Scrum Professional Scrum Master II PSM-II Exam Dumps: Updated Questions & Answers (October 2025)

 The most effective way to recover is to restore transparency and trust by informing the Product Owner that the progress she has perceived to date is not correct. The Increment is not releasable because it does not meet the Definition of Done12, which is a shared understanding of what it means for work to be complete12. The Developers should give the Product Owner 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. This way, the Developers can ensure that they deliver a valuable, useful, and potentially releasable Increment every Sprint12. The Developers should also re-estimate the effort to complete the remaining backlog, including all testing, and communicate any changes or risks to the Product Owner. In the end, it is the Product Owner’s call to continue the project or to cancel it, based on the value and feasibility of the product12.

Some reasons why the other options are not correct are:

A: 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. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework does not prescribe any release Sprints or separate phases for testing or integration12. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not postpone or hide their undone work. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not mislead or deceive the Product Owner. The Developers should respect the Product Owner’s authority and accountability for maximizing the value of the product and the work of the Developers12, not shift the responsibility or blame to them. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.

B: Transparency needs to be restored by adding the undone work to the Product Backlog. The Developers must figure out a way to deliver in the upcoming Sprints a 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 orcancels the project. The Scrum Master will have to inform Product Owner and the stakeholders. This option is not correct because it violates the Scrum framework and the Scrum roles. The Scrum framework does not prescribe any velocity or points as measures of progress or success12. The Scrum roles include Product Owner, Scrum Master, and Developers12. The Product Owner is accountable for maximizing the value of the product and the work of the Developers12, not for tracking or controlling their velocity or points. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide1, causing change that increases the productivity of the Scrum Team1, and working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization1, not for assessing or judging the performance of the Developers or initiating a restart or cancellation of the project. The Developers are accountable for creating a valuable, useful, and potentially releasable Increment every Sprint12, not for meeting a predetermined velocity or points target.

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. This option is not correct because it violates the Scrum framework and the Scrum values. The Scrum framework requires that each Sprint delivers a potentially releasable Increment that meets the Definition of Done12, not a partially done or incomplete product that accumulates technical debt or quality issues. The Scrum values include commitment, focus, openness, respect, and courage12. The Developers should commit to delivering a potentially releasable Increment every Sprint, not compromise on quality or value. The Developers should focus on creating value for the customers and users, not on meeting artificial deadlines or metrics. The Developers should be open and honest about their progress and challenges, not hide or ignore their undone work. The Developers should respect the Product Owner’s authority and accountability for maximizing the value ofthe product and the work of the Developers12, not burden them with additional work or risk. The Developers should have the courage to face their problems and seek help, not avoid or ignore them.

References:

What is an Increment? | Scrum.org

What is a Product Increment?| Scrum.org

 The Scrum Master serves the Scrum Team by coaching them and the organization how to work empirically, which means using an evidence-based approach to inspect and adapt the product and the process1. The Scrum Master also facilitates Scrum events as requested or needed, such as the Sprint Planning, the Daily Scrum, the Sprint Review, and the Sprint Retrospective2. The Scrum Master ensures that these events are positive, productive, and kept within the timebox2.

The Scrum Master does not resolve every impediment that the Developers run into, but rather helps them to remove or overcome those impediments themselves3. The Scrum Master also does not never intervene in matters of the Scrum Team, but rather balances between providing guidance and allowing autonomy. The Scrum Master is not a passive observer, but an active servant leader who supports the team in achieving their goals.

References:

What is a Scrum Master?| Scrum.org, section “The Accountabilities of the Scrum Master”

The Scrum Guide 2020, section “The Scrum Master”

What is a scrum master?[+ Responsibilities] | Atlassian, section “Scrum master responsibilities”

[The 8 Stances of a Scrum Master by Barry Overeem], section “The Servant Leader”

[What Is a Scrum Master (and How Do I Become One)? - Coursera], section “What is a scrum master?”

The best two answers are A and C.

