Discuss Scrum PSM-II Exam Topic 2 Question 89

Your organization always stresses the importance of on-time delivery and reliability. A manager has detected that your team's progress is too slow. They feel that your team's velocity needs to be 10% higher.

The organization expects you, as the Scrum Master, to make it happen. How do you respond?

(choose the best two answers)

AYou educate management that it is the Scrum Team's responsibility to improve their velocity. You invite management to the next Sprint Retrospective to brainstorm on how they can improve.

BYou inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.

CYou explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer management to the Product Owner for all information concerning the progress of development.

DYou tell management that this is not your accountability in Scrum. You direct them to the Product Owner to determine whether the forecast is accurate.

EYou help management understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile you present this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this.

Suggested Answer: B, C

B) You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.

This is a good answer because it is consistent with the Scrum Master's accountability to serve the Scrum Team and the organization by identifying and addressing the factors that hinder the team's effectiveness12. By informing management of the organizational impediments, you can leverage their authority and influence to resolve them. By enlisting their help, you can also foster a collaborative and supportive relationship with them. C. You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer management to the Product Owner for all information concerning the progress of development.

This is another good answer because it is consistent with the Scrum Master's accountability to educate and coach the organization on the Scrum framework and its principles12. By explaining how velocity is used in Scrum, you can help management understand that it is not a reliable metric for measuring performance or comparing teams.By referring management to the Product Owner, you can also respect the Product Owner's accountability to manage the product backlog and communicate the value and status of the product34.

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31 comments · newest first

Lucina 6 months ago

E is great! It sets a challenge but keeps it in the team's hands.

Sylvia 6 months ago

I like A. Educating management can help long-term.

Dottie 6 months ago

D is too dismissive. We should engage, not push them away.

Malinda 6 months ago

C feels right too. Management needs to understand our process.

Jesus 6 months ago

I prefer B and E. Removing impediments is key!

Brock 7 months ago

I think A and E are solid choices. We need to involve management.

Hector 7 months ago

Just a reminder, velocity can fluctuate based on many factors, not just team effort.

Lashaunda 7 months ago

Totally agree with option E! Gradual improvement is key, and it motivates the team.

Bobbye 8 months ago

Wait, can we really expect a 10% increase just like that? Seems unrealistic.

Annett 8 months ago

Seriously, if they want a 10% increase, they should be prepared to remove some major impediments. This isn't a simple fix.

Peggie 8 months ago

Haha, I bet the management wants a magic wand to instantly boost the team's velocity. Good luck with that!

Antonio 8 months ago

D is a cop-out. As the Scrum Master, I should be proactive in helping the team improve.

Annamae 8 months ago

E is a clever approach. Challenging the team while letting them figure it out is a good way to improve velocity.

Sabrina 8 months ago

A and B are the best options. As the Scrum Master, I need to educate management and help remove organizational impediments.

Royal 9 months ago

I practiced a similar question where the focus was on accountability, and I think option D might be too dismissive of management's concerns. It feels risky to just redirect them.

Fidelia 9 months ago

I feel like option C could be a good choice since it emphasizes the role of the Scrum Team in forecasting, but I wonder if management would really understand that.

Kasandra 9 months ago

I think option B makes sense because addressing impediments is crucial for improving productivity, but I’m a bit confused about how to balance that with management's expectations.

Nikita 9 months ago

This is a great opportunity to educate management and get them involved in the process. I'll go with Approach A and B - that way, we can work together to find a solution.

Alfred 9 months ago

Okay, I've got this. I'll focus on removing impediments and challenging the team to improve, while making sure management understands their role. Approach B and E are the way to go.

Catarina 9 months ago

I'm feeling a bit confused here. On one hand, I want to be transparent with management, but on the other, I don't want to overstep my role as Scrum Master. I'll need to review the Scrum principles again.

Sharika 10 months ago

I remember discussing how important it is for the Scrum Master to facilitate communication between the team and management, but I'm not sure which option best reflects that.

Hershel 10 months ago

Nah, I feel like option A is better. Management should be involved in the process!

Joni 10 months ago

I think option B makes the most sense. We need management's support to clear roadblocks.

Maryanne 10 months ago

C is also a good answer. Velocity is for forecasting, not predicting future productivity.

Hayley 11 months ago

Hmm, I think the key is to strike a balance between involving management and empowering the team. Approach B and E seem like the best options to me.

Simona 11 months ago

This is a tricky one. I'm not sure if I should educate management or just let them know it's not my responsibility. I'll have to think this through carefully.

Lashanda 5 months ago

↳ replying to Simona

Balancing education and accountability is tricky. We need a solid plan.

Angella 5 months ago

↳ replying to Simona

True, but we also need to show them it takes time to improve.

Frederica 5 months ago

↳ replying to Simona

I like the idea of enlisting their help to remove impediments.

Erinn 6 months ago

↳ replying to Simona

But what if they don’t get it? We might just frustrate them more.

Erick 10 months ago

↳ replying to Simona

I think educating management is key. They need to understand our process.

Scrum PSM-II Exam - Topic 2 Question 89 Discussion