Scrum PSM-II Exam With Confidence Using Practice Dumps

A. Developers collaboratively select and re-plan their work during the Sprint. This situation demonstrates that the Scrum Team is self-managing, as it shows that the Developers have the autonomy and authority to decide how to best accomplish their work, without being directed by others outside the team. The Developers can also adapt their plan based on new insights, feedback, or impediments that arise during the Sprint.

C. The Developers create their own Sprint Backlog, reflecting all work that is part of the Definition of Done. This situation also demonstrates that the Scrum Team is self-managing, as it shows that the Developers have the responsibility and accountability to create a realistic and achievable plan for the Sprint, based on their understanding of the Sprint Goal and the Product Backlog items. The Developers also ensure that their work meets the quality standards defined by the Definition of Done.

References:

• The Scrum Guide, section 2.3 (The Scrum Team), page 7
• The Scrum Guide, section 3.2 (The Daily Scrum), page 9
• The Scrum Guide, section 3.5 (The Sprint Planning), page 10
• The Scrum Guide, section 3.6 (The Sprint Review), page 11
• The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 2 (The Sprint), lesson 3 (The Sprint Goal), lesson 4 (Sprint Planning) and lesson 5 (The Sprint Review)
• The Professional Scrum Master II (PSM II) Assessment, question 39

B. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.

• This is a good answer because it is consistent with the Scrum Master’s accountability to serve the Scrum Team and the organization by identifying and addressing the factors that hinder the team’s effectiveness12. By informing management of the organizational impediments, you can leverage their authority and influence to resolve them. By enlisting their help, you can also foster a collaborative and supportive relationship with them. C. You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer management to the Product Owner for all information concerning the progress of development.
• This is another good answer because it is consistent with the Scrum Master’s accountability to educate and coach the organization on the Scrum framework and its principles12. By explaining how velocity is used in Scrum, you can help management understand that it is not a reliable metric for measuring performance or comparing teams. By referring management to the Product Owner, you can also respect the Product Owner’s accountability to manage the product backlog and communicate the value and status of the product34.

References: 1: What is a Scrum Master? | Scrum.org 2: What is a scrum master? [+ Responsibilities] | Atlassian 3: What is a Product Owner? | Scrum.org 4: What is a product owner? [+ Responsibilities] | Atlassian : Scrum Guide | Scrum Guides

• 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.”