100% PASS RATE Professional Scrum Product Owner PSPO-II Certified Exam DUMP with 74 Questions
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To be eligible for the Scrum PSPO-II Certification Exam, candidates must have a solid understanding of the Scrum framework and must have completed the necessary training and experience. PSPO-II exam is suitable for individuals who have completed the Scrum Product Owner training and have at least one year of experience working as a product owner in a Scrum environment. Candidates who wish to take PSPO-II exam must also have a deep understanding of the Scrum framework, including the roles, events, artifacts, and values.
NEW QUESTION # 39
A new competitor has joined the market and has quickly gained market share, which leads to a loss of sales. After investigating, you have found out that the new competitor can release to the market faster than you three times.
What is the best first response? (choose one best answer)
- A. Launch the promotion campaign and reduce the product's price to attract more customers.
- B. All of the above
- C. Improve your Time-to-Market to compete with the competitor
- D. Add new features you think that can attract new customers to the next release.
Answer: C
NEW QUESTION # 40
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. True
- B. False
Answer: A
NEW QUESTION # 41
The Scrum Guide defines that a separate Product Backlog is needed for every__________ (choose the best answer)
- A. All of the above.
- B. Design Team
- C. Scrum Team
- D. None of the above
- E. Portfolio
- F. Product
Answer: F
NEW QUESTION # 42
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. Assign sub-Product Owners to each Scrum Team
- B. All of the above
- C. Add component team Product Owners
- D. Enlist the Program Management Office to help coordinate work
- E. Communicate a clear Product Goal and delegate some activities to the Developers.
Answer: E
NEW QUESTION # 43
Unrealized Value is measured by a gap between ____________ and ____________ (choose the best two answers).
- A. The current experience
- B. The market share
- C. The total size of the market
- D. The desired or actual experience
Answer: A,D
NEW QUESTION # 44
How much of the Sprint Backlog must be defined during Sprint Planning?
(choose the best answer)
- A. Enough so the Developers can create a forecast of what they can do during the Sprint.
- B. All of the potential work. Sprint Planning is not over until 100% of the work is identified and estimated.
- C. Just enough tasks for the Scrum Master to be confident in the Developer's understanding of the Sprint.
- D. Just enough to understand design and architectural implications.
Answer: A
Explanation:
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. References: 1:
Sprint Backlog, 2: The Scrum Guide, 3: Commitment vs. Forecast
NEW QUESTION # 45
Which approaches could help the Product Owner reduce waste in managing Product Backlog (choose the best two answers).
- A. Describe the Product Backlog Item in a precise, explicit way as expected outcomes.
- B. Only write full details for Product Backlog Items that are near the top of the Product Backlog
- C. Delegate 50% of the total amount of Product Backlog Items to the Developers.
- D. Create another Product Backlog dedicated to Product Backlog Items that are near the top.
Answer: A,B
NEW QUESTION # 46
As an investor or shareholder, which of the following measures might give you insight about whether a product is delivering value?
(choose all that apply)
- A. Revenue per Employee.
- B. The average selling price as compared to close competitors.
- C. The weekly velocity of the Developers.
- D. Product profitability.
- E. Market Share.
Answer: A,B,D,E
Explanation:
A, B, C, and D are correct because they are all measures of the value that a product delivers to the customers and the organization1. Revenue per Employee indicates the efficiency and productivity of the product development2. Market Share shows the competitive advantage and customer satisfaction of the product3. The average selling price as compared to close competitors reflects the perceived value and quality of the product4. Product profitability measures the financial return and viability of the product5. E is incorrect because the weekly velocity of the Developers is not a measure of value, but a measure of output and capacity. Velocity does not indicate whether the product is meeting the needs and expectations of the customers and the stakeholders.
NEW QUESTION # 47
The Developers have struggled to get all of their forecasted work done during the last three Sprints. As a Product Owner what steps could you take to help the Developers improve their ability to deliver a done Increment?
(choose the best two answers)
- A. Ensure that all Developers are top performers.
- B. The Product Owner can spend more time with the Developers.
- C. Ask the Scrum Master to help the Developers learn techniques for improving their ability to forecast work.
- D. Add more people to the team so they can get more done.
