Professional Scrum Product Owner™ II (PSPO 2) Questions and Answers
Who is accountable for creating a valuable, useful Increment every Sprint?
(choose the best answer)
Options:
The Scrum Team.
The Product Owner.
The Scrum Master.
The Developers.
The Project Manager.
Answer:
AExplanation:
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 are accountable 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.
As Sprint Planning progresses, the workload is getting to be greater than the Developer ' s
capacity to meet the Sprint Goal. Which actions make the most sense to take?
(choose the best two answers)
Options:
Potentially remove or change selected Product Backlog items.
The Developers ensure that the Product Owner is aware, start the Sprint andmonitor progress.
Cancel the Sprint.
Start the Sprint and recruit additional Developers.
Ask the Developers to work overtime for this Sprint and promise that it will nothappen again.
Answer:
A, BExplanation:
According to the Scrum Guide, the Developers are accountable for creating a plan for the Sprint, which includes selecting the Product Backlog items that they can deliver in the Sprint1. If they realize that the workload is too high, they have two options: either reduce the scope or increase the capacity. Reducing the scope means removing or changing some of the Product Backlog items, in agreement with the Product Owner, so that the Sprint Goal can still be achieved2. Increasing the capacity means adding more Developers to the team, but this is not recommended, as it can disrupt the team dynamics, lower the quality, and increase the communication overhead3. Therefore, the best actions to take are A and B, as they respect the self-organization and collaboration of the Scrum Team, and allow them to deliver a valuable and potentially releasable Increment at the end of the Sprint4.
You are a Product Owner for a product with a rapidly declining customer base.
Despite data that indicates the decline is due to a shrinking market, rather than a lack of new
features, an influential stakeholder insists on adding more features to attract new customers.
The influential stakeholder also says that if you do not add new features you risk losing your
most profitable customer.
Which two of the following actions might you take?
(choose the best two answers)
Options:
Collaborate with the stakeholder to run a small experiment to validate theiropinion.
Collaborate with other stakeholders and use a voting system to decide whichoptions should be considered.
Acknowledge the views of the influential stakeholder but decline to add morefeatures to the product.
Agree with the stakeholder and add features to the Product Backlog as it mightincrease your customer base.
Answer:
A, CFor the purpose of transparency, when does Scrum say a new Increment must be done?
(choose the best answer)
Options:
After the acceptance testing phase.
Every 3 Sprints.
At the end of every Sprint.
Before the release Sprint.
When the Product Owner asks to create one.
Answer:
CExplanation:
In Scrum, an Increment is a concrete step toward the Product Goal. To ensure transparency, the Increment must be usable and meet the Definition of Done.
The 2020 Scrum Guide says that an Increment is created whenever a Product Backlog item is completed , and that multiple Increments may be created within a Sprint . Most importantly, the sum of the Increments must be done at the end of a Sprint .
That makes C the correct answer.
Why C is correct:
By the end of every Sprint, there must be at least one usable, Done Increment. This supports inspection at the Sprint Review and maintains transparency.
Why A is incorrect:
Scrum does not define a separate “acceptance testing phase” as a required step before an Increment becomes done.
Why B is incorrect:
Scrum does not allow waiting every 3 Sprints for an Increment. A Done Increment is expected by the end of each Sprint.
Why D is incorrect:
Scrum does not include a “release Sprint” concept as a required part of the framework.
Why E is incorrect:
The Product Owner does not decide whether an Increment should exist. Scrum requires an Increment through the Sprint’s work, and it must meet the Definition of Done.
Key Scrum point:
A product may be released whenever the Product Owner decides it is appropriate, but the Increment itself must be Done no later than the end of the Sprint.
Who is accountable for creating a plan for the Sprint and adhering to the Definition of Done?
(choose the best answer)
Options:
The Scrum Team.
The Product Owner.
The Scrum Master.
The Developers.
All of the above.
