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Sean Ward Sean Ward

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Scrum Professional Scrum Master level III (PSM III) PSM-III Prüfungsfragen mit Lösungen (Q35-Q40):

35. Frage
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.

Antwort:

Begründung:
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.

36. Frage
In what way does Scrum encourage ethical behaviour, doing "the right thing", in software development?

Antwort:

Begründung:
Scrum encourages ethical behaviour in software development by creating a framework that promotes transparency, accountability, quality, and respect for stakeholders, all of which are grounded in the Scrum Values. Rather than prescribing ethical rules, Scrum embeds ethical behaviour into the way work is organized and delivered.
First, Scrum promotes ethics through its focus ondelivering valuable, high-quality working products. The Scrum Guide emphasizes delivering usable Increments that meet a shared Definition of Done. By prioritizing quality and value for both the organization and end-users, Scrum discourages practices such as cutting corners, hiding technical debt, or delivering misleading progress, which are ethically questionable.
Second, Scrum strongly supportstransparency, a core pillar of empiricism. All significant aspects of the work-such as progress, impediments, risks, and uncertainties-are made visible through artifacts and events.
This transparency encourages honesty about what can and cannot be achieved and prevents unethical behaviour such as misreporting status or concealing problems until it is too late.
Third, Scrum encouragesaccountabilityat both individual and team levels. Clear accountabilities for the Product Owner, Developers, and Scrum Master ensure that responsibility is not diffused or avoided. Teams are accountable for delivering value, improving their way of working, and meeting their commitments. This accountability fosters ethical decision-making and ownership of outcomes.
Fourth, Scrum supports ethical behaviour throughcontinuous learning and improvement. Sprint Retrospectives create a structured opportunity to reflect on mistakes, share knowledge, and improve processes and practices. This openness to learning promotes humility, integrity, and a willingness to correct issues rather than ignoring or rationalizing them.
Finally, Scrum is explicitly guided by theScrum Values of Commitment, Courage, Focus, Respect, and Openness, which form its ethical foundation.
* Commitmentencourages teams to do what they say they will do.
* Courageenables individuals to raise concerns, admit problems, and challenge unethical practices.
* Focushelps teams concentrate on delivering real value rather than superficial outputs.
* Respectensures consideration for colleagues, stakeholders, and end-users.
* Opennesspromotes honesty about progress, challenges, and uncertainty.

37. Frage
You have been appointed the Scrum Master for a brand new product your organization is planning to develop.
A ProductOwner has also been appointed. Initially, fifteen developers will work on the product. What approaches are common forforming teams for this product, and how do they likely benefit or hinder the Product Development effort?

Antwort:

Begründung:
When starting development of a brand new product with fifteen developers, forming effective teams is a critical early decision that significantly influences the success of product development. From a Scrum Master' s perspective, multiple approaches are commonly used in practice. Each approach offers distinct benefits and drawbacks when evaluated against Scrum principles such asself-organization, cross-functionality, and value delivery.
1. Facilitating Teams to Self-Organize
One common approach is tofacilitate the developers in forming teams themselves. This approach aligns strongly with Scrum, as the Scrum Guide states that Scrum Teams areself-managingand decide internally how best to accomplish their work.
Benefits:
Allowing teams to self-organize promotesempowerment, ownership, and accountability. Developers can use their existing knowledge of each other's strengths, weaknesses, and working styles to form balanced teams. This often increases motivation and psychological safety, both of which support high performance.
Hindrances:
For a new product, this process can bemessy and time-consuming, especially if developers lack experience in forming effective teams. Teams may optimize for comfort or familiarity rather than cross-functionality, potentially leading to skill gaps or imbalanced teams.
2. Forming Two or Three Cross-Functional Feature Teams
Another common approach is to deliberately formtwo or three cross-functional feature teams, each containing all the skills necessary to deliver working product increments.
Benefits:
This approach closely matches how Scrum describes teams.Cross-functional feature teamscan independently deliverintegrated, "Done" Incrementsof the product, improving flow, reducing dependencies, and supporting empiricism. All necessary skills are available within the team, enabling faster inspection and adaptation.
Hindrances:
In the context of a brand new product, teams may not yet knowwhich skills are actually required, making it difficult to form truly balanced teams upfront. Additionally, specialists may feel isolated and lose regular interaction with peers who share the same expertise across teams.
3. Forming Teams Based on Specialization (Component Teams)
A third approach is to organize teams according totechnical specialization, such as front-end and back-end teams. These are often referred to ascomponent teams.
Benefits:
This structure allows specialists to work closely together, enablingfast knowledge sharing, technical consistency, and deep expertisein specific components of the system. It can feel efficient, especially in the early stages of development.
Hindrances:
From a Scrum perspective, this approach significantly hindersvalue delivery. Component teams struggle to deliver complete, integrated features independently and introduce dependencies and handoffs. This makes it harder to produce a usable Increment each Sprint and isnot how Scrum describes teams, even though it remains a commonly used strategy in many organizations.
Scrum Master Perspective and Conclusion
As a Scrum Master, my role is not to mandate a single team structure, but tocoach and facilitatethe organization toward structures that best enable Scrum. While all three approaches are seen in practice, Scrum clearly favorsself-organizing, cross-functional feature teamsbecause they maximize learning, transparency, and the ability to deliver value each Sprint.

