The most important thing a Product Owner can do is:
(choose the best answer)
Determine the release schedule and contents.
Ensure that all stakeholder needs are met.
Function as the single source of truth for all requirements.
Maximize the value delivered by the product.
According to the Professional Scrum Product Owner™ II certification guide1, the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. This means that the Product Owner is responsible for defining, ordering, and validating what the Scrum Team works on, and ensuring that the product delivers value to the customers, users, and the organization. The other options are not the most important thing a Product Owner can do, because they are either too narrow (A), too unrealistic (B), or too prescriptive ©. References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org
A user satisfaction gap exists when there is a difference between:
(choose the best two answers)
The total market size.
The user's desired outcome.
The market share of the product.
The user's actual experience.
A user satisfaction gap exists when there is a difference between what the user expects from a product or service and what the user actually experiences12. The user’s desired outcome is the goal or benefit that the user wants to achieve by using the product or service3. The user’s actual experience is the perception and evaluation of the product or service by the user4. If the user’s actual experience does not meet or exceed the user’s desiredoutcome, the user will be dissatisfied and may switch to a different product or service. References:
1: Identifying and Closing the Customer Satisfaction Gap
2: Find the Gaps in Your User Experience
3: [Outcome-Driven Innovation]
4: [User Experience]
: Measure Business Opportunities with Unrealized Value
Which of the following are characteristics of a Product Goal?
(choose all that apply)
It communicates the target future state of the product.
It enhances focus.
It is a commitment contained in the Product Backlog.
It has the approval of all stakeholders.
It provides a long-term objective for the Scrum Team to plan against.
It forms a contract with the business, allowing change to be better managed.
A Product Goal is a summary statement of the desired outcome or value that the product should deliver. It communicates the target future state of the product, which is aligned with the product vision and strategy. It enhances focus by providing a clear direction and purpose for the Scrum Team and the stakeholders. It is a commitment contained in the Product Backlog, which means that it is transparent, visible, and understood by everyone involved in the product development. It provides a long-term objective for the Scrum Team to plan against, which helps them to prioritize and refine the Product Backlog items and to craft the Sprint Goals.
Option D is not correct because the Product Goal does not need to have the approval of all stakeholders. The Product Owner is accountable for the value of the product and the Product Backlog, and therefore has the authority to define and communicate the Product Goal. The Product Owner may collaborate with the stakeholders to discover and validate their needs and expectations, but does not need to seek their consensus or permission for the Product Goal.
Option F is not correct because the Product Goal is not a contract with the business, but rather a flexible and adaptable guide for the product development. The Product Goal is not fixed and immutable, but rather emergent and dynamic. It can be changed or updated as the product evolves and the market conditions change. The Product Goal does not limit orconstrain the changes that may occur during the product development, but rather enables and supports them. References:
Professional Scrum Product Owner II Assessment
Understanding and Applying the Scrum Framework
Managing Products with Agility
Scrum Guide 2020 Update - Introducing the Product Goal
The Product Goal explained
A "cone of uncertainty" can be used to do what?
(choose the best answer)
Represent the relative level of difficulty for predicting the velocity of individual team
members.
Rapidly identify and prioritize all uncertainties.
Determine whether to cut quality, similar to the "Iron Triangle" of project
management.
Visualize the uncertainty of the potential value that a Scrum Team delivers over time.
A “cone of uncertainty” is a graphical representation of the evolution of the amount of uncertainty during a project. It shows that at the beginning of a project, there is a high degree of variability and unpredictability in the estimates of the scope, cost, time, and value of the product. As the project progresses, more information and feedback are gathered, and the uncertainty decreases, reaching zero when the product is delivered and validated. A “cone of uncertainty” can be used to visualize the uncertainty of the potential value that a Scrum Team delivers over time, and to guide the empirical process of inspection and adaptation. By using a “cone of uncertainty”, a Scrum Team can:
Align the expectations of the stakeholders and customers with the reality of the complex and dynamic environment.
Avoid making premature or unrealistic commitments based on inaccurate or incomplete estimates.
Embrace change and experimentation as opportunities to learn and deliver more value.
Inspect the actual value delivered and the feedback received, and adapt the product vision, strategy, and backlog accordingly.
Forecast the range of possible outcomes and the level of confidence for each Sprint and release.