Answer:
DExplanation:
According to the Scrum Guide, the Developers are the people in the Scrum Team who are committed to creating any aspect of a usable Increment each Sprint. They are accountable for creating a plan for the Sprint, the Sprint Backlog, and for adhering to the Definition of Done. The Product Owner and the Scrum Master are not accountable for these activities, but they may support the Developers as needed. The Scrum Team as a whole is accountable for delivering a valuable, useful, and potentially releasable Increment each Sprint, but the Developers have the specific accountability for planning and building it. References := Scrum Guide, Understanding and Applying the Scrum Framework, Managing Products with Agility
What typically happens if Product Backlog items are not sufficiently clear during Sprint
Planning?
(choose the best answer)
Options:
Nothing, so long as the Product Owner gives the Developers a clear Sprint Goal.
The Developers will have difficulty creating a forecast of work for the Sprint.
Nothing in particular.
The Scrum Master should not allow this to happen. Look for a new Scrum Master andre-start the Sprint.
The meeting is cancelled so refinement can be done first.
Answer:
BExplanation:
If Product Backlog items are not sufficiently clear during Sprint Planning, the Developers will typically have difficulty creating a forecast of work for the Sprint (B). This is because the clarity of the Product Backlog items is crucial for the Developers to understand what is expected and to plan their work accordingly. The Scrum framework emphasizes the importance of a well-refined Product Backlog for effective Sprint Planning
What are the accountabilities of a Tester on a Scrum Team?
(choose the best two answers)
Options:
Finding bugs to assure quality.
Creating code coverage reports for the test manager.
Checking the work of the Developers.
There is no specific tester role.
Everyone on the Scrum Team is accountable for the quality of the product.
Answer:
D, EExplanation:
According to the Scrum Guide, the Scrum Team consists of one Scrum Master, one Product Owner, and Developers. There is no distinction between different types of Developers, such as testers, programmers, designers, etc. The Developers are the people who deliver a potentially releasable Increment of “Done” product at the end of each Sprint. They are accountable for creating and adhering to the Definition of Done, ensuring technical excellence and good design, and collaborating with the Product Owner to maximize value1. Therefore, everyone on the Scrum Team is responsible for ensuring the quality of the product, and there is no specific tester role. However, this does not mean that testing skills are not needed or valued. On the contrary, testing is an essential activity that supports the team and critiques the product throughout the development process2. A professional tester can contribute to the Scrum Team by coaching the team on testing techniques, tools, and practices, helping the team to define clear and unambiguous acceptance criteria, challenging the team to consider different scenarios and edge cases, creating and executing test plans, and providing feedback on the product’s usability, performance, security, and other aspects3. A professional tester can also collaborate with the Product Owner to ensure that the product meets the expectations and needs of the stakeholders and users.
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)
Options:
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 productaligned to the current organization.
Answer:
DExplanation:
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.
Professional Scrum Product Owner™ II Certification
Evolving the Agile Organization
Managing Products with Agility
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)
Options:
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.
Answer:
A, C, D, EExplanation:
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.
1: Professional Scrum Product Owner™ II Certification | Scrum.org
Which of the following are required by Scrum?
(choose all that apply)
Options:
Burndown chart.
Feature burn-up.
Critical Path Analysis.
Refactoring.
Project Gantt chart.
None of the above.
Answer:
FExplanation:
Scrum is a lightweight framework. It defines specific accountabilities, events, artifacts, and commitments, but it does not require any of the items listed in options A through E.
Why F is correct:
None of the listed practices or tools are required by Scrum.
Why A is incorrect:
A burndown chart is a common agile tracking technique, but Scrum does not require it. Teams may use it if helpful, but it is optional.
Why B is incorrect:
A feature burn-up chart is also optional. Scrum does not prescribe burn-up charts or any specific reporting chart.
Why C is incorrect:
Critical Path Analysis comes from traditional project management approaches and is not required by Scrum.
Why D is incorrect:
Refactoring is an excellent engineering practice and often very important for maintaining product quality, but it is not required by the Scrum framework itself. Scrum does not prescribe technical practices.
