The most important thing a Product Owner can do is:
(choose the best answer)
D
Explanation:
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 ©. Reference: 1
: Professional
Scrum Product Owner™ II Certification | Scrum.org
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)
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.
Reference:
Professional Scrum Product Owner™ II Certification
Managing Products with Agility
Evidence-Based Management
A separate Product Backlog is needed for every:
(choose the best answer)
A
Explanation:
According to the Professional Scrum Product Owner™ II certification guide1
, a Product Backlog is an
ordered list of what is needed to improve the product. It is the single source of work undertaken by
the Scrum Team. The Product Backlog is owned by the Product Owner, who is accountable for
maximizing the value of the product resulting from the work of the Scrum Team. Therefore, a
separate Product Backlog is needed for every product, not for every Scrum Team, portfolio, program,
or all of the above.
Multiple Scrum Teams can work on the same product and share the same Product
Backlog2
.
A portfolio or a program may consist of multiple products, each with its own Product
Backlog3. Reference: 1: Professional Scrum Product Owner™ II Certification | Scrum.org 2
: What is a
Product Backlog?
| Scrum.org 3
: Product Backlog Explained [+ Examples] | Atlassian
What is the role of the Product Owner in crafting the Sprint Goal?
(choose the best answer)
C
Explanation:
The Sprint Goal is a summary statement of the Sprint objective, which ideally has a cohesive theme.
The Sprint Goal also gives the Scrum Team guidance and flexibility on how to achieve the objective.
The Sprint Goal is crafted by the entire Scrum Team during the Sprint Planning, based on the Product
Owner’s proposal of the most valuable Product Backlog items and the Development Team’s forecast
of the work that can be done in the Sprint. The Product Owner collaborates with the team to write
the Sprint Goal and defines it on the basis of the value being sought. The Product Owner does not
define the scope or the solution for the Sprint, but rather the outcome and the benefit. The Product
Owner also does not work with stakeholders to set the Sprint Goal, but rather represents their
interests and needs. The Product Owner has a role in crafting the Sprint Goal, but not the sole
responsibility for it. Reference:
Professional Scrum Product Owner II Assessment
Understanding and Applying the Scrum Framework
Managing Products with Agility
The Role of the Product Owner during the Sprint
Sprint Goal – An Essential Ingredient in Scrum Recipe
The leading revenue-producing product in your portfolio has:
. High Current Value
. Low Unrealized Value
The product has been losing customers for several years and revenues are down. Using those
two data points and the options below, what is the first action you should take?
(choose the best answer)
B
Explanation:
According to the PSPO II resources, a product with high current value and low unrealized value is in
the harvest stage of the product lifecycle1
. This means that the product has reached its peak and is
facing increasing competition and decreasing customer demand. The best strategy for this stage is
to maintain the product quality and customer satisfaction, but reduce the investment in new features
or enhancements.
The product owner should seek other opportunities for future growth, such as
developing new products or exploring new markets23
. Reference:
:
Product Lifecycle Management
:
Product Strategy
:
Evidence-Based Management
How much of the Sprint Backlog must be defined during Sprint Planning?
(choose the best answer)
A
Explanation:
The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for
delivering the product Increment and realizing the Sprint Goal1
.
The Sprint Backlog is a forecast by
the Developers about what functionality will be in the next Increment and the work needed to
deliver that functionality into a “Done” Increment2
.
The Sprint Backlog is a plan with enough detail
that changes in progress can be understood in the Daily Scrum2
. The Developers modify the Sprint
Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint.
This emergence
occurs as the Developers work through the plan and learn more about the work needed to achieve
the Sprint Goal2
.
The Sprint Backlog is not a commitment to deliver a fixed scope of work, but rather
a forecast of what the Developers believe they can do in the Sprint3
.
Therefore, the Sprint Backlog
does not need to be fully defined during the Sprint Planning, but only enough so the Developers can
create a realistic forecast of what they can do during the Sprint. Reference: 1: Sprint Backlog, 2: The
Scrum Guide, 3
: Commitment vs. Forecast
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)
B
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 and understood. 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. Reference: 1
:
Scrum Guide 2
:
Understanding and Applying the Scrum
Framework 3
:
Managing Products with Agility 4
:
Evolving the Agile Organization
Who is accountable for creating a plan for the Sprint and adhering to the Definition of Done?
