Scrum PSM-II - Professional Scrum Master II

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 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

 Done means that the Increment is in a usable condition and meets the Scrum Team’s Definition of Done. The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed as part of the Increment. Having an Increment that could be released to end users means that it is potentially releasable, which is one of the goals of Scrum. All work performed meets the Definition of Done means that the Developers have ensured that every Product Backlog item selected for the Sprint conforms to the agreed quality standards.

References:

The Scrum Guide, November 2020, p. 10-11

What is a Definition of Done?, Scrum.org, accessed on September 30, 2023

DONE Understanding Of The Definition Of "Done”, Scrum.org, December 16, 2019

B: Ask the Developers and the Product Owner if removing regression testing from the Definition of Done allows the team to produce useful and valuable Increments at the end of every Sprint. This is a good way to challenge the decision and make them think about the consequences of lowering the quality standards. The Scrum Master can help them understand the importance of delivering a potentially releasable product increment that meets the expectations of the stakeholders and customers.

C: Ask the Developers and the Product Owner what problem they are going to solve by altering the Definition of Done during the Sprint to remove regression testing. Will this raise transparency or improve quality? This is a good way to explore the root cause of the issue and find out why they are not able to complete regression testing for all of the selected Product Backlog items in the Sprint. The Scrum Master can help them identify and remove any impediments or inefficiencies that prevent them from achieving their Sprint Goal.

References:

Scrum Guide 2020, page 9: “The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product.”

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 12: “The Definition of Done is a crucial aspect of transparency. If it is not clear when work is done, then stakeholders may make wrong assumptions about the state of the software.”

The possible explanations for why this Scrum Team is struggling to craft a Sprint Goal are B, D, and E.

B. The Sprints are too long. A four-week Sprint is the maximum duration allowed by the Scrum Guide, and it may not be suitable for complex and uncertain work that requires frequent feedback and adaptation. A shorter Sprint may help the Scrum Team to focus on a clear and coherent Sprint Goal that aligns with the Product Goal and delivers a valuable Increment.

D. The Product Owner is not communicating the Product Goal that they want to achieve in upcoming Sprints. The Product Goal is a long-term objective for the Scrum Team that provides direction and purpose for their work. The Product Owner is responsible for communicating the Product Goal to the Developers and collaborating with them to create Sprint Goals that move them closer to the Product Goal. Without a clear Product Goal, the Scrum Team may lack a shared vision and end up working on unrelated items.

E. The Scrum Team is too big. The Scrum Guide recommends that the Scrum Team consists of 10 or fewer people, including the Scrum Master and the Product Owner. A larger team may have difficulties in collaborating effectively, self-organizing, and creating a meaningful Sprint Goal that reflects the collective commitment of the Developers. A smaller team may improve the communication, coordination, and cohesion among the Developers and help them to create and achieve a Sprint Goal.

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 3.3 (The Sprint Goal), page 9

The Scrum Guide, section 4.1 (The Product Backlog), page 11

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

Using Scrum does not ensure that adding more resources to a project proportionally increases the value delivered. In fact, adding more resources may have the opposite effect, as it can introduce more complexity, communication overhead, coordination challenges, and integration issues12. Scrum values quality over quantity, and focuses on delivering the most valuable and feasible outcomes in a given timebox3 . Scrum also encourages teams to be self-organizing and cross-functional, which means that they can work autonomously and collaboratively without relying on external resources or dependencies3 .

References: 1: Adding more resources in Scrum will proportionally increase the value … 2: The Mythical Man-Month - Wikipedia 3: Scrum - What is it, how it works, & how to start - Atlassian : How Scrum Teams can Complement Scrum by Adding Practices, Tools and …

A. You suggest taking the person aside and asking them what they believe the key outcomes are for the Daily Scrum. Effectively coaching them to help create focus during the Daily Scrum.

This is a good suggestion because it shows respect and empathy for the person, while also helping them understand the purpose and value of the Daily Scrum. Coaching is one of the core competencies of a Scrum Master, and it can help the person self-reflect and improve their behavior12. E. You suggest coaching the Developers to help them find a way to solve the problem, and own the solution.

