Reliable PSM-II Dumps Questions Available as Web-Based Practice Test Engine [Q39-Q61]

Reliable PSM-II Dumps Questions Available as Web-Based Practice Test Engine

Correct and Up-to-date Scrum PSM-II BrainDumps

Scrum PSM-II, also known as Professional Scrum Master level II (PSM II), is an advanced certification exam designed for experienced Scrum Masters who want to further their knowledge and skills in the Scrum framework. PSM-II exam assesses the Scrum Masters' ability to apply the Scrum principles and practices to complex real-world situations.

The PSM II certification is a step up from the PSM I certification, which is aimed at individuals who have a basic understanding of Scrum principles and practices. The PSM II certification is designed to test a candidate's ability to apply Scrum principles and practices in complex and challenging environments.

NEW QUESTION # 39
Peter is a new Product Owner on a newly formed Scrum Team. Peter has projected a product completion date based on an estimated velocity of 21 completed points per Sprint. After the first 3 Sprints, the team has determined that their maximum velocity is 15 points and they are unable to create shippable increments at the end of each Sprint.
What is the best way to proceed?

A. Extend the Sprint in order to complete the Sprint Backlog items.
B. Inform Peter that the projected completion date is not correct. The Development team would estimate the remaining work to produce a shippable Increment and suggest making it "Done" before working on new features. Based on empirical data, Peter can adjust the completion date and decide how to continue.
C. The Scrum Master would coach the team on improving their estimations and commitment to completing the Sprint Backlog.
D. The Sprints have failed to produce shippable Increments there for opportunities to inspect and adapt is lost. The Scrum Master would encourage the organization to add more team members in order to increase the team's capacity.

Answer: B

NEW QUESTION # 40
Your organization always stresses the importance of on-time delivery and reliability. A manager has detected that your team's progress is too slow. They feel that your team's velocity needs to be 10% higher.
The organization expects you, as the Scrum Master, to make it happen. How do you respond?
(choose the best two answers)

A. You tell management that this is not your accountability in Scrum. You direct them to the Product Owner to determine whether the forecast is accurate.
B. You educate management that it is the Scrum Team's responsibility to improve their velocity. You invite management to the next Sprint Retrospective to brainstorm on how they can improve.
C. You help management understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile you present 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.
D. 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.
E. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.

Answer: D,E

Explanation:
Explanation
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 itsprinciples12. 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

NEW QUESTION # 41
What should a Development Team do if it realizes it has selected too much work after starting the Sprint?

A. Modify the definition of "Done" to ensure all Product Backlog items can be done by the end of the Sprint.
B. Add additional team members to handle the extra work.
C. Work with the Product Owner to remove some work or Product Backlog items as soon as possible.
D. Continue working and update the Product Owner at the Sprint Review.

Answer: C

Explanation:
The Sprint Backlog is a living artifact that evolves and changes as more is learned or discovered.

NEW QUESTION # 42
Steven is a Scrum Master employed by the engineering department. The Director of Engineering considers using Scrum for a new project but wonders about the value of having all of the Development Team members attend the Daily Scrum. He is concerned that the employees already attend a lot of mandatory company meetings.
What are two outcomes of the Daily Scrum that Steven should explain on why the Daily Scrum is important?
(Choose two.)

A. The Development Team members will produce a daily status report indicating how much time was spent working on individual tasks since the last Daily Scrum. The reports will help in discussing how the Sprint went at the Sprint Review meeting. It will provide detailed insights into the accuracy of estimates versus actual time spent, which can be used to create better estimates at the next Sprint Planning.
B. The Daily Scrum serves for the Development Team to report to Steven, as a Scrum Master, all updates on the assigned tasks in the Sprint Backlog. He can then use the team's updates to plan their work for the next day, making sure that every team member is assigned the right tasks.
C. Through the short, daily alignment of the Daily Scrum the members of the Development Team grow and improve a shared understanding of the most important work to be undertaken in the next 24 hours to achieve the best possible progress toward the Sprint Goal. This daily opportunity to inspect and adapt will enable the Development Team to best tackle any unforeseen circumstances that might otherwise disrupt the team's progress.
D. During the Daily Scrum the members of the Development Team will inform of problems that are hindering their progress, and for which they have no means to resolve. They will inform Steven as a Scrum Master, so he can remove the impediments and help the team be more productive.
E. During the Daily Scrum, the Development Team needs to update the Scrum board with their current status and progress, at a task level. This is crucial to ensure that the Directory of Engineering knows the team's actual progress and control the work being done.

