PSM II practice questions 141–150

1. Question 141 · 192 in bank

   What would be the responsibilities of a self-organizing Development Team?

   • AUpdate stakeholders on the daily progress and keep the burn-down chart updated.
   • BSelect the Product Backlog items for the Sprint and do the work planned in the Sprint Backlog.
   • CWriting User Stories and reordering the Product Backlog.
   • DDeciding on the value of the product features and value estimations.

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   Answer: B

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2. Question 142 · 192 in bank

   Scrum promotes self-organization. Which of these statements would NOT support self-organizing?

   • AThe Development Team deciding what work to do in a Sprint.
   • BRemoving the need for documentation.
   • CBeing a lightweight framework.
   • DRemoving titles for Development Team members.

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   Answer: B

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3. Question 143 · 192 in bank

   How should multiple Scrum Teams, working from the same Product Backlog, select the Product Backlog items their teams plan to work on?

   • AThe Product Owner will present the work and the Development Teams will select the items they will work on.
   • BThe Product Owner creates separate Product Backlogs for each Development Team.
   • CEach Scrum Team would select an equal number of items.
   • DThe Product Owner assigns the work to each team.
   • EThe Scrum Team with the highest productivity will select the items first.

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   Answer: A

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4. Question 144 · 192 in bank

   What would be good ways of creating Development Teams that would support the Scrum values?

   • AProject Managers will allocate individuals to specific teams.
   • BBring all the developers or existing teams together and let them propose how to organize into the new structure and self-organize into Development Teams.
   • CThe operations manager determines the new team structures and assignments.
   • DDirect managers personally re-assign current reports to new teams.

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   Answer: B

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5. Question 145 · 192 in bank

   Every Development Team should have the competencies and skills needed to deliver a Done Increment in a Sprint.

   • ATrue
   • BFalse

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   Answer: A

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6. Question 146 · 192 in bank

   Which role is responsible for determining when it is most appropriate to update the Sprint Backlog?

   • AThe Product Owner
   • BThe Development Team
   • CThe Scrum Team
   • DThe Scrum Master

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   Answer: B

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7. Question 147 · 192 in bank

   Cross-functional teams are specialized for working on specific system components (e.g. design, database, backend, frontend).

   • ATrue
   • BFalse

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   Answer: B

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8. Question 148 · 192 in bank

   The Scrum values promote Development Teams be cross-functional and have all the skills needed to build a product within the team. While starting Scrum, what would be the advantages of keeping the existing component teams (e.g. design, database, backend, frontend)?

   • AComponent teams would have all the skills needed to focus on their specific technical layer.
   • BComponent teams generally have all the skills needed to deliver shippable Increments that add business value.
   • CBecause their productivity is already predictable, they can deliver shippable Increments more quickly than a newly formed team.
   • DBecause they have been working together for some time, there will be less initial disruption than a newly formed team. As they begin working, they will discover what works best and how to move towards cross-functional teams.
   • EThere is less communication overhead than working in feature teams.

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   Answer: D

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9. Question 149 · 192 in bank

   A key measure of success for the Product Owner is velocity.

   • ATrue
   • BFalse

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   Answer: B

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10. Question 150 · 192 in bank

    Currently, your engineering department is organized in siloed teams that specialize by function (for example, design, front-end, back-end, database, and testing). What would you consider when moving away from component teams towards feature teams?

    • AYou cannot begin Scrum without have feature teams. It is easier to measure and compare performance between feature teams. Feature teams should have an equal number of team members.
    • BMembers within feature teams require compatible personalities. Feature teams should have a mix of junior and senior members. Tasks are completed more quickly than component teams.
    • CMoving from component teams to feature teams could reduce, productivity in the initial stages. Feature teams have less communication complexity. Getting the support from the business side makes the transition easier.

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    Answer: C

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PSM II practice, question 141. 192 questions available.