最新の2023年10月12日 PSM-II問題集は学習ガイドは試験合格するための秘訣 [Q31-Q49]

最新の2023年10月12日 PSM-II問題集は学習ガイドは試験合格するための秘訣

PSM-II問題集の無料PDFをゲットせよ！最近更新された問題

スクラムPSM-II（プロフェッショナルスクラムマスターレベルII）試験は、スクラムマスターの高度な知識とスキルをテストする認定試験です。これは、スクラムマスターが複雑で動的な環境でスクラムの原則と実践を効果的に適用する能力を評価するために設計された挑戦的で厳密な試験です。

PSM-II試験で取得される認定は、スクラムマスターがスクラム慣行について深い知識とスキルを持っていることを証明します。これにより、組織がより高品質な製品やサービスをより迅速かつ効率的に提供することができます。 PSM-II認定されたスクラムマスターは、複雑なプロジェクトをチームで導き、ステークホルダーに貴重な洞察とサポートを提供することができます。その結果、雇用主はますますPSM-II認定されたスクラムマスターを求めているため、この認定はスクラムのキャリアを進めたい専門家にとって貴重な資産です。

 

質問 # 31
Eight months ago your company started developing a new product consisting ot several major components.
You are the Scrum Master on the team building the "core" component of the product; your component also integrates all the other components.
The Scrum Teams work in monthly Sprints, and the team has forecast that it will deliver the integrated product in three Sprints. Recently the team's progress slowed because of changes to the other components that they integrate. The program manager is extremely upset when they find out that the team will need two more Sprints. The project managers of the other components confirm their adherence to the original forecast.
As a Scrum Master, what could you do to help the Product Owner?
(choose the best answer)

• A. You calculate how many additional developers it would take to increase velocity to make the original date. You inform the program manager of the additional budget for these developers. This would then allow meeting the original forecast
• B. You remove all items from the Product Backlog tor which development is forecast to be beyond the expected date.
• C. You lengthen your Sprints to accommodate the delays.
• D. You suggest working with the program manager and the project managers of the other components on the ordering and the value of your open Product Backlog items to redefine the possible delivery date.

正解：D

解説：
Explanation
As a Scrum Master, you could help the Product Owner by suggesting working with the program manager and the project managers of the other components on the ordering and the value of your open Product Backlog items to redefine the possible delivery date. This would allow you to collaborate with the stakeholders and align on the expectations and priorities of the product. You could also inspect and adapt your integration process and communication channels with the other teams to minimize the impact of changes and dependencies.
References:
The Scrum Guide 2020, section "The Scrum Master"
The Scrum Master Learning Path, module "The Scrum Master as a Coach"
The Professional Scrum Master II Course, topic "Stakeholder Management"

質問 # 32
After some small experiments with Scrum, your company decides to do a complete project with Scrum. As Scrum Master; you have been invited to the "project kick-off meeting" with IT and product management The Product Owner asks how many Sprints IT will need to first figure out architecture and infrastructure issues. What are two options to explain how such work is managed using Scrum?
(choose the best two answers)

• A. You explain that product management should not worry about such typical IT work. You inform them that you will assure that the team members reach out to the right people within the IT organization when needed During each Sprint Planning event they will keep the Product Owner updated about the additional effort it will take for that Sprint. That effort will come on top of the effort for the forecasted functional development.
• B. You explain that technical risks are best controlled when architecture and infrastructure emerge alongside the development of functionality. The additional advantage is that business value is created faster and sooner.
• C. You educate the Product Owner to add this work to the Product Backlog to uphold transparency. Ask the Developers to plan work during the first several Sprints to estimate these items, while also creating some business functionality in these early Sprints
• D. You thank product management for understanding that these efforts indeed require effort and budget You confirm that architecture and infrastructure are best addressed before starting Scrum, but that the exact budget is difficult to calculate upfront You say you will organize this work in timeboxed Sprints of no more than 30 days to limit risk and be transparent toward product management on the actual progress.