Answer: C,D

Explanation:
The Development Team uses the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog. The Daily Scrum optimizes the probability that the Development Team will meet the Sprint Goal. Every day, the Development Team should understand how it intends to work together as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment by the end of the Sprint.

NEW QUESTION # 43
What guideline should the Scrum Master provide if the Product Owner asks how estimations should be made in Scrum?

A. The Development Team is responsible for estimates.
B. Estimates are made by the Product Owner.
C. Estimates must be in relative units.
D. Estimates must follow the Fibonacci Sequence.
E. Estimates must be made in Story Points.

Answer: A

Explanation:
The people who will perform the work make the final estimates.

NEW QUESTION # 44
Technical Debt can lead to false assumptions about the current state of the system and the Increment reviewed at the end of the Sprint.

A. True
B. False

Answer: A

Explanation:
Technical debt is any shortcomings in the code. It is a natural by-product of software development (unavoidable) and can at best be managed. If neglected, it will compound and have a negative effect on the team's ability to the deliver value. A team can have an artificially high velocity by taking shortcuts or introducing technical, debt into the system. This can give a false assumption about the current state of the product. It can look good on the surface but underneath can be a mess.

NEW QUESTION # 45
Which two behaviors would reflect Servant Leadership in a Scrum Master? (Choose two.)

A. Coaching the Development Team, the Product Owner and the organization on how to work empirically.
B. Resolving every impediment for the Development Team.
C. Facilitating Scrum Events as requested or needed.
D. Staying away from internal Development Team interactions, maximizing their autonomy and freedom.

Answer: A,C

Explanation:
Explanation
Explanation:
The Scrum Master is responsible for serving the team by facilitating and removing impediments to ensure there are minimal roadblocks in the way of the team. The Scrum Master also coaches the Scrum Team and organization to ensure the benefits of Scrum is realized.
"Removing every impediment for the Development Team" may seem like the right thing to do but by doing it this way, the Dev Team's ability to self-organize would be limited. There are some impediments that will depend solely on the Scrum Master and there will be some that require collaboration with the Dev Team. The former might be working with the finance department to renew services that the team is using. The latter might be lack of skills to make a particular item done. The Scrum Master can coach the team on finding different solutions to resolve the issue.
"Removing impediments" is good. "Removing every impediment for the Development Team" is not so good and sometimes not even possible.

NEW QUESTION # 46
Which statements are true about the Sprint Goal?
(choose the best two answers)

A. During Sprint Planning, the Scrum Team crafts a Sprint Goal based on anobjective that the Product Owner would like to achieve that Sprint.
B. The use of Sprint Goals is optional in the Scrum Framework
C. Sprint Goals give Developers flexibility and creativity on how to implement functionality during the Sprint
D. Sprint Goals often change during the Sprint as new insights emerge during the work.

