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PSM-III Valid Exam Fee Exam Pass Certify | Scrum PSM-III: Professional Scrum Master level III (PSM III)

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Scrum Professional Scrum Master level III (PSM III) Sample Questions (Q35-Q40):

NEW QUESTION # 35
"Technical debt is the sole concern of the development team". As a Scrum Master, do you agree with this statement? Whyor why not?.

Answer:

Explanation:
As a Scrum Master, I donot agreewith the statement that technical debt is the sole concern of the Development Team. While Developers are responsible for recognizing and understanding technical debt, its impact extends far beyond the team and affectsagility, quality, and deliveryat the product and organizational level.
First, technical debt directly influences a team'sability to remain agile. As technical debt accumulates, the cost and effort required to change the product increase. This slows down development, reduces predictability, and eventually makes it difficult-or even impossible-to deliver working software within reasonable timeframes. When agility is reduced, the entireorganizationsuffers, not just the Development Team.
Second, technical debt has a significant impact onproduct quality and delivery. High levels of technical debt often lead to defects, instability, and integration problems. This undermines the Scrum principle of delivering a "Done" Increment each Sprint. When the product cannot be reliably delivered or inspected, customers and stakeholders are directly affected, making technical debt a shared concern.
Third, while Developers are best positioned toidentify when technical debt occurs, addressing it requires collaboration across the Scrum Team. The Product Owner must understand that not all work in a Sprint will result in new functionality. Investing in reducing technical debt is an investment in future value, sustainability, and delivery capability. Stakeholders also need transparency about this trade-off.
Fourth, Scrum encourages making technical debt visible andaddressing it continuously, rather than postponing it indefinitely. This may involve adding technical debt-related work to the Product Backlog and prioritizing it alongside functional work. Treating technical debt as "invisible" or purely technical undermines empiricism and long-term value creation.

NEW QUESTION # 36
When many Development Teams are working on a single product, what best describes the definition of
"done?"

Answer:

Explanation:
When many Development Teams are working on a single product, there must beone shared Definition of Done (DoD)that applies toall teamsand tothe entire product Increment.
Single, Shared Definition of Done
Scrum requires that each Increment beusable and potentially releasable. When multiple teams contribute to one product, this means:
* There isone product, not multiple team products,
* There must therefore beone Definition of Donethat ensures consistency, quality, and transparency across all teams.
Having different Definitions of Done per team would result in:
* Inconsistent quality,
* Integration problems,
* Loss of transparency,
* Increments that are "Done" in isolation but not at the product level.
Integrated Increment-Level Definition of Done
The shared Definition of Done must includeintegration criteria, ensuring that:
* Work from all teams is integrated,
* The combined Increment meets quality and compliance standards,
* The product can be inspected and potentially released.
In scaled Scrum (e.g., Nexus), unintegrated work is explicitlynot considered Done, regardless of whether individual teams believe their work is complete.
Ownership and Evolution
While Developers collectively create and adhere to the Definition of Done, it applies at theproduct level, not the team level. As the product and organization mature, the Definition of Done may beexpanded, but it must always remain shared and transparent.

NEW QUESTION # 37
One of the Scrum events is the Sprint Review. How does the Sprint Review enable empiricism? What would the impact be if some members of the development team were not present?

Answer:

Explanation:
TheSprint Reviewis a key Scrum Event that directly enablesempiricism, which is the foundation of Scrum.
Empiricism is based on making decisions using what is known, observed, and learned, supported by the pillars oftransparency, inspection, and adaptation. The Sprint Review operationalizes these pillars at the product level.
How the Sprint Review Enables Empiricism
First, the Sprint Review createstransparencyby making the current state of the product visible. During the event, the Scrum Team presents a"Done" Product Incrementthat meets the Definition of Done. Stakeholders can see and often use the actual product rather than relying on reports or assumptions. This shared visibility ensures that discussions are grounded in reality.
Second, the Sprint Review enablesinspection. The Scrum Team and stakeholders jointly inspect the Increment and assess progress toward product goals. The Developers provide context about what was delivered, what was not, and what challenges were encountered. This inspection is focused on outcomes and value, not individual performance.
Third, the Sprint Review supportsadaptation. Based on the inspection and feedback, new insights emerge about customer needs, market conditions, risks, and opportunities. The Product Owner uses this information to adapt the Product Backlog, reordering items, adding new work, or refining existing items. This completes the empirical feedback loop by ensuring future decisions are based on the latest evidence.
Impact of Development Team Members Not Attending the Sprint Review
If some Developers are not present at the Sprint Review, empiricism is weakened.
First,transparency decreases. Developers possess critical, first-hand knowledge about implementation details, technical trade-offs, constraints, and risks. Without their presence, stakeholders receive an incomplete picture of the Increment and its implications.
Second,inspection becomes less effective. Stakeholders may ask questions about behavior, limitations, or quality that only Developers can accurately answer. The absence of Developers limits meaningful dialogue and reduces the quality of inspection.
Third,adaptation suffers. Decisions about what to do next-such as changes to scope, priorities, or technical direction-depend on accurate understanding. Without Developers participating, adaptations to the Product Backlog may be based on assumptions rather than evidence, increasing the risk of poor decisions.
Finally, excluding Developers underminesScrum Values, particularlyRespect and Openness, by treating the Sprint Review as a reporting event rather than a collaborative working session. This can lead to disengagement and reduced shared ownership of product outcomes.