38. Frage
The Product Owner remains distant. He/she has handed over the required Product Backlog for the Sprint but is not collaborating with the Development Team during the Sprint. What are valuable actions for a Scrum Master?

Antwort:

Begründung:
A distant Product Owner represents arisk to value delivery, transparency, and empiricism. While the Product Owner has provided a Product Backlog for the Sprint, lack of collaboration during the Sprint undermines learning and informed decision-making. As a Scrum Master, the focus should be oncoaching, enabling collaboration, and addressing systemic impediments, not substituting for the Product Owner.
1. Make the Impact Transparent
The Scrum Master should help make the impact of the Product Owner's absencevisible:
* Reduced ability to clarify Product Backlog Items,
* Slower decision-making when discoveries occur,
* Increased risk to the Sprint Goal and product value.
This transparency should be established through respectful conversations with the Product Owner and, if needed, through Scrum events such as the Sprint Retrospective.
2. Coach the Product Owner on Accountability
The Scrum Guide states that the Product Owner is accountable formaximizing valueandProduct Backlog management, which requires ongoing collaboration with Developers. The Scrum Master should coach the Product Owner to understand that handing over a backlog at Sprint Planning isnot sufficientand that availability during the Sprint is essential for empiricism.
3. Enable Better Collaboration Without Replacing the Product Owner
The Scrum Master should help create opportunities for collaboration, such as:
* Encouraging regular clarification moments during the Sprint,
* Improving Product Backlog refinement so fewer questions remain unanswered,
* Helping Developers prepare focused questions to use limited Product Owner availability effectively.
However, the Scrum Master mustnot take over Product Owner responsibilities, as this would blur accountabilities.
4. Address Organizational Causes
If the Product Owner's distance is due to workload, role confusion, or organizational pressure, this becomes an organizational impediment. The Scrum Master should raise this issue with leadership and help the organization understand the risk of an unavailable Product Owner to product outcomes.

39. Frage
During a retrospective, one of the more junior developers confesses he has a hard time getting his opinion heard. Whendiscussing the work to be done, the more experienced developers often don't let him finish his sentences or disregard what hehas to say. What Scrum Values are touched upon here?

Antwort:

Begründung:
The situation described directly touches on several coreScrum Values, which guide behavior and collaboration within Scrum Teams. In particular, the values ofCourage, Respect, and Opennessare most prominently involved.
First, the value ofCourageis demonstrated by the junior developer. Speaking up about feeling unheard, especially in front of more experienced colleagues, requires personal courage. Scrum encourages team members to be brave in raising difficult or uncomfortable issues so that problems can be addressed rather than ignored. Without courage, important impediments to collaboration and effectiveness would remain hidden.
Second, the situation highlights a lack ofRespectin team interactions. Scrum emphasizes that Scrum Team members respect each other as capable, independent individuals. Interrupting a colleague or disregarding their input-regardless of seniority-undermines this value. Respect is essential for effective collaboration and for creating an environment where all team members can contribute fully.
Third, the value ofOpennessis central to this scenario. Scrum Teams are expected to be open about challenges, feedback, and differing perspectives. Openness also means being receptive to ideas from all team members, independent of role, experience level, or background. Disregarding input from a junior developer contradicts Scrum's emphasis on openness and reduces the quality of decision-making.

40. Frage
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Sean Ward Sean Ward

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