Answer: A,C

Explanation:
Explanation
According to the Scrum Guide 2020, the Sprint Goal is a short statement that provides direction and focus for the Scrum Team throughout the Sprint1. The Sprint Goal is chosenby the Scrum Team during Sprint Planning, based on the Product Backlog items that they forecast to complete in the Sprint1. The Sprint Goal also gives Developers flexibility and creativity on how to implement functionality during the Sprint, as long as they do not endanger the Sprint Goal1. Therefore, the statements that are true about the Sprint Goal are:
During Sprint Planning, the Scrum Team crafts a Sprint Goal based on an objective that the Product Owner would like to achieve that Sprint. This statement is true because it reflects the purpose and process of creating a Sprint Goal. The Product Owner proposes an objective for the Sprint, based on the current state of the product and the stakeholders' needs2. The Developers then select the Product Backlog items that support that objective, and craft a Sprint Goal that expresses what value they will deliver in the Sprint2.
Sprint Goals give Developers flexibility and creativity on how to implement functionality during the Sprint. This statement is true because it reflects the benefit and outcome of having a Sprint Goal. The Sprint Goal is not a fixed scope of work, but a flexible goal that guides the Developers' decisions and actions3. The Developers can modify their Sprint Backlog during the Sprint as needed, as long as they do not endanger the Sprint Goal1. The Sprint Goal also encourages the Developers to work together rather than on separate initiatives3.
The other statements are not true because:
Sprint Goals often change during the Sprint as new insights emerge during the work. This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a commitment by the Developers that does not change during a Sprint1. The Sprint Goal provides coherence and alignment for the Scrum Team, and helps them cope with complexity and uncertainty3. Changing the Sprint Goal during a Sprint would undermine its value and impact, and create confusion and waste.
The use of Sprint Goals is optional in the Scrum Framework. This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a mandatory element of each Sprint1. The Scrum Guide 2020 states that "the entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint" and "the Developers commit to achieving the Sprint Goal" 1.
Without a Sprint Goal, there would be no clear direction or focus for the Scrum Team, and no way to measure their progress or success.
References: 1: https://www.scrumguides.org/scrum-guide.html#sprint-goal 2:
https://www.scrumguides.org/scrum-guide.html#sprint-planning 3:
https://www.scrum.org/resources/blog/sprint-goal-key-element-scrum

NEW QUESTION # 47
You are the Scrum Master of a Scrum Team that has one Developer who disagrees with team decisions. Their disagreements are becoming disruptive and slowing progress. The Developer often returns to earlier team decisions and re-opens the issue.
What are two ways to go about this problem?
(choose the best two answers)

A. You take the Developer aside to express your concern over their disagreements and tell them to act as a team player and to comply with the team's decision.
B. At the Sprint Retrospective you observe whether the topic is raised. If it does not happen, you check on how comfortable everybody is with the way team decisions are made.
C. You go to the Human Resources department and ask them to have a
conversation with the Developer based on the issues the team has raised.
D. You organize an offsite team building activity to establish a foundation of trust. You observe whether the problem persists after the offsite activity.
E. To every team member expressing this concern you suggest raising this with the full team. You offer to help initiate the conversation but not to resolve the concern yourself.

Answer: D,E

Explanation:
Explanation
A: You organize an offsite team building activity to establish a foundation of trust. You observe whether the problem persists after the offsite activity. This is a good way to foster a positive team culture and improve the relationships among the team members. The offsite activity can help the team to have fun, relax, and bond with each other. It can also create an opportunity for the team to discuss their issues and concerns in a more informal and friendly setting. The Scrum Master can observe whether the problem of disagreement is resolved or reduced after the offsite activity, and provide feedback and support as needed.
E: To every team member expressing this concern you suggest raising this with the full team. You offer to help initiate the conversation but not to resolve the concern yourself. This is a good way to empower the team to address their own problems and find their own solutions. The Scrum Master can encourage the team members to speak up and share their perspectives and feelings with the whole team, rather than keeping them to themselves or complaining to others. The Scrum Master can also facilitate the conversation and ensure that it is respectful, constructive, and productive, but not intervene or impose their own opinion or decision.
References:
Scrum Guide 2020, page 13: "The Scrum Master serves the Scrum Team in several ways, including coaching the team members in self-management and cross-functionality." Professional Scrum Master II Course, page 20: "The Scrum Master can help the team to build trust by creating a safe environment where people can express themselves openly and honestly, without fear of judgment or retaliation." Professional Scrum Master II Course, page 21: "The Scrum Master can help the team to resolve conflicts by facilitating dialogue, listening actively, asking powerful questions, and supporting collaborative decision making."

NEW QUESTION # 48
A multi-national company is using Scrum for product development of their five major products.
What alternatives should the company consider to decide how many Product Owners are needed for these five products?
(choose the best two answers)

A. There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams.
B. There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog.
C. There is one Product Owner for all five products. This person may not delegate work to others for specific value, capabilities, and functionality, given these are all the Product Owner's individual responsibility.
D. There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.

