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Scrum PSM II Practice Test Questions in VCE Format
DateDec 19, 2023
DateMar 25, 2020
Scrum PSM II Practice Test Questions, Exam Dumps
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What is a scrum? Scrum is a lightweight framework that helps people, teams, and organisations generate value through adaptive solutions for complex problems. A few comments here want to point your attention to the word "framework." Scrum is a framework; it's not a methodology or processing method. If you've heard somewhere that Scrum is a methodology, I would ask you to unlearn that and remember that Scrum is a framework. Next, scrum is based on empirical process control theory, or empiricism. Yes, it sounds complex, but in reality it is not. Here is what the Scrum Guide says Scrum is founded on empiricism and lean thinking. Empiricism asserts that knowledge comes from experience and making decisions based on what is observed. Lean thinking reduces waste and focuses on the essentials. Scrum employs an iterative, incremental approach to optimize, improve predictability, and control risk. To make decisions based on what is known, we need transparency in the information. The quality of the Scrumartifacts, which are the product backlog, the spring backlog, and the increment, is measured by transparency. But not only that, the fact that everyone in the team knows how the project advances, for example, This is also about transparency. Scrum relies on transparency, and this is why transparency is one of the pillars that uphold Scrum. The other two are inspection and adaptation. So there are three pillars of whole-scrutiny transparency: inspection and adaptation. You have to learn them by heart, by the way. And these pillars are connected. We need transparency to do an inspection, and we need an inspection to do an adaptation. Next. The scrum values There are only five values that scrum teams must respect and work toward: commitment, courage, focus, openness, and respect. Commitment: people commit to achieving the goals of the Scrum team. For example, the Sprint goal or the product goal, and also to support each other. Encourage people there to do the right thing and work on tough problems. Focus people on the work of the Sprint and the goals of the team. Openness The scoring team and its stakeholders agree to be open about all the work and the challenges with performing the work. Respect: people respect each other to be capable and independent. Once again. commitment, courage, focus, openness, and respect. Next, Scrum defines three different sets of accountabilities within the Scrum team: the product owner, the Scrum master, and the developers. These were formerly known as scrum roles. But the main difference is that now we have developers, whereas before we had a development team. Basically, we do not have a team within a team anymore. And the Scrum Guide states that very clearly. Within a Scrum team, there are no subteams or hierarchies. It is a cohesive unit of professionals focused on one objective at a time. The product goal Let's start with the product owner. The product owner is accountable for maximising the value of the product resulting from the work of the Scrum team. How this is done may vary widely across organizations, Scrum teams, and individuals. The product owner manages the product backlog, which is one of the Scrum artifacts. As I've already said, he or she is a businessperson, and the product owner is the main person. Not the only one, but the one who communicates and engages with stakeholders The product owner explains the product backlog items to the developer, so communication is critical here. The product owner is also responsible for developing and clearly communicating the product goal, which is one of the most significant updates to the Scrum Guide from 2020. And very briefly, the product goal describes a future state of the product, which can serve as a target for the Scrum team to plan against. It is a commitment for the product backlog. Next, the scrum master. 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. The Scrum Master is also considered to be a true leader. They serve the Scrum team, the product owner, and the organization. The Scrum Master made sure that everyone first understood and, second, applied the Scrum framework in general in its practices, rules, and values. But the main responsibility of the schoolmaster is the team's effectiveness. I want to make a quick note here. The Scrum Master is not a project manager. Project management's activities are being distributed among all members of the Scrum team. Next, the developers. Developers are the people in the Scrum team that are committed to creating any aspect of a usable increment. They make a sprint plan for each sprint. They adapt that plan if needed. Of course, in order to achieve the sprint goal, they hold each other accountable. I've just said the sprint goal. What is it? It is a commitment for the Sprint backlog. Just like the product goal is a commitment for the product backlog, the sprint goal is the single objective for the sprint. And the third and last commitment is their definition of them.It is a pledge for the increase. For your exam, it is important to remember that each artefact contains a commitment, and both artefacts and commitments as groups and categories are mandatory. Next, two very important characteristics of the Scrum teams First, cross-functional That means the members of the team have all the skills necessary to create value each sprint. and second, self managing.That means they're empowered to decide who does what, when, and how. The size of the Scrum team is typically ten or fewer people. Having more than ten people requires too much coordination. So when or if the Scrum team grows, we should always consider splitting into smaller, cohesive Scrum teams. A product owner