Scrum PSPO-I Professional Scrum Product Owner (PSPO I) Exam Exam Practice Test

The reason for choosing this answer is that it is consistent with the Scrum Guide1 and the Professional Scrum Product Owner™ (PSPO I) objectives and content2. The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product3. It applies to all Scrum Teams that are involved in creating an integrated Increment, regardless of their size, complexity, or skills12. The Definition of Done ensures that the product meets the expectations and needs of the stakeholders and customers12.

The other answers are not as accurate or appropriate for this question:

• A. Each Scrum Team defines and uses its own. The differences are discussed and reconciled during a hardening Sprint.
• B. The Scrum Masters from each Scrum Team define a common Definition of Done.
• C. Each Scrum Team uses its own, but must make their definition clear to all other teams so the differences are known.

These answers imply that there is no need for a common or shared Definition of Done among multiple Scrum Teams working on a single product12. However, this can lead to confusion, inconsistency, and conflicts in terms of quality standards, expectations, and feedback12. Moreover, having different Definitions of Done can compromise the integrity and value of the product as a whole12.

I hope this answer helps you understand how to apply your knowledge of Professional Scrum Product Owner™ (PSPO I) objectives and content in this question. If you have any further questions or feedback, please let me know. Thank you for using Bing! ????

References:

• Professional Scrum Product Owner™ (PSPO I) Study guide and documents
• Definition of “Done” in multiple Team projects | Scrum.org
• Definition of Done - Scrum Inc.
• The multiple Definitions of Done - Scrum Framework - Agile Uprising …
• What is a Definition of Done? | Scrum.org

A mature Scrum Team is expected to continuously improve their quality standards and deliver potentially releasable Increments of value that meet the Definition of Done12. The Definition of Done is a shared understanding of what it means to complete a Product Backlog item, and it may vary from one Scrum Team to another3. As the Scrum Team matures, they may expand their Definition of Done to include more rigorous criteria, such as higher levels of testing, documentation, performance, security, usability, etc . This way, they ensure that their product Increment is always ready for release and meets the expectations of the stakeholders and customers12.

To say that an event has a timebox means that the event has a fixed duration that cannot be exceeded. The Scrum Guide states that "All events are time-boxed events, such that every event has a maximum duration. Once a Sprint begins, its duration is fixed and cannot be shortened or lengthened. The remaining events may end whenever the purpose of the event is achieved, ensuring an appropriate amount of time is spent without allowing waste in the process."1 This means that the timebox sets an upper limit for the event, but the event can end sooner if the goal is met.

References:

• 1: The Scrum Guide2, page 10
• 2: The Scrum Guide

The Scrum Guide states that “the Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints”. It also states that “at the end of a Sprint, the new Increment must be ‘Done’, which means it must be in useable condition and meet the Scrum Team’s definition of ‘Done’”. Therefore, the Scrum Team must deliver a valuable, useful Increment that meets the Definition of Done at the end of a Sprint. The other options are not acceptable, as they do not meet the criteria of being valuable, useful, or done.

References:

• The Scrum Guide, section 3.4. Increment
• Professional Scrum Product Owner I (PSPO I) Learning Path, section 2.1. The Product Owner and the Development Team
• Professional Scrum Product Owner I (PSPO I) Sample Questions, question 10

• The Sprint Review is an event that occurs at the end of each Sprint, where the Scrum Team and the stakeholders inspect the Increment and adapt the Product Backlog if needed. The Sprint Review is an opportunity for the Product Owner to validate that the Increment meets their expectations and delivers value to the customers and users. The Sprint Review is also an opportunity for the Developers to demonstrate their work and receive feedback from the Product Owner and the stakeholders.
• Stakeholders are people external to the Scrum Team who have a stake or interest in the product, such as customers, users, sponsors, managers, or other teams. Stakeholders provide valuable input, feedback, and insights to the Scrum Team regarding the product vision, goals, value proposition, requirements, features, functions, quality, usability, or market conditions.
• Collecting stakeholder feedback is one of the main purposes of the Sprint Review. Stakeholder feedback can help the Scrum Team to:

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Sprint Review: https://www.scrum.org/resources/what-is-a-sprint-review
• Stakeholders: https://www.agilealliance.org/glossary/stakeholders

Scrum

the Daily Scrum is a 15-minute event for the Developers of the Scrum Team that is held at the same time and place every working day of the Sprint. The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work1. The other options are not characteristics of the Daily Scrum, as it is not facilitated by the team lead, it does not consist of the Scrum Master asking the team for status, it is not held first thing in the morning, and it is not free form and designed to promote conversation234.

1: What is a Daily Scrum? | Scrum.org 2: What Is the Daily Scrum? | A Guide to the Daily Event - Scrum Alliance 3: What is Daily Scrum? | VivifyScrum 4: Daily Scrum | Definition and Overview - ProductPlan

• The “cone of uncertainty” is a graphical representation of the degree of uncertainty in a project estimate over time. It shows that the range of possible outcomes is wider at the beginning of the project and narrows down as the project progresses and more information becomes available.
• The “cone of uncertainty” can be used to illustrate that as a project forecast lengthens, it is increasingly less certain. This means that the longer the time horizon for a project, the more variability and risk there is in the estimate. This also implies that shorter iterations and frequent feedback can help reduce uncertainty and improve accuracy.
• The “cone of uncertainty” cannot be used to determine whether to cut quality, similar to the “Iron Triangle” of project management. The “Iron Triangle” is a model that shows the trade-offs between scope, time, and cost in a project. Quality is often considered as a fourth dimension that is affected by these three factors. Cutting quality is not a desirable option for any project, especially for Scrum projects that value delivering high-quality products that meet customer needs.
• The “cone of uncertainty” cannot be used to determine the cost of a project before it begins. The cost of a project depends on many factors, such as the scope, the resources, the complexity, the risks, and the market conditions. The “cone of uncertainty” only shows the range of possible outcomes based on the available information at a given point in time. It does not provide a definitive or accurate estimate of the cost before the project starts.
• The “cone of uncertainty” cannot be used to determine the length of the next Sprint. The length of the next Sprint is determined by the Scrum Team based on their empirical experience and their ability to deliver a potentially releasable Increment of value. The “cone of uncertainty” does not provide any guidance on how long a Sprint should be or how much work can be done in a Sprint.

