How To Pass Professional Scrum Master II (PSM II) Exam Smoothly?

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Professional Scrum Master II (PSM II) is an advanced level assessment aimed at demonstrating that you know Scrum theory and how to apply it in the real world. It is comprised of 30 multiple-choice questions. You have 90 minutes to complete the assessment and must score 85%+ to achieve the certification. FreeTestShare PSM II practice tests include real exam questions and answers, allowing you to quickly learn about the topics included in the PSM II Certification exam! We provide free access to the most recent PSM II practice exam questions and answers.

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1. Steven is a Scrum Master of a Scr u m T eam that is new to Sc r u m. At the halfway point of the Sprint, the Product Owner comes to Steven telli n g him that he is concerned the Development T eam will not be able to complete the entire Sp r int Backlog by the end of the Sprint.

What should Steven do in this situation?

Motivate the Develo p ment T eam to meet their commitment to t h e Product Owne r .

Coach the Product Owner that wi t h complex software d evel o pment, you cannot promi s e the entire scope that w as forecast d uring S p rint Planning. As more is lea r ned during the Sprint, work may emerge that a f fe c ts t he Sprint Backlog.

Advise the Product Owner that t h e Development T eam owns the Sprint Backlog and it is up to th e m to meet their commitments. No one t e lls the Develo p ment T eam h ow to turn Product Backl o g into Increments of potentially r eleasable f u nctionalit y .

Add more people to the Development T eam to meet the Product Owne r ’ s expectations.

2. According to the Scrum Guide, where should t h e Daily Scr u m b e held? A. Wherever the Develo p ment T eam d ecides is most suitable.

B. In a room where management can attend.

C. In the s a me location where the Development T eam is sea t ed. D. In front of the Scrum b oard.

E. Wherever the Scrum M a ster decides is best.

3. What should the De v elopment T eam do if they are approa c hed by someone outside the team and asked to add a “very imp o rtant” item to a Sprint that is in progre s s?

Add the item to the bott o m of the Sprint Backlog.

Replace an item in the c u rrent Spri n t of equal size.

Add the i t em to the top of the next Sprint Backlog.

Inform the Product Owner so he / she can work w ith the person.

4. The De v elopment T eam should have all the skills and com p etencies needed to:

T urn the Product Backlog ite m s it selects into a potentially releasable pr o duct increment of functionalit y .

Do all of t he deve l opment work in order to hando f f to the t e sters in the s u bsequent S p rint.

Complete the project within the est i mate as co m mitted to the Product Ow n e r .

5. How much time i s al l owed between the conclusion of the current Spri n t and the sta r t of the next

Sprint?

Maximum of one day for Sprin t s that are time-boxed to two weeks.

None. A new Sprint starts immediately following the conclusi o n of the previous Sprint.

Enough time for the last In c rement to finish testing.

Enough time for the P r oduct Owner to prepare t he Product Ba c klog for S p rint Planning.

All of the above are al l owed.

6. What is the Develo p ment T eam r esponsible for?

W riting User Stories and order i ng t h e Product Backlog.

Reporting pro d uctivity and s e lecting the Sprint time-box.

Organizing the work required to meet the Sprint Goal and re s olving inter n al team conflicts.

7. During Sprint Planning, the Definition of Done wi l l help the D ev elopment T eam forecast the amount of

work, select e d from the P r oduct B ackl o g, deemed f e asible to m a ke ‘done’ by the end of the Sprint. Which two items best d e scribes what ‘done’ mea n s? (Choose two.)

All the work needed to prepare the Increment for User Acceptance T estin g .

All the work needed to prepare the Increment for Integration T esting.

Having an Increment of work i ng software that is potentially releasable to the end user s .

All the work performed as defined in the Definition of Done.

All the work completed wit h in the current skills a nd expertise in the Development T eam.

8. The p ur pose of a Sprint is to pro d uce a potentially releasable product In c rement. A. T rue

B. False

9. Steven is a Scrum M a s ter that was hired to help an organiza t ion, that is new to Scrum, understands and e n acts Scrum e f fectivel y .

Which three activ i ties w o uld be acceptable? (C h o os e three.)

Require a l l teams in t h e org a n i zation to start using Scrum as soon as possible.

Arrange 1:1 coaching sessions to discuss any i d entified con c erns Steven may have.

Schedule formal trainings.

Penalize any Scrum T eam memb e rs who are not st a ying within the Scrum Framewo r k.

