Free Scrum PSM-II Exam Actual Questions & Explanations

Last updated on: Jul 15, 2026
Author: Noah Singh (Scrum Trainer & Certification Specialist)

The Professional Scrum Master II (PSM-II) exam is designed for experienced Scrum practitioners who have already earned the PSM-I credential and want to deepen their mastery of Scrum. This assessment validates your ability to apply advanced Scrum principles, facilitate complex team dynamics, and solve real-world organizational challenges. This page provides a focused study roadmap covering the core topics, question formats, and practical preparation strategies you need to succeed. Whether you're refining your facilitation skills or preparing for a leadership role, understanding the PSM-II syllabus is the first step toward confident exam performance.

PSM-II Exam Syllabus & Core Topics

Use this topic map to guide your study for Scrum PSM-II (Professional Scrum Master II) within the Professional Scrum Master path.

  • Facilitation and Coaching: Develop the ability to guide teams through Scrum ceremonies, remove impediments, and coach stakeholders on Scrum values without directing solutions or imposing decisions.
  • Servant Leadership and Organizational Change: Understand how to lead by example, model transparency and accountability, and navigate organizational resistance to Scrum adoption and continuous improvement.
  • Self-Management and Team Dynamics: Learn to foster self-organizing teams, build psychological safety, resolve conflicts constructively, and create an environment where team members take ownership of their work.
  • Product Ownership and Stakeholder Management: Master the relationship between Scrum Master and Product Owner, help clarify product vision, manage competing interests, and ensure stakeholders understand Scrum's iterative nature.
  • Metrics, Transparency, and Continuous Improvement: Apply meaningful metrics to inspect and adapt, use data to drive conversations, and establish practices that reveal progress and impediments without creating false accountability.

Question Formats & What They Test

The PSM-II exam measures both theoretical knowledge and practical judgment through realistic, scenario-driven questions that reflect the challenges Scrum Masters face in the field.

  • Multiple choice: Test foundational understanding of Scrum principles, roles, events, and artifacts; require you to distinguish between correct interpretations and common misconceptions.
  • Scenario-based items: Present real-world situations, team conflicts, stakeholder pressure, organizational obstacles, and ask you to select the most effective Scrum Master response aligned with servant leadership and empiricism.
  • Context-dependent reasoning: Require you to analyze multiple factors (team maturity, organizational culture, Sprint goals) and choose solutions that balance competing priorities while upholding Scrum values.

Questions increase in complexity as you progress, emphasizing nuanced decision-making and the ability to apply Scrum thinking to ambiguous, multi-layered situations.

Preparation Guidance

An effective study plan breaks the five core topic areas into manageable weekly goals, combines focused review with realistic practice, and builds confidence through timed exercises. Allocate study time proportionally to topic weight and your own knowledge gaps, then reinforce learning by connecting concepts across facilitation, leadership, and continuous improvement workflows.

  • Map Facilitation and Coaching, Servant Leadership and Organizational Change, Self-Management and Team Dynamics, Product Ownership and Stakeholder Management, and Metrics, Transparency, and Continuous Improvement to weekly study blocks; track which topics need extra review.
  • Work through practice question sets; read explanations carefully to understand why answers are correct and what misconceptions they address.
  • Link concepts across Scrum events, team interactions, and organizational dynamics, for example, how retrospective facilitation connects to psychological safety and continuous improvement.
  • Complete a timed mini-mock exam under realistic conditions to identify pacing issues and reduce test-day anxiety.
  • In the final week, focus on weak areas and review high-weight topics; avoid cramming new material.

Explore other Scrum certifications: view all Scrum exams.

Get the PDF & Practice Test

Strengthen your preparation with up-to-date resources from validexamdumps.com. These materials align to PSM-II and cover practical scenarios with clear explanations.

  • Q&A PDF with explanations: Topic-mapped questions that clarify why correct options are right and others aren't.
  • Practice Test: Realistic items, timed and untimed modes, progress tracking, and detailed review of each answer.
  • Focused coverage: Aligned to Facilitation and Coaching, Servant Leadership and Organizational Change, Self-Management and Team Dynamics, Product Ownership and Stakeholder Management, and Metrics, Transparency, and Continuous Improvement so you study what matters most.
  • Regular reviews: Content refreshes that reflect syllabus and product changes.

