Pass PSM I Exam to Get Scrum Certification

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February 20, 2023

The PSM I exam is hot, and passing it requires a deep understanding of Scrum solutions. Practicing with Scrum PSM I dumps questions can help you reinforce your knowledge and increase your chances of passing the exam. PSM I dumps are available to help you prepare for the PSM I exam. Using PSM I exam dumps questions is one effective way to supplement your study plan and increase your chances of success on exam day. Test free Scrum Certification PSM I exam dumps below.

Page 1 of 6

1. What factors are best considered when defining the Sprint length?

How often team membership changes and the size of the Development Team.

Having consistent Sprint length across all Scrum Teams.

The level of expertise over the technology to be used, ability to release an Increment to the end users, and the risk of being disconnected from the stakeholders.

2. If there are multiple Scrum Teams working on the same product, all of the Scrum Teams must mutually define a Definition of Ready (DoR). The DoR is a checklist that the Product Owner must fulfill before a Product Backlog item can be presented at the Sprint Planning. This protects the Development Team from interruptions and disruptions during the Sprint.

True

False

3. How should a Scrum Master coordinate the work when more than one Scrum Team is working on one product?

Teach them that it’s their responsibility to coordinate with the other teams to integrate and create a shippable product Increment at the end of every Sprint.

Identify and manage the dependencies between Scrum Teams.

Have the Product Owner work with the tech leads of each team to parse the Product Backlog and minimize overlap in User Stories.

Merge the teams and work from a single Sprint Backlog.

4. 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?

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.

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

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

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.

5. Three Development Teams are currently building a single product and pulling work from the same Product Backlog. All three teams have identified that they will need Dan, a database specialist, to work full time in their team for the next several Sprints.

What should Steven, the Scrum Master, do to solve this potential problem?

Manage the items in the Sprint Backlogs so that Dan can be utilized evenly for each team.

Assign Dan to the team with the most urgent tasks first and then move him to the next team and so on until the required support is completed.

Facilitate a discussion with all Development Teams on how they want to deal with this issue, and help them implement their preferred solution.

Ask Dan to work with the HR department to recruit and hire additional database specialists. In the meantime, have the Product Owner move items that do not depend on Dan to the top of the Product Backlog.

6. Which Scrum Value is impacted by trust?

Respect

Courage

Commitment

Openness

Focus

All of the above

7. Who determines how to do the work during the Sprint?

The Scrum Master.

The Technical Architects.

The Development Team.

The Team Leads.

The engineering director.

8. Which statement best describes the responsibility of the Product Owner?

Optimizing the value of the work the Development Team does.

Managing the Development Team.

Ensuring that the work meets the commitments to the stakeholders.

Acting as the go-between for the stakeholders.

9. The Development Team should have all the skills and competencies needed to:

Turn the Product Backlog items it selects into a potentially releasable product increment of functionality.

Do all of the development work in order to handoff to the testers in the subsequent Sprint.

Complete the project within the estimate as committed to the Product Owner.

10. What should a Development Team do if they don’t understand a functional requirement?

Request a specialist to be added to the Development Team.

Move the item to a future Sprint.

Complete as much as possible and add the remaining work as a new Product Backlog item.

Work with the Product Owner to determine what is possible and acceptable.

Page 2 of 6

11. Individual Development Team members have been approaching Steven, the Scrum Master, to complain about Chris. Chris has the most experience on the system they are building. He often questions the choices team members make in design and architecture making them feel bad.

What are two good ways for Steven to address this problem? (Choose two.)

Steven observes whether this topic is raised at the Sprint Retrospective. If not, then he checks with the team on how comfortable they are with the way the design and architecture is being handled.

Steven suggests facilitating a session with the full team to help resolve the issue.

Steven tells the concerned members that Chris’ opinions should be respected as he has the most experience and understands what is best for long term sustainability.

Steven shares his concerns with Chris and the impact on the other team members and that he should be a team player.

Steven takes the time between Sprints to organize a team building session to build a stronger relationship.