Educate stakeholders and clients about Scrum.

Extend Retrospectives to include formal training.

10. At the end of the eighth Sprint, the i n t e rnal sponsors are upset and angry w ith the prog r ess of the pro d uct being built. The curr e nt state of the produ c t is not as e xpected and will requ i re additional Spr i nts and more budget than or i ginally antic i pated at the start of the project.

What factors may have l e d to this? ( C hoose three . )

The Product Owner has not been eng a ging wi t h sponsors frequ e ntly enough a n d has not been ke p t awa r e of the overall p r o gr ess of the project.

The sponsors haven’t been using the Sprint R ev iews to actively engage, and inspect and evaluate pro g ress.

The sco p e changes have not been tracked adequately and the c hange re quest process has not b e en followed p ro perl y .

The stak e holders have not been using the Daily Scrum e f f e c t i vely to track the Develo p ment T eam ’ s pro g ress.

The Scrum Master h a s not ensured transpar enc y .

The project plan propo s ed to the sponsors at the start of t h e project followed stringentl y .

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11. What should a Deve l opment T eam do with non-functional r equ i re m ents? A. E n s ure they are add re ssed in eve r y Increment.

B. Assign th e m to the technical leads on the team. C. They will be addressed in the Integration Sprints.

D. Add them to a separate non-functio n al requi r em e nts list.

12. At the Sp r int Planning, the D e velopment T eam i s not able to forecast the number of P r oduct Backl o g items it can do in the upcoming Sprint due to unclear requ i rem e nts. The Product Owne r , howev e r , w a s able to clearly define the bu s iness objective he hopes to achieve in the Spr i nt.

Which of the following two actions would you suppo r t? (Choose t wo.)

The Development T e a m forecas t s the most likely Product B a ck l og items to meet the business objective and create a Sprint Backlog based on a likely initial design and plan. Once the time- box for the Sprint Planning m e eting is ove r , they st a rt implementation and continue to analyze, deco m pose, and create additional f u nctionality d u ring the Sprint.

If all agree they can e x tend the Sprint Planning until the Development T eam can forecast enough Product Backlog items before starting the implementation.

Allow the Developme n t T eam m embers as much time as n e eded to revi e w the Product Backlog it e ms and reconv e ne with the Product Own e r when they are confident enou g h to make a forecast for the Sprint.

They discuss in the upcoming Sprint Retr o spect i ve why this h appened and what changes will make it less likely to occur again.

13. According to Scrum theor y , how should a gro u p of fifty people be divid e d into multiple Develop m ent

T eams?

Allow the team leads to d ivide and select teams.

Understanding the pr od uct, the pro d uct vision and the Scrum framework, the gr o up self-or g anizes into teams.

Create a skills m a trix, identify role levels, and years of e xperience to assign pe o ple to teams.

The teams will rotate members every Sprint to spread knowledge.

14. Scrum addresses which of the foll o wing four risks in software developm e nt? (Ch o ose fou r .) A. The complexity and unpredictability of the requirements.

B. The stabil i ty and comp l exity of the technolog y .

C. The skills and working relationships of the people on the teams. D. The timescale of the plann e d work.

E. The clear definitions of stages and gateways in the overall g o vernance m o del. F . The definition of incentive and bon u s strategies by HR for all team members.

15. Select the correct Scrum T eam roles defined in Scrum. A. Development T eam, Scrum Maste r , Product Ow n er

B. Engineers, Business Analyst, Product Owner

C. Stakeholders, Scrum Maste r , Project Manage r , Product Owner

D. Product Mana g e r , Business Ana l yst, Development T eam, St a k eholders

16. Scrum has a role call e d “Project Mana g e r .” A. T rue

B. False

17. What gu i deline shou l d the S c rum Master provide if the Produ c t Owner asks how es t imations s h o uld be made in Scrum?

Estimates must be made in Story Points.

Estimates must be in relative units.

The Development T eam is responsible for estimates.

Estimates are made by the Product Own e r .

Estimates must foll o w the Fibonacci Sequence.

18. Stakehol d ers are only allowed to meet with the Scrum T eam at Sprint Revie w . A. T rue

B. False

19. Duri n g t h e Sprint Revie w , o n e of the stakehold e rs anno u nc e s that due to recent mark e t changes, there is ri s k that f u nding might be red u ced for the project. This triggers tensions to rise and ar g uments to break out between members.

As a Scrum Maste r , what would be the best two actions to ta k e? (C h oose two.)