Answer: B,C
Explanation:
= As a Product Owner, you are accountable for maximizing the value of the product and the work of the Developers. To do this, you need to collaborate with the Developers and the Scrum Master to ensure that the Product Backlog is clear, ordered, and refined, and that the Sprint Goal and the Sprint Backlog are aligned with the product vision and strategy. You also need to provide feedback and guidance to the Developers throughout the Sprint, and to inspect and adapt the product based on the Sprint Review and the stakeholders' input.
One of the challenges that the Developers may face is to forecast the amount of work that they can complete within a Sprint, and to deliver a potentially releasable Increment that meets the Definition of Done. This requires the Developers to have the skills and the tools to estimate the complexity and the effort of the Product Backlog items, to plan and manage their work effectively, and to adhere to the quality standards and the technical practices that enable them to build a valuable and usable product increment.
To help the Developers improve their ability to deliver a done Increment, the Product Owner can take the following steps:
Ask the Scrum Master to help the Developers learn techniques for improving their ability to forecast work. The Scrum Master is accountable for establishing an environment where the Developers can work effectively, and for coaching the Developers on self-organizing and cross-functionality. The Scrum Master can also help the Developers to apply empirical process control, to use various estimation methods, to monitor and visualize their progress, and to inspect and adapt their plan based on the Sprint Backlog and the Sprint Burndown Chart.
The Product Owner can spend more time with the Developers. The Product Owner can support the Developers by clarifying the Product Backlog items, providing the acceptance criteria, explaining the customer needs and the business value, and answering any questions that the Developers may have. The Product Owner can also participate in the Sprint Planning, the Daily Scrum, and the Sprint Retrospective, to share their insights, expectations, and feedback, and to collaborate with the Developers on creating and refining the Sprint Goal and the Sprint Backlog.
The other options are not the best steps to take, because they either do not address the root cause of the problem, or they may have negative consequences. Ensuring that all Developers are top performers may not be realistic or feasible, and it may also create a culture of blame or competition, rather than collaboration and learning. Adding more people to the team may not necessarily increase the productivity or the quality of the work, and it may also introduce communication and coordination challenges, as well as additional costs and risks. Reference := Scrum Guide, Understanding and Applying the Scrum Framework, Managing Products with Agility
NEW QUESTION # 48
When should the Product Owner update the project plan? (choose the best answer)
- A. Scrum forbids having a project plan.
- B. After the Daily Scrum to ensure an accurate daily overview of project progress.
- C. The Product Backlog is the plan in Scrum. It is updated as new information and insights emerge.
- D. Before the Sprint Planning to know how much work will have to be done in the Sprint.
Answer: C
NEW QUESTION # 49
Which of the following measures might help you determine whether your product is delivering value to your customer?
(choose the best answer)
- A. All of the above.
- B. The number of "must-do" Product Backlog items delivered in a release.
- C. None of the above.
- D. The average cost of your product release.
- E. How often your customers use your product.
- F. The on-schedule performance of the Scrum Team.
Answer: E
Explanation:
The value of a product is not determined by how many features it has, how much it costs, or how fast it is delivered, but by how well it meets the needs and expectations of the customers and stakeholders. Therefore, the best measure of value is how often and how effectively the customers use the product to achieve their goals and solve their problems. This can be assessed by using metrics such as customer satisfaction, retention, engagement, loyalty, referrals, revenue, or any other indicators that reflect the desired outcomes and benefits of the product.
The other options are not the best measures of value, because they either focus on the output rather than the outcome, or they do not reflect the customer perspective. The number of "must-do" Product Backlog items delivered in a release may indicate the scope or the quality of the product, but not necessarily the value. The average cost of the product release may indicate the efficiency or the profitability of the product, but not necessarily the value. The on-schedule performance of the Scrum Team may indicate the predictability or the agility of the product development process, but not necessarily the value. References := Professional Scrum Product Owner II Certification, Managing Products with Agility, Evidence-Based Management
NEW QUESTION # 50
What is typical work for a Product Owner in a Sprint?
(choose the best two answers)
- A. Create financial reporting upon the spent hours reported by the Developers.
- B. Collaborate with stakeholders, user communities and other Product Owners.
- C. Work with the Developers on Product Backlog refinement.
- D. Attend every Daily Scrum to answer functional questions about the Sprint Backlog.
- E. Update the work plan for the Developers on a daily basis.
Answer: B,C
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 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.
