Project Manager.
Answer: C
NEW QUESTION # 60
How should a Scrum Master respond if the Product Owner plans the first Sprint to only focus on setting up the infrastructure and architecture in order to work on functionality in a subsequent Sprint?
- A. Explain that one Sprint may be too short to finish the architecture and he should pre-allocate subsequent Sprints just in case.
- B. Support the Product Owner's decision as he/she is accountable for maximizing the value of the work that the Development Team does.
- C. Help the Product Owner understand the value of including business functionality into every Sprint and explain to him/her that the best architecture and infrastructure emerge alongside the development of the functionality.
- D. Add at least one technical architect to the Development Team to ensure the architecture can be completed in the first Sprint.
Answer: C
Explanation:
Getting feedback from the Users and Stakeholders is a crucial activity in Scrum. It reduces waste from building items that add no value. Saying that, the best architectures, requirements, and designs emerge from self- organizing teams.
NEW QUESTION # 61
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