Valid Professional Scrum Master PSM-II Dumps Ensure Your Passing [Q12-Q36]

Valid Professional Scrum Master PSM-II Dumps Ensure Your Passing

PSM-II Dumps Real Exam Questions Test Engine Dumps Training

To prepare for the PSM-II exam, individuals must have a solid understanding of the Scrum framework and its underlying principles. They must also have several years of practical experience working as a Scrum Master or on a Scrum team. The PSM-II exam assesses an individual's ability to apply Scrum in complex, real-world scenarios and challenges.

The PSM-II exam is a challenging test that requires a deep understanding of the principles, theories, and practices of scrum. It is designed to test a candidate's ability to handle complex scenarios and solve problems using the scrum framework. PSM-II exam covers topics such as agile development, product backlog refinement, sprint planning, sprint reviews, and retrospectives. Candidates must also demonstrate their ability to apply agile principles in various situations and identify and resolve any issues that may arise during the scrum process.

 

NEW QUESTION # 12
What would be the main benefits of self-organization?

• A. Increased capacity, accuracy of estimates, output.
• B. Increased rule compliance, self-accountability, commitment.
• C. Increased creativity, self-accountability, commitment.
• D. Increased rule compliance, self-accountability, output.

Answer: C

Explanation:
Explanation/Reference:
Explanation:
Self-organized teams allow teams to creatively solve difficult problems, be accountable for the work they do, and commit to each other and the goals of the team.

NEW QUESTION # 13
User documentation is part of your Definition of Done. However, there are not enough technical writers for all teams. Your Scrum Team does not have a technical writer. What needs to be done?
(choose the best answer)

• A. Let the user documentation remain undone and accumulate until after the last development Sprint. It will then be done by any available technical writers.
• B. Your Scrum Team is still accountable for creating user documentation. In this case, the Developers will write it.
• C. Form a separate team of technical writers that will work on an on-demand basis for the various Product Owners. Work order will be first in, first out.

Answer: B

Explanation:
Explanation
User documentation is part of your Definition of Done, which means that it is a requirement for delivering a potentially releasable product increment. Your Scrum Team cannot ignore or postpone this requirement, even if there are not enough technical writers for all teams. Your Scrum Team is responsible for creating and maintaining the user documentation, and the Developers are the ones who have the skills and authority to do so. The Scrum Master can help the Developers learn how to write effective user documentation, and the Product Owner can provide feedback on its quality and value.
References:
Scrum Guide 2020, page 9: "The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product." Scrum Guide 2020, page 10: "The Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint." Professional Scrum Master II Course, page 12: "The Definition of Done is a crucial aspect of transparency. If it is not clear when work is done, then stakeholders may make wrong assumptions about the state of the software."

NEW QUESTION # 14
Customer satisfaction should be measured:

• A. Quarterly
• B. Annually
• C. Daily
• D. Frequently

Answer: D

Explanation:
Frequent enough to ensure the team is building the right thing at the right time but not so frequent it hinders the team from the work.

NEW QUESTION # 15
Adding more resources in Scrum will proportionally increase the value delivered.

• A. False
• B. True

Answer: A

Explanation:
When working on complex problems in complex environments, adding more resources (people, money, tools, etc.) cannot guarantee increased value or success.

NEW QUESTION # 16
You are the Scrum Master for four teams working from the same Product Backlog. Several of the Developers come to you complaining that work identified for the upcoming two Sprints will require full time commitment from Phil, an external specialist. As the Scrum Master what should you do to solve this upcoming problem?
(choose the best answer)

• A. As needed, consult with the Developers on now they want to manage this problem and help them implement their preferred solution.
• B. Prepare the Sprint Backlogs each day tor the teams so Phil can spend some time in each team.
• C. Ask Phil tor a plan to hire and train additional people in nis domain, and in the meantime work with the Product Owner and Developers to re-prioritize the work so that tasks not depending on Phil can be done first.
• D. Allocate Phil to one team per Sprint, so that over tour Sprints every team will have had the support It requires.

