Free Access Scrum.PSM-II.v2026-05-04.q131 Practice Test (Page 8)

Question 31

Peter is a new Product Owner on a newly formed Scrum Team. Peter has projected a product completion date based on an estimated velocity of 21 completed points per Sprint. After the first 3 Sprints, the team has determined that their maximum velocity is 15 points and they are unable to create shippable increments at the end of each Sprint.
What is the best way to proceed?

A.The Scrum Master would coach the team on improving their estimations and commitment to completing the Sprint Backlog.

B.The Sprints have failed to produce shippable Increments there for opportunities to inspect and adapt is lost. The Scrum Master would encourage the organization to add more team members in order to increase the team's capacity.

C.Extend the Sprint in order to complete the Sprint Backlog items.

D.Inform Peter that the projected completion date is not correct. The Development team would estimate the remaining work to produce a shippable Increment and suggest making it "Done" before working on new features. Based on empirical data, Peter can adjust the completion date and decide how to continue.

Question 32

The Scrum Master is no longer needed when teams become self-organized.

A.True

B.False

Question 33

Every Scrum team must have a Product Owner and Scrum Master.

A.False. A Product Owner can be replaced by a business analyst in the Development Team.

B.True. Each must be 100% dedicated to the Scrum Team.

C.True. Outcomes affected by their participation and availability.

D.False. A Scrum Master is only required when asked for by the Development Team.

Question 34

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.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.

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

D.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 35

Every Development Team should have the competencies and skills needed to deliver a Done Increment in a Sprint.