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Which of the following would likely be the least effective way to enhance the agility of your
future product development?
(choose the least effective approach)
Consider whether there is a significantly large enough market for your product.
Form a holistic view of how the customer sees your product.
Clearly understand the producer, buyer/consumer relationship.
Lean on your organizational efficiency and existing architecture to build your product
aligned to the current organization.
As a Product Owner, you need to embrace agility and empiricism in your product development. This means that you should be able to inspect and adapt your product based on feedback from the market, customers, users, and stakeholders. You should also be able to experiment and learn from your failures and successes. To do this, you need to have a flexible and adaptable product architecture that can support frequent changes and new features. You also need to collaborate with your Scrum Team and other teams in the organization to deliver value incrementally and iteratively. Therefore, leaning on your organizational efficiency and existing architecture to build your product aligned to the current organization is the least effective way to enhance your agility. This approach can limit your innovation, creativity, and responsiveness to the changing needs and expectations of your customers and users. It can also create silos, dependencies, and conflicts within and across teams, and reduce the quality and value of your product.
References:
Professional Scrum Product Owner™ II Certification
Evolving the Agile Organization
Managing Products with Agility
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.
You have more ideas for new products than you have money to invest. What should you do?
(choose the best answer)
Fund small experiments to test the proposed ideas and assumptions, then evaluate
results.
Rank proposals by market potential (Unrealized Value) and fully fund as many as you
can.
Invest in the proposals that have the highest projected Current Value for the next
year.
Invest in all of them, but at proportionally lowered amounts, and see how they all
perform.
According to the Professional Scrum Product Owner™ II guide, one of the keycompetencies of a Product Owner is to validate product assumptions and hypotheses using empirical evidence1. This means that instead of investing a lot of money and time into building a product based on unproven ideas, the Product Owner should conduct small experiments to test the viability, desirability, and feasibility of the product2. These experiments can take various forms, such as prototypes, mockups, surveys, interviews, landing pages, etc. The goal is to gather feedback from real or potential users and customers, and measure the outcomes against predefined success criteria3. Based on the results of the experiments, the Product Owner can then decide whether to persevere, pivot, or terminate the product idea4. This approach helps to reduce the risk of wasting resources on products that nobody wants or needs, and to focus on the most valuable and promising ideas.
Choose the two measurements which provide the best indicator to the Product Owner that
value is being delivered.
(choose the best two answers)
Customer satisfaction.
On-time release trends.
Velocity.
Frequency of feature use.
Scope implemented.
According to the Professional Scrum Product Owner™ II (PSPO II) guidelines, the best indicators of value delivery are those that reflect the product’s impact on customers and its usage in the market.
Customer satisfaction (Option A) is a direct measure of how well the product meets customer needs and expectations. High customer satisfaction is a strong indicator that the product is delivering value1.
Frequency of feature use (Option D) provides insights into which features are most valuable to users by showing how often they are used. This metric helps Product Owners understand user behavior and prioritize features that deliver the most value1.
On-time release trends (Option B) and velocity (Option C) are more about the process and efficiency of the development team rather than direct indicators of value to the customer. Scope implemented (Option E) measures the amount of work done but does not necessarily correlate with customer value. Therefore, options A and D are the best choices for measuring value delivery as per the PSPO II resources.
Sharing people with unique skills across multiple teams will likely result in which of the
following conditions?
(choose the best answer)
Teams may wait more often, impeding the delivery of value.
Teams do not have to develop deep technical skills.
Costs are lower since expensive resources are shared.
More work gets done since people are better utilized.
Sharing people with unique skills across multiple teams will likely result in teams having to wait more often for those people to be available, impeding the delivery of value. This is because those people will have to context-switch between different teams, products, anddomains, reducing their focus and efficiency1. Moreover, sharing people with unique skills will create bottlenecks and dependencies in the delivery process, increasing the risk of delays and quality issues2. Furthermore, sharing people with unique skills will discourageteams from developing deep technical skills themselves, making them less cross-functional and self-organizing3. Therefore, the best answer is A.