and a scrum master, or a scrum master and a developer, can be the same person. However, Scrum does not recommend that the reason be a conflict of interest. Next, the Scrum events Scrum sprint planning includes five events: the sprint daily scrum, sprint review, and sprint retrospective. I want to start with the sprint because the sprint is a container for all other events. As the Scrum Guide says, sprints are the heartbeat of Scrum, where ideas are turned into value. The maximum duration of the sprint is one month, but it can be three weeks, two weeks, or even one week. There are no pauses between the sprints. A new sprint starts immediately afterthe conclusion of the previous sprint. During the sprint, it is the sprint goal that helps the scrum team stay focused. The product owner has the authority to cancel a Sprint. That happens when the sprint goal becomes obsolete. The details around sprint cancellation have been removed from the Scrum Guide, but we should always remember that cancelling a sprint is always bad for the team. It requires regrouping, and it consumes resources. Next Sprint Planning This is where the Scrum team discusses three main questions Why is this print valuable? What can be done with this print? And how will the chosen work get done? during sprint planning? The sprint team creates the sprint goal. The developer selects PBIS from the product backlog to be included in the sprint backlog. It is an eight-hour event for a one-month sprint. Next Daily Scrum This is a daily 15-minute meeting for the developers of the Scrum team. The Scrum Guide says the purpose of the daily scrum is to inspect progress toward the spring goal and adapt the spring backlog as necessary. Adjusting the upcoming plant Work yes. During this event, the developers plan their work for the next day. But this is not the only time developers are allowed to adjust their plan. They can have open discussions throughout the day as well. The duration of the event is always 15 minutes, no matter the length of the sprint or the number of developers. As for the structure of the event, it is not defined in the Scrum guide so that developers can choose whatever structure or techniques they find useful. The Next Sprint Review The purpose of the sprint review is to examine the outcome of the sprint in determining future adaptations. The Sprint team presents the results of their work to key stakeholders, and progress toward the product goal is discussed. It's important to mention that key stakeholders attend this event and provide feedback. They share information about any changes that have happened in the marketplace. The Sprint team considers the information, and as a result, they decide what the best thing to do next is. So the Sprint Review is more than just a demo, a presentation, or a summary of what PBIS accomplished during the Sprint. It's a working session where the scrum team and the stakeholders exchange information, which affects the product backlog. Do you start to see how powerful this feedback loop that is going on is? First, you get the requirements, you build a small increment, and then you give the stakeholders and the end users a chance to use it to review the increment and provide feedback. Then, based on that feedback, adjust your plans for the next sprint. This allows us to build exactly what the stakeholders want with very little to no deviation. Anyway, the duration of the sprintreview is 4 hours, 41 minutes. Sprint's next sprint is retrospective. The last event the Scrum team does is called a "Sprint Retrospective." It happens after the Sprint review and before the next Sprint's planning. Just like the other events, the Sprint Retrospective is an opportunity to inspect and adapt. The Scrum Guide says the purpose of the Sprint Retrospective is to reduce waste, increase quality, and increase effectiveness. The Scrum team inspects how the last print went with regards to individuals, interactions, processes, tools, and their definition of time. This is a three-hour event for a one-month sprint. We've come to the Scrum artifacts, the product backlog, the Sprint backlog, and the increment. As I've already said, each artefact contains a commitment for the product backlog. This is the product goal. For the Sprint backlog, this is the spring goal. And for the increments, this is the definition of that: Now, let's take a quick look at the product backlog. The product backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum team. As I mentioned, the product holder is accountable for the product backlog. Usually, the items on top of the product backlog are ready to be selected for development and are ordered in a way that maximises the value of the product by placing its most valuable items on top. The product backlog is never complete. As for the product goal, we should remember that the product goal is the long-term objective for the Scrum team, and we cannot have multiple product goals at the same time. Yes, the team can achieve multiple product goals, but we do that one after another. After all, the idea behind the product goal is to provide focus, and this would not be possible if the Spring team was after 15 product goals simultaneously. Next. The spring backlog. The spring backlog is composed of three things: first, the spring goal. Second, the item selected for the sprint, and third, an actionable plan for delivering the increment. During the Sprint planning event, the developers decide how many items to move from the product backlog to the Sprint backlog. Here I want to point your attention to the fact that the product owner decides the order in which the product will be built. But the developers decide how many items to select for development. This is all because they do the work. Also, the guide says the developers who will be doing the work are responsible for the sizing. The Sprint backlog is not frozen; it changes during