Professional Scrum Master II

Here you have the best Scrum PSM II practice exam questions

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These questions were last updated on May 4, 2026
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Question 1 of 221

A Scrum Master is not only a servant-leader to the Scrum Team and organization, it's also considered a management position.

Which three activities describe what a Scrum Master manages as reflected by the Scrum Guide? (Choose three.)

Reporting on the performance of the Sprint.

The way Scrum is understood and enacted within the organization.

Managing the capacity and utilization of each Development Team member.

Managing the process in which Scrum is applied.

Managing the Product Backlog items and work in the Sprint Backlog.

Removing organizational impediments that limits the team's progress and productivity.

Question 2 of 221

An organization has just hired you as a new Scrum Master to help them transition their teams from their current traditional process to Scrum. The teams are currently structured to specialize in a single function. This is also known as component teams where a team would only address a single layer (i.e. design, frontend, backend, database, testing, etc.). You've introduced the concept of cross-functional teams where all the skills needed to produce business functionality, from end to end, are inside of a single team.

What should you keep in mind when transitioning from siloed teams to cross-functional teams? (Choose two.)

It is easier to compare the performance between cross-functional teams in order to identify to which teams to assign tasks and which teams need additional coaching.

Newly formed teams will need time to stabilize before reaching their peak performance. During the initial stages of forming, performance will suffer and productivity may be low, although even then delivery of business value is still likely to increase.

Without feature teams, you cannot do Scrum. Postpone Scrum adoption until the teams are reorganized in feature teams.

People from the different layers and components will need time to become accustomed to working and delivering unified functionality together as one Scrum Team thus productivity may suffer.

Question 3 of 221

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?

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.

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.

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.

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.

Question 4 of 221

Paul, a Product Owner of one of the Scrum Teams, has been attending the Daily Scrum. During the Daily Scrum, the Development Team members have been reporting their daily work to Paul so that he is aware of their Sprint progress and what each member is working on.

What is the best action for the Scrum Master to take?

Ask Paul to stop attending the Daily Scrum.

Coach Paul and Development Team members on the purpose of the Scrum events and let them figure out what to do in this situation.

Allow the Paul to participate in the Daily Scrum as he is responsible for the success of the product.

Facilitate the Daily Scrums to avoid any conflicts between the Development Team members and Paul.

Question 5 of 221

Steven, the Scrum Master, is approached by one of the Development Team members saying that they are not completing regression tests for all of the work they are performing to the level defined in the Definition of Done. They have discussed this with the Product Owner and decided to remove regression testing from the

Definition of Done.

Which two actions are the most appropriate for Steven to take? (Choose two.)

Reject the decision as the long term maintainability of the product will be negatively impacted by modifying the Definition of Done.

Accept the decision as a mutual agreement has been made between the Development Team and the Product Owner.

Ask the Development Team and the Product Owner what problem they are trying to solve by altering the Definition of Done and removing regression testing from it. In what ways will this decision impact transparency and quality?

Ask the Development Team and the Product Owner if they are still able to produce potentially shippable product increments by altering the Definition of Done?

Question 6 of 221

Which of the following best describes the approach used when configuring high availability across multiple regions to ensure minimal downtime during failover events?

Deploy active-active clusters with cross-region replication and automated DNS failover to maintain service continuity

Use a single-region deployment with periodic manual snapshots for disaster recovery purposes

Configure load balancers in each region with independent database instances and no synchronization

Implement cold standby servers that require manual intervention to activate during outages

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