The other options are not correct because:
B. Teams do not have to develop deep technical skills. This is not a desirable condition, as it contradicts the Scrum value of commitment and the principle of continuous improvement. Teams should strive to develop deep technical skills to deliver high-quality products and to respond to changing requirements and technologies4.
C. Costs are lower since expensive resources are shared. This is not necessarily true, as the costs of context-switching, waiting, and quality issues may outweigh the benefits of sharing resources. Moreover, this option implies a resource-oriented mindset, rather than a value-oriented mindset, which is not aligned with the Scrum framework and the Product Owner role5.
D. More work gets done since people are better utilized. This is not a valid measure of success, as the amount of work done does not reflect the value delivered. Moreover, this option implies a utilization-oriented mindset, rather than an outcome-oriented mindset, which is not aligned with the Scrum framework and the Product Owner role. References: 1: Context Switching, 2: Bottlenecks and Dependencies, 3: Cross-Functional Teams, 4: Technical Excellence, 5: Resource vs. Value Orientation, : Utilization vs. Outcome Orientation
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.
The Developers have struggled to get all of their forecasted work done during the last three
Sprints. As a Product Owner what steps could you take to help the Developers improve their
ability to deliver a done Increment?
(choose the best two answers)
Ask the Scrum Master to help the Developers learn techniques for improving
their ability to forecast work.
The Product Owner can spend more time with the Developers.
Ensure that all Developers are top performers.
Add more people to the team so they can get more done.
= As a Product Owner, you are accountable for maximizing the value of the product and the work of the Developers. To do this, you need to collaborate with the Developers and the Scrum Master to ensure that the Product Backlog is clear, ordered, and refined, and that the Sprint Goal and the Sprint Backlog are aligned with the product vision and strategy. You also need to provide feedback and guidance to the Developers throughout the Sprint, and to inspect and adapt the product based on the Sprint Review and the stakeholders’ input.
One of the challenges that the Developers may face is to forecast the amount of work that they can complete within a Sprint, and to deliver a potentially releasable Increment that meets the Definition of Done. This requires the Developers to have the skills and the tools to estimate the complexity and the effort of the Product Backlog items, to plan and manage their work effectively, and to adhere to the quality standards and the technical practices that enable them to build a valuable and usable product increment.
To help the Developers improve their ability to deliver a done Increment, the Product Owner can take the following steps:
Ask the Scrum Master to help the Developers learn techniques for improving their ability to forecast work. The Scrum Master is accountable for establishing an environment where the Developers can work effectively, and for coaching the Developers on self-organizing and cross-functionality. The Scrum Master can also help the Developers to apply empirical process control, to use various estimation methods, to monitor and visualize theirprogress, and to inspect and adapt their plan based on the Sprint Backlog and the Sprint Burndown Chart.
The Product Owner can spend more time with the Developers. The Product Owner can support the Developers by clarifying the Product Backlog items, providing the acceptance criteria, explaining the customer needs and the business value, and answering any questions that the Developers may have. The Product Owner can also participate in the Sprint Planning, the Daily Scrum, and the Sprint Retrospective, to share their insights, expectations, and feedback, and to collaborate with the Developers on creating and refining the Sprint Goal and the Sprint Backlog.
The other options are not the best steps to take, because they either do not address the root cause of the problem, or they may have negative consequences. Ensuring that all Developers are top performers may not be realistic or feasible, and it may also create a culture of blame or competition, rather than collaboration and learning. Adding more people to the team may not necessarily increase the productivity or the quality of the work, and it may also introduce communication and coordination challenges, as well as additional costs and risks. References := Scrum Guide, Understanding and Applying the Scrum Framework, Managing Products with Agility
Which of the following are advantages of a Product Goal that is well-understood by the Scrum
Team?
(choose the best three answers)
A Product Goal is not mandatory in Scrum.
It helps the Scrum Team keep focus and they can check any decision against it.
It provides overall direction so Sprints will feel less like isolated pieces of work.
It makes it easier to inspect incremental progress at the Sprint Review.