Sprint. As Morris learned, it is the work, the PDF, that the developers plan to get done in order to achieve the Sprint goal that is the leading element here. The sprint goal is the single objective for the next sprint, the increment. An increment is a concrete steppingstone toward a product goal. You remember the Agile Concept of Incremental Development? Let's build some of it before we build all of it. Think of an incremental AC version of the same product. So increment number four includes all previous increments. Number three, number two, and number one. The Scrum team decides when to release the increment. This may be a few increments at a time. It's not a rule to release an increment each sprint or to release it only once per sprint. We can basically release whenever we have a usable increment. And this is how we deliver value. They are defined by their commitment to the increment. As you know by now, I would like to say a few words about the definition of each. First of all, it increases transparency. Everyone in the team knows what it means for a PBI to be done. Think of it as a checklist. An example from the software world would be that code is written in a standard format. The code is free of bugs, the code is reviewed, the code is tested, and so on. I just want to give you the idea that this is not a complete list in any way. Finally, the definition of them may change over time. As the Scrum team matures, they might add more bullet points to the checklist and increase the quality of the work they do. And now, what happens when we scale Scrum—when we have multiple Scrum teams working on the same product? Well, the guide states that all Scrum teams must mutually define and comply with the same definition of them.I think it's critically important to understand that Scrum accountabilities, events, artifacts, and their commitments are mandatory. We're not allowed to skip an event, regardless of the reason. We cannot have a Scrum team without a Scrum master, for example, regardless of the reason. But if we do it, the result is not Scrum. And let me focus your attention on one of the last sentences in the Scrum Guide. the Scrum Framework as outlined. Hearing is immutable. While implementing only parts of Scrum is possible, the result is not Scrum. Scrum exists only in its entirety and functions well as a container for other techniques, methodologies, and practices. All right, that was a brief overview of the Scrum framework. Thank you for watching. I'll see you in the next video. And remember, stay purposeful. You.
Scrum replaced the word "role" with the word "accountability." The reason for this was that they wanted to emphasise that Scrum roles were not job titles or job descriptions. But the word "role" is not necessarily wrong as well. The fundamental unit of Scrum is a small team of people. a scrum team. The Scrum team consists of one Scrummaster, one product owner, and the developers. Within a Scrum team, there are no subteams or hierarchies. It is a cohesive unit of professionals focused on one objective at a time—the product goal—or simply said, we have one team focused on one product. Together we will discover the most important aspects of the three sets of accountabilities. And in this video I want to talk about two critically important characteristics of the Scrum team: cross-functionality and self-management. What does it mean for a Scrum team to be cross-functional? It means that the Scrum team has all the skills and all the competencies to create usable increments every sprint without depending on help outside the team or on other professionals. Do you remember the concept of incremental development? And that the purpose of the Sprint is to produce a usable increment or increments? This is how we achieve the Sprint goal. The Scrum Guide says multiple increments may be created within the sprint. And one of my favourite sentences in the current Scrum Guide is: "The moment a product backlog item meets the definition of an increment." This eliminates a lot of confusion. On the other hand, an increment is a stepping stone toward the product goal. And I would say achieving the product goal is a stepping stone toward the product vision. This would depend, of course, on the context of the organization, but generally that's the case. And to achieve all that, we need to be effective. We need cross-functional teams. You can also hear the term "feature teams" because they can create a feature, an increment, without relying on help outside the team. Another term is a component team. They cannot create an increment. They rely on another component team to continue to finish the work. In Scrum, we have featured teams. It's good to mention that cross-functionality refers to the entire Scrum team and not to any individual member. We do not expect a developer to be cross-functional in the next version of self-management. A self-managing team decides who does what, when, and how they are empowered by the organisation to manage their work. Self-management, however, has limits. Self-management does not mean that the team can ignore the organisation and do whatever they want. No, we still need to coordinate with other teams inside your organization. Of course, this is necessary. We still need to contribute to high-level organisational goals. For example, as you understand by now, self-managed teams know their boundaries. However, such teams are also effective because they resolve many of the unpredictable and challenging situations that require quick decisions. In other words, they do not have to report the problem to a manager who is outside the Scrum team and wait for an answer. Oftentimes that manager would have to coordinate with other managers, and depending on the organisational hierarchy, of course, the result is a delayed response. We don't want that. Thank you for watching. I'll see you in the next video. Stay purposeful.