The other options are not valid uses of a “cone of uncertainty”. A “cone of uncertainty” does not represent the relative level of difficulty for predicting the velocity of individual team members, as velocity is a measure of the amount of work done by the whole Scrum Team, not by individuals. A “cone of uncertainty” does not rapidly identify and prioritize all uncertainties, as uncertainties are not always known or quantifiable, and may change over time. A “cone of uncertainty” does not determine whether to cut quality, similar to the “Iron Triangle” of project management, as quality is not a variable that can be traded off inScrum, but a non-negotiable aspect of the Definition of Done and the value proposition of the product.
References:
Professional Scrum Product Owner™ II Certification
Managing Products with Agility
Cone of Uncertainty - Wikipedia
What is a benefit of frequent product releases?
(choose the best answer)
They enable teams to inspect and adapt more frequently.
They help teams better understand and meet customer needs.
They help teams to learn how to correct and eliminate errors.
Smaller, more frequent releases are less risky.
All of the above.
None of the above.
Frequent product releases are beneficial for several reasons. They enable teams to inspect and adapt more frequently, which means they can get faster feedback, validate their assumptions, and improve their product incrementally. They help teams better understand and meet customer needs, which means they can deliver more value, increase customer satisfaction, and build trust and loyalty. They help teams to learn how to correct and eliminate errors, which means they can reduce waste, improve quality, and prevent technical debt. Smaller, more frequent releases are less risky, which means they can reduceuncertainty, avoid big-bang failures, and enable faster recovery123. References: 1: Managing Products with Agility 2: Understanding and Applyingthe Scrum Framework 3: Evolving the Agile Organization
You started measuring product feature usage in your last release. You are surprised to learn
that a sizable percentage of the features you thought were very important are never or rarely
used.
Which of the following actions could you take to further evaluate this unexpected result?
(choose all that apply)
Spend more time talking to users to identify the impact they seek.
Disable the features that have never been used and listen for feedback.
Run experiments to increase your understanding of what customers find
valuable.
Examine whether the rarely used features solve the intended problem.
Option A is correct because talking to users is one of the best ways to understand their needs, goals, and pain points. By spending more time with them, you can identify the impact they seek from your product and how your features align with that impact. This will help you validate your assumptions and learn from your customers12.
Option B is incorrect because disabling features that have never been used is a risky and potentially harmful action. It may cause frustration and confusion for the users who rely on those features, or who may want to use them in the future. It may also damage your reputation and trust with your customers. Instead of disabling features, you should seek feedback from your users and understand why they are not using them34.
Option C is correct because running experiments is a powerful way to increase your understanding of what customers find valuable. By testing different hypotheses and measuring the outcomes, you can learn from your data and evidence. You can also use experiments to validate your ideas and assumptions before investing in building features5 .
Option D is correct because examining whether the rarely used features solve the intended problem is a crucial step to evaluate your product performance. You should review your product vision and goals, and assess how your features contribute to them. You should also analyze the feedback and data you have collected from your users and stakeholders, and identify any gaps or mismatches between your features and their needs .
References:
1: Product Backlog Management
2: Stakeholders & Customers
3: Product Value
4: Evidence-Based Management
5: Product Vision
: Forecasting & Release Planning
: [Business
Your product's nearest competitor has lower market share, but has higher customer
satisfaction, though they lack some key features of your product. You are losing market share
to them as customers discover them. They release 3 times faster than you, which is helping
them to win customers. What should you do first in response?
(choose the best answer)
Add features to your next release that you think will retain and win customers.
Lower your product's price to make it more attractive to new and existing customers.
Improve your time-to-market and rate of innovation to improve your responsiveness.
Find new markets for your product that your competitor is not yet in.
Verified Answer: C
Very Very Short Explanation: According to the PSPO II guidelines, the focus should be on improving time-to-market and rate of innovation to enhance responsiveness ©.This aligns with the principles of agility and Scrum, which emphasize the importance of delivering value quickly and responding to market changes123. By improving these areas, you can better meet customer needs and compete more effectively in the market.
Personas can help to:
(choose the best answer)
Understand the needs of a set of users.
Formulate hypotheses about product value.
Understand market potential.
Discover key buying triggers.
All of the above.
Personas are fictional characters that represent the different user types that might use your product or service in a similar way1. Personas can help you to2345:
Understand the needs of a set of users by creating empathy and insight into their goals, behaviors, and pain points.
Formulate hypotheses about product value by identifying the problems and opportunities that your product can address for each user type.
Understand market potential by estimating the size and characteristics of each user segment and their willingness to pay for your product.
Discover key buying triggers by exploring the motivations, influences, and decision-making processes of each user type.
