2023 Valid PSM-II Exam Updates – 2023 Study Guide [Q11-Q35]

Rate this post

2023 Valid PSM-II Exam Updates – 2023 Study Guide

PSM-II Certification – The Ultimate Guide [Updated 2023]

How to study the Scrum PSM II: Professional Scrum Master II Exam

Several websites, including the official certification website SCRUMstudy, provide online learning and preparation for the exam. Two modes of learning are available i.e. Instructor-led and Online learning. Registrations for both modes can be done via the official website. Online courses for Scrum Master are available at Udemy, learn, and Encertify. Recorded videos of all course content are available as well as live classes and web conferences. E-Books and other reference study material can be found and downloaded from the SCRUMstudy website. All links are provided in the references section at the end of this document.

Difficulty in Writing Scrum PSM II: Professional Scrum Master II Exam

In general, the exam is not challenging at all if the exam is prepared with the good PSM II exam dumps. The key to any Agile method is practice. Agile methods demand empirical practice so the candidate should prepare with the help of PSM II practice exams. They are very simple to read, understand and apply. The magic is in practice, in the application. That is where you observe, that is where the nuances come in, that is where you understand the practical challenges in your organization, and that is where you refine your knowledge and application of Agile. Certifications are only meant as an advertisement of your knowledge, a formalization, and not a necessary end in itself. If however one is taking the certification exam without prior practice and no foundation of empirical observation it is going to be tricky. If you have practiced Scrum for about 4-6 iterations before taking the training and also before taking the certification exam, it is not difficult at all. Scrum Master Certified PSM II is a privileged achievement one could be graced with. PSM II practice test gives the complete overview of the exam.

Introduction to Scrum PSM II: Professional Scrum Master II Exam

The Professional Scrum MasterTM level II (PSM II) assessment is available to anyone who wishes to demonstrate his or her ability to apply the Scrum framework to solving advanced, complex problems in the real world. Those that pass the assessment will receive the industry-recognized PSM II Certification as an indication of their advanced knowledge and abilities about Scrum and the role of the Scrum Master.

Anyone attempting the PSM II should have advanced Scrum knowledge, in-depth Scrum experience, and/or have taken the Professional Scrum Master course before taking this assessment. However, attending a course is neither necessary nor sufficient for certification. The PSM II assessment is very difficult and consists of multiple-choice questions based on your knowledge of Scrum and how you would handle real-world situations. Preparation of the exam should be started with PSM II exam dumps.

NO.11 Steven is a Scrum Master for three different teams building a single product from the same Product Backlog.
Development Team members from each team have approached Steven complaining that their teams need Nicole, an external specialist, to commit full time for their next Sprint.
Which three acceptable solutions would Steven consider? (Choose three.)

For Sprints that require Nicole’s expertise for more than one team, combine the teams into one and separate when they no longer need to share her services.

Investigate whether applying additional techniques or frameworks for scaling Scrum would be appropriate for this product team in the future, since you have multiple Scrum Teams working on the same product, with dependencies between the teams.

People from the Development Teams with an interest in Nicole’s domain could volunteer to take on this work in their respective teams.

Ask Nicole for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Development Teams to re-prioritize the work so that tasks not depending on Nicole can be done first.

Have the Development Team re-order the Product Backlog so Nicole can serve one team full-time in a Sprint.

Create a team with Nicole and people from the teams to temporarily work in Nicole’s domain to serve the existing teams.

NO.12 A new Product Owner is hired to work on an existing product that has ongoing for five Sprints. He/she is unsure about all of the responsibilities of a Product Owner.
Which of these Product Owner’s activities are defined in Scrum?

Writing User Stories.

Interacting with stakeholders and ensuring that the most valuable functionality is always produced first.

Describing features as Use Cases.

Ensuring work is completed within scope and time.

NO.13 What would be good ways of creating Development Teams that would support the Scrum values?

Project Managers will allocate individuals to specific teams.

Bring all the developers or existing teams together and let them propose how to organize into the new structure and self-organize into Development Teams.

The operations manager determines the new team structures and assignments.

Direct managers personally re-assign current reports to new teams.

NO.14 Who determines how to do the work during the Sprint?

The Scrum Master.

The Technical Architects.

The Development Team.

The Team Leads.

The engineering director.

NO.15 What Development Team structure is best suited to produce integrated increments?

Every Development Team has the abilities to develop functionality from beginning to end throughout all technical layers.

Each Development Team specializes in one technical layer of the system (e.g. GUI, database, middle tier, interfaces).