12. Who manages the progress of work during a Sprint?

The Scrum Master

The Product Owner

The Team Lead

The Development Team

13. Which of the following actions is appropriate for a Scrum Master at the Daily Scrum?

Making sure each member has an opportunity to answer all three questions.

Leading the Daily Scrum.

Teaching the Development Team to keep the Daily Scrum time-boxed to 15 minutes or less.

Updating the Scrum board.

All of the above.

14. Peter, the Product Owner, has been giving positive recognition to individual Development Team members who have moved their work to ‘done’ during the Daily Scrum. Peter wants to ensure the team is adhering to the ideal guideline on the burndown chart.

What would be two valid actions for Steven, the Scrum Master, to take? (Choose two.)

Steven talks with Peter about concerns of how his behavior might impact the team members and request that he stop attending for now.

Steven coaches Peter on best practices for updating the burndown chart as it provides accurate information on how well the team is performing.

Nothing. Steven is optional at the Daily Scrum and it is the responsibility of the team to decide how to best run it.

Steven coaches the Scrum Team about the purpose of the Daily Scrum.

15. What should a Development Team do if it realizes it has selected too much work after starting the Sprint?

Modify the definition of “Done” to ensure all Product Backlog items can be done by the end of the Sprint.

Work with the Product Owner to remove some work or Product Backlog items as soon as possible.

Add additional team members to handle the extra work.

Continue working and update the Product Owner at the Sprint Review.

16. During the implementation of an item in the Sprint Backlog, a conflict arises between team members about what work is needed to make the item ‘done’. Some say it is a part of the Definition of Done and others say it isn’t. Steven, the Scrum Master, observes a debate forming and members beginning to take sides.

What is the best action for Steven to take?

Bring the Development Team members together and interpret the Definition of Done for them so that there are no future conflicts on interpretation.

Immediately end the discussion before it becomes worse. Make the decision on what work is needed to make the item ‘done’ and teach the team about the importance of avoiding conflicts.

Facilitate a session with all members on the Scrum Team to help them resolve the conflict, refine the Definition of Done, and become effective again. Tell the team that conflicts are a natural occurrence and coach them on the value of resolving conflicts.

Bring the Product Owner to the discussion and have him/her decide the work needed to make the item ‘done.’ It is the Product Owner’s responsibility to manage the Development Team members.

17. In order to start the first Sprint, Scrum only requires a Product Owner with enough ideas, a Development Team to execute on those ideas, and a Scrum Master to guide the process.

True

False

18. How much work must a Development Team do to a Product Backlog item it selects for a Sprint?

An equal amount of time on analysis, design, programming, testing and documentation.

As much as it has informed the Product Owner will be done for every Product Backlog item it selects in conformance with the definition of “Done”.

All development work and at least some testing.

As much as it can fit into the Sprint. Any remaining work will be moved to a subsequent Sprint.

19. You have been hired as a Scrum Master for a company that has been doing business for over fifty years. In order to stay competitive, they have started an initiative to digitize their legacy systems. The company has several Scrum Teams working on different components that will be integrated to a single back office platform.

Your team is responsible for building the back office platform and integrating all other components. The Scrum Teams work in two week Sprints and are expected to deliver all functionality in six Sprints.

During development the requirement changes in the other components have been slowing down your team’s progress. Because of these changes, your team has estimated that they will not be able to deliver all expected work within the original timeframe. The Scrum Teams working on the other components confirm that they are still on track to meet the expected delivery date. The program manager in charge of the digitization initiative is upset and angry with your team.

As a Scrum Master, what could you do to help the Product Owner?

You suggest working with the program manager and the other teams on the ordering and the value of your team’s open Product Backlog items to redefine the possible delivery date.

You shorten your team’s Sprints to be ready sooner.

You remove all items from the Product Backlog for which development is forecasted to be beyond the expected date. These are likely to be low value anyhow.

You suggest adding additional developers to the team in order to increase velocity and meet the original date.

20. A time-box is:

An event that starts at a specific time.

An event with a minimum set time.

An event that cannot take more than a maximum amount of time.

An event that must happen by a specific time.

