[May 15, 2022] Fully Updated PSM-II Dumps – 100% Same Q&A In Your Real Exam [Q38-Q61]

NO.38 Which statement best describes the responsibility of the Product Owner?

Optimizing the value of the work the Development Team does.

Managing the Development Team.

Ensuring that the work meets the commitments to the stakeholders.

Acting as the go-between for the stakeholders.

NO.39 Who can prematurely cancel a Sprint?

The Development Team

The Product Owner

The Stakeholders

The Scrum Master

NO.40 Who should be present to review and adjust the selected Sprint work if the Development Team determines that it will not be able to finish the complete forecast?

The stakeholders and Scrum Master.

The Product Owner and the Development Team.

The Development Team and Project Manager.

The Scrum Master, the Business Analyst and the Development Team.

NO.41 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.42 Who must ensure that the work done for a Product Backlog item conforms to the Definition of “Done?”

The test team.

The Scrum Team.

The Scrum Master.

The Product Owner.

The Development Team.

NO.43 You have a Scrum Team that has been working together for over a year. The Development Team consists of eleven members who rarely collaborate and work within their functional boundaries. There are no Sprint Goals and most of the items in the Sprint Backlog are unrelated. The Scrum Team has concluded that it is not possible to create Sprint Goals based on the items in the Product Backlog.
What might explain why the Scrum Team is finding it difficult to craft Sprint Goals? (Choose all that apply.)

The Sprints are too long.

The Product Owner is not empowered to make decisions about items in the Product Backlog nor how they are ordered.

The Product Owner doesn’t set objectives that he/she wants to achieve with upcoming Sprints.

Scrum might not be the best framework for this team.

The Development Team is too big.

NO.44 Successful use of Scrum depends on how well people behave and act in ways that reflect the Scrum values. What can the value of openness affect?

Collaboration efforts.

Level of product quality.

Team member happiness.

Time to market.

Trust from stakeholders.

All of the above.

NO.45 A PO (Product Owner) is essentially the same thing as a traditional PM (Project Manager).

True

False

NO.46 What factors are best considered when defining the Sprint length?

How often team membership changes and the size of the Development Team.

Having consistent Sprint length across all Scrum Teams.

The level of expertise over the technology to be used, ability to release an Increment to the end users, and the risk of being disconnected from the stakeholders.

NO.47 During Sprint Planning, the Development Team was not able to confidently forecast a Sprint Backlog but the Scrum Team was able to create a Sprint Goal for upcoming Sprint. What action should the Scrum Master take?

Postpone the Sprint in order for the Product Owner to refine the Product Backlog to the level needed.

Extend the Sprint Planning time-box until the Development Team can forecast enough items to begin the Sprint.

Forecast the most likely Product Backlog items to meet the goal and discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.

Request assistance from the technical architect.

NO.48 A Scrum Master teaches those who are interested in the Development Team’s progress that progress in Scrum comes from inspecting an Increment at the Sprint Review.

True

False

NO.49 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.50 When does a new Sprint begin?

Immediately after the next Sprint Planning.

Immediately after the end of the previous Sprint.

It depends on the Product Owner.

Every Monday.

NO.51 During the Sprint Retrospective, the team is discussing the quality issues that prevented the team from delivering a releasable Increment at the end of the Sprint. The Development Team does, however, mention that they were able to achieve a high velocity.
What are the best two responses for Steven, their Scrum Master, to take? (Choose two.)

Stress the value of working software over measured velocity.

Agree and acknowledge the Development Team’s hard work, so they will be motivated to do even more in the next Sprint.

Acknowledge the hard work but remind the Development Team that they need to improve in order to do even more in the next Sprint.

Facilitate a discussion on how to improve the quality to a level high enough for the Increment to be releasable, even if the measured velocity drops in the next Sprint.

NO.52 What might be a valid reason for abnormally cancelling a Sprint?

When the Development Team discovers it cannot meet their Sprint commitments.

When the work becomes too difficult for the Development Team.

When the sales department discovers features that add more value than the current work being done.

When the Sprint Goal becomes obsolete.

NO.53 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.54 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.55 What must the Development Team do during the first Sprint?

Create a potentially shippable product Increment that includes at least one piece of functionality.

Analyze and estimate the requirements for the subsequent Sprints.

Create a project plan in order to map functional development to Sprint dates.

Only design and develop the architecture and infrastructure.

NO.56 How should a Scrum Master respond if the Product Owner plans the first Sprint to only focus on setting up the infrastructure and architecture in order to work on functionality in a subsequent Sprint?

Help the Product Owner understand the value of including business functionality into every Sprint and explain to him/her that the best architecture and infrastructure emerge alongside the development of the functionality.

Support the Product Owner’s decision as he/she is accountable for maximizing the value of the work that the Development Team does.

Explain that one Sprint may be too short to finish the architecture and he should pre-allocate subsequent Sprints just in case.

Add at least one technical architect to the Development Team to ensure the architecture can be completed in the first Sprint.

NO.57 You have a Scrum Team that has been working together for over a year. The Development Team consists of eleven members who rarely collaborate and work within their functional boundaries. There are no Sprint Goals and most of the items in the Sprint Backlog are unrelated. The Scrum Team has concluded that it is not possible to create Sprint Goals based on the items in the Product Backlog.
What might explain why the Scrum Team is finding it difficult to craft Sprint Goals? (Choose all that apply.)

The Sprints are too long.

The Product Owner is not empowered to make decisions about items in the Product Backlog nor how they are ordered.

The Product Owner doesn’t set objectives that he/she wants to achieve with upcoming Sprints.

Scrum might not be the best framework for this team.

The Development Team is too big.

NO.58 What could be a reason for a Product Owner to delay the start of a new Sprint after the conclusion of the previous Sprint?

The QA team has not finished testing the previous Increment before declaring it ready to ship.

The stakeholders were disappointed with the Increment produced in the previous Sprint.

There is no acceptable reason. A new Sprint starts immediately after the conclusion of the previous Sprint.

The Product Owner needs additional time to identify the next initiatives.

There’s not enough work in the Product Backlog to work on in the upcoming Sprint.

NO.59 A Development Team, that has remote team members, typically spends time before the Daily Scrum to setup the meeting rooms and conference calling equipment and tools in order to have their Daily Scrum.
How should the Scrum Master handle this situation?

Allow the Development Team to self-manage and decide for itself what to do.

Setup the meeting and tell the Development Team that is how it will be done.

Ask the Development Team members to alternate who is responsible for meeting setup.

Inform management and ask them to solve it.

NO.60 What is a Product Owner responsibility that he/she might delegate?

Writing User Stories

Ordering the Product Backlog

Representing stakeholders to the Scrum team

Attending the Sprint Review

NO.61 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?

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.

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.

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.

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.

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