Defend the original budget and request the s t akeholders to a dhe r e to the original a g r e ed funding f o r the product.

E n c oura g e the stake h olde r s and P roduct Own e r to focus on de l ivering t h e highest value items for the next Sprint.

Be objective and req ues t for a short break for p e ople to ca l m down.

A void getting involved as it is the P r oduct Own e r ’ s responsibility to manage sta k eholder expectations.

Inform e veryone that the team needs to stay b u sy until the i n formation is formally ann o unced.

20. An organ i zation is pla n ning to form five new Scrum T eams to work on bui l ding a single product. A few of the future team members ask the Scrum Master who will coord i nate the w ork between the di f ferent Scrum T eams.

What action should the Scrum Master take?

V isit the five Development T eams d aily to ensu r e alignment and that all Sprint Backlogs remain synchronized.

T each them that it is t h eir responsibility to form the teams s u c h that each team w ill have the necessary skills, knowledge, and c o mpetenci e s to create an integrated In c rement by the end of eve r y Sprint.

Advise the teams to minimize dependencies by working on sepa r ate dev e lopment bra nc hes and integrate at the end of four Sprint cycl e s.

At the end of Sprint Pl a nning, collect all Sprint tasks and create a consolidated plan for the entire Sprint.

T each the Product Ow n er to work with the technical leads on ord e ring Pr o duct Backlog in a way to avoid too much technical and deve lop ment overlap during a Sp r int.

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21. What is the most appropriate action for the Sc r um Master to take if the Product Own e r is having di f ficulties managi n g the Product Backlog?

Have the Development T eam o rder the work instead of the Product Owne r .

Have the Product Ow n er ord e r the items based on size, having the Deve l opment T eam work on the smallest ite m s fi r s t.

O f fer the Product Owner help in understanding that the goal of orderi n g the Product Backlog is to maximize t h e flow of val u e.

Delegate the work to the Assistant Product Own e r .

Delay the Sprint in order f o r the Product Owner to have eno u gh time to prioritize the P r oduct Backl o g.

22. Steven, who is a Scrum Mast e r , on one of the Scrum T eams has appr o ached you asking for advice. Their Daily Scrum requir e s more than 15 minutes and the team has suggested dividing themselves i n to two separate teams in order to stay within the time box.

As another Scrum Maste r , what would be the best response? A. Agree C this is an appropriate solution to the pr o blem.

B. Disagree C as the root cause may n ot be that the team is too big.

C. Unsure C dividing a team into two cannot be d e cided based on this information. Y ou o f fer to observe. D. Agree C Y ou ag r ee th a t divid i ng the team into t w o is a good s trategy to al l ow the teams to learn how to run Daily Scrums quickly and e f f e ctiv e l y . Once they’ve learned t o limit the Daily Sc r um to 15 minutes, you can merge the teams again.

23. What would be the responsibili t ies of a self-organizing De ve lopment T eam?

Update stakehold e rs on the daily progress and keep the bu rn -do w n chart updat e d.

Select the Product Backlog ite m s f o r the Sprint and do the w o rk planned in the Sprint Backlog.

W riting User Stories a nd r eo r der in g the Product Backlog.

Deciding on the value of the produ c t features and value est i mations.

24. Over the course of s e v eral Sprints, the relationship betwe e n the Product Owner a nd the Develo p ment team has su f fered. The Develop m ent T eam is upset with the P r oduct Owner for the constantly changing the upcomi n g items for t h e pr o duct. The Pro d uct Owner is up s et with the D evelopment T eam for c hanging the work that needs to be done d uring t he Sprint.

What should Steven, the Scrum Maste r , do?

During the Sprint Retrospe c tive, ask the Product Owner a nd the Develo p ment T eam to add r ess t h e issues. Have the T eam discuss why the changes occur and what i m pact they have on t h e value of t h e pro d uct.

The Scrum Maste r ’ s r esponsibili t y is to ensure the Development T eam h as a stable velocit y . Any changes that negatively i mpact the t e am ’ s velocity will be rej e cted by the Scrum Maste r .

T ake the time between Sprin t s to o r ganize a team building s e ssion to rebuild the relationship.

Explain to the Develo p ment T eam t hat the Pro d uct Owner is a c countable for flow of value and nee d s to be followed in order to maxi m ize the value deliver e d.