Design and test your product features and user experience by using personas as a guide and a reference point. References:
1: Personas – A Simple Introduction
2: The Complete Guide to User Personas and How They Can Help Your Marketing Strategy (With Examples)
3: Personas | Usability.gov
4: The importance of personas for digital experience
5: Personas | Definition and Overview
When should the Product Owner update the project plan?
(choose the best answer)
After the Daily Scrum to ensure an accurate daily overview of project progress.
The project plan must be updated prior to the Sprint Retrospective.
The Product Backlog is the plan in Scrum. It is updated as new information and
insights emerge.
Before the Sprint Planning to know how much work will have to be done in the Sprint.
In Scrum, there is no separate artifact called a project plan. The Product Backlog is the plan for the product development, and it contains all the features, requirements, enhancements, and fixes that are needed to deliver a valuable product. The Product Backlog is not a static or fixed document, but rather an emergent and dynamic one. It is constantly updated and refined by the Product Owner and the Developers as they learn more about the product, the users, the market, and the technology. The Product Backlog is updated whenever new information and insights emerge, which can happen at any time during the product development process. Therefore, option C is the best answer.
Option A is not correct because the Daily Scrum is not a status meeting, but rather a time-boxed event for the Developers to inspect their progress towards the Sprint Goal and adapt their Sprint Backlog accordingly. The Product Owner does not need to update the Product Backlog after the Daily Scrum, unless there is a significant change in the product vision, strategy, or value proposition that affects the Product Backlog items.
Option B is not correct because the Sprint Retrospective is not a time to update the Product Backlog, but rather a time-boxed event for the Scrum Team to inspect their way of working and identify potential improvements. The Product Owner does not need to update the Product Backlog before the Sprint Retrospective, unless there is a need to communicate a change in the Product Goal or the product roadmap that affects the Product Backlog items.
Option D is not correct because the Sprint Planning is not a time to know how much work will have to be done in the Sprint, but rather a time-boxed event for the Scrum Team to collaborate on selecting and planning the Product Backlog items that will deliver the Sprint Goal. The Product Owner does not need to update the Product Backlog before the Sprint Planning, unless there is a need to reorder or clarify the Product Backlog items that are the most valuable and relevant for the upcoming Sprint. References:
Professional Scrum Product Owner II Assessment
Understanding and Applying the Scrum Framework
Managing Products with Agility
What is a Product Backlog?
Product Backlog Explained
What is the role of the Product Owner in crafting the Sprint Goal?
(choose the best answer)
The Product Owner defines the scope for a Sprint and therefore also the Sprint Goal.
The Product Owner must work with stakeholders to set each Sprint's Goal.
The Product Owner collaborates as a member of the Scrum Team to define a Sprint
Goal.
The Product Owner has no role in it. This is the Developers responsibility.
The Product Owner should come to the Sprint Planning with a clearly defined Sprint
Goal.
The Sprint Goal is a summary statement of the Sprint objective, which ideally has a cohesive theme. The Sprint Goal also gives the Scrum Team guidance and flexibility on how to achieve the objective. The Sprint Goal is crafted by the entire Scrum Team during the Sprint Planning, based on the Product Owner’s proposal of the most valuable Product Backlog items and the Development Team’s forecast of the work that can be done in the Sprint. The Product Owner collaborates with the team to write the Sprint Goal and defines it on the basis of the value being sought. The Product Owner does not define the scope or the solution for the Sprint, but rather the outcome and the benefit. The Product Owner also does not work with stakeholders to set the Sprint Goal, but rather represents their interests and needs. The Product Owner has a role in crafting the Sprint Goal, but not the sole responsibility for it. References:
Professional Scrum Product Owner II Assessment
Understanding and Applying the Scrum Framework
Managing Products with Agility
The Role of the Product Owner during the Sprint
Sprint Goal – An Essential Ingredient in Scrum Recipe
If a Scrum Team uses Product Backlog refinement, when should it occur?
(choose the best two answers)
The Product Owner takes the time between the Sprints to do it.
Business Analysts in the organization should do this work for the Scrum Team 1-
2 Sprints ahead of the development Sprints.
The Product Owner and the Developers can refine the Product Backlog during
any Sprint as needed, ideally in advance of the upcoming Sprint.
The Product Owner must do this as essential work in Sprint 0.
The Product Owner and the Developers do it in the current Sprint if they have
been unable to do it in preceding Sprints.
Product Backlog refinement is an ongoing activity that can occur at any time during a Sprint, as needed. The Product Owner and Developers collaborate on this task, ideally in advance of the upcoming Sprint to ensure clarity and readiness of the work ©. If refinement has not been done in preceding Sprints, it should be done in the current Sprint to maintain the flow of valuable work (E). This approach is consistent with the Scrum principle of continuous improvement and the iterative, incremental nature of Scrum12.
