Using Scrum ensures that adding more resources to a project proportionally increases the value delivered.
A. True
B. False
During the Sprint Review the Product Owner introduces the functionality that is likely to be done over the next Sprints. The Chief Security Officer reminds everyone that through the envisioned functionality, sensitive personal user data will be stored. This might be the subject of external security audits. He reminds everyone of important non-functional requirements with regards to security. These were not applicable and not considered previously.
What are two effective ways the Scrum Team can manage these high-security concerns? (Choose two.)
A. The impact of these security concerns on past and future work needs to be determined before new Sprints can start. A list of security-related Product Backlog items needs to be passed on to the Product Owner before starting the next Sprint.
B. During the Sprint Retrospective, the Scrum Team assesses how to add these expectations to the Definition of Done so every future Increment will live up to these requirements. If needed they can work with external specialists to better understand the requirements.
C. They should be managed by a separate specialist team in a parallel Sprint, so they can be specifically resolved through an improved application design without hindering functional development.
D. They are added to the Product Backlog and addressed throughout the next Sprints, combined with creating the business functionality in those Sprints, no matter how small that business functionality.
E. They are discussed, determined, and documented in parallel Sprints to not disturb the actual feature development. Once analyzed, they should be applied to the work already done before further feature development can continue.
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?
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. 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.
C. Your Scrum Team is still accountable for creating user documentation. In this case, the Developers will write it.
What conditions are most likely occurring if you feel you need a "Quality Assurance and Release Readiness Sprint"? (Choose three.)
A. You are following Scrum and the concept of a Hardening Sprint.
B. Scrum has been modified in an acceptable manner to introduce "Quality Assurance and Release Readiness Sprints".
C. The Definition of Done is weak or incomplete, allowing technical debt to accumulate.
D. The Developers find it nearly impossible to create a valuable, useful product Increment in a Sprint.
E. The Definition of Done is not being met every Sprint.
A Scrum Team is struggling over the fact that not all Developers work full time and that other Developers regularly work from home. To solve the difficulties in aligning daily, at the Sprint Retrospective two Developers suggest having the Daily Scrum every three days, when everyone is in the office.
What would be three key concerns if the frequency of the Daily Scrum were to be lowered? (Choose three.)
A. The Scrum Master loses the ability to update the Gantt chart properly, thereby obscuring the Scrum Master's tracking of Sprint progress.
B. Opportunities to inspect and adapt the Sprint Backlog are reduced. Re-aligning is bound to become even more difficult.
C. The Product Owner cannot accurately report progress about the state of the forecasted work to the stakeholders.
D. Impediments are raised and resolved more slowly which might impact productivity and progress.
E. Less progress information will be shared, causing the plan for the Sprint to become inaccurate and transparency over progress toward the Sprint Goal is reduced.
At the seventh Sprint Review, the stakeholders seem disappointed and angry. When asked about it, they say the product being built will not meet their needs and will cost more than they anticipated spending. What factors may have led to this? (Choose three.)
A. Changes to the project plan were not adequately documented and shared. The change request procedure was not diligently followed.
B. The Scrum Master has not ensured transparency.
C. The Product Owner has not been interacting frequently with the stakeholders and kept them aware of the progress of the project.
D. The Project Management Office (PMO) and its project managers have not been adequately engaged, causing the project plan to become inaccurate.
E. The stakeholders were not allowed to enter the development area, or be present at the Daily Scrum.
F. The stakeholders have not been using the Sprint Reviews to actively engage, and inspect and evaluate progress.
What are two signs that a Scrum Team is self-managing? (Choose two.)
A. Creativity flourishes and new possibilities are explored.
B. The Scrum Team can resolve conflicts and continue working.
C. Management understands the team's daily tasks at all times.
D. The Developers always know the status of the assigned work needed to deliver the tasks committed in the Sprint Plan.
The relationship between the Product Owner and the Developers has degraded over time.
The Developers are growing increasingly angry with the Product Owner for changing the requirements all the time and not being available enough. The Product Owner is angry with the Developers for changing requirements during implementation. What guidance should the Scrum Master offer?
A. Address why requirements change during the Sprint Retrospective. Ask the Developers and the Product Owner to talk about why the requirements are changing and consider the impact on value during this discussion.
B. Ask each person's functional manager to instruct their employees that they must collaborate better, or be removed from the team.
C. Ask for a project manager or other external resource to mediate and temporarily take over for the Product Owner.
D. Take everyone to a 2-day off-site event to relax and re-align. It is liberating to take people's minds away from work.
Towards the end of Sprint Planning, the Product Owner and the Developers have not been able to reach a clear, mutual understanding about the highest order Product Backlog items. Because of this, the Developers could not figure out how many Product Backlog items they could forecast for the upcoming Sprint. The Product Owner did make it clear what business objective he is hoping to achieve with this Sprint. Which of the following two actions would you support? (Choose two.)
A. If all agree, they can continue the Sprint Planning meeting as a team past its timebox, until an adequate number of Product Backlog items are well enough understood for the Developers to make a complete forecast. Then start the Sprint.
B. They discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur.
C. The team splits up and everybody takes as much time as they need to study the Product Backlog items first. The Product Owner should be available to answer individual questions. The group reconvenes when all team members are better prepared and restart the Sprint Planning meeting before the Sprint can start.
D. The Developers forecast the most likely Product Backlog items to meet the business objective and create a Sprint Backlog based on a likely initial design and plan. Once the timebox for the Sprint Planning event is over, they start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint.
What does the Scrum Team commit to each Sprint? (Choose three.)
A. Upholding transparency.
B. Having the Product Owner available to the Developers on a daily basis.
C. Working towards the Sprint Goal.
D. Increasing velocity.
E. Seeking stakeholder feedback.
F. Getting all the forecast work in the Sprint Plan done.
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