It helps the Scrum Team to forecast when the entire Product Backlog will be
delivered.
B. It helps the Scrum Team keep focus and they can check any decision against it: A well-understood Product Goal acts as a powerful magnet that propels Scrum teams towards value delivery34. It guides efforts, prioritizes activities, fosters collaboration, and ensures focus on delivering value to customers34.
C. It provides overall direction so Sprints will feel less like isolated pieces of work: The Product Goal provides context to the Product Backlog2. It can be thought of as the ‘why’ we are doing all of this work2. It can be used as the elevator pitch to 'what is the Scrum Team working on?'2.
D. It makes it easier to inspect incremental progress at the Sprint Review: As each Increment is produced, the Product incrementally moves toward the Product Goal2. How that value is incrementally determined is very context-specific2.
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 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 might the Scrum Team discuss during a Sprint Retrospective?
(choose the best answer)
Methods of communication.
The way the Scrum Team does Sprint Planning.
Skills needed to improve the Scrum Team's ability to deliver.
Its Definition of Done.
All of the above.
According to the Scrum Guide, the purpose of the Sprint Retrospective is to plan ways toincrease quality and effectiveness. The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done1. Therefore, all of the options A, B, C, and D are possible topics that the Scrum Team might discuss during a Sprint Retrospective, as they relate to the aspects that the team can improve or adapt. For example, the team might discuss how to communicate better, how to plan the Sprint more effectively, how to acquire new skills or knowledge, or how to update their Definition of Done23. The Sprint Retrospective is a formal opportunity for the team to focus on inspection and adaptation, and to identify the most helpful changes to implement in the next Sprint1.
What percent of the time should a Product Owner dedicate to the Scrum Team?
(choose the best two answers)
100%.
Enough time to avoid the waste that is created by delaying answers to the
Developers.
As much as the stakeholders want to budget. Business analysts take over the
role the rest of the time.
40%, or more if the stakeholders agree.
Enough time to ensure that the product Increment is valuable and useful.
Just enough time to keep the Developers from complaining.
B is correct because the Product Owner is accountable for maximizing the value of the product and the work of the Developers1, and delaying answers to the Developers can cause waste, rework, and missed opportunities2. E is correct because the Product Owneris responsible for ensuring that the product Increment is valuable and useful for thestakeholders and customers3, and this requires close collaboration and feedback with the Scrum Team and the users4. A is incorrect because the Product Owner does not need to dedicate 100% of their time to the Scrum Team, as they also have other accountabilities such as engaging with the market, managing the product vision, and aligning with the business strategy5. C is incorrect because the Product Owner is not a proxy for the stakeholders, and they should not delegate their role to business analysts or anyone else. D is incorrect because the Product Owner does not need the approval of the stakeholders to decide how much time they spend with the Scrum Team, as they are empowered to make the best decisions for the product. F is incorrect because the Product Owner should not base their time allocation on the complaints of the Developers, but on the value and quality of the product.
You work as a Product Owner for a small company and your Scrum Team employee retention
rate has been falling. Data from exit interviews suggests that the Developers are:
. Frustrated by interruptions and low-value meetings.
. Feel that their work is not "meaningful."
You need to address this quickly, since the cost to train new Developers is very high in a small
organization like yours.
To increase the likelihood of improving the retention rate, what additional measurements should
you consider when determining improvements?
(choose the best answer)
The Innovation Rate, which is the ratio of new work to total work.
The On-Product Index, the ratio of product work to total work.
Employee Net Promoter Scores.
All of the above.
To address the issues of interruptions, low-value meetings, and a lack of meaningful work, it is beneficial to consider a holistic approach that includes all the options provided. The Innovation Rate (A) can help understand the balance between new and routine work, the On-Product Index (B) can indicate how much work directly contributes to the product, and Employee Net Promoter Scores © can provide insights into employee satisfaction and loyalty. Together, these measurements can offer a comprehensive view of areas for improvement
Product A is a big revenue producer; it has:
. High Current Value and Low Unrealized Value.
