Prepare with Scrum PSM-II exam practice material, pass for sure

The relationship between the Product Owner and the Developers has degraded over time. The Developers are growing increasingly angry with the Product Owner for changing the requirements all the time and not being available enough. The Product Owner is angry with the Developers for changing requirements during implementation. What guidance should the Scrum Master offer?
(Choose the best answer)

• A. Take everyone to a 2-day off-site event to relax and re-align. It is liberating to take people's minds away from work.
• B. Address why requirements change during the Sprint Retrospective. Ask the Developers and the Product Owner to talk about why the requirements are changing and consider the impact on value during this discussion.
• C. Ask each person's functional manager to instruct their employees that they must collaborate better, or be removed from the team.
• D. Ask for a project manager or other external resource to mediate and temporarily take over for the Product Owner.

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. In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog.
• 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.
• C. The Developers inform Marian that the progress she has perceived to date is not correct The Increment is not releasable. They give Marian their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. The Developers also re-estimate the effort to complete the remaining backlog, including all testing. In the end, it is Marian's call to continue the project or to cancel.
• D. 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.

An important aspect of Scrum are timeboxes. Select two ways in which timeboxing reinforces the creation of value. (Choose the best two answers)

• A. Timeboxes encourage the people who are closest to the problem to create the best possible result in the time allotted, given the current context.
• B. Timeboxing assures that a Product Owner does not interrupt the Developers during a Sprint.
• C. Scrum Teams can determine on their own how much overtime is acceptable for a timebox- generally expressed as a percentage of the timebox.
• D. Timeboxes help everyone focus on the same problem at the same time.

A Developer from the Scrum Team is always missing the Daily Scrum. She feels that if she is doing her job well, it does not matter whether she attends or not. The other Developers on the team have not done anything about it. As the Scrum Master how should you respond to this situation? (Choose the best answer)

• A. Teach the Developers how to deal with this situation by attending the Daily Scrum yourself.
• B. You do not intervene. The Developers own the Daily Scrum, so they should deal with any issues with attendance.
• C. Ask the Developers, what value they get by having the Daily Scrum with all team members present and what might go wrong if all Developers do not attend.
• D. Talk to the Developer who is missing the Daily Scrum and ask her to always attend the Daily Scrum.

Peter is a new Product Owner on a newly formed Scrum Team. Peter has projected a product completion date based on an estimated velocity of 21 completed points per Sprint. After the first 3 Sprints, the team has determined that their maximum velocity is 15 points and they are unable to create shippable increments at the end of each Sprint.
What is the best way to proceed?

• A. Inform Peter that the projected completion date is not correct. The Development team would estimate the remaining work to produce a shippable Increment and suggest making it "Done" before working on new features. Based on empirical data, Peter can adjust the completion date and decide how to continue.
• B. The Sprints have failed to produce shippable Increments there for opportunities to inspect and adapt is lost. The Scrum Master would encourage the organization to add more team members in order to increase the team's capacity.
• C. Extend the Sprint in order to complete the Sprint Backlog items.
• D. The Scrum Master would coach the team on improving their estimations and commitment to completing the Sprint Backlog.