PSM-II Exam Dumps : Professional Scrum Master II

• C: Velocity has no direct relationship with value. This is a true statement, as velocity is a measure of the amount of work done by a Scrum Team in a Sprint, not the value or quality of that work. Velocity can vary depending on many factors, such as the size, complexity, and priority of the Product Backlog items, the skills and experience of the Developers, the Definition of Done, and the Sprint length. Therefore, velocity is not a reliable indicator of value creation or team performance.
• D: Velocity is the amount of business functionality that a Scrum Team creates in a Sprint. It is unique to that team and used as an input to Sprint Planning. This is a true statement, as velocity is a team-specific metric that reflects how much business functionality the Scrum Team can deliver in a Sprint. Velocity can help the Scrum Team to forecast how many Product Backlog items they can select for the next Sprint, based on their past performance and current capacity. However, velocity is not a goal or a target for the Scrum Team, and it should not be compared across teams.

References:

• Professional Scrum Master II Course, page 15: “Velocity is a measure of how much work a team can complete in a given time period. It is usually expressed in terms of story points or function points per Sprint.”
• Professional Scrum Master II Course, page 16: “Velocity is not a measure of value or quality. It does not tell us anything about the usefulness, usability, or desirability of the product increment.”
• Professional Scrum Master II Course, page 17: “Velocity is unique to each team and depends on many factors, such as the size and complexity of the work items, the skills and experience of the team members, the definition of done, and the length of the Sprint.”
• Professional Scrum Master II Course, page 18: “Velocity can be used as an input for Sprint Planning, to help the team forecast how much work they can realistically accomplish in the next Sprint. However, velocity is not a goal or a target for the team, and it should not be used to compare or evaluate teams.”

A. The stakeholders have not been using the Sprint Reviews to actively engage, and inspect and evaluate progress. This is a possible factor that may have led to the disappointment and anger of the stakeholders. The Sprint Review is an event where the Scrum Team and the stakeholders collaborate to inspect the product Increment and adapt the Product Backlog based on feedback and new insights. If the stakeholders do not participate actively in the Sprint Review, they may miss the opportunity to provide input, voice their concerns, and influence the direction of the product development.

D. The Scrum Master has not ensured transparency. This is another possible factor that may have led to the disappointment and anger of the stakeholders. The Scrum Master is accountable for establishing and promoting transparency among the Scrum Team and the stakeholders, by ensuring that everyone has a clear and common understanding of the product vision, the Product Goal, the Product Backlog, the Sprint Goal, the Sprint Backlog, and the Definition of Done. Without transparency, there may be misalignment, confusion, or unrealistic expectations among the stakeholders regarding the product being built.

E. The Product Owner has not been interacting frequently with the stakeholders and kept them aware of the progress of the project. This is also a possible factor that may have led to the disappointment and anger of the stakeholders. The Product Owner is responsible for engaging with the stakeholders regularly and communicating the value, scope, and status of the product development. The Product Owner should also seek feedback from the stakeholders and incorporate it into the Product Backlog refinement and ordering. If the Product Owner does not interact frequently with the stakeholders, they may feel disconnected, ignored, or dissatisfied with the product being built.

References:

• The Scrum Guide, section 2.3 (The Scrum Team), page 7
• The Scrum Guide, section 3.6 (The Sprint Review), page 11
• The Scrum Guide, section 4.1 (The Product Backlog), page 11
• The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 5 (The Sprint Review) and lesson 6 (The Sprint Retrospective)

Scrum is a framework for addressing complex adaptive problems, such as product development, that require empirical process control and frequent inspection and adaptation. Scrum helps to mitigate the risks of:

• The timescale of the planned work (A), by delivering potentially releasable increments of value at the end of each Sprint, which is a fixed time-box of one month or less.
• The stability and complexity of the technology (B), by allowing the Development Team to self-organize and choose the best way to create a “Done” increment that meets the Definition of Done.
• The complexity and unpredictability of the requirements ©, by enabling the Product Owner to manage the Product Backlog, which is an ordered list of what is needed in the product and can change as more is learned about the product, users, market, and technology.
• The skills and working relationships of the people on the teams (D), by fostering a culture of collaboration, transparency, and accountability among the Scrum Team members and stakeholders.

References: : [Scrum Guide], Introduction : [Scrum Guide], The Sprint : [Scrum Guide], The Development Team : [Scrum Guide], The Product Backlog : [Scrum Guide], Scrum Values