Why E is incorrect:
A Gantt chart is not required by Scrum. Scrum uses empiricism, iterative delivery, and adaptive planning rather than relying on predictive project scheduling tools as a requirement.
The Scrum Guide only mandates the framework elements of Scrum itself:
Scrum Team accountabilities
Scrum Events
Scrum Artifacts
Artifact Commitments
It does not require specific charts, project-planning tools, or engineering techniques.
Which question does the Scrum Guide say the Developers must answer at the Daily Scrum?
Options:
What work did I do yesterday to help the team achieve its goal?
What work am I going to do today to help the team achieve its goal?
What impediments are in my way or in the way of the team?
How many hours did I spend on the project yesterday?
None of the above.
Answer:
EExplanation:
In earlier versions of the Scrum Guide, the Daily Scrum was structured around three specific questions:
What did I do yesterday?
What will I do today?
What impediments are blocking my progress?
However, the latest Scrum Guide (2020 and beyond) no longer prescribes these questions. Instead, it emphasizes that the Daily Scrum is an event for the Developers to inspect progress toward the Sprint Goal and adapt their plan as necessary.
Why the Answer is E (None of the Above):
Scrum no longer mandates specific questions for the Daily Scrum.
The focus is on progress toward the Sprint Goal, not on individual work tracking.
Developers decide how they structure the discussion to improve collaboration and planning.
Time spent (Option D) is not relevant to Scrum’s empirical approach, which values outcomes over effort tracking.
Key Scrum Guide Principles Supporting This Answer:
" The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work. "
" The Daily Scrum is not a status meeting; it is an event to inspect progress and adapt the Sprint Backlog as needed. "
Conclusion:
The Scrum Guide does not require specific questions at the Daily Scrum, making Option E ( " None of the above " ) the correct answer.
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)
Options:
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.
Answer:
DExplanation:
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
What is a benefit of frequent product releases?
(choose the best answer)
Options:
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.
Answer:
EExplanation:
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 reduce uncertainty, avoid big-bang failures, and enable faster recovery123. References: 1: Managing Products with Agility 2: Understanding and Applying the Scrum Framework 3: Evolving the Agile Organization
The Developers inform the Product Owner during the Sprint that they are not likely to complete
everything they forecasted. What would you expect a Product Owner to do?
(choose the best answer)
Options:
Reduce the scope of the Sprint, if possible, to still meet the Sprint Goal.
Skip Product Backlog refinement activities.
End the Sprint, since the goal cannot be achieved.
Change the Sprint Goal to match what the Developers can deliver.
Inform management that more resources are needed.
Answer:
AExplanation:
According to the Professional Scrum Product Owner™ II certification guide1, the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. This means that the Product Owner should collaborate with the Developers and the Scrum Master to find the best way to deliver value in the current Sprint, even if the initial forecast is not met. The Product Owner should not change or abandon the Sprint Goal, as it is a commitment made by the Scrum Team during Sprint Planning. The Product Owner should also not skip Product Backlog refinement activities, as they are essential for preparing the Product Backlog for future Sprints. The Product Owner should not end the Sprint prematurely, as it may cause more disruption and waste than delivering a potentially releasable Increment. The Product Owner should not inform management that more resources are needed, as it may imply that the Scrum Team is not self-organizing and cross-functional. The Product Owner should respect the Developers’ autonomy and professionalism and support them in finding the best solution to the problem. Therefore, the best answer is to reduce the scope of the Sprint, if possible, to still meet the Sprint Goal. This means that the Product Owner and the Developers should negotiate the scope of the Sprint Backlog within the Sprint, removing or adding Product Backlog items that are aligned with the Sprint Goal and the value delivery. References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org
Who is responsible for the Sprint Backlog?
Options:
The Developers.
The Scrum Master.
The Product Owner.
The Scrum Team.
