PSM-II Exam Dumps : Professional Scrum Master II

A Product Backlog item is a description of a feature or functionality that adds value to the product. It is selected by the Scrum Team during the Sprint Planning, based on the Product Owner’s proposal and the Developers’ forecast. It is expected that the Product Backlog item will be completed by the end of the Sprint, meaning that it meets the Definition of Done, which is a formal description of the state of the Increment when it meets the quality standards required for the product.

However, if a Product Backlog item is not completed by the end of the Sprint, meaning that it does not meet the Definition of Done, then:

• The item is not included in the Increment for this Sprint (B), which is a valid option as it ensures that only “Done” work is delivered to the customer and stakeholders. The Increment is a concrete and usable outcome of a Sprint that provides value and feedback. It should not contain any undone or partially done work that may compromise its quality, usability, or value.
• It is put on the Product Backlog for the Product Owner to decide what to do with it (D), which is another valid option as it respects the authority and accountability of the Product Owner to manage the Product Backlog, which is an ordered list of what is needed in the product. The Product Owner can decide whether to re-prioritize, re-estimate, refine, or remove the incomplete Product Backlog item based on new insights and stakeholder needs.

The other options are not correct because they:

• Review the item, add the done part of the estimate to the velocity and create a Story for the remaining work (A), which is not a good option as it violates the principle of commitment and transparency that underlies the Definition of Done. The Scrum Team should not count or report any work that is not “Done” as part of their progress or performance. The Scrum Team should also not split or create new Product Backlog items during or after the Sprint, as this may affect their alignment and focus on the Sprint Goal.
• Only the stakeholders decide over acceptance of undone work and whether to release it ©, which is not a good option as it violates the role and responsibility of the Product Owner and the Developers to deliver a potentially releasable Increment at the end of each Sprint. The stakeholders can provide feedback and suggestions for the product, but they cannot accept or release any work that does not meet the Definition of Done.

References: : [Scrum Guide], The Product Backlog : [Scrum Guide], The Definition of Done : [Scrum Guide], The Increment : [Scrum Guide], The Sprint Planning : [Scrum Guide], The Product Owner : [Scrum Guide], The Developers

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.

• 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.”