Answer: B,D

Explanation:
Explanation
A: There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog. This is a reasonable alternative, as it allows each Product Owner to focus on one product and its vision, value proposition, and stakeholder needs. The Product Owner can also leverage the expertise and input of other people who can help with the product development, such as business analysts, domain experts, or user representatives. The five Product Owners can coordinate and collaborate with each other through the Product Backlog, which is a single source of truth for the product requirements and priorities.
D: There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.
This is another reasonable alternative, as it allows one Product Owner to have a holistic view of the five products and their interdependencies, synergies, and trade-offs. The Product Owner can also delegate some of the work to other people who can act as proxies or representatives for the different aspects of the products, such as features, modules, or components. The Product Owner can still maintain the ultimate authority and responsibility for the Product Backlog and the product value delivery.
References:
Scrum Guide 2020, page 7: "The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team." Scrum Guide 2020, page 8: "The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team." Professional Scrum Master II Course, page 22: "The Product Owner may delegate some of their work to others who can help them with the product development, such as business analysts, domain experts, or user representatives. However, the Product Owner remains accountable for the Product Backlog and its content." Professional Scrum Master II Course, page 23: "The Product Owner may scale their role by working with other Product Owners who are responsible for different products, features, modules, or components. However, there should be only one Product Owner per product who has the final say on the product vision and value proposition."

NEW QUESTION # 49
Who should be present to review and adjust the selected Sprint work if the Development Team determines that it will not be able to finish the complete forecast?

A. The stakeholders and Scrum Master.
B. The Product Owner and the Development Team.
C. The Development Team and Project Manager.
D. The Scrum Master, the Business Analyst and the Development Team.

Answer: B

NEW QUESTION # 50
Which role is responsible for engaging with stakeholders?

A. The project manager
B. The Development Team
C. The team lead
D. The Product Owner
E. The business analyst

Answer: D

Explanation:
Explanation/Reference:

NEW QUESTION # 51
The Development Team discovers that it doesn't have the tools and infrastructure to make each selected Product Backlog item done.
What is the most appropriate action for the Scrum Master to take?

A. Encourage the Product Owner to accept partially done Increments and complete the work in the Hardening Sprint.
B. Coach the Development Team to improve its skills, tools and infrastructure over time and establish a Definition of "Done" that is actually possible to achieve given the current circumstances.
C. Stop the Sprint and have the Development team work on the infrastructure before continuing.

Answer: B

Explanation:
The Scrum Master serves the Development Team by coaching it in self-organization and cross-functionality.

NEW QUESTION # 52
During the Sprint Retrospective, the newest developer says that his perspective and ideas have been ignored by the rest of the Developers throughout the Sprint What Scrum values are touched here?
(choose the best three answers)

A. Courage
B. Commitment
C. Transparency
D. Openness
E. Respect
F. Focus

Answer: A,D,E

Explanation:
Explanation
The Scrum values of courage, openness, and respect are touched in this situation. Courage means that the Scrum Team members have the courage to do the right thing and work on tough problems, and also to speak up when they have concerns or disagreements. Openness means that the Scrum Team members and stakeholders agree to be open about all the work and the challenges with performing the work. Respect means that the Scrum Team members respect each other to be capable, independent people, and also respect the opinions and ideas of others.
In this case, the newest developer showed courage by expressing his feelings during the Sprint Retrospective, which is an opportunity for the Scrum Team to inspect itself and create a plan for improvements. The rest of the Developers should have been more open to listening to his perspective and ideas throughout the Sprint, as they might have valuable insights or suggestions for improving the product or the process. The Developers should also have respected the newest developer as a member of the team, and given him a fair chance to contribute and collaborate with them.
References:
The Scrum Guide, November 2020, p. 13-14
What are the 5 Scrum Values?, Visual Paradigm, accessed on September 30, 2023 Scrum Values Poster, Scrum.org, accessed on September 30, 2023

NEW QUESTION # 53
What are two ways in which technical debt relates to velocity?
(choose the best two answers)

A. Adding technical debt items to the Product Backlog to get estimated and added to your velocity forecasts can guarantee predictability.
B. They are not related, technical debt should be resolved by the support or operations department, not by the Developers.
C. Developers can artificially increase velocity by incurring technical debt.
D. Velocity may unexpectedly drop when the Developers run into technical debt while attempting to complete new Product Backlog items.