A. Timeboxing work to allow for frequent inspection. This is a relevant boundary for self-management provided by the Scrum framework, as it helps the Scrum Team to organize their work into fixed-length Sprints and other events, such as the Daily Scrum, the Sprint Planning, the Sprint Review, and the Sprint Retrospective. Timeboxing enables the Scrum Team to inspect their progress, adapt their plan, and deliver value regularly and predictably.

C. Creating a valuable and useful Increment by the end of each Sprint. This is also a relevant boundary for self-management provided by the Scrum framework, as it guides the Scrum Team to focus on delivering a product Increment that meets the Sprint Goal and the Definition of Done. Creating a valuable and useful Increment requires the Scrum Team to collaborate, communicate, and coordinate effectively, and to apply their skills and creativity to solve complex problems.

References:

The Scrum Guide, section 2.3 (The Scrum Team), page 7

The Scrum Guide, section 3.1 (The Sprint), page 8

The Scrum Guide, section 3.4 (The Increment), page 10

The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 2 (The Sprint), lesson 3 (The Sprint Goal), lesson 4 (Sprint Planning) and lesson 5 (The Sprint Review)

The Professional Scrum Master II (PSM II) Assessment, question 40

 A self-managing Scrum Team is one that internally decides who does what, when, and how. It does not need external direction or supervision to accomplish its work. A self-managing Scrum Team can resolve conflicts and continue working, as this shows that the team members can collaborate effectively and handle disagreements without escalating them. Creativity flourishes and new possibilities are explored, as this shows that the team members are empowered to experiment and innovate, rather than following a fixed plan or process.

References:

The Scrum Guide 20201, section “The Scrum Team”

The Scrum Master Learning Path2, module “The Self-Managing Scrum Team”

The Professional Scrum Master II Course3, topic “Self-Management”

This is the best answer because it empowers the Developers to take ownership of their own process and find a solution that works for them. The Scrum Master can facilitate the discussion and help the Developers understand the value and importance of the Daily Scrum, but not impose or dictate any specific action or rule. The Scrum Master can also support the Developers in conducting an experiment and evaluating the results, if they decide to do so.

References:

Scrum Guide 2020, page 13: “The Scrum Master serves the Scrum Team in several ways, including coaching the team members in self-management and cross-functionality.”

Professional Scrum Master II Course, page 14: “The Daily Scrum is a key opportunity for inspection and adaptation at the team level. It helps the team to synchronize their work, identify impediments, and collaborate on solutions.”

Professional Scrum Master II Course, page 21: “The Scrum Master can help the team to resolve conflicts by facilitating dialogue, listening actively, asking powerful questions, and supporting collaborative decision making.”

Explanation: As a Scrum Master, you are accountable for establishing an environment where the Scrum Team can be effective and deliver valuable products1. One of the ways to do this is by supporting the Product Owner in managing the Product Backlog and engaging with the stakeholders2. In this situation, where there is a performance issue with the product, your best option is:

Encourage the Product Owner to bring the performance concerns to the rest of the Scrum Team and work together to improve the Definition of Done. This option aligns with the principle of empiricism, which is the foundation of Scrum3. Empiricism means that you make decisions based on what is known, rather than what is assumed or predicted3. By encouraging the Product Owner to bring the performance concerns to the rest of the Scrum Team, you are helping them inspect the product Increment and adapt the Product Backlog based on transparent feedback from the stakeholder4. You are also helping them collaborate on improving the Definition of Done, which is a shared understanding of what it means for a product Increment to be complete and potentially releasable. The Definition of Done should reflect the quality standards and expectations of the stakeholders, andshould be updated as needed to ensure that the product meets their needs and delivers value.

The other options are not advisable because:

Wait to bring this up in the next Sprint Retrospective as this is the appropriate time for the Developers to re-consider the Definition of Done. This option is incorrect because it contradicts your accountability as a Scrum Master. The Sprint Retrospective is an opportunity for the Scrum Team to reflect on their performance and identify improvements for the next Sprint. However, it is not the only time for them to inspect and adapt their product and process. As a Scrum Master, you should promote continuous improvement and help the Scrum Team address any issues or impediments as soon as they arise1. Waiting to bring this up in the next Sprint Retrospective would mean delaying feedback and action, which can lead to waste or dissatisfaction.

