PSM-II Practice Exam Questions and Answers

A.  

True

B.  

False

A.  

True

B.  

False

A.  

Release burnup chart.

B.  

Burndown chart.

C.  

Version control.

D.  

Project Gantt chart.

E.  

None of the above.

A.  

Defend the original budget and request the stakeholders to adhere to the original agreed funding for the product.

B.  

Encourage the stakeholders and Product Owner to focus on delivering the highest value items for the next Sprint.

C.  

Be objective and request for a short break for people to calm down.

D.  

Avoid getting involved as it is the Product Owner’s responsibility to manage stakeholder expectations.

E.  

Inform everyone that the team needs to stay busy until the information is formally announced.

A.  

Wait until the next Sprint Retrospective as it is the most opportune time to modify the Definition of Done.

B.  

Bring the concern to the testers in the Development Team and ask them to include performance testing.

C.  

Explain to the Product Owner that it’s up to the Development Team to. decide on acceptable performance standards as they own the Definition of Done.

D.  

Encourage the Product Owner to bring the performance concerns to the Development Team and work with them on how to improve performance, and ultimately have stronger Definition of Done.

A.  

There should be five Product Owners, one for each Scrum Team.

B.  

The product has one Product Backlog and one Product Owner.

C.  

There should be five Product Backlogs and one Product Owner to manage them.

D.  

There should be five Product Backlogs and five Product Owners.

A.  

You cannot begin Scrum without have feature teams. It is easier to measure and compare performance between feature teams. Feature teams should have an equal number of team members.

B.  

Members within feature teams require compatible personalities. Feature teams should have a mix of junior and senior members. Tasks are completed more quickly than component teams.

C.  

Moving from component teams to feature teams could reduce, productivity in the initial stages. Feature teams have less communication complexity. Getting the support from the business side makes the transition easier.

A.  

By removing impediments that hinder the Development Team and facilitating Development Team decisions.

B.  

By helping the Development Team with user acceptance tests and tracking defects.

C.  

By ensuring each member takes turns speaking at the Daily Scrum and ending the event on time.

D.  

By keeping the Scrum board and burn-down chart updated daily.

A.  

Writing User Stories.

B.  

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

C.  

Describing features as Use Cases.

D.  

Ensuring work is completed within scope and time.

A.  

Can be shared between multiple people on a Scrum Team, Is the same as a Project Manager. Is played by a committee or a team of people.

B.  

Is one person. Can be influenced by a committee. Is accountable for ordering the Product Backlog.

A.  

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

B.  

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.

C.  

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.

D.  

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.

A.  

The Product Owner has not been engaging with sponsors frequently enough and has not been kept aware of the overall progress of the project.

B.  

The sponsors haven’t been using the Sprint Reviews to actively engage, and inspect and evaluate progress.

C.  

The scope changes have not been tracked adequately and the change request process has not been followed properly.

D.  

The stakeholders have not been using the Daily Scrum effectively to track the Development Team’s progress.

E.  

The Scrum Master has not ensured transparency.

F.  

The project plan proposed to the sponsors at the start of the project followed stringently.

A.  

Motivate the Development Team to meet their commitment to the Product Owner.

B.  

Coach the Product Owner that with complex software development, you cannot promise the entire scope that was forecast during Sprint Planning. As more is learned during the Sprint, work may emerge that affects the Sprint Backlog.

C.  

Advise the Product Owner that the Development Team owns the Sprint Backlog and it is up to them to meet their commitments. No one tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality.

D.  

Add more people to the Development Team to meet the Product Owner’s expectations.

A.  

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

B.  

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

C.  

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

D.  

All answers apply.

A.  

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

B.  

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

A.  

Component teams would have all the skills needed to focus on their specific technical layer.

B.  

Component teams generally have all the skills needed to deliver shippable Increments that add business value.

C.  

Because their productivity is already predictable, they can deliver shippable Increments more quickly than a newly formed team.

D.  

Because they have been working together for some time, there will be less initial disruption than a newly formed team. As they begin working, they will discover what works best and how to move towards cross- functional teams.

E.  

There is less communication overhead than working in feature teams.

A.  

The team lead

B.  

The business analyst

C.  

The project manager

D.  

The Development Team

E.  

The Product Owner

A.  

Respect

B.  

Courage

C.  

Commitment

D.  

Openness

E.  

Focus

F.  

All of the above

A.  

Having enough work for all Development Team members.

B.  

The benefit of Development Teams solving the problem themselves and the ability to produce integrated Increments.

C.  

Maintaining a consistent velocity.

D.  

Hiring additional resources to fill the void in skillset.

A.  

True

B.  

False

A.  

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

B.  

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

C.  

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

D.  

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

E.  

All of the above.

F.  

None of the above.

A.  

Writing User Stories

B.  

Ordering the Product Backlog

C.  

Representing stakeholders to the Scrum team

D.  

Attending the Sprint Review

A.  

True

B.  

False

A.  

Requirements developer.

B.  

Value optimizer.

C.  

Team leader.

D.  

Go-between between development team and stakeholders.

A.  

It will be inspected at the Sprint Review and if it is acceptable by the stakeholders then include it in the Increment.

B.  

Do not include the item in the Increment for the Sprint.

C.  

Split the item and add the estimation of the completed work to the current Sprint so not to impact the velocity and add the ‘undone’ work to the next Sprint.

D.  

Estimate the remaining work needed to make it ‘done’ and add it to the Product Backlog for the Product Owner to decide what to do with it.

A.  

He explains how a team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. He refers the director to the Product Owner for all information concerning the progress of development.

B.  

He informs the director of organizational impediments he is aware of that prevent the team from being more productive. He suggests collaborating with him on how to remove these impediments.

C.  

He educates his director how it is part of a team’s self-organization to improve velocity. He invites the director to the next Sprint Retrospective to brainstorm on how they can improve.

D.  

He helps the director understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile he presents this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this.

E.  

He tells the director that this is not his responsibility in Scrum. He tells the director to work with the Product Owner to check whether the estimates on the Product Backlog are being respected during implementation.

A.  

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

B.  

Having consistent Sprint length across all Scrum Teams.

C.  

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.