Scrum PSPO-II Certification All-in-One Exam Guide Jan-2025 [Q24-Q48]

QUESTION 24
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)

Increase investment in the product to create greater interest and bring old customers back.

Maintain the product, but begin reducing investment; seek other opportunities for future growth.

Drop the price for the product to attract new customers.

Increase marketing for the product.

QUESTION 25
The environment in which a product will be used changes and emerges continually. What is the effect on the Product Backlog?
(choose the best answer)

The requirements specification document, describing the Product Backlog items, must be updated to ensure stability.

The Product Backlog evolves to reflect what the product needs to be most valuable.

There is no effect, the Product Backlog must stay the same until the end of the project.

The Product Backlog is archived and a new Product Backlog is created to take its place

* Option B is the best answer because it reflects the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is a living artifact that represents the current understanding of what the product needs to be most valuable for the customers and the stakeholders1. The Product Backlog 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 managing the Product Backlog and ensuring that it is transparent, ordered, and refined2. The Product Owner collaborates with the Scrum Team and the stakeholders to inspect and adapt the Product Backlog items based on the new insights, opportunities, and learnings that arise from the changing environment34. The Product Owner also uses various techniques, such as product vision, value proposition, user stories, experiments, and evidence-based management, to define, validate, and prioritize the Product Backlog items5 .
* Option A is not the best answer because it contradicts the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is not a requirements specification document, but rather a list of hypotheses and assumptions that need to be tested and validated in the real world5. The Product Backlog items are not detailed or fixed upfront, but rather refined and clarified as they get closer to implementation2. Updating the requirements specification document to ensure stability implies a plan-driven and predictive approach that does not embrace change and feedback, and that does not optimize value delivery.
* Option C is not the best answer because it contradicts the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is not a project plan, but rather a product roadmap that guides the development of the product. The Product Backlog does not have a predefined end date or scope, but rather evolves and changes as the product grows and matures1. Keeping the Product Backlog the same until the end of the project implies a plan-driven and predictive approach that does not embrace change and feedback, and that does not optimize value delivery.
* Option D is not the best answer because it contradicts the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is not a disposable artifact, but rather a cumulative and iterative one that builds on the previous work and learnings1. The Product Backlog items are not discarded or replaced, but rather refined and updated as the product evolves and changes2. Archiving the Product Backlog and creating a new one implies a disruptive and wasteful approach that does not leverage the existing knowledge and feedback, and that does not optimize value delivery.
References:
* 1: Product Backlog
* 2: Product Backlog Management
* 3: Empiricism
* 4: Stakeholders & Customers
* 5: Product Vision
* : Product Value
* : Evidence-Based Management
* : [Agile Manifesto]
* : [Product Roadmap]
* : Product Owner Accountabilities
* : Sprint Review
* : Product Backlog Refinement
* : [User Stories]
* : [Value Proposition]
* : [Experiments]

QUESTION 26
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)

Gather the opinions of all stakeholders, then make a decision on which request to pursue based on this information.

Implement a small part of the Sales Manager’s proposal in order to gather more information to better understand its potential.

Implement the CFO’s request to prevent customer churn.

Agree with the Sales Manager’s proposal by implementing the requested features as it will help to boost the sales team’s revenue.

QUESTION 27
According to the Scrum Guide, what would be considered the smallest Product Increment that would be valuable enough to be released? (choose the best answer)

The Increment delivers all “must have” Product Backlog items

The Increment adds a new feature.

The Increment includes fixes for at least one defect

The Increment delivers a single new or improved outcome.

QUESTION 28
The most important thing a Product Owner can do is:
(choose the best answer)

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.

QUESTION 29
A Visionary Product Owner tends to: (choose the best answer)

Know all about the details, and about every bug in the software or system.

Support people in their own discovery process, whether it’s about defining goals, clarifying PBIs or analyzing customer needs.

Know all about the Developers’s velocity and predictability and maximizing output in order to deliver all features.

Focus on the future, on changing the status quo and helping people to see what could be, instead of what is.

QUESTION 30
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)

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.

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.

QUESTION 31
When an Increment is considered valuable? (choose the best two answers)

It reduce long-term operational costs.

It is delivered before the deadline

It includes all the features that the Product Owner expects

It increases customer satisfaction

QUESTION 32
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)

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.

QUESTION 33
Which of the following are characteristics of a Product Goal? (choose all that apply)

It is a commitment contained in the Product Backlog

It has clear boundaries.