We've come to the product owner role, its characteristics, and its qualities. Once again, let's first start with the Scrum Guide, and then I will explain. The product owner is accountable for maximising the value of the product resulting from the work of the Scrum team. How this is done may vary widely across organizations, scrum teams, and individuals. The product owner is also accountable for effective product backlog management, which includes developing and explicitly communicating the product goal, creating and clearly communicating product backlog items, ordering product backlog items, and ensuring that the product backlog is transparent, visible, and understood. The product owner may do the above work or may delegate the responsibility to others. Regardless, the product owner remains accountable. For product owners to succeed, the entire organisation must respect their decisions. These decisions are visible in the content and ordering of the product backlog and through the inspectable increment. As a Sprint review, the product owner is one person, not a committee. The product owner may represent the needs of many stakeholders in the product backlog. Those who want to change the product backlog can do so by persuading the product owner to do so. It's not much, in my opinion, but don't worry, we will expand the concepts. First of all, the product owner is a value maximizer. They maximise the value that's being delivered each sprint. And value is not just the financial benefit the organisation receives. It can also be successful value.For example, if a nonprofit organisation uses Chrome, then the term "value" can relate to safety or something else. Product owners are concerned with economics. When you talk about value, they always have the return on investment in mind. ROI: They know the cost of a Sprint. For example, to execute a onemonth Sprint, thecompany or the organisation expenses or $50,000. A product owner's goal is a positive ROI. The product owner is accountable for effective product backlog management. We say that the product owner owns the product backlog, which is one of the Scrum artifacts, as you remember. And to maximise the value the product delivers, the product owner orders the items in such a way that what they believe would bring the most value is put on the top of the product backlog. Why? because the developer selects items from the top of the product backlog to the Sprint backlog, and then they create a usable increment. And the only way we can deliver value is when we release the increment. Which brings me to the next topicwho decides when to release the increment? The answer is the whole Scrum team. Previously, the product owner was regarded as a release decision maker. Not an easy task, to be sure, but now, release decisions are made collaboratively by the entire Scrum team. Yet it is not clearly stated in the Scrum Guide. But I would like to focus your attention on this. The Scrum team is responsible for all product-related activities, including stakeholder collaboration, verification, maintenance, operation, experimentation, research and development, and anything else that might be required. Also, Scrum does not tell us when to release. It is a misconception that scrumteams must release once per sprint. Let's go back to the Scrum Guide. Multiple increments may be created within the Sprint, and an increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint review should never be considered a gate to release in terms of value. Simply said, the Scott team may decide to release multiple times per sprint or to release some of the increments from the last few sprints at once. This is perfectly acceptable. Next, the product owner is knowledgeable about the marketplace for the product. He or she must be aware of current market data or research. They don't need to do the research themselves, but they must be familiar with it. The product owner must know what's happening out there. They must listen to the marketplace. And what is the marketplace, by the way? People who want the product and can afford to buy it are the target audience. And here I'm talking about for-profit organizations. Armed with that marketplace knowledge, the product owner shares it with the entire scrum team. Next, the product owner, as well as the whole scrum team, does product backlog refinement, which is the act of breaking down and further defining product backlog items into smaller, more precise items. This is not an event for backlog refinement. It is an ongoing activity where the team members add details such as description, order, and size. You should know that these attributes may vary with the domain of work. Of course. This is why, with the latest update of the Scrum Guide, the word estimation was replaced with the word sizing. Basically, all technical language was removed so Scrum could appeal to a larger audience. Let me give you a prompt here. Breaking down a PBI into a smaller PBIS is considered refinement. But decomposing or breaking down a PBI into tasks in the spring backlog is not considered refinement. Next is the main person, the product owner. Not the only one, but the main person who communicates with stakeholders, for example, customers and end users. He or she makes sure key stakeholders participate in the script review event. Remember, this event is designed to collect feedback. But if stakeholders can share valuable, important information, the scrum team is happy to receive it at anytime, not just during the sprint review. Next, the product owner is one person, not a group of people or a committee. There is always one product owner per product, even if multiple teams are working on that product. Only the product owner has the authority to cancel a Sprint. The product owner has to collaborate closely with all members of the Scrum team. They must be available to clarify questions the developers may have during the Sprint. The product owner must clarify or explain product backlog items. If the developers don't understand Anitem, what do they do? They go and ask the product owner. And one topic that confuses many students is this: what happens when we have to make changes to the Sprint backlog? After all, the developers know best what's happening during the Sprint. So do the developers decide by themselves? and the answer is no. Changing the scope means adding or removing PBIS. The best way to go here is when the decision is made collaboratively between the product owner and the developers. Another question is this: does the product owner write all PBIS in the product backlog and manage the product backlog in general? The answer is no. In fact, the product owner can delegate some of their responsibility to the developer for the Scrum Master, so he or she can focus on high-level objectives. But in any case, the product owner remains accountable. We will continue in the next video.
