Preparation for the CMS and PSM Certified Scrum Master exam with sample questions

Preparing for a CMS and PSM Certified Scrum Master with sample questions is the easiest and fastest way to get your degree. You can of course read and study the entire Scrum Guide. However, this will not be a guarantee a successful certification exam.

Exam questions include many topics that are not specified in the Guide but only in materials with sample questions or courses. CMS and PSM Certified Scrum Master certification courses cost a lot of money. Over $ 1,000. That’s why sample questions are a great and inexpensive way to prepare for your certification exam.

Sample preparation questions for the CMS and PSM Certified Scrum Master certification exam with

Sprint Planning Meeting

At the end of the Sprint Planning meeting, your Product Owner states: Colleagues, please all of you now assume the success of the sprint by giving a score of 1 to 4, one of which will mean that we will fail to achieve our goal, and 4 means that you assume high success for the sprint.

Whether it is 0-3 or 1-4 – the principle and the idea is the same. Of course, it can be inserted or discussed later in private with the owner that in principle the comparison 0-3 is used, not 1-4. Reference: “Preparation for the certification exam for CSM and PSM I (BVOSM) Scrum Master“, https://www.mu7club.com/preparation-for-certification-exam-scrum-master/

I repeat, Scrum is much more than trivialities and insignificant “trifles”. It is important to use this practice because it only aims to show whether everyone is left with the right impression of the sprint and whether everyone shares a similar opinion. Here the keyword is similar. It’s about different people, judgments, thoughts, feelings, worries, etc. It is normal to have different numbers. The question is there. What if out of 8 people, 6 rated 2 and 3 and 2 rated 0 and 1, ask yourself what exactly puzzled and worried them. No one wants to go into specific details and discussions in specific numbers – they are just a guide. If the team understands this, they will respond and accept this practice with ease and even relief. Reference: “Quick and easy preparation for the Scrum Master certification exam“, https://www.businesspad.org/quick-and-easy-preparation-for-the-scrum-master-certification-exam/

At the end of the Sprint Planning meeting, your Product Owner says: Colleagues, it was exhausting sprint planning and we all worked hard all day. Would you be so kind as to send me and our Scrum Master tomorrow your presentation on how you would complete your sprint tasks and what your self-organization plan is? Thanks in advance.

The meaning is lost. The idea of ​​planning is while everything is still fresh and fresh in everyone’s head – to discuss and judge. Of course, the topic does not end in an instant and is forever closed to adjustments. If the next day someone “with a fresh mind” has come up with something that has somehow remained undiscussed, he can still share it and, if necessary, even adjust it.

We are talking about flexibility in scrum and agile. However, there are some principles and rules that are good to follow to be considered fully following the practices/methods. So the exact part with the final assessment and explanation of the tasks would not be reasonable to miss or leave for tomorrow. Not that there is a problem to leave for tomorrow, but by calculating the time frame and discussing our work, we come to reasonable values ​​that will help us finish our work and deliver the increment on schedule. Reference: “Preparation for the Scrum Master certification exam (PSM, CSM, BVOSM) with sample questions“, https://www.libraryofmu.org/preparation-for-scrum-master-certification-exam/

So, instead of starting the team from tomorrow on the merits, he has yet to spend another hour or as long as it takes to describe and send his thoughts. Which in itself contradicts the scrum. Things are discussed most easily and quickly live in front of everyone. Owner, if he thinks he’s tired now, he’ll be better tomorrow.

Tomorrow he will have 5-6 big emails waiting for him, which will overlap, but he will have to read. So it is right to finish as it should be. If the time is over, then next time it is good to chart it more efficiently so that there is time for the final discussion.

Development team at Scrum

A sprint of three weeks awaits you, the team and the product owner have discussed the necessary details on unclear User Stories. It’s been an hour and a half.

