최신 PSM-II 무료덤프 - Scrum Professional Scrum Master level II (PSM II)

A. During the Daily Scrum the Developers will bring up problems that are hindering their progress, and tor which they nave no means to resolve, this provides an opportunity to resolve those impediments.

B. Through the snort, daily alignment of the Daily Scrum the Developers build and improve a shared understanding of the most important work to be undertaken in the next 24 hours, to achieve the best possible progress toward the Sprint Goal. This daily opportunity to inspect and adapt Will enable the Developers to tackle any unforeseen circumstances that might otherwise disrupt the team's progress.

C. During the Daily Scrum, the Developers need to update the Scrum board with their current status and progress, at a task level. This is crucial to ensure that the IT manager can go up to the room at any time and view the team's actual progress.

D. The Daily Scrum serves tor the Developers to report to you, as a Scrum Master, all updates on the tasks to the Sprint, as registered in the Sprint Backlog. You can then use the team's updates to plan their work tor the next day, making sure that every team member is assigned the right tasks.

E. The Developers will produce a status report indicating what each individual has done the past working day, and now much time that has taken. The accumulated reports will support discussing how the Sprint went at the Sprint Review meeting. It will provide detailed insights into the accuracy of estimates versus actual time spent, which can be used to create better estimates at the subsequent Sprint Planning meeting.

A. Respect stakeholder expectations that Scrum Teams will meet their forecast.

B. Respect people, their experience, diversity, and difference in opinion

C. Respect the Product Owner by letting them change the Sprint Goal during the Sprint

D. Respect the accountabilities of the Scrum Team members.

A. The Developers inform Marian that the progress she has perceived to date is not correct The Increment is not releasable. They give Marian their estimate of the effort it would take to get the past work done, and suggest doing that work first before proceeding with new features. The Developers also re-estimate the effort to complete the remaining backlog, including all testing. In the end, it is Marian's call to continue the project or to cancel.

B. The Developers set the open work aside to be performed in one or more release Sprints. They remind Marian to find funding for enough Release Sprints in which this remaining work can be done. up to one release Sprint per three development Sprints may be required, It is Marian's responsibility to inform users and stakeholders Of the impact on the release date.

C. In the next Sprints, the Developers keep making sure that all of the selected scope per Sprint is as done as possible, at least at the past level of 90%. In every Sprint the undone work of the previous Sprint is estimated and added to the Sprint Backlog. It comes on top of the expected forecast of 13 units, so it does not mess up progress on the product Backlog.

D. Transparency needs to be restored by addng the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprintsa velocity of not only
13 units of new work, but also two additional points to catch up undone work. It is the Scrum Master's duty to assess whether such repair is possible. If not, the Scrum Master initiates a restart with a more reliable team Or cancels the project. The Scrum Master will have to inform Product Owner and the stakeholders.

A. The Developers are strictly working within the boundaries of their function description, and are handing off work in a timely fashion to the other members within the team.

B. The Scrum Team invites the right external people to the Sprint Planning to help them create a complete and detailed Sprint Backlog before the meeting timebox expires.

C. Developers collaboratively select and re-plan their work during the Sprint.

D. Management is invited to the Daily Scrum for a progress update and
subsequently works with the Scrum Master to optimize the plan for the next day.

E. The Developers create their own Sprint Backlog, reflecting all work that is part of the Definition of Done.

A. Teach the Developers how to deal with this situation by attending the Daily Scrum yourself.

B. Ask 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.

C. Talk to the Developer who is missing the Daily Scrum and ask her to always attend the Daily Scrum.

D. You do not intervene. The Developers own the Daily Scrum, so they should deal with any issues with attendance.

A. Coach the Product Owner that achieving the Sprint Goal is the Scrum Team's objective. A forecast is only used to initially estimate the effort required to reach the Sprint Goal.

B. Add more people to the Scrum Team to meet the Product Owner's ex-pectations.

C. Talk to the Developers. Challenge and inspire them to complete all of the work so that they meet their forecast.

D. Agree to help the Product Owner by having a discussion with the Developers about the importance of meeting their forecast.

A. There is one Product Owner for each product (five in total). Each Product Owner may delegate to others for specific value, capabilities, and functionality within their product. The five Product Owners share and align work via Product Backlog.

B. There are as many Product Owners as needed to analyze, document, and explain expectations and requirements with all Scrum Teams.

C. There is one Product Owner for all five products. This person may not delegate work to others for specific value, capabilities, and functionality, given these are all the Product Owner's individual responsibility.

D. There is one Product Owner responsible for all five products. This person may delegate work to others for specific value, capabilities, and functionality within each product to scale their accountability.

A. The Scrum Master loses the ability to update the Gantt chart properly, there by obscuring the Scrum Master's tracking of Sprint progress.

B. Less progress information will be shared, causing the plan for the Sprint to become inaccurate and transparency over progress toward the Sprint Goal is reduced.

C. Opportunities to inspect and adapt the Sprint Backlog are reduced. Re-aligning is bound to become even more difficult.

D. Impediments are raised and resolved more slowly which might impact
productivity and progress.

E. The Product Owner cannot accurately report progress about the state of the forecasted work to the stakeholders.