PSM II · Scrum.org · Developing and Delivering Products Professionally · Bank updated 2026-09-17
PSM II practice questions: Developing and Delivering Products Professionally
5 free questions from 12 on this area · answer and explanation for each · no sign-up
These 5 questions come from the Developing and Delivering Products Professionally section of our PSM II bank (12 questions on this area, which carries 10% of the real exam). Every question is original, with the correct answer explained and linked to the source it is drawn from.
1/5 · Developing and Delivering Products Professionally · hard
The Developers are uncertain whether a proposed approach to integrate with a third-party payment provider will perform reliably under production load, creating significant technical risk for the upcoming release. Which approach to managing this risk is most consistent with Scrum?
ARequire an enterprise architecture board to fully approve a written integration design before the Developers begin any related Sprint work.
BHave the Scrum Master personally research the third-party API during the Sprint and report a recommended solution to the Developers.
CAsk the Product Owner to remove the related Product Backlog items until an external team fully resolves the uncertainty outside of Scrum.
DAdd a Product Backlog item to build and test a small, working slice of the integration within a Sprint, and use the empirical results to inform further decisions and refine future work.
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2/5 · Developing and Delivering Products Professionally
A team follows Scrum events correctly, but Developers only merge and integrate their code once, at the very end of each two-week Sprint. This causes large merge conflicts, late discovery of defects, and frequent late nights just before Sprint Review. Which change best addresses this using professional Scrum technical practices?
AExtend the Sprint length to four weeks so there is more time available for a proper end-of-Sprint integration effort.
BHave the Developers integrate and test their code continuously throughout the Sprint, multiple times per day, with automated builds and tests, surfacing quality issues early instead of in one late batch.
CHave the Scrum Master assign specific Developers to perform integration each day to enforce discipline.
DIntroduce a dedicated 'integration day' at the end of each Sprint where all Developers focus solely on merging code.
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3/5 · Developing and Delivering Products Professionally · hard
Three Scrum Teams build components of the same product. Each team has independently added its own extra Definition of Done criteria on top of a thin organizational standard, resulting in inconsistent quality and mounting integration problems whenever their work is combined. What is the most appropriate way to address this per the Scrum Guide (2020)?
AEach team should keep using its own Definition of Done, since Developers are self-managing and free to define quality criteria independently of other teams.
BThe organization should lower its official Definition of Done to match whichever team has the least strict criteria, to simplify alignment.
CThe teams should collaborate to establish a shared Definition of Done—at least as strong as, and consistent across, all teams working on the product—building on but never weakening the organizational standard.
DOne team should be designated the 'integration team,' responsible for reconciling the other teams' differing definitions of Done into a single Increment at the end of each Sprint.
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4/5 · Developing and Delivering Products Professionally
A Scrum Team reliably produces a 'Done,' potentially releasable Increment every Sprint, but due to a mandatory external regulatory sign-off, the organization only pushes releases to production once per quarter. Executives ask the Scrum Master why the team 'isn't really agile' if releases are so infrequent. What is the most accurate response, consistent with the Scrum Guide?
AInfrequent releases prove the Increment isn't actually meeting the Definition of Done each Sprint.
BThe team should simply bypass the regulatory sign-off process, since Scrum values working software over rigid process controls.
CThe Scrum Guide requires that every Increment be released into production at the end of every Sprint for the team to be considered agile.
D'Done' means the Increment is usable and meets the Definition of Done each Sprint; deciding when to actually release is a separate decision made by the Product Owner and organization, so quarterly releases don't necessarily indicate a lack of agility—though impediments to faster releases are still worth addressing.
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D is correct. The Scrum Guide (2020) distinguishes between an Increment being Done—usable and meeting the Definition of Done—and the separate decision of when to actually release it, which rests with the Product Owner and reflects organizational and market realities. A team producing a Done Increment every Sprint while releasing quarterly due to genuine regulatory constraints isn't automatically less agile, though the Scrum Master should still work to remove unnecessary friction in the release path.
↗ the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies — Developing and Delivering Products Professionally
5/5 · Developing and Delivering Products Professionally · hard
A company runs Scrum with two-week Sprints, but system testing is done by a separate QA department that always works one Sprint behind development. At the end of every Sprint the Developers declare items 'code complete', the QA department tests them during the following Sprint, and defects come back as new Product Backlog items. Stakeholders complain that they never know what is actually usable, and the Product Owner has stopped promising release dates. The Scrum Master is asked how to fix the situation.
AKeep the staggered arrangement but shorten the delay by asking the QA department to start testing mid-Sprint, so defects arrive one week rather than one Sprint later.
BAdd a formal QA sign-off step after each Sprint Review, so stakeholders know which reviewed items are trustworthy.
CWork with the organization so that the testing skills sit inside the Scrum Team and system testing becomes part of the Definition of Done, so every Increment is usable when the Sprint ends.
DIntroduce a dedicated hardening Sprint before each release so the QA department can clear the accumulated defect backlog in one pass.
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C is correct. Scrum requires a usable Increment that meets the Definition of Done by the end of every Sprint; only then are the Increment and the resulting release options transparent. A separate department testing one Sprint behind guarantees that what is shown at the Sprint Review is not Done, so inspection is based on an incomplete picture. The durable fix is structural: bring the missing skills into the Scrum Team and raise the Definition of Done to include the testing that currently happens afterwards. Scheduling tweaks, sign-offs and hardening Sprints only relabel the undone work.
↗ the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies - Developing and Delivering Products Professionally
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