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Cone of Uncertainty: https://www.agilealliance.org/glossary/cone-of-uncertainty/

• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
• A Sprint is a timebox of one month or less within which a “Done” product Increment is created. A Sprint consists of the Sprint Planning, Daily Scrums, the development work, the Sprint Review, and the Sprint Retrospective. A Sprint is also a feedback loop that allows the Scrum Team and the stakeholders to inspect and adapt the product and the process.
• During a Sprint, a Product Owner is typically responsible for:
• The other options are not valid or relevant responsibilities of a Product Owner during a Sprint. They are either too administrative, micromanaging, or unrelated to the product value delivery. They are:

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Product Owner: https://www.scrum.org/resources/what-is-a-product-owner
• Sprint: https://www.scrum.org/resources/what-is-a-sprint-in-scrum
• Stakeholders: https://www.agilealliance.org/glossary/stakeholders
• Daily Scrum: https://www.scrum.org/resources/what-is-a-daily-scrum

The Sprint Goal is a short statement that gives the Sprint a purpose, direction, and focus. It is created by the entire Scrum Team during Sprint Planning, based on the Product Owner’s draft and the Developers’ input. The Sprint Goal is then added to the Sprint Backlog and guides the Developers’ work during the Sprint.

References:

• What is a Sprint Goal?
• The Sprint Goal
• How to Write and Use a Sprint Goal (With 5 Templates)

The Developers are accountable for creating a valuable and usable Increment each Sprint. They are the people in the Scrum Team who are committed to delivering a “Done” Increment that meets the Definition of Done and the Sprint Goal. They are responsible for managing and organizing their work within the Sprint, collaborating with the Product Owner and the Scrum Master, and applying their skills and creativity to create a product that delivers value to the stakeholders and customers.

References:

• The Scrum Guide
• The Developers
• Understanding and Applying the Scrum Framework

The Scrum values are commitment, focus, openness, respect, and courage1. These values are embodied by the Scrum Team, which is a self-managing unit that organizes its own work and delivers a valuable product2. The Scrum Team consists of one Scrum Master, one Product Owner, and Developers[3][3]. The best way to create Scrum Teams is to respect the self-management and empowerment of the people who will do the work, and let them decide how to organize themselves into Scrum Teams. This can be done by bringing all the people together and letting them form Scrum Teams based on their skills, interests, and alignment with the product vision4. Alternatively, existing teams can propose how they would like to reorganize themselves into Scrum Teams, based on their feedback and experience5. These ways of creating Scrum Teams are consistent with the Scrum values, as they foster commitment, focus, openness, respect, and courage among the team members and stakeholders. The other options are not consistent with the Scrum values, as they involve managers or the Chief Product Owner imposing their decisions on the team members, which undermines their self-management and empowerment, and creates a lack of trust and collaboration.

References:

1: The Scrum Guide, November 2020, p. 4

2: The Scrum Guide, November 2020, p. 5

[3][3]: The Scrum Guide, November 2020, p. 6

4: Managing Products with Agility, Scrum.org, accessed on December 16, 2023

5: Developing People and Teams, Scrum.org, accessed on December 16, 2023

• The Scrum Team is a self-organizing and cross-functional team that delivers valuable products in an agile way. The Scrum Team consists of one Product Owner, one Scrum Master, and Developers. They are all accountable for creating a valuable, useful, and potentially releasable product Increment each Sprint.
• An Increment is a concrete stepping stone toward the product vision. It is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints. At the end of a Sprint, the new Increment must be “Done”, which means it meets the Definition of Done and is usable.
• The Scrum Team is accountable for creating a valuable increment every Sprint, not just once or occasionally. This means that the Scrum Team must deliver a product functionality that provides value to the customers and users and contributes to the product goals and missions. The value of an increment can be measured by various factors, such as customer satisfaction, feedback, revenue, market share, or social impact.
• The Scrum Team is also accountable for creating a valuable increment every Sprint, not just any increment. This means that the Scrum Team must deliver a product functionality that meets the quality standards and expectations of the customers and users and complies with the Definition of Done. The quality of an increment can be measured by various factors, such as usability, reliability, performance, security, or maintainability.

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Scrum Team: https://www.scrum.org/resources/what-is-a-scrum-team
• Increment: https://www.scrum.org/resources/what-is-an-increment

• The Sprint Goal is a short statement of what the Scrum Team intends to achieve during a Sprint. It provides guidance and direction for the Scrum Team, as well as a basis for inspecting and adapting the product and the process. The Sprint Goal is aligned with the product vision and goals, and it reflects the value and purpose of the Sprint.
• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
• The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.
• The Sprint Planning is an event that occurs at the beginning of each Sprint, where the Scrum Team plans how to deliver a valuable product Increment. The Sprint Planning consists of two topics: What can be done this Sprint? and How will the chosen work get done? The outcome of the Sprint Planning is an agreed-upon Sprint Goal, a Sprint Backlog, and a plan for delivering the Increment.
• The responsibility of crafting the Sprint Goal is shared by both the Product Owner and the Developers. The Product Owner should come to Sprint Planning with a business objective in mind, based on their understanding of the product vision, goals, value proposition, stakeholder feedback, market conditions, or other relevant factors. The Product Owner should propose how this objective can be achieved by selecting some Product Backlog items that can deliver value to customers or users. The Developers should collaborate with the Product Owner to craft a clear and concise Sprint Goal that expresses what they want to accomplish as a team during this Sprint. The Developers should also ensure that they have enough capacity and skills to deliver on this Sprint Goal.