Answer: A

Explanation:
Explanation
As the Scrum Master, your role is to serve the Scrum Team by helping them to work effectively and deliver value. You are not responsible for managing the work or assigning tasks to the Developers. You should respect the self-organization and autonomy of the Developers, and support them in finding their own solutions to the problem. You should also facilitate collaboration and communication among the Developers and with other stakeholders, such as Phil and the Product Owner.
Some reasons why the other options are not correct are:
A: Preparing the Sprint Backlogs each day for the teams so Phil can spend some time in each team. This option is not correct because it violates the Scrum framework and the Scrum Master role. The Sprint Backlog is owned and managed by the Developers, not by the Scrum Master. The Scrum Master should not interfere with or dictate how the Developers plan and execute their work. The Scrum Master should also not impose a solution that may not be optimal or feasible for the teams or for Phil.
B: Allocate Phil to one team per Sprint, so that over four Sprints every team will have had the support it requires. This option is not correct because it violates the Scrum framework and the Scrum Master role.
The Scrum Master should not allocate resources or assign tasks to the teams or to Phil. The Scrum Master should also not impose a solution that may not be aligned with the Product Owner's priorities or the teams' needs.
D: Ask Phil for a plan to hire and train additional people in his domain, and in the meantime work with the Product Owner and Developers to re-prioritize the work so that tasks not depending on Phil can be done first. This option is not correct because it violates the Scrum framework and the Scrum Master role. The Scrum Master should not ask Phil to do something that may be beyond his authority or responsibility. The Scrum Master should also not work with the Product Owner and Developers to re-prioritize the work, as this is the Product Owner's accountability. The Scrum Master should respect the Product Owner's decisions on what is valuable and what is not, and support the Developers in delivering that value.
References:
What is a Scrum Master? | Scrum.org
What is a Sprint Backlog? | Scrum.org
Who is responsible for dependency management? | Scrum.org
[Managing Dependencies in Scrum - Scrum Alliance]

NEW QUESTION # 17
One Scrum Team is developing a product. They track how much software they produce as velocity. Their current velocity is 18 units of done work. A second team will be added to work on the same product. What is the most likely impact on the velocity of the original team?
(choose the best answer)

• A. Their velocity is likely to be not affected and stay at 18.
• B. Their velocity is likely to decrease and be lower than 18.
• C. Their velocity is likely to increase and be higher than 18.

Answer: B

Explanation:
Explanation
Adding a second team to work on the same product will introduce some challenges and overheads that can affect the velocity of the original team. For example, the teams will need to coordinate and communicate more frequently, integrate their work more often, resolve any dependencies or conflicts, and align their standards and practices. These activities will consume some time and effort that could otherwise be spent on delivering value. Therefore, the velocity of the original team is likely to decrease and be lower than 18, at least in the short term.
References:
Professional Scrum Master II Course, page 16: "Adding more people to a complex product development effort does not necessarily increase productivity or reduce time to market. In fact, it often has the opposite effect." Nexus Guide 2020, page 5: "When multiple Scrum Teams are working together on the same product, there are additional complexities that arise. These complexities can be reduced by having the teams adhere to a common definition of "Done" and a single Product Backlog."

NEW QUESTION # 18
What would be two boundaries, defined in Scrum, that give guidance for teams to effectively self-organize? (Choose two.)

• A. Having a mixture of different levels of skills and experience to promote domain knowledge sharing.
• B. Clearly defined functional teams within the Development Team to define handoff phases during development.
• C. Creating an integrated and potentially shippable Increment by the end of each Sprint.
• D. Timeboxing the events in Scrum to allow for regular inspection and adaptation creating opportunities to adjust course in any given path.

Answer: C,D

Explanation:
Time-boxing promotes regularity and focus for self-organized teams. Having shippable Increments allows teams to collaboratively make decisions on what needs to be done next.

NEW QUESTION # 19
Marian is a product Owner working on a Scrum Team on a new release for her product. Based on the average velocity of the previous release Marian estimated the project to take seven Sprints. Average velocity In the previous release was thirteen completed units of work per Sprint Development is three Sprints underway, with tour more Sprints to go until the release.
Product Backlog has been stable.
Over the first three Sprints, the Developers report their average velocity is nine, while not having fully tested all the delivered functionality. The Developers estimate that the unfinished testing would have required of a Sprints time. The Developers believe that the required velocity of thirteen is within their reach. What is the most effective way to recover?
(choose the best answer)

• A. The Developers inform Marian that the progress she has perceived to date is not correct The Increment is not releasable. They give Marian their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. The Developers also re-estimate the effort to complete the remaining backlog, including all testing. In the end, it is Marian's call to continue the project or to cancel.
• B. In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog.
• C. Transparency needs to be restored by addng the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only
  13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team Or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders.
• D. The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. up to one release Sprint per three development Sprints may be required, It is Marian's responsibility to inform users and stakeholders Of the impact on the release date.

