PSM-II Exam Dumps : Professional Scrum Master II

The Scrum Master is responsible for promoting and supporting Scrum, which includes helping the Scrum Team and the organization understand and enact Scrum values, principles, and practices. The Scrum Master should offer guidance that:

• Addresses the root cause of the conflict, not just the symptoms or the consequences.
• Empowers the Scrum Team to self-organize and collaborate effectively, without relying on external intervention or authority.
• Fosters a culture of transparency, inspection, and adaptation, where feedback is welcomed and used to improve the product and the process.
• Focuses on delivering value to the customer and meeting the Sprint Goal, not on following a fixed plan or satisfying individual preferences.

Therefore, the best option is to address why requirements change during the Sprint Retrospective ©, which is an event that allows the Scrum Team to inspect how they worked together and create a plan for improvements. The Scrum Master should ask the Developers and the Product Owner to talk about why the requirements are changing and consider the impact on value during this discussion. This will help them understand each other’s perspectives, clarify their expectations, and align their goals.

The other options are not appropriate because they:

• Take everyone to a 2-day off-site event to relax and re-align (A), which may be a nice gesture, but does not solve the underlying problem or help the Scrum Team improve their collaboration skills. It may also be seen as a distraction or a reward for poor performance.
• Ask each person’s functional manager to instruct their employees that they must collaborate better, or be removed from the team (B), which undermines the self-organization and autonomy of the Scrum Team and introduces a threat of punishment that may damage trust and motivation. It also violates the Scrum value of respect and the principle of servant leadership.
• Ask for a project manager or other external resource to mediate and temporarily take over for the Product Owner (D), which creates a dependency on an outsider who may not have the necessary knowledge, authority, or vision to manage the product. It also violates the Scrum role of the Product Owner and the principle of single-wringable-neck.

References: : [Scrum Guide], The Scrum Master : [Scrum Guide], The Sprint Retrospective : [Scrum Guide], The Product Owner : [Scrum Guide], The Developers : [Scrum Guide], Scrum Values

• B: Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to increase. This is a realistic expectation, as the teams will need to learn new skills, collaborate more effectively, and adapt to changing requirements. However, the benefit of feature teams is that they can deliver working software that provides value to the customers and stakeholders every Sprint, rather than waiting for the integration of different components.
• C: Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team. This is a natural consequence of changing the team structure and culture, as the teams will need to overcome some challenges and conflicts, build trust and rapport, and establish a shared vision and goal. The Scrum Master can help the teams with this transition by facilitating communication, coaching, and mentoring.

References:

• Professional Scrum Master II Course, page 17: “Feature teams are cross-functional teams that can deliver end-to-end functionality for a product. They have all the skills and competencies needed to work on multiple layers of the system.”
• Professional Scrum Master II Course, page 18: “Component teams are teams that specialize in one layer or component of the system. They often depend on other teams to deliver a complete functionality for a product.”
• Professional Scrum Master II Course, page 19: “Feature teams have many advantages over component teams, such as faster feedback, higher quality, lower complexity, and more customer value.”

Coach the Product Owner that achieving the Sprint Goal is the Scrum Team’s objective. A forecast is only used to initially estimate the effort required to reach the Sprint Goal.

• This is true because the Scrum Master’s role is to help the Product Owner understand the Scrum framework and its principles, such as empiricism, self-organization, and collaboration12. The Scrum Master should also remind the Product Owner that the forecast is not a commitment, but a plan that can be adjusted based on the Sprint progress and feedback3 . The Scrum Master should focus on the value and outcome of the Sprint, rather than the output and scope.

References: 1: What is a Scrum Master? | Scrum.org 2: What is a scrum master? [+ Responsibilities] | Atlassian 3: [Scrum Guide | Scrum Guides] : What Is a Scrum Master (and How Do I Become One)? - Coursera