Next, one of the biggest changes in the Scrum Guide from 2020 is the introduction of the product goal. The product goal is a commitment to the product backlog. It is a long-term objective for the whole Scrum team. The product owner is accountable for creating, writing down, and clearly communicating the product goal. It helps the scrum team stay focused. Think of the product goal as the future state of the product. The Scrum team has one product goal at a time. They set up another one once it is completed. It is not effective or recommended to have multiple protocols at the same time. I like to think that the product goal is a stepping stone towards a product vision. as I've already said. For example, you might need to achieve a few consecutive product goals to achieve the product vision and to avoid confusion for your exam. The product goal is mandatory. The product vision is optional, but it is recommended and supported as a concept by Scrum. Still, the product owner is the chief product visionary. The product owner keeps the product vision in front of their mind when he or she makes decisions about ordering the product backlog. Planning releases. This is with the Scrum team, and when they create the product goals and Sprint goals, I want to briefly touch on the acceptance criteria. This concept is not mandatory in Scrum. You don't have to use it, but you should know that it is different from the definition of that. Acceptance criteria are the conditions that must be met for a feature to be accepted by the end user, or client. They define the behaviour of the software from a user's perspective. For example, when I click the download button, a popup with a sign-up form with three fields should appear: first name, last name, and email. Once the developers do that, the product owner has to verify it to test it. Just like a user, he or she has to make sure everything works according to the acceptance criteria. This is usually done before the SprintReview event, where a presentation of the increment is shown to key stakeholders. The product owner has to review the dumb items during the sprint and before the sprint review, regardless if they have acceptance criteria or not. All this is true because you already know why. Because in "strong," we are very sensitive about the word done. If we say an item or an increment is done, it means no more work is needed, especially testing. Any type of testing we do before we say an item or an increment is done And now for the difference. The definition of done applies to all PBIS. An acceptance criterion is specific to each PBI. We have a dedicated lecture on the definition of them, and we will talk more about it there. For now, this is great to know. As I said, the product is only one per product, and if multiple teams are working on that product, it can become quite hard for the product owner to do all the activities we are talking about here. As a workaround, scrub practitioners may create a new role called product owner proxy. So they end up with one chief product owner and many product owner proxies for your exam. You should know that this is not allowed in Scrum. Next, let's talk about two events that the product owner is deeply involved with. The first one is Sprint planning. The second one is a Sprint review. During sprint planning, the whole sprint team crafts a sprint goal that guides the developer during the sprint. But based on what? Do we craft a sprint goal? And the answer is based on a business objective the product owner presents. During the Sprint review, the product owner is the leader who seeks feedback from key stakeholders. because the Sprint Review Event is not just a demo of the product. The purpose of the Sprint review is to inspect the outcome of the Sprint and determine future adaptations. I want to finish with the top five traits and skills of great product owners. According to Dawn and Ralph's book, the professional product owner who uses Scrum has a competitive advantage. First, the authors share with us that traits are what we are and skills are our abilities. Changing a trade means a personality change, and we all know this is very hard to do, but the skills are much easier to acquire and master. So the top five skills are in the domain of business Knowledge Communication Organization The top five negotiation-analytical characteristics are decisiveness, visionary, resilient leader accountable. Finally, the product owner can work part-time. So one person can act as a product owner for two products that are being developed. All right, I realise that's also a lot of information, but this is what you need to be confident. while taking the exam. Let's briefly go over the most important points. The product owner is a value maximizer. They are accountable for effective product backlog management, which includes creating and communicating a product goal. Creating and explaining PBIS and ordering the product backlog, making sure the product backlog is transparent, The product owner is one person, not a group of people or a committee. To succeed, everyone in the organisation must respect his or her decisions. Only the product owner has the authority to cancel the Sprint. The product owner is extremely knowledgeable about the marketplace for the product. During Sprint planning, the product owner brings a business objective from which the Sprint team creates the Sprint goal collaboratively. During the Sprint review, the product owner seeks feedback from key stakeholders. Product owners must be available to answer any questions. The developers have. The product owner reviews finished items. If he or she has written acceptance criteria for the PBI, they make sure the conditions are met. Writing acceptance criteria for the PBIS is not mandatory, but the definition of them is. If two products are being developed, there can be one person acting as a product owner for both products, or there can be two product owners, one for each product. Alright, that was it. I'll see you in the next video. Thank you for watching and stay purposeful.