Your stakeholders are very demanding and each of them has at least one feature that they say is essential for the next release. As the Product Owner, you have validated that the feature requests are all valid requests and would likely add value to your product. What should you do?
(choose the best answer)
Wait until all essential features are complete before releasing the product.
Pick the two most influential stakeholders and satisfy their needs, then release.
Release when you can satisfy at least a single outcome, even though not all features are implemented.
Escalate to the steering committee to make the call.
Let's analyze each option and determine the best course of action for a Product Owner in this situation, keeping in mind the PSPO II objectives and competencies:
C. Release when you can satisfy at least a single outcome, even though not all features are implemented.
Verification:This is thecorrectanswer.
Explanation and References:
Professional Scrum Competency: Managing Products with Agility - Product Value
This option aligns with the principle of maximizing value by delivering value early and often.
It emphasizes focusing on valuable outcomes rather than just completing a list of features.
Professional Scrum Competency: Managing Products with Agility - Business Strategy
Releasing a product increment that provides value allows for faster feedback and learning, which can inform future decisions and help to align the product with the overall business strategy.
Professional Scrum Competency: Managing Products with Agility - Stakeholders & Customers
While stakeholder management is important, focusing on delivering a valuable outcome is a better way to manage expectations and build trust in the long term.
Scrum Guide:The Scrum Guide emphasizes the importance of delivering a "Done", usable, and potentially releasable product Increment every Sprint. This aligns with the concept of releasing when a valuable outcome is achieved.
Additional Explanation:By focusing on outcomes, the Product Owner can prioritize the most valuable features that contribute to that outcome. This may mean that not all stakeholder requests are met in the initial release, but it allows for delivering value sooner and adapting based on feedback.
A. Wait until all essential features are complete before releasing the product.
Verification:This isincorrect.
Explanation and References:
Professional Scrum Competency: Managing Products with Agility - Product Value
This approach delays the realization of value and increases the risk of building the wrong thing.
Professional Scrum Competency: Managing Products with Agility - Forecasting & Release Planning
Waiting for all features delays feedback and learning, making it difficult to adapt the product to changing market conditions or user needs.
Scrum Guide:This contradicts the iterative and incremental nature of Scrum, where the goal is to deliver value frequently.
B. Pick the two most influential stakeholders and satisfy their needs, then release.
Verification:This isincorrect.
Explanation and References:
Professional Scrum Competency: Managing Products with Agility - Product Value
Prioritizing based on influence rather than value can lead to building the wrong product.
Professional Scrum Competency: Managing Products with Agility - Stakeholders & Customers
While stakeholder management is important, the Product Owner's primary responsibility is to maximize product value, not to cater to the most influential stakeholders.
Additional Explanation:This approach can damage trust with other stakeholders and create a political environment rather than a collaborative one.
D. Escalate to the steering committee to make the call.
Verification:This isincorrect.
Explanation and References:
Professional Scrum Competency: Evolving the Agile Organization - Portfolio Planning
The Product Owner is empowered to make decisions about the product and should not routinely escalate prioritization decisions.
Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Self-Managing Teams
The Product Owner is accountable for maximizing the value of the product. Escalating to a steering committee undermines this accountability.
Additional Explanation:This approach undermines the Product Owner's authority and can lead to delays and inefficient decision-making.
In conclusion, the best approach is to release when a valuable outcome can be achieved, even if not all requested features are implemented. This aligns with the principles of iterative development, value maximization, and frequent feedback, all of which are core to Scrum and emphasized in the PSPO II competencies.
As Sprint Planning progresses, the workload is getting to be greater than the Developer's
capacity to meet the Sprint Goal. Which actions make the most sense to take?
(choose the best two answers)
Potentially remove or change selected Product Backlog items.
The Developers ensure that the Product Owner is aware, start the Sprint and
monitor progress.
Cancel the Sprint.
Start the Sprint and recruit additional Developers.
Ask the Developers to work overtime for this Sprint and promise that it will not
happen again.
According to the Scrum Guide, the Developers are accountable for creating a plan for the Sprint, which includes selecting the Product Backlog items that they can deliver in the Sprint1. If they realize that the workload is too high, they have two options: either reduce the scope or increase the capacity. Reducing the scope means removing or changing some of the Product Backlog items, in agreement with the Product Owner, so that theSprint Goal can still be achieved2. Increasing the capacity means adding more Developersto the team, but this is not recommended, as it can disrupt the team dynamics, lower the quality, and increase the communication overhead3. Therefore, the best actions to take are A and B, as they respect the self-organization and collaboration of the Scrum Team, and allow them to deliver a valuable and potentially releasable Increment at the end of the Sprint4.