Answer:
AExplanation:
The Sprint Backlog is one of the three Scrum artifacts, alongside the Product Backlog and the Increment. It is a dynamic plan that contains:
The selected Product Backlog items for the Sprint.
A plan for delivering the Increment and achieving the Sprint Goal.
The tasks and work needed to complete the selected items.
The Scrum Guide explicitly states that the Sprint Backlog is owned and managed solely by the Developers.
Analysis of Answer Choices:
Option A: The Developers (Correct)
The Developers create, maintain, and update the Sprint Backlog throughout the Sprint.
They have full ownership over their work and the plan required to meet the Sprint Goal.
As self-managing professionals, only the Developers decide how to accomplish their work.
Option B: The Scrum Master (Incorrect)
The Scrum Master is a servant leader and coach, not responsible for managing the Sprint Backlog.
They help the Scrum Team understand and follow Scrum practices, but they do not own or control artifacts.
Option C: The Product Owner (Incorrect)
The Product Owner manages the Product Backlog, ensuring it is prioritized to maximize value.
However, they do not dictate how work is done in a Sprint or modify the Sprint Backlog.
Option D: The Scrum Team (Incorrect)
While the Scrum Team (Developers, Product Owner, and Scrum Master) collaborates, the Sprint Backlog belongs exclusively to the Developers.
Key Scrum Guide Principles Supporting This Answer:
" The Sprint Backlog is a plan by and for the Developers. It is highly visible, real-time, and should be adapted as needed throughout the Sprint. "
" Only the Developers can change the Sprint Backlog during a Sprint. "
Conclusion:
The Developers are fully responsible for the Sprint Backlog. They create, modify, and own the plan to meet the Sprint Goal, ensuring agility and self-management.
Every Scrum Team must have a Product Owner and Scrum Master.
(Choose the best answer)
Options:
Yes, and each Scrum Team ' s performance may be affected by how much they participate during the Sprint as a Scrum Master or Product Owner.
No.
Yes, and they must be 100% dedicated to each team.
Answer:
AExplanation:
According to the Scrum Guide (2020), every Scrum Team must have a Product Owner and a Scrum Master. These roles are essential for the team’s success in delivering value.
However, Scrum does not strictly mandate that a Scrum Master or Product Owner must be 100% dedicated to a single team. Their effectiveness and participation can vary based on the context, but their involvement significantly influences the team’s performance.
Analysis of Each Option:
Option A (Correct Answer):
The Scrum Team ' s performance can be affected by how actively the Product Owner and Scrum Master engage with the team.
The Product Owner is responsible for maximizing the product’s value, which requires close collaboration with stakeholders and the Development Team. If they are not actively involved, it can lead to unclear priorities and delays.
The Scrum Master ensures that Scrum is understood and enacted properly. A disengaged Scrum Master may result in impediments going unresolved and a lack of continuous improvement.
This aligns with the Scrum Guide, which states that both roles must ensure effective communication and support the team throughout the Sprint.
Option B (Incorrect):
Saying " No " implies that a Scrum Team does not necessarily require a Product Owner and Scrum Master, which contradicts the Scrum Guide.
The Scrum Guide (2020) clearly states that each Scrum Team consists of a Scrum Master, Product Owner, and Developers.
Option C (Incorrect):
While dedication is beneficial, the Scrum Guide does not require the Product Owner and Scrum Master to be 100% dedicated to only one team.
In large organizations or scaling frameworks (such as Scrum@Scale or SAFe), a Scrum Master may serve multiple teams, and a Product Owner may manage multiple related products or backlogs.
What matters is effectiveness, not exclusivity—as long as they fulfill their responsibilities, their time allocation is flexible.
Key Takeaways:
Every Scrum Team must have a Product Owner and Scrum Master (Scrum Guide, 2020).
Their level of participation affects the team ' s success, but they do not have to be 100% dedicated to a single team.
The Scrum Guide does not require exclusivity, but both roles should be involved enough to fulfill their responsibilities effectively.
