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Scrum PSM II Practice Test Questions, Scrum PSM II Exam Dumps

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Agile & Scrum - Refresh Your Knowledge (PSM I)

11. The Scrum Master - Part 2

If you do a Google search about the Scrum Master's qualities or characteristics, you will notice that in many older resources, mainly before 2020, they called the Scrum Master a servant leader. In fact, that was mentioned in the Scrum Guide as well. Scrum Masters are now leaders without the servant role. While doing research for my course, I noticed that many seasoned practitioners and trainers were not very happy about this change. But the reason goes back to what I mentioned a few moments ago: organisations couldn't see the values masters brought to the table. According to Jeff Sutherland, some people even said that the Scrum Master is just taking notes during meetings. I don't need a highly paid secretary. The founders of Scrum thought that the problem was that the word servant comes before the word leader. That's why they made this little change from a servant leader to a leader who serves,from a servant leader to a true leader. And in time, we will find out what the impact of this change will be. And I do hope that it will be positive and organisations will take the Scrum Master role more seriously. The Scrum Master now more than ever has to be proactive in two ways: first, within the Scrum team to facilitate the processes; second, within the organisation the team works in. Next, I'd like to talk a little bit about how the Scrum Master serves the product owner by facilitating stakeholder collaboration as requested or needed. Generally, the stakeholders can discuss ideas and product backlog items with all members of the Scrum team, including the developers. Scrum is not against that. But in my experience in an agile software company for several years, I've noticed that this is not the best option, this is not the best way to go. Simply said, it is not effective and the developers are not happy. That's the result, and this is my experience he has.But so many colleagues of mine share the same scrum don't want unhappy developers or other members of the team. They want the opposite. Also available on Scrum.org is a vision statement. is Is this a world in which all software developers love their work and their customers love working with them? Going back to my story, we've noticed that effectiveness is a team in crisis when all customer requests start going to one person, the product owner. So the product owner may ask the ScrumMaster to help with this process, to help with stakeholder collaboration, to facilitate it. And if you're like me, English is your second language. Here is what the word facilitate means: to make an action or a process possible or easier. So once again, the Scrum Master is a facilitator. Next, is being a Scrum Master a full-time job or a part-time job? The answer is that it can be both. Can the scrollmaster and the product owner be the same person? Yes. Scrum doesn't prohibit that. However, it is not recommended either. The reason? Potential conflict of interest You can imagine it would be extremely hard to be objective when acting as both a product owner and a scrum master at the same time. All right, time to recap. The Scrum master is accountable for the Scrum team's effectiveness. The Scrum Master is a true leader. The Scrum Master It serves the Scrum team. They cause the removal of impediments to the Scrum team's progress. They ensure that all Scrum events take place and are positive, productive, and kept within the time box. The scrum master serves the product owner. They facilitate stakeholder collaboration when requested or needed. They help the product owner identify techniques for effective product goal definition and product backlog management. The Scrum master serves the organization. They lead, train and coach the organisation in its Scrum adoption. The Scrum Master acts as a team coach and teacher. They manage not the people, but the process. They possess what's called "Process Authority" and make sure everyone understands and enacts the Scrum theory, values, rules, and practices. The Scrum Master is not a project manager. A project manager role does not exist in Scrum. They can work part time as well as tidily. Scrum doesn't prohibit one person from acting as a Scrum Master in the product owner's team, but it doesn't recommend it either. The same applies to a Scrum Master and a developer. Thank you for watching. I'll see you in the next video. Stay purposeful.