Why does a Scrum Team need a Sprint Goal?
(choose the best answer)
A Sprint Goal ensures that all the Product Backlog items selected for the Sprint are implemented.
A Sprint Goal only gives purpose to Sprint 1.
The Scrum Team is more focused through a common yet specific goal.
Sprint Goals are not valuable. Everything is known from the Product Backlog.
Let's break down why the correct answer isCand why the others are incorrect, referencing the Professional Scrum Product Owner™ II (PSPO II) objectives and associated competencies:
C. The Scrum Team is more focused through a common yet specific goal.
Verification:This is thecorrectanswer and aligns perfectly with the purpose of a Sprint Goal as defined in the Scrum Guide and emphasized within the PSPO II competencies.
Explanation and References:
Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Empiricism
The Sprint Goal promotestransparencywithin the team about what they are trying to achieve during the Sprint.
It provides a basis forinspectionduring the Sprint, allowing the team to adapt their plans based on progress toward the Sprint Goal.
Professional Scrum Competency: Managing Products with Agility - Forecasting & Release Planning
The Sprint Goal helps the team focus on achieving a specific, valuable outcome each Sprint.
It provides a basis for forecasting what can be achieved in the Sprint.
Professional Scrum Competency: Managing Products with Agility - Product Value
The Sprint Goal should be aligned with maximizing product value, providing a clear link between the work done in the Sprint and the overall product vision.
Scrum Guide:The Scrum Guide states, "The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Developers1on why it is building the Increment.2[...] During Sprint Planning the Scrum Team also crafts a Sprint Goal. The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog."3This clearly emphasizes that the Sprint Goal provides focus and guidance.
A. A Sprint Goal ensures that all the Product Backlog items selected for the Sprint are implemented.
Verification:This isincorrect.
Explanation and References:
Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Empiricism
Scrum acknowledges that the plan for the Sprint (what Product Backlog items are chosen) may change as the team learns more during the Sprint.
The Sprint Goal is the commitment, and while the team strives to complete the selected Product Backlog items, the primary focus is on achieving the Sprint Goal, even if it means adapting the plan.
Scrum Guide:While the selected Product Backlog items are the initial plan, the Scrum Guide states, "The selected Product Backlog items deliver one coherent function, which can be the Sprint Goal." This implies that the focus is on the coherent function (represented by the Sprint Goal), not necessarily the completion of every single Product Backlog item.
B. A Sprint Goal only gives purpose to Sprint 1.
Verification:This isincorrect.
Explanation and References:
Professional Scrum Competency: Managing Products with Agility - Forecasting & Release Planning
Every Sprint should have a Sprint Goal, providing ongoing direction and focus for the team.
Scrum Guide:The Scrum Guide explicitly states that a Sprint Goal is crafted during Sprint Planning, implying that it's a necessary component of every Sprint, not just Sprint 1.
D. Sprint Goals are not valuable. Everything is known from the Product Backlog.
Verification:This isincorrect.
Explanation and References:
Professional Scrum Competency: Managing Products with Agility - Product Value
Sprint Goals are crucial for maximizing product value by providing focus and ensuring the team is working on the most important aspectsin each Sprint.
Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Empiricism
The Sprint Goal provides context and purpose beyond the individual Product Backlog items. It helps the team understand the "why" behind the work.
Scrum Guide:The Scrum Guide's emphasis on the Sprint Goal throughout the Sprint lifecycle (planning, daily Scrum, review, retrospective) demonstrates its importance.
In conclusion, the Sprint Goal serves as a unifying and focusing mechanism for the Scrum Team, promoting commitment to a specific outcome within each Sprint and is, therefore, a crucial element for successful Scrum implementation, aligning perfectly with the PSPO II competencies and the Scrum Guide.
Which of the following measures might help you determine whether your product is delivering
value to your customer?
(choose the best answer)
The number of "must-do" Product Backlog items delivered in a release.
The average cost of your product release.
The on-schedule performance of the Scrum Team.
How often your customers use your product.
All of the above.
None of the above.
The value of a product is not determined by how many features it has, how much it costs, or how fast it is delivered, but by how well it meets the needs and expectations of the customers and stakeholders. Therefore, the best measure of value is how often and how effectively the customers use the product to achieve their goals and solve their problems. This can be assessed by using metrics such as customer satisfaction, retention, engagement, loyalty, referrals, revenue, or any other indicators that reflect the desired outcomes and benefits of the product.
