Professional Scrum Master II (PSM II) — Question 178

Your organization always stresses the importance of on-time delivery and reliability. A manager has detected that your team’s progress is too slow. They feel that your team's velocity needs to be 10% higher.

The organization expects you, as the Scrum Master, to make it happen. How do you respond? (Choose two.)

Answer options

• A. You help management understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile you present this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this.
• B. You educate management that it is the Scrum Team's responsibility to improve their velocity. You invite management to the next Sprint Retrospective to brainstorm on how they can improve.
• C. You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer management to the Product Owner for all information concerning the progress of development.
• D. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.
• E. You tell management that this is not your accountability in Scrum. You direct them to the Product Owner to determine whether the forecast is accurate.

Correct answer: A, D

Explanation

The correct answers, A and D, highlight the Scrum Master's role in facilitating understanding and addressing obstacles. Option A emphasizes the gradual nature of velocity improvement and encourages team ownership, while option D involves management in removing impediments. Options B and C misplace accountability and focus on management's role rather than the team's responsibility, while option E incorrectly deflects accountability instead of fostering collaboration.