正解：B、C

解説：
Explanation
B) You explain that technical risks are best controlled when architecture and infrastructure emerge alongside the development of functionality. The additional advantage is that business value is created faster and sooner.
This is a good option because it is consistent with the Scrum principle of empiricism, which means that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than following a predefined plan12. By allowing the architecture and infrastructure to emerge iteratively and incrementally, the Scrum Team can address the most important and uncertain aspects first, and deliver valuable and functional increments every Sprint34.
D) You educate the Product Owner to add this work to the Product Backlog to uphold transparency. Ask the Developers to plan work during the first several Sprints to estimate these items, while also creating some business functionality in these early Sprints This is another good option because it is consistent with the Scrum value of transparency, which means that the Scrum Team and the stakeholders have a clear and common understanding of the product vision, goals, progress, and risks12. By adding this work to the Product Backlog, the Product Owner can prioritize and refine it according to the value and urgency, and communicate it to the stakeholders. By asking the Developers to plan work during the first several Sprints, they can estimate these items based on their actual experience and capacity, while also delivering some business functionality in these early Sprints34.

質問 # 33
Several Sprints into a project, a client is complaining to the Product Owner about the poor performance of the product.
As a Scrum Master, how can you help the Product Owner?

• A. Coach the Product Owner on effective ways to communicate this concern to the Development Team and encourage the Product Owner to add the performance issue to the Product Backlog.
• B. Note the issue for the next Sprint Retrospective.
• C. Notify the team responsible for system performance.
• D. Tell the Product Owner performance is defined by the Development Team.

正解：A

質問 # 34
Which of the following is required in Scrum?

• A. All Development Team members answering the three Question:s at the Daily Scrum
• B. Sprint Retrospective
• C. All of the above
• D. User Stories
• E. Sprint Burndown Chart

正解：B

質問 # 35
Over the course of several Sprints, the relationship between the Product Owner and the Development team has suffered. The Development Team is upset with the Product Owner for the constantly changing the upcoming items for the product. The Product Owner is upset with the Development Team for changing the work that needs to be done during the Sprint.
What should Steven, the Scrum Master, do?

• A. During the Sprint Retrospective, ask the Product Owner and the Development Team to address the issues.
  Have the Team discuss why the changes occur and what impact they have on the value of the product.
• B. Take the time between Sprints to organize a team building session to rebuild the relationship.
• C. Explain to the Development Team that the Product Owner is accountable for flow of value and needs to be followed in order to maximize the value delivered.
• D. The Scrum Master's responsibility is to ensure the Development Team has a stable velocity. Any changes that negatively impact the team's velocity will be rejected by the Scrum Master.

正解：A

解説：
Conflicts are a natural occurrence and the Scrum Master coaches the Development Team on the value of resolving conflicts. Leaving conflicts unresolved can impact the Scrum values of openness and respect diminishing trust. Lower trust levels will impact the Scrum Team's effectiveness and can cause impediments in the future. It is the responsibility of the Scrum Master to remove impediments that hinder the team through conflict resolution and facilitation.

質問 # 36
At the seventh Sprint Review, the stakeholders seem disappointed and angry. When asked about it, they say the product being built will not meet their needs and will cost more than they anticipated spending. What factors may have led to this?
(choose the best three answers)

• A. The Scrum Master has not ensured transparency.
• B. Changes to the project plan were not adequately documented and shared. The change request procedure was not diligently followed.
• C. The Project Management Office (PMO) and its project managers have not been adequately engaged, causing the project plan to become inaccurate.
• D. The stakeholders have not been using the Sprint Reviews to actively engage, and inspect and evaluate progress.
• E. The stakeholders were not allowed to enter the development area, or be present at the Daily Scrum.
• F. The Product Owner has not been interacting frequently with the stakeholders and kept them aware of the progress of the project.

