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You are a Scrum Master employed by the IT department. The IT manager considers adopting Scrum tor a new project He wonders however, what the value is in having all team members attend this meeting called "Daily Scrum" every day. The organization already has its employees attending so many mandatory meetings.
What are two outcomes of the Daily Scrum you inform him about, to express the importance of the Daily Scrum?
(choose the best two answers)
The Daily Scrum is a 15-minute event for the Developers of the Scrum Team to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work. The Daily Scrum is not a status meeting, but a way for the Developers to collaborate and self-organize around the most important work for the next 24 hours. The Daily Scrum also provides an opportunity for the Developers to identify and communicate any impediments that are hindering their progress, and request help from the Scrum Master or other team members to resolve them.
What is a Daily Scrum? | Scrum.org
What Is the Daily Scrum? | A Guide to the Daily Event - Scrum Alliance
A Scrum Team selected a Product Backlog item during Sprint Planning. However, at the end of the Sprint the work does not meet the Definition of Done. What two things should happen with this incomplete Product Backlog item?
(choose the best two answers)
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.
Marian is a product Owner working on a Scrum Team on a new release for her product. Based on the average velocity of the previous release Marian estimated the project to take seven Sprints. Average velocity In the previous release was thirteen completed units of work per Sprint Development is three Sprints underway, with tour more Sprints to go until the release.
Product Backlog has been stable.
Over the first three Sprints, the Developers report their average velocity is nine, while not having fully tested all the delivered functionality. The Developers estimate that the unfinished testing would have required of a Sprints time. The Developers believe that the required
velocity of thirteen is within their reach. What is the most effective way to recover?
(choose the best answer)
A. The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. up to one release Sprint per three development Sprints may be required, It is Marian's responsibility to inform users and stakeholders Of the impact on the release date.
B. Transparency needs to be restored by addng the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only 13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team Or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders.
How does the Scrum Master serve the Scrum Team?
(choose the best two answers)
B: The Scrum Master coaches the Scrum Team and the organization how to work empirically. This is a true statement, as the Scrum Master is responsible for helping everyone understand and apply the principles and practices of Scrum, which is based on empirical process control. The Scrum Master can teach the Scrum Team and the organization how to use transparency, inspection, and adaptation to deliver valuable products in a complex environment.
C: The Scrum Master facilitates Scrum events as requested or needed. This is a true statement, as the Scrum Master is responsible for ensuring that all Scrum events take place and are positive, productive, and kept within the timebox. The Scrum Master can facilitate the communication and collaboration among the Scrum Team and the stakeholders during the Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective.
Scrum Guide 2020, page 6: ''The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.''
Scrum Guide 2020, page 13: ''The purpose of each event in Scrum is to create an opportunity for inspection and adaptation. These events are specifically designed to enable critical transparency and inspection.''
Professional Scrum Master II Course, page 13: ''The Scrum Master serves the Scrum Team by facilitating the Scrum events and ensuring that they are effective and valuable.''
Which two statements are true regarding the nature of large-scale product development with Scrum?
(choose the best two answers)
According to the Large-Scale Scrum (LeSS) framework, one of the principles for scaling agile development is to descale the organization, which means simplifying the structure and reducing dependencies and handoffs. A well-structured Product Backlog can help achieve this by enabling feature teams, which are cross-functional and cross-component teams that can deliver a complete customer-centric feature. Feature teams minimize and often eliminate Developers working on multiple Scrum Teams during a Sprint, as they can focus on one Product Backlog item at a time. This also improves productivity, quality, and learning, as Developers can avoid context switching and multitasking, which are known to reduce efficiency and effectiveness. A person working on multiple Scrum Teams at the same time is often less productive than when that person can focus on the Sprint Backlog of a single Scrum Team.
The Large-Scale Scrum (LeSS) framework also states that Scrum does not change when scaling up to multiple teams. The core Scrum framework remains intact, with one Product Owner, one Product Backlog, and potentially releasable Increments every Sprint. The only changes are adding a few coordination practices to cope with the increased complexity and interdependencies. Therefore, changes to the core Scrum framework are not needed to be successful with Scrum at large scale.
Scrum Team members do not have to be working full time on a team, as long as they are committed to the Sprint Goal and deliver a Done Increment every Sprint. However, it is recommended that they spend as much time as possible with their team, as this fosters collaboration, communication, and alignment.
The Large-Scale Scrum (LeSS) framework | Atlassian, accessed on September 30, 2023
Overview - Large Scale Scrum (LeSS), accessed on September 30, 2023
Leading Large Scale Product Development with Large-Scale Scrum (LeSS), Kamlesh Ravlani, 2015