Page 3 of 6

21. What must the Development Team do during the first Sprint?

Create a potentially shippable product Increment that includes at least one piece of functionality.

Analyze and estimate the requirements for the subsequent Sprints.

Create a project plan in order to map functional development to Sprint dates.

Only design and develop the architecture and infrastructure.

22. What would be the best two ways to identify that a Development Team is self-organizing? (Choose two.)

Management is able to know which members are working on which items.

Creativity thrives and new possibilities are explored.

The Development Team members are cross-functional and knows what it needs to do to deliver the all tasks committed to the Sprint Planning.

The Development Team is able to resolve internal conflicts between members in order to continue working.

23. 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.)

Stress the value of working software over measured velocity.

Agree and acknowledge the Development Team’s hard work, so they will be motivated to do even more in the next Sprint.

Acknowledge the hard work but remind the Development Team that they need to improve in order to do even more in the next Sprint.

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.

24. Scrum promotes self-organization.

Which of these statements would NOT support self-organizing?

The Development Team deciding what work to do in a Sprint.

Removing the need for documentation.

Being a lightweight framework.

Removing titles for Development Team members.

25. When does a new Sprint begin?

Immediately after the next Sprint Planning.

Immediately after the end of the previous Sprint.

It depends on the Product Owner.

Every Monday.

26. A Development Team has a total of six members, 4 members who work full time in the office and 2 members who work part time at home. The Development Team is complaining that it is too difficult to synchronize every day and has suggested having the Daily Scrum every other day instead.

What would be three key concerns if the Daily Scrum is held less frequently? (Choose three.)

Impediments are raised and resolved more slowly.

Opportunities to inspect and adapt the Sprint Backlog are reduced.

Less information about the progress will be shared causing the Sprint plan to become inaccurate and reducing transparency over progress toward the Sprint Goal.

The Scrum Master loses the ability to update the burndown chart adequately.

The Product Owner cannot accurately inspect utilization of the individual team members.

27. What should a Development Team do with non-functional requirements?

Ensure they are addressed in every Increment.

Assign them to the technical leads on the team.

They will be addressed in the Integration Sprints.

Add them to a separate non-functional requirements list.

28. What is a good way for a Scrum Team to ensure that security concerns are addressed and transparent?

Add Security Sprints to resolve security concerns when needed.

Have the Scrum Team create Product Backlog items for each concern and/or add security concerns to the definition of “Done”.

Create a separate backlog for security items and only work on the items when a specialist becomes available.

Delegate the work to an external team.

29. Scrum addresses which of the following four risks in software development? (Choose four.)

The complexity and unpredictability of the requirements.

The stability and complexity of the technology.

The skills and working relationships of the people on the teams.

The timescale of the planned work.

The clear definitions of stages and gateways in the overall governance model.

The definition of incentive and bonus strategies by HR for all team members.

30. Peter, a Project Manager, has raised concerns about your Scrum Team’s productivity and progress towards the objectives.

Which is the best way to respond to Peter’s concerns?

Share the Product Backlog, the projections towards the release dates and ensure that Peter has access.

Show the Profit & Loss (P&L) report.

Share the current impediments.

Share the last stakeholder status report prepared by the Scrum Master.

Page 4 of 6

31. Which of the following are feedback loops in Scrum?

Daily Scrum, Sprint Review, and Sprint Retrospective

Daily Standup, Sprint Review, and Sprint Retrospective

Release Planning, Daily Scrum, and Sprint Review

Grooming, Daily Status, and Sprint Review

32. What would be the main benefits of self-organization?

Increased rule compliance, self-accountability, commitment.

Increased rule compliance, self-accountability, output.

Increased capacity, accuracy of estimates, output.

Increased creativity, self-accountability, commitment.

33. A Development Team, that has remote team members, typically spends time before the Daily Scrum to setup the meeting rooms and conference calling equipment and tools in order to have their Daily Scrum.

How should the Scrum Master handle this situation?

Allow the Development Team to self-manage and decide for itself what to do.

Setup the meeting and tell the Development Team that is how it will be done.