Visit the exam page to download the PDF, Online Practice Test or get Bundle Discount offer for both Formats: Professional Scrum Master II.

Frequently Asked Questions

What topics carry the most weight on the PSM-II exam?

Facilitation and Coaching, and Servant Leadership and Organizational Change typically represent the largest portion of the exam, as they directly address the advanced Scrum Master competencies that distinguish PSM-II from PSM-I. Self-Management and Team Dynamics and Product Ownership and Stakeholder Management also carry significant weight. While Metrics, Transparency, and Continuous Improvement is important, it often appears in fewer items overall.

How do these five topics connect in real Scrum workflows?

Servant leadership underpins how you facilitate ceremonies and coach teams; strong facilitation builds psychological safety, enabling self-management and continuous improvement. Product Ownership collaboration ensures the team understands the vision and priorities, which feeds into Sprint Planning and retrospectives. Meaningful metrics and transparency support all of these by surfacing blockers, team health, and progress, giving you data to drive coaching conversations and organizational change efforts.

How much hands-on Scrum experience do I need before taking PSM-II?

Most candidates benefit from at least two years of active Scrum Master experience and a PSM-I certification before attempting PSM-II. The exam assumes you have faced real team conflicts, organizational resistance, and scaling challenges. If you are newer to the role, focus your study on scenarios that mirror situations you have observed or read about, and seek mentorship from experienced Scrum Masters to ground your learning in practical context.

What mistakes most often cost candidates points on PSM-II?

Choosing technically correct answers that miss the Scrum Master's servant-leadership role is a common pitfall, for example, telling the team what to do instead of coaching them to decide. Another mistake is overestimating the Scrum Master's authority or underestimating the importance of psychological safety and transparency. Finally, selecting answers that prioritize short-term velocity over long-term team health and organizational change often indicates misalignment with Scrum values.

What is an effective final-week review strategy?

In the last seven days, stop learning new material and focus entirely on reviewing weak topic areas identified in your practice tests. Redo challenging scenario questions without looking at answers first, then compare your reasoning to the explanations. Do a full-length timed mock exam three to four days before the real exam to build confidence and identify any remaining gaps. Spend the final two days reviewing high-weight topics and refreshing your mental model of Scrum Master responsibilities.

Get All 75 Questions
Question No. 1

Which statements are true about the Sprint Goal?

(choose the best two answers)

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Correct Answer: B, C

According to the Scrum Guide 2020, the Sprint Goal is a short statement that provides direction and focus for the Scrum Team throughout the Sprint1.The Sprint Goal is chosen by the Scrum Team during Sprint Planning, based on the Product Backlog items that they forecast to complete in the Sprint1.The Sprint Goal also gives Developers flexibility and creativity on how to implement functionality during the Sprint, as long as they do not endanger the Sprint Goal1. Therefore, the statements that are true about the Sprint Goal are:

During Sprint Planning, the Scrum Team crafts a Sprint Goal based on an objective that the Product Owner would like to achieve that Sprint.This statement is true because it reflects the purpose and process of creating a Sprint Goal.The Product Owner proposes an objective for the Sprint, based on the current state of the product and the stakeholders' needs2.The Developers then select the Product Backlog items that support that objective, and craft a Sprint Goal that expresses what value they will deliver in the Sprint2.

Sprint Goals give Developers flexibility and creativity on how to implement functionality during the Sprint.This statement is true because it reflects the benefit and outcome of having a Sprint Goal.The Sprint Goal is not a fixed scope of work, but a flexible goal that guides the Developers' decisions and actions3.The Developers can modify their Sprint Backlog during the Sprint as needed, as long as they do not endanger the Sprint Goal1.The Sprint Goal also encourages the Developers to work together rather than on separate initiatives3.