NO.16 Which two statements best describe a Sprint Goal? (Choose two.)

Sprint Goals are defined when the completed work is reviewed at the end of a Sprint.

Sprint Goals give the Development Teams flexibility and creativity on how to implement functionality during the Sprint.

During the Sprint Planning, the entire Scrum Team collaboratively crafts a Sprint Goal based on a business objective that the Product Owner would like to achieve that Sprint.

Sprint Goals can change as new insights emerge during the Sprint.

NO.17 What would be two boundaries, defined in Scrum, that give guidance for teams to effectively self-organize? (Choose two.)

Timeboxing the events in Scrum to allow for regular inspection and adaptation creating opportunities to adjust course in any given path.

Clearly defined functional teams within the Development Team to define handoff phases during development.

Creating an integrated and potentially shippable Increment by the end of each Sprint.

Having a mixture of different levels of skills and experience to promote domain knowledge sharing.

NO.18 A new Product Owner has joined an existing Scrum Team that has been working together for eight Sprints.
The Development Team has grown to have a good understanding of the functionality and business for the product they have been building. The Product Owner, being new to the company, is unsure about his responsibilities.
As a Scrum Master explain what two acceptable ways of helping the Product Owner would be. (Choose two.)

You advise the Product Owner to start building a good relationship with the stakeholders of the product.
Ongoing interaction with them is important to regularly align with changing organizational or market expectations. The Product Owner is also expected to invite the right stakeholders to the Sprint Review meeting.

You inform the Product Owner that, in today’s highly competitive markets, it is important that the Development Team is updated on changing business priorities on a daily basis. The Daily Scrum allows the Development Team to adapt to the changes in scope without delay.

You tell the Product Owner to make sure that there are no ambiguities or possible misunderstandings in the items on the Product Backlog when they are handed over to the Development Team. This is best done by capturing the functional requirements during an analysis phase, resulting in documents that are considered as the working product of such analysis Sprints.

You advise the Product Owner to rely on the Development Team and the stakeholders to formulate the Product Backlog, as they are the ones most knowledgeable. By asking questions and working with them the Product Owner will quickly be up to speed.

NO.19 If burndown charts are used to visualize progress, what does a trendline through a release burndown chart indicate?

When all work will be completed so the Scrum Team can start work on a new Product Backlog.

When the project will be over if the Product Owner removes work that is equal in effort to any new work that is added.

When the work remaining is projected to be completed if nothing changes on the Product Backlog or Development Team.

The evolution of the return of investment on the project.
The trendline is based on the team’s average velocity and the projective completion to zero is based on the team’s velocity. The burndown chart is a helpful tool for Development Teams to self-manage BUT it is not mandatory as the teams will decide the best way to manage their own progress and promote transparency.

NO.20 A Scrum Team has been working on a product for several iterations and has an average velocity of 55 units of ‘done’ work per Sprint. A second team will be added to work on the same product.
What might be the impact on the original team?

Their velocity is likely not affected and will remain at 55.

Their velocity is likely to drop and be less than 55.

Their velocity is likely to rise and be more than 55.

NO.21 Paul, a Product Owner of one of the Scrum Teams, has been attending the Daily Scrum. During the Daily Scrum, the Development Team members have been reporting their daily work to Paul so that he is aware of their Sprint progress and what each member is working on.
What is the best action for the Scrum Master to take?

Ask Paul to stop attending the Daily Scrum.

Coach Paul and Development Team members on the purpose of the Scrum events and let them figure out what to do in this situation.

Allow the Paul to participate in the Daily Scrum as he is responsible for the success of the product.

Facilitate the Daily Scrums to avoid any conflicts between the Development Team members and Paul.

NO.22 During the implementation of an item in the Sprint Backlog, a conflict arises between team members about what work is needed to make the item ‘done’. Some say it is a part of the Definition of Done and others say it isn’t. Steven, the Scrum Master, observes a debate forming and members beginning to take sides.
What is the best action for Steven to take?

Bring the Development Team members together and interpret the Definition of Done for them so that there are no future conflicts on interpretation.

Immediately end the discussion before it becomes worse. Make the decision on what work is needed to make the item ‘done’ and teach the team about the importance of avoiding conflicts.

Facilitate a session with all members on the Scrum Team to help them resolve the conflict, refine the Definition of Done, and become effective again. Tell the team that conflicts are a natural occurrence and coach them on the value of resolving conflicts.

Bring the Product Owner to the discussion and have him/her decide the work needed to make the item ‘done.’ It is the Product Owner’s responsibility to manage the Development Team members.