25. Steven, t h e Scrum M a ste r , is approached by one of the Development T eam members saying that they are not completing regre s sion tests for all of the work they are performing to the level defined in the Definition of Done. They have d i scussed this with the Product O wner a nd d ecided to remove regre s sion testing from the Definition of Done.

Which two actions are t h e most appropriate for Steven to take? (Ch o ose two.)

Reject the decision as the long term maintainability of the product will be negati v ely imp a cted by modifying t h e Definition of Done.

Accept t h e decision as a mu t ual agreement has been made between the Developme n t T eam and the Product Ow n e r .

Ask the Development T eam and the Product Owner w hat p r oblem they are trying to s olve by alter i ng the Definition of Done and remov i ng r e gression testing from it. In what ways will this dec is ion impact transpar e ncy and quality?

Ask the Development T eam and the Product Owner if they are still able to produce potentially shippable p r oduct increments by altering the Defin i tion of Don e ?

26. T echnical Debt can le a d to false assumptions a bout the current state of t he sy s t e m a nd the Increment reviewed at the end of the Sprint.

T rue

False

27. Duri n g a Product Backlog refinement meeting, the Product Owner intro d uces a busi n ess objective that will be worked on for the next s everal Sprints. The Product Ow n er envisions several key features necessary to be delivered in order to meet the business object i ve. As the f e atures w ill be using sensit i v e user data it will be subjected to external security audits. Th e se non-functi o nal security r equire m ents were not applicab l e to previous Increments.

What are two good ways the Develo p ment T eam c an hand l e these h i gh-security c oncer ns ? (Choose two.) A. They should be planned in parallel Sprints so not to disrupt the Develo p ment T eam d uring featu r e developmen t . After security con c erns h ave been finalized, they will be applied to the work that is already completed before n e w feature devel o pment can continue.

B. They should be ha n d l ed in a pa r al l el Sprint by a separate s e curity team s o that security can be resolved thr o ugh a p plication en h anc e ments without impacting the functional developm e nt.

C. A complete list of security-related P r oduct Backlog items needs to be created before starting a new

Sprint.

D. During t h e Sprint Retrospect i ve, t h e Develop m ent T eam asses s es how to add the s e expectations to their Definition of Done so ev e ry future Increment will meet t h ese security requirements. If needed they can work with external specialists to b etter understand the re q u i rements.

E. They are add e d to the Produ c t Backlog and ad d ressed thro u gh o ut the n e xt Sprints, c o mbined with creating the business functionali t y in those Sprints, no matter how small the business functionalit y .

28. Y ou have been hi r ed a s a Scrum Master for a c o mpany that has been doi n g business for over fifty years. In order to stay c o mpetitive, t h ey have star t ed an initiative to digitize the i r legacy s yste m s. The company has s e v eral Sc r um T eams w orking on di f ferent comp o nents that will be integrat e d to a single back o f f i ce p l atform.

Y our team is responsible for building t h e back o f fice platform and integrating a ll other components. The Scrum T eams work in two week Sprints and are expe c ted to deliver all functionality in s i x Sprints. During d evelopment the require m ent chan g es in t h e other components have been slowi n g down your

team ’ s progress. Because of these c h anges, your team has estimated that t h ey will not be able to deliver all expected work wi t hin the origi n al timeframe. The Scrum T ea m s working on the other c omponents confirm that they are still on track to meet the expected deli v ery date. The program man a ger in charge of the digitizati o n initiative is upset and a n gry with your team.

As a Scrum Maste r , what could you do to help the Product Ow n er?

Y ou suggest working with the pro g ram manag e r and the ot h er t eams on the or d ering and the value of your team ’ s open Pr o duct Backlog it e ms to redefi n e the possible delivery date.

Y ou shorten your team ’ s Sprints to be re a dy soone r .

Y ou remove all items from the Pro d uct Backlog for which development is forecasted to be beyond t h e expected date. These are likely to be low value anyho w .

Y ou suggest adding add i tional de v elopers to the team in ord e r to increase velocity and meet the original date.

29. Wh e n d oes a Sprint end?

When there is no work rema i ning in the Sprint Backlog.

When the time-box expires.

It depends on the Product Owne r .

Immediately after the con c lusion of the Sprint Revie w .

30. Which of the following are time-boxed events in Scrum? A. Sprint Planning

B. Daily Scr u m

C. Sprint Review

D. Sprint Retrospective E. All of the above

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31. A new Product Own e r is hired to work on an existing prod u ct that has o ngoing for five Sprints. He/she

is unsure about all of the respon s ibilities of a Product Owne r . Which of these Product Own e r ’ s activities are defined in Scrum? A. W riting U s er Stories.