NEW QUESTION # 38
A Development Team, arguing it is self-organising, indicates it no longer needs the Daily Scrum; they collaborate throughout the day and they feel it has become a needless ritual.

Answer:

Explanation:
A Development Team claiming self-organization as a reason to stop theDaily Scrumreflects a misunderstanding of bothself-managementand the purpose of Scrum events. As a Scrum Master, I would address this through teaching, coaching, and empiricism rather than enforcement.
Daily Scrum Is Mandatory in Scrum
First, it must be made clear that theDaily Scrum is a required Scrum event. The Scrum Guide defines it as a
15-minute event held every working day of the Sprint for the Developers. Choosing to eliminate it means the team isno longer practicing Scrum, regardless of how well they collaborate informally.
Self-Organization Does Not Mean Skipping Empiricism
Self-organizing (self-managing) teams decidehowto do the work, notwhetherto inspect and adapt. Scrum events exist to upholdempirical process control. The Daily Scrum specifically enables:
* Transparencyabout progress toward the Sprint Goal,
* Inspectionof the Sprint Backlog and current plan,
* Adaptationof work for the next 24 hours.
Informal collaboration throughout the day does not replace theshared, intentional inspection momentthat the Daily Scrum provides.
The Daily Scrum Is Not a Ritual or Status Meeting
If the Daily Scrum feels like a needless ritual, this is asignal that it is not being used correctly. It should not be a status report or a meeting for the Scrum Master or Product Owner. Instead, it is aplanning event for the Developers, focused on how to best achieve the Sprint Goal.
As a Scrum Master, I would coach the team toimprove the Daily Scrum, for example by:
* Centering the discussion on progress toward the Sprint Goal,
* Making impediments and risks explicit,
* Using different formats that suit the team's context.
Risks of Removing the Daily Scrum
Removing the Daily Scrum reducestransparencyand delays inspection and adaptation. Problems such as integration issues, misalignment, or threats to the Sprint Goal may surface too late, increasing risk and waste.
Over time, this undermines predictability and value delivery.

NEW QUESTION # 39
The definition of "Done" describes the work that must be completed for every Product Backlog item before it can be deemed releasable. What should the Development Team do when, during the Sprint, it finds out that a problem outside of their control blocks them from doing all this work?

Answer:

Explanation:
When the Development Team discovers during a Sprint that a problemoutside of their controlprevents them from completing all work required by theDefinition of Done, this situation must be addressed through transparency, inspection, and adaptation, rather than by lowering standards.
1. Make the Impediment Transparent Immediately
The Development Team shouldmake the issue visible as soon as it is discovered. This includes:
* Raising it in theDaily Scrum,
* Clearly stating how it impacts the Sprint Goal and the Definition of Done.
Transparency is critical so that inspection and adaptation are based on reality, not assumptions.
2. Do Not Compromise the Definition of Done
The Definition of Done mustnot be relaxed or bypassedto "get something done." Lowering quality destroys transparency and creates false progress. If the Definition of Done cannot be met, the work isnot Doneand should not be considered releasable.
3. Collaborate to Adapt the Sprint Backlog
The Development Team should collaborate with theProduct Ownerto inspect the impact and adapt the Sprint Backlog. This may include:
* Removing or adjusting affected Product Backlog Items,
* Focusing on work that can still meet the Definition of Done,
* Preserving theSprint Goal, if possible.
4. Escalate the Impediment Through the Scrum Master
Because the problem is outside the team's control, it qualifies as animpediment. The Scrum Master must help remove or mitigate it by working with the organization or external parties. If the impediment cannot be resolved quickly, its impact should be addressed in planning and stakeholder communication.

NEW QUESTION # 40
......

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