It communicates the target future state of the product.

It forms a contract with the business, allowing change to be better managed.

It has the approval of all stakeholders.

It provides a long-term objective for the Scrum Team to plan against.

QUESTION 34
You work for a large financial institution. Your products have many interdependencies: you have mobile, web, and ATM product interfaces to financial products like savings, checking, spending, electronic payments, credit cards, and investments. When any of these financial products change, the changes ripple throughout the mobile, web, and ATM clients, and maintaining consistency is challenging. What should you do to reduce this problem?
(choose the best answer)

Form products that are as independent as possible and let each product determine their own release plans, but ensure coordination.

Create a centralized, coordinated cross-product Development Plan to ensure consistency.

Appoint a Project Lead to oversee all the products.

Ensure that the PMO manages the inter-product dependencies.

All of the above.

QUESTION 35
Your organization wants to become better at responding to market changes and new opportunities that may arise.
Which measure is LEAST helpful in understanding how to improve its ability to respond? (choose the best answer)

Revenue per employee

Technical Debt

Velocity

Cycle time

On product index

QUESTION 36
What can be measures of internal value? (choose all that apply)

Customer or user satisfaction gap

Time spent context-switching

Employee Satisfaction

On-Product Index

Cycle Time

QUESTION 37
True or False: Running multiple experiments on the same product at the same time helps to reduce the cost and complexity of testing new ideas.

False

True

QUESTION 38
How does the Scrum Master help the Product Owner? (choose the best three answers)

Facilitating Scrum events as requested or needed

Finding techniques for effective Product Backlog management

Understanding product planning in an empirical environment

Leading and coaching the organization in its Scrum adoption

Introducing cutting edge development practices

QUESTION 39
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)

Start making all the decisions without consulting the others who have expressed interest.

Allow other members of the Scrum Team and stakeholders to continue making decisions they are not accountable for; documenting which decisions do not deliver the intended value.

Create and share a delegation board that displays your decision-making areas and work with your Scrum Team to clarify decision making accountability and responsibility.

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.

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 customer.

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.

QUESTION 40
Which of the following measures might help you determine whether your product is delivering value to your customer?
(choose the best answer)

The number of “must-do” Product Backlog items delivered in a release.

The average cost of your product release.

The on-schedule performance of the Scrum Team.

How often your customers use your product.

All of the above.

None of the above.

QUESTION 41
How can Scrum help with making funding and investment decisions? (choose the best two answers)

By frequently inspecting the outcomes of the delivered Sprint Increments to understand how much value is being produced per investment spent.

By releasing to the customers and users early and often.

The only financial decisions required is the funding necessary for the operational costs of the Scrum Teams.

Setting a fixed budget will ensure that the project is delivered on-time, within scope, and on-budget.

QUESTION 42
A “cone of uncertainty” can be used to do what?
(choose the best answer)

Represent the relative level of difficulty for predicting the velocity of individual team members.

Rapidly identify and prioritize all uncertainties.

Determine whether to cut quality, similar to the “Iron Triangle” of project management.

Visualize the uncertainty of the potential value that a Scrum Team delivers over time.

Explanation
A “cone of uncertainty” is a graphical representation of the evolution of the amount of uncertainty during a project. It shows that at the beginning of a project, there is a high degree of variability and unpredictability in the estimates of the scope, cost, time, and value of the product. As the project progresses, more information and feedback are gathered, and the uncertainty decreases, reaching zero when the product is delivered and validated. A “cone of uncertainty” can be used to visualize the uncertainty of the potential value thata Scrum Team delivers over time, and to guide the empirical process of inspection and adaptation. By using a “cone of uncertainty”, a Scrum Team can:
* Align the expectations of the stakeholders and customers with the reality of the complex and dynamic environment.
* Avoid making premature or unrealistic commitments based on inaccurate or incomplete estimates.
* Embrace change and experimentation as opportunities to learn and deliver more value.
* Inspect the actual value delivered and the feedback received, and adapt the product vision, strategy, and backlog accordingly.
* Forecast the range of possible outcomes and the level of confidence for each Sprint and release.
The other options are not valid uses of a “cone of uncertainty”. A “cone of uncertainty” does not represent the relative level of difficulty for predicting the velocity of individual team members, as velocity is a measure of the amount of work done by the whole Scrum Team, not by individuals. A “cone of uncertainty” does not rapidly identify and prioritize all uncertainties, as uncertainties are not always known or quantifiable, and may change over time. A “cone of uncertainty” does not determine whether to cut quality, similar to the “Iron Triangle” of project management, as quality is not a variable that can be traded off in Scrum, but a non-negotiable aspect of the Definition of Done and the value proposition of the product.
References:
* Professional Scrum Product Owner™ II Certification
* Managing Products with Agility
* Cone of Uncertainty – Wikipedia

QUESTION 43
Which of the following statements is true about the Product Vision?
(choose the best answer)

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.