Answer: C,D

Explanation:
Explanation
B: Developers can artificially increase velocity by incurring technical debt. This is a true statement, as some Developers may choose to take shortcuts or compromise on quality in order to deliver more work in a Sprint. However, this is not a sustainable or ethical practice, as it will create more problems and costs in the future. The Scrum Master can help the Developers to avoid this temptation and focus on delivering value and quality instead.
D: Velocity may unexpectedly drop when the Developers run into technical debt while attempting to complete new Product Backlog items. This is a true statement, as technical debt can act as a drag on the productivity and progress of the Developers. Technical debt can make the work more difficult, complex, or risky, and may require more time and effort to fix or refactor. The Scrum Master can help the Developers to identify and manage technical debt, and communicate its impact to the Product Owner and the stakeholders.
References:
How Technical Debt Affects Your Velocity1
Understanding the impact of technical debt on the capacity and velocity2

NEW QUESTION # 54
Your company has notified the stakeholders that they will be delivering the first release of a new product within ten Sprints. On the seventh Sprint, the Scrum Team discovers that they will not be able to include all of the expected features within the first release. The Product Owner believes if they remove some items from the Definition of Done they will be able to accelerate the development process. The Development Team objects to this idea as it will lead to technical debt.
As a Scrum Master, what would be the best two ways to explain to the Product Owner the impact of technical debt? (Choose two.)

A. Releasing the version upon a reduced Definition of Done creates false assumptions about the actual state of the system. This will create many interruptions during the development of the next release as fixes will need to be done to the previous release caused from a reduction of quality.
B. Reducing the Definition of Done will introduce unknown errors as development progresses and functionality is added. The system can become more difficult to stabilize as work progresses. Development for the actual release as well as future releases will be slowed down in unpredictable ways.
C. As long as there is still technical debt in the current release, feature development for the next release cannot be started. The Product Owner must first agree to this impact before allowing changes to the Definition of Done.
D. The amount of technical debt will need to be analyzed in order to understand the impact on subsequent releases in order to allocate additional Sprints at the end of the project.

Answer: A,B

Explanation:
The Definition of Done helps the Scrum Team have a shared understanding of what it means for work to be complete, to ensure transparency. The Definition of Done is used to assess when work is complete on the product Increment. It also ensures that the work that is done is in usable condition and meets the Development Teams quality standards for future sustainability.

NEW QUESTION # 55
A multi-national company is using Scrum for product development of their five major products.
What alternatives should the company consider to decide how many Product Owners are needed for these five products?
(choose the best two answers)

A. There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams.
B. There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog.
C. There is one Product Owner for all five products. This person may not delegate work to others for specific value, capabilities, and functionality, given these are all the Product Owner's individual responsibility.
D. There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.

Answer: B,D

NEW QUESTION # 56
An organization has just hired you as a new Scrum Master to help them transition their teams from their current traditional process to Scrum. The teams are currently structured to specialize in a single function. This is also known as component teams where a team would only address a single layer (i.e. design, frontend, backend, database, testing, etc.). You've introduced the concept of cross-functional teams where all the skills needed to produce business functionality, from end to end, are inside of a single team.
What should you keep in mind when transitioning from siloed teams to cross-functional teams? (Choose two.)

A. Without feature teams, you cannot do Scrum. Postpone Scrum adoption until the teams are reorganized in feature teams.
B. People from the different layers and components will need time to become accustomed to working and delivering unified functionality together as one Scrum Team thus productivity may suffer.
C. Newly formed teams will need time to stabilize before reaching their peak performance. During the initial stages of forming, performance will suffer and productivity may be low, although even then delivery of business value is still likely to increase.
D. It is easier to compare the performance between cross-functional teams in order to identify to which teams to assign tasks and which teams need additional coaching.

Answer: B,C

Explanation:
Forming a team takes time, and members often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these stages. When you understand it, you can help your new team become effective more quickly.

NEW QUESTION # 57
You have just been hired as a Scrum Master by a company new to Scrum. The company wants to use Scrum to build a new product that was conceived by the product management department. You will be the Scrum Master of two new teams that will build a first version of the product. The product management department assigns two new Product Owners, but wants more advice about the required participation with the new Scrum Teams. Which two suggestions would you offer?
(choose the best two answers)

A. Each Scrum Team has a separate Product Backlog, holding each team's assigned requirements.
B. Having one Product Owner will improve the clarity of accountability to the teams and to the product management department.
C. Two Product Owners are necessary, one for each Scrum Team. They report to an overarching chief Product Owner.
D. A single Product Backlog should be maintained holding all requirements for the new product.

