Scrum PSPO-II Professional Scrum Product Owner II Online Training
Scrum PSPO-II Online Training
The questions for PSPO-II were last updated at Nov 23,2024.
- Exam Code: PSPO-II
- Exam Name: Professional Scrum Product Owner II
- Certification Provider: Scrum
- Latest update: Nov 23,2024
The Product Owner is also accountable for effective Product Backlog management, which includes (choose ALL that apply).
- A . Estimating the size of the Product Backlog Items at the high-level.
- B . Decomposing large Product Backlog Items into workable smaller Product Backlog Items.
- C . Eliminating or reducing dependencies between Product Backlog Items.
- D . Spending time to discuss and review the Product Backlog with stakeholders.
- E . Ordering the Product Backlog.
B,C,D,E
Explanation:
The Product Owner is accountable for effective Product Backlog management, which includes:
1) Developing and explicitly communicating the Product Goal.
2) Creating and Clearly expressing Product Backlog items.
3) Ordering the items in the Product Backlog to best achieve goals and missions.
4) Ensuring that the Product Backlog is visible, transparent, and clear to all. The Product Owner can delegate above to others however remains accountable for it.
The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team. Product Backlog items that can be Done by the Scrum Team within one Sprint are deemed ready for selection in a Sprint Planning event. They usually acquire this degree of transparency after refining activities. Product Backlog refinement is the act of breaking down and further defining Product Backlog items into smaller more precise items. This is an ongoing activity to add details, such as a description, order, and size. Attributes often vary with the domain of work.
The Developers are responsible for all work effort estimations in the Product Backlog. The Product Owner may influence the Developers by helping them understand and select tradeoffs, but the people who will perform the work make the final estimate.
A Product Owner at ABC company has various types of stakeholders that provide feedback and ideas for the product. At times they have ideas that run counter to one another.
At a recent meeting, the Sales Manager insists that a new feature be added in order to reach untapped new customers. The CFO contends that this new feature is not cost-effective and suggests focusing on
other features to improve the satisfaction of existing customers. The PO sees merit in both stakeholder perspectives.
How should the PO proceed? (choose the best answer)
- A . Gather the opinions of all stakeholders, then make a decision on which request to pursue based on this information.
- B . Implement a small part of the Sales Manager’s proposal in order to gather more information to better understand its potential.
- C . Implement the CFO’s request to prevent customer churn.
- D . Agree with the Sales Manager’s proposal by implementing the requested features as it will help to
boost the sales team’s revenue.
B
Explanation:
Conducting experiments, enables organizations to evaluate the value derived from software investments.
Key-Value Area (KVA) measures resulting from experimentation will help guide you in decision making.
Which activities will a Product Owner likely engage in during a Sprint? (choose the best three answers)
- A . Run the Daily Scrum
- B . Reorder items in the Product Backlog
- C . Update the Sprint burndown chart.
- D . Answer questions from the Developers about items in the current Sprint.
- E . Gather information and opinions from Stakeholders
- F . Prioritize the Developer’s tasks.
B,D,E
Explanation:
A Product Owner orders the work for a complex problem into a Product Backlog.
Product Owner is accountable for maximizing the value of the product The Product Owner may represent the needs of many stakeholders in the Product Backlog.
The Product Owner is also accountable for effective Product Backlog management, which includes:
● Developing and explicitly communicating the Product Goal;
● Creating and clearly communicating Product Backlog items;
● Ordering Product Backlog items; and,
● Ensuring that the Product Backlog is transparent, visible and understood. Incorrect: The Sprint burndown would be update by Developers.
Incorrect: Product owner do not priorize Developer’s tasks, they organize their tasks.
When there are multiple Scrum Teams working on the same product, each team should demonstrate its individual Increment in a separate branch of the code.
- A . False
- B . True
A
Explanation:
If there are multiple Scrum Teams working on the system or product release, the Developers on all the Scrum Teams must mutually define the definition of "Done". Each Increment is additive to all prior Increments and thoroughly tested, ensuring that all Increments work together.