Option A is the best answer because it reflects the agile and empirical nature of Scrum and Product Ownership. The Product Vision is a concise and inspiring statement that describes the purpose, direction, and value proposition of the product1. The Product Vision is not a fixed or static document, but rather an emergent and dynamic one that adapts to the changing environment, needs, and feedback. The Product Owner is accountable for creating and communicating the Product Vision to the Scrum Team and the stakeholders2. The Product Owner collaborates with the Scrum Team and the stakeholders to inspect and adapt the Product Vision based on the new insights, opportunities, and learnings that arise from the changing environment34. The Product Owner also uses various techniques, such as product discovery, user research, market analysis, and experiments, to validate and refine the Product Vision5 .
Option B is not the best answer because it contradicts the accountability of the Product Owner. The Product Owner is the sole person responsible for managing the Product Backlog and maximizing the value of the product and the work of the Scrum Team. The Product Owner is also the sole person responsible for creating and communicating the Product Vision to the Scrum Team and the stakeholders2. The Product Owner may seek input and feedback from the Scrum Team and the stakeholders, but the final decision and authority on the Product Vision belongs to the Product Owner. The Scrum Team and the stakeholders are not accountable for developing and evolving the Product Vision, but they are expected to understand and support it .
Option C is not the best answer because it contradicts the reality and complexity of product development. The Product Vision is not a technical specification, but rather a strategic and business-oriented statement that guides the development of the product1. The Product Vision does not prescribe how the product should be built, but rather why and what the product should achieve. However, the Product Vision is not completely detached from the technical aspects of the product, as the technology choices may have an impact on the feasibility, desirability, and viability of the product. The Product Owner should be aware of the strategic technology choices and their implications, and discuss them with the Development Team and the stakeholders, as part of the product discovery and validation process .
Reference:
1: Product Vision
2: Product Owner Accountabilities
3: Empiricism
4: Stakeholders & Customers
5: Product Discovery
6: Product Backlog Management
7: The Scrum Guide
8: Scrum Team
9: Product Value
10: Product Feasibility
11: Product Validation
12: [Agile Manifesto]
13: [User Research]
14: [Market Analysis]
15: [Experiments]

QUESTION 44
Personas can help to: (choose the best answer)

Formulate hypotheses about product value.

Understand the needs of a set of users.

Understand market potential

Discover key buying triggers

E) All of the above.

QUESTION 45
The Product Owner ensures a product’s success by measuring the following: (choose the best three answers).

The impact on customer satisfaction

The impact on the CEO’s mood

The delivery of upfront defined scope compared to the upfront planned time.

The impact on revenue

The impact on cost

QUESTION 46
The Definition of Done is used to: (choose the best three answers)

Increase transparency.

Create a shared understanding of when work is complete

Describe the purpose, objective, and timebox of each Scrum Event.

Inform the Developers on how many Product Backlog items to select in a Sprint.

Describe the work that must be done before the Sprint can be declared complete.

QUESTION 47
True or False: Michael, a new Product Owner, has been assigned to work in the Finance industry, which is new to him. He is unsure about the market desires and customer needs. The Product Manager advised Michael to conduct experiments, validate customer needs, start doing smaller releases more often.

True

False

QUESTION 48
If a Product Owner finds themselves with more work to do than they can give attention to, what strategy can help them achieve the things that need to be done?
(choose the best answer)

None of the above.

Break the product into components, each with their own Product Owner, and create a
“Chief Product Owner” role who is responsible for the integrated product.

All of the above.

Split the Product Owner role into “Business Product Owner” and “Technical Product Owner” roles to spread the work.

Delegate tasks like detailing Product Backlog items, interviewing users, and analyzing data to Developers.

Scrum PSPO-II Certification All-in-One Exam Guide Jan-2025 [Q24-Q48]

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