Product B is a new product with a lot of potential; it has:
. Low Current Value and High Unrealized Value.
Using those two data points and taking a long-term view, which of the options below should you
pursue?
(choose the best answer)
Weight your investment toward Product B; since it has more potential.
Weight your investment toward Product A; you do not want to risk losing customers.
Invest equally in both products.
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 have a clear vision of the product, understand the needs and desires of the customers and stakeholders, and prioritize the Product Backlog items based on their value and urgency. The Product Owner should also use evidence-based management to measure the value delivered by the product and make informed decisions about the product strategy and direction.
In this question, Product A has a high current value, which means that it is generating a lot of revenue and satisfying the existing customers. However, it also has a low unrealized value, which means that it has little room for improvement or innovation, and may face competition or obsolescence in the future. Product B has a low current value, which means that it is not generating much revenue or satisfying many customers. However, it also has a high unrealized value, which means that it has a lot of potential for improvement or innovation, and may capture new markets or opportunities in the future.
Taking a long-term view, the Product Owner should weight the investment toward Product B, since it has more potential to deliver value in the future. This does not mean that the Product Owner should neglect Product A, but rather balance the investment between the two products based on the expected return on investment and the risk involved. Investing equally in both products may not be optimal, as it may result in underinvesting in Product B and overinvesting in Product A. Weighting the investment toward Product A may not be wise, as it may result in missing out on the opportunities offered by Product B and losing the competitive edge in the market.
References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org
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
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.
You are a Product Owner for a product that publishes customer usage rates by feature.
An influential stakeholder does not believe the data showing the usage rates, and insists that a
particular feature is essential, despite data showing low usage rates. The stakeholder believes
that measuring feature usage is a waste of time.
As Product Owner you have confirmed that the data is accurate and believe that the data is
valuable to help you and your team. What should you do?
(choose the best answer)
Continue measuring feature usage and use it to inform your decisions, but do not
publish it.
Continue to measure and publish the data, to provide openness and transparency,
and use it to inform your decisions.
Stop measuring feature usage to appease the stakeholder.
As a Product Owner, you are accountable for maximizing the value of the product and the work of the Scrum Team. To do this, you need to have a clear understanding of the product vision, the product value, and the product backlog management. Measuring feature usage is one way to gather empirical evidence of the value delivered by the product and the feedback from the customers and users. This data can help you validate or invalidate your assumptions, prioritize the product backlog items, and inspect and adapt the product strategy. Therefore, measuring feature usage is not a waste of time, but a valuable practice for agile product management.
Moreover, as a Product Owner, you are also responsible for engaging with the stakeholders and customers, and providing them with transparency and openness. This means that you should share the data and the insights you gain from it with them, and invite them to collaborate with you and the Scrum Team. This can help you build trust and alignment, and foster a culture of experimentation and learning. Therefore, you should not hide the data or stop measuring it, but rather use it as a basis for constructive dialogue and decision making.
References:
Professional Scrum Product Owner™ II Certification
Managing Products with Agility
Evidence-Based Management
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.
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
Which of the following might be considered when ordering Product Backlog items?
(choose all that apply)
Dependencies to other products.
Value of Product Backlog items.
Dependencies between Product Backlog items.
Cost of delay.
Cost of implementation.
According to the PSPO II guide and Scrum.org competencies, when ordering Product Backlog items, a Product Owner should consider various factors to maximize the value of the work done by the Scrum Team. These factors include:
A. Dependencies to other products: Recognizing dependencies to other products is crucial for the Product Owner to ensure that the Scrum Team is working on items that can be completed and deliver value without being blocked by external dependencies.
B. Value of Product Backlog items: The primary role of a Product Owner is to maximize the value delivered by the Scrum Team, and ordering items based on their value is a fundamental aspect of this responsibility.
C. Dependencies between Product Backlog items: Understanding and managing dependencies between Product Backlog items helps in planning Sprints more effectively, ensuring that the team is working on items in a logical sequence.
D. Cost of delay: The cost of delay is a critical economic factor that influences the ordering of Product Backlog items. Items that would result in a higher cost if delayed should be prioritized.