References:
Professional Scrum Product Owner II Certification
Understanding and Applying the Scrum Framework
Managing Products with Agility
NEW QUESTION # 51
A Sprint forecast is:
(choose the best answer)
- A. A commitment the Developers makes to deliver a particular set of Product Backlog items.
- B. The amount of work the Developers believe they can complete in that Sprint.
- C. A useful tool for management to understand team performance and capacity.
- D. Useful for the stakeholders to know what will be included in future releases.
Answer: B
Explanation:
A sprint forecast is an estimate of what can be achieved in an upcoming Sprint. During Sprint planning, the team reviews the Product Backlog and selects stories that can be completed in the next Sprint based on the team's velocity and capacity. The forecast is a pragmatic commitment to a realistic amount of work1. The forecast helps the team plan their tasks, prioritize their goals, and set realistic expectations for what they can accomplish during the Sprint. It also helps them to identify any potential risks or issues that could arise during the course of the Sprint2. The forecast is not a guarantee or a promise, but rather a best guess based on the current information and assumptions3. The forecast can be updated during the Sprint as new information emerges or as the team learns from their work4. The forecast is a useful tool for the Product Owner to communicate with the stakeholders about the progress and the value delivered by the team.
NEW QUESTION # 52
Which of the following measures might help you determine whether your product is delivering value to your customer?
(choose the best answer)
- A. All of the above.
- B. The number of "must-do" Product Backlog items delivered in a release.
- C. None of the above.
- D. The average cost of your product release.
- E. How often your customers use your product.
- F. The on-schedule performance of the Scrum Team.
Answer: E
Explanation:
The value of a product is not determined by how many features it has, how much it costs, or how fast it is delivered, but by how well it meets the needs and expectations of the customers and stakeholders. Therefore, the best measure of value is how often and how effectively the customers use the product to achieve their goals and solve their problems. This can be assessed by using metrics such as customer satisfaction, retention, engagement, loyalty, referrals, revenue, or any other indicators that reflect the desired outcomes and benefits of the product.
The other options are not the best measures of value, because they either focus on the output rather than the outcome, or they do not reflect the customer perspective. The number of "must-do" Product Backlog items delivered in a release may indicate the scope or the quality of the product, but not necessarily the value. The average cost of the product release may indicate the efficiency or the profitability of the product, but not necessarily the value. The on-schedule performance of the Scrum Team may indicate the predictability or the agility of the product development process, but not necessarily the value. Reference := Professional Scrum Product Owner™ II Certification, Managing Products with Agility, Evidence-Based Management
NEW QUESTION # 53
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)
- A. The indication of progress on the Product Backlog is not transparent.
- B. The incomplete Sprint Backlog ítems should be returned to the Product Backlog.
- C. The Product Owner cannot effectively update the plan.
- D. The next Sprint may be interrupted when quality issues are encountered.
- E. The Scrum Team should not reléase the increment.
Answer: A,B,C,E
NEW QUESTION # 54
Team A has a velocity of 50 with a Product Backlog of 140 points ordered by business value as perceived by stakeholders.
Delivery is expected in 6 Sprints. Will this project deliver the anticipated impact? (choose the best answer)
- A. We do not know
- B. No
- C. Yes
Answer: A
NEW QUESTION # 55
Managing a Product Backlog involves which of the following activities?
(choose all that apply)
- A. Reviewing the Product Backlog with stakeholders.
- B. Forecasting the effort of Product Backlog items.
- C. Reducing or eliminating dependencies between Product Backlog items.
- D. Breaking large Product Backlog items into multiple smaller Product Backlog items.
- E. Ordering the Product Backlog.
Answer: A,C,D,E
Explanation:
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 maximizingthe 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. References: 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
NEW QUESTION # 56
The "cone of uncertainty" can be used to ______ (choose the best answer)
- A. Make the scope of work clearer after a certain number of Sprints.
- B. Calculate the Total Cost of Ownership (TCO) before the project begins.
- C. Shows the remaining amount of work remaining on a project
- D. Predict the completion date of the project, tell the user the exact Sprint project completes.
- E. Identify uncertainties.
Answer: A
NEW QUESTION # 57
Sharing people with unique skills across multiple teams will likely result in which of the following conditions?
(choose the best answer)
- A. Costs are lower since expensive resources are shared.
- B. More work gets done since people are better utilized.