Answer: A

Explanation:
Explanation
The most effective way to recover is to restore transparency and trust by informing the Product Owner that the progress she has perceived to date is not correct. The Increment is not releasable because it does not meet the Definition of Done12, which is a shared understanding of what it means for work to be complete12. The Developers should give the Product Owner their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. This way, the Developers can ensure that they deliver a valuable, useful, and potentially releasable Increment every Sprint12. The Developers should also re-estimate the effort to complete the remaining backlog, including all testing, and communicate any changes or risks to the Product Owner. In the end, it is the Product Owner's call to continue the project or to cancel it, based on the value and feasibility of the product12.
Some reasons why the other options are not correct are:
A: The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework does not prescribe any release Sprints or separate phases for testing or integration12. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not postpone or hide their undone work. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not mislead or deceive the Product Owner. The Developers should respect the Product Owner's authority and accountability for maximizing the value of the product and the work of the Developers12, not shift the responsibility or blame to them. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.
B: Transparency needs to be restored by adding the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a velocity of not only 13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders.
This option is not correct because it violates the Scrum framework and the Scrum roles. The Scrum framework does not prescribe any velocity or points as measures of progress or success12. The Scrum roles include Product Owner, Scrum Master, and Developers12. The Product Owner is accountable for maximizing the value of the product and the work of the Developers12, not for tracking or controlling their velocity or points. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide1, causing change that increases the productivity of the Scrum Team1, and working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization1, not for assessing or judging the performance of the Developers or initiating a restart or cancellation of the project. The Developers are accountable for creating a valuable, useful, and potentially releasable Increment every Sprint12, not for meeting a predetermined velocity or points target.
C: In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework requires that each Sprint delivers a potentially releasable Increment that meets the Definition of Done12, not a partially done or incomplete product that accumulates technical debt or quality issues. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not compromise on quality or value. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not hide or ignore their undone work. The Developers should respect the Product Owner's authority and accountability for maximizing the value of the product and the work of the Developers12, not burden them with additional work or risk. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.
References:
What is an Increment? | Scrum.org
What is a Product Increment? | Scrum.org

NEW QUESTION # 20
Another team's Scrum Master seeks your advice. The Daily Scrum always runs longer than 15 minutes. The Developers suggest splitting the Scrum Team into two teams. What is your response?
(choose the best answer)

• A. You disagree - there is not enough information to justify splitting a team into two teams. You ask if there is anything you can do to help your colleague, for example observe one of the Daily Scrums with them.
• B. You agree - splitting the team into two teams is a good strategy to allow them to learn how to run Daily Scrums quickly and effectively. Once they have learned to limit the Daily Scrum to 15 minutes, you can combine the teams again.
• C. You agree - this is an appropriate solution to the problem.
• D. You disagree - you tell the Scrum Master that as Scrum Master they need to manage the timebox better.

Answer: A

Explanation:
Explanation
Splitting a team into two teams is a major decision that should not be taken lightly. It may have implications for the product vision, the product backlog, the sprint goal, the sprint backlog, the definition of done, and the team dynamics. It may also reduce the effectiveness of the Scrum Team by creating dependencies, communication overhead, and coordination challenges. Therefore, before considering such a drastic measure, it is advisable to explore other options to improve the quality and efficiency of the Daily Scrum. One option is to ask for help from another Scrum Master who can observe the Daily Scrum and provide feedback and suggestions.
References:
The Scrum Guide, section 3.2 (The Daily Scrum), page 9
The Scrum Master Learning Path, module 4 (The Daily Scrum), lesson 4 (Common Challenges) and lesson 5 (Tips for an Effective Daily Scrum)

NEW QUESTION # 21
Your organization has announced a release to its user base three Sprints from now To be able to include all functionality in the release, work needs to accelerate. The Product Owner puts some testing from the Definition of Done on hold for the next three Sprints, while adding a generic item to the Product Backlog to resolve this in a future release.
The Developers object that this will lead to technical debt. Select two ways that explain the impact of technical debt to the Product Owner.
(choose the best two answers)

