PSM II · Scrum.org · Developing People and Teams · Bank updated 2026-10-20
PSM II practice questions: Developing People and Teams
5 free questions from 32 on this area · answer and explanation for each · no sign-up
These 5 questions come from the Developing People and Teams section of our PSM II bank (32 questions on this area, which carries 30% 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 32 Developing People and Teams questions and the full PSM II bank: $15 one-time.
1/5 · Developing People and Teams · hard
A Scrum Team missed its Sprint Goal when a partner's booking API, planned for mid-Sprint, arrived on the last day. In the Sprint Retrospective, the Developers propose adding a two-day buffer to future plans that depend on the partner, and the Product Owner suggests asking the partner for written delivery dates. Both ideas get support from the rest of the Scrum Team. What should the Scrum Master help the Scrum Team do next?
ATurn the discussion to what the team took for granted about the partner's delivery, and where that belief came from.
BExplore with the team why the partner missed its date and what the partner could change before the next joint delivery.
CHelp the team inspect why its Daily Scrums did not surface the late API sooner, and adapt how it tracks the dependency there.
DAgree the two-day buffer as the most helpful change, and record it as a working agreement for partner-dependent work.
Answer: A. In the Sprint Retrospective the Scrum Team inspects how the last Sprint went, and the Guide adds that assumptions that led them astray are identified and their origins explored (Scrum Guide 2020, Sprint Retrospective). Here both proposals take for granted that the partner's date was the problem, while the plan itself rested on that date. Examining the team's own belief and where it came from gives its improvements a real target, which a buffer, tighter tracking at the Daily Scrum or an analysis of the partner does not.
Source: the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies - Developing People and Teams
2/5 · Developing People and Teams · hard
A newly formed Scrum Team at a logistics start-up has no organizational Definition of Done to build on. The Developers have started drafting one among themselves and plan to show the Product Owner the finished version. She is happy with that: 'Quality is your craft, not mine - I will go along with whatever you agree.' A Developer asks the Scrum Master whether this is how the Definition of Done should come about. What should the Scrum Master advise?
AHave the Developers use their draft for the first Sprint, and revise it as a whole Scrum Team at the first Sprint Retrospective.
BAsk the Developers to finish the draft and the Product Owner to approve it before the Scrum Team first uses it for an Increment.
CHave the Developers finish drafting the Definition of Done they will conform to, and walk the Product Owner through the finished version.
DHave the Product Owner join the Developers in drafting it from now on, and finish the Definition of Done together as the Scrum Team.
Answer: D. Commitment: Definition of Done states that if the Definition of Done is not an organizational standard, the Scrum Team must create a Definition of Done appropriate for the product, and that the Developers are required to conform to it (Scrum Guide 2020). The Product Owner is a member of the Scrum Team, so her view of the quality the product needs is part of that work from the start. Leaving it to the Developers, to a Product Owner approval of a finished draft or to a later revision at the Retrospective narrows work the Guide assigns to the whole Scrum Team.
Source: the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies - Developing People and Teams
3/5 · Developing People and Teams
Which of the following best exemplifies the Scrum Master serving the organization, as described in the Scrum Guide (2020)?
APersonally managing the release schedule and budget for the product on behalf of senior leadership.
BLeading, training, and coaching the organization in its Scrum adoption, and planning and advising Scrum implementations within the organization.
CActing as the single point of contact between the Developers and every external stakeholder to filter all communication.
DMandating that all departments outside the Scrum Team adopt Scrum terminology immediately to ensure consistency.
4/5 · Developing People and Teams
A highly experienced backend engineer joins a mature Scrum Team as a Developer. She is enthusiastic and confident, but has never worked on a self-managing team before and keeps waiting to be told exactly what to do and how the team's practices work, unsure how to plug herself in. Applying a situational leadership lens, which approach should the Scrum Master initially favor with her regarding the team's ways of working?
AA more directive approach — clearly explaining the team's specific norms and expectations for self-management, since her competence with self-managing teams is currently low even though her general enthusiasm is high.
BThe same approach used with every other Developer on the team, since situational leadership requires a single consistent style be applied uniformly to preserve fairness.
CA delegating approach — leaving her fully alone to figure out the team's norms on her own, since her deep technical experience means she needs no support at all.
DA supporting approach — asking only open questions and offering no concrete information about team norms, since she already appears confident.
5/5 · Developing People and Teams
A Scrum Team has worked together for three years and is highly self-sufficient, so the Scrum Master has settled into a largely hands-off, delegating style with them. The team is now asked to migrate the product to a completely new cloud platform none of them has ever used, and after two Sprints of missed forecasts and visible anxiety, several Developers privately ask the Scrum Master for much more concrete guidance on this specific effort. What does situational leadership suggest the Scrum Master should do?
AEscalate the request to management and have them assign a technical lead with formal authority over the team to run the migration.
BKeep using the same delegating style for the migration too, since changing style for one team once it has reached a mature stage would be inconsistent and confusing.
CRecognize that competence and confidence are task-specific rather than fixed to the team overall, and temporarily shift toward a more directive or coaching style for this particular migration effort, while other work can stay delegated.
DInterpret the request for guidance as a sign the team is no longer capable of self-management and consider whether some Developers should be reassigned off the team.
Answer: C. Situational leadership recognizes that competence and commitment vary by task, not just by overall team maturity, so an experienced, usually self-sufficient team can still need more directive support for a genuinely unfamiliar effort. The appropriate response is for the Scrum Master to temporarily adjust their own style for that specific task, not to hand authority to an external manager or question the team's overall capability.
Source: the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies — Developing People and Teams
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.