- C. Teams may wait more often, impeding the delivery of value.
- D. Teams do not have to develop deep technical skills.
Answer: C
Explanation:
Sharing people with unique skills across multiple teams will likely result in teams having to wait more often for those people to be available, impeding the delivery of value. This is because those people will have to context-switch between different teams, products, and domains, reducing their focus and efficiency1. Moreover, sharing people with unique skills will create bottlenecks and dependencies in the delivery process, increasing the risk of delays and quality issues2. Furthermore, sharing people with unique skills will discourage teams from developing deep technical skills themselves, making them less cross-functional and self-organizing3. Therefore, the best answer is A.
The other options are not correct because:
B) Teams do not have to develop deep technical skills. This is not a desirable condition, as it contradicts the Scrum value of commitment and the principle of continuous improvement. Teams should strive to develop deep technical skills to deliver high-quality products and to respond to changing requirements and technologies4.
C) Costs are lower since expensive resources are shared. This is not necessarily true, as the costs of context-switching, waiting, and quality issues may outweigh the benefits of sharing resources. Moreover, this option implies a resource-oriented mindset, rather than a value-oriented mindset, which is not aligned with the Scrum framework and the Product Owner role5.
D) More work gets done since people are better utilized. This is not a valid measure of success, as the amount of work done does not reflect the value delivered. Moreover, this option implies a utilization-oriented mindset, rather than an outcome-oriented mindset, which is not aligned with the Scrum framework and the Product Owner role. Reference: 1: Context Switching, 2: Bottlenecks and Dependencies, 3: Cross-Functional Teams, 4: Technical Excellence, 5: Resource vs. Value Orientation, : Utilization vs. Outcome Orientation
NEW QUESTION # 58
Which best describes testing responsibilities in the Developers? (choose the best two answers)
- A. There should be a testing phase at the end of each Sprint
- B. Increments must be approved by the Tester before it can be deemed releasable
- C. Sub-team formations (or hierarchies) in the Scrum Team are not allowed.
- D. Ensuring all test cases created at Sprint Planning have been passed
- E. Everyone in the Developers is responsible for the quality of the product.
Answer: C,E
NEW QUESTION # 59
You started measuring product feature usage in you 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)
- A. Run experiments to increase your understanding of what customers find valuable.
- B. Examine whether the rarely used features solve the intended problem
- C. Disable the features that have never been used and listen for feedback.
- D. Spend more time talking to Users to identify the impact they seek.
Answer: A,B,D
NEW QUESTION # 60
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)
- A. Work with your Scrum Master to better understand what next steps you can take to move the company's understanding of product ownership up in the maturity curve towards Entrepreneur.
- B. Start making all the decisions you are accountable for without consulting the others who have expressed interest.
- C. Create and share a delegation board that display your decision-making areas and work with your Scrum Team to clarify decision making accountability and responsibility.
- D. Demonstrate, with the help of data, how long it is taking you to make decisions and the impact that the long decision-making cycle has on delivering value to the customers.
- E. Allow other members of the Scrum Team to continues as the decision makers, but keep a list of decisions that do not deliver their intended value.
Answer: A,D,E
NEW QUESTION # 61
What can a Product Owner achieve through experimentation? (choose all that apply)
- A. Making decisions on investment strategies and funding
- B. Eliminating all uncertainty and risks to the future success of a Product.
- C. Understanding Product-Market fit and if a viable business can be created around a Product.
- D. Identifying waste
Answer: A,C,D
NEW QUESTION # 62
Your company is considering investing in a large agile transformation.
What should you measure to know if your initiative is successful? (choose the best answer)
- A. All of the above.
- B. Customer outcomes.
- C. The number of on-time, on-budget, and on-scope projects.
- D. The number of teams doing Scrum.
- E. Average team velocity.
Answer: B
NEW QUESTION # 63
A user satisfaction gap exists when there is a difference between:
(choose the best two answers)
- A. The user's actual experience.
- B. The user's desired outcome.
- C. The market share of the product.
- D. The total market size.
Answer: A,B
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:
1: Identifying and Closing the Customer Satisfaction Gap
2: Find the Gaps in Your User Experience
3: [Outcome-Driven Innovation]
4: [User Experience]
5: Measure Business Opportunities with Unrealized Value
NEW QUESTION # 64
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