The primary accountability of a Product Owner is:
(choose the best answer)
Managing the Product Backlog.
Maximizing the value of the work that the Scrum Team delivers.
Writing User Stories that the Scrum Team can fully understand.
Interfacing between the Developers and the customers.
The primary accountability of a Product Owner within the Scrum framework is to maximize the value of the work that the Scrum Team delivers. This involves managing the Product Backlog, but the overarching responsibility is ensuring that the team’s efforts translate into value
Who determines when it is appropriate to update the Sprint Backlog during a Sprint?
The Project Manager.
The Developers.
The Scrum Team.
The Product Owner.
Comprehensive and Detailed In-Depth Explanation:
In Scrum, theSprint Backlogis aliving artifactthat evolves throughout the Sprint as the team gains new insights. The responsibility ofupdating the Sprint Backlog lies exclusively with the Developers, as they are the ones executing the work.
Roles and Responsibilities:
Developers:
They are solely responsible for creating, managing, and updating the Sprint Backlog.
They continuously update it as they learn more about the work needed to achieve theSprint Goal.
Any changes, additions, or deletions to the Sprint Backlog are determined by the Developers based on new information.
Product Owner:
The Product Owner is responsible for managing theProduct Backlog, not the Sprint Backlog.
However, they collaborate with Developers if thescope of the Sprint Backlog needs renegotiation.
They prioritize product value but do not directly modify the Sprint Backlog.
Scrum Team:
The termScrum Teamincludes theDevelopers, Product Owner, and Scrum Master.
While they collaborate,only the Developers make changes to the Sprint Backlog.
Project Manager:
Scrum does not define a Project Manager role.
Traditional project management responsibilities are distributed across theScrum roles.
TheDevelopers are self-organizing, meaning they do not need external direction to update their plan.
Key Scrum Guide Principles Supporting This:
The Sprint Backlog isa plan by and for the Developers.
The Developersown and manage their workthroughout the Sprint.
The Sprint Backlog isadapted dailyto reflect progress toward the Sprint Goal.
No one else, including the Product Owner or Scrum Master, is allowed to modify the Sprint Backlog.
Conclusion:
Only theDevelopershave the authority to update the Sprint Backlog during a Sprint. This ensures that they maintain ownership of their work and adapt as necessary to successfully achieve theSprint Goal.
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 statements about the Product Backlog are true?
(choose the best two answers)
The Product Backlog is ordered by the Product Owner.
The Product Backlog should be visible to the Scrum Team and stakeholders.
All Product Backlog items must be expressed as user stories.
All Product Backlog items must be identified before the first Sprint begins.
Only the Product Owner can place items on the Product Backlog.
The Product Backlog represents the input of all stakeholders and eliminates any
need for the Developers to speak to stakeholders.
The Product Backlog is an ordered list of what is needed to improve the product, and it is the single source of work undertaken by the Scrum Team. The Product Owner is responsible for ordering the Product Backlog items by value, risk, priority, and dependencies. The Product Backlog should be transparent and accessible to the Scrum Team and the stakeholders, so that everyone can understand the scope and progress of the product development. Therefore, options A and B are true statements about the Product Backlog.
Option C is not true because the Product Backlog items can be expressed in various formats, such as user stories, use cases, scenarios, or any other way that clearly conveys the intent and value of the item. User stories are a common and useful technique, but not a mandatory one.
Option D is not true because the Product Backlog is not a fixed and complete specification of the product, but rather an emergent and dynamic artifact that evolves over time. The Product Backlog items are refined and clarified by the Product Owner and the Developers throughout the product development process, and new items can be added or removed as needed. The Product Backlog does not need to be fully defined before the first Sprint begins, but only enough to support the first Sprint Planning.
Option E is not true because the Product Owner is not the only source of ideas and requirements for the product. The Product Owner collaborates with the Developers and the stakeholders to discover, validate, and prioritize the Product Backlog items. The Product Owner may delegate the authority to add items to the Product Backlog to others, but remains accountable for the ordering and the value of the Product Backlog.
Option F is not true because the Product Backlog does not replace the communication and collaboration between the Developers and the stakeholders. The Product Backlog represents the input of all stakeholders, but it is not a substitute for direct feedback and interaction. The Developers need to engage with the stakeholders to understand their needs, expectations, and feedback, and to deliver a valuable product increment that meets the Sprint Goal and the Definition of Done. 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]
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
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
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
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.
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
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.
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.
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 have been a Product Owner at a new company for a few weeks. It has become clear to you
that many people, both inside and outside the Scrum Team, expect close involvement in the
decisions that you, as a Product Owner, are accountable for.
As a result, you find that it takes too long to make decisions. Which of the following are
reasonable options you could take?