• A. As development progresses and functionality is added upon the reduced Definition of Done, unknown errors will creep in. The system becomes more difficult to stabilize. Work for the actual release as well as future releases Will be slowed down in unpredictable ways.
• B. A generic Product Backlog item is not good enough. The amount of technical debt will have to be calculated and estimated much more precisely, so the total amount of extra work that needs to be budgeted is well known.
• C. Releasing the version creates false assumptions about the actual state of the system. This is likely to result in interruptions during future Sprints in order to react to unforeseen problems arising from not having met the Definition of Done.
• D. Feature development of a next release is not allowed to start as long as there is technical debt from the current release. The Product Owner should first accept this impact before the Definition of Done can be reduced.

Answer: A,C

Explanation:
Explanation
Technical debt is the implied cost of rework caused by choosing an easy solution now instead of a better approach that would take longer1. Reducing the Definition of Done for the next three Sprints will create technical debt, which will have negative impacts on the product quality, value, and delivery. Two ways to explain these impacts to the Product Owner are:
Releasing the version creates false assumptions about the actual state of the system. This is likely to result in interruptions during future Sprints in order to react to unforeseen problems arising from not having met the Definition of Done2. This will reduce the transparency, predictability, and adaptability of the Scrum process, and compromise the trust and satisfaction of the customers and stakeholders.
As development progresses and functionality is added upon the reduced Definition of Done, unknown errors will creep in. The system becomes more difficult to stabilize. Work for the actual release as well as future releases will be slowed down in unpredictable ways3. This will increase the complexity, risk, and cost of the product development, and lower the value and quality of the product.
References:
What is Technical Debt in Scrum? | StarAgile, section "The technical debt is created when".
Technical Debt & Scrum: Who Is Responsible? | Scrum.org, section "What Is Technical Debt?".
Managing Technical Debt in a Scrum Project | SCRUMstudy Blog, section "Technical debt accrues".

NEW QUESTION # 22
A few members of the Scrum Team discuss work that is not being done. Some say it is part of the Definition of Done, others say it is not. After an hour of angry discussion, someone starts making personal insults and anger levels rise. What is the best action for the Scrum Master to take?
(choose the best answer)

• A. Take the people involved aside. Ask them to resolve the situation outside of the Scrum Team, if required through their managers. The goal is to maintain stability in the team.
• B. Defuse the conflict. Take the Definition of Done and tell the other members of the Scrum Team how to interpret it, so they can autonomously decide whether the debated work is or is not part of it
• C. End the discussion. Make the call whether the work is or is not part of the Definition of Done. Identify who is involved in the conflict and decide on their further presence on the Scrum Team.
• D. Conduct a session to help the Scrum Team resolve the conflict and create a uniform Definition of Done.
  Remind the other members of the Scrum Team that conflicting ideas are natural, but making it personal does not help.

Answer: D

Explanation:
Explanation
The best action for the Scrum Master to take in this situation is to conduct a session to help the Scrum Team resolve the conflict and create a uniform Definition of Done. This is because the Scrum Master is a servant-leader, a facilitator, and a coach to the team, who should have the skills to help resolve conflicts if called upon by the team1. The Scrum Master can employ various strategies to effectively resolve conflicts within the Scrum Team, such as promoting open communication, facilitating active listening, mediating disagreements, and fostering collaboration2. The Scrum Master can also remind the team members that conflicting ideas are natural and can be beneficial for innovation and learning, but making it personal does not help and violates the Scrum values of respect and openness3. The Scrum Master can guide the team to create a clear and shared Definition of Done that reflects their quality standards and expectations for the product4.
The other options are not the best actions for the Scrum Master to take, because they either undermine the self-organization and autonomy of the team, escalate the conflict, or avoid addressing the root cause of the problem.

NEW QUESTION # 23
Steven, the Scrum Master, is approached by one of the Development Team members saying that they are not completing regression tests for all of the work they are performing to the level defined in the Definition of Done.
They have discussed this with the Product Owner and decided to remove regression testing from the Definition of Done.
Which two actions are the most appropriate for Steven to take? (Choose two.)