12. The Developers - Part 1

It is time to talk about the developers. In the past, they were called a development team. And according to the founders of Scrum, that caused many issues because what happened was we had a team within a team and that fostered us versus the mentality and the behaviour between the product owner and the development team specifically. Fortunately, we do not have that anymore. There is just one Scrum team focused on one objective with three different sets of accountabilities: the protocol of the Scrum Master and the developers. Now, let's see what the ScrumGuide says about the developers. Developers are the people in the scrum team that are committed to creating any aspect of a usable increment each sprint. The specific skills needed by the developers are numerous and will vary with the domain of work. However, the developers are always accountable for creating a plan for the sprint. The Sprint backlog, installing quality belt, hearing a definition of don, adapting their plan each day toward the Sprint goal, and holding each other accountable as professionals. Okay, this is in the Scrum Guide's short and succinct, but I want to make a few comments. Of course, regardless of the work a person does in a Scrum team, for example, architecture,backend development, frontend development, design, testing, and soon, the person doing the work within the scope of Scrum is called a developer. The truth is, Scrum is getting more and more popular every day, and we see how Scrum guided the official document changes. Now it is simplified and it appeals to a wider audience. It's not just the IT industry anymore. And to give you a few examples of industries that use Scrum, I would say human resources, healthcare, construction, and even aerospace defense. So a developer could be, for example,a marketing professional who writes marketing copy. The Scrum Guide states that as Scrumuse spreads, developers, researchers, analysts, scientists, and other specialists do the work. We use the word "developers" in Scrum not to exclude but to simplify. If you get value from Scrum, consider yourself included. Next, the developers are the people who create a usable increment. This is the most important point. And here's how this happens. The developers collaborate with the product owner during the spring, planning to select items from the product backlog to include in the Sprint Backlog. You know that the SprintBacklog artefact contains a commitment? This is the Sprint goal, which is mandatory, and this is what guides the developers during the Sprint. The Sprint goal helps the developers stay focused. Now, who decides how much work or PBI should be included in the Sprint Backlog? It's the developers. They make the Sprint forecasts because they do the actual work and they know best. Yes, the product only aids in the explanation and clarification of the PBIS. The more the developers know about the PBIS, the more accurate the forecast. But they also consider their past performance, their upcoming capacity, and, of course, the definition of that. As I said in the video about the product owner, the word estimation was replaced with the word sizing, and the developers are responsible for that. They are responsible for the sizing of the PBIS. They give the PBIS sides. If I could put it even more simply, one technique for sizing or estimating is by using storypoints, which is a relative unit of measurement. There is one event specifically designed for developers, and this event is DailyStrong, which is only 15 minutes. The developers choose the structure of the event. The Scrum guide does not limit us as long as we inspect the progress towards the spring goal and adapt the sprint backlog if needed. It's about creating an actionable plan for the next day. We will continue in the next video.

13. The Developers - Part 2

Regarding the definition of them, however, there is a significant change. In the past, it was the responsibility of the developers to craft the definition of them. The product owner and the scrum master didn't have a say. But now it's the scrum team that crafts the definition of done that is appropriate for the product. Having a definition of "done" is mandatory. As I've said several times already, we've already mentioned product refinement that.I want to share a few more things with you. If a PVI is too big and we cannot fit it into one sprint, we have to break it down. We have to refine it. Strong teams strive to have refined items on top of the product backlog, so these items are ready for development. You know that the product owner orders the item in a way that maximises the value the product delivers. The most important, most valuable items, they go to the top of the backlog. But if an item is on top of the product backlog and it can fit into one sprint, but it is not very clear and well refined, the developers select that item anyway because they will refine it during the sprint. This is very important because the product owner doesn't order the product backlog based on readiness or the size of the PiS. No, they order in a way that maximises the value the product delivers next. Who chooses the practises that developers will use to turn product backlog items into increments? The Guide has an answer for that as well. For each selected product backlog item, the developersplan the work necessary to create an increment that meets the definition of that item. This is often done by decomposing product backlog items into smaller work items of one day or less. How this is done is at the sole discretion of the developers. No one else tells them how to turn backlog items into increments of value. So it's the developers who choose the practises to turn PBIS into increments. The product owner in the Scrum Master does not have to say that the size of the developers is no longer a rule. In the past, yes, it was from three hundred ninety-five people, but this is no longer the case. The Guide states the scrum team is small enough to remain nimble and large enough to complete significant work within a screen, typically ten or fewer people. In general, we have found that smaller teams communicate better and are more productive. If scrum teams become too large, they should consider reorganising into smaller cohesive teams. Scrum teams are each focused on the same product. So for your exam, you have to remember what you should do if the scrum team becomes too large. And also the fact that regardless of how many scrumteams work on the same product, we always have one product goal, one product backlog, and one product folder. All right, it's time to recap. The developers are the people who create a usable implementation for each sprint. They create the plan for the sprint. This is the sprint backlog. Then the developers choose the number of PBIS to select from the product backlog to the Sprint backlog. They are in charge of sizing the PBIS and developing techniques to convert PBS into a usable instrument. Developers are required to participate in Davisprom and come up with an actionable plan for the next day. The Scrum team is responsible for creating the definition of them, but the developers are required to conform to the definition of them. If there are multiple Scrum teams working together on a product, they must mutually define and comply with the same product definition of them.Both the developers and the product owner do product backlog refinement. The developers hold each other accountable as professionals. Thank you for watching. I'll see you in the next video and stay purposeful.

