PSM II · Scrum.org · Developing and Delivering Products Professionally · Bank updated 2026-10-20
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.
Free: 6 questions in study mode, no card. All 12 Developing and Delivering Products Professionally questions and the full PSM II bank: $15 one-time.
1/5 · Developing and Delivering Products Professionally
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.
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.
3/5 · Developing and Delivering Products Professionally
Five Scrum Teams work as a Nexus on one trading platform. The Nexus Integration Team maintains the Definition of Done for the Integrated Increment, and each team adheres to it. The team building the payment settlement component wants to add mutation testing and a second code review for its own work. Another team objects that a Nexus must have exactly one Definition of Done. Which statement about the settlement team's plan is most accurate?
AThe settlement team proposes its checks for the Definition of Done of the Integrated Increment and, until the Nexus agrees, works to that definition like the other teams.
BThe Nexus Integration Team, responsible for the Definition of Done applied to the Integrated Increment, decides whether the settlement team uses the checks.
CThe settlement team applies the stricter checks within its own team, while its work still meets the Definition of Done agreed for the Integrated Increment.
DThe settlement team applies the stricter checks, and the Nexus Integration Team records them in the shared Definition of Done as optional criteria for the other teams.
Answer: C. Nexus Guide 2021, Commitment: Definition of Done: the Nexus Integration Team is responsible for a Definition of Done that can be applied to the Integrated Increment, and all Scrum Teams within the Nexus must define and adhere to it. Individual Scrum Teams may choose to apply a more stringent Definition of Done within their own teams, but cannot apply less rigorous criteria than agreed for the Integrated Increment. The objection is right that the Nexus shares one definition, and wrong that this stops a team from going beyond it.
Source: the Nexus Guide (2021) + Scrum.org Professional Scrum Competencies - Developing and Delivering Products Professionally
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?
AThe concern is partly valid: Increments that never reach users cannot be properly inspected at the Sprint Review, and the Scrum Master should work toward moving the sign-off inside every Sprint.
BRelease cadence lies outside Scrum, and the team should keep its focus on Done Increments while compliance and release management stay with the organization.
CShow the executives the team's velocity and Sprint Goal success rate as evidence that a Done Increment is delivered each Sprint, whatever the release dates are.
DScrum asks for a usable Increment that meets the Definition of Done every Sprint, not a release every Sprint, and the delay caused by the sign-off is still worth working on.
Answer: D. Scrum Guide 2020, Scrum Team: the entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint; the Increment section adds that, in order to provide value, the Increment must be usable. Scrum asks for a Done Increment each Sprint, not for a production release each Sprint, so quarterly releases are not by themselves proof that Scrum is missing. The Scrum Master still serves the organization by working on the barrier the sign-off creates.
Source: the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies - Developing and Delivering Products Professionally
5/5 · Developing and Delivering Products Professionally · hard
At the Sprint Retrospective, the Scrum Team agrees that its flaky automated tests, which fail at random on about one build in three, are its most damaging quality problem, and the Developers want to stabilize them early in the next Sprint. The Product Owner objects: the Product Backlog is the single source of work, so the fix must first be ordered there against the features. Which response to the objection best fits the Scrum Guide?
AThe Product Owner is right: the fix is new work, and new work is ordered against the features in the Product Backlog first, with the Developers free to argue for it.
BThe Developers take the fix into the next Sprint in place of the feature items now at the top of the Product Backlog, deciding the swap among themselves.
CThe Developers can plan the fix into their next Sprint directly, without it first being ordered against the features in the Product Backlog.
DThe Scrum Team adds stable tests to its Definition of Done and repairs each flaky test in the coming Sprints as items touch it, leaving the feature order unchanged.
Answer: C. Scrum Guide 2020, Sprint Retrospective: the Scrum Team identifies the most helpful changes to improve its effectiveness; the most impactful improvements are addressed as soon as possible and may even be added to the Sprint Backlog for the next Sprint. The Product Backlog remains the single source of work, but the Guide makes this explicit allowance for Retrospective improvements. Queuing the fix behind features or spreading it over many Sprints delays it, and pushing out the top features is more than the allowance to add it.
Source: the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies - Developing and Delivering Products Professionally
Other PSM II areas
The same kind of free sample for every other section of the PSM II bank:
Practise PSM II with instant feedback
6 free questions in study mode · no card · full PSM II bank with area filters and the error log: $15 one-time · no dumps, no ads.
Start PSM II free →
ExamDeck is an independent study tool, not affiliated with, endorsed by, or sponsored by Scrum.org. PSM II and related marks are trademarks of their respective owners, used for identification only. Exam facts checked against official Scrum.org materials (as of October 2026); always confirm current details with the vendor before booking.