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NEW QUESTION # 23
What might indicate to a Product Owner that they need to work more with the Scrum Team?
(choose the best answer)
- A. They are not working full time with the Scrum Team.
- B. The Increment presented at the Sprint Review does not reflect their expectations.
- C. People frequently leave the Scrum Team.
- D. The acceptance criteria for the Product Backlog items do not appear to be complete.
Answer: B
Explanation:
* 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
NEW QUESTION # 24
When the Product Owner is too busy to work with all of the teams in a multi-team product development effort, which strategy will help them?
(choose the best answer)
- A. Add component team Product Owners.
- B. All of the above.
- C. Communicate a clear Product Goal and delegate some activities to the Developers.
- D. Assign sub-Product Owners to each Scrum Team.
- E. Enlist the Program Management Office to help coordinate work.
Answer: C
Explanation:
Explanation
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 clearly expressing Product Backlog items, ordering them to best achieve goals and missions, ensuring that the Product Backlog is transparent, visible andunderstood. The Product Owner may do the above work or may delegate the responsibility to others. However, the Product Owner remains accountable1.
When working with multiple Scrum Teams on the same product, the Product Owner should ensure that there is a shared understanding of the Product Goal among all the teams and stakeholders. The Product Goal is the long-term objective for the Scrum Team. They must fulfill (or abandon) one objective before taking on the next2. The Product Owner should also collaborate with the Developers to create and refine Product Backlog items that are valuable, feasible, and testable. The Developers are accountable for creating a plan for the Sprint, the Sprint Backlog1. The Product Owner should trust the Developers to self-organize and deliver the most valuable increments possible.
The other options are not recommended strategies for the Product Owner, as they may introduce unnecessary complexity, confusion, and waste. Adding component team Product Owners, enlisting the Program Management Office, or assigning sub-Product Owners may create silos, dependencies, and conflicts among the teams and stakeholders. These roles may also undermine the authority and accountability of the Product Owner, and reduce the transparency and alignment of the Product Backlog. The Product Owner should work with the Scrum Master and the Developers to find ways to optimize the value delivery and collaboration across the teams, rather than creating intermediaries or proxies34. References: 1: Scrum Guide 2: Understanding and Applying the Scrum Framework 3: Managing Products with Agility 4: Evolving the Agile Organization
NEW QUESTION # 25
How can Scrum help with making funding and investment decisions? (choose the best two answers)
- A. Setting a fixed budget will ensure that the project is delivered on-time, within scope, and on-budget.
- B. By releasing to the customers and users early and often.
- C. By frequently inspecting the outcomes of the delivered Sprint Increments to understand how much value is being produced per investment spent.
- D. The only financial decisions required is the funding necessary for the operational costs of the Scrum Teams.
Answer: B,C
NEW QUESTION # 26
In order to justify the price increase of a product, your primary objective should be to:
(choose the best answer)
- A. Improve the value experienced by the customer.
- B. Reduce the price for a period of time before increasing it above the original price.
- C. Add more features to make the product more attractive.
- D. Reduce the number of features to make the product easier to use.
Answer: A
Explanation:
According to the PSPO II resources, a product owner should optimize the value of the product and the work of the Scrum Team1. One way to do this is to improve the value experienced by the customer, which is the perception and evaluation of the product by the customer2. A price increase can be justified if the customer perceives that the product delivers more value than the cost3. This can be achieved by enhancing the product quality, functionality, usability, or design, or by providing additional benefits or services to the customer4. The other options are not effective ways to justify a price increase, as they may either reduce the value experienced by the customer, or increase the cost without increasing the value. References:
* 1: The Scrum Guide
* 2: User Experience
* 3: Value-Based Pricing
* 4: 8 Techniques to Justify a Price Increase
* : Justification for a Price Increase: Positioning For Success
NEW QUESTION # 27
You have more ideas for new products than you have money to invest. What should you do?
(choose the best answer)
- A. Fund small experiments to test the proposed ideas and assumptions, then evaluate results.
