Scrum PSM-II Exam Dumps

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]

User acceptance testing is a process of verifying that the product meets the user's needs and expectations. It is an important feedback mechanism that helps the Scrum Team validate their assumptions, inspect the value and quality of the Increment, and adapt their plans accordingly. Scrum requires that the Increment be transparent, meaning that it is observable and understandable by anyone with a stake in the outcome. Scrum also requires that the feedback loop be short, meaning that the Scrum Team can receive and respond to feedback quickly and frequently.

Therefore, it is not a good idea to have user acceptance testing done every third Sprint, because:

The Increment will not be transparent (B), meaning that the Scrum Team and the stakeholders will not have a clear and shared understanding of what has been done and what remains to be done. This may lead to misalignment, confusion, or conflict over the product vision, scope, and quality.

The feedback loop is too long (B), meaning that the Scrum Team will not be able to inspect and adapt based on the user's feedback in a timely manner. This may lead to wasted effort, missed opportunities, or reduced value delivery.

The other options are not correct because:

It does not depend on what is stated in their Definition of Done (A), which is a formal description of the state of the Increment when it meets the quality standards required for the product. The Definition of Done does not dictate how or when user acceptance testing should be done, but rather what criteria must be met for the Increment to be considered ''Done''.

The Scrum Team is a self-managing team , which means that they have the autonomy and authority to organize and manage their own work within the boundaries of Scrum. However, this does not mean that they can ignore or postpone user feedback, which is essential for delivering value and satisfying customer needs.

The Scrum Team needs stability in the Sprint (D), which means that they need to have a clear and consistent Sprint Goal, Sprint Backlog, and Definition of Done throughout the Sprint. However, this does not mean that they need to avoid or resist user feedback, which is a source of learning and improvement for the product and the process.

User documentation is part of your Definition of Done, which means that it is a requirement for delivering a potentially releasable product increment. Your Scrum Team cannot ignore or postpone this requirement, even if there are not enough technical writers for all teams. Your Scrum Team is responsible for creating and maintaining the user documentation, and the Developers are the ones who have the skills and authority to do so. The Scrum Master can help the Developers learn how to write effective user documentation, and the Product Owner can provide feedback on its quality and value.

Scrum Guide 2020, page 9: ''The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product.''

Scrum Guide 2020, page 10: ''The Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.''

Professional Scrum Master II Course, page 12: ''The Definition of Done is a crucial aspect of transparency. If it is not clear when work is done, then stakeholders may make wrong assumptions about the state of the software.''

A ''Quality Assurance and Release Readiness Sprint'' is not a Scrum concept, but a sign of poor engineering practices and weak adherence to the Scrum values and principles. It indicates that the Scrum Team is not delivering a potentially releasable product Increment every Sprint, which is one of the core commitments of Scrum. This could be due to a weak or incomplete Definition of Done, which allows technical debt to accumulate and compromises the quality and usability of the product. It could also be due to the Developers finding it nearly impossible to create a valuable, useful product Increment in a Sprint, which could be caused by various factors such as lack of skills, tools, collaboration, feedback, or empowerment. The Definition of Done is not being met every Sprint, which means that the Scrum Team is not fulfilling its accountability for the Increment and is not transparent about the state of the product.

Scrum Guide 2020, section ''Commitments'', ''Definition of Done'', ''The Sprint'', ''The Increment''.

Advanced Knowledge of Scrum, section ''Definition of Done'', ''Technical Debt''.

Scrum Master Accountabilities, section ''Accountability for Effectiveness''.

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