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Sprint Goal: https://www.scrum.org/resources/what-is-a-sprint-goal
• Product Owner: https://www.scrum.org/resources/what-is-a-product-owner
• Developers: https://www.scrum.org/resources/what-is-a-developer-in-scrum
• Sprint Planning: https://www.scrum.org/resources/what-is-sprint-planning

A Product Owner orders a Product Backlog in any way they think will maximize the value of the product1. They take various factors into consideration when ordering the Product Backlog such as business value, risk, return on investment (ROI), dependencies and impact1. Dependencies between Product Backlog items and their relevance to achieving the Product Goal are two of these factors12. The availability of the Scrum Master and the number of stakeholders who approve of the item are not valid criteria for ordering the Product Backlog3.

If the Developers find out during the Sprint that they are not likely to build everything they forecast, the best response from the Product Owner is to re-work the selected Product Backlog items with the Developers to meet the Sprint Goal. This is because:

• The Sprint Goal is a short-term objective that provides guidance and focus to the Scrum Team throughout the Sprint. It is a flexible and negotiable commitment that can be adjusted as more is learned throughout the Sprint.
• The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They must inspect the Increment at the end of each Sprint and assess how it delivers value and contributes to the Product Goal.
• The Product Owner and the Developers must collaborate closely throughout the Sprint to ensure that they have a shared understanding of what they are building and why. The Product Owner must provide clarifications, feedback, and guidance to the Developers as needed to help them create a valuable Increment.
• If the Developers find out during the Sprint that they are not likely to build everything they forecast, it means that there is a gap between their initial plan and their actual progress. This may happen due to various reasons, such as new insights, changing requirements, technical challenges, or unforeseen circumstances.
• In this situation, the Product Owner should work with the Developers to re-work the selected Product Backlog items to meet the Sprint Goal. This may involve adding, removing, or modifying some items, as long as they still support the Sprint Goal and deliver value. The Product Owner should also communicate any changes or impacts to the stakeholders and customers as appropriate.

Other options, such as skipping Product Backlog refinement activities, informing management that more Developers are needed, changing the Sprint Goal, or canceling the Sprint, are not valid responses from the Product Owner as they do not reflect what should happen in Scrum or how to deal with uncertainty and complexity.

References:

• [Scrum Guide], page 15, section “Sprint Goal”
• [Scrum Guide], page 7, section “Developers”
• [Scrum Guide], page 6, section “Product Owner”
• [Scrum Guide], page 10, section “Definition of Done”
• [Scrum Guide], page 10, section “Increment”
• [Scrum Guide], page 10, section “Product Goal”

The Scrum Team membership should change as needed, but not too frequently, as it may affect the team’s ability to deliver value and maintain a high level of collaboration and self-organization. The Scrum Guide states that "Optimal Development Team size is small enough to remain nimble and large enough to complete significant work within a Sprint. Fewer than three Development Team members decrease interaction and results in smaller productivity gains. Having more than nine members requires too much coordination. Large Development Teams generate too much complexity for an empirical process to be useful."1 Therefore, the Scrum Team should consider the impact of changing its membership on its productivity and performance, and balance the need for stability and flexibility.

References:

• 1: The Scrum Guide2, page 6
• 2: The Scrum Guide

• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
• The job of a Product Owner focuses on the following aspects:
• The other options are not valid or relevant aspects of a Product Owner’s job. They are either too narrow, unrealistic, or unrelated to the product value delivery. They are:

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Product Owner: https://www.scrum.org/resources/what-is-a-product-owner
• User Stories: https://www.agilealliance.org/glossary/user-stories

• The Scrum Team is a self-organizing and cross-functional team that delivers valuable products in an agile way. The Scrum Team consists of one Product Owner, one Scrum Master, and Developers. They are all accountable for creating a valuable, useful, and potentially releasable product Increment each Sprint.
• The Scrum Team is responsible for making sure everyone on the Scrum Team does their tasks for the Sprint. The Scrum Team does not rely on any external authority, manager, or leader to assign or monitor their work. The Scrum Team collaborates and coordinates their work as one unit, without any hand-offs or silos. The Scrum Team also inspects and adapts their work based on empirical evidence and feedback.
• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
• The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.
• The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. The Scrum Master does this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.
• The other options are not valid or relevant answers for who should make sure everyone on the Scrum Team does their tasks for the Sprint. They are either nonexistent or irrelevant roles in Scrum. They are:

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Scrum Team: https://www.scrum.org/resources/what-is-a-scrum-team
• Product Owner: https://www.scrum.org/resources/what-is-a-product-owner
• Developers: https://www.scrum.org/resources/what-is-a-developer-in-scrum
• Scrum Master: https://www.scrum.org/resources/what-is-a-scrum-master

• A product’s success is measured by the impact it has on the customers, the business, and the market. Different products may have different success criteria and metrics, depending on their vision, goals, value proposition, and target audience. However, some of the common and important aspects that can indicate a product’s success are:
• The other options are not valid or relevant measures of a product’s success. They are either too subjective, narrow, or unrelated to the product’s value proposition and goals. They are:

References:

• Product Success: https://www.productplan.com/glossary/product-success/
• Customer Satisfaction: https://www.agilealliance.org/glossary/customer-satisfaction/
• Cost: https://www.investopedia.com/terms/c/cost.asp
• Revenue: https://www.investopedia.com/terms/r/revenue.asp

• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
• The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.
• A Sprint is a timebox of one month or less within which a “Done” product Increment is created. A Sprint consists of the Sprint Planning, Daily Scrums, the development work, the Sprint Review, and the Sprint Retrospective. A Sprint is also a feedback loop that allows the Scrum Team and the stakeholders to inspect and adapt the product and the process.
• The Sprint Goal is a short statement of what the Scrum Team intends to achieve during a Sprint. It provides guidance and direction for the Scrum Team, as well as a basis for inspecting and adapting the product and the process. The Sprint Goal is aligned with the product vision and goals, and it reflects the value and purpose of the Sprint.
• In the middle of a Sprint, if a customer decides that there are two new features she wants, there are two possible ways that a Product Owner could handle this situation:
• The other options are not valid or relevant ways that a Product Owner could handle this situation. They are either too disruptive, impractical, or irrelevant. They are:

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Product Owner: https://www.scrum.org/resources/what-is-a-product-owner
• Developers: https://www.scrum.org/resources/what-is-a-developer-in-scrum
• Sprint: https://www.scrum.org/resources/what-is-a-sprint-in-scrum
• Sprint Goal: https://www.scrum.org/resources/what-is-a-sprint-goal
• Daily Scrum: https://www.scrum.org/resources/what-is-a-daily-scrum
• Scrum Master: https://www.scrum.org/resources/what-is-a-scrum-master

The main topic of discussion is the product Increment, which is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints1. The product Increment is demonstrated and inspected by the attendees, and feedback is collected to inform the next Sprint Planning12. The Sprint Review may also include other topics, such as the Product Backlog, the Product Goal, the market conditions, the budget, and the timeline, but the product Increment is the essential topic1234. The Scrum process, and how it was used during the Sprint, is not a topic for the Sprint Review, but rather for the Sprint Retrospective, which is a separate event where the Scrum Team inspects and adapts its way of working1. Coding and engineering practices are also not relevant for the Sprint Review, as they are internal aspects of the Development Team that do not affect the value of the product Increment1. Therefore, the correct answer is C. The product Increment.

The Scrum Guide states that “the Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint”. It also states that “the Developers can do the work of any other role on the Scrum Team, as long as accountability is met”. Therefore, the Developers on the Scrum Team should write the user documentation, as it is part of the Definition of Done and the work needed to deliver a “Done” Increment. The other options are not acceptable, as they violate the Scrum values of commitment, focus, and respect, and they create dependencies, delays, and waste.

References:

• The Scrum Guide, section 2.2. Developers
• Professional Scrum Product Owner I (PSPO I) Learning Path, section 2.3. The Product Owner and the Definition of Done
• Professional Scrum Product Owner I (PSPO I) Sample Questions, question 12

The Developers are the ones who are accountable for tracking the remaining work toward the Sprint Goal. The Developers are self-managing and decide how much work they can do in a Sprint1. They also create and update the Sprint Backlog, which is the plan for how the Developers will achieve the Sprint Goal, and the single source of truth for the work to be done in the Sprint2. The Developers use the Daily Scrum to inspect their progress toward the Sprint Goal and adapt the Sprint Backlog as necessary[3][3]. The Product Owner, the Scrum Master, and the Project Manager (if any) do not have the accountability for tracking the remaining work toward the Sprint Goal, as this is the responsibility of the Developers.

References:

1: The Scrum Guide, November 2020, p. 6

2: The Scrum Guide, November 2020, p. 10

[3][3]: The Scrum Guide, November 2020, p. 11

The Product Owner should not have the entire Product Backlog documented in detail before the first Sprint can start. This is because:

• The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is never complete and constantly changes to reflect the needs and desires of the customers, users, and stakeholders.
• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are responsible for identifying and articulating the Product Goal, which is a long-term objective for the product that guides all the activities of the Scrum Team.
• The Product Owner collaborates with the Developers and the stakeholders to refine the Product Backlog as needed to ensure that there are enough items that are sufficiently clear and ready for selection in Sprint Planning. The amount of detail and precision required for each Product Backlog item depends on its order, size, and complexity.
• The Product Owner does not need to have the entire Product Backlog documented in detail before the first Sprint can start, as this would imply a fixed and upfront plan that does not allow for feedback, learning, and adaptation. Instead, the Product Owner only needs to have enough items that are well understood and valuable for the Scrum Team to start working on them in the first Sprint.

References:

• [Scrum Guide], page 11, section “Product Backlog”
• [Scrum Guide], page 6, section “Product Owner”
• [Scrum Guide], page 10, section “Product Goal”
• [Scrum Guide], page 12, section “Product Backlog Refinement”

When forming a Scrum team, it is important to ensure that the team has all the skills and knowledge necessary to deliver a working product12. The Scrum team should be cross-functional and self-managing, without relying on external experts or team leads34. Therefore, the question of how to make sure all teams have the right amount of expertise is a good first question to consider when forming into teams.

Scrum

During the Sprint Retrospective, the Scrum Team discusses how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done123. This includes methods of communication, the way the Scrum Team does Sprint Planning, skills needed to improve the Developers’ ability to deliver, and the Definition of Done123.

 It is not true that the Product Owner must write all of the Product Backlog items (e.g. user stories, requirements, etc.) on the Product Backlog before handing them over to the Scrum Team. This is because:

• The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is never complete and constantly changes to reflect the needs and desires of the customers, users, and stakeholders.
• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are responsible for identifying and articulating the Product Goal, which is a long-term objective for the product that guides all the activities of the Scrum Team.
• The Product Owner is also accountable for managing the Product Backlog items effectively. They must ensure that they are transparent, visible, and understood by everyone who needs to work on them. They must also collaborate with the Developers and stakeholders to refine, order, and prioritize them based on value and impact.
• The Product Owner does not need to write all of the Product Backlog items by themselves or before handing them over to the Scrum Team. They can involve others in creating or contributing to them, such as customers, users, stakeholders, or Developers. They can also add or modify them at any time during the product development process, as long as they are clear and ready for selection in Sprint Planning.