No problem, the total time for a 3-week sprint is 6 hours, so there is time. However, if there is a tendency that the stories are unclear and cause a significant delay in decoding them, it is good to discuss this with the owner. For the next time, it would be good to do more to break down and “translate” the tasks into a language that others can understand. The team can also make suggestions as to what they like and understand most easily. Reference: “Certified Scrum Master exam preparation: CSM, PSM, BVOSM sample questions“, https://scrumtime.org/certified-scrum-master-exam-preparation-questions/

At the sprint planning meeting, you have 6 members of the Development team. Everyone guesses with a number about the success of your sprint. You count the result and the total number is 15

15/6 is 2.5. This is a pretty good result because it can be seen that most (not to mention almost everyone, because I don’t see who gave how much) are of the unanimous opinion that they understood the tasks well and distributed their responsibilities wisely and according to scrupulous principles. If at the end of the sprint everything turns out like a textbook, then the team has worked well and they already have some sense of the processes.

During your Planning, you notice that a novice member of the Development team systematically throws cards that have the numbers 1 or 3 and always puts his card last. Other members choose much larger cards. This provokes a discussion every time that ends quickly. Then this colleague of yours plays card 13 every time. Why do you think he does it? What exactly would you do? Reference: “Preparation for CMS and PSM Certified Scrum Master exam with sample questions“, https://phron.org/preparation-for-cms-and-psm-certified-scrum-master-exam-with-sample-questions/

Completely normal situation. A man with little experience and many questions. Every team has such (plural). It is important to explain to them that there is nothing to worry about and everyone started from the same place.

Even if someone with a lot of experience, but is new to the team, it is normal to have different views and actions. It all comes down to the cooperation of the team and their good knowledge of each other.

A comparison with a real-life situation can also be given. When you’re on a car course and they ask you to build a French garage from day one, it’s normal to be worried and shocked.

But that’s exactly why there is a process of getting into the work rhythms and getting to know people. Give him time, let the team understand him, and don’t look at him like he’s doing something striking. Remind the team that until a few months ago it was the same with them, they just forgot. Reference: “Certified Scrum Master exam preparation with sample questions“, https://customessaysonline.net/certified-scrum-master-exam-preparation-with-sample-questions/

A healthy and supportive atmosphere should be encouraged, where the team knows each other well, and it is even more optimal for these people to be in a good relationship (not just working). Over time, these things seem obvious, but they need to be made clear to everyone.

During your Planning, you notice that a senior member of the Development team systematically throws cards that have numbers 3 or 5 and always puts his card first. Other members choose much larger cards. Explain the possible cause and actions.

The rules are recalled: the meaning of the exercise is to be simultaneous. When a senior member is ahead of others, there is a good chance that his decision will influence others. It’s good that he knows things that others may not have encountered, and that’s why he has such an assessment, but that’s why there should be a discussion where things can be discussed. In this “game” communication and directness are important, the focus should not be on numbers, nor should anyone think that by constantly setting high values, he stands out from the rest (and vice versa). This is not a competition – this is a discussion of a full and meaningful work process. Reference: “Preparation for Scrum Master certification exam on Sprint event“, https://medfd.org/preparation-for-scrum-master-certification-exam-on-sprint-event/

Just before your Planning, your Product Owner informs the others that beginners will not throw cards because there is a lot of work to be done, and in his opinion, the time will not be enough.

Error. By that logic, there are no beginners. If he is part of the team, his opinion is also important. Persistence and adherence to scrupulous principles lead to success, not the search for excuses and exceptions. And that beginners have a lot of questions and need introduction and clarification, yes, that’s right, everyone knows that it’s everywhere. That is why they do not start completely alone, left to chance. Everyone has someone to turn to and who helps them with introductions. In principle, the owner should be aware of this detail, but if not, he should be reminded and explained the meaning. Reference: “Preparation for Scrum Master certification and tips for Scrum professionals”, https://www.kievpress.info/preparation-for-scrum-master-certification/

Prepare for the Scrum Master certification exam on sprint planning topics

Senior members of the Development team suggest that the Planning game be held with open cards and that their numbers be visible so that novice participants can more easily choose their choice cards.