14. Recap Of The Key Concepts (The Scrum Team)

There are three different sets of accountabilities in the Scrum team: the Scrum Master, the product owner, and the developers. The Scrum team is cross-functional and self managing.The Scrum team is typically ten or fewer people. There are no subteams or hierarchies in the Scrum team. The entire Scrum team is responsible for all product-related activities, including product releases. We can release it as many times as we want during the Sprintstakeholder collaboration, verification, maintenance, operation, experimentation,research and development, and more. The entire Scrum team is accountable for creating a valuable, useful increment every sprint. The entire Scrum team creates the sprint goal. The entire Scrum team creates the definition of them. Next, the scrum master. The Scrum master is accountable for the Scrum team's effectiveness. The Scrum Master is a true leader. The Scrum Master serves the Scrum Team. They cause the removal of impediments to the Scrum team's progress. They ensure that all scrum events take place and are positive, productive, and kept within the time box. The scrum master serves the product owner. They facilitate stakeholder collaboration when requested or needed. They help the product owner identify techniques for effective product goal definition and product backlog management. The Scrum Master serves the organization, the leadtrainer, and the organisation in its Chrome adoption. The Scrum Master acts as a team coach and teacher. They manage not the people but the process. They possess what is called "Process Authority" and make sure everyone understands and enacts Scrum theory, values, rules, and practices. The Scrum Master is not a project manager. A project manager role does not exist in scrum. They can work part-time as well as full-time. Scrum doesn't prohibit one person from acting as both a Scrum Master and a product owner, but he doesn't recommend it either. The same applies to a Scrum Master and a developer. Next, the product owner. The product owner is a value maximizer. They are accountable for effective product backlog management, which includes creating and communicating a product goal and vision. Creating and explaining PBISordering the product backlog making sure the product backlog is transparent. The product owner is one person, not a committee or group of people. To ensure everyone in the organisation respects his or her decisions. Only the product owner has the authority to cancel a Sprint. The product owner is extremely knowledgeable about the marketplace for the product. During Sprint planning, the product owner brings a business objective based on which the Sprint team collaboratively crushes the Sprint goal. During the Sprint review, the product owner seeks feedback from key stakeholders. The product owner must be available to answer any questions the developers have. The product owner reviews the items. If he or she has written acceptance criteria for the PBI, they make sure the conditions are met. The criteria for the PBS are not mandatory, but the definition of that is. If two products are being developed, there can be one person acting as a product owner for both products. As well, there can be two product owners, one for each product. Next, the developers The developers are the people who create a usable increment. Each sprint, they create the plan for the sprint. This is the sprint backlog. The developers choose the number of PBS to select from the product backlog to the sprint backlog. They are responsible for sizing the PBIS and the techniques they would use to turn the PBIS into a usable instrument. Developers are required to participate in the daily scrum and come up with an actionable plan for the next day. The developers are required to conform to the definition of dawn. If there are multiple scrum teams working together on a product, they must mutually define and comply with the same definition of dump. Both the developers and the product owner do product backlog refinement. The developers hold each other accountable as professionals. All right, that was a nice recap. It will be quite useful to go over it a few times. As I've already said, make sure you download the slides so you can print them out and read them at your own pace. You.

15. The Scrum Events – Intro

There are five official events in Scrum: Sprint Planning, the Sprint Daily,Scrum Review, and Sprint Retrospective. These events have a duration and use the agile concept of timeboxing, which means these events have a maximum duration which you are not allowed to cross. The events are designed in a way that would enable us to apply the three pillars that uphold Scrump. You already know them by now, but here they are again: transparency, inspection, and adaptation. As you can see, the sprint is a container for all the other events. All events in Scrum, besides the sprint, are formal opportunities to inspect and adapt something. In addition, these five events are mandatory. We are not allowed to skip any of the tasks in a Scrum prompt, no matter the circumstances.

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