References:

• [Scrum Guide], page 6, section “Product Owner”
• [Scrum Guide], page 11, section “Product Backlog”
• [Scrum Guide], page 10, section “Product Goal”
• [Scrum Guide], page 12, section “Product Backlog Refinement”
• [Scrum Guide], page 14, section “Sprint Planning”

 A Sprint may be cancelled when the Sprint Goal becomes obsolete. This is because:

• The Sprint Goal is a short-term objective that provides guidance and focus to the Scrum Team throughout the Sprint. It is a flexible and negotiable commitment that can be adjusted as more is learned throughout the Sprint.
• The Sprint is a container for all other Scrum events and activities. It is a time-box of one month or less during which a “Done” Increment is created that meets the Sprint Goal. The Sprint has a consistent duration throughout a development effort and only changes duration between Sprints.
• A Sprint may be cancelled before it is over by the Product Owner if they determine that the Sprint Goal is no longer valid or valuable. This may happen due to various reasons, such as a significant change in the market, technology, business direction, or customer needs.
• A cancelled Sprint should be rare and exceptional. It implies a waste of time and resources that could have been spent on delivering value. It also disrupts the rhythm and flow of the Scrum Team and the stakeholders.
• When a Sprint is cancelled, any completed and “Done” Product Backlog items are reviewed and potentially released. Any incomplete Product Backlog items are re-estimated and put back on the Product Backlog. The Scrum Team then plans for a new Sprint.

Other options, such as when the Developers determine the product plan is infeasible, when it becomes clear that not everything will be finished by the end of the Sprint, or when the sales department has an important new opportunity, are not valid reasons for cancelling a Sprint. They may reflect a misunderstanding of what a Sprint Goal is or how Scrum works.

References:

• [Scrum Guide], page 15, section “Sprint Goal”
• [Scrum Guide], page 9, section “Sprint”
• [Scrum Guide], page 16, section “Cancelling a Sprint”

A Product Owner is accountable for maximizing the value of the product that is the result of the work of the Scrum Team. However, they can delegate some of their responsibilities to others, while still remaining accountable for the work. Two of the responsibilities that can be delegated to others are:

• Attending the Sprint Retrospective. The Sprint Retrospective is an event where the Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. The purpose of the Sprint Retrospective is to plan ways to improve quality and effectiveness. The Product Owner may attend the Sprint Retrospective as one of the Scrum Team members who has a stake in the outcome of the product development. However, they can also choose not to attend or delegate their attendance to someone else who can represent their interests and perspectives.
• Attending the Sprint Review. The Sprint Review is an event where the Scrum Team and stakeholders inspect the Increment and adapt the Product Backlog if needed. The purpose of the Sprint Review is to elicit feedback and foster collaboration. The Product Owner is accountable for ensuring that key stakeholders attend the Sprint Review and that they understand what has been done and what can be done next. However, they can also delegate some of their tasks to others who can facilitate or present the Increment on their behalf.

Other options, such as ordering Product Backlog items or developing and communicating the Product Goal, are not responsibilities that can be delegated to others by the Product Owner. They are essential accountabilities that only the Product Owner can perform.

References:

• [Scrum Guide], page 6, section “Product Owner”
• [Scrum Guide], page 18, section “Sprint Retrospective”
• [Scrum Guide], page 17, section “Sprint Review”
• [Scrum Guide], page 11, section “Product Backlog”
• [Scrum Guide], page 10, section “Product Goal”

 This is the best answer because it respects the Scrum values of openness, commitment, and focus. The Developers should be transparent about their progress and collaborate with the Product Owner to adjust the Sprint scope accordingly. The Product Owner is responsible for maximizing the value of the product and the work of the Developers, so he or she should be involved in any decisions that affect the Sprint Goal and the Product Backlog. References:

• Scrum Guide, page 10: “If the work turns out to be different than the Developers expected, they collaborate with the Product Owner to negotiate the scope of Sprint Backlog within the Sprint.”
• Scrum Guide, page 11: “The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team.”

The Scrum Team is a self-managing unit that organizes its own work and delivers a valuable product1. The Scrum Team consists of one Scrum Master, one Product Owner, and Developers2. The Scrum Team is accountable for creating a valuable, useful Increment every Sprint[3][3]. If a Developer is having conflicts with other team members that affect the delivery of the Increment, the Scrum Team is responsible for resolving the issue and deciding whether to remove the Developer from the team or not. The Product Owner, the Scrum Master, and the hiring manager do not have the authority to remove a Developer from the Scrum Team, as this would violate the principle of self-management4.

References:

1: The Scrum Guide, November 2020, p. 5

2: The Scrum Guide, November 2020, p. 6

[3][3]: The Scrum Guide, November 2020, p. 9

4: Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023

A Scrum Master does not fulfill the same role as a traditional Project Manager. A Project Manager is typically responsible for planning, executing, monitoring, controlling, and closing a project, as well as managing the scope, schedule, budget, quality, risks, and stakeholders of the project1. A Scrum Master is a servant-leader for the Scrum Team, who helps the team understand and enact Scrum values, principles, and practices, and removes impediments to the team’s progress2. A Scrum Master does not manage the project, the scope, the schedule, the budget, or the team, as these are either shared responsibilities or emergent outcomes of the Scrum framework[3][3]. A Scrum Master also does not have authority over the team or the stakeholders, but rather facilitates collaboration and empowerment among them4.