- B. Invest in all of them, but at proportionally lowered amounts, and see how they all perform.
- C. Invest in the proposals that have the highest projected Current Value for the next year.
- D. Rank proposals by market potential (Unrealized Value) and fully fund as many as you can.
Answer: A
Explanation:
According to the Professional Scrum Product Owner™ II guide, one of the key competencies 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.
NEW QUESTION # 28
Which of the following statements is true about the Product Vision?
(choose the best answer)
- A. It must be completely free from discussions about strategic technology choices.
- B. It evolves as the Scrum Team learns more about customers and their needs.
- C. All of the above.
- D. It is the shared responsibility of the Scrum Team to develop and evolve.
- E. None of the above.
Answer: B
Explanation:
Option A is the best answer because it reflects the agile and empirical nature of Scrum and Product Ownership. The Product Vision is a concise and inspiring statement that describes the purpose, direction, and value proposition of the product1. The Product Vision 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 creating and communicating the Product Vision to the Scrum Team and the stakeholders2. The Product Owner collaborates with the Scrum Team and the stakeholders to inspect and adapt the Product Vision based on the new insights, opportunities, and learnings that arise from the changing environment34. The Product Owner also uses various techniques, such as product discovery, user research, market analysis, and experiments, to validate and refine the Product Vision5 .
Option B is not the best answer because it contradicts the accountability of the Product Owner. The Product Owner is the sole person responsible for managing the Product Backlog and maximizing the value of the product and the work of the Scrum Team. The Product Owner is also the sole person responsible for creating and communicating the Product Vision to the Scrum Team and the stakeholders2. The Product Owner may seek input and feedback from the Scrum Team and the stakeholders, but the final decision and authority on the Product Vision belongs to the Product Owner. The Scrum Team and the stakeholders are not accountable for developing and evolving the Product Vision, but they are expected to understand and support it .
Option C is not the best answer because it contradicts the reality and complexity of product development. The Product Vision is not a technical specification, but rather a strategic and business-oriented statement that guides the development of the product1. The Product Vision does not prescribe how the product should be built, but rather why and what the product should achieve. However, the Product Vision is not completely detached from the technical aspects of the product, as the technology choices may have an impact on the feasibility, desirability, and viability of the product. The Product Owner should be aware of the strategic technology choices and their implications, and discuss them with the Development Team and the stakeholders, as part of the product discovery and validation process .
Reference:
1: Product Vision
2: Product Owner Accountabilities
3: Empiricism
4: Stakeholders & Customers
5: Product Discovery
6: Product Backlog Management
7: The Scrum Guide
8: Scrum Team
9: Product Value
10: Product Feasibility
11: Product Validation
12: [Agile Manifesto]
13: [User Research]
14: [Market Analysis]
15: [Experiments]
NEW QUESTION # 29
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)
- A. Refining the Product Backlog.
- B. There are no such activities. The next Sprint starts immediately after the current Sprint.
- C. Updating the project plan with the stakeholders.
- D. Working with the Quality Assurance departments on the Increment of the current Sprint.
Answer: A
NEW QUESTION # 30
Which of the following statements is true about the Product Vision?
(choose the best answer)
- A. It must be completely free from discussions about strategic technology choices.
- B. It evolves as the Scrum Team learns more about customers and their needs.
- C. All of the above.
- D. It is the shared responsibility of the Scrum Team to develop and evolve.
- E. None of the above.
Answer: B
Explanation:
Option A is the best answer because it reflects the agile and empirical nature of Scrum and Product Ownership. The Product Vision is a concise and inspiring statement that describes the purpose, direction, and value proposition of the product1. The Product Vision 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 creating and communicating the Product Vision to the Scrum Team and the stakeholders2. The Product Owner collaborates with the Scrum Team and the stakeholders to inspect and adapt the Product Vision based on the new insights, opportunities, and learnings that arise from the changing environment34. The Product Owner also uses various techniques, such as product discovery, user research, market analysis, and experiments, to validate and refine the Product Vision5 .
