Scrum PSM-II Exam Dumps

B: The Scrum Master coaches the Scrum Team and the organization how to work empirically. This is a true statement, as the Scrum Master is responsible for helping everyone understand and apply the principles and practices of Scrum, which is based on empirical process control. The Scrum Master can teach the Scrum Team and the organization how to use transparency, inspection, and adaptation to deliver valuable products in a complex environment.

C: The Scrum Master facilitates Scrum events as requested or needed. This is a true statement, as the Scrum Master is responsible for ensuring that all Scrum events take place and are positive, productive, and kept within the timebox. The Scrum Master can facilitate the communication and collaboration among the Scrum Team and the stakeholders during the Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective.

Scrum Guide 2020, page 6: ''The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.''

Scrum Guide 2020, page 13: ''The purpose of each event in Scrum is to create an opportunity for inspection and adaptation. These events are specifically designed to enable critical transparency and inspection.''

Professional Scrum Master II Course, page 13: ''The Scrum Master serves the Scrum Team by facilitating the Scrum events and ensuring that they are effective and valuable.''

Using Scrum does not ensure that adding more resources to a project proportionally increases the value delivered.In fact, adding more resources may have the opposite effect, as it can introduce more complexity, communication overhead, coordination challenges, and integration issues12.Scrum values quality over quantity, and focuses on delivering the most valuable and feasible outcomes in a given timebox3.Scrum also encourages teams to be self-organizing and cross-functional, which means that they can work autonomously and collaboratively without relying on external resources or dependencies3.

https://www.scrum.org/resources/what-is-a-sprint-retrospectiveThe Sprint Retrospective is a Scrum event in which the Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done1.The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness1. The Scrum Team should focus on improving the quality of the product Increment, not on increasing the measured velocity. Velocity is a metric that indicates how much work the team has completed in a Sprint, but it does not reflect the value or quality of that work. Working product is one of the primary measures of progress in Agile.

Some actions that the Scrum Master can take in this situation are:

Facilitate a discussion on how to improve the quality to a level sufficient for production, even if the measured velocity will drop in the next Sprint. This action will help the Scrum Team to identify and address the root causes of the quality issues, and to plan actions for improvement. The Scrum Master should encourage the Scrum Team to inspect their Definition of Done, their testing and quality assurance practices, their technical debt, and their collaboration with stakeholders. The Scrum Master should also help the Scrum Team to prioritize quality over quantity, and to understand that delivering a potentially releasable Increment at the end of every Sprint is one of the goals of Scrum.

Stress the value of working product over measured velocity. This action will help the Scrum Team to align their work with the Agile values and principles, and to focus on delivering value to the customers and users. The Scrum Master should remind the Scrum Team that velocity is not a goal or a measure of success, but a tool for planning and forecasting. The Scrum Master should also help the Scrum Team to avoid falling into the trap of velocity-driven development, where they sacrifice quality, sustainability, and customer satisfaction for higher numbers.

Some actions that the Scrum Master should not take in this situation are:

Agree and praise the Developers for their hard work, so they are motivated to do even more in the next Sprint. This action will not help the Scrum Team to improve their quality or effectiveness, but rather reinforce a false sense of achievement based on velocity. The Scrum Master should acknowledge and appreciate the Developers' efforts, but also challenge them to inspect and adapt their work processes and outcomes. The Scrum Master should also help the Developers to balance their motivation with realism, and to avoid overcommitting or overestimating their capacity.

Acknowledge the hard work, but remind the Developers that they need to improve to do even more in the next Sprint. This action will not help the Scrum Team to improve their quality or effectiveness, but rather put pressure on them to increase their velocity. The Scrum Master should not imply that doing more work is equivalent to doing better work, or that higher velocity is expected or desired. The Scrum Master should also help the Developers to avoid burnout, stress, and fatigue caused by unrealistic or unsustainable expectations.

The Sprint Retrospective - What It Is & Tips for Making the Most of Your Meeting | Scrum Alliance

How to Measure Sprint Velocity in Agile | Parabol

What is a Sprint Retrospective? - Zeolearn

What Is the Goal of Sprint Retrospective Meeting? | Wrike

What is a Sprint Retrospective? | Scrum.org

[Principles behind the Agile Manifesto]

[What is a Product Increment? | Scrum.org]

[Velocity-driven development: A trap waiting for you | Agile Alliance]

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 complexity of the problem being solved and the complexity of the requirements are both sources of uncertainty and variability that can impact the Sprint Goal and the Sprint Backlog. The skills and working relationships of the people on the Scrum Team(s) are also crucial for delivering a valuable product increment in a Sprint. The Scrum Master is accountable for establishing an environment where the Scrum Team can be effective and improving the professionalism of the Scrum Team.

Scrum Guide 2020, page 6: ''The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.''

Scrum Guide 2020, page 10: ''The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog items. This provides guidance to the Development Team on why it is building the Increment.''

Scrum Guide 2020, page 11: ''The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how).''

Evidence-Based Management Guide, page 9: ''Uncertainty is inherent in complex work. The more complex work is, the more uncertainty there is. Uncertainty comes from two sources: variability and emergence.''