References:

1: What is Project Management?, Project Management Institute, accessed on December 16, 2023

2: The Scrum Guide, November 2020, p. 7

[3][3]: Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023

4: Developing People and Teams, Scrum.org, accessed on December 16, 2023

• False: Product Owners do not have to specify complete acceptance criteria for a Product Backlog item before the Developers can select the item in Sprint Planning.
• Acceptance criteria are a set of conditions that a Product Backlog item must satisfy to be considered “Done” and acceptable for delivery.
• Acceptance criteria are not mandatory in Scrum, but they can help the Product Owner and the Developers to clarify the expectations and requirements of a Product Backlog item.
• Acceptance criteria can be added or refined by the Product Owner at any time, but they should be clear and testable before the Sprint starts.
• The Developers can select a Product Backlog item in Sprint Planning based on their understanding of its value, scope, and complexity, as well as their capacity and skills. They can also collaborate with the Product Owner to define or refine the acceptance criteria during Sprint Planning. References: Scrum Guide, Section 3.4 (The Product Backlog), Section 5.1 (Sprint Planning), and Section 6.4 (The Increment)

The Developers need a Sprint Goal because it gives them a common yet specific goal to focus on during the Sprint. This is because:

• The Sprint Goal is a short-term objective that provides guidance and focus to the Scrum Team throughout the Sprint. It is a flexible and negotiable commitment that can be adjusted as more is learned throughout the Sprint.
• The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
• The Developers are self-managing professionals who organize and manage their own work. They decide how to best accomplish their work, rather than being directed by others outside the Scrum Team.
• The Developers need a Sprint Goal to align their efforts and collaborate effectively as a team. The Sprint Goal helps them prioritize and optimize their work based on value and impact. The Sprint Goal also helps them cope with uncertainty and complexity by providing a clear direction and a shared purpose.

Other options, such as a Sprint Goal only giving purpose to Sprint 0, Sprint Goals being not valuable, or a Sprint Goal ensuring that all of the Product Backlog items selected for the Sprint are implemented, are not valid reasons why the Developers need a Sprint Goal. They may reflect a misunderstanding of what a Sprint Goal is or how Scrum works.

References:

• [Scrum Guide], page 15, section “Sprint Goal”
• [Scrum Guide], page 7, section “Developers”
• [Scrum Guide], page 10, section “Definition of Done”
• [Scrum Guide], page 10, section “Increment”

The Definition of Done is a shared understanding of what it means for work to be complete, and ensures transparency of the quality of the work done1. A Product Backlog item is considered complete when it meets the Definition of Done, which means that it is usable and potentially releasable, and that it meets the quality standards set by the Scrum Team and the stakeholders2. The other options are not sufficient to determine the completeness of a Product Backlog item, as they may not reflect the actual value and quality of the product.

References:

1: The Scrum Guide, November 2020, p. 13

2: The Scrum Guide, November 2020, p. 6

• The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of truth for the Scrum Team and the stakeholders. It contains all the requirements, features, functions, enhancements, fixes, and anything else that can deliver value to the customers and users of the product.
• All types of requirements are acceptable on a Product Backlog, as long as they are aligned with the product vision and goals, and they are transparent, clear, and valuable. The Product Backlog can include stability requirements, performance requirements, product functionality, documentation, fixes, or any other aspects that contribute to the quality and usability of the product.
• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
• The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Product Backlog: https://www.scrum.org/resources/what-is-a-product-backlog

The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal1. The Sprint Backlog is a forecast by the Developers about what functionality will be in the next Increment and the work needed to deliver that functionality into a “Done” Increment1. The Sprint Backlog makes visible all the work that the Developers identify as necessary to meet the Sprint Goal1. The Sprint Backlog can include any items that the Developers deem necessary to achieve the Sprint Goal, such as user stories, tasks, use cases, tests, or others. The Sprint Backlog is a plan with enough detail that changes in progress can be understood in the Daily Scrum1.

References:

• The Scrum Guide, section 3.3. Sprint Backlog
• Professional Scrum Product Owner I (PSPO I) Learning Path, section 2.2. The Product Owner and the Sprint
• Professional Scrum Product Owner I (PSPO I) Sample Questions, question 11

 Management that is external to the Scrum Team is not involved in the Daily Scrum because:

• The Daily Scrum is an event for the Developers to inspect their progress towards the Sprint Goal and adapt their Sprint Backlog accordingly. It is not a status meeting or a reporting session for managers or other stakeholders.
• The presence of external managers may hinder the self-organization, collaboration, and transparency of the Developers. It may also create pressure, interference, or distraction for the team.
• The Scrum Master is responsible for ensuring that the Daily Scrum is held and that only the Developers participate. The Product Owner and other stakeholders may attend as observers, but only if the Developers find it useful.

References:

• Scrum Guide 2020, page 12: “The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work.”
• Scrum Guide 2020, page 13: “The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work. This creates focus and improves self-management.”
• Scrum Guide 2020, page 13: “The Daily Scrum is an internal meeting for the Developers. If others are present, the Scrum Master ensures that they do not disrupt the meeting.”

 The best way to minimize dependencies between the Scrum Teams is to work with the Developers on how to best analyze and break apart the work. This is because:

• The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
• The Developers are self-managing professionals who organize and manage their own work. They decide how to best accomplish their work, rather than being directed by others outside the Scrum Team.
• The Developers are cross-functional, meaning they have all the skills and competencies needed to accomplish the work without depending on others who are not part of the team.
• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are responsible for identifying and articulating the Product Goal, which is a long-term objective for the product that guides all the activities of the Scrum Team.
• The Product Owner is the sole person responsible for managing the Product Backlog, which is an emergent, ordered list of what is needed to improve the product. They must ensure that the Product Backlog is transparent, visible, and understood by everyone who needs to work on it.
• The Product Owner and the Developers must collaborate closely throughout the Sprint to ensure that they have a shared understanding of what they are building and why. The Product Owner must provide clarifications, feedback, and guidance to the Developers as needed to help them create a valuable Increment.
• When there are multiple teams working on one product, it is important to minimize dependencies between them to avoid delays, conflicts, or waste. Dependencies may arise due to technical, functional, or organizational factors that affect how the teams can deliver value independently and effectively.
• To minimize dependencies, the Product Owner should work with the Developers on how to best analyze and break apart the work into smaller and more manageable pieces that can be delivered by each team without relying on others. This may involve applying techniques such as feature slicing, component splitting, or domain-driven design. The Product Owner should also communicate and coordinate with other Product Owners and stakeholders to align expectations and priorities across teams.