The other options are not the best measures of value, because they either focus on the output rather than the outcome, or they do not reflect the customer perspective. The number of “must-do” Product Backlog items delivered in a release may indicate the scope or the quality of the product, but not necessarily the value. The average cost of the product release may indicate the efficiency or the profitability of the product, but not necessarily the value. The on-schedule performance of the Scrum Team may indicate the predictability or the agility of the product development process, but not necessarily the value. References := Professional Scrum Product Owner™ II Certification, Managing Products with Agility, Evidence-Based Management
The timebox for the Sprint Review is:
(choose the best answer)
Any length of time needed.
At the end of every Sprint.
15 minutes.
4 hours for a 4-week Sprint. Usually shorter for shorter Sprints.
D is correct because the timebox for the Sprint Review is four hours or less for a one-month Sprint, and usually shorter for shorter Sprints1. The Sprint Review is an event where the Scrum Team and the stakeholders inspect the outcome of the Sprint and collaborate on what to do next1. A is incorrect because the Sprint Review is not an open-ended event, but a timeboxed one that respects the attendees’ time and ensures productivity2. B is incorrect because the Sprint Review is not a point in time, but a timeboxed event that has a specific purpose and agenda1. C is incorrect because the Sprint Review is not the same asthe Daily Scrum, which is a 15-minute event for the Developers to synchronize their work1.
Your product’s Current Value is low, and your most recent three releases have failed to improve the Current Value, but the Unrealized Value of the product is high.
Yourproduct cost ratiois 85%, meaning that you have a very low capacity to deliver new features.
Yourtime-to-marketis also quite long.
As a Product Owner focused on the long-term viability of your product, which strategy should you pursue?
Drop the product: since you have not been able to improve customer satisfaction, it is better to focus on some other opportunity.
Seek out and eliminate the sources of waste to improve your Product Cost Ratio and Time to Market, building a foundation for future innovation.
Focus on identifying and delivering high-value features with the limited capacity you have, trying to win customers and increase revenue.
Comprehensive and Detailed In-Depth Explanation:
The scenario describes a product withlow Current Valueandhigh Unrealized Value, meaning that while the product is not currently delivering significant value, there is potential for substantial improvement.
Additionally:
A high product cost ratio (85%)means that a large portion of revenue is being consumed by operating costs, leaving little room for new development.
A long time-to-marketsuggests inefficiencies in the development and delivery process, preventing rapid iteration and improvement.
Given these conditions, thebest long-term strategy is to address the underlying inefficiencies before attempting to innovate.
Analysis of Answer Choices:
Option A: Drop the product(Incorrect)
Abandoning the product is premature, as theUnrealized Value is high.
High Unrealized Value indicates potential customer demand or market opportunity that has not yet been tapped.
A Product Owner should first explore ways to unlock that value before considering discontinuation.
Option B: Improve efficiency by eliminating waste(Correct)
Addressing inefficiencies inproduct development, delivery, and cost structureis a fundamental step before attempting new innovations.
By reducing waste, improving operational efficiency, and lowering costs, the teamcan free up resources to invest in new high-value features.
Scrum and Agile emphasize continuous improvement—optimizing processes enables faster, more cost-effective feature development in the future.
Option C: Focus on high-value features despite inefficiencies(Incorrect)
While prioritizing high-value features is important, thelack of capacity and long time-to-marketwould limit the effectiveness of this strategy.
Without firstimproving efficiency, the product will continue to struggle with slow delivery, high costs, and missed opportunities.
Key Scrum and Agile Principles Supporting This Answer:
Continuous Improvement: Scrum promotes regularinspection and adaptationto optimize processes and eliminate waste.
Sustainable Development: Focusing on long-term product viability requiresfixing systemic inefficienciesbefore pursuing new growth.
Empirical Process Control: Decisions should be based on data; the data here suggests inefficiencies are a major blocker to success.
Conclusion:
Thebest approach is to first improve efficiency by eliminating waste, reducing costs, and accelerating time-to-market. Once the team has built a solid foundation, they can thenfocus on innovation and unlocking the Unrealized Value of the product.
Who is accountable for creating a valuable, useful Increment every Sprint?
(choose the best answer)
The Scrum Team.
The Product Owner.
The Scrum Master.
The Developers.
The Project Manager.