NO.23 During a Product Backlog refinement meeting, the Product Owner introduces a business objective that will be worked on for the next several Sprints. The Product Owner envisions several key features necessary to be delivered in order to meet the business objective. As the features will be using sensitive user data it will be subjected to external security audits. These non-functional security requirements were not applicable to previous Increments.
What are two good ways the Development Team can handle these high-security concerns? (Choose two.)

They should be planned in parallel Sprints so not to disrupt the Development Team during feature development. After security concerns have been finalized, they will be applied to the work that is already completed before new feature development can continue.

They should be handled in a parallel Sprint by a separate security team so that security can be resolved through application enhancements without impacting the functional development.

A complete list of security-related Product Backlog items needs to be created before starting a new Sprint.

During the Sprint Retrospective, the Development Team assesses how to add these expectations to their Definition of Done so every future Increment will meet these security requirements. If needed they can work with external specialists to better understand the requirements.

They are added to the Product Backlog and addressed throughout the next Sprints, combined with creating the business functionality in those Sprints, no matter how small the business functionality.

NO.24 What action should a Scrum Master take if the Development Team has decided that Retrospectives are no longer necessary?

Start facilitating more productive and useful Retrospectives.

Suggest reducing the frequency of the Retrospectives.

Extend the Sprint time-box in order to fit the Retrospectives.

Comply with the team’s decision.

NO.25 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?

The Scrum Team has not used the past Sprint Retrospectives effectively to inspect and adapt.

The Development Team has not been paying enough attention to technical quality.

The Development Team and the Product Owner are not having conversations around technical debt.

The Scrum Master has not ensured that the Scrum Team is transparent.

All of the above.

None of the above.

NO.26 Customer satisfaction should be measured:

Annually

Quarterly

Daily

Frequently

NO.27 How much work must a Development Team do to a Product Backlog item it selects for a Sprint?

An equal amount of time on analysis, design, programming, testing and documentation.

As much as it has informed the Product Owner will be done for every Product Backlog item it selects in conformance with the definition of “Done”.

All development work and at least some testing.

As much as it can fit into the Sprint. Any remaining work will be moved to a subsequent Sprint.

NO.28 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?

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.

Tell the Product Owner performance is defined by the Development Team.

Note the issue for the next Sprint Retrospective.

Notify the team responsible for system performance.

NO.29 What activities would a Product Owner do during an active Sprint?

Engage with the stakeholders and answer Question:s from the Development Team.

Prioritize the Sprint Backlog.

Participate at the Daily Scrum.

Update the burndown chart.

NO.30 What would likely happen if management only changed the organization’s current terminology to fit Scrum without the proper understanding and support of Scrum as defined in the Scrum Guide?

Very little change will happen as the vocabulary in Scrum is specifically defined for implementing Scrum.

The organization may not realize the real benefits of Scrum as there would be no real change on the way the teams work.

Organizations may feel less stressed as the behaviors would remain familiar to management.

All answers apply.

NO.31 Why is it important that there is only one Product Owner per product?

The Scrum Master knows who will be his back-up whenever he is unavailable, it saves the organization time and money, and the Development Team knows who to request tasks from.

It is clear who is accountable for the ultimate success of the product, the Development Team always knows who determines priorities, and it helps avoid barriers to effective communication and rapid decision- making.

It isn’t important as multiple Product Owners can easily share a single Product Backlog.

NO.32 A new Product Owner is hired to work on an existing product that has ongoing for five Sprints. He/she is unsure about all of the responsibilities of a Product Owner. Which of these Product Owner’s activities are defined in Scrum?

Writing User Stories.

Interacting with stakeholders and ensuring that the most valuable functionality is always produced first.

Describing features as Use Cases.

Ensuring work is completed within scope and time.

NO.33 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?

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.

You shorten your team’s Sprints to be ready sooner.

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.

You suggest adding additional developers to the team in order to increase velocity and meet the original date.

NO.34 A new Product Owner has joined an existing Scrum Team that has been working together for eight Sprints. The Development Team has grown to have a good understanding of the functionality and business for the product they have been building. The Product Owner, being new to the company, is unsure about his responsibilities.
As a Scrum Master explain what two acceptable ways of helping the Product Owner would be. (Choose two.)

You advise the Product Owner to rely on the Development Team and the stakeholders to formulate the Product Backlog, as they are the ones most knowledgeable. By asking Question:s and working with them the Product Owner will quickly be up to speed.

NO.35 A key concern when multiple Development Teams are working for the same Product Backlog is minimizing dependencies between teams.

True

False