Other options, such as creating an independent Product Backlog per Scrum Team, dividing Product Backlog items among six Product Owners, identifying the dependencies and re-ordering the Product Backlog for the other five Product Owners, or raising this as an impediment with the Scrum Master, are not valid answers as they do not reflect how to minimize dependencies between the Scrum Teams or how to apply the Scrum values and principles.

References:

• [Scrum Guide], page 7, section “Developers”
• [Scrum Guide], page 6, section “Product Owner”
• [Scrum Guide], page 10, section “Definition of Done”
• [Scrum Guide], page 10, section “Increment”
• [Scrum Guide], page 10, section “Product Goal”
• [Scrum Guide], page 11, section “Product Backlog”
• [Professional Scrum Product Owner™ Training], page 9, section “Business Strategy”
• [Professional Scrum Product Owner™ Training], page 8, section “Release Management”

The Product Owner is the sole person responsible for managing the Product Backlog and ensuring that the value of the work the Scrum Team performs is understood by everyone involved. The Product Owner is the only person who can cancel the Sprint, although he or she may do so under influence from the stakeholders, the Development Team, or the Scrum Master1. A Sprint can be cancelled before the Sprint time-box is over. Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Development Team, or the Scrum Master. A Sprint would be cancelled if the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change. In general, a Sprint should be cancelled if it no longer makes sense given the circumstances. But, due to the short duration of Sprints, cancellation rarely makes sense1. References:

• Scrum Guide
• Sprint Cancellation
• Can Scrum Master cancel a sprint?

If a stakeholder is unhappy with the quality of the product, the Scrum Master can coach the Product Owner on how to effectively communicate this concern to the Developers1. The Scrum Master can also encourage the Product Owner to put quality specifications on the Product Backlog1. This allows the Developers to understand the stakeholder’s expectations and work towards meeting them1. The Developers are responsible for building quality into the product, but the stakeholders (through the Product Owner) are responsible for setting what is expected in terms of product and process quality1.

In Scrum, when Developers encounter difficulties in delivering an Increment due to a lack of understanding of a functional requirement, they should collaborate with the Product Owner. This collaboration is crucial as the Product Owner has the responsibility to clarify the items in the Product Backlog and to ensure that the Development Team understands the work to be done. The Product Owner is accountable for maximizing the value of the product and must work with the Development Team to find out what is feasible and acceptable for the Increment being developed. This approach aligns with the Scrum principle of collaboration and self-organization within the Scrum Team.

References: The Scrum Guide and the Professional Scrum Product Owner™ (PSPO I) materials emphasize the importance of collaboration between the Product Owner and the Development Team to ensure a clear understanding of the Product Backlog items and to optimize the value of the work being done

The Scrum Guide states that "Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint."1 This means that there is no gap or break between Sprints, and the Scrum Team does not need to spend extra time to prepare for the next Sprint. The Scrum Team should be able to start the next Sprint Planning right after the Sprint Review and Sprint Retrospective of the previous Sprint. The Scrum Team should also ensure that the testing and documentation of the work are done within the Sprint, and not left for later.

References:

• 1: The Scrum Guide2, page 9
• 2: The Scrum Guide

The Scrum Master should allow the Developers to self-manage and determine for themselves what to do because:

• It respects the autonomy and empowerment of the Developers. The Developers are accountable for organizing and managing their own work, and they are the best people to decide how to conduct their Daily Scrum. The Scrum Master should not impose or dictate how the meeting should be set up or run, as that would undermine the self-organization and collaboration of the Developers.
• It supports the continuous improvement and adaptation of the Developers. The Developers are expected to inspect and adapt their process and practices, and to find ways to overcome any challenges or impediments they face. The Scrum Master should not solve the problems for them, but rather facilitate their problem-solving and learning abilities.
• It aligns with the role and responsibilities of the Scrum Master. The Scrum Master is responsible for promoting and supporting Scrum, and for helping everyone understand and enact Scrum theory, values, principles, and practices. The Scrum Master is not a manager or a leader of the Developers, but rather a servant-leader who enables them to work effectively.

References:

• Scrum Guide 2020, page 6: “Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.”
• Scrum Guide 2020, page 6: “The Developers are accountable for … organizing and managing their work.”
• Scrum Guide 2020, page 12: “The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work. This creates focus and improves self-management.”
• Scrum Guide 2020, page 13: “The Daily Scrum is an internal meeting for the Developers. If others are present, the Scrum Master ensures that they do not disrupt the meeting.”
• Scrum Guide 2020, page 7: “The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.”

If the Scrum Team cannot complete its work by the end of the Sprint, the Sprint does not get extended. Instead, the unfinished Sprint Backlog Items go back to the Product Backlog and can be addressed in the following Sprint12. This approach allows the team to get better at estimating and reduces complexity due to the consistency of the Scrum Events2. The Scrum Team continuously learns and adapts12.

 If the Product Backlog is not sufficiently clear at Sprint Planning, the Developers will find it difficult to create a Sprint forecast they are confident they can meet. This is because:

• Sprint Planning is an event where the Scrum Team plans for the upcoming Sprint. The purpose of Sprint Planning is to align the entire Scrum Team around a common goal and a plan for delivering an Increment that meets that goal.
• The Developers are accountable for creating a Sprint forecast, which is a selection of Product Backlog items that they intend to work on during the Sprint. The Sprint forecast should be realistic, achievable, and valuable.
• The Product Owner is accountable for ensuring that the Product Backlog is transparent, visible, and understood by everyone who needs to work on it. They must collaborate with the Developers and provide clarifications, feedback, and guidance on what items are most important and valuable for the product.
• If the Product Backlog is not sufficiently clear at Sprint Planning, it means that there are items that are not well defined, ordered, or estimated. This may make it hard for the Developers to understand what they are supposed to build and why. It may also make it hard for them to estimate how much work they can do or how long it will take them to do it. This may result in a poor or inaccurate Sprint forecast that may affect the quality or value of the Increment.