• A. Ask the Development Team and the Product Owner if they are still able to produce potentially shippable product increments by altering the Definition of Done?
• B. Accept the decision as a mutual agreement has been made between the Development Team and the Product Owner.
• C. Reject the decision as the long term maintainability of the product will be negatively impacted by modifying the Definition of Done.
• D. Ask the Development Team and the Product Owner what problem they are trying to solve by altering the Definition of Done and removing regression testing from it. In what ways will this decision impact transparency and quality?

Answer: A,D

Explanation:
As a servant/leader, the Scrum Master facilitates conversations through open ended questions in order to help the team members make the best possible decisions according to what is known at the time. He/she does not approve or reject team decisions but ensures the team stays within the boundaries of the Scrum framework.

NEW QUESTION # 24
During the Sprint Retrospective, the team is discussing the quality issues that prevented the team from delivering a releasable Increment at the end of the Sprint. The Development Team does, however, mention that they were able to achieve a high velocity.
What are the best two responses for Steven, their Scrum Master, to take? (Choose two.)

• A. Acknowledge the hard work but remind the Development Team that they need to improve in order to do even more in the next Sprint.
• B. Stress the value of working software over measured velocity.
• C. Facilitate a discussion on how to improve the quality to a level high enough for the Increment to be releasable, even if the measured velocity drops in the next Sprint.
• D. Agree and acknowledge the Development Team's hard work, so they will be motivated to do even more in the next Sprint.

Answer: B,C

Explanation:
Scrum employs an iterative, incremental approach to optimize predictability and control risk. The primary objective of a Sprint (iteration) is to produce a potentially shippable product Increment. Having an Increment will allow the Scrum Team to know the right thing to do in the upcoming Sprint. Having a velocity is important but working software is the primary measure of progress.

NEW QUESTION # 25
What action can the Scrum Master take to ensure communication between the Development Team and Product Owner is effective?

• A. Translate the technologies used by the Development Team in order for the Product Owner to make decisions.
• B. Teach the Product Owner to talk in terms of technology and technical requirements.
• C. Ensure all communication goes through the Scrum Master first.
• D. Observe the communications between them and facilitate discussions if needed or by request.

Answer: D

Explanation:
One of the primary responsibilities of a Scrum Master is the ability to facilitate regardless of the context or setting.

NEW QUESTION # 26
What are two signs that a Scrum Team is self-managing?
(choose the best two answers)

• A. Management understands the team's daily tasks at all times.
• B. The Developers always know the status of the assigned work needed to deliver the tasks committed in the Sprint Plan.
• C. The Scrum Team can resolve conflicts and continue working.
• D. Creativity flourishes and new possibilities are explored.

Answer: C,D

Explanation:
Explanation
A self-managing Scrum Team is one that internally decides who does what, when, and how. It does not need external direction or supervision to accomplish its work. A self-managing Scrum Team can resolve conflicts and continue working, as this shows that the team members can collaborate effectively and handle disagreements without escalating them. Creativity flourishes and new possibilities are explored, as this shows that the team members are empowered to experiment and innovate, rather than following a fixed plan or process.
References:
The Scrum Guide 20201, section "The Scrum Team"
The Scrum Master Learning Path2, module "The Self-Managing Scrum Team"
The Professional Scrum Master II Course3, topic "Self-Management"

NEW QUESTION # 27
According to the Scrum Guide, where should the Daily Scrum be held?

• A. In the same location where the Development Team is seated.
• B. Wherever the Development Team decides is most suitable.
• C. In a room where management can attend.
• D. In front of the Scrum board.
• E. Wherever the Scrum Master decides is best.

Answer: B

Explanation:
Because the Daily Scrum is owned and managed by the Development Team, it is up to them to decide on the most effective place and time to hold the Daily Scrum.

NEW QUESTION # 28
At the fifth Sprint Retrospective, the Product Owner mentions that he is surprised about the amount of technical debt that has built up in the system and that the product is not able to support an adequate number of users.
Peter, the Product Owner, is upset that the product will need several more Sprints to address the scalability issues in order to meet his expectations.
What factors may have led to this?

• A. None of the above.
• B. All of the above.
• C. The Scrum Master has not ensured that the Scrum Team is transparent.
• D. The Development Team and the Product Owner are not having conversations around technical debt.
• E. The Development Team has not been paying enough attention to technical quality.
• F. The Scrum Team has not used the past Sprint Retrospectives effectively to inspect and adapt.

