PSM II · Scrum.org · Developing People and Teams · Bank updated 2026-09-17
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.
1/5 · Developing People and Teams · hard
A Sprint Retrospective becomes tense when two Developers publicly blame each other for a production defect, and the rest of the team goes silent. As the meeting's facilitator, what is the most appropriate action for the Scrum Master?
ATake a vote among the team on which Developer was at fault, then document the outcome in the retrospective action items to ensure accountability.
BImmediately end the Retrospective and escalate the conflict to management for resolution, since interpersonal disputes are outside the Scrum Master's remit.
CAcknowledge the tension, redirect the conversation from blaming individuals to examining the process and system that allowed the defect, and invite quieter team members back into the discussion.
DLet the two Developers resolve it themselves without intervening, since the team is self-managing and conflict resolution is not a Scrum Master responsibility.
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2/5 · Developing People and Teams · easy
Per the Scrum Guide (2020), which statement about facilitation of Scrum events is accurate?
AThe Product Owner facilitates all Scrum events because they are accountable for maximizing product value.
BOnly a certified external facilitator, not the Scrum Master, may facilitate Scrum events.
CThe Scrum Master is accountable for establishing Scrum, including ensuring all Scrum events take place and are positive, productive, and kept within the timebox, and may facilitate them when needed.
DFacilitation is unnecessary once a team becomes self-managing, so no one needs to actively facilitate Scrum events.
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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.
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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 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.
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 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.
DA supporting approach — asking only open questions and offering no concrete information about team norms, since she already appears confident.
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5/5 · Developing People and Teams · hard
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.
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C is correct. 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.
↗ the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies — Developing People and Teams
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