Other options, such as the Product Owner selecting the Sprint Goal for the Scrum Team so that work can begin, nothing in particular happening, the Scrum Master not allowing this to happen or looking for a new Scrum Master and re-starting the Sprint, or Sprint Planning being canceled so refinement can be done first, are not valid answers as they do not reflect what typically happens or what should happen in Scrum.

References:

• [Scrum Guide], page 14, section “Sprint Planning”
• [Scrum Guide], page 7, section “Developers”
• [Scrum Guide], page 6, section “Product Owner”
• [Scrum Guide], page 11, section “Product Backlog”

• The Product Owner is one person, not a committee or a team of people. The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
• Having multiple Product Owners for one product would create conflicts, overlaps, gaps, and inefficiencies. It would also make it harder to maintain a clear and consistent product vision, strategy, roadmap, and backlog. Therefore, the Scrum Team can not have multiple Product Owners.
• The Product Owner is accountable for ordering the Product Backlog. The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of truth for the Scrum Team and the stakeholders. It contains all the requirements, features, functions, enhancements, fixes, and anything else that can deliver value to the customers and users of the product. The Product Owner orders the items in the Product Backlog based on factors such as value, risk, priority, dependency, feedback, or market conditions.

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Product Owner: https://www.scrum.org/resources/what-is-a-product-owner
• Product Backlog: https://www.scrum.org/resources/what-is-a-product-backlog

The practices that might help the Product Owner minimize waste in developing and sustaining the Product Backlog are:

• Remove items from the Product Backlog that have not been addressed in a long time. This helps keep the Product Backlog relevant, concise, and focused on delivering value. Items that have not been addressed in a long time may indicate that they are not important, feasible, or desirable anymore. They may also clutter or confuse the Product Backlog and make it harder to order and prioritize.
• Only fully describe Product Backlog items when it seems likely they will be implemented. This helps avoid spending too much time or effort on items that may change or be discarded later. Items that are likely to be implemented soon should have more detail and precision than items that are further away or uncertain. The level of detail and precision required for each item depends on its order, size, and complexity.

Other options, such as avoiding distracting the Scrum Team by maintaining newly gathered Product Backlog items in a separate Product Backlog until they are fully understood or handing off ownership of the Product Backlog to someone else, are not practices that might help minimize waste in developing and sustaining the Product Backlog. They may actually create more waste by reducing transparency, collaboration, alignment, or ownership.

References:

• [Scrum Guide], page 11, section “Product Backlog”
• [Scrum Guide], page 6, section “Product Owner”
• [Scrum Guide], page 12, section “Product Backlog Refinement”

The Sprint Retrospective is an event for the Scrum Team to inspect how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done1. The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness for the next Sprint2. Therefore, appropriate topics for discussion during a Sprint Retrospective are:

Identifying high priority process improvements for the next Sprint. The Scrum Team should identify the most important things that went well and the potential improvements, and create a plan for implementing some of them in the next Sprint[3][3]. This way, the Scrum Team can continuously improve their performance and deliver more value.

How the team collaborates. The Scrum Team should reflect on how they work together as a self-managing unit, and how they can enhance their skills, tools, and relationships4. This way, the Scrum Team can foster a culture of trust, respect, and collaboration.

The other options are not appropriate topics for discussion during a Sprint Retrospective, as they are either related to the Product Backlog or the Sprint Backlog, which are not the focus of the Sprint Retrospective. The order of items in the Product Backlog is the responsibility of the Product Owner, who manages the Product Backlog based on the value, risk, and dependencies of the items5. The Product Owner may seek input from the Scrum Team or the stakeholders, but the final decision is up to the Product Owner. Documenting acceptance criteria for items in the next Sprint is part of the Product Backlog refinement, which is an ongoing activity throughout the Sprint, not a specific event. The Scrum Team should collaborate on refining the Product Backlog items and adding more details, such as acceptance criteria, as they become more clear and ready for selection in a Sprint Planning.

References:

1: The Scrum Guide, November 2020, p. 14

2: The Scrum Guide, November 2020, p. 15

[3][3]: The Scrum Guide, November 2020, p. 15

4: Developing People and Teams, Scrum.org, accessed on December 16, 2023

5: The Scrum Guide, November 2020, p. 7

 The Scrum Guide, November 2020, p. 10

 The Scrum Guide, November 2020, p. 10

 Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023

 A Product Owner should not measure product value by the increase in the team’s velocity. This is because:

• Velocity is a measure of how much work a Scrum Team can deliver in a Sprint. It is based on the estimation of Product Backlog items that are selected for a Sprint and completed according to the Definition of Done.
• Velocity is not a measure of product value. It does not reflect how well the product meets the needs and expectations of the customers, users, and stakeholders. It does not reflect how much value or impact the product creates in terms of revenue, satisfaction, or social good.
• Velocity is not a goal or a target for a Scrum Team. It is a planning tool that helps them forecast their future work based on their past performance. It is not a metric that should be used to compare or judge teams or individuals.
• A Product Owner should measure product value by using indicators that are relevant, meaningful, and actionable for their product context. These may include metrics such as customer feedback, usage data, market share, return on investment, or social impact.

References:

• [Scrum Guide], page 7, section “Developers”
• [Scrum Guide], page 10, section “Definition of Done”
• [Scrum Guide], page 15, section “Sprint Backlog”
• [Professional Scrum Product Owner™ Training], page 5, section “Product Value”
• [Professional Scrum Product Owner™ Training], page 9, section “Business Strategy”