Scrum PSM-II Dumps - Pass Professional Scrum Master II Exam in First Attempt 2026

This is the best answer because it is consistent with the Scrum Master's accountability to educate and coach the Scrum Team and the organization on the Scrum framework and its principles12.By coaching the Product Owner and the Developers on the purpose of Scrum events, the Scrum Master can help them understand that the Daily Scrum is not a status report or a performance review, but a time to inspect and adapt their progress toward the Sprint Goal34.By letting them figure out how to deal with this situation, the Scrum Master can also respect and enable their self-organization and collaboration12.

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.

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)

The Product Owner is responsible for maximizing the value of the product and the work of the Developers. The Product Owner is also accountable for managing the Product Backlog, which is an ordered list of what is needed in the product. The Product Owner should collaborate with the Developers and the stakeholders to create and refine the Product Backlog, as well as to define and communicate the product vision and goals. Therefore, as a Scrum Master, you should direct the new Product Owner towards focusing on:

Building a good relationship with the stakeholders of the product (A), which is a valid option as it helps the Product Owner to understand and align with the changing organizational or market expectations, as well as to invite and receive feedback from the appropriate stakeholders during the Sprint Review, which is an event that inspects the outcome of the Sprint and determines future adaptations.

Relying on others in the Scrum Team and the stakeholders to formulate the Product Backlog (D), which is another valid option as it helps the Product Owner to leverage the functional and business insights of the Developers and the stakeholders, who are more familiar with the product and the customer needs. By questioning them and working with them, the Product Owner will quickly become more productive and effective.

The other options are not correct because they:

Inform the Product Owner that it is important that the Developers are updated on changing business priorities on a daily basis at the Daily Scrum (B), which is not a good option as it shows a misunderstanding of the purpose and format of the Daily Scrum, which is an event for the Developers to inspect their progress and plan their work for the next 24 hours, not a status report or a meeting for changing requirements or scope. The Product Owner should respect and support the Developers' commitment to their Sprint Goal and Sprint Backlog, and only introduce changes that do not endanger them.

Tell the Product Owner to make sure that there are no ambiguities or possible misunderstandings in the items on the Product Backlog by capturing the functional requirements during an analysis phase , which is not a good option as it shows a misunderstanding of the nature and process of the Product Backlog, which is a dynamic and emergent artifact that can change as more is learned about the product, users, market, and technology. The Product Owner should collaborate with the Developers to refine and clarify the Product Backlog items throughout the product development, not create detailed documents that are considered as final outputs of analysis Sprints.

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.

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.''

The Scrum Guide states that ''the moment a Product Backlog item meets the Definition of Done, an Increment is born'' and that ''the Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints''. Therefore, to deliver a product Increment that is integrated and potentially releasable, all Scrum Teams must have a shared understanding of what ''Done'' means and ensure that their work meets that standard. This also enables transparency, inspection, and adaptation across the Scrum Teams.

The Scrum Guide, section 3.4 (The Increment), page 10

The Scrum Master Learning Path, module 5 (The Increment), lesson 1 (What is an Increment?) and lesson 2 (Definition of Done)