Scrum PSM II Exam Practice Questions, practice question pack
SCRUM · PSM II

Scrum PSM II Exam Practice Questions

221 questionsPDF by emailUpdated September 2026

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Three of the 221 questions in this pack

Question 1

A Scrum Master is not only a servant-leader to the Scrum Team and organization, it's also considered a management position. Which three activities describe what a Scrum Master manages as reflected by the Scrum Guide? (Choose three.)

  1. Reporting on the performance of the Sprint.
  2. The way Scrum is understood and enacted within the organization.
  3. Managing the capacity and utilization of each Development Team member.
  4. Managing the process in which Scrum is applied.
  5. Managing the Product Backlog items and work in the Sprint Backlog.
  6. Removing organizational impediments that limits the team's progress and productivity.
Show answer and explanation

Correct answer: B, D, F

B. The way Scrum is understood and enacted within the organization. D. Managing the process in which Scrum is applied. F. Removing organizational impediments that limits the team's progress and productivity. The Scrum Master manages three key areas: how Scrum is understood and enacted within the organization (B), the process in which Scrum is applied (D), and removing organizational impediments that limit team progress (F). These reflect the servant-leader role focused on enabling the team and organization to succeed with Scrum. The Scrum Master does not manage individual team member capacity, report on sprint performance as a primary responsibility, or manage the product backlog, those are Product Owner and Development Team functions.

Why the other options are wrong

  • A. Reporting on Sprint performance is not a primary management responsibility of the Scrum Master; transparency emerges from Scrum events.
  • C. Managing team member capacity and utilization is not the Scrum Master's role; the Development Team is self-organizing.
  • E. Managing Product Backlog items and Sprint Backlog work belongs to the Product Owner and Development Team respectively, not the Scrum Master.

Question 2

An organization has just hired you as a new Scrum Master to help them transition their teams from their current traditional process to Scrum. The teams are currently structured to specialize in a single function. This is also known as component teams where a team would only address a single layer (i.e. design, frontend, backend, database, testing, etc.). You've introduced the concept of cross-functional teams where all the skills needed to produce business functionality, from end to end, are inside of a single team. What should you keep in mind when transitioning from siloed teams to cross-functional teams? (Choose two.)

  1. It is easier to compare the performance between cross-functional teams in order to identify to which teams to assign tasks and which teams need additional coaching.
  2. Newly formed teams will need time to stabilize before reaching their peak performance. During the initial stages of forming, performance will suffer and productivity may be low, although even then delivery of business value is still likely to increase.
  3. Without feature teams, you cannot do Scrum. Postpone Scrum adoption until the teams are reorganized in feature teams.
  4. People from the different layers and components will need time to become accustomed to working and delivering unified functionality together as one Scrum Team thus productivity may suffer.
Show answer and explanation

Correct answer: B, D

B. Newly formed teams will need time to stabilize before reaching their peak performance. During the initial stages of forming, performance will suffer and productivity may be low, although even then delivery of business value is still likely to increase. D. People from the different layers and components will need time to become accustomed to working and delivering unified functionality together as one Scrum Team thus productivity may suffer. When transitioning from component teams to cross-functional feature teams, two critical factors must be understood: newly formed teams need stabilization time before reaching peak performance, and initial productivity may suffer even though business value delivery can still increase (B), and team members from different layers need time to adjust to working together on unified functionality, which may temporarily reduce productivity (D). These reflect the reality of team formation and the learning curve involved. Comparing cross-functional teams is not easier, and Scrum can be adopted with component teams present, though cross-functional teams are the ideal model.

Why the other options are wrong

  • A. Cross-functional teams are actually harder to compare fairly due to their varied composition and interdependencies compared to specialized teams.
  • C. Scrum can be adopted with component teams; feature teams are ideal but not a prerequisite for Scrum adoption.

Question 3

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?

  1. 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.
  2. 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 re-estimates 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.
  3. 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.
  4. 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.
Show answer and explanation

Correct answer: B. 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 re-estimates 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.

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 re-estimates 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. Recovery starts with transparency about the real state of the product. The Development Team must tell Paul that the Increments are not releasable because integration testing is incomplete, give an honest estimate of the effort needed to bring that work to 'done', and re-estimate the remaining Product Backlog with all integration effort included. With accurate information, Paul can make an informed economic decision to continue funding the product or to stop it, which is the Product Owner's call.

Why the other options are wrong

  • A. Declaring work 90% complete and pushing the remainder into later items creates undone work and hides technical debt behind an artificially stable velocity.
  • C. The Scrum Master does not own the Sprint Backlog, assign tasks or manage budgets and utilization, all of which break the Development Team's self-organization.
  • D. There are no release Sprints in Scrum, and the Scrum Master has no authority to defer work or direct the Product Owner to secure extra funding.

See all 10 free questions Get the full pack, US$39

221 practice questions for Scrum.org Professional Scrum Master II (PSM II), with full explanations.

Every question comes with the correct answer, the reasoning behind it, and a short note on why each wrong option is wrong. Work through it once with the answers, then again with the questions-only copy under exam conditions.

  • 221 questions across all five PSM II exam topics
  • Answers and explanations for every question, including the wrong options
  • A questions-only PDF for timed practice runs
  • Instant delivery by email the moment you check out
  • Free monthly updates for as long as the exam is live
  • Pass or your money back

A PSM II attempt costs US$250. This pack is US$39, paid once.

Try 10 questions free before you buy.

Last updated September 2026 · 221 questions

What makes the PSM II hard

PSM II is a different exam from PSM I: 30 long scenario questions in 90 minutes, still with an 85% pass mark, which means you can miss four questions in total.

Every question describes a messy situation: a Product Owner skipping Sprint Reviews, management demanding the Scrum Master assign tasks, a Definition of Done nobody honours, with four interventions that all sound professional. The passing answer is consistently the servant leadership move that protects empiricism and self-management, even when it is the least comfortable option in the room. PSM I level knowledge is assumed; this exam tests stance.

The pass rate is materially lower than PSM I, and the question pool is small, which makes recognising the real scenarios decisive.

About the exam

PSM II is Scrum.org’s advanced Scrum Master certification, validating the ability to apply Scrum in complex real-world situations: facilitation, coaching, organisational change and servant leadership. PSM I level knowledge is assumed. It never expires.

Exam topics

  • Applying the Scrum framework in complex scenarios
  • Servant leadership and the Scrum Master stances
  • Coaching the Product Owner, Developers and organisation
  • Facilitating events and resolving dysfunction
  • Supporting organisational Scrum adoption

30 questions, 90 minutes, passing score 85%, scenario-based multiple choice, taken online unproctored, US$250 per attempt, lifetime validity.

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Questions before you buy

What do I get when I buy the Scrum PSM II pack?

221 practice questions as a PDF, each with the correct answer, a full explanation and a note on why the other options are wrong, plus a separate questions-only PDF for timed practice.

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Your PDF is prepared and sent to your email address after checkout, and you get a confirmation as soon as it is on its way.

Is there a free sample?

Yes. Ten questions from this pack, with answers and explanations, are free on this page and as a PDF, so you can judge the quality before you pay.

Are updates included?

Yes. The pack is updated every month for as long as the exam is live, and updates are free for everyone who has bought it.

What if I fail the exam?

We refund the pack. Sit the exam 7 to 30 days after buying, then send your official score report within 7 days of the exam date, as set out in the refund policy.

Can I share it with colleagues?

Each purchase is licensed to one person. For a team, school or training organisation, email support@certstash.com for a licence that fits.

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