(choose the best answer)
D
Explanation:
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. Reference :=
Scrum Guide
,
Understanding and Applying the Scrum
Framework
,
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)
ACDE
Explanation:
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.
Reference: 1
: Professional Scrum Product Owner™ II Certification | Scrum.org
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)
D
Explanation:
: 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.
Reference:
Professional Scrum Product Owner™ II Certification
Evolving the Agile Organization
Managing Products with Agility
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)
ACD
Explanation:
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 .
Reference:
: Product Backlog Management
: Stakeholders & Customers
: Product Value
: Evidence-Based Management
: Product Vision
: Forecasting & Release Planning
: [Business Strategy](https://www
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)
CDE
Explanation:
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.
A user satisfaction gap exists when there is a difference between:
(choose the best two answers)
BD
Explanation:
A user satisfaction gap exists when there is a difference between what the user expects from a
product or service and what the user actually experiences12
.
The user’s desired outcome is the goal
or benefit that the user wants to achieve by using the product or service3
.
The user’s actual
experience is the perception and evaluation of the product or service by the user4
. If the user’s
actual experience does not meet or exceed the user’s desired outcome, the user will be dissatisfied
and may switch to a different product or service. Reference:
:
Identifying and Closing the Customer Satisfaction Gap
:
Find the Gaps in Your User Experience
: [Outcome-Driven Innovation]
: [User Experience]
:
Measure Business Opportunities with Unrealized Value
Managing a Product Backlog involves which of the following activities?
(choose all that apply)
B C D E
Explanation:
Product Backlog involves the following activities12
:
Reducing or eliminating dependencies between Product Backlog items.
This helps to increase the
flexibility and adaptability of the Product Backlog, and enables the Developers to select the most
valuable and feasible items to work on in each Sprint3
.
Reviewing the Product Backlog with stakeholders.
This helps to ensure that the Product Backlog
reflects the needs and expectations of the customers and users, and that the Product Owner receives
feedback and input from various perspectives4
.
Breaking large Product Backlog items into multiple smaller Product Backlog items.
This helps to
create a more granular and transparent Product Backlog, and allows the Product Owner to prioritize
and refine the items more effectively5
.
Ordering the Product Backlog. This helps to communicate the relative importance and urgency of the
Product Backlog items, and guides the Developers to select the most valuable items for the next
Sprint.
Forecasting the effort of Product Backlog items is not an activity that is explicitly required for
managing a Product Backlog. The Product Owner is mainly responsible for maximizing the value of
the product, not the effort or cost of development.
The effort of Product Backlog items may be
estimated by the Developers, but this is not a mandatory practice and it does not affect the ordering
of the Product Backlog. Reference: 1: Product Backlog Management, 2: Managing Products with
Agility, 3: Reducing Dependencies, 4: Reviewing the Product Backlog, 5
: Breaking Down Product
Backlog Items, : Ordering the Product Backlog, : The Product Owner, : Estimating Product Backlog
Items
A Product Owner is needed for every:
(choose the best answer)
A
Explanation:
The Product Owner is the sole person accountable for managing the Product Backlog and ensuring
the value of the work the Scrum Team performs. The Product Owner is one person, not a
committee.
The Product Owner may represent the desires of a committee in the Product Backlog,
but those wanting to change a Product Backlog item’s priority must address the Product Owner1
.
The
Product Owner is responsible for the product and its outcome2
.
A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined
users or customers.
A product could be a physical product, a software product, a service, a project, or
something else3
.
A product has a product vision, which is the overarching goal of the product, the
reason for creating it, and the impact it should have on its customers and users4
.
A portfolio is a collection of products or projects that are aligned with a strategic goal or an
organizational unit5
. A program is a group of related projects or products that are managed in a
coordinated way to obtain benefits and control not available from managing them individually. A
portfolio or a program may have a portfolio or program manager, who is responsible for overseeing
the alignment, prioritization, and governance of the portfolio or program . However, these roles are
not equivalent to the Product Owner role, as they do not have the same accountabilities and
authorities as the Product Owner.
Therefore, the correct answer is that a Product Owner is needed for every product, not for every
portfolio or program. Reference: 1
:
Scrum Guide 2
:
Understanding and Applying the Scrum
Framework 3
:
Managing Products with Agility 4: [Product Vision] 5
: [Portfolio] : [Program] : [Portfolio
Management] : [Program Management]