(choose the best three answers)
Start making all the decisions without consulting the others who have expressed
interest.
Allow other members of the Scrum Team and stakeholders to continue making
decisions they are not accountable for; documenting which decisions do not
deliver the intended value.
Create and share a delegation board that displays your decision-making areas
and work with your Scrum Team to clarify decision making accountability and
responsibility.
Work with your Scrum Master to better understand what next steps you can take
to move the company's understanding of product ownership up in the maturity
curve towards Entrepreneur.
Demonstrate, with the help of data, how long it is taking you to make decisions
and the impact that the long decision-making cycle has on delivering value to the
customer.
As a Product Owner, you are responsible for making decisions that maximize the value of the product and align with the product vision and strategy. However, you also need to collaborate with the Scrum Team and the stakeholders, and respect their input and feedback. Making decisions without consulting them or allowing them to make decisions they are not accountable for can lead to confusion, conflict, and waste. Therefore, options A and B are not reasonable.
Option C is a reasonable option because it helps you communicate your decision-making areas and delegate some decisions to the appropriate level of the organization. A delegation board is a tool that shows who has the authority to make which decisions, and how much involvement is expected from others. By creating and sharing a delegation board, you can clarify your role as a Product Owner, empower the Scrum Team and the stakeholders, and reduce the time and effort spent on decision making.
Option D is also a reasonable option because it helps you improve the company’s culture and mindset towards product ownership. As a Product Owner, you need to act as an entrepreneur, who is able to innovate, experiment, and validate assumptions. However, not all organizations are ready to support this kind of product ownership, and some may have a more traditional or bureaucratic approach. Working with your Scrum Master, you can identify the gaps and barriers that prevent you from being an effective Product Owner, and take steps to overcome them. For example, you can educate and coach the organization on the benefits of agile product management, create a shared product vision and roadmap, and foster a culture of trust and transparency.
Option E is another reasonable option because it helps you demonstrate the value of your decisions and the cost of delay. As a Product Owner, you need to use data and evidence to support your decisions and measure their impact. By showing how long it is taking you to make decisions and how that affects the delivery of value to the customer, you can justify your choices and persuade others to support them. You can also use data to identify the most important and urgent decisions, and prioritize them accordingly. This way, you can avoid analysis paralysis and focus on delivering value faster and more frequently.
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
The environment in which a product will be used changes and emerges continually. What is the
effect on the Product Backlog?
(choose the best answer)
The requirements specification document, describing the Product Backlog items,
must be updated to ensure stability.
The Product Backlog evolves to reflect what the product needs to be most valuable.
There is no effect, the Product Backlog must stay the same until the end of the
project.
The Product Backlog is archived and a new Product Backlog is created to take its
place
Option B is the best answer because it reflects the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is a living artifact that represents the current understanding of what the product needs to be most valuable for the customers and the stakeholders1. The Product Backlog is not a fixed or static document, but rather an emergent and dynamic one that adapts to the changing environment, needs, and feedback. The Product Owner is accountable for managing the Product Backlog and ensuring that it is transparent, ordered, and refined2. The Product Owner collaborates with the Scrum Team and the stakeholders to inspect and adapt the Product Backlog items based on the new insights, opportunities, and learnings that arise from the changing environment34. The Product Owner also uses various techniques, such as product vision, value proposition, user stories, experiments, and evidence-based management, to define, validate, and prioritize the Product Backlog items5 .
Option A is not the best answer because it contradicts the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is not a requirements specification document, but rather a list of hypotheses and assumptions that need to be tested and validated in the real world5. The Product Backlog items are not detailed or fixed upfront, but rather refined and clarified as they get closer to implementation2. Updating the requirements specification document to ensure stability implies a plan-driven and predictive approach that does not embrace change and feedback, and that does not optimize value delivery.
Option C is not the best answer because it contradicts the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is not a project plan, but rather a product roadmap that guides the development of the product. The Product Backlog does not have a predefined end date or scope, but rather evolves and changes as the product grows and matures1. Keeping the Product Backlog the same until the end of the project implies a plan-driven and predictive approach that does not embrace change and feedback, and that does not optimize value delivery.
Option D is not the best answer because it contradicts the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is not a disposable artifact, but rather a cumulative and iterative one that builds on the previous work and learnings1. The Product Backlog items are not discarded or replaced, but rather refined and updated as the product evolves and changes2. Archiving the Product Backlog and creating a new one implies a disruptive and wasteful approach that does not leverage the existing knowledge and feedback, and that does not optimize value delivery.