Ask the Development Team members to alternate who is responsible for meeting setup.

Inform management and ask them to solve it.

34. A key concern when multiple Development Teams are working for the same Product Backlog is minimizing dependencies between teams.

True

False

35. Successful use of Scrum depends on how well people behave and act in ways that reflect the Scrum values.

What can the value of openness affect?

Collaboration efforts.

Level of product quality.

Team member happiness.

Time to market.

Trust from stakeholders.

All of the above.

36. A Scrum Master teaches those who are interested in the Development Team’s progress that progress in Scrum comes from inspecting an Increment at the Sprint Review.

True

False

37. Multiple Scrum Teams working from the same Product Backlog must have the same Sprint start dates.

True

False

38. Steven is a Scrum Master for three different teams building a single product from the same Product Backlog. Development Team members from each team have approached Steven complaining that their teams need Nicole, an external specialist, to commit full time for their next Sprint.

Which three acceptable solutions would Steven consider? (Choose three.)

For Sprints that require Nicole’s expertise for more than one team, combine the teams into one and separate when they no longer need to share her services.

Investigate whether applying additional techniques or frameworks for scaling Scrum would be appropriate for this product team in the future, since you have multiple Scrum Teams working on the same product, with dependencies between the teams.

People from the Development Teams with an interest in Nicole’s domain could volunteer to take on this work in their respective teams.

Ask Nicole for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Development Teams to re-prioritize the work so that tasks not depending on Nicole can be done first.

Have the Development Team re-order the Product Backlog so Nicole can serve one team full-time in a Sprint.

Create a team with Nicole and people from the teams to temporarily work in Nicole’s domain to serve the existing teams.

39. Collaboration issues and technical dependencies between multiple Scrum Teams working on the same product can be fully resolved by using the correct version control tools.

True

False

40. Which statement best describes Scrum?

A clearly defined methodology that defines the software development process.

A manual for defining best practices for software development.

A clearly defined and predictable process that follows the principles of Computer Science.

A framework to address complex products in complex environments.

Page 5 of 6

41. A new Product Owner is hired to work on an existing product that has ongoing for five Sprints. He/she is unsure about all of the responsibilities of a Product Owner.

Which of these Product Owner’s activities are defined in Scrum?

Writing User Stories.

Interacting with stakeholders and ensuring that the most valuable functionality is always produced first.

Describing features as Use Cases.

Ensuring work is completed within scope and time.

42. During Sprint Planning, the Definition of Done will help the Development Team forecast the amount of work, selected from the Product Backlog, deemed feasible to make ‘done’ by the end of the Sprint.

Which two items best describes what ‘done’ means? (Choose two.)

All the work needed to prepare the Increment for User Acceptance Testing.

All the work needed to prepare the Increment for Integration Testing.

Having an Increment of working software that is potentially releasable to the end users.

All the work performed as defined in the Definition of Done.

All the work completed within the current skills and expertise in the Development Team.

43. Select two ways in which Scrum uses time-boxing to promote self-organization? (Choose two.)

Time-boxes ensures that the Development Team commits to completing the items in the Sprint Backlog by the end of the Sprint.

Time-boxes encourage the ones closest to the problem make the best possible decisions within the time-frame given the current situation.

Time-boxes can help teams plan how many additional Sprints is needed for User Acceptance testing.

Time-boxes helps everybody concentrate on the same problem at the same time.

44. Kevin is a senior developer that has recently joined an existing Scrum Team. The existing team members are unable to get along with Kevin and conclude that he is not a culture fit.

If necessary, who is responsible for removing the new team member, and why?

The Scrum Master because he/she is responsible for removing Impediments.

The Development Team is responsible because it is an internal team issue, and may request help from the Scrum Master.

The HR department, as they are responsible for the hiring process.

The Product Owner because he/she is responsible for managing the team.

45. Steven is a Scrum Master employed by the engineering department. The Director of Engineering considers using Scrum for a new project but wonders about the value of having all of the Development Team members attend the Daily Scrum. He is concerned that the employees already attend a lot of mandatory company meetings.