正解：A、D、F

解説：
Explanation
A) The stakeholders have not been using the Sprint Reviews to actively engage, and inspect and evaluate progress. This is a possible factor that may have led to the disappointment and anger of the stakeholders. The Sprint Review is an event where the Scrum Team and the stakeholders collaborate to inspect the product Increment and adapt the Product Backlog based on feedback and new insights. If the stakeholders do not participate actively in the Sprint Review, they may miss the opportunity to provide input, voice their concerns, and influence the direction of the product development.
D) The Scrum Master has not ensured transparency. This is another possible factor that may have led to the disappointment and anger of the stakeholders. The Scrum Master is accountable for establishing and promoting transparency among the Scrum Team and the stakeholders, by ensuring that everyone has a clear and common understanding of the product vision, the Product Goal, the Product Backlog, the Sprint Goal, the Sprint Backlog, and the Definition of Done. Without transparency, there may be misalignment, confusion, or unrealistic expectations among the stakeholders regarding the product being built.
E) The Product Owner has not been interacting frequently with the stakeholders and kept them aware of the progress of the project. This is also a possible factor that may have led to the disappointment and anger of the stakeholders. The Product Owner is responsible for engaging with the stakeholders regularly and communicating the value, scope, and status of the product development. The Product Owner should also seek feedback from the stakeholders and incorporate it into the Product Backlog refinement and ordering. If the Product Owner does not interact frequently with the stakeholders, they may feel disconnected, ignored, or dissatisfied with the product being built.
References:
The Scrum Guide, section 2.3 (The Scrum Team), page 7
The Scrum Guide, section 3.6 (The Sprint Review), page 11
The Scrum Guide, section 4.1 (The Product Backlog), page 11
The Scrum Master Learning Path, module 2 (The Scrum Framework), lesson 5 (The Sprint Review) and lesson 6 (The Sprint Retrospective)

質問 # 37
Which two statements best describe a Sprint Goal? (Choose two.)

• A. During the Sprint Planning, the entire Scrum Team collaboratively crafts a Sprint Goal based on a business objective that the Product Owner would like to achieve that Sprint.
• B. Sprint Goals can change as new insights emerge during the Sprint.
• C. Sprint Goals give the Development Teams flexibility and creativity on how to implement functionality during the Sprint.
• D. Sprint Goals are defined when the completed work is reviewed at the end of a Sprint.

正解：A、C

解説：
The number of items selected from the Product Backlog for the Sprint is solely up to the Development Team.
Only the Development Team can assess what it can accomplish over the upcoming Sprint.
The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Development Team on why it is building the Increment. It is created during the Sprint Planning meeting. The Sprint Goal gives the Development Team some flexibility regarding the functionality implemented within the Sprint. The selected Product Backlog items deliver one coherent function, which can be the Sprint Goal. The Sprint Goal can be any other coherence that causes the Development Team to work together rather than on separate initiatives.

質問 # 38
Which statement best describes Scrum?

• A. A manual for defining best practices for software development.
• B. A clearly defined methodology that defines the software development process.
• C. A framework to address complex products in complex environments.
• D. A clearly defined and predictable process that follows the principles of Computer Science.

正解：C

解説：
Frameworks allow those closest to the problem the flexibility to creatively and productively deliver products of the highest possible value. Each component of Scrum serves a specific purpose and is essential to Scrum's success and your usage of Scrum to develop complex projects.

質問 # 39
Select the correct Scrum Team roles defined in Scrum.

• A. Development Team, Scrum Master, Product Owner
• B. Stakeholders, Scrum Master, Project Manager, Product Owner
• C. Engineers, Business Analyst, Product Owner
• D. Product Manager, Business Analyst, Development Team, Stakeholders

正解：A

解説：
The Scrum Framework only recognizes these three roles although others may be needed to help the team build the most valuable product possible.

質問 # 40
A Scrum Team has requested a hardening Sprint to integrate the work produced in previous Sprints and test before releasing.
What three scenarios has likely occurred? (Choose three.)

• A. Scrum has been customized in a suitable manner to make the previous work releasable.
• B. The Development Team is having difficulties with the ability to regularly release during a Sprint.
• C. The team's Definition of Done is not being adhered to during every Sprint.
• D. The team's Definition of Done is weak or incomplete causing a build up of technical debt.
• E. Hardening Sprints are supported by the Scrum framework so this is acceptable.

正解：B、C、D

解説：
At the end of a Sprint, the new Increment must be 'Done', which means it must be in useable condition and meet the Scrum Team's Definition of Done.

質問 # 41
Which two behaviors would reflect Servant Leadership in a Scrum Master? (Choose two.)

• A. Facilitating Scrum Events as requested or needed.
• B. Staying away from internal Development Team interactions, maximizing their autonomy and freedom.
• C. Resolving every impediment for the Development Team.
• D. Coaching the Development Team, the Product Owner and the organization on how to work empirically.