Bring the concern to the quality assurance members of the Scrum Team and ask them to improve how the system is tested. This option is incorrect because it goes against your role as a facilitator, who helps the participants have constructive and respectful conversations. By bringing the concern to only a subset of the Scrum Team, you are creating silos and excluding others from contributing or learning. You are also implying that quality is only their responsibility, rather than a shared accountability of the whole Scrum Team. Moreover, you are not asking them for their input or feedback, but telling them what to do, which can undermine their autonomy and motivation.

Explain to the Product Owner that it is up to the Developers to decide on acceptable performance standards as they own the Definition of Done. This option is incorrect because it contradicts your role as a coach, who helps people grow and improve their skills and behaviors. By explaining to the Product Owner that it is up to the Developers to decide on acceptable performance standards, you are dismissing their concern and creating a gap between them and the Developers. You are also ignoring their valuable perspective and input as a stakeholder representative, who has a clear vision of what value means for the product. Instead of explaining, you should be asking questions and listening actively, and facilitating a dialogue between them and the Developers.

References: 1: https://www.scrum.org/resources/what-is-a-scrum-master  2: https://www.scrum.org/resources/blog/scrum-master-supporting-product-owner  3: https://www.scrum.org/resources/what-is-empiricism-and-why-is-it-important-to-scrum  4: https://www.scrum.org/resources/what-is-a-sprint-review : https://www.scrum.org/resources/blog/definition-done : https://www.scrum.org/resources/what-is-a-sprint-retrospective : https://www.scrum.org/resources/blog/facilitation-scrum-masters-superpower : https://www.scrum.org/resources/blog/quality-shared-responsibility : https://www.scrum.org/resources/blog/coaching-scrum-masters-superpower : https://www.scrum.org/resources/what-is-a-product-owner

The complexity of the problem being solved and the complexity of the requirements are both sources of uncertainty and variability that can impact the Sprint Goal and the Sprint Backlog. The skills and working relationships of the people on the Scrum Team(s) are also crucial for delivering a valuable product increment in a Sprint. The Scrum Master is accountable for establishing an environment where the Scrum Team can be effective and improving the professionalism of the Scrum Team.

References:

Scrum Guide 2020, page 6: “The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.”

Scrum Guide 2020, page 10: “The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog items. This provides guidance to the Development Team on why it is building the Increment.”

Scrum Guide 2020, page 11: “The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how).”

Evidence-Based Management Guide, page 9: “Uncertainty is inherent in complex work. The more complex work is, the more uncertainty there is.Uncertainty comes from two sources: variability and emergence.”

 The Product Owner is responsible for maximizing the value of the product resulting from the work of the Scrum Team1. One of the ways to do this is to order the Product Backlog in a way that reflects the flow of value to the stakeholders and customers2. The Product Owner can use various factors to order the Product Backlog, such as value, risk, dependencies, learning opportunities, and feedback loops3.

However, sometimes the Product Owner may face challenges or constraints that affect the ordering of the Product Backlog, such as external dependencies, market changes, technical issues, or stakeholder requests4. In such cases, the Product Owner needs to balance between delivering value and managing risks. The Product Owner may need to adjust the Product Backlog ordering to account for these factors, but not at the expense of compromising the value delivery5.

In this scenario, the Developers are waiting for an external supplier to deliver a specific product component that they need to integrate and use. Without that component there will not be enough work in the next Sprint to occupy the full team. They ask their Product Owner to re-order the Product Backlog. The Product Owner asks the Scrum Master for help. A good advice for the Product Owner would be to tell them that their primary concern is the flow of value reflected in the ordering of the Product Backlog. Timeline of the flow might be influenced by such dependencies and require some level of Product Backlog re-ordering.