Which of the following are advantages of a Product Goal that is well-understood by the Scrum
Team?
(choose the best three answers)
Options:
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 bedelivered.
Answer:
B, C, DExplanation:
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 phrase best describes a Product Owner?
(choose the best answer)
Options:
Go-between for the Developers and customers.
Requirements engineer.
Team manager.
Value maximizer.
Answer:
DExplanation:
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
Complete this sentence: The more uncertain you are about customer needs or market desires
(choose the best two answers)
Options:
the smaller each release should be.
the more you should focus on validating customer needs.
the more likely it is that you should invest in a different product.
the more important a risk management plan becomes.
Answer:
A, BExplanation:
Verified Answer: A, B
Very Very Short Explanation: In the context of Scrum and the PSPO II guidelines, when there is uncertainty about customer needs or market desires, it is recommended to make smaller releases to allow for quicker feedback and adaptation (A), and to increase the focus on validating customer needs to ensure that the product development is aligned with what customers actually want (B). This approach is consistent with the principles of empiricism and agility, which emphasize the importance of transparency, inspection, and adaptation123.
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)
Options:
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.
Answer:
AExplanation:
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.
1: Professional Scrum Product Owner™ II Certification | Scrum.org
Which of the following statements is true about the Product Vision?
(choose the best answer)
Options:
It evolves as the Scrum Team learns more about customers and their needs.
It is the shared responsibility of the Scrum Team to develop and evolve.
It must be completely free from discussions about strategic technology choices.
All of the above.
None of the above.
Answer:
AExplanation:
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 .
1: Product Vision
2: Product Owner Accountabilities
3: Empiricism
4: Stakeholders and Customers
5: Product Discovery
Product Backlog Management
The Scrum Guide
Scrum Team
Product Value
Product Feasibility
Product Validation
[Agile Manifesto]
[User Research]
[Market Analysis]
[Experiments]
If burndown charts are used to visualize progress, what do they track?
(choose the best answer)
Options:
Work remaining across time.
Accumulated cost.
Accumulated business value delivered to the customer.
Individual worker productivity.
Answer:
AExplanation:
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 Teams focus 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
What is typical work for a Product Owner in a Sprint?
(choose the best two answers)
Options:
Collaborate with stakeholders, user communities and other Product Owners.
Work with the Developers on Product Backlog refinement.
Attend every Daily Scrum to answer functional questions about the SprintBacklog.
Create financial reporting upon the spent hours reported by the Developers.
Update the work plan for the Developers on a daily basis.
Answer:
A, BExplanation:
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 collaborate with various stakeholders, user communities and other Product Owners to understand their needs, expectations and feedback, and to align them with the product vision and strategy. You also need to work with the Developers on Product Backlog refinement, which is an ongoing activity to add detail, estimates and order to Product Backlog items. This helps the Developers to understand what is valuable and feasible to deliver in the upcoming Sprints, and to plan and execute their work accordingly. These are typical and essential work for a Product Owner in a Sprint.
The other options are not typical or effective work for a Product Owner in a Sprint. Attending every Daily Scrum is not necessary, as the Daily Scrum is an event for the Developers to inspect their progress and plan their next steps. The Product Owner can attend the Daily Scrum if invited by the Developers, but should not interfere or answer questions that are not related to the Sprint Goal or the Product Backlog. Creating financial reporting upon the spent hours reported by the Developers is not a valuable activity, as it does not reflect the outcome or the value delivered by the product. It also goes against the Scrum values of trust and respect, as it implies that the Developers are not self-managing or committed to their work. Updating the work plan for the Developers on a daily basis is also not a good practice, as it undermines the autonomy and creativity of the Developers, and reduces their ability to inspect and adapt their work based on the empirical evidence. The Product Owner should not tell the Developers how to do their work, but rather focus on what is the most valuable outcome for the product.
Professional Scrum Product Owner™ II Certification
Understanding and Applying the Scrum Framework
Managing Products with Agility
The most important thing a Product Owner can do is:
(choose the best answer)
Options:
Determine the release schedule and contents.
