PSM II · Scrum.org · Evolving the Agile Organization · Bank updated 2026-10-20
PSM II practice questions: Evolving the Agile Organization
5 free questions from 22 on this area · answer and explanation for each · no sign-up
These 5 questions come from the Evolving the Agile Organization section of our PSM II bank (22 questions on this area, which carries 20% of the real exam). Every question is original, with the correct answer explained and linked to the source it is drawn from.
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1/5 · Evolving the Agile Organization
A department director insists that every Scrum Team submit a weekly written status report in addition to holding Sprint Reviews, explaining that this way leadership will not need to attend Sprint Reviews to know what is happening. As Scrum Master, what should you do?
AExplain that the Sprint Review is the designated inspection point for stakeholders, including leadership, and coach the director toward engaging directly with the Increment instead of adding a parallel reporting layer.
BDelegate the report writing to the Developers as an additional Sprint Backlog item each Sprint.
CRefuse outright and tell the director that no organizational reporting of any kind has a place alongside Scrum.
DComply immediately, since increasing transparency to leadership is a Scrum Master service to the organization and an extra report only adds to that transparency.
2/5 · Evolving the Agile Organization · easy
The Scrum Guide (2020) removed the earlier term 'servant leader' and replaced it with what description of the Scrum Master's leadership style?
A'Servant leader' is still the exact term used in the 2020 Scrum Guide.
BA 'true leader who serves the Scrum Team and the larger organization.'
CA 'neutral secretary who documents and distributes team decisions.'
DA 'facilitative manager who directs the Developers' daily work.'
3/5 · Evolving the Agile Organization · hard
A portfolio office wants to introduce Evidence-Based Management across a publishing group's twelve products. Its draft policy requires each product to report the same eighteen Key Value Measures taken from the EBM Guide's appendix, on one shared dashboard with identical review dates, so that no Key Value Area is overlooked and every review follows one format. Before the policy is approved, the office asks a Scrum Master for feedback. Which feedback is most consistent with Evidence-Based Management?
AHave each product set measurable goals and choose the measures that show progress toward them, drawing on the appendix for ideas.
BHave each Scrum Team pick measures for its own goals and inspect them in its Sprint Retrospectives, rather than reporting them to the portfolio office.
CRequire four of the appendix measures for each product, one from each Key Value Area, instead of the eighteen on the current draft list.
DKeep a smaller common core of appendix measures for each product, and let each product add measures for its own goals on top of it.
Answer: A. In its Appendix: Example Key Value Measures, the EBM Guide (2024) states that to encourage adaptability, EBM defines no specific Key Value Measures, and that the listed measures show the kinds of measures that might help an organization. Its Setting Goals section asks organizations to define measurable goals that indicate whether each goal is achieved, and to make goals, measures and experiments transparent to encourage organizational alignment. A policy that mandates the appendix list, in full, in part or as a core, turns examples into requirements.
Source: the EBM Guide (2024) + Scrum.org Professional Scrum Competencies - Evolving the Agile Organization
4/5 · Evolving the Agile Organization
At a university, an idea from a faculty passes five hand-offs before it reaches a Product Backlog: a request form, a business analyst's write-up, an architecture form, a portfolio scoring meeting and a check by the project office. The Scrum Teams deliver Increments every two weeks, but ideas take about ten weeks to reach a Product Owner. The chief digital officer asks the Scrum Master for a proposal to shorten that wait. Which proposal should the Scrum Master make?
AWork with the project office to cut the intake down to the information a Product Owner needs to decide on an idea, dropping the other hand-offs and forms.
BLimit how many ideas may be in the intake at one time, letting each idea move through the five hand-offs without queuing behind the others.
CSet up a portfolio backlog owned by the project office that holds the ideas until they are scored, then passes the scored ideas on to the teams' Product Backlogs.
DGive small ideas a fast lane straight to the Product Owner, and keep the full five-step intake, forms and scoring included, for large ideas that need a business case.
Answer: A. The Scrum Guide (Scrum Theory) states that Scrum is founded on empiricism and lean thinking, and that lean thinking reduces waste and focuses on the essentials. The Scrum Master therefore proposes cutting the intake down to what a Product Owner needs to decide on an idea; limiting how many ideas are in the intake, adding a portfolio backlog in front of the Product Backlogs or exempting only small ideas keeps the steps that add nothing in place.
Source: the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies - Evolving the Agile Organization
5/5 · Evolving the Agile Organization
A logistics software company sells its route-planning product to haulage firms under contracts that route all client contact through the company's account managers. The account managers attend the Sprint Reviews and pass on what they believe the dispatchers who use the product need; no dispatcher has seen an Increment in a year. The Product Owner is content with the arrangement, but the Developers notice that released features keep coming back for rework. Which step by the Scrum Master would best address this?
AInvite the account managers to take each Increment to their clients' dispatchers for hands-on trials and bring the reactions to the Product Owner at the Sprint Review.
BArrange with the account management lead and the Product Owner for a small group of dispatchers to join the next Sprint Reviews alongside their account managers.
CReplace the account managers at the Sprint Reviews with a rotating group of dispatchers, keeping the account managers informed of what is said there.
DRaise the rework at the next Sprint Retrospective and coach the Developers to find ways of reducing it within their own work and working practices.
Answer: B. The Scrum Guide (Scrum Master) lists removing barriers between stakeholders and Scrum Teams among the ways the Scrum Master serves the organization. Here the barrier is structural: contracts route all contact through account managers, so the dispatchers who use the product never meet the Scrum Team. Bringing a few dispatchers to the Sprint Review alongside their account managers, with the Product Owner, removes it; better relaying, replacing one group of stakeholders with another or a team-level fix in the Retrospective leaves a barrier in place.
Source: the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies - Evolving the Agile Organization
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