PSM-II Questions and Answers

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By removing impediments that hinder the Development Team and facilitating Development Team decisions.

By helping the Development Team with user acceptance tests and tracking defects.

By ensuring each member takes turns speaking at the Daily Scrum and ending the event on time.

By keeping the Scrum board and burn-down chart updated daily.

Wait until the next Sprint Retrospective as it is the most opportune time to modify the Definition of Done.

Bring the concern to the testers in the Development Team and ask them to include performance testing.

Explain to the Product Owner that it’s up to the Development Team to. decide on acceptable performance standards as they own the Definition of Done.

Encourage the Product Owner to bring the performance concerns to the Development Team and work with them on how to improve performance, and ultimately have stronger Definition of Done.

The test team.

The Scrum Team.

The Scrum Master.

The Product Owner.

The Development Team.

Create teams based on their functional layer.

Have the resource manager assign the people to teams.

Ask the developers to divide themselves into teams.

Frequently in order to share knowledge.

As needed, while taking into account a short term reduction in productivity.

Never, as it conflicts with the Scrum process.

As needed, as long as it doesn’t impact productivity.

Reject the decision as the long term maintainability of the product will be negatively impacted by modifying the Definition of Done.

Accept the decision as a mutual agreement has been made between the Development Team and the Product Owner.

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?

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?

Having a separate group of business analysts and functional testers analyzing high-ordered Product Backlog items before Sprint Planning.

Having the Product Owner work with stakeholders between the end of the last Sprint and before beginning the next to prepare the Product Backlog items so not to interrupt the Development Team.

Having the business analysts in the Development Team create the upcoming Product Backlog items during a Sprint and adding them to the next Sprint’s forecast.

Having the Development Team use some time during each Sprint to help the Product Owner analyze, estimate, and design items at the top of the Product Backlog that is projected to be worked on in the upcoming Sprint.

The Scrum Master has not been reporting on the progress of the Scrum Team. The Product Owner has not been managing the Development Team’s tasks effectively. The Development Team has not been

improving their velocity.

The Scrum Master has not ensured that the project is transparent. The Product Owner has not made the stakeholders aware of the progress of the project. The stakeholders have not been attending the Sprint Reviews.

The Scrum Master has not been attending the Daily Standup. The Product Owner has not been using the Gantt chart correctly. The Stakeholders has not been invited to the Sprint Retrospectives.

The Scrum Master.

The Technical Architects.

The Development Team.

The Team Leads.

The engineering director.

The QA team has not finished testing the previous Increment before declaring it ready to ship.

The stakeholders were disappointed with the Increment produced in the previous Sprint.

There is no acceptable reason. A new Sprint starts immediately after the conclusion of the previous Sprint.

The Product Owner needs additional time to identify the next initiatives.

There’s not enough work in the Product Backlog to work on in the upcoming Sprint.

He explains how a team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. He refers the director to the Product Owner for all information concerning the progress of development.

He informs the director of organizational impediments he is aware of that prevent the team from being more productive. He suggests collaborating with him on how to remove these impediments.

He educates his director how it is part of a team’s self-organization to improve velocity. He invites the director to the next Sprint Retrospective to brainstorm on how they can improve.

He helps the director understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile he presents this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this.

He tells the director that this is not his responsibility in Scrum. He tells the director to work with the Product Owner to check whether the estimates on the Product Backlog are being respected during implementation.

When there is no work remaining in the Sprint Backlog.

When the time-box expires.

It depends on the Product Owner.

Immediately after the conclusion of the Sprint Review.

Sprint Retrospective

All Development Team members answering the three QUESTION NO:s at the Daily Scrum

Sprint Burndown Chart

User Stories

All of the above

Consulting with the Development Team

Prioritizing the list and working on them in order.

Arranging a triage meeting with all project managers.

Alerting management to the impediments and their impact.

Each Scrum Team has its own Product Backlog with items only their team will be working on.

One Product Backlog to represent all of the known work needed to be done for the product.

Three Product Owners, one for each Scrum Team.

Having one Product Owner to be accountable for maximizing the flow of value throughout the development process and provide transparency on the overall progress.

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False

True

False

True

False

True

False

Notify the test team.

Add a Product Backlog item to address the security issue.

Ask the Development Team member to share the issue with the team as soon as possible.

Wait until the Sprint Retrospective to add security to the definition of “Done”.

The team lead

The business analyst

The project manager

The Development Team

The Product Owner