B. Interacti n g with stake h olde r s and ensuring that the most val u able functionality is a lways produced firs t . C. Describing features as U s e Cases.

D. Ensuring work is com p leted within scope and time.

32. What should a Deve l opment T eam do if they don’t und e rstand a functional requ i re m ent? A. Request a specialist to be ad d ed to the Development T eam.

B. Move the item to a future Sprint.

C. Complete as much as possible and add the remaining w o rk as a new Product Backlog item. D. W ork with the Product Owner to de t ermine w h at is possible a n d acceptable.

33. Multiple Scrum T eams work i ng from the same Product Backlog must have the same Sprint start dates.

T rue

False

34. Which of these tools i s manda t ory for the Product Owner to use? A. Release burn u p chart.

B. Burndown chart. C. V ersion control.

D. Project G antt chart. E. None of t h e above.

35. Which r ole is responsible f o r determining wh e n it is most a ppr o priate to update the Sprint Backlog? A. The Product Owner

B. The Development T eam

C. The Scr u m T eam D. The Scr u m Master

36. In what two ways is velocity and technical de b t related? (Choose two.)

They are not related b ecau s e technical debt is non-f u nctional and velocity is c a lculated ba s ed on e nd user functionalit y .

As the Development T eam is working on n e w Product Backlog i t ems, they may unexpe c tedly run into technical debt that will r e sult t he team ’ s velocity dropping.

A Develo p ment T eam can artificially increase velocity by all o wing technical debt to be incurred.

Adding estimates to t e chnic a l debt will allow the Development T eam to maintain constant velocity therefore ensuring predi c tabilit y .

37. What w o uld be go o d ways of creating Develo p ment T eams that would support the Scrum values? A. Project Managers will allocate individuals to specific teams.

B. Bring all the develo p e r s or existing teams together and let th e m propose h ow to organ i ze into the n ew structure and self-organize into Development T eams.

C. The oper a tions manager determin e s the new team structur e s a n d assignments. D. Direct m a nag e rs personally re - assign current r e ports to new teams.

38. Who should be pre s ent to review and adjust the selected Sprint work if the Develo p ment T eam determines that it will not be ab l e to finish the com p lete forecas t ?

The stak e holders a n d Scrum Maste r .

The Product Owner and the Deve l opment T eam.

The Development T eam and Project Manage r .

The Scr u m Maste r , the Busin e ss Analyst and t h e Develop m ent T eam.

39. In Scrum, how would b udgeting a nd financial fo r ecasting be perform e d? ( Choose two . )

Frequently inspect the outcom e s of the delivered Sprint Inc r ements to understand h o w much value is being p r odu c ed per investment spent.

A single release may b e funded wi t h several Sprints where ev ery Sprint is producing shippab l e increments.

Budgeting is not necessary as the o nly funding necessary is the operatio n al costs of t h e Scrum T e a m s .

Fixed budgets are not allowed in S crum.

40. 1.A Scrum Master is not only a servant-lead e r to t h e Scrum T eam and organ i zation, it ’ s also considered a managem e nt position.

Which three activities describe what a Scrum Master man a ges as reflected by the Scrum Guide? (C h oose three.)

Reporting on the perf o rmance of the Sprint.

The way Scrum is understood and enacted within the organi z a t ion.

Managing the capacity and utilizati o n of each Development T eam membe r .

Managing the process in which Sc r um is applied.

Managing the Product Backlog items and work in the Sprint Backlog.

Removing org a nizational imped i ments that limits the team ’ s p rog r ess and pro d uctivit y .

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41. Which Scrum V alue is impacted by trust? A. Respect

B. Courage

C. Commit m ent

D. Openness

E. Foc u s

F . All of the above

42. On a project where multiple Scrum T eams are working from the same P r oduct Backl o g, how shou l d the work be distr i buted between tea m s?

The Scrum T eam with the highe s t capacity will pull items from the Product Backlog first.

E a c h Scr u m T eam m u s t have an equal amount o f User Stori e s per Sprint.

The Product Owner sepa r ates t he Product Backlog items f o r e a ch team.

The Development T eams pull in w o rk from a shared Pro d uct Ba c klog in a greem e nt with the Product Owner a nd the other te a ms.

43. Customer satisf a cti o n should be measured: A. Annually

B. Quarterly

C. Daily

D. Frequent l y