According to the Scrum Guide, the Scrum Team consists of one Scrum Master, one Product Owner, and Developers. The entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint1. The Increment is a concrete step toward achieving the Product Goal, and it must meet the Definition of Done and be usable by the stakeholders1. The Product Owner is accountable for maximizing the value of the product and the work of the Developers1. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide, helping everyone understand Scrum theory and practice, and removing impediments to the Scrum Team’s progress1. The Developers areaccountable for creating any aspect of a usable Increment each Sprint1. All three roles must collaborate and coordinate their efforts to deliver the best possible product2.
The Developers inform the Product Owner during the Sprint that they are not likely to complete
everything they forecasted. What would you expect a Product Owner to do?
(choose the best answer)
Reduce the scope of the Sprint, if possible, to still meet the Sprint Goal.
Skip Product Backlog refinement activities.
End the Sprint, since the goal cannot be achieved.
Change the Sprint Goal to match what the Developers can deliver.
Inform management that more resources are needed.
According to the Professional Scrum Product Owner™ II certification guide1, the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. This means that the Product Owner should collaborate with the Developers and the Scrum Master to find the best way to deliver value in the current Sprint, even if the initial forecast is not met. The Product Owner should not change or abandon the Sprint Goal, as it is a commitment made by the Scrum Team during Sprint Planning. The Product Owner should also not skip Product Backlog refinement activities, as they are essential for preparing the Product Backlog for future Sprints. The Product Owner should not end the Sprint prematurely, as it may cause more disruption and waste than delivering a potentially releasable Increment. The Product Owner should not inform management that more resources are needed, as it may imply that the Scrum Team is not self-organizing and cross-functional. The Product Owner should respect the Developers’ autonomy and professionalism and support them in finding the best solution to the problem. Therefore, the best answer is to reduce the scope of the Sprint, if possible, to still meet the Sprint Goal. This means that the Product Owner and the Developers should negotiate the scope of the Sprint Backlog within the Sprint, removing or adding Product Backlog items that are aligned with the Sprint Goal and the value delivery. References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org
What are the accountabilities of a Tester on a Scrum Team?
(choose the best two answers)
Finding bugs to assure quality.
Creating code coverage reports for the test manager.
Checking the work of the Developers.
There is no specific tester role.
Everyone on the Scrum Team is accountable for the quality of the product.
According to the Scrum Guide, the Scrum Team consists of one Scrum Master, one Product Owner, and Developers. There is no distinction between different types ofDevelopers, such as testers, programmers, designers, etc. The Developers are the people who deliver a potentially releasable Increment of “Done” product at the end of each Sprint. They are accountable for creating and adhering to the Definition of Done, ensuring technical excellence and good design, and collaborating with the Product Owner to maximize value1. Therefore, everyone on the Scrum Team is responsible for ensuring the quality of the product, and there is no specific tester role. However, this does not mean that testing skills are not needed or valued. On the contrary, testing is an essential activity that supports the team and critiques the product throughout the development process2. A professional tester can contribute to the Scrum Team by coaching the team on testing techniques, tools, and practices, helping the team to define clear and unambiguous acceptance criteria, challenging the team to consider different scenarios and edge cases, creating and executing test plans, and providing feedback on the product’s usability, performance, security, and other aspects3. A professional tester can also collaborate with the Product Owner to ensure that the product meets the expectations and needs of the stakeholders and users.
The leading revenue-producing product in your portfolio has:
. High Current Value
. Low Unrealized Value
The product has been losing customers for several years and revenues are down. Using those
two data points and the options below, what is the first action you should take?
(choose the best answer)
Increase investment in the product to create greater interest and bring old customers
back.
Maintain the product, but begin reducing investment; seek other opportunities for
future growth.
Drop the price for the product to attract new customers.
Increase marketing for the product.
According to the PSPO II resources, a product with high current value and low unrealized value is in the harvest stage of the product lifecycle1. This means that the product has reached its peak and is facing increasing competition and decreasing customer demand. The best strategy for this stage is to maintain the product quality and customer satisfaction, but reduce the investment in new features or enhancements. The product owner should seek other opportunities for future growth, such as developing new products or exploring new markets23. References:
1: Product Lifecycle Management
2: Product Strategy
3: Evidence-Based Management
What might indicate to a Product Owner that they need to work more with the Scrum Team?
(choose the best answer)
People frequently leave the Scrum Team.
They are not working full time with the Scrum Team.
The acceptance criteria for the Product Backlog items do not appear to be complete.
The Increment presented at the Sprint Review does not reflect their expectations.
