Scrum PSM-II Professional Scrum Master II Exam Practice Test

Answer : D

The best way to determine if the Product Owner is interacting with the Developers enough throughout a Sprint is to observe whether both parties are satisfied with the Increment.The Increment is a concrete stepping stone toward the Product Goal1.It must be usable and meet the Definition of Done1.The Product Owner is accountable for maximizing the value of the product resulting from the work of the Developers1.The Developers are accountable for creating a valuable, useful, and potentially releasable Increment every Sprint1. Therefore, if both the Product Owner and the Developers are happy with the quality and value of the Increment, it means that they have communicated and collaborated effectively throughout the Sprint.

Some reasons why the other options are not correct are:

A: The Developers should determine the percentage of time the Product Owner is required to be present and monitor whether the Product Owner's average presence is around this figure. This option is not correct because it implies that there is a fixed or optimal amount of time that the Product Owner should spend with the Developers, which may not be true. The Product Owner's interaction with the Developers may vary depending on the context, complexity, and uncertainty of the product and the Sprint.The Scrum Guide does not prescribe any specific time or frequency for the Product Owner's involvement with the Developers1.The Product Owner should be available to provide guidance and feedback to the Developers as needed, but not interfere with their self-organization and autonomy1.

B: Check the Daily Scrum reports to see whether the Product Owner was present at the majority of the Daily Scrum meetings. This option is not correct because it assumes that the Daily Scrum is a meeting where the Product Owner should be present, which is not true.The Daily Scrum is an event for and by the Developers12, not for reporting or accountability to anyone else.The Product Owner may attend as an observer or a collaborator, but only if invited by the Developers12. The presence or absence of the Product Owner at the Daily Scrum does not indicate how much they interact with the Developers throughout the Sprint.

C: Observe whether the Developers need to ask the Product Owner questions at times other than during the Daily Scrum. This option is not correct because it implies that asking questions is a sign of insufficient interaction, which may not be true. Asking questions is a natural and healthy part of communication and collaboration between the Product Owner and the Developers. It shows that they are engaged, curious, and willing to learn from each other. It also helps them to clarify requirements, expectations, and feedback, and to resolve any ambiguities or conflicts. Asking questions does not necessarily mean that there is a lack of interaction, but rather that there is a need for more information or clarification.

What is an Increment? | Scrum.org

What Is a Daily Standup? | A Guide to Running Effective Standup Meetings | Atlassian

Answer : A, D

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.

Answer : B, D

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.

Answer : C, D

A Scrum Team is self-managing, meaning that they have the autonomy and authority to organize and manage their own work within the boundaries of Scrum. A self-managing Scrum Team:

Creates their own Sprint Backlog, reflecting all work that is part of the Definition of Done , which is a valid option as it shows that the Developers are responsible for planning and executing the work needed to deliver a potentially releasable Increment at the end of each Sprint.

Collaboratively selects and re-plans their work during the Sprint (D), which is another valid option as it shows that the Developers are able to adapt to changing requirements, priorities, or circumstances within the Sprint, without relying on external instructions or approvals.

The other options are not correct because they:

Invite management to the Daily Scrum for a progress update and subsequently work with the Scrum Master to optimize the plan for the next day (A), which is not a good option as it shows that the Scrum Team is not self-managing, but rather dependent on management intervention and direction. The Daily Scrum is an event for the Developers to inspect their progress and plan their work for the next 24 hours, not a status report for management or anyone else.

Work strictly within the boundaries of their function description, and hand off work in a timely fashion to the other members within the team (B), which is not a good option as it shows that the Scrum Team is not self-managing, but rather following a rigid and siloed structure. The Developers are cross-functional, meaning that they have all the skills necessary to create a ''Done'' Increment, and they collaborate and coordinate their work as one team, not as separate individuals or roles.

Invite the right external people to the Sprint Planning to help them create a complete and detailed Sprint Backlog before the meeting timebox expires (E), which is not a good option as it shows that the Scrum Team is not self-managing, but rather relying on external assistance and input. The Sprint Planning is an event for the Scrum Team to create a Sprint Goal and a Sprint Backlog, based on the Product Owner's proposal and the Developers' forecast. The Scrum Team may invite other people to provide advice or expertise, but they are ultimately accountable for their own plan.

Answer : E

The Sprint Goal is a short and clear description of what the Scrum Team wants to achieve in the Sprint. It is a commitment that provides guidance and focus for the Scrum Team throughout the Sprint. The Sprint Goal is:

Created by the Scrum Team during the Sprint Planning, based on the Product Owner's proposal and the Developers' forecast (A).

Respected by the Product Owner, who does not change it or add new work that endangers it during the Sprint (B).

Helpful for increasing focus, as it helps the Scrum Team align their actions and decisions with a common objective .

Discussed openly by the Scrum Team, who can explore different ways to reach it and adapt their plan as needed within the Sprint (D).

Fixed and immutable for the duration of the Sprint, unless a significant change occurs that makes it obsolete or invalid. In that case, the Sprint may be cancelled by the Product Owner (E).

Communicated courageously by the Developers, who inform the Product Owner as soon as possible if they encounter any impediments or risks that may prevent them from achieving it (F).

Therefore, the statement that is incorrect is that the Sprint Goal is only a forecast and may change within the Sprint as more is learned (E), because this contradicts the principle of commitment and stability that underlies the Sprint Goal.

Answer : D

This is the best answer because it empowers the Developers to take ownership of their own process and find a solution that works for them. The Scrum Master can facilitate the discussion and help the Developers understand the value and importance of the Daily Scrum, but not impose or dictate any specific action or rule. The Scrum Master can also support the Developers in conducting an experiment and evaluating the results, if they decide to do so.

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 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.''

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.''

Answer : A, D

A: There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog. This is a reasonable alternative, as it allows each Product Owner to focus on one product and its vision, value proposition, and stakeholder needs. The Product Owner can also leverage the expertise and input of other people who can help with the product development, such as business analysts, domain experts, or user representatives. The five Product Owners can coordinate and collaborate with each other through the Product Backlog, which is a single source of truth for the product requirements and priorities.

D: There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability. This is another reasonable alternative, as it allows one Product Owner to have a holistic view of the five products and their interdependencies, synergies, and trade-offs. The Product Owner can also delegate some of the work to other people who can act as proxies or representatives for the different aspects of the products, such as features, modules, or components. The Product Owner can still maintain the ultimate authority and responsibility for the Product Backlog and the product value delivery.

Scrum Guide 2020, page 7: ''The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team.''

Scrum Guide 2020, page 8: ''The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team.''

Professional Scrum Master II Course, page 22: ''The Product Owner may delegate some of their work to others who can help them with the product development, such as business analysts, domain experts, or user representatives. However, the Product Owner remains accountable for the Product Backlog and its content.''

Professional Scrum Master II Course, page 23: ''The Product Owner may scale their role by working with other Product Owners who are responsible for different products, features, modules, or components. However, there should be only one Product Owner per product who has the final say on the product vision and value proposition.''