It is time to talk about the Scrum Master. What does the Scrum Master do? What are their responsibilities and qualities? Let's get down to it. I will first start with the official definition in the Scrum Guide, and then I will expand the concepts so you can grasp them better. 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. The Scrum master is accountable for the Scrum team's effectiveness. They do this by enabling the Scrum team to improve its practises within the Scrum framework. Scrum Masters are true leaders who serve both the scrum team and the organisation as a whole. The Scrum Master serves the Scrum Team in several ways, including coaching the team members in self-management and cross-functionality, helping the Scrum team focus on creating high-value increments that meet the definition of them, causing the removal of obstacles to the Scrum team's progress, and ensuring that all scrum events take place and are positive, productive, and kept within the time box. The Scrum Master serves the product owner in several ways, including helping find techniques for effective product goal definition and product backlog management helping the Scrum team understand the need for clear and precise product backlog items, helping establish empirical product planning for a complex environment, and facilitating stakeholder collaboration as requested or needed. The Scrum Master serves the organisation in several ways, including leading, training, and coaching the organisation in its scrum adoption, planning and advising scrum implementations within the organization, helping employees and stakeholders understand, acting on an empirical approach for complex work, and removing barriers between stakeholders and the Scrum team. All right, all is well so far. But let me ask you a question. Is the Scrum Master a project manager? The answer is no. He or she is not. But you already know that. And now listen closely because I do not want to confuse you. Is the scrum master a manager? and the answer is yes. But the scrum master doesn't manage people. They don't have the authority to hire or fire people or tell the developers what to work on and how to do it. No, the Scrum Master manages the process, and many people prefer to use the word facilitate instead of manage. That's okay. In the book Essential Scrum, the author calls this process authority. The Scrum Master makes sure that all members of the Scrum team as well as those outside the team, thinking on an organisational level, understand the Scrum Framework in general and its practices, rules, and values. And of course, they do it in a civilised manner. That's why the scorekeeper is often considered a coach for the team. Next, the screwmaster causes the removal of impediments. In the past, we used to say that the scrum master was an obstacle remover. He or she removes impediments. However, with the most recent Scrum Guide update, the scrum master is now responsible for removing any obstacles that are impeding the scrum team's progress. So the Scrum Master's focus is on the team's effectiveness. And what is an impediment, you might be asking? This is an event that impedes any of the developers from working to their anticipated screen capacity. Honestly, I'm happy with the direction the people behind the Scrum guys are going with regards to the Scrum Master because, in the past, many organisations failed to see them valued as highly as theirs. Maybe the reason is that they had a weak understanding of what the role is all about. Or maybe the Scrum Guide wasn't clear enough. or maybe something else. It doesn't matter. What matters now is that the ScrumGuide places a premium on the scrum master. It is all clear, and I will say it for the third time, but this is the most important aspect. The Scrum master is accountable for the Scrum team's effectiveness. This is not easy. It's a challenging job. And the emphasis I'm talking about is in the very beginning of the Scrum Guide. in the Scrum definition section. Scrum requires a Scrum Master to foster an environment where a product owner orders work on a complex problem into a product backlog. Two: the Scrum team turns a selection of the work into incremental value during a sprint. Three: The Scrum team and its stakeholders inspect the results and adjust for the next sprint. Four repeat. I have more things to share with you regarding the Scrum, but I'll do this in the next video. Thank you for watching.
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