The Developers are required to conform to the Definition of Done. If there are multiple Scrum Teams working together on a product, they must mutually define and comply with the same Definition of Done.
Every product needs a _______ (choose the best answer)
- A . A project management plan includes time, scope and budget.
- B . Deadline
- C . All of the above
- D . System Requirement Specification (SRS)
- E . Product Owner
E
Explanation:
The Project Management Plan and SRS defined in Waterfall but not in Scrum.
As long as the product exists, the Product Backlog exists. The Product Backlog is a living artifact and is an ordered list of everything that requires to build a product. It is the sole source of specifications for any changes to be made to the item. The Product Owner, including its content, availability, and order, is responsible for the Product Backlog.
What can an organization benefit from the short iterations? (choose the best answer).
- A . None of the above.
- B . Validate the hypotheses faster.
- C . Minimize and control risk better.
- D . Understand the customer’s needs better.
- E . Get feedback from stakeholders faster.
- F . All of the above.
F
Explanation:
Let’s take a two-week Sprint as an example.
Validate the hypothesizes faster: it means you release your product in a short duration, the feedback loop from customers is more active.
Get feedback from stakeholders faster: The interval of the Sprint Review is shorter.
Minimize and control risk better: If the work outcome is wasteful, the cost spent is limited to the weeks incurred in the Sprint. This feedback is a control gateway and can be used to plan better for the next Sprint. In other words, the risk of pursuing the wrong direction is limited to the cost of one Sprint.
True or False? A product with High Current Value and low Unrealized Value. Some say you should maintain the product, but gradually reduce the investment then start seeking another opportunity for future growth.
- A . False
- B . True
B
Explanation:
Whatever information the remember 1 formula to solve the High Current Value, Low Unrealized Value:
Maintain, Reduce, Retreat (seek for other opportunities).
Your CEO thinks your organization needs to deliver more quickly. There is no shortage of opinions about how you should go about this. Some managers think they need to hire more people, some engineers think the answer is automation. You can’t pursue every idea, and some ideas may not be worth pursuing.
What could best help you understand the problem and where to improve? (choose the best answer)
- A . Conduct a customer satisfaction survey to find areas of dissatisfaction.
- B . All of the above.
- C . Hire more people to handle the workload while also working to improve automation.
- D . Create a Value Stream Map to understand the current process and its bottlenecks.
- E . Analyze employee utilization rates to understand where efficiency needs to be improved.
D
Explanation:
Value Stream mapping will help you understand your process and will highlight opportunities to eliminate waste and wait-time. Analyzing utilization may help you understand wait-time, but not the reasons behind it. Hiring more people may actually slow-down your delivery process.
You have 20 teams working on a single release that will deliver 30 different features to your customers. It is estimated that this release will be completely finished in 4-5 months.
How can you improve your Time to Market? (choose the best answer)
- A . As soon as a feature is ready, deliver it in its own smaller release.
- B . Automate parts of the development and testing process to reduce waste.
- C . Add more developers to increase the overall development capacity.
A
Explanation:
Time-to-Market (T2M). The organization’s ability to quickly deliver new capabilities, services, or products. Example: Reducing the number of features in a product release can dramatically improve T2M; the smallest release possible is one that delivers at least some incremental improvement in value to some subset of the customers/users of the product.
Many organizations also focus on removing non value-added activities from the product development and delivery process to improve their T2M.
The Evidence-Based Management framework helps you to: (choose the best answer)
- A . Improve the predictability of Scrum Team velocity.
- B . Understand whether your PMO is efficient.
- C . Improve your ability to deliver value.
- D . Better track your progress against plans.
C
Explanation:
Evidence-Based Management helps you to improve the value that your organization delivers to customers.
Evidence-Based Management (EBM) is an empirical approach that helps organizations to continuously improve customer outcomes, organizational capabilities, and business results under conditions of uncertainty. It
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