Preparation for the certification exam for CSM and PSM I (BVOSM) Scrum Master

Preparing for the CSM, PSM I, and BVOSM Certified Scrum Master certification exam is a sure success for Scrum Master certification candidates. Agile organizations adhere much to Scrum’s principles and rules. The Scrum Master role is the one that brings order and trains everyone around in important practices. You can find more additional materials on

If you are planning to develop as a professional Scrum Master you should read additional literature every day. Another useful resource for all candidates ис

Preparation for CSM and PSM I, BVOSM Certified Scrum Master certification exam

In this article, we offer sample questions and answers suitable for the certification exam for the Scrum Master certification programs of BVOPM (BVOSM), CSM, and PSM I and PSM II. You will find the main topic and below it a suitable answer. Reference: “Quick and easy preparation for the Scrum Master certification exam“,

Your colleague, a beginner Scrum Master, asks you a question. He asks you if, for their 3-week sprints, they can accept the Sprint Review event lasting 2 and a half hours.

For 3-week Sprint Review sprints, the meeting should not exceed 3 hours. If the team is self-organized enough, it can fit in two and a half hours. You can bet 3 hours just in case you sometimes need to discuss more issues. If they finish the necessary work on Sprint Review, they can finish earlier, but it’s good to have some reserve. Reference: “Preparation for the Scrum Master certification exam (PSM, CSM, BVOSM) with sample questions“,

You gather at the usual place for your Sprint Review event. Attendees include You as the Scrum Master, the Development Team without a new budding colleague, the Client Project Manager, their Product Manager, Business Analyst, and a hired external usability consultant.

What is the reason for the new colleague not being present – has he considered that he does not have enough experience to attend these meetings or is there a good reason? If the first is to explain to him that whether he did not start work today or 10 years ago, he is part of the team and is important and has a role to play in the overall construction of the product.

The presence of stakeholder representatives is normal, but the Product Owner role is missing. He must attend these meetings because it is the link between stakeholders and the development team. He must understand the needs of the client, hear their opinion when presenting the increment and be on the line in need of details and clarifications. Reference: “Certified Scrum Master exam preparation: CSM, PSM, BVOSM sample questions“,

A project manager from your organization came to your Sprint Review event. He listens carefully and watches. He is pleased that the work is going well. Finally, he turns to you and asks you when you expect as a guide to releasing the latest finished developments to the real product in the living environment.

If the meeting did not comment that the presented increment will be released into the living environment, then I can not provide additional information at this time. It depends on many factors and I am not the person who can give an adequate answer. This issue should be discussed with the development team and is the subject of discussion in the next scrum events. Reference: “Preparation for CMS and PSM Certified Scrum Master exam with sample questions“,

Sprint Review event

The Sprint Review event begins. Shortly after greeting each other, the customer’s product manager opens a topic about the project budget. He is not sure if his organization’s resources will be enough to continue working on the product for another 6 months. Ask your Product Owner for comments and advice on their Roadmap.

Further details need to be clarified here:

  • How far has the product development gone?
  • Is there already a version that is acceptable for release to users and is it possible to develop one within 6 months?
  • How many items remain in the Product Backlog and according to their estimate of relative execution time and team velocity, how many sprints are expected to be completed if all goes according to plan?

Of course, all these issues should be discussed with the development team. Reference: “Certified Scrum Master exam preparation with sample questions“,
If there is not enough time to develop the project, it is better to invest a little more and finish it instead of staying that way, because if extra time is lost in freezing the project, the needs can change and all the work so far can be done. turns out to be lost

At the Sprint Review event, business people and all representatives outside your Scrum team review what has been achieved and inform you that they have no questions or any other comments or suggestions, and prepare to leave the meeting.

It is very important to capture the emotion with which they say it. They are likely to be dissatisfied, to keep quiet about it, and to want to discuss it in private. In this case, I have to try to break the situation and predispose them to say what they think and give feedback. Giving feedback is one of the main components of this meeting. Reference: “Preparation for Scrum Master certification exam on Sprint event“,

External stakeholders and Scrum

Your client’s Account Manager has contacted you and asked if you can demonstrate your product one day before the end of your sprint because he needs to prepare presentations.