The other statements are not true because:

Sprint Goals often change during the Sprint as new insights emerge during the work.This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a commitment by the Developers that does not change during a Sprint1.The Sprint Goal provides coherence and alignment for the Scrum Team, and helps them cope with complexity and uncertainty3. Changing the Sprint Goal during a Sprint would undermine its value and impact, and create confusion and waste.

The use of Sprint Goals is optional in the Scrum Framework.This statement is false because it contradicts the Scrum framework, which defines the Sprint Goal as a mandatory element of each Sprint1.The Scrum Guide 2020 states that ''the entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint'' and ''the Developers commit to achieving the Sprint Goal''1. Without a Sprint Goal, there would be no clear direction or focus for the Scrum Team, and no way to measure their progress or success.


Question No. 2

In the Sprint Review; one of the stakeholders highlights the money spent this year; and that due to market changes, the funding may run out An argument follows this statement, with raised voices and strong emotional statements. As a Scrum Master, what are your two best options?

(choose the best two answers)

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Correct Answer: A, E

One of the ways to do this is by facilitating the Scrum events, such as the Sprint Review, where the Scrum Team and the stakeholders inspect the product Increment and adapt the Product Backlog2. In this situation, where there is a conflict among the stakeholders about the budget and the funding, your two best options are:

Encourage the stakeholders to focus on delivering the highest value items for the next Sprint. This option aligns with the purpose of the Sprint Review, which is to collaborate on what was done in the Sprint and what to do next2. By encouraging the stakeholders to focus on delivering value, you are helping them prioritize the most important features or functionalities that can maximize the return on investment and reduce risk3. This can also help them align their expectations and goals, and create a shared understanding of the product vision.

Ask for a short break for people to calm down and be objective. This option aligns with your role as a facilitator, who helps the participants have constructive and respectful conversations4. By asking for a short break, you are giving them a chance to cool off and regain their composure. This can also help them be more objective and rational, and avoid emotional reactions that can escalate the conflict or damage the relationship.

The other options are not advisable because:

It is the Product Owner's meeting, so do nothing. This option is incorrect because it contradicts your accountability as a Scrum Master. The Sprint Review is not only the Product Owner's meeting, but a collaborative event that involves the whole Scrum Team and the stakeholders2. As a Scrum Master, you have a responsibility to facilitate this event and ensure that it is productive and valuable1. Doing nothing would mean neglecting your duty and allowing the conflict to persist or worsen.

Defend the budget, asking the stakeholders to support the funding of the work. This option is incorrect because it goes beyond your scope as a Scrum Master. The budget and the funding are not your primary concerns, but rather the value and quality of the product that you deliver1. Defending the budget would mean taking sides in the conflict, which can compromise your neutrality and credibility as a facilitator. It can also create more tension and resentment among the stakeholders, who may feel that you are not listening to their perspectives or interests.

Argue that the Scrum Team needs to be kept busy while the funding is confirmed. This option is incorrect because it contradicts the principle of empiricism, which is the foundation of Scrum5. Empiricism means that you make decisions based on what is known, rather than what is assumed or predicted5. Arguing that the Scrum Team needs to be kept busy while the funding is confirmed would mean ignoring or denying the reality of the situation, which can lead to waste or inefficiency. It can also undermine the trust and collaboration between the Scrum Team and the stakeholders, who may feel that you are not transparent or accountable.


Question No. 3

Which four of the following risks to product development are addressed by Scrum?

(choose the best four answers)

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Correct Answer: A, B, C, D

Scrum is a framework for addressing complex adaptive problems, such as product development, that require empirical process control and frequent inspection and adaptation. Scrum helps to mitigate the risks of:

The timescale of the planned work (A), by delivering potentially releasable increments of value at the end of each Sprint, which is a fixed time-box of one month or less.

The stability and complexity of the technology (B), by allowing the Development Team to self-organize and choose the best way to create a ''Done'' increment that meets the Definition of Done.

The complexity and unpredictability of the requirements , by enabling the Product Owner to manage the Product Backlog, which is an ordered list of what is needed in the product and can change as more is learned about the product, users, market, and technology.

