Scrum PSM-II Exam Dumps

According to the Large-Scale Scrum (LeSS) framework, one of the principles for scaling agile development is to descale the organization, which means simplifying the structure and reducing dependencies and handoffs. A well-structured Product Backlog can help achieve this by enabling feature teams, which are cross-functional and cross-component teams that can deliver a complete customer-centric feature. Feature teams minimize and often eliminate Developers working on multiple Scrum Teams during a Sprint, as they can focus on one Product Backlog item at a time. This also improves productivity, quality, and learning, as Developers can avoid context switching and multitasking, which are known to reduce efficiency and effectiveness. A person working on multiple Scrum Teams at the same time is often less productive than when that person can focus on the Sprint Backlog of a single Scrum Team.

The Large-Scale Scrum (LeSS) framework also states that Scrum does not change when scaling up to multiple teams. The core Scrum framework remains intact, with one Product Owner, one Product Backlog, and potentially releasable Increments every Sprint. The only changes are adding a few coordination practices to cope with the increased complexity and interdependencies. Therefore, changes to the core Scrum framework are not needed to be successful with Scrum at large scale.

Scrum Team members do not have to be working full time on a team, as long as they are committed to the Sprint Goal and deliver a Done Increment every Sprint. However, it is recommended that they spend as much time as possible with their team, as this fosters collaboration, communication, and alignment.

The Large-Scale Scrum (LeSS) framework | Atlassian, accessed on September 30, 2023

Overview - Large Scale Scrum (LeSS), accessed on September 30, 2023

Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum, Craig Larman and Bas Vodde, 2010

Leading Large Scale Product Development with Large-Scale Scrum (LeSS), Kamlesh Ravlani, 2015

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.

Some reasons why option B is the correct answer are:

Asking the Developers what value they get by having the Daily Scrum with all team members present and what might go wrong if all Developers do not attend. This action will help the Scrum Team to understand the purpose and benefits of the Daily Scrum, and to identify and address the risks and consequences of missing it.The Daily Scrum is a 15-minute event for the Developers of the Scrum Team to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work12.The Daily Scrum also provides an opportunity for the Developers to identify and communicate any impediments that are hindering their progress, and request help from the Scrum Master or other team members to resolve them12.The Daily Scrum improves communications, identifies impediments, promotes quick decision-making, and consequently eliminates the need for other meetings12.The Daily Scrum is not a status meeting, but a way for the Developers to collaborate and self-organize around the most important work for the next 24 hours12. If a Developer is missing the Daily Scrum, they may miss important information, feedback, or support from their peers, or they may cause delays, confusion, or conflicts for their team. The Scrum Master should encourage the Developers to share their perspectives and experiences on how the Daily Scrum helps them achieve their Sprint Goal and create a valuable Increment.

The Scrum Master should also help the Developers to come up with their own solutions on how to ensure full attendance and participation in the Daily Scrum. The Scrum Master should not impose or dictate a solution, but rather coach and guide the Developers to find what works best for them. The Scrum Master should also help the Developers to agree on some ground rules or norms for their Daily Scrum, such as when, where, and how to conduct it, what topics to discuss, and how to handle any issues or conflicts that may arise.

Some reasons why the other options are not correct are:

A: You do not intervene. The Developers own the Daily Scrum, so they should deal with any issues with attendance. This option is not correct because it violates the Scrum Master role.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. The Scrum Master should not ignore or avoid a problem that affects the performance or well-being of the Scrum Team, but rather help them address it in a constructive and respectful way. The Scrum Master should also not assume that the Developers know how to deal with any issues with attendance, but rather teach them how to do so effectively.

C: Talk to the Developer who is missing the Daily Scrum and ask her to always attend the Daily Scrum. This option is not correct because it violates the Scrum framework and the Scrum Master role.The Daily Scrum is an event for and by the Developers12, not for reporting or accountability to anyone else. The Scrum Master should not interfere with or dictate how the Developers conduct their Daily Scrum, or make unilateral decisions on behalf of them. The Scrum Master should also not single out or confront a Developer who is missing the Daily Scrum, but rather involve all Developers in finding a solution that works for everyone.

D: Teach the Developers how to deal with this situation by attending the Daily Scrum yourself. This option is not correct because it violates the Scrum framework and the Scrum Master role.The Daily Scrum is an event for and by the Developers12, not for anyone else's inspection or intervention.The Scrum Master should not attend or participate in the Daily Scrum unless they are actively working on items in the Sprint Backlog12. The presence of an outsider may disrupt or influence the dynamics of the Developers' communication and collaboration. The Scrum Master should also not teach by doing, but rather by coaching and facilitating.

What is a Daily Scrum? | Scrum.org

What Is a Daily Standup? | A Guide to Running Effective Standup Meetings | Atlassian

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 its principles12. 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.

B) Developers with an interest in Stella's domain could volunteer to take on this work in their respective Scrum Teams.

This is a good solution because it is consistent with the Scrum value ofcommitment, which means that the Scrum Team members are willing to learn new skills and take on new challenges to deliver value12.By volunteering to take on this work, the Developers can reduce the dependency on Stella, increase their cross-functionality, and collaborate more effectively within and across the Scrum Teams34. F. Ask Stella for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Scrum Teams to re-prioritize the work so that tasks not depending on Stella can be done first

This is another good solution because it is consistent with the Scrum principle ofempiricism, which means that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than following a predefined plan12. By asking Stella for a plan to hire and train additional people, the Scrum Master can help address the root cause of the dependency and create more capacity and diversity in Stella's domain.By working with the Product Owner and Scrum Teams to re-prioritize the work, the Scrum Master can also help optimize the value and feasibility of the product backlog items, and enable the Scrum Teams to deliver valuable and functional increments every Sprint34. G. Create a team with Stella and identify people from the Scrum Teams to temporarily work in Stella's domain to learn to better serve the existing teams

This is also a good solution because it is consistent with the Scrum value ofrespect, which means that the Scrum Team members appreciate and value each other's skills and perspectives12. By creating a team with Stella, the Scrum Master can acknowledge and leverage Stella's expertise and experience in her domain.By identifying people from the Scrum Teams to temporarily work in Stella's domain, the Scrum Master can also facilitate knowledge transfer and skill development among the team members, which can improve their self-organization and collaboration34.

A) Developers collaboratively select and re-plan their work during the Sprint. This situation demonstrates that the Scrum Team is self-managing, as it shows that the Developers have the autonomy and authority to decide how to best accomplish their work, without being directed by others outside the team. The Developers can also adapt their plan based on new insights, feedback, or impediments that arise during the Sprint.

C) The Developers create their own Sprint Backlog, reflecting all work that is part of the Definition of Done. This situation also demonstrates that the Scrum Team is self-managing, as it shows that the Developers have the responsibility and accountability to create a realistic and achievable plan for the Sprint, based on their understanding of the Sprint Goal and the Product Backlog items. The Developers also ensure that their work meets the quality standards defined by the Definition of Done.

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

The Scrum Guide, section 3.2 (The Daily Scrum), page 9

The Scrum Guide, section 3.5 (The Sprint Planning), page 10

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

The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 2 (The Sprint), lesson 3 (The Sprint Goal), lesson 4 (Sprint Planning) and lesson 5 (The Sprint Review)

The Professional Scrum Master II (PSM II) Assessment, question 39