Option B is not the best answer because it contradicts the accountability of the Product Owner. The Product Owner is the sole person responsible for managing the Product Backlog and maximizing the value of the product and the work of the Scrum Team. The Product Owner is also the sole person responsible for creating and communicating the Product Vision to the Scrum Team and the stakeholders2. The Product Owner may seek input and feedback from the Scrum Team and the stakeholders, but the final decision and authority on the Product Vision belongs to the Product Owner.
The Scrum Team and the stakeholders are not accountable for developing and evolving the Product Vision, but they are expected to understand and support it .
Option C is not the best answer because it contradicts the reality and complexity of product development. The Product Vision is not a technical specification, but rather a strategic and business-oriented statement that guides the development of the product1. The Product Vision does not prescribe how the product should be built, but rather why and what the product should achieve.
However, the Product Vision is not completely detached from the technical aspects of the product, as the technology choices may have an impact on the feasibility, desirability, and viability of the product. The Product Owner should be aware of the strategic technology choices and their implications, and discuss them with the Development Team and the stakeholders, as part of the product discovery and validation process .
References:
1: Product Vision
2: Product Owner Accountabilities
3: Empiricism
4: Stakeholders & Customers
5: Product Discovery
6: Product Backlog Management
7: The Scrum Guide
8: Scrum Team
9: Product Value
10: Product Feasibility
11: Product Validation
12: [Agile Manifesto]
13: [User Research]
14: [Market Analysis]
15: [Experiments]
NEW QUESTION # 31
A Product Backlog is: (choose the best three answers)
- A. An exhaustive list of requirements
- B. Only visible to the Product Owner and Stakeholders.
- C. An inventory of things to be done.
- D. Managed by the Product Owner.
- E. Ordered based on priority, value, dependencies, and risk.
Answer: C,D,E
NEW QUESTION # 32
A team works on 4 different products, splitting their time between them because none of the products has enough work to warrant a dedicated team.
What strategy on how they use their time would potentially deliver the most value to customers over time? (choose the best answer)
- A. Work a little on each product all the time, releasing when needed.
- B. Focus on one product at a time, release it, then move to the next product.
- C. Either strategy will deliver the same value.
Answer: B
NEW QUESTION # 33
What is a benefit of frequent product releases? (choose the best answer)
- A. They enable teams to inspect and adapt more frequently
- B. Smaller, more frequent releases are less risky
- C. They help teams to learn how to correct and eliminate errors.
- D. They help teams better understand and meet customer needs.
- E. None of the above.
- F. All of the above
Answer: F
NEW QUESTION # 34
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)
- A. Continue measuring feature usage and use it to inform your decisions, but do not publish it.
- B. Continue to measure and publish the data, to provide openness and transparency, and use it to inform your decisions.
- C. Stop measuring feature usage to appease the stakeholder.
Answer: B
Explanation:
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
NEW QUESTION # 35
What can be measures of internal value? (choose all that apply)
- A. Cycle Time
- B. On-Product Index
- C. Customer or user satisfaction gap
- D. Employee Satisfaction
- E. Time spent context-switching
Answer: A,B,D,E
NEW QUESTION # 36
What are the attributes of a good Product Vision and Strategy? (choose all that apply)
- A. It describes who will use the product and what they would like to achieve
- B. It describes how the product will generate revenue
- C. It describes how people will use the product to achieve outcomes.
- D. It describes how the product compares to competitor products
Answer: A,B,C,D
NEW QUESTION # 37
Which of the following is true for the Current Value - Key Value Area in Evidence Based Management from Scrum.org? Choose the best answer
- A. It expresses the ability of a product development organization to deliver new capabilities that might better meet customer needs
- B. It expresses the organization's ability to quickly deliver new capabilities, services, or products
- C. It suggests the potential future value that could be realized if the organization could perfectly meet the needs of all potential customers
- D. It reveals the value that the product delivers to customers, today
Answer: D
NEW QUESTION # 38
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