Option D is the best answer because it indicates that the Product Owner and the Scrum Team are not aligned on the vision, goals, and value of the product. The Product Owner is responsible for maximizing the value of the product and the work of the Scrum Team1. Todo so, the Product Owner needs to work closely with the Scrum Team, communicate the product vision, provide clear and valuable Product Backlog items, collaborate on the Sprint Goal, and inspect and adapt the product based on feedback23. If the Increment presented at the Sprint Review does not reflect the Product Owner’s expectations, it means that there is a gap between what the Product Owner wants and what the Scrum Team delivers. This gap can lead to waste, rework, dissatisfaction, and missed opportunities. The Product Owner should work more with the Scrum Team to ensure that they have a shared understanding of the product and its value proposition, and that they deliver Increments that meet the Definition of Done and the acceptance criteria45.
Option A is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. People may leave the Scrum Team for various reasons, such as personal, professional, or organizational factors. While the Product Owner should care about the well-being and motivation of the Scrum Team members, and try to foster a positive and collaborative environment, the Product Owner is not accountable for the people management or the team composition1. The Scrum Master is more likely to address the issues that cause people to leave the Scrum Team, such as impediments, conflicts, or dysfunctions.
Option B is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. The Product Owner is expected to spend enough time with the Scrum Team to provide them with the necessary guidance and feedback2. However, the Product Owner also has other responsibilities, such as engaging with stakeholders, customers, and users, managing the Product Backlog, validating the product value, and aligning the product strategy with the business goals12. The Product Owner does not need to work full time with the Scrum Team, as long as they are available and accessible when needed, and they empower the Scrum Team to make decisions and self-organize .
Option C is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. The acceptance criteria for the Product Backlog items are the conditions that must be met for the items to be considered done and valuable. The Product Owner is accountable for defining and communicating the acceptance criteria to the Scrum Team1. However, the Product Owner can also collaborate with the Scrum Team and the stakeholders to refine and clarify the acceptance criteria, and to ensure that they are aligned with the Definition of Done and the Sprint Goal . The acceptance criteria for the Product Backlog items may not appear to be complete at the beginning of the Sprint, but they can be refined and updated throughout the Sprint, as long as they do not change the scope or the value of the items. The Product Owner should work with the Scrum Team to ensure that the acceptance criteria are clear, testable, and valuable, but they do not need to work more with the Scrum Team just because the acceptance criteria are not complete at a certain point in time.
References:
1: Product Owner Accountabilities
2: Product Backlog Management
3: Product Value
4: Product Vision
5: Sprint Review
: Scrum Master Accountabilities
: Stakeholders & Customers
: Business Strategy
: Definition of Done
: Product Backlog Refinement
: Sprint Planning
: Sprint Backlog
If burndown charts are used to visualize progress, what do they track?
(choose the best answer)
Work remaining across time.
Accumulated cost.
Accumulated business value delivered to the customer.
Individual worker productivity.
A burndown chart is a graphical tool that shows the amount of work remaining versus time. It is often used to track the progress of a Sprint or a release. The work remaining is usually measured in terms of effort, such as hours or story points, and it is plotted on the vertical axis. The time is measured in terms of days or weeks, and it is plotted on the horizontal axis. The burndown chart starts with the total amount of work at the beginning of the Sprint or release, and it ideally ends with zero work at the end. The slope of the burndown chart indicates the rate of progress, or the velocity, of the Scrum Team12.
The other options are not what burndown charts track. Accumulated cost, accumulated business value, and individual worker productivity are not relevant or useful metrics for Scrum Teams, as they do not reflect the value or the quality of the product. Scrum Teamsfocus on delivering potentially releasable increments of the product that meet the Definition of Done, and they use empirical feedback to inspect and adapt their work13. References: 1: Understanding and Applying the Scrum Framework 2: Burndown Chart 3: Managing Products with Agility
The Definition of Done is used to:
(choose the best three answers)
Increase transparency.
Describe the purpose, objective, and timebox of each Scrum event.
Create a shared understanding of when work is complete.
Describe the work that must be done before the Sprint can be declared
complete.
Inform the Developers on how many Product Backlog items to select in a Sprint.
A. Increase transparency: The Definition of Done (DoD) creates transparency by providing everyone a shared understanding of what work was completed and what standards were met as part of the Increment1.
C. Create a shared understanding of when work is complete: The DoD is a shared understanding among the team members of when a product increment is ready for release2.
D. Describe the work that must be done before the Sprint can be declared complete: The DoD includes all of the characteristics and standards an Increment needs to meet in order to be released1. Once the Definition of Done is met, the Increment is Done and can be delivered1.
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