As the above examples – the idea of ​​the game is not to focus on numbers, but to smooth out ambiguities and issues – everyone should be aware of their priorities and responsibilities. Doing something like this, firstly, makes the whole game meaningless and, secondly, contradicts the scrum. There is nothing easy or difficult – there is reality and illusions. If we want to make illusions about something or say it just because it sounds good, then it is not the right place – here we speak directly and directly, so that there are no damaged and forgotten things. Read more: “Preparation with sample questions for Scrum Master certification exam CSM & PSMI”, https://wikipedia-lab.org/preparation-sample-questions-scrummaster-certification-exam/

After each “play” to select Story Points on each User Story, the team discusses the differences in card numbers. After the discussion, they take the assumption of the participant with the highest value on the card.

Again, this is not the point of the game. The focus is not on the highest result, but on the most realistic and possible result. That is why it is explained that this is not a competition, but an adequate assessment of the real responsibilities and technical requirements.

If everyone turns and agrees with the participant with the highest marks, and the team agrees with them, then when the sprint starts and only the participant in question progresses, and the others lag and can not reach it, then what is the reality of this assessment?

They leave everything in the hands of 1, who will get tired, exhausted, nervous, and will totally “smoke”. Scrum is a team effort where straightforwardness is valued. Be honest so that the judgments are real and there are no opportunities for disputes and reproaches. Reference: “Free preparation for the Scrum Master certification exam (CSM, PSMI, PSMII, BVOP)”, https://brightonbot.com/preparation-scrum-master-certification-exam/

During your Sprint Planning, a senior member of the Development team openly complained about the User Story, prioritized at the top of the backlog, and carefully prepared for the Development team. All information is available and well described. A senior member of the Development team said that if they do so in this sprint, they are likely to damage important architectural decisions. Your Product Owner emphasizes that it is his responsibility to take care of the backlog, and the development team to develop the product.

With such a prominent discussion and clear arguments, it is good to deepen the discussion. The senior member who is responsible for creating the story has a clear idea and a technical view of the subject. In many cases, given priority tasks would be a real problem for the team, which would only bother, irritate and confuse him.

Productivity and motivation are lost, which will not lead to anything useful. If the other members of the team agree with their senior colleague’s concerns, the Item may be removed. If they think it will hurt or delay them three times more then it helps. In this case, the owner must take this into account and discuss alternatives for the specific task. Read more: “Free training to prepare for the Scrum Master Certification exam”, https://www.islandjournal.net/scrum-master-certification-exam/

There are moments and situations where a team thinks that something is not possible (for whatever reason) and in this case, it is pointless to insist on doing it just to be done. Again, the answer lies in an open discussion, where everyone speaks and shares their views, concerns, and opinions.

Team Velocity and Sprint Backlog

The development team has a Velocity of 103 points. For Sprint Backlog they choose User Stories with Story Points from 3, 5, 1, 8, 21, 13, 1, 21, 8, 8, 13, 5

A total of 107 story points. We have a risk here. It is not desirable to choose a larger number, because not achieving your goal creates tension, a sense of urgency, and even reproach – an occasion for some conflict. It is no coincidence that there is a saying:
It’s better to under-promise but over-deliver than to over promise and under deliver. Read more: “Best Scrum Master Certifications for 2022 and 2023“, https://eduwiki.me/best-scrum-master-certifications-for-2021-and-2022/

It all depends on the situation. If it is a question of 4 points difference, but the most experienced and fast member of the group has relatively easier and faster tasks and he said that he can take on this, of course, he can. There are no written rules on how much to choose. Many external and internal factors determine the course of events. But overall, the saying above is healthier and more satisfying in the long run.

At the Planning meeting, the team rolls cards 8, 8, 13, 5, 5, and 8. They average the points and score Story Points for that User Story from 8-time points.

It is right for the two with 5 to share what worried them and the one with 13 to give a decision that would be of real benefit. As in the above situations, it is not the numbers that matter, but the discussions. Otherwise, 8 sounds adequate, but if after an open discussion, why the two chose 5, the one with 13 offered some alternative that no one has thought of so far, but knows, then really everyone can say: “aha, well, yes indeed, it is not so scary at all ”and to be rated by everyone with 13 (for example). Maybe the opposite. Those with 5 have already encountered the problem, and the others have not, and share the obstacle so that it can be adjusted to 5. All this becomes clear, however, only through discussion.