I will explain to him that there is no way to make a demonstration in advance, even when it comes to one day. This is a day when the product will be worked on and will not be as it was yesterday. Colleagues from the development team will present it during the meeting because that is what it is for. Moreover, I can’t pass on the information that the development team will pass on, because they are the people who work on the increment. Reference: “Preparation for Scrum Master certification and tips for Scrum professionals”,

Your client’s product manager disapproves of Definitions of Done for one of your User Stories and refuses to accept work on it. Everyone is staring at you, including your product owner.

Understandable user story writing is part of the Product owner’s responsibilities. Moreover, they must be coordinated with stakeholders and their needs must be properly understood and communicated.
If necessary, the DoD must be refined to avoid such discrepancies in the future. This is a conversation between the Product Owner and the stakeholders.

One day before your Sprint Review event, your client’s Account Manager contacted you and explained that they were working with the Marketing Department to prepare new plans. He asks you to send him the items that your team will complete during the sprint.

I can’t predict or commit to what the team will do by the end of the sprint. Planning outlines roughly what needs to be done for this sprint, but there may always be some changes.
If there is a change in the plans, it cannot be done unilaterally but must be discussed with the team members. Read more: “Preparation with sample questions for Scrum Master certification exam CSM & PSMI”,

Product Backlog and Scrum

You have already presented your increment at the Sprint Review meeting. Product Backlog items have been officially announced as completed. There is no work left unfinished. Everyone seems happy. Business people offer, as everything is fine, to discuss possible promotions of team members who have performed well, and then want to take you for a drink.

In my opinion, the promotion of team members is not something to be discussed publicly, but rather with each one individually. Some members may do better than others, but this is a topic of personal conversation between employer and employee.

In Scrum, the team is perceived as a whole, and if the business parties suggest that it be further rewarded for their efforts, then all members should be treated equally so that disagreements do not arise. Reference: “Free preparation for the Scrum Master certification exam (CSM, PSMI, PSMII, BVOP)”,

Shortly before the Sprint Review event, a team member told you that User Story covers all definitions of completion, but the finished work visually differs from the sketches included in the Product Backlog item.

If the product meets the definitions of completion, it can be presented at the meeting. Let the client see it as it is now and decide whether this discrepancy is acceptable to him or whether adjustments need to be made and the definitions changed accordingly.

While browsing the Product Backlog items, the customer’s project manager interrupts the conversation and asks a question to your Product Owner. He asks him why two very similar items are rated Story Points 3 and 13. Your product is looking at you.

The assessments are based on the experience of the development team. They may look similar at first glance, but there is probably a difference that complicates one. Here we can turn to the development team for details. Read more: “Free training to prepare for the Scrum Master Certification exam”,

The Development team and Scrum

The meeting starts and a member of the Development team starts asking questions to the other participants.
In the Daily Scrum, it is permissible for Development team members to ask questions themselves. I will just see if he asks adequate questions and if I move at the right pace to keep the time set aside for this meeting. If I need to intervene somewhere, I will do it to channel the meeting.

You receive an email from the marketing department upstairs. As they do not know where the place where you hold your Daily Scrum meeting is, they ask you to show it to them in advance so that they are not late.

I will inform them that Daily Scrum concerns only the development team and the Scrum Master role. It has a well-defined and clear purpose, answers specific questions, and does not involve an external presence. If the marketing department has questions that they want to clarify with them, a separate meeting can be held. Read more: “Best Scrum Master Certifications for 2022 and 2023“,

A representative of your client is on a business trip to your office, but only for a very short time. He will leave early in the morning tomorrow. 15 minutes before your meeting, a member of the team asks you to call him so that he can provide as much important information as possible while he is here.

The daily scrum is not the place for this. Its purpose is radically different. If they need additional information from stakeholders and this hinders their work, they can mention it at the meeting. The Product owner is then tasked with providing this information and clarifying any ambiguities with customers.
In this case, immediately after the meeting, when I find out what information is needed, I will contact the Product owner as soon as possible.

Sample questions for Scrum Master certification regarding the Daily Scrum event

Your colleague is late for your Daily Scrum meeting and has sent the following email with answers to the team’s usual questions:
“Hello! Yesterday I was working on recovering the user password. It is not ready yet and I am continuing today. I think I will succeed by the end of the day. I encountered several problems, but I avoided them quite flexibly.”

The email does not provide enough information. It does not mention the most important thing that would be useful for the team – what are these problems and how to avoid them. If he manages to join the meeting at all, I will ask him these questions. And if not, I will talk to him after that and explain to him that everyone may have to be late, but the e-mail he sent does not carry the necessary information and this should not become a practice, because in this way we move away from the essence of this meeting and its goals.

