Free Practice Questions for Scrum PSM-II Exam

Answer : B

The best action for the Scrum Master to take in this situation is to conduct a session to help the Scrum Team resolve the conflict and create a uniform Definition of Done.This is because the Scrum Master is a servant-leader, a facilitator, and a coach to the team, who should have the skills to help resolve conflicts if called upon by the team1.The Scrum Master can employ various strategies to effectively resolve conflicts within the Scrum Team, such as promoting open communication, facilitating active listening, mediating disagreements, and fostering collaboration2.The Scrum Master can also remind the team members that conflicting ideas are natural and can be beneficial for innovation and learning, but making it personal does not help and violates the Scrum values of respect and openness3.The Scrum Master can guide the team to create a clear and shared Definition of Done that reflects their quality standards and expectations for the product4.

The other options are not the best actions for the Scrum Master to take, because they either undermine the self-organization and autonomy of the team, escalate the conflict, or avoid addressing the root cause of the problem.

Answer : B, D

Short Scrum is a framework for delivering value to customers and stakeholders in an iterative and incremental way. Scrum does not prescribe how project budgeting and financial forecasting should be performed, but it does provide some principles and practices that can help with this process.

One of these principles is that each Sprint should produce a potentially releasable product Increment that delivers value and meets the Definition of Done. This means that several Sprints may be funded as a single release, with the result of each Sprint being releasable product12. This allows the Product Owner to decide when to release the product based on the feedback from the customers and stakeholders, and the market conditions.

Another principle is that Scrum promotes transparency, inspection, and adaptation. This means that the budgeting and forecasting process should be revisited as frequently as each Sprint to ensure value is being delivered for the investment spent13. This allows the Scrum Team to inspect the outcomes of the delivered Sprint Increments, compare them with the expected benefits and costs, and adapt the product backlog and the release plan accordingly.

Scrum does not align with traditional accounting practices that require fixed scope, cost, and time. However, this does not mean that Scrum Teams do not need a budgeting process or that they only need to cover the run cost (time and materials) of the Scrum Teams. Scrum Teams still need to estimate the size and value of the product backlog items, forecast the delivery date and cost of the product or release, and track the actual spending and revenue of the product or release43. The difference is that these estimates and forecasts are based on empirical data from previous Sprints, rather than on upfront assumptions or guesses. They are also subject to change as new information emerges or new requirements arise.

Scrum Guide 2020, section ''The Sprint'', ''The Increment'', ''Empiricism''.

Tips for Effective Agile Budgeting and Forecasting | Toptal, section ''Establish Context and Set Expectations'', ''Budget for Value''.

Project forecasts and budgets | Microsoft Learn, section ''Project forecasting''.

Planning and Budgeting in Scrum Projects - PMHut, section ''Budgeting in Scrum Projects''.

Answer : C, D, E

A ''Quality Assurance and Release Readiness Sprint'' is not a Scrum concept, but a sign of poor engineering practices and weak adherence to the Scrum values and principles. It indicates that the Scrum Team is not delivering a potentially releasable product Increment every Sprint, which is one of the core commitments of Scrum. This could be due to a weak or incomplete Definition of Done, which allows technical debt to accumulate and compromises the quality and usability of the product. It could also be due to the Developers finding it nearly impossible to create a valuable, useful product Increment in a Sprint, which could be caused by various factors such as lack of skills, tools, collaboration, feedback, or empowerment. The Definition of Done is not being met every Sprint, which means that the Scrum Team is not fulfilling its accountability for the Increment and is not transparent about the state of the product.

Scrum Guide 2020, section ''Commitments'', ''Definition of Done'', ''The Sprint'', ''The Increment''.

Advanced Knowledge of Scrum, section ''Definition of Done'', ''Technical Debt''.

Scrum Master Accountabilities, section ''Accountability for Effectiveness''.

Answer : B, D, E

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.

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''.

Answer : A

When multiple Scrum Teams work from the same Product Backlog, they need to collaborate and coordinate their work to deliver a potentially releasable Increment that meets the Definition of Done. This requires minimizing dependencies between Scrum Teams, such as technical, functional, or organizational dependencies. Dependencies can cause delays, rework, waste, and lower quality.Scrum Teams should strive to be cross-functional and autonomous, and use techniques such as feature slicing, dependency mapping, and integration testing to reduce dependencies123.Reference:1: https://www.scrum.org/resources/blog/dependencies-between-scrum-teams2: https://www.scrum.org/resources/blog/feature-slicing-how-make-it-work3: https://www.scrum.org/resources/blog/integration-testing-scrum-projects