The skills and working relationships of the people on the teams (D), by fostering a culture of collaboration, transparency, and accountability among the Scrum Team members and stakeholders.


Question No. 4

Which two options describe how project budgeting and financial forecasting work in Scrum?

(choose the best two answers)

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Correct Answer: B, D

Short Scrum is a framework for delivering value to customers and stakeholders in an iterative and incremental way. Scrum does not prescribe how project budgeting and financial forecasting should be performed, but it does provide some principles and practices that can help with this process.

One of these principles is that each Sprint should produce a potentially releasable product Increment that delivers value and meets the Definition of Done. This means that several Sprints may be funded as a single release, with the result of each Sprint being releasable product12. This allows the Product Owner to decide when to release the product based on the feedback from the customers and stakeholders, and the market conditions.

Another principle is that Scrum promotes transparency, inspection, and adaptation. This means that the budgeting and forecasting process should be revisited as frequently as each Sprint to ensure value is being delivered for the investment spent13. This allows the Scrum Team to inspect the outcomes of the delivered Sprint Increments, compare them with the expected benefits and costs, and adapt the product backlog and the release plan accordingly.

Scrum does not align with traditional accounting practices that require fixed scope, cost, and time. However, this does not mean that Scrum Teams do not need a budgeting process or that they only need to cover the run cost (time and materials) of the Scrum Teams. Scrum Teams still need to estimate the size and value of the product backlog items, forecast the delivery date and cost of the product or release, and track the actual spending and revenue of the product or release43. The difference is that these estimates and forecasts are based on empirical data from previous Sprints, rather than on upfront assumptions or guesses. They are also subject to change as new information emerges or new requirements arise.


Scrum Guide 2020, section ''The Sprint'', ''The Increment'', ''Empiricism''.

Tips for Effective Agile Budgeting and Forecasting | Toptal, section ''Establish Context and Set Expectations'', ''Budget for Value''.

Project forecasts and budgets | Microsoft Learn, section ''Project forecasting''.

Planning and Budgeting in Scrum Projects - PMHut, section ''Budgeting in Scrum Projects''.

Question No. 5

You are the Scrum Master for four Scrum Teams working from the same Product Backlog. Several of the Developers come to you complaining that work identified for the upcoming two Sprints will require full time commitment from Stella, an external specialist who is not a member of any of the four Scrum Teams. What would you consider acceptable solutions for the problem?

(choose the best three answers)

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Correct Answer: B, F, G

B) Developers with an interest in Stella's domain could volunteer to take on this work in their respective Scrum Teams.

This is a good solution because it is consistent with the Scrum value ofcommitment, which means that the Scrum Team members are willing to learn new skills and take on new challenges to deliver value12.By volunteering to take on this work, the Developers can reduce the dependency on Stella, increase their cross-functionality, and collaborate more effectively within and across the Scrum Teams34. F. Ask Stella for a plan to hire and train additional people in her domain, and in the meantime work with the Product Owner and Scrum Teams to re-prioritize the work so that tasks not depending on Stella can be done first

This is another good solution because it is consistent with the Scrum principle ofempiricism, which means that the Scrum Team learns and adapts based on the actual outcomes and feedback, rather than following a predefined plan12. By asking Stella for a plan to hire and train additional people, the Scrum Master can help address the root cause of the dependency and create more capacity and diversity in Stella's domain.By working with the Product Owner and Scrum Teams to re-prioritize the work, the Scrum Master can also help optimize the value and feasibility of the product backlog items, and enable the Scrum Teams to deliver valuable and functional increments every Sprint34. G. Create a team with Stella and identify people from the Scrum Teams to temporarily work in Stella's domain to learn to better serve the existing teams

This is also a good solution because it is consistent with the Scrum value ofrespect, which means that the Scrum Team members appreciate and value each other's skills and perspectives12. By creating a team with Stella, the Scrum Master can acknowledge and leverage Stella's expertise and experience in her domain.By identifying people from the Scrum Teams to temporarily work in Stella's domain, the Scrum Master can also facilitate knowledge transfer and skill development among the team members, which can improve their self-organization and collaboration34.


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