During your Daily Scrum meeting, a colleague tells the others: “Yesterday I was working on uploading the profile picture for users. Today I will create several automated tests with different common situations to make sure there will be no shoots. It turned out that the test server does not have libraries installed for all supported photo file formats. I will go down to the Development Operation colleagues today and ask them to put them on and then I will tell you.
In the meantime, know that you may encounter this problem.”

In my opinion, he conveys the information quite clearly and synthesized it in a way that is useful for the other members of the team. He says what he worked on yesterday, what he will work on today, what problem he has encountered, what my solution is, and in just a few sentences. In my opinion, this is the appropriate style for such meetings.

During your Daily Scrum meeting, a colleague tells the others:
“Yesterday I was in the designers’ room to discuss the graphics for the next sprint. Today I will integrate all the icons in the registration form. I think there will be a small problem, but I will manage.”

At first, I was impressed that this was the next sprint. I will ask why we are working on the next sprint before the end of this one and whether all the items on the current one are over.

Here, too, the information is not enough. It is not said what the problem is so that others are aware of it and possibly avoid problems, and why not offer an adequate solution.

Product Owner comes to the Daily Scrum meeting

Your Product Owner comes to your Daily Scrum meeting just before the end and politely asks everyone to repeat what they have shared, because in a little while he will meet with a representative of the client, who asked him for an up-to-date development situation.

There will certainly be no time to repeat things and no sense. I can stay and listen to what the others have to say, and then summarize in a few sentences what they shared before he came. If you need more information, you can meet them after the Daily Scrum.

Before the Daily Scrum meeting

Just before your Daily Scrum meeting, your director sent you the following email:
“Hello! Can colleagues from another department come to your daily team meeting to watch your Scrum events? I promise they won’t interfere in any way.”

I will explain the meaning of these meetings and the fact that they take place only between the development team and the scrum master role. External persons, including stakeholder representatives, are not allowed (if we exclude the product owner in some emergencies). I can offer to meet with colleagues who are interested in these events and tell them in more detail about their idea, how it goes and what they aim for. I hope that the director will not be insistent in this desire and that I will be able to convince him that this would only distract the team and disrupt their working atmosphere.

One of the members of the Development team asked your product owner to attend the meeting to share important information, but others are strongly opposed, as they believe that your Product Owner will understand important details about how they are implemented and this will disrupt Development. their harmony.

If most members think that they want the product owner not to be present, I will comply with them. I can help arrange a short meeting before the daily (depending on whether the information is needed in advance) with the product owner.

The Daily Scrum meeting is underway. Tomorrow is the last day of the sprint. Several User Stories remain unfinished, which is certain that they cannot be completed by tomorrow.

In this case, they finish what they can tomorrow within the day and at the next planning, we will redistribute the tasks, including the rest of this sprint in the next.

But more important here is the question of “why” they are not finished. What is the reason, are there any obstacles in the work, problems in the team that has not reached us, but need to be resolved? Accordingly, can I help in any way to resolve them?

A member of the Development team says that he tried all day yesterday to speed up the responses of your client’s marketing department. They take too long to answer and do not send him the information he needs to complete his work.

I will talk to the Product owner and explain this delay. His task is to talk to the customer and speed up the process because in the end it will affect his product and extend the execution time. I will ask for your assistance in the future for faster feedback from the marketing department of the client.

What is Scrum?

If you are unfamiliar with this Agile framework, let me explain what Scrum is. The teams optimally consist of 4 – 9 people – Scrum master, product owner, and developers. Team members work together to create a better and more valuable product. The basis of the success of the team is the team itself, the people in it – their personal qualities and professional expertise, and the relationship between them => In this line of thought in scrum teams there is no team manager or project manager.

Scrum work is organized in repetitive cycles called sprints (usually biweekly). During the sprint, the whole team works together to develop functionality, thanks to which at the end of the sprint the overall product will have a high value. During the sprint the team self-organizes and self-regulates. The inspection is carried out daily, which helps the team to identify problems and obstacles in the work so that they can be overcome within the sprint. Adapting the product to the changes is a guarantee for increasing the value of the developed product => It is necessary to know that the inspection is performed by each member of the team and no role is only focused on inspection.

Here are some important things for the success of Scrum:

  • Teamwork
  • Working in changing conditions
  • Self-organizing team (team members make their own decisions, do not come down from the management)