E. Cost of implementation: While value maximization is the goal, the cost of implementation cannot be ignored. Balancing the cost and the expected value is essential for effective Product Backlog management.
These considerations are in line with the Scrum.org Professional Scrum competencies, particularly under 'Managing Products with Agility', where it's emphasized that Product Owners should have a deep understanding of market value, product feasibility, and the importance of making trade-offs to maximize value.
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.
What activities would a Product Owner typically undertake in the phase between the end of the
current Sprint and the next Sprint's Sprint Planning?
(choose the best answer)
Working with the Quality Assurance departments on the Increment of the current
Sprint.
There are no such activities. The next Sprint starts immediately after the current
Sprint.
Updating the project plan with the stakeholders.
Refining the Product Backlog.
When determining the ordering of an item on the Product Backlog, what are some things a
Product Owner should consider?
(choose the best four answers)
Importance to users or customers.
Alignment with organizational strategy and goals.
Risk. For example; business risk, market risk, or technology risk.
Alignment with other Product Backlog items.
The techniques the Developers will use to implement the item.
A. Importance to users or customers: The value an item brings to the customer is a key factor in ordering the Product Backlog1.
B. Alignment with organizational strategy and goals: The Product Owner should consider how well an item aligns with the organization’s strategy and goals1.
C. Risk: Business, market, and technology risks are important considerations when ordering the Product Backlog1.
D. Alignment with other Product Backlog items: Dependencies and impact on other items in the Product Backlog should be considered1.
Your executive leadership team believes that your product can achieve higher market share.
. The Sales Leader is pressuring you to reduce the price of the product to
attract more customers.
. The Director of Finance is concerned that reducing the price will merely
reduce the product's profitability.
What sources of information should you consider when deciding whether to drop the price as
the Sales Leader is suggesting?
(choose the best four answers)
Channel sales strategy.
Customer satisfaction.
Market share.
Unmet customer needs.
Competitor pricing.
Company earnings targets.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are also accountable for effective Product Backlog management, which includes ordering the Product Backlog items to best achieve goals and missions1. The Product Owner should consider various sources of information to make informed decisions about the product, such as customer feedback, market trends, stakeholder input, and data analysis2.
When deciding whether to drop the price of the product, the Product Owner should consider the following sources of information:
Customer satisfaction: The Product Owner should measure and monitor how satisfied the customers are with the product, and how likely they are to recommend it to others. Customer satisfaction is a key indicator of product value and quality, and it can also influence customer retention and loyalty. The Product Owner should use various methods to collect customer feedback, such as surveys, interviews, reviews, ratings, and net promoter score23.
Market share: The Product Owner should track and compare the product’s market share with its competitors and potential customers. Market share is the percentage of the total market that is captured by the product, and it reflects the product’s popularity and demand. The Product Owner should use market research, sales data, and industry reports to analyze the market share and identify opportunities and threats24.
Unmet customer needs: The Product Owner should identify and prioritize the customer needs that are not yet met by the product or its competitors. Unmet customer needs are the gaps or problems that the customers face, and that the product can solve or address. The Product Owner should use techniques such as user stories, personas, value proposition canvas, and jobs to be done to discover and validate the unmet customer needs25.
Competitor pricing: The Product Owner should benchmark and compare the product’s pricing with its competitors and alternatives. Competitor pricing is the amount of money that the customers have to pay to acquire or use a similar or substitute product. The Product Owner should use competitive analysis, price elasticity, and value-based pricing to determine the optimal pricing strategy for the product2 .
The other option, company earnings targets, is not a relevant source of information for the Product Owner, as it does not reflect the value or the demand of the product. The Product Owner should focus on delivering value to the customers and the stakeholders, rather than meeting arbitrary financial goals. The company earnings targets may also change over time, and they may not align with the product vision or the market reality2 . References: 1: Scrum Guide 2: Managing Products with Agility 3: Customer Feedback 4: Market Share 5: Unmet Customer Needs : [Competitor Pricing] : [Company Earnings Targets]