私たちは君のIT技能を増強させられますし、君の簡単にScrumのPSM-IIミシュレーション問題認定試験に合格することができます。NewValidDumpsは長年の努力を通じて、ScrumのPSM-IIミシュレーション問題認定試験の合格率が１００パーセントになっていました。NewValidDumpsを選ぶなら、輝い未来を選ぶのに等しいです。 NewValidDumpsは多くの受験生を助けて彼らにScrumのPSM-IIミシュレーション問題試験に合格させることができるのは我々専門的なチームがScrumのPSM-IIミシュレーション問題試験を研究して解答を詳しく分析しますから。試験が更新されているうちに、我々はScrumのPSM-IIミシュレーション問題試験の資料を更新し続けています。 もしうちの学習教材を購入した後、試験に不合格になる場合は、私たちが全額返金することを保証いたします。

ScrumのPSM-IIミシュレーション問題試験に合格したいんですか。

我々PSM-II - Professional Scrum Master level II (PSM II)ミシュレーション問題問題集の通過率は高いので、90％の合格率を保証します。 NewValidDumpsはあなたの信頼を得る足ります。何の努力と時間もなくてScrumのPSM-II テストトレーニング試験に合格するのは不可能です。

努力すれば報われますなので、Scrum　PSM-IIミシュレーション問題資格認定を取得して自分の生活状況を改善できます。IT職員のあなたは毎月毎月のあまり少ない給料を持っていますが、暇の時間でひたすら楽しむんでいいですか。Scrum　PSM-IIミシュレーション問題試験認定書はIT職員野給料増加と仕事の昇進にとって、大切なものです。

Scrum PSM-IIミシュレーション問題 - きっと君に失望させないと信じています。

多分、PSM-IIミシュレーション問題テスト質問の数が伝統的な問題の数倍である。Scrum　PSM-IIミシュレーション問題試験参考書は全ての知識を含めて、全面的です。そして、PSM-IIミシュレーション問題試験参考書の問題は本当の試験問題とだいたい同じことであるとわかります。PSM-IIミシュレーション問題試験参考書があれば,ほかの試験参考書を勉強する必要がないです。

我々は受験生の皆様により高いスピードを持っているかつ効率的なサービスを提供することにずっと力を尽くしていますから、あなたが貴重な時間を節約することに助けを差し上げます。NewValidDumps ScrumのPSM-IIミシュレーション問題試験問題集はあなたに問題と解答に含まれている大量なテストガイドを提供しています。

PSM-II PDF DEMO:

QUESTION NO: 1
What is a Product Owner responsibility that he/she might delegate?
A. Representing stakeholders to the Scrum team
B. Attending the Sprint Review
C. Writing User Stories
D. Ordering the Product Backlog
Answer: D
Explanation:
The Development Team may need to order the Product Backlog as they would know the most about technical limitations, risks, or dependencies between Product Backlog Items. As User Stories is a localized practice, Scrum does not govern it or dictate the practice. How the team describes the items is up to them as long as it has enough information to be transparent and understood.

QUESTION NO: 2
Part of the team's Definition of "Done" requires creating or updating technical documentation in order to maintain the product and/or features in the future. The team's technical writer will be on vacation during the Sprint.
What should you do?
A. Encourage the technical writers from other teams to form a specialized team to organize and plan the work for multiple teams.
B. The Development Team members will write it as they are still responsible for creating the documentation to make the Increment done in conformance with their Definition of "Done."
C. Wait until the technical writer returns before continuing with related items.
D. Complete all development work first while adding technical documentation to the Product Backlog to be done in a subsequent Sprint.
Answer: B
Explanation:
All Product Backlog items selected for the Sprint are owned by the Development Team as a whole.
Although individual members may work on specific tasks, the Development Team is still accountable for doing the work to deliver a shippable Increment.

QUESTION NO: 3
A Development Team member has notified the Scrum Master of a potential data security risk.
What action should the Scrum Master take?
A. Ask the Development Team member to share the issue with the team as soon as possible.
B. Notify the test team.
C. Add a Product Backlog item to address the security issue.
D. Wait until the Sprint Retrospective to add security to the definition of "Done".
Answer: A
Explanation:
It is best to coach the Development Team members to collaborate on issues regardless of severity.
They may consult the Scrum Master of Product Owner if needed.

QUESTION NO: 4
During the Sprint Retrospective, the team is discussing the quality issues that prevented the team from delivering a releasable Increment at the end of the Sprint. The Development Team does, however, mention that they were able to achieve a high velocity.
What are the best two responses for Steven, their Scrum Master, to take? (Choose two.)
A. Facilitate a discussion on how to improve the quality to a level high enough for the Increment to be releasable, even if the measured velocity drops in the next Sprint.
B. Agree and acknowledge the Development Team's hard work, so they will be motivated to do even more in the next Sprint.
C. Stress the value of working software over measured velocity.
D. Acknowledge the hard work but remind the Development Team that they need to improve in order to do even more in the next Sprint.
Answer: A,C
Explanation:
Scrum employs an iterative, incremental approach to optimize predictability and control risk. The primary objective of a Sprint (iteration) is to produce a potentially shippable product Increment.
Having an Increment will allow the Scrum Team to know the right thing to do in the upcoming Sprint.
Having a velocity is important but working software is the primary measure of progress.

QUESTION NO: 5
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.)
A. 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.
B. Without feature teams, you cannot do Scrum. Postpone Scrum adoption until the teams are reorganized in feature teams.
C. 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.
D. 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.
Answer: C,D
Explanation:
Forming a team takes time, and members often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuckman's Forming,
Storming, Norming, and Performing model describes these stages. When you understand it, you can help your new team become effective more quickly.

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Updated: May 27, 2022