Answer: B

Explanation:
Each component within the Scrum framework serves a specific purpose and is essential to Scrum's success and usage. Scrum's roles, events, artifacts, and rules are immutable and although implementing only parts of Scrum is possible, the result is not Scrum.

NEW QUESTION # 29
True or False: When scaling Scrum it is important to have multiple Scrum Teams working from one Product Backlog

• A. True
• B. False

Answer: A

Explanation:
Explanation
When scaling Scrum, it is important to have multiple Scrum Teams working from one Product Backlog, because this ensures that they are aligned on the same product vision, goal, and value12. Having one Product Backlog also helps to reduce duplication, inconsistency, and waste, and to optimize the flow of work and feedback12. The Product Owner is accountable for managing the Product Backlog and ensuring that it is transparent, ordered, and refined for the multiple Scrum Teams3 . The Scrum Teams collaborate with the Product Owner and each other to deliver a single integrated product Increment every Sprint3 .
References: 1: What is Scaling Scrum? | Scrum.org 2: Scaling Scrum with Nexus | Scrum.org 3: Scrum Guide | Scrum Guides : The Nexus Framework for Scaling Scrum: Continuously Delivering an Integrated Product with Multiple Scrum Teams

NEW QUESTION # 30
The three pillars of empirical process control consist of:

• A. Planning, Inspection, Adaptation
• B. Inspection, Transparency, Adaptation
• C. Planning, Demonstration, Retrospective
• D. Respect For People, Kaizen, Eliminating Waste

Answer: B

Explanation:
These three pillars uphold every implementation of the empirical process control. Without them, Scrum cannot be implemented as intended.

NEW QUESTION # 31
What Product Owner activities occur between the end of the current Sprint and the beginning of the next Sprint?

• A. Product Backlog refinement.
• B. Participate as a team member at the Sprint Retrospective.
• C. Updating stakeholders on project progress.
• D. There are no such activities. When the current Sprint ends, the new Sprint begins.

Answer: D

NEW QUESTION # 32
Which of the following is required in Scrum?

• A. All of the above
• B. Sprint Burndown Chart
• C. User Stories
• D. All Development Team members answering the three Question:s at the Daily Scrum
• E. Sprint Retrospective

Answer: E

NEW QUESTION # 33
Which of the following actions is appropriate for a Scrum Master at the Daily Scrum?

• A. All of the above.
• B. Teaching the Development Team to keep the Daily Scrum time-boxed to 15 minutes or less.
• C. Updating the Scrum board.
• D. Making sure each member has an opportunity to answer all three Question:s.
• E. Leading the Daily Scrum.

Answer: B

NEW QUESTION # 34
Steven is a Scrum Master for three different teams building a single product from the same Product Backlog.
Development Team members from each team have approached Steven complaining that their teams need Nicole, an external specialist, to commit full time for their next Sprint.
Which three acceptable solutions would Steven consider? (Choose three.)

• A. Have the Development Team re-order the Product Backlog so Nicole can serve one team full-time in a Sprint.
• B. Ask Nicole for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Development Teams to re-prioritize the work so that tasks not depending on Nicole can be done first.
• C. For Sprints that require Nicole's expertise for more than one team, combine the teams into one and separate when they no longer need to share her services.
• D. People from the Development Teams with an interest in Nicole's domain could volunteer to take on this work in their respective teams.
• E. Create a team with Nicole and people from the teams to temporarily work in Nicole's domain to serve the existing teams.
• F. Investigate whether applying additional techniques or frameworks for scaling Scrum would be appropriate for this product team in the future, since you have multiple Scrum Teams working on the same product, with dependencies between the teams.

Answer: A,D,F

Explanation:
Explanation
Explanation:
The Scrum Master is responsible for removing impediments within the current context of the situation AND boundaries defined by the Scrum framework.

NEW QUESTION # 35
Who manages the progress of work during a Sprint?

• A. The Scrum Master
• B. The Team Lead
• C. The Product Owner
• D. The Development Team

Answer: D

Explanation:
Explanation
Explanation:
The Development Team is self-organized, thus manages and decides how to manage their own progress.

NEW QUESTION # 36
......

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