References:
1: Product Backlog
2: Product Backlog Management
3: Empiricism
4: Stakeholders & Customers
5: Product Vision
: Product Value
: Evidence-Based Management
: [Agile Manifesto]
: [Product Roadmap]
: Product Owner Accountabilities
: Sprint Review
: Product Backlog Refinement
: [User Stories]
: [Value Proposition]
: [Experiments]
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.
Which phrase best describes a Product Owner?
(choose the best answer)
Go-between for the Developers and customers.
Requirements engineer.
Team manager.
Value maximizer.
According to the Scrum Guide, the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team1. This means that the Product Owner is responsible for defining, prioritizing, and delivering the features and functionalities that create the most value for the customers, users, and stakeholders of the product2. The Product Owner does this by managing the Product Backlog, collaborating with the Developers and the Scrum Master, validating the product assumptions and hypotheses, and measuring the outcomes and impacts of the product3. The Product Owner is not just a go-between, a requirements engineer, a team manager, or any other traditional role, but rather a value maximizer who drives the product vision and strategy, and ensures that the product delivers the desired benefits and solves the real problems4
Which of the following activities should a Product Owner never do?
(choose the best answer)
Decide when to release the product Increment.
Dictate the Sprint Goal.
Accept work done during the Sprint.
Establish a Product Goal.
According to the Professional Scrum Product Owner™ II certification guide1, the Sprint Goal is the single objective for the Sprint. It is a commitment made by the Scrum Team during Sprint Planning. The Sprint Goal provides guidance to the Developers on why it is valuable to build a coherent Increment. The Product Owner proposes how the product could increase its value and utility in the current Sprint. The whole Scrum Team then collaborates to define a Sprint Goal that communicates why the Sprint is valuable to stakeholders. The Product Owner should not dictate the Sprint Goal, but rather collaborate with the Developers and the Scrum Master to create a shared understanding and alignment. The other options are not activities that a Product Owner should never do, because they are either part of the Product Owner’s accountabilities (A, C, D) or may be done in collaboration with others (A, D). References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org
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.
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.
Who is accountable for maintaining and communicating the Product Goal?
(choose the best answer)
The Product Owner.
The Developers.
Executive Sponsors.
Stakeholders.
All of the above.
The Product Owner is accountable for maintaining and communicating the Product Goal. This responsibility includes ensuring that the goal is visible to everyone and provides direction and purpose for the Scrum Team and its stakeholders
The only person who can abnormally terminate a Sprint is?
(choose the best answer)
The Developers.
The Scrum Master.
The Product Owner.
The Stakeholders.
The Scrum Guide specifies that only the Product Owner has the authority to cancel a Sprint. This is because the Product Owner is responsible for maximizing the value of the product and may decide to cancel a Sprint if the Sprint Goal becomes obsolete or if they foresee that the current direction will not lead to a valuable outcome
As a Product Owner you become aware that the quality assurance criteria, defined in the
Definition of Done, were not met for the latest Increment. Which of the following statements are
true?
(choose the best four answers)
The next Sprint may be interrupted when quality issues are encountered.
The project manager cannot effectively update the plan.
The indication of progress on the Product Backlog is not transparent.
The Scrum Team should not release the Increment.
The incomplete Sprint Backlog items should be returned to the Product Backlog.
According to the Professional Scrum Product Owner™ II certification guide1, the Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed and what standards were met as part of the Increment. If the Definition of Done is not met, the Increment is not Done and cannot be released. Therefore, the following statements are true:
A. The next Sprint may be interrupted when quality issues are encountered. This is true because the Scrum Team may have to spend time fixing the quality issues in the previous Increment before working on the new Sprint Backlog items. This may affect the Sprint Goal and the delivery of value.
C. The indication of progress on the Product Backlog is not transparent. This is true because the Product Backlog items that were supposedly Done in the previous Sprint are actually not Done according to the Definition of Done. This means that the Product Owner cannot accurately forecast the release plan and the stakeholders cannot trust the progress reports.
D. The Scrum Team should not release the Increment. This is true because releasing an Increment that does not meet the Definition of Done may compromise the quality, usability, and value of the product. It may also damage the reputation and trust of the Scrum Team and the organization.
E. The incomplete Sprint Backlog items should be returned to the Product Backlog. This is true because the Sprint Backlog items that were not Done according to the Definition of Done are still part of the Product Backlog. The Product Owner should re-order them based on their value and priority and decide when to include them in the next Sprint.
The following statement is false:
B. The project manager cannot effectively update the plan. This is false because there is no project manager role in Scrum. The Product Owner is responsible for managing the Product Backlog and the value delivery, while the Scrum Master is responsible for facilitating the Scrum process and removing impediments. The Developers are responsible for managing the Sprint Backlog and the quality of the Increment.
References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org
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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