This is another good suggestion because it empowers the Developers to take ownership of their own process and communication. The Scrum Master’s role is not to impose rules or solutions, but to facilitate and enable the team’s self-organization and collaboration12. By coaching the Developers, the Scrum Master can help them address the issue in a constructive and respectful way.

References: 1: What is a Scrum Master? | Scrum.org 2: What is a scrum master? [+ Responsibilities] | Atlassian

The Scrum Value of openness can easily impact all of the aspects listed in the question. Openness means that the Scrum Team and the stakeholders agree to be transparent about their work, their challenges, their learnings, and their progress. This fosters a culture of collaboration, trust, feedback, and continuous improvement. Openness also helps to ensure that the product quality meets the expectations of the customers and the stakeholders, and that the product is delivered in a timely manner. Openness also contributes to employee satisfaction, as it allows the Scrum Team members to express their opinions, share their ideas, and learn from each other.

References:

The Scrum Guide, section 2.2 (Scrum Values), page 6

The Scrum Master Learning Path, module 1 (Scrum Theory), lesson 3 (Scrum Values)

 User acceptance testing is a process of verifying that the product meets the user’s needs and expectations. It is an important feedback mechanism that helps the Scrum Team validate their assumptions, inspect the value and quality of the Increment, and adapt their plans accordingly. Scrum requires that the Increment be transparent, meaning that it is observable and understandable by anyone with a stake in the outcome. Scrum also requires that the feedback loop be short, meaning that the Scrum Team can receive and respond to feedback quickly and frequently.

Therefore, it is not a good idea to have user acceptance testing done every third Sprint, because:

The Increment will not be transparent (B), meaning that the Scrum Team and the stakeholders will not have a clear and shared understanding of what has been done and what remains to be done. This may lead to misalignment, confusion, or conflict over the product vision, scope, and quality.

The feedback loop is too long (B), meaning that the Scrum Team will not be able to inspect and adapt based on the user’s feedback in a timely manner. This may lead to wasted effort, missed opportunities, or reduced value delivery.

The other options are not correct because:

It does not depend on what is stated in their Definition of Done (A), which is a formal description of the state of the Increment when it meets the quality standards required for the product. The Definition of Done does not dictate how or when user acceptance testing should be done, but rather what criteria must be met for the Increment to be considered “Done”.

The Scrum Team is a self-managing team ©, which means that they have the autonomy and authority to organize and manage their own work within theboundaries of Scrum. However, this does not mean that they can ignore or postpone user feedback, which is essential for delivering value and satisfying customer needs.

The Scrum Team needs stability in the Sprint (D), which means that they need to have a clear and consistent Sprint Goal, Sprint Backlog, and Definition of Done throughout the Sprint. However, this does not mean that they need to avoid or resist user feedback, which is a source of learning and improvement for the product and the process.

References: : [Scrum Guide], The Increment : [Scrum Guide], Transparency : [Scrum Guide], The Definition of Done : [Scrum Guide], The Scrum Team : [Scrum Guide], The Sprint Goal

A. They discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to recur. This is a good action to take, as it shows that the Scrum Team is willing to inspect and adapt their process and improve their collaboration and communication. The Sprint Retrospective is an opportunity for the Scrum Team to identify the root causes of the problem and create a plan for implementing improvements in the next Sprint.

D. The Developers forecast the most likely Product Backlog items to meet the business objective and create a Sprint Backlog based on a likely initial design and plan. Once the timebox for the Sprint Planning event is over, they start the Sprint and continue to analyze, decompose, and create additional functionality during the Sprint. This is also a good action to take, as it shows that the Scrum Team is flexible and adaptive, and does not let uncertainty or ambiguity prevent them from delivering value. The Developers can use the Sprint Goal as a guide to select and refine the Product Backlog items during the Sprint, and collaborate with the Product Owner to ensure that they are meeting the expectations and needs of the stakeholders.

References:

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

The Scrum Guide, section 3.3 (The Sprint Goal), page 9

The Scrum Guide, section 3.5 (The Sprint Planning), page 10

The Scrum Guide, section 3.7 (The Sprint Retrospective), page 12

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 6 (The Sprint Retrospective)