正解：A、D

解説：
The Scrum Master is responsible for serving the team by facilitating and removing impediments to ensure there are minimal roadblocks in the way of the team. The Scrum Master also coaches the Scrum Team and organization to ensure the benefits of Scrum is realized.
"Removing every impediment for the Development Team" may seem like the right thing to do but by doing it this way, the Dev Team's ability to self-organize would be limited. There are some impediments that will depend solely on the Scrum Master and there will be some that require collaboration with the Dev Team. The former might be working with the finance department to renew services that the team is using. The latter might be lack of skills to make a particular item done. The Scrum Master can coach the team on finding different solutions to resolve the issue.
"Removing impediments" is good. "Removing every impediment for the Development Team" is not so good and sometimes not even possible.

質問 # 42
Steven is a Scrum Master for three Scrum Teams building the same product and working from the same Product Backlog. Management wants to standardize how velocity is calculated across all three teams in order to identify which teams are high performing and which teams need more support.
What would be the best two responses Steven could provide to management? (Choose two.)

• A. Velocity is the amount of business functionality that a Scrum Team creates in a Sprint. It is unique to that team and used as an input to Sprint Planning.
• B. Providing incentives based on velocity can increase the Scrum Team's motivation to produce more value.
• C. Standardizing velocity across teams is a good way to understand which teams are producing the most value.
• D. There is no direct relationship between velocity and value.

正解：A、D

解説：
Working software is the primary measure of progress. Scrum is based on empirical process control theory where delivering working software frequently and measuring the impact helps the Product Owner maximize opportunity for the business to deliver value.

質問 # 43
Paul is a Product Owner for multiple products. Each product is allocated a dedicated Scrum Team and a set budget. Based on the average velocity of a previous product release, Paul had estimated a new product to take 9 Sprints to complete. The average velocity of the previous product release was 50 completed units of work per Sprint. Over the first 3 Sprints, the Development Team reported an average velocity of 40 completed units per Sprint, while not fully completing the required integration tests. The Development Team estimates that integration testing would require additional effort to make the increments shippable. The Development Team is unsure if the required velocity is achievable.
What is the most effective way to recover?

• A. The Development Team informs Paul that the progress he has perceived to date is not correct. The Increment is not releasable. They give Paul their estimate of the effort it would take to get the previous work 'done', and suggest doing that work first before proceeding with new features. The team also re- estimates the effort to make the remaining Product Backlog items 'done', including all integration effort. In the end, it is Paul's call to continue the project or to cancel.
• B. The Scrum Master will manage the Sprint Backlog and assign work to the Development Team members to ensure maximum utilization of each member. He/she will keep track of unused resources so that it does not impact the budget. Unused budget can be allocated for additional Sprints if needed.
• C. The Scrum Master sets the open work aside to be performed in one or more release Sprints. They remind Paul 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 Paul's role to inform users and stakeholders of the impact on the release date.
• D. In the next Sprints, the Development Team strives to make the selected work as close to 'done' as possible and at the minimum 90% completed. Any undone work is divided into new Product Backlog Items that will be deferred to the last Sprint in order to maintain stable velocity.

正解：A

解説：
Scrum is founded on empirical process control and asserts that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk. At the end of every Sprint, an increment of 'done' work must be available in order to inspect and adapt accordingly.

質問 # 44
A key measure of success for the Product Owner is velocity.

• A. False
• B. True

正解：A

解説：
Velocity only measures the team's average speed and does not reflect how much value is being delivered to the customers. Even when it's considered inside the project, while it's important, it's not the key measure of success. The Product Owner should be focused on how much value is delivered to the customers.

質問 # 45
Steven is a Scrum Master on a new Scrum Team.
What would be the best way for him to determine if the Product Owner is interacting enough with the Development Team during a Sprint?

• A. The Product Owner must always be present with the Development Team. Unavailability of the Product Owner is prohibited in Scrum.
• B. Check whether the Increment presented at the Sprint Review meets the Product Owner's expectations.
• C. Check whether the Product Owner is actively engaged at the Daily Scrums.
• D. See whether the Product Owner has provided enough information at the Sprint Planning to make his/her presence optional during the Sprint. The level of autonomy within Development Team can be the result of having the right presence from the Product Owner.