Ensure that all stakeholder needs are met.
Function as the single source of truth for all requirements.
Maximize the value delivered by the product.
Answer:
DExplanation:
According to the Professional Scrum Product Owner™ II certification guide1, the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. This means that the Product Owner is responsible for defining, ordering, and validating what the Scrum Team works on, and ensuring that the product delivers value to the customers, users, and the organization. The other options are not the most important thing a Product Owner can do, because they are either too narrow (A), too unrealistic (B), or too prescriptive ©. References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org
What may be included in the Sprint Backlog?
(choose all that apply)
Options:
User Stories.
Tests.
Tasks.
Any additional items which are a decomposition of the selected Product Backlog items.
Use Cases.
Answer:
A, B, C, D, EExplanation:
The Sprint Backlog is the Developers’ plan for the Sprint. According to the 2020 Scrum Guide , the Sprint Backlog is composed of:
The Sprint Goal
The Product Backlog Items selected for the Sprint
An actionable plan for delivering the Increment
Because Scrum does not prescribe a specific format for Product Backlog Items or for the detailed plan inside the Sprint Backlog, several kinds of items may appear there.
Why A is correct – User Stories:
Scrum does not require User Stories, but if the selected Product Backlog Items are written as User Stories, then they may be included in the Sprint Backlog. User Stories are a common technique, not a Scrum requirement.
Why B is correct – Tests:
Tests may absolutely be part of the actionable plan for delivering an Increment. If testing work is needed to meet the Definition of Done, it can be represented in the Sprint Backlog.
Why C is correct – Tasks:
Tasks are a common way Developers break down work in the Sprint Backlog. Scrum does not require tasks, but they may be used as part of the Developers’ plan.
Why D is correct – Additional decomposition items:
This is directly aligned with Scrum thinking. The Sprint Backlog may contain additional items that decompose the selected Product Backlog Items into actionable work.
Why E is correct – Use Cases:
Like User Stories, Use Cases are not required by Scrum, but they may be used if that is how the team expresses selected Product Backlog Items or supporting detail for Sprint work.
Key Scrum point:
Scrum defines the purpose and content of the Sprint Backlog, but it does not force teams to use only one documentation style. Therefore, all of these items may be included.
You started measuring product feature usage in your last release. You are surprised to learn
that a sizable percentage of the features you thought were very important are never or rarely
used.
Which of the following actions could you take to further evaluate this unexpected result?
(choose all that apply)
Options:
Spend more time talking to users to identify the impact they seek.
Disable the features that have never been used and listen for feedback.
Run experiments to increase your understanding of what customers findvaluable.
Examine whether the rarely used features solve the intended problem.
Answer:
A, C, DExplanation:
Option A is correct because talking to users is one of the best ways to understand their needs, goals, and pain points. By spending more time with them, you can identify the impact they seek from your product and how your features align with that impact. This will help you validate your assumptions and learn from your customers12.
Option B is incorrect because disabling features that have never been used is a risky and potentially harmful action. It may cause frustration and confusion for the users who rely on those features, or who may want to use them in the future. It may also damage your reputation and trust with your customers. Instead of disabling features, you should seek feedback from your users and understand why they are not using them34.
Option C is correct because running experiments is a powerful way to increase your understanding of what customers find valuable. By testing different hypotheses and measuring the outcomes, you can learn from your data and evidence. You can also use experiments to validate your ideas and assumptions before investing in building features5 .
Option D is correct because examining whether the rarely used features solve the intended problem is a crucial step to evaluate your product performance. You should review your product vision and goals, and assess how your features contribute to them. You should also analyze the feedback and data you have collected from your users and stakeholders, and identify any gaps or mismatches between your features and their needs .
1: Product Backlog Management
2: Stakeholders and Customers
3: Product Value
4: Evidence-Based Management
5: Product Vision
Forecasting and Release Planning
[Business