What are two outcomes of the Daily Scrum that Steven should explain on why the Daily Scrum is important? (Choose two.)

During the Daily Scrum the members of the Development Team will inform of problems that are hindering their progress, and for which they have no means to resolve. They will inform Steven as a Scrum Master, so he can remove the impediments and help the team be more productive.

Through the short, daily alignment of the Daily Scrum the members of the Development Team grow and improve a shared understanding of the most important work to be undertaken in the next 24 hours to achieve the best possible progress toward the Sprint Goal. This daily opportunity to inspect and adapt will enable the Development Team to best tackle any unforeseen circumstances that might otherwise disrupt the team’s progress.

The Development Team members will produce a daily status report indicating how much time was spent working on individual tasks since the last Daily Scrum. The reports will help in discussing how the Sprint went at the Sprint Review meeting. It will provide detailed insights into the accuracy of estimates versus actual time spent, which can be used to create better estimates at the next Sprint Planning.

The Daily Scrum serves for the Development Team to report to Steven, as a Scrum Master, all updates on the assigned tasks in the Sprint Backlog. He can then use the team’s updates to plan their work for the next day, making sure that every team member is assigned the right tasks.

During the Daily Scrum, the Development Team needs to update the Scrum board with their current status and progress, at a task level. This is crucial to ensure that the Directory of Engineering knows the team’s actual progress and control the work being done.

46. At the Sprint Planning, the Development Team is not able to forecast the number of Product Backlog items it can do in the upcoming Sprint due to unclear requirements. The Product Owner, however, was able to clearly define the business objective he hopes to achieve in the Sprint.

Which of the following two actions would you support? (Choose two.)

The Development Team forecasts 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 time- box for the Sprint Planning meeting is over, they start implementation and continue to analyze, decompose, and create additional functionality during the Sprint.

If all agree they can extend the Sprint Planning until the Development Team can forecast enough Product Backlog items before starting the implementation.

Allow the Development Team members as much time as needed to review the Product Backlog items and reconvene with the Product Owner when they are confident enough to make a forecast for the Sprint.

They discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to occur again.

47. A Scrum Team has been working on the same product for twelve Sprints.

What would likely be the immediate impact on the original Scrum Team if two new Scrum Teams are to be added the same product?

Its productivity is likely to decrease.

Its productivity is likely to increase.

Its productivity is likely to stay the same.

48. Which is the best description of a Product Owner?

Requirements developer.

Value optimizer.

Team leader.

Go-between between development team and stakeholders.

49. How often should Development Team membership change?

Frequently in order to share knowledge.

As needed, while taking into account a short term reduction in productivity.

Never, as it conflicts with the Scrum process.

As needed, as long as it doesn’t impact productivity.

50. The outcome of a Sprint can be impacted by which of the following? (Choose all that apply.)

The working relationships and skills of the people on the Scrum Team(s).

The complexity and stability of the technology.

The complexity of the requirements.

Page 6 of 6

51. What Development Team structure is best suited to produce integrated increments?

Every Development Team has the abilities to develop functionality from beginning to end throughout all technical layers.

Each Development Team specializes in one technical layer of the system (e.g. GUI, database, middle tier, interfaces).

52. 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 reestimates 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.

53. At the fifth Sprint Retrospective, the Product Owner mentions that he is surprised about the amount of technical debt that has built up in the system and that the product is not able to support an adequate number of users. Peter, the Product Owner, is upset that the product will need several more Sprints to address the scalability issues in order to meet his expectations.

What factors may have led to this?

The Scrum Team has not used the past Sprint Retrospectives effectively to inspect and adapt.

The Development Team has not been paying enough attention to technical quality.

The Development Team and the Product Owner are not having conversations around technical debt.

The Scrum Master has not ensured that the Scrum Team is transparent.

All of the above.

None of the above.

54. What would be typical Scrum Master activities during the Sprint?

Monitor the progress of the Development Team and assigning tasks.

Remove impediments and facilitating inspection and adaptation opportunities as requested or needed.

Avoiding conflicts and escalating to the line managers if conflicts occur.

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