Most Recent Scrum PSM-II Exam Dumps

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.

What is an Increment? | Scrum.org

What is a Product Increment? | Scrum.org

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.

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]

A) The stakeholders have not been using the Sprint Reviews to actively engage, and inspect and evaluate progress. This is a possible factor that may have led to the disappointment and anger of the stakeholders. The Sprint Review is an event where the Scrum Team and the stakeholders collaborate to inspect the product Increment and adapt the Product Backlog based on feedback and new insights. If the stakeholders do not participate actively in the Sprint Review, they may miss the opportunity to provide input, voice their concerns, and influence the direction of the product development.

D) The Scrum Master has not ensured transparency. This is another possible factor that may have led to the disappointment and anger of the stakeholders. The Scrum Master is accountable for establishing and promoting transparency among the Scrum Team and the stakeholders, by ensuring that everyone has a clear and common understanding of the product vision, the Product Goal, the Product Backlog, the Sprint Goal, the Sprint Backlog, and the Definition of Done. Without transparency, there may be misalignment, confusion, or unrealistic expectations among the stakeholders regarding the product being built.

E) The Product Owner has not been interacting frequently with the stakeholders and kept them aware of the progress of the project. This is also a possible factor that may have led to the disappointment and anger of the stakeholders. The Product Owner is responsible for engaging with the stakeholders regularly and communicating the value, scope, and status of the product development. The Product Owner should also seek feedback from the stakeholders and incorporate it into the Product Backlog refinement and ordering. If the Product Owner does not interact frequently with the stakeholders, they may feel disconnected, ignored, or dissatisfied with the product being built.

The Scrum Guide, section 2.3 (The Scrum Team), page 7

The Scrum Guide, section 3.6 (The Sprint Review), page 11

The Scrum Guide, section 4.1 (The Product Backlog), page 11

The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 5 (The Sprint Review) and lesson 6 (The Sprint Retrospective)

Respect is one of the Scrum values that means recognizing the value of each individual and their contribution, trusting them to fulfill their tasks, listening to and considering their ideas, and acknowledging their accomplishments. Respect also means honoring the diversity of people, their experiences, and their opinions. Respect facilitates collaboration, learning, and creativity in the Scrum Team.

Some statements that demonstrate respectful behavior in the Scrum Team are:

Respect the accountabilities of the Scrum Team members. This means that each role in the Scrum Team has a clear set of responsibilities and expectations, and that other team members respect those boundaries and do not interfere with or undermine them. For example, the Product Owner is accountable for maximizing the value of the product and the work of the Developers, and the Developers respect that by following the Product Owner's guidance on what to work on and what not to work on. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide, causing change that increases the productivity of the Scrum Team, and working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization. The Developers respect that by adhering to the Scrum framework, being open to feedback and improvement, and collaborating with other Scrum Teams when needed.

Respect people, their experience, diversity, and difference in opinion. This means that each person in the Scrum Team is valued as a skilled professional who brings unique perspectives and insights to the team. The team members respect each other's expertise, skills, and ideas, and are willing to learn from each other and from their stakeholders. They also respect that people may have different opinions or preferences on how to approach a problem or a solution, and they seek to understand those differences rather than dismiss or ignore them. They engage in constructive dialogue and respectful disagreement when necessary, and they support team decisions even if they are not their personal choices.

Some statements that do not demonstrate respectful behavior in the Scrum Team are:

Respect the Product Owner by letting them change the Sprint Goal during the Sprint. This is not respectful because it violates the Scrum framework and undermines the Developers' autonomy and commitment. The Sprint Goal is a shared objective that provides guidance to the Developers on why they are building an Increment. It is crafted by the Product Owner in collaboration with the Developers during Sprint Planning, and it remains fixed for the duration of the Sprint unless a significant change occurs that invalidates it. Allowing the Product Owner to change the Sprint Goal during the Sprint would disrupt the focus and alignment of the Developers, introduce uncertainty and confusion, and reduce transparency and accountability.

Respect stakeholder expectations that Scrum Teams will meet their forecast. This is not respectful because it implies that stakeholders have unrealistic or unreasonable expectations that are not based on empirical evidence or feedback. The forecast is a plan for what functionality will be delivered in an Increment by the end of a Sprint. It is based on what is known at Sprint Planning, but it is not a guarantee or a commitment. The forecast may change during the Sprint as new information emerges or as unforeseen challenges arise. The Scrum Team respects stakeholders by being transparent about their progress and any changes to their forecast, by delivering a valuable Increment at least by the end of every Sprint, by seeking feedback from stakeholders during Sprint Review, and by incorporating that feedback into future Sprints.

The Scrum Values

Understanding the 5 Scrum Values

Top 5 Scrum Values & Principles

According to the Scrum Guide 2020, the Scrum Team commits to achieving the Sprint Goal and creating a valuable product Increment every Sprint1.The Sprint Goal is a short statement that provides direction and focus for the Scrum Team throughout the Sprint2.The product Increment is a concrete and usable outcome that meets the Definition of Done and adds value to the product3. Therefore, the Scrum Team commits to:

Working towards the Sprint Goal.This means that the Scrum Team collaborates and coordinates their work to deliver a product Increment that satisfies the Sprint Goal.The Sprint Goal is chosen by the Scrum Team during Sprint Planning, based on the Product Backlog items that they forecast to complete in the Sprint2.The Sprint Goal provides coherence and alignment for the Scrum Team, and helps them cope with complexity and uncertainty4.

Seeking stakeholder feedback.This means that the Scrum Team engages with the stakeholders and customers who have an interest or influence on the product. The Scrum Team seeks their feedback to inspect and adapt the product Increment and the Product Backlog, and to validate their assumptions and hypotheses. The Sprint Review is an event where the Scrum Team and the stakeholders collaborate on what was done in the Sprint and what to do next.

Upholding transparency.This means that the Scrum Team makes all aspects of their work visible to those who are responsible for the outcome. Transparency enables inspection and adaptation, which are essential for empiricism. The Scrum Team upholds transparency by using the Scrum artifacts (Product Backlog, Sprint Backlog, and Increment) as sources of information and progress, and by having frequent and honest communication among themselves and with the stakeholders.

The other options are not correct because:

Getting all the forecast work in the Sprint Plan done.This option is incorrect because it implies that the Scrum Team is committed to a fixed scope of work, rather than a flexible goal. The Scrum Guide 2020 states that ''the Developers do not commit to completing all of the work planned during a Sprint Planning'' but rather ''they plan their work as they perform it throughout the Sprint''. The Scrum Team can modify their Sprint Backlog during the Sprint as needed, as long as they do not endanger the Sprint Goal.

Increasing velocity.This option is incorrect because it implies that the Scrum Team is committed to a metric that is not part of the Scrum framework. Velocity is a measure of how much work a team can deliver in a given time period, usually based on story points or hours. However, velocity is not a reliable indicator of value or quality, and it can vary depending on many factors, such as team size, complexity, dependencies, etc. The Scrum Guide 2020 does not mention velocity as a commitment or an artifact of the Scrum Team.

Having the Product Owner available to the Developers on a daily basis.This option is incorrect because it implies that the Product Owner is not part of the Scrum Team, but rather an external stakeholder. The Scrum Guide 2020 states that ''the Product Owner is one person who is a member of the Scrum Team'' and ''is accountable for maximizing value resulting from work of Developers''. The Product Owner collaborates closely with the Developers throughout the Sprint, not only by being available, but also by providing vision, guidance, feedback, and clarification.