PSM II Mock Test 1
Which two statements are true regarding the nature of large-scale software development with Scrum? (Choose 2).
A well-ordered Product Backlog can minimize and often eliminate Development Team members working on multiple Scrum Teams during a Sprint.
For large-scale software development, Scrum requires having team members be full time on a single team.
No additions or changes to the core Scrum framework are needed to be successful with Scrum at large scale.
A single person working on multiple scrum Teams is often less productive than one focused on the Sprint Backlog of a single Scrum Team.
Select two ways that time-boxing promotes self-organization.
Time-boxes help everyone focus on the same problem at the same time.
Teams can determine on their own how much overtime is acceptable for a time-box, generally expressed as a percentage of the time-box.
Time-boxes encourage the people who are closest to the problem to create the best possible result in the time allotted, given the current context.
Time-boxes eliminate politics and bureaucracy.
Time-boxes do not allow enough time for stringent processes or meeting overhead.
Twelve (12) Scrum Teams are working on a single product. Which one of the following Sprint Planning formats is most likely to be effective?
Product Owner and representatives from the Development Teams meet to define goals, and select Product Backlog items. Development Team representatives then take the assigned Product Backlog items back to their Development Teams for decomposition into a Sprint Backlog.
All Scrum Teams meet together at the same time in a shared location, and the Product Backlog is visible to all. Scrum Teams figure out what Sprint Goals and Product Backlog they will work on in the upcoming Sprint. They coordinate dependencies, shift team members as needed, and create Sprint Backlogs.
Product Owners and management may employ a Pre-Sprint Planning Meeting to plan the goals and content of an upcoming Sprint. The Planning Team then shares the work assignments in the Sprint Planning Meeting to the Development Teams who will actually create the product Increment.
You are part of a group of 500 developers that is responsible for building a large enterprise product. How could the architecture for the product be defined in order to effectively support these many developers working on the same product at the same?
The architecture will emerge during development through early Product Backlog items.
A team should design and build architectural and platform structures that define how the functionality from each set of Scrum Teams must delivery and work with each other.
Perform Subsystem Design. Teams should volunteer to develop specific areas of sub-system responsibility.
An architectural backlog should be created to ensure that architectural concerns are addressed in the product development process.
What three techniques should the Scrum Master use when the Scrum Team gets caught in an internal disagreement out which development techniques to apply?
Involve the complete team.
Ask an external technical specialist to make the decision.
Send every team member to the company's HR department to express their concerns.
Use coaching techniques like open questions and active listening.
Consult with team members individually, carefully listening.
Select two ways in which technical debt impacts transparency.
It enhances transparency for the Product Owner as a Development Team is not allowed to do additional feature development in a Sprint as long as there is technical debt.
As development progresses and code is added, the system becomes more difficult to stabilize, which results in future work being slowed down in unpredictable ways.
It leads to false assumptions about the current state of the system, specifically of an Increment being releasable at the end of a Sprint.
When calculated and estimated, the total amount of technical debt shows exactly how long until the Product Owner can release the Increment.
What is the purpose of a Scrum of Scrums?
Align plans for different Scrum Teams by bringing the Scrum Masters together every day.
Meet to report to stakeholders.
Align Product Backlogs of related products by bringing their Product Owners together.
Share cross-team experiences of different Scrum Masters.
Align plans of different Development Teams working on the same product.
From the list below, what is the most important concern for multiple Development Teams when they are working from the same Product Backlog?
Making sure there's enough work for everyone on every team
Minimizing dependencies between teams
Meeting original scope projections
Clear definition of requirements
How should Product Backlog items be chosen when multiple Scrum Teams work from the same Product Backlog?
The Product Owner decides.
The Development Teams pull in work in agreement with the Product Owner.
The Scrum Team with the highest velocity pulls Product Backlog items first.
Each Scrum Team takes an equal number of items.
The Product Owner should provide each team with its own Product Backlog.
You have just been hired by a company new to Scrum. Your management has assigned you to be the Scrum Master of six new Scrum Teams. These teams will build one product. Select two conditions you should strive for in this scenario.
There should be six Product Owners, one for each Scrum Team.
The product has one Product Backlog.
There should be only one Product Owner.
There should be six Product Owners, reporting to a chief Product Owner.
Each Scrum Team should have a separate Product Backlog.
A 2000-person software company has been losing money and market share for 3 consecutive years. The CEO has worked hard on the last resort, a merger with a software giant. As part of this merger the CEO feels the company needs to "go agile," and wants all 200 teams to use Scrum as soon as possible. Which of the following strategies is the best course of action?
Assign the teams the goal of going agile in a smooth manner. Have all team members become certified to demonstrate they have basic knowledge in Scrum within 3 months. Assessment results should be reviewed collaboratively by the Agile black belts of the company. Agile black belts must be certified with at least a 95% passing grade.
Deprecate all old procedures, positions, titles and function descriptions. Replace them with Scrum terms while instructing the teams to act upon their new accountability going forward. Ask the process and procedures department to hand out detailed role descriptions, and the business architects to create a unified set of quality standards for teams to abide by immediately
Bring in an external consulting company to create a plan for all development to be done upon Scrum. Creation of the plan should take no more than 30 days. Execution will be agreed by the company and the senior executives of the company, as they will own the change. Until then no promises of elapse time are possible.
Bring the pros and cons of the merger to the departments and their teams to stress urgency. Bring in external people with relevant experience to work with the teams to understand and adopt Scrum. Work with the Scrum Masters to identify organizational problems that hinder the teams.
Self-organization works best when there are goals and boundaries. Select two requirements from the Scrum framework that are key for a Scrum master to teach teams to help them self-organize:
Time-boxing events to manage risks
Forming teams happens by the Product Owner selecting each member
Having an even number of team members to be able to do pair programming
Creating a releasable Increment by the end of each Sprint
Maintaining and preferably increasing velocity.
Which two behaviors demonstrate that a team is self-organizing?
The Development Team invites external people to the Sprint Planning to ask them how to turn Product Backlog items into an Increment via a complete and detailed Sprint Backlog.
The Development Team members work within the boundaries of their functional description and nicely hand off work from analyst to developer to tester to integration.
The Development Team creates their own Sprint backlog, reflecting all work that is part of the definition of “Done.”
Development Team members collaboratively select their own work during the Sprint.
The Scrum Master is no longer needed.
Many Development Teams working in the same code creates coordination problems which can be sufficiently addressed with a comprehensive branching and merging model in shared version control.
True
False
What are two ways that architecture and infrastructure are handled in Scrum?
They are discussed during Product Backlog refinement and are developed only along with selected functionality.
They are added to the Product Backlog and addressed in early Sprints, while always requiring at least some business functionality, no matter how small.
They are built by a separate team through the creation of an architectural runway.
They are discussed, determined, and documented before the actual feature development Sprints.
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