Answer: B,D

Explanation:
Explanation
A) Having one Product Owner will improve the clarity of accountability to the teams and to the product management department. This is a good suggestion, as it ensures that there is a single person who is responsible for maximizing the value of the product and managing the Product Backlog. Having one Product Owner also avoids confusion, duplication, or conflict among multiple Product Owners who may have different visions, priorities, or expectations for the product.
D) A single Product Backlog should be maintained holding all requirements for the new product. This is also a good suggestion, as it ensures that there is a single source of truth for the product requirements and that they are transparent and visible to all stakeholders. Having a single Product Backlog also enables the Product Owner to order the items based on their value, risk, dependency, and urgency, and to collaborate with the Scrum Teams to select and refine the items for each Sprint.
References:
The Scrum Guide, section 2.3 (The Scrum Team), page 7
The Scrum Guide, section 4.1 (The Product Backlog), page 11
The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 4 (Sprint Planning) and lesson 5 (The Sprint Review)

NEW QUESTION # 58
Steven is a Scrum Master that was hired to help an organization, that is new to Scrum, understands and enacts Scrum effectively.
Which three activities would be acceptable? (Choose three.)

A. Schedule formal trainings.
B. Require all teams in the organization to start using Scrum as soon as possible.
C. Extend Retrospectives to include formal training.
D. Arrange 1:1 coaching sessions to discuss any identified concerns Steven may have.
E. Educate stakeholders and clients about Scrum.
F. Penalize any Scrum Team members who are not staying within the Scrum Framework.

Answer: A,D,E

Explanation:
The Scrum Master serves the organization in several ways, including: Leading and coaching the organization in its Scrum adoption; Planning Scrum implementations within the organization; Helping employees and stakeholders understand and enact Scrum and empirical product development.

NEW QUESTION # 59
Steven is a Scrum Master of a Scrum Team that is new to Scrum. At the halfway point of the Sprint, the Product Owner comes to Steven telling him that he is concerned the Development Team will not be able to complete the entire Sprint Backlog by the end of the Sprint.
What should Steven do in this situation?

A. Motivate the Development Team to meet their commitment to the Product Owner.
B. Coach the Product Owner that with complex software development, you cannot promise the entire scope that was forecast during Sprint Planning. As more is learned during the Sprint, work may emerge that affects the Sprint Backlog.
C. Add more people to the Development Team to meet the Product Owner's expectations.
D. Advise the Product Owner that the Development Team owns the Sprint Backlog and it is up to them to meet their commitments. No one tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality.

Answer: B

Explanation:
Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. The Sprint Backlog is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a 'Done' Increment. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.
Why C is incorrect:
a) The Dev Team does not commit to finishing all items in the Sprint Backlog. Committing to completing all items would be fixed scope and fixed time leaving no room to adapt. They commit to the Sprint Goal and doing the right thing.
b) It's also incorrect for the PO to focus on completing the entire Sprint Backlog. Finishing everything should not be his main focus. Having a shippable increment that meets the Sprint Goal is more important than trying to finish everything. The advice in option C is equivalent to "Don't worry, they'll get everything done." but because of the complex domain, you cannot guarantee everything will get done.

NEW QUESTION # 60
How should a Scrum Master respond if the Product Owner plans the first Sprint to only focus on setting up the infrastructure and architecture in order to work on functionality in a subsequent Sprint?

A. Add at least one technical architect to the Development Team to ensure the architecture can be completed in the first Sprint.
B. Support the Product Owner's decision as he/she is accountable for maximizing the value of the work that the Development Team does.
C. Help the Product Owner understand the value of including business functionality into every Sprint and explain to him/her that the best architecture and infrastructure emerge alongside the development of the functionality.
D. Explain that one Sprint may be too short to finish the architecture and he should pre-allocate subsequent Sprints just in case.

Answer: C

Explanation:
Getting feedback from the Users and Stakeholders is a crucial activity in Scrum. It reduces waste from building items that add no value. Saying that, the best architectures, requirements, and designs emerge from self- organizing teams.

NEW QUESTION # 61
......

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