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Professional Scrum Master II (PSM II)

The Professional Scrum Master II (PSM II) is an advanced certification for experienced Scrum Masters who want to deepen their ability to handle complex organizational challenges. It focuses on the application of Scrum in large-scale environments and the nuances of servant leadership. Holding the symbol PSM_2 demonstrates a mastery of the Scrum Master role beyond basic mechanics, focusing on coaching and facilitation at an expert level.





---------- Question 1
Several Developers on a team complain that the Product Owner is too busy to answer questions during the Sprint. This leads to delays and assumptions. What is the most appropriate action for the Scrum Master?
  1. Advise the Developers to make their best guess and fix it in the next Sprint if the Product Owner is unhappy.
  2. Work with the Product Owner to find techniques for better backlog refinement and availability for the team.
  3. Assign one of the Developers to act as a Proxy Product Owner when the real Product Owner is unavailable.
  4. Extend the Sprint length so the team has more time to wait for the Product Owner’s feedback without missing deadlines.

---------- Question 2
A Scrum Team has a Definition of Done (DoD) that includes 'Code Review' and 'Unit Testing.' During the Sprint, they realize they cannot complete the code reviews for all items. What should the Scrum Master do?
  1. Allow the team to mark the items as 'Done' and finish the code reviews in the next Sprint.
  2. Advise the team that items not meeting the DoD cannot be included in the Increment or shown at the Sprint Review.
  3. Tell the Product Owner to lower the quality standards so the team can meet the Sprint Goal.
  4. Suggest that the team ignores the DoD for this Sprint to ensure they hit their velocity target.

---------- Question 3
A team is new to Scrum and asks how to handle documentation. What should the Scrum Master advise?
  1. Scrum teams do not do documentation, as the Agile Manifesto says we value working software over documentation.
  2. Documentation is a separate task that should be handled by a technical writer outside of the Scrum Team.
  3. The team should produce as much documentation as needed to support the product and satisfy the Definition of Done.
  4. Documentation should only be done in a special Documentation Sprint at the end of the project release cycle.

---------- Question 4
During a Sprint Retrospective, the Developers identify that their Definition of Done no longer ensures the quality level required by the customers. What is the most appropriate action for the Scrum Team to take regarding this realization?
  1. Wait until the next Release Planning session to update the Definition of Done.
  2. Immediately update the Definition of Done and apply it to the work already completed in the current Sprint.
  3. Discuss and adapt the Definition of Done during the Retrospective to be applied in the next Sprint.
  4. Submit the proposed changes to the Quality Assurance department for formal approval and sign-off.

---------- Question 5
A Scrum Team is consistently over-committing and failing to finish items. Management is putting pressure on them to increase their Say-Do ratio. What should the Scrum Master advise?
  1. Tell the team to lower their velocity for a few Sprints to reliably finish everything.
  2. Encourage the team to use the Sprint Backlog as a forecast and focus on the Sprint Goal.
  3. Recommend the team works on smaller items to check off more boxes and improve metrics.
  4. Suggest the team includes a buffer of 20 percent empty space in every Sprint.

---------- Question 6
In a large-scale environment with multiple Scrum Teams working on the same product, how should they handle dependencies between their work?
  1. Create a separate Coordination Team consisting of the Project Managers from each area to manage all dependencies.
  2. The teams should collaborate to resolve dependencies, utilizing a common Product Backlog and aligned Sprint cycles.
  3. Each team should work on independent modules so that they never have to talk to each other during a Sprint.
  4. The Product Owner should decide the order of work and tell each team exactly what to do to avoid conflicts.

---------- Question 7
A Product Owner is constantly adding new items to the Sprint Backlog during the middle of the Sprint. This is preventing the Developers from focusing. What action should the Scrum Master take?
  1. Ask the Developers to work harder to accommodate the extra work so the PO is satisfied
  2. Coach the Product Owner on the importance of focus and the purpose of the Sprint Goal
  3. Immediately cancel the Sprint every time a new item is added to prove a point
  4. Take over the management of the Sprint Backlog to prevent the PO from touching it

---------- Question 8
A Product Owner is constantly adding new items to the Sprint Backlog in the middle of a Sprint, claiming they are urgent requests from the CEO. This is disrupting the Developers. What should the Scrum Master do?
  1. Tell the Developers to ignore the CEO and focus only on what was agreed upon during the Sprint Planning meeting.
  2. Allow the changes because the Scrum Guide says the Product Backlog is emergent and must respond to stakeholder needs.
  3. Coach the Product Owner on how such changes impact the Sprint Goal and the team's ability to remain focused and self-manage.
  4. Schedule a meeting with the CEO to explain that they are not allowed to talk to the Product Owner during the middle of a Sprint.

---------- Question 9
A Product Owner wants to introduce a new high-priority requirement in the middle of a Sprint. The Developers say that adding this work will make it impossible to achieve the Sprint Goal. What is the most appropriate action for the Scrum Master?
  1. Advise the Product Owner to add the item to the Product Backlog for consideration in the next Sprint Planning.
  2. Direct the Developers to work extra hours to include the new requirement without dropping any existing work.
  3. Tell the Product Owner to replace one of the existing Sprint Backlog items with the new requirement.
  4. Encourage the Product Owner and Developers to collaborate and see if the new work can be added without compromising the Sprint Goal.

---------- Question 10
The Developers are arguing about which architectural approach to take for a new feature. They have been debating for three days and haven't started coding. What is the Scrum Master's role here?
  1. Choose the best architectural path for the team to end the argument and maintain the Sprint schedule.
  2. Wait indefinitely until the team reaches a consensus, as this is a part of self-management.
  3. Facilitate a technique like a time-boxed experiment to help the team gather data and make an informed decision.
  4. Ask the Product Owner to decide on the architecture since they are responsible for the product's success.

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