正解：D

解説：
Outcomes of the Scrum Team are affected by the Product Owner's participation and availability. During a Sprint he/she is responsible for answering Question:s from the Development Team about items in the current Sprint and optimizing the value of the work the Development Team does.

質問 # 46
A Scrum Team is struggling over the fact that not all Developers work full time and that other Developers regularly work from home. To solve the difficulties in aligning daily, at the Sprint Retrospective two Developers suggest having the Daily Scrum every three days, when everyone is in the office.
What would be three key concerns if the frequency of the Daily Scrum were to be lowered?
(choose the best three answers)

• 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.

正解：B、C、D

解説：
Explanation
A: Opportunities to inspect and adapt the Sprint Backlog are reduced. Re-aligning is bound to become even more difficult. This is a valid concern, as the Daily Scrum is an event where the Developers can inspect the progress toward the Sprint Goal and adapt the Sprint Backlog accordingly. If the Daily Scrum is held less frequently, the Developers may miss some opportunities to adjust their plan and collaborate effectively.
C: 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. This is a valid concern, as the Daily Scrum is an event where the Developers can share their work status, challenges, and dependencies with each other. If the Daily Scrum is held less frequently, the Developers may have less visibility and awareness of what is going on in the Sprint, and may face more surprises or risks.
D: Impediments are raised and resolved more slowly which might impact productivity and progress.
This is a valid concern, as the Daily Scrum is an event where the Developers can identify and communicate any impediments or issues that hinder their work. If the Daily Scrum is held less frequently, the Developers may have to wait longer to get help or support from their peers or the Scrum Master, and may lose some momentum or efficiency.
References:
Scrum Guide 2020, page 11: "The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work." Scrum Guide 2020, page 12: "The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work." 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."

質問 # 47
Another team's Scrum Master seeks your advice. The Daily Scrum always runs longer than 15 minutes. The Developers suggest splitting the Scrum Team into two teams. What is your response?
(choose the best answer)

• A. You agree - this is an appropriate solution to the problem.
• B. You agree - splitting the team into two teams is a good strategy to allow them to learn how to run Daily Scrums quickly and effectively. Once they have learned to limit the Daily Scrum to 15 minutes, you can combine the teams again.
• C. You disagree - there is not enough information to justify splitting a team into two teams. You ask if there is anything you can do to help your colleague, for example observe one of the Daily Scrums with them.
• D. You disagree - you tell the Scrum Master that as Scrum Master they need to manage the timebox better.

正解：C

解説：
Explanation
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)

質問 # 48
Steven, who is a Scrum Master, on one of the Scrum Teams has approached you asking for advice. Their Daily Scrum requires more than 15 minutes and the team has suggested dividing themselves into two separate teams in order to stay within the time box.
As another Scrum Master, what would be the best response?

• A. Agree - You agree that dividing the team into two is a good strategy to allow the teams to learn how to run Daily Scrums quickly and effectively. Once they've learned to limit the Daily Scrum to 15 minutes, you can merge the teams again.
• B. Unsure - dividing a team into two cannot be decided based on this information. You offer to observe.
• C. Agree - this is an appropriate solution to the problem.
• D. Disagree - as the root cause may not be that the team is too big.

正解：B

解説：
The relationship between cause and effect can become more clear when more information emerges.

質問 # 49
......

スクラムPSM-II認定は、スクラムマスター、アジャイルコーチ、およびスクラムとそのアプリケーションを深く理解している他の専門家に適しています。この試験は、スクラムの原則と実践を複雑で挑戦的なシナリオに適用するスクラムマスターの能力を評価するように設計されています。この試験では、候補者がスクラムフレームワークについての理解と、チームメンバー間のコラボレーション、コミュニケーション、透明性を促進する能力を評価します。

 

最新PSM-II試験問題集には高得点で一発合格：https://www.passtest.jp/Scrum/PSM-II-shiken.html

PSM-II認定試験問題集には70練習テスト問題はこちら：https://drive.google.com/open?id=1Gr9eCyAE3tsr3K0YD68jA4Ulo8_9lfQ6