This advice would help the Product Owner to focus on delivering value while also considering the impact of the external dependency. The Product Owner could work with the Developers and stakeholders to identify and prioritize other valuable work that can be done in the next Sprint without relying on the external component. The Product Owner could also communicate with the external supplier and try to minimize or eliminate the dependency as much as possible.

The other options are not good advice for the Product Owner. Telling them that they need to re-order the Product Backlog to maximize utilization of the Developers would imply that keeping productivity high is more important than delivering value. This would go against the Scrum values of focus and respect. Telling them to remove all work involving the external component from the Product Backlog and create a new backlog for it would imply that they are ignoring or avoiding the dependency rather than managing it. This would go against the Scrum values of courage and openness.

References:

The Scrum Guide 2020, section “The Product Owner”

What is a Product Backlog?| Scrum.org, section “Ordering”

Product Backlog Ordering - Zen Ex Machina, section “Ordering by Value”

Product Backlog Ordering - Zen Ex Machina, section “Ordering by Risk”

Ordered Not Prioritized | Scrum.org, section “Ordering by Dependencies”

[The Scrum Values | Scrum.org], section “The Scrum Values”

According to the Scrum Guide 2020, the Sprint Goal is a short statement that provides direction and focus for the Scrum Team throughout the Sprint1. The Sprint Goal is chosenby the Scrum Team during Sprint Planning, based on the Product Backlog items that they forecast to complete in the Sprint1. The Sprint Goal also gives Developers flexibility and creativity on how to implement functionality during the Sprint, as long as they do not endanger the Sprint Goal1. Therefore, the statements that are true about the Sprint Goal are:

During Sprint Planning, the Scrum Team crafts a Sprint Goal based on an objective that the Product Owner would like to achieve that Sprint. This statement is true because it reflects the purpose and process of creating a Sprint Goal. The Product Owner proposes an objective for the Sprint, based on the current state of the product and the stakeholders’ needs2. The Developers then select the Product Backlog items that support that objective, and craft a Sprint Goal that expresses what value they will deliver in the Sprint2.

Sprint Goals give Developers flexibility and creativity on how to implement functionality during the Sprint. This statement is true because it reflects the benefit and outcome of having a Sprint Goal. The Sprint Goal is not a fixed scope of work, but a flexible goal that guides the Developers’ decisions and actions3. The Developers can modify their Sprint Backlog during the Sprint as needed, as long as they do not endanger the Sprint Goal1. The Sprint Goal also encourages the Developers to work together rather than on separate initiatives3.

The other statements are not true because:

Sprint Goals often change during the Sprint as new insights emerge during the work. This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a commitment by the Developers that does not change during a Sprint1. The Sprint Goal provides coherence and alignment for the Scrum Team, and helps them cope with complexity and uncertainty3. Changing the Sprint Goal during a Sprint would undermine its value and impact, and create confusion and waste.

The use of Sprint Goals is optional in the Scrum Framework. This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a mandatory element of each Sprint1. The Scrum Guide 2020 states that “the entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint” and “the Developers commit to achieving the Sprint Goal” 1. Without a Sprint Goal, there would be no clear direction or focus for the Scrum Team, and no way to measure their progress or success.

References: 1: https://www.scrumguides.org/scrum-guide.html#sprint-goal  2: https://www.scrumguides.org/scrum-guide.html#sprint-planning  3: https://www.scrum.org/resources/blog/sprint-goal-key-element-scrum

Splitting a team into two teams is a major decision that should not be taken lightly. It may have implications for the product vision, the product backlog, the sprint goal, the sprint backlog, the definition of done, and the team dynamics. It may also reduce the effectiveness of the Scrum Team by creating dependencies, communication overhead, and coordination challenges. Therefore, before considering such a drastic measure, it is advisable to explore other options to improve the quality and efficiency of the Daily Scrum. One option is to ask for help from another Scrum Master who can observe the Daily Scrum and provide feedback and suggestions.

References:

The Scrum Guide, section 3.2 (The Daily Scrum), page 9

The Scrum Master Learning Path, module 4 (The Daily Scrum), lesson 4 (Common Challenges) and lesson 5 (Tips for an Effective Daily Scrum)