At the Planning meeting, the team rolls cards 3, 5, 5, 13, 21, and 8. They average the points and score Story Points for that User Story from 13-time points.

Same as situation 12 – discussing and discussing large amplitudes and identifying differences. During the discussion, many questions were answered that bothered or embarrassing others, and an adequate number was determined. Again: sharing and discussing is the answer.

In the middle of a Sprint planning meeting, you are on your 5th sprint. The development team is taking their seats and you hear your colleagues talking about the fact that they are considering changing some of the technology they use for the product.

This is their decision. No one outside interferes. They are responsible for this part and can reach this conclusion by unanimous decision. If this is indeed the case, then it is good to discuss it with the owner and possibly discuss why it was not planned earlier, but it is clear only now. Just as the scrum master can decide that using a Kanban would be more successful for a team and a project, so the team can decide that technology is better than another for a project.

Your director is calling you. He wants to hear as a guide how many User Stories and which ones your team can do next sprint.

Having the Velocity data can give it some relative values. It is good that he also uses the word “landmark” and does not require something precise.

Regarding specific services, it is something that is discussed in sprint planning. The most logical answer is those with priority. With some specific requirements, if, for example, he insists on knowing exactly what will be done in the other sprint, it is good to finish this one first, to see if there will be no changes in the next one. Very often when delivering an increment, the customer may decide that something that was originally important and awaiting development is found to be no longer needed.

So such a question is a bit superfluous. Everything with its time – as people say. But, “as a guide” and “roughly speaking” it is very good to be understood by the directors and not to expect specifics.

The development team is discussing the idea of ​​stopping work on the preliminary graphic design of elements of the project because they already have a known collection of developed components. Senior team members offer the new designer in the team to stop design work and start checking the usability of the product.

Again, how the members of the development team will work is their job. It is important that the “manufactured product” finally meets the needs of the customer and meets the definition of done. They are their professionals, they know best what, how, and who.

Sample exam questions on the Product Owner role

Your Product Owner is on a business trip again. He will not attend the Sprint Planning meeting. He told the team to calmly choose a job for their Sprint Backlog list and set Story Points. According to him, there is no interesting information that can provide them and his departure will not negatively affect anyone.

Quite a specific situation. Again, if this is the 10th consecutive sprint and the team knows each other very well and there is nothing new in the project, then such an exception can be made (if indeed the owner can not attend).

But in general, one of the requirements of sprint planning is that everyone, including the owner, is present. In principle, he should be aware of this, but I repeat, in an extreme situation, it is possible. Of course, it’s good to remind him that this shouldn’t be a practice and that this is the only exception – I say that because sometimes the owner may think that he can go with such a number often. Again – it all comes down to the individuality of the situation and open communication.

After 5 minutes, your Sprint Planning meeting begins. Your Product Owner tells you at the last minute that your client’s project manager will be present at the Sprint planning meeting because he expects some information from him.

Maybe it’s not a problem. However, it is good that these things are not mentioned at the last minute, so that the team can still prepare. In principle, this is the job of the owner, but there are always special cases where a specialist and a person in the field can give the most adequate explanations to help the team.

You have a sprint of 1 week. You settle in comfortably for your sprint planning and the product owner presents the Product Backlog items he has chosen for the Development team to develop during the sprint. All items look clear and understandable. The team has no questions about them and suggests starting a quick forecast of the time of the items for the next sprint.

As I mentioned above – everything with its time. In the case of Scrum, the focus on the present is important. There are meetings about the past (retrospective), and there are also meetings about the general vision and the future (in principle they are not part of the development team).

The team should be focused on the present moment and the tasks/responsibilities it has now, and not be distracted by what awaits it in the future. As I mentioned above, it is quite possible that after this successful sprint, the client will decide that the thing they now want to discuss with the team will not be necessary.

Therefore, there will be an only unnecessary waste of energy. And for the most important thing is the optimal use of energy and focus in the present moment. Finish your work now, then think about it later. But first, get the job done. If in the end, it turns out that they did it very quickly, it is not bad to discuss the other.

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