scrum psm-ii practice test

Professional Scrum Master level II (PSM II)

Question 1

A time-box is:

  • A. An event that starts at a specific time.
  • B. An event with a minimum set time.
  • C. An event that cannot take more than a maximum amount of time.
  • D. An event that must happen by a specific time.


All events are time-boxed events, such that every event has a maximum duration. Once a Sprint begins, its duration is fixed
and cannot be shortened or lengthened. The remaining events may end whenever the purpose of the event is achieved,
ensuring an appropriate amount of time is spent without allowing waste in the process.


Question 2

Who should manage the tasks of Development Team during the Sprint?

  • A. The Project Manager.
  • B. The Product Owner.
  • C. The Scrum Master.
  • D. The Development Team.
  • E. All of the above.


The Development Team is responsible for managing and tracking the progress of their work during a Sprint


Question 3

Steven is a Scrum Master asked to assist in creating five new Scrum Teams that will be working to build a highly anticipated
product. He talks with them about the importance of being able to integrate their Increments by the end of their Sprints. This
includes the first Sprints. The product is very important to both the end users and the organization.
Of the choices raised by future team members, what would Steven encourage?

  • A. Each Scrum Team delivers Increments in its own code branch. After UAT is performed at the Sprint Review, the code branch is isolated until enough Increments are considered acceptable. All code branches will then be merged during the release phase.
  • B. Each Scrum Team delivers functionality at the end of each Sprint. New Product Backlog items will then be added to the next Sprint Backlog to integrate their functionality with the other teams to create a unified Increment.
  • C. All Scrum Teams agree on a mutual understanding of done that defines all work necessary to deliver a potentially shippable Increment that includes all previous Increments delivered for the product.
  • D. Wait until enough of the infrastructure and architecture is in place before starting the first Sprints. This will increase the success of delivering integrated Increments in Sprint 1.


When a Product Backlog item or an Increment is described as Done, everyone must understand what Done means. If
there are multiple Scrum Teams working on the system or product release, the Development Teams on all the Scrum Teams
must mutually define the definition of Done to have a shared understanding of what it means for work to be complete, to
ensure transparency. Each Increment is additive to all prior Increments and thoroughly tested, ensuring that all Increments
work together.


Question 4

How often should Development Team membership change?

  • A. Frequently in order to share knowledge.
  • B. As needed, while taking into account a short term reduction in productivity.
  • C. Never, as it conflicts with the Scrum process.
  • D. As needed, as long as it doesn’t impact productivity.


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.


Question 5

At the fifth Sprint Retrospective, the Product Owner mentions that he is surprised about the amount of technical debt that has
built up in the system and that the product is not able to support an adequate number of users. Peter, the Product Owner, is
upset that the product will need several more Sprints to address the scalability issues in order to meet his expectations.
What factors may have led to this?

  • A. The Scrum Team has not used the past Sprint Retrospectives effectively to inspect and adapt.
  • B. The Development Team has not been paying enough attention to technical quality.
  • C. The Development Team and the Product Owner are not having conversations around technical debt.
  • D. The Scrum Master has not ensured that the Scrum Team is transparent.
  • E. All of the above.
  • F. None of the above.


Each component within the Scrum framework serves a specific purpose and is essential to Scrums success and usage.
Scrums roles, events, artifacts, and rules are immutable and although implementing only parts of Scrum is possible, the
result is not Scrum.


Question 6

A cross-functional Development Team is defined as:

  • A. Cross-skilled individuals who are able to do all the work necessary to deliver a shippable Increment at the end of the Sprint.
  • B. A team of engineers, testers, business analysts, technical architects and functional managers.
  • C. A group of full-stack developers shared across multiple teams.
  • D. A team of skilled developers that can effectively multi-task on multiple Product Backlog items at the same time.


The objective of the Sprint is to produce a shippable Increment at the end of each Sprint so that the team can effectively
inspect and adapt accordingly.


Question 7

During Sprint Planning, the Definition of Done will help the Development Team forecast the amount of work, selected from
the Product Backlog, deemed feasible to make done by the end of the Sprint.
Which two items best describes what done means? (Choose two.)

  • A. All the work needed to prepare the Increment for User Acceptance Testing.
  • B. All the work needed to prepare the Increment for Integration Testing.
  • C. Having an Increment of working software that is potentially releasable to the end users.
  • D. All the work performed as defined in the Definition of Done.
  • E. All the work completed within the current skills and expertise in the Development Team.


When a Product Backlog item or an Increment is described as Done, everyone must understand what Done means.
Although this may vary significantly per Scrum Team, members must have a shared understanding of what it means for work
to be complete, to ensure transparency. This is the Definition of Done for the Scrum Team and is used to assess when work
is complete on the product Increment. The purpose of each Sprint is to deliver Increments of potentially releasable
functionality that adhere to the Scrum Teams current Definition of Done.


Question 8

Steven is a Scrum Master of a Development Team that has members working in different cities and time zones. Organizing
the Scrum events is time consuming and requires a lot of effort to set up and run. The Development Team proposes to only
hold the Daily Scrum on Mondays.
Which two responses would be most appropriate from Steven? (Choose two.)

  • A. Coach the team on why having a Daily Scrum every day is an important opportunity to update the Sprint plan and how it helps the team self-organize work toward achieving the Sprint Goal.
  • B. Ensure that there is an overall consensus by having the Development Team members vote.
  • C. Help the Development Team understand that lowering the frequency of communication will only increase the feeling of disconnect between the team members.
  • D. Acknowledge and support their decision.


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.


Question 9

The Scrum Master is responsible for the process in which Scrum is adopted and enacted.

  • A. True
  • B. False



Question 10

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 teams 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 teams Scrum Master, to increase his teams velocity. Which would be the best two responses for
Steven to take? (Choose two.)

  • A. 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.
  • B. 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.
  • C. He educates his director how it is part of a teams self-organization to improve velocity. He invites the director to the next Sprint Retrospective to brainstorm on how they can improve.
  • D. 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.
  • 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.


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.

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